Stanislav Skrebnev

Key Responsibilities: Production • Identify and allocate production resources in line with production plans. • Control headcount and overtime within AOP levels. Safety • Drive programs to continuously improve Safety Performance and ensure a safe place of work. Quality • Establish and drive programs to continuously improve Quality Performance, including OE PPM, IPPM, Scrap, and Capability. Environmental • Establish and drive programs to continuously improve Environmental Performance, including training and awareness. Manufacturing Variances • Establish and drive programs to continuously improve Efficiency and Productivity, including Cell Level BOS, TPM, Predictive/Preventive Maintenance. • Control OME and Department budgets within AOP levels. TVM • Drive the TVM program to achieve AOP targets for cost reduction by eliminating waste, improving production processes, and streamlined procedures. HR • Support and implement agreed HR initiatives. • Develop Engineers, Supervisors, and Team Leaders by addressing skill gaps and instilling accountability. Engineering • Establish Capital budgets and control Capital spending within AOP levels. • Provide direction and guidance to project coordinators to ensure the correct and timely introduction of new projects. • Provide direction and guidance to production engineers to ensure the correct and timely introduction of production process planning and actioning of change notices.

Reporting into the operations manager, I lead a large team accountable for all plant and facilities maintenance with a focus on delivering continuous improvements. Accountable for financial management, maintenance planning, resource allocation, safety, supply chain management, warehousing, project management and providing high-level engineering support, I have delivered a range of strategic and operational improvements. Working collaboratively with the plant leadership, engineering and production teams, my focus is to increase the reliability of equipment, reduce costs and ensure a safe working environment. At an operational level, I have redesigned maintenance and administration systems and established a spare parts store to support my team to provide efficient and responsive service.

I managed a team to deliver all maintenance tasks for one facility and was then approached by the plant manager after six months and asked to manage maintenance for the second facility. This was a new highly automated and sophisticated Case Ready meat facility supplying Coles and designed around global best practice and LEAN manufacturing principals. My responsibilities included maintenance management and technical staff leadership of a large team, to deliver the maintenance and repair of all the plants manufacturing equipment including the fabrication of parts. I drove a proactive maintenance culture and setting best practice in maintenance standards and behaviours and adherence to LEAN methodologies.

I was invited to this production management role in the powertrain division of the company when a new plant manager joined the business. My remit was to assess, prioritise and deliver continuous improvements to increase line reliability and capacity whilst assuring the stringent quality of products required by our automotive OEM clients. Accountable for managing a team of production staff, I was responsible for all HR and IR in the team, production planning and departmental budget management. A key aspect of my role was working with clients and internal departments to plan production and ensure that all our products were of the highest quality. This involved leveraging 5S and root cause analysis to resolve any defects and hosting external quality audits. Working collaboratively with the plant leadership team, engineers and operators, I scoped and prioritised improvements, and delivered change management processes to remove bottlenecks. Through delivering these optimisations and improvements, I increased reliability and line capacity, to additionally manufacture spare parts which increased plant profitability. My performance was rewarded with additional responsibilities to manage a new production line for truck bearing and I increased output on this line from 600 per-day to 1000 in eight months.

A technical and process engineering role to deliver plant optimisation, my duties included providing production support and technical solutions for day to day problems. Additionally, I planned, scoped and delivered engineering improvement projects to increase capacity and reliability across the plant. This included researching and designing processes and solutions to manufacturing machine problems. Conducting root cause analysis of breakdowns including 5 WHY, Fishbone, Mind mapping and TIPS along with designing tooling and equipment.

I was responsible for mechanical engineering and maintenance within a high-speed GMP production facility for personal care products with raw product blending and mixing, bottling and packaging. I managed a technical and maintenance team responsible for delivering projects, innovation, infrastructure and services to the site in compliance with GMP and safety standards. Accountable for preventative maintenance scheduling and execution, my goal was to increase reliability and optimize maintenance costs. Additionally, I prepared and managed budgets and managed CAPEX projects from scoping through to operation including two high-speed packaging lines involving travel to the manufacturers in Germany and Italy. With a personal passion for best-practice safety, I was a member of the WHS committee, accountable for ensuring compliance with safety systems, risk assessments, implementing improvements, inspections, internal/external audits and reporting in compliance with legislation. I received a Certificate of Achievement from the Vice President of Supply Chain, in recognition of Outstanding Performance in 2015. Complemented for my ability to improve performance in the facility with fewer resources and reduced budgets whilst simultaneously completing my MBA.

I worked as a graduate engineer in a tyre manufacturing facility, my role started working hands-on as a mechanical tradesperson on maintenance, breakdowns and repairs. before moving into a maintenance engineering role, accountable for the testing department. I got my first opportunity to work on a capital project and managed the installation and commissioning of a side-wall laser inspection machine which eliminated three roles.

Post Graduate Diploma in Project Management

Master of Business Administration (MBA)

Bachelor of Science (B.Sc.) Mechanical Engineering