Mathew Anderson Email & Phone Number

Perth, Western Australia, Australia

Port Hedland

• Established new department tasked with alleviating asset integrity risk through rigorous inspection and defect remediation of ore handling plant with an installed value of $21B AUD. This team incorporated 2 lubrication.
• Implemented defect mapping in consultation with engineering team, tracking over 4000 defects.
• Developed budget using data from defect tracking.
• Performance managed relationships with contracting partners ensuring quality execution of all work.
• Executed FLAC improvement plan delivering ongoing improvements in fluid cleanliness in critical compartments and subsequent improvement in mean time between failures (MTBF).
• Recognised for championing Maintenance Department diversity and inclusion agenda with 30% of team female or indigenous and 40% utilising flexible working arrangements.

Port Hedland

• Responsible for coaching teams to improve adherence to work management principles across Port Operations in order to reduce unplanned downtime.
• Developed and implemented Work Management Improvement action plan which saw an improvement across metrics for planned and scheduled work and schedule compliance.
• Participated in group level internal audit of BHP Petroleum operations in Gulf of Mexico as guest auditor specialising in Work Management.
• Planned and facilitated workshops and training in all aspects of work management.
• Coached leaders across site from Manager through to Supervisor.

Port Hedland

• Secondment into caretaker position following unplanned departure of Superintendent. Lead a team of 40 planners during a traumatic period while the recruitment process for permanent appointee to Superintendent Position.
• Conduct HR investigations and implement performance management actions
• Delegate work effectively, re-assigning tasks and duties aligned with each employee’s strengths
• Reduced conflict between planning and execution teams delivered through targeted engagement sessions, 1:1 coaching and feedback
• Initiated and coordinated mental health support services within the planning team

Port Hedland

• Site based lead for the business wide business transformation program. Reporting to the General Manager I worked with leaders from all areas of the business to ensure the comprehensive suite of improvement projects.
• Oversee diverse initiative portfolio delivering a 21% reduction in operating costs in the first year.
• Planned, facilitated and ran idea generation and problem-solving workshops and planning sessions with teams across site.
• Coached and assisted leaders with change management and communication.
• Supported and trained line leaders to ensure change efforts were sustainable by developing waste identification and reduction mindsets within their teams.

Port Hedland

• Appointed to a newly created role following the creation of a new business unit of Non-Processing Infrastructure. Established planning team org chart and recruited internally and externally to create team. Developed.
• Lead a team of 10 maintenance planners providing support for 14 execution teams within the Non-Processing Infrastructure department.
• Developed maintenance budgets for execution teams based on existing maintenance strategies and reliability centered maintenance principles.
• Site lead for business change to 1SAP. Led a team of 6 work management coaches assigned to support the changes across site. Planned and facilitated 1SAP alignment workshops, problem solving and fit-gap sessions.

Port Hedland

• Carried out maintenance planning and scheduling for fleet of 300 trucks, light vehicles and forklifts.
• Developed maintenance strategies to move the entire fleet to time-based schedules, which improved the standard of maintenance of the fleet along with the ability to accurately forecast work.
• Based on FMEA and OEM requirements and knowledge of Toyota continuous improvement processes, authored a suite of standardised work instructions for servicing the Light Vehicle fleet incorporating lean processes..

Port Hedland

• Carried out routine maintenance and repairs to the fleet of trucks, forklifts and light vehicles in the Vehicle Maintenance Workshop
• Utilised safe and efficient work practices to complete repairs to a high standard
• Elected workplace health & safety representative, received recognition from HSEC department for work to improve the low levels of HSR engagement in the HSR committee

Port Hedland

• Promoted from Motor Mechanic through various roles culminating in Service Manager from May 2007, this position was responsible operations of the service department of a busy Toyota and Nissan dealership, including a.
• Tripled throughput of the workshop from 15 vehicles a day with an eight-week waitlist to 50+ vehicles a day.
• Project managed redesign and refurbishment of the workshop utilising lean management principles.
• Implemented the first Health & Safety management plan seen in the company.
• Put in place an ongoing programme of continuous improvement using standardised work methods (TSM) ensure highest quality work standards.