grounds maintenance
private
Total years of experience :34 years, 11 Months
general property maintenance and grounds maintenance
Oversee day to day operations om PMC Copper mine
Forecast stock and material requirements.
liaise with supplier and customer on daily activities.
Daily feedback report to customer nd supplier on achievements progress.
Ensue all safety standards are maintained.
Review and adjust SOP / SWP.
Manage the loading and documentation for trucks cross border.
Full supervision for the project fixed term.
October 2016 - current
Sullwald Projects, Sullwald transport, Amersa Rock Products . Batch plant manager ready mix. Heavy vehicle maintenance
In my current role as Maintenance administrator, I Assist the Senior operations manager to meet the demand of customer requirements and strategic on-site objectives, this allows for effective Planning and Deployment of resources to achieve cost effective operations.
I manage a fleet of BELL. Hitachi’s and VOLVO earth moving machines and a fleet of Scania and Mercedes trucks, and a crusher plant with four team leaders and a multicultural staff compliment of up to 250 working in various sections of the origination. I record and measure the Key performance areas and develop strategies to achieve the KPI’s.
I Implemented Inter-departmental meetings, to plan, schedule and execute long term and short-term planning, to meet budgetary controls. This allowed me to drive effective communication of the planning and strategies between Management and employees to meet operational demands.
I do a Monthly management reports, to communicate to the Senior Management Team communicating the achievements and target objectives that have been met.
I designed Control measures and implemented them to improve the coordination of workflow and identify initiatives to improve the efficiency and effective deployment of resources. The introduction of the Internal Customer System, whereby recognition is given and priority to critical needs by various departments, this has been successful resulting in effective teamwork and achieving efficient workflow.
I oversee the daily workflow and have developed a job card system to measure the performance (KPI)of the individuals and turnaround times of the wok at hand. This also allows me to analyze and review training needs to train and develop the team.
I Developed SOP’s and SWP’s for all Maintenance Departments and conduct Work Task Observations, to measure and manage employees to measure the Training and Development
The Service Scheduling Records system developed is to measure and manage equipment this has improved the availability from an average of 65% to an average of 92%.
Correct Procurement Procedures, which allowed me to manage budgetary expenditures, reducing unnecessary purchases.
Time and Attendance Registers was designed and implemented to manage staff movements and control overtime. Reducing overtime hours from 120hrs on average per person to 85hrs per person
Whilst in various roles within the company, I managed and developed various teams and various skills diversity to achieve overall efficiencies.
The Management of staff and overseeing of the Mechanical Garage Work Shop, Engineering Machine Shop, Riggers and Crane drivers, Pump repairs and maintenance were measured by KPI’s for turnaround and performance of each section.
I implemented the tribology on site and trained Key managers and laborers to meet set standards of maintenance, the results were shown with Up time to the various plants by 10- 15 %.
Reporting to the Engineering Manager who delegated projects and planned work schedules to me, the planned work and projects were monitored by data supplied and records captured by the department heads. I generated a weekly report to communicate the progress with this information. I was tasked to act in the absence of the Engineer to ensure effective running of all plants.
Daily Morning meetings allowed me to assess and deploy workforce and equipment to the various plants to meet operations requirements
Daily Checklists were designed and introduced to measure and manage machine hours and fault recording this system allowed for fault finding that was then planned and scheduled for repair. With the information gained from the checklists, I Introduced a Service Scheduling allowing me to measure and manage equipment to improve availability, by using the system the availability increased from an average of 55% to an average of 89%.
The implementation of the Time and Attendance Registers, allowed me to manage staff movements and control overtime. Reducing overtime hours from 40hrs on average per person to 30hrs per person.
I introduced Inter-departmental meetings, to increase team work and to plan, schedule and execute long term and short-term planning. This allowed the workflow to be delivered on time and within budget. I acted in the absence of the Engineer to ensure effective running of all plants.
o Legal Appointments
• 8(2)(i)DUTIES OF EMPLOYERS TO THEIR EMPLOYERS
• GMR 2.7(a) Maintenance GENERAL MACHINERY REGULATION
• DMR 18 Lifting DRIVEN MACHINERY REGULATION
• CR14(2) Scaffolding CONSTRUCTION REGULATION
Farm and Plantation management:
Interum Position after contract completion,
Mike Maritz trust Tzaneen
The running of the farm was an interim post in between work opportunities. Upon reviewing the profits and yields of the Seligna I proposed to the owner to convert to alternative products. The Seligna would give a yield once every 12 - 15 years, whereas an alternative like Avocado would give a yield up to two or three times a year dependent on the maturity of the tree.
I was tasked with the project, to do the planning and ensure the resources were available and budgets were met. The project was completed within 8 months inclusive of the irrigation pipelines and dams and saplings planted. I did the
Managing Staff and Budgets, wages, in addition to contractors used for the project
An additional project running alongside the plantation conversion was the Building project management to Convert the existing farm house to Guest house,
I was tasked with the Project Management to install and implement the oil filtration systems on the Mines and mining machinery in South Africa working with the Samancor group.
Included in the scope of work was the Implemention of condition monitoring on the and Training and development of Tribology within the group. Working with the Engineering department and Management to develop staff and team members to understand and progress to take ownership of new and developing technology.
I did the investigations into Incidents on site designed and incident report to recording damage and repotting failures to Management
I oversaw the Underground logistical management of equipment, diesel bay and overseeing fuel and lube deliveries recording qualities to analyze the efficiency of equipment. Introduced: Service Scheduling Records, this allowed me to measure and manage equipment to improve availability, by using the system the availability increased from an average of 45% to an average of 89%.
I Introduced Daily Checklists to measure and manage machine hours and fault recording, to increase fleet availability. The fault recording allowed for faults to be planned and scheduled for repairs.
Introduced: Pit stop Schedules, to implement preventative maintenance and avoid critical breakdowns. This was proven successful due to the increase of availability.
I was tasked with the Business development and customer service to:
• Anglo Plats
• De Beers
• Hillary Construction
• Samancor Chrome
As owner and CEO of Time 4 consultants I developed and built various brands within the UK market and International markets, in all cases I developed a relationship with the stake holders of the company to do the strategic planning and budget forecasts, Customer analyses to understand the needs and requirements of the business. Successful rollouts of the sales development and logistical developments were achieved.
• Charcuterie Direct, importing and brand development of a unique product to the UK market
• Nutrinnovator Altú food products and brand development of unique products to the UK market
• MangaJo Iced Tea (International and National sales) Ice Teas Development International, UK and European market
• Shalai UK: Brand development UK and European market
• Twisted Juice (The Big Squeeze ) Brand development UK and
• Bundaberg UK (AUSTRALIA) Bundaberg UK (AUSTRALIA)European market
• Inko’s Ice Tea (USA) importing and brand development of a unique product to the UK market
• Soma Organic (UK & Europe)
• Pokeno Pies (Brighton)
Nutrio was a startup company, to Reporting to the commercial director on a 12-month project I was tasked with
• Recruiting training, developing and managing a team of 5 sales business development representatives
• Generating and Implementation of all sales procedures
• Sales reporting
• Managing Budgets
• Daily running of the sales team
• Responsible for maintaining margins and profitable sales
Logistics and Distribution operations
During my time spent at Northern Foods I held a senior manager position reporting to the MD.
I was tasked with Managing a team of 5 sales managers and 3 business development representatives and a group of 65 van delivery sales men.
Planning and scheduling of deliveries and logistic route management was successfully achieved with EPOS hand held systems I implemented within the business. The electronic system also allowed me to measure and manage, time and attendance and fleet movement.
The division I managed was Responsible for the team covering up to 3000 independent retailers for daily deliveries of fresh Baked product with a contribution of £13 million to the business.
I was responsible for the Recruiting training and developing the management and sales team Managing Budgets Health and safety trained (and on the company H & S Committee)
Providing the customer service and Managing Football Stadium Accounts to meet logistical requirements
• (BWFC, Burnley F.C., Blackpool F.C., Stockport county, Manchester united, Manchester city) plus others
I Started as van sales representative and developed my career with the company to area manager northern region (Birmingham to Scotland) Managing a team of 6 area representatives
The first challenge I was tasked with, was to set up an own delivery chain operating a "cash-van sales force" to sell to the independent retailers in London and surrounding areas (Carlton TV BARB area). I managed trained and developed a team of 14 sales representatives to gain traction in the UK market.
Due to the high demand created the company set me the task of setting up a second satellite depot for the South East in the Horsham area to cover the Meridian TV BARB areas
I was then tasked with setting up the national merchandising sales force in the Northern region. This covered the area from North of Birmingham throughout the whole of the Northwest, Northeast and the whole of Scotland.
I was accountable for the development of sales for an unknown brand of products for the Pro-biotic market.
In was also responsible for Recruit, Train, manage and motivate a team of sales representative. Report to the national sales manager.
I was Part of the Yakult project development team. This was Developing and managing the brand implementation to the European market
Area covered northern South Africa . Botswana .
National Service rank corporal
Title Program Hours Training Progress General Industry Occupational Safety and Health Professional 132 Completed Occupational Safety and Health Manager 48 Completed Occupational Safety and Health Specialist 44 Completed Occupational Safety and Health Supervisor 36 Completed Occupational Safety and Health Trainer (Train-The-Trainer) 36 Completed Safety and Health Committee/Team Leader 36 Completed Safety and Health Committee/Team Member 32 Completed
