1. Mr Jeffrey Nicholas Taylor`s CV Jan 2017
Tell 07513205675 DOB: 29/01/63 52 Email whtalc@aol.com Birmingham B36 8QY
Lean Transformation – Business Change Manager - Continuous Improvement Manager
Drive Dramatic Cost Savings Improvements Across Manufacturing & Transactional, Value Stream`s
“Have Tremendous Drive, Passion, and Enthusiasm in the Pursuit of Lean Change-Business Excellence”
Champion change, builds employee effectiveness drive for Business Excellence results focus on
Productivity Problem Solving & Continuous Improvement Culture
Summary
Over 19 years Hands on experience in change Management and Business Transformation - covering change management
including:Stakeholder Management, Organisational Training & Coaching in the Use of lean CI methodologies to review &
supportProcess Improvement, end 2 end Business Process Management Re-engineering transformation.
Work-flow, Lean-Six Sigma, & Value Stream Mapping, Current state with key stakeholders Est.: valuestream big picturemaps,
SIPOC & matrix management. Workingalongsidemanagers atmacro & micro levels to targets kaizen workshops,justdo it
events, quick wins set up a programme of improvements to closethe gap from current state to future state Lean Vision, linked
to agree time frame to a lean master plan roadmap.
I Jeffrey Taylor has a vastexperience of applyinglean process improvement techniques and methodologies
Excellent data analysis and problem solving 8D techniques, A3 management reporting format.
Lead lean process that deliver costeffective and efficientway through the optimisation of lean process lean thinking,
technological enhancement & managingcultural change,CI costsavingprojects aredefined activities thatimprove plant
Costs standard / budget for specific P&Lcategories DirectLabor, Indirectlabor,Material,Scrap,
Working towards Quality Right First Time On Time & delivery in Full metrics.
Hoshin Kanri a process to align communication & execute strategy by focusing on breakthrough objectives
Support development and maintenance of standards, d ocumentation and methodologies for process
Knowledge of processes and procedures across a range of business functions simplify and remove complexity
From the ways of working. Operating along-side key stakeholders to realign business requirements
Key Skills Knowledge & Experience
Have vastexperience gained by workingalongside Toyota Production System (TPS) Nissan UK, Jaguar Land Rover, Honda
BMW, Unipart as firsttier supplier,worked at Hozelock, Siemens, Lockheed Martin, Eaton & Holophane UK as Lean
Development Manager & Zodiac Aerospace Having the benefit of worked across largelean organisation in differentcultures
across GermanySpain Mexico & USA
Have proven capability of planningrunning,facilitating kaizen workshops (Six -Sigma) across multi-disciplined teams; bring
business benefit, reduce lead time, improved productivity inventory reductions etc.
Travelled the lean journey walked the walk,well versed in business processimprovement tools & methodologies, across
operational & transactional processes,removingnon-valueprocesses, (Muda) improving information flow, good use of SIPOC
linkingprocesses so reducing costs,improvingproductivity increasingmargins.
On my lean journey have developed Lean Road Maps, link lean and Operational Excellence for operational directors, have
designed & re-engineering transformation projects in line with Customer Culture & Cost change strategies. Have experience
deploying and developing Lean into green field programmes, aware of pitfalls and road blocks for a new deployment, have
experience underpinning Lean across multisite
Will transformthe performance and profitof your organisationsby coachingtraining,senior executives linemanager’s
stakeholders & staff across all functional such as Marketing,Engineering, and Manufacturing,Operations,Finance,Supply-chain
improvement, Delivery Real Profitable Growth in the same structured disciplined way moving from GOOD TO GREAT
Developed and supported department transactional improvementprojects, Increasingproduction & officeoutput, reducing
order backlogs increasingon time delivery involvement & Improvement of employee performance, increaserightfirsttime
percentages, closingexistingprocess gaps,whileworkingtowards valuestreams metrics, always customer facing.
Will sustain what we have implemented by the deployment of Business process improvements tools & techniques such as
standard work used & practice over last 19 years.
At Corporate level
 Review of Company Level Performance Measures KPI`S
 Support weekly site CI savingroadmap action plan
 Lead ValueStream Mapping as Is State, Current Ideal State & Future State Events
 VSM events focused on improvingCapacity P Fiscal
 Big PictureMap At Global / Business Unit& Process Levels
 Est. SIPOC & Matrix Management Focused On
 Company Objectives Vision Policy Development Hoshin Kanri Vision
To Build & SustainableCompletiveAdvantage, I.E. Customer Satisfaction,Economical Performance,Growth, People
Development, Lean Road Map KPI`S Monthly Lean Site Assessment focused on Leadership & Tactics performance

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Middle Management Linked Into Closing the Gap across all processes.
BELOW ARE MANY LEAN TOOL THAT MIDDLE MANAGER S MUST USE DAILY IN ANY PROCESS TRANSFORMATI ON
THE CULTURE CHANGE LEAN AWARENESS START WITH UNDERSTANDING CURRENT STATE PROCESS
 Daily Gemba walk / management, SQCDP cell performance boards
 Cellular PilotareasGreenfield site,kaizen workshops, 5`s,Std-work, one-piece-flow, Fool proofing poke-yoke. TPM, Takt-
time, strong on Visual Management, Andon’s, KPI`s metrics Management, Lost & down time Analysis,the use of cost to
drive improvements JIT & Point of use Kanban, just get dirty, just do it, Automation, SMED, the 7 quality tools & data
analysis,Rightfirsttime, Material & information flow, FIFO, OEE ABC Inventory cost reduction, Focus factories concept,
Parallel line & flexible manning pilot site manning system, Office & Cellular & plant layout
 Lead the supply chain continuous improvement projects, worked with suppliers to ensure quality,schedule adherence,
cost reductions, improved payment terms.
 Projectmanagement, 8D Problemresolution,5`ys, 3P`s,D/PFMEA, SQCDP metric, 3 tier reporting, Lean Accounting, Box
scores,
Experience of Applying Lean Six Sigma Tools, Outside of a Manufacturing Environment
 Have appliedmany leanTransactional projects,customerfacingimprovements acrosssupportingfunctions
Such as:
Customer Service, New Products Development, Test house, Sales, Accounts payable, Purchasing Supply
Chain
Redesign and optimise processes, creating positive customer outcomes
Apply problem solving skills and root cause analysis techniques to provide true recurrence prevention
 Have Mentoredrelationships with senior project stakeholders in the developmentof leanbestpractices
Applied Businessprocessre-engineeringExperience leansix sigmamethodology tomeetthe Voice of
Customerwhile improvingProcessEfficiencybyperformance managementOnboardingStrategy the
Important Tool for Attracting and RetainingTalent
Explainingalongthe journey the need forchange notonlybenefitingthe business,but alsowithin
department&personal development,workingonthe Mindsetsand Behaviours workingonthe culture of
your business, standardworkstandard day in line with understandingof the customer SIPOC.
 My aimisto improve,simplifyandre-engineerprocessestomake sure the we have customerfocusedand
contributingtoimprovedefficiency&revenue. Toprovide the oversightfunctionfortrackingthe impactof
the continuousimprovementsbenefitsagainstoperational metricsworkingalongside finance andResource
to confirmsavings, the howthat affectquality cost deliveryright firsttime KPI metrics
Career History Time Line
March 2016 joined Stechford moulding’s as lean manager / move project manager
Work alongside company directors to move existing site to new location planning re
June- currently. Recovering from long term illness
Aug –JUNE15 IAC International Automotive ComponentsElmdon as ContinuousImprovementManagersite of
over 400 Staff key roles the development of all staff to meet corporateIAC lean standard acrosssite.
Plantmeasured monthly within lean zone & plantaudit’s. Worked closely with JLR development team
I supportweekly site CI saving roadmap action plans,target for 2015 over $ 5millon dollars
Saving Across operations.CI cost savingprojects are definedactivities that improve plant Costs standard /
Budget for specific P&L categories Direct Labor, Indirect labor, Material, Scrap. Reportingto both plantmanager &
European lean group manager, I sat on the IAC management team
June -Aug 14 Mayflex Birmingham as Continuous Improvement Manager (Contract)
Sept- May 14 Zodiac Aerospace Camberley site Lean Leader composite manufacture
Oct - Aug 13 Dennis Eagle Lean Consultant (Contract)
June - Sept 12 Hammond as senior Lean Business & Continuous Improvement consultant
Nov - June 12 SAS Automotive system at LandRover Solihull Lean engineer (Contract)
Feb - Nov 11 Countax Ltd part of the Ariesgroup as LeanValue Stream Manager
Nov 10 Oxford Instruments as senior ProcessEngineer (Contract)
July 10 to Oct Precision Polymer Engineering Continuous Improvement Engineer (Contract)
Octt-07-Jan 10 Holophane Europe Milton Keynes Lean Development Manager
SEP-07 Lockheed Martin UK as Manufacturing Lean change agent
Sept-06 Eaton fluid connectors as ProductionEngineer (Contract)
2005 Hozelock Ltd as LeanProductionEngineer
1994 - 2005 Siemens UK Lean Process Improvement Engineer

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Three Examples of key achievements
EXAMPLE 1 Customer Services 30% RFT Kaizen Project 2009 While At Holophane- Six Sigma Project
None production Change programme transformingbusiness processes around their customer requirements, delivering
efficient and effective processes which add valuethroughout the customer journey. Have deliver and implement
comprehensive process transformation deliveringefficiency savings& experience to ensure customer retention.
Workingalongsidethe customer serviceteam I asked about department % Right First Time Pass Rate
Team did not know own performance figures, no visual Management& therefore no focus on root causeOR
impacting on lead time & cost`s with customer dissatisfaction,
Until the kaizen event, duringpre-event team worked from really lifeexampleof not right firsttime to est. average cost
£230 per order.
Results Two stage improvements raised RFT to 75% from 30% within 11 wks. Sustained 95% RFT over the next 48 wks.
Two key benefits soft costsavingover £250k per year and a department 20% productivity improvement.
EXAMPLE 2 BMW Mini Fuel Sender Project Team Case Study While At Siemens 2004 Six- Sigma Project
2004 Siemens Corporate Worldwide Business Excellence, Process Improvement Category Award
From over 800 teams across Siemens worldwide
Supplying kuteac 1st tier supplier to BMW MINI fuel sender process improvement project turning a failing
production line into then the most productive Siemens production cell outside of china using lean principles
Adding value and greatly improving right first time assembly process.
Start of project 3 shifts with 67 operators to produce only 42`000 units
Results Increased productivity by 56% Reduce scrap & defects by17%
A Reduction of 50% in footprint 40% manning reduction Labourcost saving of £384,000 reduced operators down
to 19 from 67 on one shift Unit of 250`000 per year
Example 3 Sept 07 To Jan 10 Lean Development Manager - Holophane Europe
Totally transformed old tidy production floor into world class production area
Reduce production shop floor area by over 60%
Established Change management, business transformation & staff training plans Set Department (Bto’s)
Breakthrough & (Aip’s) Annual improvement priorities & targetsto improve (TTI) objectives
Set up department SIPOC supplier inputs process output customer matrix.
Closing departmentally gaps by linking department KPI`s.
Round table department’s top 5 barriers to change alignment of middle managers goals & objectives
Over 30 project kaizen workshops. Set up transactional office kaizen events
Established production stand work & 5`s process & sustained by monthly audits
Provide competency as leader change agent established SME Green belt teams
Daily management and performance tracking etc.
Demonstrates ability to transform value stream mapping events into really improvements & savings
Provide technical and operational support across the company.
Lead the development of supply chain continuous improvement projects
Worked with suppliers to ensure quality, schedule adherence, cost reductions, improved payment terms and
warranty periods
Develop key metrics and service level initiatives to improve customer satisfaction
Identify and manage supply chain risks to the business
Ensure that the purchasing team execute the MRP demands to meet the production requirements
Monitor and ensure the accuracy of inventory levels throughout the organisation
Minimise stock holding and improve stock outs
Provide leadership, guidance and development of staff
Extensive knowledge of business analysis with the ability to advise the business on the available standards,
methods, specific tools, applications
Responsible for updating shared lean ABS Web site, with kaizen report outs status
Established First focus factory valuestream structure ahead of plan & first Kanban point of use event
Attended kaizen events in Mexico & USA

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Training CareerHistory
2013 Simpler Business System A3 Transformation Plan of Care
2009 Attended 1 week kaizen event in Mexico to improve failinglatepass dueproduction cell
2007 ABS 3 week Lean boot camp trainingin Georgia Atlanta USA by Georgia Institute of Technology
2007 Lockheed Martin Six-Sigma Green Belt Accreditation
2005 Value Stream Mapping If Industrial Forum Trained, mapping flowof materials & Information
2004 Siemens Corporate Worldwide Business Excellence Process Improvement category 3rd prize award
From Over 800 teams & UK Business Excellence Awards Winners 2003 Process Improvement.
2000 Completed PMI 500 Series Process Improvement- Root causecountermeasure resolution 3-week
Six Sigma Green Belt course
2000 Land Rover Lean Kaizen manufacturing project Lean key processes importanceof waste Muda
Identification & Elimination Introduction to flexiblemanpower lines
2000 5`s Training& Standard work combination tables
1994 Completed the famous Nissan Try-Z one-week workshop
Overview of Training & Assessment
 Motivation studies training
 HNC Engineering
 NEB`S supervisory managements
 Nissan Try Z supplier development training
 Toyota TPS training at Toyota Derby
 Value Analysis / Value Engineering events
 Fool proofing poka-yoke methods & PFMEA training
 PMI 500 Series Process Improvement Training Six Sigma Green Belt Course& Accreditation
 Lockheed Martin achieved Lean Six Sigma Green Belt Accreditation
 3 week Lean boot camp training in Georgia Atlanta USA by Georgia Institute of Technology
 Myers-Briggs types indicator test I came out as E N T J
 Value stream mapping IndustrialForum Trained.
 StrategyDeployment Matrix Management Process
 Trained in the use of Predictive Index® (PI®) assessment tool 2011
Personal Skills
Tremendous Drive, Passion, Enthusiasm & Persistence in the Pursuit of Change
 Able to show & establish Vision of future State, while working alongside process owners in the current stateto
achieve the culturestep change switch between big picture thinking and the small detail. Pragmatism
 Extremely hands on, love kaizen workshops willwork closely with team leader’s mangers & senior management.
Strong engagement skills, along with the ability to influence stakeholders with strong views facilitate workshops
that generate solutions and gain buy in
 Able to build key relationships, Lead & leadership from the front, enormous drive & passion in motivating co-
workers in Continuous Improvement activities. Six Sigma Accreditation problem solver can set & evaluate CI
improvement targetswhile working towards root cause countermeasure A3 8d resolution, good use of 7 quality
tools Understand common & special cause process variation.
 Document every step change, before & after photos showing the benefits & Improvements at every stage.
 Business Analyst work with current dater. Information is one of your most valuable business assets. Effective
management and interpretation of data can set your organization apart. Able to make the right decisions quickly
to gain competitive edge. The ability to self-start Strong customerfocus and corporate awareness
Define key objectives future state, identify success factors, and comprehend constraints
 Able touse softpeople skillstoengage change helpingemployeestoadjust& understand thatwe all have
customers& suppliers butalsounderstandchange the people orchange the people principle Mention,
coach,facilitation,Influencingstakeholders during cultural changeprocess.

Developingpeople Individual PotentialRespecteveryindividual - meetingmotivating& behavioursneeds
Act as a role model champion change, builds employee effectiveness drive for Business Excellence results focus on
1. Productivity 2. Problem Solving & 3. Continuous Improvement
 Identify constraints within the manufacturing areas due to inefficient, outdated processes and equipment and
utilise the latest technology to remove these constraints within the cost framework of the business
 To implement continuous improvement techniques and tools to deliver bottom line savings to the business,
including TPM, 6S, Kaizen and Six Sigma.

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 Facilitate the introduction of new products and processes in to the business ensuring continuity of supply to the
customer.
 Identify inefficiencies utilising OEE techniques and remove these to ensure efficient recovery of labour hours
using optimal manning levels.
 To optimise the utilisation of resources so that business targetsare met or exceeded and constraints within the
business end 2 end are removed.
 To set departmental targetsand KPIs that fully support the achievement of the SQCDP targets, namely:
 To be responsible for operational departmental performance against Key Performance Indicators (KPIs) and
targets, monitoring progress regularly and ensuring realistic recovery plans are adhered to in order to
address areas of underperformance.
EmploymentHistory
Aug 2014 IAC International Automotive ComponentsElmdon as Continuous ImprovementManager site
of over 400 Staff key roles the development of all staff to meet corporate IAC lean standard across site.
Plantmeasured monthly within lean zone & plantaudit’s. Worked closely with JLR development team
I supportweekly site CI savingroadmap action plans,targetfor 2015 over $ 5millon dollars
SavingAcross siteoperations.CI cost saving projects are defined activities that improve plant Costs standard/
Budget for specific P&L categories Direct Labor, Indirect labor, Material, Scrap
Reporting to both plantmanager & European lean group manager, I siton the management team
June -Aug 14 Mayflex Birmingham as Continuous Improvement Manager (Contract)
Zodiac Aerospace Composite Lean Leader Part of Management Team at Camberley
• Working alongside site operational director & European lean leader to align Camberley site to corporate blue
print across 3uk site’s
• Set up four manufacturing pilot area, worked with senior manager’s & corporate leaders
Responsible for Running Three High level VSM events focus on improve business lead time reduce cost & improve
OTIF delivery & quality performance kpi`s (New products introduction, design & aftermarket)
• Introduced first assembly flow line into production, worked alongside managers to establish A3 reporting
• Metrics to support Hoshin Kanri a process to align communication & execute strategy by focusing on
department breakthrough objective, Undertook month plant assessment & improvement programmes
• facilitator of Lean Framework to all levels - Senior Management to Shop-floor
• Supporting CI strategies and daily management of Camberley BU and Aftermarket organisation
• Engageleadership team and facilitate
• StrategicImprovement Plan
• BU Master Plan worked on three tier daily production weekly management & monthly directors SQCDP boards
• Through Management Review, manageimprovement
• Daily Management
• Annual Breakthrough Objectives
• Familiarise with corporate lean objectives and build roadmap for Leadership Tactics FY14
• Create and deploy BU training programme;
• ZEST methodology (LEAN Basics, A3/8D Thinking, Problem Solving)
• LEAN Green Belt accreditation programme
 Integrating Continuous Improvement ideas as part of the process.
 Ensuring projects are integrated with other business activities, improvement projects, and the
business strategy.
• Responsibility for Managing the Company Assessment Cadence, including Monthly and quarterly updates and
liaison in Divisional Company forums
Oct 12 Aug -13 @Dennis Eagle as a Lean Consultant
Creating a lean road map & lean training platforms, running continuous improvement workshops. Phase 1 quality first
lean awareness platforms lean awareness training platform phase + quality first awareness = 100% of staff within 6
months. Set up lean teamto focus on the 3c`s Culture Customer & Cost setting up first lean control/ war room, Right
First Time Lean Business SystemVSM & Kaizen Events Department Current & Future state Maps–Gemba Walks Visual
Management–KPI`S worked with Simpler BusinessSystem A3 Transformation & LEAD.
Nov 2011 SAS Automotive LAND ROVER Solihull (Contract) Lean ProcessEngineerJIT/JIS
Clear focus on lean logistic sequence parts to SAS & LAND ROVER introduced future statemap.
Set up production & Distribution warehouse, reduced existing warehouse footprint by over a third.

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Feb 2011 Countax Ltd part of the Ariesgroup in Oxfordas Lean Value Stream Manager
 Providing leadership and direction in the attainment of strategicdeployment goals
 Responsible for fabrication process, steel punching lasers welding folding & machine shop.
 Material replenishment materialflow the aim to build as kits of one, working to establish product supermarkets.
Building to replenish
 Daily manage 6 team leaders up to 50 staff, manufacturing quality, continuous improvement across all operations
from push to pull, within fabrication meeting the needs of internal customer
 Established standard teamleader’s standard day process & three tier team leader meetings
 Setting goals, monitor progress ensure accountability for individual & team members.
 Accountable for key value stream metrics are met & Safety Quality Cost Productivity Delivery 6S
Nov 10 Oxford Instrumentsas seniorprocess engineer(Contract)
 Responsible for the continuous improvements of the Cryogenic monitoring systems (Cryogen Dilution
Refrigerators) Goal to capture& CTQs (Critical to Quality)process
 Introduce first production FMEA Process Failure Modes and Effects Analysis on the Dilution unit,
 Process summary reviewed by the oxford instruments management team.
 Looked at existing controls & future process controls example Mistake-Proofing (Poka Yoke) Process SPC, CTQ
across manufacturing, Introduce data capture on key process
 Working alongside production manager listed a number of DOE designs of experiments
 Developed five-year lean transformation road maps for operational directors
 Applied Problem solved tools & standardise leaking indium seal improved right first time pass %
July to Oct 10 SeniorContinuousImprovementEngineer- PrecisionPolymerEngineering Ltd (Contract)
Polymertesting mechanical and physical propertiesof polymerand plastic materialsand products
 Worked alongside directors to establish first company Strategy Deployment matrix management Process
 Setting Department (BTO’s) Breakthrough objectives 3-5yeas plan & (AIP’s) Annual improvement priorities &
Targets to Improve(TTI) objectives Closing departmental gaps by linking KPI`s
 Conducted Gemba walks & value stream mapping events within the new products development process
Lean DevelopmentManager(Holophane Europe MiltonKeynes)
 Trained, coached & facilitated lean best practices principle tools and methods across the whole company In Milton
Keynes a 116 year old lighting Company without any lean CI exposure.
Introducesdailyproductionweeklymanagement& monthlySQCDP kpi`s
 Working & Training Across Spain, Mexico & USA Acuity Sites, to achieve the goal of Better Before Bigger
 Accountable for the proactive development of the Acuity Business System (TPS) using all the lean tools, such as
value stream mapping, kaizen, 5`s, 5 y, 3p`s standard work Visual management & Gemba walks.
 Establishing Kpi`s close loop system. Established Production point of use Kanban One Piece Flow
 Establishing first focus factory with planner buyer concept.
 Driving lean leadership throughout the company Using Acuity brands Lean tool box
 Cross-functional culture change that minimise employee resistance and maximise employee engagement.
OCT -06 JOINED LOCKHEED MARTIN UK AS LEAN MANUFACTURING ENGINNER
As Improvement engineer within the manufacturing department
Gained Six Sigma Green Bet Accreditation. Defence vetting agency clearances.
Process improvement role working with composites processes, improving RFT on a major defence project within
composite assembly at a cost saving of £25`00 per unit. Part of lean project teamthat introduced first cable
harness production cell.
1994 - 2005 LEAN PROCESS IMPROVEMENT ENG - SIEMENS UK
 2004 Corporate Worldwide BusinessExcellence,ProcessImprovementCategoryAward
From over 800 teams across Siemens worldwide
 Produces fuel systems, instrument packs, wash systems and cockpit systems for customers such as Land Rover,
MG Rover, BMW Jaguar, and Nissan UK Toyota UK & Honda etc.
 Worked at all levels, from shop floor operator, team leader, logistics, and new production introduction &
production engineer roles lean process improvement engineer.
 Key strength line re-balancing & re-engineering of processes, working alongside operators & office staff to
removing non-value processes, reducing cost’s improving value added.
 Set up & ran Value Analysis / Value Engineering events
Thank you