Career History of Ian Young


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Irvine Young Ltd. 2005 - present
Director - responsible for all operational aspects of Irvine Young Ltd consultancy.

Glasgow Caledonian University 2005 - 2011
Lecturer, design and professional practice (part-time) developing and teaching undergraduate modules in;
building services engineering
construction technology
management for engineers.

Scottish Environment Protection Agency 2005 - 2009
South West Regional Board Member

GlaxoSmithKline 2000 - 2005
Engineering Strategy Manager 2004 – 2005
Responsible for initiating and implementing operational engineering strategies across 19 sites world-wide, to reduce lifecycle asset cost and improve product and EHS compliance.
Specified and launched intranet based software, driving a standard approach to risk assessment and knowledge sharing, training and coaching users, business benefit > £300k in year one.
Developed workshop for key practitioners of GMP–critical spares to ensure strong control mechanisms and avoid any regulatory exposure.
Identified opportunities for convergence of specifications and procedures with targeted savings of £500k.

Head of Engineering 2000 – 2004
Responsible for 75 staff, maintaining site assets with a replacement value of £685M, setting engineering standards and accountable for budgets of £12M p.a..
Analysed opportunities to improve business performance in engineering delivering a 5% reduction in overall costs and a 10% reduction in headcount.
Turned around a lubrication service that was badly managed into a benchmark site.
Established a knowledge community in condition based maintenance achieving a 10% reduction in downtime.
Rebuilt trust between management and staff resulting in a change-hungry workforce delivering continuous improvements.
Achieved 6 figure savings in mechanical seal repairs by structuring an asset management contract.
Introduced individual training and development programmes covering a 5 year period.
Ensured that Team Leaders became knowledgeable in business drivers and objectives.
Improved resource sharing and cooperation within the engineering communities on site.
Reduced lost time accidents by a behavioural study and eliminating “work rounds”.


SmithKline Beecham - Irvine 1990 – 2000
Mechanical Engineering Team Leader
Responsible for teams delivering project management and mechanical engineering services to the site, initially as Senior Plant Engineer, then as Mechanical Engineer and Project Team Leader.
Identified training needs within a poorly-performing group, improved credibility and customer contact skills.
Developed strong controls of < £500k projects, ensuring they were delivered against key criteria resulting in major in-house savings.
Improved compliance with CDM regulations and quality of construction by devising and training staff on process flow.
Achieved cultural change and ownership of standards following a reorganisation and the identification of responsibility gaps.
Resolved complaints of odours from fermentation scrubbers by an innovative on-line repair method, without downtime or capital expenditure.
Received commendations from the environmental regulator having reduced losses of VOCs by 80%.
Removed risk and reduced capital expenditure by 80% in gaseous ammonia system by devising upgrades, the use of plant and risk assessment.
Investigated all engineering implications of a major explosion; the end result was a commendation by the HSE and the saving on £7m in potentially lost business.

Beecham, Irvine 1985 – 1990
Plant Engineer
Responsible for delivery of maintenance and minor projects in designated areas of the site through multidisciplinary teams, accountable for budgets and EHS and Quality compliance.
Constructed standards of behaviour, organisation, and work ethics that reduced large and unacceptable material and output losses.
Reduced turnaround time from 3 to 1 week in fine chemicals plant by introducing workforce empowerment and process improvement.
Turned around a project that was 55% over budget by simplifying the design, utilising a value engineering approach, resulting in completion on time and within budget.
Maintained production targets at the same time as constructing new plant.
Devised reliable methods of reducing reactor glass-lining replacement eliminating unplanned shutdowns and improving shutdown time from 3 days to 13 hours.
Conducted root cause analysis of hydraulic system reliability eliminating downtime.

British Nuclear Fuels Ltd 1980 – 1985
Engineering Shop Manager
Responsible for delivery of maintenance and minor projects in designated areas of the site through multidisciplinary teams, accountable for budgets and EHS compliance.
Achieved uninterrupted production by introducing preventative maintenance virtually eliminating unplanned stoppages.
Built trust and confidence and a new working relationship with the Trade Unions that led to increased productivity.
Within very demanding timescales, redesigned Hydroflouric acid distribution and implemented within time to quality standards.
Trained key refrigeration engineers, introduced performance monitoring and greatly improved right-first-time fixes.
Organised intensive training to alleviate key welding skills.


British Steel Corporation 1978 – 1980
Technical Assistant – Cokemaking
Organised recruitment & multiskill training of 200 craftsmen.
Helped develop an automated process to clean coke oven doors, which improved efficiency and working conditions.

BSC Teeside and Workington 1972 – 1978
Student apprentice and graduate trainee
Obtained first class training and personal development.

QUALIFICATIONS & EDUCATION


FSOE, FI Plant E

University of Liverpool: B.Eng (mechanical engineering) 1977
Brunel University: M.Sc (building services engineering) 1998