Operations Director LinkedIn Profile Optimisation

I lead operational performance across multiple sites by building a single KPI framework that translates strategy into daily actions and executive-level accountability. Using Power BI and SAP extracts, I review production, quality, service, cost, and safety metrics in a consistent cadence so leaders and operational teams see the same source of truth. This operating model improved service levels to 98% by reducing schedule volatility and strengthening the handover between planning, operations, and quality. It also supported EBITDA at 15% by surfacing loss drivers earlier and enabling targeted interventions rather than reactive firefighting. The result is clearer prioritisation, faster escalation, and measurable operational stability across all sites.

My Lean Six Sigma Black Belt work is structured from problem selection to implementation and verification, with controls designed to sustain gains beyond the project phase. In practice I use DMAIC to define performance gaps, quantify root causes, and implement standard work supported by TPM and visual management. For example, I improved productivity by 12% by redesigning standard work, reducing variation in constraint-based planning, and applying downtime-focused change reduction where bottlenecks were driving throughput loss. Benefits were validated using before/after baselines and tracked through SAP reporting, then monitored via dashboard trends in Power BI to confirm stability. I also maintain control plans with clear owners and audit routines so improvements remain embedded in day-to-day operations. This approach avoids “pilot-only” success and produces durable outcomes aligned to P&L and service goals.

I strengthen operational predictability through S&OP governance that balances customer demand signals with inventory targets and realistic capacity constraints. Using SAP planning outputs and structured S&OP meetings, I align stakeholders across supply chain, procurement, production, and finance to reduce expedites and prevent stock distortions. I also ensure quality holds are planned in the same rhythm as production and logistics, so “surprise” holds don’t derail customer commitments. This discipline improved service levels by tightening lead-time assumptions and correcting forecast-to-capacity gaps before they became execution issues. When plants run at the edge of capacity, the ability to manage trade-offs matters, so I maintain a clear governance layer for decisions. The outcome is fewer disruptions, more stable throughput, and a stronger route to hitting EBITDA and margin ambitions.

Safety and quality are embedded into operational excellence, so I treat HSE metrics and quality assurance signals as leading indicators—not just lagging reports after incidents occur. I drive improvements by analysing incident and near-miss trends, strengthening risk assessments, and ensuring sites follow consistent standards and escalation paths. On the quality side, I focus on root-cause elimination using structured investigations and verification steps aligned to the production cycle. By combining HSE routines with data visibility from SAP reporting, I reduce repeat issues and maintain service performance even when demand or process variability increases. This builds a culture of ownership because teams can see what changed, why it matters, and how to prevent recurrence. Ultimately, it protects people while also improving reliability, customer outcomes, and operational stability.