Experience

• 

  Ford motor company

  Jul 1987 - Oct 1987

  Plant engineering

  ►Re-planned prod. line to avoid pit, operator movement & resource via line balance►Installed rocking latch camshaft transfer line to meet timing & design requirements►Coordinated forklifts, electrical/pneumatic supply installation and welding permits►During shut-down I coordinated other maintenance work & handled issues arising

• 

  Ford motor company

  Jul 1988 - Sept 1988

  Maintenance systems development

  ►Software selection & creation of user friendly non-production material system►Involved users at every stage to make usable with no prior knowledge►I challenged clerks to make the system fail, then trained them to populate and use it►Produced financial system guide & analysed maintenance & down-time costs

• 

  Ford motor company

  Jul 1989 - May 2004

  ►Coached & mentored BBs/Champions at •Bordeaux Auto Transmission Plant •Bridgend V-Engine Plant (Premier Automotive Group) •Cologne V-Engine Plant •German Auto Transmission Eng'g •Cologne Diecast Plant •Leamington Foundry ►Ran very successful Technical & Business BB courses and train-the-trainer sessions. ►I helped BBs pilot GB training at all VECAT sites.►Responsible for reporting status at Powertrain Vice President’s Op. Committee. ►Presented a particularly successful project to William Clay Ford.►Led several successful Mega Projects to identify BB projects.►The business unit I was responsible for delivered:• $5.4M hard save and $4.9M soft save in 2001• $3.6M hard save and $16M soft save in 2002• $3.4M hard save and $10.6M soft save in Q1 of 2003 with clear plan to reach ...• $6.2M hard save and $15M soft save by year end 2003 when I handed the job over Show less ►I was part of Ford's world class training and consultancy organisation.►Taught/supported Ford, Jaguar & supplier's engineers and managers in TQM tools.►Covered Britain, Belgium & Spain following a rigorous 'train the trainer' programme.►My consultancy support/facilitation, led to many seven figure $ savings.►I won Ford’s premier ‘President’s Customer Driven Quality Award’ in 1998 & 99.►Supported 8D problem solving, DOE, Robustness, FMEA, Process Control, Gauging, Taguchi Methods & QFD►I also trained, supported, accredited and gave feedback to new external trainers Show less ►Supervised 4 staff and 21 hourly paid employees►Achieved 23% 'Squeak and Rattle' warranty reduction vs a 15% objective►Also achieved 18% year over year improvement in 'Things gone wrong'►Deputised for the Dagenham Body & Assembly Plant, Quality Manager►Set up links with dealerships to allow investigation and validation of issues►Responsible for reviewing & analysing prototype vehicles to avoid launch issues ►Co-ordinated & trained 32 improvement teams►Responsible for ensuring full end of line assessment of 4 vehicles per day Show less ►Responsible for door-body, hinge-door & weld area Process/Quality/Ind Eng'g►Implemented a system to mark door inners to show which jig loaded them►Resolved a cosmetic issue regarding a tight 'A' pillar to fender gap►Responsible for producing prototype bodies and testing changes►Responsible for implementing tooling to drill 93MY Fiesta Sport moulding holes ►Investigated weld spatter and cost improvements by using plasma arc welding►Ran trials & resolved concerns on prototype ‘side door impact bars’►Reviewed all employee suggestions submitted for my areas►Investigated warranty Issues and changed cowl top which removed an operation►Trialled braze/sealant deletion - saw water leak via endoscopy- just deleted sealant►Deleted bitumen pad from coated steel following 1 month accelerated salt test►Set up Superintendent, Foremen, Operator, Maintenance, Eng. cross-shift meetings►Worked with Product Development to improve wind noise & water tighness►Coordinated and gave guidance on SPC and Capability Studies►Set up placements for undergraduates, who I mentored, supervised & appraised►Team member on a Value Analysis Exercise on our door hinges Show less ►Part of small task force assigned to help Croydon gain Ford’s Q1 award►Created Local Quality Procedures from corporate procedures & gained sign-off.►Reviewed company wide & Body Construction procedures for relevance to Croydon►Ran team to review all significant/important characteristics on each panel►Reviewed capability of all Croydon’s gauges & requested necessary changes►Following type 1 & 2 variation studies, I organised improvements to gauges►Member of team that reduced Fiesta & Escort window regulator wind effort by 12%►Developed instructions for all gauges showing datums, clamp sequence & recording Show less ►Produced a plan for implementing the programme and tracked progress►Produced flowcharts and assigned responsibilities for each process►Arranged training and knowledge share with plants who have Q1►Transferred ownership of SPC checks to operators & maintenance teams►Coordinated engineers to produce FMEAs, Control Plans and reaction plan►Created line-side FMEA, Control Plan, Reaction Plan, Process Sheet boards►Prepared steering committees for management & union reps to discuss issues Show less

  • Quality & Reliability Supervisor / MBB

    May 2003 - May 2004

  • 6 Sigma MBB

    Apr 2001 - May 2003

  • Six Sigma BB

    Nov 1999 - Apr 2001

  • EQUIP Trainer & Consultant

    Apr 1995 - Nov 1999

  • Supervisor, Operations Quality Control

    Jan 1993 - Apr 1995

  • Process Engineer

    Jan 1992 - Dec 1992

  • 'Q1' Quality Engineer

    Apr 1991 - Jan 1992

  • 'Q1' Co-ordinator

    Oct 1990 - Apr 1991

  • Component Engineer

    Jul 1990 - Sept 1990

  • Process Engineer

    Mar 1990 - Jul 1990

  • Engineering Technology Course

    Jan 1990 - Mar 1990

  • Simultaneous Engineering Study

    Dec 1989 - Jan 1990

  • Financial Controller's Office

    Jul 1989 - Dec 1989
• 

  Network rail

  May 2004 - now

  ►Created/mandated/embedded Design for Reliability process for all controlled product►I provide Network Rail's ongoing strategy and direction for DFR (NR/L2/RSE/0005)►Winner of KT’s combined technologies 2022 Global Excellence Award►Shortlisted for 2022 ‘Outstanding Personal Contribution to Rail’ National Rail Award►I communicate and engage NR's staff, suppliers and other industry bodies in DFR►Developed and piloted NR's DFR intro training and am creating 8 advanced courses►I piloted use of DFR when procuring prioritised products►Represent NR at 'Meet the Buyer' events to explain our processes and expectations►Integrated DFR, Product Acceptance, Whole Life Cost, project stage gates & RCM►Developed a version of DFR for auditing suppliers rather than just products►Improved relays by a further 21% in Periods 8-13 15/16 vs P8-13 14/15►Reviewer for IEC CD 60300-1 dependability standard in 2021►Reviewer for IEC CD 62508 human aspects of dependability standard in 2022►Reviewer for IEC CD 60300-3-17 dependability management standard in 2023 Show less ►Reported on asset reliability progress to the Office of Rail and Road (ORR)►Produced FMEAs with suppliers covering signalling relays & light engines►Member of the Signalling Category Council►Conducted obsolescence mgt., whole life cost & 'fault not identified' reviews►Reliability representative at the Route Asset Managers meeting►Conducted a study into remote condition monitoring algorithms►Designed an accelerated ageing test routine for a LED unit►Created an analysis tool for rapidly answer questions regarding asset performance►Managed the Bombardier and Thales Support Contracts►'Signalling' issues on target and 'points' 7% better than target at end of Sep. 2015►Improved relays by a further 25.5% in Period 7 14/15 vs Period 7 13/14►Improved relays by a further 16.3% in Period 7 15/16 vs Period 7 14/15►Produced a paper proposing an enhanced process to 'design in' asset reliability Show less ►Responsible for identification, proactive avoidance and resolving reliability issues.►Aligned RCM, FMEA, FMECA, fault coding, training & project selection processes►Led National Relay Forum to 13.2% improvement at Period 7 13/14 vs Period 7 12/13►Managed Bombardier Support Contract (SC) & led improvements to the SC Process►Investigated the use of transducerised torque wrenches on the railway►Mentored several gauge R&R studies►I passed the Basic Signalling Technology Course with a Distinction►Ran a robustness study on railway relays Show less ►Reported to NRT Director & responsible for delivering Telecom Transformation Prog.►Recruited 'Transformation Team' (prog. mgt., business improvement & bus. change)►Set up Telecom Prog. Management Office to govern the transformation programme►Gained successful prog. audit assessment as delegated auditee for NRT Director►Gave regular risk updates to the NRT Executive Leader Risk Review Meeting►Chaired transformation prog. risk review that fed NRT Executive Leader Risk Review ►Implemented supplement to corporate ARM system to reduce 'transformation' risks ►I successfully gained approval of the programme from the Business Change Panel►Developed benefit map linking prog. outcomes to benefits and change activities►Managed design of the transformation prog. plan and future state org. chart►Developed resource plan showing prog. constraints & implemented org. structure►Created stakeholder map, comms plan & material to engage stakeholders►Passed TMForum Business Process Framework eTOM + Implementer exam►Developed future state processes aligned to eTOM framework for telecom Show less ►I coached individual managers & staff and drove employee engagement►Broadened transactional experience in Strategic Sourcing, (annual spend c. £2.5 bn)►I promoted, identified, coordinated & led implementation of process improvements►IQPC finalist for 'Best Process Improvement Project in Service & Transaction' 2011►Mapped, structured, measured then cut overlap, rework and low value activity►Mechanised repetitive tasks including reducing monthly 3day task to 18secs and shared►Improved, standardised & sped up the ‘Claims Management’ process►Reduced a miscoding issue by 76%►I led the work to replace 5 'request for quotation' processes with a common one►Developed/consulted/implemented 'expert system' to optimise sourcing paths• Generates Gantt/RACI replacing days of admin with 'real time' reports• Identifies how to accelerate the process ►Developed resourcing model for a major reorganisation►Produced the sustainability heat-map for our spend categories►2010 Chartered Inst. of Purchasing & Supply Awards Finalist for competency system►Helped many teams outside my function to replicate my work Show less ►Trained Directors and their reports as Champions►Moved 18 projects (All pre-Improve) to 149 at all phases to Completion in a year►Identified the need for, created and filled 2 MBB and 19 BB posts►Reduced repetitive task from £3k to £1k in 8wks with no quality loss for Deputy CEO►Implemented sign-off process to confirm claimed benefits & 1 day Define sessions ►Organised displays/presentations to gain top management buy-in►Developed strategies to avoid duplicating effort and promoting benefit replication►Created communication process that extended to cover non 6S work too►Reduced train delay, created a data based decision culture and increased output►MBB for 2006 "You Make the Difference" award winners sponsored by Deputy CEO►£17.8M/annum benefit from projects signed off in 2005/6 FY (£1.6M/BB/Annum = 32:1 ROI)►Additional £16.7M/annum benefit from projects signed off in 2006/7 FY►Gallup Q12 Employee Engagement score was 4.53/5 for leadership of my team►Developed links with Graduate training and ran successful placements►Designed/implemented strategy to reduce train delay. • 11 projects addressed 22% of national delay. For 07/08 it delivered:• 24,110 mins reduction in train delay & £288k of Schedule 8 saving• £4.28M Opex save plus £31.6M OPEX & £1.82M Sch8 signed-off from prior years• Plus £8M of stock was returned of which £3M had been reallocated by year end• Another £2.7M was included in the business plan pending sign-off Show less

  • Reliability Process Manager - Company SME in Design for Reliability

    Oct 2015 - now

  • Reliability Improvement Manager

    Feb 2014 - Oct 2015

  • Reliability Improvement Specialist

    Nov 2013 - Feb 2014

  • Head of Telecom (Transformation Programme Manager)

    Mar 2012 - Nov 2013

  • Senior Business Improvement Manager

    Aug 2008 - Mar 2012

  • Six Sigma MBB (Deployed Six Sigma into Maintenance)

    May 2004 - Aug 2008