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Technical, engineering and innovation management specializing in new products
Al Clarke
,
Atherstone, United Kingdom
Experience
Other titles
Skills
I'm offering
A strong technical leader with strengths that include driving NPD, R&D by breaking down technical and commercial constraints, manage processes, product standards, supply and people to drive the products/projects to successful conclusion.
Markets
United Kingdom
Industries
Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2015 - ?
job
Consulting Technical management and Innovation Lead
LEAR Corporation.
- Responsible for managing innovation and electronic development for industrial engineering projects, advanced manufacturing and new product launch within a fast paced, automotive environment.
• Initially appointed to resolve production deficiencies caused by poor electronic end-of-line test systems and complex line-side technical issues by formalising a successful turnaround engineering strategy, then developed the role toward technical governance. (1.a,b,c)
• Instigate and manage preparatory hardware and system modifications for each model year with launch teams through strict timing plans and technology roadmaps.
• Implementation of a plan within first 3 months, reducing production cycle/error time granting 20% more throughput saving typically £300k per annum (2.)
• Developed a new technology roadmap including introduction of IIoT, Line Monitoring, T&V, Production, Quality and Safety (2.a)
• Spearheaded the innovation programme for a £690Mn T/O plant that includes introduction/integration of Augmented Reality, Industrial IOT, Automation & Robotics (3.)
• Spearheaded development to improve live analytics, and investigative software tools for quality and engineering(4.)
• Designed more efficient backhaul of evidential test data and line monitoring for audit compliance (5.)
• Planned and unified design, hardware and software development teams to create bespoke EoL for future Model years (6.)
• Tactically re-aligned supplier scope to improve responsivity, a better ROI calculated to be i.r.o £1.2Mn p.a (7.)
• Embedded re-deployable wireless sensor technology as part of "The IIoT intelligent monitoring of safety in plant".(8.a)
• Led development of bespoke automation, production line monitoring and EoL test hardware, network topology and software & operator interfaces (GUI) plus data back-haul systems with very short planning horizons(9.)
• Led the innovation program with IIoT for H&SE so that heavy machinery is made aware of human presence using 4G. (8.b)
• Led the evaluation of new technical providers to improve specifications, ROI, capability and competences. (10, 11)
• Currently tasked to manage supply chain and integrate new EoL systems to a new £14 Million assembly line. (12.)
• Initially appointed to resolve production deficiencies caused by poor electronic end-of-line test systems and complex line-side technical issues by formalising a successful turnaround engineering strategy, then developed the role toward technical governance. (1.a,b,c)
• Instigate and manage preparatory hardware and system modifications for each model year with launch teams through strict timing plans and technology roadmaps.
• Implementation of a plan within first 3 months, reducing production cycle/error time granting 20% more throughput saving typically £300k per annum (2.)
• Developed a new technology roadmap including introduction of IIoT, Line Monitoring, T&V, Production, Quality and Safety (2.a)
• Spearheaded the innovation programme for a £690Mn T/O plant that includes introduction/integration of Augmented Reality, Industrial IOT, Automation & Robotics (3.)
• Spearheaded development to improve live analytics, and investigative software tools for quality and engineering(4.)
• Designed more efficient backhaul of evidential test data and line monitoring for audit compliance (5.)
• Planned and unified design, hardware and software development teams to create bespoke EoL for future Model years (6.)
• Tactically re-aligned supplier scope to improve responsivity, a better ROI calculated to be i.r.o £1.2Mn p.a (7.)
• Embedded re-deployable wireless sensor technology as part of "The IIoT intelligent monitoring of safety in plant".(8.a)
• Led development of bespoke automation, production line monitoring and EoL test hardware, network topology and software & operator interfaces (GUI) plus data back-haul systems with very short planning horizons(9.)
• Led the innovation program with IIoT for H&SE so that heavy machinery is made aware of human presence using 4G. (8.b)
• Led the evaluation of new technical providers to improve specifications, ROI, capability and competences. (10, 11)
• Currently tasked to manage supply chain and integrate new EoL systems to a new £14 Million assembly line. (12.)
Monitoring, Robotics, Engineering, Wireless, Network, Embedded, Turnaround, Implementation, Safety, Compliance, Hardware, Technical Management, Development, Software, Production, Audit, LED, Design, Technology, Test, Augmented Reality, Analytics, Iot, Integration, Management, Consulting, C, R, Automation, ROI, Software development, Audit, Innovation
2014 - ?
temp
business founder (Aerospace and Automotive)
Caladrius Ltd.
Engineering Director - contract development projects
• Won a development contract with Lear Corporation to run electronic development projects through JLR. Immediately reduced lighting energy use by 55% (13.)
• Direct the development for a more efficient power distribution system on an 18 month R&D program for Fidelity/DARPA JDA for Boeing project increasing flight time by 4.5 hours (14.)
• Conceived and developed new power management systems, uniquely designed, GUIs and HMIs, prototyped and developed DC power management and delivery systems for UAV test program (15.)
• Deliver new and improved products engaging the Rotary and engine management, Thermal management, Electronic Modules and software/firmware teams (15.)
• Directed low energy strategy offering a 40% reduction in used power for Norbert Dentressangle, Developed energy monitoring system to report to 4G mobile (16.)
• Directed development team for Leavia UK to develop configurable emergency LED lighting system (16.)
• Calendar and schedule the course of NPD lifecycle from Concept, Research & Development to produce quality assured parts for customers
• Conducted projects in USA, Japan and Singapore
• Won a development contract with Lear Corporation to run electronic development projects through JLR. Immediately reduced lighting energy use by 55% (13.)
• Direct the development for a more efficient power distribution system on an 18 month R&D program for Fidelity/DARPA JDA for Boeing project increasing flight time by 4.5 hours (14.)
• Conceived and developed new power management systems, uniquely designed, GUIs and HMIs, prototyped and developed DC power management and delivery systems for UAV test program (15.)
• Deliver new and improved products engaging the Rotary and engine management, Thermal management, Electronic Modules and software/firmware teams (15.)
• Directed low energy strategy offering a 40% reduction in used power for Norbert Dentressangle, Developed energy monitoring system to report to 4G mobile (16.)
• Directed development team for Leavia UK to develop configurable emergency LED lighting system (16.)
• Calendar and schedule the course of NPD lifecycle from Concept, Research & Development to produce quality assured parts for customers
• Conducted projects in USA, Japan and Singapore
Research, R, Management, Test, Engineering, Npd, Firmware, Monitoring, Development, Software, Power, Energy, USA, Energy, LED, Founder
2010 - 2014
job
Technical Manager
Intelligent Energy PLC.
2010 - 2014
Led R&D, T&V, part of Quality gateway with HFC's for Automotive and Consumer applications (Automotive)
Technical Manager. - Managing technical + V&V delivery for Suzuki contract JDAs,
• Lead a 14 person team through multi-phased project timelines with technical and financial planning for electronic development for Suzuki HFC (Hydrogen Fuel Cell) program. (17)
• Developed the technical quality assurance team embedded in a complex array of Hydrogen Fuel Cell Systems (HFCS) £12Mn laboratories + walk in environmental chambers for endurance and reliability (18)
• Altered course of a fairly under motivated team, setting personal as well as business objectives, by allowing them to have more input and more responsibility, helping forge the departmental plan, which fostered a greater sense of achievement (19)
• Built up the reporting and feedback paths, plus cross interdepartmental communication routes harmonising the strategy with many design teams to resolve open issues more quickly (20)
• Directed V&T, V&V compliant to ISO26262 forming comprehensive test plans specifically in collaboration with Fuel cell development and HFC Electronics team. Managed CISPR25 EMC, Electrical Load management, robustness and functional safety testing (21.)
• Developed enhanced evidencing process, re-organising documentation bringing clarity and immediacy to those needing to access data presented in the proper way (22)
• Staff management and conducting twice annual company appraisals studying both personal and business objectives
Led R&D, T&V, part of Quality gateway with HFC's for Automotive and Consumer applications (Automotive)
Technical Manager. - Managing technical + V&V delivery for Suzuki contract JDAs,
• Lead a 14 person team through multi-phased project timelines with technical and financial planning for electronic development for Suzuki HFC (Hydrogen Fuel Cell) program. (17)
• Developed the technical quality assurance team embedded in a complex array of Hydrogen Fuel Cell Systems (HFCS) £12Mn laboratories + walk in environmental chambers for endurance and reliability (18)
• Altered course of a fairly under motivated team, setting personal as well as business objectives, by allowing them to have more input and more responsibility, helping forge the departmental plan, which fostered a greater sense of achievement (19)
• Built up the reporting and feedback paths, plus cross interdepartmental communication routes harmonising the strategy with many design teams to resolve open issues more quickly (20)
• Directed V&T, V&V compliant to ISO26262 forming comprehensive test plans specifically in collaboration with Fuel cell development and HFC Electronics team. Managed CISPR25 EMC, Electrical Load management, robustness and functional safety testing (21.)
• Developed enhanced evidencing process, re-organising documentation bringing clarity and immediacy to those needing to access data presented in the proper way (22)
• Staff management and conducting twice annual company appraisals studying both personal and business objectives
Design, R, Management, Test, Embedded, Quality Assurance, Safety, Testing, Development, Electronics, Functional safety, EMC, LED, Manager, UP
2005 - 2010
job
Technical Manager
BSPA Ltd.
- Technical direction for development and management of £1.5Mn photometric laboratories
• Responsible for promoting the company's technical competences generating public sector funding to support private sector high tech ventures.
• T&V of a range of light sources, Silicon Laser, LED, Nd.YAG, CV and Silicon Laser Diode, including flash photometry
• Designed and built new Photometric laboratory spaces, gained UKAS accreditation in 2008 for BS EN 62471 framed under ISO17025
• Generated business relationships with customers such as Rolls Royce, Alstom and Cobham
• Responsible for promoting the company's technical competences generating public sector funding to support private sector high tech ventures.
• T&V of a range of light sources, Silicon Laser, LED, Nd.YAG, CV and Silicon Laser Diode, including flash photometry
• Designed and built new Photometric laboratory spaces, gained UKAS accreditation in 2008 for BS EN 62471 framed under ISO17025
• Generated business relationships with customers such as Rolls Royce, Alstom and Cobham
Management, Flash, Support, Development, Public sector, Direction, LED, Manager
1999 - 2005
job
Technology Manager
Infranet - Secure Optical Telecoms.
Technology, Manager
1996 - 1999
job
Technical Development Manager (Saltire Group
Electronics B2B.
Development, Manager
1990 - 1996
job
Business Owner/Designer
Clarke Audio Technology- Broadcast, TV, Media.
1987 - 1990
job
R & D Design Engineer
Carlsbro CTS Amplification.
Design, R
1985 - 1987
job
Service Manager
TTL - Broadcast TV, Programmed Music.
Service, Service Manager, Manager
1982 - 1985
job
Test Engineer
GEC - Plessey - GPT.
Appendix:
1. (a) On first examination the plant was suffering from legacy issues. Determined the issues + fix poor design practices and present a priority plan to deliver resilient systems, fixed the engineering team communication problems along with test & automation software/hardware suppliers and Lear front line staff. (b) Aged technical issues had been left unresolved, so created a resolution board with timetable to clear the backlog. (c) Several test types contained incompatible limits; re-aligned to standards, designed and developed new test systems.
2. Test equipment TPM found inconsistent causing unnecessary failures and repeated mistakes, intermittent result path on certain critical tests and uncertainty of failure holding up production. Added test diagnostics to clear equipment from blame, introduced daily TPM to test ancillaries, negotiated for and won project budget to improve maintenance training, tools, hardware and relevant hand-held diagnostics. The bottleneck to production was removed. (2.a) 5G is soon to be available so began a program to introduce the management of the benefits of IIoT in plant and between Lear Corporation and its customers.
3. Found the supply chain had weaknesses in key areas. Gained approval from exec team to hunt suppliers with a wider competency range and more engineering horsepower to deliver to JIT (Just in Time) requirements, which improves on the working demands anticipated by Launch, Quality, Production and Engineering at every model year launch.
4. By sourcing and gaining assistance of full stack coders, significant improvements to data backhaul from 100's of machines required a more constructed approach rather than allowing spontaneous evolution to develop it. Created a data interrogation interface that provides daily plant analytics to Management, daily performance to Production, failure events to Maintenance and trend on product related alerts to Quality.
5. Pacified auditors with the system developed in item 4 because it provided a chronological evidence trail, so that questions can be answered when asked within minutes rather than days.
6. Created internal manufacturing standards for ancillary and accessory hardware introduced by ourselves at every new model year launch, with drawings, prefixed and archived.
7. Identified imbalance in the commercial terms with a key supplier. Plants were paying 30% out on Capex, with 70% on annual support. This, in my view is an inversion of what should be taking place if governed correctly. Reported to and agreed with Execs to change this situation. A new strategy presented with a leading Automation multi-international and won the £1.1Mn budget to make the change, accepted responsibility to project manage that change into new launch.
8. (a) IIoT planning to improve H&SE in plant so that machinery and staff are aware of each other's location, situation and behaviour. For example, if someone is either in a zone they are not authorised to be in, working beyond their authorised working height, lone working and not in pairs or suffered an impact, through Hi-Viz jackets with wearable electronics, all other mobiles are alerted. (b) Demonstrated line monitoring with wireless, re-deployable remote sensors to backhaul Current/Volts/Watts, Thermal conditions, Vibration/Strain, etc. exhibiting tend over time Scada style system.
9. Instigated and managed technical program to optimise production facilities making software tools that presented analytics livestream
10. Keeping the supply chain managed with a sense that the competitive stakes are high.
11. On every model year, introduction of new test bed or accessory hardware, training planning and activities needed to be consistent and managed.
12. Routine daily oversight and sought improvement of data requirements, required hardware modifications for Just in Time needs, purity of compliance and system stability.
13. My initial Project to reduce energy use in a 33,000sq mtr plant - successfully executed.
14. Managed R&D team, software developers creating simulators in the virtual space to help optimise power delivery to Unmanned Aerial Vehicles. This began the evolution of new power delivery systems at twice the power at half the flight weight.
15. Complementary to item 14 in this list was the development of new test interfaces tailored to project due to off the shelf was either weak or unavailable.
16. Successful project to significantly change lighting in working spaces at -30°C at 40% of the energy typically consumed by conventional with monitoring data backhaul as part of Lear/Govt. low carbon benefits plan.
17. Growth of new T&V V&V team to engage with and test products for Suzuki Automotive designers.
18. Managed £12Mn worth of laboratory space and test systems.
19. I see team building and continuous development is a key part of my management.
20. Departmental communications often break down. Some become satellite silos. Appropriate use of telepresence technology breaks down the walls and gets critical analysis and debate moving.
21. The 13 volumes of this standard bottlenecked compliance officers. We, as engineers, sifted through these to find what is red flag, applicable, appropriate ad grey areas in an easy to glance at matrix.
22. Basic ERP management, producing a well-formed data bank that provides insight to legacy test data and supply chain involvement/influence/costs/timescales instantly.
1. (a) On first examination the plant was suffering from legacy issues. Determined the issues + fix poor design practices and present a priority plan to deliver resilient systems, fixed the engineering team communication problems along with test & automation software/hardware suppliers and Lear front line staff. (b) Aged technical issues had been left unresolved, so created a resolution board with timetable to clear the backlog. (c) Several test types contained incompatible limits; re-aligned to standards, designed and developed new test systems.
2. Test equipment TPM found inconsistent causing unnecessary failures and repeated mistakes, intermittent result path on certain critical tests and uncertainty of failure holding up production. Added test diagnostics to clear equipment from blame, introduced daily TPM to test ancillaries, negotiated for and won project budget to improve maintenance training, tools, hardware and relevant hand-held diagnostics. The bottleneck to production was removed. (2.a) 5G is soon to be available so began a program to introduce the management of the benefits of IIoT in plant and between Lear Corporation and its customers.
3. Found the supply chain had weaknesses in key areas. Gained approval from exec team to hunt suppliers with a wider competency range and more engineering horsepower to deliver to JIT (Just in Time) requirements, which improves on the working demands anticipated by Launch, Quality, Production and Engineering at every model year launch.
4. By sourcing and gaining assistance of full stack coders, significant improvements to data backhaul from 100's of machines required a more constructed approach rather than allowing spontaneous evolution to develop it. Created a data interrogation interface that provides daily plant analytics to Management, daily performance to Production, failure events to Maintenance and trend on product related alerts to Quality.
5. Pacified auditors with the system developed in item 4 because it provided a chronological evidence trail, so that questions can be answered when asked within minutes rather than days.
6. Created internal manufacturing standards for ancillary and accessory hardware introduced by ourselves at every new model year launch, with drawings, prefixed and archived.
7. Identified imbalance in the commercial terms with a key supplier. Plants were paying 30% out on Capex, with 70% on annual support. This, in my view is an inversion of what should be taking place if governed correctly. Reported to and agreed with Execs to change this situation. A new strategy presented with a leading Automation multi-international and won the £1.1Mn budget to make the change, accepted responsibility to project manage that change into new launch.
8. (a) IIoT planning to improve H&SE in plant so that machinery and staff are aware of each other's location, situation and behaviour. For example, if someone is either in a zone they are not authorised to be in, working beyond their authorised working height, lone working and not in pairs or suffered an impact, through Hi-Viz jackets with wearable electronics, all other mobiles are alerted. (b) Demonstrated line monitoring with wireless, re-deployable remote sensors to backhaul Current/Volts/Watts, Thermal conditions, Vibration/Strain, etc. exhibiting tend over time Scada style system.
9. Instigated and managed technical program to optimise production facilities making software tools that presented analytics livestream
10. Keeping the supply chain managed with a sense that the competitive stakes are high.
11. On every model year, introduction of new test bed or accessory hardware, training planning and activities needed to be consistent and managed.
12. Routine daily oversight and sought improvement of data requirements, required hardware modifications for Just in Time needs, purity of compliance and system stability.
13. My initial Project to reduce energy use in a 33,000sq mtr plant - successfully executed.
14. Managed R&D team, software developers creating simulators in the virtual space to help optimise power delivery to Unmanned Aerial Vehicles. This began the evolution of new power delivery systems at twice the power at half the flight weight.
15. Complementary to item 14 in this list was the development of new test interfaces tailored to project due to off the shelf was either weak or unavailable.
16. Successful project to significantly change lighting in working spaces at -30°C at 40% of the energy typically consumed by conventional with monitoring data backhaul as part of Lear/Govt. low carbon benefits plan.
17. Growth of new T&V V&V team to engage with and test products for Suzuki Automotive designers.
18. Managed £12Mn worth of laboratory space and test systems.
19. I see team building and continuous development is a key part of my management.
20. Departmental communications often break down. Some become satellite silos. Appropriate use of telepresence technology breaks down the walls and gets critical analysis and debate moving.
21. The 13 volumes of this standard bottlenecked compliance officers. We, as engineers, sifted through these to find what is red flag, applicable, appropriate ad grey areas in an easy to glance at matrix.
22. Basic ERP management, producing a well-formed data bank that provides insight to legacy test data and supply chain involvement/influence/costs/timescales instantly.
International, Growth, Support, Monitoring, Hardware, SCADA, Development, Electronics, Software, It, Power, Production, Energy, Energy, Telepresence, UP, Basic, Design, Wireless, Engineering, Compliance, Sourcing, Technology, Test, Analytics, Management, SoMe, C, R, Automation, Training, ERP, Budget
My education
1981
-
1984
Wellingborough Technical College
Hndhncorequivalent, Design Engineering
Hndhncorequivalent, Design Engineering
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