Leanne Pearce

• Evaluated performance of teams and individuals, offering detailed feedback to drive improvement.
• Identified training needs and opportunities to provide Continued Professional Development (CPD) for staff.
• Established project scope, timeline and objectives and tracked key metrics to monitor progress.
• Gathered requirements for ongoing projects and organised details for management use.
• Directed cross-functional teams to accomplish technical aspects of projects.
• Collected project information and disseminated to appropriate stakeholders.
• Evaluated use of resources to identify areas to cut costs and opportunities for investment.
• Fostered positive and performance-oriented environment by implementing successful reward systems.
• Oversaw workforce recruitment and development processes to guarantee service excellence.
• Championed continuous improvement and cross-functional collaboration whilst promoting company values.
• Supervised and evaluated employee performance, providing construction feedback and identifying staff talent.
• Evaluated existing procedures and made proactive adjustments to meet changing demands.
• Introduced Lean methodologies creating Value Stream Maps, 6S, Kanbans, One Piece Flow, LPAs
• Created & delivered Lean training, improving engagement
• Delivered New site layouts, improving flow & productivity
• Managed Despatch area for 9 month to understand and improve issues, developing new roles & responsibilities. Improving OTD. standardising processes

• Continuous Improvement activities include: Value stream mapping, Kaizen, 5S, SMED, TPM, Gemba, Standard work, Root cause analysis, PDCA, Muda, KPIs, Kanban, visual factory, Audits & assessments.
• Lead & supports multiple teams to leverage effective strategy execution, and sustainable continuous improvements. Facilitating training in Lean methodologies within EMEA. I work alongside LSS Blackbelts & key stakeholders as enabler for savings through driving/supporting Lean improvements across the Atherstone site. Site savings projection for 2022 is £2.3mil.
• Team member delivering an NPI with estimated 3yr sales of $100m
• Value stream mapping, created VSMs for site, to understand flow, bottlenecks. Improved productivity & flow in multiple areas, reducing customer backorder.
• Kaizen Working with key stakeholders developing & facilitating numerous Kaizen events, from 1 day to 2 week bootcamps within Atherstone site and across NER regions. Developing training to support these events.
• 5s system created for the Atherstone site,including, colour coding, signage, audit process, clear ownership of tasks. One activity followed a safety incident, new layout created, improved safety,flow & standard work.
• SMED activities changeovers & start ups. Changeover, no standard work existed, using lean tools to understand the current state (spaghetti diagrams, observation sheets, operator balance) we were able to reduce changeover time from 4hrs to 2.5hrs.
• TPM Lead to create a team to develop and implement TPM, upskilling operators, increasing OEE on converting machine from 30% to 40%
• Root cause analysis. working with all levels & departments (Operations, Plant Eng., Engineers, Planning, EHS) Delivered training on root cause analysis, using 5 whys & fishbone diagrams to understand the problem. I created a database to hold all raised forms for review of understanding of problem and check corrections/improvements are completed including the elimination of re-occurrence.
• KPIs Implemented a Tier process ( tier1 -4) with both leading & lagging metrics to ensure customer needs are met. The tiers were aligned with the audience Operator tier 1 - Win the hr/day - tier 4 Win the month/Qtr.
• PDCA process introduced to review progress to closure of actions, ie safety incident , once incident was understood, planned actions with teams, agreed dates for work, check work completed as agreed, Act has the improvement improved the process as desired.
• Standard work Working with an area, created standard work which led to record output of 2.3 million pieces with fewer staff and prevented backorder and business disruption.
• Training/SW Delivered IT based training system, creating & delivering training, setting up the Atherstone site format, going live in only 7 weeks 50% of time allocated, this became best practice
• Flow worked on a project with 3PL to reduce costs, improve flow. collaborating with suppliers & DHL.
• Assessments & Audits developed audits for all levels ( EHS, SW, waste etc) and owner of the Lean assessments for the Atherstone site, sustaining improvements & highlighting future improves.
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Manage A3, create team and collaborate with stakeholders to control energy usages and waste, agreeing projects (LEV lighting)

Production Area Manager 2010-2016/2017 - 2019

Over the 9 years in this role, I managed a variety of areas, Coating, converting inc. New technology Laser machines. Team member, introduced a new annualised hours scheme, Reducing costs, more flexible workforce. Lead introducing new structure to site, with new job grade pay and roles creating a packing role reducing cost by 50% and implementing continuous running process, increasing OEE. Managing staff hrs, work schedules, holidays, absence, disciplinary, pay Budget control for both direct & indirect costs Managing area projects MOC process, training, safety ( New products and machines), working with engineers, EHS, Finance

SAP deployment in UK & Ireland. Managed staff, tested scripts for all processes, managed Go Live Created training documents for Atherstone site based activities in MTD, enabling successful GoLive Supported 3M site in France SAP testing & deployment

Collaborated with other developers to identify and alleviate software bugs.

Maintained project momentum by providing detailed progress reports and milestone updates to key stakeholders.

Machine operator, gaining experience in manufacturing, became a Team Leader. Manager daily schedules & performance