• Industrial Engineering services to multiple bottling plants in 11 countries worldwide.• Site Master Planning for all production sites and warehouses.• Network and Capacity Planning.• Project Data Books Compilation.• Project Brief Management.• Project Assistance.• Performance acceptance testing along with snag lists and technical specification verification• General Assistance where necessary.• Assistance in Route to Market – Project Speed – Network Planning.• General Assistance where required.

• Industrial Engineering services to all bottling plants in 9 countries worldwide, thereafter reducing to 18 plants in 7 countries• Site Master Planning for all production sites and warehouses.• Network and Capacity Planning.• Project Data Books Compilation.• Project Brief Management.• Project Assistance.• Performance acceptance testing along with snag lists and technical specification verification• General Assistance where necessary.• Assistance in Route to Market – Project Speed – Network Planning.• General Assistance where required.• Input and assistance during Bottler Merge between Sabco, ABI, Shanduka, Canners, Appletiser and Valpré to form Coca-Cola Beverages Africa (CCBA). Coca-Cola Beverages Africa (CCBA) is the name of the company that was be formed from the merger of SABMiller plc, The Coca-Cola Company and Gutsche Family Investments (GFI) bottling operations in Southern and East Africa.

•Managing Projects from concept to commissioning.•Industrial Engineering Projects at various companies and mines around South Africa.•Provide project consulting advice to clients.•Provide turnkey solutions to clients.•Perform Project Management tasks as per project deliverables.•Comply to all Engineering and standards as ascribed to by TWP.•Checking drawings for correctness and fit for purpose.

Project Engineer (November 2010 – April 2011)• In charge of the Projects department.• Coordinating various projects, large and small around the Boshoek plant, including the large Pellet Handling Project, Fire Suppression, concrete work, building work, and minor plant renovations.• Performing costings, working with budgets, forecasting and planning.• “Rebuilding” the projects department to improve its performance.• Managing the project employees and timesheets.• Using SAP to manage costs, orders, reservations and capitalIndustrial Engineer (May 2010 – November 2010)• Performing Industrial Engineering activities that arise within the plant.• Perform time studies on production lines and labour force.• Conclude and recommend actions to site managers regarding various plant aspects.• Compiling, implementing and ensuring a system that performs tracking and analysing of breakdowns and ensuring breakdown analysis is carried out correctly and solves the root cause of the problems, thereby resulting in the problem being permanently eliminated.• Implementing a strategy to commercially measure losses of raw materials on site.• Basic Physical Asset Management.• Reporting and consolidating client progress by using structured management reports.• Identifying Risk Management methods and systems.• Optimising methods of work around the premises.

• Lean processing and reduction in Overall Equipment Effectiveness (OEE) exposure at CCSABCO, L'Oréal, Adcock Ingram and Unilever. • Managing and coordinating TPM business activities, by supporting the existing client base. Client base included chemical processing and FMCG industries.• Engaging and interacting with client supply chain and business leaders in aligning TPM and lean initiatives. Ensuring that business objectives are delivered by TPM structures. • Assisting and facilitating the use of various business tools and templates. Ensuring clear linking between high level corporate strategy and improvement structures at operational levels.• Designing and implementing TPM programs for clients based on operational and business requirements. Customising certain application approaches to suite needs.• Assisting in developing appropriate and relevant TPM training material to suite the client’s requirements. • Assisting in developing audits and client self-assessment tools to allow for internal gauging of progress. • Tracking and analysing breakdowns and ensuring breakdown analysis is carried out correctly and solves the root cause of the problems, thereby resulting in the problem being permanently eliminated.• Reporting and consolidating client progress by using structured management reports. Including findings and corrective action to resume TPM acceleration.