Ian Stuart Allanson
Werombi,NSW
Summary
Operations Management, CI and automation specialist with proven expertise in streamlining processes and implementing innovative solutions to enhance operational efficiency. Strong focus on team collaboration, driving projects to successful outcomes, and adapting to evolving needs. Skilled in all aspects of CI tools, robotics, and data analysis, with strategic mindset and commitment to achieving results. Reliable and flexible, fostering culture of continuous improvement.
Overview
29
29
years of professional experience
1
1
Certification
Work History
Self Employed Management and CI Consultant
Kingspan Water Tanks
04.2025 - Current
- Developed tailored strategies to enhance client operational efficiencies across various industries.
- Conducted comprehensive market analyses to identify growth opportunities and inform client decision-making.
- Facilitated workshops to train clients on best practices in project management and resource allocation.
- Advised clients on process optimization, resulting in improved workflow and reduced operational costs. 15% increase over 3 month period with a 4% reduction in absenteeism
National Automation Manager
METCASH
01.2023 - 04.2025
- Strategic overview of all critical spares for machines at 5 Mega DC’s
- Led automation initiatives that enhanced operational efficiency across multiple departments.
- Implement Overall Equipment Effectiveness (OEE) Dashboard for all machinery at 5 Mega DC’s, using “Automation 6 biggest losses strategy”, 25% uplift on OEE compared to base
- Developed and implemented strategic plans to optimize automated systems and processes.
- Implement Standardised communication practices, allowing for a rhythmic governance of issue control and mitigation / elimination of errors for all automation across the country using RCA and FMEA as a basis
- Implement Total Preventative Maintenance (TPM) practices across all major automation, allowing for data driven decisions
- Author Maintenance Schedules for ongoing contracts, allowing for greater management of service partners with reportable Key Performance Indicators
- Lead projects for current upgrades or new automation commissioning, involving all internal and external stakeholders
- Provide strategic direction for end-of-life decisions on existing automation, upgrade v new, providing the board with solid business cases
- Provide coaching and mentoring to Logistic Operation Managers on how to manage automation using established production systems, such as OEE and TPM
- Key Achievements include:
- Led a team of SME’s who scoped, planned and delivered a brand new 32000 tote Goods to Person (GTP) machine on time and to budget at Truganina, Victoria. This team included members from operations, Merch, Inventory, training and IT
- Led a cross functional team in the transition of Automation and stock from old mini load (Laverton) to the new GTP (Truganina). This was achieved ahead of schedule and ahead of budget
- Led operations team, commissioning Truganina GTP, from start up to full gazetted max speed within a 6-week period. This has been claimed by Dematic to be the record from start up to full pace of any new machine they have commissioned. This provided minimal disruption to our customer network
- Record GTP commissioning allowed for a surplus in contingency budget, as 9 months ramp up had been budgeted for. This also allowed for redeployment of labour in crucial Christmas period, due to 50% reduction on lead time over the old Laverton machine
- Led Cross functional workshops and weekly communication sessions for transition of Grocery, Perishable and ALM pillars. Moving 68000 pallets on time and to budget to the largest single-story warehouse in the Southern Hemisphere (Truganina)
- Led a cross functional team, generating a business case for Autostore automation and sortation which has been approved by the METCASH board for commissioning in 2026. Payback of 4.8 years and will combine numerous pillars into one machine
- Identified and implemented with NSW inventory team a process to identify min/max triggers for Full Case Pick allowing an increase of 18% productivity in decant activity
- Decreased cost of maintenance for Full case pick and Knapp machines, through weekly stakeholder reviews and problem-solving events. This had a saving of 480K in FY24 over the previous FY23
- Asked to stabilise Huntingwood on 2 separate occasions, working with the operations team to yield 8% and 12% improvement respectively
National Continuous Improvement Manager
METCASH
01.2018 - 01.2023
- Standardise metrics across 5 mega DC’s allowing for management dashboard and floor governance using Safety, Cost, Service, Performance and People
- Use Gepps Cross DC as “model site”, implementing standard work, 5S, visual management, problem solving and basic value stream mapping to identify waste in processes. This was underpinned by a basic operational excellence assessment
- Work closely with front line teams, including site leadership, providing coaching and implementing CI tools allowing areas to identify quantifiable cost savings
- Mentored and coached senior Operations Managers in all aspects of CI, increasing each sites productivity by 12% on average and improving safety metrics to a METCASH all time best
- Run cross functional workshops, identifying savings and process improvements across the value stream
- Improve overall problem-solving culture, deploying 5 WHYs as a minimum standard in all operational areas enhancing planned v actual process
- Key Achievements include:
- 28% increase in productivity on Full Case Pick machine, employing CI principles and communication
- 30% decrease in product breakages (Full Case Pick) machine, using CI principles such as Value Stream Mapping and mistake proofing equating to 270K saving
- Implement CI system at Gepps Cross, working with Logistics Operations Manager to store person level, cementing “Line of Sight” comms process for visibility across the value stream, this yielded a saving of 310K in first financial year
- Seconded to Manage Huntingwood Perishable shed for a period of 5 months, increased performance by 15% to engineered standard, 25% increase in overall carton p/h rate, reduced absenteeism from 11% to 4% using such tools as pacing boards, regular morning start ups and on floor Root Cause Analysis with the team
- Key leader to introduce “Evolve” programme to METCASH, improving capabilities across 4 areas. 1) Supervisor Training and Capabilities 2) CI tools and their use 3) Workplace planning and programming 4) National standardised labour training and Casual retention
National Continuous Improvement Manager
CSR Light Weight Systems
01.2016 - 01.2018
- Author, Set - up and project manage an Operational Excellence Programme across 5 Light Weight System sites nationally, including a 10-pillar site assessment
- Roll out the training plan at senior management level to front line, including 5S, Visual Management, 8 Wastes, Standard Work, Problem Solving, Quick Change Over and Skills development
- Set - up visibility rooms across 5 sites nationally in conjunction with structured Line of Sight meetings, enhancing planned vs. actual performance and decision making while eliminating silo mentality
- Set - up cell-based visibility boards at the line, with team members, projecting planned v actual, key performance indicators and an issue generation / rectification system
- Mentor senior leaders in the use of A3 methodology and reporting
- Work with Senior Leaders developing a balanced scorecard under S, Q,C,D,M,E methodology
- Work with individual teams to identify Improvement Projects, rank through Cost Benefit and resource accordingly to completion
- Key Achievements include:
- Average improvement of 11% OEE (Overall Equipment Effectiveness) across 5 sites
- 28% reduction on initial Change over times on all 5 sites through the use of QCO methodology
- Identification and scheduling with frontline teams of over 30 IP projects with a benefit of $13 million, over the next financial year
- Over 2000 3C strips generated by front line teams fostering a Kaizen culture
- Average 2% reduction of “first pass scrap” across 5 sites, a $3.2 million saving
National Continuous Improvement Manager
Iplex Pipelines (Fletcher Building)
01.2014 - 01.2016
- Set - up and project manage a system which focussed on scrap and defect reduction in 7 manufacturing centres around Australia. Utilised Advanced Problem-Solving techniques and A3 methodology
- Work with a project team of 4, to regain market share in the plumbing market sector. This was essentially a tiger team working with an “ambiguous” issue
- Project manage the implementation of “Fletcher Building Operational Excellence” programme across 7 sites nationwide and provide subject matter expert input to the authoring and training of subsequent modules
- Provide key support to functional areas during implementation, focusing on Safety, Quality, Cost, Delivery, Morale & Environment pillars (S, Q, C, D, M, E)
- Key coaching and mentoring of management team and front-line supervisors, encompassing lean tools and operational management
- Part of a Senior Management Team working towards specified goals in the Iplex Turnaround Plan
- Liase with Fletchers Executive on a monthly basis, highlighting programme results & scrap reduction numbers
- Set up a streamlined Daily communication matrix, which looked at the reporting of all business units KPI’s across 7 sites nationally, allowing for quick decision making and strategic planning / problem solving
- Set up and run Kaizen, TPM & quick shot workshops
- Key Achievements include:
- A return of $6.2 million over an 18-month period due to scrap reduction initiatives, driving scrap from 9% to 5.5%. This is now a standard process
- Delivery of “Ipledge promise”, a market rebranding to Plumbing Merchants which has delivered a 38% increase in volume, 22% increase in DIFOT, quote turnaround of 100% within 24hrs, Credit acknowledgement of 100% and an increase to 82% of all calls answered within 30 seconds. Metrics are measured daily through Line-of-Sight communication. Value Stream mapping and associated tools used.
- Manufacturing Excellence programme delivery & Implementation tracking above Fletcher Building average as compared with standard Lean Assessment Audit
- 1 of 30 chosen from a pool of 19000 employees to attend the Fletcher Building Leader’s Edge course 2015. Executive Recognition, our team produced the best Strategic Business initiative in the history of Leaders Edge
- Delivered standardised, Line of sight communication set - up, highlighting areas of improvement on a daily basis allowing management of the business in all aspects of (S, Q, C, D, M, E). This has been a key to helping Iplex return to profitability by focussing all teams on cross functional solutions with urgency
- Developed and ran several companywide workshops on Value Stream and “How to break down the walls of the silo”. Instrumental in forging relationships on a national level which lead to the rapid improvement of KPI’s for Ipledge
Self Employed Consultant /Trainer - Lean Methods
01.2009 - 01.2014
- Delivery of training to groups in accordance with Certificate III and Certificate IV Competitive Manufacturing competencies, which include Leadership of 5S, Mini Business set-up and KPI generation, Quick changeover methodologies, Value Stream Mapping (waste identification & Cost Factors), Problem Solving Tools, Quality Standards, Total Production Maintenance (TPM) and Mistake Proofing of processes.
- Liaise between senior management and teams, aligning company business plan with team objectives and Key Performance Indicators.
- Generation and fostering of team plans, A3 methodology, using the Plan Do Check Act (PDCA) cycle, to realise results on identified improvements.
- Standard Reporting to training provider on key milestones in accordance with assessment criteria
- Balanced Business Plan setting and senior management goal / KPI setting
- Key Achievements include:
- Reduction of 80% in errors stemming from Sales Request for Quote inputs (Geon Print). Annual saving of $1.2M. Total re-engineer and standardisation of administrative process nationally
- Stream lining of factory floor lay out using 3P and 7 way methodology, decreasing lead time by 3 days with savings of $600K per annum
- Successfully project managed the implementation of Lean programmes at 9 different businesses
Operations Manager
Boeing Aerostructures Australia
09.1996 - 01.2009
- Developing and implementing plans to achieve KPI’s in Quality, Cost, Delivery and safety, for Boeing 777, 747 and C130J composite programmes.
- Managing 6 teams across 3 shifts totalling 48 direct reports, and associated plant equipment to achieve targeted & budgeted KPI’s.
- Identifying opportunities of improvement, realise opportunities through the use of Lean process & continuous improvement tools.
- Use of the Boeing balanced scorecard to achieve company lean outcomes
- Conducting first contact with labour, regarding IR related issues and grievances within the teams.
- Developing and maintaining a culture of Quality, Cost, Delivery, Safety and Morale.
- Driving towards a “process-based organisation”, implementing relevant sections of the business plan to functional areas.
- Eliminate safety issues using Hierarchy of controls and Boeing IRS system. Carry out duty as Equal Opportunity Officer.
- Ensuring all activities undertaken by the team; comply with relevant acts and legal demands, in the areas of safety, ethical standards and equal opportunity policies.
- Monitoring employee work practices assess and remove potential hazards from the work area.
- Administration and implementation of communication programmes for employees regarding relevant work procedures or policies.
- Actively participate in implementation of strategies, tactics and company decision making, in line with Balanced Business Plan.
- Work with internal and external stakeholders / customers to support business operations.
- Led numerous, weeklong workshops, encompassing Value Stream Mapping, TPM and 3P, delivering savings to relevant departments.
- Key Achievements include:
- Implemented the first composite moving line at Boeing Aerospace Australia, utilising Boeing’s 9 LEAN
- Tactics to gain 25% operating efficiency, in turn increasing capacity for new work.
- Implemented Leading Edge Rib Forming, changing process from traditional ply on ply lay-up to Vac forming, using the 3P process, 73% saving on touch labour hours.
- Completed Apollo Route Cause and Design of Experiment (DOE) to complete corrective actions on Boeing 777 skin porosity, saving the project $25,250 per month and reducing non conformance by 60%.
- Selected to become Site Shift Manufacturing Manager for a period of 18 months, aligned afternoon and night shifts with current Lean systems. This cultural shift allowed for standardised work/operation across the enterprise. Total of 65 direct reports.
- Selected to be Project Manager for Boeing 777 skin wheel removal trolley project, this reduced Lost Time Injuries by 100%, for this procedure, allowing the business unit to improve OH&S statistics.
- Won the “best ergonomic design” prize, for Boeing 777 skin wheel removal trolley project, out of all Boeing sites worldwide.
- Selected on 12 occasions to assume my manger’s role whilst they were on leave or travelling for business.
- First Team leader in composites to embrace a weekly stand-up meeting for 5S and lean reduced footprint of loading area by 15% and standardised consumable ordering.
- Established a visual parts tracking system for the area, allowing management to ascertain parts flow at a glance, through the value chain.
- Promoted to Operations Manager.
- Oversaw daily operations, ensuring compliance with industry regulations and safety standards.
- Streamlined production processes, enhancing workflow efficiency and reducing operational delays.
Education
Diploma - Business
Graduate Certificate - Management
Certificate IV - Training and Assessment (TAA04)
Certificate IV - Competitive Manufacturing (MSA41108)
Lean Six Sigma - Green belt
Certificate - Occupational Studies – Fitness Industry
Certificate - Commercial Airplanes
Skills
- Operational Management
- Strategic Business Planning
- Lean methodology application
- Lean Six Sigma expertise
- Organizational change management
- Quality assurance
- Advanced problem solving
- Project Management
- Data-driven executive reporting
- Strategic management coaching
- KPI development
- Team development
- Process Standardisation
- Balanced Scorecard Implementation
- Training and Assessment
- Strong attention to Safety Health And Environmental Awareness
- Coaching / mentoring
- Warehouse transition and commissioning
- Large Goods to Person Automation commissioning and management
Certification
- Advanced Management Skills
- Fletcher Building Leaders Edge Course
- Boeing Lean manufacturing modules 1 -12
- Practice and teach 3P (Production Preparation Process) / Lean as taught by the Shingijutsu Lean organisation of Japan
- Aircraft structures, composites 1& 2
- Training and facilitation of small groups
- Project management
- PROSCI – change management accredited
- LSI participant at Boeing, CSR and METCASH
Hobbies and Interests
Aviation, currently hold an unrestricted Australian Private Pilots License., Natural Body Building – Mr Natural NSW 1997/98, Mr Natural Sydney 1997., Tennis and golf., Public Speaking, Toastmaster participant
Timeline
Self Employed Management and CI Consultant
Kingspan Water Tanks
04.2025 - Current
National Automation Manager
METCASH
01.2023 - 04.2025
National Continuous Improvement Manager
METCASH
01.2018 - 01.2023
National Continuous Improvement Manager
CSR Light Weight Systems
01.2016 - 01.2018
National Continuous Improvement Manager
Iplex Pipelines (Fletcher Building)
01.2014 - 01.2016
Self Employed Consultant /Trainer - Lean Methods
01.2009 - 01.2014
Operations Manager
Boeing Aerostructures Australia
09.1996 - 01.2009
Graduate Certificate - Management
Certificate IV - Training and Assessment (TAA04)
Certificate IV - Competitive Manufacturing (MSA41108)
Lean Six Sigma - Green belt
Certificate - Occupational Studies – Fitness Industry
Certificate - Commercial Airplanes
Diploma - Business
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