Gavin Jones Of New Potential Email & Phone Number

Derby, Uk

At New Potential, my desire is to ensure clients increase value to their customers and become even more successful as a business. I do this by targeting improvement efforts at the optimum places in your value streams, delivering step changes in performance for you and your customers. Combining this focus with a strategic line-of-sight ensures that projects don't only deliver local benefits, but also create significant bottom line impact. My focus is on both executive coaching to unleash leadership change to engage your teams more effectively, along with transfer knowledge to ensure benefits are sustained and further growth has a solid foundation.

Derby, Uk

• Coached executive in improvement planning at enterprise level. Integrating framework, behaviours and capability development which resulted in a practical plan that supported a climate for success.• Led workshops in stakeholder management and value stream mapping to engage senior executives and create an improvement focus. This enabled visibility of priorities, creation of a deployment plan and effective allocation of improvement resource that delivered over £100m annual recurring savings.• As MBB led executive teams in the UK and overseas to resolve complex quality issues using lean-sigma methodology. In 2011-12 this amounted to £144m and £174m respectively.• Developed the improvement strategy and deployment plan for a major engine development programme within Rolls-Royce’s Civil Aerospace sector (£12bn revenue). This model was adopted by all major engine programmes and improved focus on identifying projects, key processes and governance to deliver goals to contribute to >£100m benefit.

China, Korea And Vietnam

• Directed the site operations leadership team at 3 ‘greenfield’ sites in China, S Korea and Vietnam.• Served as independent confidant to business unit president whilst supporting overseas contract with a global marine organisation (£2.5bn revenue). Progress reviews would focus on site leadership development and behaviours, progress to corporate improvement goals and risks to successful deployment of Operational Excellence across the region.• Diagnosed areas of significant value to launch improvement projects for a start-up marine business in Shanghai. In parallel, engaged the leadership team to develop organic capability, sustained through culturally aware business planning. Practice later adopted throughout Asia.• Led executive teams in creating a systemic and cultural change programme to deliver goals at greenfield factories in China, S. Korea and Vietnam (340 employees, £60m turnover). Framework, behaviours and measurement were key to success and achieving benefit targets.

Uk And Poland

• Reversed the inward focus of low-cost economy marine business that was losing customers and facing warranty claims (~30% of revenue), to become a customer focused organization with no claims post-improvements. Collaborative customer requirement workshops identified misalignment issues and improved the focus in the factory, reforming quality and delivery.• Delivered projects in fabrication and casting plants in UK and Europe

Uk

• Developed and executed the Civil Aerospace Aftermarket Risk Management plan within sector to manage and escalate risk of a £2.3bn business (2006).• Responsible for leading senior level risk reviews and challenging the balance of risk management attitude from within the sector. Coached at an operational and executive level to improve internal business controls.

Usa, Indianapolis (Feb02 - Jan04 Based In Uk)

• Developed a process for problem solving and engaged supplier development teams in its deployment at a USA aerospace engine manufacturer. Reduced defects by 81% (16k to 3k ppm) and product concessions by 83% (15k to 2.5k ppm) whilst improving supplier delivery performance (from 13-67% to a consistent 100%). Process is still best practice 10 years later.• Trained c.500 procurement staff/management in problem resolution and coaching, following successful creation and deployment of the problem resolution process and management tool for Rolls-Royce.

Uk

• Created new build line introduction process for (Jaguar) Land Rover to reduce rework and build line disruption. Improving advanced part validation, visual management and facility engagement moved launch success from 50% to 90% Right First Time.• Facilitated team coaching sessions for HR director at (Jaguar) Land Rover, to define the process landscape and focus on value-add. Process validation resulted in a functional system map, identified key relationships, system goals and improved team dynamics. Was later presented at Deming forum as an example of best practice.

Masters (Mba), Business Administration And Management, Pass

EMBA

Bachelor'S Degree (Hons), Mechanical Engineering, 2:1

BEng Mechanical Engineering