Roger Carpenter Email & Phone Number

Faringdon, England, United Kingdom

Independent Handyman, carrying out minor repairs and improvements to domestic and commercial properties.

Swindon

Swindon, United Kingdom

Connect Group is the parent Company of Smiths News, a newspaper wholesale and delivery company, and Tuffnells, a logistics delivery company specialising in goods of irregular dimensions and weights. Each company has a network exceeding 35 depots and sorting offices and delivers nationally.Responsible for the management and delivery of both DMAIC and standard projects across all group companies.• Delivered an improvement project to analyse the cost of fuel to the Tuffnells delivery business and to develop a fair means of charging to the customer to offset the rise in fuel prices. Additional revenue generated of £45k per week.• Review of the Tuffnells fair pricing policy to identify where additional revenue could be generated from awkward and costly loads. From the results developed a length billing and capturing solution and managed the IT Development and implementation and piloting of the solution. Projected revenue for the project stands at £2.2M per year.• Currently conducting a full end-to-end process review of all the operational delivery processes within Smiths News. Initially mapping out the current high level processes and identification of improvement opportunities moving on to map at task level to identify process that can be stopped, automated or centralised.

Swindon, United Kingdom

Nationwide Building society is the largest in the country with over 11million customer accounts. The payments team process and monitor all payments transactions and money transfers on behalf of our members. This is in excess of 1.5bn transactions per year. The goal of the payments strategy team is to understand customer behaviour in order to develop a strategy of providing excellent payments services and implementing new payments technologies that will best serve our members.• Developed a cost of payments model by undertaking end to end process mapping of each payment type and using Activity Based Costing methods to apportion processing costs to each process step and each variation of payment type.• Conducted an in depth analysis on payment costs and produced a ways to pay model that provides cost comparison data to drive process improvements, business cases and customer engagement strategies to enhance customer experience whilst reducing costs.• Created a balanced scorecard dashboard for the senior executive team, continually providing tailored business intelligence on payments performance against KPIs, SLAs and industry regulations.• Delivered high level process mapping and root cause analysis of approximately 30 of the regional brands reconciliation tasks, this has led to a better understanding of the processes and has generated a plan to harmonise and rationalise processes form all three brands into a centralised processing area. • Budget responsibility for payments operations, conducts budget forecasting, reporting, accruals and prepayments for a budget of over £20m p.a.

Continuous Improvement Leader for a large shared services centre, implementing the integration of shared services from 7 research councils into one centralised service centre which will deal with over 10,000 customers, with the responsibility of delivering improvement and service delivery projects to the company. The company comprises HR, Payroll, Finance, Procurement, Administration and Customer Service departments.Key outputs of projects within these areas were:• Devised and implemented a flow system into the mail room that achieved a same day electronic scanning of mail into work queues and staff reduction of 5.• Training programs designed to introduce the principles of Lean and Six Sigma to the company. Has constructed and presented courses focused at differing levels of company employee, ranging from manager training to the delivery of basic principles to contact centre staff and project participants. • Developed standard systems of maintenance and updating procedures to manage the various intranets and IT records management systems.• Delivery of a large number of Standard Operating Procedures to standardise the processing of grant applications from all research councils and independent researchers.

Providing event teams with a process to follow for their Continuous improvement event.Coaching and mentoring event teams in the actions required to follow the improvement event process and in the use of improvement tools.Assisting process owners in scoping events to give advice at the event scoping meetings.Ensuring that the sponsor for each event has clear goals linked back to the overall business case, formed an appropriate team and communicated the event to all stakeholders.Acting as facilitator for any event, including Value Stream Analysis, preparation events, Rapid Improvement Events and the sustainment of change.• Successfully managed over 30 Lean events as a Lean Facilitator in areas such as engineering maintenance, supply chain, administration, operations and healthcare• Led teams of up to 30 personnel including senior management, senior business partners, suppliers and shop floor engineers in various Lean Change events• Optimised the maintenance procedure of the Tornado fleet undercarriage legs, introduced cellular production, a pull system and Kanban levels, resulting in a reduction of maintenance facilities from 4 to 1 and engineering staff from 13 to 6• Devised and delivered a high profile Lean project with the Tactical Intelligence Wing to reduce the time taken to deploy. Used Lean methodology to modularise the deployment resources resulting in standardised equipment pack-ups and a reduction in deployment preparation times from 56 hours to 4• Delivered a Six Sigma project investigating the failure of jet engines after reconditioning. A specific failure mode was identified and resolved by amending and standardising the build process where the fault was introduced, resulting in a large reduction of test failures, a better utilisation rate of the testing facility and a saving of £60,000 p.a.

Supervised a team of 11 engineers conducting deep strip aircraft maintenance; prioritised and undertook maintenance tasks within the major servicing program and emergent work outside the program; supervised the functional testing and conducting of independent safety checks of aircraft flying control systems• Supervised flight maintenance operations for a fighter squadron of 16 aircraft; ensured maintenance tasks were carried out in line with the flying program; harmonised six maintenance trades to ensure de-confliction of tasks equipment requirements and aircraft access.