Project Manager to T Ltd, managing the completion of £8M project to replace 8 autoclaves used in aerated block plant at the Alfreton Works, with minimum disruption to the production process. Acting as the Client’s representative to ensure that the main contractor (Fairport Engineering) and their subcontractors completed the installation to the agreed standards in compliance with CDM Regulations and Tarmac’s strict Safety, Health and Environmental Policy. Ensure operational and maintenance staff trained prior to handover. Produce necessary Risk Assessments and safe Working Procedures prior to handover. Ensure safe commissioning and start-up of the plant. Identify and purchase recommended spares, produce scheduled maintenance schemes.

Management of complete project to provide an additional powder silo for cement works at Tarmac (£360,000).

Interim Project Manager to I M C Ltd, managing relocation of their entire operations from Deeside and Watford to a single site at Wrexham. Project planning, layout design, contract allocation, risk assessments and work permits, supervision of contract and direct labour. This move included relocating sheet metal punching and folding, welding, cleaning, assembly, a washing and powder coating plant, the machine shop (both CNC and man operated), warehousing and administration. The building was modified as required, including office refurbishment and a new 20,000 sq ft extension built. Equipment and safety systems were updated where required. Dilapidation repairs were made to the rented premises at Deeside prior to return to the owners. The position also involved the setting up or renegotiation of all the facilities contracts including building and equipment maintenance, utilities, office and toilet cleaning; normal, special and valuable waste disposal,

Interim Project Manager to NLtd, managing relocation of Injection Moulding Machines from Betz, Colchester to Nypro, Wrexham, including relocation and commissioning of machinery and provision of services including power, chilled water and cooling water.

Interim Project Manager to Imperial Machine Company Ltd, managing relocation of their entire operations from Deeside and Watford to a single site at Wrexham. Project planning, layout design, contract allocation, risk assessments and work permits, supervision of contract and direct labour. This move included relocating sheet metal punching and folding, welding, cleaning, assembly, a washing and powder coating plant, the machine shop (both CNC and man operated), warehousing and administration. The building was modified as required, including office refurbishment and a new 20,000 sq ft extension built. Equipment and safety systems were updated where required. Dilapidation repairs were made to the rented premises at Deeside prior to return to the owners. The position also involved the setting up or renegotiation of all the facilities contracts including building and equipment maintenance, utilities, office and toilet cleaning; normal, special and valuable waste disposal.

Interim Project Manager to Nypro(UK)Ltd, managing relocation of Injection Moulding Machines from Betz, Colchester to Nypro, Wrexham, including relocation and commissioning of machinery and provision of services including power, chilled water and cooling water.

De La Rue is the largest security-printing specialist in the world, producing banknotes, postal and fiscal stamps, passports, driving licences and numerous other security products for the world market. The site at Bolton specialises in printing threads used as security features in bank notes and high value products such as Microsoft software. The role is to provide all engineering services on site, including support to the new product development team.

Key Achievements:

Designed and manufactured Very Large Bobbin. Specified, and project managed new type of bobbin winding machine to enable winding thread on to Very Large Bobbins, trebling time between bobbin changes at the paper machine, resulting in waste reduction at the (internal) customer site.

Introduced TPM through setting up OEE measures, scheduled maintenance, operator checks and regular improvement meetings involving both operators and maintenance personnel.

Introduced safe systems of work, including contractor inductions, permit to work systems and lock off procedures.

Modified mechanical line shaft print machine to electronic line shaft, and integrated rotary screen printer into existing gravure press, improved registration systems to enable De La Rue to manufacture new products, winning about £2M of new business.

Identified training needs of maintenance and production teams and organised appropriate courses.

Pilkington Special Glass Ltd manufacture glass for nuclear and x-ray shielding, solar panels for satellites such as the international space station, optical glass used in cameras and glass used in ophthalmic and sunglasses. The role was to provide all engineering services on site.

Key Achievements:

Managed a culture change away from traditional blocks to progress through a leadership style, which motivates, devolves responsibility, and encourages planning and team working.

Introduced a planning and review programme for the rebuilding of 3 or 4 melting furnaces per year, including plant shutdown planning, and minor improvements.

Managed engineering function in 2 sites 30 miles apart.

Managed new Lehr computer control system, enabling closer tolerance on the annealing process in line with market requirements.

Improved manufacturing efficiency of glass processing facility by 30% through a program of equipment refurbishment resulting in improved plant reliability.

Reduced energy usage by replacing old water-cooled compressors with air-cooled energy efficient compressors and used warm air to heat mixing room. Obtained 80% rebate on the climate change levy equivalent to £80K p.a.

SCA is one of the largest paper manufacturers in Europe, and manufactured own label toilet tissue and kitchen rolls at their site near Chester. SCA subsequently went on to purchase the Prudhoe site from Kimberly Clark in 1997.
The role was to provide all non-production services to the site, including engineering maintenance and development, buildings and site services, stores, and engineering purchasing.

Key Achievements:

Led a £4M project for the provision of a new tissue converting line, including palletisation and a new warehouse from CAPX justification through to commissioning.

Audited quality systems for the company as a whole, and managed the engineering QA function, obtaining ISO9000 and IIP each within one year.

Reduced electrical costs by £15,000 p.a. by negotiating electrical contracts and improving power factor correction.

As site safety officer, ensured implementation of Health and Safety Regulations and fostered safety awareness at all levels.

Kimberly Clark is the largest tissue manufacturer in the world. At their Prudhoe site, Kimberly Clark manufactured their range of Kleenex products including the through dried Velvet toilet tissue.

Key Achievements:

Continuously improved plant and equipment and provided technical support and training to production and maintenance personnel.

Replacement of pneumatic control with computer control on a 100,000 t/a paper machine. Programmed the Honeywell TDC 3000 system. Efficiency improvement of 10% was achieved through improved quality control and reduced raw materials wastage.

Design, installation and commissioning of an automated robot truck system, together with a computerised stock control system. Saving on 10 FLT drivers (2 per shift), reduction in product damage, improved stock location.

AECI, South Africa, at the time, was 40% owned by ICI. In 1977, AECO built a new £400M PVC process, involving 6 sites – Services, Chlorine, Carbide, Acetylene, VCM, and PVC.

Key Achievements

Performed hazard study of plant, predicted reliability of equipment, produced equipment testing instructions and schedules to ensure acceptable risk.

Recruited, trained and managed department of 12, designed and procured workshops and test equipment, assisted in the commissioning of the plant. The chlorine plant started on time to budget. Won safety award.

Improved reliability of PVC plant (increased uptime by 17%) by improving reliability of computer control system and identifying and resolving power supply problems. Reduced call-ins from 32 per month to 2 per month.

Designed and procured safety interlocks and shut down systems for Polyethylene plant, set up instrumentation maintenance department, commissioned plant to target, similar to chlorine plant only on a larger scale.

A&AEE is part of the Ministry of Defence, responsible for testing military aircraft and equipment against their specification.

Key Achievements:

Operated and maintained the only full size EMP facility (50Kv/Metre pulse with a rise time of 10 nanoseconds) capable of radiating complete aircraft (outside of USA and USSR).