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Paul Heslin
,
Newark, United Kingdom
Experience
Other titles
Skills
I'm offering
Markets
United Kingdom
Language
English
Fluently
Ready for
My experience
2019 - 2019
freelance
Transformation Consultant
AirTanker.
(Consultant LMUK)
Transforming the method A and C checks are planned and executed with base and line at Brize Norton.
Focus on parts and tooling, utilising PFEP and return logistics to reduce the cost of core returns.
Aug- 2019 - Suspended May 2020 due to Covid
Transforming the method A and C checks are planned and executed with base and line at Brize Norton.
Focus on parts and tooling, utilising PFEP and return logistics to reduce the cost of core returns.
Aug- 2019 - Suspended May 2020 due to Covid
C, Transformation
2018 - 2019
freelance
Continuous Improvement Consultant
TIMET PCC Group.
(Consultant LMUK)
Working back in manufacturing with a focus on plant safety PHA's across Melt & Forge, reinvigorating the CI programme, training & coaching the new team, Establish SQCDP daily huddles - OEE - FMEA.
July 2018 - Aug 2019
Working back in manufacturing with a focus on plant safety PHA's across Melt & Forge, reinvigorating the CI programme, training & coaching the new team, Establish SQCDP daily huddles - OEE - FMEA.
July 2018 - Aug 2019
Coaching, Training, Continuous improvement, Safety
2018 - 2018
freelance
Business Improvement Manager - Dynniq UK (Consultant LMUK)
unknown.
Working with the COO and senior management team on a full transformation within the business, defining the new policy and procedures that ultimately lead the creation of a centralised operations base with all key departments linked to lockal hubs via a matrix organisation, establishing a programme management framework to deliver on the groups policy of a centralised management structure utilising Huddles / communication cells to transfer information through the organisation, developing procedures / Std work and metrics to drive a 50% improvement within the planning and work prep stages,
March 2018 - July 2018
March 2018 - July 2018
Operations, Management, Transformation, Organization, Framework, Manager
2017 - 2018
freelance
Transformation Project Manager - Severn Trent Water (Consultant LMUK)
Six Sigma.
Worked with the ftse 100 on the WIUQ Program leading the project on policy creation and alignment linked through to Standardised work within the Infra R&M group to drive transformation improvements aligned with the WIUQ Programme to achieve target ODI's (Outcome delivery incentives)
Supported in the creation of the new model office this was a centralised approached to enable STW to achieve upper quartile performance.
April 2017 - March - 2018
Six Sigma / Lean Consultant - BAE Systems USK Classified. (Consultant LMUK) Supporting a World Class ftse 100 company to achieve Industry leading results utilising DOE to improve the manufacturing process, training the team in root cause problem and the use of Communication Hubs. Coaching the senior management team and driving Policy creation and policy deployment using Hoshin Kanri methods within the plant
Supported in the creation of the new model office this was a centralised approached to enable STW to achieve upper quartile performance.
April 2017 - March - 2018
Six Sigma / Lean Consultant - BAE Systems USK Classified. (Consultant LMUK) Supporting a World Class ftse 100 company to achieve Industry leading results utilising DOE to improve the manufacturing process, training the team in root cause problem and the use of Communication Hubs. Coaching the senior management team and driving Policy creation and policy deployment using Hoshin Kanri methods within the plant
Project Manager, Coaching, Deployment, Training, R, Lean, Management, Six Sigma, Transformation, Office, Sigma, Manager
2017 - 2017
freelance
Lean Management Consultant
O2 Telefonica.
- Smart Metering Program (Consultant LMUK)
O2 Slough ftse 100 - Working within the Operational Excellence program - Main Focus was within the Contact Center working with Senior managers within Change Management & Incident Management Teams to uterlise technology in line with regulatory requirements to achieve regulatory targets , Analysing data derived from the remedy system to highlight areas to focus improvement, mapping of the process, establishing process indicators and coaching teams on performance management and problem solving & supporting the CI transformation to the new way of working.
O2 Slough ftse 100 - Working within the Operational Excellence program - Main Focus was within the Contact Center working with Senior managers within Change Management & Incident Management Teams to uterlise technology in line with regulatory requirements to achieve regulatory targets , Analysing data derived from the remedy system to highlight areas to focus improvement, mapping of the process, establishing process indicators and coaching teams on performance management and problem solving & supporting the CI transformation to the new way of working.
Change management, Coaching, Performance Management, Lean, Management, Technology, Remedy, Operational Excellence, Transformation, Incident Management, Management Consultant, Regulatory, Contact center
2016 - 2017
freelance
Lean Management Consultant - Unipart Expert Practices
BMW Plant Oxford.
(Associate Consultant LMUK)
BMW Plant Oxford - Line Balancing the body in white assembly line for all Mini variants, training and coaching the BMW VPS team on Heijunka - Kan-ban - SOP - work combination charts to improve takt adherence and remove inline QA checks and reworks.
National Grid - ETAM (Electrical Transmission & Maintenance) PMC (Pipe maintenance Center Gas) Transactional / Operational Performance Excellence Support / Coaching both senior managers and Pex Champions. Establish team hubs at 14 sites, trained over 200 staff on basic lean tools. Trained 3 Performance Excellence Managers to continue the transformation within grid after we left, achieved over £20m validated savings and improved plant & equipment routine maintenance to 100% (was >65%), developed and introduced a IT based virtual Hub so site staff could be involved in daily / weekly hub meetings from remote locations via iPads / iPhones.
BMW Plant Oxford - Line Balancing the body in white assembly line for all Mini variants, training and coaching the BMW VPS team on Heijunka - Kan-ban - SOP - work combination charts to improve takt adherence and remove inline QA checks and reworks.
National Grid - ETAM (Electrical Transmission & Maintenance) PMC (Pipe maintenance Center Gas) Transactional / Operational Performance Excellence Support / Coaching both senior managers and Pex Champions. Establish team hubs at 14 sites, trained over 200 staff on basic lean tools. Trained 3 Performance Excellence Managers to continue the transformation within grid after we left, achieved over £20m validated savings and improved plant & equipment routine maintenance to 100% (was >65%), developed and introduced a IT based virtual Hub so site staff could be involved in daily / weekly hub meetings from remote locations via iPads / iPhones.
Coaching, Training, Lean, Management, QA, It, Transformation, Support, Management Consultant, Basic
2014 - 2016
freelance
Lean Management Consultant - KM&T Knowledge Management & Transfer (Associate Consultant)
Gas Distribution Strategic Partnership.
Balfour Beatty - National Grid - Gas Distribution Strategic Partnership (GDSP) Transactional / Operational support. Working within the business to deliver changes to improve processes and current ways of working, eliminating fines and risks to the customer. Personally led the creation of a visual management system to track the plan vs actual of all sub contract and DLO gangs that allowed the business to exceed the target for pipe replacement.
Lean, Management, Support, Management Consultant, Processes, LED
2014 - 2014
freelance
Lean Management Consultant
Rolls Royce NNPPI.
(Consultant LMUK)
Working with one of the Worlds Leading companies delivering the RRPS (Rolls-Royce Production System) Gain & Maintain activities, New plant start up activities, implymented OEE & TPM. Within the NNPPI Security Cleared to Classified Atomic level for this role. SC/CA Highest Civilian Level.
Working with one of the Worlds Leading companies delivering the RRPS (Rolls-Royce Production System) Gain & Maintain activities, New plant start up activities, implymented OEE & TPM. Within the NNPPI Security Cleared to Classified Atomic level for this role. SC/CA Highest Civilian Level.
Lean, Management, Security, Management Consultant, Production, UP
2013 - 2014
freelance
Lean / Quality Consultant
unknown.
Severn Trent Water (Consultant LMUK)
Supporting the waste water commercial team working with the contract partners to deliver value added activities through short interval control and quality initatives. Identified opportunities within the current process for managing the commercial partners and developed the policy and procedures that transformed the business to drive productivity and cost improvements throughout the supply chain.
Supporting the waste water commercial team working with the contract partners to deliver value added activities through short interval control and quality initatives. Identified opportunities within the current process for managing the commercial partners and developed the policy and procedures that transformed the business to drive productivity and cost improvements throughout the supply chain.
Lean
2013 - 2013
freelance
SQA Consultant - Webasto Systems (Consultant LMUK)
Advanced Lean.
Automotive Tier 1 supplier, Working with the supply base to reverse the Customer concern escalation process - Supporting purchasing to drive improvements focusing on Quality and delivery. Developed a supplier score card based on JLR requirements, coached 3 main suppliers on the use of FMEA, PPAP, APQP and cascaded this through the supply chain as a best practice. Auditing key suppliers to TS 16949 & VDA6 requirements.
2012 - 2013
freelance
Lean Consultant
Hydro Systems Ltd.
(Consultant) Aerospace -
Introduce Lean manufacturing into the company, deliver strategy supported by training using kaizen events to embed the principles & culture. Objectives to improve delivery performance into Rolls Royce (D2 score) improve quality within the supply chain and support a 20% price reduction with no impact on profitability. Also leading the RCPS process to improve the companies Quality performance & allow it to exit the Rolls-Royce Red Flag status. Developed the logistics warehouse goods in inspection and goods out deliver process in the new Derby site supporting Rolls Royce engine build.
Introduce Lean manufacturing into the company, deliver strategy supported by training using kaizen events to embed the principles & culture. Objectives to improve delivery performance into Rolls Royce (D2 score) improve quality within the supply chain and support a 20% price reduction with no impact on profitability. Also leading the RCPS process to improve the companies Quality performance & allow it to exit the Rolls-Royce Red Flag status. Developed the logistics warehouse goods in inspection and goods out deliver process in the new Derby site supporting Rolls Royce engine build.
Training, Lean, Lean Manufacturing, It, Support, Kaizen, Derby
2012 - 2012
job
Director of Business Improvement & Quality (UK and Ireland)
Sun Chemical Ltd.
(Interim Position) Chemical / Printing Inks -
Established & developed along with the rest of the senior management team the business policy and the systems processes and procedures to achieve both customer requirements and all legislation relating to the chemical & food industry. Developed both the quality & business improvement teams. Implemented various sustainment tools. Achieved the corporate goal on the bench marking copy plus initiative. Established an electronic business dashboard covering customer focused KPI's along with QCD measures, managed my team of direct reports, regional Quality Managers and a team of Lean/Sigma Black Belts. Delivered a program of QC to QA resulting in the removal of Inspection Labs and bringing quality into the process using FMEA, Control Plans, STD Work and awareness training. Introduced MSA into the UK organisation.
Established & developed along with the rest of the senior management team the business policy and the systems processes and procedures to achieve both customer requirements and all legislation relating to the chemical & food industry. Developed both the quality & business improvement teams. Implemented various sustainment tools. Achieved the corporate goal on the bench marking copy plus initiative. Established an electronic business dashboard covering customer focused KPI's along with QCD measures, managed my team of direct reports, regional Quality Managers and a team of Lean/Sigma Black Belts. Delivered a program of QC to QA resulting in the removal of Inspection Labs and bringing quality into the process using FMEA, Control Plans, STD Work and awareness training. Introduced MSA into the UK organisation.
Training, REST, Lean, Management, QA, KPI, Organization, QC, Interim, Processes, Sigma
2010 - 2012
job
Technical Manager (Quality/Lean/Engineering)
Turbine Surface Technologies Ltd.
(Interim Consultant LMUK)
Rolls Royce / Chromalloy Joint venture Aerospace Components -
Rolls Royce / Chromalloy Joint venture Aerospace Components -
Lean, Engineering, Interim, Manager
2007 - 2008
job
European Continuous Improvements/Quality Manager
Commercial vehicle, Aerospace.
July 2007 - December 2008
Trained, coached, mentored and monitored the implementation of the Parker way (Lean Business system based on Toyota production system) within the Grantham & Boras sites. Introduced PFEP Plan for every part resulting in zero stock outs and inventory reduction of 50%, Introduced SPC on the machine lines improving quality and OEE. Removed all FLT's from the manufacturing area resulting in safety improvements in terms of near miss reporting.
European Continuous Improvements/Quality Manager - MARKEM Technologies Ltd
Electro Mechanical Assemblies, Design, Service, Toll Manufacture -
Worked with Simpler Consultants on the development of the company policy - Markem Way both within the company and through the supply base. Lead the BPO VSM that lead to the move from the UK to Sro for the assembly of our printers. Established JIT plants within the local business park. Worked with suppliers on DFM, DFSS.
Facilitated Hoshin kanri & VSM events to generate projects and kaizen events. Reduced inventory by over 60% and improved LT from 60 days to less than 10 increasing delivery performance to >98% (from 80%) Responsible for the Audit Team that maintained all customer required standards along with legislation relating to electronic manufacturing WEEE etc. Facilitated the Hire to Retire HR process transformation,
Established the European distribution hub and the same day next day supply of 95% of parts inc the return logistic process, Also the Marketing collateral and sales development process, along with many other covering Call center, purchasing strategy, customer service, design and development etc..
Trained, coached, mentored and monitored the implementation of the Parker way (Lean Business system based on Toyota production system) within the Grantham & Boras sites. Introduced PFEP Plan for every part resulting in zero stock outs and inventory reduction of 50%, Introduced SPC on the machine lines improving quality and OEE. Removed all FLT's from the manufacturing area resulting in safety improvements in terms of near miss reporting.
European Continuous Improvements/Quality Manager - MARKEM Technologies Ltd
Electro Mechanical Assemblies, Design, Service, Toll Manufacture -
Worked with Simpler Consultants on the development of the company policy - Markem Way both within the company and through the supply base. Lead the BPO VSM that lead to the move from the UK to Sro for the assembly of our printers. Established JIT plants within the local business park. Worked with suppliers on DFM, DFSS.
Facilitated Hoshin kanri & VSM events to generate projects and kaizen events. Reduced inventory by over 60% and improved LT from 60 days to less than 10 increasing delivery performance to >98% (from 80%) Responsible for the Audit Team that maintained all customer required standards along with legislation relating to electronic manufacturing WEEE etc. Facilitated the Hire to Retire HR process transformation,
Established the European distribution hub and the same day next day supply of 95% of parts inc the return logistic process, Also the Marketing collateral and sales development process, along with many other covering Call center, purchasing strategy, customer service, design and development etc..
Implementation, Manager, Kaizen, Audit, Production, Development, Call Center, Safety, Sales development, Transformation, Marketing, Printers, Less, Service, Sales, Customer service, Lean, Audit, Design
2004 - 2007
job
Lean Manufacturing Manager/SQA Manager
CLF Technologies Ltd.
Lean, Lean Manufacturing, Manager
2002 - 2004
job
Senior Quality Engineer
Filtrauto UK Ltd.
Exhaust Manufacturers - October 2002 - June 2004
Established a lean culture within the company. Co-ordinated a training program covering lean & sigma tools and leading the change, firstly by selecting Kaizen Leaders & teams to work within their own areas and then supporting other areas to look for waste and ways to remove it, by using value stream and VVS mapping, then the rest of the Lean / sigma tools. We completely changed the culture within the company from one of push/batch build to true pull flow cells. One Director from BMW stated, "It was the best transformation he had seen in his 25 years". Changing the Quality culture/functions from one of inspection by other, to being part of everyone's role and building quality in. Introduced KPI's into all departments and established a Business Operating System that allowed us to achieve the TS16949 Standard. Established an NVQ training program for all personnel within the company, using ASSA training and learning. Managed various projects through to Job 1 stages. Our Customers included AML, Ford, Lotus, Jaguar, BMW, Rover, Spyker, Marcos, TVR, Bentley and RR.
Senior Quality Engineer - Filtrauto UK Ltd
Filtration Manufacturer -
Standards obtained ISO9001/QS/VDA6.1 & EAQF, TS 16949:2002 The sixth company to gain this accreditation within the UK. Responsible for Internal and environmental audits - managed FMEA teams, generated control plans, work instructions and training, NPI, ISIR, SPC, capability studies, process improvements and continuous improvements to reduce IPPM and CPPM, 8D reporting and CCAR. I worked closely with the customer on NPI projects during R&D and DFMEA stages.
Established a lean culture within the company. Co-ordinated a training program covering lean & sigma tools and leading the change, firstly by selecting Kaizen Leaders & teams to work within their own areas and then supporting other areas to look for waste and ways to remove it, by using value stream and VVS mapping, then the rest of the Lean / sigma tools. We completely changed the culture within the company from one of push/batch build to true pull flow cells. One Director from BMW stated, "It was the best transformation he had seen in his 25 years". Changing the Quality culture/functions from one of inspection by other, to being part of everyone's role and building quality in. Introduced KPI's into all departments and established a Business Operating System that allowed us to achieve the TS16949 Standard. Established an NVQ training program for all personnel within the company, using ASSA training and learning. Managed various projects through to Job 1 stages. Our Customers included AML, Ford, Lotus, Jaguar, BMW, Rover, Spyker, Marcos, TVR, Bentley and RR.
Senior Quality Engineer - Filtrauto UK Ltd
Filtration Manufacturer -
Standards obtained ISO9001/QS/VDA6.1 & EAQF, TS 16949:2002 The sixth company to gain this accreditation within the UK. Responsible for Internal and environmental audits - managed FMEA teams, generated control plans, work instructions and training, NPI, ISIR, SPC, capability studies, process improvements and continuous improvements to reduce IPPM and CPPM, 8D reporting and CCAR. I worked closely with the customer on NPI projects during R&D and DFMEA stages.
Training, R, REST, Lean, It, Transformation, KPI, Npi, Kaizen, Sigma
2001 - 2002
job
Senior Quality Engineer / Auditor
Johnson Controls Automotive UK Ltd.
Automotive Seating -
As Senior Engineer responsible for the Toyota Cells and controlling the Audit teams across all shifts, attended management and business unit meetings to discuss and feedback on all types of issues. updating and reporting on all quality measurable including IPPM/CPPM and RPPM figures, QA Tools utilized FMEA, PPAP, APQP, 8D, 5s, Kaizen PCDA. First point of call for Toyota UK for all Quality / build issues we worked very closely with customers and suppliers and visited them on a weekly basis to discuss any aspects as regards product supply. Raising all SMRR/NCP documentation.
As Senior Engineer responsible for the Toyota Cells and controlling the Audit teams across all shifts, attended management and business unit meetings to discuss and feedback on all types of issues. updating and reporting on all quality measurable including IPPM/CPPM and RPPM figures, QA Tools utilized FMEA, PPAP, APQP, 8D, 5s, Kaizen PCDA. First point of call for Toyota UK for all Quality / build issues we worked very closely with customers and suppliers and visited them on a weekly basis to discuss any aspects as regards product supply. Raising all SMRR/NCP documentation.
Audit, Management, Controlling, QA, Audit, Kaizen
2000 - 2001
job
Group Leader
(Toyota Division) - Dura Automotive.
Pedal box assemblies -
Dura Automotive formerly Adwest Driver Systems supply brake, clutch and accelerator pedal box assemblies to all major car companies. Dura is a tier one supplier. Managed the eight Toyota cells delivering directly into Toyota UK and achieved 100% on time if full delivery by implementing TPS / lean tools into the area, prior to this the company had stopped the line multiple times at Toyota and incurred substantial fines.
Dura Automotive formerly Adwest Driver Systems supply brake, clutch and accelerator pedal box assemblies to all major car companies. Dura is a tier one supplier. Managed the eight Toyota cells delivering directly into Toyota UK and achieved 100% on time if full delivery by implementing TPS / lean tools into the area, prior to this the company had stopped the line multiple times at Toyota and incurred substantial fines.
Lean
1993 - 1999
job
Operations Manager -Greet
engineering Ltd.
Commercial Vehicle Spares - Trailer spares Worked my way up from a bench fitter to running the Airbrake remanufacturing department and the machine shop, we supplied over 200 motor factors and maintenance facilities with parts required to maintain the HGV fleet, this evolved ensuring we had all the core parts and service kits to maintain supply to our customers, managing a team of 40 machinist / fitters.
Sept 1984 - October 1993
Sept 1984 - October 1993
Operations, Operations manager, Service, Manager, UP
My education
2000
-
2002
West Notts College
Certification, N/a
Certification, N/a
1992
-
1993
West Notts College
N/a, Information Technology
N/a, Information Technology
1982
-
1984
City AND Guilds
N/a, Automotive engineering
N/a, Automotive engineering
1981
-
1982
Newark Technical College
N/a, Maths, English Language/Literature, Sociology (Minor in Automotive Engineering)
N/a, Maths, English Language/Literature, Sociology (Minor in Automotive Engineering)
1976
-
1981
n/a
HighSchoolOrEquivalent, KT Project Management
HighSchoolOrEquivalent, KT Project Management
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