Summary

Committed leader of creative lean quality solutions for the manufacturing of specialized products and assembles complying with design specification and contractual obligation.

Utilizing Lean, Agile, Six Sigma and project management tools to ensure on time delivery of high-quality products. Often referred to as “a highly talented engineer and project manager driving quality”.

Within Harsco Rail, I was the subject matter expert for rail treatment, new track construction, and rail inspection machines meeting all domestic and international standards. The lead investigator for significant field failures of our machines.

Education.

USC

2018 completed PMP training.

Midlands Tec

2010 completed Lean Six Sigma.

Canterbury uni

2004 completed Ph.D. in Engineer.

Amersham & Wycombe Tech

1994 Completed C&G 2360 Parts 1, 2, and 3.

Oxford Uni

1992 completed ONC Mechanical Eng.

Abingdon Tech

1992 completed C&G 4353 CAD Drafting.

Abingdon Tech

1991 completed C&G 2303 CNC programing.

Chippenham Tech

1982 completed “A” level Mathematics and Photography.

John Bentley Secondary School,

1981 completed General Education in the CSE format.

Harsco Rail.

Global Quality Special Projects Manager, April 2003 – April 2023.

Project manage Harsco Rail’s quality and conformance for the construction of multi-million-dollar maintenance of way machines. Working within the integrated project schedule of, contractual timeline and obligation.

Quality project management started working with the sales department to analyze the tender / proposal at the “Bid for Contract” (BFC) stage. BFC analysis consisted of standard conformance risk assessment, testing and validation requirement risk assessment and mitigation. Costing based on the above analysis for labor time, equipment, and possible 3rd party requirements. PMO’s (PQP) project quality plan detailing how Harsco Rail would comply with the contract and ensure all other departments inputs would be aware of the customer requirements and be able to supply a quality assurance product. Customer communications dealing with concerns and corrections to the PQP, test and inspection state, and post shipment analysis, warranty.

Engineering DFMEA process, testing cost and effectiveness assessment. Production teams PFMEA’s, in process inspection and test, defect avoidance through work instructions and standard operating procedures facilitated by the QE team. Quality teams (TP) test plans, test result analysis, defect analysis, early life failure analysis, warranty claims.

Developed, mentored, and trained product technicians with electrical, electronic, mechanical, hydraulic, pneumatic, precision manufacture skills to enable them to inspect, operate, test, and trouble shoot all the Harsco Rail product lines. Most of which I could train myself from my engineering background.

Lead quality engineers to develop KPI’s through SPC, defect analysis, early life failure analysis. Develop a process between the QE and manufacturing engineer to provide work instructions, standard operating procedures, that strengthen our QMS and drove production performance improvements, develop rework strategies and defect / failure mitigation for future events.

Final Inspection and Test Manager, September 2009 – March 2017.

Final inspection (PDI) and Test (OAT) was not a formalized process with machines taking two or three months to complete due to the methodology of testing whole machines. Restructured the process to included part FAI’s for custom parts, in process inspection during final assembly, modular operational acceptance testing starting with safety critical items, moving through propulsion, the work group, to accessories. Finally, a pre-delivery inspection for workmanship issues that did not become evident during OAT. Developed a defect record throughout the inspection and testing phases allowing for data analysis to find continuous improvement opportunities. Example: hydraulic leaks, this repetitive issue allowed me to bring JIC37 torque control and SAE installation practices to the mechanical teams saving $10,000’s per machine in rework and parts failure. This also allowed me to develop the Vehicle Compliance Record Manual making international conformance easier.

Electrical Production Manager, April 2003 – September 2009.

Hire objective: Complete 5x 20 stone switch rail grinders and convert any electrical systems that would be considered noncompliant in the United Kingdom to meet BS7671 then functional test all systems for insulation resistance with Megger, HiPot and impedance testing on a fully built switch rail grinder. Train current production employees and engineers the differences between NEC and BS7671 electrical standard and how minor enhancements to their current skill set would prevent future nonconformances. Develop and train the subassembly team to build enclosures and small assemblies in a lean consistent method reducing defects passed on to the final assembly team. Utilizing IPC and C&G2360 electrical assembly techniques and practices to standardize the assembly construction outputs, once this was completed and successful do a similar training with the final assembly team.

Walter P. Rawl. & Sons, Inc.

Facilities manager. September 2001 – April 2003 contract

Contract, Objective to improve the throughput of the fresh greens production line.

The company was working with outdated and unsupported food dryer systems, gained access to the control system rewrote the ladder logic and interface allowing customizable drying times. Increasing through put by 38%. Streamlined the production line from wash tanks to packaging machine adding another 6% improvement.

Confalinierei North America

Operations manager November 2000 – June 2001 Distressed business turnaround.

Confalonieri was a gravure printing company, and I took the challenge knowing the company was in technical trouble in its ability to produce repeatable product, large amounts of scrap printed material, ineffective waste management and on the verge of bankruptcy.

Broke the project down into four points: - (1) Find out why the printing presses were not running at optimal, this was resolved with an aggressive maintenance plan and re-leveling off the presses. (2) Find out why the printed products did not meet the color parameters, (A) the color matching was done by the company President and co-owner, had to replaced him with spectrophotometry color matching system. (B) The ink had a metamerisum issue, controlled with environmental control changes. (3) Find a way to reduce the waste materials for disposal (Ink), the ink was predominantly water employed an evaporation and incineration system to turn 716 tons of ink into almost a ton of solids reducing disposal cost by 98%. (4) Repurposed 64% of the incorrect but viable printed paper from scrap to limited edition, from the sale of the limited edition print we turned the half a million dollars scrap into a two-million-dollar profit.

Planned year Sabbatical 2000 after immigration from the United Kingdom.