Mandy Beveridge

• Encouraging change as an advocate of RTSPS to influence organisation transformation whilst managing multiple priorities from different stakeholders.
• Cultivated interpersonal skills by building positive relationships with both leaders and the frontline.
• Worked well in a team setting, providing support, guidance and coaching.
• Translating best practice into value add to simplify how we work, stabilise operations, collaborate across Rio Tinto and share best practice

As Principle Assessor being accountable for assessing sites and functions against the Operational Excellence Index (OEI) and providing BHP Operating System (BOS) deployment Site Leadership teams with insights on how to improve the effectiveness of their deployment. Other core accountabilities:  

• Leading OEI maturity assessments at sites and functions
• Develop detailed assessment reports capture logic and rationale for scoring, to enable sites to learn from one another and provide a reference for assessment
• Provide guidance to deployment teams on best practices; and
• Engaging with stakeholders internal and external to BOS to share OEI methodology and pre deployment assessment programs available

• Built a culture of operational excellence through the development and execution of a standardised Business Improvement program across IGO operations
• The Key Strategic goal was the development of Nova’s Management Operating System (MOS). Utilising internal secondments to build Business Improvement capability to deliver the business improvement strategy and specific objectives, first at Nova then across the rest of IGO
  • Creation of the Nova value generating project pipeline from idea generation, Just Do It assessment and prioritization through to the delivery of DMAIC projects delivering cost savings, efficiency, productivity or Safety as part of the value targets
  • To facilitating Kaizen events to deliver quick wins and facilitate improvement capability
  • Delivering both RCA training and RCA facilitator training in order to develop problem solving capability and feed the project pipeline with improvement projects

• Establishing Enterprise Performance and Insights function as the Improvement Centre of Excellence to enable Transpower to make to make better commercial decisions
• To establish the right positions, processes, technology and governance to achieve the vision for the future of “Transmission Tomorrow”
  Leading and coordination of innovative initiatives in the pursuit of strategic performance outcomes.
• Providing business improvement expertise in the form of standardized methodology and tools into business improvement initiatives and other projects.
  Specifically focused on the Grid Operating Model Review and regulatory capital project business case improvements
  
  

Building a systematic Defect Elimination approach to support and assist operations at a strategic level across BHP businesses

• Managing the design and implementation of practical defect elimination solutions, by employing cutting-edge scientific methods and root cause analysis methodologies to solve repetitive defects
• Deliver deep technical expertise in support of a holistic DE process / methodology that includes proactive maintenance strategies and support for equipment strategies across BHP Australia
• Deliver expertise into defect elimination processes that resolves critical issues in sustainable and cost effective manner, in order to effectively reduce the impact of equipment defects across the business
• To accurately assess and deploy solutions that resolve defects impacting operating targets or improve understanding of operating parameters/targets
• Utilizing data/analysis and learnings from defect elimination cycles to provide technical input into equipment strategies, condition monitoring to support defect prevention
• Creation of relevant standards to support sustainable application of practice, in order to work towards defect prevention as a means to further improve availability and Asset Integrity

• A Manager within the Customer and Operations division specialising in Lean Six Sigma transformations
• Predominantly working withing the Australian Defence Force to deliver Lean Quick wins in the heavy artillery workshops
• End to end Lean transformation for a large data analytics company

An independent consultant assisting clients in business improvement, Lean Six Sigma, operational management, asset management and problem solving to deliver required organizational changes, productivity improvements and cost saving.

Clients:

• Rio Tinto – Tom Price
• PwC
• West Australian Bank
• Construction Company

Manager within the Asia Pacific Region accountable for the development, implementation and optimization of a sustainable business improvement program for Cliffs Asia Pacific Iron Ore, whilst ensuring alignment with the North American business improvement program and implementation of global BI standards

• Developing organizational capability by shaping the appropriate Business Improvement culture using Lean, Six Sigma and Theory of Constraints methodologies
  Translation of the strategic intent of the organization into the strategies, goals and objectives of the various departments/functions within the Alliance to deliver on strategic goals
• Development and successful implementation of a Change Management programme for the Alliance.
  Development of a framework of continuous improvement methodologies processes and tools to facilitate productivity and cost efficiencies across the Alliance
• Management, maintenance and optimization of the business improvement systems and processes such that they are sufficiently rigorous, effective, efficient, auditable and transparent
• Building capability of the leadership team to understand and successfully utilize continuous improvement processes
• Facilitating the identification and implementation of improvement initiatives ensuring opportunities and projects were appropriately planned, implemented and benefits realized
• Close collaboration and knowledge sharing with the North American business units to facilitate an approach based on ‘adopt first’, ‘adapt second’, and ‘develop only as a last resort’
• Responsible for designing, implementing and managing the Target $55M cost saving program

Development of Business Improvement (BI) Strategy for Hope Downs, ensuring alignment with the RTIO strategies and cascading the BI strategy to all departments to achieve business goals

• Defining performance objectives for employees (and contractors) and coach performance against these standards including conducting formal performance appraisals
• Optimize the BI approach: ensure that BI projects on your sites are delivered on time and on budget, and that they deliver optimum benefits for the business and quantify delivery of benefits: ensure that benefits are delivered in a sustainable way, and a feedback loop established
• Build BI capability in the operations: deliver BI projects in a way that empowers operational teams, builds capability to sustain results and deliver continuous improvement
• Facilitate the professional development and effectiveness of site leaders
• Provision of expert knowledge and advice relating to Lean Six Sigma methodologies
• Ensure the efficient, effective and continuous uptake of the Lean BI systems and processes across Hope Downs and whilst building and embedding Lean as “the way we operate”

Delivery of major business improvement projects according to current business priorities (cost, volume & quality)

• Assisting both mining operations to achieve agreed capacity through baseline and BI Initiatives
• Identification, implementation, management and monitoring of business improvement projects using disciplined project methodologies
• Problem solving in areas of cost reduction; capacity increase; cash management; quality improvement and revenue optimization.
• Engagement of the West Angeles and Hope Downs business in implementation, uptake and consistent application / improvement of LEAN Six Sigma and business improvement methodologies

Identification and delivery of projects that addressed and eliminated business critical issues and bottlenecks that prevented RTIO from achieving business targets

• Standardizing work within Rail Operations
• Creating standardization as the wedge behind the implemented initiatives for Senior Yard Coordinator, Control Centre, Crewing and Cape Lambert circuits, ensuring improvements are sustainable and processes repeatable, to allow rail operations a flexible approach to production needs, reducing training time and developing staff to fast track improvements
• Flights and accommodation project for Brockman Eliminating manual system waste and streamlining travel processes
• System Review of “In Flight” and compare it to the “SAMS” system to make recommendations around the most efficient, cost effective system