Alan W Martyn

• Since returning from the UAE, I have been supporting mostly old friends and colleagues with improvement consulting advice
• As ever this has been diverse including healthcare (e.g., UK NHS Impact programme and
• Integrated Care System (ICS) delivery), aviation (e.g., Ascent, Dubai Aerospace, Smart Lynx) and digital transformation/AI applications (e.g., Siemens, Khalifa University, Abu Dhabi).

• WFC is Abu Dhabi's leading shared service provider, providing back office shared services (e.g., HR,
• Procurement, Finance, IT, Contact Centre, and Marketing)
• Invited to join WFC by the CEO, an old friend from AMMROC, I joined as the continuous improvement director with a view to expanding the WFC portfolio to include method (Lean/Agile)-based transformation
• Due to the departure of two other
• Directors within the first two months of joining, I quickly became the sole director supporting the operation and supporting the CEO
• This put me at the center of supporting operational issues and a staff of 350, with HR and Finance issues dominating, including monthly and annual accounts presentations for multiple companies
• WFC is at the cutting edge of digital transformation of “back office” shared services
• The role saw the introductions of several key capabilities including an “Amazon Like” procurement capability for clients; an upgraded omnichannel (Voice, WhatsApp, chatbot, hub) contact centre and a new digital payroll capability for the (80+ clients)
• This post combined my core operational excellence skills with digital to yield significant improvement and savings in services
• Key development includes a mobile app to support HR process optimization, and the use of AI to support finance process optimization and business insight
• Later I worked with Khalifa University to develop a SMART UAE healthcare improvement environment using AI techniques
• Internally, whilst the focus was on continuous improvement, I was at the forefront of other changes to improve the broader environment for staff (e.g., Reorganization to support flow and the customer, Weekly blog, improvement awards, internal communications intranet, bi-weekly face-to-face reviews with all teams, welfare committees, job descriptions, H&S audits).

• NHS Improvement
• Head hunted to this position post my success delivering strategic savings (£1.4B) to in UK aviation support
• The vision for the programme was as an improvement/OD strategy to harness the power of the 1.4 million
• NHS employees with a simple improvement practice every day
• Having established a team and developed a methodology that learned from the past and sought to integrate other improvement initiatives in the NHS we began the deployment
• Starting with the transformation of the 8 lead Trusts/Hospital groups (approximately 60,000 staff geographically split), our focus was large-scale end-to-end (home-to-home) process transformations
• Results were significant for example in the frail and elderly pathway at Royal
• Surrey (Time on ED reduced by 75%; 24% reduction in Length of Stay; 10% reduction in long-term patients; ROI of £2.4M through bed day reduction), literally hundreds of other examples
• In addition, core teams were trained to enable self-sustainment and daily engagement by all staff
• Internally this required developing a team of over 40 across the 8 trusts to enable the improvement
• In addition to the core programme, I was the heart of the UK national COVID-19 response, including developing the establishment of Nightingale hospitals, setting up the first drive-through test centres and national procurement improvement programmes for PPE and ventilators
• The post culminated with a proposal to expand the programme across the whole of the UK putting the programme at the heart of both NHS
• Improvement and the NHS England People Plan.

• Airlines, Madrid
• My move to Iberia was built on my relationship with Mr Andre Wall when he became the CEO of Iberia in

• Persuaded to join his new leadership team was at the heart of a major transformation since joining in June 2016
• Again, with OD at the heart of the programme, the method was combined with digital and organisational development goals, including a Spanish youth development programme and a special team to rehabilitate staff who presented challenges in other departments
• Key activities included training a core quality transformation team (10 staff) across the business units; certifying the business to the Iberia
• Sistema Lean Production; delivering model transformed areas across the business; delivering key targeted improvements with never less than >35% improvement; working with teams across the business to “see the opportunity” and set their strategic plan for improvement
• Results were impressive with the help of a great senior management team including:
• 54% increase in heavy MRO On Time Delivery
• 20% increase in ramp Technical Dispatch Reliability
• 27% increase in engine MRO OTD
• Individual component and logistic improvement in reliability from 10 to 90%
• Iberia is now a featured Lean Transformation in the 2023 International Lean Conference How Iberia Applied
• Game-Changing Flow Practices In Maintenance, Repair and Services (And Crushed It)

• The Advanced Maintenance Management Repair and Overhaul Center (AMMROC) is part of the Abu
• Dhabi Vision 2030 and aims to transform the delivery of support to the UAE Air Forces, moving to a private sector support model
• At the heart of the transformation journey, this work stretched from strategy definition to tactical transformation on the ground
• Starting with a blank piece of paper, the program included: o Strategic transformation model development covering improvement from enterprise strategic processes (eg planning, HR, Supply chain) to tactical workshop level improvement
• O Strategic program definition and delivery for a multi-billion AED organisation, with over 4000 staff in multiple sites across the UAE o Delivery of method-based transformation in the multicultural workforce in the Middle East o Establish the core team of expert staff and broaden that team to include improvement leaders on all units and sites
• O Defining a program to train all managers and above to a trained standard (Practice Coach) in two years and giving all staff induction in continuous improvement
• O Setting up a governance system to enable management of the transformation journey
• O Developing a significant number of new tools to enable transformation in a multicultural environment, often moving improvement from a very low baseline of quality and delivery
• O Delivering results including a 400% increase in productivity of MRO sites (eg engine overhaul); a reduction in the manpower required to run key processes; Driving the quality corrective action reports to a 600% increase before reducing them to 50% of their previous reported levels (had to get much worse before it got better!); 68% reduction in the Aircraft on Ground rate due to spares; Reducing Repair Turn Around averages from 451 days to 147 days in 1 year
• Reduced procurement times by 62%
• Reduced manpower delivery times by 52%.

• Simpler are global leaders in Lean-based transformation
• Work includes transformation delivery and transformation business development activity
• Including o Delivered Lean-based transformations in Public Sector, Health Care and Commercial (Pharmaceuticals, Defence, Aerospace, Oil and Gas, Banking) environments
• O Supporting European Healthcare business development (UK, Spain, Ireland) o Supporting delivery across the commercial aircraft sector (Lufthansa Technic, Etihad, Emirates,
• Air Berlin, Fly Dubai, Air Arabia and Multiple Business Aviation) o Shannon Aerospace - delivered 30% improvement in turnaround time and 30% savings in the delivery of civil maintenance, leads business development in European (SR Technics), the Middle
• East and India
• O US Air Force Europe - led a programme to conduct an Enterprise Review of the 50,000-strong

2006 – Royal Navy Lean Transformation Manager

Overall lead for Lean continuous improvement in the Royal Navy.

Overcame resistance to change by building first-class one on one relationships with senior Naval personnel which eventually led to joint stakeholder “buy-in “to the Lean technique.

Led project with a group of senior Admirals to redesign the administrative/ back-office operation, leading to realigned organization and savings of £35 million.

2004 (Sea) – Royal Navy - Air Engineer Officer HMS ILLUSTRIOUS UK’s Strike Aircraft Carrier.

Established and lead the Air Engineering team that brought HMS ILLUSTRIOUS out of refit.

Led the Air Engineering team, to achieve the exceptional operational standard required to make the newly fitted-out Carrier fully operational: in commercial terms, this is akin to a complex factory start-up.

Transformed staff responsibilities to make them more focused on support for the embarked squadrons.

Applied Lean to the Carrier - doubled operational output and generated savings of £20 Million (100:1 ROI)

2002 – Royal Navy - Executive Assistant to Air Marshal Sir Barry Thornton An aide to military 3 Star General responsible for all aviation support to UK Armed Forces.

Built a strong relationship with the Air Marshal and became his trusted advisor; consequently, was involved in influencing and implementing many high levels decisions.

Following a visit to Lockheed Martin in the USA, it became central to the introduction of Lean to the UK military/UK Government.

An integral part of the team that saved £1.4B to UK Defence in Fast Jet repair and maintenance. 2000 – Royal Navy - Equipment Capability Customer

Responsible for generating the procurement business case to the UK Treasury on behalf of the UK MOD to support the new Aircraft Carrier programme and other Naval Aviation.

Built first-class relationships and trust, promoting the business case to help secure future aircraft carrier programmes. (circa £10B+), done at a time when the Carriers were under threat from the government.

Build a relationship that led the US government to trial the Apache helicopter at sea. The trial led to Apache’s clearance to operate at sea and recent operational success.

Responsible for maritime UAV capability development and member of the DEC ISTAR committee.

1999 – Royal Navy - Royal Navy Air Engineer Officers Training School Director

Responsible for the post-graduate training of all RN Air Engineer Officers (circ 40/year), staff of 10. Transformed the delivery of training integrating it with rating training and making optimum use of rating training facilities and lecture staff.

1996-98 – Royal Navy - 815 Naval Air Squadron Air Engineer Officer

Engineering Director for the largest helicopter squadron in Europe (44 Lynx helicopters, 400 staff)

Instigated the Lynx flight database to define the business case for improvement in support of Lynx flights across the world.

Transformed daily routines and support to flights, visited flights at sea, and established greater integration between operations and support staff.

1992-96 – Royal Navy - Experimental Rotary Wing Flight Test

Aerospace research flying sees the first successful helicopter tail rotor failure trials Flight test with experimental research blade leaders Lead for UK Airship flight test and simulation programme Several papers were published on my experimental research work at the international level.

1991 Royal Navy - Desert Storm – seconded to assist with aircraft support in first Gulf War /1990 – Royal Navy - Engineer Sponsor Mission System Merlin Helicopter /1988 – Royal Navy - 819 Naval Air Squadron – Deputy Air Engineer (12 Sea King helicopters)/1987 – Royal Navy - Qualified as an Air Engineer and work as MRO Workshops Officer RNAS Culdrose

• O Aircraft Design Engineer working in the Future Projects department on the aircraft that was to become the STOVL JSF o Experienced structural designer with knowledge of NASTRAN and CATIA design tools.