Keith Webb Email & Phone Number

Birmingham, England, United Kingdom

The compass for improvement within the Plant. Responsible for continuous improvement activity within the plant, the control of production and the deputy to the plant manager.

London, England, United Kingdom

The compass for improvement within the Plant.

Hemel Hempstead, United Kingdom

Responsible for the design of the overall production model, defining the resourcing requirements and ensuring the appropriate level of skilled resource is supplied. World Class Mail technical pillar lead for cost deployment.Achievements:• Closed the 5th and initiated the 6th iterations of cost deployment within the plant. The plant achieved a Bronze Award in February 2016 when audited, this was a significant milestone for the plant.• Introduced an automated resourcing to demand process which brings together work areas forecast volumes based on national and local trends, planned flightpath throughputs (based on planed improvement activity and actual improvements realised), planned and foreseen absence, planned overtime, the managerial template, minutes of resourcing meeting, (standardised agenda), live or upcoming improvement activity. With this tool the plant manager is able to look 2 weeks ahead and challenge any issues impacting achievement of the business plan before the production plans are shared. Shift managers are able to contract for the week ahead, modelling changes in workload volumes efficiency improvements, incorporate advancements of workplan into the model. The shift production plans are printed on one A3 sheet and signed off by the shift manager, the production manager and the plant managers. A plant summary is then also produced which the production manager and plant manager sign off. This has supported the plant in achieving an 11% increase in efficiency year on year, improvements in quality of service and a reduction in managerial time spent re-contracting through the week.• Introduced a daily plant console and performance summary to enable the new plant manager to review shift and plant performance and drill down to work area level on a daily conference call with the senior plant team.

Northampton, United Kingdom

Responsible for the design of the overall production model, defining the resourcing requirements and ensuring the appropriate level of skilled resource is supplied. WCM technical pillar lead for cost deployment.Achievements:• Implemented Automation Utilisation improvement plan, improving the weekly percentage of inward letters automated from 87.2% to 92.5%, improving cumulative yearly automation performance from 88.5% in July (1.8% short of target) to 89.7% in December (0.4% short of target). Reducing letters needing to by manually processed by 74k per week = 150 work hours = £1,800 a week, totalling £93.6k per annum.• Designed, negotiate and deployed a full office revision which gave the site its first fully agreed duty package across all shifts. Working closed with regional industrial engineer support to deliver work plan stability and alignment of all business data systems used to record and report hours and people metrics.• Initiated the 3rd and 4th iterations of cost deployment within the plant. This involved defining the cost perimeter for the plant (working closely with the financial analyst), coaching and involving all work area managers in identifying waste and loss and understanding the differences between causal and resultant losses and then attacking these losses through the initiation of 93 projects to support the removal of over 100,000 hours per annum from the plant.• Initiated the first site G matrix, building 6 scenarios to support business planning.

Northampton, United Kingdom

Managed the sortation automation project team to the end of the project, delivering a legacy of a fully sequenced automated environment. Achievements:• Deployed the regions remaining 22 new compact sequencing machines (costing £2.7m) in just under 8 months. Supervising all pre-enabling works to ensure machines were deployed under CDM 2007 regulations, safely to time, quality and costs in the remaining 3 delivery offices and 3 mail centre sites, with zero first aid incidents, accidents or RIDDORs.• Accelerated regional sequencing plans to sequence to the delivery points 75% of all delivered letters in advance of the original plan by April 2012.• By period 7 2011, £1.7m of the project opportunities had been achieved (£865k over target).• Over 62% of the 37 million letters delivered per week had been fully sequenced to DP.• Large machine sequencing (LMS) successfully deployed across all 7 Midlands processing plants• Identified and relocated an underutilised machine from Bletchley MPU to Worcester avoiding costs of £250k to the business with no impact to the operation, customer or quality of service.• MEARs project (hardware upgrade for address interpretation), successfully deployed in South Midlands, Nottingham and Wolverhampton before Christmas 2011, ensuring compliance to 2007 CDM regulations and without injury or impact to customer service.

Responsible for ensuring compliance to the standardised processes and work packages, the correct use of the tools and the timely reporting of all risks and issues to meet regional governance timelines.Achievements:• Deployed and supported walk sequencing in the largest processing region in the UK from a zero start. Successfully deployed 48 compact sequencing machines (costing over £6m) within 12 months. Supervised all pre-enabling works to ensure machines were deployed safely to time, quality and cost across 12 delivery offices and 4 mail centres sites with no accidents or serious injuries (RIDDOR).• Advanced the Hereford and Worcester sequencing deployments by 11 months.• Supported the closure of 3 mail centre sites (MK/NN/CV postcodes) and the opening of the new South Midlands Mail Centre (costing £20m to build and over £70m to operate), by ensuring that the 4 required mail processing sites, (then operating 14 sequencing machines), were all fully operational to the requisite business case performance levels (Overall Equipment Effectiveness) within 6 weeks of the machines being commissioned and all operators initially trained.• Facilitated the removal of all 16 legacy letter sorting machines (LSMs) from the 5 impacted plants within the region with no disruption to customer service or the machine operators who were all successfully reassigned roles.

Northampton, United Kingdom

Support the Northampton plant with special events planning. The role also involved maintaining duty descriptions and supporting duty revisions, work area throughput measurement as well as variance analysis. I also supported for the NN postcode area end to end quality performance and administered running the local test letter programme.

Northampton, United Kingdom

I began working in the Traffic Measurement section as it was then designated in the July of 1996. I quickly converted all the data being gathered from rapidfile into Microsoft Excel, (which was then a new programme). The section later became know as the Data Control & Systems section and then eventually the Production Control department. During this time my role changed from data gathering and dissemination into unit performance measurement and analysis. In this role I took the lead in creating and maintaining various databases, designing templates, measuring performance and creating numerous management reports.

Northampton, United Kingdom

12 Gcse'S, 4 A-Levels, A-Levels In Computing, Economics & Politics

Education record