Project Manager
Alstom
Total des années d'expérience :19 years, 1 Mois
Working as a part of a multidisciplinary, large team as a Project Manager - Risk, Safety & Quality Assurance on the $140M contract
with SA State Government with the objective to deliver Adelaide EMU trains.
* Lead and manage the project team including Quality, Procurement, Engineering, Operations and Planning function representatives.
* Lead risk management and facilitate the development of processes and/or initiatives which mitigate threats to the successful
delivery of strategic and operational objectives, whilst developing safe operating processes and procedures.
* Manage RoP (Risk and Opportunity to improve) for the project; define mitigating actions for risks and collaborate with the project
core team to reduce risks probability; manage contingency and release risk values to EAC budget of functions.
* Maintain a proactive approach towards CoT (Cost on Track) activities within the project by creating MEP (Margin Enhancement
Program) to avoid budgets overrun, drawing upon sound commercial acumen and financial management skills.
* Directly accountable for Change Management, Variation Orders, and the Program’s critical path management.
* Work closely with the client and assist the Project Director with on-time payment milestones.
ACHIEVEMENTS:
* Managing risks and opportunities within Adelaide EMU project with approx. $7m risk provision. To date, by means of defining
appropriate mitigation actions I have effectively released approx. $1.3m back to the project contingency with another $800k in
the pipeline, with only one third of the project timeline passing since project was awarded.
* Own and manage MEP (Margin Enhancement Program) within my project with approx. 110 meaningful actions to reduce
wastage within various activities of the project inclusive of production, supply chain, sourcing, parts planning, and QA.
- PRODUCTION: Focused on fit-out assembly area, five main activities with the highest NCRs (non-conformity reports) were
identified. The identified NCRs were caused in approx. $300k NCC (non-conforming cost) since project had been commenced
and I managed the task force and was involved directly using 8D & Fish Bone techniques to identify root causes and implement
corrective & preventative actions. As a result, those five high-cost NCRs did not reoccur anymore.
- SUPPLY CHAIN: Process analyses regarding to cash flow within project’s financial performance revealed that poor inventory
management resulted in high volume of parts being held in stock in spite of what actually was needed in production. Managed
the topic directly to align project’s schedule with supply chain demand planning in order to optimise the gap between when
parts turn up and when they are actually needed.
- QA: Upon project commencement, I ran several major DFMEAs together with SMEs to identify potential failure modes caused
by various design elements and scenarios. After the design freeze, PFMEAs prepared to minimise potential production hiccups
resulting in less NCRs for project compared with similar project done in the past. As I managed and was involved directly in
major FMEAs since the design phase through production, appropriate FMECAs and FRACAS activities have resulted in less
repeating issues for EMU trains in revenue service.
Australia (BTA) strategies across Australia to enhance key supplier quality assurance
processes including Non-conformity Management, Concession Management, Root Cause Analyses and 8D reports, Part Approval
Process management including Quality Contract Review, Pre-Manufacturing Review, First Article Inspection and First Sample
Installation Inspection as well as FMEA, inspection test plan ITP, and Corrective Action Request (CAR) management.
* Led and performed high profile audits at strategic and project level from business, quality system, supply chain management, on-time
delivery (OTD), capacity and capability perspectives.
* Supplier Development Management inclusive of KPI designation, low performing suppliers identification, audit conducts, areas for
improvement, action plan preparation, corrective and preventive actions implementation and process standardisation.
* Led teams, focused on the team performance at different levels, trying to keep them motivated and engaged; SMART Objective setting
with the intention to coach the team based on Situational Management (Ken Blanchard) methodology; consistent approach towards
my multicultural and diverse team across the country.
ACHIEVEMENTS:
* Upon my commencement, Non-conforming Goods (NCG%) for Dandenong site was around 7% which meant seven percent of parts
supplied were non-conforming which was a huge quality problem. I was appointed to focus and bring down site’s NCG% hence I
created meaningful KPIs to monitor performance of key suppliers which resulted in identifying poor performing suppliers (PPS).
I managed and was directly involved in auditing PPSs in order to support them to improve and reduce the rate of delivering non-
conforming products. In parallel, design reviews with SMEs were in progress to improve DfM (Design for Manufacturability).
I facilitated tens of workshops with tangible outcomes where after five years, Dandenong site’s NCG% was down to 3%.
Supply Chain and Sourcing
The Middle East and Paris, France
Produced cast iron automotive engine parts such as Block Cylinder, Crankshaft, Fly wheel and Head Cylinder also braking disks
whilst driving continuous improvement and MRP.
* Led and supervised over sixty staff in the manufacturing shop with one daily direct report and five monthly reports to the GM.
* Cost analysis of products and provide annual cost reduction plan to the GM with respect to quality issues with no redundancy in
strict adherence to HSE and environmental regulations based on ISO 14001 and OHSAS 18001.
* Implement R&D ideas in production to increase motivation of the staff and productivity of the shop.
* Worked closely with the technical units to reduce non-predictive shutdowns and applying Total Preventative Maintenance (TPM) in
shop.
* Applied 5S in the shop and leveraged continuous improvement such as Kaizen and Design of Experiments (DoE).
ACHIEVEMENTS:
* Reduced costs in the manufacturing core-shop by modifying the cold box sand PH and catalyst consumption $20, 000 plus p.a.
* Oversaw safe, efficient operations of all machinery, ensuring maintenance, training and correct use of all plant and equipment.
PUBLICATIONS
* “Effects of core's sand PH on catalyst consumption in cold box process" seminar of the casting foundries, 2009
* “Reaction of Mn in the melt of Iron with the Silica sand core" Magazine of casting foundries, 2010
