Phillip Meyer Email & Phone Number

Multiple assignmentsAt SQ, assisting the mine to adjust to changing market conditions to meet new demands while fulfilling the base requirement to Consol.At Consol Glass Kenya, assisting with effective beneficiation of sand reserves and planning for future supply.At Consol Glass Juniper plant in Ethiopia, sourcing furnace ready sand and cullet supply.

Gauteng

Assistance to Glass container consumers on:1) New Product Development by direct interactions with primary manufacturers (both in RSA and internationally) 2) Quality Complaints:- analysis of complaint responses and proposed corrective/preventive actions, follow-up on POA's and verification of results achieved.3) Training and mentoring of staff using glass containers as primary packaging to appreciate and understand it's properties.Currently contracted to enable a Management turn around of a Silica mining operation in it's transformation to a 24/7 process, supplying into several continuous manufacturing companies. Contract requirements ranges from direct involvement in information driven operations to the development of a learning culture, instilling a quality focused mentality, and personal mentoring on various levels.

Nairobi, Kenya

Technical assistance on most aspects of production and data analysis. Specialized input in batch and furnace, glass conditioning and defect analysis and correction. Evaluated silica mining technique (alluvial), life estimation and processing to expected glass standards.

Delmas

Full management responsibility for silica mining operation at SQ. Priorities include operational planning, personnel training, financial awareness and SHE compliance.Contract ends at the end of December 2015.

Operational and strategic control over factory:- CAPEX, product ranges, personnel and customer interactionsThe plant ran a very diverse range of products on 3 electric powered furnaces. This included 2 tableware lines (1 press line and 1 Hartford line) and 5 container glass lines. We produced flint, dark amber, dead leaf green and standard green on the furnaces, with a colorant forehearth also producing various green and blue colours while the furnace was on flint.Due to the nature of the products ranges, we did between 5 and 10 job changes every week. We had up to 230 active products in our portfolio.The major differences from the “normal” glass manufacturing includes:- Skills level requirements; Focus on systems and planning details; Team work as a vital requirement;Management of resources in a widely varying array of jobs with different requirements and standardsRestraint of trade agreement ends 1st March 2014

Wadeville Glass Plant

I started in Batch and Furnace operations as superintendent in charge of glass technology and batch control. I became Melting Manager after 4 years, running 4 furnaces – 2 all electric powered and 2 gas producer gas fired. I was then transferred to the decorating department to oversee the modernization and re-locating of the facility. We relocated to a site 5km away from the glass plant and installed 3 Strutz machines with lehrs and loading/unloading infrastructure as well as setting up a new screen preparations room and QC function. This was accomplished successfully and I was then transferred back to the primary function – container manufacturing.In the position of Technical Manager I was responsible for all dayshift support functions to the continuous manufacturing process. This included job change planning and execution, improvement planning and implementation and direct intervention in the process if it was not performing to standard. Interaction with the customer base via Quality Assurance and Sales departments was part of the improvement processes – whether defect complaint resolution or cost reduction initiatives.I spent 1 year at Head Office in charge of Glass and Melting technology. This included technical oversight over all colour changes and auditing batch and furnaces operations to ensure adherence to GMP.I was requested to move back to Wadeville as Operations Manager in charge of all manufacturing aspects - from raw material thru to quality control, budget setting and management, personnel development and customer contacts. I was in this position for 4 years before being promoted to General Manager.I was General Manager in Wadeville for 2 years when I was asked to move to the Consol Speciality Glass plant in Pretoria following the re-acquisition of the facility.