Jagdish Singh has over 35 years of experience in engineering and manufacturing management. He holds a B.Eng in Mechanical Engineering from Redbrick University and C.Eng. M.I.Mech.E. qualifications. Singh has worked in roles of increasing responsibility at various manufacturing companies, where he improved productivity, quality, and safety. Most recently, he was Mould Shop Leader at Proto Labs, where he helped the business grow over 30% annually through developing staff and implementing operational improvements.

1. Jagdish Singh
33 Vicarage Road West, Dudley, West Midlands, DY1 4NW
01902 679841/07870262397
jagdishpalsingh@hotmail.co.uk
An experienced Manufacturing Professional with a career in Engineering and
Management which has produced record breaking results for my employers.
B.Eng Degree from Redbrick University in Mechanical Engineering
Over 15 years experience in management within manufacturing organisations
including Tyco and Linpac
Eliminated fatality risks on mezzanine floors throughout the business
Became the first company worldwide to use magnets to retain inserts in the
Rotational Moulding Process.
Mould Shop Leader at Proto Labs 2014 to 2016
Managed a growing injection moulding department, 24/5 operation encompassing a
department of circa 80 employees. Business grew by 30%+ per year with lead times for
proto type plastic parts ranging from 1 day to 15 days max with on time delivery targets
of 98%. Department consisted of Technicians, setters, Team Leads, and direct operatives
alongside temporary staff. Worked with team to develop and sustain a non blame
inclusive culture to produce record breaking outputs. Grew head count year on year,
introduced progression plan for technical and non technical staff, assisted HR in
recruitment and interviewing. Managed resources including overtime, consumables(both
technical and non technical), temporary labour. Introduced daily operations meetings,
weekly team briefs and shift KPI reporting. Enhanced return to work interviews,
individual appraisals and near miss reporting of accidents to engage employees and bring
about improvements in these areas
Production Manager at Tyco Fire Protection Products 2012 to 2014
Responsibility for circa 50 employees and 5 supervisors, Eletromechanical assembly,
SMT, PCBA. Assisted on six sigma green belt project. Restructured production
operations to reduce indirect reports by over 20% and directs by over 50% through
improvement initiatives including layout changes, accountability and performance
management. Also took on responsibility for site services and maintenance activities.
Manufacturing facility closed due to relocation to Czech Republic, assisted senior
management in transfer of skills, increase in stocks to aid in transfer of operations,
redundancy consultations, maintain employee relations during difficult period.
Departmental Manager at Dreams Bed factory 2009-2011
Responsible for personnel, production, achievement to plan, quality, health and Safety,
discipline, new product development, improvements to productivity and quality.
Implemented Lean Manufacturing, Kaizen, 5 Why’s, improvements in Health and Safety.

2. Manufacturing Manager at CellFacts Instruments Ltd (contract role) 2008
Took on responsibility for design, procurement, production engineering and assembly of
complex high value scientific instruments.
The instruments consisted of intricate electromechanical assemblies involving lasers,
optics, fluid chambers, load cells, syringes and needles.
Purchased property for income and pension 2006-2008
Manufacturing Manager at LINPAC 2004-2006
After being instrumental in the realignment of the core manufacturing operations of the
Linpac Materials Handling group I took on a new role with full operational responsibility
for weekend production activities of 33 injection moulding machines.
Managed and reduced absence from 16% to 8%
Broke productivity records by smashing the £100,000 per day production target
consistently
Production Manager at LINPAC 1997-2004
Promoted to this position as a consequence of re-organisation I managed a team of over
30 personnel over a 7 day 24 hour Rotational Moulding Production operation.
Reduced the number of direct operatives from 33 to 18.
Changed the production shift rota from 7 days with 4 shifts to 4 days with 2 shifts.
Reduced accidents year on year from 80 to 3 p.a. by introducing and
implementing safe systems of work, accident investigations and lock out
procedures.
Introduced and implemented NVQ’s and other training initiatives/matrices for all
staff within the department which was a major contributing factor for the business
in attaining Investors in People recognition
Analysed production re order reports and stocks on a daily basis leading to
reductions in inventory and lead times
Negotiated major reductions in raw material and component prices whilst
improving supplier development and choice. This gave the added benefit of
building excellent supplier relations to help the business achieve its objectives and
KPI’s.
Technical Manager at LINPAC 1993-1997
A new position created to improve the performance, quality and procedures of a
department that had recently relocated from Stoke.
Designed, developed and implemented the first automated powder handling
system with a major supplier to the industry. This led to huge savings in labour,
raw material losses and floor space whilst improving quality standards, raw
material stock control, accurate/automated weighing and dosing. An article
appeared in the PRW noting this achievement
Changed from using trichloroethylene to water for flushing polyurethane
equipment and obtained local authority and water board consent for discharging
isocyanate fumes and polyurethane waste.
Re designed tools to improve productivity, reduce scrap and down time.
Provided positive contributions to designers and tool makers to ensure new tools
and products were introduced on a right first time strategy.

3. Introduced and implemented preventative maintenance whilst using the same
resource to provide on demand breakdown assistance. This contributed to
reductions in downtime and maintenance/breakdown costs.
Process Engineer with HOECHST 1990-1993
My second role after graduation I broadened my experience and helped Hoechst optimise
its production capabilities within its plastic compounding facility working with both
German and Japanese colleagues, I helped introduce new plant, equipment and
procedures. Polymers processed were pbt, abs, pc, pp, acetal and glass filled nylons.
Senior Production Engineer with GEC AVERY 1987-1990
Responsible for providing production engineering support to the strain gauge load cell
manufacturing unit. Automation and productivity projects were addressed successfully.
Training and Development
Kaizen, Performance Management and Reviews, NEBS Management, Accident
investigation, Risk assessment, FMEA, Cellular Manufacturing,
JIT,Kanban,Lean,Continuous Improvement,TPM,TQM,Zero defects, Manual
Handling, ACAS.
Professional and Educational Qualifications
C.Eng. M.I.Mech.E. 1992
B.Eng IIi(hons) Degree in Mechanical Engineering - Bradford University 1982-1986
Thin sandwich with 6 month placements at E.I.T.B., LUCAS and Spencer & Halstead
A levels in Maths (a), Physics (a), Chemistry (d) at High Arcal School, Sedgley 1979-
1982
O Levels in English, Maths, Physics, Chemistry, History and Tech. Drg. 1976-1979
Interests – Badminton, Chess, Swimming and Gardening.