patience hama

Internal Consultant(Intern)

• Individually built a business proposal for change by analysing and identifying issues and root causes for Global DB Cash Equities through interviews with SMEs’ ; focusing on Direct Market Access (DMA) flows for New York, Japan, London, Asia Pacific resulting in quantifying the cost to the business of issues, alternative new ways of working and a business case for the improvements with projected FTE savings of 36 within 6 weeks
• As part of a team, analysed the static data issues for the Global Collateral Department resulting in quantification of projected savings of 9 FTEs’
• Supervised and trained an intern on the Collateral Management Static Data review project
• Owned and managed projects, including stake holder identification, milestones identification, quality setting and ensuring quality and on time project delivery
• Conducted workshops, presenting analysis findings to SME’s for the finding endorsement
• Presented the findings to senior management for buy into the business case of improving static data feeds for the global organisation
• Successful transition of the business cases with recommendations to SME’s for implementation

Supply Chain Engineer

• The world leader in the design and manufacture of programmable chips with a US$2bn turnover and employing over 3,000 employees worldwide.
• Identified areas of improvement with projected cost savings, owned and managed business processes improvement projects; developed analytic models; created SOUR’s and implemented IT systems for Materials Planning Department
• Identified and engaged inter-departmental SMEs in compiling statement of user requirements, cost and benefit to the business of implementing projects, buy-in, project tasks, resources requirements, milestones and expected quality and service levels
• Project managed IT system implementation resulting in four bespoke IT tools and one ERP system being delivered on time for the department.
• Compiled user testing and training scripts and trained users resulting in seamless transition to SMEs of IT systems
• Led a team in analysing and re-engineering the inventory tracking business systems using process mapping and brainstorming with internal stakeholders and vendors, influencing senior management for buy-in; resulting in a 50% reduction man hours and quality issues.
• Designed and coded a prototype inventory tracking database through compiling statement of user requirements and programming using Microsoft Access database; as an illustration of benefits after automation; project managed the transition into corporate Oracle system
• Created Excel analytic models to determine business impact of strategic decisions e.g. Forecast Accuracy models, Safety Stock vs. Delivery Confidence, presented to senior management with recommendations, which were adopted
• Trained in and fully utilised Oracle SQL skills in creating tables and data retrieval

Manufacturing Systems Engineer

• A timber frame house design and manufacturing company. In 2005 the company had a turnover of £10m and 80 employees with a vision to grow to a medium sized company.
• Owned and project managed a two year operations strategy formulation and implementation project, reviewing all aspects of the supply chain.
• Mapped out internal management vision of the company, analysed the external environment including competitors, customers, suppliers resulting in gap analysis and opportunities for growth and fed this into the project objectives
• Benchmarked the business processes to organisations through different company visits and interviews, resulting in documenting and presenting findings to the Board of Directors. The output was used in setting project targets.
• Compiled a work breakdown structure, critical path analysis, resource identification and allocation, deliverables, timescales and service levels. This fed into the formal project plan
• Identified, trained and led a multi-disciplinary team in analysing and formulating a manufacturing strategy, implementing new processes on supply chain, operations, work practices, staff constraints through process mapping, gap analysis and Lean principles to support the business strategy resulting in production time savings of 25%, partnering with suppliers for JIT, and aligning internal processes to support manufacturing
• Implemented the strategy through the championing and creation of multi-disciplinary teams, training operators, transferring best practice and project management ensuring that deliverables were achieved within the time limits.

Logistics Analyst

• Mobil Oil Zimbabwe is part of The Exxon Mobil Corporation, employs over 82,000 people worldwide and revenues of US$400bn per year.
• Exposed to the fuels and lubricants operations management during a departmental rotational scheme, gained an overview and understanding of the operations function.
• Set, measured and reported KPI’s for the lubes department, enabling management visibility and control of the Zimbabwe lubes function.
• Implemented business process systems for controlling and standardising operations. The results were audited internally and rated at three out of four.

Consultant

• Main function was to analyse & improve business processes and implement ERP systems (SAP/ Oracle Inventory Management Modules) through coding, training users and testing
• Individually project managed smaller projects

Cranfield School of Management

Nottingham University Business School