Full HSEQ and Financial responsibility for multiple Concrete Products Manufacturing Plants in the North of England

Overall day to day responsibility for all Health, Safety, Quality, Environmental and financial control standards on a fast paced, state of the art concrete products production facility based in the North east.

Tarmac - District Production & Maintenance Manager (Now Lafarge Tarmac) 2010 – Present To implement the Tarmac national maintenance strategy across the North Midlands District• Give a consistent method of maintenance across the district,matching resource to deliver plans.• Skill development of team of skilled fitters,electricians and operations staff• Performance management of the team, use of KPI to drive improvements• Restore to basic conditions/correcting the past sins.• Develop customer facing businesses from reactive to planned/proactive domain of maintenanceAchievementsDistrict maintenance team implemented across all business units, reduced the cost of maintenance through contractor reduction, £120k in 2012Full budgetary control for district maintenance function, circa £1.1mInstalled Mananged Maintenance System (MMS)to all 17 units within the district to facilitate the building of hierarchy’s, in a consistent way, risk assessing, to drive Methods of Maintenance (MOM’s) and give a basic scheduling toolImproved skill levels of the team through comprehensive training Deliver training to the operations community on MMS, Autonomous maintenance, KPIs and CI toolsUse Root Cause Analysis to stop repeat failures and lean techniques throughout the workplace

Trident Change Agent (CI Initiative Programme) 2008 - 2010Supporting the delivery of the Project Trident change programme in Aggregate Products to identify areas for improvement and submit written recommendations with qualitative and quantifiable measures.Facilitate and / or support performance team meetings to identify KPI and OEE shortfalls.Implement improvements, both locally and nationally, as identified in Business diagnostics.Coach affected employees through, during and after change initiatives.Train and develop all levels of Management and staff in relevant Lean techniques.

Process Development Manager 2007–2009 Oversee the management of East Midlands site process control to ensure that British standards consistently met and ensuring OEE measures are achieved.Introducing, developing and fostering a culture of continuous improvement and best practice to achieve production efficiencies and waste reduction, with a 70% reduction in site waste costs achieved Marshalls - Production Manager 1996 - 2007 Responsible for 30 staff and the efficient management and planning of the departments day to day operations within a busy 24 hour production environment . Maintained and improved plant efficiencies in line with site KPIs and OEE, ensured all standards and guidance adhered to for environmental, quality and health and safetyMarshalls – Logistics Manager 1994 - 1996 Accountable for all site finished goods to the value of £3m, ensured logistics function worked to achieve KPI targetsMarshalls - Production Operative/Supervisor 1988 - 1994Gained knowledge and experience within 3 different departments to develop and advance further within the company