James C H Price

Accomplished Manufacturing Senior Leader with over a decade of success delivering large-scale performance transformation, process design / re-engineering, technology integration and cost optimisation across manufacturing, defence, FMCG and airline catering sectors. Proven expertise in Lean Six Sigma, Automation, and Strategic Improvement Deployment, consistently achieving multimillion-pound savings while driving cultural and operational change.

Founder / Operational Excellence / Technology Integration Consultant - Effiniti Ltd

(2025-02)

Established Effiniti Ltd, a consulting practice dedicated to transforming businesses through Efficiency, Innovation, and Technology. Partner with operational leadership teams in manufacturing and industrial sectors to identify, prioritise and deploy process optimisation programmes — covering lean implementation, operational flows, automation feasibility and cost reduction. Delivered bespoke improvement roadmaps that align business strategy with operational capability, enabling measurable gains in throughput, cost savings, and quality.

Advise on technology integration (robotics, automation, data analytics) and change management to ensure lasting improvements and avoid "quick fix" traps. Champion a culture of continuous improvement by conducting training, mentoring emerging leaders, and embedding sustainable behaviours across teams.

UK Manufacturing Excellence Manager (Senior Leadership Team) - WEPA Ltd - Bridgend & Blackburn Sites

(2025-05)

Leading strategic manufacturing excellence initiatives across converting operations to eliminate efficiency losses and optimise process flow.

• Re-engineered Converting Operations Equipment layout and configuration, improving material flow and reducing manufacturing bottlenecks.
• Resolved a long-standing production constraint within the Valmet converting line accumulator / distributor that had persisted for 7+ Years (across all 7 CV Lines), applying structured root cause analysis to recalibrate timing, sensor alignment and indexing cycles, restoring full operational reliability and eliminating re-curing downtime previously unresolved by OEM engineers. Benefit circa 3 tonne production per shift (approximately 8-10% output improvement).
• Consulted with operations leadership to redesign line management structures, aligning accountability and improving operational oversight.
• Facilitated multiple Root Cause Analyses (RCA) into material consumption and lamination glue control, identifying process variation and implementing standardised control methods.
• Led cost improvement investigations on wrapping film reduction; demonstrated the balance between material savings and machine run ability, quantifying cost implications and informing evidence-based decision-making at senior level.
• Acting as the strategic link between operations and leadership, translating business objectives into executable improvement roadmaps and measurable KPIs.
• Leading digitization of CiLs (Cleaning Inspection and Lubrication) Task utilising MS365 Power Apps to drive Team Leader accountability with photographic evidence, and automated non completion escalation workflows to ensure ISO compliance post failure.
• Launched SMED workstream, investigating the Changeover (Planned Downtime) losses on the older packaging machines as priority, ensuring machines are in Basic Standard Condition, and Centrelines exist for product / process prior to implementation of structure Changeover Scheduling.

UK Operational Excellence Lead - Dnata Catering UK [Emirates Group] - UK Wide

(2023-07 - 2025-05)

Directed nationwide COGS and OpEx initiatives, delivering £1.19M in cost avoidance/savings within six months.

• Designed and deployed a COGS improvement toolkit using 8D/A3 methodologies, developing team capability and enabling further savings potential of £6M.
• Spearheaded transition from cell-based to one-piece flow manufacturing, reducing lead times and improving labour efficiency in both Bond and Tray Assembly.
• Created a roadmap for automation adoption within Dnata Airline Catering. Working with key software suppliers, to re-engineer the data structure for reconciliation of EasyJet Bar Sets, decoupling the dependency of carts having to remain in the one set throughout production, as well as enabling each draw to be individually accounted for / replenished. Switching to a drop off return, drop in ready to go draws for quicker turn around and replenishment to be conducted in parallel.
• Influenced Purchasing and Operations to define a collaborative approach to barset design, introducing the concept of design for manufacture and assembly into the cart product layouts.
• Engaged key automation suppliers on solutions for a south regional consolidated - automated bar packing facility.
• Designed stillages, for the transport of Draws Airside for Bonded Bars, with local turn around, increasing stock transport density.
• Partnered with Procurement and Stores to overhaul Chiller Infrastructure, enhancing operational safety, capacity, and waste reduction.
• Led SQCDP performance board deployment across four sites, improving KPI tracking and issue escalation.
• Delivered Lean / Six Sigma Green & White Belt training across the Southern Region, mentoring new OpEx professionals leading them through accreditation.
• Created and filled new operational roles to sustain improvement momentum, including Senior Maintenance Manager and Project Coordinator positions.

UK Operational Excellence Lead - Babcock International - Bristol

(2020-03 - 2023-07)

• Drove Hoshin Kanri strategic deployment within the Maritime Mission Systems Directorate, linking corporate goals to operational metrics.
• Led a DMAIC improvement project reducing technology integration lead times from 24 to 12 months, meeting SDA contractual targets.
• Delivered Lean training across all directorates (White and Yellow Belt), embedding structured problem-solving culture.
• Implemented a Power BI and Power Automate project visibility system, standardising project intake, benefit tracking, and workload management.
• Delivered productivity growth of £90K per annum by streamlining maintenance review processes.

Robotics Engineer - Aston Martin Lagonda - St Athan

(2019-04 - 2019-11)

• Managed / Commissioned Fanuc and Yaskawa Robotic Paint Systems, overseeing prototype to production readiness.
• Developed robot programs and optimised paint application processes for new vehicle models.
• Collaborated with supplier (Akzo Nobel) to improve material application quality and tooling effectiveness re-design.

Advanced Manufacturing Engineer - Jaguar Land Rover - Castle Bromwich

(2017-10 - 2019-03)

• Led New Product Introduction (NPI) for the MLA electric vehicle platform into a legacy facility.
• Directed cross-functional engineering teams to deliver facility upgrades, robotic programming, and new process validation.
• Delivered a digital twin model via 3D scanning for predictive planning of future modifications.

Robot Technician / TPM & TQM Coordinator - Jaguar Land Rover - Castle Bromwich

(2014-05 - 2017-10)

• Deployed TPM and TQM frameworks, reducing downtime and increasing OEE.
• Built a localised CMMS solution to maintain maintenance visibility post-Maximo obsolescence overnight, leaving the Paint Shop without a Maintenance Management System.
• Applied SPC methods to automated sealant applications, ensuring consistent quality.
• Trained operators in Lean, robotics, and preventive maintenance.

BSc - Applied Engineering - University of Warwick

NVQ Level 4 - Lean Six Sigma Green Belt - QA, Bristol

PFQ - Agile Project Management - APM, Bristol

NVQ Level 3 - Electrotechnology (C&G 2365) - South Staffordshire College

NVQ Level 2 - Business Improvement Techniques - Pera, Castle Bromwich