Tim Bamford Email and Phone Number

Bringing Leadership and Safety into the same space. Leading our team on their journey of becoming the best they can in their respective roles through genuine Felt leadership, open feedback and accountability for their actions.Responsible for the adoption and leadership of the InfraBuild SMS in the Steel & Tube business and all associated activities within that identify how we keep our team safe every day.

Leading a business with circa 75 personnel across 4 locations, I am responsible for all business activities in a Customer-focused Processing and Distribution business.I have built and developed a team who are dedicated to our Customer commitments and understand how their contribution counts to our business performance.Building on my previous role in the business, I pride myself on empowering and developing Leaders to run their respective teams efficiently and successfully.I have focused on implementing our businesses CRM and strategy to deliver a positive Customer Experience and build a market feedback process that drives intel.

My responsibilities covered daily Operations activities in a fast-paced warehousing and steel processing environment.Leading a team of approximately 50, I lead with a hands-on, felt leadership style that enabled me to influence a significant culture change in the business.Through identifying talent and developing a cross-skilled training platform, I built a team that delivered the customer andbusiness requirements consistently (even through COVID).I implemented a robust maintenance planning process that increased machine and plant reliability to assist in delivering our Customer promise. With machines operating reliably, I developed a Processing team and environment in which accurate scheduling ensured timely delivery.

I was responsible for the safe and efficient delivery of plant and equipment in line with client requirements and within budget. I have achieved this through implementing and managing the H&S Management System and QA Plan, operating budget management, remote project support, R&M operations team leadership, managing the fleet management CMMS and Capital Expenditure requirements. I provide project coverage to personnel in my team, covering Plant Managers on Oil & Gas, Civil and Infrastructure projects in both remote and CBD scenarios.KEY RESPONSIBILITIESEnsuring adherence to all HSEQ guidelines and legislationPlanning and leading the operational activities of a multi-skilled teamEnsuring activities delivered to operational budget and on timeFunctional leadership of site based team; ensuring adequate support is provided, work planning is effective, minimisation of costs and covering team through periods of extended leaveProactively engaging with clients to understand project site requirements and maintain an open channel for correspondenceOversee business administration processes to ensure appropriate allocation of costs, adherence to processes and minimisation of financial work-in-progress, inclusive of purchasing, stores/stock and associated administrationManaging asset purchase and disposal strategyResponsible for Human Capital processes around employee development, recruitment and disciplinary activitiesKEY ACHIEVEMENTSStreamlining the planning system, establishing a volume-based resource demand systemSustainable reduction in overhead expenditure through focused critical analysisRe-configuring work cells and storage to capitalise on real estate space and maximise site revenue opportunityCompletion of high-level studies to assist with determining the business strategy. One example was to conduct a National business review with analysis of the state-by-state market and recommend key proposals for inclusion in the business strategy to FY20.

I was responsible for the safe and efficient manufacture and delivery of prestressed concrete railway products. Located initially in Geelong, and then Rockhampton, I implemented the Health and Safety Management System and through proactively engaging with all parties, changed the workplace cultures to ensure safety was the highest priority. Through collaboration with the Supervisory team, I implemented autonomous process to drive a high level of housekeeping standards in a concrete manufacturing environment, Continuous Improvement of processes and workplace organisation, and raised the level of engagement with clients to ensure a desirable working relationship.KEY RESPONSIBILITIESLeading a team of up to 70 personnelAll responsibilities are identical to the Facilities and National Maintenance Manager (Same position in a different subsidiary of the parent company)KEY ACHIEVEMENTSChanging workforce H&S cultureImplementing master planning and forecasting toolImplementing safer systems of work through proactive engagement and Capex upgradesImplementing Continuous Improvement in production environment

I was responsible for the safe and efficient manufacture and delivery of prestressed concrete railway products. Located initially in Geelong, and then Rockhampton, I implemented the Health and Safety Management System and through proactively engaging with all parties, changed the workplace cultures to ensure safety was the highest priority. Through collaboration with the Supervisory team, I implemented autonomous process to drive a high level of housekeeping standards in a concrete manufacturing environment, Continuous Improvement of processes and workplace organisation, and raised the level of engagement with clients to ensure a desirable working relationship.KEY RESPONSIBILITIESLeading a team of up to 30 personnelAll responsibilities are identical to the Facilities and National Maintenance Manager (Same position in a different subsidiary of the parent company)KEY ACHIEVEMENTSChanging workforce H&S cultureImplementing master planning and forecasting toolImplementing safer systems of work through proactive engagement and Capex upgradesImplementing Continuous Improvement in production environment

I was responsible for all Maintenance activities nationally, with Site Maintenance personnel reporting and accountable to me. My prime role was to ensure the safe operation of plant and machinery at all times, with a focus on minimising maintenance activities to <5% of available time.KEY RESPONSIBILITIESImplementing and auditing the Safety, Quality and Environmental systemsEnsuring standardisation of the maintenance practices across the businessEnsuring the availability of safe and efficient plant at all timesKEY ACHIEVEMENTSRoll out of Safety Management System in all manufacturing facilitiesRaising standard of Health and Safety in Port Hedland facilityImplementing accurate downtime recording systemStandardising Key Performance Indicators and reporting across Maintenance teams.

I was responsible for the planning and execution of all proactive and reactive maintenance activities on site. This was achieved through fostering a collaborative team approach with Production Supervisors and the maintenance team and implementing maintenance methodologies suitable to the application such as Planned Preventative Maintenance, Reliability Centred Maintenance and Run to Failure, with a focus on implementing Lean methodologies and continuous improvement of the maintenance and production activities. I was also responsible for the Project team; a separate team of tradesmen and staff supporting the design, manufacture and installation of plant improvements, delivery of Capital Expenditure projects, and knowledge sharing across the business.KEY RESPONSIBILITIESProvision of safe and professional maintenance services to the operations teamLeading a multi-disciplined trade and staff team between 10 and 38 strongEnsuring plant downtime was minimised (KPI below 5%)Leading multi-disciplined Maintenance and Engineering team, inclusive of Human Capital processesEnsuring adherence to ISO accreditations (4801, 9001, 14001)Leading projects team in the safe and efficient delivery of plant improvements and Capital Expenditure projectsImplementation of Continuous Improvement across the workforce and changing culture of workforce to eliminate wasteKEY ACHIEVEMENTSImplementation of Mex (CMMS)Execution of multiple annual shutdownsManaged upgrade projects ranging from minor plant improvements to major Capex overhaulsLeading and building resilient teams reflective of work load requirements (between 10 and 38 personnel)Implementing work cells and zoning resources for better response time and ownership.

I was responsible for Continuous Improvement and Lean Manufacturing activities in a continuous titanium production environment. With aerospace quality standards, this involved the delivery of vocational training sessions to work groups while minimising impact on production and quality activities. I was also the Area Engineer for the finishing grinders and water jet cutting beds, where my responsibilities spread across all Engineering and maintenance associated with this equipment.Key achievements: Training of shop floor personnel in CI methodologies, running 5S activities, implementation of maintenance optimisation (TPM), Machine work cell planning, Problem Solving technique implementation and Root cause analysis - through small activities through to full FMECA studies of complex machineryCompleted 6 sigma training for black belt (did not complete qualification due to emmigrating)

As the Business Improvement Engineer, I was responsible for implementing CI methodologies into the workplace and continually drive down tooling change over times. My responsibilities also covered the Maintenance and Engineering Team, planning and executing their daily maintenance tasks and all planned shutdown activities. I was also responsible for all contractor activities, from routine maintenance tasks to major CAPEX projectsKey achievements: Training of all operatives in CI methodologies through focused classroom and vocational sessions, Implementation of basic work cell planning, Implementation of 5S in a continuous production environment.

Initially starting on the Corus Graduate program, I completed 4 x 3-month rotations in different work areas, gaining an appreciation for working in Engineering, Maintenance and Planning teams. I took a role in the Steel Plant as a Mechanical Engineer, focusing on Process Improvement projects (CAPEX) and overseeing maintenance activities in the ladle preparation area.Key Achievements: Design, manufacture and installation of ladle prep access platforms permitting safe and easy access to steel ladles for steel and refractory repairs, planning and execution of maintenance activities in the ladle preparation and servicing area, implementation of monitoring systems on air scrubbers (filter failure systems - EPA implications), 5S work cell implementation in maintenance work areas.