This role is responsible for all aspects of operations at CCA’s Thebarton Manufacturing plant as the plant transitioned to closure in Dec 2018. This included driving a “Proud to the End” culture that supported safety and quality to the highest possible levels through the transition, developing and executing a run out plan that achieved the national customer requirement, supported commissioning timeframes of the replacement glass line in Queensland and minimised raw material write off at final productions and driving a transition program that prepared all redundant employees for their next opportunities.Key Achievements:• A focus on Safety and quality the achieved zero outstanding corrective actions and no major incidents in both safety and quality in the last 3 months of production.• Executed a run out plan that exceeded initial plan by 400,000 cases, 2 weeks ahead of time and within 80% of raw materials write off budget.• Facilitated a successful transition program with SA Government, unions and 3rd parties to achieve over 80% re-employment rate where employees were seeking opportunities.

In this multi-dimensional operations role, I was responsible for the day-to-day operations of manufacturing. At its peak, I ran nine production lines, managing close to 100 people. Given the impending closure of CCA’s plant at Thebarton, ensuring line run-out schedules are consistently met and overseeing this change management process are central to this role. Other key aspects of the role included supporting staff with the transition to the plant’s closure, and continuing to develop and implement capability activities and programs to support staff planning and learning. Other aspects of the position included driving a safety and quality culture until the final day of production, risk management, driving business excellence practices, ongoing monitoring of plant compliance, and corrective measures to maintain focus.Key achievements:- Improved CCA’s safety culture by reducing the Total Reportable Injury Frequency Rate from 19.3 in 2015 to 12.0 in 2017 by maintaining a focus on lead indicators, reviewing incidents and hazards, and corrective actions;- Increased CCA’s glass line output by 15,000 cases per week (20%) by introducing a designated cleaning crew and setting measures for improvement;- Mentored a change management vision resulting in an engaged workforce across the business during the ongoing transition to plant closure;- Championed a lean manufacturing program resulting in a one-point maturity score increase (on a scale of 1-5) in the foundation areas of Leading and Managing Change, Focused Improvement, Teamwork, Visual Management and 5S.

In this interim role supporting the Operations Manager, I was directly responsible for the running of the production can line to achieve safety, quality, efficiency and personnel targets. Key responsibilities included monitoring safety performance, investigating safety incidents and non-compliance, ensuring production KPIs were met, meeting budgets, continuous improvement strategies, and driving a coaching culture that developed and engaged employees. Ensuring compliance with environmental and safety legislation, and driving Business Excellence practices were also central to this role.Key achievements:- Improved the can line’s output by 10,000 cases per week (approximately 10%) through shift targets;- Mentored a first line manager to become a recognised leader and subject matter expert.

I had two stints in this operational role (the first in 2014), with multiple secondments in between. Reporting directly to the Operations Manager, I was responsible for driving a culture of continuous improvement for the business through our Operational Excellence Framework. The role was central in identifying opportunities to minimise and reduce waste for the business. Key duties included driving projects and workshops to assist the team to achieve KPIs and financial savings, supply chain improvements, and training and mentoring of personnel.Key achievements:- Facilitated a diagnostic workshop that identified more than 120 improvement opportunities, and evaluated the best opportunities to achieve financial gains, and safety, quality and engagement improvements.

In this secondment role I oversaw the relocation of a major production line from Bayswater in Victoria to Thebarton. This project included planning for all aspects of the move, taking into account safety, quality, staff training, efficiency and product requirements, as well as managing the project budget. My engineering skill-set also proved advantageous in this role, as I was able to support the team with minor engineering work and management of installation activities.Key achievements:- Successfully moved the production line from Victoria on time and on budget, in keeping with CCA’s engagement, teamwork, safety and good manufacturing practices;- Delivered a validation schedule for 18 SKUs on time, and at a higher level of quality than the previous plant, preventing stock shortages for customers.

Seconded to this role to combat a shortage of Production Managers in the business, I assisted with the running of the plant for a period of six months, covering the monitoring and day-to-day running of four production lines across three shifts. My responsibilities included driving KPIs, ensuring safety compliance, hazard and incident reporting, monitoring production schedules, maintaining staff levels, identifying training requirements, and engaging with the various production teams.Key achievements:- Implemented standard work processes for operators and line leaders to integrate SAP data collection at point of control, resulting in increased data accuracy and reduced data processing;- Maintained operational output during a period of transition for the business by identifying systemic issues and identifying solutions.

See above for further information about my main responsibilities in this position.Key achievements:- Ran an Operational Excellence program that improved the plant’s Overall Equipment Effectiveness (OEE) by 5% in six months;- Facilitated a diagnostic workshop for CCA’s sales team, transferring lean principle knowledge to other areas of the business.

This was my first role with CCA. As Maintenance Manager, I oversaw the running of the maintenance department across the Thebarton site. Reporting to the Manufacturing Manager, this role is instrumental in ensuring production requirements are met across the business. Responsibilities included reviewing major breakdowns and troubleshooting, daily reviews of production achievements and maintenance activities, setting the Core Business Plan for maintenance, implementing improvement activities to boost productivity and safety, setting and maintaining budgets, and planning and executing major shutdowns.Key achievements:- Rebuilt the maintenance team and structure towards a culture of customer-centric, proactive maintenance;- Developed detailed maintenance budgets that thoroughly analysed deviations;- Negotiated to Enterprise Agreements (EAs), one of which led the way towards supporting changes to 24/7 operations;- Supported the introduction of CCA Thebarton’s first alcohol production.

In this role, I was responsible for the total plant maintenance, including building and all site services. This position incorporated my duties as Senior Section Manager (previous role) due to staff consolidations. Additional responsibilities included setting the strategic direction of the maintenance department, including promoting a safety culture, and negotiating an Enterprise Bargaining Agreement (EBA) with the negotiating teams and unions.Key achievements:- Finalised the implementation of a computer-based maintenance management system with a focus on standard practices and benchmarking;- Organised the implementation of a downtime recording system with analysing and reporting capabilities.

This position involved the day-to-day management and running of the plant and equipment at Tonsley Park Manufacturing, as well as building and facilities management of the site. This included responsibility for all major contracts for facility management, including the development of specifications and service level agreements, and mentoring of the maintenance Section Managers.Key achievements:- Prepared and presented monthly performance reports to the Manufacturing Vice President and other Production Managers;- Coordinated and developed trade training;- Developed, implemented and monitored improvement activities to meet the company’s goals and strategies.

As Section Manager, I was responsible for all maintenance aspects of the Body build and Hardware areas of the business. Key achievements:- Introduced and monitored KPIs;- Implemented improvement strategies to achieve the Annual Management Plan.

Working as a business analyst for three years, this role developed my business planning skill-set. Key responsibilities included developing an Annual Management Plan and business plan reports, short and long-range budget forecasts, performance reporting, labour control, PC and mainframe computing requirements, and year 2000 compliance.