I worked across multiple areas, including manufacturing,packaging and QC testing to deliver short and medium term initiatives to reduce waste, improve efficiency and to resolve issues as they arise.These were delivered both by myself and through leaders within the areas through coaching of problem solving techniques and using lean methodology.I was the site MUV subject matter expert, collecting data and trending to identify improvement opportunities to reduce cost across the site.This included a reduction in MUV on high value product line working with equipment manufacturers and on site Quality, technical, engineering and operations to develop and support role out of training and procedural updates to reduce an average 4% defect rate to less than 0.5% with an annualised cost saving of over £600k.Lead a Kaizen with manufacturing operators, engineers and team leaders to reduce downtime during plant turnaround for strip, wash and rebuild from an average of 86 hours to less than 24 hours by performing a series of observations and working with operators and engineers to develop and role out a standard work instruction, encompassing critical quality and safety care points, resulting in an annualised additional 740 hours additional capacity.

I worked across a pharmaceutical site in all functions and with the site leadership team to coach and mentor in Continuous Improvement/ Lean methods as a system (GlaxoSmithKline Production System).Supported the development and implementation of tiered accountability meetings with clear KPI's to identify areas of improvement and take action. Lead and supported other leaders to problem solve and implement improvements which included 5S, operator standard work and leader standard work.I worked with an external software company to learn and utilise a tool for supporting SMED changeover work. I worked with operations and engineering teams with the software to generate current state and then an improved future state standard work instruction with focus on quality and safety critical actions. This work led to a reduction in line changeover downtime from a demonstrated average of 190 minutes to less than 90 minutes.I worked with line operators to develop Standard Work instruction for a checking and cleaning regime performed during running to decrease the high number of short stops from online in process quality checks, and to reduce the risk of customer complaints for a line used to package product for the Japanese market. Short stops reduced by over 50% relative after implemetation of the SWI.

I managed an area of 72 personnel manufacturing solid dose antibiotic tablets in a 24/7 operation - supporting £650M in Revenue for GSK. I was accountable for delivery of direct and indirect budgets.I responsible for all manufacturing operations being performed in compliance with appropriate quality and safety SOP ́s and regulations to ensure suitable product quality and prevent injuries and accidents to personnel.I ensured systems were in place to identify any Safety, Quality or supply risks and resolve at local level with team or communicate at either value stream or site level for support at daily performance management meetings.During this role I lead a reduction is quality deviations in area from over 6 a week to less than 1 per week and an associated 20% reduction in cost of poor quality for batch rejections.I lead an improved output from the area from 1.23 batches per week per head, to 1.75 batches per week per head (~10 % annual improvement).Received no Critical or major findings from external customer/third party or regulatory inspection audits.Resolved two major findings from site inspection audits prior to my recruitment in the role, with one commended as best practice to share through the network.