Zwonaka Bilankulu

To drive and coordinate the deployment of APSYS across all departments within the business through animating, coordinating, and diligently challenging its impact on the site vision (objectives/KPI)

• Define the Continuous Improvement strategy of the organization, for the current or next financial year
• Deploy elements of the APSYS roadmap according to pre-defined maturity milestones
• Lead APSYS assessments across all assigned departments (cross-functional teams)
• Scheduled internal APSYS assessments to for assigned domains
• Report APSYS maturity to departmental leaders monthly or as required
• Identify best practices and develop standards for site implementation
• Facilitate training on APSYS & Lean methodologies
• Ensure that all APSYS visual management boards are standardized
• Ensure all EPU teams are trained on APSYS and Visual Management (APSYS Board)
• Support deployment of lean manufacturing as per defined roadmap
• Collaborate with all cross functional teams

• Collecting production data, analyzing outputs, and determining corrective courses of action to promote safety, quality, and efficiency.
• Leading, directing and managing Continuous Improvement projects to improve Revenue enhancement (Africa Growth strategy, Sales discount structure, Pricing) efficiency improvement ( Repair cycle time, Warranty management cycle time, documentation, ), cost reduction ( COGS, Burden & SGA), working capital improvement (AP days improvement , Inventory turns & reduction of E&O inventory) as well as
• Provide World Class Manufacturing techniques to support Lean Manufacturing and Continuous Improvement.
• Material saving projects (Make vs. Buy) across Organizational departments (Operations, Finance
• Leading global Sales efficiency project in South Africa (Back office Efficiency & effectiveness, Pricing
• Efficiency, Sales effectiveness, Sales effectiveness & operations efficiency Delivery performance
• Lead the Company Strategic Goal deployment plan.
• Leading, directing & managing Strategic projects.
• Running idea generation workshops.
• Perform stakeholder analysis and ensuring buyout from departmental managers & senior managers.
• Leading Kaizen events and Value stream mapping workshops and achieving monthly target for Kaizen events.
• Conduct Trainings on Continuous Improvement tools to build a culture of continuous improvement.
• Leading & directing CI small group activities (SGAs) and coaching of Green belt and yellow belt candidates.
• Achieving Monthly budget for Continuous Improvement and Procurement Savings (P&L and balance sheet hard & soft savings and non-P&L and balance sheet hard savings) and ensuring that monthly savings are reported on the CI System.
• Work with business functions to ensuring that reporting on Key Business Metrics is done every month.
• Assist in setting annual operational targets and drive improvements to achieve those targets.
• Identify and implement new technologies, specification of requirements, CAPEX justification, planning and implementation.
• Participate in Senior Management meetings, Emerging Markets Continuous Improvement Monthly calls
• Face to face meetings with Continuous Improvement team to share best practices.
• Leading Stock count processes with finance and drafting of procedures within the warehouse such as receiving stock, stock count ,cycle count, outbound process ,return of goods process
• Facilitate Bi-Annual stock takes and assist with stock variance investigations.
• Reason for leaving: Retrenchments section 189

• Assess, analyze and improve current production methods to reduce overall waste i.e. waste, downtime
• Design, train and implement world class manufacturing standards for the shop floor.
• Drive continuous improvement projects in support of the Unit Managers to achieve OEE targets.
• Compile business cases and cost benefits analysis for all plant continuous improvement projects
• Develop and draft an improved production processes for the plant
• Performing of 3rd party visits monthly
• Liaise with suppliers in case of new product designs and developments .
• Design and implement cost-reductive changes
• Monitor operational efficiencies and take corrective action to improve performance
• Compile weekly OEE RIP performance reports and submit to Plant Manager, Team and all stakeholders
• Liaise with Sales/Planning/Production/Maintenance teams to implement an optimized and cost-effective production plan.
• Analyze and Improve supply chain process from warehousing to DC, Track of all defective returned goods from customers and DC
• Assist with the implementation of Just in time within the supply chain
• Ensure that all components are available and confirmed before production commences as per the plan for both Make and Packing i.e. RM (packaging, powder, tooling, specifications
• Attend Production Planning Meetings
• Drive SMED philosophy to optimize and reduce change overs
• Trail all operators on SMED
• Compile weekly reports on SKU performance i.e. OEE, Change over, volumes and overall performance
• Ensure that the SKU performance report is shared with the production stakeholders prior to next run
• Put together a Knowledge Management System for all production runs per SKU per line
• Develop and implement SOP (Standard Operating Practices) and migrate to BOP (Best Operating Practices)
• Design, develop, approve and implement all production machine settings.
• Facilitate operator assessments against set production standards.
• Update factory passport
• Drive adherence of AM/PM schedules
• Conduct and update all machine capability studies.
• Update PIPs Project weekly
• Compile, update all project charters for the plant and ensure that, they deliver value.
• Assist all production stakeholders in compiling Cost Benefit Analysis reports
• Facilitate all PIP projects and ensure that, there is standard methodology.
• Attend monthly safety meetings.
• Ensure that all accidents/incidents are investigated, and the necessary action taken.
• Promote safety awareness amongst employees.
• Apply corrective measures when policies and procedures are not adhered to
• Maintain good housekeeping.
• Ensure all daily, weekly and monthly reports have been completed on time.
• Ensure that plant performance is reported weekly as per set and agreed timelines
• Compile the operations performance report.
• Manage and update the Factory Passports.
• Manage production Material Storage location, conduct monthly stock counts and weekly cycle counts
• Investigate stock count variance and request approval for adjustments.
• Track movement of material and finished goods daily and report to management in operational meetings.
• Reason for leaving: Received an offer from Xylem water solutions.

• My Responsibilities are to manage compliance of Good manufacturing Practices and Good Documentation practices at all warehouses within the Adcock Ingram Wadeville site.
• Managing of all warehouse daily performances through monitoring daily material picks to production and daily transactions of finished goods off the premises to DC.
• Overseeing deliveries, claims, complaints, continuous improvements, data analysis of daily figures, which will assist you to manage the deliveries and continuous improvements, daily and weekly reporting, to name but a few.
• Monitoring storage capacity within all warehouses and improving of all procurement activities.
• Managing CAPEX projects on warehouse infrastructure upgrades, Head-count planning and line balancing initiatives for Adcock Wadeville site.
• The coordination of project team members in each CAPEX projects.
• Monitoring the effectiveness of Warehouse management systems (Oracle and SAP)
• Procurement of equipment to support overall warehousing operations.
• Signing off credit Memos of all vendor returnables .
• Conducting stock take preparations and training
• Investigating all stock discrepancy through cycle counting then adjust stock on oracle.
• Receipting of materials from vendors and completion of the material observation checklist.
• Loading of purchase orders on the oracle system and filing of GRVs
• Selection and management of approved vendors, contractors and consultants.
• Layout design for plant facility and warehousing.
• Process mapping of raw material supply chain to finished goods.
• Tracking the delivery of raw materials from vendors to point of delivery as well as monitoring the distribution of finished goods to distribution centers.
• Tracking the effectiveness of ABC Slotting in warehouses.
• Facilitating stock takes end of each month in-order to track inventory levels
• Investigating stock variances and reduction of variances
• Assisting Warehouse Manager with Adjustments
• Conducting monthly feedback meeting with the head of manufacturing and production management.
• Initiation of Improvement projects (MUDA and cost driven)
• Lean training and coaching of the warehouse personnel
• Training and coaching all warehouse personnel on updated SOPs.
• Created the waste management SOP and Various other warehouse SOPs
• Requests Provisions to write off stock which has expired, obsolete and is damaged
• Bi-Annual stock take planning with the Warehouse manager
• Closing of Stock take Audit findings
• Closing of Deviations raised and Change control Plans
• Creating Risk-assessments for new processes and deviations
• Industrial Engineering role in the Quality department:
• Create a measuring system for the entire site on Change control plans, Deviations and the other Quality management systems and present to the business during the QMR sessions.
• Reason for wanting to leave: Looking for a new challenge and better career growth opportunities within supply-chain and logistics

• Defining and implementing the Company’s Lean Vision, assuring the optimal use of manpower and material handling equipment with maximal value adding activities and minimal waste in processes as the primary focus.
• Key focus areas include productivity improvement, efficiency improvement and waste reduction(ISO-9001 quality management system)
• Project-planning, scheduling, executing, monitoring and controlling of all lean projects and ensuring that they’re closed on deadline date.
• Facilitating all continuous improvement workshops through course material provided.
• Overseeing of shop-floor ideas and implementation.
• Problem solving analysis through industrial engineering techniques, mainly focused on measuring of VA (Value Adding) vs NVA (Non-Value Adding) activities identified in production.
• Planning of manpower needed for new processes as per project definitions and
• Controlling of database and ensuring communication is done to all relevant departments where amendments have been made;
• Production planning through ensuring that the right materials are conveyed to production at the right time.
• Ensuring that there is sufficient material in all warehouses and also by the assembly lines.
• Conducting Lean projects which help improve, resolve technical problems and inefficiencies of production.
• Giving feedback to management every week in a form of a presentation.
• Attending daily feedback GEMBA Walks on project status.
• Scheduling of lean training to the shop floor personnel and facilitating lean cost saving projects.
• Data analysis of production performances to find room of improvement as well as increasing efficiencies.
• Conducts cost and benefit overall analysis to justify project savings.
• Managing of Industrial engineer interns national and Germans sent in for training.
• Conducting the following lean problem solving techniques.
• Planning of material flow for parts (conveyance routes, layout, warehouse, management systems and supply chain)
• 7’s
• Value stream mapping and line balancing
• Simulation
• Poke yoke, safe proofing
• Gemba walks
• Six Sigma
• FMEA’s
• KPI
• Overall Equipment Effectiveness (OEE)
• Jidoka Automation
• Multi-Moment Analysis;
• Muda Checks; 10 wastes
• MIFA, Kaikaku Waves;
• OEE;
• Root cause analysis
• SharePoint (OPE Reporting & A3 Kaizen Data base);
• Ohno circle or any suitable tools to identify waste within processes and result in waste being removed from the operation
• Establishing MTM standards and Time studies
• Reporting to management weekly on all continuous improvement projects
• CAPEX Projects conducted in a period of 2 years 7 months
• Summary
• Over a period of 30 months I had initiated 15 huge projects and 5 small projects which all were focusing on reducing production costs, identifying waste within processes, application of problem-solving techniques, performance measures from each department /each function within the organization. Looking into headcount reduction, work load balancing, line balancing, conveyance route improvement, layout improvements within Volkswagen warehouses and assembly lines, supply-chain improvement to ensure that parts are conveyed just in time. Some of my functions as an industrial engineer was to facilitate the lean culture within the organization through training of shop floor stuff members in a way that everything becomes practical. Most small projects I conducted were to engage floor stuff team to assist with key potential areas which had room for improvement. By so doing each team player would receive a token of appreciation at the end of each project. Each and every year there was a saving target required from me which initially it was 5 million Rand then increased to 8 million Rand through the projects I would be conducting.
• Below are some of the few CAPEX improvement projects I planned and executed.
• Trucks scheduling and trips optimization of trucks: The organization had more trucks than required and they were bleeding a lot of morning, so my tusk was to put together a truck schedule for each truck and look at how often each of our trucks rotate from VW A-plant to B-plant which however these plants are 30kms apart and however delivery had to be done on time but that wasn’t the case. As much Schnellecke logistics had more trucks to do the deliveries on time there were always bottlenecks within the processes which delayed and costed us a lot of money. So the plan was to identify the bottlenecks, Analyze the planned processes and the current processes which observed they varied. The plan was to look into how the trucks where performing initially and after improvement to measure how much improvement was much through introducing a new schedule, trialing it and also the process as a whole. Financially the project managed to save at least 1,5 million through cutting off of 5 trucks to optimize the process fully and balance the work load within the remaining trucks.
• Forklift and headcount optimization project: Schnellecke logistics rents out its facilities from a certain company which they would pay on a monthly basis. There was an issue that was raised that the company was bleeding more money in such an area so the plan was to hence reduce the number of forklifts within each warehouses and bearing in mind that VW has more than 4 warehouse in which overall there are 167 forklifts and 51 tow motors which are rented. To achieve the target the organization needed of at least 2 million Rand of saving I had to break down all working processes per warehouse, looking at the planned man assignments per each forklift, rebalancing work load per fork in order to remove at least 3 fork from the process which meant headcount would be reduced as well.
• Warehouse and assembly line layout arrangement for the new car models project which aimed on improving efficiencies of the conveyance routes from the warehouse to the assembly line by at least 30% increase. The project had to be implemented over a period of 3 months through which I was running other projects concurrently.
• Problematic packaging project : the double stacked boxes which came from Germany where one of the most problematic when it comes to unpacking since these type of boxes would come with different parts inside which were in small boxes. So VW had asked their suppliers to package their parts in such a fashion to optimize space in their shipping containers. The problem was that the facilities that Schnellecke had couldn’t accommodate such type of packaging since most boxes received in the warehouses would come in standard sizes. As Schnellecke in contract to VW, the company had to downsize all pallets that are received in big boxes into small bins which were stored on flow racks and scanned to the line by a logistician. So, the issue was that those double stacked cases would take so much time while de-boxing/downsizing and Also, they posed a safety hazard to the de-boxers working on the processing. It has been an ongoing issue with no solutions, so the matter had to be escalated to VW by head of logistics. It took at least 3months for the warehouses to receive new shipment packages as the communication was done via Germany. It was an accomplishment which no one could solve that problem as there were certain barriers such as VW losing money through changing back to the old way of packaging but eventually they saw the issues the packaging was raising which someday one of the de-boxers would lose their life trying to downsize the packaging without the right facilities, which those facilities could not be granted because they were costly.
• Wrong part shipment to the assembly line project: Schnellecke logistics has a function of supplying all VW parts to the line Just on Time. As parts are safely stored in the VW warehouses, our function was to ensure that we plan according to the plan given by VW. As parts has to be conveyed from the warehouse to the line called by the system, each area within the assembly line had its on takt time depending on the overall processes done per line each fitment station. As I had a privilege of resolving the problem of wrong shipment or wrong parts conveyed, I had to work with key role players from the shop floor staff members to resolve the matter as it was costing Schnellecke a lot of money as VW would charge the company for whatever mistakes done. I decided to come up with an idea of implementing a pick by x-Band device which would help the logisticians to pick the write parts and pack them correctly onto trolleys. The device was an expensive and secure approach which the company would save lots of money from no mistakes happenings. As this was one of the most biggest technologies the company had ever initiated I had to prove with facts to the executives why we needed such a device and how much in cost would we benefit in years to come. The pick by x-Band concept rolled out which per area it costed a fortune but also saved the organization a fortune and for years to come.
• Reason for leaving: A great opportunity in supply chain and logistics showed up at a Pharmaceutical Industry which was completely different from the sectors I have worked in, meaning new challenges.

• Designing management systems (ISO-STANDARDS 9001, 14001, 18001)
• Consultant is to assist the company’s clients with designing, maintaining and implementing quality management systems. My other role as an Internal Auditor were to facilitate several SABS certification trainings to our clients giving them a broad description of the stages they need to go through for them to be called an ISO certified organization. During the designing phase of the management system I am expected to redesign all the documentations within the client’s company in relation to the ISO standard that the company seeks to be approved off. Redesigning of the documentations is done through changing revision dates and document numbers, ensuring that every single document is within the document register file as well as the quality manual file is fully in line with the standards. All forms, templates, procedures and policies that our client has are to be filed in a standardized manner as expected so I ensure that all files contains no errors and are complying.
• Implementing management systems
• Thandela consulting also gave me a full responsibility in their engineering training department to become one of their facilitators due to my abilities of working well with clients and great communication skills. In this stage of implementing the management system I need to ensure our client has send through its certification application to SANAS and that all that was stated on the quality manuals corresponds with what is actually happening within our client’s firm, this is actually done through conducting internal audits so-that when an external auditor arrives from SABS they find every single document revised and updated.
• Maintaining management systems
• After the clients have gone through their first external audit by SABS I prepare them for their second audit which normally takes place after three months. In this phase my roles is to ensure that all filing methods, controlling of records and document control procedures are being followed and maintained as stated on the quality manual. Internal Audits are done regular to ensure that our clients fully understand how management systems operate.
• Reason for leaving: Contract came to an end

• Drawing Layouts for production lines and work floors
• Delivering value to customers efficiently and effectively
• Maintaining a clean, hygienic and safe working area (7S)
• Creating control plans and value stream maps
• Standardization of process and time-studies
• Conducting Total preventive maintenance
• Implementing quality management systems
• Improving work environment
• Designing material handling equipment
• Creating lean savings projects (Lean Facilitator)
• Conducting quality management systems such as ISO9001,14001 (with Occupational health and safety acts)
• Control expenditure, performing time studies and value maps
• Implementing Cost savings projects through efficiencies
• Capacity planning and waste of quality defects.
• Perform Kaizen principles.
• Duration: 18 months
• Reason for leaving: Contract came to an end

• Lean Manufacturing
• I was a supervisor in the shop floor ensuring that operators within the production line are producing the same products using lesser resources, eliminating wastes such as waiting time, inventory, defects, transportation, over production and over processing and reworks. I did design a few material handling equipment such as specialized trolleys to lessen handling damages on products or parts and drawing layouts whenever a new production line is to be put into place
• Quality Assurance (ISO 9001 Standard)
• My duty within this particular company was to ensure that the principles of Lean Manufacturing are fully applied by so doing I would monitor all production processes and solve any problems which arises within the shop floor.
• My other duty was scheduling of production such that a company reaches its through put time and take-time to meet customers’ orders. Ensuring all resources and facilities are available before production to avoid waiting time as well as downtime. Kanban system is worldly known and I have more knowledge and understanding about it since this company focused more on it such a system prevents bottlenecks from occurring due to lack of resources or man power.
• Lean /CAPEX Projects
• Took part in Lean Six Sigma projects which believes that all products of the same part number shouldn’t vary, keeping the product’s standard and quality hence saving the company costs on reworks. Planning, executing and managing projects which are mostly focused on cutting down all unnecessary costs.
• Warehousing and Inventory Control
• These includes the logistics part of things, I also took part in controlling the amount inventory of resources purchased, its usage and the inventory control of the final product (transportation/delivery)
• Duration: 12 months
• Reason for leaving: Contract came to an end