Alan Magner Email & Phone Number

Cobar, New South Wales, Australia

Leading our improvement program on our polymetallic mine in outback NSW

Sydney Australia

> 470+ people trained in Lean Six Sigma at varying organisational levels Project Lead on:> Painting Inspection Process : $3.2M cost avoidance, increase throughput 91%> Management System alignment project: $36,000 cost savings> Supplier Qualification Contract Process: 54% reduction in lead time, 47% reduction in amendments, $191,000 labour savings> Contracting Process Improvement: 54% reduction in lead time, $297,000 in labour savings, 47% reduction in contract amendments

Sydney & Perth Australia

Tengiz, Kazakhstan

A one-month contract to apply Lean Six Sigma and support Chevron's major capital project in Tengiz Kazakhstan. The Tengiz Future Growth Project (FGP) -Wellhead Pressure Management Project (WPMP) is a $36.8bn integrated project being developed primarily to increase the production capacity from the Tengiz oil field

Sydney, New South Wales, Australia

New Ireland, Papua New Guinea

FIFO role on Simberi Island to support the Building Brilliance transformation program

Tengiz, Kazakhstan

I revitalize and improve a multi-year construction mega-project in Kazakhstan, driving an improvement team of four Master Black Belts to reduce lead times and developing a pipeline of improvement projects worth $50M USD for 2020. I identify root causes and design improvements to resolve problems, leading and influencing required changes. I gained acceptance from leadership to run improvement projects and mentored colleagues to develop improvement skills. I streamlined the material flow from the supplier to the construction site and improved the welding shop layout to reduce lead time and improve product flow.Key achievements in this role include: • Achieved savings of $52 million in 2019 throughout 68 improvement projects by reducing time spent on procurement and certification processes and increasing productivity of suppliers in logistics and manufacturing.• Initiated nine improvement projects with $8.8M in benefits, of which five were started and three were moved in to "improve" phase, completing process walk-throughs and data analysis to discover bottlenecks and constraints.• Completed three-day cold-eyes review of steel fabrication supplier in Seoul, identifying bottlenecks and recommending rapid improvements to reduce lead time by 2-4 weeks.

Milan, Lombardy, Italy

I improved the manufacturing processes of a major Italian supplier of spools (piping) for Chevron's major capital project. I increased the output to support fabrication schedules in Korea and construction schedules in Kazakhstan. I was mandated to clear a 39-day backlog and achieve on-time delivery of piping work. I influenced leadership to accept improvement program and employed Lean Manufacturing methodologies such as Value Stream Mapping and Kaizen Blitz to identify constraints and debottleneck the end-to-end workflow. I implemented sustainable improvements by building acceptance and involvement throughout all levels of the organisation.Key achievements in this role include: • Increased production output by 22% in three months to achieve CAPEX and time savings of $4.6M USD.• Identified three bottleneck processes, initiated ten improvement projects, and delivered five in three months.• Achieved 61% reduction in set-up times for Welding Station, resulting in 11 days less lead time.• Slashed calibration time by 30% for Ultrasonic testing, freeing 12.7 days of capacity.

Penrith, Nsw

I led a team of six Green Belts in the establishment of a deployment strategy for the Council's first improvement program to develop continuous improvement culture across the workforce of 1200 employees. I engaged with stakeholders from the front-line to the executive level and supported cultural change by using VitalSmarts Influencer Model. I identified improvement opportunities using Lean Six Sigma methodologies and executed projects using DMAIC. I established a monthly leadership steering committee and represented the Council at ARIC meetings to demonstrate improvement.Key achievements in this role include: • Established Penrith City Council's first Lean Six Sigma deployment by creating improvement strategy, including training delivery and mentorship across Council, and leading team of six to implement 30 improvement projects with budget of $1M.• Initiated 45 projects within first 12 months, with participation of 10% of the workforce.• Implemented 25 improvement projects within first 12 months, achieving $1.3M in benefits and improved employee engagement and morale.• Created customized training program for local government and trained 19 Green Belts

Perth, Australia

Mandated to identify headcount savings of 10% for supply chain procurement team, I facilitated client engagement to develop a process map of supply chain procurement processes across seven departments (using Visio). I ran ten workshops with cross-functional teams to create as-is and to-be process maps. I crafted custom-designed Labor Capacity Forecast models, identified critical KPIs, and established baseline performance for each department. I drove a cross-functional team of five analysts to calculate baseline performance and data-mind for inefficiencies.Key achievements in this role include: • Identified close to 30% in savings, through 116 individual improvement projects to reduce "time burners", eliminate wasted time, and improve efficiency.• Achieved savings of 24 FTEs, enabling the completion of other value-added work and supporting current growth.

Barrow Island, Western Australia

On Barrow Island supported the USD $54 billion Gorgon LNG plant construction and the ramp up of Operations. Chevron required support to accelerate construction lead times for building the LNG plant, and also needed cost efficiencies for the starting and ramp-up of operations and production volumes.

Perth, Australia

Extensive experience with delivering all types of Lean Six Sigma training in Chevron; trained over 300 people in one-day White Belt training, trained over 100 Green Belts in the past 4 years to allow them to complete over 150 Lean Six Sigma projects and transform their classroom learning into practical application and improvements. Have also delivered Black Belt training, Champions training and Executive Overview, delivered train-the-trainer for White Belt, and involved in the redesign and enhancement of current Chevron training modules

Sydney, Australia

> Project Lead on 2-year SAP Migration Project> Completed 9 Kaizen Blitz Projects > Significantly Improve Material Flow> Delivered 150+ hours of Lean Training > Introduced & Sustained a 5S Program across all Area of Operations > Facilitated Process/Workflow Simplification to Support Factory Restructure> Conducted Value Stream Mapping of Engineering Design Process of New Product Development> Led Hoshin Planning Matrix across Operations including Dashboard Development for various Functional Areas, and KPI & Measurement Implementation into the Warehouse

> Manager of Distribution Centre: $4.6m per year; 60,000+ SKUs, 2700 customers > Developed Green Belt Master Class Curriculum > Coached Green Belt Trainees through Project Completion to Certification> Improved Labor Cost Reporting from 93% to 99.9% Accuracy > Improved Weekly Workload Intake Forecasting Accuracy to +/- 1.4%> Designed & Implemented Optimized Layout of Robotic Equipment: $400,000 Savings in Installation Costs and 55% Reduction in Lead Time

Professional Certificate: Foundations Of Modern Mining, Mining And Mineral Engineering

A program of 6 courses provided by Curtin University and University of Queensland

Iassc Black Belt, Lean Six Sigma, Icbb Certified Number: 1-1512

Postgraduate Certificate In Management, Accounting, Marketing & Organisational Behaviour

Dean Merit Award for 1st in class in Accounting for Management

Certificate, Production & Inventory Management

APICS American Production & Inventory Control Society

Bachelor Of Business Studies, Accounting, Economics & Entrepreneurship