Project Manager at Lean Coaching Ltd
|Recommendations||2 people have recommended Kevin|
Join LinkedIn & access Kevin's full profile
Experienced Lean coach with 18+ years experiance gained at Toyota Motor Manufacturing from Member to Manager level in both Maintenance and Production areas. Left Toyota in 2010 and have used the experience gained through coaching assignments at major blue chip companies such as Novo Nordisk, Hospira and Daimler. Project roles have been:- implementation of shop floor management, behaviour change for Plant managers, Directors and managers as well as cost down activity such as process reduction.
Specialties - Project management, Leadership, team building, Organisational development, Automotive, Pharmaceutical practices, Skills development, Management coaching, Change management, All lean Tools, Maintenance.
Supported back to basics approach in Visualization, Process confirmation and problem solving whilst developing and following bespoke development plans for Director and 5 managers. Target for behaviour and Knowledge was to achieve a score of 75%. Results for Knowledge was 78%, representing a 24% improvement and for behaviour 75% which equaled 31% improvement
To develop skills and behaviours two sub projects were run, these were Batch Changeover reduction and TPM implementation. These two projects combined were to yield 21 days. For Batch change Over the plan was to improve overall time to complete, standardized approach through standardized work and Job Element Sheet introduction - Results were a total yield of 18 days against 2013 actual = 24% reduction. Yamazumi, Role cards and draft element sheets now in place.
At project end, TPM implementation has just started. First wave of the plan was to confirm the 6 types of maintenance and ensure correct timings exist - in particular for scheduled maintenance. This yielded 2 days return with a further 4 days requiring conformation. The long term plan was set and agreed with the site taking responsibility to complete.
Leading a 4 man team implementing a lighthouse to reduce Hours Per Unit ( HPU ), increase Quality performance ( DPU ) and develop Shop Floor Management Thinking in plant management ( sustain). The total engagement has given results of 153 process reductions against a target of 117 with a HPU reduction of 33.19, this achieved through Jishuken projects and Kaizen development. Plant DPU reduced from 37 to 15.4 through implementation of VIS, Quality gate, 3C, Standardised work and assessment. To sustain SFM installed at all levels, Leader Standard work and layered audits implemented to ensure alignment and follow. To close a blue sky and 3 year plan was developed with the client to ensure continued development.
Kevin coached 2 managers 2 supervisors and 3 expert trainees in project management around Kaizen projects and shop floor management. Results for the project were 12 process reductions v target of 7, stabilization of DPU at 1.6 v a target of 1.8 and roll out of performance centers from Manager, Supervisor and TL providing the basis for sustaining the gains achieved. Focus was providing know how coaching rather than know what through developing thinking way around common lean tools so that true behavior change was achieved.
Initially alone coaching basic Shop floor management to 1 director then from Jan to April as part of a team implementing a lighthouse to one area within Rocky Mount plant and from May leading the 4 man team in this activty, supporting Lean Manufacturing methodology and behaviour change to Plant manager, 3 Directors, 4 Managers and the shop floor. Results seen were 25% reduction in safety incidents predicted 4 for the year v 7 in 2011. FPQ stablelised at 75% v target of 80 by year end - this for local team to complete.
Performance centres, Daily Diary, Hourly count, PPS, and go look see implemented from Shop Floor to plant level.
Responsible for supporting and guiding the organisation in lean tool installation and behaviour change focussing on
Annual strategy and policy deployment
Standardised work, Yamazumi and process control
Practical problem solving using the 5 step method
KPI management using the 3 minute management technique
Layered approach to confirmation from all levels
Management control board installation
Coaching - helping people to learn rather than teaching
Creation and roll out of Maintenance manpower calculator linking volume and work load to suggest correct manning.
Completion of Section Manager development course
Creation and daily follow of Team Member development programme
Creation of shop floor Safety and Quality audit
Creation of SYT ( scratch and dent prevention ) improvement activity
Management of 95 staff responsible for maintaining plant with 95% up time
Long and short term manpower calculations based on volume requirements
Implementation of modified shift patterns to maximise efficiency resulting in 35% reduction in RTO manning and a 60% improvement in task completion
Review of Annual PPM schedule using MTBF to improve PPM effectiveness.
Daily management system installation for KPI management allowing current status to be seen at a glance and actions being taken against items below target.
Management of machine spares budgets up to £2.5 million/ year
Annual performance review and next year annual plan creation including company and own targets for Safety, People, Quality, OEE and Cost.
New Model introduction and forecast of manning requirements, spare part procurement and lead times, project trial and confirmation stages
Management of 119 staff and responsible for all aspects of daily production within a weld shop through four direct reports focusing on standardised work
Developed group management systems for daily operation and control of base KPI's, i.e., safety -quality, cost and production focusing on X condition
Safety improvement activity with creation of weekly audit system to monitor and improve performance.
Daily control of quality through group meeting targeting 99% direct run through the plant achieved daily
Cost reduction activity resulting in control at team member level and an annual saving of approximately £5000 against target
Daily operation review meetings with Maintenance and Engineering groups and production targeting 95% operation rate daily and achieved 97% average for the year
Annual plan creation for production groups for listed KPI improvements
Coaching and development course completed
Process improvement activity and efficiency improvements through reviewing and eliminating non-value added work and waste resulting in 5 process reductions for the year
New model introduction - setting trial times, manpower forecasts and process set up.
Created a succession program for high performing members to coach and guide them prior to promotional opportunities.
Developed and installed into daily business an SYT ( scratch and dent prevention ) system - Defects Per Vehicle prior to repair originally at 2 to 3 during 2007, reduced to 0.2 by july 2008.
Management of the daily activity of approximately 75 members of staff maintaining 95% operation rate
Set up of daily PPM schedule linked to breakdowns to predict failure resulting in 1% improvement in downtime
Set up of Annual PPM schedule and review resulting in 3% increase in check items and operation rate improvement 85% to 95%
Training needs analysis for the entire section team following installation of new equipment
Development of major breakdown reporting and review to support improvement in countermeasure activity resulting in zero repeat major breakdowns through 2004
Management of budgets up to £2 million
Set up 24/7 maintenance group focus on proactive maintenance and outstanding job recovery resulting in zero missed PPM items and zero outstanding jobs each week
Annual performance review and next year annual plan creation in line with current role activity
New model introduction as per current role activity
Started as Team Member covering breakdowns, PPM and kaizen work
Promoted to Team Leader responsible for setting daily schedules for members, providing training and supporting members and Group Leader as required
Promoted to Group Leader responsible for group activity in safety, quality, cost and production. Provide direct support to senior and weekly reports on group status
Toyota Skills inculding
Roll of the leader
Practical problem solving
Personal skills development
Risk assessment development
Resistance welding techniques
8 - O levels Maths, English language, English literature, Physics, Chemistry, Geography, Computer studies, Metalwork design and technology
foreman/partner at west dublin contractors
Nova Scotia, Canada
Lean Consultant at KM&T
Managing Consultant at KM&T
Engineer at Toyota Motor Europe
Chief of Quality & Improvement - Rotatives Design Engineering at Rolls-Royce
Sales Representative at Miller Waste Systems
Director. Lean Progression Ltd. Writer, author "A Lean Journey".
Lean Manufacturing Consultant
Global lean leader
General Manager at Toyota Motor Manufacturing UK