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Strong Continuous Improvement profile specialising in Lean and Change Management
Ian Gibson
,
Glasgow, United Kingdom
Experience
Other titles
Skills
I'm offering
With almost 20 years’ experience in delivering OPEX transformation across a number of industry sectors; including engineering, services, office, logistics and manufacturing. My main areas of expertise are in engaging the workforce at all levels in the process, then using a team approach to deliver Agile projects. I Have delivered multiple transformation projects, improving operational efficiency, developing teams capabilities and driving cultural change. Latterly I have specialised in developing and implementing Operational Excellence across multi site locations and functions
Markets
United Kingdom
Industries
Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2020 - ?
freelance
LEAN CONSULTANT
Own Busines.
• Design and development of bespoke transformation programmes
• Engage and communicate the change process to stakeholders across the business
• Design and facilitate improvement events, whether virtual or face 2 face
• Implement governance process to regularly track and sustain improvements
• Engage and communicate the change process to stakeholders across the business
• Design and facilitate improvement events, whether virtual or face 2 face
• Implement governance process to regularly track and sustain improvements
Design, Lean, Transformation, Development
2019 - 2020
job
GLOBAL LEAN PROCESS & SYSTEMS DIRECTOR
Howden Group.
• Leading the creation and development of new Howden Continuous Improvement system, HBE
• Developed and launched Global HBE Competency Framework
• Leading the development of the HBE training library including blended learning elements
• Leading the training and development of CI professionals across 36 countries
• Leading the buy in from stakeholders at board level for the new system
• Created and implemented HBE 5 year strategy plan, cascading to Annual Operating plan and initiatives
• Leading the successful divestiture of CI from existing group to new Private Equity owner
• Supporting the new business in transitioning to a value stream organisation, leading VSA events globally
• Developed and launched Global HBE Competency Framework
• Leading the development of the HBE training library including blended learning elements
• Leading the training and development of CI professionals across 36 countries
• Leading the buy in from stakeholders at board level for the new system
• Created and implemented HBE 5 year strategy plan, cascading to Annual Operating plan and initiatives
• Leading the successful divestiture of CI from existing group to new Private Equity owner
• Supporting the new business in transitioning to a value stream organisation, leading VSA events globally
Training, Continuous improvement, Development, Organization, Framework
2015 - 2019
job
GROUP OPERATIONAL EXCELLENCE MANAGER
AG BARR.
• Leading the creation and development of AG Barr Operational Excellence model and roadmap
• Developed and launched AG Barr lean learning Academy delivered to 500+
• Leading the deployment of the Op Ex model across multi sites and multi functions
• Achieved AMIS World Class status in less than 3yrs
• Leading the buy in from stakeholders from board level to shop floor level in OP EX journey
• Created and implemented OPEX 3yr planning
• Coaching change leaders in implementing the excellence programme
• Lead and delivered value stream mapping of all key finance processes, to reduce cash to cash cycle times
• Leading development of Competency Framework for Business Leaders
• Providing coaching support for all levels
• Capturing hard and soft benefits then reporting to exec level on a monthly drumbeat
• Developed and launched AG Barr lean learning Academy delivered to 500+
• Leading the deployment of the Op Ex model across multi sites and multi functions
• Achieved AMIS World Class status in less than 3yrs
• Leading the buy in from stakeholders from board level to shop floor level in OP EX journey
• Created and implemented OPEX 3yr planning
• Coaching change leaders in implementing the excellence programme
• Lead and delivered value stream mapping of all key finance processes, to reduce cash to cash cycle times
• Leading development of Competency Framework for Business Leaders
• Providing coaching support for all levels
• Capturing hard and soft benefits then reporting to exec level on a monthly drumbeat
Coaching, Deployment, Lean, Finance, Less, Support, Operational Excellence, Development, Value stream mapping, Planning, Framework, Processes, Manager
2013 - 2015
job
CONTINUOUS IMPROVEMENT MANAGER
Babcock.
• Leading the creation, deployment and governance of the Business Strategy
• Value Stream Mapping of new project process. Across multi stakeholders
• Creation and deployment of the Continuous Improvement strategic Roadmap
• Responsible for creation and implementation of CI governance plan including dashboard
• Recruiting a team of CI Specialists
• Creation of CI top down and bottom up process and supporting documentation
• Delivering monthly updates on progress to site and group Board
• Leading Group and Divisional strategic Initiatives
• Value Stream Mapping of new project process. Across multi stakeholders
• Creation and deployment of the Continuous Improvement strategic Roadmap
• Responsible for creation and implementation of CI governance plan including dashboard
• Recruiting a team of CI Specialists
• Creation of CI top down and bottom up process and supporting documentation
• Delivering monthly updates on progress to site and group Board
• Leading Group and Divisional strategic Initiatives
Business strategy, Deployment, Continuous improvement, Implementation, Value stream mapping, UP, Manager
2012 - 2014
job
DIRECTOR
LEAN CONSULTANCY.
• Responsible for Business Development activity to generate new leads
• Leading on site assessments to identify key business needs and specialising in turnarounds of underperforming sites
• Responsible for Selling the OPEX Transformation
• Design and Development of bespoke Transformation programmes
• Delivered a major OPEX transformation programme for a service provider. Creating over 20 process maps to capture key steps to standardise work across over 500 staff in over 40 locations
• Design and Creation of training manuals and assessments
• Leading the Capture of cost savings and benefits
• Design and Creating of sustainability programmes
• Leading on site assessments to identify key business needs and specialising in turnarounds of underperforming sites
• Responsible for Selling the OPEX Transformation
• Design and Development of bespoke Transformation programmes
• Delivered a major OPEX transformation programme for a service provider. Creating over 20 process maps to capture key steps to standardise work across over 500 staff in over 40 locations
• Design and Creation of training manuals and assessments
• Leading the Capture of cost savings and benefits
• Design and Creating of sustainability programmes
Design, Business development, Training, Sustainability, Service, Transformation, Development
2013 - 2013
job
Supplier Development Manager
BAE.
2013
• Leading the creation and deployment of the supplier assessment model
• Leading the creation and deployment of the supplier assessment model
Deployment, Assessment, Development, Supplier development, Manager
2012 - 2012
job
SITE GENERAL MANAGER VION CAMBUSLANG
Vion UK.
2012
• Full P&L responsibility
• Developed and Implemented a new site strategic direction, linked to group strategy
• Developed and implemented new operations/lean improvement strategy
• Managed 3 major supermarket customers - M&S, Sainsbury & CO-OP
• Received an M&S Silver award for service
• Recruited, and coached a new senior team
• Full P&L responsibility
• Developed and Implemented a new site strategic direction, linked to group strategy
• Developed and implemented new operations/lean improvement strategy
• Managed 3 major supermarket customers - M&S, Sainsbury & CO-OP
• Received an M&S Silver award for service
• Recruited, and coached a new senior team
Operations, Lean, Service, Direction, Manager
2011 - 2012
job
GROUP OPERATIONAL EXCELLENCE MANAGER
British Polythene PLC.
• Created group excellence model to create "One Best Way" to deliver a consistent approach by each individual site
• Identified and trained champions on the detailed process, who were representatives from each site
• Coached regional and site leadership teams the change management
• Developed on line training modules, with test questions and scores; created supporting presentations, and training materials
• Managed the overall roll out of the framework across sites with the support of the champions
• Lead and support in the change events
• Captured and communicated the soft and hard benefits at each site
• Identified and trained champions on the detailed process, who were representatives from each site
• Coached regional and site leadership teams the change management
• Developed on line training modules, with test questions and scores; created supporting presentations, and training materials
• Managed the overall roll out of the framework across sites with the support of the champions
• Lead and support in the change events
• Captured and communicated the soft and hard benefits at each site
Change management, Training, Leadership, Management, Test, Support, Operational Excellence, Framework, Manager
2007 - 2011
job
LEAN /SIX SIGMA BLACKBELT PRACTITIONER
Manufacturing Advisory Service (MAS).
• Delivered executive coaching and mentoring to senior members
• Achieved over 50 projects, and responsible for delivered savings of over £6M
• Lead the Selling these benefits at boardroom level to gain agreement and funding
• Worked fundamentally with FMCG Companies, particularly Food and Drink, ie Finsbury Food, Devro, Inbev, Burn Bells, Vion and BPI
• Responsible for Selecting, coaching and mentoring local Lean Champions
• Leading and coaching cross functional teams to implement improvements
• Lead analysis of cost savings and benefits of the change programmes
• Achieved over 50 projects, and responsible for delivered savings of over £6M
• Lead the Selling these benefits at boardroom level to gain agreement and funding
• Worked fundamentally with FMCG Companies, particularly Food and Drink, ie Finsbury Food, Devro, Inbev, Burn Bells, Vion and BPI
• Responsible for Selecting, coaching and mentoring local Lean Champions
• Leading and coaching cross functional teams to implement improvements
• Lead analysis of cost savings and benefits of the change programmes
Coaching, Mentoring, Lean, Executive coaching, Six Sigma, FMCG, Sigma
2006 - 2007
job
ENGINEERING PROJECT MANAGER
Jacobs Engineering.
• Created operating manuals for the client, and delivered training to respective operators
• Prepare tender packages for sub contractors, including scopes of work, H&S packages, Drawings, Programme and Pricing Schedules
• Managing £10 Million petrochemical projects at BP Grangemouth
• Managing project team of 50 people, including sub contractors, and overall responsibility for budgets, timelines client handover
• Prepare tender packages for sub contractors, including scopes of work, H&S packages, Drawings, Programme and Pricing Schedules
• Managing £10 Million petrochemical projects at BP Grangemouth
• Managing project team of 50 people, including sub contractors, and overall responsibility for budgets, timelines client handover
Project Manager, Training, Engineering, Manager
2005 - 2006
job
PROJECT MANAGER
Caley Ocean Systems.
• Managing £10M marine project to build pipe spooling units onto a floating barge
• Managing a team of over 70 people including subcontractors, at 3 main sites
• Overall responsibility for budgets, timelines and successful handover to client
• Prepare tender packages for sub contractors, including scopes of work, H&S packages, Drawings, Programme and Pricing Schedules
• Preparing cost estimates & schedules for client approval
• Managing a team of over 70 people including subcontractors, at 3 main sites
• Overall responsibility for budgets, timelines and successful handover to client
• Prepare tender packages for sub contractors, including scopes of work, H&S packages, Drawings, Programme and Pricing Schedules
• Preparing cost estimates & schedules for client approval
Project Manager, Manager
2000 - 2005
job
SENIOR PROJECT'S LEADER
William Grant & Sons.
• Creation of equipment technical manuals and sub sequent training to production line engineers
• Creation of technical manuals on the new products, and the subsequent training to production line operators
• Project management of brand introduction from concept to launch Responsible for launching a range of innovative products; including Sailor Jerry, Hendricks Gin, Just desserts and Super premium malt selecton
• The role encompassed managing all aspects of the cross functional teams, including sales, eng. materials, production, supply, quality
• leading cross functional core team in problem solving activities during development, using 6 sigma techniques
• Creation of technical manuals on the new products, and the subsequent training to production line operators
• Project management of brand introduction from concept to launch Responsible for launching a range of innovative products; including Sailor Jerry, Hendricks Gin, Just desserts and Super premium malt selecton
• The role encompassed managing all aspects of the cross functional teams, including sales, eng. materials, production, supply, quality
• leading cross functional core team in problem solving activities during development, using 6 sigma techniques
Project Management, Training, Management, Sales, Development, Production, Sigma
1997 - 2000
job
PRODUCTION TEAM LEADER
DIAGEO.
• Completed initial training on world class manufacturing techniques
• Designed and implemented on site trialling programme and training manual which was rolled out across the site
• Creation of equipment technical manuals and sub sequent training to production line engineers
• Production team leader, managing a 300 bpm Johnny Walker production line, with 35 staff over 2 shift system
• Designed and implemented on site trialling programme and training manual which was rolled out across the site
• Creation of equipment technical manuals and sub sequent training to production line engineers
• Production team leader, managing a 300 bpm Johnny Walker production line, with 35 staff over 2 shift system
Training, Production, Manager
My education
Institute Leadership and Management
Unspecified, N/a
Unspecified, N/a
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