Munich, Bavaria, Germany
Reporting directly to the head of Product Line Rolls-Royce, responsible for the series engineering of all Rolls-Royce vehicles and for Bespoke Engineering. Team of five in Munich looking after Phantom and Ghost model lines and a team of 25 in Goodwood (UK) covering the Engineering, Purchasing and Integration of Bespoke features. Budget responsabilty currently running at circa €25 million.
Reporting to the Manufacturing Director, responsible for the production of seats and interior leather components for all Rolls-Royces. Team of 250 associates consisting of Planning, Quality, Logistics and Production. Budget responsibility circa £10 million per annum.
Control of the supply chain from 470 suppliers, 93% of which are overseas, supplying more than 9,000 active part numbers to Goodwood. Order and tracking of materials, receipt, storage and delivery via a 4,000m2 warehouse, perpetual inventory, Bill of Material maintenance and evaluation of supply chain performance are carried out by a team of 35 associates.
Responsible for a small but highly skilled workforce, 40 people in total, turning a painted bodyshell into a completed motor car. Quality is the number one target with this product, but throughput and cost are also important. First vehicle launched on time at better than target quality.
Recruited before the manufacturing location had been chosen, my task was to recruit a core production team and to support development of prototype vehicles. This involved working in cross-functional and cross-cultural teams and included a 3 month period as Area Manager at the BMW factory in Dingolfing (3, 5 and 7 series).
Responsible for production of the Vectra through one half of the Trim Shop, my team consisted of 250 team members with 8 supervisors over two shifts. I was responsible for Safety, Quality, Cost, Throughput and Personal Development, achieved through a process of target setting based on the overall unit goals.
Project management for the introduction of the replacement for the Vectra. Responsible for production facilities changes, new product training and lean manufacturing conversion. This position was terminated in December 2000 with the decision to close the Luton Plant.
Responsible for training Lean Manufacturing concepts, from Management to shop floor, within 16 European assembly plants (car assembly and power train) and to develop training material for worldwide use. The core task was to create a culture change throughout the business supported by results which impacted on the bottom line.
Responsible for the development and maintenance of financial control systems for $400 million annual spending for GM Europe plants. Involved at strategic decision making level, supporting Manufacturing VP and his direct reports. Winner of Presidents Council Honours (highest GM honour) for work in European restructuring.