Sean O'Shea

Production and manufacturing professional with military background within HM Forces and supervisory expertise leading large teams of up to 120 across multiple manufacturing processes. With a strong track record of improving productivity, delivering output targets, and leading high-performing teams within engineering and precision manufacturing environments. Experienced in implementing structured production planning, driving continuous improvement, and managing KPI-led performance to improve efficiency, quality, and delivery.

While having operated at General Manager level with full site responsibility, I specialise in hands-on production leadership, team development, and operational performance improvement—where I deliver the greatest impact. Energetic self-starter and team builder encouraging and developing team members to excel through motivation and inspiration.

Experience in piloting continuous improvement and team driven process problem solving based on accurate business metric analysis and process expertise. Fast paced and progressive experience in the manufacturing industry offering a knowledge base in Lean Manufacturing, 5s, 6 Sigma as well as cost and delivery functions. An aptitude for business planning and project management delivering business goals on time and within budget while navigating high-stress situations.

IOSH trained individual acting as a safeguard for team health and safety, pro-actively and continuously assessing and driving a safe working environment.

Production Manager - Freeflow Pipe Systems

(2025-09)

• Lead day-to-day manufacturing operations, ensuring production, quality, and delivery targets are consistently achieved
• Designed and implemented a structured production planning system, improving workflow visibility and shop floor coordination
• Delivered immediate improvements in productivity and throughput within first 3 months
• Contributed to increased turnover through improved utilisation and production control
• Awarded a 7% salary increase within 3 months in recognition of operational impact
• Introduced KPI tracking and daily performance management routines to drive accountability
• Strengthened coordination between production, logistics, and planning functions
• Maintain high standards of health & safety across all operations

General Manager - Weather It

(2023-10 - 2025-09)

• Led manufacturing operations across production, quality, logistics, and engineering coordination within a precision environment
• Maintained direct involvement in production performance, planning, and output delivery
• Delivered £2M revenue growth through scaling production capacity and improving operational efficiency
• Managed full relocation of manufacturing facility, ensuring continuity of production and delivery
• Implemented ISO 9001:2015 and ISO 14001, strengthening process control and quality standards
• Reduced workplace incidents through proactive safety leadership
• Introduced shift patterns and workload balancing to improve output and meet delivery targets
• Recruited and developed production and operational leadership roles

Factory Manager - Brian James Trailers

(2021-10 - 2023-10)

• Managed and measured the growth and success of teams through effective management and motivation
• Controlled key site functionality including manufacturing, process engineering, tooling, staffing and output
• Lead and drove activities related to continuous improvement (cycle times, scrap, cost reduction)
• Reviewed and established contingencies/justifications for department spending
• Developed plans for process improvement and owned specific accountability in this area
• Planned, scheduled and reviewed work and staff loading to ensure business and budget targets were realised
• Developed personnel in technical execution, decision making and planning to realise a positive impact on the business
• Sole responsibility for assembly plan

Project Manager - MNB Precision

(2018-02 - 2021-10)

• Managed and delivered multiple projects from receipt of customer order to delivery
• Liaised with all levels of the business and communicated data and performance daily
• Joint management of shop floor operatives to plan and realise production targets and priorities
• Worked closely with other members of the management team to deliver and create a business plan
• Realised set targets and objectives set by the customer
• Delivered and collated accurate data and feedback to international and domestic customers
• Chaired and contributed to client and in-house project meetings
• Coached, mentored and develop shop floor operators to meet and exceed targets by influencing team members, people management and development of current skills

Cell Leader - Lisi Aerospace - Blanc Aero Industries - UK

(2014-01 - 2017-11)

• Management of up to 120 shop floor employees with a hands-on approach
• Planned workflow, managed multiple priorities and met daily production targets while consistently reducing downtime
• Managed first line interventions such as discipline, grievance, attendance, and investigations
• Provided effective communication, leadership, motivation, training, and development through change management
• Delivered team member performance reviews, development, and succession planning as appropriate
• First point of contact for assessment of quality/Quality decision making
• Driving change and delivering results through effective production planning and Six Sigma
• Contribution to problem solving and quality improvements through 8D methodology
• Measuring and maximizing production productivity based on accurate business metric data analysis
• Ensuring workplace organization by use of 5S methodology /5S project implementation

Fitter / Technician - Integra Utility Services

Communications Operator - Royal Navy

15 Years

BA (Hons) - Business Management (Leadership Practice)