Mark Sainty

• Developed and Implemented Behavioural Safety and Risk Reduction programs
• Developed and Implemented Strategic plans to deliver 3-5% increase in Results annually
• Developed and Implemented Cost Savings programs which delivered 5-10% annually
• Developed annual Mill Operating Budget up to a value of £35 Million
• Developed annual KPI Targets and cascaded to Personal Performance Objectives
• Lead Daily/Weekly/Monthly Governance to ensure KPI’s are on track
• Developed and Implemented a LEAN Maturity Glide Path which included LSS and OPEX methodologies
• Developed Succession Plans to build a pipeline of Talent

• Led a team of 32 Direct Reports, 30 of which were shift based Mechanical, Electrical and Process Technicians.
• Built rolling Machinery Risk Assessment plans to deliver a 5% reduction annually
• Ensured compliance with all Quality and GMP Metrics
• Built and executed Asset OPEX Plans to deliver 2-3% increase in ROO annually
• Led Tier 2 and Tier 3 Meetings to ensure daily issues impacting result delivery were addressed
• Built and implemented Development plans to increase capability in Direct Reports
• Used LEAN methodology such as 5S, SPS and Leaders Standard Work to sustain results

• As Operations Leader I was accountable delivering a $40 Million capital project to double the mill manufacturing capacity. Key Deliverables achieved were:-
• Zero Injuries for the duration of the project build and start up
• Managed Key Stakeholders up to VP Level, updating on progress, barriers and escalations
• Delivered Start Up on time, on Budget with Quality Product to Cosmetic Regulations
• Designed Equipment layouts that were consistent with LEAN Principles
• Worked with Vendors to design equipment that met Technical Safety Standards
• Recruited 30 personnel both Technical and Non-Technical
• Developed and implemented Training plans for the New Hires
• $10 Million yearly saving through elimination of 3rd Party outsourcing costs

My role included building a LEAN Culture with the mill, this was achieved through making the Morning Meeting Process more effective, developing Production Visual standards, Hourly Ahead/Behind and Escalations Processes, Standard Work and Leaders Standard Work within the mill. Once these processes were established I built capability within the shift teams to use these processes to deliver results.

I was part of a multifunctional Project Team who delivered an equipment guarding strategy to 26 Production assets in North America. I was personally responsible for ensuring all operations requirements were incorporated into equipment design, developed new Operating Procedures and delivered a Training package. Cultural acceptance and adopting the new ways of working by the Mill Teams is an achievement I am most proud of.

Shift based role included providing Process support to 12 Converting Assets, carrying out Data Analysis to identify on-going issues and trends then developing action plans to rectify.

Served in the Submarine Service as an Operations and Warfare Specialist, also a qualified Clearance Diver on Ballistic Nuclear Submarines