Paul Keep Email & Phone Number

Alverstoke

Fareham

Key responsibilities are QCD (quality, cost and delivery), ensure daily/weekly/monthly production output is achieved efficiently to customer specification and on time delivery. Implementing lean initiatives to improve efficiency and factory output through quality and cost reduction projects

Production Manager August 2010 ~ Present STS DefenceKey responsibilities are QCD (quality, cost and delivery), ensure daily/weekly/monthly production output is achieved efficiently to customer specification and on time delivery. Managing a work force of permanent and temporary staff (fluctuating from 70 to 80). Implementing lean initiatives to improve efficiency and factory output through quality and cost reduction projects

Responsibilities are training, coaching and mentoring candidates through the National Vocation Qualification in Business Improvement Techniques. Subjects are as follows:- VSM (value stream mapping) PPOH (Parts per operator hour) VAPP (Value added per person) OEE (Overall Equipment Efficiency) FSU (Floor space utilization) NRFT (Not right first time) Kaizen Health & Safety 5’s Red tag  Brain Storming, Fish Bone,  Perto analysis, 5 why

Increased automated cartridge filling area output by 30% Increased machine up time 100% Reduced waste by 80%  Redesigned the cartridge fill area to improve efficiency and reduce staffing levels.  Transferred manufacturing from the UK to China over a 3 year period Took responsibility for supplier audits (China)

September 2003~May 2004 Interim Management Position Kenwood (Havant) Manufacturing Manager • Requested by senior management to Project Managed a modification team in the USA • Increase factory output by 20% • Implemented key matrix to measure and improve quality (yield increased from 86% to 98%) • Implement training plan for production staff • Change staff culture to a -can do- attitude

 Implemented key matrix to measure and improve quality  Improved customer relationships  Introduced staff training and development  Reduced inventory and capital tied up in material.  Reduced absenteeism from 12% to 6%.

Increased warehouse kit picking and output. Changed working style to -can do attitude- and customer focused Reviewed warehouse Distribution and Administration team, implementing efficient working practices, process and writing new procedure • Recruitment and organise an inventory control team. Writing procedures and setting up data analysis (for cycle counting and stock check) to identify performance and accuracy.

Requested by the board of Directors to set up a manufacture/production site in the Czech Republic (December 2001). Spent three months setting up the manufacturing plant in the Czech (April 2002~ June 2002). Chosen by the board of directors to relocate, set up and manage the new manufacturing site in Portsmouth. Achieves all KPI (key performances indicators) reporting to the Factory director weekly and monthly. Increased productivity/efficiency by :- 1. Changing the… Show more Requested by the board of Directors to set up a manufacture/production site in the Czech Republic (December 2001). Spent three months setting up the manufacturing plant in the Czech (April 2002~ June 2002). Chosen by the board of directors to relocate, set up and manage the new manufacturing site in Portsmouth. Achieves all KPI (key performances indicators) reporting to the Factory director weekly and monthly. Increased productivity/efficiency by :- 1. Changing the factory layout, improving process flow.2. Improved communication from sales department to shop floor. 3. Change Management, changing the culture from a negative to a positive team approach, through group meetings, encouraging teamwork and empowerment. Lead a team in quality improvements analysis, solving process and product problems increasing the Factory yields from 96% to 98.5%. Reduced stock days through stores and production supervision, through a program of stock monitoring and just in time delivery. Reduced the manufacturing unit cost by 54% (unit cost reduced from £1.1 to £0.6). Achieved by improving production scheduling and human resource planning Show less

 Achieves all KPI (key performances indicators) reporting to the Manufacturing Director weekly and monthly  Responsible for NPI (new product introduction) liaisons and communicating with departments ensuring process and procedures are in place to achieve production. Lead a project reducing Manufacturing cost, coordinating process and layout changes  Introduced Quality circles and kaizen, encouraging staff to take responsibility and ownership .  Implemented JIT system and… Show more  Achieves all KPI (key performances indicators) reporting to the Manufacturing Director weekly and monthly  Responsible for NPI (new product introduction) liaisons and communicating with departments ensuring process and procedures are in place to achieve production. Lead a project reducing Manufacturing cost, coordinating process and layout changes  Introduced Quality circles and kaizen, encouraging staff to take responsibility and ownership .  Implemented JIT system and kanban system, reducing factory inventory  Change management:- introduced automation and a four shift system to fully utilizes the equipment. Negotiating with staff to change shift and alleviating their fears of job losses. Introduced a successful training plan to ensure a smooth implementation. Show less