Robert Thomson Email & Phone Number

Edinburgh, Scotland, United Kingdom

Edinburgh, United Kingdom

Business and Process Consultant Analyst (contract) Working within Chief Operating Office: Currently supporting implementation of two major regulatory Projects: Common Reporting Standards (CRS) and CDOT, key tasks to review business requirements, functional requirements, create process maps and training materials

Scottish Borders, Edinburgh And Newcastle

Provider of Lean / Sigma consultancy, change management, programme and project management services. May 2015 - Present Process and Business Analyst - Lloyds Banking GroupAugust 2014 - May 2015 Senior Process Consultant - Standard Life July 2013 - July 2014 Process Design Manager Sainsburys BankFebruary 2012 – June 2013 Lloyds Banking Group (Life Pensions & Investments)Continuous Improvement Manager Currently working on an End to End review of the Protection For Life product and applying LEAN tools and Sigma DMAIC methodology (Value Stream Mapping/detailed process mapping, waste identification, performance measurement, affinity diagramming, Kano analysis etc etc) to identify improvement opportunities; initiating projects to deliver the improvements; supporting preparation of business cases; securing sign off from sponsors and process owners; securing resources and leading an improvement project team of 2 green Belts and 8 business SME’s; project management and governance; senior stakeholder communication and management.September 2010 – February 2012 Royal Bank of Scotland - Retail Managing Directors Office.LEAN Sigma Consultant Responsible for project managing the delivery 350 new Banking Hall Coordinators into the largest and most challenged RBS / Natwest branches in the network. The new BHC’s have made a significant improvement to banking hall performance – reducing waiting and queuing times and delivering a measureable improvement in Customer Satisfaction scores across the network. The project involved senior stakeholder management, role profiling, communications, union briefings, KPIs, Learning and Development design, project management of 3 day induction training events across the country including venue search and contract management as well as the hands on delivery of training in London Bristol and Edinburgh.

Edinburgh, United Kingdom

Working with Process Owners (Director Level) I am supporting Process Improvement activity for key end to end processes within the UK and Europe Finance Shared Services Centre

Edinburgh, United Kingdom

Acting as the interface between Business and Systems Architects and Operations I led a team of 8 analysts to develop and document a comprehensive suite of End to End new process maps, operational procedures, user and training guides across Sainsbury’s Savings products as the Bank moves to become a stand-alone entity. This involved validating operational processes with the businesses’ new IT platform and producing interim and temporary processes during the phased cut over from legacy LBG systems to the stand alone systems. I was responsible for the production and QA of AS IS and TO BE documentation to level 3 /4, ensuring adherence to programme BPM2 formats and standards and overall Business architecture as described in TOM.

Lean and Six Sigma activities, Value Stream Mapping of Protection and Pension Products and identification of benefits, cost modelling and process redesign to support outsourcing of key business processes

Gogarburn - Retail Banking - Managing Directors Office

LEAN Sigma Consultant (contract)Supporting the Head of Retail Branch Service I was Responsible for project managing the delivery 350 new Banking Hall Coordinators into the largest and most challenged RBS / Natwest branches in the network. The new BHC’s have made a significant improvement to banking hall performance – reducing waiting and queuing times and delivering a measureable improvement in Customer Satisfaction scores across the network. The project involved senior stakeholder management, role profiling, communications, union briefings, KPIs, Learning and Development design, project management of 3 day induction training events across the country including venue search and contract management as well as the hands on delivery of training in London Bristol and Edinburgh. The project deliverables were achieved in addition to adherence to the project definition, management and control activities within the RBS change management framework

Supported the Lloyds / HBOS integration programme through a portfolio of rapid 12 week LEAN/ SIGMA projects in Life Protection and Underwriting, Individual Pensions (annuities and pension servicing), Bank-assurance and the SW contact centre. My projects identified and delivered on time and on budget FTE benefits of over £180,000.Lead process analyst for the end to end re-engineering of the Retirement Account product. I completed end to end process maps, waste elimination and process reconfiguration workshops, requirements gathering and the design of process workflow automation. I was responsible for management and oversight of project delivery including the project control portal, the creation calculation and maintenance of the project benefits schedule, maintenance of risk and issues logs and weekly project reports. The project went live in May 2010 and delivered a benefit of 20 FTE to the business.I delivered the initial project proposal and blueprint design to remodel the Lloyds staff critical illness benefit process, including end to end AS IS and TO BE maps, waste identification, stakeholder analysis, benefits schedules, process remodelling and requirements gathering to move the existing paper based system onto a Workflow and Image application.I mentored two green belt analysts, and was part of the team that won an award at the 2009 Process Excellence Awards

Organisational Review of Executive Office functions to streamline operations Examining process and organisational designs and recommending options for the future, this project involved over 40 stakeholder interviews at Chief Executive and Director level, customer / supplier analysis, process analysis, benchmarking against best practice, stakeholder design workshops and presentations to the project board. Programme and Project Assurance Audits for large PLC at their Rail and Marine divisions examining the effectiveness of key project and contract processes in their delivery of large rail infrastructure projects to Network Rail and warship refurbishment for the Royal Navy. This involved mapping and analysis of current project delivery processes, benchmarking against programme delivery best practice methodologies and suggested improvements to risk management frameworks.

Procurement Reform: As a programme manager in the NP PMO I led the NHS National Procurement data quality and information work-streams across all 14 Scottish Health boards for the new procurement hub website in response to the McLelland Report into improving public sector procurement. I led the annual Health Board procurement organisation quality assessment process across Scotland and supported internal project managers in the conduct of PRINCE2 project and programme assurance health-checks in logistics and warehousing operations for NHS National Procurement.

Responsible for a £10 million improvement programme across planned care health services in Scotland provided by an improvement team of 10 people that gave improvement leadership to up to 80 SEHD funded posts covering the whole of the NHS in Scotland. The team led change in front line health services and spreading good practice throughout the NHS by applying evidence based tools and techniques in addition to providing targeted tailored support as required.. This included design and delivery of master-classes, workshops and training to help facilitators and Health Boards gain and share their knowledge of current best practices, tools and techniques such as LEAN and SIX SIGMA.

Key responsibilities were to develop and lead projects to redesign healthcare processes, services and facilities for a variety of clients in the NHS and healthcare sector. This involved managing projects of short to medium duration with tight deadlines and budgets and being responsible for the project outputs of junior consultants and analysts.I helped develop Newchurch’s patient pathways programme that applied Lean and Six Sigma methodologies to healthcare environments. This was applied at a large District General Hospital where I redesigned Cancer Pathway to move trust towards 31/ 62 day cancer waiting time targets. Project recommendations centred on simplifying complex referral patterns and understanding process capacity and demand. My recommended process changes yielded up to 86% cycle time improvements and doubled scanning resource utilisationHealthcare Planning for the now built (Jan 2009) £25 million PFI community hospital in Brentwood. This involved the planning of departmental designs by concurrently mapping patient processes flows, information flows, clinical support staff flows and working out the most efficient layout configuration to avoid wastes of over transportation, duplicated documentation and overall cycle times through departments.

Key duties included providing redesign expertise and support to a range of local and national improvement activities in addition to the development, delivery and facilitation of training programmes in process redesign, capacity and demand and statistical process control.years I provided redesign expertise and support to a range of local and national improvement activities. I was involved in the development, delivery and facilitation of training programmes in process redesign, LEAN, capacity and demand and statistical process control to frontline clinical staff as well as office and managerial teams. This involved running training workshops, training trainers as well as discrete projects to individual hospitals eg the James Cook Hospital in Middlesbrough where I mapped out operating theatre processes and put in place the a theatres improvement project for the director of theatres.

AQ operated one of the most advanced outsourced web- enabled contact centres in Scotland providing technical support in a specialist niche to clients including BBC, LEGO, Activision, Lucas Arts and SONY. In addition, AQ housed a multilingual software testing facility. Reporting to the Managing Director, I was in charge of both the multilingual call centre and multimedia software-testing laboratory and was responsible for all new client project implementations.By mapping processes and removing waste and non value added activities I increase profitability of the operation , increasing year on year revenue by 8% as well as increasing billable (value adding) hrs per person by 17%.

started as line leader and progressed to ops manager in call centre and latterly outsource vendor management

Mba, World Class Manufacturing, Operations Management

Masters Degree in Business Administration (MBA). My final year project was Productivity Measurement and the use of Non-Financial.

Technology With Industrial Studies, Engineering , World Class Manufacturing

Degree awareded with distinction and college medal

Education record