Facilitating Sustainable improvement and change in both Manufacturing and Service sector organizations.- Trained, and coached c.100 course delegates through improvement projects delivering - c.£200k cost savings for contract packaging company from SMED projects.-Planning and scheduling improvements gave 3-4% capacity improvement for soft drinks company.

- Developing the capability of our people to deliver significant and sustainable business improvement.- Interim Operations and Continuous Improvement Leader.

• Improved in process inspection to improve paper machine performance by 10%.• Employed TPM process to improve efficiencies on converting lines:o Performance turnaround on old line – 40% improvement in manufacturing efficiencyo Major retailer branded line – reduced downtime and stops by 50%.• Trained over 80 personnel across 3 sites in operational best practice (TPM, Root Cause Analysis, SMED, Process Control methods).• Introduced Business planning and performance review processes across the UK sites.• Developing Industry 4.0 digitalization strategy and applications for the group.

Contract work for fantastic consultancy (KCTS) in support of major corporate improvement programmes

ManufacturingIncreased manufacturing capacity of Aerospace company by £300k (5%) per annum • Addressed yield loss for fibreglass manufacturer, improving yield by 2% (c.£1million additional product) during kaizen event and identified a further 6% of opportunity for the next 12 months.• Delivered £950k savings from waste and energy reduction and improved productivity with a building products manufacturer.• Developed training programme and trained 20 improvement champions for food manufacturer. The programme has to date delivered 5%yield improvements worth £800k and also 25% process efficiency gains.• Developed a training programme for Chinese corporate engineering organisation to develop a network of improvement champions for the business who will assist the company to adopt manufacturing best practice. The programme has a target return on investment of 20:1. (2015)• Mentored management team of SME business to grow business from £480k per annum to £840kHealthcare:•Developed business model for new social enterprise providing hearing therapy services and this is now being franchised across a number of NHS trusts. o Reduced the lead time for patient treatment from 11 weeks to less than 5. o Reduced inventory from 7 months by value to one month. The team implemented inventory management (kanban) systems and workplace organisation for all clinic locations• Identified Operating theatre capacity improvements worth £600k per annum• Reduced Outpatient appointment booking time from 23 to 11 days (52%)• Reduced Pharmacy Inventory by 23% (from £1.1m per month to £850k per month) and eliminated waste due to obsolescence.

Deputy Operations Manager, 2nd in command of Plant, with functional role of Production Manager – 9 direct reports (4 Departmental Performance managers and 5 Shift Managers)• Managed 2 Plasterboard lines, Bag Plaster and Added Value department• Implemented World Class Manufacturing techniques to drive sustainable performance improvement. Managed the change in attitudes, skills and behaviours to utilize World Class tools• 8% increase in plant uptime (availability) from 88% to 96%• 25% increase in product (bag plaster) volumes from 3,800t/week to 4,800t/week

A Producer of High value added paper, supplying medical, packaging and decorative end uses. Machine Production Manager, 4 direct reports. • Lead the machine start up following £300k investment for new product development.• Develop new Products from revised machine capability

A manufacturer and converter of tissue products for both domestic and industrial use. Tissue Production Manager responsible for 4 machines producing 30k tonnes per year of Tissue. 5 direct reports, 100 indirect reports.• Managed multi-disciplined team of 80 to operate new plant.• Generated improvements in, operations, health and safety, and personnel.• Start up of new machine investment (£6m).• Carried out the Organisation and training of personnel to meet requirements demanded by the major plant investment (£6m). Defined roles and responsibilities and led by example. This ensured that the new plant running continuously (24hours/day) within three days of commissioning.

A manufacture of multi ply paperboard used in both Packaging and Graphical applications. Machine Production Manager 1997 – 2000Overall responsibility for 2 board lines producing 190k tonnes per annum.• Development of 3-year business plans (Performance and People, H&S)• Member of “Millennium” project team £50m investment in process• Cost effective investment to increase plant capacity by 20% and develop new products• Project Managed the Cost effective investment (£500k) in process to deliver an increase in capacity of 20%. This Increased turnover by £9.m per year.• Identified Market area to fill additional volume generated by the investment. This was in high value packaging for the Whisky and Spirits market. Following trial and development in liaison with end user the volumes were secured in a 12 month period.Shift Manager 1995 – 1997• Responsibility for all aspects of Operational Performance, Health and Safety.• Developed shift training and succession plansTechnical Service Manager 1992 – 1997• Developed communication and reporting routes, improving customer focus.• Product “champion”, driving new product development and standards. Replacing 25,000 Tonnes per year of declining, low profitability business. Customer front promotion and driving new product standards ensured success of venture