Singapore 2008/9; successful project management of all human capital aspects of a newly established global procurement headquarters of a Japanese MNC with German /Japanese leadership, including:-HR processes, employee handbook, relocation to Singapore of nine multi-national specialist managerial staff and their families, employment legalities, hiring of 13 local terms support staff, cross-cultural coaching, payroll outsourcing, talent pool management.
In organisational consulting in UK joined Aston Zoraster plc on temporary contract to cover new assignment overflow.Three weeks later invited by CEO to join the company.Billed US$76k in first month and six months down the road negotiated a US$380k contract to recruit 9 engineers.
In Singapore recruitment sector, working a niche market, built a successful pan-Asia Media & Advertising desk within four months. Top biller Q2, 2001 and Q4, 2001 while in hospital.
Sappi, Blackburn Mill used Crosby Total Quality Management (TQM) as a tool for change, to improve mill-wide processes, reduce waste and influence work culture throughout the mill. The introduction of a change in approach to machine planning, for example, resulted in downtime on the 50 KTPA paper machine being cut from 16% to 11% within 3 months; later improved to 8%; and a more systematic approach to order planning improved vehicle loading for domestic orders from 88% of capacity to 96% in a six month period.
Key role played in the start-up of the first optical fibre and optical fibre cable factory in Malaysia.Drew up the company’s regional marketing strategy; submitted a successful US$80 million tender to Malaysia Telekom and was on-site in Hufei, China for the commissioning of the cabling machine before its installation in Malaysia.This latter activity involved six days of negotiations and ‘face’ to bring the line together in one site before testing could begin.
In 1984, at the beginning of the UK Miners’ Strike, formulated, coordinated and implemented the programme to replace Scunthorpe Works’ use of indigenous coals by foreign coals imported in coaster traffic via the Trent Wharves.Implementation required viably re-routing steel export cargoes, re-negotiating dock working practices, co-ordinating the loading and discharge of some 10 qualities of coal in 40 coasters per week (2500 tonnes max. each) and the turn around of up to 120 tipper trucks per day, resulting in the successful importing of an average 65kt per week over a 13 month period - without which Scunthorpe Works which produces 2.2MTPA and provides employment for approx 44k people, would have shut down permanently.
In 1982 effected total review and re-negotiation of port handling, haulage and shipping rates/contracts in UK and overseas for export deliveries from Scunthorpe Works.Within one year reduced freight charges by an average US$15/tonne on 1 million tonnes.Maintained downward trend on freight rates without jeopardising on-time delivery, compromising quality of service or causing service providers to cease trading.
Took the lead to bring on-line a bi-lingual computer system for British Steel Paris. Liaised with five UK manufacturing sites, 30+ mills, to co-ordinate compatibility of information required by both sides, programmed all data bases in English and French, time-tabled longer term enhancements and trained all staff in its use.
Successfully organised various conferences and training seminars for British Steel Plc.One of these, the annual four day Export Strategy Conference, involved sourcing of external keynote speakers, co-ordinating input of varying degrees from some 350 UK and foreign based Senior Managers, before, during and after the event, conference production and culminated in the publication of the Corporate Export Strategy paper.
To eliminate crisis management of Scunthorpe Works’ export rolling and despatches, working practices in the shipping Department were redesigned, information flow to and from the Sales Offices improved and Rolling Mill Managers persuaded to allow Shipping to do all Production Planning and Control for export orders.In a 12-month period export orders rolled, complete and on time, rose from 60% to 85% and deliveries, complete and on time, rose from 45% to 80%.