Darren Campbell Mba Email & Phone Number

New Zealand

Tiwai Point, Southland, New Zealand

Tiwai Point, New Zealand

Developing the business' strategy and Lean Six Sigma governance activities including Green and Black Belt training, project identification and prioritisation, and execution of key projects.

Tiwai Point, New Zealand

I am very excited to have been asked to pilot an Aluminium Operations Centre for the Rio Tinto pacific region aluminium smelters at Tiwai.

Covering whilst my boss is on leave for a couple of months.

Successfully restarted a potline after it had been mothballed for 6 years; zero recordable injuries, all cells restarted to schedule, zero cell failures, and created a highly engaged operations team to whom to hand the potline over to at the end of the project. One of the proudest achievements of my career. None of which would have been possible without my team of eminently capable and dedicated superintendents.

Nzas, Tiwai Point Aluminium Smelter, New Zealand

Applying the LSS toolbox to execute the critical few, highest value, projects in support of the PacAl operating recipe.Provide coaching and training to GB's and BB's across the business. Developing myself to achieve MBB certification.

Tiwai Point, New Zealand

Accountable for:Safety, Quality, Cost, Delivery and Team Engagement metrics.Resource / Value Stream optimisation aiming for a day shift only operation.People development.Budget control (NZ$3.9M controllable costs).Financial justification for capital investments.Leadership of a team of 4 Crew Leaders, 40 Operators, & 2 Green Belts.OEE improvements and Waste Elimination New policy development and implementation.Relief department manager.Graduate mentoring.Incident investigations.Process and safety oversight for cast iron induction furnace operation and maintenance, anode and cathode casting, on and off site rod fleet maintenance, cleaning and preparation of spent anodes (butts), and anode delivery to Reduction department.Recently seconded to business organisational restructure project working with local and corporate team to identify productivity improvements.

Tiwai Point

I deputised in this role for 5 month as a member of the smelter senior management team. During the period I was accountable for the 140 strong Carbon workforce consisting of the Carbon Technical, Green Carbon, Anode Bake, Anode and Cathode Rodding, and Maintenance output teams. I also led the site Business Improvement team consisting of one Master Black Belt, 4 Black Belts and one Lean Coach. Some of the challenges I faced whilst in this role include were the roll out of maintenance team restructure, implementation of standardised Leader Routines, prioritisation of projects and resource assignment, and the recruitment of technical staff.I continue to deputise for the department manager when he is absent from site.

Tiwai Point, New Zealand

Management of Reduction Potline 4 together with technical development across all four potlines at NZAS.In addition to the Specialist accountabilities I was responsible for the leadership of Potline 4 operations team where I am responsible for all aspects of safety, quality, cost and output. Whilst in this role I maintained the levels of safety and operational excellence that were synonymous with Potline 4 through the engagement and support of the operations and technical teams, and setting the highest work standards as the minimum expectation for the entire team.A core element of this role was to create a culture where every day is seen as opportunity to improve safety or productivity, and all team members were engaged in the improvement process. Achievements:> Consistently achieved greater than 96% current efficiency whilst increasing amperage to 235kA on CD200 cells.> Led a team of 26 Crew Leaders, Operators and Engineers to deliver record output and efficiency.> Managed the department’s annual budget of $56M.> Cemented the implementation of standardised leaders’ routines focussed on safety, work standards, and process confirmation.> Developed and implemented operational strategies that flexed production to match macroeconomic conditions in order to maximise business performance both in the medium and longer terms. > Led potline organisational and operational restructures. I successfully deputised for the department manager on several occasions.In April 2012 I led the successful shutdown of the potline leaving it ready for rapid restart when the decision is made to recommence production.

Tiwai Point, New Zealand

As the process specialist I was responsible for process control and development across four potlines. Key focus areas included improved energy efficiency, optimised raw material usage and costs, maximised high purity aluminium yield, and increased hot metal production by monitoring trends in raw material properties, developing leading process indicators and efficiency KPI’s, and initiating remedial actions as needed across the 4 potlines.Achievements:> Developed robust process control strategies, based upon Lean principles, and trained technical support staff to implement these strategies. > Created a central hub where process engineers worked together on cross-line projects and common system developments. > Best practice sharing with other company sites through participation at international symposia and regular teleconferencing to accelerate learning and implementation of technical innovations. > Leading role in the creation and roll out of a layered auditing system that measures and ensures compliance with established work standards. > Organised and delivered staff training in process fundamentals and cell control systems.> Development of operational plans in support of the business' strategy.

Uk, Germany, Netherlands, Turkey, Kazahkstan & Russia

In this role I was responsible for all aspects of Process and Quality Improvement within the European BU of a gravure printing / packaging company employing 750 people in 6 sites across east and west Europe. The overriding objectives in this role were to increase levels of customer satisfaction whilst delivering process efficiency improvements. The route selected to achieve these goals was to standardise the practices and tools, and increase the problem solving skills of the plant operations and quality teams.Achievements:> Led CI team of 4 Black Belts & 6 Quality Managers to deliver savings of US$3.6M related to efficiency, quality, & cost improvements in 2009.> Facilitated European BU & plant level project identification / selection workshops.> Led 5S, bottleneck removal, and changeover waste / time reduction Kaizen events.> Translated business vision into tangible goals and developed the roadmap from the current to future state.> Established global network of Tooling Experts for best practice sharing.> Developed & deployed the strategy that resulted in stepwise improvements in quality performance.> Trained and coached the site Quality Managers in Lean Six Sigma Black Belt toolbox.> Provided hands on support for start-up plant and turnaround (underperforming) facilities.> Worked with corporate HR team to optimise head count in line with operations.

Uk, Germany, Netherlands, Turkey, Kazahkstan, Russia, Usa & Canada

Created and implemented the best practice methodology and established the expert networks to speed up transfer of knowledge around the business.The role of the BPSC was to recognise, select, adopt, prepare and identify opportunities for the deployment of best practices across the global tobacco packaging sector, which employed 1600 people in 12 factories across 3 continents. The main challenge in this role was to breakdown long established operating silos and develop a culture of openness and collaboration between “internal competitors”. Achievements:> Led best practice sharing network identifying US$2.5M of BGP improvements.> Developed best practice sharing methodology including KPI benchmarking.> Drove cultural change that eliminated geographic & functional operating silos.> Created global technical training programme with sector HR function & process experts.> Led Supplier Improvement Project delivering genuine performance enhancement.> Led project selection workshops & CI audits at site level.> Leading member of problem site taskforce

Lynemouth, Northumberland, Uk

Lead implementation of lean six sigma methodology and culture in aluminium smelter and coal fired power station. This involved significant change management and project execution.As I was the first Black Belt to work in the Alcan coal fired power station this role was a combination of cultural change and project delivery. The projects were multigenerational and predominantly focussed on efficiency improvements with renewable energy fuel sources. Being new to the power industry I needed to quickly develop my facilitation and team leadership skills in order to draw out the knowledge from the established process experts who formed the project teams.Achievements:> Led CI projects & Kaizen events using LSS problem solving techniques (e.g. VSM and PFMEA).> Facilitated project identification and selection workshops.> More than US$2.0M created from cost reduction / efficiency improvement projects.> Coaching and support of Green Belts and Project Sponsors.> Mentoring of new Black Belts.> Introduced CI culture through workforce education & involvement of workforce.> Delivered employee workshops & presentations to provide context and direction for LSS roll out.> Planned and executed statistical experiments using DOE methodology.

Leadership of the process control team of 8 technicians and design of statistical experiments to reduce environmental impact / improve efficiency.

Lynemouth, Northumberland, Uk

Potroom process development in areas such cell temperature / chemistry control, cell resistance control, trialled and implemented slotted anodes.

Lynemouth, Northumberland, Uk

Fuel efficiency and product quality / consistency projects primarily in the anode bake furnace. Managed contract brick layers for furnace maintenance. Led the modernisation of the anode bake furnace area of the plant; upgraded fire control system, installation of vacuum suction cranes, refractory design and rebuild, and the installation of a furnace flue gas scrubber.Following the completion of the design, equipment selection, and installation phases of this project I worked through the commissioning of the equipment with the equipment suppliers and then trained the operators on the operation of the new equipment.

Gateshead, United Kingdom

Key skills and behaviours learned here were teamwork, interdependence, determination, self-confidence and pride, a well developed sense of humour in the face of adversity, and a winning mentality.

Newcastle Upon Tyne, United Kingdom

Developed and implemented daily production plans through optimal deployment of people, equipment and materials. Liaised with upstream suppliers and downstream customers. Sole management representative for site on nighshift.

Process optimisation within the green paste / extrusion department

Routine process control sample anaysis. Development of new analysis techniques.

Mba, Business

Gained a Distinction for MBA. Final dissertation was a case study that evaluated the existing organisational culture and leadership style.

Diploma, Aluminium Electrolysis

Total of 3 weeks training covering: Aluminium electrolysis fundamentals Anode manufacture fundamentals

Post Graduate Diploma, Total Quality Management

Post graduate diploma in total quality management

Bsc Hons, Chemistry

Activities and Societies: Judo Club Organic Chemistry Inorganic Chemistry Physical Chemistry Metallurgy Mathematics Ceramics