SENIOR-LEVEL OPERATIONS MANAGEMENT

----------------------------------------PROFESSIONAL PROFILE----------------------------------------------------

High-performing operations-management executive with expertise in building/optimising organisational processes, measurement systems, and infrastructure to maximise business results in design, manufacturing and service operations, including engineering, aerospace, defence, manufacturing, and construction/service industries.

 Skilled strategist who transforms strategic plans into workable solutions and benchmarks performance against key operational targets/goals.

 Six Sigma Black Belt with extensive scope of responsibility, proven success, and track record of delivering optimal results in high-growth environments through initiatives that exceed operational performance targets and yield measurable outcomes:

− operational improvements. − cost reductions through improved process performance.

− reduced tactical-planning cycle time. − productivity gains.

− reduced product-development time. − revenue growth.

-----------------------------------------AREAS OF EXPERTISE------------------------------------------------------

 Operational Process  Multi-Site, Multi-Project Operations. Six Sigma Methodology:

Analysis.  Process Redesign - DMAIC.

 Strategic Planning and  Change Management  Lean Transformation process.

Leadership.  Performance Management.  Training and Leadership

 Organizational Design and  Total Quality Management. Development.

Development.  Continuous Improvement of  Problem Solving.

 Productivity and Efficiency Operational Processes/Standards.  Decision Making.

Improvement.  Cross-Functional Team Leadership.  Planning and Deployment

 Project  P&L Management. of Operational Assets.

Planning/Execution.  Revenue Goal/Growth Attainment.  Operating Infrastructure.

 Customer Satisfaction  Financial Plan Development. Negotiation, Persuasion and

Communication.

-----------------------------------PROFESSIONAL EXPERIENCE---------------------------------------

Independent Business Solutions Consultant, Ediscot Consulting, Scotland, Sept. 2004 to Present.

Business process management, Sustainable Development/Design, Structural Calculations (Building Constructions).

▪ Contracted to provide product design innovation, engineering support and manufacturing process modelling service for a start-up company involved with development of early disease detection medical devices [Applied Neuro-Diagnostics Ltd].

▪ Recruited as independent design engineering consultant and structural calculations analyst for building construction projects. [Architectural Service & Co.]

▪ Consulting and development work on renewable power systems [Nigeria Power Authority]. 

Founder/Managing Director, Ediscot Marketing & Publications Ltd, Scotland, Sept. 2004 to Present.

Privately owned e-commerce marketing and information publishing company.

▪ Identified niche market opportunity, assembled leadership and operational teams, secured capital investment and built business/financial infrastructure.

▪ Ensured business start-up, revenue growth, business P&L, and operations management.

Senior Manager, Performance Improvement, Babcock Engineering Services (BES), 1998 - 2004.

A FTSE350 defence, material handing and manufactured-to-order engineering support services company with £120M turnover.

▪ Lead and managed the introduction of business process re-engineering (BPR) project in the organisation. Improvements initiatives completed in 2003/2004 fiscal year yielded in £576K+ in soft and hard savings.

▪ Oversee 210 employees across business operations and £2.7 million budget in driving process improvements throughout the organisation, as well as improving operating performance of running newly formed P&L business units.

▪ Integrated new processes into engineered-product and manufacturing business unit that resulted in winning Heathrow terminal-5 manufacturing contracted that generated £5.8M income in 2004.

▪ Co-championed the corporate strategic initiative for creating 6 autonomous business units to revitalise revenue growth due to declining defence contracts.

▪ Deployed Six Sigma DMAIC method while leading high-level, cross-functional teams of directors and senior managers in two mission-critical process-redesign projects, resulting in:

- 27 percent improvement in design capability for - 37 percent reduction in R&D costs.

non-defence engineering contracts. - 20 percent reduction in failed critical path

- 60 percent improvement in staff retention. system parts/components.

▪ Orchestrated six project teams into action learning sets in improving business processes and ensuring optimum performance.

▪ Shared responsibility for project replacing a legacy IT system (CM - Control Manufacture system) with a web-enabled system (IFS - Industrial and Financial System). A 3-year £8.5M project.

▪ Provided ongoing operational process analysis, mitigated "scope creep", communicated project status, and identified and resolved operational issues and constraints.

▪ Successfully aligned business planning and contract variation processes with performance improvement and business risk-management activities.

▪ Saved £7.8 million annually by reducing fixed spending 11 percent and variable overhead spending 18 percent through effective utilisation of operating resources and cost improvement initiatives.

▪ Managed project resources, progress, completion timeframes, and budget while exceeding key operational performance targets, with results that include:

- 40 percent reduction in design rework. - 18 percent increase in coalface production.

- 150 percent increase in marine refit output. - 15 percent increase in manufacture output.

- 13 percent reduction in sickness & absence. - 43 percent reduction in surplus materials.

Head of Product Design Innovation, DERA (Aerospace Division), Farnborough, 1994 to 1998.

Britain's largest independent science and technology company.

▪ Attained fast-track promotion through series of increasing responsible positions.

▪ Managed £14M R&D operating budget; developed annual budgets for testing/engineering efforts.

▪ Developed new high performance characteristics polymer bearings for aerospace applications.

▪ Lead a team of 5 members in a pioneering R&D work on high-lift, low drag for aerospace applications.

▪ Teamed with commercial division to integrate defence aerospace concept into new commercial aviation applications.

▪ Defined and prioritised annual must-do projects, introducing new products and programmes, managing division's product life-cycle efforts in optimising inventory of standards and non-stock standard parts/components/sub-assemblies.

▪ Reduced product's proofing cost (rapid prototyping) by an average of 36 percent while improving the products visual aesthetics.

Manufacturing Manager, Rolls Royce Engines (Aircraft Div), Derby 1989 to 1994

A major civil aircraft systems manufacturer.

▪ Achieved rapid increase in responsibilities through promotions.

▪ Reduced waste generation 31 percent, saving $678K in material usage by optimising manufacturing processes as well as instituting controls and accountability.

▪ Rationalised 3 manufacturing plants and 5 engineering support facilities, saving £3.7M in 3 years.

▪ Trimmed manufacturing and delivery related credits to customers from 1.04 percent to 0.5 percent of total sales in 1994 representing annual $1.9 million reduction.

▪ Implemented and managed a centralised master scheduling for all manufacturing facilities.

▪ Created Customer Satisfaction Initiative programme to identify areas of concern and implemented recommendations, significantly improving customer satisfaction.

▪ Delivered strong and sustainable operating gains: increased customer fill rate by14 percent; improved operating performance by 19 percent; reduced inventory by £5 million.

Prior Positions:

Design Engineer (1987-1989), Aircraft Maintenance Engineer (1986-1987).

--------------------------------------EDUCATION & TRAINING-------------------------------------------

▪ Master of Science in Advanced Automation and Design, Cranfield University, Bedford, 2000.

▪ Master of Engineering in Mechanical Engineering, King's College, University of London, 1994.

▪ Bachelor of Science in Aeronautical Engineering, Imperial College, University of London, 1986.

▪ Diploma in Aeronautical Engineering, Chelsea College of Aeronautics, London, 1985.

▪ Prince2 Project Management.

▪ Six-Sigma - Master Black Belt (Cincinnati Machines Inc.)

▪ Lean Manufacturing for the 21 ^st Century Practitioners.

▪ Performance Measurement for World Class Manufacturing.

▪ ISO9000:2000 Auditors' programme.

▪ Performance Measurement for World Class Manufacturing.

▪ Process and Value Stream Mapping/Management.

▪ EMAS and WEEE Directives - Effective Waste/Resource Management.

▪ Systems Administrator - Microsoft Windows XP Professional and Windows Server 2003.

▪ Institute of Leadership and Management.

-----------------------------------PROFESSIONAL AFFILIATIONS-------------------------------------

▪ Association of Business Process management Professionals (ABPMP).

▪ Business Process Management Initiative (BPMI.org)

▪ Institute of Leadership and Management. (ILM)

▪ Lean Enterprise (Lean.org)

▪ Project Management Institute.

▪ Society of Manufacturing Engineers (SME).

▪ Royal Aeronautical Society.

▪ Institution of Mechanical Engineers.

▪ Welding Institute.

▪ PhD in Design for Sustainability (part time), University of Strathclyde, Glasgow, Apr. 2003 -present.