Experience

Reliance Precision Limited

• United Kingdom
• Mechanical Or Industrial Engineering
• 1 - 100 Employee

• Operations Director

  • Aug 2022 - Present



Hansford Sensors Ltd

• United Kingdom
• Appliances, Electrical, and Electronics Manufacturing
• 1 - 100 Employee

• Production Manager

  • Feb 2021 - Aug 2021

  Improvement of manufacturing control, visualised, created in Excel and introduced the PSOR (Production Sales Order Report) linking Sales, Supply Chain, Stores and the Production Team, improving co-ordination to resolve issues, improving output by 30%, introduced SQDC meeting and established Production Engineering activity reporting process. Improvement of manufacturing control, visualised, created in Excel and introduced the PSOR (Production Sales Order Report) linking Sales, Supply Chain, Stores and the Production Team, improving co-ordination to resolve issues, improving output by 30%, introduced SQDC meeting and established Production Engineering activity reporting process.



Mettler-Toledo International, Inc

• Switzerland
• Appliances, Electrical, and Electronics Manufacturing
• 700 & Above Employee

• Interim Management Specialist

  • Nov 2020 - Jan 2021

  Production Management Support at Safeline X Ray. Scheduling X Ray module outputs and metrics to support manufacturing performance. Indentifying key drivers to improve SQDC process. Increased output by 50% and improved schedule adherence from the X Ray modules. Optimised New build factory layouts for critical X Ray module production process flows. Created visual new build layout presentations, translating requirements from existing factory to new build. Analysed critical X Ray module run rates in prior year to highlight opportunities to consolidate model range.



OXFORD ENGINEERING LIMITED

• United Kingdom
• Manufacturing

• Group Operations Director

  • May 2019 - May 2020

  Oxford Engineering Limited of Abingdon, Oxfordshire specialises in lean manufacturing, supply chain management and precision engineering to provide total manufacturing solutions. The Oxford Engineering Group comprises of Oxford Engineering Sites in Abingdon and Estonia and Hutton Engineering sites in Abingdon and Bicester. Created SQDC GEMBA Board walk for Order Fulfilment process, improving on-time delivery and schedule adherence. Implemented visual capacity management tool translating high volume, detailed, capacity data for next quarter in to concise information output for day to day management and SIOP.



Conscience VC

• United States
• Venture Capital and Private Equity Principals
• 700 & Above Employee

• Interim Management Specialist

  • Jan 2019 - 2019

  Currently advising on US & UK Customer contracts for major company Currently advising on US & UK Customer contracts for major company



Hale Hamilton

• United Kingdom
• Industrial Machinery Manufacturing
• 1 - 100 Employee

• Programmes & Contracts Director

  • May 2017 - Dec 2018

  Negotiated complex Contracts with major customers including BAE, Babcock, Electric Boat Corporation, NAVSUP. Managed multiple significant customer contracts, negotiated and implemented complex contracts for major US DoD military commands and boat building primes. Resulting in clearing shipments to the DoD Command worth $700k and establishing new process for ‘Ship In Place’ for $250k of advanced revenue. Key functions managed included Despatch team and Export Compliance.

• Operations Director

  • Sep 2000 - May 2017

  During my time in role I controlled many departments within the Company including; Assembly & Test, Machine Shop, Despatch, Export Compliance, Health & Safety, Estimating, Purchasing, Commercial, Materials Group, Stores & Maintenance.Key Achievements Hybrid Manufacturing SystemsDesigned developed and implemented a Shop Floor Sales forecasting tool, delivering output from a SAP ERP system in a user friendly manner, resulting in improvement of both monthly forecasting of outputs, capacity planning, bottleneck reduction, daily expediting. Outcome of the programme of strategic activities moved OTD from 36% to 96%.Manufacturing Strategy Developed for a complex low volume, high variety, short leadtime precision product manufacturer a strategy of kaizen workshops and best practice development including adopting daily GEMBA Walks. Results of improvements included Doubling Output without increasing the work force or facility footprint.Continuous ImprovementSignificantly developed the facility using multiple kaizen event schedules against CSIPs, Continuous Sustainable Improvement Schedules to supply low volume, high variety, precision products in short lead times. Results were OTD to 96%, doubling of capacity for same footprint and man power.Health & SafetyCreated role of Health & Safety Manager and successfully implemented Business Continuity Planning and Flood Protection Procedures. Received accreditation for ISO 14001 & OHAS 18001:2007 at first attempt with no majors.



Dowty Aerospace Ltd

• Cheltenham, UK

• Director Of Operations

  • Jan 2000 - Sep 2000

  Negotiated and implemented redundancy of unionized staff. Reviewed off-shoring options in China and resolved poor quality JIT Part Set issues at existing Chinese supplier during visit to suppliers in Beiing, Xian, Suhoe, Shanghai and Hong Kong. Negotiated and implemented redundancy of unionized staff. Reviewed off-shoring options in China and resolved poor quality JIT Part Set issues at existing Chinese supplier during visit to suppliers in Beiing, Xian, Suhoe, Shanghai and Hong Kong.



Moog Aircraft Group

• Operations Director

  • 1997 - 1999

  Cleanroom best practice established, factory sized cleanroom facility implemented. Assembly Right First Time rate improved using SPC in flexure sleeve cell. Risk of build delays causing disruption of Airbus Final Assembly lines necessitated a visit to Baguio in the Philippines successfully resolving the supply problem long term.

• Director Of Manufacturing

  • 1995 - 1997

  Machine tool investment programme reduced setup time and inventory levels, reducing costs while achieving higher quality components. Improvements to finite scheduling system rapidly improving internal delivery times and external delivery performance from 35% to 81% OTD to customer request date.



Budenberg Gauge Co Ltd

• United Kingdom
• Industrial Machinery Manufacturing
• 1 - 100 Employee

• Manufacturing Director

  • 1993 - 1995

  Developed and implemented cellular manufacturing strategy on a brown field unionised site. Cell utilised KANBANS, JIT in a Lean Manufacturing environment. Results; Gauge cost reduced by 50%, Product Lead time reduced from 12 weeks to 2.5 hrs. Developed and implemented cellular manufacturing strategy on a brown field unionised site. Cell utilised KANBANS, JIT in a Lean Manufacturing environment. Results; Gauge cost reduced by 50%, Product Lead time reduced from 12 weeks to 2.5 hrs.



Cosworth Engineering

• Northampton, United Kingdom

• Factory Manager

  • 1990 - 1993

  P&L responsibility ran Assembly Operation and subsequently Head Manufacturing facility. Co-ordinated AQP systems and trained with Ford and applied TOPS Team Orientated Problem Solving, improving output and OTD. P&L responsibility ran Assembly Operation and subsequently Head Manufacturing facility. Co-ordinated AQP systems and trained with Ford and applied TOPS Team Orientated Problem Solving, improving output and OTD.



KAB Seating Limited

• United Kingdom
• Manufacturing
• 1 - 100 Employee

• Project Manager

  • 1987 - 1990

  Responsible for and led Engineering negotiation with Jaguar to confirm design requirements, visiting BFA partner in France to manage prototype production. Project managed robotic manufacturing facility to deliver new joint venture to supply car seating to meet Jaguar's critical requirements on-time in budget.

• Production Manager

  • 1987 - 1989

  Doubled profit by rapidly increasing production capacity to cope with demand. Dealt with unions, discipline, team building and developed the JIT and KANBAN systems. Studied Taguchii and became practitioner in this useful statistical analysis tool.