Arnold Chetty work email
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Arnold Chetty personal email
Continuous Improvement starts with recognizing and acknowledging that invisible sign around every person’s neck that says 'Make me feel important.' Treat people with respect, engage and motivate them using a style that is effective, influential and decision focused, underpinned by attributes of tolerance, empathy and trust. TRUST becomes an important component in an environment where people are expected to "continually be jumping off cliffs and growing wings on the way down".Whilst the will to succeed is important but what’s more important is the will to prepare. Something I learnt from years of experience working with diverse backgrounds providing Senior Leadership and P&L ownership within Operations, Engineering, Maintenance, Health & Safety, and transformation-leading roles. I am guided by the belief that “Success is connected with action” and that successful people keep moving. They make mistakes but they never quit.I understand the importance of having faith in people and belief that if they are equipped with the correct tools they will do wonderful things. Arguably most quality improvements come via simplification of design, manufacturing, layouts, processes and procedures all this without people is unachievable.A safe leadership team creates "TRUST"If we change nothing!!! Nothing will change!!!
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Head Of Operations And Supply ChainWatts Water Technologies / Apex May 2021 - May 2024Watts Water /Apex is a company which designs and manufactures control valves for low and high pressure hot water and filtration systems. The firm also manufactures an extensive range of float and reservoir valves for the agricultural industry. To lead Watts Water Technologies/Apex overall Operations and Supply Chain and support the Asia Pacific Middle East and Africa region (APMEA). WATTS operates in the Americas, Europe and APMEA with its headquarters in the US. The focus of my role is to strategically realise outstanding customer service with exceptional quality products and delivery standards, championing Operations Excellence and Safety. Other responsibilities include leading the EHS, Sustainability and Operations Excellence for the region.
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DirectorDerwent Industries Nz Feb 2019 - Aug 2020New Zealand
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General Manager OperationsPrecision Foundry New Zealand Jul 2017 - Jan 2019Mount Wellington Auckland
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Contractor - Business / Operations ImprovementKiwi888 Oct 2016 - Jun 2017Auckland, New Zealand
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Manager - Group SubsidiariesSouthern Hospitality Jan 2013 - Jul 2016I manage the Subsidiary Companies for Southern Hospitality Ltd. (8 companies). Each Subsidiary company is headed by a GM who is located on site. Southern Hospitality has Stainless Steel Fabrication Companies in Auckland, Wellington, Christchurch and Sydney. The Project Design Company, Project Joinery Company and a Project Mechanical Company (that fabricates commercial kitchen hoods) and the Hospitality Service Hub Company are in Auckland. My role includes managing Southern Hospitalities Service and Spare Parts Division which provides service, warranty, spare parts, etc to our customers from our 15 branches in New Zealand and 3 branches in Australia. I report to the Group Subsidiaries Manager who is also the Executive Director of the company. I am also responsible for Health and Safety and Risk Management for the group.
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Manager / Coordinator Lean ProjectsCerebos Greggs Nov 2008 - Jul 2012Auckland New ZealandAs the Manager / Coordinator Lean Projects for New Zealand my role advocates the lean approach throughout the organization. Rolled out various projects using Lean and Continuous improvement principles in our quest to be a World Class Food Manufacturer. This was a highly visible position that worked with all levels of employees across the company. My key objective is to drive change that will positively affect the bottom line of the operations while delivering optimum performance to our customers. My role also serves as the primary change agent working with Management, Logistics, Maintenance, Engineering, Production and Office personnel to implement lean methodologies throughout the organization.
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Executive Zone Manager - Heavy HaulSpoornet Freight Rail Jan 2005 - Jun 2007South AfricaI was responsible for the Coal Line, which is Spoornet’s specialist business unit that provides world-class transportation of South Africa’s export coal. Coal is a vital export commodity for South Africa and the Coal Line moves over 70 million tons coal yearly. The daily performance of the Coal line has a direct impact on the country’s revenue. The Coal Line supplements its economic strength by accommodating the transport of over 14 million tons of forestry, industrial minerals, alloys and steel products. I was responsible for the management of the total function of the Customer Service and Production Unit of the Coal Line and also the General Freight Business (GFB), which makes up The Heavy Haul Zone. My role demanded and challenged my ability to operate effectively at both a strategic and operational level, and this was evident when we were able to increase the output from 68 million tons per annum to 75 million tons per annum. My strength lies in my ability to develop strategy and ensuring it translates into operational outcomes. I led and managed all activities by the optimum use of all resources and infrastructure and to ensure that Operations, Administration, and other supporting departments are able to render and maintain a Quality service to our customers. -
General Manager - BpsRobert Bosch Mar 2003 - Jan 2005Johannesburg Area, South AfricaMy role as GM involved developing and implementing the “BOSCH PRODUCTION SYSTEMS” plant-wide. I am a manufacturing all-rounder who is capable of co-ordinating diverse activities in the plant such as Quality, Production, Engineering, Maintenance (TPM), Investment costs as well as supply performance pertaining to logistics. Commercially, involved in improving all types of business processes as well as developing staff to provide excellent customer service with business partners globally. Key areas were evaluating Robert Bosch’s value chain and identifying improvement of profitability through process orientation, problem solving, and reducing complexity. Other key strategies included achieving customer satisfaction and business success by driving improvements of Quality, Delivery and Cost. Key people initiatives included numerous team building programs and shop floor level development in order to bridge the gap between management staff and shop floor staff. -
Lecturer- Dept Of Operations & Quality Mangmt & Dept Of Industrial EngineeringDurban University Of Technology Jan 2001 - Mar 2003Durban Area, South AfricaI lectured at the Durban University of Technology aka M. L. Sultan Technikon in Production Management and Industrial Engineering and it has given me utmost fulfillment to provide young, enthusiastic minds with my knowledge. Working with them has also been inspiring to me, as this has enabled me to give back something to the young society of my country. I was the Chairperson of the South African Institute of Industrial Engineers Johannesburg/Gauteng (2003-2004) and Kwa-Zulu Natal (2000-2002), this has not only broadened my horizons but has afforded me the opportunity to share ideas and opinions with learned individuals in my field of work. -
Manager – Industrial Engineering/Maintenance/ Environ.H&S/ Tqm / Qc Circles/ Special ProjectsToyota Sa Jan 1986 - Feb 2003Durban Area, South AfricaAt Toyota S.A. Manufacturing I managed the Engineering, TQM, Special Projects and Maintenance Division. My further responsibilities included over-seeing the Training and Development and the Environmental Health and Safety within the Truck Division. This position demanded not only my experience and knowledge which I had gathered over the past 17 years that I had been with Toyota, but it also suits my immense ability to respect, encourage and value the human resource relations aspect of my portfolio. I have Project Management, Engineering and Maintenance management experience and I have acquired a vast treasure of knowledge in respect of Japanese systems and techniques.
Arnold Chetty Skills
Arnold Chetty Education Details
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Master Of Business Administration -
Management Studies -
Durban University Of TechnologyProduction Management -
Durban University Of TechnologyIndustrial Engineering / Organizations & Workstudy -
School - Chatsworth HighMatric
Frequently Asked Questions about Arnold Chetty
What is Arnold Chetty's role at the current company?
Arnold Chetty's current role is Head of Operations and Supply Chain at Watts Water / Apex.
What is Arnold Chetty's email address?
Arnold Chetty's email address is ar****@****s.co.nz
What schools did Arnold Chetty attend?
Arnold Chetty attended Buckinghamshire Chilterns University College, Buckinghamshire Chilterns University College, Durban University Of Technology, Durban University Of Technology, School - Chatsworth High.
What are some of Arnold Chetty's interests?
Arnold Chetty has interest in Children, Economic Empowerment, Environment, Poverty Alleviation, Science And Technology, Human Rights, Animal Welfare, Health.
What skills is Arnold Chetty known for?
Arnold Chetty has skills like Continuous Improvement, Lean Manufacturing, Manufacturing, Kaizen, Management, Process Improvement, Value Stream Mapping, Supply Chain Management, Logistics, Strategy, Project Management, Change Management.
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