Andy Marsh NZOQ

Experience

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  Ringway

  Nov 2004 - May 2011

  Taking over from the Business Improvements Manager as a step up from the IMS Coordinator I embarked on a number of projects based around planning and organisation for both the business and the client, Surrey County Council.During this time the projects delivered high impact and significant results.The Damage to County Property (DCP) project DELIVERED A 300% revenue increase within 9 months.The Planning Tool project saw the business batch works and improve our availibility on the network significantly improving our OEE.The programming project saw the business create more detailed programmes which the Supervisors and Managers worked to. We introduced ordering to programme, buying schedules and a resource pool as well as build the programmes around all contributing processes. This saw major improvement across the business and a sharp increase in profit. It also embedded a right first time culture with any major issues becoming rare due to ECI and an open, planned approach.The procurement project saw the business review its framework agreements and actually understand the contracts they were entering with both supliers and sub contractors. The business learnt about risk and produced an etensive risk register which we used along side the client agin meaning the client was getting added value and transparency whilst we were benefitting from etra profit.Here I gained valuable experience of how to apply Lean processes in a pressured work environment across various sites and within a busy and improving depot. Management of an Auditing Team and analysis of trends through audits and monthly reporting as well as Leading internal EFQM Assessments improved my management skills and confidence. Show less Progressing from working at ground level after embracing and being developed in Lean Business Improvements, I took on a role within the quality dept, reporting to the Business Improvements Manager.Within this role I facilitated and drove a number of 5S and SMED business optimisation initiatives mainly concentrating on depot and office re-organisation, the use of KANBAN, Poke Yoke and evaluation of a form of tact time (principles transferred from the manufacturing industry). Through working with the client the business achieved greater productivity, quality and there was a greater focus on a right first time approach adding measurable improvements to service value add and a real understanding of how to deliver a quality service to all stakeholders.(Public Sector and Private Sector) Show less Working up from a grade 1 labourer to a Grade 4 charge hand over 3 years I was responsible for managing a gang, completing programmes of works, quality checking/signing off completed works and completing operational paperwork.It was while I was on the tools that I was pre4sented with the opportunity to work alongside a Lean consultancy and I learnt Lean organisational principles and practical solutions such as 5S and SMED and this started my passion for Quality Management and Business Improvement. Show less

  • IMS/Quality/Business Improvements Manager

    Apr 2010 - May 2011

  • IMS/Quality Co-Ordinator

    Jan 2009 - Apr 2010

  • Civil Engineer

    Nov 2004 - Dec 2008
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  Eurovia UK

  Apr 2011 - Feb 2012

  Quality/Continuous Improvement Manager

  Whilst demobilising the Surrey contract I was approached to work within the Eurovia owned external contracting business of HIS. With the business at risk of being excluded from the HEA I took responsibility for the Quality Management System, Training (including Sector Scheme 8, HERS and HEA) and carrying out a number of Business Improvement programmes.I had to build and establish a stable QMS for everyone to utilise within the company and embed a culture of quality assurance, particularly with the employee portfolios client relationships.Whilst I was inthis position I became a team member in the Quality Subsection for a number of bids our parent company was making. The contracts bid for were;ShropshireCheshire WestHertfordshireMilton KeynesI.O.W PFI Show less

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  Ringway

  Feb 2012 - Feb 2014

  After successfully mobilising QMS on the Shropshire and Cheshire West and Chester contracts I was approached to join the Isle of Wight PFI team to mobilise a twenty five year performance targeted contract worth in excess of £700,000,000. My role was to manage the integration and stabilisation of the TUPE staff and new staff regarding Quality System, IT Systems such as eServe, Confirm and SAP, all process management, improvement and refinement as well as all operational training and a Performance Team consisting of three members with an additional Auditing Team from across the business of a further 10 members whilst ensuring Island Roads fully understood and was capable of achieving the many performance standards (523) that had been contractually agreed as part of the bid. Management of supply chain performance and building relationships with the Local Authority and Councillors was key within this role.This was a high pressured role as profit margins were very tight and the penalties within the contract exceptionally high for poor performance and failure. Show less Once the QMS and sector scheme was in place in HIS I was approached to re-join Ringway Infrastructure Services to join the Shropshire and Cheshire West and Chester Mobilisation Team as the Performance and Quality Manager. The two contracts are worth 35 million pounds per annum. Having been the stream leader for this and KPI’s I became heavily involved within the Hub, training the schedulers and supporting and integrating all five hundred new staff with the systems and processes and also playing a major part in establishing the systems and PDA’s once they had been implemented. During my time there I had positive feedback regarding my role in the team and now gained an in depth knowledge of eServe and the performance issues based around this and the implementation of a new business culture, processes, systems and management whilst ensuring budgets are kept and targets were achievable.I also continued to contribute to a number of bids that were submitting including the PFI contracts and TMC Contracts. Show less

  • Mobilisation Quality/Performance Manager -

    Dec 2012 - Feb 2014

  • Mobilisation Performance/Quality Manager - Shropshire/Cheshire West and Chester.

    Feb 2012 - Dec 2012
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  Eurovia UK

  Feb 2014 - Jan 2015

  ICT Project Manager

  Once the IOW PFI Contract moved into stabilisation I joined the Eurovia Group ICT Department as a Project Manager. I utilise PRINCE2 Methodology whilst managing planned projects. I was also involved in the assigned team to put in place the required standards for ISO 27001.Key Projects I was responsible for:Causeway Map Assisted Scheduling, Mobile Workforce and Telematics. Management of works orders and gangs through semi dynamically scheduling jobs within TMC’s across the country on to Samsung Galaxy TAB4 Tablets (460 units). Project Budget £2,200,000.Office 365 Migration – Migration of 1600 Mailboxes from our currently hosted 2010 Exchange Server to the cloud based Microsoft O365 Solution.CPA Valuation Process – Capturing costs within Causeway Project Accounting (CPA) system to reflect variations, monthly indexation and claim files from client systems e.g. Confirm and Symology.Worcestershire TMC Mobilisation – Managing the IT implementation to a renewed TMC Contract including, SharePoint, Project Server, 4Projects, Tranman, upgraded BT Fibre and upgrade of depot wiring.My role required me to work all over the country with various employees and clients. Show less

• 

  Colas Ltd

  Jan 2015 - Mar 2017

  Performance and Quality Manager

  Working on a PPP Contract in Portsmouth (which had been running for 10 years) I was employed to set up a Performance Team, review and improve contractual compliance and understanding as the contract at the time was going through a period of instability and a court battle with the client who were seeking to terminate the remaining 14 years of the 25 year contract due to their own identification that they could not meet the affordability forecast after 3 further years of the contract. Through the training and education of over 500 employee’s and contractors, the implementation of a robust Quality Management System in line with the original Project Agreement, re-writing all contractual strategies, plans and documentation and the utilisation of Lean process improvement tools the Business Unit was improved and compliant within 12 months and fully stabilised within 18 months. As I was successfully delivering performance improvement I was asked to take on the responsibilities of the Operations Manager. Full responsibility of budget and driving excellent delivery through the operational teams. Stakeholder Relationship building was a priority given to me when I started and the success of this ultimately gave the business “breathing space” to improve.Due to the rapid improvement required within other area’s I built a number of teams and took on the responsibility for:• Managing and delivering operations through a wide variety of operational teams.• The Performance Management Framework and all associated analysing and reporting.• The QMS and ISO Quality Standards and Process Improvement• Health, Safety and Environment (ISO 18001 and 14001)• Communications, Public Enquiry Management, Stakeholder Management and liaison • Community Involvement and Corporate Social Responsibility• Fleet and Plant – resourcing, maintaining and reporting including Masternaut Vehicle Tracking• Project Managing System Developments with both Colas and our Client(s) Show less

• 

  Fletcher Construction

  Mar 2017 - Jul 2020

  In my current role I am responsible for the maintenance, improvement and innovation of the Quality Management System, the performance across all projects including project start-up, handover and completion and the development of all Quality practitioners and professionals. The business I am working in has gone through and continues to undergo a major transformation initiative focussing on strategy and operating model. Having been focussed on Quality Outcomes I have set up a Quality Management Framework, enhanced the QMS and all supporting systems and tools and standardised our approach. I also spent a number of months covering the National HSE Manager Role whilst a new HSE Manager was sourced. My focus on Divisional Strategic requirements and business unit needs demands that I maintain a flexible and open approach whilst making effective and strong decisions. I’m also responsible for ISO accreditation, process and system improvements, supporting our current projects, mobilising all new projects and contributing/leading disciplines in bids, I ensure the teams around me are set up for success and empowered to deliver. Show less In the HSEQ role I took on responsibility for this discipline The business I am working in has gone through and continues to undergo major change in strategy and operating model. Having been focussed on Quality since my arrival in New Zealand, I have been given the opportunity to manage the HSE department with a focus on Divisional Strategic requirements and business unit needs until a new HSE manager was found. HSEQ compliance in all area’s is the priority but the opportunity to drive improvement above and beyond current standards is exciting. Sustainability, carbon and climate change are now becoming high client and corporate goals and I have a passion in this area having been involved in a number of strategic groups in the UK. I am also a member of the Fletcher Building Health and Wellbeing Steering Committee enabling me to contribute to our wider business duty of care and social responsibility.I am also responsible for ISO accreditation, process and system improvements, supporting our current projects, mobilising all new projects and contributing to bids, I ensure the teams and most importantly our people are set up for success and empowered to deliver. Show less Due to the situation Fletcher B&I found themselves in February 2018, my remit changed significantly from embedding a sustainable QMS for all future works whilst supporting current projects to completion to solely focussing on all current projects and enabling the most successful process(es) to Practically and Finally Complete. Along with this I am working with an ICT project team to scope out and deliver digital archiving for all remaining in-flight projects over the next 2 years. Having shown my flexibility, adaptability and strong Quality Management expertise I have taken on the national role within the Infrastructure Business whilst still supporting the B&I Business to complete all its remaining projects. Show less Beginning my tenure in New Zealand as part of the Waikeria Prison PPP Bid team I supported all of the work streams throughout the bid. Working with the Design, Construction and Commercial teams, I assisted in process development and bid writing as well as breaking down complex area's within the bid and schedules in order to inform strategic decisions.From the bid team I requested to be employed on the New Zealand Internationa Conference Centre (NZICC) and Hobson Street Hotel (HSH) projects in Auckland CBD. The NZICC is the largest current project being built in New Zealand and as part of the Project Senior Leadership Team I am responsible for reviewing, improving and implementing compliance, process and documentation whilst driving continuous improvement. The project is challenging but rewarding. Show less

  • National Quality & Systems Manager at Fletcher Construction Company - Infrastructure

    Aug 2018 - Jul 2020

  • Interim National HSE Manager - FCC Infrastructure

    Jun 2019 - Mar 2020

  • Infrastructure and B&I National Quality Manager

    Jul 2018 - Aug 2019

  • B&I National Quality Manager

    Feb 2018 - Jun 2018

  • Quality and Systems Manager

    Mar 2017 - Feb 2018
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  Ghella Abergeldie Joint Venture (GAJV)

  Jul 2020 - now

  Quality and Systems Manager

  Managing a Quality delivery of the iconic Central Interceptor Project.Responsible for Quality, Systems, IT, Risk, Commissioning and Handover on the Central Interceptor project, a $1.2billion dollar waste water project to clean up Auckland’s waterways, beaches and to accomodate the growing population of Auckland, I have a team of 12 overseeing the successful delivery, completion and handover of the project through efficient systems, technology, risk management, performance management and effective use of information and documentation Show less