Gloria Shungu

PROCESS & SYSTEMS OPTIMISATION

• Analyse and improve end-to-end manufacturing and operational workflows, applying industrial engineering principles including process mapping, workflow analysis, bottleneck identification, standardisation and continuous improvement; develop structured planning and control systems using BOMs, MRP, inventory data, process requirements and operational KPIs to improve process visibility and efficiency.

MANUFACTURING PROCESS OPTIMISATION

• Analyse manufacturing technologies including SMC (Sheet Moulding Compound), RTM (Resin Transfer Moulding) and hand lamination, evaluating material selection, processing characteristics, material utilisation, processing/cycle time and cost to identify optimum process solutions; support improvements aimed at reducing cycle time, process losses and operational cost while improving manufacturing efficiency and takt-time alignment.

PRODUCTIVITY & MANUFACTURING PERFORMANCE

• Analyse production workflows, process cycle times, takt-time requirements, material availability and operational constraints to identify bottlenecks and opportunities to improve throughput, resource utilisation and production flow; establish performance measures and KPIs to monitor operational efficiency and support data-driven improvement.
• Develop and utilise Excel-based engineering models, MRP tools, BOM analysis, stock and consumption analysis, KPI reporting and cost models to analyse operational performance, identify trends and constraints, support engineering decisions and improve manufacturing planning and control.
• Apply resource utilisation, cost-benefit and total-cost analysis to evaluate materials, processes, suppliers and logistics alternatives, balancing material consumption, processing time, inventory levels, lead times and landed cost to optimise the use of manufacturing resources and reduce avoidable operational expenditure.

• Led BFG's first continuous improvement programme using PDCA, targeting the worst-performing line (door pillars, 3 of 18 panels per day) with a 50% improvement goal.
• Reduced cycle times by 45% (bonding prep, 37.7 to 20.9 min), 25% (bonding, 43.2 to 32.6 min) and 41% (assembly, 38.8 to 23.1 min) by eliminating waste from searching, walking and waiting, achieving a 60% average productivity gain.
• Lifted door pillar output from 3 to 14 panels per day (about 4.7x) and total plant output from 57 to 72 panels per day (+26%), recovering about R80k of daily revenue loss.
• Diagnosed root causes using value stream mapping, fishbone analysis and time studies, which pinpointed bonding and assembly as the bottleneck stations.
• Implemented 5S in door pillar production area, removing clutter and tool searching, establishing designated locations for tools and materials, and embedding daily housekeeping to maintain an organised, safer and faster workflow.
• Standardised the gains with SOPs, standard times and work detail sheets, and trained operators on the new methods so improvements held.
• Built an automated Excel procurement tool with ABC classification, reorder points, safety stock, supplier lead times and capacity, and auto-triggered order signals, to stop material shortages halting the line.
• Designed ergonomic workstation solutions (bracket trolley, mobile tool trolley, adjustable work table, ratchet spanners) to cut operator movement and tool searching.
• Developed station-level PPE and emergency-response guides from chemical MSDS, correcting PPE non-compliance and ensuring appropriate PPE was purchased and used.
• Replaced an unstructured meeting format with a twice-daily production meeting and target-tracking template (under 30 minutes), giving every team member clear daily targets, owners and actions.
• Replaced an unstructured meeting format with a twice-daily production meeting and target-tracking template (under 30 minutes), giving every team member clear daily targets, owners and actions.

• Resolved poor office allocation (mixed-up teams, underused and overcrowded areas) by applying the full SLP process: PQRST data collection, activity relationship chart and diagram, space requirements, block layout and detailed layout.
• Developed office layout plans through systematic layout planning techniques, optimising space utilisation and team collaboration.
• Positioned related teams to enhance space use and workflow, recommending 5S, door labelling, and zone-discipline rules for improved organisation.
• Selected a fixed-position layout for the 400 kg machine and organised components in assembly order to speed up the build.
• Diagnosed assembly bottleneck from work allocation and ergonomic limits, eliminating it through line balancing and effective manpower redeployment.
• Conducted thorough audits of assembly components to ensure compliance with specifications.
• Audited all delivered bolts, nuts and washers against drawings and BOMs before assembly, caught missing, incorrect and surplus items, and escalated them to management, avoiding delays from wrong components.
• Designed a steel support table sized to the machine's weight and control box, sent for manufacture. Interpreted mechanical drawings (third-angle projection) and used technical measuring tools.
• TOOLS & TECHNIQUES: PDCA/Kaizen, 5S, lean waste elimination, VSM, time and motion study, standard time, line balancing, SLP, inventory control, SOP development, Excel, SolidWorks, Visio