Waheed Hussain Email & Phone Number

Dudley, Gb

Stourbridge, England, United Kingdom

Founder of an independent consultancy specialising in change management, business transformation, operations excellence and Lean continuous improvement. Trusted partner to cross-sector businesses (UK and international) as they embark on their transformation journey, driving a seamless transition with strong early and ongoing value. Scope includes training (online and onsite), senior interim work, coaching/mentoring, consultancy and end-to-end management of bespoke programmes.

Birmingham, England, United Kingdom

Handpicked for a role with consultancy firm, Industry Forum. Partnered with aerospace and automotive majors, developing and delivering sustainable solutions to optimise and improve both manufacturing capability and business performance. Coached and mentored clients on Lean philosophies and techniques. The role had a strong client management element. Licensed Assistant Assessor for the NMCL Programme and NVQ Assessor for Business Improvement Techniques L2, 3 and 4. • Key driving force behind a major operational excellence programme developed and executed for a client within aerospace leading to £500k savings. • Generated £750k savings for Liberty Pressing Solutions with end-to-end delivery of a Lean programme, while ensuring job retention. • Saved a substantial sum per project following identification and delivery of internal improvement projects using Value Stream Mapping and other diagnostic tools, in collaboration with the Senior Management Team.• Maximised business benefits generated for clients as a result of project work by simultaneously driving cultural change, operational change and strategic imperatives. • Took charge of multiple ‘Customer Competitiveness Viewpoint Assessments’ within the automotive sector via the NMCL (National Manufacturing Competitiveness Levels) programme, with business cases and financial impacts.

Birmingham, United Kingdom

I am regularly commissioned to undertake competetivenes improvement contracts, providing a full range of consultance services centered upon defining activity expectations and developing programmes in complex environments. In more specific terms I develop and deliver open training courses, manage the customer interface (including stakeholder engagement issues), work to maximize the impact of improvement activities and maintain the Industry Forum image.I have worked closely with numerous clients within the Automotive, Aerospace and engineering sectors, delivering cost benefit realisation on average of £100k from improvement activities developed, deployed and managed within their organisation. In addition I have supported clients with Continuous Improvement vision by developing and executing key strategies that have delivered improved operational performance as well as enhancing the capability of the workforce and embedding Lean philosophies. I am also a Qualified NVQ Assessor for Business Improvement Techniques (Level 2, 3 and 4)

Wolverhampton, United Kingdom

Initially employed as Continuous Improvement Specialist, with promotion to Transformation Project Manager in 2015. Identified and executed complex transformation and improvement projects in consultation with senior stakeholders, primarily around safety, quality, cost, delivery and productivity.• Achieved a quality focused, efficient and standardised approach to CI project work by establishing and implementing a robust PMO structure to manage change processes and track key success measures. • Embedded a strong continuous improvement mindset; positioned the Senior Management Team as CI Champions and delivered coaching to strengthen capabilities. • Elevated team productivity and business profitability by 20%, by driving Lean methods, including Practical Problem Solving, Short Interval Control Boards, and Visual Management. • Streamlined the inventory process and reduced stock levels via ‘abc’ and ‘regular runners’ exercise. • Substantially slashed waste costs per month by educating teams on 8 Wastes at Gemba principles while instilling robust processes. • Maximised the value generated for businesses by current and future improvement projects by upskilling and building the capabilities of the workforce. • Improved the performance of the senior management team in Balfour Beatty following delivery of an Operational Leadership Workshop.

Wolverhampton, United Kingdom

I created an efective Value Stream Map, developed and delivered a series of workshops as a platform for coaching the senior management team and played a key role in implementing a cost effective system optimising the efficiency of the Gas Distribution Strategic Partnership contract with the National Grid.In addition to that, I led and facilitated workshops, meetings and training days and implemented a number of projects to carefuly defined methodologies as well as managing a range of critical KPIs affecting Safety, Productivity, Quality and Cost Delivery.

Tipton, United Kingdom

Joined as Senior Quality Assurance Chemist, progressing to Manufacturing Engineer in 2009 and Quality Manager in 2010. Awarded promotion to Continuous Improvement Coordinator later in 2010. Provided leadership, motivation and strategic direction to a team of shop floor operators across 6 petrochemical plants in UK (c.40 people) and Netherlands (c.40 people). Chaired plant CI meetings and delivered workshops. Controlled a budget.• Optimised manufacturing efficiency with the introduction Lean methodologies across H&R Chempharm Group ex BP sites (UK, Netherlands, Germany, South Africa). • At the forefront of a Continuous Improvement culture, with regular reviews of manufacturing methods, SOPs and best practices across both UK and international sites. • Saved 345 hours of testing pa, along with £10k saving YoY, following implementation of an in-line testing solution identified during 8D problem solving that improved Right First Time (RFT) and reduced lead times.• Instrumental in significant savings for the UK and Holland site as a result of Kaizen activities.• Reduced downtime by 45% by initiating Lean Manufacturing Principles, including Short Interval Control Boards, TPM and 5S Methodology.• Improved RFT from 74% to +90% on a particular product, harnessing Fishbone, 5 Why Analysis and Parteo Chart Analysis. • Attained the company’s zero waste target by refining manufacturing processes and using Value Stream Mapping to identify and eliminate waste. • Transformed the Quality function, notably embedding ISO 9001 and ISO 14001 standards and implementing the LISA system for robust and accurate quality analysis.

Cava Level 3 – Assessor In Nvq Business Improvement Techniques

Master Of Business Administration - Mba, Project Management

Bsc., Pharmaceutical Science Drug Delivery

Certified Lean Six Sigma Black Belt