Peter Stewart

Practical Business Improvements

Director and Business Agility Coach at PBI

I joined PBI at the invitation of Gary Downs the MD. Gary and I have known each other for over 35 years and have worked together in various business endeavours for over 15 of those years. 
My role as Operations Manger is a combination of managing the team behind the scenes and client facing deployment activity.
The PBI Team have are a hand-picked bunch, experienced and highly motivated so the management of them is very light touch. The COVID situation has however changed things quite significantly for PBI both internally in relation to the way we operate and in client facing deployments. We have had to evolve our processes to accommodate higher levels of remote / cross regional working. Although we have experience delivering Value Stream Maps, Kaizens and Campaign Rooms with some participants not in the room. The switch to 100% remote was a challenge but one we responded to very quickly. We have developed our methods to accommodate the changing world.
My initial deployment with PBI was with the BP’s Clair Ridge in support of the 2019 Campaign. The objective  of the 2019 campaign was to lift performance to another level using lean and agile working methods. The Campaign exceeded all goals with: HSE Zero Reportable Injuries, achieved a 24% increase on plan with Cumulative Productivity highest on record.
My second deployment was the CGLP Project in Baku which required the implementation of a cross-regional Campaign Room and various improvement work-shops,
I learned during this period that regardless of how good and professional the team you’re working with, there’s always room to improve and don’t underestimate the extent of that improvement. I also reminded myself that despite the new environment that the tolls work anywhere if applied correctly and with the appropriate rigor.

Operations Manager & Continuous Improvement Coach

Grapevine

Business Advisor

Sustainable Business Improvement Ltd

Continuous improvement and Leadership coach focusing on lean and agile ways of working.

Director

Cocoon Environmental Safety Ltd.

Myself and my business partner acquired KMS Ltd in 2004 with a view to diversifying the business. In 2004 we established Cocoon Environmental Safety Ltd to focus on Water Treatment within the commercial sector, specialising in the use of specific products. I headed this part of the business and established a client base within the Housing Association sector. 

During this period we completed a Best practice Environmental Option study for a Nuclear Industry client and conducted product trials within the Oil & Gas industry in Canada.

Volopa

My involvement in Volopa was initially as an investor in a start-up but I quickly found the requirement to undertake the role of Operations Director. This was my first involvement with financial technology / fintech and it was a steep learning curve, as the company was and FCA regulated company. The IT developmental phases were delivered using SCRUM frameworks and Lean and Agile ways of working in general.

During this period I managed the operational development of the organisation to deliver leading foreign exchange bank to bank and payment card services and multi-currency pre-paid MasterCard for international travellers and for business branded MasterCard products. 
During my time in Volopa I found myself challenged considerably, particularly with investors whilst managing a complect and evolving operation. It all came together in the end and the company continues to evolve into something rather special. 

The company re-located from Glasgow to London and the team had grown in strength considerably. I therefore decide it was time to bow-out and get back to my core skills within Continuous Improvement.

Director Of Operations

Compaq Computer Corporation

I started in Compaq as a Production Manager but was quickly promoted to Operations Manager of the Server Division. I had full responsibility for delivery, quality and cost with my responsibilities including Engineering. 

I was responsible for the initial implementation of a Continuous Improvement Team, operating across all the divisions within the plant. Although the concept was not new to Compaq, the speed and pace at which we implemented change was. A full-time team was established and continued to deliver Kaizen events and major projects including set-up reduction, cellular manufacturing, cycle time reduction and other CI initiatives.

I was deployed to the USA New Jersey in a trouble shooting capacity and Leadership Coach to assist with a site supplying the UPS. This was a difficult period as there was resistance to change and from what was perceived as out-side interference. I learned that although my direct and no-nonsense approach delivered results, that taking everyone with you on the journey is as important. The quality and out-put issues were completely resolved within a 2 month period. 

I left Compaq soon after the HP buy-over to take up the challenge of running my own businesses.

Operations Manager

Donprint

I joined Donprint as an Operations Manager to establish a department for screen printing and was given a budget and a free reign to purchase the equipment and facilitate training for all the staff from the out-set. 

I utilised my full Lean skill-set in setting out the processes and used Value Stream Mapping and Kaizen events to build the foundations. I implemented a cellular process with strict manufacture to order and zero WIP Levels. All set-up’s were optimised across all processes. We quickly broke into the market and were supplying tha major Computer Manufacturers Compaq and IBM.

I learned that my skill’s were indeed transferable and that my Lean Manufacturing background was a considerable advantage. I left as I was invited to apply for a job I just couldn’t refuse.

McGavigan Limited

I rejoined McGavigans Automotive Products and was quickly part of our transition from conventional to cellular manufacturing. I then managed Business Unit’s supplying parts for Audi and Ford as well as a few other large players. I was responsible for end to end delivery, cost and quality. 

By this time, we were operating fully in a Lean environment with Kaizen and other improvements work-shops used to drive out waste and improve processes in general. I used set-up reduction methodology on many occasions to target manufacturing processes. I continued to learn quickly and develop my skill-set with Visual Management and War Room’s becoming part of daily life. At that time our Production Director called it his Sunrise Meeting as it was held first thing in the morning.
McGavigan’s manufacturing excellence was recognised nationally and internationally at that time and I was proud to be part of that excellent team.

I left as I was offered a position in another organisation who were looking to set-up industrial label printing using Screen Process for the Computer Industry. The blank canvas was too good to resist.

Business Unit Manager

British Army

I left civilian life for something more exciting and got it, I joined the Parachute Regiment and quickly learned a whole lot about myself, people in general and what can be achieved when the chips are down. 
When I think back to that period what strikes me is the fact that the key skills learned were completely transferable to civilian life. Skills relating to people, motivation and that fact that there’s no replacement or substitute for being fully prepared, the 7P’s apply to everything in life, you’d need to ask me what that means if you don’t happen to know. 

I left because I was more of a home bird that I realised and missed that and my family more than I expected and wasn’t sure it was a life that suited a married man.

Soldier

I joined McGavigan’s straight from school and served a 3 year apprenticeship as a Screen Process Printer. At that time the company was just becoming involved in Automotive products, I was privileged to be part of that exciting journey. We became the biggest supplier of printed speedometers tachometers and gauges in general for the automotive industry world-wide. 
I was initiated into Lean Manufacturing by the Nissan and Toyota Supplier Development Teams and was quickly running my own events as a junior Manager. I manged the Print Department almost straight from becoming fully qualified due to my training ability on new equipment. McGavigan’s was an excellent place to work and learn and was a sound base for my career. I left looking for something more exciting and a complete career change.

Production Manager

The older I get the more I value honestly and integrity, people who give an honest account of themselves and their situation. Isn’t that always the best way to start a conversation?

As for me, I did okay at school but didn’t really apply myself fully, it wasn’t until I started work than I got serious, completely focused on being good, being efficient at whatever I was asked to do. As an Apprentice Printing Technician my education started in the photographic and stencil department. I was quickly getting through a day’s work with time to spare, so asked “what do I do when I’m finished”, the Manager shrugged his shoulders and said, just sweep-up and keep the place clean. I spent so much time doing that, they called me Sweep! I’ve been called a lot worse since.

I’ve always been focused on the here and now, never planning a career path or working towards the next move. That’s not really been a conscious decision it’s just the way it is, I get passionate about the job, the journey and that seems to serve me well. I haven’t applied for a job since my first one when I was 16 years old, I've always been invited. 

My personality suits my profession, I do like a nice process, for data and logic to be applied to situations. All stacked up and thought through nicely. It still baffles me when others ignore the data and make uninformed decisions! Even people who should know better and their number appears to be growing, or am I becoming a little more critical, there’s a thought! 

Always the fit guy in the crowd, accustomed to saying to my friends, “if fitness is important to you, you’ll find the time.” Now I’m struggling to find the time much to their amusement. I do still make an effort but the endurance stuff I used to do will probably stay in the past.  I do have some nice war stories about those days though. 

I do love my dogs and currently have three Frenchies who keep us busy almost all of the time. Like most things in life, “you get out what you put in” and I get lots from them. They teach me as much as I teach them. Dogs can tell us all a little about trust and how to earn it, there’s no fooling them.

Over the years my sense of humour has landed me in trouble, I take after my mother and just can’t resist lobbing in a comment or finding something particularly funny and losing it and I mean completely losing it. That’s a burden worth bearing, all things considered 😊

That's my story, what's yours?



Alison Shaw

Lightsource bp

Business Agility Coach

I joined PBI after having been working at my previous company for 18 1/2 years.  I had been working with Gary Downs the Managing Director for PBI at Aker Solutions and when he left I decided to join him. 
I loved the rigour, drive and tenacity that Gary brought and working with him again was an easy decision to make and one that I have not looked back from.    

I was contracted to a leading Oil & Gas Operator to support modernisation and transformation program.    I utilised my experience of both lean and agile ways of working to drive a successful transformation outcome.
•	Led a program of Kaizen events to reduce inventory held at 3rd party Vendors and rationalise stock held to support the Zero Inventory Management initiative. Conducted Value Stream Maps and Kaizen events to deliver improvements. Resultant savings was $13m through 2019, excess of $10m stock made visible to the business, reducing Capex and Opex.

•	During early 2020 COVID19 impact:
        o	Coached multiple teams during the rapid evolution from office to remote working
        o	Worked in both the Safe Passage and Strategy teams proactively managing the COVID19 impact

This was a 18 month contract that came to an end in July 2020

Continuous Improvement Coach

Weatherford

During the COVID-19 pandemic, I was one of two coaches who was deployed to an Oil & Gas Service Company on a 16-month deployment.  Considered a critical worker during this time, I was allowed onsite for the entire deployment.  This was to ensure that we continued to drive the planned improvement events and deliver quantifiable results.  

Key elements of this deployment were:  VSMs, Kaizen, Campaign Rooms, Huddles, Coaching / mentoring, Gemba Walks, internal capability training, 5S in the workshops

Benefits delivered:
•	£5.6m revenue gained over 6 Kaizen Events
•	£1.62m Cost Avoidance
•	320k hours back to the business (waste removed from processes)

This was an 18 month contract to support their modernisation and transformation program.    I utilised my experience of both lean and agile ways of working to drive a successful transformation outcome.

During my deployment, I led a program of Kaizen events to reduce inventory held at 3rd party Vendors and rationalise stock held to support the Zero Inventory Management initiative. Conducted Value Stream Maps and Kaizen events to deliver improvements. Resultant savings was $13m through 2019, excess of $10m stock made visible to the business, reducing Capex and Opex.

When the COVID19 pandemic hit, I :
o	Coached multiple teams during the rapid evolution from office to remote working
o	Worked in both the Safe Passage and Strategy teams proactively managing the COVID19 impact

This contract finished in July 2020.

Agility Coach

Aker Solutions

My role as Improvement Manager was to drive lean initiatives in support of the Company’s strategic goals.  Delivering a structured approach to lower costs by removing waste and work more efficiently to develop a sustainable future using methods such as VSM, Kaizen, Huddle’s, Campaign Rooms, 5S.  By doing this I was able to:
•	Identify cost reduction opportunities and minimise time wastage.
•	Drive the Company’s Lean Initiatives by providing Lean Training to others so that we can improve cost efficiency by at least 30%.
•	Coordinate and communicate with internal support functions to achieve its profitable growth objectives, understand the factors impacting P&L, including cost, margin, service, inventory, quality, warranty process.

Improvement Manager

As Tender Manager, I was responsible for assigned tendering activities which involved multi-million pound tenders, stand-alone projects, or as part of EPC contracts. My principal responsibilities involved:

•	Direct tendering effort of the relevant tender team from assigned tender to contract award by translating customer requirements into clear and definitive tender strategy in accordance with defined scopes of work and proposed execution philosophies on each tender. 

•	Preparation of tender document and ensure that it is relevant, timely, accurate, and corresponds to Customer requirements. Define the resource plan and cost budged for assigned tenders

•	Ensure that all risk areas have been thoroughly considered and mitigated in association with the Risk Co-ordinator. Co-ordinate a timely and accurate response to clarification activities.

•	Handover successful tenders to Operations project teams following award and Issue lessons learned information to the Risk Co-ordinator as appropriate.

Tender Manager

My role was to :

•	To assist in establishing and maintaining contractual/commercial control of all Contracts and to provide a similar service to other internal Business Streams as required.

•	Manage the negotiations/clarifications during the period up to signing of Maintenance Contracts

•	Commercial management of all contracts, including co-ordinate/provide back-up for contractual matters 

•	Co-ordinate contract review and kick-off meetings

Senior Contracts Engineer

I am the 2nd youngest of 4 children. When we were growing up, Mum looked after us until we went to school and then she took a part time job.  Dad always had a full-time job, but also worked as a soldier in the Territorial Army. That meant that 1 out of 2 weekends he spent away. At the time I didn’t think much about it, but with hindsight as an adult, I can see; 1) he was doing that to provide for his family and 2) that must have put an awful lot of stress on my Mum.

It can’t have been easy bringing up 4 children, providing us with a safe and happy home, but she got on with that role and, even if she did find it tough, us children were none the wiser and she never complained. I suppose this was a good lesson for me, not as a child, but as an adult. Life can be tough, but if you stay focussed and honest, you will achieve your goals. My mum’s goals were simple; provide a safe and happy place for us, teach us basic manners, be nice to other people, and work hard.

I left school with not the best of qualifications but got an opportunity to work on a YOP (Youth Opportunity Programme) scheme with ACC in the Careers Office. It was there that I watched other people, learned from them, and grew as a young adult. I did various other jobs after that, but it wasn’t until I started working in the Oil and Gas Industry that I realised sometimes its not about your qualifications, it was about what you could bring, what you could offer. I always worked hard, got recognised and rewarded, which was great. I was able to move job roles because of my reputation as a worker, willingness to learn, cheerful, hardworking, dedicated and honest, with of course impeccable manners 😊. People have often said to me that they don’t like their jobs, they are always trying to find something new, that’s not me, I’ve always loved my job and I realise its what you make of it, what you put into it; not what the job description says.  

I’m married now to Stuart, my person, my soulmate. It took us a long time to find each other, but better late than never 😊. We have 2 amazing children, Iona and Euan, both at school. We’ve taught them to be happy, content, polite, and sociable. All great qualities that will hopefully lead them on to great things.

I have a few hobbies. I love most sports, love Aberdeen Football Club, but Formula 1 is my passion. You won’t get any sense from me on an F1 weekend (well unless it is about the racing or strategy), my family know that’s my time.

That’s my story, nothing fancy, nothing clever, just me. I would love to hear your story, so get in touch and let’s chat!

taplio

The Battle

Peter Stewart

Alison Shaw

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