Edward McNeill MBA

Experience

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  Rover Group

  Aug 1990 - Aug 1998

  Various

  Various Roles

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  BMW (UK) Manufacturing Ltd

  Aug 1998 - Aug 2004

  Process Area Manager

  Responsible for 46 operators and 15 FLT Drivers covering BIW + 3 team co-ordinatorsManaging two cost centre budgets totalling 6 million Responsibility for a whole shift in BIW (240 Associates 5 PAMs & 12 Team Coordinators) when Shift manager is unavailable make decisions on quality and volume and support other PAMs on any issue including WinGs and CIPLease with planners and quality specialists on area improvements and savingsResponsible for manning holiday and working time account stand-down plans in line with manufacturing requirementsResponsible for introduction and implementation of CIP (Continues improvement process)Responsible for CIP and WINGs (Working in Groups) within TO-22 CIP is driven through week long workshops facilitated by myself for a group of associates from my area to come of the shop floor and with support from myself and support functions become empowered to resolve area issues. This is backed up by monthly time slot stops when my team co-ordinators will take meetings to discuses the area targets in my TMS (Target Management System workbook) and how as a team they can affect the trends and year end targets this builds up a better understanding for the associates of the targets to be achieved and how they can make a positive impact as individuals.Implement Man power reductions in line with end of year targets and maintain Quality Cost and VolumeResponsibility to reduce and eradicate quality issues with the use of support function at my disposal (Maintenance, Peceptron, Planner, LK Reports, Quality Specialist)Manage attendance and discipline in line with the AIP process, and Associate developmentAs Deputy shift manager I run every department within every area within BIW, on a shift overview and driving capacity I am also responsible for the total output from BIW on my Shift Show less

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  Plastic Omnium

  Aug 2004 - Oct 2006

  Paint Shop Manufacturing Manager

  Develop and implement Manufacturing Strategy based on lean principles including all aspects of the Supply Chain from customer demand to suppliers scheduling.Set targets and review Q, C, D performance of the manufacturing operations and ensure corrective actions are in place to meet expectationsManaging a facility which produces between 4500 and 5000+ components per day over 3 shifts for 3 major manufacturers (Jaguar, Land Rover & GM) feeding 3 assembly lines. one in plant and 2 off site (before the facility produced 3000 parts per day), volume increases has been achieved through line balancing visual management and parto of line stops which allowed the engineers to remove recurring faults also through timing process and balancing work load. Show less

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  Linread Northbridge

  Oct 2006 - Feb 2011

  Operations Manager

  Develop and implement Manufacturing Strategy based on lean principles including all aspects of the Supply Chain from customer demand to suppliers scheduling.Introduction of 5 s and work area ergonomicsEnsure process control measures are in place and managedDevelop and implement an active communications system in order to inform every one of the expectations the business requires.To develop all key leaders in the process area via PDR's and training plans.To review and improve structure to reflect current and future business needsRedevelopment of Paint Management team through a transitional stage of plant development to bring management team in line with organization goals and objectivesDevelop CIP Concept within LNL and encourage employees to raise improvement Ideas and establish an environment of change without fearEstablish visual and measurable targets in line with business objectivesEstablish accountability and ownership of issues Manage attendance and discipline in line with the AIP process, and Associate development Show less

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  GE Power Conversion

  Mar 2011 - May 2017

  Operations Manager
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  The Timken Company

  Jun 2017 - now

  Plant Manager TRS