Quality assurance professional with over 9 years experience within blue chip companies, complemented by 4 years experience as Manufacturing Department Manager. Internal consultant on major change programmes. Delivered significant cost savings, through use of quality, business improvement and cultural change knowledge. Ability to adapt to a range of environments. Continually working to achieve the needs of the client whilst possessing strong people, interpersonal, influencing and project management skills.

Cultural Change
Researched, developed and implemented a pilot programme to change the culture within Boots Manufacturing. Key goal of creating an environment where all members of the team wanted and felt able to take part in quality and productivity improvements and where these improvements were sustainable. Facilitated workshops, training courses and presented extensively throughout the business. This programme has been adopted by the Group under the title ‘LEAN Behaviours’ and is being rolled out throughout the business.

Key Achievements

• £5 million efficiency gains and cost reduction achieved. Quality Improvement team, tasked with improving quality, efficiency and reducing costs & waste, from the Manufacturing and Packing process.
• Implemented Average Weight Control System. Set up and led a project team to review alternatives, decision to purchase, validate and implement the ‘Harford’ average weight system was taken.
• 16% Increase in productivity and 50% reduction in bulk failures. Led and facilitated team.

Change Management

• Managed merger and restructuring of 3 manufacturing departments, into one.
• Project managed transfer of inventory, plant, equipment and skills, from manufacturing site in Airdrie to three other factories, in Nottingham, France & Germany. This involves 3500 product types, annual volume of 112 million and turnover of £85m.

Lean

• 62% and 42% batch time improvements for 1000 Litre batches and 9000 Litre batches, respectively, saved on a single product range in Manufacturing Department.
• 8.7% Increase in Line Efficiency, 14% Increase in Utilisation, 24% Increase in Effectiveness, 10% Reduction in human resources required to run line and 50% Saving on change over time.
• 45% batch time improvements
• 29% batch time improvements