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Business improvement consultant helping businesses thrive
Paul Cockayne MSc CQP MCQI MAPM
,
Telford, United Kingdom
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A highly influential and innovative Lean Six Sigma Black Belt consultant, APM PMQ Project Manager, AMPG Registered Change Manager and Member of the Chartered Quality Institute, with a global strategic overview and expertise and experience spanning over 25 years. Executes transformational infrastructure improvements within the production, logistics and business process environments of multiple industries, including automotive manufacturing, FM service, shared service, rail network, defence and electronic manufacturing. Skilfully blends astute lean implementation, business analytics and process mapping with the development of Practical Problem-Solving Champions to achieve sustainable continuous improvement and significant reductions in expenditure. Motivational in leadership, modelling and sharing best practice and creating cohesive, collaborative teams. A sophisticated and articulate communicator, developing strong stakeholder relationships founded in professionalism and trust, relishing the accountability and opportunity of delivering consistent performance excellence within a high-pressure environment.
Markets
United Kingdom
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Industries
Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Available
My experience
2020 - 2020
freelance
Business Transformation Consultant - Trans Pennine Upgrade Programme
Wilkinson Lloyd Associates.
KEY ACHIEVEMENTS
• Business improvement maturity assessment to ascertain current level baseline.
• Gathering of evidence and stakeholder interviews to confirm assessment findings.
• Build future state roadmap to achieve significant improvements in overall maturity assessment score.
• Business improvement maturity assessment to ascertain current level baseline.
• Gathering of evidence and stakeholder interviews to confirm assessment findings.
• Build future state roadmap to achieve significant improvements in overall maturity assessment score.
Business transformation, Transformation, Assessment
2018 - 2020
freelance
Lean Six Sigma Consultant
Crossrail.
Project 7 Consultancy
KEY ACHIEVEMENTS
• Implementation of tiered visualisation performance management hubs.
• Led 14 Practical Problem-Solving plans that led to significant reduction of constraints that impacted construction rates.
• Measured introduction of sweeping changes in culture through the visualisation of performance levels on a weekly basis,
alongside the bespoke delivery of executive team coaching and training in the use of improvement hubs to drive performance.
• Delivery of a reduction to zero in reported accidents through the introduction of structured problem-solving and countermeasures to workforce safety practices.
• Lead Consultant implementing performance improvement initiatives at three Crossrail stations in London.
• Building of business intelligence dashboards and reporting capabilities to support business decisions.
KEY ACHIEVEMENTS
• Implementation of tiered visualisation performance management hubs.
• Led 14 Practical Problem-Solving plans that led to significant reduction of constraints that impacted construction rates.
• Measured introduction of sweeping changes in culture through the visualisation of performance levels on a weekly basis,
alongside the bespoke delivery of executive team coaching and training in the use of improvement hubs to drive performance.
• Delivery of a reduction to zero in reported accidents through the introduction of structured problem-solving and countermeasures to workforce safety practices.
• Lead Consultant implementing performance improvement initiatives at three Crossrail stations in London.
• Building of business intelligence dashboards and reporting capabilities to support business decisions.
Coaching, Business Intelligence, Training, Performance Management, Lean, Management, Team coaching, Six Sigma, Implementation, Safety, Support, Sigma, LED
2018 - 2018
job
Business Transformation Programme Manager
Network Rail High Speed.
HSW Consultancy
KEY ACHIEVEMENTS
• Infrastructure Improvement Programme, successfully assessing and analysing reliability and predictive maintenance capabilities
to design, develop and implement significant and sustainable enhancements
• Implementation of a new Cost Transformation methodology, utilising visual controls, real time reporting and Root Cause
Analysis to deliver annualised benefits.
• Astute design and delivery of comprehensive live project training and coaching to develop a team of Practical Problem-Solving
Champions distributed across the organisation, realising a 17% rise in customer satisfaction, a 21% increase in workforce safety
metrics and a maintenance achievement improvement of 24%
• Targeting training and mentoring of executive managers across all aspects of driving team performance, through the innovative
use of visual performance management hubs.
KEY ACHIEVEMENTS
• Infrastructure Improvement Programme, successfully assessing and analysing reliability and predictive maintenance capabilities
to design, develop and implement significant and sustainable enhancements
• Implementation of a new Cost Transformation methodology, utilising visual controls, real time reporting and Root Cause
Analysis to deliver annualised benefits.
• Astute design and delivery of comprehensive live project training and coaching to develop a team of Practical Problem-Solving
Champions distributed across the organisation, realising a 17% rise in customer satisfaction, a 21% increase in workforce safety
metrics and a maintenance achievement improvement of 24%
• Targeting training and mentoring of executive managers across all aspects of driving team performance, through the innovative
use of visual performance management hubs.
Design, Coaching, Training, Mentoring, Performance Management, Business transformation, Management, Implementation, Transformation, Safety, Infrastructure, Organization, Manager
2017 - 2018
freelance
Lean Six Sigma Consultant
New York City Transit.
JBA
KEY ACHIEVEMENTS
• Spearhead in the introduction of visual management systems to 2 New York subway depots to significantly improve car fleet
reliability and support continuous, sustained improvement
• Measured introduction of sweeping changes in culture through the visualisation of performance levels on a weekly basis,
alongside the bespoke delivery of executive team coaching and training in the use of improvement hubs to drive performance
• Installation of performance management centres within 3 New York based maintenance shops, realising month on month
improvements in delivery and performance improvements
• Successful improvement of Mean Distance Between Failure (MDBF) for a specific locomotive by 37%, and reduction in major
overhaul lead time from 16 to 9 weeks
• Development of 10 Practical Problem-Solving Champions for distribution across the division as Improvement Programme
leaders in waste reduction and train reliability
KEY ACHIEVEMENTS
• Spearhead in the introduction of visual management systems to 2 New York subway depots to significantly improve car fleet
reliability and support continuous, sustained improvement
• Measured introduction of sweeping changes in culture through the visualisation of performance levels on a weekly basis,
alongside the bespoke delivery of executive team coaching and training in the use of improvement hubs to drive performance
• Installation of performance management centres within 3 New York based maintenance shops, realising month on month
improvements in delivery and performance improvements
• Successful improvement of Mean Distance Between Failure (MDBF) for a specific locomotive by 37%, and reduction in major
overhaul lead time from 16 to 9 weeks
• Development of 10 Practical Problem-Solving Champions for distribution across the division as Improvement Programme
leaders in waste reduction and train reliability
Coaching, Training, Performance Management, Lean, Management, Team coaching, Six Sigma, Support, Development, Sigma, Mean
2016 - 2017
job
Business Transformation Senior Programme Manager
Babcock International.
KEY ACHIEVEMENTS
• Team lead in the design and implementation of Future State Improvement Programme Implementations across 6 key Ministry of Defence sites, executing armoured vehicle availability and maintenance overhaul programme service delivery improvements
and reductions in expenditure
• Expert facilitation of improved service delivery and turnaround time through the installation of KPI tracking and visual
performance management systems
• Investigation and implementation of a 29% reduction in lead times in the major overhaul of military vehicles, leading to annualised savings of £3.1m
• Delivery of a new land systems division Target Operating Model (people, processes, systems), achieving annualised overall
savings of £17.2m
• Key specialist in driving success criteria and the accomplishment of common goals; enabling the visualisation of data-driven
business function integration insights through the implementation of Partnership Lifecycle and Customer Satisfaction
Programmes
• Highly successful leadership of the Senior Leadership Team, utilising sophisticated change management techniques to fully
communicate the transformation programme and its required delivery target dates
• Team lead in the design and implementation of Future State Improvement Programme Implementations across 6 key Ministry of Defence sites, executing armoured vehicle availability and maintenance overhaul programme service delivery improvements
and reductions in expenditure
• Expert facilitation of improved service delivery and turnaround time through the installation of KPI tracking and visual
performance management systems
• Investigation and implementation of a 29% reduction in lead times in the major overhaul of military vehicles, leading to annualised savings of £3.1m
• Delivery of a new land systems division Target Operating Model (people, processes, systems), achieving annualised overall
savings of £17.2m
• Key specialist in driving success criteria and the accomplishment of common goals; enabling the visualisation of data-driven
business function integration insights through the implementation of Partnership Lifecycle and Customer Satisfaction
Programmes
• Highly successful leadership of the Senior Leadership Team, utilising sophisticated change management techniques to fully
communicate the transformation programme and its required delivery target dates
Design, Change management, Performance Management, Leadership, Business transformation, Management, Integration, Service, Turnaround, Implementation, Transformation, KPI, Processes, Manager, Service Delivery
2016 - 2016
freelance
Business Transformation Consultant
Sopra Steria SSCL.
Sopra Steria
KEY ACHIEVEMENTS
• Expert practitioner tasked with facilitating the transformation of shared support services within the Metropolitan Police Force,
including current state process-mapping, future state design and implementation and the provision of standardised work
instructions to support a move of services to 2 additional locations
• Measurably improved service delivery through the introduction of a KPI performance management system with improved
reporting processes and root cause analysis; process-mapping all HR and payroll system structures to remove 29% Non-Value-
Added from processes in the To Be environment
• Change management Programme Lead in the establishment of effective cross-organisational communications regarding
transformation progress, and in the outsourcing of shared services to revised locations
• Realisation of £38m in annualised savings through the delivery of a new Target Operating Model (people, processes, systems)
for Metropolitan Police Force shared services
• Elimination of 68% Non-Value-Added management information, designing and implementing governance reporting
KEY ACHIEVEMENTS
• Expert practitioner tasked with facilitating the transformation of shared support services within the Metropolitan Police Force,
including current state process-mapping, future state design and implementation and the provision of standardised work
instructions to support a move of services to 2 additional locations
• Measurably improved service delivery through the introduction of a KPI performance management system with improved
reporting processes and root cause analysis; process-mapping all HR and payroll system structures to remove 29% Non-Value-
Added from processes in the To Be environment
• Change management Programme Lead in the establishment of effective cross-organisational communications regarding
transformation progress, and in the outsourcing of shared services to revised locations
• Realisation of £38m in annualised savings through the delivery of a new Target Operating Model (people, processes, systems)
for Metropolitan Police Force shared services
• Elimination of 68% Non-Value-Added management information, designing and implementing governance reporting
Design, Change management, Performance Management, Business transformation, Management, Service, Outsourcing, Implementation, Transformation, Support, KPI, Processes, Service Delivery
2014 - 2015
job
Head of Operational Excellence
Voith.
KEY ACHIEVEMENTS
• Key to the strategic transformation and redesign of the Voith UK organisation within an environment unfamiliar with lean and business improvement techniques; delivering and managing positive cultural change leading to an increase in employee
engagement from 21% to 85% and estimated savings of £3m
• Creation of a highly innovative software solution to enhance the customer satisfaction process through automation, reducing
weekly administrative hours by 62
• Contract mapping and priority matrix development to identify key business benefits
• Deployment of a biometric T&A solution to realise £190k in savings
• Realisation of a margin increase of 19% annually for a major TOC client through waste reduction process mapping and improved
processes
• Achievement of a 28% improvement in train turnaround time for London Euston
• Increased customer satisfaction rates at JLR Halewood Plant from 19% to 94% through targeted service improvement activity
• Key to the strategic transformation and redesign of the Voith UK organisation within an environment unfamiliar with lean and business improvement techniques; delivering and managing positive cultural change leading to an increase in employee
engagement from 21% to 85% and estimated savings of £3m
• Creation of a highly innovative software solution to enhance the customer satisfaction process through automation, reducing
weekly administrative hours by 62
• Contract mapping and priority matrix development to identify key business benefits
• Deployment of a biometric T&A solution to realise £190k in savings
• Realisation of a margin increase of 19% annually for a major TOC client through waste reduction process mapping and improved
processes
• Achievement of a 28% improvement in train turnaround time for London Euston
• Increased customer satisfaction rates at JLR Halewood Plant from 19% to 94% through targeted service improvement activity
Deployment, Automation, Lean, Service, Turnaround, Operational Excellence, Process Mapping, Transformation, Development, Software, Organization, Redesign, Processes
2009 - 2014
job
Senior Lean Six Sigma Manager
Johnson Controls.
KEY ACHIEVEMENTS
• Lead driver in the implementation of lean CI tools and strategies into the MSD and GSK account encompassing 37 global sites,
leading teams in business analysis and the use of advanced analytics to effectively roadmap lean improvement activity
• Implementation of a Savings Glide Path delivering £27m cumulative and of software transition for project reporting
• Comprehensive overhaul and redesign of monthly customer review dashboard and reporting KPIs, alongside the execution of a customer satisfaction programme culminating in the best ever GSK contract results
• Implementation of 3 Operations Stabilisation Projects, simplifying processes to recover £2m in expenditure and save £600k
• Provision of turnaround operational leadership and support for two sites in Ireland and one Belgian site
• Full redesign of soft services contract management
• Lead driver in the implementation of lean CI tools and strategies into the MSD and GSK account encompassing 37 global sites,
leading teams in business analysis and the use of advanced analytics to effectively roadmap lean improvement activity
• Implementation of a Savings Glide Path delivering £27m cumulative and of software transition for project reporting
• Comprehensive overhaul and redesign of monthly customer review dashboard and reporting KPIs, alongside the execution of a customer satisfaction programme culminating in the best ever GSK contract results
• Implementation of 3 Operations Stabilisation Projects, simplifying processes to recover £2m in expenditure and save £600k
• Provision of turnaround operational leadership and support for two sites in Ireland and one Belgian site
• Full redesign of soft services contract management
Turnaround, Manager, Sigma, Processes, Redesign, Software, Advanced Analytics, Support, Implementation, Operations, Six Sigma, Analytics, Contract management, Management, Lean, Leadership, Business Analysis
1998 - 2005
job
Senior Industrial Engineer
Denso Manufacturing UK.
1995 - 1998
job
Project Manager
Omron Electronics.
Project Manager, Manager
My education
Manchester Metropolitan University
BSc, Manufacturing Engineering and Management
BSc, Manufacturing Engineering and Management
North Shropshire College
Hndhncorequivalent, Engineering
Hndhncorequivalent, Engineering
?
-
2017
Open University
MSc, Business & Management
MSc, Business & Management
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