Profile

· A dynamic, loyal, enthusiast with a broad range of excellent experience in production and manufacturing environments in a range of industries.

· Dependable and dynamic leader with focused people skills

· Achievement orientated

· Excellent professional manager, communicator and influencer

· Managing change programme and business culture specialist

· Whole product-life manager

· MRPII and Total Quality and IiP Programme Manager

Experience

October 2003 to date

Formed NSL Business Services Ltd as a general business consultancy.

'' Supporting businesses to achieve real bottom line benefits''.

February 07 to date - undertaken several short-term consultative and advisory roles with a few local businesses and working on a product solution development for small businesses.

June 06 to February 07 - Re-commenced Project Management with Windsave to assist in a personnel resource crisis. Upgraded Technical File and rolled out test site data-logging campaign, focusing on key technical issues, then assistance given in market launch.

April 06 to May 06 - Temporary stand-in Operations Manager at Associated Metals Stainless ; covering factory management and returning business to consistent profitability, organising shop floor (5 Ss) and addressing resources.

December 06 - 3 day contract assisting a Leadership Training Specialist in a Total Quality briefing for key QA personnel at GSK, Barnard Castle.

May 04 to March 06 - Rolling contract with Windsave Ltd as Technical / Project Manager.

Taking new product to market as grass roots business development. Primary role to get Technical File structured and the product through conformity assessment programme.

General business management advice and supply chain integration, c/w quality management basic practices and key process definition. Leader of small proactive team, and stimulating all aspects of business development whilst balancing initiative against control. Strong development presence in customer and supplier linkages.

Built relationships with leading agencies and set up sub-contract work.

Created full and specific Project Technical File.

Nov 03 to April 04 - 6 month contract to firstly Macfarlane Group Ltd. then DS Smith Packaging plc as temporary Operations Manager to allow business stabilisation through the ownership change programme.

Primary contact with both NCR and Andrews Antennas accounts.

Re-established good house-keeping standards and values and implemented recovery H&S programme.

Reviewed material handling procedures and gained accurate stock recording, with obsolete stock recommendations.

May 1991- Oct 2003 Keystone Valves (UK) Ltd (Tyco Flow Controls)

A £12m T/O, blue chip Manufacture & Assembly Operation of quality flow control equipment to volume sales (100,000 units pa). [Keystone Valves (UK) Ltd. (which at the time was an exemplar company, £30m turnover, centre of excellence) was purchased by Tyco in 1998].

Key Achievements

· 30-40% cost down of core products within 18 month target

· BS EN ISO 9001, 2000 transition completed by phased programme (18 months)

· New product introduction model rolled out with 9 model new core product range

· European Directives (Machinery, EMC, P.E.D.and ATEX) fully implemented across product families

· Internal system modules developed and implemented (engineering product release database; sample inspection reporting)

· Leader in IIP recognitions (3 times - '94, '97, '01)

· Key player in MRPII (Manufacturing Resource planning) World Class 'A' assessment ('94-'97); active at European level

· Leader in model development and new approach to New Product Introduction (NPI)

· Senior manager in forming internal 'Core Products Team' (96-97) and gaining World Class 'A' manufacturing indices and therefore accreditation

1. Dec 2002 - May 03 Operations Manager

In December 2002, the company entered a phased shut-down consultation period. Over the following months, used people and management skills to produce 4 months of full capacity, highly profitable production, followed by 3 months shut-down, and transfer of business to sister companies. As the Senior Manager on site assumed responsibility to represent both the workforce and the company, and to manage production through the company's heaviest-ever order book, as clients hedged against a downturn in availability following the transfer of production to Australia, and Europe . Personally assisted in the re-employment training initiatives for all personnel.

Additionally responsible for the detailed planning of the transfer - to encompass resources, planning, mapping of processes, etc. without interrupting the energy and rhythm of the production processes. This was a commended 'model Plant closure', however painful it was to carry out. 60% of leavers gained immediate employment.

2. 1998 - 2002- Core Business Manager and Deputy Operations Manager

Role covered directing strategies and overseeing Quality, Engineering, Materials management, Inside Sales; maximising flexibility and responsiveness in a lean team environment; leading internal Sales and Operations (S&OP) planning reviews.

Cost Reduction Manager, achieving aggressive cost down on core products by detailed specification review and low-cost global sourcing; 30-40% out in 18 months, further phases followed.

Active in developing new core product family, 9 models with multiple derivatives, and managing 'obsolescence'.

Leader in a wide range of initiatives, including - Health & Safety, environmental issues, Personnel Management/ Development and policy setting/ IiP 3 ^rd re-assessment. Facilitated 'demonstrator company' visits to the Plant.

3. 1996 -1998 - Core Products Team Manager

Refined the Manufacturing Resource Planning approach ('mrp'), and got it fully embedded into the company-wide business culture.

Re-structured internal departments to maximise synergies and shorten communication links between Inside Sales, Materials Management, and Production Control; achieved MRPIIWorld Class 'A' customer order on time deliveries at 90-95%. Set up Sales order processing and technical sales support units. Led the Oliver Wight 'World Class 'A' Manufacturing - Production and Control' assessment programme and managed the creation of the evidence portfolio against the 'ABCD checklist /scorebook'. IiP 2 ^nd and 3 ^rd assessment facilitator.

4. 1991 -1996- Quality Manager leading to Technical Services Manager

Upgraded company-wide Quality System and introduced Total Quality. Led 4 countrywide sales and distribution outlets to ISO 9002 within 18 months.

Active in re-structuring the 'UK company' into a central single location of excellence at Glasgow for all of manufacturing and sales and distribution, by fully servicing all end-user and sister company customers; rationalising locations and workforces accordingly. Upgraded Plant BS5750 pt 1 quality system to successive BS EN ISO 9001 versions. Introduced aspect of QS9000 (SPC, PPAP, etc.). Key team player, finally Project Leader for plant accreditation to Manufacturing Resource Planning (MRP II) - MRP II World Class 'A' ('97). In the European team, as deputy Training Project Manager generated all in-house training modules for MRP II Concepts, Manufacturing, Materials Handling, Sales & Marketing, Purchasing, Pilot roll-out programme, and linked procedural development, to workplace methods and practices. Led 'Train the Trainer' programme.

Led new approach to 'Quality' and aligned QC and QA with After-sales Servicing and warranty dept.

Generated new approach to training and formal coursework for in-house and external programmes; workplace-based and 'concepts'; tool & techniques. Participated actively in 'Meet the Customer' (Europe-wide), and 'Meet the Supplier' development activities. Principal in Glasgow Development Agency's 'Top Ten' Suppliers all accredited to ISO 9002 within 12 months of launch ('96) - this being a unique first time initiative on a UK-wide basis, as understood. Introduced skills matrices (and system for appraisals), which fed directly into personal training and coaching plans.

Contributed to Best Factory Award entry and Quality Scotland Manufacturing Business Award. Facilitated 'demonstrator company' visits to the Plant.

1988 - 1991 - Rank Hovis Ltd, Edinburgh

A £15m company with A' and 'B' mills producing 360 tonnes of a wide variety of flours/day supplied in bulk and bagged.

Quality Manager Instrumental in changing the company-wide philosophy of laboratory-based 'quality control' into quality assurance through HQ at Central Laboratories, Southampton. Led inputs into BS 5750 quality development programme throughout UK flour mills network. Took a far stronger process control approach and on-stream monitoring, gaining far higher levels of operator control, and consistent quality of products.

Active in technical issues in 'meet the customer' and supplier developments.

Led Total Quality campaign to end of mill closure, taking 10 appointed personnel through final training in last 2 weeks of employment; assisted in re-employment job-seeking initiatives.

1974 - 1988 - Brunton's (Musselburgh) Ltd, Musselburgh

High quality steels manufacturer with a wide scope of supply. T/O c£12m.

1. 1983 - 1988 - Quality Manager.

Managed repeated customer assessments. Converted site to BS 5750 part 1; managed chemical, metallurgical and test house teams.

2. 1980 - 1983 - Sales Office Engineer and Technical Field Support

in steel wire ropes; technical problem solving and complaint investigation in a wide variety of applications.

3. 1975-1980 - Departmental Manager (Stainless and Tool Steels)

From enquiry promising to purchasing raw material to shop floor scheduling and dispatch. Refined and developed processes to get cost-down, and introduced new methods and machine tools.

4. 1974 - 1975 Joined from University as Industrial Engineer; acid pickling

of coiled steel strip cost reduction project (saved 50%). Multi-department training in first year.

Education

1971 - 1974 Edinburgh University - BSc Engineering Science (Chemical).

1965 - 1971 Knox Academy, Haddington.

PROFESSIONAL QUALIFICATIONS

MIQA; City & Guilds [MIIM and Quality Assessor both lapsed].

Completed a wide scope of professional skills training modules. Extensive training and skills base personal record.