Dual role split between Program Management and NPI Process Improvement. Program Manager responsible for NPI project portfolio management support to line-of-business, stress-testing NPI business cases making sure both commercial & technical risk are documented, understood and communicated to business leadership, driving clear scope-of-work definition, rigorous scope management and structuring of program project decks to simplify complexity and put more effort into effective execution of… Show more Dual role split between Program Management and NPI Process Improvement. Program Manager responsible for NPI project portfolio management support to line-of-business, stress-testing NPI business cases making sure both commercial & technical risk are documented, understood and communicated to business leadership, driving clear scope-of-work definition, rigorous scope management and structuring of program project decks to simplify complexity and put more effort into effective execution of projects than maintenance of systems. Projects deck for Aerospace, Automotive, Commercial, Industrial Safety, Medical & Transportation applicationsGuiding Project Managers in WBS design, Dependency Network creation and construction of comprehensive schedules built around Work Package design rules covering all aspects of work within project scope from product, process & supply chain development to qualification/certification and product launch . Project deliverables deep-dive to assure readiness ahead of scheduled Phase Gate Exit reviews to get exit approval first time. Review of project financials to assure resource hours, various types of expense, capital investments, forecast sales, selling prices and product costs are correctly quantified and assumptions clearly stated to meet the required levels of ROI, profitability and payback for our business. Owner of GBE NPI projects cycle time and phase gate compliance performance metrics, root cause analysis of long cycle time and development of cycle time reduction initiatives, identification of best practices and their deployment as standard work. Mentoring project leads in project planning, execution and reporting practices to strengthen PMO capabilities across the globe. Show less

New product development, engineering team leadership and management and also management of local engineering lab. Engaging customers and working to understand the problems they are trying to overcome and developing solutions that solve those problems in the most cost-effective way while meeting the necessary functional requirements and performance standards... our primary objective was to become our current and future customers "trusted design advisors" offering a solution-focused approach… Show more New product development, engineering team leadership and management and also management of local engineering lab. Engaging customers and working to understand the problems they are trying to overcome and developing solutions that solve those problems in the most cost-effective way while meeting the necessary functional requirements and performance standards... our primary objective was to become our current and future customers "trusted design advisors" offering a solution-focused approach adding maximum value instead of just being focused on meeting the initial specification yet maintaining a balance between "good enough" and "over-engineered". Show less

NPI Portfolio management, new business opportunity business case development, planning, execution, control and closure of new product projects from initial scoping to product launch. Working in close partnership with Engineering Leader and Product Marketing Manager to develop business cases for new opportunities and presenting to leadership for approval to move into NPI project stage. Managing NPI project deck, customer engagement and maintenance of project data for reporting at monthly… Show more NPI Portfolio management, new business opportunity business case development, planning, execution, control and closure of new product projects from initial scoping to product launch. Working in close partnership with Engineering Leader and Product Marketing Manager to develop business cases for new opportunities and presenting to leadership for approval to move into NPI project stage. Managing NPI project deck, customer engagement and maintenance of project data for reporting at monthly operational reviews. Show less

Divisional level role driving improvement initiatives thru use of 6 Sigma Lean to reduce NPI Project cycle time and improve on-time delivery of new product releases and phase gate exits. Creation of first global PMO within our business.

NPI Process development role to improve the implementation of new products from concept stages into a more robust, industrialised version meeting all the performance requirements at target costs, process yields and capabilities with lowest possible process waste. Eventually led to the creation of first EU PMO.

Day-to-day running of 5x production lines with 100 operators, 6 team leaders, 4 engineers and 2 planners reporting to me. Responsible for on-time deliver of $22M annual billings. General duties involved capacity planning, resource balancing, productivity improvement, employees training and development, general HR for direct reports, cellular manufacturing design, process yield improvements, FA, RCA facilitating. Hosting customer site tours and external certification body audits.

Study of existing production lines, redesign from traditional flow lines into cellular manufacturing systems resulting in increased productivity and in general 50% reduction in floorspace needed. Design of material supply and presentation to support continuous production. SMED type approach to jigs and fixtures minimising changeover times and waste during start-up. Factory transfers involving process knowledge gathering, planning line decommissioning, equipment & machinery packaging… Show more Study of existing production lines, redesign from traditional flow lines into cellular manufacturing systems resulting in increased productivity and in general 50% reduction in floorspace needed. Design of material supply and presentation to support continuous production. SMED type approach to jigs and fixtures minimising changeover times and waste during start-up. Factory transfers involving process knowledge gathering, planning line decommissioning, equipment & machinery packaging, shipment to new site, rebuild of lines into cell systems, trial runs of product and qualification product met all previous performance standards but at an improved productivity, unit cost and reduce waste level. Show less

Mechanical development of special purpose assembly machines and robots. New systems would come from general system suppliers and the product specific assembly components were designed and manufactured on-site. Manufacture, installation and development of holding fixtures, bowl feed guides, pick & place grippers, System pneumatics build and general maintenance of machines once in production both for planned maintenance and response to break-downs.

4 year apprenticeship specialising in new multi-stage & single stage press tools, assembly jigs & fixtures. Worked further 3 years as time-served toolmaker working on new tools fitting bench as well as maintaining tools in production and fault-finding in press shop whenever a component went out of specification or had a defect of some form resulting in press shutdown. Supported production lines using components produced in press shop to resolve any build or quality issues.