Joseph Sharp Email & Phone Number

Glasgow, Scotland, United Kingdom

Remote

Portfolio Change Manager for ACCA

Remote

Change manager in a wider digital transformation programme, implementing global marketing and social media platform and MS Dynamics 365

Glasgow

Senior Business Improvement Analyst at ACCA delivering ACCA's Operational Excellence programme. Responsible for delivering large complex improvement project as well as creating a culture of continual improvement.

Glasgow Airport

Role: Operational Performance Manager at Glasgow Airport responsible for three operational departments; Resource Deployment, CI and Airport Control Centre. Objectives are to deliver a strategic improvement programme aimed at aligning and improving all operational planning and daily operations to ensure an enhanced customer experience:-Deliverables• Completed a full business review of all operational departments with outputs driving change strategy• Rationalised a variety of resource heavy departments resulting in significant cost benefits and FTE efficiencies• Identified and delivered improvement opportunities in a variety of internal departments• Responsible for Glasgow Airport’s continual improvement strategy and operational planning• Implemented Glasgow Airport’s data and metric strategy • Ensured the business’ ability to meet customer growth whilst delivering an efficient service• Delivered business wide training in Lean Six Sigma methodologiesKey Competences:Created a robust Continuous Improvement programme (at board level) that delivered end to end business change through efficiency savings, implementation of new technologies and cost avoidance. Delivered significant improvements in data performance analysis to all Operational Leads and Directors.Achievements:-Delivered significant financial savings of c.£450k per annum by implementing key improvement initiatives. Realised cost avoidance savings of c.£90k per annum by removing waste and increasing efficiency baselines. Devised and implemented Glasgow Airport’s ‘big data’ strategy by providing key department leads with continual data on their department’s performance via automated reporting.

Glasgow Airport Ltd

Role: CI Manager at Glasgow Airport reporting to Operations Director on all aspects of CI, KPIs and Customer Experience. Continually delivered annualised savings of c.£500k for every year in post:Deliverables• Led and delivered Glasgow Airport’s CI programme to all operational departments• Created and delivered a CI strategy that is both flexible and sustainable for all departments at Glasgow Airport• Delivered and visualised a suite of operational KPIs (aligned to the strategic goals of the organisation)• Identified process constraints and challenged old ways of working to help deliver an efficient and effective customer experience• Created a culture of Continuous Improvement at grass roots level by a variety of Lean, Six Sigma and Problem Solving training programmes• Delivered tangible savingsKey Competences:Embedding a culture of CI at Glasgow Airport allowed me to work with various teams from Fire Service to Engineering. Each department was able to implement various aspects of Lean and/or Six Sigma methodologies into their day to day working environment. Stakeholder engagement was critical in the success of the change programme with buy in achieved from Trade Unions to Senior leaders.AchievementsMeeting customer demand whilst delivering tangible savings – I developed a structured and standardised visual management system that ensures all departments at Glasgow Airport are reporting on productivity and cost. Implementing my Visual Management & Continuous Improvement strategy has resulted in the continuous delivery of customer expectations whilst reducing operational costs by over c.£1.5m.

For BAA's Shared Service Centre I delivered a very successful Lean methodology developed by Unipart Expert Practices. Using the methodology I helped BAA achieve exceptional levels of operational performance through the effective engagement of their employees to increased productivity by 38%. I have also delivered a successful visual management structure throughout the business. The visual management structure follows the 3 minute management rule that allows any employee to understand if that department is performing as expected.

Role: Six Sigma lead for various global processes reporting to VPs & Global Process Owners. Accountable for:Deliverables• Assisted Global Process Owners in various locations in the identification of projects that delivered tangible cost savings• Identified, tracked and reported on project progress at VP level• Coached and mentored Sigma Green Belt resources (some remotely) to ensure the timely delivery of identified improvement benefits• Identified and implemented improvement opportunities to deliver dollar savings (excess of $1m) • Implemented a CI Roadmap that ensured managerial and operational decisions were based on data driven analysisKey Competences:I delivered Shell’s CI Roadmap to a number of global locations and Process VPs. The Roadmap allowed each business and/or process owner to benefit from a culture of continuous improvement that provided tangible savings, structure KPI reporting and employee development.AchievementsReduced Costs and delivered Staff Training - In identifying and delivering multiple Sigma projects I was able to exceed the process area’s monetary targets that resulted in P&L savings of $1.2M versus a target of $300K. The programme also delivered staff development in the form of Six Sigma training and the certification of Six Sigma Green Belts.