Quality Manufacturing

Curriculum Vitae

Martin Walsh. DOB: ** July ***9

Nationality: British

Languages: English mother tongue. Mandarin intermediate, Italian intermediate

Current Address: Expat in Dubai, United Arab Emirates. Permanent,Alvechurch England

Marital Status: Married

Telephone No, UAE: +971(0)503179082. UK: +44(0)778-***-****

Email: *****.******@*****.***/******.*******@*****.***. Skype: martin.walsh131

Strengths and Successes

Motivational, loyal, hardworking, diligent and dependable senior professional with a natural ability to develop and mentor teams. Proven strength of character to inspire and achieve. Honest, straight forward and entrepreneurial self-starter who relishes complex challenges

First class communicator well versed in dealing with people from different cultures and backgrounds, customers and suppliers at all levels

Fully integrated ability to function as General Manager and Director of QHSE

Working in manufacturing operations plants and on site since leaving school has hands on career experience from Apprentice to GM

Has over 40 year’s involvement in Oil&Gas, Aerospace, Defence, Automotive, Medical and associated Industry familiarity along with working knowledge of HACCP.

Brings forward a formidable array of knowledge, commercial acumen, life time experience and skill set to all business areas of plant and of site manufacturing business, and QHSE

Seasoned expert in successfully driving and implementing Change and Lean Manufacturing to deliver measurable increased in profit and efficiencies under challenging circumstances

Has expertise in European, MENA and Asian areas of business enterprise and development

Strong transparent and fair by nature bringing a same today as tomorrow philosophy in day to day dealings with all stakeholders. Brings an enjoyable presence to all even when facing difficulties when situations go off plan

Selected Accomplishments: Quality and HSE

Headed up Quality Department of 50 Staff

Implemented and up keep Quality Management Standard’s ISO9001. ISO14001. ISO18001. ISO17025. AS9100. API QI over the last 15 years

Steered and led Quality Department in development of new testing methods and investment budget for new capital equipment to the value of 3,000,000 USD.

Set up mechanisms jointly with ME for robust Corrective Preventive Action in response to Customer and Internal NCR resulting in cost saving of 200,000 USD over 12 months. KPI reject rate reduced from 8% to 0.71%, and KPI calendar time for Correction of issue reduced from 6 to 3 days

Nurtured with other Senior Managers an increase in orders as a direct consequence of Quality led efficiencies with major companies :Schlumberger, Baker Hughes, Halliburton, Weatherford, GE, Siemens, Honeywell, Rolls Royce, Safran, Goodrich, Lockheed Martin, BAE, Airbus and Boing

Lead Quality and HSE in implementing legal and company requirements for Safety and Environmental Risk Assessments, and accurate completion of statutory, legal, company and customer dossier

Guided Procurment and Supply Chain in mandatory Quality and HSE requirement’s for sub-contractors, assisting on site to add weight and status when situation warranted

Instrumental in coordination of Quality Team input with Design Department during 3 phases of review, and subsequent Quality Gates are accurate and robust before NPI

Selected Accomplishments: Manufacturing

Running manufacturing operations of 300 personal with full P&L and turnover of 35.000.000 USD

Lead joint venture and transfer start up for manufacturing operations in accordance with business plan and Milestones

Increasing margins during economic downturn in Europe while maintaining Customer portfolio

Put in place frame work by deploying Lean manufacturing systems and initiate change directives reducing cost, increased efficiency by 35% and increase Sales return by restructured pricing

Start-up initiatives to increase OTIF for major OEM customers from 65% to 97%

Increase income from Sales by researching and expanding new lines of enquiry and generate into orders

Invest in new technologies to increase company scope of Sales and Revenue and generate growth

Increased turnover from 20.000.000 USD to 35.000.000 USD in 6 years

Sourced Global Suppliers to reduce cost of non-critical items and increase margins

Personally taking up the lead in growing company stature with major customers

Adept at creating culture of empowerment through a blend of delegation, training and accurate process ownership for all employees resulting in a cheerful atmosphere to work in

Have line managers conduct regular appraisals for their reports. Set up training when identified and rewards when goals are achieved.

Encourage use of Consignment Stock and LTA to reduce cash outflow and reduce cost of raw material and BOP

Champion employee participation in out of work activity through social and event participation

Strong on-going commitment to viewpoint that the most important part of a company is its workforce

Employment History

February 2010-Feruary 2018. Job Title: Head of Quality and Operations Excellence

Company: Tawazun Precision Industries

Abu Dhabi, UAE

Nature of business: Aerospace Machining, Surface Treatment and Assembly for Airbus and Boeing as Tier 1 Supplier. Oil and Gas, Defence Manufacturing

Responsibilities

Heading department deliver the audit programme on and off manufacturing site in support of Certification, Customer and Supplier Approval. Develop, implement, maintain and champion a robust Quality Management System that leads the organisational areas of Quality functions in the continuous improvement and change of processes through the facilitation of QA and QC activities. Lead the department in the introduction an implementation of Problem Resolution and Process Management techniques. Maintain Review and continuous improvement of QMS, AS9100, Q2, NADCAP and all other Certifications. Focal point for all project Quality matters on identifying non recurring cost, budget and time bound. Coaching and mentoring manufacturing personal into a culture of ownership and improving workflows. Heading Quality, Design and ME Teams in lean activities. Set QHSE KPI’s. Set departments budget and control spend. Direct departments Identification of Risk, FMEA and RCA/CA initiatives maintaining headline KPI of year by year reduction of Non Quality Cost. Set up Quality Control of Special Processes, NDT and Heat Treatment. HSE Management on and off site. Lead the company in interaction with major OEM in all activities.

July 2009-Feburary 2010: Own Company: MW Quality and Manufacturing Consultants

Delivering total Manufacturing and Quality solutions to SME and OEM clients within the UK. Implementing Quality Systems Aero: AS 9100, QMS ISO 9001, Automotive and Defense: TS 16949, Environmental: ISO 14001, H&S: 18001, Oil and Gas: QI API and TS29001. Medical: 13485 and Laboratory: ISO 17025. Advising and directing applicable Lean and Change Management Enterprise Resolutions.

June 2008-July 2009. Job Title: Quality Director

Company: Accura

Pershore England

Nature of business: Machining of Aerospace, Medical, Automotive, Oil and Gas, Fabrication and Assembly of mechanical components to major OEM

Responsibilities

Head up QHSE, and full involvement in the driving of all other company functions both in house at manufacturing plant and on site for equipment installation

August 2006- June 2008. Job Title: General Manager.

Company: Hagger Precision Engineering, Redditch England

Nature of business: Machining, Fabrication and Assembly services for Oil and Gas, and Automotive and Medical customers to major OEM

Responsibilities

Full P & L. Set and agree budget with Group Chairman. Full autonomous control of business both plant based and on site installations. Overseeing all operations and manufacturing for workforce of 150 through 4 direct reports and on site sub-contractors. Focal point for meeting with customers and actively pursuing new avenues to grow the business. Quotation for new enquiries. First line contact on all technical issues. Contract review. Steering companies new investments in plant, machinery and personal as agreed in budget. Resolving issues for on-site installation people management disputes and disciplinary procedure where required.

August 1992 – August 2006.Job Title: Operations Director.

Company: Summit Precision Engineering

Nature of business: Supplying Oil and Gas, Aerospace, Defence, Medical and Automotive components to major OEM

Responsibilities

P&L with full manufacturing plant responsibility of 300 staff. From raw material to finished goods, delivery to on site Oil and Gas, Power customers, and Aerospace OEM’s. Plant capabilities: Inclusive of, Quality, Logistics, Supply Chain, Design Reviews and on-site support. Machine shop consisted of 5 axis Milling and CNC Turning, CNC Grinding, and Detail Finishing, Welding, Pressure Testing, Autoclave and NDT. Implementing and maintaining a Lean manufacturing culture. Utilizing full TMS Tool Box to increase margins and change manufacturing methodology so as to reduce Calendar Time cut the cost of components and maintain customer quality and delivery at all times. Quotations. Contract and Design Review. Ensure adherence to company QMS. Identify purchase of new plant, machinery and personal

1980 – 1986. Job Title. Bench Hand/General Machinist

Company Name: W & G Precision Tools Redditch

Responsibilities

Involved in the manufacture of Press Tools, High Pressure Die Casting and Plastic Mould Tools, gaining general Tool Making skills. The company also manufactured mechanical components using a variety of manual machine tools

1975 – 1980. Job Title. Apprentice

Company Name: S Brooks Engineering

Responsibilities

Served 4 year Apprenticeship while attending College on day release .Becoming proficient in using Toolroom Machinery. Company manufactured mechanical components for a variety of customers in a sub contract environment

Education and Continuous Professional Development

St. Thomas Aquinas School Grammar School and Cotton College

Qualification:

Cotton College

Hall Green Technical College

Qualification: City and Guilds in Mechanical Engineering 1980

Leadership Training

Toyota Production System Lean Practitioner

TQM

Six Sigma

Auditing: AS9100, TS29001, API, Q1, ISO14001, OHAS18001, ISO 1720

Appreciation of CCAR Part 145, FAR Part 145 and EASA Part 145 regulations

IOSH

Project management

Accounts for Non Finance Managers

HAZOP Leadership

Risk Assessment

Business Management

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