Kevin D Heard Email & Phone Number

Hamilton, Nz

Hamilton, Waikato, New Zealand

The Fonterra DC team asset management journey started just over a year ago. The RAM role for the Waikato region is a fantastic opportunity to be part of and journey with the DC team to set the direction and course for asset management success.Direct Report: National DC Asset ManagerBudget & Reports:$ 6.68M [Direct Reports: 15]Customers:Fonterra Farmers, COO, Regional DC Ops Team and Vendors and SuppliersJob Context:• Work with a lean and decentralised structure• Manage a fully on a vendor supported maintenance and repairs model• Plan and execute asset management strategies across the Waikato (5 distribution centres) Key Outputs:• Ongoing development of master data and appropriate maintenance strategies for all identified assets• Manage vendors and specialists to deliver maintenance strategies with budget and KPIs• Manage site facilities to support site with less than 5% unplanned downtime • Conduct asset condition assessments• Develop 10 year asset plans for regionResults Achieved:• Successfully rolled out refrigeration global maintenance strategies within 1/4 site. Highlights:• Resetting the maintenance planning and scheduling processes within the department and region• Worked to improve significantly strained vendor relatioships

Hamilton, New Zealand

My Tenure: A wonderful opportunity to apply my asset management expertise and create an enabling culture to deliver phenomenal results for the site. Most significantly 2000 additional hours uptime added to the site.Direct Report: Operations ManagerBudget & Reports:$ 1.8M [Direct Reports: 5 In-direct Reports: 13]Customers:Fonterra Farmers, COO, Regional Engineering Team and Site Leadership TeamsJob Context:• Disengaged engineering culture characterised by lack of trust in an aged yet highly experienced workforce• Aged equipment, though low technology level, having a high degree of obsolescence • Historic underspend on maintenance • Poorly established engineering system and processes with• New parts-fitting not reliability centric focusKey Outputs:• Manage engineering team to deliver maintenance KPIs and deliver performance gains• Manage site facilities to support site with less than 0.35% unplanned downtime • Manage safety within the departmentResults Achieved:• Delivered over 2000 annual hours of additional uptime to the site • Improved engineering team engagement to 75th percentile - the largest engineering team improvement in the organisation.• Reduced maintenance spend on breakdowns by over $400k and redirected to improvementsHighlights:• Receiving a commendation from the Fonterra COO for team engagement improvement

Isando, South Africa

My Tenure: A brilliant opportunity to assist the PepsiCo South Africa by developing a multi-year Asset Management strategy for sub-Saharan business unit as well as fulfil the role of EAM project manager in the upcoming SAP implementation.Direct Report: ERP Project ManagerBudget & Reports:$ Nil - Direct Reports: 1 - SAP PM specialistCustomers:PepsiCo Supply Chain Director, Factory Managers and Maintenance Managers, SAP Implementation TeamJob Context:• Absence of a single national approach to maintenance processes and practices and territorial ownership of maintenance strategy• Unclear path to compliance of the PepsiCo maintenance methodologyKey Outputs:• Provide a review to the Supply Chain Director of the existing integration between production and maintenance, as well as the maintenance frameworks, practices, and processes• Review the technical inventory and present opportunities for procurement effectiveness and inventory optimisation• Develop the SAP Maintenance Module requirements for the ERP rolloutResults Achieved:• The PepsiCo South African SAP implementation was an enormous success and is hailed at the best within PepsiCo SAP history. The SAP PM module went live without any functional issues. • The SAP Plant Maintenance implementation stream was delivered in time and with 8% savings on project costs. Highlights: The SAP PM module was implemented with the functionality to be able to conduct refurbishment processing. This was a Pepsi world first as no other territory had ever opted to implement the process. The process is currently being implemented in PepsiCo Western Europe. Along with this, To ensure effectiveness and efficiency in task creation process of SAP a ground-breaking solution was developed using SAP PRT functionality. This method of task creation has been rolled out globally and is currently being implemented in PepsiCo Russia.

Elandsfontien

My Tenure:The most challenging role I have had requiring the down-sizing and ultimate sale of the factory. Despite this I had the opportunity to apply my Continuous Improvement expertise lifting the site performance realising an additional 26% on the sale price of the factory. Direct Report: Plant DirectorBudget & Reports: R 12 million, [Direct Reports: 10 (2 Production / 2 Engineering / 2 CI / 2 Procurement / 2 Production Planning) Indirect : 1 (Business Development)]Customers: BOM, Manufacturing Executive, Business Unit Manager and Site Leadership TeamsJob Context: • Highly unionised culture characterised by lack of trust and hidden agendas• Manage change within a aged yet highly experienced workforce• Complex stakeholder management requiring a multi-disciplinary approach • Understanding changing business priorities ensuring deliverables • Basic / in-efficient production and engineering system and processes• Inadequate CI culture and programmes with little direction with respect to approach or toolsKey Outputs:• Manage manufacturing to attain production conversion KPIs, develop and implement quality and maintenance at source programmes • Manage safety within the site • Establish and deliver continuous improvement plans• Develop cultural change plans: 5S, visual measurement, focused improvement methodologies and team design.Results Achieved:• Delivered a 21% manufacturing efficiency gain and overall 11% reduction in manufacturing costs• Started and developed the Business Development as well as Continuous Improvement departments. • Successfully revitalised ShopWare - aligned the system to and re-implementing the Kraft Foods Waterfall of losses • Reset production practices. Successfully lifted the OEE base from 45% to 73% since the beginning of the 2013• Reduced the GE /OEE differential from 12% to 7%. The world class standard of 5% has been achieved in some areas• Set up and implemented the first phase of SPC for net weight control

Johannesburg, Rsa

My Tenure: Cadbury was an opportunity to apply the skills and expertise that I had gained as an Operations Management Consultant. The role also gave me the opportunity to further develop these skills working alongside the Boston Consulting Group. Direct Report: Manufacturing Development ManagerBudget and Project Indicators:Budget: R 2.5 millionProject Team: 16 Cadbury Staff / 5 ConsultantsCustomers: Cadbury BOM, Supply Chain Director, Site General Managers and Site Leadership Teams, Site Continuous Improvement PractitionersJob Context: • Work across all levels of the organisation - CEO to machine operator• Complex stakeholder management across broader business requiring a multi-disciplinary approach • Project management environment with no direct influence• Understanding of changing business priorities ensuring project visibility and deliverables through influencing stakeholders• Remote implementation and management of project working across multiple sites each with their own business priorities • Very young CI culture with little to no standardisation of approach or tools• Prior history of failed Ci implementations and initiativesKey Outputs:• Develop and implement World Class Operations system under other: Foundational and Functional Production best practices, Asset Management, New Equipment Management, Autonomous Maintenance, Manufacturing Control and Reporting System, Waterfall OEE reporting, Problem Solving, Process Capability Measurement and waste / mass balance frameworks.• Act as internal consultant and change agent for development of cultural change drivers under other: 5S, visual measurement, focused improvement methodologies and team design.Results Achieved:• Three yearly savings in excess of R80 million Rand identified with R25 million Rand to be delivered in 2010 • BOB CI diagnostic delivered $14.3 in improvement savings over next 24 months• OEE gains, ranging from 3 to11 % on target.

Midrand, Rsa

My Tenure: My time at CCI-Growthcon was learning in free-fall. Of all my roles this one prompted and required the greatest development on a personal and skill level. Much of what I do today is based on what I learned here. Consultancy Profile:Sales requirement: R1 million Average project cost: R 1 – 3 million Project team sizes (CCI/Clients):1-3 Consultants / 10–45 ClientsCustomers(Client): CEO, Managing, Financial &Technical Director, Plant Engineer, Business Development / WCM Managers, Departmental HODs, Production, Process, Utilities, Engineering & Quality staff, EHS Manager and RepsJob Context: • Work across all levels of the organisation• Consistent excellence, expertise and value-add• Remote change agency • Multi-client / site / consultant project environment• Understand and adapt to organisational diversity, cultural sensitivity and internal politicsProject Results Achieved:Kalagadi Breweries Ltd – R 2 Million WCM operations implementation at 2 sites• Best practice score improvement of 1.1 after 6 months• Production Loss and Waste identified R 6 Million loss• Group Asset Management Strategy developedTanzania Breweries Ltd (SABM Tanzania) – R 4 Million WCM operations implementation at 4 sites• Best practice score improvement of 0.8 after 12 months• Loss and Waste identified R 1.2 Million lossCoca-Cola Hellenic Bottlers Nigeria – R6 Million WCM operations implementation at 13 sites• Best practice score improvement of 0.5 after 6 months• Loss and Waste identified R 12 Million lossSAB Miller – Loss and Waste Analysis • Identified R 80 Million production lossSABCO – FTRCM PM Schedule DevelopmentSkills Set: Refer the attached slide for WCM skill set • Set-up-time Reduction (SMED)• Six Sigma: Yellow Belt & Profit Improvement Programmes (PIPs)• RCA• Training Of Trainers (Intro)• Advanced Planning & Scheduling• RCM Programme Development, Asset Care Strategy Development• SPC• Shutdown Management

Master In Technological Futures, Business

National Diploma, Mechanical Engineering

ND Mechanical Engineering