Mr Jeffrey Nicholas Taylor`s CV Jan 2017Tell 07513205675 DOB: 29/01/63 52 Email whtalc@aol.com Birmingham B36 8QY

Lean Transformation – Business Change Manager - Continuous Improvement Manager

Drive Dramatic Cost Savings Improvements Across Manufacturing & Transactional, Value Stream`s“Have Tremendous Drive, Passion, and Enthusiasm in the Pursuit of Lean Change-Business Excellence”

Champion change, builds employee effectiveness drive for Business Excellence results focus on Productivity Problem Solving & Continuous Improvement Culture

Summary Over 19 years Hands on experience in change Management and Business Transformation - covering change management including: Stakeholder Management, Organisational Training & Coaching in the Use of lean CI methodologies to review & support Process Improvement, end 2 end Business Process Management Re-engineering transformation.Work-flow, Lean-Six Sigma, & Value Stream Mapping, Current state with key stake holders Est.: value stream big picture maps, SIPOC & matrix management. Working alongside managers at macro & micro levels to targets kaizen workshops, just do it events, quick wins set up a programme of improvements to close the gap from current state to future state Lean Vision, linked to agree time frame to a lean master plan roadmap. I Jeffrey Taylor has a vast experience of applying lean process improvement techniques and methodologies Excellent data analysis and problem solving 8D techniques, A3 management reporting format.Lead lean process that deliver cost effective and efficient way through the optimisation of lean process lean thinking, technological enhancement & managing cultural change, CI cost saving projects are defined activities that improve plant Costs standard / budget for specific P&L categories Direct Labor, Indirect labor, Material, Scrap, Working towards Quality Right First Time On Time & delivery in Full metrics. Hoshin Kanri a process to align communication & execute strategy by focusing on breakthrough objectivesSupport development and maintenance of standards, d ocumentation and methodologies for process Knowledge of processes and procedures across a range of business functions simplify and remove complexity From the ways of working. Operating along-side key stakeholders to realign business requirements

Key Skills Knowledge & ExperienceHave vast experience gained by working alongside Toyota Production System (TPS) Nissan UK, Jaguar Land Rover, Honda BMW, Unipart as first tier supplier, worked at Hozelock, Siemens, Lockheed Martin, Eaton & Holophane UK as Lean Development Manager & Zodiac Aerospace Having the benefit of worked across large lean organisation in different cultures across Germany Spain Mexico & USA Have proven capability of planning running, facilitating kaizen workshops (Six -Sigma) across multi-disciplined teams; bring business benefit, reduce lead time, improved productivity inventory reductions etc. Travelled the lean journey walked the walk, well versed in business process improvement tools & methodologies, across operational & transactional processes, removing non-value processes, (Muda) improving information flow, good use of SIPOC linking processes so reducing costs, improving productivity increasing margins. On my lean journey have developed Lean Road Maps, link lean and Operational Excellence for operational directors, have designed & re-engineering transformation projects in line with Customer Culture & Cost change strategies. Have experience deploying and developing Lean into green field programmes, aware of pitfalls and road blocks for a new deployment, have experience underpinning Lean across multisite Will transform the performance and profit of your organisations by coaching training, senior executives line manager’s stakeholders & staff across all functional such as Marketing, Engineering, and Manufacturing, Operations, Finance, Supply-chain improvement, Delivery Real Profitable Growth in the same structured disciplined way moving from GOOD TO GREATDeveloped and supported department transactional improvement projects, Increasing production & office output, reducing order backlogs increasing on time delivery involvement & Improvement of employee performance, increase right first time percentages, closing existing process gaps, while working towards value streams metrics, always customer facing.

Will sustain what we have implemented by the deployment of Business process improvements tools & techniques such as standard work used & practice over last 19 years.

At Corporate level Review of Company Level Performance Measures KPI`S Support weekly site CI saving roadmap action plan Lead Value Stream Mapping as Is State, Current Ideal State & Future State Events VSM events focused on improving Capacity P Fiscal Big Picture Map At Global / Business Unit & Process Levels Est. SIPOC & Matrix Management Focused On Company Objectives Vision Policy Development Hoshin Kanri Vision

To Build & Sustainable Completive Advantage, I.E. Customer Satisfaction, Economical Performance, Growth, People Development, Lean Road Map KPI`S Monthly Lean Site Assessment focused on Leadership & Tactics performance

Middle Management Linked Into Closing the Gap across all processes.BELOW ARE MANY LEAN TOOL THAT MIDDLE MANAGERS MUST USE DAILY IN ANY PROCESS TRANSFORMATION

THE CULTURE CHANGE LEAN AWARENESS START WITH UNDERSTANDING CURRENT STATE PROCESS Daily Gemba walk / management, SQCDP cell performance boards Cellular Pilot areas Greenfield site, kaizen workshops, 5`s, Std-work, one-piece-flow, Fool proofing poke-yoke. TPM,

Takt-time, strong on Visual Management, Andon’s, KPI`s metrics Management, Lost & down time Analysis, the use of cost to drive improvements JIT & Point of use Kanban, just get dirty, just do it, Automation, SMED, the 7 quality tools & data analysis, Right first time, Material & information flow, FIFO, OEE ABC Inventory cost reduction, Focus factories concept, Parallel line & flexible manning pilot site manning system, Office & Cellular & plant layout

Lead the supply chain continuous improvement projects, worked with suppliers to ensure quality, schedule adherence, cost reductions, improved payment terms.

Project management, 8D Problem resolution, 5`ys, 3P`s, D/PFMEA, SQCDP metric, 3 tier reporting, Lean Accounting, Box scores,

Experience of Applying Lean Six Sigma Tools, Outside of a Manufacturing Environment

Have applied many lean Transactional projects, customer facing improvements across supporting functions Such as:Customer Service, New Products Development, Test house, Sales, Accounts payable, Purchasing Supply Chain

Redesign and optimise processes, creating positive customer outcomes Apply problem solving skills and root cause analysis techniques to provide true recurrence prevention

Have Mentored relationships with senior project stakeholders in the development of lean best practices Applied Business process re-engineering Experience lean six sigma methodology to meet the Voice of Customer while improving Process Efficiency by performance management Onboarding Strategy the Important Tool for Attracting and Retaining TalentExplaining along the journey the need for change not only benefiting the business, but also within department & personal development, working on the Mind sets and Behaviours working on the culture of your business, standard work standard day in line with understanding of the customer SIPOC.

My aim is to improve, simplify and re-engineer processes to make sure the we have customer focused and contributing to improved efficiency & revenue. To provide the oversight function for tracking the impact of the continuous improvements benefits against operational metrics working alongside finance and Resource to confirm savings, the how that affect quality cost delivery right first time KPI metrics

Career History Time Line

March 2016 joined Stechford moulding’s as lean manager / move project manager Work alongside company directors to move existing site to new location planning re June- currently. Recovering from long term illness

Aug –JUNE 15 IAC International Automotive Components Elmdon as Continuous Improvement Manager site of over 400 Staff key roles the development of all staff to meet corporate IAC lean standard across site. Plant measured monthly within lean zone & plant audit’s. Worked closely with JLR development team I support weekly site CI saving roadmap action plans, target for 2015 over $ 5millon dollars Saving Across operations. CI cost saving projects are defined activities that improve plant Costs standard / Budget for specific P&L categories Direct Labor, Indirect labor, Material, Scrap. Reporting to both plant manager & European lean group manager, I sat on the IAC management team June -Aug 14 Mayflex Birmingham as Continuous Improvement Manager (Contract) Sept- May 14 Zodiac Aerospace Camberley site Lean Leader composite manufacture Oct - Aug 13 Dennis Eagle Lean Consultant (Contract) June - Sept 12 Hammond as senior Lean Business & Continuous Improvement consultant Nov - June 12 SAS Automotive system at Land Rover Solihull Lean engineer (Contract)

Feb - Nov 11 Countax Ltd part of the Aries group as Lean Value Stream Manager Nov 10 Oxford Instruments as senior Process Engineer (Contract)July 10 to Oct Precision Polymer Engineering Continuous Improvement Engineer (Contract)

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Octt-07-Jan 10 Holophane Europe Milton Keynes Lean Development Manager SEP-07 Lockheed Martin UK as Manufacturing Lean change agent Sept-06 Eaton fluid connectors as Production Engineer (Contract) 2005 Hozelock Ltd as Lean Production Engineer 1994 - 2005 Siemens UK Lean Process Improvement Engineer

Three Examples of key achievements

EXAMPLE 1 Customer Services 30% RFT Kaizen Project 2009 While At Holophane- Six Sigma Project None production Change programme transforming business processes around their customer requirements, delivering efficient and effective processes which add value throughout the customer journey. Have deliver and implement comprehensive process transformation delivering efficiency savings & experience to ensure customer retention.Working alongside the customer service team I asked about department % Right First Time Pass Rate

Team did not know own performance figures, no visual Management & therefore no focus on root cause ORimpacting on lead time & cost`s with customer dissatisfaction,Until the kaizen event, during pre-event team worked from really life example of not right first time to est. average cost £230 per order. Results Two stage improvements raised RFT to 75% from 30% within 11 wks. Sustained 95% RFT over the next 48 wks. Two key benefits soft cost saving over £250k per year and a department 20% productivity improvement.

EXAMPLE 2 BMW Mini Fuel Sender Project Team Case Study While At Siemens 2004 Six- Sigma Project2004 Siemens Corporate Worldwide Business Excellence, Process Improvement Category Award From over 800 teams across Siemens worldwideSupplying kuteac 1st tier supplier to BMW MINI fuel sender process improvement project turning a failing production line into then the most productive Siemens production cell outside of china using lean principles Adding value and greatly improving right first time assembly process.Start of project 3 shifts with 67 operators to produce only 42`000 unitsResults Increased productivity by 56% Reduce scrap & defects by17% A Reduction of 50% in footprint 40% manning reduction Labour cost saving of £384,000 reduced operators down to 19 from 67 on one shift Unit of 250`000 per year

Example 3 Sept 07 To Jan 10 Lean Development Manager - Holophane Europe Totally transformed old tidy production floor into world class production areaReduce production shop floor area by over 60%Established Change management, business transformation & staff training plans Set Department (Bto’s) Breakthrough & (Aip’s) Annual improvement priorities & targets to improve (TTI) objectives Set up department SIPOC supplier inputs process output customer matrix. Closing departmentally gaps by linking department KPI`s. Round table department’s top 5 barriers to change alignment of middle managers goals & objectives Over 30 project kaizen workshops. Set up transactional office kaizen eventsEstablished production stand work & 5`s process & sustained by monthly audits Provide competency as leader change agent established SME Green belt teamsDaily management and performance tracking etc. Demonstrates ability to transform value stream mapping events into really improvements & savingsProvide technical and operational support across the company.Lead the development of supply chain continuous improvement projects Worked with suppliers to ensure quality, schedule adherence, cost reductions, improved payment terms and warranty periodsDevelop key metrics and service level initiatives to improve customer satisfactionIdentify and manage supply chain risks to the businessEnsure that the purchasing team execute the MRP demands to meet the production requirements Monitor and ensure the accuracy of inventory levels throughout the organisationMinimise stock holding and improve stock outsProvide leadership, guidance and development of staff

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Extensive knowledge of business analysis with the ability to advise the business on the available standards, methods, specific tools, applicationsResponsible for updating shared lean ABS Web site, with kaizen report outs statusEstablished First focus factory value stream structure ahead of plan & first Kanban point of use eventAttended kaizen events in Mexico & USA

Training Career History 2013 Simpler Business System A3 Transformation Plan of Care2009 Attended 1 week kaizen event in Mexico to improve failing late pass due production cell2007 ABS 3 week Lean boot camp training in Georgia Atlanta USA by Georgia Institute of Technology2007 Lockheed Martin Six-Sigma Green Belt Accreditation2005 Value Stream Mapping If Industrial Forum Trained, mapping flow of materials & Information 2004 Siemens Corporate Worldwide Business Excellence Process Improvement category 3rd prize award From Over 800 teams & UK Business Excellence Awards Winners 2003 Process Improvement.2000 Completed PMI 500 Series Process Improvement- Root cause countermeasure resolution 3-week Six Sigma Green Belt course2000 Land Rover Lean Kaizen manufacturing project Lean key processes importance of waste Muda Identification & Elimination Introduction to flexible manpower lines2000 5`s Training & Standard work combination tables1994 Completed the famous Nissan Try-Z one-week workshop

Overview of Training & Assessment Motivation studies training HNC Engineering NEB`S supervisory managements Nissan Try Z supplier development training Toyota TPS training at Toyota Derby Value Analysis / Value Engineering events Fool proofing poka-yoke methods & PFMEA training PMI 500 Series Process Improvement Training Six Sigma Green Belt Course & Accreditation Lockheed Martin achieved Lean Six Sigma Green Belt Accreditation 3 week Lean boot camp training in Georgia Atlanta USA by Georgia Institute of Technology Myers-Briggs types indicator test I came out as E N T J Value stream mapping Industrial Forum Trained. Strategy Deployment Matrix Management Process

Trained in the use of Predictive Index ® (PI ® ) assessment tool 201

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Personal Skills Tremendous Drive, Passion, Enthusiasm & Persistence in the Pursuit of Change

Able to show & establish Vision of future State, while working alongside process owners in the current state to achieve the culture step change switch between big picture thinking and the small detail. Pragmatism

Extremely hands on, love kaizen workshops will work closely with team leader’s mangers & senior management. Strong engagement skills, along with the ability to influence stakeholders with strong views facilitate workshops that generate solutions and gain buy in

Able to build key relationships, Lead & leadership from the front, enormous drive & passion in motivating co-workers in Continuous Improvement activities. Six Sigma Accreditation problem solver can set & evaluate CI improvement targets while working towards root cause countermeasure A3 8d resolution, good use of 7 quality tools Understand common & special cause process variation.

Document every step change, before & after photos showing the benefits & Improvements at every stage. Business Analyst work with current dater. Information is one of your most valuable business assets. Effective

management and interpretation of data can set your organization apart. Able to make the right decisions quickly

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to gain competitive edge. The ability to self-start Strong customer focus and corporate awareness Define key objectives future state, identify success factors, and comprehend constraints

Able to use soft people skills to engage change helping employees to adjust & understand that we all have customers & suppliers but also understand change the people or change the people principle Mention, coach, facilitation, Influencing stakeholders during cultural change process.

Developing people Individual Potential Respect every individual - meeting motivating & behaviours needs Act as a role model champion change, builds employee effectiveness drive for Business Excellence results focus on

1. Productivity 2. Problem Solving & 3. Continuous Improvement

Identify constraints within the manufacturing areas due to inefficient, outdated processes and equipment and utilise the latest technology to remove these constraints within the cost framework of the business

To implement continuous improvement techniques and tools to deliver bottom line savings to the business, including TPM, 6S, Kaizen and Six Sigma.

Facilitate the introduction of new products and processes in to the business ensuring continuity of supply to the customer.

Identify inefficiencies utilising OEE techniques and remove these to ensure efficient recovery of labour hours using optimal manning levels.

To optimise the utilisation of resources so that business targets are met or exceeded and constraints within the business end 2 end are removed.

To set departmental targets and KPIs that fully support the achievement of the SQCDP targets, namely: To be responsible for operational departmental performance against Key Performance Indicators (KPIs) and

targets, monitoring progress regularly and ensuring realistic recovery plans are adhered to in order to address areas of underperformance.

Employment History Aug 2014 IAC International Automotive Components Elmdon as Continuous Improvement Manager site of over 400 Staff key roles the development of all staff to meet corporate IAC lean standard across site. Plant measured monthly within lean zone & plant audit’s. Worked closely with JLR development team I support weekly site CI saving roadmap action plans, target for 2015 over $ 5millon dollars Saving Across site operations. CI cost saving projects are defined activities that improve plant Costs standard / Budget for specific P&L categories Direct Labor, Indirect labor, Material, Scrap Reporting to both plant manager & European lean group manager, I sit on the management team June -Aug 14 Mayflex Birmingham as Continuous Improvement Manager (Contract)

Zodiac Aerospace Composite Lean Leader Part of Management Team at Camberley• Working alongside site operational director & European lean leader to align Camberley site to corporate blue

print across 3uk site’s • Set up four manufacturing pilot area, worked with senior manager’s & corporate leaders

Responsible for Running Three High level VSM events focus on improve business lead time reduce cost & improve OTIF delivery & quality performance kpi`s (New products introduction, design & aftermarket)

• Introduced first assembly flow line into production, worked alongside managers to establish A3 reporting • Metrics to support Hoshin Kanri a process to align communication & execute strategy by focusing on

department breakthrough objective, Undertook month plant assessment & improvement programmes • facilitator of Lean Framework to all levels - Senior Management to Shop-floor• Supporting CI strategies and daily management of Camberley BU and Aftermarket organisation• Engage leadership team and facilitate• Strategic Improvement Plan• BU Master Plan worked on three tier daily production weekly management & monthly directors SQCDP boards

• Through Management Review, manage improvement • Daily Management• Annual Breakthrough Objectives

• Familiarise with corporate lean objectives and build roadmap for Leadership Tactics FY14• Create and deploy BU training programme;

• ZEST methodology (LEAN Basics, A3/8D Thinking, Problem Solving)• LEAN Green Belt accreditation programme

Integrating Continuous Improvement ideas as part of the process. Ensuring projects are integrated with other business activities, improvement projects, and the

business strategy.

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• Responsibility for Managing the Company Assessment Cadence, including Monthly and quarterly updates and liaison in Divisional Company forums

Oct 12 Aug -13 @Dennis Eagle as a Lean ConsultantCreating a lean road map & lean training platforms, running continuous improvement workshops. Phase 1 quality first lean awareness platforms lean awareness training platform phase + quality first awareness = 100% of staff within 6 months. Set up lean team to focus on the 3c`s Culture Customer & Cost setting up first lean control / war room, Right First Time Lean Business System VSM & Kaizen Events Department Current & Future state Maps–Gemba Walks Visual Management–KPI`S worked with Simpler Business System A3 Transformation & LEAD.

Nov 2011 SAS Automotive LAND ROVER Solihull (Contract) Lean Process Engineer JIT/JIS Clear focus on lean logistic sequence parts to SAS & LAND ROVER introduced future state map. Set up production & Distribution warehouse, reduced existing warehouse footprint by over a third.

Feb 2011 Countax Ltd part of the Aries group in Oxford as Lean Value Stream Manager Providing leadership and direction in the attainment of strategic deployment goals Responsible for fabrication process, steel punching lasers welding folding & machine shop. Material replenishment material flow the aim to build as kits of one, working to establish product supermarkets.

Building to replenish Daily manage 6 team leaders up to 50 staff, manufacturing quality, continuous improvement across all operations

from push to pull, within fabrication meeting the needs of internal customer Established standard team leader’s standard day process & three tier team leader meetings Setting goals, monitor progress ensure accountability for individual & team members. Accountable for key value stream metrics are met & Safety Quality Cost Productivity Delivery 6S

Nov 10 Oxford Instruments as senior process engineer (Contract) Responsible for the continuous improvements of the Cryogenic monitoring systems (Cryogen Dilution

Refrigerators) Goal to capture & CTQs (Critical to Quality) process Introduce first production FMEA Process Failure Modes and Effects Analysis on the Dilution unit, Process summary reviewed by the oxford instruments management team. Looked at existing controls & future process controls example Mistake-Proofing (Poka Yoke) Process SPC, CTQ

across manufacturing, Introduce data capture on key process Working alongside production manager listed a number of DOE designs of experiments Developed five-year lean transformation road maps for operational directors Applied Problem solved tools & standardise leaking indium seal improved right first time pass %

July to Oct 10 Senior Continuous Improvement Engineer - Precision Polymer Engineering Ltd (Contract)Polymer testing mechanical and physical properties of polymer and plastic materials and products

Worked alongside directors to establish first company Strategy Deployment matrix management Process Setting Department (BTO’s) Breakthrough objectives 3-5 yeas plan & (AIP’s) Annual improvement priorities &

Targets to Improve (TTI) objectives Closing departmental gaps by linking KPI`s Conducted Gemba walks & value stream mapping events within the new products development process

Lean Development Manager (Holophane Europe Milton Keynes) Trained, coached & facilitated lean best practices principle tools and methods across the whole company In Milton

Keynes a 116 year old lighting Company without any lean CI exposure. Introduces daily production weekly management & monthly SQCDP kpi`s Working & Training Across Spain, Mexico & USA Acuity Sites, to achieve the goal of Better Before Bigger Accountable for the proactive development of the Acuity Business System (TPS) using all the lean tools, such as

value stream mapping, kaizen, 5`s, 5 y, 3p`s standard work Visual management & Gemba walks. Establishing Kpi`s close loop system. Established Production point of use Kanban One Piece Flow Establishing first focus factory with planner buyer concept. Driving lean leadership throughout the company Using Acuity brands Lean tool box Cross-functional culture change that minimise employee resistance and maximise employee engagement.

OCT -06 JOINED LOCKHEED MARTIN UK AS LEAN MANUFACTURING ENGINNER

As Improvement engineer within the manufacturing departmentGained Six Sigma Green Bet Accreditation. Defence vetting agency clearances.

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Process improvement role working with composites processes, improving RFT on a major defence project within composite assembly at a cost saving of £25`00 per unit. Part of lean project team that introduced first cable harness production cell.

1994 - 2005 LEAN PROCESS IMPROVEMENT ENG - SIEMENS UK2004 Corporate Worldwide Business Excellence, Process Improvement Category Award

From over 800 teams across Siemens worldwide Produces fuel systems, instrument packs, wash systems and cockpit systems for customers such as Land Rover,

MG Rover, BMW Jaguar, and Nissan UK Toyota UK & Honda etc. Worked at all levels, from shop floor operator, team leader, logistics, and new production introduction &

production engineer roles lean process improvement engineer. Key strength line re-balancing & re-engineering of processes, working alongside operators & office staff to

removing non-value processes, reducing cost’s improving value added. Set up & ran Value Analysis / Value Engineering events

Thank you

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