Expert in Medical Device, Fabrication, White Goods, Automotive
Expert ID: 729459 Australia
MSc in Manufacturing Management- Open University (UK).
Professional Experience in:
1. Productivity and manufacturing efficiency improvements, through implementing lean manufacturing, good planning, staff management, controlled team work, culture change within ERP systems, KPI data capture systems, QA & six sigma driven improvement and reporting systems keeping within budgeted costs.
2. Conducted negotiations with management, unions and worker representatives.
3. Creation of MRP production system using new (BOM) product structures. Achieved major improvements to manufacturing performance, logistics and delivery reliability.
4. Qualified in and have been applying engineered solutions, productivity and process improvements, since 1986.
5. Work study/project work H & S, organisation & method improvements, six sigma, method studies, critical path analysis, process mapping, flow charting: making process improvement presentations. Supply chain, ISO, Change Management (culture and process), Health and Safety (including OSH compliance).
Computer Literacy (Lotus SmartSuite, Microsoft Office) advanced level, Access database, Crystal reports.
Health and Safety Risk Assessments - Norwich union insurance group,
Familar with working within the FDA, TUV and ISO 13845 framework.
Expert has carried out numerous projects associated with manufacturing systems and processes. As a strong all rounder Expert can help you achieve the results you require. His skills are in work measurement i. e actually defining your process and its capability to support your business needs, where necessary making those transitional changes through MRP, JIT, Lean or Agile manufacturing.
Having been senior manager for a number of years and held memberships of the institutes of: Quality Assurance, Management Services and Logistics as well as being approved by the Nowich Union Insurance Company to undetake Health and Safety risk assessments, gives Expert a very unique perspective on what makes a company tick.
Lucas Ltd. Part of team.
(3 people). To develop a bill of materials for car wiring looms which determines labour content for such. 4 months.
Willenhall Engineering. Part of team.
(4 people). To develop a planning and scheduling system for the manufacture of Ford, Jaguar, agricultural tractors and fork hoists for steel pressing, welding and assembly functions. To prove reliability of such systems, and train new personnel. 6 months.
Royal Ordnance Factory leader of team (10 people) To run stores during illness and set up inventory control procedures. 5 months Peugeot Cars. Part of team.
(2 people). To assist on site personnel to create new manpower planning assignments for new models of car. Capacity increased from 39 cars per hour to 46 cars per hour. Liaison with workers reps and unions. To solve worker disputes around the arrangements for test track incentives. 2 months.
Unlikelier Ltd. Team leader.
(3 people). To determine actual manufacturing costs across all production machines used in the manufacture of car roof headliners. To modify truck despatches in line with the Nissan JIT system. To determine loading and unloading manufacturing capacity issues. Liaison with workers.
|Year: 1999||Degree: Master of Science||Subject: Maufacturing Management||Institution: Open University, UK|
|Years: 2007 to 2010||Employer: Fisher and Paykel Healthcare||Title: Production Manager||Department: OSA||Responsibilities: Establish, stores capacity and labour requirements based on projected daily target rates, and manufacturing times.
CEA, IEA, reviews, discipline, resolve disputes and employee welfare. Establish 2 way dialogue to promote and improve communication, Encourage and mentor Team Leader education.
Manage and report DIFOT, using new KPI's for process improvements, stock accuracy, overtime, delivery times.
Working with team leaders to reduce inventory in line with "Heijunka" principles.
Manage growth and new product lines by establishing the labour, production layout and equipment requirements, incorporating potential FDA revalidation within this area. Liaise and work with quality, design and regulatory bodies.
Experience in balanced, lean and six sigma manufacturing principles.
Maintain improved production environment hygiene standards and ethics in line GMP.
Familar with working within the FDA, TUV and ISO 13845 framework.
|Years: 2006 to 2007||Employer: Accord Precision Ltd||Title: Operations Consultant||Department:||Responsibilities: Investigate and rectify discrepancies between projected and actual manufacturing costs. Establish basic SPC and ISO, manufacturing times, labour requirements, shopfloor capacity and machine loading by job. Create database job completion reports. Investigate reasons for machine downtime by the implementation of computerised live shopfloor data capture and integrate costing and manufacturing and accounting computer systems. Create cost benefit analysis for new equipment and relay plant. Report on the above at board meetings.|
|Years: 2005 to 2006||Employer: Vita NZ Ltd||Title: Production Manager||Department:||Responsibilities: Senior management role for the "Mobilier" range of Furniture. Medium to large manufacturer of foam with companies in Auckland, Wellington & Christchurch and distribution centres in Australia.
Direct reports - 6 team leaders and team of 50+
Reason for leaving: Resigned following senior management restructuring.
Managed and reported on FMCG production of a high volume range of particle board, wooden framed, upholstered furniture, futons, soft furnishings, foam and inner sprung mattresses, working within a costed framework of an extensive ERP system, using newly created KPI's. Suppliers to the Australasian market and soft furnishings to "The Warehouse".
Equipment type: Vertical saws, Foam cutters, Dowelling, CNC cutters.
1. Identifying company needs and recruiting staff, dealing with all aspects of man management including:- CEA, IEA, reviews, discipline and employee welfare.
2. Increase in manufacturing efficiency from around 52% to 85%, allowing greater focus on teamwork, quality, difot, and beat the ERP production scheduled 85% of the time.
3 Changed staff culture of "not interested" mentality, to focus on consumer demand, by staff empowerment, driven by culture change, communication, training and development.
4 Challenged processes and improved engineering/working practices, supply chain, procedures and layouts. Devised quality standards of furniture, using data capture systems which had to be created. This reduced our reject rates by an initial 7%.
5 Project to reduce waste foam to an average 8%-10%.
|Years: 2004 to 2005||Employer: Storage Solutions Ltd||Title: Process Improvement Manager||Department:||Responsibilities: Project based role to investigate problems and suggest process improvements to particle board, wood working equipment. Equipment type - Beam saws, edgebanders, Dowelling, CNC routing.
1. Project to reduce company wide rejects from 5% down to 2%, increased production by 14%.
2. ECN procedure and system implementation reduced ad hoc assembly methods.
3. Costings for the new software and automated assembly of Meltica and solid wood kitchens.
4. Created KPI capture systems on: quantity, QA reporting and QA driven improvements.
5. Created process maps and standard operating procedures for all processes and equipment.
6. Responsible for the health and safety system and hazard identification.
7. Project managed start up of a new Kitchen benchtop manufacturing factory. Projected turnover $14M.
8. Created production planning system that allowed lead time to be reduced from 2 weeks to 4 days. Setup Kanban stock control systems.
9. Time and motion studies for the new automated assembly of Meltica/laminate benchtops.
|Years: 2002 to 2005||Employer: New Zealand Forgings Limited||Title: Operations Manager||Department:||Responsibilities: A small brass forgings and CNC engineering company which manufactures brass fittings for Naval and hardware - turnover $6m+.
Close liaison with customers to aid the design of new and existing components. Equipment type - 100Ton - 400Ton forging presses, trim presses, CNC machines.
Direct reports: 3 (team of 22).
Reason for leaving: Extremely dirty and noisy environment.
1. Created a computerized planning system which raised productivity and manufacturing efficiency by 100%, ensuring that dies, forging and trim presses and CNC machines are used and maintained efficiently.
2. Project managed the implementation of new equipment to reduced cleaning time form 1 hours to 30 minutes
3. Reduction of changeover set up times on forging presses from 3 hours to 20 minutes.
4. Project to create computerised inventory for die locations removing "search ' time.
5. Changed culture to create a teamwork ethic.
6. Implementation of a ISO and health and safety practices.
7. Introduced improvements to manufacturing and distribution operations, the creation of scheduling and planning systems, the procurement of raw materials, the quality control system and cost and efficiency controls.
8. Identifying company needs and recruiting staff, dealing with all aspects of man management including discipline and employee welfare.
|Years: to Present||Employer: Undisclosed||Title: Process Improvement/Project Manager||Department:||Responsibilities: An American owned Medium sized engineering and heat treatment company devoted to the repair and refurbishment of land based and flight turbine blades, specializing in the application of thermal barrier and HVOF chemical coatings for turbine blades and NGV's by immersion into dry pack Alumina powder. Continuous improvement and "six sigma" environment.
Equipment type - Vacuum, Electric Furnaces, CNC machines, Non destruct testing lines, Ultrasonics, Bead Blasting, Acid Baths.
1. Developed the first UK prototype Internal Aluminising system, 12 of which were commissioned by Rolls Royce PLC for their new *44M manufacturing facility.
2. Designed and implemented new platinum plating systems to plate to uniform 3 micron, designed non destruct testing line, also approved and used by Rolls Royce PLC in their new facility.
3. Design of new tooling which allowed for a 30% increase in productivity and reduced turnaround time from 2 days to 1 day, for the Westinghouse group.
4. Implementation of ultrasonic cleaning systems, which reduced turbine blade cleaning time from 90 minutes to 7 minutes.
5. Designed a positive pressure controlled clean room.
6. Design (no welded joints, no threads), develop, purchase or manufacture new heat resistant stainless steel or chrome alloy tooling for development and prototype products. Liaison with outside suppliers and subcontractors: negotiated reduced tooling costs by 12%.
7. Responsible for the Health and Safety and Risk Assessments on site and full control and authority to purchase or manufacture any item deemed to be required.
|Years||Country / Region||Summary|
|Years: 1977 to 1978||Country / Region: Iran||Summary: Worked in a Hospital records department|
|Years: 2002 to 2010||Country / Region: New Zealand||Summary: Emigrated to NZ some 8 years ago|
|English||Expert is from the UK|
Fields of Expertise
analysis, build-to-order, continuous flow manufacturing, daily work quality improvement, ergonomics, Gantt chart, human factors, human factors engineering, industrial engineering, industrial engineering setup time, industrial engineering setup time reduction, just-in-time inventory, lean manufacturing, line balancing, machine, manpower, manufacturing productivity, master standard data, measurement error analysis, measurement process, measurement standard, measurement unit, Methods-Time Management, performance evaluation, process assessment, production process, productivity improvement, productivity measurement, productivity measurement (quantity), quantity, schedule, studying, time estimation, time measurement, time measurement standard, time measurement unit, time-and-motion study, work load, work measurement (quantity), work sampling, work-flow layout, product variety optimization, allocation modeling, team building, incentive compensation plan, learning curve, chronological, manufacturing cost control, manufacturing cost analysis, operation analysis, lead time, motivation, defect control, Hazard and Operability study, just-in-time software, focused factory, timer, corrective action, work, capability study, logistics management computer system, manufacturing resource planning, flexible manufacturing system, feasibility study, employment, product optimization, manufacturing control, plan, workplace environment engineering, capacity planning, kanban, industrial benchmarking, group technology, flexible manufacturing, ergonometrics, business process re-engineering, manufacturing automation