David Burditt Email & Phone Number

Sourdeval, France

Avranches, France

J'ai adoré faire partie de l'équipe de la Biscuiterie St Michel et j'ai apprécié mon temps de travail là-bas. Si les équipes duraient des jours ou 2*8, je serais toujours là (ils travaillent malheureusement 3*8)

Leicester, United Kingdom

Newark Nottinghamshire

Leicester, United Kingdom

Production Manager for the Sheet Metal side of the Company. I increased Production and Profits above targets and created additional work space in order to take on extra staff despite being informed it was not thought possible. I had the full backing of one of the Managing Directors all through my time at Impact Ducting and he subsequently resigned after I left.

Created and implemented structures to reflect changing markets, demands and technology. Ensuring delivery problems to us and to our customers are overcome effectively and cost efficiently. Introducing quality standards and measures of control to areas where quality is an issue. Managed 7 supervisors and 56 skilled shop floor staff and chair daily production meetings with the supervisors and Directors to discuss outstanding, current and future productions developments and requirements. My aim was to ensure work is produced to schedule, cost and quality.As part of my role I monitored and implemented Health & Safety in the workplace. I carried out all company risk assessments, rewriting all existing assessments over the past 3 years as well as generating new ones as required.I introduced a firm man-management approach and restructured the departments into supervised teams with a new approach to recruitment, training, quality, discipline and appraisal. This ensured that all areas of production are staffed with suitably trained and qualified staff and encourage personnel to continually develop their skills to promote or move personnel to other areas..This enabled the company to have a highly skilled workforce matrix with coverage across all areas to cover for holidays and sickness as well as reducing staff turnover significantly to create a stable working environment. Overtime costs were also slashed.As well as managing production targets I continually monitored production costs from materials, overtime and temporary staffing, producing monthly spreadsheets to the Directors showing targeted production output against actual output across all 3 managed areas and expenditure against actual. I introduced 5S as the benchmark for this process.

One of the world's largest manufacturers of construction equipment, their Desford site employs 1800 staff and produces one of BCP's core products- Backhoe.My role as Team Leader was on this products line, managing Backhoe's largest staffed section. I was the link between the Section Manager and Team Members, co-ordinating the team and utilising available resourses efficiently to ensure operational targets are met whilst optimising Health & Safety, product quality and production performance.I took part in start of shift meetings involving all Team Leaders and Section Managers discussing quality, staffing, safety and production issues and targets. I then held meetings with all my Team Members to discuss issues and targets relevant to them.A typical shift would involve me responding to ANDON calls and dispatching support resources as needed not just in my section but also supporting any section requesting additional support to ensure a continual smooth running production line. I collected data and continually updated matrix boards as needed. I was expected to generate and work on continuous improvement ideas for my area, assist in their creation, training and implementation of standardised work processes especially TAC times. I participated in Process Improvement Dialogues (PIDS) and Rapid Improvement Workshops (RIW's), worked to inbed CPS and MQ12005 processes into production and undertook risk assessments on a weekly basis across all sections of the Backhoe Line.My time at BCP gave me a huge insight into a successful OEM Company and I am proud in that I was the first team leader employed by BCP who had not come from an OEM background.

A medium sized engineering group supplying quality metal products to JCB, Cummins and S&P amongst others. My role was to issue the production schedules for the assembly and machine shops and make constant analysis of performance and quality against targets and costs using the bespoke Jobshop MRP system. I held weekly meetings and presentations with the Company Directors and daily meetings with Section Managers to get feedback on our performance, and reviewed production targets and any issues. There were also monthly meetings with all supervisors to discuss any production issues and I was responsible for all department budgets, and 62 personnel. I dealt with steel suppliers, couriers and inventory suppliers to ensure that we got the right products and services on time and at the right price for our production needs, whilst ensuring that our products are delivered on time through our 24hr transport system to our customers.

Hands-on role working days and nights supervising 16 members of staff.Duties included setting of Trumpf Laser, Punch and CNC Press Brake Machines for staff with no setter experience, first off inspection of parts, grievance and discipline and training. I created a hard working, harmonious team whose ethos was to be the best shift in terms of output, quality and team spirit. I introduced training programmes and performance management targets to ensure staff could reach their potential and continually monitored them and instigated the Team Leader Pool creation. I was also involved in weekly production meetings and presented any new initiatives and ideas to the Directors for their approval.

I was in charge of a team of 19 staff in their assembly and machine shop. My role was to ensure that shop floor production was on target and quality was met. I was also in charge of staff training.

I achieved a wide range of engineering skills from welding through to CNC punch/laser setting and operating.

Sold GW products to established customers in East Midlands Area. These ranged from cash and carries to Coops and Asda.

Duties included telephone selling to existing clients of GW ranging from Tesco, Co-ops, large cash and carries through to small independents.