Malcolm Humble

Project Management. Construction of 16k sq ft building, EMS gaining ISO 14001 certification, Product transfer to the Far East.
Operations Management. Electronics including contracting.
Production Management. Automotive (Nissan)

INSTITUTION MEMBERSHIP Member of the Institute of Management Member of the Institute of Environmental Management FURTHER EDUCATION NVQ 5 Business Management City & Guilds in Training and Development Finance for Non-Financial Managers D32 & D33 NVQ Assessor COURSES ATTENDED Health & Safety- British Safety Council EEF- Good Recruitment Practice EEF- Disabled Discrimination Act 1995 EITB Trainer Training Course Industrial Society Supervisors Course Advanced Supervisors Course Nissan Supervisors Course MOST RECENT ACHIEVEMENTS Project managed the building of a 22,000sq ft two-storey factory unit. Capital expenditure of �900k. The total project took just over three months from the point of breaking ground. Project managed the introduction of Surface mount manufacture. Capital expenditure of �750k. This project ran simultaneously from the new building project above. I had to complete the building in order to move the activities from the area into which the Surface mount line was to be installed. Project managed product transfer to our China factory covering all document control, pre production run, product and process approvals. Spent time working in China to ensure the smooth introduction to manufacturing. Structured growth of the Manufacturing department from �3m to �15m, increasing the monthly Manufacturing capability from 5k units to over 50k and the direct workforce from 50 to over 100. While with Lite-On ltd I produced an Environmental Management system that gained accreditation with Bsi to ISO 14001. The system include environment performance improvements and measures, which gained the first ever British Safety Councils Five Star Award. EMPLOYMENT August 95- Present Lite-On LTD Head of Manufacturing Reporting to the CEO for: Control of the Manufacturing department including maintenance and manufacturing engineering. Responsible for the production process from customer forecasts, order entry through production planning, including capacity planning to finished goods delivery. I am also responsible for Hub management to replenish customer line side stock just in time. April 94 - August 95 Key-Tech Europe (COOKSON) Production Manager Reporting to Managing Director for: Control of the Manufacturing facility, producing screen-printing of flexible circuits. Thermal printing of graphics onto polyester substrates for skis. This role included, Material Control, Planning, staffing levels, and customer account management. While working with Key-Tech I increased productivity in the flexible circuit division by over 150%. I introduced shift working in key areas to improve material flow and relieve bottlenecks. July 92 - April 94 Reydel Limited. Production Supervisor Reporting to the Production Manager for: Control of production line producing the center console and door pads for the Nissan cars. The process included injection moulding, vacuum forming and assembly lines. During my time with Reydel I reduce the labour content in the manufacturing process by 35%. This was done by completing a total rebalancing of the assembly lines. I made process improvements reducing the glue usage by 60%, from 14 litres per shift to 5 litres per shift. I was responsible for the synchronous delivery of product to Nissan every 20 minutes. June 89 - April 92 Mitsumi UK. Electrical components Production Manager Reporting to the Works Manager for: Producing monthly schedules for high volume production lines, using Hollis flow soldering machines and PAF conveyor lines. Control production lines through five Supervisors in order to fulfil production schedules Shop floor Recruitment and induction. While with Mitsumi I completed a total relay of the shop floor changing the process from batch manufacturing to continuous flow line. This work achieved an increase in production output from 200 tuners per shift to over 1800 per shift with the same headcount. I had continuous Customer interface with Hitachi, Amstrad, Epsom, Toshiba and Sony. Introduced an absence interview procedure reducing absence from 15% to 3%. Introduced a three-shift system on surface mount department. Developed an in-house Team Leader training course to improve shop floor management. Whilst with Mitsumi worked in Japan and Taiwan on new product introduction and production systems. INTERESTS Cricket, NCA Qualified Coach Football Golf Music