Philip Mccann Email and Phone Number

Responsibilities are to engage poorly performing suppliers to provide short and long term improvement of quality and delivery, sustained by ensuring robust solutions are in place. This role involves: Tactical engagements with suppliers to mitigate the impact of poor quality and delivery performance, establishing process stability by using appropriate problem resolution tools Establishing recovery activities and plans Developing improvement plans based on lean principles, to move beyond the tactical situation longer term and providing support to implement such plans Undertaking capacity assessments to ensure that the suppliers / supply chains can support forecast increases in demand Major Missions 2017 – Rolls Royce (Derby) Joint Improvement Plan – Zero Defect Strategy 2016 – Specitubes (Nanterre) SQIP (PFMEA, MSA, KC, SPC, Control Plan) 2016 – Precitube (Charost) SQIP (PFMEA, MSA, KC, SPC, Control Plan ) 2014 – CTRM (Melaka) Recovery Management - Composites 2012 - Saft (Bordeaux) A350 BMS industrialisation 2011 – Rolls Royce (Derby) Preventative Quality (FMEA) with a major partner 2010 – Eaton (Tichfield) A380 Jet Pump Retrofit, Transfer Pump Qualification 2009 - Eaton (Tichfield) Recovery management - All platforms – Valves and Pumps 2008 – Eaton (South Molton) Recovery management - A380 Sliding Unions (PCQ) 2007 – Aircelle (Le Havre) Recovery management - A380 Composite Panels (PVQ) 2007 – Airbus (All sites) Project management – Risk in the Supply chain (PBQ) Other Supplier Missions Labinal, Thales, Sagem, Intertechnique, Latelec (+2nd and 3rd Tiers)

In a freelance role project managed the introduction of a new conveyor production line with a predictive Kanban replenishment system. Moving away from a batch production environment Using value stream mapping and cellular manufacture theory, I redesigned part of the existing shopfloor layout to improve the quality and efficiency for a problematic product. Increased FTY by 5% through statistical analysis, pareto analysis and Key Characteristic definition, monitoring and control at DPM and DMU level. Returned to advise the management of the PCB manufacture area in productivity improvements. This resulted in an increase in productivity of 15% whilst outsourcing 30% of capacity to allow for full equipment overhaul and future capacity flexing.

Acting as an interface between the sales, production planning, purchasing, engineering and operations departments with responsibility for implementing best practices in supply chain management to ensure materials and components were delivered to the ‘right place at the right time’. Established and implemented cross functional visual risk management tracking tools for demand forecasting. Categorised components into A, B, C classifications and implemented systems to manage high value and specialist components on a JIT basis whilst implementing Kanban and consignment stocking on lower value items..

Managing the Engineering Department with design/cost responsibility for £12 million worth of product. (New product and existing product configuration) Hands on design role including mechanical, electrical, pneumatic and hydraulic design on Pro-engineer. Designs included a wide variety of materials and processes required for complex structures including high strength steels, machined pins and steering heads and cast outrigger supports including definition of Key Characteristics at product and process levels to guarantee maturity of the product and process. Chassis design, Axle, Suspension, Brake and lighting specification. Specific task to provide a modular approach to the designs and effectively use Pro-Engineer to achieve this. Design project management of major projects including :- Configuration of sets of four trailers for mobile power stations for Alstom Waste flask handling trailer and extending self loading container trailer for BNFL 128 tonne capacity 5 axle steering trailer for Nuttalls Eurofighter recovery trailer for EADS. All customer facing role for high value contracts. Implementation of modular design methodology. Re-Introduction of failed implementation of Pro-Engineer and introduction of Pro/INTRALINK (PDM), trained engineers on Pro-Engineer. Acted succesfully as interim operations manger for 2 months during business re-organisation.

Jan 98 – June 99 Key Achievements: Introduction of new telecommunication enclosures from business proposal to volume production in a structured New Production Introduction program. Design on Pro-Engineer of cutting edge technology counterflow heat exchanger using vacuum formed plastics. Design of indoor and outdoor telecommunication enclosures for major customer – Siemens. Award of the contracts for the next generation of Siemens enclosures both indoor and outdoor. Volumes of 10,000 per year of both enclosures representing a substantial amount of the forecast business for RELTEC Europe over the next two years. Project management of the full integration and implementation of Engineering information systems across the business with particular focus on Pro-Engineer and Pro/INTRALINK. This includes system configuration, user support and database management.

Design Authority for all £100 million pounds of product in serial and volume production with specific task to productionise designs, introduce changes and value engineer products. Set up of New Department – Recruited 2 engineers to create department. Chairman of the Change Review Board to determine validity /cost benefit/ timescales of changes. Award of RELTEC Globalisation Pioneer Award 1998. Development of a flawed paper based change control system into a strict, structured and electronic change control system with an E-mail voting system.

Design of heat managed and EMC shielded Telecommunication enclosures on AutoCAD. Design of machined aluminium extrusion and dies, die cast aluminium components , sheet metal (aluminium, stainless steel, galvanised steel) components, heat exchangers. Specification of finishing methods (zinc plating, anodising, passivation, hot dip galvanising, powder coating and painting). As part of a core team, the development and implementation of a New Product Introduction Process that was to be adopted as the cornerstone of the business process within Rainford. This process has been further developed as the Global product Implementation program within RELTEC.