After success at a this Tier 1 suppliers plant in the UK I was asked to assist in turning around their biggest seating plant in Russia.Missed jobs at the customer reduced to zero within 4 weeks.Set up and reconfiguration of end of line testing and traceability systems.New stock control system designed for technical foam production usage tacking.Introduction of layered audit processSuccessful VW VDA6.3 accreditation rose to a B rating the highest possible after the previous 3 years low rating next audit it is now possible for A rating. Re accreditation with ISO TS 16649.Headcount reduction within 4 months of over 20% also a further 15% within 8 Months.Introduction of new foaming process line and successful ramp up for SOP.Re modeled warehouse to introduce and extra 40% capacity for storage.Negotiations for new plant under way due to the potential increase of business from current customers.Amalgamation planning for 3 separate plants to be combined into one site reducing transport and stock requirements as one supply plant is over 1000km.Localisation of suppliers to assist with zero import tax liability. 238 Part numbers sourced within 8 months.

Responsible for 18 Indirect and 400 direct personnel.Installation of new seating line during a constrained timeline.Introduction of major steps in process poke yoke and in process electrical tests where advantageous.3rd Tier supplier development and management with planning and quality.Customer liaison and support at director level during launch of new vehicle.Engineering change management with minimal lead times to reduce cost.Stabilisation of external warehouse deliveries and management during pre launch and SOP.Line layout and commissioning sign off internal and with customer.Part validation buy off and development with new and existing suppliers through the PPAP process and project management of late changes.Constraint management of suppliers and use of alternative suppliers during late design change implementations.

.Engaged by automotive manufacturer to take over a supplier's plant and stabilize delivery and production output into St Petersburg Plant.Initial none cost based productivity increased by 20% within 4 weeks and stock out at customer reduced by 90%Stock out at customer eliminated within 8 weeks of project start. Initial stock out had run for over 12 months with a cost to the business in excess of $2.5 million.Full inventory and logistical tracking.New product introduction and managed throughout the supplier process system and PPAP. Third tier supplier management on key issues into customer. Training of current plant personnel in a proactive manufacturing approach using an independent team of engineers. Restructuring and training of current management team in western manufacturing and delivery.Supplier cost saving initiative of over £1million introduced on the presumption of future volume to order book.Future capacity constraint removed with installation of new equipment and efficiency improvements on existing plant.KPI's introduced and reported out to customer on a daily basis with a global call each week with senior customer International operations directors.Paint shop capacity increased by 30% also giving a future free capacity of 50% based on TAKT and volume mix. Introduction of small parts currently imported being considered giving high transportation and tax savings.

Engaged by a major automotive manufacturer to run one of their main suppliers of engine components and to increase capacity by 40% on current equipment and assist with installation of a new production facility.Within 4 months capacity improvement of 40% with up time improvement of 30% and reduced TAKT by 40%.Cost savings of over £1,000,000 within 12 months.Full responsibility of a 24/7 facility with a turnover of £84 MillionLogistical assistance with Korea, China and Mexico during allocation of stockManagement of a specialist engineering team to provide rapid solutions in achieving volume on new installation and increasing current facility capacity. New line installation volume achieved with 90 days from original prediction of 120 daysNew line design using robotics as a means of assembly and testing of intricate parts of the product.Current line optimized increasing production beyond previous capacity model Introduction and project management of a new £14 Million facility. Creation of manufacturing guide manual for new facility along with problem solving and unit re teach manual for new technical operators.Original 2010 forecast showed 70,000 unit shortfall. This was avoided and all customer sites maintained full production.Roll out of training to current engineers in problem solving and rapid response management.Fully documented line improvement plans and cell by cell problem solving documentation for future use.VSM for current state and future state of new line produced £250,000 of savings within 4 weeks of achieving volume.Re balance of current production line removed the need for 24 hour running which produced savings of over £500,000Sub supplier management during new part introduction and sub assembly work introduced to suppliers to reduce stock holding and handling.

Responsible for 120 Directs and 8 indirect across 3 plants in a strong unionized environment.Deputizing for the plant manager.Customer liaisons throughout the world. Logistical control and liaison with customers for priority deliveries3 month turnaround for delivery performance saving £250k/year excess transport and future savings with manufacturing and logistical integration.Movement of the business towards a logistical and supply chain focus to enable efficient use of transport, stock holding and ordering systems for planning and cost reduction.Plant output increased by 30% while reducing excess o/t by almost 80%Profit and loss responsibility for 3 separate business units totaling £30 MillionManufacturing cost reduction within 6 months in excess of £0.5million with continued savings throughout the business life.New product verification and build support including prototype all done through a current production route giving and annual saving of £100K+.Productivity increase of 25% with continued sustainability.High volume output of over 3million parts per week.Introduction of succession plans into the business and training opportunities for new supervisor positions.Teaching cultural workplace changes from a can't do to a can do attitude empowering the workforce to make sustained improvements.Machine efficiency improvements through various SMED activities and increased batch size giving a total reduction of over 20% changeover times.Manufacturing and technical and logistical support for china, India and Brazil including business transfer and costing.Budget preparation including cost down models and capital expenditure models.Customer liaison and work plan implementation.Headcount reduction while continuing increasing output through flexible working patterns and improved machining and pressing tolerances.

Business turnaround for first tier suppliers.Responsible for 4 indirect and 80 directsKey account management. Logistical control maintaining customer harmony between suppliers and OEM'sMovement of businesses towards logistical focuses to reduce transportation costs.Full responsibility for profit and loss along with operating marginsLean implementation culture along with time driven resultsNew business mediator.Business turnaround management including financial and logistics.Hostile production and logistical control including management training.Maintaining a smooth flow into the OEM with tight quality and catch back schedules usually under hostile conditionsNew plant introduction and engineering/manufacturing remodeling.

Responsibility for 198 associates, 6 Managers plus engineering.Implementation of lean manufacturing techniques including MTM-X and Various six sigma projects.Profit and loss responsibility for the BMW business unit with JCIDirect liaison with customer to resolve quality concerns and new project support.Responsibility for continuous improvements for the business unit's efficiency rating.Management training for new and potential production managers ensuring that standards and targets are set and achieved.Setting business objectives for achieving future financial and quality targets. Implementing quality action plans for major quality or safety defects. Liaison with group quality to ensure customer satisfaction is delivered. Cost reduction through lean manufacturing and advanced systems. Day to day running of a production environment including health and safety and human resources issues. Utilizing the team of associates to ensure the assembly areas produce a quality vehicle whilst ongoing focus on cost reduction and RFT. Implementation of 5's and kaizen methods into JCI manufacturing and variations on the Ford story book problem solving tool. Information and support to personnel on the issue of random drugs testing and drugs testing within the work place.

Overall responsibility for 180 people over two sites.Cost reduction in vehicle repairs and manufacture whilst maintaining quality.Total responsibility for new introduction of lean manufacturing and training of Land Rover Italy personnel Reduction of global warranty costs of over £1,000,000 within 12 monthsManaging, authorizing and assigning repair cost distribution the greater cost being related to painted outer surface issues.Military responsibility for retro fitting and customisation of military vehicles Liaising with market place to ensure customer satisfaction.Implementation of up to date repair and working practices. Reporting cost reduction and savings along with best in practice techniques to all ports worldwide.Updating Land Rover U.K with project targets and scheduling.Progress presentations to all levels in the U.K and Italy.Total authority for vehicle preparation and manufacture in the port.Implementation of automated line feed systems.Managed the construction and commissioning of 6 new manual paint spraying facilities and 2 automated.