Head Of Business Improvement & Programs
Rolls-Royce Canada
Total years of experience :27 years, 5 Months
Headhunted to establish a Canadian national PMO and implement Lean Six Sigma & change transformation management.
• Establishing the PMO, Governance Structure, Operational Readiness and Robust Project Management for all strategical and business improvement Projects.
• Lead the Engine Set Value (ESV) reduction program for the AE, TAY and BR Engine Lines, Key high impact corporate global initiatives and Local Capital Expenditure projects.
• Reduction of the cost of quality by 50% & Right First Time for the Engine lines corresponding to US$0.6M savings.
• Succsessfully improved the ESV for the AE Line by 212 hours corresponding to US$4.78M savings.
• Implementation of the lean manufacturing, six sigma principles and reliability tools within shopfloor to improve efficiencies (Production Systems, Andon, Kanban, 5S, layout, MTBF, FMEA…)
• Increased effectiveness with the coaching of Project Sponsors and Project Leaders.
• Superintending authority for 1 BI Manager, 3 BI Projects Leaders, 5 Black Belts and 31 Green Belts.
Promoted to this global role to provide strategic process planning and advice to senior management, champion culture change and continuous improvement, globally align and improve operational processes, and embed QA/HSE Policies and regulatory compliance. 12 international business operations with 48 professional staff.
• Dramatically improved QA, HSE, ERT preparedness, Risk, Control and Performance Management with focused Global Operations audits and gap analysis.
• Deployed SharePoint FPI Global real-time HSE and QA Metrics/Dashboard monitoring system, and standardized QA/HSE policies supported with a Training and Audit Scoring system. Implemented OSHA 18001, ISO9001 and 14001v2015 for 7 units, and renewed Kitemark, WRAS, NSF, FM, NSF and API certifications.
• Successfully developed and initiated an Operational Excellence strategy plan to achieve a Lean Enterprise:
- Instituted a performance management scheme for shop-floor employees linked to HSE performance, and championed and cascaded best practice across the enterprise. Instituted regulatory compliance, initiating policies and internal audits, and recruited a team of process improvement, QA and HSE specialists.
- Commenced 35 improvement projects across diverse aspects of the organization, identifying US$7.4M of forecasted savings and US$5.2M of extra revenue.
Headhunted to establish a regional PMO and implement change management across 5 underperforming locations. Authority for Operations, Business Development, Process Planning, HSEQ, Cost Estimation, P&L & Full Balance Sheet performance. Superintendent authority for 11 Senior Managers, 1900 FPI employees and 500 contractors. CAPEX budget US$14M, OPEX budget of US$227M, manufacturing 550, 000 metrics tonnes of pipes per year and handling 256 industrial and 367 municipal projects for end users in liaison with major European and Asian EPC’s.
• Recruited a high-performance team of Managers and Engineers, exceeding profit in 2015 & 2016 with a change program that transformed the structure of Manufacturing Operations, SCM, QA/HSE and QC Departments, supported by senior manager and supervisor training to Lean Tools and 6 Sigma methodology.
• Refined the changeover cycle by 50%, speed efficiency by 30%, and labor efficiency and breakdown rates, generating extra revenue of US$19.2M and US$30.1M.
• Saved US$14.5M from production & supply chain efficiencies and with an India Shared Service Centre, creating multilevel dashboard and controls via a Lean Six Sigma Improvement Program and Information Centers.
• Expertly elevated QA, HSE and Risk compliance with empowered teams to reduce incidents by 75% and improved processes with the design and deployment of Infor LN/ERP, APS, CRM and CMMS.
Secured viability following a suboptimal transition from open pit to underground mining, through cost rationalisation and productivity increases. Led Lean six sigma processes and 47 staff across 9 plants, 3 site services areas, 2 maintenance workshops, 2 mining operations and 2 distribution centers.
• Established a Project Management Office that effectively handled up to 65 projects annually, and successfully managed special projects to world-class standards, positively impacting the bottom line by US$103M.
• Revamped the HSE program and implemented the PASS concept and Take 5, with the adept implementation of Lean Tools, incisive audits and comprehensive reporting, also building capability to improve training.
• Retooled and improved operations and maintenance services for production and mine facilities management, renewed ISO 9001/14001 and OSHA18001 Standards, and managed the significant Lean Mine Operations Transformation and the Organizational Change Management initiative.
Leveraged technical expertise in IT, security, technical writing, process planning and Lean Manufacturing to improve processes for RFIs and RFPs, ensuring compliance and appropriate international certifications. 6 direct staff and a cross-functional team of >20 professionals.
• Delivered a 31% increase in revenue over 2 years with the successful implementation of ISO9001, ISO17999, BS25999 BCP/DRP, SAS70, PCIDSS, PIPEDA and C-TPAT international standards.
• Increased effectiveness with the coaching of 6 Sigma Greenbelt practitioners and embedding Lean implementation, leading to operational efficiencies and cost savings of US$1.89M.
• Initiated a digital knowledge base that reduced proposal lead-times from 3 weeks to 3 days, introduced a 6 Sigma scoring electronic system dashboard, and developed training teams and material to support quality and security applications and software.
• Recognised with the award of the Grands Prix québécois de la qualité by the Government of Quebec.
Hired as a subject area expert to lecture in Financial Advanced Statistics, Optimization and Data Processing, Process Planning and Cost Estimation, Information Technology and Information Systems, and Computerized Management Systems.
• Edited, presented and published 15 articles in prestigious forums, developed learning materials, contributed to internal seminars and collaborated effectively with stakeholders within and outside the Department.
Accomplishments:
• Manage day-to-day activities and headed a team of 4 supervisors and 16 call center agents.
• Identify, manage and resolve issues related to claims to support the call center.
• Perform client presentations for new and existing clients as well as attend client meetings as required.
• Adherence to work schedule in order to handle the call volume and contractual requirements.
• Achieving the objectives of quality, turnaround times and continuous improvement for all products.
• Develop strategies for managing calls, handle Internet services and recommend and make the necessary changes to our telephone system/information systems & strive for excellence in customer service skills, focusing on quality control and productivity.
• Develop and implement solutions, procedures and reporting systems to provide fast and reliable service to customers of Desjardins Credit Union Group for the Bonus Dollars Reward Program.
• Analyze report/surveys to efficiently improve/optimize service to customers of Bonus Dollars Reward Program of Group Desjardins and ensure the call center achieves its goal KPI and revenue.
• Respond to customer inquiries and problems providing timely and accurate information or directing inquires to Managers.
• Promote training and ensure that staff are aware of changes, new policies and procedures, Bonus Dollars Reward Program products and services as well as ensuring all systems are updated regularly with current information.
• Interview, hire and train staff call center.
• Reported to the VP Operations.
Accomplishments:
• Providing expertise in Project Management (M&A, EPC and IS Projects)
- Responsible for 1 to 10M$ mergers and acquisitions projects (organization, planning, post-merge integration, full M&A operations asset valuation, reviewing and monitoring)
- Business & Organizational transformation, change and conflict management, risk management, internal company compliance auditing.
- Responsible for 1 to 3M$ turnkey projects, New plant start-up (Full scope, concept to execution).
- ERP / Database / technology implementation and post strategical analysis, KPI dashboards, performance management and turnkey call centers technology.
• Providing expertise in Continuous Improvement - Quality Assurance - Training
- Lean Six Sigma methodologies and tools (5S, Visual Factory, Kaizen, TPM, SMED, TQM, Kanban, VSM)
- Operation & Asset Optimization (Increased Productivity, Inventory Reduction, Cycle Time Reduction, Lead Time Reduction, maintenance excellence and facility management)
- ISO standard, QMS/EHS development, managing and organizing Third Party Certification / Surveillance Audits ISO 900x/1400x, HACCP, SQF, Biosecurity, GMP, standard norms and internal procedures), Business Continuity Plans.
• Ensuring Projects and Programs are executed using agreed standards, processes and meeting the client Service Level Agreements.
• International Clients Arsenal and principal industries served includes Equipment, Cosmetics, Chemicals, Automotive, Plastics, Assembly, Agro-Food, Medical, Textile Machinery, Waste, Mining, Oil & Gas, e-commerce and governments.
Accomplishments:
• Improving quality control at the incoming department (Radiofrequencies components and raw material such Headers, Caps, Chips) for satellites, aerospace, radars and mobiles.
• Implemented a new automated and programmable control technology « QC4000 » a dual-monitor configuration connected to multi-sensor measuring system that includes video and touch probes. This fully automated system obtains, stores, manages and distributes precision measurement data directly from the lab or the shop floor.
• Applied TQM and Statistical Process Control.
• Generating automated Quality Control Cards, advanced statistics and interpretation.
• Programmed a Visual Basic interface between the QC4000 system and Microsoft Access Database.
• Training employees to the QC 4000 system.
• Raw material critical measurements, Equipment calibration, Root cause analysis and solution proposal.
• Experience with white rooms.
Accomplishments:
• Coordinates quality control program designed to ensure continuous production/service consistent with established standards.
• Lead the development and analysis of statistical data and specifications to determine present standards and establish proposed quality and reliability expectancy.
• Formulates and maintains quality control objectives, and coordinates objectives with production procedures in cooperation with other managers to maximize quality and reliability and to minimize costs.
• Developed and implemented methods and procedures for monitoring maintenance work activities, such as preparation of records of expenditures, progress reports, etc., in order to inform management of current status of maintenance work activities.
• Accountable for setting schedules for preventative maintenance. Worked with site teams to develop best practices for maintenance.