Joe Crowley Email & Phone Number

Stafford Heights, Qld, Au

Brendale, Queensland, Australia

Australia

Brisbane, Australia

Aligned with various superintendents and supervisors to implement business improvement projects across site. Responsible for carrying out the following duties:▪ Conducting analysis of performance, including statistical analysis and providing recommendations for improvement.▪ Developing strong relationships across the operation ensuring improvements and efficiencies are implemented.▪ Acting as a source of advice for both leaders and team members.▪ Developing plans with departmental line managers to implement the foundational Lean tools.▪ Facilitating Lean training sessions and undertaking audits of the Lean system.▪ Coaching the departmental staff in relevant tools and providing training where appropriate.

Key responsibilities:• Implementation of Lean in all areas• Align lean strategies to achieve business goals• Foster a culture of Continuous Improvement• HR Functions – recruitment & retention• Mentor Senior management team and DirectorsMy role with AgSolutions was to implement and facilitate Lean techniques and coach all team members on how to identify and eliminate waste in their area of the business. This included our remote Sales team, Admin team, Production, Maintenance and Management team. Due to the success of our Lean implementation, the CEO awarded me with a 2 week study mission to Japan on the Enna Lean tour. Some results:• 50% increase in throughput on our Lick block production line. This was achieved through determining cycle times and coaching the operators to measure plan vs actual. • Mould Change project. Reduced changeover time from 3 hours (2 man job), to 30 minutes (1 man job) by using SMED techniques and simple 5S. • Trained all team members in 5S, Kanban, basic problem solving (5Why), Visual management and team meetings. The training in these principles led to big and small improvements across the business. All stock, consumables and in house production runs off a visual Kanban system. This reduced the number of stock outs per month from an average of 15 down to nil. Weekly & Daily improvement meetings were established to catch problems early and a culture of problem solving through facts established.• Implemented daily toolbox meetings, suggestion sheets and informal chats. This led to the average idea per team member going from 10 per year to 500 per year.• Whilst the results above are very financially motivated, the unseen benefits of the Lean implementation and the way it changed the team members can be summed up in one team members comments. “We are now paid to think, not just to work.” It is the ongoing daily Kaizen focus established; that is the real value for this team long term.

Key responsibilities:• Assess client strengths and areas of opportunity• Create certified training program to suit business needs• Plan, organise and carry out 18 month training programs• Assess participants and validate improvement savingsThe Improve Group operated as a registered RTO and had around 15 coaches in the South QLD region. My role as one of these coaches was to sell 18 month training programs, the majority of which were Competitive Manufacturing (Diploma & Cert IV), and tailor the training program to suit the business needs targeting their biggest areas of opportunity. Companies would sign on a group of 8-12 participants for the training. • Hyne Timber – 5 departments implemented 5S and Quick changeovers. Blade change time reduced by 40%.• Seabird Aviation – 5S implementation increased usable floor space by 40%. Reduced lead time by 10 weeks.• Gourmet Garden – Implemented daily toolbox and improvement meetings. Saved $50K in first month through shop floor ideas.• Superior Pak – Reduced lead time by 3 weeks. Introduced Kanban system in stores to eliminate stock outs.• Smith & Son – Visual management boards. Reduced defects by 30%. Basic problem solving and visual SOPs.• Berg Engineering – Reduced valve service turnarounds by 10 days, 18 days -> 8 days. Mapped process and rearranged a quick turnaround cell for common jobs.• AgSolutions – Implementation of TPM on major pieces of equipment. Improved O.E.E from 32% to 75% in 3 months.96% of my clients requested repeat programs. The Improve Group also did consultancy work for various clients. These are some of the consulting jobs I carried out.• Value Stream Mapping exercise for Berg Engineering• Facilitated an entire team building day for AgSolutions. This included:• 4 hour World Class Manufacturing simulation game• 1 hour DiSC profiling session – EQ session. Personality styles.• 1 hour team building session around values and codes of conduct

Key responsibilities:• Implement Lean across sites using TRACC methodology• Develop 3 year implementation plans across 7 plants• Assess progress and benchmark across sites• Communicate savings, milestones and challengesIt was in this role that I was introduced to Lean & Six Sigma techniques. My role as ME coach held the responsibility of rolling out the Lean tools across a number of departments in a staged process. Responsibilities:• Assess initial Lean maturity of department using standardised benchmarking tool• Develop implementation plan – milestones, target areas, training plans, communication• Assemble department taskforce in conjunction with area manager• Train taskforce and team members in World Class manufacturing • Roll out initial foundation toolkits – 5S, Visual Measurement, Teamwork, Problem solving• Continue to assess progress of toolkits using benchmarking tool• Coach and assist in lean implementation at all levels• Assemble Site Steering Committee – Senior team to oversee Lean rollout• Train Site Steering Committee in the principles of Leading and Managing Change• Report wins, challenges to Site Steering Committee from taskforcesAchievements:• Rollout of foundation toolkits across 7 departments (400 team members)• Establishment of Site Steering Committee and taskforces• 5S rollout in maintenance department - $500k saving• Improved preventative maintenance from 20% to 65%. OEE improved from 48% to 87%• Mentored and trained 5 extra ME coaches across the region• Completed over 50 World Class Simulation training days• Facilitated a full Loss/Waste analysis of Powder 2 plant, savings resulted in +$1.3 million/yr• Lean rollout in Cream plant led to increase in quality from 68% -> 98% in 12 months• This site is now seen as the Centre of Excellence for all Fonterra operations• Selected for the Fonterra - Diploma in Manufacturing Management program.

Food Processing, Food Technology And Processing, A

Education record