Michael Kloet Email & Phone Number

Wantirna South, Vic, Au

Wantirna South, Vic, Au

Zurich, Ch

Current role is focused on business turnaround and high value continuous improvement projects across the AFAP region.Key focus projects:Business Turnaround Lead (country name withheld)• PMO, leading focus teams on Commercial Excellence, Operations Excellence and HR / Organisation, identifying, planning and facilitating the implementation of projects to improve business performanceWar on Waste• Step change the waste performance by implementing transformational change leading to industry best practice performance• Focusing specifically on Operational Excellence projects aimed at improving waste performance across AFAP

Zurich, Ch

This was a strategic short-term assignment to facilitate the transfer of work from Australia to Thailand for Australian MNC Customers that were impacted by the closure of the Port Melbourne plant. The key objective of this assignment was to implement a quality and customer service system in Thailand (Rayong) that could seamlessly service the Australian MNC’s.The key achievements:Business on-boarding• All new products were successfully transferred to Thailand without quality, service or delivery issues and zero customer complaint or sales loss. Customer feedback was 100% positive• Upgrade the quality system and implemented a Hypercare system for first run production• Streamlined order intake and demand management

Zurich, Ch

In this role I was accountable for complete Operations functions for the seven plants throughout India, including Safety, Quality, Supply Chain, Engineering, Admin, and Manufacturing. The two primary objectives of this assignment were to; one, to turn around the manufacturing and profit performance, and second, implement an “Amcor Culture” throughout the business that was made up over a series of mergers and acquisitions.The key achievements:Business Turnaround• On arrival in India five of the seven plants were loss making and the overall business was barely at breakeven. A rapid plant assessment revealed that four of the five plants had the capability to become profitable and that one would need to cease operation. Over a period of two years, all but one became profitable most meeting and exceeding expectations. One plant was closed with zero customer loss or industrial disputeCultural Change• Over the period of two years all plants were transformed into “Amcor” plants; from the standardisation of management practices, communication and engagement of the workforce, appearance, signage of the facilities and into a cohesive group of plants that could work together and support the business on a national scale

Zurich, Ch

In this role I was accountable for Manufacturing Strategy, Footprint Optimisation, Performance improvement and Operations Reporting. The scope of this role covers 40 plants in 8 countries and reports directly to the VP Operations, Supply Chain, Safety and Sustainability.The key achievements:Operations Strategy• The development of an integrated operations strategy aligning the overall growth and footprint aspirations of the business unit with the expected resources and timeframe. This report became a key input to the growth and M&A strategyProject Management Office• Established a PMO process and implemented a management and project governance system over the multiple individual plant rationalisation, consolidation, green field and plant closure projectsPerformance Improvement• Implemented a Performance Measurement, Reporting and Process Improvement System to make visible performance at business unit, plant, and machine level. These tools were then used to identify underperforming assets for performance improvement or capital replacement programs

Courbevoie, Hauts-De-Seine, Fr

In this role I was responsible for 3 plants in Australia and New Zealand and development of a sister plant in China. This was a challenging period due to the restructuring of the energy and power cable market in Australia due to a structural change in power demand, the collapse of the mining boom and intense import pressure from low-cost countries. The scope of this role also included Health, Safety and Environment, Technical and Research & Development functions.The key achievements:Lean Manufacturing and Continuous Improvement• Implemented Standard Management Routines and Continuous Improvement Programs based on incremental process improvement modelled on the Toyota Production System. Labour cost per unit reduced by >15%, capacity increased by 20% and cost reduction of $5m p.a. was achievedMajor Restructuring• Permanent structural changes in the energy market in Australia meant that the Tottenham High Voltage and Mining Cable plant had become unviable. Over 18 months, manufacturing operations were relocated and re-assigned to a plant in China and USA• People, processes and certification were all transferred with zero customer loss and an increase in market shareInternational Supply Chain and Technical Support Teams• Established an International Supply Chain, International Sourcing and Technical Support Functions to facilitate the Sales and Business Development Teams with customer and project development in the new restructured business context

Zurich, Ch

In 2010 when Amcor acquired the packaging division of Alcan, Amcor AFAP was formed as the regional structure to manage the Asia Pacific businesses. I was selected as the Director of Manufacturing Excellence for this new business group. This role covered 19 plants in Asia Pacific in China (7 sites), Thailand (3), India (2), Indonesia (1), Singapore (1), Australia (4) and New Zealand (1).A key skill gained while in this role was to learn how to operate across a broad range of Asian cultures and balance the needs of the role against the needs of many sites requiring significant cultural sensitivity.The key achievement:Integration of Amcor & Alcan• The integration of the Asian plants of the Alcan and Amcor business was a major achievement of this role. The business doubled in size overnight and long-established systems and programs were integrated respecting the best of both and the necessary differencesFocus on Waste & Performance• Implemented a systematic cost-improvement program to identify and execute cost reduction projects. Savings of over $8M p.a. were delivered in every year of the program• Implemented standardised definitions and common measurement tool across manufacturing, quality and service. The cost of quality improved >20% in the first year of operation.Turnaround projects• Lead the Operations Team and group resources in the turnaround of the Indonesia plant manufacturing performance, mainly focused on skills development in printing and lamination• S&OP (Oliver Wight Class A methodology) was introduced into Thailand, Indonesia and India. In most plants an increase in capacity of 10% and reduced lead time from 8 weeks to 3 weeks was achieved