Responsible for a high speed continuous process plant coating aluminium coil which is then cut on a high speed precision sheeting machine, the Finishing and packaging of the product and Warehouse activities, managing numerous teams across a 12 acre facility; 24/7 unionised operation with over 250+ people.Eliminating Customer Complaints through Continuous Improvements, Quality Assurance Systems and Quality Gate introduction.Reducing manufacturing costs year on year, improving efficiency, productivity and effective use of Lean Manufacturing tools and principles.Meeting customer requirements on time in full consistently whilst also reducing lead times overall.Development of people and a positive culture to achieve all of the business needs.Employee relations.Developing and achieving the Business Plan, localising by department for full understanding of their contribution.Manage and promote a strong Health & Safety culture to achieve zero recordable incidents.Employee engagement, Salary reviews and Appraisals

Europower produced precision hose, fittings and kitted assemblies to OEM customers including Komatsu, BAE, Caterpillar, JCB and Rolls Royce.The business employed over 140 employees in the UK across three sites in Leeds, Nottingham and a Line side plant at Komatsu in Birtley, as well as 80 employees in Poland.I was responsible for all activities on each of the sites, leading and managing each team towards the business unit goals.Created, led and implemented a change program - harmonised contracts, reduced headcount and business units, delivered a 35% efficiency improvement and cost savings of £500k pa through the introduction of best practice and fully utilising key equipment.Led a seamless relocation project of main production sites with zero customer disruption.Introduced Lean culture to support efficiency improvements and cost savings including: 5's, Kaizen, VSM and TPM.Reduced absence by 40% by introducing a new absence monitoring process.

Responsible for managing and leading the Finishing (Wrap / Pack / Warehouse) function of the Printing Plate Business.Introduced an operator led Lock Tag Clear & Try isolation process to operations.Established Key Performance Indicators to monitor progress against the site business plan and objectives.Created Team Leader development through Forums, Mentoring and regular reviews giving improved Leadership performance, increased ownership, flexibility and professionalism.Introduced skill matrix and operator training manuals across the site to identify training needs and competency levels, increasing flexibility, motivation and machine utilisation.