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jobs
Chris Cheeseman
,
Experience
Other titles
Skills
I'm offering
Markets
United Kingdom
Language
English
Fluently
Ready for
My experience
2013 - 2017
job
implementing a redesigned Lean Practitioner Yellow Belt program
BECHTEL CORPORATION.
NOV 2013 - JAN 2017 (UK)
Privately owned highly respected engineering, construction, and project management company, delivering major
international infrastructure projects. Working with Network Rail, Crossrail, Gatwick Airport Limited and Kosovo Motorway
− Increasing leadership buy-in through enhancements to the Continuous Improvement Program
− 75% reduction in redundant material, implementing a redesigned Lean Practitioner Yellow Belt program
− Delivering 'Single Line Drawing' dates by introducing last planner (collaborative planning) techniques across multiple
projects
Mobile: +447565829457 ♦ [email protected] ♦ Skype: chris_cheeseman
− Recovered a structural repair project to meet forecast dates, stabilizing delivery between Tier 1 and Tier 2 contractors
Privately owned highly respected engineering, construction, and project management company, delivering major
international infrastructure projects. Working with Network Rail, Crossrail, Gatwick Airport Limited and Kosovo Motorway
− Increasing leadership buy-in through enhancements to the Continuous Improvement Program
− 75% reduction in redundant material, implementing a redesigned Lean Practitioner Yellow Belt program
− Delivering 'Single Line Drawing' dates by introducing last planner (collaborative planning) techniques across multiple
projects
Mobile: +447565829457 ♦ [email protected] ♦ Skype: chris_cheeseman
− Recovered a structural repair project to meet forecast dates, stabilizing delivery between Tier 1 and Tier 2 contractors
Project Management, Lean, Continuous improvement, Leadership, Management, Network, Engineering, Infrastructure, International, Forecast
2007 - 2009
temp
aiding Program recovery in Iraq. Counsellor and coach
Middle East Office Lean Master.
(2007 - 2009); developed and implemented regional framework and governance model for Lean and Six Sigma training and support to expand continuous improvement across the Middle East. During this period
ITT operated 14 programs across more than 60 sites in six countries totaling more than $1.5bn value, 7000 employees
and sub-contractors
− Increased quality rates from 62% to 96%, increasing production output by 20% per month.
− Realized $2.05M savings through elimination of waste within 60 days for a major US Military contract not meeting
customer expectations
− Reduced payment cycle time by 50%, combined multiple sub-contracting and procurement function processes
− Turnaround of a troubled maintenance and supply services contract; aiding Program recovery in Iraq. Counsellor and coach for employees, the incoming Program Manager, his team, and a rotation of senior ITT management
ITT operated 14 programs across more than 60 sites in six countries totaling more than $1.5bn value, 7000 employees
and sub-contractors
− Increased quality rates from 62% to 96%, increasing production output by 20% per month.
− Realized $2.05M savings through elimination of waste within 60 days for a major US Military contract not meeting
customer expectations
− Reduced payment cycle time by 50%, combined multiple sub-contracting and procurement function processes
− Turnaround of a troubled maintenance and supply services contract; aiding Program recovery in Iraq. Counsellor and coach for employees, the incoming Program Manager, his team, and a rotation of senior ITT management
Training, Procurement, Lean, Continuous improvement, Management, Six Sigma, Turnaround, Support, Coach, Production, Framework, Sigma, Manager, Processes
2006 - 2007
job
Site Manager
US Army.
maintenance support facility, designing and deploying Lean training to over 400 employees;
− Site Manager, 9 direct reports to manage a staff of over 400. Controlled costs for labour and petty cash purchases.
− 71% cycle time improvement without capital investment, building operational vehicle production line in 17 days
− Re-engineered the supply chain, developed analysis and forecasting process, resulting in 75% reduced inventory
− Site Manager, 9 direct reports to manage a staff of over 400. Controlled costs for labour and petty cash purchases.
− 71% cycle time improvement without capital investment, building operational vehicle production line in 17 days
− Re-engineered the supply chain, developed analysis and forecasting process, resulting in 75% reduced inventory
Training, Forecasting, Lean, Support, Site manager, Production, Manager
1997 - 2000
job
Aircraft Engineering Mechanic
ROYAL NAVY.
1990 - 1997 responsible for all aspects of servicing & maintenance of Sea Harrier aircraft both on land and at sea. As plane captain for Sea Harrier FRS1 and T4
aircraft maintained over 95% aircraft availability.
aircraft maintained over 95% aircraft availability.
Engineering
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