Dean Mcmanus Email and Phone Number

Provides leadership for the Continuous Improvement and development of strategic direction - ensuring delivery of end to end value creation in the EMEA Product Supply organization and the regional business teams.

Leading a team to manage the central Sustain and Operate needs for Safety, Quality, Delivery and Cost within the Product Supply function of a $1.6 Billion Net Sales, 8 manufacturing plant FMCG business. Delivering sustainable Re-generation and Improvement in performance through the innovative transformation of operating processes and capabilities – and ensuring business P&L related results.Achievements:Attracted and assembled high calibre team in year one to drive breakthrough and continuous improvement focus. Introduced a full Product Supply Strategy Deployment and End to End business alignment process Delivered a 50% reduction in Safety Reportable injuries, Quality Customer Complaint reduction in key categories, up to a 10% average increase in OEE on key assets and more than $150M savings over the period. Implemented an End to End Capital Management review process.

Central leader for Safety, Quality, Delivery and Cost results in 6 plant business.Achievements:Year on year reduction in Safety Reportable incidents.Sponsored global waste benchmarking review – and subsequent delivery of over $13M annualised savings from a 50% waste reduction in one product category. Process repeateable over numerous categories.Supported the initial introduction of LEAN programs into the US manufacturing facilities Quality - introducing new processes for customer facing product analysis TPM introduction Iinventory and ‘lead time’ reduction programs and the introduction of Value Stream Sponsored teams to build increased connection between Research, Engineering and Manufacturing groups – in full support of End to End total delivered cost optimisation.

Manage the Jaromer (Czech Republic) Infant Care facility, including responsibility for all issues pertaining to all business operations at Jaromer 470 personnel. Achievements: Significant improvement in year on year safety performance – including ‘culture change’. Now a sustained KC ‘benchmark’ facility for safety performance. Facility expanded from 6 to 8 assets during this period.o $40 Million projecto Full Operational and Engineering connections placed to support projectso Local recruitment and training program managed Included headcount optimisation and introduction of role sharing and TPM practiceso Assets achieved ‘record results’ for start-up performance – significantly ahead of time and financial budget.Introduction of complete new organisation and LEAN principles- and set a 5 year Facility Vision. Plant now a benchmark KC facility for operational excellence.