I was promoted into this position to improve the plant availabilities on the WCP-B plant. WCP-B consists of a dredge and spirals plant producing High mineral content Ilmenite, Ruitle and other heavy minerals. My role is defined as follows:Manage the work processes within the Engineering department to deliver the maintenance and engineering plans in order to achieve budget, equipment and asset availabilities.This entailed:Implementing agreed engineering systems and tools and ensure compliance; Define engineering standards and processes and deliver compliance with these; Supervisor and Operator Handovers; Start of shift meetings; Supervisor Start of Shift Routines; Supervisor Daily Work Routines; Short Interval Control; Manage the delivery of optimised Monthly, Weekly and Daily maintenance plans; implementing standard engineering systems, processes and tools in order to safely deliver the availability targets, within agreed costs and resources; Root cause analysis undertaken on variances; Implement site policies and deliver compliance with legislative requirements related to HR, OH&S, Environment and Community Relations across the Engineering team; Safety standards developed, implemented and complied with.For the last year (2016) Engineering availabilities have been steadily increasing, but more so the availability has been more stable with no major breakdowns. This has meant the team have left a “fire fighting” maintenance approach to a much more planned and structured activities. Teams have become more PM focused and reduced breakdowns significantly. Proper work load practices are implemented with planning for shuts being done 3 weeks prior, Work load planning is also planned the week before so each artisan knows what's required the following week. WCP-B is now the leading team when it comes to production and specifically the Engineering availabilities. Teams are well motivated and I believe further improvements are still possible.

My role was to manage all internal projects within the company. These included optimisation and expansion projects in both the mineral separation plant , the wet concentrator plants and shore services. Some of these projects included the setting up of entire new plants. A team of Engineers, Draftsman, Project engineers and many sub-contractors assist with all works. Most large scale works are sub-contracted, and these are carefully managed in-line with contractual obligations and PMBOK principles.On average my team of project engineers would be managing 10-40 projects of different sizes at the same time. My role included:•Formalising and implementing project procedures and controls for the mine.•Ensuring procedures include and maintain corporate governance.•Generate tenders for sub contractors.•Generate Sub contractor agreements in-line with Mozambique labour law, including PLA’s, timeline, scope etc.•Manage sub contractors in line with contract.•Claims management.•Ensure the appropriate capex is approved via an “approval for expenditure”.•Track and maintain costs in-line with capex approval.•Implement and maintain schedule.•Generate procurement plan and expedite with expeditors and procurement.•Implement RACI, based upon execution strategy chosen.•Track project to ensure original objectives/goals were met in terms of AFE expectations.•Close out project and report back on Cost, how effective the project was in achieving the required objectives, performance of team, sub-contractors and health and Safety.•Performance manage entire projects team•Manage all aspects of team and sub contractors.•Implement a proper documents control system.•Prepare budget for following year•Manage manpower in line with work load and budget.

•Receive a contract file from the contracts manager and proceed to familiarize myself with all aspects of the contract and site conditions. •Do all the necessary designs and engineering, especially on complex CCTV, access control and fire extinguishing systems.•Generate drawings and designs for client approval and installation purposes.•Re-estimate the costs on the project and submit a re-estimate based on the new design or site conditions, with the revised profit margin.•Proceed with the procurement of all the necessary equipment and materials and enter into a contract with suitable sub contractors to execute the work.•Liaise with the client on a regular basis, attend all the necessary site meetings and conduct regular inspections of the work•Manage client expectations with regard to solution, timeline, quality and cost.•Ensure costs are tracked and maintained within budget •Generate reports for monthly reporting•Create a project plan and schedule that is updated regularly to ensure project is meeting to expectations.•Resolve any problems that could affect project plan, quality or over expenditure•At the end of a contract ensure that the contract is fully demonstrated and the necessary training given to the client, complete with all O&M manuals. •Constant cost tracking •Initiate appropriate progress payment claims•Ensure company adheres to all aspects of the contract•Project Risk assessments and contractual risk management•Commercial management of the project including claims management and proper scoping

Responsible for meeting market requirements for reliable, safe Explosive Control Equipment.Integrate supply chain through effective management of suppliers, working capital and Inventory management.Identify process/product improvements by interfacing between suppliers and designers.Ensure that Contracts and Agreements with suppliers are risk free.Build capacity and capability to meet international market demands, as well as repair support for the products.Manage in-bound and out-bound logistics effectivelyEnsure effective industrialisation of products.Work with developers to ensure competitiveness of future products with regards to manufacturability, quality, support and repair as well as cost.Health and Safety 16.2.Detnet were in a position where they where supplying Electronic products to an explosive market that were losing faith in their ability to produce reliable product at all. 25% of product would fail on delivery and another 27% of product would fail within the Warrantee period.I was employed to resolve the quality issues and develop a better manufacturing strategy.The following strategies where found to need attention and where remedied:Supplier competency studies where done to ensure sub-contractors could meet design demands. Two major suppliers were found to be unable to meet requirements, and new ones where found.Internal Quality control points where implemented and stats maintained. Incoming goods inspection formed part of the above process.Final testing was brought in-house. Several design changes where undertaken to enable simpler and more cost effective builds.Demarcated stores area with proper tracking and kitting for Jobs.After implementation of the above and other smaller changes over a 2 year period the factory is achieving a 2% failure rate internationally, consistent for the last 4 months.