Philip Holt Email & Phone Number

Bury St Edmunds, Gb

Bury St. Edmunds, Gb

Available for Permanent, Interim or Contract roles.Delivering strategical and tactical Lean Leadership support to companies with the ambition to deliver Operational Excellence. Speak with Philip about:- Key note speaking (in-person & virtual)- Lean Leadership Coaching- On-site Lean Leadership Training- On-site interventional activities- Interim Executive Management

Cambridge, Cambridgeshire, Gb

Tutor on the Institute for Manufacturing (University of Cambridge) Manufacturing Masters Programme.

Salford, Greater Manchester, Gb

Associate Tutor for the University of Salford’s Professional Development arm, teaching on their ‘Mini-MBA’ and Operational Excellence Programmes.

Grappenhall, England, Gb

Part of the True North Excellence Academy Faculty as an Executive Coach, delivering Advanced Lean Leadership Development and advising Executives of client companies.

Birmingham, West Midlands, Gb

Managing a globally extended team of 126, and working with the executive committee, led the Operational Transformation of GKN Aerospace through the deployment of the Lean Operating Model.- Lead and architect of the GKN Aerospace Operating Model; an Enterprise-wide Lean Operating Model, designed to transform the business strategically, from Organisational Design through to People Engagement, Performance Management, Inventory Optimisation and Productivity Improvement.- Delivered significant improvements in terms of people engagement, safety, quality, delivery performance, cash / inventory, and cost / productivity. The key to this has been to ensure that the Operating Model is not simply a 'CI Tool' but a way of running the business, impacting key business processes such as Integrated Business Planning (IBP), Life Cycle Management (LCM), SIOP, Strategic Workforce Planning, Talent Recruitment, Organisational Design, amongst others.- The People-centred nature of the Operating Model has been used to develop and engage the workforce into an 'Army of Problem solvers' who can work autonomously to solve the majority of the problems that they face, and continuously increase the value to the Customer. Through a direct team of 38 Lean Practitioners, and an extended team of 126, we are developing 16,000+ employees into skilled problem solvers and have created a Kaizen Culture.- The GKNA Operating Model provides a consistent way of working across 38 sites globally (Europe, Americas, APAC), whilst providing the flexibility to adapt to multiple operational situations and technologies.- The Lean Academy ensures that the capability to utilise the Lean and Six Sigma methodologies is embedded across our employees worldwide, and that best practices are recognised, shared and deployed across our sites worldwide.- The business benefits across People (Engagement), Safety, Quality, Delivery, Cost and Cash(Inventory and working capital) have been significant double-digit improvements.

Birmingham, West Midlands, Gb

Whilst also the Head of Operational Excellence, undertook the interim role leading Operations for BL Civil, whilst recruiting a permanent role holder, responsible for 18 sites globally and a cross functional team of ME, Quality, Procurement, SCM, Lean, HSE, Finance and HR. Utilised the role to undertake a 'driving seat' role in delivering the Lean Operating Model into the Civil Business Line. Responsible for the Operational Performance of all of the BL Civil Manufacturing Sites, utilising Hoshin Kanri, SIOP, Daily Management and Talent Development to drive operational excellence.

Birmingham, West Midlands, Gb

Whilst also the Head of Operational Excellence, undertook the interim role leading Operations for BL Engines, whilst recruiting a permanent role holder, responsible for 10 sites globally and a cross functional team of ME, Quality, Procurement, SCM, Lean, HSE, Finance and HR. Utilised the role to undertake a 'driving seat' role in delivering the Lean Operating Model into the Engines Business Line. Responsible for the Operational Performance of all of the BL Engines Manufacturing Sites, utilising Hoshin Kanri, SIOP, Daily Management and Talent Development to drive operational excellence.

Langley, Berkshire, Gb

As Head of CI & IA, took ownership to develop the Digital Transformation strategy for the implementation of IA technologies, such as Robotic Process Automation (RPA) to deliver the company of the future.Led the embedding of Continuous Improvement into the organisational culture through effective change leadership. Delivering Digital Transformation through a People-centred Digital Lean approach, combining cutting edge Intelligent Automation with Lean Thinking. Managed a team of Lean Practitioners, RPA Specialists / Coders, and ERP experts, developed the Intelligent Automation strategy, which revolutionised the financial processes for the business, improving customer service levels, quality of outcome, and reduced cost to serve significantly.Travelport is the world’s only true Travel Commerce Platform, focused on providing distribution, technology, payment and other solutions for the $7 trillion global travel and tourism industry. Their platform enables travel providers, travel agencies, corporations and developers to search, share, buy and sell travel.

Amsterdam, Noord-Holland, Nl

Operated at the CFO and BPO CEO level, managing the multi-million Euros partnership between the BPO Partner and Philips, driving operational excellence across accounting operations, the finance shared services organisation of over 3000 people.- Managed transformation across the business processes to enable double-digit, multi-million Euros, multi-year savings. Introduced lean thinking across an organisation of over 3000 people, including the BPO Partner, certifying over 500 people (Sep 2017) and delivering significant improvements in QCS (quality, cost and service) performance.- Drove performance management through a daily management structure across the organisation, running from the associate to senior leadership level and combined with Hoshin Kanri (policy deployment) to deliver the organisation’s strategic goals.

Amsterdam, Noord-Holland, Nl

Led the creation and design of the continuous improvement practice, delivering the lean deployment model for I2M (idea-to-market), M2O (market-to-order) and O2C (order-to-cash).- Led the lean change program, delivering double digit productivity improvement, over €40M conversion cost improvement, and 30%+ year-on-year quality, delivery and inventory improvement.- As the End-to-End Program Manager for the accelerate! program, resourced, launched and managed the delivery of the consumer lifestyle end-to-end program, delivering over €100M bottom line impact.- As a member of the Business Group Personal Care Management Team, responsible for the first Philips lean idea-to-market deployment, providing a roadmap for lean excellence based upon Hoshin Kanri (Policy Deployment).

Amsterdam, Noord-Holland, Nl

- Built a Strategic Customer / SCM Interfacing platform with the Sales Organisations / Clusters in the Online channel.- Utilised the Best on Shelf Availability (BOSA) program for key markets and customers as a best in class proof-point, with Amazon as the key Online Partner, making significant improvement to VLT (Vendor Lead Time) variation and time.

Amsterdam, Noord-Holland, Nl

- Responsible for the Deployment of the Consumer Lifestyle Lean Operating System for EMEA and North America.- Was the precursor to the Philips Lean Change Programme, delivering over €10M conversion cost improvement within the first year, as well as over 30% Quality, Delivery and Inventory improvements.

Amsterdam, Noord-Holland, Nl

- Was a Key Member of the Post-Merger Integration team for the AVENT / Mother & Child Care Category, delivering the Industrial Sourcing Strategy.- Led the Supply Chain team on the rapid transition to alternative materials to secure over €200M of business ahead of regulatory / consumer restrictions.

Amsterdam, Noord-Holland, Nl

Drove the Electronics BOM Purchasing Strategy, delivering total cost of ownership improvement whilst working integrally with the Product Development Teams on New Product Development Projects.

Transformed the Supply Chain for this then leading FTSE 250, delivering over 30% reduction on Purchasing Spend.

Responsible for the Plastics Commodity for the European Manufacturing Centre, integrally involved in the NPI Process and development of the e-sourcing process for this commodity.

Developed and executed the ECN Process for the European and US In-House Manufacturing sites and the Global Contract Manufacturing Sites to enable a standardised global platform.

Working with the Key Suppliers of the Reading Manufacturing Site, responsible for the improvement of the Quality, Cost and Delivery metrics.

Mba, Mba

Philips' Octagon Program, Executive Management Development Program

Bachelor Of Science - Bs, Polymer/Plastics Engineering