Thomas Blaettler Email & Phone Number

Caldicot, Wales, United Kingdom

Responsible for managing the planning team and supporting group wide Continuous Improvement Initiatives with focus on BU KPI

Bath, United Kingdom

• Responsible to improve process KPI in all value streams by mapping the flow together with the site management team and support and lead Kaizen activities thereafter, responsible as well for staff training on basic LEAN.
• Improved CNC setup time by 57% through QCO Kaizen workshops with engineering and shop floor teams.
• Reduced rework rate in Induction Welding department by 80% through thorough process review
• Reduced plating damage rework rate by 60% through part handling process review and acceptance standard definition with end customer.
• Achieved significant queue time reduction by introducing of Kanban retrieval systems in assembly and ancillary section.
• Involved full management team in Gemba Kaizen activities to nurture LEAN culture.

Bath, England, United Kingdom

• Responsible to progress key accounts by liaising with production departments and plating companies to reduce lead time of products to customers.
• Achieved highest on time delivery of the team for complex parts through proactive progress tracking.
• Established good working relation with all departments through open and honest communication.

Bath, United Kingdom

• Focus to lead the team and improve stores processes and stock accuracy.
• Achieved 40% Lead Time reduction through standardised stores processes.

• Main focus on improving delivery on time for stock parts and progress key parts in production by continuously improve the processes.
• Simplified overall work-flow and reduced lead time, improved on time delivery and increased turnover.

• Responsible to manage production in all departments (printing, bonding, laser cutting, packing and despatch) with focus to optimise production throughput in busy Christmas period.
• Reduced Lead time by 41% by using LEAN techniques at factory level and introducing rigorous production scheduling.
• Eliminated bottleneck in print department by liaising between production staff and suppliers to evaluate and implement new printing machine; 60% faster with 8% cheaper running cost.
• Created "Learning Company" culture by delegating responsibilities more effectively, enabling clear and better involvement in decision making.

• Responsible to purchase all items for production and office departments, with the aim to reduce cost and optimise space required for raw material storage.
• Reduced raw material stock levels by 15% through negotiating change to a more reliable supplier with lower unit cost and same high quality product levels.