Mechanical Dry Gas Seal Manufacturing -UKSupporting lean strategy & plans in: Qatar, Saudi, Dubai, Melbourne & Japan customer operations.

Non-food Retail leading CI OPEX strategy :-B&Q FCs & Home Delivery Screwfix FCs & TransportMGAE Toys FCNewlook Transport Primark TransportHalfords Transport Segan Ltd FC Dunnes Ireland FC

Coach ASOS teams and 3PL partners (XPO Logistics UK, Clipper EU, DHL-US & CEVA Logistics-EU) to create and deliver their Lean improvement plans using policy deployment.Inspire others to engage in Kaizen and Daily CI with the right lean tools/methods to improve operational excellence. Train, coach, and mentor cross functional teams on all aspects of change management techniques, using lean-agile principles.• Successfully designed and delivered LCS -Lean Competency System inhouse white, yellow & green belt level training to 250+ ASOSers & partners in US, UK and EU. Mentored lean apprentices to coach and guide them on their journey of green belt qualification. Saved 8000+ hours in head office & supply chain in 12 months by coaching and mentoring ASOSers on A3 thinking projects.• Mapped end to end value stream process & identified opportunities.• Collaboratively worked together with HR, Finance, CC, procurement, technology & operations team to implement lean system thinking culture

•Deploy key strategic project in response to declining letter volume and optimise future parcel growth.COVID recovery.•Manage risks/issues within assigned catchment areas to ensure deployment is on time and within budget.•Stakeholder management and collaboration with various internal/external business partners in Safety, Operations, HR, Quality, and Engineering to ensure the optimised plans are delivered to achieve a steady-state project benefit of £7.8m year on year and achieve regulatory Quality of Service targets on 1st class letter.

•Regional CI role working in process excellence team to reduce regional cash spend in 13 processing sites by leading on LEAN KAIZEN events.•Trained and coached operational managers in the region to identify waste/loss using CI tools and use project management governance process to track efficiency. •Coordinated successfully various operational functions and with trade unions to re-engineer the processing pipeline, overseeing the entire project lifecycle using process mapping, statistical analysis and voice of the customer.•Supported senior operational leaders on transformation improvement initiatives using performance improvement methodologies such as lean, visual management and DMAIC to implement a highly reliable PULL system to create optimum flow in processing plants.•Successfully implemented transformation project to upgrade parcel & letter automation using technology saving £4.5m

A senior manager role with finance operational budget planning responsibility for a large processing plant in Gatwick manage teams of 11 managers to provide accurate workload forecast & resources to demand plans on a daily, weekly & quarterly basis to achieve financial cash budget•Managed total accountability of finance budget of £24.8 million for the plant and delivered a year-on-year budget flight path reduction of 7% against a target of 5% by project governance & performance review sessions undertaken with ops & CI team, aiding risk identification & proactive mitigation.•Achieved a 12% reduction in frontline labour hours, during busy christmas period, saving the company £0.8M in waste expenditure by introducing hour-by-hour performance boards, risk/issues escalation & management process across daily operations at the plant, shift, and work area level.•Achieved all production forecasting accuracy compliance & implementation of revised resource structure of 700+ frontline employees & 40 work area managers in the plant.

Senior role in the fulfillment center to improve plant balanced scorecard measure & business strategic growth objectives.•Improved end-to-end pipeline customer satisfaction by implementing material handling logistics automated solution in the east region to improve parcel processing lead time by reducing 8 wastes in the plant, this delivered a total saving of £0.6m.•Strategically work together with the external stakeholders from Price Waterhouse Coopers (PwC) consultants to identify and close performance gaps using Value Stream Mapping Processes and FMEA (Failure Mode Effect Analysis) to boost the quality of service for parcel delivery, improved quality by 13% & parcel automation efficiency by 17%.•Worked as virtual subject matter expert for Continuous Improvement methodologies across the operations community to improve the flow of parcels in the pipeline by coaching peers nationally on Kaizens, A3 thinking, RCA & DMAIC methodologies to implement CI culture.•Worked closely with operational managers across the country to create ‘best-in-class’ operational performance boards (SQDCP) in the eastern region to visualise Safety, quality, delivery, cost, people engagement, these are now deployed across all Royal Mail processing plants.•Improved regional productivity 11.5% by strategically relocating machinable parcels to the big parcel machine hubs in the geography

•Senior role to coach, train, mentor and support the senior leadership team on World Class Manufacturing, lean tool, techniques and leadership behaviors to implement CI culture in Royal Mail’s largest processing plant in UK with a budget of £36m, 1100+ frontline staff, a team of 54 managers & 9 Improvement Project Leads.Strategically worked together with the operational & non-operational management team to deliver £1.6M savings by coaching operational managers on lean methods with personal development plans attacking process waste and loss.•Lead and facilitated various Lean major cross-functional kaizen events by benchmarking various internal and external manufacturing plants in UK/Europe, hence achieved Bronze award accreditation Oct 2015 in national world-class manufacturing audit, assessed by senior leaders from FIAT -Italy.•Collaborated with functional business partners in operations, HR, IT, Engineering & frontline staff in problem-solving activities, this supported the plant to improve frontline culture & knowledge by training and coaching •Created revised personal goals for the plant team structure at all levels in line with the business strategy by translating plant business vision to personal goals & objectives of operational managers.

Middle manager role to manage a frontline team of 30 staff and 3 distribution managers within the processing hub operation 24x7. My Key responsibility was to successfully connect the processed mail to the main distribution hubs and processing site. During my tenure, I implemented several initiatives that increased productivity performance & reduced expenditure to achieve the title of years best-performing parcel sort center award 2013.I worked closely with the plant senior leadership team and other stakeholders to design the floor layout using lean principles to achieve 85BSI throughput using 5T/5S & kan-ban Principles. This layout not only helped us to achieve quality clearance but we also achieved the best parcel throughput in the country for the 8 consecutive weeks during the peak Xmas period. This setup was also presented by me and my team at the national ops and modernization event in 2014 for future benchmarking.

•Effective deployment of World Class Manufacturing techniques into operational management in the biggest processing plant in the country•Development of critical roles –Plant manager, Shift managers and 10 technical pillar leads using coaching and mentoring method to achieve balanced scorecard KPIs through the application of lean tools and techniques •Took lead on various Kaizen improvement activities to improve employee engagement & CI culture across the pipeline.