Troy Norcross

 Sourcing cost effective suppliers.
 Quality control and audit.
 Specification, shop drawing and prototype review.
 Logistics & coordination.
 Project management.
 Assisting in Oracle computer system implementation.
 Supplier relationships and agreements.
 Vendor management.

Selected Achievements

 Successful completion of the following projects:-
 St Regis Saadiyat Island resort. AED 2, 766m
 Eastern Mangrove hotel and Spa. AED 1, 987m
 The Westin golf resort and Spa. AED 670m
 Qasr Al Sarab desert resort. AED 1, 799m
 Saadiyat Beach golf club. AED 417m
 Sir Bani Yas Island conference facility, water sports and equestrian centre.
 Abu Dhabi golf club refurbishment. AED 32m
 Head office refurbishment.
 Street of Dreams show villas. AED 15m
 Monte Carlo beach club. AED 123m
 Manarat Al Saadiyat exhibition centre. AED 446m
 Various staff and construction worker accommodations.
 CIPS Middle East - Most Improved Purchasing Operation - Step Change.
 Successfully completed - George Washington University School of Business - Managing Projects.

Tetrad Associates UK, 1981 - 2009. Tetrad are a £20 million turn over furniture manufacturer and importer employing 400 staff.
Factory / Production manager 2000 - 2009
➢ Responsible for up to 60 employees.
➢ Implementing lean manufacturing.
➢ Health and safety.
➢ Quality systems.
➢ Payment schemes.
➢ Assisting in SAP computer system implementation.
➢ Interviewing and disciplining staff.

Selected Achievements
➢ New customer orders outstripped production capacity by 30%. Designed new production facility, planned and implemented layout for 100 production, office, stores and warehousing staff. Resulting in factory being ready on time and within budget enabling new customer orders to go out on time.
➢ Diagnosed need to improve efficiency. Organised training for two Supervisors and mentored them to NVQ level two Business - Improvement techniques. Enabling roll out of lean manufacturing techniques across entire business within one year increasing efficiency and maximising employee output.
➢ Examined cost of labour and recognised need to reduce it. Developed simplified bonus system by co-ordinated leading hands, trainers and time and study engineers to re-engineer and re-time top 10 products. Resulting in production lines being balanced, reducing training time by 50% and increasing output by 20%.
➢ Business expanding requiring greater staffing levels on same factory footprint. Led implementation of first company lean section Including new layout, methodologies and systems and coached all staff in lean techniques. Section Produced 50% of total output with only 40% of total company production staff.
➢ Staff constantly running out of essential store items. Reorganised store systems using internal and external Kanbans, traffic light systems and twin bins. Reducing stock levels by 50% and stocktaking from once a month to once a year and ensuring all items required are in the right place at the right time.

Production supervisor 1991 - 2000
➢ Responsible for up to 30 employees.
➢ Keeping WCLS computer system up to date.

Selected Achievements
➢ Reviewed factory adherence to systems and cleanliness. Launched factory audits, administering weekly housekeeping and compliance and monthly health and safety audits. Results improved in first 2 months from 40% to 85% reducing workplace accidents by 25%.
➢ Increase in in-house cutting required due to change in model type. Headed team in upgrading hide and fabric section from portable cutting devices to cnc machines. Increased productivity by 40% in hide and 30% in fabric sections ensuring complete orders where ready on time.

PREVIOUS EMPLOYMENT HISTORY

➢ Team Leader 1989 -1991

Wood machinist 1985 to 1989

➢ Apprentice wood machinist 1981 to 1985.