QUALIFICATIONS, TRAINING & IT SKILLS
2012 EVMS (Earned Value Management System) Exam passed April 2012
2011 Harvard E-Learning Leadership Training
2009 Project Management Exam passed September 2009
VBSS (Value-based Six-Sigma) Black Belt Certified
City & Guilds Qualified Vehicle Mechanic & MOT Vehicle Inspector
Microsoft Office Word, Excel, PowerPoint, Outlook and Internet
2013 August BOSIET & M.I.S.T. training completed
2013 August Offshore medical completed
KEY SKILLS
Heavy equipment mechanic
Workshop Management
Six-Sigma Black Belt
Management Control of Multi-Site Workshop Departments
Trouble-shooter & Problem Solver
Leader, Communicator & Motivator
Planning and Organisation
Working in Pressurised 365/24/7 Operational Environment and Meeting Tight Deadlines
CAREER
2004-Date ITT Mission Systems, Kuwait
2011-Date TECHNICAL ADVISOR
Promoted to cover all work centres with brief to turn around underperforming operation, clear large (1000+ equipment) maintenance backlog and improve vehicle operational readiness to meet target. Managed seven workshops, seven Supervisors and 800 mechanics maintaining over 4000 pieces of equipment covering heavy, medium, light-wheeled vehicles and MHE/engineer equipment.
Successfully overhauled maintenance schedule procedures utilising Value Based Six-Sigma (VBSS) reducing 1000 vehicle/equipment maintenance backlog in five months by smoothing out service schedule eliminating the peaks and troughs with constant number of equipment on service schedule (350 units) per month increasing operational readiness from 65% to 98%.
Managed multiple sites comprising seven workshops, seven Supervisors and 800 mechanics maintaining over 4000 pieces of equipment covering heavy, medium, light-wheeled vehicles and MHE/engineer equipment.
Project managed in 2012 VBSS review into other areas of maintenance such as radio, weapons and equipment, providing report to the director on recommended improvements that could be implemented. Within four weeks recommended changes being implemented in the weapons and equipment department.
Initiated in first three months the use of line graphs checking progress of maintenance of the fleet and to show increased production per work centre and reduction in backlog of equipment requiring service.
Managed regular quality and Environment, Health & Safety (EHS) and Waste Management policies and procedures, implementing safe workplace programme ensuring safety is the highest priority across the seven workshops.
Mentored and motivated multi-cultural workforce, including shift supervisors, senior technical inspectors, mechanics, subcontractors and clerical assistants.
Implemented development of performance standards, increasing flexibility and efficiency of the maintenance workforce, monitoring employees’ performances on a regular basis making informal and formal performance appraisals.
Prepared analysis and reports on maintenance schedules, production, trends and performance for submission/presentation at monthly meetings to senior management.
2010-2011 ASSISTANT MAINTENANCE MANAGER
Promoted to manage three heavy-wheeled equipment work centres and one engineer equipment work centre with brief to increase service reliability and equipment availability. Managed a multinational workforce of over 300 staff.
Successfully managed scheduled and unscheduled maintenance of heavy-wheeled vehicles and engineer equipment, prioritising workloads and ensuring parts requested available to meet shop production targets achieving 95% performance.
2008-2010 SUPERVISOR
Promoted to supervise the day-to-day running of a work centre with 80 mechanics working on heavy-wheeled vehicles/equipment and maintain work centre at full capacity.
Won three quarterly awards for ‘Highest Producing Work Centre’, topping production charts by producing on average 56 pieces of equipment/month from January to September 2009.
2007-2008 LEAD MECHANIC/SUPERVISOR OMF Heavy Wheels HET Mission
Appointed to run section of 90 mechanics in repair and service of M1070HET Trucks and turn around an underperforming department.
Successfully turned around department by improving morale and performance by over 50% reducing time to complete truck rebuilds from four to six weeks down to two weeks.
Identified over $2m spare parts not being used in the workshop and returned them into the system effectively recovering $2m unusable stock into identified usable stock of parts available for immediate use in refurbishment/rebuild of heavy-wheeled vehicles.
2004-2007 LEAD MECHANIC
2003-2004 M & E Group Ltd, US Military Special Forces, Stuttgart, Germany
SUPERVISOR/LEAD MAINTENANCE MECHANIC (18-mth contract)
Appointed to set up preventative maintenance system on a range of military equipment, both standard and non standards, and managing unit’s service schedule, updating faults and parts ordering using the military UllsG system.
Developed service maintenance routine leading to improved reliability during operations.
Responsible for set-up and driver training, set-up of service and repair schedule for fabrication of equipment modifications for the unit’s 26 non-standard Land Rovers.
1996-2002 H Salts & Sons, Fiat Car Dealership/Workshops, Fairbourne
WORKSHOP SUPERVISOR/MECHANIC
Appointed to manage the service workshop, delegating vehicle repairs to workshop mechanics, 24/7 recovery service and maintain profitability of the service department operation.
On appointment successfully sorted out backlog of nine months’ invoices, recovering over £10k from clients; 90% recovered within four weeks.
1982-1994 British Army, Royal Electrical & Mechanical Engineers
VEHICLE MECHANIC (Light/Heavy-wheeled & Light Track vehicles)
