David Brisbane Email and Phone Number

• Scheduling cable print line work to ensure customer delivery with short turnaround time• Optimising print line capability by maximising efficiency with cables being run• Planning transport run sheets for delivery to ensure safe transport of product• Liaising with local courier companies on pick-up and delivery• Stock control of all stock on site• Manual pick and pack of cable accessories.• Liaise with the sales department in relation to most cost efficient and effective ways to meet customer requirements

• Organising all Raw material required for production or transfer to Qld branch of the business, picking and issuing as required ensuring FIFO is utilised where applicable• Strong organisation skills to ensure the best utilisation of space in a small Warehouse environment • Provide leadership and assistance to the production teams in relation to raw material in use.• Stocktaking and cycle counts completed thoroughly and accurately. Current average accuracy rate of 98% of raw material cycle counts, an increase of approximately 5% since commencing in the role.

• Updating my skills on SAP / MRP system• Ensure the correct utilisation of my team on the right production lines for the best result for the business• Managing the teams OHS requirements, rotating and managing workload of team throughout a 12 hour shift from midnight to midday

• Ensuring all operators conduct their role in a safe and efficient manner• Update all quality paperwork and track trends for reject sleepers.• Maintaining the Chain of Responsibility for all facets of sleeper delivery.• Fatigue management of all staff on site during extended shifts.

• Since Jan 2016 successfully developed the role of Nightshift Site Manufacturing Manager, overseeing the safety, scheduling and general wellbeing for over 70 employees• Implementation of “pulse” system in 787 paint shop to allow product to flow evening and efficiently through the area• Coach and develop Team Leaders across 3 shifts about aspects of Safety, cost and lean principals• 100% reduction in the number of employee related HR issues in the 787 paint shop • Decrease the need for Sunday overtime and influenced the culture to ensure shifts were no longer than 12 hours in length.• Working closely with internal customers and suppliers outside of my department to ensure the best results are obtained for our final customer, especially in relation to on time delivery.• Manage 49 tradesmen and ensure they have certifications up to date and are compliant with the job they are undertaking.• Implemented a work / life balanced culture in the work area.

• Develop / implement planning schedule for powder coating business. Involving 5 large customer’s and ranging anywhere from 150 to 500 different jobs a week.• Establish and update work instructions, ensuring all information presented to the shop floor employees have the most update information when processing work.• Implement OH&S standards and procedures in major powder coating section• Increasing line efficiency from 75% to 84% and with the outlook to improve to 90% using basic 5S and Kaizen theories• Inventory management and reduction of stock on hand, developing FIFO system for area.

• Develop / Implemented tracking spreadsheet for anywhere between 5 – 35 jobs a day. The implementation of this spreadsheet has allowed an increase with on time delivery from 85% in 2008 to 94% in 2011.• Continual development of floor lay out to approved Kaizen way, allowing one piece flow and minimal stock kept on floor. This allowed more projects to come into my area and increased the productivity of the business by a significant margin without increasing the employees. These improvements helped our business have a turnover in excess of 15m in 2011 • Developed a rotation with 28 employees through the 12 different areas of the business. This led to unplanned leave dropping from 7% in 2009 to 4% in 2011 because the team enjoyed coming to work and the different challenges provided. • Ability to plan work load / employees required in advance and to budget. This allows communication to occur with customers if jobs are delayed and delivered early.• Developing and mentoring 4 team leaders. Advising and assisting of a way to lead their team and how to problem solve when issues arise.• Manage a team of 28 full time employees and up to 15 casuals during busy periods at times covering 2 shifts.