Kenneth Keegan McCullough

• Improved daily sales average by 36% by delivering operational excellence.
• Monitored and reviewed operational performance, aiding improved business strategy to maximise productivity.
• Developed, recommended and implemented strategies to improve employee work quality and speed.
• Reduced costs and improved operations by analysing processes and customer feedback.
• Streamlined operational efficiencies by establishing and implementing effective programmes.
• Minimised discrepancies by effectively training employees on zero defect best practices, policies and procedures.
• Changed shop floor structure to increase ownership and accountability by moving from one business unit to three business cells.
• We created six new positions to support this change. These positions were filled by current employees, this increased engagement. The Production Manager now has three Team leaders, one per cell and a line Inspector per cell. This removed the previous burden from few shoulders to many. The pay increase for the new positions was covered by the removing of previous waste.
• I Introduced SQCDP daily metric boards with business defined KPI's to allow each cell a direct tool for process improvement activities.
• The P. P. E adherence and employee discipline was dramatically turned around from previous accepted standards.
• The business is now in a comfortable and strategic position to firstly achieve Excellence with internal stakeholders and then deliver this new Excellence to our external customers.

My key focus in 2019 was to separate FAST MAKE from Xcel serial production as much as possible as using Xcel resources was a weakness to our performance. As FAST MAKE is such a high performing and high demanding team, using functions belonging to serial affected us negatively as their priorities at times didn't match ours.

Although we have a small team our team is extremely skilled and proficient and my goal was to galvanise the sections with in the team. I also focused on increasing value and performance as much as possible. By the end of 2019 we had increased performance on every level of FAST MAKE.

EBIT percentage up 20% 2019 against 2018

GVA up 9.4% 2019 against 2018

GP up 7.3% 2019 against 2018

Scrap/Defects reduced by 23.5% 2019 against 2018

Rolling 4 week Labour efficiency up 34% 2019 against 2018

Manufacturing over makes reduced by 76%

We had a fantastic 2019 and we have implemented a number of business improvements mainly using our SQCDP process.

• My team had produced over 63,000 extra lines through inspection and despatch, compared to the previous 4 months before my employment.
• We had increased our scrap replenishment revenue contract from £128.000 in February 2018 to £300,000+ every month since.
• My team had one Silver score and three Gold scores over the last four months before I resigned. This scoring system is through the BE Aerospace customer portal. June was a 100% score.
• Verified that all process control parameters were being documented and followed at all times.
• Drove daily production activities with effective communication and leadership.
• Drove weekly communication with external customers and suppliers.
• Investigated and implemented ideas for quality improvement, increased productivity and cost reduction.
• Maintained and communicated daily productivity and shipment reports for all departments.

• I left the two contracts that I worked on three and four weeks ahead of their build plan respectively.
• I removed a third of my shifts manpower due to poor attitude and performance. By doing this we were actually out performing our opposite shift. By removing certain individuals the team became stronger and supported and engaged with each other much better than previously. We strategically targeted and executed our daily plan to add as much value per shift as possible.
• Successfully managed production activities so all orders were shipped on time.
• Championed quality initiatives by engaging my team and ZSUK Quality inspection.
• Managed documentation of and training on production procedures and work instructions.
• Successfully obtained Boeing inspection approvals for two operational stages after just 3 ship sets.
• Directed improvements in safety, product quality, service and cost efficiency.
• Determined suitable staffing requirements, scheduled employees and worked with Human Resources to meet changing production schedules.
• Shop floor point of contact for customer product inspections.

• Successfully removed around 200 hours per week off Non Value Added activity
• Removed 10% off each production build and was on course to remove a further 20%.
• Reverse engineered the panel construction and improved panel appearance and quality by introducing aerospace technologies and materials.
• Introduced a bespoke Lean Manufacturing ethos to the department, which enabled my team to eradicate previous mistakes and processes. It also provided the team with a safer and progressive working environment.
• Successfully removed 45 minutes to one hour cleaning process per job by introducing various aerospace grade materials.

• Established weekly forecast meeting with all Test Program stakeholders.
• Routinely improved product quality and reduced delivery costs.
• Drove daily production activities with effective communication and leadership.
• Managed product quality to guarantee compliance with quality policies, procedures and systems.
• Invigorated my team and gained 100% schedule improvement against forecast on V2500 Fan Cowl Doors.
• Verified that all process control parameters were being documented and followed at all times.
• Introduced various lean incentives and processes and procured extra tooling. This gave the team more variation with build possibilities and increased output by 100%. This removed 1 year of the contract completion date. C-series Test Program.
• Procured extra tooling and once again improved by 100% against forecast schedule for V2500 Fan Cowl Doors.