Summary

Work experience

• Operations Manager

  Busch Vacuum Solutions

  2024.02-Current

  (2 years)

  • Responsible for site coverage in the absence of the MD ensuring safety, quality and customer focus is maintained, upholding business expectations and ensuring the correct standards and culture is present at all times. • Responsible for the process & methodology, in the form of tooling & instructions to machine, build, test, paint & final finish liquid ring Vacuum pumps & compressors using LEAN Six Sigma methodologies. To enable conforming product delivery to known routings & cycle times. • Global supplier visits working closely to improve quality, on time delivery & costs via negotiations. Project managing suppliers & key stake holders by offering solutions and frequent on-site visits (India, Switzerland, Germany Etc). • Key member within the EHS team leading ISO9001 & ISO14001 is adhered too and maintained to ensure compliance and retain accreditation. • Proactively react to direct customer issues and bottlenecks using LEAN Six Sigma methodologies where OTD or quality could be compromised, working closely with the production, logistics, purchasing and engineering departments. • Accountable for CAPEX expenditure and strategy for manufacturing investments and solutions which included the installation of x2 1m CNC machines. • Accountable for the launch, implementation & training of a new product within the facility increasing capacity & turnover by 22%, creating opportunity for a more sustainable order book. • Ensuring critical business activities are minimised, such as identifying & negotiating with Subcon suppliers where bottlenecks or only one internal routing is available.
• Production Manager

  Busch Vacuum Solutions

  2022.10-2024.02

  (a year)

  • Directed a team of 40+ employees, over 3 shifts with 7 direct reports. Overseeing the integration of Lean Manufacturing principles and Planning methods which improved processing efficiency by 20%. • Implemented a tiered accountability structure resulting in a 15% reduction in operational downtime and a 65% increase in corrective actions and root causes analysis, to prevent re-occurrence. • Negotiated with vendors for equipment & tool cost saving, achieving a 10% cost saving on machinery investment for high-precision manufacturing. • Developed an analytics-driven scheduling system optimising machine utilization, leading to a 30% increase in output capacity. • Orchestrated staff training programs & recruitment, that enhanced skill levels, adaptability, and engagement. Reducing human error in production by 26%. • Non-destructive testing was implemented on-site, resulting in a 4% reduction in annual costs spent on external contractors. Leading to an increase in quotation win rate ratio, competitive pricing, and targeting new market segments.
• Operations manager

  Calder Industrial Materials

  2021.10-2022.10

  (a year)

  • Accountable for Operations, Planning, Manufacturing Engineering, Purchasing & Maintenance. Consisting of 6 direct reports and their associated teams, totalling 92 employees over 2 sites. With a focus on process and culture change, supplying to multiple blue-chip customers in the nuclear, pharmaceutical, defence & aerospace sectors. • Optimised the quotation process, improving pricing accuracy and lead time estimation from 1 week to 48 hours, this increasing win rates and sales. • Achieved a 15% reduction in operational downtime by restructuring the maintenance department into proactive and reactive teams, providing 24-hour coverage across two sites. • Transformed operational structure, fostering clear communication channels and defined responsibilities, enhancing team progression and development reducing staff turnover by 33%. Introduced daily Quality Clinic sessions, training team members in effective root cause analysis, resulting in reduced non-conformance reports by 40%. • Implemented a centralised purchasing function, eliminating shopfloor spending and ensuring cost control and quality monitoring, increasing cashflow and reducing monthly expenses by £10,000+. • Oversaw Capex creation, justification, and approval processes of up to £550,000. Aligning investments with strategic objectives. • Enhanced production efficiency by 30% through increased daily targets, employee engagement and implementation of night-time operations in key areas.
• Transformation Manager

  Calder Industrial Materials

  2021.07-2021.10

  (4 months)

  • Collaborating with the managing director, Implemented a strategic2&5year vision. With clear objectives and future state culture, outlining the accountabilities & responsibilities of the senior management team. • Implement a shopfloor management (SQPME) culture via coaching and mentoring. Established clear progression and training routes for employees, resulting in increased employee engagement and reduction in staff turnover by 20%. • Spearheaded the evolution of the H&S culture by partnering with the H&S team. Leading by example, implemented practices, processes and forums resulting in a 35% reduction in accidents within 3 months.
• Production Manager

  Busch Vacuum Solutions

  2018.01-2021.07

  (4 years)

  • Justified and implemented an internal welding facility bringing sub-contractor work in- house and reducing lead time, saving over £200K+ per annum. • Effectively managed quality issues, by employing various quality processes and practices such as A3, fishbone diagrams, and PMFEAs, collaborating with cross- functional teams to identify and implement corrective actions. • Collaborated with manufacturing engineers to implement a 'back to basics' program, resulting in a significant reduction of scrap from 36,000 ppm to 8,000 ppm (less than0.5%) within 18 months.
• Machine Shop Team Leader

  Busch Vacuum Solutions

  2016.01-2018.01

  (2 years)

  • Managed operations across 3 shifts while partnering with manufacturing engineers and quality experts to refine existing processes and develop innovative procedures, driving continuous enhancement of operational efficiency. • Facilitated the professional development of team members through the creation of tailored training plans and performance appraisals, fostering upskilling initiatives.
• Logistics Team Leader

  Busch Vacuum Solutions

  2015.01-2016.01

  (a year)

  • Spearheaded the implementation of a 'goods inward inspection' process, establishing stringent standards and collaborating with the quality department to execute sample and 100% inspection checks, resulting in a significant reduction of non-conforming parts reaching production. • Monitored stock levels using 'FIFO' methodology and coordinated timely alternative solutions in case of supplier issues or shortages. • Accountable for creating and ensuring the timely delivery of schedules, maintaining 100% quality parts output across three shifts. ACHIEVEMENTS Implemented Quality Methodology Initiative Collaborated with manufacturing engineers to implement a 'back to basics' program, resulting in a significant reduction of scrap from 36,000 ppm to 8,000 ppm (less than0.5%) within 18 months. Optimised Production Scheduling Enhanced production efficiency by 30% through increased daily targets, employee engagement and implementation of night-time operations in key areas. Substantial Cost Savings Implemented a centralised purchasing function, reducing manufacturing spending and ensuring cost control and monitoring inflation, increasing cash flow and reducing monthly expenses by £10,000+. Employee Retainment Implemented a shopfloor management (SQPME) culture via coaching and mentoring approach. Established clear progression and training routes for employees, resulting in increased employee engagement and reduction in staff turnover by 20%. Personal Development Own and run my owner property Buy-To-Let portfolio, as a side hobby for my future self and children.

Educational experience

• Edge Hill University

  Master of Business administration

  2022.09-2023.05

  (9 months)

  MBA
• Staffordshire University

  Bachelor of Mechanical engineering (withhonours)

  2019.09-2021.07

  (2 years)

  BEng

Languages