Ian Jones

During my 12 years in the position of SV Senior Programme Planner (inc 1 year as LL6 Stand In Programme Manager) I have worked on numerous programmes i.e. X760 R Sport 16MY (including Accessories), X260 R Sport 17MY (including Accessories), X152 SVR 17MY, X260 Halo 18MY, L462 SVX 19MY, Trinity 19MY, D7U (L405 SVA, L405 SVA-D & L494 SVR) CN6 Emissions Compliance 20MY, X761/560 21MY Line Fit & Dealer Fit Accessory programme, X761 SVR 21MY, L560 SV 23MY, X761 SVR 21MY and L663 110 SV 25MY.

On several of the programmes I have been the sole Programme Planner on the project and on others I have worked closely with other Programme Planners depending on the small of the programme to deliver the projects listed above. I have experienced numerous projects of various scales from pre through the various Gateway up to and including Job 1 completion and this has necessitated being involved with the following activities:

* Chairing regular PACN meetings to review and progress PACN’s. On recent programmes I have also been responsible for co ordinating cost review sessions (Finpat) mtgs and assisting Engineers prepare their 'One Pagers' for review with the relevant CPE / PGL for the programme. After the reviews I issue notes and actions from the reviews and maintain a log of all approvals that Finance refer to when approving PACN's / iCreates.

* Facilitate cross functional reviews with Design, Colour & Materials and Marketing Sales & Service to agree programme content and ensure it is deliverable within the programme cost targets and timing constraints.

* Facilitate reviews with Design and Engineering COC’s to ensure alignment and understanding of content and cost targets.

* I have extensive experience of the creation of Programme Direction Letters (PDL’s) from the 19 PDL's that I have authored and had approved and issued in PDL RADS. To ensure PDL content is accurate I hold informal review sessions with all stakeholders to agree content and wording prior to formal issue in PDL RADS to ensure PDL’s are approved in a timely manner by all approving departments. To ensure all changes are captured between formal PDL updates I maintain a working draft where I capture any content updates issued via PACN's to ensure the changes get incorporated into the next formal issue of the PDL.

* Liase with Product Information (PI) Dept to ensure all input documents are in place at the start of the programme to ensure PI can commence their coding work as per their MEP.

* Run CAS/CAM meetings with the relevant Engineers to ensure Icreates / WERS Concerns are progressed in a timely manner and any roadblocks resolved or escalated if required.

* Run and chair weekly PST / Group Synch meetings to review programme health status, resolve risks and issues identified in a timely manner

* Support Launch meetings with the Launch and MPI teams on the run up to build events.

* Run daily Stand Up meetings to review programme metrics such as outstanding PACN’s, AIMS, Sourcing, Alerts, Program Central Deliverables, eAPQP metrics and review any issues the Squads may have etc.

* Liase with Vehicle Engineering on the resolution of Technical issues and support Scrum of Scrums and Engineering Guild meetings.

* Support High Hurts and Gating Issues meetings.

* Co ordinate the completion of PCDS Programme Central Deliverables. On smaller programmes such as the D7U CN6 Emissions programme I had to facilitate deliverable workshops with the delivery team to agree which deliverables were applicable to the programme and which were ones were not. Detailed records were maintained to justify deliverables which were considered to be not applicable.

* Co ordinate the raising and approval of both Manufacturing and IPSW Alerts prior to the commencement of any build phases in the manufacturing plant.

* Creating Gateway Papers (and Business Conformance Plans if required) and presenting them at Cycle Plan meetings.

* Support Group and Domain review meetings to assist with the resolution or escalation of open issues as required.

* Facilitate 'Lessons Learnt' sessions as required

I successfully held the position of stand in Programme Manager for Jaguar Sports Cars for 13 months and was responsible for managing 4 Programme Planners.

During this time I led the X152 SVR 17MY programme, X152 18MY MCF programme and X590 18MY Line Fit programme. The X152 SVR 17MY programme in particular experienced many technical and timing challenges, but despite this I, together with my team, helped provide direction and led the resolution of the various issues encountered. I also played an active part in convincing Castle Bromwich senior management that the X152 SVR programme was ready to progress through the various build phases by demonstrating that where corporate metrics had not been met, risk to the plant and the end customer had been mitigated. For PSW metrics I compiled a detailed spread sheet showing risk mitigation against the PPAP elements and in build containments. I used the 'clear direction' and 'my business' approach to rapidly resolve launch issues on X152 SVR (eg addressing and minimising obsolescence costs caused by late engineering change). I remained positive at all times, which inspired the SVO team to remain positive and motivated. This enabled us to overcome hurdles and find solutions to any issues which arose.My calm, professional and trustworthy nature has helped me progress into a managerial role within my immediate LL6 peers and the Core LL6 to LL4 management team at the Castle Bromwich plant.

During my time in SVO Plant Launch I was responsible for co-ordinating and delivering various customer bespoke vehicles. This involved analysing where bespoke parts needed to be incorporated and finding ways to sequence them to the production line without disrupting normal production. This sometimes required withdrawing bodies from the paint shop and redirecting them to external contractors, together with 'hang on' plastic parts requiring unique colour schemes. Bodies were then re-sequenced back into the body stores ready for assembly.

Other projects involved substitution of trim parts and ensuring bespoke parts were available at the required fit point at the correct time. All these unique builds were achieved on time to the required quality level without any mis-builds.

I was responsible for representing SVO at 'Open To Go', 5F, CCAR, IPC, RIS and AIMS meetings at the Castle Bromwich plant for any SVO product launched into the plant and ensuring Alerts were in place for any commodities which did not have PSW approval

Whilst I was responsible for Manufacturing Quality within SVO there was a marked improvement in the quality levels of product supplied by key convertors such as Centigon, Gardener Denver and XK Engineering. I instigated greater use of quality tools such as 8Ds and Concerns and Counter Measures to establish root cause of problems, which ensured robust corrective and preventative actions were put in place. I spent time with suppliers, manufacturing and quality personnel to educate them on the JLR quality requirements and help them implement the relevant quality tools.

My experience includes the use of quality tools such as 5S, Concerns & Counter Measures, Lean techniques, Standardised Work, Quality System auditing as well as completing Green and Black Six Sigma training courses. Running the SVO Manufacturing Quality department has given me a good understanding of the demanding quality expectations of customers of high end vehicles such as bespoke Range Rovers, as well as users of our armoured products.

I managed the Solihull PCPA department for 12 months, with the support of 18 auditors which coincided with the introduction of T5 at Solihull. During this time I introduced a PPS (8D) system enabling problem owners to identify route cause and implement corrective actions as a result of quality concerns found during PCPA audits. I also ensured gate holds and site sweeps were implemented if 'A' calls were identified during vehicle audits.

As a qualified TS16949 Lead Auditor I led the TS16949 implementation team at Solihull resulting in the site being accredited to TS16949. I achieved this by coaching and educating personnel throughout the site on the requirements of TS16949. I then validated the Quality Operating system using the site wide audit plan that I had developed. I played a key role in changing the auditing function from one of compliance to written procedures to one which was more process based.

Maintained the BIW Quality System including performing quality audits to ISO9001.

Implemented quality improvement projects to resolve quality issues identified from the BIW production line.