In depth diagnostic & delivery of lean management skills for the Actuarial Pricing team within one of Ireland's top Insurance companies.• Capability development in several key areas, including planning, skills & process management• Implementation of structured improvement• Integration of project delivery with a new PMO function• Project delivery increased by more than 50% over a 6 month period

Belron International is the parent company of Autoglass, it owns a glass replacement company is c30 countries, all of which run of different software platforms. I worked as a Process Specialist for their global transformation project, aiming to standardise these platform worldwide.The role involved identifying and mapping global standard processes, ready for roll-out to the UK and then other major territories; working with solution and data architects to ensure the new IT system was robust and set up for future enhancements

• Improvements to the way in which delivery failures are managed has significantly reduced multiple fails, reducing both Home Delivery costs & customer contacts• Improved customer journey for ‘Broken Promise’ (when an item is not available for agreed delivery date), improved CSAT by a large margin and greatly reduced order cancellations• Improved processing of Pending Payments is generating additional revenue, whilst saving a six figure sum in reduced customer contact and back office processing

In-depth standardisation and improvement diagnostic, covering multiple key processes for an outsourced service provider of HR & Payroll to Government• In-depth review of contact centre improvement potential, focussing on key issues of failure demand reduction, improving staff capability & call consistency, managing peak demand and building a learning culture• Key findings reported to board level on issues ranging from off-shoring and automation opportunities to internal process improvements

Numerous projects:• Major improvement initiative for the cash processing centres of a high street bank, taking them from crisis to stability and embedding an improvement culture. Capacity increase of 40% achieved through reorganised, flow based operation, whilst embedding a new cash management system and improving rigour at all levels• Pilot to streamline operations within a high volume, overnight logistics organisation; including development and delivery of training, problem solving customer issues with front-line staff and development of a national roll-out programme. First time quality increased from 12 to 87% over 4 months, worth c£50million once rolled out nationwide• Reorganisation of the mortgage lending operation for a major high street bank; including formation of flow based, customer-focussed teams, process standardisation and visual management of QCD. Project realised a 40% productivity improvement over 6 months, saving £1.1 million annually• Identification of capacity constraints in a pharmaceutical manufacturing process: potential to increase output by 32% in 3-6 months through more efficient processing, better workflow planning and improved leadership• Ensuring accurate & appropriate payments within a high profile complaints process for a major high street bank; focus on avoidance of reputational damage & consistent approach to investigation of payment exceptions• Integration of print & mail operations across two major sites; including structured process improvement, coaching of management teams and effective planning of batch operations. Output per head increased by 90% over 8 months, saving ~£2million annually through a combination of improved productivity and reduced headcount. • Successful at first attempt in gaining accreditation for OEE Consulting’s lean training services with Lean Enterprise Research Centre at Cardiff Business School

• Significant improvements to health assessment sales delivered a £1.1m annualised revenue increase through better contact strategy, reduction of wasteful activity and structured review of incorrect contact details• Improved processing of claims reduced staffing requirements by 20% over a 5 month period, giving an annualised saving of £600K as well as more robust, error free processes • Improved contact strategy and management of pro-active health coaching reduced rate of invasive surgery, saving over £500K annually. Focus on initial customer engagement, improved contact strategy and team structure to improve productivity• Several shorter projects include a diagnostic to improve care home bed utilisation, improved work flow in health centres & improved utilisation of musculoskeletal physicians

Delivered professional training for Lean six sigma green belt

Masters level programme in Operational Effectiveness. Focus on Lean Manufacturing Techniques, Change Management and Personal Effectiveness through experiential learning. Three short consultancy projects undertaken: • Analysis of capacity constraints within the security system of the freight handling section of a major London airport• Set-up of Overall Equipment Effectiveness measurement within a bakery operation; identified that improved performance would allow one instead of two shift operatio • Value stream mapping within an aerospace manufacturing operation to highlight waste. Identification of future states to improve flow, collapse lead time and reduce cost

Reporting to the MD, I was responsible for all site manufacturing operations – output, cost, quality and SHE. • Improved plant OEE by 9% over a 12 month period, worth £500K a year and resulting in record plant outputs for two successive years• Over 2 years, managed a major process improvement project, upgrading the operational skill base, improving process control methodology and strengthening manufacturing systems• Performance recognised in Company Annual Report• In 2004, seconded to lead a business-critical project to industrialise a new Saffil product line

Reporting to the Operations Director, I was responsible for output, cost, quality and safety of a newly formed manufacturing team. • Improved productivity by 113% over 3 years, worth £1.3m in product and saving £1.1m in salaries• Successfully integrated technical and operational teams; improved team dynamics contributed significantly to improved productivity and facilitated successful implementation of 3 new product lines and 2 major process upgrades in 3 years whilst almost doubling staffing levels• Achievements rewarded with Share Option Awards for both 2000 and 2001

• Project managed the two year technology transfer process for a new Corning machine platform, involving transfer of the process from the USA, equipment and process commissioning and process development and optimisation• Successfully undertook many improvement projects, alongside day to day process control

• Main achievement was the development of a production process for the manufacture of Boron Nitride powder and implementation of a successful pilot plant