Peter McCallum is an experienced Operations Leader with over 30 years of experience leading manufacturing operations and business improvement programs. He has a proven track record of utilizing lean manufacturing techniques like Six Sigma to reduce costs, improve efficiencies, and increase profits. Most recently, he served as Head of Operations for Camlin Technologies, where he established new manufacturing sites, improved supplier relationships, and developed employee training programs.

1. Peter McCallum
Email: mccallum.p@btopenworld.com
Mobile: 07842 470309
PROFILE
A commercially aware, driven and capable Operations Leader with a strong track record
of achieving business, revenue and profitability objectives. Utilising best practices such
as lean and six-sigma I have wide experience of leading business improvement and
change programmes with a proven record in delivering sustainable continuous
improvement to normal business activity.
KEY SKILLS
Operations, Project and Change Management
Total Preventative Maintenance
Set up Reduction (SMED)
Multi Site Management
Practitioner of individual and team development
Performance management
Manufacturing P and L
Project Management of factory start-ups
New Product Introduction
CAREER
Camlin Technologies, Lisburn, Northern Ireland 2014 - 2016
(Products for Power and Rail Industries)
Head of Operations. Direct Report to CEO
Managed a team of 115 employees within the Production, Quality, Supply Chain, Manufacturing
Engineering, Warehouse and Customer Service Departments at sites in Northern Ireland and England.
 Initiated lean manufacturing and 5S projects resulting in efficiency improvements of 40% and the
elimination of re-work costing over £30,000 per month.
 Managed the establishment of new manufacturing sites in Lisburn and Cookstown.
 Implemented supplier strategies to improve lead-times and reduce stock by £ 2 Million.
 Introduced HR policies to reduce absenteeism and reward success.
 Developed new product introduction process.
 Introduced employee / management development and training programmes.
 Set up KPI’s to monitor and improve business performance.
 Established CNC machine shop and cable assembly facilities to manufacture components in
house in order to reduce cost (approximately £200,000 per year) and lead-times.

2. Cedo Ltd Asia, Shanghai, China 2007-2013
(Largest manufacturer of own label and branded household products in Europe-FMCG).
General Manager Asia– China and Vietnam 2010-2013
Management of two manufacturing sites (in Shanghai and Hanoi). Managing 12 directs and 1400 factory
employees working 24/7. Reported to Group Manufacturing Director.
 Overall management of business operations.
 Project managed the setting up of a 12000m2 manufacturing operation in Hanoi, Vietnam-
including the recruitment of local management team and 600 production staff.
 Successfully led and managed culture change by introducing 5S and World Class Manufacturing
principles, devising methodology and designing initial training and development programme for
Vietnam employees to adopt a Lean Manufacturing mentality. Saving over £300,000 in first year.
 Reduced product costs by 20% through the use of alternative materials
Shanghai Site Director – China 2009 - 2010
Promoted with brief to rationalise China production from two sites into one site without disruptions to our
large European retail customers including: Tesco, Sainsbury, Lidl and Aldi.
 Achieved seamless rationalisation production transfer onto one China manufacturing site over 12
month period maintaining production targets to meet customer’s demands.
 Set up small manufacturing unit as a working partnership with Vietnamese company, while
company located and set up own production facility.
 Opened Asian sales office to develop the U.S. and Australian markets.
 Exceeded KPI’s in quality, productivity, customer service and profitability
 Responsible for the preparation and management of annual budgets.
Production Director– China 2007-2009
Responsible for implementing good solid business practices to aid the financial recovery of Operations
within the business. Direct report to MD based in the UK.
 Successfully turned around site from losses of almost £60,000 per month to break even in 18-
months and exceeded budgeted profit within 2 years.
 Reviewed and restructured management team in first 6 months.
 Introduced Management Development and teambuilding programmes for employees which
resulted in a motivated and committed workforce.
 Successfully introduced a 5S culture, cellular manufacturing and lean manufacturing programmes
 Achieved a 40% reduction in scrap and a 25% increase in efficiency whilst reducing people.
 Reduced monthly labour turnover from 10% to less than 3%.
Intense Ltd, Hamilton, Glasgow 2005 -2007
(Semiconductor Laser Manufacturer)
Operations Director
Recruited to manage production and turnaround company’s poor quality and customer service with the
threat of losing their major customer worth in excess of £3M per year. Managed 7 direct reports and 100
staff working 24/7 operation. Reported to Vice President of Manufacturing.
 Trained and set up improvement teams to tackle product yield issues. (16% to 90% in 10 months)
 Developed and implemented training plans which delivered an effective and flexible workforce
 Implemented daily, weekly and quarterly communications structure.
 Introduced supplier quality improvement programme.
 Acted as Program Manager for key account (Heidelberg Printing Machines AG) worth over
£3m/year

3. Prestwick Circuits, Irvine, Scotland 2001 - 2005
(Printed Circuit Board Manufacturer)
Operations Director
Recruited to restructure operations and return to profit. Managed 6 direct reports (Planning, HR,
Production, Engineering, Health and Safety and Maintenance) and 450 operators.
 Managed £3m/year losses to profit in 3-years.
 Introduced Six-Sigma Lean manufacturing strategy at all levels.
 50% reduction of manufacturing space.
 Implemented multi-million CAPEX automation project.
 Improved OEE from 64% to over 90%.
 Worked with Carbon Trust reduced electricity costs by £400k/year.
 Achieved TS16949 accreditation and PPC (Environmental) compliance.
PREVIOUS ROLES
 1996 -2001 Operations Director MEM Birmingham and Manchester
 1995-1996 Operations Manager (Defence) GEC Marconi, Northampton
 1988-1995 Engineering Manager Digital Equipment, Ayr
 1982-1988 Equipment Engineer (Test) Motorola, East Kilbride
PERSONAL DEVELOPMENT
 Management Development Programme
 Six Sigma Green Belt
 Supply Chain training
 World Class Manufacturing (JIT/TQC)
 HNC in Electrical/Electronic/Mechanical Engineering