Ireland
Profile: I am a Die Casting Expert for Aluminium/Magnesium/Zinc with +40 years of experience in the industry. Starting off as a foundry engineer I worked my way up to Operational Manager and eventually Managing Director level. I was also a shareholder in the company. I have a track record of success in reorganising, restructuring, cost reduction programs, producing die cast parts with very low levels of rejects, technical development, quality improvement programs, maximising asset utilisation, lean manufacturing, and outsourcing the manufacturing of products to Asia etc. Bachelor degree in engineering, UCD, Ireland. Since 2009 I have worked internationally with more than 100 companies as a die casting consultant in China, Croatia, Germany, Holland, Italy, India, Ireland, Japan, Lithuania, Malaysia, Romania, Serbia, Slovenia, Spain, Turkey, UK, etc. Between July 2014 to December 2015 I lead the turnaround in the high pressure die casting plants of a very large die casting Group in Europe that went bankrupt. This was the biggest turnaround of its kind in Europe. The Group with annual sales €440 million consisted of 22 casting/machining/assembly companies. There was an article written about my work and a reference letter from COO available. Services available include (see website for full listing): 1) Design or redesign (wall thickness, tolerances, flatness, Rz, etc.) of parts so that they can be high pressure die casted efficiently (low rejects, minimise porosity, reduced machining) . Parts were used in automobile, windmills, telecommunications, etc. 2) Product design to minimise porosity, to achieve optimum castability, etc. (wall thickness, dimensional tolerancing, flatness, parting line tolerances, Rz, etc. 3) I give 1 - 4 day technical training programs on the entire die casting process on product design, tool design (runner, gating, venting, thermal system), and optimising and controlling the process. More details available on request. 4) Weight reduction 5) Working with VCs on acquisition of die casting companies 6) Expert in complex court cases
I have worked worldwide with 100 companies since 2010 . I assist OEMS improve the reliability of their die casting suppliers - o ppm achievable. I assist OEMs on product design. Involved in improving competitiveness i.e. productivity improvement (lean manufacture, reduced labour, increased machine utilisation, reduced rejects, cycle time reduction, increased employee capability & responsibility), die life improvement, increasing material yields on aluminium/magnesium/zinc structural, pressure tight, parts etc. Advising/assisted on due diligence for take over/investment opportunities in Die Casting Groups. Liability expert in multiparty complex court cases involving several die casting companies. Training programs. etc.
Duties: Plant Operations & Strategic Planning/ Yearly Business Plan Technical input into operations on a daily basis Design of all runner and gating systems for new products Achievements/Continuous Improvements In the period 2006 to 2007 reduced the cost base of the company by over €1m through voluntary redundancy program, and productivity improvements. In 2007 reduced direct employees head count by 10% by increasing productivity. Managed to reduce workforce by 100 employees without having to negotiate a redundancy package with the Union. In 2007 negotiated price increases where necessary with customers worth approximately €400k per annum to the company. Company achieved international quality standard TS16949 in 2005. In 2005 after several trips to Asia (Vietnam, China, Taiwan) successfully concluded an outsourcing arrangement with a die casting company located in China. In 2004 reduced cost base of the company by over 1 million euros (in-directs €600k (no redundancies), materials/consumables €300k, etc.)), and obtained price increases where necessary in excess of €300k euros. This brought the company back to being profitable. Undertook and completed a detailed strategic plan for the company in 2003, including the costing of establishing a manufacturing presence in Eastern Europe. This took several hundred hours to complete. In 2003 plant performance reached an all time high for productivity, quality levels (PPM<500, industrial norm for die-casting was a PPM of 1500-2000), safety, and absenteeism (>5%) 2002 Lean Manufacturing introduced, 50% of production eventually manufactured through lean i.e. products packed within 24 hours of being die casted. 2002 Introduced SPC on machining processes resulting in winning awards for quality with several major customers. 2001 introduced training/development courses annually for all members of staff in line with company objectives. Error proofing used extensively throughout plant
Achievements/Continuous Improvements: Company achieved international quality standard QS9000 quality system in 2002. Initiated and lead a cost reduction program factory wide, with most members of staff having a cost reductions project. This resulted in the company getting back to profitability and changed the culture of the company regarding costs, with employees now continually looking for new ways to reduce costs. Painting/ plating company purchased in 2000. Labour efficiency in the finishing department increased from 60% in 1995 to 92% by the year-end 2000. In 1998 a structured approach to training, and development of management & staff was established, resulting in less waste, increased utilisation of equipment, and resources, and improved customer performance. As there was a lot of high volume production Robotic cells were introduced into the foundry in 1997. By the year 2000 50% of production in the foundry was produced in these cells. The robot trimmed the parts in the die casting cell. We achieved the lowest manning level in the industry with one man responsible for three robotic cells. Costing system implemented, and unprofitable business replaced and price increases obtained (1997). Elimination of 100% inspection as a stand-alone operation, and combining of operations (1996). Annual saving in excess of £100k. 1996 All management and staff given measurable yearly objectives, these are reviewed quarterly off site. Company did not make a profit in 1994, or in 1995, profitability restored in 1996. In 1996 organised and lead daily review off All internal rejects and rework resulting in ongoing reduction in costs. In 1996 organised weekly review of All customer complaints and introduced systematic approach for preventing reoccurrence resulting in increased sales and on going reduction in costs. Benchmarking: trips to France, Japan, Czech Republic.
Also responsible for Personnel Department from 1991 Duties: Aluminium and Zinc Foundries (30 die casting machines ultimately) Production, quality, labour efficiency, personnel, safety, etc. Personnel Department (Union Meetings/ Issues) Troubleshoot Process/ Tool/ Machine as required 3 Cycle Shift Operation Design of runner systems and gates for all new products Achievements/Continuous Improvements: Lead twice daily foundry productivity meeting. Lead twice daily foundry reject/rework meeting. Die Design & Development, did all parametric calculations (fill time, cavity pressure, plunger size, etc.) for all new products. Set up a data base on actual critical parameters versus the theoretical. This was of great assistance in reducing rejects from 15% to less then 5% over a three year period. Did all runner and gate designs for all new products, successfully designed systems to produce 100s of products with very low levels of rejects. Lead 'Defect Reduction' projects (top ten products rejects reduced by over 50%) Lead the automation of the foundry, with the introduction of fully automated die castings machines utilizing pick and place units for the removal of parts. Successfully got the employees and Union to accept one man per three automated die casting machines. Wrote all operator manuals (machine theory, process theory, die casting theory, safety) and then trained all operators myself. Wrote all engineer/ machine setter technical training manuals (machine theory, process theory, die casting theory, safety, etc.) and then trained all technical personnel myself. Lead 'Cycle Time Reduction' projects (10% increase in productivity). Organised and lead bi -daily review of all foundry rejects Fault finded the die casting process and die casting machine as required on a daily basis. Benchmarking trips: Visited six German Die Casters/ Standards
Trouble shooting/repairing die casting machine and auxilary equipment.
Set up die casting machines. Trouble shooting the die casting process.