Standardising and Improving key Finish Processes within the precision casting facility (turbine blades) at Rolls-Royce, Derby.Working with the operations team and process engineers to implement process basics (5 "s", visual management and process control) on the shop floor.

Responsible for all site operations and maintenance.

During my time as Operations Leader at Tyseley, I have overseen a 30% improvement in throughput, progressed the TPM roll-out programme and improved visual management on the shop floor. Key customer arrears have been reduced by 30 to 50%.

Based in the Precision Casting Facility, turbine systems business unit.Projects included:- continuous improvement of post-cast cut-off capability with RFT improved from 88% to 98%;- standardisation of post-cast cut-off processes including visual management and asset care;- Work and material flow improvement in the post-cast Finish area, improving throughput consistency from a mean of 5700 units/week +/- 500 units to a consistent 6300 units per week and Leadtime reduction from a mean of 18 days to 10 days;- esteblishment of office 5"s".

Established to provide new product introduction and product and manufacturing improvement services to small and medium sized enterprises.

Zoeller Waste Systems is the UK subsidiary of Europe's largest manufacturer of wheeled bin lifting equipment.- Running of the operations functions and ensuring on-time delivery of contracts to customers;- Establishment of key business Measures of Performance (KPIs) for operations and engineering;- Ensuring all contracts delivered to cost/margin targets in respect of parts and labour content;- Achievement of right first time quality builds for all products;- Rationalisation of the supplier base and reduction of cost base and inventory; (reduced lifter stock from £0.5M to £0.25M and parts stock from £1.3M to £0.8M, increasing runner item stock turns from 2 to 6).- Liaison with customers, suppliers and trading partners;- Introduction of modern production scheduling and control, befitting of the business profile;- Reduced turnaround times for key products;- Established accurate product costing, enabling prioritisation of cost down efforts;- Reduction of budgeted work standards in operations; (reduced key product labour times between 30% and 60% saving approx. total of £65K p.a.);- Increased skill flexibility of the workforce through on the job training and structured personal development programme; (reduction of direct labour force by 25%, saving approx. £60K p.a.);- Co-managed company restructuring programme;- Definition and implementation of structured and controlled warranty system; (recovery of approx. £50K p.a. from key suppliers);- Managing a team of design and development engineers to deliver new products to budgetary targets;- Introduction and launch of two new products, the Rotary bin lifter and the Optima multi-purpose waste collection vehicle, to cost, function and reliability targets.

The UK's leading manufacturer of Coach and Bus bodies for the private luxury and public service vehicles sectors.- Designing the manufacturing engineering strategy to satisfy the overall business strategy;- Delivery of improvement in product design to achieve enhanced manufacturability and flexibility with the capability to meet varying customer specifications for vehicles;- Project management of major capital investment programmes;- Formulation of a new site strategy in conjunction with the Group’s product strategy;- Introduced new automotive level of BIW tooling to achieve upstream process capability thus enabling RFT trim and final assembly operations.

Manufacturer of aircraft tyres for the civil and military Sectors.- Responsible for leading the company’s BPR change programme and the introduction of Lean Manufacturing principles;- Streamlined the key business processes to achieve real delivery improvements to the customers and business performance gains;- Established key Measures of Performance for the business in terms of cost, quality and delivery and flexibility;- Worked at all levels in the company, interfacing with the executives to shop floor workers and the union officials;- Established the first new multi-skilled work cell, achieving 50% reduction in WIP and throughput times.

Manufacturer of 4x4 vehicles for the Private and military sectors.- Devising the TQM strategy to transform the company from a product defect orientated organisation to a proactive process orientated one;- Leading a team of Process Improvement Consultants (Six Sigma Green Belts);- Coaching and advising all levels of management and staff in the use of the 7 Quality Tools and the 7 Management and Planning tools;- Providing formal training at all levels in process improvement techniques;- Facilitating the standardisation of processes;- The introduction of the practical use of SPC;- Facilitating Root Cause analysis for existing customer critical problems.

- Initiated the use of formal design for assembly techniques saving the company approx.. £200K per annum.- Facilitated simultaneous engineering projects and the use of FMEAs;- Specified and managed the installation of three major new plant projects, pioneering new vehicle assembly techniques within Land Rover and the Rover Group.