Process Centric Manager
Royal Mail Group Plc
Total years of experience :20 years, 3 Months
Identified bottlenecks in process by working closely with mail supplier e.g. ”presentation issues of mail ” performance 3K/hr/machine increased when operators interchanged to know root causes of machine
Discovered skills gap of operators, creating know-how and developing an improved lens for performing better through counselling aligned with best practices and “theory Z approach” in a difficult migratory period
Achievements
1. Safety Pillar Lead for Weekend Shift
2. Led and developed Work Place Organisation pillar to national auditors in first 2 audits and achieved 2 points
3. Coached sought after team leader for the Intelligent Letter Sorting Machine (ILSM)
4. Developed high performing diverse team through focused motivation, potential and key relationship
5. Improved Overall Equipment Effectiveness - 36% to 51%; Automation Utilisation - 40% to 60%
Achievements - Bronze WCM Award
1. Project governance of Mail Flow Analysis / Value Stream Mapping of model work areas
2. Reduction of 50% of parcel lead time by creating smooth and efficient flow through Internal Logistics
3. Improved 3M (Muda, Muri and Mura)analysis tool for the national team that resulted improvement of Items Per Work Hour IPWH - 30% efficiency
4. Coordinated Logistics and Work Place Organisation Pillar deployment plan in model areas - Savings of over £15K p.a.
5. Savings of over £35K p.a. in Pre Segregated work area of the plant with project closure documentation
6. Developed Machine Ergonomics Plan in ILSM work area for Autonomous Maintenance Pillar - A sustainable result of 20% efficiency
1. Delivered communication plan of the delivery method integrated revision to over 60 front line senior staff and engaged them by listening to their needs with tailored information. e.g. Brought pride back in the job, higher morale through Big Picture and Modern Indoor Work Methods
2. Bringing the unit for a revision flight through Business As Usual process and Activity Checklist plan
3. Building relation with Commercial Workers Union leaders by inviting them to all dialogues with key notes documentation for avoiding any conflicts. e.g. Ramp construction, Parking space issues in Yard, Duty options, Early finish, Traffic measurement
4. Identified least involved staff (perceived Behaviours ) by different strategies and resolved employee engagement issues by having a 1-1, huddles, through right facilitators for one consistent message
1. Identified potential savings of 12 FT Duties (£250K p.a.)
2. Improved performance of unit within 1 month that was 8 weeks behind schedule for revision
3. Ensured good governance plan of activities, checklist plan against cost, time scale, quality, risks and benefits
4. Identification of steering group in unit and synchronizing business vision from a sceptical thoughts unit to
5. Cooperation and diffused conflicts among groups
Performance tracked at West/South West London (W6, W7 and SW11) units through the application of System Readiness Tool for 100% flight path to revision
Lead, trained and motivated A - Plus Champions to skilfully detect common flaws in delivery processes at West/South West London (W6, W7, SW2, SW4 and SW18) units
Achievements
1. Application of PRINCE 2 methodologies to a live environment with customer focused 6 phase process
2. Tracked performance using MS Project 2007, Risk and Issues Log, Conference Call Reporting, Gantt Chart
3. Resolved an Industrial Action in Hammersmith W6 unit Stage 1&2 disagreement
4. Forecasted savings of approximately 80K p.a. (4FTE headcount reduction/BSI efficiency of 99.8%) for W6
5. Identified non profitable time of nearly £6500p.a. during walk observation at West Kensington W14 unit
Provided support to WCM Lead South East with horizontal expansion from processing and developing a basic platform after Taunton unit difficult experience and lost customer trust in general public needed a pivotal catalyst and I worked as a main enabler to the change.
Achievements
1. Short listed nomination for Chairman’s best colleague award 2010 for engaging and basic route map
2. Built basic platform for world class performance by working together in a non supportive environment
3. Designed a lean layout for better workplace organisation saving £1618 p.a. of non value added time
4. Trained Work Place coach in 5S and unit through continuous motivation and engaging people
5. Introduced new way of working through which 50 % reduction in Ergonomics, 263 min of NVA time daily in handling packets, saving of £954 in work area that become national standard for Indoor Work Method
6. Self assessed frequent audits to maintain high standards in model work areas.
Provided support to World Class Manufacturing (WCM) team in multiple projects by ensuring that critical operational responsibilities were understood, conducted, supervised and completed with the up most diligence. The goal was to enable the pillar leads to achieve the initial bronze award for excellence in performance under Professor Yamashina’s (President of World Class Manufacturing Association) guidance in Phase 1 pilot site
1. Achievements
2. Continuous Improvement (CI) Pillar facilitator saving work area £12K p.a. in bag opening work area
3. Enabled Regional Quality Services Integrity (Q&SI) Lead to introduce Quality Control (QC) Pillar in one work area saving approx. £9K p.a. by sharing personal knowledge gained from CI Pillar
4. Prepared presentation slides, Pillar Activity Board and Model Work Area standardisation for QC Pillar within tight deadline for 2 points in 1st national audit of Phase 1 pilot sites
5. Worked in collaboration with People Development Pillar/Work Place Organisation Pillar to devise new strategies for an improved skill set used to identify non value added activities with in plant and radar
6. Completed a 6 months Voluntary Industrial Work Placement as part of MSc degree requirement using industrial engineering techniques from which practical knowledge was gained that formed the basis of my thesis ‘Operational Excellence in Handling Business Mail through Delivered Traffic Re-engineering (DTR) work area - Kaizen approach”
I have started as a basic entry level at Royal Mail Group where I have worked in all shifts and coordinated team as a team leader at certain areas, identified cost centres for the shifts and identified highest value of leakage of hours against work load. Improved capacity planning and helped shift managers to improve their work plan and supplier customer relations.
1. Involved in producing and analyzing year end financial accounts
2. Liaising with the company's auditors
3. Helping to produce the companies tax return
4. Involved in preparing monthly management accounts
5. Assisting in bank reconciliations
Have, flourished in a reputable position within the civil service of Pakistan. Chief responsibilities involved the following; administering a workforce of 50+ to transform staff into well trained, vastly knowledgeable assets to the organisation, cultivating strong relationships with customers through SAP CRM (Customer Relationship Manager) software application, pivotal in growing referral-based business in addition to driving revenue and championing implementation of up-to-date immigration laws. Managed System Engineer in swift centre for ensuring smooth customer transaction and all application and its corrects distribution with in quality targets and relevant KPI’s.
2010 NVQ Level II Business Improvement Techniques UK Distinction - Sponsored by Royal Mail Group for basic flight path towards business transformation of their pilot sites.
I have done a Work Placement in my field where I have been invited to Chairman Office for 1-1 feedback. I have also short listed for Chairman's Best Colleague Award Numerous Internships include working with Chartered Accountant Firms, and with Local Commercial Banks.
I have achieved my MBA with Distinction and Scholastic Honors. I have also being a MBA Group Representative of over 80 Colleagues. I have also actively participated in Not for Profit organisations. To complete my MBA, I had an exposure to work with a local commercial bank for organisational complexity and business diplomacy to achieve key performance indicators.
Local Internship with Chartered Accountant firm.
