Thomas Guy Email & Phone Number

Dunedin, Ota, Nz

Otago, New Zealand

Dunedin, Otago, New Zealand

Invercargill, New Zealand

Leading a team of 4 operational crews to make some of the world's lowest carbon and highest purity aluminium at Tiwai Point.- Increased the team safety maturity rating by adopting of Rio Tinto Safety Maturity Model best practices.- Developing team leader capabilities through effective coaching, development planning, and leadership.- Resource and performance management of 56 team members, including full-time staff and contractors.- Delivery of the operational production plan KPIs and budget.

Invercargill, New Zealand

Delivery of key transformational projects as a change agent in an experienced business improvement team.- Completed Lean Six Sigma Black Belt Project to Reduce scrap stockpile of a difficult to blend alloy by 2,000t (NZ$7M cash benefit)- Delivery of a Power BI training course to improve data analytics capabilities and reporting on site.

Weipa

Based on the commercial services team, I led the facilitation of our transformation program to deliver real cash benefits for our business. Ensuring long term sustainability of delivered value to buy the future for our Weipa bauxite operations.- Oversight of $120m cash benefit Transformation program including 200 initiatives delivered- Facilitated weekly governance meetings with Initiative owners and site senior leadership team to ensure the momentum of transformational value delivery.- Planned and coordinated Lean Six Sigma Greenbelt training for 16 team members.

Weipa

Driving continuous process improvements in bauxite processing.- Increased throughput of East Weipa Beneficiation plant by 4M tonnes/year as part of Dynamic Constraint Utilisation project

Weipa

I filled this exciting leadership position for a 12 month secondment.I found great satisfaction in the role and am seeking long term employment in a similar position- Led and managed an operational team of 65 employees- Accountable for fixed plant operations including: - Ore crushing and screening - Stockpile stacking and reclaimation - Shiploading and wharf operations- Improved safety for plant operators unblocking chutes in reclaim tunnels by reducing exposure to live conveyor- Embedded a formal layered audit process for quality checking of housekeeping and plant inspections- Maximised plant throughput with the establishment of clear operational guidelines- Demonstrated improvement to concurrent loading through clear setting of expectations relating to manning levels and attendance

Weipa, Queensland, Australia

Led Plant Operations team as Acting Superintendent for 6 weeks: Challenged unsafe behaviours using effective safety interactions Accountable for achieving daily production targetsCoordinate the execution of operations led contractor activitiesFacilitated continuous improvement training at E-daysSuccessfully directed a Kaizen workshop addressing the core training tasks required by plant operations

Singleton Nsw

 Facilitated a contractor management project producing $3million/month in contractor savings. Directed improvement idea generation sessions utilising affinity diagrams, voice of the customer analyses and prioritisation matrices. Delivered training of the Rio Tinto Coal Australia Improvement Approach to project team members. Improved the effectiveness and quality of daily information centre meetings through standardisation of layout and delivery methodology.  Coached operational leaders on effective concern management including root cause analysis and developing effective countermeasures. Maintained a site database of improvement projects and their value delivery, including monthly reporting of project status to business leaders.

Newcastle, Australia

 Improved sales by $500,000 (20% increase) during 2010-2011 fiscal year through the utilisation of effective influence skills. Produced high level reports for Pyrotek management and customers procurement department highlighting progress on significant projects. Captured and reported business improvement value delivered to customers. Key stakeholder of a Six Sigma Green Belt project reducing variability in supply of critical to process consumables. Managed a Kan Ban supply chain utilising VMI to Tomago Aluminium. Root cause analysis used to identify countermeasures and improvement opportunities resulting from customer complaints. Eliminated supply chain wastes through the reduction of branch warehouse inventory levels while improving service levels provided to customers..

Lean TPM Equipment Team Leader Facilitated weekly team meetings reviewing OEE, Rash maps and other lean tools to identify and prioritise significant causes of waste. Led practical problem solving sessions utilising tools such as fish bone and ‘5 whys’ analysis to identify root causes to concerns. Coached operations team members to the benefits of TPM processes and accurate OEE data entry. Audited the status of TPM implementation and provided feedback to management of progress.Six Sigma Green Belt Improved furnace operation through optimisation of melt preparation equipment utilising Black Belt level statistical tools, including Design of Experiments Ensured value creation as leader of a cluster project targeting melt loss.Acting Superintendent/Crew Leader Co-ordinated a Lean Information Centre, driving continuous improvement. Verified successful implementation of countermeasures through frequent process audits. Influenced safety culture by utilising effective safety interactions and creating awareness of hazards.

Bachelor Of Engineering/Bachelor Of Business, Chemical Engineering, Business Administration/Management

Activities and Societies: ACES - Association of Chemical Engineering Students

Education record