Production Supervisor (Shift In-charge) (Dec 2009 - Nov 2014) Position Overview: Maintained responsibility for leading team of between 20-30 operators producing daily an average of 55000 units over a shift operation. This involved the provision of supervision of high capacity packaging lines to guarantee daily targets, monthly schedules and product launches were achieved. Key Responsibilities & Accomplishments: • Represented the department in the capacity of spokesperson to Therapeutic Goods Administration (TGA) Auditors; a successful audit with no records deviations. • Liaised directly with suppliers regarding packaging material, making changes that enabled more effective production and increasing efficiency. • Trained operators to confidently …show more content…
• Undertook batch documents review, reconciliation, and investigations within the allocated lead times. • Worked closely with Quality Assurance to ensure packaging and batch documentation were accurately performed. • Rewrote a small number of Standard Operating procedures (SOPs) related to the production department. • Generated standard line setup sheets to improve efficiency of line changeovers. • Introduced a new system which significantly impacted positively the changeover time in between the jobs. • Organised training for senior line operators to improve efficiency and structure their work. • Designed work aids to provide a safer procedure while operating and provided input into operator skills level requirements. • Worked together with Engineering to improve machine set-up cutting waste and labour costs. • Consulted with engineering team and re-placed line layout to ensure a safer working environment. • Performed and monitored department Time and Attendance. • Reduced labour and finished pack costs by 50% combining two processes into one. Production Officer (Mar 2008 - Dec …show more content…
Team Leader/Employee Safety Representative/Second in Charge (Jan 2004 - Mar 2008) Key Responsibilities & Accomplishments: • Lead a team of between 4-10 operators to produce an average of 20,000 packs over a shift operation on a daily basis. • Contributed in the capacity of Second in Charge (2IC) in the absence of the Production Supervisor. • Provided supervision of high capacity lines ensuring daily targets, monthly schedules and products launches were met. • Performed Batch document review, reconciliation, and investigations within lead times. • Worked closely with Quality Assurance to ensure packaging and batch documentation was accurately performed • Contributed to numerous Company projects as part of ‘Project Streamline’ – an internal project. • Conducted internal audits in OHS, such as Risk Assessments and Job Safety Analysis (JHAs). • Coached operators to confidently operate internal and external (SAP) computing systems and machine equipment required for packaging process, offering ongoing support and assistance. • Upskilled and trained operators to use Allen Bradley PLC’s. EARLIER WORK
Protective packaging is sold to organizational customers through select distributor networks via personal selling. Sales commissions for AirCap are set at 2%. Often, manufacturers must have a regional presence to be successfu...
Lima plant had 50 line foremen and they were supervised by the 13 general supervisors. Foremen were primarily employed in 4 main areas: Production, Maintenance, Material control, and Quality assurance. Most employees at Lima were working in a 12 hour shift (Skinner & Beckham, 2008).
...lothing and equipments in the industry. These will greatly ensure the safety of the employees and hence minimize the injuries. Use of the administrative control and work practices will also lead to the production of quality products safe for consumption (OSHA Quick take, 2010).
Professional Safety, 46(10), 20-25. Retrieved April 22, 2014, from http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=5367632&site=ehost-live&scope=site McGuire, C. (2011, April). Workplace Safety 100 Years Ago! Safety Compliance Letter(2524), 1-6.
This can be achieved through the whole companys operations and employees. He thinks that in order to minimize the companies costs they should be more flexible to satisfy any costumers need. Also they should not hire equipment from the competitors, so they could be dependable. This can be happened by the quality of the companies design and the personal contact with the costumer . his desire is the company to has more production services contract without many
Compliance with all safety regulations of assigned tasks, and ensure a clean and safe working environment with active participation in the health and safety program
TricorBraun relies on having more selections that give its customers control and a large selection of stock molds. In North America and considerable access to global resources factor in custom package design and engineering, logistics, and international sourcing. TricorBraun offers the best packaging options available, and the difference comes from the company 's devoted customers, employees and values they share (http://digitalscholarship.unlv.edu/cgi/viewcontent.cgi?article=1168&context=grrj). During the course of TricorBraun history of leadership and values, have facilitated delivery on promises to customers and
The TA had double checked all the information on the screen before continuing. When the machine had started up she made sure the straps were secure and the client felt no discomfort. The TA had monitored the machine and client until maximum weight was reached to ensure client safety. Before leaving the TA had gone over the importance of the red button that will stop the machine immediately if needed and made sure it was in the client’s palm. The TA had minimized risk by double checking information, interacting with the client to ensure their comfort and safety, monitoring the equipment until it was fully functioning before continuing with other duties and routinely checking the safety before proceeding.
Knowing how to take apart machinery, and put it back together exactly the way it was before, is a big part of this job. Let us say we are both industrial machinery mechanics I am your employee and I thought I fixed a front-end loader for a mine. I took it apart ran some tests on the engine I diagnosed the problem the oil filter was plugged up. I then took apart off the hood found the oil filter
As an aircraft sheetmetal mechanic with a Federal Aviation Administration Mechanic Certificate with Airframe and Powerplant ratings and union representative I have gained a high degree of technical, administrative, communication skills, and human resource knowledge and abilities. This training and experience allows me to perform and advise on which actions to take while maintaining quality and a high level of coworker satisfaction. I mentor employees and provide guidance to management. I have experience from back shops and working on multi-engine aircraft weighing more than 12,500 pounds. I possess in-depth skill and knowledge of maintenance, methods, processes, and common business practices of different areas.
Reducing risk ; reducing the quantity of manufactured so that reducing burden of stock and burden of frequent discount sales
Strong leadership capabilities, with the ability to lead, direct and teach less experienced team members. Adept to complying with safety and operational standards and procedures in a range of settings. Committed to OH&S with the ability to promote continuous improvement in rail safety management.
GM uses this system by containment, disposition, separation, and classification. Such a system guarantees that any outcome that does not comply with specified requirements is restricted from unintended use, restrained, and dispositioned by the administrators. Accompanied by this quality control is the verifying position where first-time quality and process capacity is advanced (Drew, 2011). Every team member is informed about any modifications in the production process and who and when to summon for assistance in the event of any quandary. Every team is also included in the problem solving to reach any improvement in goals.
The second way is to achieve low direct and indirect operating costs is gained by offering high volumes of standard products and offering basic no-frills products. Production costs are kept low by using less parts and using standard components. Limiting the number of models produced to ensure larger producti...