Responsible for all aspects of the business, focusing on Customers, Supply chain, product developments and supporting the team to deliver on all levels.

Operations manager for Temprecision, focused on delivering Temperature Controlled Products.Responsible for the full Operations of TEMPRECISION.Including; Supply Chain, Customer Service, Engineering, Product Development, P&L, Business Strategy.Facility considered "Centre of Excellence" supporting other facilities in US and India.

QUICK HYDRAULICS, North Tyneside (Nov 2014 - to date)(Hydraulic Business - Service, Repair, Training and Project Build)Operations Manager (Nov 2014- Oct 2015)As Operations Manager I have responsible for the management of the Projects function of the business and the management of the resource of Hydraulic Technicians across all functions of the business.  Daily Management of the project engineering department. Execution of projects from receipt of order through to… Show more QUICK HYDRAULICS, North Tyneside (Nov 2014 - to date)(Hydraulic Business - Service, Repair, Training and Project Build)Operations Manager (Nov 2014- Oct 2015)As Operations Manager I have responsible for the management of the Projects function of the business and the management of the resource of Hydraulic Technicians across all functions of the business.  Daily Management of the project engineering department. Execution of projects from receipt of order through to delivery. Customer facing providing the necessary communication on progress and technical issues. Line responsibility for achieving manufacturing output to time, quality and cost Implementing and embedding a robust manufacturing process from order receipt through to product delivery Supplier development on in house designs. Project quotation review, ensuring competitiveness and profitability. Daily/weekly project review identifying risks and applying identifiable actions to address. Driving a quality environment and company quality standards. Work within an ISO9001/14001 environment, ensuring adherence and development. Monthly reporting at Board meetings on improvements and progress. Show less

FILTRONIC BROADBAND, NETpark, Sedgefield (Aug 2007 – Nov 2014)(Point to point telecommunication products)Production Manager (Aug 2007- to date)Full responsibility for the manufacturing function of the business, with a key focus on customer support and satisfaction. Directly responsible for the quality, output and strategy of the department for the manufacture of electronic transceiver modules. Proactive member of the Senior Management Team. 2 Team Leaders and 30… Show more FILTRONIC BROADBAND, NETpark, Sedgefield (Aug 2007 – Nov 2014)(Point to point telecommunication products)Production Manager (Aug 2007- to date)Full responsibility for the manufacturing function of the business, with a key focus on customer support and satisfaction. Directly responsible for the quality, output and strategy of the department for the manufacture of electronic transceiver modules. Proactive member of the Senior Management Team. 2 Team Leaders and 30 Manufacturing Operators reporting (reduced from 2 Supervisors, 4 Team Leaders, 65 Operators due to business changes.) KPIs include: Delivery performance - weekly / monthly sales targets and customer mix attainment Overall product yield and continuous improvement programmes Output - weekly / monthly sales targets  Manufacturing cost variance on material usage Daily / weekly planning of the department, in line with customer orders Provide key inputs into the MRP to manage the purchasing function Direct contact for all customers regarding sales orders and forecasting Employee relations – absence management, disciplinaries, redundancies Lead manager for Health and Safety, implementing new policies and procedures  Mentoring / development of all key reports  Implemented NVQ & IPC inspection programmes Development of manufacturing quality standards  NPI to production ramp  Owner of available capacity and resource strategy Development and implementation of a paperless unit tracking system, providing WIP, throughput and yield data real time Six Sigma improvement project lead Cross functional working to facilitate enhanced DFM at an early stage Wider operational focus - job grading working group member, competency frameworks Project Managed and executed the move of the business from previous site to NETpark, with minimal impact to customer supply. Show less

ATMEL, North Tyneside (Mar 2000 – Aug 2007)(Semi-conductor manufacturer)Production Shift Manager (2005 - 2007)As one of a team of 4 Shift Managers, responsible for day to day execution of the manufacturing plan, through the management and development of all shift staff. Key focus was to ensure all operational KPIs were achieved and all issues were managed through the shift structure. 4 direct reports, 6 Supervisors and 80 Manufacturing Operators reporting KPIs… Show more ATMEL, North Tyneside (Mar 2000 – Aug 2007)(Semi-conductor manufacturer)Production Shift Manager (2005 - 2007)As one of a team of 4 Shift Managers, responsible for day to day execution of the manufacturing plan, through the management and development of all shift staff. Key focus was to ensure all operational KPIs were achieved and all issues were managed through the shift structure. 4 direct reports, 6 Supervisors and 80 Manufacturing Operators reporting KPIs included: Overall activity measured in wafer movements Scrap reduction initiatives Output - weekly / monthly targets  Absence management Mentoring and development of Supervisors and Operators Health and Safety policy compliancePlanning Engineer (2006- 4 months secondment) Capacity planning - review of capabilities based on installed tool base Activity planning - required scheduling for on time delivery improvements Automated scheduling systems – tool level Daily reporting / analysis of plan adherenceManufacturing Engineer (2000 - 2005) Ensured delivery of the manufacturing plan by facilitating staff development and training KPIs included: Overall activity measured in wafer movements. Scrap - all on shift scrap requires analysis / reporting Output - weekly / monthly targets to achieve Introduced measured improvements in manufacturing operations Cost reduction in test wafer usage Continuous Operator training Operator recruitment Performance monitoring / improvement Specification and introduction of automation projects Show less

VIASYSTEMS TYNESIDE, North and South Tyneside (Mar 1994 - Mar 2000) (High volume manufacturer of printed circuit boards)Production Manager (1999 - 2000)Key focus was to deliver the overall plan during a fundamental change to the manufacturing processes. Involved developing staff to understand and drive processes to ensure quality and output were achieved. 8 Shift Line Managers, 16 Lead Operators and 230 Operators reporting KPIs included: Activity - measured in inner… Show more VIASYSTEMS TYNESIDE, North and South Tyneside (Mar 1994 - Mar 2000) (High volume manufacturer of printed circuit boards)Production Manager (1999 - 2000)Key focus was to deliver the overall plan during a fundamental change to the manufacturing processes. Involved developing staff to understand and drive processes to ensure quality and output were achieved. 8 Shift Line Managers, 16 Lead Operators and 230 Operators reporting KPIs included: Activity - measured in inner layer and panel output Scrap - monitoring and improvement Process control adherence Absence rates Process material costs Resource management - temporary and permanent staffing Senior Process Engineer (1998 - 1999)Managed the entire process from the specification to installation and from qualification to production. Involvement in process control development and Operator training were key, with an ongoing focus on continuous improvement activities. Process capability within inner layer imaging processes Process control plans / improvements Scrap - continuous improvement teams and daily monitoring New product capability Identification of new process equipment, purchase, installation and qualification Benchmarking capabilities and processes against other facilitiesShift Support Engineer (1997 - 1998) On shift support for process issues Process monitoring Development of processes for new products Troubleshooting key process and equipment issues Development of on shift Process TechniciansProcess Engineer (1995 - 1997) Process installations and qualifications Initial qualification of new products Training of operators in manufacturing operations Scrap reduction Process / equipment improvements Process material cost reduction Process control developmentProcess Engineering Technician (1994 – 1995) Provided engineering data to engineers Small level installation work Process monitoring Show less