Having seen gap in the Consulting & providing support to Medium to Small Food Manufacturing business to either install and commission New Production Lines or to improve the existing Production Lines, I started my own Engineering & Consultancy business. Since then I have worked on following Projects:• Daily Food Company – Installation, commissioning of Chilled Pasta Line and providing help to develop unique products designed for Saudi Arabia consumers.

Simplot Australia Pty Ltd., Pakenham manufacture’s following brands Papa Giuseppis & Dr Oetker Pizza, Lean Cuisine Frozen Meals, Birdseye & LC Lasagne, Birdseye Pommes, B2B Meals, Leggo’s Chilled Pasta, Chilled Sauces and Soups and Chilled Meals. - Successfully turned around the B2B business after Annualized losses in Material & Labour varianceof $816K - Successfully turned around the Chilled Meals business after Annualized losses in Material & Labourvariance of $1,191K  - Culture Shift to Warehouse Team & Logistics Team by improving the communication,implementation of Behaviour Based Safety Program and instating Right People in the Right Places.

As Production Manager, I was responsible for 160 personnel on site which include Line Managers, Team Coordinators, Production Personnel, Line Engineering – Fitters & Electricians and Line Forklift personnel. My key responsibilities as Production Manager are as follows:• Successful Re-structure of Frozen Food Business in 2014 – Savings in Direct Labour and Variable Cost reduction.• Successful Re-structure of the Frozen & Culinary Business to deliver P&L from 350 personnel site to 225 personnel in 2008• Successfully installed and commission 3 new Production Lines – Chilled Meals, Pasta & Sauces• Prepare and deliver Budgets (Fixed and Variable) in line with business P&L and Market Business Strategy.• Managing the Quality, Efficiency, Delivery, Cost & Safety of the Manufacturing Group to ensure we meet our Customers requirement.• Implement GMP, HACCP and Quality Management System of Nestle.• Coach & lead number of 6 sigma projects.• Ensure that all manufacturing processes comply with OH&S and statutory requirements• Prepare justification of Capex Projects based on Marketing requirement and to improve the performance of the Factory.• Negotiation of Site EBA with AMWU and am instrumental in resolving number of IR issues during the site re-structure implementation.

Nestle, Pakenham Factory was sold to Simplot Australia in 2009

Main responsibilities as Operation Performance Manager were:• Benchmarking Frozen & Culinary Business in Australia with similar Nestle Businesses overseas and recommend improvement programs. This ultimately led to re-structure of the Factory and was implemented by me as Production Manager.• Preparation of Line and Labour Standards in-line with P&L.• Establishing and maintaining a culture of Continuous Improvement, through encouraging all employees to adopt LEAN manufacturing principles.• Implemented Mission Directed Work Teams in the Factory.• Conducted Process Capability and Efficiency Studies on various lines in the Factory.• Lead a Target Setting project to improve Performance and reduce Waste in the Factory.• Analysis of KPIs and recommend improvement strategies.

My key responsibilities and achievements as a Stream Lead for implementation of AMM Module, SAP across Oceania Market (Australia, New Zealand & Pacific Island) were:• Successful implementation of the GLOBE Template for the AMM Process Stream of SAP on time.• Aligned with other Process Streams where key integration occurs.• Integrated with the business to ensure full understanding of impact on business process, implementation of BE initiatives and adoption of GLOBE Template.• Successful delivery of Blueprint, Realisation & Cut over Preparation Phase within the project timelines.• Have successfully delivered Super Users Training Program, End Users Training Package.

I was managing the team of 45 employees, which includes Mechanical Engineer, Maintenance Area Managers, Work Coordinators and Tradesmen. My main achievements & responsibilities as Maintenance Engineering Manager were:• Part of the team for Re-structure of Pet Food Business,• OEE increases in Manufacturing from 60% in 2000 to 90% in 2002-04.• Reduction in: Total claims by 24%, Lost Time Injuries by 22%, Number of days lost by 77%, Net cost by 84% and LTIFR by 31% in 2002. Further reduction in 2003-4.• Reduction in Maintenance Budget from $7.22 Million in 1999 to $6.71 Million in 2003 in spite of wage increase, inflation every year and devaluation of Australian dollar from 1999 to 2003.• Reduction in downtime in % of NPH from 13% in Jan 2002 to 5.2% in Dec 2003-4.• Development of Maintenance Systems and Procedures to achieve maximum reliability on the basis of CDM (TPM) principles, Predictive, Planned, Preventative Maintenance and Root Cause Identification (5 Why) Techniques.• Provide help in development of Long Term Plan for the site based on the Marketing Plan and equipment status.• Conduct Factory Self-Assessment & develop factory audits forms and conduct audits in other Nestle businesses.• Development of Competence Matrix of the team members and Conduct Performance Reviews of the team members on half-yearly basis.• Experience in Extrusion, Baking, High Speed FFSM, Zip-lock machines, Milling technologies, Mixing & Batching etc.

Bush’s Pet Food is Wet Pet Food Factory manufacturing different size cans, Aluminium Trays and Single serve Pouches. They are currently co-manufacturing for Nestle Purina Petcare, AOA. I worked as Senior Project Engineer.My main achievement at Bush’s were:• Maintenance Cost Reduction from $1.8 Million in 1997 to $1.4 Million in 1999-2000.• Plant Efficiency improvement from 56% to 95%.• Increase the automation of the plant, production crew reduced from 97 employees to 44 operators. Result in total savings of $3.3 Million per annum.• Responsible for $16.5 Million of Capital projects, all projects were completed in time and within budget