Michael Wall Email & Phone Number

New South Wales, Australia

Rooty Hill

Safety Superintendent for Sydney Steel Mill at Rooty Hill. Steel manufacturing through Electric Arc Furnace, Continuous Caster and Rolling Mill.

Nsw (Based At Wetherill Park)

Similar duties to previous role but focused on the reorganisation of NSW distribution network with Wetherill Park filling the role of a mother centre.

• Report to the NSW State Manager, S&T and then S&T-Metaland• Initial 3 months targeted at self insurance audit preparation• Direct responsibility of/for Wetherill Park Operations from Nov 2009• Assessment and management of senior operations staff• Operational improvement activities including the reorganisation of manning. End result was driving DIFOT from a highly managed result of ~84% to 97%+. Considerable noise removed from the business improving staff morale on the floor… Show more • Report to the NSW State Manager, S&T and then S&T-Metaland• Initial 3 months targeted at self insurance audit preparation• Direct responsibility of/for Wetherill Park Operations from Nov 2009• Assessment and management of senior operations staff• Operational improvement activities including the reorganisation of manning. End result was driving DIFOT from a highly managed result of ~84% to 97%+. Considerable noise removed from the business improving staff morale on the floor and in the office• Negotiation of freight contracts. Up till Dec 2010 freight for 2011 FY was running below the last three years full rears results• Cultural change; involvement of employees in workplace reorganisation. Major accomplishment was Wetherill Park increasing its stock levels from ~8kt to a peak of over 13kt. This being achieved contributed to the overall S&T business making a profit in FY 2010• Wetherill Park was going to enter into a maintenance alliance with Transfields Services. This involved assessment of potential contractors, development of implementation and transition plans, etc.. This was discontinued following the business reorganisation in November 2010 Show less

• Report to the Wire Technical Support Manager, but working closely with the General Manager• Coach and mentor colleagues involved in systematic improvement projects. Acting as a point of reference and education for ‘Black Belts’ and ‘Green Belts’ and personnel engaged in SCRA (Symptom, Cause, Remedy and Action) activities, within the wire organisation. Specifically ensure the efficiency, validity and technical proficiency of their work. These activities are focussed upon improving the… Show more • Report to the Wire Technical Support Manager, but working closely with the General Manager• Coach and mentor colleagues involved in systematic improvement projects. Acting as a point of reference and education for ‘Black Belts’ and ‘Green Belts’ and personnel engaged in SCRA (Symptom, Cause, Remedy and Action) activities, within the wire organisation. Specifically ensure the efficiency, validity and technical proficiency of their work. These activities are focussed upon improving the understanding and utilisation of improvement techniques across the Newcastle operations• Business plan and improvement deployment – responsible for the delivery of a standardised and effective process for the systematic and thorough deployment of business plans throughout the manufacturing operation. Linked with this is ensuring traction for other improvement project outcomes in each department• Implementation of Etvia software. This was rolled out across RBW & EAF. I performed the ‘Planning Lieutenant’ role for wire• Other activities as required. I am quite often asked to get involved with problems. Examples of this in the past has been a complaint on Bridge Strand wire, stock management at the ropery and currently, electricity load shedding within wire Show less

• Commenced project on ‘Annealed Product Characteristics’. looking at in-line heat treated processing with the goal of the project to develop an alternative wire to replace batch annealed product. We were confident we could create a suitable product that delivers a more uniformly recrystallised wire than batch annealing, whilst removing considerable cost from the process.• Completed project on electricity load shedding within the wire business. It was completed and handed over in ~8 weeks… Show more • Commenced project on ‘Annealed Product Characteristics’. looking at in-line heat treated processing with the goal of the project to develop an alternative wire to replace batch annealed product. We were confident we could create a suitable product that delivers a more uniformly recrystallised wire than batch annealing, whilst removing considerable cost from the process.• Completed project on electricity load shedding within the wire business. It was completed and handed over in ~8 weeks and is expected to deliver savings in excess of $200k pa by shedding power load during times of high demand and spot pricing• Project aimed at understanding and improving process capability on the three Galvanising lines. We exceeded the budgeted $700k savings• Completed project aimed at improving customer satisfaction in ‘Steel in Concrete – Wire’. A Klein Partnership survey was undertaken in October 2006. Our customers scored this segment at 56, which means there was a low level of satisfaction. After completing the project we scored 74 in the October 2007 survey. This was one point below the benchmark of 75 meaning an acceptable level of customer satisfaction was achieved. No tangible savings were attached to the project, but ‘Customer Satisfaction’ is a core value of OneSteel equal to safety• Completed project in SRPC department increasing productivity by 9.7% and delivering savings of $821k. Project was aimed at improving outputs on department equipment consisting of three large HC wiredrawing machines, a pre-stressed concrete strand plant and low relaxation wire-forming machine• Completed project on G3 Galvanising line which resulted in an unexpected saving of approx $120k. Wire breaks reduced from 0.30 per tonne to 0.18 per tonne, close to world’s best practice. Project was aimed at demonstrating capability of the line to enable management to make decisions on future plant loadings. No savings were expected until the plant was loaded to its capability Show less

• Managed the FWG plant with approximately 90 employees and the following processes; Wiredrawing (with wire rolling installed on 3 machines), G3 galvanising line (40 wire - fine to medium diameters), and various wire product machines such as HT Barb, Iowa Barb, netting, welded fabric and mesh, and hinged joint fencing• Operating budget of approximately $17M• Worked closely with rural S&M personnel attending sales conferences and quite often presenting on plant initiatives, forecast… Show more • Managed the FWG plant with approximately 90 employees and the following processes; Wiredrawing (with wire rolling installed on 3 machines), G3 galvanising line (40 wire - fine to medium diameters), and various wire product machines such as HT Barb, Iowa Barb, netting, welded fabric and mesh, and hinged joint fencing• Operating budget of approximately $17M• Worked closely with rural S&M personnel attending sales conferences and quite often presenting on plant initiatives, forecast production levels, etc.• Major activity during this time was on supervisory function and the development of front line supervisors, installing wire rolling, barb shop productivity to make 6,000TPA of HT product, interaction between maintenance and operations, etc. Show less

• Managed the FPP with approximately 45 employees. This included raw material management (Y-Bar ex SSM, consumables), production scheduling and stock management. Interacted closely with Waratah customer service, sales and marketing personnel, on technical, supply and new product enquiries• Plant was upgraded from a coal tar dipping process to Zinc Plating. Whilst the project had and continues to have its share of engineering issues, “operationally the project was managed extremely well”… Show more • Managed the FPP with approximately 45 employees. This included raw material management (Y-Bar ex SSM, consumables), production scheduling and stock management. Interacted closely with Waratah customer service, sales and marketing personnel, on technical, supply and new product enquiries• Plant was upgraded from a coal tar dipping process to Zinc Plating. Whilst the project had and continues to have its share of engineering issues, “operationally the project was managed extremely well” (comment from C. Keast, the then GM Wire.) Considerable planning and energy went into human resource management in respect to outplacement during plant closure, skills required in new process, downsizing, organisational change and involvement using ‘work place change consultant’ Brad Glass, negotiating a new award structure, rates of pay, etc..• Sourced additional product supply from Steel and Tube NZ. This included negotiating the transfer pricing and dealing with government bodies regarding exporting from NZ.• Managed the Plastic Extruding Line and recommissioned it after relocation from SWM. This was a temporary part-time assignment for approximately 12 months in 98/99 Show less

Commened at Sydney Wiremill in HR for 9 months. Then moved into Production Shift Superintendent role and later day work Production Superintendent role. Relocated to Newcastle Wiremill in late 96 as a Production Manager in wiredrawing, galvanising, steel rod cleaning and coating, and batch annealing.

Various roles- Started as an apprentice mechanic on heavy plant and equipment- QA and administration work in steel fabrication facility- Payroll function for up to 1200 people on various construction and fabrication sites in Australia, Papua New Guinea and New Zealand- Last three years as a geneneralist HR practioner (recruitment, IR, workers comp, etc...)