Key Responsibilities1. Leading a multidisciplinary team (operations, warehousing, engineering, planning / SAP)2. Ensure KPI’s are achieved (H & S, Quality, PTP, CSL, OEE, Labour costs, Yield, People)3. Control of labour budgets : 2.8 million / year4. People development / training & development reviews5. Lead problem solving process for major issues (incl ; 5w + 1h, SOC’s, cause / effect)6. Lead CI activities (5s, WCM, Lean, RCM, FMEA, Process Mapping)7. Leading… Show more Key Responsibilities1. Leading a multidisciplinary team (operations, warehousing, engineering, planning / SAP)2. Ensure KPI’s are achieved (H & S, Quality, PTP, CSL, OEE, Labour costs, Yield, People)3. Control of labour budgets : 2.8 million / year4. People development / training & development reviews5. Lead problem solving process for major issues (incl ; 5w + 1h, SOC’s, cause / effect)6. Lead CI activities (5s, WCM, Lean, RCM, FMEA, Process Mapping)7. Leading operational steering processes (asset performance, H & S, Quality, Yield / Cost)Achievements 1. Working with the operational teams to increase the focus on H & S. Near Misses have risen by 30 % & accidents have fallen by 50 %.2. Several Labour saving initiatives / restructuring exercises that have yielded 270 k year on year savings & one-off savings of 220 k. They involved union / employee consultations & trials.3. Instrumental in redesigning the Variable labour control process. 4. Identification & implementation of yield improvements worth 300 K year on year.5. Leading the RCM (reliability centered maintenance) programme. The main outcomes are ; asset availability increased from 94 % to 98.5 % & increased operator engagement.6. Leading the asset work that yielded a 25 % uplift in volume (sausage process)7. Reducing process changeovers by 30 mins (33%). This yielded utility savings of 35 k / year.8. Implemented Kanban control system that reduced quarantines from 8 / year to zero9. Lead RCM activities in other business areas (packaging, batching)10. Led a FMEA team that reduced the sterilising process failures by 40 %11. Led a team to improve changeover control. The outcomes were ; pre-change reviews, improved communications & greater adherence to planned change over times. Show less

Key Responsibilities1. Operational responsibility for ; manufacturing, engineering, C.I activities, Quality, H & S, purchasing, HR, stock control, planning, warehousing, transport and customer liaison.2. Leading a day and two shift operation, achieving demanding S.L.A’s (same day dispatch).3. Management of budgets ; labour = 600k, materials = 3.6 million, .4. Project leading capital expenditure projects. (projects = 400k and 200k).AchievementsChampion of the… Show more Key Responsibilities1. Operational responsibility for ; manufacturing, engineering, C.I activities, Quality, H & S, purchasing, HR, stock control, planning, warehousing, transport and customer liaison.2. Leading a day and two shift operation, achieving demanding S.L.A’s (same day dispatch).3. Management of budgets ; labour = 600k, materials = 3.6 million, .4. Project leading capital expenditure projects. (projects = 400k and 200k).AchievementsChampion of the operational & lean manufacturing programme, with achievements including :1. Establishment of O.E.E and data analysis systems2. Process mapping to redesign the shop floor & relocation of equipment/processes.3. Establishment of regular briefings, based around S.Q.D.C.E & employee interaction.4. Implemented 5S, visual Management techniques & S.O.P’s5. Managing a Team Leader development programme Show less

Key Responsibilities1. Leading six manufacturing cells/units, including ; H & S, Quality manufacturing, CI activities, planning & liaison with suppliers/programme managers and customers2. Sixty skilled fitters working 24 hours & 7 days & Employee training and development3. Budgetary control (labour = 1.2 million/yr. and control of shipments worth upto 225 k/ week.4. Leading C.I activities (5S , root cause analysis to improve FTT, process… Show more Key Responsibilities1. Leading six manufacturing cells/units, including ; H & S, Quality manufacturing, CI activities, planning & liaison with suppliers/programme managers and customers2. Sixty skilled fitters working 24 hours & 7 days & Employee training and development3. Budgetary control (labour = 1.2 million/yr. and control of shipments worth upto 225 k/ week.4. Leading C.I activities (5S , root cause analysis to improve FTT, process mapping).Achievements1. Increased output from 8 units per week to 14 units per week (75 % increase).2. Managed the introduction of S.I.C system.3. Implemented new visual management techniques, including; weekly team briefings, use of performance boards, KPI reviews with teams.4. Co led a team that relocated two manufacturing cells. Show less

Key Responsibilities1. Senior Manager on site. Responsible for H & S, Quality, manufacturing operations, scheduling, despatch, stock management, & partial responsibility for a customer service team2. Achieving demanding S.L.A’s (sameday despatch) for 10 million packs/month3. Responsible for 165 employees, working on a four shift pattern4. Budget Control (labour = 3 million/year, equipment & support = 1.8 million/year)Achievements1. Joint - Project Leader of a 350 k… Show more Key Responsibilities1. Senior Manager on site. Responsible for H & S, Quality, manufacturing operations, scheduling, despatch, stock management, & partial responsibility for a customer service team2. Achieving demanding S.L.A’s (sameday despatch) for 10 million packs/month3. Responsible for 165 employees, working on a four shift pattern4. Budget Control (labour = 3 million/year, equipment & support = 1.8 million/year)Achievements1. Joint - Project Leader of a 350 k expansion project2. Increased service levels from 95 % to 97.5 %, whilst the monthly volumes > by 20 %3. Project managed the transfer of a one million pound customer account into Manchester.4. Increased capacity by 15 % on a key production line5. Reduced the number of complaints from 24 to 8 per month6. Established PPM on the site Show less

Key Responsibilities1. Management of the manufacturing (moulding & printing) & supply chain operations, including planning, stock control, W/house, quality, engineering, key suppliers & C.I. activities.2. Despatch of 20 million products/week3. Budget Control (annual budgets ; labour = 2.5 million, spares = 500k, materials = 2 million)4. Managing ; continual improvement activities & Capital Expenditure programmes5. Reduction in accidents by 45 % (whilst chairman of the H & S… Show more Key Responsibilities1. Management of the manufacturing (moulding & printing) & supply chain operations, including planning, stock control, W/house, quality, engineering, key suppliers & C.I. activities.2. Despatch of 20 million products/week3. Budget Control (annual budgets ; labour = 2.5 million, spares = 500k, materials = 2 million)4. Managing ; continual improvement activities & Capital Expenditure programmes5. Reduction in accidents by 45 % (whilst chairman of the H & S committee)6. Union Negotiations with Full time officials & company reps( including pay negotiations).Achievements1. Reduction in accidents by 45 % (whilst chairman of the H & S committee)2. Leader of a team that successfully changed logistic supplier in Feb 03. (saving 200k/year)3. Responsible for improving manufacturing efficiencies from 50 % to 90 % (over 4 years)4. Reduced stock days from 42 to 35 & introduced perpetual cycle counting.5. Implemented the use of ‘on time in full ‘ to the customer as a KPI (service levels > to 85%).6. Project Manager for the Vending and Labeled cup (with budgets up to 200 k). I drove the labeled cup scrap rate from 30 % to 4 % & reduced the manufacturing cost by 20 %. Show less

Achievements1. Joint project leader, of a 5 million pound expansion project (this included new buildings, utilities supply, new machines/technologies & new tooling).2. Reduced customer complaints from 120 to 55/year.3. Instrumental in the development & introduction of TPM (downtime < by 5 %)4. Introduced 5s, SPC, Cause & Effect, Root cause analysis, teamworking and S.O.P’s5. Project Manager for the smart cup project (now generates 20 % of Turn Over).