Devon Govender Email & Phone Number

Nigel, Gauteng, South Africa

• Responsible for planning and requesting for training & qualification of operators.• Responsible for the industrial process Hand-over from PME to manufacturing• Responsible APSYS deployment.• Responsible for the operators training (covering manufacturing & self-inspections).• As a senior level EPU to keep a record of all training needs, to plan training needs.• Responsible for time management (presence management and activity management) • Accountable for the time reconciliation,• Responsible for continuously improving occupational safety.• Contribution to the development of the operators, which means further development of the qualification matrix for product-related and technology-related processes, as well as general technological and personal qualification,• Responsible for the PMC (People Management Cycle) as per local HR policy,• Contribution to the application of the corporate policies (EHS, IRIS, Ethics and Compliance, …),The finalization of manufacturing preparation:• Intermediate Handover (EPU level) including intermediate applied configuration (= as manufactured), self-inspections, dynamic checklist, NCR, rework, missing parts, waivers/deviations, incomplete operations,• On time, closing of work orders in AOS• Productive & Nonproductive hours booked in AOS of all operators analyses.• APSYS deployment• As senior level EPU, be responsible to ensure final product output. • SQCD performance for the activity in the EPU, and tracking the associated KPI• Continuous improvement of SQCD performance of the activity in the EPU▪ Optimizations of the workstation/work centre using of APSYS Tools• Issues Management for the activity of the EPU▪ Issues are raised in AOS on time▪ Contribution to corrective action of the issue (e.g. QRQC)• Execution of changes to the product, (if applicable)• Contribution to 1st Train(s) /products Manufacturing Feedback to support functions in order to improve SQCD performance,

Nigel , Gauteng , South Africa

• Lean manufacturing environment, lead and motivate a group of approx. 50 people towards achieving a set of predefined targets. • Practical, working knowledge of labor-relations policies and procedures in the South African labor context. • Communicate effectively at different levels with the organization Display high levels of integrity, ethics, and morals. • Customer/ supplier relationships Knowledgeable of best practice principles • Flexible to work outside of normal operational boundaries to support team targets • Display strong business acumen, particularly regarding cost consciousness, efficiency improvements and profit generation. • Cross discipline skills. Have conceptual thinking and analytical skills Responsibilities: Ensure Targets (Quality, Cost, and Delivery) are achieved in the area responsibility • Train and develop people within the team Maintain safety standards in responsibility Maintain equipment standards (through TPM schedules) Maintain task sequencing and task allocation in responsibility • Ensure all agreed production standards (APSYS) are maintained and adhered to Lead weekly weekend work plan for backlog and recovery Consolidate shop daily attendance and overtime for all EPU’s/stations Continuous Improvement – • Present shop floor improvement initiative, monthly, overall monthly workstation Audit (skills matrix, preservation of tools/machines, anticipation of key consumables, adherence to task sequencing EHS etc.) • Manage + 20 employees across responsible stations Accept responsibility to be a “stand-in” to Senior Manufacturing Manager as required e.g. overall management of weekend/overtime plan • Accept responsibility to “fill the gap” when EPU Manager/s are not available • Overall coordination of training plan/needs i.e. to ensure minimum impact.

Johannesburg Area, South Africa

• Drive Strategic Implementation of Manufacturing Operational Excellence strategies and initiatives based on WCM principles in all Regions.• Drive core functions nationally - Operations Management, Project Management, Budget Controls, Operational efficiency, Human resources, Customer service excellence, Strategic inputs, Operational Excellence and communication.• Manage operational budget costs, drive Revenue Growth initiatives based on Granularity of growth initiatives and forecast business model.• Develop, Implement and drive employee engagement and compliance with all legal and corporate regulations, processes and policies, regarding Safety, Health, Labour, Quality, and the environment.• Implement standard work principles , VSM , WOV and WIP turns .• Monitor Operational Dashboard Objectives and Targets Regionally by driving agreed EXCO monthly targets, operating costs, Inventory levels, plant and process reliability, Productivity, efficiency and waste reduction.• Implement ISO Standards and Work Instruction Procedures by creating a safe manufacturing culture and health working environment in all Regions.• Develop Marketing SWOT Analysis based Market Share Growth, CRM based on VOC Relationships new potential clients.• Manage Financial Acumen Principles, debtor’s payments and Admin Functional controls based on ACCPAC Data Analysis • Develop and process new automated principles for Admin controls.• Build customer base relationships internally and externally in all regions• Operational Maintenance controls and OEE based on TPM Maintenance of equipment and machinery controls regionally. • Up skill staff and employees with development and growth opportunities based on IDP , Skills Metrics and Succession Planning by ensuring the continuous development in all Regions .• Develop and implement Performance Management Systems Metrics for all operations - Safety & 6S, People, Quality QMS, Productivity, OTD, Operational Excellence, Costs and Marketing.

Johannesburg Area, South Africa

Worked part-time on a contracting consulting basis for Rednevog Operations, reporting directly to the CEO weekly on operational excellence initiatives and continuous improvements within the manufacturing operations. Lean Operational Excellence Champion - Unifying Strategy and Execution by George Group Consulting by driving continuous improvement through product management, engineering, operations, and marketing. Identifying and executing breakthroughs in market share gains, efficiency, innovation, product development, operations, and supply chain by utilizing the lean operational Excellence Tool Box 80/20 mind-set by taking it to the next level. A transformative leadership style and able to influence and manage at all levels, from the “boardroom to the assembly floor” and all processes in between. Identify, lead, train, track, implement and report Continuous Improvement / Projects utilizing LEAN Six Sigma tools and techniques. Continuous Improvement and related value stream activities targeting simplification will be the initial areas of optimization concentration Improvement as we build process optimization capability into other areas of the business. Analyse current processes by generating Process Flow Diagrams and Value Stream Maps to benchmarking current performance, identify and quantify 7 waste, and to establish Dashboard metrics for quantifying the improvement based on operational excellence initiatives.

Johannesburg Area, South Africa

• Manage Manufacturing Processes and implement strategies in alignment with strategic initiatives and provide a clear sense of direction and focus.• Meet budgets, monitor operations, optimise productivity and trigger corrective actions timeously to ensure effective return on assets are achieved.• Report Monthly EXCO on Safety, People, Quality, Productivity, On Time Delivery, Costs, Granularity of Growth and Operational Excellence Initiatives.• Communicating with all relevant sources and co-ordinating relevant inputs (People, Processes and Plant efficiencies) to ensure outputs (Productivity, On Time Delivery, Efficiency, Costs and Quality) are achieved.• Coordinate Operations has the necessary resources, skills competence, knowledge and share a mutual trusting relationship with workforce through disciple, managing and developing staff by into a High Performance Organization .• Ensured that safety and environmental requirements are adhered to (SHEQ Principles) by driving a safety awareness by implementing best practices monitoring adherence to rules, regulations, procedures and policies.• Facilitate coordination of all support functions (HR, IT, Engineering, Distribution, Supply Chain, Quality, Finance) to improve efficiency of operational departments.• Manage the Purchasing and Inventory functions to ensure material is purchased cost effectively and available to production, raw material and products is receipted, located, stored and transferred correctly with good inventory levels.• Implemented Operational Excellence initiatives that improved all systems to minimise costs, align inventory levels, increase throughput, drive performance metrics .and introduce new technologies and alternative methods that improve efficiency.• Drive WCM Quality Improvements by implementing SPC Charts, QCP Processes, Corrective actions and containment plans, COPQ, 6 Sigma Quality Kaizen events and Quality Circle meetings.

Johannesburg Area, South Africa

Lead the Fabrications department that consists of a Shuttle cars and Continuous Miners sections. Report directly to the manufacturing director and give daily feedback on the fabrication operations. Manage the 5 business streams that make up the fabrications process: Machine build, Repair and return, Replenishing New Parts and Business unit sub component assemblies and Warranty repair units. Drive SOP, Block- Chart deliveries that we meet our weekly set MPS Objectives. Drive Quality Improvements in both sections based on customer feedback and quality shop floor issues, focus areas will be based on our SPC Data inputs on high areas Eg: Workmanship and Welding. Develop a High-Performance Organization with my team by establishing and supporting organizational systems that reduce barriers and leverage the capabilities and insights of individuals. Manage our current Performance Management Systems with daily objectives for supervisors. Totally Operational headcount was 107 employees. Direct Reports: 2 Production Supervisors, 7 Production Team Leaders, 4 Planning Schedulers ,1 Factory Administer and 68 directs and 25 in-directs.

Johannesburg Area, South Africa

Managed Business Units (Mechanical - Planning, Organizing, leading and controlling the successful execution of our component assemblies, ensuring all safety, quality and integrity related to our components distributional controls are adhered to. Introduced our service excellence weekly feedback on subs performance expectations. Created a forecasting model for supply chain in preparing and controlling the business unit’s weekly consumption verses actual utilization. Drive our SOP Plan weekly. Introduced our Service Excellence weekly feedback on our Subs Performance globally. Also, consistent service to customers daily that we meet their expectations. The daily conference call feedback Plan, organize lead and control business units. Prepare and control the business unit budget, forecast operating costs of unit, and direct preparation of budget requests. Looked at weekly business unit alignment strategies regarding our RCCP (rough cut capacity planning) Operational costs on units: Standard pricing options that improves our throughput and creates a faster turnaround time. Drive and Implement Operational Excellence & Lean Principles. Drive and facilitate the implementation of OPEX, Engineering Excellence and Six Sigma initiatives to build effective lean principles into the product lines. The New Mechanical layout process, Stores control and parts distribution process for Mechanical, new drums and chains layout process, New testing facilities and inspection processes in Mechanical, Testing procedure for Hydraulics department, New assembly process Hydraulics. Totally Operational headcount was 53 employees. Direct Reports: 2 Production Supervisors, 3 Production Team Leaders, 4 Planning Schedulers, 2 Technician 30 directs and 12 in-directs.

Johannesburg Area, South Africa

Managed Business Units Hydraulics section - Planning, Organizing, leading and controlling the successful of assemblies. Assist in growing market share component business Project Management Skills Ensure sufficient resource allocations to meet the Sales and Operations plan (SOP). Weekly block chart performance that feeds into our Weekly MPS Meetings. Ensure on-time delivery of machines and sub-assemblies as per the Master Scheduling time fences and standard turn-around times. Driving weekly feedback to our MPS Objectives. Working with Quality on the testing procedures, inspection procedures, teardown processes and exit audits on components. Cost analysis on our warranties per component with RCA, done by our Mechanical Technician. Identify the shortcomings in work instructions, drawings and QCP has and drive the development and implementation of systems to add value to the process, which ultimately leads to customer satisfaction and continuous improvement. Working together with market on high component consumption and the processes to increase our planning levels to improve parts Availability. Better marketing strategies on standard pricing options and New Blue Route repair processes. Interface with customers on a regular basis, and gather intelligence regarding their specialized needs, as well as what our competitors can offer. Use customer information to consider the feasibility of new product development as well as local manufacturing to improve lead-times. Our Weekly Business Unit Alignment meetings on PNO4 Planning, weekly targets and Barometer updates. Act as a liaison between projects and other role players to communicate realistic delivery dates. Working together with Project leaders on improved dates. Totally Operational headcount was 20 employees. Direct Reports: 1 Production Supervisors, 2 Production Team Leaders, 3 Planning Schedulers and 12 directs and 2 in-directs.

Johannesburg Area, South Africa

Introduce new Operational excellence process leadership in the drums section. Drive new process layout changes for the sectional Shearer drums in Steeledale. Drove the new robotic layout changes and efficiency and effectiveness with Dashboard Metrics. Effectively also built two new Flex conveyor train assembly in South Africa for the first time in the drum section as a Project was: Fabrications, electrical, hydraulics and mechanical assembly. Also managed the Drums section move into the new plant facility in Wadeville. Introduced new manufacturing technology and robotic manipulator to speed up the process in operations. Identify shortcomings in Quality control pertaining to final assembly. Drive the implementation of proper work instructions and QCP’s for Drums and Chains - Our Weekly Quality Circle Meetings Implementation strategies. Suppliers/Vendors - Discuss specifications and procedures, review cost estimates, and support them in quality related issues. (Vendor Manage Inventory controls, looking at better costs improvements with our vendors and drive dual sourcing on key components) Knowledge of principles and processes for providing customer and personal services. This includes customer needs assessment, meeting quality standards for services. Completed value base selling that focuses on customer expectations and value-added operations. Knowledge of tools and techniques pertaining to marketing, sales and operational excellence. Totally Operational headcount was 68 employees. Direct Reports: 1 Production Supervisors, 4 Production Team Leaders, 2 Planning Schedulers and 40 directs and 21 in-directs.

Johannesburg Area, South Africa

Managed the Boiler Shop Fabrications for over 3 years. Started as a Trainee Foreman in the fabrications section and moved onto leading the complete Boiler shop as the Senior Supervisor. High level of production called for excellent planning and managing skills. We were driving double shifts with over 130 heads in our fabrication shop. We were producing about 40 Continuous Miners and 65-70 Shuttle per year for about three years. Managing and controlling day- shift and night-shift, with scheduling parts into and on the assembly, floor was the heart of the Boiler-shop. We drove the production for the entire Plant. Key operational requirements were that we ensure on time delivery was met, that we were driving continuous improvements and that my team was adhering to our global quality standards. During my Supervisor years, I started the Operational Excellence projects in the fabrication department, some of the kaizen events was achieved by reducing cycle time by 40 % in the process. We introduced a robust layout that manufactured, 40 C-Miners and 65 Shuttle Cars in one Year … World Class Results. Totally Operational headcount was 130 employees. 90 Day-shift & 40 Night-Shift Direct Reports: 3 Production Supervisors, 5 Production Team Leaders, 4 Planning Schedulers and 80 directs and 38 in-directs.

Bachelor Of Technology (Btech), Operations Management And Supervision, Diploma

National Operations Management Diploma is an understanding of the role and functioning of production and operations management, selected.

Bachelor Of Technology (B.Tech.), Operations Management And Supervision, Degree

The BTECH Operations Management Degree covers the full spectrum of operations skills, from operations management and techniques.