Edward Atkins Email & Phone Number

London, United Kingdom

London, United Kingdom

London, United Kingdom

As a member of McKinsey's UK Operations Practice I have served a wide range of national and international clients transforming manufacturing, service and maintenance operations. Client engagements have ranged from one-day diagnostic visits identifying improvement potential through to planning and executing sequenced waves of focused operations transformations. With a passion for continuous improvement I am a highly skilled practicitoner of lean and six sigma methodologies

A graduate program to gain broad range of experience across the Corporation in a compact period of time. The program includes completion of a training curriculum on Lean, Six Sigma and Theory of Constraints as well as developing the "soft" skills required for successful management.

Management of tube products from the primary functions(melt, forge, machine, extrude)through the department and dispatched to the customers on time and in full.- Management of downstream process to ensure the right metal product is delivered on time into the department. - Managing customer service and forcasting.

Achieved £100K scrap reduction over six months in customer scrap liability, directly increasing profits. Reduction of non-conformance reduced slow moving work in progress, improved productivity and helped achieve a level sales profile.-Extensive operational assessments of all machining operations for top scrap parts by value. Evaluated process capability and gauge repeatability and reproducibility. Identified and managed improvement of process deficiencies. Proactively reduced scrap root causes. -Managed grinding machine overhauls and realignments, increasing process capabilities.-Number of operator errors seen were reduced by engaging operators, canvassed them to identify process defficiencies, improved procedure clarity and control, educated them on the business need to reduce scrap and the importance of identifying and solving ‘red flags’ before errors occur. Improved scrap reporting process to give more meaningful timely data for scrap-Visits to sub-contractors with process deficiencies, observed process’s and worked with their operators to fix the problems.-Reported results and recommendations to BMF management team monthly.

Realised a capacity increase of £420K of sales per quarter, with minimal expenditure. Improved Overall Equipment Efficiency from 68% to 75% through improvement of performance and availability.-Daily reporting of OEE and improvement actions on key furnace, at daily production meeting.-Weekly analysis of OEE and lost time reasons of all furnaces. Personally drove root cause problem solving sessions and project managed improvement actions.-Implemented planned maintenance and preventative maintenance schedules.-FMEAC of Furnace to Identified critical spares and to drive redesign of components. Completed design work and negotiated spares costs with suppliers. -Use of lean tools with the area operators/team leaders to improve workplace organisation and eliminated waste from the process these included, 5S, SMED, and standard work. Root cause analysis, plan do check adjust mentality.-Reported project results directly to the General Manager at monthly intervals.

Meng, Mechancal And Manufacturing Engineering, First Class Honours

Activities and Societies: Yacht and Dinghy Sailing Club Chairman

Education record