Steven Foster is currently the Head of Maintenance at United Cartons Industry Company in Jeddah, KSA. He has over 20 years of experience in engineering and maintenance management roles. He holds a BEng degree in Manufacturing Systems with Management and various technical certifications. Foster has a proven track record of improving maintenance programs, reducing costs, and successfully managing shutdowns and projects.
Michael E Burns has over 30 years of experience in mechanical engineering, project management, and process engineering. He received a BS in Mechanical Engineering from Texas A&M University and certifications in mine operations and PLC programming. His work experience includes senior engineer and project manager roles at offshore construction, semiconductor, and packaging companies. He has extensive skills in design, troubleshooting, process improvement, and managing multi-million dollar projects.
IRJET- Efficiency Enhancement by Reducing Production and Machining TimeIRJET Journal
This document summarizes a study on improving efficiency in a manufacturing process by reducing production time and machining time. It discusses using lean manufacturing techniques like value stream mapping, work standardization, and line balancing in a CNC machining cell that produces housings for gearboxes. Value stream mapping was used to analyze the current process and identify opportunities for improvement. Process times were analyzed using time studies and video analysis to standardize work and reduce non-value added activities. Line balancing was also implemented to better distribute the workload between operators and reduce idle time. The results showed reductions in lead time and improvements in overall equipment effectiveness.
This document summarizes a student's synopsis for a project aimed at reducing cycle times in a cable assembly line using lean tools. The student provides background on lean manufacturing principles and goals of eliminating waste. Seven main types of waste are defined: overproduction, waiting, transportation, overprocessing, inventory, motion, and defects. Cycle time is described as the time between production units or the time a unit spends at each process step. The student introduces the concept of value stream mapping to identify non-value-added activities for elimination in order to synchronize process cycle times with customer demand, or takt time, through continuous improvement efforts.
IRJET- Enhance the Capacity of Outer Tube Machining CellIRJET Journal
This document discusses enhancing the capacity of an outer tube machining cell at a manufacturing plant. It begins by outlining the current problem of not being able to meet customer demand and having a production gap. The objectives are then stated as increasing production rate, maximizing resource use, meeting customer requirements, and increasing profit. Data is collected from the shop floor on processing times for each workstation. The longest processing workstation is identified as the bottleneck. Modifications are proposed to reduce processing time at the bottleneck station, such as modifying a scrap fixture, in order to increase production rate and meet forecasted demand. The proposed changes are expected to increase the production rate and fulfill customer requirements while gaining higher profits.
This document provides a literature review and theoretical background on lean manufacturing concepts as they relate to improving a production line in an aluminum die casting plant. It discusses the history and evolution of lean manufacturing principles. The seven types of waste are defined - overproduction, defects, inventory, transportation, waiting, motion, and overprocessing. Line balancing concepts and related works implementing lean in die casting plants are also reviewed. The aim is to apply these lean concepts and methodologies to analyze the current process and identify improvements at a die casting company.
Gonzalo Varillas has over 30 years of experience managing plastics manufacturing operations. He has held various leadership roles including Operations Manager, Engineering Manager, and Plant Manager. Some of his responsibilities have included reducing costs, improving quality, developing new products, and launching new production lines. He has a strong background in process improvement through tools like Lean, Six Sigma, and predictive maintenance.
Process improvement-using-dmaic-approach-case-study-in-downtime-reduction-ije...AjitsinghDaud
This document discusses using the DMAIC approach for process improvement to reduce downtime at a bearing manufacturing company. It describes conducting a case study using DMAIC (Define, Measure, Analyze, Improve, Control) to analyze downtime issues over seven months that totaled 430 hours. Pareto analysis identified critical issues as product changeover time and cycle time deviation. The goal was to minimize changeover time and reduce deviation without affecting quality. DMAIC was used to analyze the issues and identify solutions to improve the process efficiency and reduce downtime.
Vireash Jugali has over 6 years of experience in plant maintenance and projects. He currently leads utility maintenance and was previously involved in projects for a greenfield site expansion. Key responsibilities include preventative maintenance planning and implementation, ensuring safety compliance, and energy savings initiatives. He has experience implementing quality and environmental standards and successfully led certification for several systems.
Michael E Burns has over 30 years of experience in mechanical engineering, project management, and process engineering. He received a BS in Mechanical Engineering from Texas A&M University and certifications in mine operations and PLC programming. His work experience includes senior engineer and project manager roles at offshore construction, semiconductor, and packaging companies. He has extensive skills in design, troubleshooting, process improvement, and managing multi-million dollar projects.
IRJET- Efficiency Enhancement by Reducing Production and Machining TimeIRJET Journal
This document summarizes a study on improving efficiency in a manufacturing process by reducing production time and machining time. It discusses using lean manufacturing techniques like value stream mapping, work standardization, and line balancing in a CNC machining cell that produces housings for gearboxes. Value stream mapping was used to analyze the current process and identify opportunities for improvement. Process times were analyzed using time studies and video analysis to standardize work and reduce non-value added activities. Line balancing was also implemented to better distribute the workload between operators and reduce idle time. The results showed reductions in lead time and improvements in overall equipment effectiveness.
This document summarizes a student's synopsis for a project aimed at reducing cycle times in a cable assembly line using lean tools. The student provides background on lean manufacturing principles and goals of eliminating waste. Seven main types of waste are defined: overproduction, waiting, transportation, overprocessing, inventory, motion, and defects. Cycle time is described as the time between production units or the time a unit spends at each process step. The student introduces the concept of value stream mapping to identify non-value-added activities for elimination in order to synchronize process cycle times with customer demand, or takt time, through continuous improvement efforts.
IRJET- Enhance the Capacity of Outer Tube Machining CellIRJET Journal
This document discusses enhancing the capacity of an outer tube machining cell at a manufacturing plant. It begins by outlining the current problem of not being able to meet customer demand and having a production gap. The objectives are then stated as increasing production rate, maximizing resource use, meeting customer requirements, and increasing profit. Data is collected from the shop floor on processing times for each workstation. The longest processing workstation is identified as the bottleneck. Modifications are proposed to reduce processing time at the bottleneck station, such as modifying a scrap fixture, in order to increase production rate and meet forecasted demand. The proposed changes are expected to increase the production rate and fulfill customer requirements while gaining higher profits.
This document provides a literature review and theoretical background on lean manufacturing concepts as they relate to improving a production line in an aluminum die casting plant. It discusses the history and evolution of lean manufacturing principles. The seven types of waste are defined - overproduction, defects, inventory, transportation, waiting, motion, and overprocessing. Line balancing concepts and related works implementing lean in die casting plants are also reviewed. The aim is to apply these lean concepts and methodologies to analyze the current process and identify improvements at a die casting company.
Gonzalo Varillas has over 30 years of experience managing plastics manufacturing operations. He has held various leadership roles including Operations Manager, Engineering Manager, and Plant Manager. Some of his responsibilities have included reducing costs, improving quality, developing new products, and launching new production lines. He has a strong background in process improvement through tools like Lean, Six Sigma, and predictive maintenance.
Process improvement-using-dmaic-approach-case-study-in-downtime-reduction-ije...AjitsinghDaud
This document discusses using the DMAIC approach for process improvement to reduce downtime at a bearing manufacturing company. It describes conducting a case study using DMAIC (Define, Measure, Analyze, Improve, Control) to analyze downtime issues over seven months that totaled 430 hours. Pareto analysis identified critical issues as product changeover time and cycle time deviation. The goal was to minimize changeover time and reduce deviation without affecting quality. DMAIC was used to analyze the issues and identify solutions to improve the process efficiency and reduce downtime.
Vireash Jugali has over 6 years of experience in plant maintenance and projects. He currently leads utility maintenance and was previously involved in projects for a greenfield site expansion. Key responsibilities include preventative maintenance planning and implementation, ensuring safety compliance, and energy savings initiatives. He has experience implementing quality and environmental standards and successfully led certification for several systems.
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
Alan Thompson has over 30 years of experience in various engineering roles within the carbon processing industry. His current role as Production Support Engineer at Cabot Norit involves investigating process problems, improving process control systems, and managing capital projects. Previously, he held roles as Process Manager and Works Engineer at Norit, where his responsibilities included plant operations, maintenance, projects, and developing new products. He also has experience as Plant Manager of a carbon reactivation facility, managing operations, logistics, and business development.
Prashant Patil has over 19 years of experience in manufacturing, process improvement, and lean techniques. He is currently an Assistant General Manager at JCB India Ltd, where he leads projects to improve productivity, quality, safety, and delivery. Prior to his current role, Patil held various leadership positions at companies like Cummins Generator Technologies and Godrej & Boyce, where he implemented lean manufacturing techniques and six sigma projects.
Timothy Stumph is a results-oriented senior executive with over 25 years of experience in manufacturing operations, engineering, and general management. He has a proven track record of increasing sales, profits, productivity, and efficiency through lean initiatives and change management. Stumph has held leadership roles at several large manufacturing companies, where he successfully launched new products, improved customer satisfaction and delivery performance, and developed high-performing teams.
This paper deals with the functioning of a Propylene
Recovery Unit (PRU) in a chemical industry and the various
Managerial and Human Resource considerations that need to be
accounted for, in this process. This report discusses various
aspects that are to be considered, before initializing the setup of
PRU, ranging from a Management perspective. Mission and
objective was decided and subsequently the managerial model
was developed. Propylene is an indispensible raw material that
has a variety of end use. A detailed analysis pertaining to
propylene demand in the market along with major sources has
been incorporated in this paper. Emphasis has been placed on
the type of departmentation required. Managerial aspects of
various functions ranging from warehousing to quality control
have also been taken into consideration. Delegations of functional
departments have been defined to prevent redundancy of duties
and major managerial functions of Planning, Organizing,
Staffing, Leading and Controlling has also been discussed.
Internal and External factors that affect the company have been
analyzed through SWOT Analysis and MBO strategies are also
broadly classified. Finally, Total Quality Management and
strategies for adoption of Lean Manufacturing as also touched
upon briefly.
This document describes a simulation program developed to monitor and improve the performance of a production system. The program calculates Overall Line Effectiveness (OLE) metrics to identify weaknesses in a line with multiple interconnected machines. It was applied to a case study of a bathtub manufacturing company with 6 departments. Data showed significant time losses from issues like breakdowns, setups, idle time, and rejects. The simulation software helped analyze this data and identify areas for improvement, increasing the OLE value from 46.84% to 68.94% after implementing recommended changes.
Kurt Ginther has over 25 years of experience as a millwright working in oil and gas, manufacturing, and ski resort industries. He has held positions in maintenance, project management, and emergency response. Currently, he works as a millwright for FT Services maintaining oil processing and tailings plants for CNRL.
1) A career spanning, more than 25-years in various industries, including Consumer Product Goods, Pharmaceuticals, OEM, and Chemicals, and over $500MM in the capital and operational project management experience that fulfilled various engineering related roles from process engineering, maintenance, facilities, & engineering management to the current roles of senior-level project management
2) Being a multi-disciplined engineering manager in various manufacturing environments, experience and training have me engaged in various departments, including improvements and evaluations in Processes, Automation, ERP, DCS, Quality, Compliance, Facility Infrastructure, Utilities, Waste Treatment, Training, Coaching, Documentation, and Lean-6Sigma Continuous Improvement.
3) I have documented, stored, and experienced a level of knowledge and understanding that has rewarded me the insight, visibility, and wisdom to provided added-value services as a project manager throughout any area of the manufacturing supply chain.
4) Experience with site construction, sustaining products, maintaining systems, and relocating operations nationally and globally has given the experience to ensure every aspect of the business is given the appropriate level of consideration.
5) With developed capabilities across many manufacturing platforms, experience and training have me engaged in multiple departments, throughout various industries.
6) With a couple of engineering degrees, several industry certifications, a diverse network of resources stretching globally, and many years of hands-on field experience, I have been the type of multi-disciplined project manager that will leverage almost any resource to meet expectations.
7) Feel free to reach out to discuss almost anything, where we keep pushing the boundaries of knowledge and experience to challenge one another.
This document provides a summary of Richard Clark's career and qualifications. Richard has over 20 years of experience as a senior process engineer in the chemical and natural gas industries. He has extensive experience leading process improvement projects that have delivered millions in annual cost savings. His background includes roles in research and development, plant management, and process engineering.
IRJET- Optimization of Cycle Time by using Various Techniques: A ReviewIRJET Journal
The document reviews various techniques for optimizing manufacturing cycle times, which are affected by factors like machining conditions, human involvement, bottlenecks, and idle time. It discusses approaches like establishing machine performance capabilities, automating non-value added tasks, and focusing on eliminating sources of error to reduce cycle times. The goal is to optimize cycle times in cylinder block manufacturing to improve productivity, competitiveness, and ability to respond to customer demands.
Aghil Jith.A is an aspiring tool and die maintenance engineer with over 6.5 years of experience in die maintenance. He is currently a team leader at Ford India Pvt Ltd, where he oversees die maintenance activities and ensures maximum operational availability through preventative maintenance practices. He holds diplomas in tool and die making, 3D modeling, and computer applications. He is seeking new challenging assignments in die maintenance across industries.
George Lou has over 25 years of experience in process engineering roles in industries such as pulp/paper, specialty chemicals, and petroleum refining. He currently works as an Asset Development Engineer for Motiva Enterprises, where he manages capital projects ranging from $100,000 to $25 million. Previously he held various process engineering and production roles for companies including Hexion/Momentive Specialty Chemicals and MeadWestvaco Corporation.
IRJET-Productivity Improvement in a Pressure Vessel using Lean PrinciplesIRJET Journal
This document discusses improving productivity in a pressure vessel manufacturing company through implementing lean principles. The company was facing issues like production line stoppages and long lead times due to an unstructured inventory management system. Value stream mapping revealed long wait times and a very low inventory turnover ratio of 0.17%. To address this, a Kanban system was proposed and implemented in the supply chain for outsourced dish components. This changed the production from a push to a pull system. After implementing Kanban, line stoppages were reduced by 68% and lead time decreased from 6.5 to 4.3 days. The inventory turnover ratio also improved to 0.35%. In conclusion, implementing lean tools like Kanban helped optimize the supply chain and
Hydrotreating Technology Training CourseKarl Kolmetz
This seminar focuses on the core building blocks of the Hydrotreater process unit
equipment. The program will emphasize process unit equipment fundamentals,
safe utilization of these fundamentals by operations and maintenance personnel,
and equipment troubleshooting techniques.
The purpose of this seminar is to improve and update the participant’s personal
knowledge of Hydro treating technologies and will include:
Naphtha HT
Kerosene HT
Diesel HT
Monitoring unit operations
Troubleshooting
Latest developments
Areas of concern
Optimising mine productivity has become a focus as extraction costs increase and material values decrease. Productivity in the mining industry has declined significantly over the past decade according to industry data. This productivity crash was largely due to a boom in mining investment during high commodity prices that led to a focus on production growth over efficiency. Strategies to improve productivity include strengthening mine planning, improving budgeting and risk management, optimising workforce planning, increasing efficiency through technology, and pursuing automation. Mine to mill optimisation by evaluating the entire system can also yield economic benefits over optimising individual sections independently.
Kannan is a chemical engineer with over 12 years of experience in fields including lean manufacturing, materials handling, process improvement, and new product development. He is currently a Junior Officer-R&D at Carborundam Universal Limited, where he has responsibilities in areas such as production management, process control, and technical support. Kannan holds a diploma in chemical technology and is pursuing a bachelor's degree in chemical engineering.
Hydrotreating Systems Selection, Sizing and Troubleshooting Karl Kolmetz
This document provides guidelines for the design of hydrotreating units. It discusses the objectives of hydrotreating different feedstocks like naphtha, kerosene, and diesel. The key reactions in hydrotreating include desulfurization, denitrogenation, and aromatic saturation. It also outlines the basic process flow scheme and considerations for sizing reactors and selecting catalysts. Example calculations are provided to demonstrate the sizing of hydrotreating units for different case studies.
Ehab Gameel Lamee is a 19-year veteran in construction, commissioning, operation and maintenance of power plants and oil & gas facilities. He has extensive experience managing projects up to $10 million USD and specializes in troubleshooting, failure analysis, and training. His career includes roles at Ras Gas, Kharafi National Construction, and General Electric in Qatar, Egypt, Saudi Arabia, South Africa and other countries.
William Kent has over 15 years of experience as a semiconductor process engineer and 10 years of experience managing engineering teams, with a proven track record of improving yield, reducing costs, and increasing capacity through initiatives like lean manufacturing practices, budget reductions, and personnel development. He currently works as a Senior Section Manager of Process Engineering at GlobalFoundries, leading a team that develops etching processes and achieved goals around cost reduction, yield, and capacity improvements.
The document discusses optimization solutions for oil refinery production planning and scheduling. It describes how optimization can help refineries better manage uncertainty, take advantage of market opportunities, and cope with increasing production complexity. The solutions aim to generate executable plans that meet demand while minimizing costs. Current scheduling solutions are limited as they involve manual trial-and-error search, whereas the proposed solution uses optimization to find optimal schedules. Benefits include reduced variability, improved schedule attainment, and better ability to capture spot market opportunities.
John Setty is a process development and manufacturing engineering expert with over 15 years of experience in the semiconductor industry. He has held senior engineering roles at L-3 Communications, STMicroelectronics, and Microchip Technology where he has led teams to improve yield, reduce costs, transfer processes between facilities, and solve manufacturing problems. Setty has extensive experience in project management, supplier management, statistical analysis, process development, and quality systems. He holds a BS in Chemical Engineering, is a Six Sigma Greenbelt, and obtained his MBA in Project Management from the University of Texas at Dallas in 2015.
Kevin Logeais is a manufacturing engineer and manager with over 30 years of experience in various manufacturing roles, including operations management, continuous improvement, and engineering. He has a track record of implementing lean techniques and systems to drive significant cost savings and productivity gains at several large companies such as Siemens, Eaton, and Sabre Industries. His resume provides details on his qualifications, work experience, education, and contact information.
The International Journal of Engineering & Science is aimed at providing a platform for researchers, engineers, scientists, or educators to publish their original research results, to exchange new ideas, to disseminate information in innovative designs, engineering experiences and technological skills. It is also the Journal's objective to promote engineering and technology education. All papers submitted to the Journal will be blind peer-reviewed. Only original articles will be published.
Alan Thompson has over 30 years of experience in various engineering roles within the carbon processing industry. His current role as Production Support Engineer at Cabot Norit involves investigating process problems, improving process control systems, and managing capital projects. Previously, he held roles as Process Manager and Works Engineer at Norit, where his responsibilities included plant operations, maintenance, projects, and developing new products. He also has experience as Plant Manager of a carbon reactivation facility, managing operations, logistics, and business development.
Prashant Patil has over 19 years of experience in manufacturing, process improvement, and lean techniques. He is currently an Assistant General Manager at JCB India Ltd, where he leads projects to improve productivity, quality, safety, and delivery. Prior to his current role, Patil held various leadership positions at companies like Cummins Generator Technologies and Godrej & Boyce, where he implemented lean manufacturing techniques and six sigma projects.
Timothy Stumph is a results-oriented senior executive with over 25 years of experience in manufacturing operations, engineering, and general management. He has a proven track record of increasing sales, profits, productivity, and efficiency through lean initiatives and change management. Stumph has held leadership roles at several large manufacturing companies, where he successfully launched new products, improved customer satisfaction and delivery performance, and developed high-performing teams.
This paper deals with the functioning of a Propylene
Recovery Unit (PRU) in a chemical industry and the various
Managerial and Human Resource considerations that need to be
accounted for, in this process. This report discusses various
aspects that are to be considered, before initializing the setup of
PRU, ranging from a Management perspective. Mission and
objective was decided and subsequently the managerial model
was developed. Propylene is an indispensible raw material that
has a variety of end use. A detailed analysis pertaining to
propylene demand in the market along with major sources has
been incorporated in this paper. Emphasis has been placed on
the type of departmentation required. Managerial aspects of
various functions ranging from warehousing to quality control
have also been taken into consideration. Delegations of functional
departments have been defined to prevent redundancy of duties
and major managerial functions of Planning, Organizing,
Staffing, Leading and Controlling has also been discussed.
Internal and External factors that affect the company have been
analyzed through SWOT Analysis and MBO strategies are also
broadly classified. Finally, Total Quality Management and
strategies for adoption of Lean Manufacturing as also touched
upon briefly.
This document describes a simulation program developed to monitor and improve the performance of a production system. The program calculates Overall Line Effectiveness (OLE) metrics to identify weaknesses in a line with multiple interconnected machines. It was applied to a case study of a bathtub manufacturing company with 6 departments. Data showed significant time losses from issues like breakdowns, setups, idle time, and rejects. The simulation software helped analyze this data and identify areas for improvement, increasing the OLE value from 46.84% to 68.94% after implementing recommended changes.
Kurt Ginther has over 25 years of experience as a millwright working in oil and gas, manufacturing, and ski resort industries. He has held positions in maintenance, project management, and emergency response. Currently, he works as a millwright for FT Services maintaining oil processing and tailings plants for CNRL.
1) A career spanning, more than 25-years in various industries, including Consumer Product Goods, Pharmaceuticals, OEM, and Chemicals, and over $500MM in the capital and operational project management experience that fulfilled various engineering related roles from process engineering, maintenance, facilities, & engineering management to the current roles of senior-level project management
2) Being a multi-disciplined engineering manager in various manufacturing environments, experience and training have me engaged in various departments, including improvements and evaluations in Processes, Automation, ERP, DCS, Quality, Compliance, Facility Infrastructure, Utilities, Waste Treatment, Training, Coaching, Documentation, and Lean-6Sigma Continuous Improvement.
3) I have documented, stored, and experienced a level of knowledge and understanding that has rewarded me the insight, visibility, and wisdom to provided added-value services as a project manager throughout any area of the manufacturing supply chain.
4) Experience with site construction, sustaining products, maintaining systems, and relocating operations nationally and globally has given the experience to ensure every aspect of the business is given the appropriate level of consideration.
5) With developed capabilities across many manufacturing platforms, experience and training have me engaged in multiple departments, throughout various industries.
6) With a couple of engineering degrees, several industry certifications, a diverse network of resources stretching globally, and many years of hands-on field experience, I have been the type of multi-disciplined project manager that will leverage almost any resource to meet expectations.
7) Feel free to reach out to discuss almost anything, where we keep pushing the boundaries of knowledge and experience to challenge one another.
This document provides a summary of Richard Clark's career and qualifications. Richard has over 20 years of experience as a senior process engineer in the chemical and natural gas industries. He has extensive experience leading process improvement projects that have delivered millions in annual cost savings. His background includes roles in research and development, plant management, and process engineering.
IRJET- Optimization of Cycle Time by using Various Techniques: A ReviewIRJET Journal
The document reviews various techniques for optimizing manufacturing cycle times, which are affected by factors like machining conditions, human involvement, bottlenecks, and idle time. It discusses approaches like establishing machine performance capabilities, automating non-value added tasks, and focusing on eliminating sources of error to reduce cycle times. The goal is to optimize cycle times in cylinder block manufacturing to improve productivity, competitiveness, and ability to respond to customer demands.
Aghil Jith.A is an aspiring tool and die maintenance engineer with over 6.5 years of experience in die maintenance. He is currently a team leader at Ford India Pvt Ltd, where he oversees die maintenance activities and ensures maximum operational availability through preventative maintenance practices. He holds diplomas in tool and die making, 3D modeling, and computer applications. He is seeking new challenging assignments in die maintenance across industries.
George Lou has over 25 years of experience in process engineering roles in industries such as pulp/paper, specialty chemicals, and petroleum refining. He currently works as an Asset Development Engineer for Motiva Enterprises, where he manages capital projects ranging from $100,000 to $25 million. Previously he held various process engineering and production roles for companies including Hexion/Momentive Specialty Chemicals and MeadWestvaco Corporation.
IRJET-Productivity Improvement in a Pressure Vessel using Lean PrinciplesIRJET Journal
This document discusses improving productivity in a pressure vessel manufacturing company through implementing lean principles. The company was facing issues like production line stoppages and long lead times due to an unstructured inventory management system. Value stream mapping revealed long wait times and a very low inventory turnover ratio of 0.17%. To address this, a Kanban system was proposed and implemented in the supply chain for outsourced dish components. This changed the production from a push to a pull system. After implementing Kanban, line stoppages were reduced by 68% and lead time decreased from 6.5 to 4.3 days. The inventory turnover ratio also improved to 0.35%. In conclusion, implementing lean tools like Kanban helped optimize the supply chain and
Hydrotreating Technology Training CourseKarl Kolmetz
This seminar focuses on the core building blocks of the Hydrotreater process unit
equipment. The program will emphasize process unit equipment fundamentals,
safe utilization of these fundamentals by operations and maintenance personnel,
and equipment troubleshooting techniques.
The purpose of this seminar is to improve and update the participant’s personal
knowledge of Hydro treating technologies and will include:
Naphtha HT
Kerosene HT
Diesel HT
Monitoring unit operations
Troubleshooting
Latest developments
Areas of concern
Optimising mine productivity has become a focus as extraction costs increase and material values decrease. Productivity in the mining industry has declined significantly over the past decade according to industry data. This productivity crash was largely due to a boom in mining investment during high commodity prices that led to a focus on production growth over efficiency. Strategies to improve productivity include strengthening mine planning, improving budgeting and risk management, optimising workforce planning, increasing efficiency through technology, and pursuing automation. Mine to mill optimisation by evaluating the entire system can also yield economic benefits over optimising individual sections independently.
Kannan is a chemical engineer with over 12 years of experience in fields including lean manufacturing, materials handling, process improvement, and new product development. He is currently a Junior Officer-R&D at Carborundam Universal Limited, where he has responsibilities in areas such as production management, process control, and technical support. Kannan holds a diploma in chemical technology and is pursuing a bachelor's degree in chemical engineering.
Hydrotreating Systems Selection, Sizing and Troubleshooting Karl Kolmetz
This document provides guidelines for the design of hydrotreating units. It discusses the objectives of hydrotreating different feedstocks like naphtha, kerosene, and diesel. The key reactions in hydrotreating include desulfurization, denitrogenation, and aromatic saturation. It also outlines the basic process flow scheme and considerations for sizing reactors and selecting catalysts. Example calculations are provided to demonstrate the sizing of hydrotreating units for different case studies.
Ehab Gameel Lamee is a 19-year veteran in construction, commissioning, operation and maintenance of power plants and oil & gas facilities. He has extensive experience managing projects up to $10 million USD and specializes in troubleshooting, failure analysis, and training. His career includes roles at Ras Gas, Kharafi National Construction, and General Electric in Qatar, Egypt, Saudi Arabia, South Africa and other countries.
William Kent has over 15 years of experience as a semiconductor process engineer and 10 years of experience managing engineering teams, with a proven track record of improving yield, reducing costs, and increasing capacity through initiatives like lean manufacturing practices, budget reductions, and personnel development. He currently works as a Senior Section Manager of Process Engineering at GlobalFoundries, leading a team that develops etching processes and achieved goals around cost reduction, yield, and capacity improvements.
The document discusses optimization solutions for oil refinery production planning and scheduling. It describes how optimization can help refineries better manage uncertainty, take advantage of market opportunities, and cope with increasing production complexity. The solutions aim to generate executable plans that meet demand while minimizing costs. Current scheduling solutions are limited as they involve manual trial-and-error search, whereas the proposed solution uses optimization to find optimal schedules. Benefits include reduced variability, improved schedule attainment, and better ability to capture spot market opportunities.
John Setty is a process development and manufacturing engineering expert with over 15 years of experience in the semiconductor industry. He has held senior engineering roles at L-3 Communications, STMicroelectronics, and Microchip Technology where he has led teams to improve yield, reduce costs, transfer processes between facilities, and solve manufacturing problems. Setty has extensive experience in project management, supplier management, statistical analysis, process development, and quality systems. He holds a BS in Chemical Engineering, is a Six Sigma Greenbelt, and obtained his MBA in Project Management from the University of Texas at Dallas in 2015.
Kevin Logeais is a manufacturing engineer and manager with over 30 years of experience in various manufacturing roles, including operations management, continuous improvement, and engineering. He has a track record of implementing lean techniques and systems to drive significant cost savings and productivity gains at several large companies such as Siemens, Eaton, and Sabre Industries. His resume provides details on his qualifications, work experience, education, and contact information.
JULIAN KALAC -EXAMPLES OF LEAN SIX SIGMA BLACK BELT PROJECTS Julian Kalac P.Eng
The document provides 12 examples of Lean Six Sigma projects that resulted in cost savings through process improvements. The first example describes a project that increased production capacity of HVAC duct elbows by designing a one-man cell to run three semi-automatic machines simultaneously, achieving annual savings of $472k. Another project reduced robot welding setup time from 38 minutes to zero by designing modular fixtures, achieving annual savings of $650k. A third project converted batch production to continuous flow, increasing shift capacity by 82% and eliminating the need for overtime.
The document summarizes Gregory S. Susa's work implementing continuous improvement strategies at L&S Machine Co., LLC. Some key outcomes of the strategies included: tooling expenses reduced by $1.5 million per year through tool crib modernization; ISO9001C and AS9100 certification achieved through a FOD campaign; throughput increased 40% and scrap decreased 25% through SMED development; and production capacity increased by 1200% through manufacturing process engineering. Susa also lists clients of L&S Machine Co. across various industries including nuclear, aerospace, medical, and more.
Gregory King has over 20 years of experience in engineering management roles, leading teams in product development, manufacturing operations, and continuous improvement. He has a track record of success in reducing costs, improving quality, cutting lead times, and ramping up production for companies like Cobham SATCOM and Applied Materials. The document provides details on his extensive career history and accomplishments in technical problem solving, new product launches, process optimization, and strengthening operational efficiency.
Ronan Maxwell is an experienced engineering professional with over 20 years of experience in process improvement, product design, and project management roles. He has a proven track record of generating innovative solutions to complex problems and has numerous patent disclosures. His experience spans the electrical products, medical devices, and polymer processing industries. He is currently an R&D Project Manager at TE Connectivity where he has led large-scale projects and managed teams globally.
Topic 7 Tooling Applications And Hybrid Processes KTN
On July 10th Innovate UK and the KTN held a business innovation day to showcase 30 of the Innovate UK projects that are currently active in the area of Additive Manufacturing. The presentations and pitches made on the day are now available to download. Topic 7 focuses on Tooling Applications and Hybrid Processes.
Jagdish Singh has over 35 years of experience in engineering and manufacturing management. He holds a B.Eng in Mechanical Engineering from Redbrick University and C.Eng. M.I.Mech.E. qualifications. Singh has worked in roles of increasing responsibility at various manufacturing companies, where he improved productivity, quality, and safety. Most recently, he was Mould Shop Leader at Proto Labs, where he helped the business grow over 30% annually through developing staff and implementing operational improvements.
summary of 16 Lean Six Sigma improvement projects in manufacturing, bio-manufacturing, supply chain
including 2 machine safeguarding . Total savings over $8Mil
E11 1 intro to operational-excellence_final-webDir Jan
Operational excellence tools can help chemical companies continuously improve performance. The document discusses SMED, mistake proofing, statistical process control, and design of experiments. SMED aims to reduce waste and changeover times. Mistake proofing prevents errors from causing defects. Statistical process control monitors processes to ensure quality. Design of experiments identifies key process parameters and opportunities to optimize processes using minimal experiments. These approaches support waste reduction and maximizing resource efficiency in chemical production.
This document describes a position as a Tolling Group Leader who directly reports to the M&E Director in China. The role involves managing 3 subordinates across two sites and 7 products to ensure on-time manufacturing, quality, and delivery from API tollers. Key responsibilities include project engineering, start-up, qualification, cost reduction, optimization, and regulatory compliance activities. Some of the position holder's achievements include no major safety incidents in the last 5 years, establishing sustainability reporting at tollers, developing manufacturing systems to avoid supply interruptions, successfully implementing new projects and expansions, and continuously driving cost reduction through productivity and yield improvement projects.
Scott Moore relevant accomplishments bioScott Moore
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Rahul Iyer has over 15 years of experience in project management, process improvement, quality engineering, and manufacturing. He has led numerous projects in industries such as aluminum casting, renewable energy equipment manufacturing, automotive component production, and more. Some of his responsibilities and accomplishments include:
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This document describes several Lean Six Sigma projects aimed at improving efficiency and reducing costs. It summarizes multiple projects including reducing packaging scrap, improving productivity in packaging and coil winding operations, reducing injection molding setup times, and implementing a warehouse management system. One project improved productivity from 240 to 331 packs per hour and reduced setup time from 30 minutes to under 5 minutes, realizing annual savings of $300,000.
IMPROVING OSH & PRODUCTIVITY OF RMG INDUSTRIES BY IMPLEMENTING LEAN TOOLS AN...Karina Islam
The garment industry has played a pioneering role in the development of industrial sector of Bangladesh. The RMG sector is expected to grow despite the global financial crisis of 2009.As China is finding it challenging to make textile and foot wear items at cheap price, due to rising labor costs, many foreign investors, are coming to Bangladesh to take advantage of the low labor cost. Though Bangladesh produces garment with lowest cost but poor productivity. To survive and prosper in today's economic times, companies can no longer manage using financial measures alone, they have to track non-financial measures also such as customer satisfaction, brand preference, speed of response, employee satisfaction etc.Productivity can improve by applying lean tools like- 5s, JIT, Muda, Root Cause analysis, KPIs, VSM. For improving the ultimate productivity OHS of RMG sector of Bangladesh should be improved. In Ready Made Garments (RMG) sector of Bangladesh, the employees represent an organization's biggest and its most valuable asset. The company's productivity, and ultimately, its profitability depend on making sure all of its workers perform up to their full potential. This paper summarizes that how KPIs analysis improve productivity and OHS of RMG sectors. Appropriate indicators are first selected for KPI scoring then simulate the scores with the help of Adaptive Network-based Fuzzy Inference System (ANFIS) and finally illustrated how KPIs impacts on overall productivity.
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Eng. Mohamed Ali Taha Ali is seeking a maintenance or engineering position that allows growth and utilizes his skills. He has over 10 years of experience managing maintenance activities and ensuring optimal efficiency. He is determined, solves problems independently, and adheres to organizational policies and goals. He has experience delivering furnace projects on time and within budget.
Shaktikumar M Potdar is a senior level manager with 17 years of experience in mechanical engineering and new product development. He has led projects from concept to production and managed cross-functional teams. Currently he is a technical specialist at Cummins where he guides design teams and leads projects in engine development and fuel systems.
Scott Bryer has over 15 years of experience in quality management, process improvement, and new product development for automotive and defense manufacturing companies. He currently works as a Senior Quality Engineer for Carlisle Construction Materials, where he implements quality strategies across seven plants. Previously he held quality management roles at Oshkosh-JLG, BAE Systems, L3 Communications, Mack/Volvo Powertrain, and Chrysler Corporation, where he reduced defects and improved processes. Bryer has a background in lean manufacturing, ISO and AS quality certifications, root cause analysis, and project management.
1. Steven Foster
Curriculum Vitae Cover Sheet
Current Position: Head of Maintenance (Group)
Current Company: United Cartons Industry Company (UCIC), Jeddah, KSA
Education: BEng Honours Degree (2:2) in Manufacturing Systems with
Management
BTEC National Diploma in Mechanical & Manufacturing
Engineering
City & Guilds in Mechanical & Manufacturing Engineering
Accreditation: Six Sigma Black Belt
Technical Skills: FMEA, DOE, SPC, VSM, Root Cause, DMAIC, Process
Mapping, Pareto, Chi-Squared, Fish Bone Diagrams,
P.U.W.E.R, L.O.L.E.R, cGMP, Manual Handling, 5's,
Kan-Ban, Cellular Layouts
2. Personal Profile:
Experienced and innovative Engineering / Maintenance Manager who leads by example, with Production / Projects
Engineer experience and also apprentice trained engineering skills across a wide range of machine expertise
Highly Articulate, confident and persuasive team-builder, able to motivate and communicate to both upper
management and shop floor personnel
Excellent planning, costing, sourcing and installation skills of new plant machinery, and the relocation of existing
machinery utilizing Permits to Work (General, height, C.S.E & hot) , risk assessments, inductions and training
schedules
Excellent team person either as part of or leading a team, I can also work alone using my own determination,
creativity and technical skills to problem solve
Focused, but flexible approach to projects, maintenance (both planned and breakdowns) and work well under pressure
Honours Degree in Manufacturing Systems with Management (2:2 BEng)
Experience:
Managing three plants maintenance departments with a complete team of 72 technical staff, control of a R & M
budget of SR32M, and capital projects of SR5m.
Driving down unscheduled breakdowns, improving PMI schedules and control of spare parts and the reduction of
inventory. Managed successful shuts in Jeddah during both Ramadan and Hajj (EID) holidays
Managed 9 major shuts on the Holcim site – ranging from a Silo clean out to a full cement mill, utilising both Holcim
Mill’s team and a large number of contractors. All shuts have come in under / on Budget with no extended delays.
Cement Mill 1 Shut came in 4 days early and $150k under budget
Excellent safety record – zero LTI’s, MTI’s (Medically Treated Incidents) & 1 FAI (First Aid Incident), fully trained
ICAM investigator and Completed Safety Leadership course (Internal).
Six Sigma Black Belt, working on projects (using DMAIC) in both lean (Value Stream Mapping) and Six Sigma
Design of Experiment (D.O.E) on wear ring strip production (targets of 75% waste reduction ($20K) and increased
capacity ($350K)) from raw material through to dispatched finish goods for customers. Six Sigma project on material
defects (tube production) and causes.
Great analytic skills in gathering raw data and transferring, filtering and analysis to reporting
Proficient in the use of all Microsoft packages, S.A.P, AutoCAD, Minitab, Sigma-works, Process Modelling
Experienced at working on projects from rough concept designs to final installations, including writing documentation
for Factory Acceptance Trials (F.A.T) and Site Acceptance Trials (S.A.T), Change Control and validation documents
to current F.D.A regulation
Good budgeting skills, looking after large ($3.2m) and small ($650K) revenue budgets, including writing Capex's for
the securing of funds, and controlling a tooling spending budget ($130K) for the financial year (2 years running)
Delivered and installed (as a team leader or part of team) 18 machines to site, including 5 manual handling associated
projects
Fully trained risk assessor, manual handling trainer and worked for the Health & Safety department on an 18 month
secondment, carrying out risk assessments for the engineering department and producing a register, which lead to
implementing manual handling changes within the factory and offices
Used a number of lean manufacturing tools to improve the company’s production problems, including Value Stream
Mapping, 5's, cellular production (grouping families of parts), Kan-Ban systems, process flow (reduction of rework &
parts movement) and waste reduction
Carried out quality testing on products and customer returns, producing detailed reports on the findings
Designing of jigs and fixtures for machines and general working, including manufacturing proto-type models
3. Achievements:
United Cartons Industry Company (UCIC), Jeddah:
Reduced downtime across the plants: P1 – From 3.4% to 2.6% (YTD), P2 – From 5.7% to 4.3%, P3 – From 2.7% to
2.3%
R & M Budget gone from SR1.1m over budget (2015) to SR2.47m under budget (YTD)
Reduction of spare parts in stores: P1 – 1.5%, P2 – 1.4%, P3 – 2.2% by reviewing and setting Min / max stock levels
Reduction of inventory (old 2004 to 2013 & Obsolete) P1 – 40.5% (SR1.66m), P2 – 49.5% (SR0.7m), P3 – 55%
(SR0.5m)
Reduction of consignment stocks: P1 – 36% (SR0.4m), P2 – 23% (SR0.12m). P3 – 14% (SR0.36m)
Holcim (New Zealand) Ltd, Westport:
Started off as Auxiliaries Maintenance Manager, before being promoted to Maintenance Manager – Mills, now
Maintenance Manager – Kilns / Mills
Running a department of 3 mechanics, 4 fitters (Aux Dept.) and 5 fitters, 4 labourers (Mills dept.), now running a
team of 18 maintenance personnel
Working closely with Production Supervisors and operations to ensure better running of the plant via good planned
maintenance
Successfully running a maintenance budget of $3.2m (2012) coming in $60.5K under budget, with a $3.713m budget
for 2013, and now running a budget of $10.3m , currently standing at $404,000 under budget YTD (Taken on 30th
nov
2013)
Completed 9 shuts on site, bring them in on time / early and with in budget
Safety record: Zero LTI’s, Zero MTI’s and 1 FAI (First Aid Incident) – Contractor burnt hand on hot molten steel
whilst gas cutting bolts off
Completed ICAM investigator course – to carry out high and medium level investigations on site and other Holcim
sites when major incidents occur
Safety leadership Development (Parts 1 & 2) – Driving safe working within the group and leading teams / individuals
through safety on Holcim’s “Zero Harm Journey”
Practical Leadership Skills 1: The Self-Aware Leader
4 Quadrant Leadership – New Zealand Institute of management
Stepped in as Acting Engineering Manager whilst Engineering Manager has been away
Amcor Kiwi Packaging (Hastings)
Running the Maintenance department (5 staff, plus numerous contractors)
Planning the daily, weekly, monthly maintenance, annual shutdowns
Running an R & M budget of $1.3m, coming in under budget ($50,000), planning new budgets and forecasting
Writing all Capex, User requirement Specifications for new capital and running the project management of them
(new machine $2.3m, trim master $152K)
Reduced maintenance break downs from 5.5% to 2.8% (Mechanical) & 1.356% to 1.0% (Electrical)
Installation of the new corrugator conveyor system on time and under budget
Installation of the new load former and conveyor system for the gluer on time
Reduction of set-up times on the machines ranging from 2.89% to 37.37%
Increase in productivity on the machines ranging from 3.3% to 11.8%
Reduction in the machine downtimes from 1% to 5.8% across the factory
Successfully run the converting department (15 people) as acting supervisor when the main supervisor has been away
and also acting supervisor for maintenance (6 people) when the supervisor has been away
Run successful fish bone and FMEA problem solving teams leading to the above successes
Carried out numerous studies, in waste reduction, production efficiencies, material movement and plant layouts
Trelleborg Sealing Solutions
Waste reduction project (part of Six Sigma Black Belt project) savings of GBP 70K / yr.
New pallet loading CNC machine for milling section: Cycle time reduction success with cost savings of GBP46K/yr.
Machine Study (increasing speeds & feeds) on CNC cells, improved cycle time on bush work by 24.5%
Sourced, purchased and packaged / shipped machinery for plant in china, (2 CNC's, 4 other small machines) all
successfully installed and working.
Introduced a new mandrel manipulator in the wrapping extract process to handle large (+40kg) mandrels off the line
into the extract machine, removing the need for the operator to handle them
Extended the marine crane system as part of the large wrapping project
Installed 9 new machines and moved 12 existing machines around the Rotherham site without any major incidents /
accidents
4. Smith & Nephew Medical Ltd
Single Minute Exchange of Dies (SMED): Cost savings GBP66K / yr., reducing die cutting changeovers from 5 hours
to 2 hours, two fold projects also reduced manual handling risk assessment score from 165 to 30
Reject Bin Improvement project: Cost savings of GBP44K / yr.
Manual Handling: Large roll manipulator for Allevyn line; picked up, rotated and loaded large rolls of film (+80Kg)
on to the machine
Manual Handling: Large roll manipulator for Flow wrapping section, picked up rotated and loaded rolls of vacuum
film (80Kg)
Vacuum bag handling unit to paste division: Moving 25kg bags of material from clean to dirty side of airlock (4 x
250kg pallets at a time)
Various small changes to working practice within the Engineering department reducing lifting of heavy awkward
items whilst bending, twisting and crouching in machines
Installed (using a team of riggers) 15 new machines, and moved 7 existing lines around within the Hull site without
any major incidents / accidents.
Euro Power Hydraulics Ltd
CNC Cellular project: Grouped families of parts and set CNC section up in to small cells: reducing set-up times per
machine. Saving GBP18K/ yr., removed 2 heads from the section saving GBP38K/ yr.
5's on hose assembly line: Reduced time looking for tooling / parts. Increased production capacity by 6%, removing
need for overtime costs. Cost saving of GBP22K / yr.
Career History:
2015 to present United Cartons Industry Company (UCIC), Jeddah, KSA – Head of Maintenance (Group)
2011 – 2015 Holcim (New Zealand) Ltd Cement Works, Westport – Maintenance Manager – Kilns / Mills
2007 - 2011 Amcor Kiwi Packaging (Hastings): Process Improvement Engineer, then Maintenance Manager
2005 - 2007 Trelleborg Sealing Solutions (Rotherham), Rotherham: Six Sigma Black Belt, Production
(Projects) Engineer
2001 - 2005 Smith & Nephew Medical Ltd, Hull: Manufacturing Projects Engineer
1999 - 2001 Euro Power Hydraulics Ltd, East Yorkshire: Quality Projects Engineer, Continuous
Improvement Engineer, Process Engineer
1997 -1997 Reiter Automotive (6month University placement): Technical Assistant
1998-1998 British Steels Technology Centre (7 month University placement): Finite Element
Analyst & Plant Condition Monitoring Analyst
1988 - 1991 Taylor Valves Ltd, Huddersfield: CNC Setter / Operator
1985 - 1988 Case Tractors, Huddersfield: Apprentice Engineer, then CNC Setter / Operator
Education:
1995 - 1999 University of Bradford: BEng Honours Degree (2:2) in Manufacturing Systems with
Management
1993 - 1995 Huddersfield Technical College: BTEC National Diploma in Mechanical &
Manufacturing Engineering (7 distinctions, 17 Merits)
1985 - 1993 Huddersfield Technical College: City & Guilds:-
General Technology & Mechanical Engineering Practices (Pass & Credit)
Basic Engineering & Mechanical Production Technology (Pass & 2 Credits)
Basic Engineering Technology (Pass & Credit)
Mechanical Engineering & Process Experience (Pass & Credit)
RSA Typewriting Skills stage 1 (Pass)
Engineering competence & technology to NC / CNC part programming level 3 (5 Passes
& 8 Credits)
5. Personal Details:
Title: Steven Foster
Date of Birth: 13th
January 1969
Address: Arabian Homes – Sierra Village – 8b Deyna
Kaheel Alazdey St. 96
Al Zahra District
Jeddah, KSA
Telephone No: +966 12 662400 Ext. 2712
Mobile No: +966 554448562
E-Mail: stevefoster13@hotmail.com
stevefosterholcim13@icloud.com
steven.foster@ucic.com.sa
Skype Address: fozndebs
Skype for Business: steven.foster@ucic.com.sa
FaceTime: stevefosterholcim13@icloud.com
Marital status: Married to Debbie with 1 daughter aged 10 year’s old (residing in Jeddah)
Residence Status: New Zealand Citizenship (was permanent resident), KSA Resident (Iqama), British Citizen
Driving license: Clean (New Zealand, UK licenses, Saudi Arabian)
Leisure Activities: Enjoy playing golf and cycling (Rode Tour of the Bay 50Km, Tour De Beautiful 25km,
Taupo flyer 100km, around Taupo 40Km stage)
Going to the Gym, ran 3rd
stage of Buller marathon this year
Traveling
Spending time with my daughter
Watching all aspects of sport both at amateur and professional levels
References: All certificates and references available
Reference contact details for Steve Foster
Mohnish Rikhy
General Manager
United Cartons Industry Company (UCIC)
Jeddah
Tel: +966 12 2244200
Mobile: +966 506681899
E-mail – rikhy@ucic.com.sa
Clark Nelson
Engineering Manager
Holcim NZ LTD
Cape Foulwind
Tel: +64 3 7895834
Mobile: +64 21665187
E-mail: clark.nelson@holcim.com
Paul Coleman
Shipping Manager (was Engineering Manager until Jan 2013)
Holcim (New Zealand) Ltd
Cape Foulwind
Tel: +64 3 7895871
6. Mobile: + 64 212427842
E-mail: Paul.Coleman@holcim.com
Dave Morrison
Manufacturing Manager
Amcor Kiwi Packaging (Hastings)
Meihana Street
Hastings
Tel: +64 6 9748095
Mobile: +64 21461720
E-mail: Dave.morrison@pllnz.co.nz
Barry Redfearn
Operations Manager
Trelleborg Sealing Solutions Rotherham
Bradmarsh Business Park
Rotherham
South Yorkshire
S60 1BX
Tel: 00 44 1709 789822 (Direct)
Tel 00 44 1709 789800
Fax: 00 44 1709 374819
Mobile: 00 44 7747066178
E-mail: barry.redfearn@trelleborg.com
7. Mobile: + 64 212427842
E-mail: Paul.Coleman@holcim.com
Dave Morrison
Manufacturing Manager
Amcor Kiwi Packaging (Hastings)
Meihana Street
Hastings
Tel: +64 6 9748095
Mobile: +64 21461720
E-mail: Dave.morrison@pllnz.co.nz
Barry Redfearn
Operations Manager
Trelleborg Sealing Solutions Rotherham
Bradmarsh Business Park
Rotherham
South Yorkshire
S60 1BX
Tel: 00 44 1709 789822 (Direct)
Tel 00 44 1709 789800
Fax: 00 44 1709 374819
Mobile: 00 44 7747066178
E-mail: barry.redfearn@trelleborg.com