Michael Moore
Eltham North,VIC
Summary
An Operations executive with extensive global experience in a diverse range of industries including automotive, supply chain and Aviation. A strategic leader who develops and implements business strategies in alignment with Continuous Improvement (Lean & Six Sigma) that are practical and results oriented. Self-motivated and determined manufacturing/logistics leader with experience in organizing, building and developing teams to achieve business objectives with a focus on coaching and mentoring individuals. Proven record of performing under pressure and delivering simultaneous projects that meet business requirements. GE trained Black belt who motivates teams to use ‘best practice' systems to achieve customer satisfaction, desired results and improve bottom line performance whilst consistently adhering to OHS requirements.
Overview
28
28
years of professional experience
Work History
Lean Consultant
Queensland Rail
04.2024 - 08.2024
- Engaged in a 5-month Contract with Queensland rail to introduce and embed Visual Management within the Senior Leadership Team.100% results Achieved
- Increased the efficiency of the meetings releasing the Managers to complete more Productive activities
- Using Lean Tools:-DMAIC,5S, STANDERDIZED WORK, TIERED MEETINGS, VALUE STREAM MAPPING
- Cost Saving $300,000 per annum
- Introduced standardized work procedures leading to consistent results across departments.
Lean Consultant
Premcar
09.2023 - 03.2024
- Conducted value stream mapping exercises, identifying areas for improvement and optimization.
- Assisted clients in establishing a sustainable Lean culture that promotes continuous improvement mindset among employees.
- Enhanced operational efficiency by implementing Lean principles and techniques in various projects.
- Reduced waste and improved productivity for clients through the application of Lean methodologies.
- Increased Production Output from 5 Vehicles per day to 21 vehicles per day.
- 0.5 Mill Profit increase, 1.5 Mill increase in Revenue
- Collaborated with stakeholders to identify process bottlenecks and develop actionable solutions.
Continuous Improvement and Quality Manager
New Age Caravans Pty Ltd.
03.2021 - 03.2023
- This role involved managing15 direct reports in Quality Assurance as well as coaching the production supervision team (14 supervisors)
- Michael developed and implemented the New Age Continuous Improvement strategy as well as managed Quality Assurance on macro and micro level
- The role was to introduce K.P.I's into the Quality and Continuous Improvement areas
- The introduction of Defects Per Unit measure which started at15 defects per unit and reduced to1.8 Defects Per Unit after6 months
- This was due to the introduction of Proactive Quality auditing identifying the root causes of the defects found and implementing measures to rectify them
- Cost saving $300K in defects
- Managed root cause analysis investigations, determining underlying issues in product failures and implementing corrective actions as necessary.
- Managed and archived quality documentation and participated in internal and external quality audits.
- Facilitated cross-functional team collaboration, ensuring seamless communication between departments regarding quality matters.
- Updated quality control standards, methods, and procedures to meet compliance requirements.
- Improved quality processes for increased efficiency and effectiveness.
- Led continuous improvement initiatives by actively seeking opportunities for process optimization and cost reduction.
Business Improvement Consultant and Coach
Strategic Continuous Improvement Pty Ltd. And Concerto Analytics
03.2016 - 03.2021
- Spotless Laundry Service, Dandenong
- 15% improvement in productivity using various lean tools
- $0.5 M Increase in output
- Conducted thorough assessments of client business operations, providing valuable insights into potential bottlenecks and inefficiencies.
- Used the DMAIC tool to identify the process issue.
- Australian Paper
- Improved the Organizational Structure by 20%
- Used Process Mapping to clearly identify Skills vs Process
- $300k per annum savings.
- Blackwoods
- VSM mapped the business creating Current state and Future state Maps.
- Implemented Work Place Organization (5S) into the Picking area.
- Improved Process Flow.
- Introduced Visual Management Tools such as K.P.I boards.
- $100K per annum savings.
- Qantas Link Base Maintenance Tamworth
- Value Stream Mapped the Current Planning Process.
- Value Streamed Mapped the Future State Planning Process.
- Streamlined business processes by analyzing and identifying areas for improvement, leading to increased efficiency and productivity.
- Introduced 8 week and 6 week gateways for aircraft plan readiness.
- Evaluated current processes to develop improvement plans.
Program Contract Manager, External Maintenance Operations
Qantas Engineering
05.2014 - 09.2015
- A380 Heavy Maintenance Operations Manila /747 Heavy Maintenance Operations Hong Kong - $5-$15 Million budgets
- This executive Leadership role was accountable for the efficiency and effectiveness of the overall maintenance operations process, as well as management of the project delivery team
- This role required a strategic and day to day overview of the entire contractor (Lufthansa's maintenance) operations team, as well as the Qantas Project team, and was entirely accountable for the overall delivery of the project within the planned budget and time
- The Qantas Project team were responsible for monitoring daily productivity, safety as well as quality of the maintenance operation
- Responsibilities included:-
- The preparation and approval of the entire maintenance operations and supply chain plan for the project
- All risk assessment and any safety issues that occurred during the project
- Liaising with the external maintenance provider (service supplier) to ensure that all project preparation was complete on time
- The execution of the entire project plan during the maintenance operation and resolving of any strategic or day to day issues with the key milestones
- Ensured the maintenance events were completed within the contracted time and budget
- Material cost negotiations on site
- Man hour cost negotiations on site
- Ensuring the Aircraft was back in commercial service on time
- Facilitated communication between internal teams and external partners, ensuring seamless collaboration throughout the contracting process.
- Developed and maintained strong relationships with key suppliers, ensuring reliable supply and service quality.
Operations Manager
Qantas Engineering
04.2011 - 05.2014
- Avalon Base Maintenance
- This Executive leadership role was created to provide strategic and day to day management of the operations team at Base Maintenance in Avalon
- This role was responsible for ensuring that all aircrafts left the facility on time, within the project budget by effective use of all the maintenance staff
- As an integral member of the ‘Lead Re-structure' team, this role was responsible for ensuring an effective closure of the facility and for leading the strategic execution of the two different phases of restructure of the entire facility
- Responsibilities Included :-
- Managing operations of the Scheduled Maintenance checks on the Qantas747 fleet and any other aircraft type directed to the Avalon Facility
- Maintenance checks were completed on time and the aircraft was back in service for commercial flights
- Maintenance checks where completed within the materials and Labour budgets of between $5 million and $15 Million
- Planning, training, and business analyst departments ensuring the checks where fully supported
- Resource management, ensuring the efficient use of the Avionics, Mechanical and Structural Engineers across the facility (750 people)
- Prioritization of resources across the facility with up to three-four aircraft under maintenance at any one time
- Managing the737 Australian Air Express maintenance program over a six-month period involving three Freighters
- Managing the737 New Generation and767 Maintenance checks when directed to the Avalon Facility
National Lean Six Sigma Manager (GE Black Belt)
Qantas Engineering
01.2008 - 03.2011
- Responsibilities included:
- Identifying $10M worth of cost saving projects across the company and implementing the changes required in conjunction with the relevant departments
- Developing a Lean Improvement strategy for Supply Chain Operations covering Melbourne, Sydney and Brisbane
- Launching a Lean Assessment process and5'S audit process into the Supply Chain operations
- Mentoring and guiding Green Belts. Leading to $1.5 Mill Project delivery in Supply Chain.
- The development of a Business Performance reporting process for Aircraft Maintenance Services comprising of Heavy Maintenance, Line Maintenance, Component Maintenance and Engine Maintenance.
- Managing the business performance process ensuring ownership and accountability within the Business Units.
- Achieved departmental goals by developing and executing strategic plans and performance metrics.
Ignition Launch Manager (Asia), General Manager Ignition Plant (India), Plant Manager, Ceramics and Metal (UK)
Federal Mogul (UK/Asia)
05.2005 - 01.2008
- Negotiated contracts with suppliers, ensuring cost-effective solutions without compromising on quality or timeline adherence.
- Achieved successful international launches by adapting strategies to local market conditions and collaborating closely with regional teams.
- Implemented a structured framework for product launches, increasing predictability of outcomes and reducing risk.
- Enhanced product launch efficiency by streamlining project management processes and cross-functional team collaboration.
- Led continuous improvement initiatives within the launch process, optimizing resources and reducing timetomarket.
Operations Manager
ION Automotive Adelaide
09.2003 - 11.2004
- Supervised operations staff and kept employees compliant with company policies and procedures.
- Empowered employees to take ownership of their responsibilities, leading to increased accountability and improved performance outcomes.
- Analyzed and reported on key performance metrics to senior management.
- Directed initiatives to improve work environment, company culture or overall business strategy.
- Spearheaded process improvements, resulting in increased productivity and reduced operational costs.
Shift Manufacturing Manager
ION Automotive New Zealand
05.2001 - 09.2003
- Supervised production team, keeping production schedules on track to meet tight deadlines.
- Conducted root cause analysis investigations to identify areas for improvement in manufacturing processes, leading to increased efficiency and fewer defects.
Assembly Manager
CONIX UK LTD ( Merplas/Decoma) Liverpool, UK
10.1996 - 10.1998
- Streamlined workflow processes through successful implementation of lean manufacturing principles resulting in reduced lead times.
- Optimized assembly line efficiency by implementing streamlined processes and organization techniques.
- Boosted employee morale through effective communication, recognition of achievements, and fostering a positive work environment.
- Managed assembly team schedules, ensuring adequate staffing levels to meet production deadlines.
Education
HND - Mechanical and Production Engineering
University of Central Lancashire
Preston UKBTEC OND - Engineering Technology
Wirral Metropolitan College
MSC - Manufacturing Management
Liverpool John Moore's University
Lean in Construction
01.2025
Project Management for Professionals -
RMIT University
ONLINE09.2023
Black Belt - Lean Six Sigma
General Electric
Australia03.2009
Skills
- Process Optimization
- Health and safety compliance
- Operations management
- Effective Team Coordination Across Departments
- Productivity improvement
- Facility management
- Quality management
- Lean Six Sigma Implementation Skills
- Continuous Improvement
- Project Management
- Operational excellence
Accomplishments
- Successfully launched a National level lean Six Sigma improvement strategy into Qantas Engineering
- General Manager of the Ignition (manufacturing) Plants in the UK and India, while ramping up the volume by30% in12 months.
- Successfully launched a Greenfield manufacturing facility in China for Manufacturing Automotive Spark Plugs.
- Led the implementation of Lean Manufacturing System in a Federal Mogul Asian Plants (processes, standard operating procedures and corresponding skills matrix – using visual management)
- Designed and set up two Greenfield Production Assembly lines and successfully launched them into full production as the Assembly Manager, supplying car bumpers to Jaguar.
- Successfully introduced Just-in-Time Production system into a new casting facility reducing die Change time by50% allowing multiple products to be Manufactured in24 hours.
Timeline
Lean Consultant
Queensland Rail
04.2024 - 08.2024
Lean Consultant
Premcar
09.2023 - 03.2024
Continuous Improvement and Quality Manager
New Age Caravans Pty Ltd.
03.2021 - 03.2023
Business Improvement Consultant and Coach
Strategic Continuous Improvement Pty Ltd. And Concerto Analytics
03.2016 - 03.2021
Program Contract Manager, External Maintenance Operations
Qantas Engineering
05.2014 - 09.2015
Operations Manager
Qantas Engineering
04.2011 - 05.2014
National Lean Six Sigma Manager (GE Black Belt)
Qantas Engineering
01.2008 - 03.2011
Ignition Launch Manager (Asia), General Manager Ignition Plant (India), Plant Manager, Ceramics and Metal (UK)
Federal Mogul (UK/Asia)
05.2005 - 01.2008
Operations Manager
ION Automotive Adelaide
09.2003 - 11.2004
Shift Manufacturing Manager
ION Automotive New Zealand
05.2001 - 09.2003
Assembly Manager
CONIX UK LTD ( Merplas/Decoma) Liverpool, UK
10.1996 - 10.1998
BTEC OND - Engineering Technology
Wirral Metropolitan College
MSC - Manufacturing Management
Liverpool John Moore's University
Lean in Construction
Black Belt - Lean Six Sigma
General Electric
HND - Mechanical and Production Engineering
University of Central Lancashire
Project Management for Professionals -
RMIT University
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