James Handyside has over 20 years of experience in operations leadership roles in the automotive manufacturing industry. He has a proven track record of driving operational improvements through quality initiatives, health and safety programs, and lean manufacturing techniques. Currently serving as Operations Director for Covpress, a automotive pressings and assembly company, he previously held senior roles overseeing manufacturing, engineering, and supply chain operations at Honda Trading Europe, Magna Interior & Exterior Systems, and UYT Limited.

1. James Handyside
T +44(0)7858 325 876 E jbhandyside@gmail.com
Personal Profile
Strong, committed and highly motivated leader able to realise a long term strategic vision whilst
maintaining the daily achievement of production requirements. Operating in dynamic manufacturing
environments, delivers sustained transformational change, with real financial results. Combines clear
communication with transparent objectives, derived from a logical and analytical approach, to create an
environment which engenders both empowerment and accountability.
Key Skills
• Lead Organisational Change - Managing operational improvement within large organisations
through the implementation of Total Quality and Continuous Improvement techniques.
• Develop H&S Culture – Devolve responsibility from a centralised function to operational team
leaders, with training in performing risk assessments, establishing measures which underpin
ownership and a business management process which systematically checks adherence.
• Managing Capital Investment – Justification and delivery of multi-million pound projects requiring
the coordination of global multidisciplinary teams, including 3rd
party contractors, achieved on time
and within budget, under challenging conditions which included CDM requirements.
• Achieve Customer Satisfaction – Close liaison with the customer to realise added value within the
supply chain process, exceeding QCD objectives and on the rare occasions where concerns arose,
ensure countermeasures are expedited and prevent re-occurrence.
• Programme Management – Early stakeholder engagement through the deployment of a ‘master’
timing plan and clearly defined framework, combined with specified gateways and regular
management review. Ensuring convergence with internal objectives and customer expectations.
Career History
COVPRESS 2016 (Current)
Varied customer base embracing sectors of automotive, utilities and recycling, specialises in pressings
and assembly. Operating from a 33,000m2
facility, with 820 employees and a turnover in excess of £100m
Operations Director
Responsible for Manufacturing, Logistics, Maintenance, H&S and HR, with 13 managers and 683 staff.
Oversaw the introduction of 2 significant automotive new model launches. Restructuring of the
operational management teams in line with significant business growth, focusing on personnel
development and more transparent payment and rewards systems. Development of an Organisational
Strategy, identifying business imperatives and aligning objectives, validated by independent third party.
HONDA TRADING EUROPE 2015
£400M turnover company operating as part of a global network in over 21 countries, providing a diverse
range of supply chain products and services. Employed at the European HQ in Swindon.
Head of Operations, Machines & Dies
Coordination of tender process for warehousing and transport contracts, yielding annual savings of £263k
(16%); floorspace benefits of a further £191k; and through the application of TUPE and contractual probity
avoided termination costs of more than £200k. 138% increase in HUM sales to £90m, including sub-
contract assembly. Re-established CE marking capability with half year forecast of £80k.
MAGNA INTERIOR & EXTERIOR SYSTEMS 2012 – 2015
Divisional turnover in excess of £100m, employing more than 500 people, across 3 sites in the UK;
specialising in the sequenced supply of interior systems to premium vehicle manufacturers.
Operations Manager
With 5 managers and 325 direct production staff, responsible for core manufacturing; operational P&L;
and Group H&S across 3 sites. Unionised environment, involved extensively in pay negotiations and
changes to employment terms and conditions. Accomplished three year objectives within the first 18
months; including the successful introduction of 2 new models and the realisation of a mass production,
new model process.
• ‘Safety First’ culture - accidents per production operator day increased from 700 to 1,700 days with
team leader developed risk assessments, improving awareness; rigorous PPE policies; and the
application of countermeasures to new model and non-standard activities.

2. • Cost of quality reduced from £800k to £394k, through structured problem solving, applying 6 sigma
techniques; development of manufacturing and complex quality teams; and management review.
• Labour productivity increased from 85 to 92%, equating to annual savings of £538k.
• Improvements in manufacturing efficiency avoiding £1.2m investment for increased volumes.
UYT LIMITED 2007 – 2012
'Honda Group company and a ‘Body-in-White’ manufacturer, supplying 3 models, primarily with structural,
safety critical components. The organisation had a pre-recession turnover of £67m, with 600 employees.
Director of Operations and Engineering
Senior UK manager, leading the coordinated strategy to further plant competitiveness, incorporating
financial forecasts, approved at Board Level. Operational and technical P&L accountable, targets were
surpassed. Maintained and developed existing systems, to include industry accreditations.
• ‘Break-even’ volume of 157k units, cut from 210k, despite the introduction of a low margin model.
• Implementation of a tooling strategy which migrated 56% of the typical £12m new model
expenditure to low cost sources, yielding a 31% merit.
• Work related accidents driven down by 90%
• Customer rejects shrunk from 280 to 100 ppm.
• Logistics improvements of 40% in stock turns, 20% efficiency and 7% reduction in internal losses.
• Achieved sequence delivery, recovering £0.7m annually in supply chain costs, escalating ‘On time
in full’ delivery from 85% to 100%
• £10m of new business, over 5 years, and lucrative ‘relief’ work for global automotive 1st
tier.
Head of Engineering
Directing the Engineering, Maintenance and Quality functions, with 3 direct reports and 63 indirect.
Working closely with Operations to optimise production efficiency and flexibility. New process innovation
promoted overall cost performance, ensuring H&S compliance. Engineering self-sufficiency progressed
through restructuring and personnel development.
• £3.2m of new investment installed 3 months ahead of plan, generating enhancements of 30% in
productivity; 10% line efficiency; 50% in tooling investment; advanced quality and process cost.
• Absorbed 60% (£1.2m) of third party, new model, installation costs by establishing a robust
introduction process, combined with effective management and overseas plant liaison.
• Ramped up manufacturing efficiency from 59% to 72%
• Consolidation, reorganisation and greater equipment utilisation providing an 18% return on labour
productivity, slashing temporary headcount.
• Board, and customer negotiated, agreement to £4.5m investment. Restructuring manufacturing to
accommodate 63% uplift in customer demand, improved material flow requiring strategic
outsourcing of ‘non-core’ processes.
Early Career Summary
Honda of the UK Manufacturing 2001 – 2007
Supplier Quality & Delivery – Technical Purchasing Engineer • Section Manager • Department Manager
Concentric Pumps 1995 – 2001
• Quality Engineer • NPI Engineer • CI Engineer • Supply Chain Manager
Qualifications & Vocational Training
ACAS – Leadership Development 2014
IOSH – Managing Safely, 2011
Honda Management Training, 2004
Post Graduate Diploma – Engineering Management, Brunel University, 2001
Argo Consulting – Lean Transformation, 1999
Industry Forum (SMMT) – Change Agent, 1998 – Participating in Caterpillar Supply Chain Programme
IQA – Quality Management, Statistical Methods, University of Central England, 1996
BEng (Hons) – Integrated Engineering and Business Studies, Portsmouth University, 1994