Confidential Résumé

Craig Young5 Dafield Court

Rosanna Victoria 3084Private Telephone: (03) 9457 3926

Mobile: 0407 883 027E-mail: craigglenys@optusnet.com.au

CAREER OBJECTIVE

A challenging role in an innovative, small to medium-sized organisation seeking to create business expansion, through facilitation of change management programs to address organisational efficiency, sustainability, systems improvements, staff development and improved quality awareness.

SUMMARY

A responsible, personable and objectives-focussed professional, with ability to initiate and facilitate organisational change and improvement. Highly organised and methodical with emphasis on procedural clarity and accuracy. Able to communicate across organisational levels and in an appropriate manner to effect change. Resourceful and creative. Excellent written presentation skills. Able to see ‘big picture’, yet attentive to appropriate and necessary detail to promote consistency of operations. High-level research, problem solving and investigative skills adopting a pre-emptive approach. Highly numerate, computer literate and financially aware, with justification experience for capital expenditure. Management and technical experience and qualifications.

PROFESSIONAL EXPERIENCE

ABILITY WORKS AUSTRALIA LTD June 2001 to Present

Operations Manager

A unique role in a unique organisation. Ability Works (formally Roytal Enterprises) is a non for profit organisation who employs people with disabilities. The Operations Manager is responsible for the overall operation of the organisations four commercial interests and warehouse. These four sections being – Wire & Fabricated Products, Brush Ware, Contract Packaging & Assembly and Logistics Services (3PL warehousing). Key responsibilities and specific achievements:

Facilitated the design and manufacture of a tag sorting robot in September 2016. The robot is fed 700+ sorted tags daily, reads the tag, checks the data base and sort to one of 60 possible outcome locations.

Developed a mesh bending process for a major customer in April 2014 that has double the bending output with a more consistent product. Result is the customer is not “going to China” for the product as the business increases.

Designed and developed with a major customer the daily sorting of laundry. Process started in early 2013 and now double the capacity has been achieved with people with disabilities.

Setup and implemented the monthly packing of a beauty sample box. 2012 started with 3,000 packs to now with 30,000 packs packed in a 7 day period.

Designed and built manufacturing aids to enable people with disabilities to produce accurate and quality products at reasonable output speeds. This is ongoing with new jobs providing their own set of aids needed. Many aids have led to doubling of outputs comparable with the wider industry.

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Introduced sensor technology to welding processes that have resulted in reduction of error rate from 10% to under 0.5% rejects. Also the technology has allowed the wider disability group to operate the machinery.

Oversee all production and processes for the efficient running of the various sections whilst maintaining an “inclusive” policy for people with disabilities.

Consolidation of the 3PL warehouse operation with the introduction of an online store that requires daily order picking and despatch.

Electronic tag testing and sorting. Setup and implemented a process for the electronic testing of e-Tags for a major corporate customer. Currently testing 800+ tags per day.

Mail sorting. Setup and now successfully running the daily mail run for a corporate client. Mail is dropped off daily and all is sorted and opened by 12noon to 28 categories.

On a daily basis liaises with customers to provide unique solution to their production needs with innovative design, quotations and simple solutions.

In mid 2010 implemented and ran the instillation of SAP Business One to the organisation. Stage two implementation of MRP and Inventory Management commenced in 2011.

Established in 2006 a Pick, Pack and Despatch process (now Logistics Services) for a major stationary designer. This operation was expanded in late 2010 with the addition of a further 3 companies and moved to a separate site.

Introduced weekly scheduling & planning systems. Planning of work flows and crewing needs through each section of the business. Major challenge being that all employees are on part time working 2 days per week. This is ongoing and continues to be used today.

Developed a more formulised and accurate quoting system under the ISO 9002 accreditation. This has resulted in the company returning a good budget surplus in the first six months of the 2002 financial year with greatly improved customer satisfaction.

Introduced methodologies and a systemised approach to line layouts with an area redesign in the brush department resulting in a 20% increase in daily output. Process & Assembly area has been set up in job cells also giving a positive result.

Introduced computer hardware and networking to production areas 2003, which have provided an improved communication link for production staff.

Successfully implemented expansion of wire area to accommodate double the previous production output. This ongoing with recent production in 2010 expanding to a 2 nd shift operation for 3 months.

Successfully managed the change from reliance on two main customers to a multi customer fast turn around environment.

BORAL ROOFING September 2000 to June 2001

Production Manager

This role is responsible for the overall management, motivation and development of the plant and stock yard teams. The facility produces approximately 12,000,000 tiles per annum to a production value of approximately $7,500,000.

Established information sharing and daily meetings to establish an open and commutative environment.

Set up quality and training programs based on the skills and needs of the business to develop it into the future.

Sourced and managed the installation of a sand hopper feed system worth $250,000.

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Create a more open organisation with skill sharing from other tile plants within the group.

LANES BISCUITS PTY LTD. June 1994 to September 2000

Lanes employs over 400 staff in 24-hour continuous manufacturing operations of over 100 product lines. Annual turnover in excess of $80M.

Productivity Improvement Manager (April 1996 to September 2000)

In a newly created role, responsible for accumulation and analysis of productivity data, identification of improvement opportunities, documentation of procedures and facilitation of team-based change programs.

Developed Standard Operating Procedure format and personally prepared over fifty separate procedures. Utilised graphical representation of instructions to allow ease of understanding within multi-lingual environment

Increased procedural awareness amongst manufacturing staff, created consistent performance across shifts and enhanced Quality Control and product traceability

Developed system on BPCS for production data capture, product on hold, waste tracking and reporting. Produced economical and accurate forms, providing a clear picture of stock levels, resource waste and inefficiencies within 24 hours

Utilised information to justify purchase of capital equipment and to target process improvements and ongoing operator training needs

Reduced annual waste disposal costs by $90K and generated income stream through identification and adoption of modified waste processing strategy

Developed, implemented and maintained comprehensive Pest Management Program, delivering 200% reduction in pest activity within 12 months. Authored procedure in conjunction with external consultant, set up data capture and reporting systems for continual monitoring

Initiated improvements on critical manufacturing process, reducing cleaning time by 75% with improved safety and reduced incidence of back injury

Warehouse and Inventory Controller (November 1995 to April 1996)

A six-month assignment to update warehouse operating systems and procedures and to redesign equipment and product storage.

Analysed existing procedures and implemented automated stock control, customer service and delivery to production. Reduced factory stock levels by 50%, eliminated delivery errors and minimised stock take errors

Implemented training of stores personnel on computers, MRPII system and methods of raw material tracking and delivery to production

Productivity Improvement (July 1995 to November 1995)

Production Manager (June 1994 to July 1995)

Successfully lead team that learnt a Sydney based biscuit business and then integrated the business into the main site in Melbourne.

SMORGAN ARC September 1988 to June 1994

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Steel Department Supervisor (August 1990 to June 1994)

Improved product traceability and customer service through implementation of computerised bar-coding system, aSa, reducing annual recording costs by $120K

Established skills-based Employee Assessment System, linking pay rates to acquired skills and providing appropriate training to facilitate a more effective and motivated workforce

Reduced manufacturing errors by 70%, through provision of mathematics training program and as computers were introduced, provided training on computer operations to staff requiring knowledge of their use

Industrial (Project) Engineer (September 1988 to August 1990)

Installed and commissioned $2M steel manufacturing operations department and trained operators

Improved safety, work flow and throughput by 25%

NABISCO BRANDS August 1984 to September 1988

Biscuit Line Supervisor (March 1988 to September 1988)

Industrial Engineer (August 1984 to March 1988)

Increased performance of Robot Palletising equipment four-fold, through redesign and reprogramming

UNPAID WORK

Head of Properties – Melbourne Gang Show 2002 – Present

Every year from January to July work with the Production team to interpret the design, develop the concept and manufacture props for 140 case members in this two act theatre production.

Attend new show design meetings August to December each year.

Each year there has been a special challenging item that requires a high degree of team work between the props and costume department. In 2009 it was a 16 person Chinese dragon, 2010 making 15 kero lanterns with battery operated flames and 2011 a fully worn dragon suit with extended head and animated eyes. 2013 mobile flaming witches cauldrons, 2014 invisible UV house that flys apart.

Run Props location backstage during show run and train scouts in the theatre craft.

Member of Proprieties and Scenery construction – Melbourne Gang Show 1983 – 1990

Help design, paint, build and procure a large number of items for shows.

Work as a member of the backstage team during the two week show run.

QUALIFICATIONS

Post Graduate Diploma in Management, Deakin University 1991

Bachelor of Engineering, Manufacturing, Swinburne University 1984

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Completed requirements for accreditation as an energy rater using First Rate Energy Rating System 2004

Certificate IV Renewable Energy Technology Feb 2009

Certificate IV in Fitness SIS40210 – Personal Trainer May 2016

Les Mills Certified Body Pump Instructor with AIM 1 2010

Les Mills Certified CXWORX Instructor Jan 2014

Cub Scout Leader since 1982 – received a 2004 Australia Day Awards for services.

Cub Scout PLA (Personal Leader advisor) since 2009

PROFESSIONAL DEVELOPMENT

Obtained Queens Scout Award 1978 Obtained Paden Powel Award 1988

Train the Trainer NATA – Internal Audit Program

Level 2 – First Aid Safe Working in Confined Space

Private Pilots Licence

PROFESSIONAL ASSOCIATIONS

The Association of Professional Engineers, Scientists and Managers, Australia (apesma)

Member of Alternative Technology Association (ATA)

PEOPLE WHO KNOW MY WORK WELL

Referees are available upon request for both professional employment and unpaid work.