Deanna Bryant Email and Phone Number

My Maintenance Innovation team drove positive change for Urban Utilities by creating and enabling innovation, improvement and assurance, in collaboration with our delivery partners.

GPA 7.0

 Lead development of the Health, Safety and Environment in Design Procedure for a multidisciplinary, professional engineering workforce.  Lead improvements in work share and resource co-ordination for greater than 500 professional engineers and technical resources located across six offices in Australia and New Zealand. Managed demand for resources at short notice, and prepared a skills database for adoption across the organisation.

 Acted as the interface between Finance and Project Management, ensuring that all project scopes were appropriately costed, planned, resourced, reported and invoiced and cost at completion forecasts and cash flow were managed. Provided a location specific governance and auditing role across the functions of cost control, forecasting, scheduling and resource profiling.

 Managed project assurance for a A$60M Engineering, Procurement and Construction Management (EPCM) project expanding the ammonium phosphate belt filter plant at Incitec Pivot Limited’s Phosphate Hill operation. Project managed delivery of the process engineering design for a 60 tph Sugar Dryer Cooler to US based clients Sugar Technology International for construction in Indonesia. Managed progression of various process engineering based improvement projects designed to increase ammonium phosphate production for Incitec Pivot Limited’s Phosphate Hill operation.

 Managed the identification process for initiatives that would deliver set business objectives for Northern Operations. Initiatives were identified by target industry, office location and type of service provided.  Managed the identification, approval and leasing of new office space for the Mackay branch of Northern Operations.  Project managed delivery of preliminary civil, mechanical and electrical engineering designs to John Holland Group (JHG) for remote location camp services for the Australia Pacific Liquefied Natural Gas (APLNG) project. Project managed delivery of preliminary civil, mechanical and electrical engineering designs to JHG for construction of a new marine supply base in Darwin. Project managed the functional integration of engineering service providers LogiCamms Ltd and MPA Consulting Engineers (Aust) Pty Ltd (combined annual revenue approx A$95M at time of merger). All aspects of business were covered including Health, Safety, Environment and Community (HSEC), Leadership and Governance, Engineering, Customers and Marketing, Human Resources (HR), Finance, Information and Communication Technology (ICT) and Business Services. Managed the co-location of the offices of LogiCamms Qld and MPA Consulting Engineers to a new, integrated Brisbane office supporting more than 120 staff. Project managed the functional integration of engineering service providers LogiCamms Ltd and Process Essentials Pty Ltd (combined annual revenue approx A$75M at time of merger). Areas of focus included Health, Safety and Environment (HSE), People, Engineering, Marketing, Finance and Information and Communication Technology (ICT) systems. Managed the expansion of the LogiCamms Qld office and relocation of Process Essentials’ staff and support systems.

 As on site representative during the conceptual level design and capital cost estimation phase of a A$100M pilot process commercialisation, designed and completed operational performance reporting for the client’s project board, and communicated knowledge of the client’s existing operation and emerging objectives to the engineering design team.

 Using principles from Lean Manufacturing and Six Sigma, planned and organised the successful design, installation and use of key performance indicators, root cause analysis and project tracking techniques across multiple output teams at US Borax, a 540 ktpa boric oxide mine and processing operation in North America. Headed training, design, installation and coaching for process management methods compatible with value based short term production planning techniques being implemented at Mount Thorley Warkworth open cut coal mine and preparation plant.  Identified and reported to the Technology and Innovation project management office the traceable impact of asset management improvement projects valued at over US$20M annually and implemented at operations over the preceding three years. Conducted and reported the findings of an assessment into the effectiveness of communication and work planning techniques used at the Ranger Uranium Mine (ERA) in the Northern Territory.

 Project managed the successful design, piloting and proving of a US$300k education package over 6 months, for Rio Tinto’s globally dispersed target audience of greater than 10,000 people, safely, on time and within budget. As the primary representative for Rio Tinto, selected, directed and supervised representatives from US based consultancy Duke Corporate Education, from project concept development to product delivery, while meeting all project objectives. Supervised delivery of a pilot education package to the Managing Director and General Managers at Kennecott Utah Copper in the United States, and the middle management team at Rio Tinto Coal Australia’s Hunter Valley Operations, and co-ordinated feedback and package evaluation by an independent expert. Working closely with the Boston Consulting Group, visited Rio Tinto sites from various product groups in Australia and North America to meet with staff to gather relevant operational performance data and make recommendations reviewed and approved by the Rio Tinto Executive Committee.

 Project managed the installation of Matrikon Process Doctor software for trial in the detection and assessment of process control system health at the Lihir gold mine in Papua New Guinea.  Working closely with Rio Tinto Technology’s process control improvement manager, developed the methodology and tools for a process control improvement programme used successfully at more than six Rio Tinto processing operations world wide over a period of two years.  Facilitated a programme that identified and initiated projects worth more than US$2M in annual operating cost savings through improved mining and processing asset utilisation at the RPM gold mine in Brazil, Rossing Uranium in Namibia, and Northparkes copper mine in Australia.

 Programme Facilitator, Palabora Mining Company, South Africa Jan 2001 – Jul 2002Trained and coached six team leaders (managers) and approximately 30 team members to deliver over US$8M in identified and validated ongoing, annual savings in process operating and maintenance costs. Reporting directly to the Managing Director, critically evaluated the performance of the material handling systems of a 100 ktpa copper smelter and refinery operation employing over 200 personnel. Programme Facilitator, Rossing Uranium Ltd, Namibia Apr 2000 – Dec 2000Provided training and daily coaching to four team leaders and approximately 25 team members to deliver over US$0.5M in identified and validated ongoing, annual savings in support department costs.

 Managed plant commissioning and the production schedule to deliver in excess of 200kt and 1000 days of uninterrupted anode supply from three gas and heavy fuel oil fired baking furnaces. Enabled a A$10M (approx 20%) saving in ongoing annual operating costs in the aluminium reduction lines as part of a cross-site team using the McKinsey & Company Performance Enhancement Programme.