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<pre>Array ( [var] => cut_url ) </pre> Resume for lee W. for Executive Manager / Automotive & Transport Production in Codsall, United Kingdom. Search More Resumes for Executive Manager on Resumark.com #NL8HW6VS4
 

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Resume for lee W. for Executive Manager / Automotive & Transport Production in Codsall, United Kingdom




Occupation: Executive Manager Industry: Automotive & Transport Production
Country: United Kingdom City: Codsall
State: Wolverhampton ZIP: WV8 1BG



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Mr. Lee W.
.Hazel Gardens, Codsall, Wolverhampton. WV.BG.
Land line Mobile .
Personal Statement:
An employer will find me to be flexible professional individual who is cooperative and who is always willing
to work hard. I am an efficient and well organised person that likes new challenges in my career. I am
computer literate and enjoy learning new skills to enhance my performance. I work well as part of a team
and on my own. I am always willing to go the extra mile to get the job done.
I have over thirty years within the transport industry and I have taken my skills on to the international stage to further
my career and believe the skills I have learnt will be benefit my new employers.
EMPLOYMENT HISTORY:Ê
Jan – March Taken Sabbatical to be with my wife and Children
Date: Dec – Dec ÊDubai Electricity & Water Authority Based in Dubai
Ê
Title. FLEET SPECIALIST MANAGER.
DEWA are the National Utilities Government Company supplying water and Electricity to all of Dubai.Ê
Key Achievements
Once I had I gone through Depts within fleet management and reviewed the all areas of
potential savings to the business, one main area where I could see a quick win was in
the fleet management vehicle & equipment stores. I had had an inventory report
produced and straight away we could there was substantial amount of surplus vehicle
and equipment stock SKU’s sitting on the shelves.
We then quarantined all surplus stock and then evaluated what the stock was worth if we
decided to sell back to the suppliers and on the open market, we then went all Dept heads
in fleet management to make sure none of the surplus stock could be used on the existing
fleet.
Once I had confirmed the stock was surplus we then sold it on and we recouped over
, pounds back into the business.
I implemented using Nitrogen gas in light vehicle tyres, by monitoring the tyre
performance month on month using data from the monthly fuel reports it improved fuel
performance by % and decreased tyre wear by % overall. With a combined saving of
tyre purchase and fuel usage equated to , pounds annually.
I also implemented an accident investigation program in conjunction with a defensive
driver training program. With the data I had complied with the assistance of the
nominated insurance company it was obvious the DEWA driving group were responsible
for accidents amounting to % of accidents.
I compiled all the data for accidents by division and by driver, on the back of this I
implemented a defensive driver program which incorporated an interview process where
by the driver had to account for damage and if found it was his fault he would be
Penalized through salary which was set by the HR Dept and Fleet management.
After the implementation of this process we reduced the accident stats from % down to
% in the first six months which equated to a saving of , pounds once the driving
group knew they would have to pay a percentage from their salary.
Overall Responsibilities
áResponsibility for staff which included assistant managers and Admin support
staff Advisors and mechanics.
áMy role to control the fleet budget annually was around £.M, covering new vehicle
And equipment purchasing along with spare parts and overhead costs
Negotiating annual contracts with service and parts suppliers for vehicles & plant
equipment. Fleet consisted of over , pieces of equipment covering road going
Vehicles up to Tons. Special Plant/Construction & ancillary vehicles and light vehicles
mixed with saloons & X’s off road vehicles made up the DEWA fleet.
áAll aspects of product & safety related training for the Dept employees covering COSHH
And manual handling in the workplace.
áControl of £K Parts Stock for all fleet and plant equipment
áTeam leader for all projects covering a new workshop being built, also alternative fueled
Vehicles i.e.: CNG and Hybrid and % electrically powered along with Telematics –
GPS GEO Fence technology.
áManaging all department performance to increase productivity from a lead time of .
Days down to . days
Very proficient with Microsoft Word and Excel also Power point and using Email on a
Daily basis, also using SAP and the implementation of Telematics into an organisationÊ
Ê
Date: Dec –Nov Almarai FMCG Company in Saudi ArabiaÊ
NATIONAL FLEET MANAGER
Key Achievements
After accessing areas in fleet and the workshops where savings could be made, the first area was to
extend the service intervals for the fleet of tractor heads. I increased this from , to , kilometers,
by doing this we increased productivity and reduced downtime.
We saved on oil and filter changes which equated to , pounds and increased productivity by having
more vehicles in service.
As Almarai covered over ,, Kilometers tyre wear was crucial, to reduce overall tyre costs I
implemented changing the supplier from Goodyear to Michelin as I wanted to implement the four life cycle
Michelin and get better added service by increasing the casing performance.
Within the Michelin tyre program I also implemented the use of Nitrogen in tyres where the tyre Dept can
monitor all tyres which have been filled with N. Working in average temperatures of degrees plus in
Saudi Arabia, once I complied the data we could see we had increased the tyre performance by % and
reduced the number of tyre casings being used by % which equated to savings to over , pounds
throughout the year.
I implemented a two fast lane checking system with nominated staff that focused on all returning vehicles
which allowed all minor repairs such as light bulb changes and tyre changes. This allowed more vehicles
and trailers to go straight the loading docks instead of being parked up waiting for a defect to be repaired.
This increased site availability of vehicles and trailers by %.
Overall Responsibilities
As Almarai is the largest FMCG integrated company in the world delivering to all surrounding countries
within the Middle East.
My role was to oversee the fleet performance of the , heavy fleet vehicles and light saloon & x
vehicles to make sure the fleet was maintained to a very high standard. As the fleet was covering nearly
million Kilometers a year maintenance quality was paramount.
Budgets for the fleet and workshop were in the region of £.M
Negotiating annual contracts with service and parts suppliers for vehicles & plant equipment
The operation was on one major site including operations and fleet and the main workshop, this was a
twenty one bay workshop employing staff including first in line managers & supervisors and shop floor
mechanics.
Within my role there was a heavy focus on tyre performance and purchasing of OEM spare parts and as
the operation was a // delivery on time of spare parts was paramount and the performance
purchasing the correct tyre brand was crucial to overall support for the transport delivery operation.
Ê
áResponsibility for staff members covering first in line managers and shift supervisors
and shop floor mechanics numbering .
Workshop Focus on producing budgets, Reporting, Cost Analysis etc.
áAll aspects of product training and meeting with all stake holders both internally and
externally
áMaintaining delivery performance of .% verse business requirements at peak times.
the increase of productivity and reduction of costs by daily management reports.ÊÊ
Ê
Date to Dec BOC Gases Ltd Supplying Dangerous goods to both Industry & National
and private health servicesÊ
REGIONAL TRANSPORT MANAGER Nov – Dec
I had sixty drivers’ direct reports working two shifts covering // delivering industrial and medical
products across the central region of England, I made sure the drivers were not infringing on driving hours
and worked to both internal and external regulations. I organised defensive driver training and also
monitored delivery performance using GPS GEO Fence technology.
Regional Fleet Manager for Central England March – Oct
Key Achievements
I highlighted to the business after implementing a project focused on engine flywheel failure where it was a
major cost to replace, I source a Company that allowed us to fit a machine insert to the original flywheel
and this performed to the same capabilities of the OEM.
By implementing this we saved over % of the original cost of purchasing a genuine flywheel.
This equated to annual savings of , pounds for the Central UK, this project was expanded to all the UK after
evaluations from central engineering who supported the findings.
I was responsible for staff including Admin and shop floor mechanics based across the central region of
England.
Improvement areas where the reduction of MOT failures from % annually down to %
by better training of staff and understanding VOSA requirements when the vehicles are
tested.
Reduced down time from . days to . days by better training of staff and increase
parts delivery and availability for suppliers.
Reduction in spend for spare parts and tyres by implementing better practices and
looking at alternative options to reduce premature failures related to spare parts.
Projects covering the implementing of Nitrogen in tyres to increase kilometers travelled
and tyre life of the product.
Budg

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