Challenger 350 business jet fuselage manufacture operations manager

Operations support on developing Global 7000/8000 contract.Working to world class Health and Safety standards. Ensuring stringent quality standards adhered to.Support of various stakeholders on site, building relations and trust.Meeting of master schedule.Ensuring work flow and delegation.Helping and advising with Governance and visual management

Ensuring the day to day management of our program at the suppliers’ sites.Ensuring visibility, progress and consistency is achieved using measuring tools and kpi’s are deployed throughout every siteCreated Governance / Reporting packs for internal review by the Suppliers Senior Management and that can be used to report back to Bombardier Senior Management the status and issues at each key supplierHad Supplier create and maintain a “Control Room” on site for their daily management and review of the program status at any point in timeIdentified and addressed risks, issues and concerns at the project level. Created positive working relationships with the various suppliersEnsured daily Communication/flow of info to ‘Home team” ensuring alignment of communication of all stakeholders

Promoted to Operations manager Aug 2011Current position as Operations Manager entails .... Schedule adherence.World class health and safety standards.World class quality standards.Cost adherence to budget.I have worked within this role in our state of the art metal bond unit as well as heading up Q400 Turbo Prop and Learjet contracts. I currently manage 34 employees however this number is dictated by schedule demand and I have managed as many as 45.I have also gained CMI level 5 diploma in management Within this role I have also been assigned to Morocco twice as part of a work transfer package.Once for 10 weeks and once for 6 weeks.As an Operations Manager I am responsible for ... Ensuring a safe and rewarding working environment for the team. Developing, leading and motivating the Natural Team in line with Bombardier core values and leadership behaviours. Co-ordinating the implementation of Natural Teams and their development to improve communication between functional services and the Operations team on constraints and business needs. Playing a lead role in supporting our cultural transformation within the management team in alignment with our business priorities. Playing a lead role in introducing key improvement tools such as Lean within the framework of Achieving Excellence. Managing the BSC metrics of Safety, Quality, Productivity, Human Development and Cost and driving the AES journey for the team. Taking responsibility for employee engagement activities such as employee appraisals and associated training and development plans. Assigning labour to support the programme requirements as defined by Material Logistics.

Worked on assembly of various aircraft such as Learjet, Regional jets and Q400 Turbo Prop.Within this role I lead a team of up to 25 operators reporting directly to my operations team manager.The role dictated a 80-20 hands on ratio.The hands on role consisted of aircraft assembly and fastening adhering to local health and safety standards whilst achieving a world class quality product.I was responsible for schedule adherence, flexibility governance and holiday alignment.

Aircraft assembley conforming and working with detailed drawings and work instructions

Fabrication and welding of both thick plate and sheet metalI continued my trade as a fabricator with a small engineering firm in Newtownards. With a work force of only 10 people I gained experience fabricating and became time served.I worked on anything from exhaust systems 3' in diameter for Harland and Wolff to smaller sequirity grills and spiral staircases.I felt I had exhausted all oportunities to further my skill sets and ambition and resigned to persue a career in Bombardier.