Projekt‐ & Berufserfahrung
11/2011 – 9/2015Tätigkeitsbeschreibung
Lean Six Sigma Consultant (Legal and Financial sectors), November 2011 to Present
Equiniti (Pension services provider) – 3 months contract: Introduce Visual Management and Capacity Management to the Pension Administration Department (250 staff).
Swift (Financial Institution) – 6 months contract: Map the full Order To Cash process; Identify Non Value Add process steps and bottlenecks; Lead improvement workshops to define the “To Be” process; Develop communication, behavioural change and deployment plans.
Minster Law (Personal injury law firm) – 18 months contract: Engage with key stakeholders to identify business priorities; Implement a transformational programme across the business and supply chain to reduce cost, streamline the process, engage with employee and increase customer satisfaction using Lean Six Sigma; Coach and train senior leaders in change management techniques; Led a team of process improvement managers. Support agile scrums for technology deployment.
BGL group (Insurance-Contact Centre) – 3 months contract: Map current process for No Claim Discount; Identify Non Value Add process steps and bottlenecks; Lead improvement workshops to define the “To Be” process;
London Gatwick Airport (Finance department) – 3 months contract: Map the account receivable and account payable process; Liaise with procurement to identify opportunities; Identify Non Value Add process steps and bottlenecks; Lead improvement workshops to define the “To Be” process
6/1995 – 10/2011Tätigkeitsbeschreibung
June 2008 to October 2011: Amey (Government Service Provider), Birmingham, UK.
Head of Business Improvement, January 2011 to October 2011.
Develop Lean Six Sigma strategic improvement programmes that are aligned with Amey business strategy
Establish the key drivers and deliverables of the Lean Six Sigma programme by listening and communicating effectively with a range of client, business stakeholders
Provide Lean Six Sigma leadership and guidance to contract-based Business Improvement Managers
Specified and deployed a resource management process and software to maximise the utilisation of staff. Improved consultant utilisation by 10% and increase revenue by over £10m/year.
Defined and deployed a design delivery process which reduces project time by 30% and reduce overhead cost by £3m/year.
Business Improvement Manager, June 2008 to December 2010.
Deploy performance measurement metrics and lead improvement projects across Amey Inter Urban division ensuring Lean Six Sigma initiatives are aligned with the business vision and strategy.
Develop capability for Lean Six Sigma within Amey through effective selection, training and coaching of Green Belt roles
Working with Amey’s Senior Leadership Teams, agree on a Lean Six Sigma program, projects, scope, resourcing, and which will deliver significant business benefits.
Developed and implemented a continuous improvement strategy
Completed 3 projects generating over £1m/year savings on time and on budget.
Supported 3 green belt projects generating over £500K/year savings
Deployed an Innovation scheme to foster a continuous improvement culture
April 2006 to May 2008: Network Rail (Maintenance division), York, UK.
Six Sigma Master Black Belt, October 2007 to May 2008.
Lead/mentor/coach multi-functional a team of 8 Six Sigma Black Belts and Green belts throughout the North East/North West and Scotland.
Develop and implement national change initiatives.
Provide coaching to departmental leaders on Lean Six Sigma methodology.
Designed and started implementing a national productivity improvement programme with a potential yearly savings of £6.3m/year savings
Supported multiple black belt projects with a target yearly savings of £10m.
Six Sigma Black Belt (MBB candidate), April 2006 to September 2007.
Lead multiple transactional/technical project teams using Lean Six Sigma.
Deliver Lean Six Sigma Black Belt training and manage their first project delivery.
Provide coaching to departmental leaders on Lean Six Sigma methodology.
Completed 2 projects generating £2.75m/year savings on time and on budget.
Supported 20 black belt projects generating over £4m/year savings
May 2000 to December 2004: Jaguar Cars Ltd, Engineering Centre, Coventry, UK.
Six Sigma Black Belt, January 2002 to December 2004.
Lead project teams in seven different locations to achieve 6-sigma standards. Identify opportunities and establish process/product improvements that increase productivity, improve product quality, reduce process variability and waste.
Facilitate green belt training by taking care of project preparation. Manage cross-functional six sigma green belt teams (5-10 engineers) during project execution.
Support product supplier quality improvement by using 6-sigma methodology and tools. Coach and mentor suppliers. Perform supplier audits in conjunction with the quality department.
Completed 8 projects generating £1m+/year warranty savings and 20+ TGW (Things Gone Wrong – customer satisfaction metric) on time and on budget.
Supported 14 green belt projects generating over £250K/year warranty savings.
Engineering Team Leader, May 2000 to December 2001.
Lead, coach and motivate a product development team (6 engineers) to develop Jaguar next generation on board communication networks.
Reduce yearly prototype development cost by over £100K with the use of model base programmable Electronic Control Unit.
January 1998 to April 2000: Ceema Technology Ltd, Biggleswade, UK.
Consultant - Engineer, May 1999 to April 2000. Jaguar Cars, Coventry; October 1998 to April 1999, New Holland, Basildon; January 1998 to September 1998, Jaguar Cars, Coventry
Lead the specification/design/validation of on board communication networks.
July 1995 to December 1997: Actia UK Ltd, Newtown Powys, UK.
Systems Engineer, July 1995 to December 1997.
Design/build/test on/off board electronics equipment for industrial vehicles
A pragmatic leader who is approachable, fair and a clear communicator. Strongly customer focussed who always delivers as promised and is an excellent relationship builder. Skilled in leadership engagement, forging client relationships and delivering innovative and challenging proposals including several pan-European business transformation.
Strong data analysis and problem solving skills are complemented by a proven ability to engage, motivate and collaborate with staff at all levels, to consistently achieve sustainable change.
Strategy and vision development and delivery
Immediate and long term improvements
Client satisfaction improvement
Process optimisation / streamlining
Delay and Work In Progress reduction
Lean Six Sigma coaching and training
Technology development and deployment
Full financial process analysis
Process risk management
Resource management solutions development and deployment
Balance scorecard and Key Process Indicators
Standard operating procedure development and deployment
Programme management and governance
Change communication strategy
Change incentive development and deployment
Suggestion/Idea scheme development and deployment
Lean Six Sigma workshop support (onsite or remote)
Lean Six Sigma Consultant deployment