Sydney Consultancy Services, Tender Writing and Project Management Training

Managing Director

General Manager – Operations, Supply Chain, Quality & Projects

Programme Director                            

Faiveley Transport is an international manufacturer and supplier of equipment for the railway industry.  It designs, supplies, maintains and overhauls a wide range of products related to the train equipment, such as cabin heating, ventilation and air conditioning (HVAC), access and information systems, such as automatic doors, passenger information systems and CCTV and vigilance. In addition, it provides couplers, tachometry systems and event recorders, brake control units, brake systems including discs, controllers, air generation and compressors. It serves tram, metro, high speed locomotives, and regional market segments trains.

As MD, I was responsible for all aspects of the business across 4 Faiveley Transport sites in Australia and New Zealand to design, test, source, manufacture, install, overhaul and repair equipment for passenger and freight trains including brake systems, HVAC, doors, passenger information systems and communications equipment. 

Financial and operational management were the cornerstones to ensuring Customer expectations and budgets were met.  Strategic planning, Customer relations and sales development were key to business growth and order generation.  One of the main achievements was opening a new site in Perth, and gaining market share in both passenger and freight train markets.

Leading the Operations Department as a cross-functional business unit included applying lean manufacture techniques to streamline workshop activities and increase visibility of parts in production to control progress, improving on time delivery.  New warehouse layouts were installed, reducing picking time and shortages.  Strict purchasing rules were applied to reduce inventory, scrap and negotiate more favourable terms and conditions with strategic suppliers.  Quality assurance processes were improved through implementing ‘quick reaction quality control’ and performing root cause analysis on non-conformities.  Engineering Change Control processes were streamlined.

Business Unit responsibilities were a key feature of this role, including re-organisation of the department structure, budget creation and strict monitoring of key performance indicators to ensure implemented improvements achieved expected outcomes and to drive further continuous improvement initiatives.

New project management process were launched, greatly increasing financial control and stabilising contract margin, as well as improving efficiency (monthly reporting reduced from 3-4 days to less than 1 hour per project).

Due to the diverse culture and nature within the teams, and HR management was of particular importance.  Career planning, personal development and company restructuring were the foundations for high morale and excellent Customer Service and project delivery.

http://www.faiveleytransport.com/