Marcus Lang Email & Phone Number

Australia

WE MANAGE ASSETS!Engaged by organisations in traditional and emerging industries to facilitate and support their strategic objectives.Client projects include:- 10%, 20% and 30% whole of business cost reduction to maintain industry top quartile performance- Mergers and Acquisitions $5B+ Mine & Port Assets- Budgeting, Forecasting and NPV optimisation- Risk Mitigation- Development and implementation of hard control solutions to reduce business red tape for high risk activities- Development of Whole of Business Processes- Crisis management- Incident and failure investigation- Industry advisor for METS sector- Business and Asset Strategy development- Resource optimisation including customised software development- Connecting and Shaping Data, Creating Data Models, DAX, visualisation and AI- Project Management- Indigenous advisory board role including business training and mentoring for heavy industry in Australia and the Pacific Islands- Master data, process and resource systems implementation including change management- Resource supply for Executive, Management, Supervision, engineering, trade and operations

Responsible for all of the physical plant at the Rockhampton plant and Port facilities at Port AlmaAll purchasing and warehousing functions at the Rockhampton plantDevelopment of the ASM budget including resourcing, shutdowns, OPEX and CAPEXAll utilities on site including Gas, Coal, Electricity, Water and effluentOperation and Maintenance of the site services including the Coal and Gas boilers, a $26mWaste Water Treatment Plant, a 100 tonne 2 stage ammonia refrigeration plant includingcompressors, cooling towers and condensers, a glycol refrigeration plant, all site hot watergeneration including 2 shell and tube heat exchangers, 2 plate heat exchangers and a heatrecovery systemIn charge of the operation during the annual shutdown period for 4 weeks of the yearSite fire safety advisorCoordination of the site’s Asset Management PlansDebottle-necking of plant allowing a 40% increase in production and throughput rateReduced number of injuries for the ASM department down 90% from where it was 2 years earlierReduced the site backlog from over 8,000+ orders to 60 in just over 2 years.

DBCT’s Life Cycle Costing programLife of Asset plant modelling 1-5+ Year TimeframeDBCT’s Asset Management resourcing strategyCoordination of the site’s Asset Management PlansDevelopment and maintenance of the site’s Work Management ProcessMaintenance of the site’s Master DataManagement of shutdowns on-site for outages >5days/$250,000 via the coordination of 12different workgroups. There are nearly 40 of these outages per year totalling >$30m.Reduction of the sites work backlog from >50,000 Work Orders averaging 3 years old to<7,000 orders <3 months oldAdherence to schedule has improved from an average of 30 major work activities on astandard shutdown to now over 200Reduction in Maintenance outage time required on an annual basis by 50%Part of the EBA renegotiation team incorporating flexible work options into the futureEnterprise Agreement.

Mackay, Australia

Chair of the Asset Management Council in BMA (10 Maintenance Managers)Direct Reports included Principal Engineers for each Engineering and Compliance (3), Fixed Plant (1), Surface (3), Underground (1) and Mobile Plant (2) Disciplines which also Coordinated the Superintendent Forums between each of the Operations and Projects Group1 of 2 Technical SME’s chosen to represent BHP’s single largest contract negotiation around the Global BHP/CAT Alliance contract worth over $US5B+Development of the Life Cycle Costing Methodologies for BMA's Major Equipment and critical review of the annual Capital Replacement program (>$1.3B)Development and Implementation of all the equipment Maintenance Strategies across all Fixed Plant (10 wash plants and a port), Underground (2 Operations) and Mobile Equipment (500+) for existing and Green Fields operationsSME for the development of the Work Management function within BHPBillitonEstablishment of the Work Management Coaching Network for each operation (25+)

Blackwater Mine

Won Australian Mine of the Year in 2006 through submission of significant BI projects for sitePersonally won 3 BMA awards including development of BMA’s WoL, LCC and budgeting processes and development of BMA’s Shutdown Management processesAll Maintenance Engineering and Reliability Functions on siteRecruitment and development of site Reliability, Engineering and Projects Personnel (300+)Department Annual ($210m + $50m projects) and 5 year budget and business plans (>$1B)Dragline and shovel shutdowns on worlds largest dragline fleetPlanners (6), Coordinators (5), Tradespeople (80), Mobile fleet (>100)Business Improvement activities using Six Sigma methodologies

Mt Whaleback

All engineering design and modelling for field and mobile maintenance departmentProject Manager for one production stream during annual plant shutdown at theBeneficiation PlantManagement of Capital Projects, Improvement Projects and Major Shutdowns ofequipment for all of Mt Whaleback's electric and diesel shovel and drill fleetAll duties and responsibilities of Field Maintenance Supervisor working 4 on 4 off D/Nroster

Study Manager for Biomass Cogeneration Project including design and fuel modelling. Also completed comparisons and financial sensitivities around all renewable and energy generation technologies on a cost per MW/hr to build, own and operate basis.

Rockhampton, Australia

Maintenance and Production Engineer including with owners team for $120m plant upgrade to make it the fastest and most productive production plant in the country.

Mba, Business

Management, Maintenance

Engineering, Mechanical (Coop) Hons