Working for Network Rail LNE & East Midlands I have implemented and Optimised Control Rooms across two Director Areas, Area Director North and Area Director South, which comprised of six Maintenance Delivery Units, Works Delivery Units, Operations and London King’s Cross Station, and Head Quarters in York. • More than 50 Control Rooms established at levels from Infrastructure Maintenance Delivery Manager(IMDM), through Infrastructure Maintenance Engineer (IME) to Engineers, Section Managers and elated Functions• Coaching and Support in Control Assessment and Improvement tactics• Coaching and Support of IMDM/IME to provide effective Control Room Challenges and agreed improvement actions as a result.• Introduction of Key Metrics into Control Rooms have led to improvements in:o Performance, which has included reductions in the number of Delay Minutes, Possession Overruns, Temporary Speed Restrictions and Repeat Failureso Compliance, through management of skills and competencies and Track Geometry Managemento Finance, increased recovery of Capitalised Hours; improving the bottom line, maintaining overtime at or below budget• Improved Work planning; visibility of On Track Machines and Road Rail Vehicles in Control Rooms has led to increased utilisation, a reduction in last minute cancellations and new processes to support site scoping and further opportunities to increase utilisation and minimise loss.• Coaching and support in the use of Practical Problem Solving techniques and how to capture actions that will lead to the elimination of root cause(s)• Developing and delivering other Lean Training interventions

Change Agent, Business improvement through the application of lean principles and continuous improvement methods. Improved performance and reduced costs.

Operating in the National Logistics Team to improve Sales & Operational Planning (S&OP) across the Business I;Worked with S&OP Managers to identify, implement and obtain savings of �4M in 2011 compared to operating costs in 2010 through the implementation of the Optimise Logistics Programme (OLP). Analysed Logistics performance through the interrogation of business metrics, particularly around Most Economic Sources of Supply and identified �600K of savings.Managed the launch, rollout and integration into BAU of a forecasting tool and supporting processes to enhance S&OP decisions.Produced a proposal for adoption by the Business to proactively manage Peak Demands so that resources would be more effectively managed, leading to a continuity of supply and better cost management. Working in Operations on a series of Transformation Projects I;Saved �800K through better inventory control, realised sales opportunities of �130K and over �100K of savings through being more energy efficientCoached and influenced Functional teams across the business to deliver optimised business performance through the introduction of Continuous Improvement tools; 5S, RCA, Lean)Led a Regional Field trial of a new Maintenance Management System and reported a series of suggestions for further developments that were incorporated into a National rollout.

Enabled the development of a culture of a customer-focused environment.Increased staff awareness, knowledge and understanding of the company's quality standards. Improved working practices in all areas of business activitiesEstablished an effective quality management system.Reported upon quality issues arising from customer satisfaction and perception surveys.Generated on a monthly basis all information required to ensure the Balanced Scorecard accurately reflected the Company's current performance.Prepared and implemented an annual self-assessment against the European Foundation for Quality Management (EFQM) Excellence Model.

Led the Site Business Improvement Programme to effectively use the appropriate tools relating to Lean Manufacturing and Six Sigma, which resulted in a reduction of change-over time of 92% and potential increase of profit of over �400K, Yield Improvement saving of greater than �50K with a further �30k of potential savings to be realised and a raw material saving cost of �25K.Took the lead for Site restructuring and change initiatives introducing flexible working, eliminating overtime and increasing the skill mix. Investigated and reported on the effectiveness of Continuous Improvement projects and gained stakeholder agreement to Corrective Action Plans.Analysed training requirements to meet business needs; developed the training plan took accountability for its full delivery and reviewed the effectiveness of it.Conducted Site EHS audits, recommended compliance requirements and assisted in embedding EHS elements within the work place. Took full responsibility for the entire site as part of weekend/holiday cycle.

Developed and tested new processes and procedures to support the transition into the production area.Took control of Product Development projects and was responsible for them meeting as a minimum the requirements of Q101.Improved existing products and identified opportunities to substitute alternatives.Wrote technical product performance brochures.

Provided product capability information for Marketing Campaigns Integrated ICI products into Du Pont portfolio and provided product comparison information.Solved customer product related problemsAnswered technical questions for customers emanating from the Tech Support HotlineGave Sales Managers advice to support sales projectsProduced and delivered presentations and reports for customers external/internal

Provided technical information and field based support to solve customer problems and introduce new products. Delivered technical and promotional presentations.