Leading 5’s training site wide (including office areas) 600 employees.Facilitate weekly Gemba Walk with Senior Management Team. Support Lean Six Sigma Yellow belt training.Leading Mission Directed Work Teams training across all areas of the business (Team KPI’s)Facilitate Continuous Improvement Council.Leading Lean Six Sigma Black Belt projects.Coach & Mentor Lean Six Sigma Yellow belts.Create Value Stream Maps to identify opportunities.

Manage product and manufacturing quality assurance of the following:RTY, Cpk, Internal Audits, Customer / Regulatory Audits, Scrap, Corrective Actions, Concessions, Certification performanceSupport resolution of customer quality issues (CRM / Q-cases).Support product development process and the delivery of effective NPI.Manage certification team and provide guidance and support in the interpretation of quality standards and regulatory issues.Evaluate the relevance and benefits of industry best practice and support their implementation.Provide support to manufacturing engineering in troubleshooting and product improvement initiatives.Manage / facilitate product quality improvement projects.Develop, maintain and improve product quality processes and procedures.Facilitate audits by external certification bodies and customers, and coordinate improvement action programmes resulting from these events.Support supplier quality assurance in development of effective supplier management systems.Manage team to deliver results and ensure development and training is provided as necessary.Support reliability program.Manage internal CAPA system employing best use of 8D / root cause analysis techniques as necessary.

Develop shop floor Leaders / Engineers in Practical Problem Solving and Shop floor Management.Support Customer Concerns using 8D analysis.Improve First Time Yield.Identifying/Implementing Key Performance Indicators to Improve Operational performance.Develop PFMEA, Standardised Work & Control Plan documents.Support New Product Installation.Support Suppliers in Investigations & Root Cause Analyse. Lean Six Sigma Projects.

Managing and Developing multiple teams in Kaizen activities including Changeover Time Reduction (SMED), Takt Time, Standardised Work documentation improvement, Member Versatility training, Machine Part Export Project and Group Leader KPI board standardisation.

Group Leader in Managing / Developing 2 Team Leaders and 20 members. This also includes confirm Quality Systems, Maintaining ISO 9001/14001 Standards, Confirming Members are working to Quality Check Standard, Developing Members in Root Cause Analysis, delivering pre-shift brief, attending daily meetings with Senior Management of all departments (Production, Maintenance, Engineering & Parts Control) reporting on previous day K.P.I’s (Safety, People, Quality and Production).

Studying all current process which including Cost reduction Kaizen using the 3 M’s (Muri, Mura and Muda), Buffer Stock reduction, Process Simplification, Manpower Sharing, Heijunka Tool Change Matrix (Level out work load), Eliminate fluctuation and Confirmation of Standardized documents.

Travelled to Japan late in 2006 and again in 2007 to view, test, snag and improve all Machines and Process` Required for ZR Crankshaft (supported by TMC Co-ordinators and Management). Also spent time analyzing ZR Crankshaft line in Shimoyama, (parent plant), for process improvement and Global Systems Training. Leading a team of four people in the Installation, Systems Creation and Production Crankshaft line. Managing teams from Engineering, Quality Assurance, Tooling, Parts Conveyance and Installation Contractor’s to Install, Test and Setup ZR Crankshaft. With detailed feed back of each team’s progress coming through myself for weekly feedback through to senior management.

Study current processes, Eliminate waste, Manpower Reduction. Create, and develop new systems which including KPI Safety Board, Process Diagnostics, Essential Job Function. 7 Step’s to 4’s and Primary Process Operator.

Leading a team of six people through daily / weekly responsibilities including training and development of team members, Confirm members Standardized Work and Posture. (Weekly), carry out safety training. (Weekly), Setup, improvement and confirming all line Safety, Quality and Production Systems, Track line performance through KPI’s such as Safety records, Quality / Scrap records and Production Efficiency, Lead daily meetings with other departments to focus on our top priorities and to direct our resources as efficiently as possible and Supporting member T.P.M (Total Preventative Maintenance) planning and improvement tracking.