Development of management processes and business systems

Responsible for all aspects of quality within the Burnley Nacelles & thrust reverser manufacturing areas, reporting to the site managing director and functionally to the group quality vice president. Site manufacture composite panels, complex sheet metal forming and unit assembly. Total of 775 domestic employees and 32 UK suppliers.• Maintained external accreditations (AS9100, ISO9001, Nadcap, CAA, EASA) and facilitation of certification transfer to OSAC in preparation for BREXIT. Halved… Show more Responsible for all aspects of quality within the Burnley Nacelles & thrust reverser manufacturing areas, reporting to the site managing director and functionally to the group quality vice president. Site manufacture composite panels, complex sheet metal forming and unit assembly. Total of 775 domestic employees and 32 UK suppliers.• Maintained external accreditations (AS9100, ISO9001, Nadcap, CAA, EASA) and facilitation of certification transfer to OSAC in preparation for BREXIT. Halved Non compliance reporting over 12 month period in AS9100 and NadcapLeadership of quality teams, drove compliance to the QMS within the larger businessProvided pragmatic solutions to support manufacturing executionActive member of the executive team, high participation in diverse business topicsCreated and executed strategies to drive improvements in customer quality and safety performanceCreated and drove full workforce engagement in product integrity and zero defect cultureDeveloped organisation problem solving, D/PFMEA, MSA and SPC capability Show less

Quality and HSE – Compressor Components (division of Aerospace supply chain)Head of Quality and Safety within large business unit of Rolls Royce Aero Engines, products including fan blade, fan case, Nacelle and compressor. Accountable for 8 domestic plants and 156 suppliers.• Supply chain unit with c3000 employees• Maintain external accreditations (AS9100, ISO9001, Nadcap, CAA, EASA) and ensure internal auditing maintains full independence in quality and HSE disciplines• Create… Show more Quality and HSE – Compressor Components (division of Aerospace supply chain)Head of Quality and Safety within large business unit of Rolls Royce Aero Engines, products including fan blade, fan case, Nacelle and compressor. Accountable for 8 domestic plants and 156 suppliers.• Supply chain unit with c3000 employees• Maintain external accreditations (AS9100, ISO9001, Nadcap, CAA, EASA) and ensure internal auditing maintains full independence in quality and HSE disciplines• Create and execute strategies to drive improvements in customer quality and safety performanceEngage workforce in product integrity and continuous improvementsFormerly responsible for CI across the business unitManufacturing Secondment to lead recovery of business unit in distress. Objective to improve delivery and quality to meet customer requirements with tactical and sustainment activities driving all aspects of manufacturing (QCDSME). Customer arrears reduced by 50% over 6 month period. Show less

Responsible for all floor operations and audit inspections, current vehicle engineering, Field warranty, QA strategy and quality management systems including external accreditation. • Recruited to develop inspection capabilities, role enlarged to include current vehicle engineering changes and overseas manufacturing plant quality team (Graz, Austria).• Developed strategy to improve shipped vehicle quality, and implemented quickly with 50% reduction in defects at point of sale within 12… Show more Responsible for all floor operations and audit inspections, current vehicle engineering, Field warranty, QA strategy and quality management systems including external accreditation. • Recruited to develop inspection capabilities, role enlarged to include current vehicle engineering changes and overseas manufacturing plant quality team (Graz, Austria).• Developed strategy to improve shipped vehicle quality, and implemented quickly with 50% reduction in defects at point of sale within 12 weeks of commencement on flagship model with similar improvements on all model lines over following 2 year period.• Redirected company problem solving activity, focus on floor based ‘go-look-see’ practical problem solving. Show less

Senior Manager – Quality Assurance, Inspection and Audit Operations Accountable for customer quality on Avensis and Auris models.• Transferred to develop and execute plans for overall sold vehicle quality improvement.• Responsible for 340 employees, role scope covered internal inspection operations, audit inspections, supplier performance and new model introduction.• Facilitation of company quality problem solving to ensure robustness of countermeasures.• Improved customer… Show more Senior Manager – Quality Assurance, Inspection and Audit Operations Accountable for customer quality on Avensis and Auris models.• Transferred to develop and execute plans for overall sold vehicle quality improvement.• Responsible for 340 employees, role scope covered internal inspection operations, audit inspections, supplier performance and new model introduction.• Facilitation of company quality problem solving to ensure robustness of countermeasures.• Improved customer quality measure from 0.7 defects per vehicle to below 0.3 within 6 months (Dec’07), with target to achieve 0.1 within 12 months. Senior Manager – Press StampingAccountable for manufacturing of stamping shop, consisting of 6 transfer lines, and 2 blanking lines.• Role covered production, maintenance and engineering functions. Department is operated as cost centre, total cost accountability at £55m per annum.• Responsible for 260 employees, reducing numbers to 206 following productivity and quality improvements.• Promoted to senior manager at Toyota after only 2 years in the organisation.• Successful introduction of Tei Tei (Kanban) sequenced production instruction system. Focus on total lead-time reduction by in process stock reduction (70 to 26 hours).• Architected and implemented productivity improvements, reduced Toyota press shop from 3 to 2 production shifts during volume increases from 230k to 283k vehicles per year.• In FY06/07 reduced direct material costs by £550,000 (total direct material costs £40m) by focused activity on scrap elimination and material re-use.• In 2006/07, successfully lead the ‘Auris’ new vehicle introduction into press shop, with zero quality outflow, and operational performance indicators recovering to pre launch condition within 8 weeks, as per committed targets. Show less

Various positions held, started as Graduate trainee, through project engineer, Operations Manager and General Manager