Mark Styne

Business improvement implementation through “Performance Solutions” to achieve sustainable business performance goals, accelerate the attainment of benchmark-level quality, and improve competitive position through; Lean and process improvement training and implementation delivery in multi environments; (office; supply chain; manufacturing; engineering; logistics) Lean Sigma trainer; Personal and Business Coach; ShowFlow2 Process simulation specialist.

Champion quality proven standardised practices; Promote accelerated internal improvement; Support and coach problem solving and 6 Sigma DAMAIC processes; Manage internal quality audit systems, align to external indicators; Control quality assurance of finished vehicles by management of stop shipment and rework process; Provide external and internal customer feedback to plant workforce.

Led engineering & dimensional assurance department within Body in White manufacturing facility to ensure dimensional and process quality maturation and integrity, enabling department KPI’s met; Manage Incoming Supplier Parts Quality; Represent site engineering staff on Personnel Development Committee; Customer Interface; Co-Lead variability reduction team; Represent department at group CEO reviews; Troubleshoot quality issues. Manage Cycle Time monitoring & improvement; Execution of Quality Operating System

Led “Toyota Production System” (TPS) team within Body in White manufacturing department to ensure best TPS practices carried out and maintained, enabling department KPI’s met. Developed and managed rollout of Standardised Work maintenance system; assisted training of European managers in use of Material & Information Flow mapping; led process improvement study teams.

Led maintenance shift; developed and improved Planned Preventative Maintenance and overhaul systems; Created and introduced computer based administration tools; directed and motivated teams to establish root cause and countermeasure to problems; introduced internal technical training team; managed improvement and new equipment installation projects; managed defect rectification teams; managed £1m machine spares budget; managed Health & Safety issues; dealt with disciplinary incidents;