Reporting to Operations Directors and Functional Leaders across multiple Belfast sites in support of Bombardier’s streamlining strategy to reduce budgets and operational costs by 20%. As author of the Optimise “GOOD” (Gather, Organise, Optimise, Deliver) approach my team successfully trained and engaged over 60 management and natural teams (Jan to Dec 2016) to dramatically eliminate non value added activities and improve productivity.

My Transformation team provided change and continuous improvement support to this key Composites facility employing over 350 employees. This business faced complex organisational issues, conflicting relations between management and the Trade Union with low levels of engagement etc. This ageing factory had limited financial backing to support the transformation.I leveraged my Change Model – Organising For Excellence (OFE) which is a change platform that harnesses individual and group… Show more My Transformation team provided change and continuous improvement support to this key Composites facility employing over 350 employees. This business faced complex organisational issues, conflicting relations between management and the Trade Union with low levels of engagement etc. This ageing factory had limited financial backing to support the transformation.I leveraged my Change Model – Organising For Excellence (OFE) which is a change platform that harnesses individual and group ideas, shared interests and experiences to resolve complex problems or to design and develop new and better ways of working which lead to improved performance results based on better integration, communication and cooperation.• Transformed a brown field site into a centre of excellence using Change, Lean and CI tools.• Overall balance scorecard performance rose from 68% to 96%.• Engagement levels from 60% to 90% using OFE against the Global Hay Survey – best results within the Bombardier Global Organisation.• First Site AES GOLD Certified - Benchmark for the Bombardier Global Organisation. Show less

Reporting to the Production Manager I helped to formulate and successfully coordinate the Change and Continuous Improvement (CI) strategy for 26 cross-functional Hawlmark teams involving 600 employees. My small team also supported key Belfast site functions (Methods, Quality etc. over 1,000 people) based on requests from their leaders to share our best practices and results using the Organising For Excellence Model (OFE) which I designed to suit the business needs. OFE / Change and… Show more Reporting to the Production Manager I helped to formulate and successfully coordinate the Change and Continuous Improvement (CI) strategy for 26 cross-functional Hawlmark teams involving 600 employees. My small team also supported key Belfast site functions (Methods, Quality etc. over 1,000 people) based on requests from their leaders to share our best practices and results using the Organising For Excellence Model (OFE) which I designed to suit the business needs. OFE / Change and Continuous Improvement Activities:• Vision and planning for world-class engagement and performance results using the OFE (4 hour workshops to positively transform mind-sets).• Aligned operations & functional priorities linked to the business balanced scorecard.• Integrated Plans to coordinate the Achieving Excellence System (AES) / Lean and CI activities with the right ownership assigned at all levels.• Communication / recognition process to leverage gains and engagement.• First Site AES SILVER certified - Benchmark for the Bombardier Belfast organisation. Show less

Reporting to the Director of Supply Chain with a key remit to support the integration of Procurement and Material Logistics (line side support across multiple sites) in 2004 - into a flexible, responsive and cost effective Supply Chain organisation. • Joint Procurement and Material Logistic integration team.• Integration workshops to meet the strategic vision.• Integrated governance, roles, best sharing of resources etc.• Roll out Kaizen / Lean workshops. Cross-functional Six… Show more Reporting to the Director of Supply Chain with a key remit to support the integration of Procurement and Material Logistics (line side support across multiple sites) in 2004 - into a flexible, responsive and cost effective Supply Chain organisation. • Joint Procurement and Material Logistic integration team.• Integration workshops to meet the strategic vision.• Integrated governance, roles, best sharing of resources etc.• Roll out Kaizen / Lean workshops. Cross-functional Six Sigma and integration / CI projects.• Successfully aligned Six Sigma best practices to the new Achieving Excellence process. Show less

In January 2001, Bombardier Aerospace senior management at Belfast and Montreal Procurement took action based on the assessment of the Site Procurement department’s failure to deliver on continuous improvement results (Six Sigma) they demanded rapid changes to the Departments deployment strategy. I was appointed to assess the scale of the problems and to establish a way forward strategy. I reported to the Director of Procurement as my primary customer and as a member of her senior… Show more In January 2001, Bombardier Aerospace senior management at Belfast and Montreal Procurement took action based on the assessment of the Site Procurement department’s failure to deliver on continuous improvement results (Six Sigma) they demanded rapid changes to the Departments deployment strategy. I was appointed to assess the scale of the problems and to establish a way forward strategy. I reported to the Director of Procurement as my primary customer and as a member of her senior team.Summary of results and issues before we implemented the change strategy:•The first 3 years of deploying Six Sigma they completed 9 projects with savings of $246,000.•Low engagement levels with Six Sigma (only 3% of their 141 personnel involved). •No management ownership, poor project selection, no effective governance and poor morale with no real planning or structure in place to improve. From this analysis I was able to redesign Six Sigma so that it was easier to use, aligned better to improve the “day job” with employees taking real ownership. By personally getting involved, providing focus, communicating the vision and through coaching and personal development I was able to galvanise the senior management team and workforceI have demonstrated that there is a clear correlation between business improvement results (savings etc.) when you create the right environment to engage the employees.Improvement results with the new Procurement Change/ Six Sigma Strategy:• 2001 - 100% management involvement & ownership of the change strategy.• 2001 – 24 projects completed = $2.8M through 50% team engagement.• 2002 – 47 projects completed = $4.4M through 64% team engagement.• 2003 – 120 projects completed = $5.8M through 85% team engagement.• Successfully leveraged the improved Six Sigma approach to other key functions Customer Support etc.Belfast Procurement was recognised by Bombardier as the leading practitioner of Six Sigma after we had implemented our change strategy. Show less

Responsible for leading and coordinating Six Sigma activities across key operations and functional areas - to improve quality, productivity and profitability and maximise any gains. • Trained, coached and engaged senior managers as Champions of Six Sigma.• Trained, coached and engaged the workforce (1,400 people) – managers and Green Belts.• Trained, coached and mentored 11 Black Belts to coordinate major Six Sigma activities.• 27 key Composites processes mapped, baselined and… Show more Responsible for leading and coordinating Six Sigma activities across key operations and functional areas - to improve quality, productivity and profitability and maximise any gains. • Trained, coached and engaged senior managers as Champions of Six Sigma.• Trained, coached and engaged the workforce (1,400 people) – managers and Green Belts.• Trained, coached and mentored 11 Black Belts to coordinate major Six Sigma activities.• 27 key Composites processes mapped, baselined and improved using Six Sigma.• Enhancing all of the Fabrications projects using the best elements of PRP and Six Sigma-o Identified key characteristics, using process control Plans, Gage R&R, SPC/ capability.o Applied the Six Sigma Methodology – Measure, Analyse, Improve, Control. • Over 200 projects completed in Composites / Fabrications with estimated saving of $2.5M. Show less

• Developed the PRP/Strategy and deployment with Bombardier Belfast Leadership team.• Successfully organised and prepared the Belfast site for external Boeing AQS audits.• Improved customer satisfaction by demonstrating process control and capability.• Simplified the PRP/AQS process and successfully engaged the wider workforce in its use.• Promoted to take on the role of Six Sigma Master Black Belt based on the successes of PRP.

• Excellent liaison with the Boeing AQS group and our management teams.• Coordinated major joint AQS projects between Boeing and Bombardier.• Trained and coached the use of problem solving, Lean, SPC, AQS tools DOE’s etc.• Developed a practice governance and audit process that sustained the gains.• Management and visibility of all PRP Projects and leverage opportunities.