Resume - Over the past 28 years in the Mobile Equipment Maintenance areas I have gained ...

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Resume #65788

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1. STRATEGIC DEVELOPMENT SKILLS
For the past 5 years I have been in similar roles that assume a primary leadership position in my company or department. Associated with these responsibilities has been a process of determining strategic direction and implementation plans.
Cascading from this management plan was a series of objectives that addressed areas of concern and critical success factors. Management of the policy was via personal accountability of each manager and site supervisors on the team and the company's maintenance team audited compliance.
Other examples of strategic development skills include:
* Development & implementation of a Plant restructure in my current position. The objective of the change was to focus on "accountability" and internal service levels.
* My responsibility for the maintenance policies and procedures across the company. These include Standards, KPI recording & measurement, and 37 Maintenance procedures.
2. LEADERSHIP & INFLUENCING SKILLS
I appreciate the benefits of having a good leader and strive to develop leadership skills on an ongoing basis via personal development, practice and training.
My most recent significant example of leadership was the development of a revised Maintenance division within HWE. On joining the company for which I currently work for, my initial approach was to collect data, perceptions and opinions from our internal customers, suppliers and departmental employees. Starting with a continuous improvement attitude, my task was to ensure that our projects requirements were being met and that we had the resources, formal objectives and measures to achieve the targets. A three-month review resulted in a recruitment campaign for a different skill base and a "change attitude" within the department. Although this campaign is still in progress, there is a very positive reaction from all stakeholders involved in the process. The most important outcome to date has been the change in individuals within the department as they begin to understand their customer's requirements and how they personally can contribute to the business performance of each project.
I am aware of the challenges of implementing supply agreements and policies that have been determined on a group wide basis. The keys to success in this area include:
* Quantifying the benefits of group contracts and policy and communicate to field staff
* Include stakeholders where possible to provide input with the tender process and selection criteria.
* Measuring non-conformances in terms of the total cost to the business.

3. COMMERCIAL MANAGEMENT SKILLS
My experience in managing both a single business unit and supply divisions has developed a suite of skills and tools that I apply to everyday situations.
In my current Plant role, my strategy for delivering value to the organisation is based on analysing and understanding our expenditure and implementing opportunities for sustainable savings.
Reliability Centred maintenance is one tool which I have successfully applied to successfully reduce the Maintenance & operating costs of selected Plant & Equipment. Some Plant items have reduced by as much as 40% as a direct result of RCM.
Root cause Analysis is another success, which has resulted in excellent results in reducing component costs by extending life on components by reviewing the cause of failure. The preventative actions, which are taken after the review, are implemented by means of Mechanical schedule reviews.

4. PERSONAL QUALITIES AND INTERPERSONAL SKILLS
Of all my personal qualities I value integrity and trust the highest. Traditionally, the Maintenance profession has sometimes been criticised for compromising principles. In the contemporary Maintenance profession, these activities of the past are being replaced with codes of conduct and ethics that state very clearly what is acceptable practice. As the leading supply industry association, they champion and guide the ethical behaviour of their members.

Relationship building has been a professional skill that I have developed since working as a Superintendent within the Contract Mining and Engineering industry. Overall I find that honesty and integrity deliver trust in a relationship. In terms of my current role, I have a range of relationships that I have established and maintain:
* My manager. We agree to meet (face to face) to communicate corporate and departmental issues.
* My team. As a management team, I meet together with my direct reports on a weekly basis to review strategic plans and objectives and to communicate shared issues and events. Importantly, this forum is short and to the point so that it does not develop into an administrative burden.
* Leaders of my internal customer base. These managers need to be satisfied that the Plant & Engineering department is delivering to their requirements. Importantly, I contribute to our internal customer relationships to maintain an open, two-way communication.
* Major equipment Dealers. Even though I have staffs that focus on managing key contracts and dealers, I still schedule involvement with key strategic dealer to discuss corporate direction and potential opportunities.
With regards to my ability to manage complex challenges and diverging priorities, I have a good intellectual capacity and excellent time management skills. My background in Mobile Plant & Equipment often required very complex planning of maintenance and costs. In my current role, everyday within major contracts, step change improvements are delivered by thinking through alternative approaches.

EDUCATION
1972 - 1977 Certificate of Trade Studies
Bunbury Technical College
1979: Industrial Hydraulics #2 Certificate
1980: Industrial Hydraulics #1 Certificate
1980-1992:Caterpillar training coarces.994,992,793,789,785,777,D11,D10,D9,
1993:Liebherr Aust training Courses, 996,994,987,984,252,272,282

PROFESSIONAL EXPERIENCE

09/2006 ¡V Current Pan Australia Laos
Senior Maintenance Planner
ƒÞ Responsible for the Development of Standards relating to maintenance on mobile equipment on projects, operation of equipment to design specifications, equipment availability equal to or above industry standards and control of running costs for plant on project.
ƒÞ Identifying areas of potential cost reduction and working together with maintenance and engineering personnel to develop and implement strategy to achieve reductions in the cost of plant damage through operating / maintenance.
ƒÞ Support senior technical support officer and Maintenance Managers in the implementation and completion of efficient maintenance programs
ƒÞ Provide technical audits of work to ensure plant quality is of high standard and the long-term integrity and safety of plant is maintained.
ƒÞ Maintain close working relationships with the mobile plant engineering teams, Operational Managers and Maintenance Managers.
ƒÞ Accountable for R&M budget of US3.5 Million

04/2005 ¡V 07/2006 Oktedi Mining Limited Papua New Guinea
Planning and Development Superintendent
ƒÞ Leading & motivating the company's Maintenance department with a team of 8 direct reports.
ƒÞ Accountable for an annual R&M budget.
ƒÞ Responsible for the restructuring of the department and implementation of a business planning and objectives process.
ƒÞ Re-engineering of policy and processes to ensure corporate compliance with best industry standards.
ƒÞ Responsible for devising "alternative strategies" with multimillion dollar contracts to delivery shared value to all parties.
ƒÞ Accountable for R&M budget of US12..5 Million

4/2002 ¡V 08/08/2005 Liebherr Aust Pty Ltd, Perth Based
Service Manager-Western Division
ƒÞ Maintenance Standards: Ensuring that maintenance activities are carried out to manufacturers' specification or to best practice standards.
ƒÞ Ensuring that the required level of expertise is available when needed.
ƒÞ Environment: Ensure all activities and those of employees and sub contractors are carried out in accordance with the Liebherr Australia Environmental Management Plan. Active promotion of environmentally responsible work practices.
ƒÞ Quality Assurance: Observe all the requirements of the Quality System, Documentation, and report any non conformance to the QA Manager or in his/her absence the Divisional Manager.
ƒÞ Safety: Ensure all activities undertaken by employees and sub contractors are carried out in accordance with the Liebherr Australia Active Safe Policy and Procedures. Active promotion of safe work practices.
ƒÞ Communications: Liaising with Customers and Maintenance personnel on the programming of plant servicing and maintenance.
ƒÞ Managing suppliers and subcontract labour providers, including provision of purchase orders and receipting of deliveries.
ƒÞ Financial: Preparing plant expenditure forecasts and budgets on a monthly basis for submission to the Plant Manager.
ƒÞ Task Preparation: Preparing short and long term maintenance plans.
ƒÞ Administration: Ensuring all relevant drawings, equipment plant management documentation and histories are recorded and stored correctly.

05/1995 ¡V 01/2002 Clough Petrosea Indonesia
Plant Superintendent (Site)
ƒÞ Accountable for R&M budget of US2.5 Million.
ƒÞ Analyse KPI's and advise Regional Plant Manager of action.
ƒÞ Maintain planning systems and implement action plans.
ƒÞ Strong and accurate planning regime.
ƒÞ Identification of areas that require attention.
ƒÞ Assisting the Plant Manager with specific tasks.
ƒÞ Management of non-conformance system with actions resulting in elimination of the risks.
ƒÞ Monitor availability and reliability issues and develop action plans
ƒÞ Relationship management between operations and maintenance department.
ƒÞ Ensure all activities undertaken by employees and sub contractors are carried out in accordance with the Clough Petrosea safety policy and Procedures. Active promotion of safe work practices.

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