Stephen O'Neill Email & Phone Number

Australia

Overview: Responsible for two Manufacturing facilities, one in Brisbane (Metals fabrication) and one in Melbourne (Plastics Injection Moulding) plus Purchasing and Sourcing Teams across Australia and NZ.Achievements:Developed and introduced intervention plans to deliver ZERO RC Safety incidents for > 4 years. Variable Margin (VM), Materials Margin (MM) and Overhead (OH) results better than plan (budget) 2022 – 2024 YTD. DIFOT improved from 85% to 95%. Developed and lead Inventory and Supply Chain Management improvement program to deliver SLOB $1.2M reduction in 12 months (2022 – 2024). MOH reduction from 4 to 2.5 MOH. Inventory Record Accuracy (IRA%) improvement from 85% to > 98%.

Brisbane & Melbourne, Australia

Overview: Based at Morningside BNE Manufacturing site (circa 35 x FTE's) originally a ten-month contract role to lead Manufacturing Team to safely and responsibly deliver on customer service and controllable cost reduction targets. Assume the lead role on stalled automation program.Achievements: 30% increase in productivity (compared to FY21 baseline) on AA Products through the introduction of Active Leadership and SMART targets, Developed a new Customer Service Charter Introduced new service and manufacturing visual controls (with escalation triggers), Trained and introduced structured cross-functional practical problem solving.

Queensland, Australia

Overview: Based at Eagle Farm (Brisbane), lead Manufacturing and Logistics operations for distribution across Queensland. Circa 40 x FTE's (24 x 5). Lead the integration of two local manufacturing sites and Operational Teams and assets onto one site whilst meeting customer service targets through the transition.Achievements: Safety Leader and Champion to achieve ZERO RC incidents, manage site on-site and CoR operational risks. Championed S&OP program to set and introduce competitive Service Charter.Implemented CI programs into Brisbane which improved DIFOTIS to > 95%, Reduced average processing lead time by 50% and re-set processing conversion $ costs to support more competitive tendering. Built an Operational Leadership Team capable of leading-change to deliver > 15% ROIC and achieve all key business objectives.Managed external Transport providers for service and costs.

Brisbane, Australia

Overview: Operations Management of Yatala Site Plate & Stainless Operations. Management of 75 x FTE's over 2 Shifts. Responsible for the welfare and development of operational team and managing controllable costs. Achievements:Developed, introduced and delivered on Manufacturing Plan to deliver EBITD and ROIC targetsDeveloped Balanced Scorecard Metrics to prioritise and manage site risksChampioned new S&OP Planning process to support revenue growth and gross profit margin improvementsLead introduction of new Drug & Alcohol policy and procedureSupported the integration of new Engineered Steels acquisition (nation wide locations) into Vulcan.Introduced new inventory improvement program through Inventory Record Accuracy (IRA%) reporting and CI program.Conduct Senior Management and site wide training in LEAN methodology and tool kit

Qld/Nt

Overview: Facilitated the introduction of LEAN methodology - consistent with One-Boral Production System (BPS) framework across 35 x QLD/NT Quarry and Logistic Operations. Developed training packages and delivered training to QLD/NT regional & site management teams on LEAN toolkit, values and behaviours.Achievements:Developed and managed LEAN implementation strategy and action plans to track (measure) and benchmark the transition of our sites, towards becoming recognised LEAN operationsDeveloped OEE% and Waste-Reduction Improvement Plans and Targets (using Policy Deployment Plans & Waterfall Charts)Achieved regional LEAN & OEE% improvement rates amongst the best Boral Wide.Identified, facilitated and participated in LEAN toolkit training exercises (e.g. Practical Problem Solving, VSM, SMED, Error-Proofing, 5S) to deliver operational improvement Facilitated Continuous Improvement A3 projects and support Site Specific Plans which improved the sites OEE% and throughput capabilityDeveloped and manage Site Risk Profile matrix’s and action plansSupported Operations to synergise LEAN initiatives with Boral iCARE (Safety Mgt) and Quality/Environmental compliance management programs to eliminate waste and prevent duplication (over processing)An active MENTOR – Boral Mentorship Program

Qld/Nt

Overview: Lead and managed Quarries QLD/NT Technical Services Department (consists of 2 x Managers, 2 x Supervisors, 6 x Laboratories and 15 x Lab Technicians) to deliver both technical support and testing services to Quarry Operations and CustomersAchievements:Improved testing lead time by 25%Introduced triage testing program to prioritise scheduling according to risk and customer service prioritiesIntroduced routine cross-functional practical problem solving sessions to review testing trends and identify improvement opportunities.

New Zealand

Overview: Multi-role position. Directly responsible for the Manufacturing site in Hasting, NZ. Overall responsibility for NZ Continuous Improvement Program. Seconded to close and relocate Aerosol Plant (Wiri, Auckland). MANUFACTURING MANAGER (Food Cans - Hastings NZ)Management of the Hastings Plant Operations, FMCG Operation with sales and production of 300M cans per annumManagement of 70 FTE's, increasing to 100 FTE's during season (24 x 5)Responsible for the welfare and development of the operational teams, P&L operational budgets and exceeding KPI’s by developing and sponsoring programs for sustainable continuous improvementLiaised closely and responded to customer needs including further developing the unique through the wall supplier relationship with Heinz Watties Lead Collective Enterprise Bargaining Agreement negotiations with Employee representatives and the unionEstablished routine improvement forums – production planning and target setting, down time and spoilage review, SPC trends analysis (Cp & Cpk Tracking)NZ CONTINUOUS IMPROVEMENT MANAGERDeveloped, introduced and synergized best practice LEAN programs across both Impress Hamilton and Hastings Plants to improve balanced scorecard KPI resultsPrepared and facilitated Operational Improvement programs to maximise scores on the Impress global OpEX Audit guidelinesManaged NZ training and safety budgetsOPERATIONS MANAGER (Aerosols - Auckland NZ))Facilitated the smooth transition, closure and relocation of Aerosol operations from Auckland to HastingsManaged 12 x FTE's (2 x 5) with sales and production of 10M aerosol cansLiaised closely with employees, unions and customers in preparation for the planned close dateLead transition for the start of the operations in Hastings

Brisbane, Australia

Overview: Can Making Production Manager based at Rocklea, Brisbane. 24 x 5 Operation.Achievement:Introduce Lean Process Improvement program, with particular emphasis on Quick Change Over (SMED) and Total Productive Maintenance (TPM)