1. Christopher Charles Taylor
18 Griffiths Way, Appleton Place, Hucknall, Nottingham. NG15 7UU
Tel: 0115 9631103. Mobile: 07739747072
Email: chris.taylor140@sky.com
Key Skills:
 Contracts Manager in the manufacturing sector, overseeing all aspects of the contract from cradle
to grave.
 Projects Manager, delivering large complex projects on time, within budget as per Prince2
methodology.
 Worked as a team with engineers and design office to ensure success of each project.
 Worked closely with suppliers to reach the best price available on large projects.
 Customer relationship expertise, problem solving, end of contract snagging and negotiation.
 Preparation of proposals, budgets and monitoring the technical and final performance of projects.
 Proven Production Manager. Commercially astute with a “hands on” approach.
 Led successful teams in a production capacity, exceeding production targets.
 Understanding of MRP, MTM, JIT, KPI’s and lean principles.
 Production control, planning and budgetary monitoring.
 NPI contracts/projects
 Implementation of quality and health and safety procedures to ISO standards.
 Health and Safety - monthly workshops to reduce accidents and safer working procedures.
 Led team to work within the process of 5S and Six Sigma to improve the quality of process outputs
by identifying and removing the cause of defects.
 Organisation of new infrastructure to achieve improved communication within internal departments
 Able to hit the ground running and/or set up a new department within a project/contract environment.
Employment History:
Benteler Ltd (Corby)
Under CC Taylor Contracts Ltd
Position: Group Leader / Project Manager October 7th 2015 – January 15th 2016
 Awarded a four month contract to develop a new line for Jaguars new X761 sub frame and
MY17 X760/X260. Set up 3 shift working alongside initial ramp up rate for production.
Production
Run line and control pipeline, to enable scheduled Customer deliveries are met.
·Control material flow - availability of line side component stock, okay stock to paint, through bushing and final
inspection to loading of Customer delivery lorry.
·Complete all prescribed production reports in a timely and professional manner.
·Confirm situation and manage any concerns utilising Team Members, Cell Leaders and Maintenance.
·Understand 'change points' and give clear instruction to Cell Leaders and Team Members.
Make standardised work and authorise.
Sustain standardised work andIdentify waste (Muda)
·Perform troubleshooting, countermeasure and recurrence prevention activities.
·Implement improvements (Kaizen) and systemise them.
·Perform regular Group Leader checks. Manage and follow up issues.
·Confirm actual versus target. Manage and follow up issues.
Quality:
·Ensure Cell Leaders and Team Members work in accordance with agreed quality requirements carrying out
all prescribed gauging and visual inspection - completing records and documentation as required.
·Ensure identification of work - line side components, okay parts to paint, okay parts for shipping to customer,
rework and rejects is correctly carried out.
·Comply with UPAS procedure - ensure representation at meetings - implement corrective actions.

2. ·Ensure all prescribed quality procedures, e.g. destructive testing, tagging of parts, final line gauging, etc is
carried out
·Brief and develop Cell Leaders and Team Members to improve understanding of specific quality needs
Cost:
Identify and report key cost issues
Ensure manning levels and production rates are such as achieve standard cost
Complete scrap reports in an accurate manner
Manpower:
·Complete and confirm attendance reports. Control absence management - take action and report
·Advise Head of Production of any manpower shortages and person problems that could lead to shortages
·Ensure staff employed on the line is adequately trained and competent to carry out their assigned tasks
·Implement planned human resources development
Safety:
Ensure Cell Leaders and Team Members work safely at all times
Know the Safe System of Work, as specified in PAM sheets for every workstation/task on line.
Ensure Safe Systems of Work are followed at all workstations, at all times
Contribute to specification of Safe Systems of Work
Ensure compliance with CF Safety Guidelines - particularly the 'Taboo List'
Accept ownership for accidents and near misses within your area on shift. Raise reports as defined in Corby
procedures in a timely manner, with detailed investigations and corrective actions.
Ensure the Head of Production is informed of all accidents and near misses
Carry out PAM audits as instructed by the Head of Production in accordance with Corby procedure, using
formats correctly, raising NCRs and contributing to the prescription of corrective actions
View Group 5S condition from the Health & Safety point of view
Manage and follow up unsafe conditions
Housekeeping
Implement 5S and maintain at a high level - contribute to specifications of 5S standards.
Ensure 5S standards are achieved at every workstation within your area
Confirm group situation and manage any difficulties.
Ensure Cell Leaders and Team Members know and understand the required standards
Carry out 5S audits as instructed by the Head of Production
Generate improvements (Kaisan) ideas and follow up
Ensure all necessary autonomous maintenance is carried out on plant, equipment and tools
Booth Industries Ltd
Under CC Taylor Contracts Ltd
Position: Contracts/Project Manager March 2012 - 26th June 2014
 Brought in on a three month contract to assist the project manager in formulating a plan and discuss
late deliveries and installations with clients on over sixty late live contracts to many large blue chip
organisations such as BP, Shell, Lamprell, Conoco Phillips, HHI.
 The role was awarded a 3+12/24 month contract to develop a new department in line with my own
Ltd Company. The role evolved into Project Lead Management, with production, contractual and
tender involvement, setting up a new contracts department in the process.
 Manufacture types of marine doors for offshore oil/gas rigs, from cabin doors to sliding, semi-
watertight fire doors.

3.  Manufacture of blast doors, offshore and security SEAP rated doors with many other style of high
security government approved engineered doors, including tunnel doors.
 Acted as the link between sales/client, pre-approved doors and post delivered to ensure deadlines
were enforced, snags dealt with efficiently, handling contracts from cradle to grave working to
Prince2 methods.
 Ran a £2.0 million pound contract for HHI, South Korea, for the procurement of over 80 gas tight
sliding doors plus a £750k project for 61 CPNI high security doors for Porton Down and completed
successful handover of a large bi-folding door to Devenport for Babcock.
 Successfully managed over hundred high profile contracts with GP in excess of over 30% margin.
 Experience in Lloyds fire certifications including A60 and H60/120 + Jet rated doors by submitting
relevant drawing alternatives to gain approval from Lloyds fire certification.
 Dealt with transportation, crating labelling for export to Korea, USA, UAE and Europe.
 Resolved contracts and framework agreements which were in dispute to an amicable arrangement .
 Site visits and meetings on large contracts to agree a project plan and a positive way forward.
 Organised warranty bonds with finance and kept milestone payments adhered to, to maintain
continual flow of monies.
 Service delivery and relationship management – kept the relationship open and constructive.
Aimed to resolve and identify problems early with a swift resolution.
 In-house production control - worked with internal departments to ensure products were
manufactured in line with new dates and timescales.
Lasershape Ltd
Position: Production Manager October 2011 - January 2012
 Lasershape services based around Laser cutting and Water-jet cutting
 Taken on as Production Manager (new role). As a result of a re-structure, the company felt they
were hasty in the recruitment of a Production Manager and decided that this role was no longer
required, which was unfortunate, as I was headhunted for this role.
 Responsible for all efficiency, performance, output and quality.
 Worked closely with the Sales Manager and agreed a plan to re-establish lost clientele.
 Delivery performance improvement, production targets were met on a daily basis.
 Staff absenteeism holidays improvement by incorporating a more disciplined approach.
 Worked closely with the Production Plan supplied by the Sales Manager.
 Ensured that quality control, health and safety guidelines were adhered to.
Newgate (Newark) Ltd
Position: Contracts Manager October 2007 – October 2011
 Manufacture of gates and barriers including civil engineering and electrical work.
 Managed many intricate contracts at differing stages, so organisation and attention to detail crucial.
 Site visits and meetings on large contracts to agree a project plan and way forward.
 Worked with large Bluechip organisations such as Tesco, Serco and Asda together with their
respective building organisations/partners such as Bowmer and Kirkland, Balfour Beattie.
 Service delivery and relationship management – kept the relationship open and constructive, aimed
to resolve and identify problems early with a swift resolution.
 In-house production control - worked with internal departments to ensure products were
manufactured on time and within budget.
 Ensured JIB, CSCS, Safety passport were all site adhered to.
 Full responsibility for civil and electrical engineers work schedule on installations and site visits.
 Service quality monitors used as a basis for demonstrating ongoing value for money and service
improvements
 Managed ongoing change and the effect on relationships with providers. Built flexibility in service
arrangements and contracts, to deal proactively with any unexpected changes and demands.
 Managed continuity plans to reflect changes within the contract period and ensure that the
production plan was maintained.
 Liaised with customers and in-house staff to ensure that invoicing targets were met.
 Negotiated with QS for amicable resolution on poor performing contracts on both sides.

4.  Assisted in full final payment for any contractual complications.
BMR Pressings Ltd (Contract)
Position: Operations Manager February 2007 – October 2007
 Responsible for all efficiency, performance, output, quality and tool room operations.
 Worked closely with the Managing Director and agreed a plan to ensure smooth running the
organisation.
 Control of production expenditure within agreed budgets.
 Delivery performance improvement, production targets were met on a monthly basis.
 Staff absenteeism significantly reduced by incorporating a more disciplined approach.
 Worked closely with the Production Plan supplied by the Logistics Manager.
 Ensured that quality control, health and safety guidelines were adhered to.
 Negotiated regularly with suppliers, including site visits to ensure “best practice”.
 Reduced workforce in line with performance and order intake.
Hypnos Ltd
Position: Production Manager
(Operations Manager for 12 Months) January 2004 - February 2007
 Responsible for the running of this family business with over 100 employees.
 Increased sales from £10m to £12m during 2006, by implementing new production methods.
 Issued daily production directives to managers and team leaders, giving full visibility of work in
progress. Reduced lead times from 10 weeks to 6 weeks within six months.
 Overall responsibility for the Marriot hotel new build and refurbishment project (46 hotels in the UK).
Delivered on time and within budget.
 Opened regular dialogue with the sales team to achieve customer satisfaction, increasing
performance by 20%.
 Worked within company budget of £3 million pounds, to ensure that staffing levels, health & safety
and maintenance was adhered to.
 Handled large hotel projects including the Whitbread group, Holiday Inn and Travelodge
 Delivered a reduction in absence by 4% by introducing a point system in conjunction with the bonus
scheme, within 12 months. Also improved performance and quality.
Intier Seating Systems
Position: Cell Leader July 2000 – October 2003
 Overall responsibility for the Land Rover department, led a successful team of 42 employees.
 Worked to J.I.T and Kan-ban systems.
 Dealt with Robots Fanuc, ABB, welding machines C02 welding and powder paint line.
 Closely involved in improving the quality of the product within manufacture.
 Production targets were regularly achieved by forward thinking and positive management style.
 Ensured that parts were correct and employees had enough stock to continue production.
 Quality issues, QS9000, ISO14001, OEE, & Health and Safety.
 Worked closely with Engineering and Continuous Improvements, VA/VE.
 Raised CCAR Reports when parts were faulty against suppliers and internal.
 Lead team to work within the process of 5S and Six Sigma to improve the quality of process outputs
by identifying and removing the causes of defects.
 Health and Safety - including monthly workshops within the department to reduce accidents and
safer working procedures.
 Achieved department performance from 74% to 96% within six months by listening to operators
concerns and ideas of which as a team was put into practise to reach these goals.
 Dealt with all overtime and shift patterns for a 24/7 operation for our department.

5. Bentwood Ltd, Nottingham May 1998 – June 2000
Position: Production Planner
 Planning for five UK factories and two overseas supplying Marks and Spencer.
 Calculated capacity lines for machine operators. Issued cutting instructions for three factories.
 Involved with critical path meetings and production targets with directors.
 Updated and created crucial stock adjustments for picking arrangements.
 Produced monitoring reports for weekly production targets.
 Liaised with Marks and Spencer on buying ratios changes, ATO’s and UPC allocations.
Hulme Holmberg, Macclesfield 1995 - 1998
Position: Production Control Supervisor
 Progressed through the Production department to supervise a team
 Ensured production targets were met and goods went out on time.
 Improved the section’s performance and reduced standard hour cost.
 Implemented a quality control procedure.
 Liaised with senior management on capacity and overall productivity.
Education/Qualifications:
Broken Cross Comprehensive School, Macclesfield
Macclesfield College of Further Education (evening)
7 “O” levels Maths (A), English (C), History (B), Science (C), Biology (C), Art (B),
Woodwork (B)
“A” level Maths
BTEC National Diploma Business Studies - pass
RSA Clait Word processing course - pass
IT Skills:
Microsoft Office including: Excel (complex production sheets), PowerPoint, Word, Outlook, Approach, Access.
Stock control computer systems, production computer system (AS400) and Baan system.
Interests:
Running, cooking, competitive pool, dining out and football (I am a keen Macclesfield Town supporter).
References:
Upon request