Overseeing the operational aspects of the businessSigning off Geotechnical ReportsManaging contractorsManaging soil investigationsManaging screw pier installationsManaging Civil soil opportunitiesAuditingCost ControlSafetyCapital Expenditure projectsTesting and verifying processes and new technologiesTesting of products

Tasked with improving the efficiency of two of their high speed production lines, and implementing an improvement plan which could be copied to the rest of the site.• Overall efficiency improved by 5%• Increased utilization of high output lines. Moved to a 2 shift operation. Trained more operators. Took product skews from slower lines. Invested capital to allow greater range of products on these lines• Involved in scheduling to level out demand during introduction of new… Show more Tasked with improving the efficiency of two of their high speed production lines, and implementing an improvement plan which could be copied to the rest of the site.• Overall efficiency improved by 5%• Increased utilization of high output lines. Moved to a 2 shift operation. Trained more operators. Took product skews from slower lines. Invested capital to allow greater range of products on these lines• Involved in scheduling to level out demand during introduction of new products and factory capital upgrades• Improved communication between warehouse and factory for the staging of all product consumables. Daily plan issued and communicated in the afternoon for next days production. Reduced delays in waiting for consumables to lines especially at changeovers• Reduced non value adding labour on floor by review of job roles. QC people reduced from 2 to 1 person on D/S• Improved communication to floor on targets and actual through line efficiency boards, stabilizing of crews in rostering, and direct communication with floor• Began preparation of crews to move to a 24 Hr operation through training on key lines, and increasing staff Show less

Responsible and accountable for all operational parts of the business. Staff of 5, and factory of 50 employees.Accomplishments• Successfully project managed $350K relocation and factory re layout project. Our business in Wollongong was closed re located to Smithfield, and the Smithfield site was re laid out to accommodate. Benefits included a more efficient layout, cost savings in locating 2 plants in one, and greater control over business outcomes with one location. Primary… Show more Responsible and accountable for all operational parts of the business. Staff of 5, and factory of 50 employees.Accomplishments• Successfully project managed $350K relocation and factory re layout project. Our business in Wollongong was closed re located to Smithfield, and the Smithfield site was re laid out to accommodate. Benefits included a more efficient layout, cost savings in locating 2 plants in one, and greater control over business outcomes with one location. Primary relocation work completed in 4 days to minimize disruption to day to day business.• Rolled out new safety initiative programme (Safety.. Clear as Glass). Reduced MTI injuries from 15 to 5 year on year (new MTI’s less severe than previous). Recruited more people into safety committees. Greater ownership on all safety related tasks by workforce• Phased out old window profiles from inventory and introduced new window profiles into business. Minimised wastage during transition (Final write off less than 5% of value). Implemented training programme for operators to learn to build new type of window• Increased output of door line by 20% through the introduction of short interval control monitoring of output, re laying out of section involving the team, and introduction of training programme. Overall efficiency of plant up by 7%• Accountable for lean manufacturing rollout in plant. Show less

Finishing Manager Ran a 24/5 day operation with 3 shift managers, 1 electrical engineer, 1 process engineer, and 60 employees. Responsibility and accountability for 9.2m budget, including all labour and consumablesAccomplishments:• Achieved many production records on line including lowest delay over a month, and most volume processed in a month• Implemented visual factory techniques to assist in managing performance, and improve housekeeping (also using 5S and WAM – work… Show more Finishing Manager Ran a 24/5 day operation with 3 shift managers, 1 electrical engineer, 1 process engineer, and 60 employees. Responsibility and accountability for 9.2m budget, including all labour and consumablesAccomplishments:• Achieved many production records on line including lowest delay over a month, and most volume processed in a month• Implemented visual factory techniques to assist in managing performance, and improve housekeeping (also using 5S and WAM – work area management)• Successfully implemented succession plans throughout department. Developed shift manager to succeed in my role, and moved leading hands into shift manager roles. Developed training programmes for factory personnel• Part of numerous capital projects. Implemented 4.5M upgrade to line, and then added a 5M parallel line to existing line. Commission new line. Champion all aspects of implementation from factory perspective including EH&S, training, procedure development, and run improvement• Proposed Capital projects to improve efficiency of other lines by 10% through delay reduction. Payback less than 4 months• Part of negotiating team for new enterprise agreementProduction Manager Worked as 2 IC to operations manager. Managed 50 employees, 2 shift managers, 1 electrical engineer, and 1 process engineer. Budget accountability for 14.6MAccomplishments:• Acting operations manager for 2 months (Feb 2007 to March 2007) while operations manager on paternity leave. Achieved record low costs• Achieved record output for any month from machines. • Champion of reject reduction projects from production machines to warehouse stock. Reject rate reduced from 3.5% to 2.8% while output increased• Commissioned successfully new products which added a lot of complexity to the lines• Involved in budget setting for new fiscal year (April to March)• Introduced new technology to machines through R&D Show less

Budget of 10.6M (labour, maintenance supplies, and packaging) Total of 90 employees on site (80 factory, 6 maintenance, 4 supervisors)Accomplishments:• Reduced overtime on plant from 35% to 14% by reviewing service offers, and moving labour to better suit operation. Introduced training matrix to highlight training and experience gaps.• Continual improvement in Safety standards on site. Chullora has bettered its safety record each year for the past 3 years. Involvement on the… Show more Budget of 10.6M (labour, maintenance supplies, and packaging) Total of 90 employees on site (80 factory, 6 maintenance, 4 supervisors)Accomplishments:• Reduced overtime on plant from 35% to 14% by reviewing service offers, and moving labour to better suit operation. Introduced training matrix to highlight training and experience gaps.• Continual improvement in Safety standards on site. Chullora has bettered its safety record each year for the past 3 years. Involvement on the OHS&E committee. Promotion of the committees role on site• Negotiated and implemented new site Enterprise Agreement. This included clauses that allow the extensive re modeling of the basic work model, including work hours and also trialing an annualized salary.• Implemented and managed the use visual factory techniques to help engage the workforce Show less

Manning budget of 1.9M, and managing 36 employeesAccomplishments : Implement cross training across entire section to allow for greater flexibility of crew. This allowed for the area to be susceptible to leave requirements and resignations. It also helped to control the overtime levels in the area. Total overtime reduced by 10% Project Manager of new equipment procurement from overseas. Value of total project was $3M. This included the… Show more Manning budget of 1.9M, and managing 36 employeesAccomplishments : Implement cross training across entire section to allow for greater flexibility of crew. This allowed for the area to be susceptible to leave requirements and resignations. It also helped to control the overtime levels in the area. Total overtime reduced by 10% Project Manager of new equipment procurement from overseas. Value of total project was $3M. This included the machine and all ancillary equipment. The machine purchased was at the time the most expensive investment in the business. On the project team of several other machine procurements, each of value around $1M Show less

Reporting to the operations manager with 88 employees across 6 baysAccomplishments: Mentoring of novice supervisors (3 who had less than 1 years experience ) Implementation of Visual Factory techniques that are tailored to each bay Removal of old bonus system in EBA, and introduction of a new bonus system which was tailored to each individual bay, focusing on errors. This made the system more transparent to the individual employees and focused on an area of the business… Show more Reporting to the operations manager with 88 employees across 6 baysAccomplishments: Mentoring of novice supervisors (3 who had less than 1 years experience ) Implementation of Visual Factory techniques that are tailored to each bay Removal of old bonus system in EBA, and introduction of a new bonus system which was tailored to each individual bay, focusing on errors. This made the system more transparent to the individual employees and focused on an area of the business that was out of control. First year of implementation saw a reduction in errors of $300K, with a payout of $152K (similar to what was being paid previously with no benefit to the business) Implementation of daily meetings which looked at the previous day, current day and next day forecasting. This meeting was also held in an open area with all minutes and notes visible for anyone on site to see the actions resulting. Restructured the operations from being all one site to distinct Business Units, allowing greater responsibility to the supervisors. This also had the effect on one less supervisor and also the position of factory manager Show less

• Decreased overtime by 60% with no manning changes. This involved the changing of many old work practices, such as eliminating Saturday overtime due to RDO’s, and placing key production machines onto a 24hr operation