Daniel Rowntree Email & Phone Number

Kenilworth, GB

Gaydon, Warwickshire

Gaydon, Warwickshire

Gaydon, Warwickshire

Gaydon, Warwickshire

Gaydon, Warwickshire

Coventry, United Kingdom

• Provider of Training, Project Management and Change Management services to manufacturing sector with a specific focus on new product development.Design 4 Performance develops and provides services which deliver.
• Training for new product development: including FMEA, Project planning, Lean and Feasibility Studies.
• Project Management: Either working directly as Project Manager, or supporting in house personnel by mentoring them through the project management process.
• Change management: Implementation of new processes and working methods by following Lean principles in order to increase quality and effectiveness of product development output at the same time as reducing risk.
• Best practice: Wrote a booklet of 60 tips to maximise the effectiveness of new product development activities. This has been very well received in development centres end engineering departments of major manufacturers.
• Risk assessment: Developed a risk assessment tool which has the capability of reducing the cost and duration of iterations in the development process. This overcomes many of the limitations encountered in a traditional.

Tipton, West Midlands

• Pan European manufacturer and supplier of metallic plumbing fittings to trade and DIY sectors. Turnover £100m. Employees 1000To lead and manage all design development activities across the group with responsibility for.
• Timing: Coached key supplier in better use of MS Project in order to create more powerful timing plan. This resulted in a 2 week reduction in lead time equating to an additional £150K of sales.
• Capital expenditure: The full manufacturing process was not understood and therefore the capital expenditure requirements of the project were significantly underestimated. Co-ordinated the team in Spain, Poland and UK.
• Strategy: Development team were overwhelmed by too many projects at once, resulting in reduced throughput of development projects. Established boardroom support for a focused approach to product development with use of.

Dudley, West Midlands

• UK’s leading manufacturer of injection moulded plastic cisterns and water control valves for the bathroom sector. Turnover £20m. Employees 270.To lead and manage all new product development activities from conception.
• Traditional markets were diminishing and there was no process for identifying future product or market opportunities. Introduced a process and organised and chaired meetings which enabled ideas to be identified and.
• The design team was continually called to the assembly floor to resolve production quality issues. Introduced a process where each product was approved by a cross-functional team before any parts were sent to the.
• Modifications were carried out to parts without a complete understanding of whether the change would resolve the underlying problems. Introduced a controlled modification process starting with the identification of the.

Warwick, Warwickshhire, UK

• Europe’s leading supplier of headliners and injection moulded plastic upper trim to the automotive industry. Turnover €1bn. Employees 8,000To act as primary contact with Land Rover for all engineering issues for Range.
• The project team was spread between the UK and Spain making communications difficult and progress slow. Managed and co-ordinated the team of engineers over a period of 2 years by chairing meetings to identify and act.
• The Project Manager was over occupied on another project and was therefore unable to fully support the project activities. Created and managed the timing plans for a successful launch of the products. The product was.

Billericay, Essex, UK

• Global supplier of injection moulded plastic interior and exterior trim to the automotive industry. Turnover €10.7bn. Employees 60,000To control and supervise design development activities on a number of plastic door.
• A development team was not following company procedures resulting in costly mistakes being found by the customer. Coached and directed the team and enforced corporate procedures ensuring that quality of output matched.
• Following a takeover of the company it became clear that the organisation was not offering a similar standard of service to the same customer on different projects. Trained and managed Design Engineers in Spain and.
• A problem solving group rarely met for weekly meetings and was failing to achieve corporate targets. As team leader, coached and motivated the team members and transformed this group into one of the highest performing.

Aylesbury, Buckinghamshire, UK

Co-speaker at Design in Business Week, 1998:"Working Partnerships" with the Design Research Centre of Brunel University - "How can industry build in-house expertise to make design a strategic tool"

Harlow, Essex, UK

Ba (Hons), Product Design

Msc, Industrial Design

Honourable Mention, LG Electronics Design Competition 1997