Mark Williams Email & Phone Number

Berlin, Germany

Rolling Stock and Components - Operations

Berlin, Germany

• Lead of operations footprint strategy team. Global footprint strategy, transformation and initiatives with delivery responsibility for investments and operations bids key activities include:
• Driving and executing footprint strategy. Developing datasets & scenario assessments and validating concepts & business cases across all products, regions and business units.
• Ensuring quality, cost and timeliness of major transfers across disciplines, regions and products with lead of transformation gate process and dashboard.
• Delivering top global carve out and partnering initiatives.
• Delivering global capital investment plan/forecast and achieve landing. Governing investment process, reporting and approvals.
• Leading Operations Bid process, on & off cycle collaborations with global functions, regions and business units to secure optimised industrial scenarios and bid inputs.

Berlin, Germany

• Leadership of operations strategy & planning for Central and Eastern region with expanded regional responsibility following for Europe, Middle East and Africa, key activities include:
• Responsibility for definition and execution of footprint strategy for all sites including product portfolios, manufacturing scope and competency, from workload allocation to ToT/ToM.
• Leadership of operations costs and industrial strategy inputs to bids, processes and standards.
• Analysis and governance of site planning, workload allocations, capacities and capabilities.
• Preparation and ownership of region’s annual investment activity and headcount planning.
• Leadership of ToT/ToM process of multiple transfers across region and business units.

Berlin, Germany

• Leadership of industrial strategy topics, key activities include:
• Support concept & launch of BT’s Centre of Expertise for Electrical.
• Support launch of BT’s Carbody Production Business Unit
• Analysis & preparation of BT’s further industrial footprint scenarios & business cases.
• Operations lead for Merger and Acquisition activity

Berlin, Germany

• Leadership of standardisation activity reporting to Head of Industrial Strategy and Lean Management. Responsible for special process and technology topics, key activities include:
• Focused activity working as part of expert team to assess & analyse current position of all BT’s carbody production sites and define business plan to achieve improved future state.
• Working lead of operations, group and leadership team workshops & reviews to define BT’s electrical strategy, start-up plan, organisation & business case.
• Scenario analysis & preparation of BTLT proposal to improve BT’s industrial footprint.
• Benchmark to develop BT’s approach to Special Processes & prepare to deploy.
• Engaging site and IS teams to develop & apply benchmark assessment to IS production systems.

Berlin, Germany

• Support to implementation of Bombardier Operations System (BOS). Responsible for development and deployment of the BOS system key achievements included:
• Certification to lead BOS assessment teams responsible for assessing and guiding improvement on production sites, developing teams, lean approaches and assessment material.
• Leadership of BOS Standardisation principle and revision of Productivity indicator.
• Development, testing & deployment of BT cell operating standards (including PDCA, Problem Solving, 5S, TPM, Q6), maturity assessment and training.
• Leading expert teams to design, develop and deploy Lean awareness and practitioner training.

Bristol, England, United Kingdom

• Leadership and preparation for growth of the Weston business during significant economic downturn. Responsible for sales, technology and operations to achieve sales plan, preparing for significant growth and diffusion.
• Improving customer relationships, providing step-change in delivery on-time & significant improvement of quality performance.
• Managing operations to achieve significant increase in profit against plan and year-on-year.
• Driving Lean and Six Sigma project scoping, training and implementation to achieve 15% real productivity improvement and Gold standard Operational Excellence cell accreditations.
• Defining & implementing medium & long term strategy to prepare people, processes and facilities for sales growth. Sales forecast to double every 3 to 4 years for the next 9 to 12 years.
• Execution of existing sales pipeline, ensuring timely development & execution.

Swindon, England, United Kingdom

• Reporting to the VP Europe & Asia and Global Director for Operations as Master Lean and Master Black Belt leader with responsibility to develop and execute PST’s Operational Excellence system (OpX) to achieve.
• Working with Praxair Inc. team led by Global Productivity Director to develop Lean training for deployment throughout the $12bn Corporation, delivering inaugural courses in Europe & US.
• Motivating, training and developing 14 Lean Specialists, 150 Lean Practitioners, Six Sigma Green and Black Belts to deploy training and activity to achieve local business objectives.
• Leading and supporting schedules of 220 kaizen events a year in production and administration environments, including Value Stream & Cell Design, Set-Up Reduction & One Piece Flow.
• Factory layout and cell design responsibility for Green Field Facilities in India and China.
• Engaging plant leadership and local teams to scope, prioritise and execute $11M of productivity savings in Lean, Six Sigma and Procurement projects per year across Europe & Asia.

Swindon, England, United Kingdom

• Leadership of Operational Excellence (OpX) and productivity improvement at UK production facilities. Reporting to the European Deployment Champion key achievements included:
• Scoping and execution of UK productivity pipeline in Lean, Six Sigma and Procurement.
• Leader of project team winning both PST and Praxair Inc. annual awards and delivering significant productivity savings and achieving 300% production volume increase.
• Delivering high technology production expansion on time and below budget.
• Establishing UK key OpX resource to replicate best practice in 32 sites around the world.
• Member of PST’s Global Leadership Team defining OpX strategy, criteria and deployment.

Swindon, England, United Kingdom

• Key business turnaround leader with operational responsibility and contributor to financial analysis and pricing strategy. Reporting to the General Manager for Germany, key achievements included:
• Restructuring and decentralisation to significantly reduce headcount whilst increasing volume, improving delivery from 27% to 85% on-time and reducing poor quality by 50% year on year.
• Introducing and implementing systemised production & visual management tools and techniques, initiating several Lean manufacturing methodologies (5S, TPM, SMED, Flow).
• Contributing to development of corporate standard model Costing & Pricing.
• Supported the business from significant loss in 2004 to break even in 2005 & on to significant profit 2006 onwards.

Chippenham, England, United Kingdom

• Leadership of company-wide improvements with implementation highlights including:
• Operational leadership of manufacturing carve-out and re-structuring of business.
• Working with a major customer to re-structure supply chain across six operating sites, as throughput doubled, to avoid significant damages and return 40% inventory to cash.
• Leading & developing manufacturing improvement teams to achieve hard savings..

Chippenham, England, United Kingdom

• Leading both machining and foundary business units, key achievements included:
• Implementing de-layering and appropriate ownership to achieve business objectives.
• Delivery improvement from 47% to 93%, while achieving 23% productivity increase.
• Deploying Lean tools and techniques to reduce costs of poor Quality by 50% p.a. 2001 to 2003.

Chippenham, England, United Kingdom

• Responsible for this world-class automotive high volume production facility and leading teams of Lean Specialists, 24 Cell Leaders and 280 Operators. During a difficult financial year achieved:
• Stabilised delivery and quality performance with adjusted cost base & 9% productivity.

Croydon, England, United Kingdom

• Reporting to the UK Managing Director, key targets were based on stabilising operations to allow transfer to Eastern Europe. Responsible for £20M sales and 85 staff key achievements included:
• Quality and delivery improvement, increasing output by 40% and productivity by 40%.

Chippenham, England, United Kingdom

Implementing improvement projects including production systems re-design reducing plant downtime by 96% and installation of paint facility to TS16949 & Ford Q1 automotive standards

TRACS is a packaging unit to Europe’s Multimedia Publishing industry. Achievements included implementing customer scheduling, capacity modelling, layout and skills development.

Rugby, England, United Kingdom

Four year formal Technician Engineering Apprenticeship followed by Production Engineering and Manufacturing Engineering roles implementing and then working on new Brownfield cells.

Master Of Business Administration - Mba, Innovation Management Elective

Master Of Business Administration - Mba, Executive Mba

Dissertation in Lean Supply with Prof. R. Lamming. Executive MBA runs concurrently alongside employment.

Bachelor Of Engineering - Be, Manufacturing Engineering, First Class

Activities and Societies: First Class BEng. Hons Degree Mechanical & Manufacturing Engineering

Bachelor Of Technology - Btech, Mechanical & Production Engineering, Distictions

BTEC Higher National Diploma in Mechanical & Production Engineering (Distinction) BTEC Ordinary National Certificate in Engineering.