Responsible for end-to-end operational outcomes my accountabilities include site wide production management, national raw materials procurement & inventory management, logistics and warehouse activity across AAF’s Melbourne site. I also take responsibility for quality systems, OHS, industrial relations and continuous improvement. Supported by a team of approximately 40 people, my direct reports include Production & Logistic Supervisors, Quality technicians, Production & Materials planers, maintenance & engineering personnel

As part of Melbourne senior management team, I currently hold responsibility for production activity across the site. Accountabilities include; ensuring profitable operational performance, attainment of quality standards and the effective utilisation of human and equipment resource. Focused on exceeding customer needs in this high paced, dynamic environment the scope of this role extends well beyond production activity, reaching into direct customer service, quality management and a broad range of operational functions. Including, Industrial relations, Enterprise Agreement negotiation, performance management and leadership development. Whilst In a technical capacity, accountabilities include; new equipment introduction, project management, process and system improvement activities and equipment maintenance management. During my short time with Australian Aluminum Finishing I have introduced sweeping change, taking the lead in an industrial relations capacity and driving an operational transformation. Achievements include the restructuring of shop floor leadership, successful negotiation of the site's enterprise agreement, the introduction of performance management processes and the implementation of structured quality control procedures. Operationally driving the modernisation of powder coating processes by directly project managing the introduction of state of the art semi-automated equipment.

As part of the Australian executive management team and Reporting through to the CEO and Asia Pacific executive team, I reviewed and managed the financial performance of the business, including manufacturing performance, production forecasts, quality control, project management and sales and operations planning outcomes. Establishing key business and operational strategy for the manufacturing area, I was responsible for change management initiatives and when needed business turnaround, guiding teams through change and driving team performance. Responsible for the development and implementation of new business processes and cost reduction initiatives I worked to improve business performance, identified and implemented lean work structures and teams to ensure systemised cost reduction and drive continuous improvement processes.This role was working closely with the local and international suppliers and stakeholders including Chinese and other overseas entities managing procurement, supply and quality control. Developing key production and materials planning schedules to ensure consistent supply across our local and global supply chain.

As the Production Manager for ASSA ABLOY, I was responsible for managing all of production related activities, including the financial management and commercial management and overall profitability of production. Inclusive of all lean management initiatives, project management, team recruitment and schedules. Keeping the senior management team informed, providing key insight, reports on the overall performance of the production area highlighting new cost reduction initiavites, projects and change managment initaitives. I managed standard operating procedures across the manufacturing process, conducting audits and inspections to ensure compliance to standards and enable non conformances to be addressed. I successfully managed wide ranging cultural change across the organisation, transforming it into a performance-based environment with a focus on quantifiable continuous improvement. Successfully managing multiple projects including the development and implementation of a site wide Material Flow system and lean manufacturing initiatives, which included; 5S, Kanban, Just in time, Visual systems, Set up time reduction, waste elimination and process mapping initiatives these activities successfully reduced inventory costs, machine set up times and reduced batch sizes whilst improving supply to customer and increasing overall profitability.