Liam Eyre

Process Engineer supporting the ramp-up, stabilisation and continuous improvement of high-volume lithium-ion battery cell manufacturing processes. Focused on Degas, Roll Press, process parameter control, production data integrity, equipment performance and practical problem solving in a fast-moving production environment.

• Own and support process performance across critical lithium-ion cell manufacturing equipment, with focus on throughput, quality, repeatability, parameter control and failure reduction.
• Built data-led SPC and performance reporting for Degas and Roll Press processes, covering vacuum, sealing, thickness, weight and pressing pressure trends across chambers, heater bars, sealing positions and measurement stations.
• Developed Excel/VBA reporting tools using MES exports and production data to generate daily and weekly performance views, OEE-style summaries, OK/NG analysis, downtime Pareto reporting and process capability monitoring.
• Mapped NG cell history by station, chamber, heater/sealing bar and measurement position to identify failure patterns, enabling targeted engineering actions that reduced scrap and NG product rates.
• Own and maintain BOP/control plan parameters for production equipment, ensuring process settings, inspection requirements and operating standards remain controlled, traceable and aligned to product requirements.
• Implemented change management activities to refine control plan parameters and quality inspection methods, strengthening process controls and enhancing equipment efficiency.
• Supported start-of-trial and validation activity through parameter review, pressure paper checks, control plan interpretation, 4M thinking and station-by-station confirmation of critical process variables.
• Worked cross-functionally with production, maintenance, quality and equipment engineering teams to turn large process datasets into clear engineering actions supporting production ramp-up and process stabilisation.
• Facilitated change management activities to refine inspection methods and improve controls.
• Assisted with trial and validation activities through comprehensive reviews of process parameters.
• Collaborated with production, maintenance, and quality teams to analyse data, deriving insights that informed engineering actions and supported production stability.

Ø Led the technical team to resolve complex technical problems, ensuring smooth operations and high-quality products.

Established manufacturing facility in China, overseeing training and qualification of manufacturing process from goods to final quality inspection.

Ø Collaborated with cross-functional teams across China and the UK to optimise the new supply chain for significant cost reduction.

Executed technical transfer, enabling new production team to achieve ISO:13485 certification.

Led team of academics and engineers, promoting continuous improvement and increasing team productivity and efficiency.

Key Achievements:

Ø Increased sub-assembly yield from 40% to over 90% within regulated ISO:13485 environment.

Ø Spearheaded process improvements resulting in increased manufacturing efficiency and reduced operational costs.

Ø Collaborated with cross-functional teams to optimise product design for enhanced manufacturability, leading to cost and time efficiencies.

Ø Led the technical team to resolve complex technical problems, ensuring smooth operations and high-quality products.

Successfully led a significant production scale-up of complex PCB assemblies across multiple manufacturing sites. Achieved substantial improvements in yield from 40% to over 90%, efficiency, and quality, enabling successful ramp-up. Drove cultural change by increasing focus on manufacturability and process reliability considerations. A key part of this role was managing new graduate engineers’ professional development as lean practitioners.

Ø Led a team of new graduate engineers, fostering a culture of continuous improvement and enhancing team productivity and efficiency.

Ø Managed multiple projects concurrently, ensuring on-time and within-budget project completion.

Ø Developed and implemented a range of quality tests to verify optical performance, ensuring superior product quality.

Ø Continuous Improvement: Instilled a culture of continuous improvement and problem-solving within the technical team, resulting in enhanced productivity and efficiency.

Ø Continuous Improvement: Instilled a culture of continuous improvement and problem-solving within the technical team, resulting in enhanced productivity and efficiency.

Ø Designed & implemented KPI measure of OEE across Powder Pressing department.

o Trained & coached production management & supervisors on interpretation of data & actions required to drive performance. Use of tool delivered sustained 10% OEE growth over 3 months.

Ø New Product Introduction of 2-3 new SKUs per week in powder pressing.

o Performing dimensional & material qualification testing of each new SKU.

o Planning & scheduling of trial production runs. Interfacing with production team, planning team & logistics team to arrange machine downtime, operator & material availability.

o Defining & programming unique machine parameters.

o Qualification testing of new tooling. Modification & optimisation on tooling where required.

Collaborated with design and R&D teams on new products, delivering feasibility assessments and reports.

Ø Designed, implemented & owned Site Change Management process.

o Secured accountable commitment from senior leadership team.

Developed workflow and change management checklist, formalising process as site-wide system and training leadership team and stakeholders across all departments.

o Designed & implemented Change Management dashboard & weekly Change Management reviews with senior leadership team. Took the lead in challenging compliance outages.

o Delivered a reduction in HS&E incidents, unplanned equipment downtime & quality failures. The change management system was noted & praised by regulatory auditors (ISO:140001, ISO 9001:2015 & ECE R90).

Led Kaizen and Lean initiatives to improve operational efficiency.

o End to end project management.

Coached team in application of various 6σ methods, scheduling workshops and training events while setting project objectives based on detailed analysis of process losses.

o Owned the tracking of project objective completion, maintaining momentum from all stakeholders to complete actions.

o Delivered sustained 5% rate increase & 6% unplanned downtime reduction in maintenance breakdowns through completion of Kaizen initiatives.

o Delivered sustained 5% rate increase & 6% unplanned downtime reduction in maintenance breakdowns through completion of Kaizen initiatives.

Led safety improvements and fostered a positive safety culture in department overseeing 11 liquids manufacturing vessels, eliminating Lost-Time Incidents and increasing hazard reporting at operator level.

Managed and designed daily production schedule, optimising resource allocation to meet production needs despite limited resources.

Oversaw team of 12 employees, including 1 electrician, 1 mechanic, and 10 operators, ensuring effective operations.

Delivered performance management and career development for staff through regular 121 reviews and daily coaching, enhancing team engagement and effectiveness.

Ø Delivered a sustained 1% OEE improvement (Liquids Packaging) through application of Lean/6σ methodologies in first year.

Ø Developed an aptitude and mastery of Lean/6σ methodologies under the P&G “IWS” (Integrated Work Systems) framework.

Ø Led and implemented multiple new-product launches, including 400ml & 800ml Fairy Liquid bottle sizes, while mastering P&G's GSUM+ project management framework.

Ø Successfully implemented major equipment & infrastructure projects across site, including new palletising technology and upgrade of the site Wi-Fi network without business disruption.

Ø Developed & implemented site-wide Near Miss reporting platform, enabling simple Near Miss reporting for all staff, eliminating admin-heavy paper system. >300% increase of hazard reporting over 3-month period.

Ø Enhanced performance of all employees in reporting line, successfully elevating 2 staff from performance management programmes through effective coaching.

Ø Promoted through multiple roles, demonstrating consistent high performance and adaptability.