1.
ANDREW BARNETT

2.
PERSONAL
NAME ANDREW BARNETT
ADDRESS 63 Nevada Way, Chelmsley Wood, Birmingham, B37 7LH
CONTACT NUMBERS 07891 908161 - MOBILE TEL.
E-MAIL ADDRESS Andy.Barnett@astonmartin.com
I am an experienced, professional, forward thinking achiever whose career within the vehicle
manufacturing sector has spanned the last 30 years and included many levels and
disciplines.Succes and achievment has been via my ability to integrate effective
man-management and team building skills with a keen awareness for reducing operating costs
via the monitoring of and reaction to Business KPI, driving standardisation and challenging “
the norm “.
I am an effective communicator at all levels and believe strongly in engagement at each stage
within the change process.
I have a broad experience within the manufacturing industry and have extensive knowledge &
experience in Trim & Final assy, BIW,Paint and Press Operations having held Senior
Management positions in all of these area’s. I have an excellent track record in team building,
cross functional integration,multi-skilling and the development of individuals in achieving
Company objectives.
Aston Martin Lagonda Sept 2010 – to date
March 2014 – to date
Position : Senior Production Manager Paint Operations

3.
Main Responsibilities and Duties
⋅ Operational responsibility for Paint Operation which includes Main Paint System,
Special Paint applications ( Tri – Coat, Graphics , Special Q cars ) and OWR ( on
wheels repair )
⋅ Direct and indirect headcount of up to 165 heads with support staff of 7 Group
Leaders and 13 lead technicians.
⋅ Manufacturing Engineering team of 1 Snr Eng and 6 engineers
⋅ Overseeing manufacture of a range of World Class sports cars with a value ranging
between £85k - £500k
⋅ Managing ‘people,product,processes,quality and environment’ to exacting standards
aligned with the ‘Aston Martin’marque.
⋅ Responsibility and accountability for achievement of all performance objectives and
Key Performance Indicators QCDSME.
⋅ Responsibility and accountability for both internal and external customer quality
assurance processes.
⋅ Responsibility for area budgetary creation & control within the operation.
⋅ Health & Safety legislation conformance & monitoring.
⋅ Quality Management adherence in line with ISO 9002 & ISO 14001 Standards.
KEY PERSONAL ACHIEVMENTS
⋅ Appointed position via Manufacturing Director due to the very high turnover within
the position over previous 4 years.
⋅ Introduced revised structure within Manufacturing area to distribute resource/skills to
prioritise the painting and processing of car not the repair.
⋅ Introduction of ‘Quality Glidepath’ by process area
⋅ Sustaining vehicle continuity whilst introducing new ‘paint system’ under very exacting
circumstances
⋅ Improved Quality and descision making via improved leadership and direction.
⋅ Reduction of AMCPA score (Aston Martin Company Product Audit) all 4 models
under target for last Qtr
⋅ Introduction of Comet ( stretch Rapide ) into Special paints in line with timing and
Budget.
⋅ Introduction of ‘specialist’ team to process 100 special edition GT12 with varied
‘Graphic Pack’s’ designed to customer specification and within very specific
timescales.
Sept 2010 – Feb 2104
Position : Senior Production Manager Trim & Final Assy
Main Responsibilities and Duties

4.
⋅ Operational responsibility for Trim & Final assy operations
⋅ Direct and indirect headcount of up to 130 heads with support staff of 5 Group
Leaders and 9 lead technicians.
⋅ Overseeing manufacture of a range of World Class sports cars with a value ranging
between £85k - £200k
⋅ Managing ‘people,product,processes,quality and environment’ to exacting standards
aligned with the ‘Aston Martin’marque.
⋅ Responsibility and accountability for achievement of all performance objectives and
Key Performance Indicators QCDSME.
⋅ Responsibility and accountability for both internal and external customer quality
assurance processes.
⋅ Responsibility for area budgetary creation & control within the operation.
⋅ Health & Safety legislation conformance & monitoring.
⋅ Quality Management adherence in line with ISO 9002 & ISO 14001 Standards.
KEY PERSONAL ACHIEVMENTS
⋅ Promotion to Senior Production manager after 9 months at AML.
⋅ Introduction of /and integration into Gaydon of the ‘Rapide’ model formerly produced
in Graz, Austria. June 2012.
⋅ Launch of the replacement DBS model, The Vanquish, whilst maintaining production
of the DB9 model on the same facility. September 2012.
⋅ Introduction of simultaneous 2 line operation under a single management structure
⋅ Reduction of DPV (defects per vehicle) to 3.2 at the end of 2011 across both model
lines.
⋅ Reduction of AMCPA score (Aston Martin Company Product Audit) to 120 per car
by end of 2012.
⋅ Consistancy of output, OPR at 95%
⋅ Operating profit within Business Unit.
Swissport (Birmingham Airport)
Position Held : Airside Operations Manager
Sept 2009 – May 2010
Main Responsibilities and Duties

5.
⋅ Operational responsibility for safe conveyance of passengers and baggage/cargo from
Terminal to aircraft and return.
⋅ Responsibility for 100 staff operating 24/7 365 days
⋅ Management of labour in line with Airline SLA and DIDFLY
⋅ Process and labour management to exceptionally tight security and H&S standards.
⋅ Vehicle fleet and resource management
KEY PERSONAL ACHIEVEMENTS
⋅ Transition from Manufacturing environment to Service industry
⋅ Development of operating relationship with Key customer accounts FlyBe, Swiss Air
and PIA (Pakistan International Airways)
LDV Group Ltd
Oct 2008 – April 2009
Position: Operations Manager Paint,Trim and Vanguard

6.
Main Responsibilities and Duties
⋅ Operational responsibility for Paint Shop, Trim & Final Assy, SVO (Special Vehicle
Operations), Vehicle Finishing and Vanguard (2nd
hand vehicle refurbishment).
⋅ Direct and indirect headcount of approx 250 with Staff support of 17 heads.
⋅ Re-organisation of operations structure to direct focus into Vanguard refurb area due
to major performance shortfall.
⋅ Responsibility and accountability for achievement of all performance objectives and
measurements.
⋅ Responsibility and accountability for both internal and external customer quality
assurance processes.
⋅ Responsibility for area budgetary creation & control within the operation.
⋅ Health & Safety legislation conformance & monitoring.
⋅ Quality Management adherence in line with ISO 9002 & ISO 14001 Standards.
⋅ PS strategy & plans for both Trim & Final and Paint.
⋅ Re-organisation of off line processes to assign on line.
⋅ Restructure of Staff resources and major man-assignment change in reaction to
customer demand.
KEY PERSONAL ACHIEVEMENTS
⋅ 30% performance improvement via integration of off line SVO operations into on line
assignment.
⋅ 10% reduction in headcount as a direct result of PS (Production System) initiatives.
⋅ Refocus of attention in Vanguard Refurb area and introduction of key performance
measures resulting in daily/weekly/monthly reporting and full cost breakdown of
labour, parts and overheads.
LDV Group Ltd
Oct 2007 – Oct 2008
Position: GPS Introduction Manager Press Operations
Main Responsibilities and Duties

7.
· Accountability for the development of Team for the introduction of TPS/GPS within
Press Operations(Gaz Production System).
· Selection / training and coaching of Team in principles of GPS.
· Management of ‘Model Line’ project, integration, training and coaching of current
Production Team including Cell Manager, Supervisors and workforce.
· Development of ‘Kanban’ principles for Model Line.
· Development of ‘roll out plan’ for remaining Manufacturing Cells.
· Both inward and outward communication, including presentations to GAZ board
members, of progress and project status plus next steps.
KEY PERSONAL ACHIEVEMENTS
· Development of 4 off strangers into a team of GPS proffessionals within Press Ops.
· Introduction of Standardised work process for the ‘Model Line’ changeover process.
· Reduction in Double Action changeover time from 240 mins to average 17 mins.
· Reduction in total line changeover from 4 hours to 45 mins.
· Introduction of ‘Team’ concept and major upskilling of ‘Team Members’.
· Reduction of inventory due to cycle time reduction via major improvments in
changeover times.
· Management of Team in Russia during training period.
LDV Group Ltd, BPL (Birmingham Pressings Ltd), SBP (Stadco birmingham
Pressings).
FEB 1997 – Oct 2007
Position: Press Operations Manager
MAIN DUTIES & RESPONSIBILITIES
· Total responsibility for manufacturing operations and Quality control processes and
procedures consisting of 3 individual manufacturing cells. Facilities briefly consisting of
1 fully automated power press line (9 robots – 6 presses), and 9 manually operated
press lines (45 presses) BIW Chassis assy and ‘Major’ sub-assy for Maxus production.

8.
· Responsibility and accountability for achievement of all performance objectives and
measurements.
· Management and development of “best practice” manufacturing teams including multi-
skilled production personnel across both direct and indirect functions. Total headcount
circa 250 heads.
· Raw material and finished product inventory control through JIT principles.
· Total operation capacity utilisation and weekly production schedule achievment against
pre-determined performance levels and standards.
· Responsibility and accountability for both internal and external customer quality
assurance processes.
· Responsibility for area budgetary creation & control within the operation.
· Health & Safety legislation conformance & monitoring.
· Quality Management adherence in line with TS 16949, ISO 14001 & IOS 18002
Standards.
KEY PERSONAL ACHIEVEMENTS
· Major Reduction in rework/rectification costs on finished product by £50k per annum.
· Reduction in raw material and finished product inventory by £100k per annum.
· Reduction in shift premiums year on year.
· Increase in productivity in all manufacturing areas on an annual basis, average 4-5%
per annum.
· Planning, communication, training and introduction of processes and procedures to
achieve transition from ISO 9002 to TS16949
· Management of all Lloyds/BSI ISO 9002/TS 16949/ISO 14002/ISO 18001
assesments with no major non-compliances.
· Development & implementation of fully autonomous manufacturing cells.
· Elimination of skills and functional demarcation lines without dispute.
· Communication of change within Press Ops including all Trade Union
Communications.
· Year on year reduction in total accidents and RIDDOR.
Summary Of Previous Experience
LDV Ltd
1993 – 1997
Position: Van Operations Manager
· After Management buy out in 1993 assumed responsibility for BIW, Paint and Trim
and Final operations as part of a new and drastically reduced Management Team.
· Re-organised Business into Manufacturing Cells incorporating Technical Support and
Production support into shop floor multi – skilled teams.
· Introduced Teamleader concept onto shopfloor.

9.
EDUCATION
DATES QUALIFICATIONS & PLACE OF STUDY
’09 - ’09 NEBOSH General Certificate (results due June 2009)
NVQ Level 3 Health & Safety Management (results due June 2009)
‘99 - ‘00 NVQ Level V – Management Leadership
Dudley College
‘87 - ‘88 NEBBS DIPLOMA
SOLIHULL TECHNICAL COLLEGE
‘83 - ‘86 FULL TECH CERT MECHANICAL ENGINEERING
GARRETTS GREEN TECHNICAL COLLEGE
‘80 - ‘82 C & G Part 1,2 & 3 – MECHANICAL ENG. CRAFT STUDIES
GARRETTS GREEN TECHNICAL COLLEGE
‘75 - ‘80 O Level - Mathematics, Eng. Lit., Eng. Lang., Physics, Tech. Drawing,
Engineering & Geography
Internal Courses Attended
• Risk Assessments & Manual Handling Assessments
• Health & Safety Auditing
• Time Management
• Statistical Process Control
• Appraisel Training
• Industrial Engineering
• Introduction Into Management
• Teambuilding
• COSSH Regulations
External Courses Attended
• “The Business” introduction to basic finance
• Cranfield Middle Management
• QES Crosby
• NLP (Neuro Linguistic Programming)
• CLAIT
• NEBOSH (National General Certificate)
Hobbies/Interests
· Keeping fit via roadrunning and gym work.
· Watching football
· DIY