•Headed team of 400 in achieving first position in all KPI’s across scorecard – 66% accident reduction, 1.32% sick absence reduction (5.30% to 3.98%), quality of service 98.16% (+2.50%), 12% uplift in production and 12.0% cost reduction. Achieved highest legal safety and engagement scores in company history – sharing best practice nationally. Piloted and embedded new performance management approach across team (1-2-1, PDP, talent/succession planning and exiting poor performing… Show more •Headed team of 400 in achieving first position in all KPI’s across scorecard – 66% accident reduction, 1.32% sick absence reduction (5.30% to 3.98%), quality of service 98.16% (+2.50%), 12% uplift in production and 12.0% cost reduction. Achieved highest legal safety and engagement scores in company history – sharing best practice nationally. Piloted and embedded new performance management approach across team (1-2-1, PDP, talent/succession planning and exiting poor performing individuals). Harmonised relationships in a highly unionised environment by changing communication culture. Led 64 projects (alignment, automation, Christmas, sick absence, post box strategy) to deliver £3.2M savings. Continuous improvement strategy for all frontline managers across Royal Mail processing. Show less

Led management team in prioritisation/resolution of scorecard issues across pillars of continuous improvement. Troubleshooted across ten pillars to achieve scorecard KPI’s by directing pillar leads/involving all employees. Created and implemented systematic step-by-step methodology to reduce accident frequency, sick absence and quality loss and increase employee engagement, automation utilisation and productivity. Managed large letter automation – procurement, stakeholder… Show more Led management team in prioritisation/resolution of scorecard issues across pillars of continuous improvement. Troubleshooted across ten pillars to achieve scorecard KPI’s by directing pillar leads/involving all employees. Created and implemented systematic step-by-step methodology to reduce accident frequency, sick absence and quality loss and increase employee engagement, automation utilisation and productivity. Managed large letter automation – procurement, stakeholder management, deployment and savings (£0.9M per annum). Equipped myself with extensive pipeline knowledge including production control, customer collection engineering and operational management. Led all lean/agile continuous improvement activity across West region – liaising with senior stakeholders, centralised project control and trialling/expanding new technologies. Led value stream map across Royal Mail pipeline – mailing houses, couriers and internal stakeholders (waste/loss). Personally benchmarking external companies to create internal/pipeline continuous improvement strategy. Show less

Supporting large teams in the deployment of core standards and policies to improve all quality and people KPI’s. Prioritisation of national end to end quality results to identify high impacting units. Working on location at poorly performing units (with all stakeholders) to prioritise activity/generate action plans to achieve quality of service - Exeter, Southampton, Cardiff, Birmingham, Bristol, Leeds and Edinburgh. Generated business standards for quality across logistics… Show more Supporting large teams in the deployment of core standards and policies to improve all quality and people KPI’s. Prioritisation of national end to end quality results to identify high impacting units. Working on location at poorly performing units (with all stakeholders) to prioritise activity/generate action plans to achieve quality of service - Exeter, Southampton, Cardiff, Birmingham, Bristol, Leeds and Edinburgh. Generated business standards for quality across logistics functions. Show less

Led shift team to achieve safety (zero accidents), engagement score (47% to 52%), productivity (9%), quality of service (99.0%) and sick absence (2.5%). All KPI’s surpassed demonstrating excellent performance management skills at manager/frontline level. Co-ordinator of Christmas 2014; leading 4 managers and 350 agency staff to deliver all KPI’s, saving £47k. Delivered 162 Kaizens saving £42.5k. Following personal B&H I developed the ‘Enough’ campaign, building a culture of… Show more Led shift team to achieve safety (zero accidents), engagement score (47% to 52%), productivity (9%), quality of service (99.0%) and sick absence (2.5%). All KPI’s surpassed demonstrating excellent performance management skills at manager/frontline level. Co-ordinator of Christmas 2014; leading 4 managers and 350 agency staff to deliver all KPI’s, saving £47k. Delivered 162 Kaizens saving £42.5k. Following personal B&H I developed the ‘Enough’ campaign, building a culture of diversity and respect. Show less