Ademola S. OLORI MBA, PMP, IBD, CSSMBB™, MNIFST.

Experience

• 

  UAC Foods Limited

  Jul 2009 - Jan 2010

  Research Analyst Support (INTERN)

  Performance analysis on various brands/Products such as Diary Products, Sausage rolls, Cooking Oils, Packaged water, Juices etc.Moisture Content Determination, pH Determination, Ash Content analysis, Fat Content Analysis, Protein analysis, Saponifiable Matter Analysis, Unsaponifiable Matter Analysis, Acid value, Iodine value, Free Fatty Acid present, Peroxide value, Titratable acidity, Melting point analysis, Specific gravity analysis, Kries test for rancidity, Purity analysis of granulated sugar.Product Development support with regards to measurement and progress analysis. Show less

• 

  Nigerian Breweries Plc

  Dec 2012 - Sept 2016

  Key Member of the Plant Leadership TeamAchieved the highest ever volume produced in the history of the brewery. A whooping 132, 000hl was brewed in May 2016. This result was very impactful and contributive to the overall monthly KPI of the brewery.Led the department to exceed in the highly comprehensive Integrated Brewery Audit, Conducted by pool of Heineken-Nigerian Professional Auditors. The audit scope covered Quality Management, Process Discipline and Management, SAP and BCS compliance reporting, OHSAS, QMS, FSMS, EMS etc. Show less Reduced 2nd Day infection in fermentation and improved FTR Fermentation (Aerobic) from 62.5% to >70%.Orchestrated the Role Play briefs for the 2016 World Health and Safety Day-themed HEINEKEN Life Saving Rules for Ota Brewery. The well-scripted and highly innovative delivery/contribution of his team gave Nigerian Breweries the Second Position in the Heineken World.Drove a change culture in People-operational management that led to improved performance of the team through coaching using the 3 minutes Motivational talk platform of the Daily Control System, DCS. Show less Improved Legend Stout Brewhouse Yield from an average of 95.1% to 98.2%. This contributed immensely to extract loss savings to the tune of $130,847.13.Designed a jingle on the awareness of OHSAS certification (Occupational Health Safety and Assessment Series). Also, re-organized brewing team associates to select, and re-train Fire Warden/ Safety Champion across all shifts to ensure safety is driven at shop floor level.Designed a system that was used to drive team members' leave utilization compliance and the department Multiskilling Scheme which allowed for unit operations skill flexibility among the associates and led to a 99.8% staff leave compliance rate in 2015. Orchestrated the Role Play briefs for the OpCo Vision Cascade initiated post-merger of the legacy NB and legacy CB for Ota Brewery. Show less

  • Head Brewer - Relief

    May 2016 - Sept 2016

  • Line Manager - Brewing

    Oct 2015 - May 2016

  • Shift Manager (Brewing)

    Dec 2012 - Oct 2015
• 

  Coca-Cola HBC

  Oct 2016 - Jan 2020

  Developed 24 single-point lessons to effectively communicate information regarding specific problems and improvements. Standardized machine operations by designing and implementing 16 machine-based standard operating procedures across three manufacturing lines. Additionally, developed and deployed 144 work instructions, reducing process variation across the lines. Championed 12 quick wins in plant innovations, including the installation of a beacon alarm system in the syrup room etc.Developed content for and supervised 33 in-plant shop floor trainings, with a total of 1,019 participants. These includes MBC (Benefits of Coaching, Time Management, Teamwork, Effective Communication, Personal Effectiveness, Leadership, Role Modeling, etc.), MI (Escalation Needs & Procedures, Meeting Evaluation, Best Practice Sharing, Handover and Relief Operations, Process Confirmation, etc.) and Operating Systems (V-Profile, KBIs Tracking, TEAMaintenance, Pareto Analysis, 5Whys, Fish Bone, Improvement Memo, RCPS/RCA, SMED, etc.). Led the conduct of over 106 Structured Problem-Solving tools & Sessions to address the underperforming Key Business Indicators (KBIs). Through this approach, we effectively minimized defects and wastages to create more value for both our customers and the business. In addition, we improved our lines' reliability by executing PMPL plans, and driving TEAMaintenance. We facilitated Failure Mode & Effect Analysis (FMEA) sessions for our packaging equipment, developed and deployed operator based CILT (Clean, Inspect, Lubricate, and Tighten) standards and checklists, and ensured adherence to the daily execution of CLIT (Clean, Lubricate, Inspect/Check, and Tighten) processes. As a result, we achieved significant improvements in our System Line Efficiency (SLE), Concentrate yield, Bottle breakages, and Preform yield, with positive reductions in operational performance loss.By utilizing an integrated failure mode approach, his team successfully eliminated ..... Show less He took an active role in the change story dissemination and led focused group discussions. He was the coach for the Functional Review Meeting (Highest Plant Leadership DOR Meeting) and has overseen an improvement from average meeting effectiveness of 55% to 73.3%.He initiated and deployed TEAMaintenance standards, Improved SMED activities, also leveraged capability building, and was able to train the entire team in his workstream on problem-solving methodology (RCPS, 5WHYs, etc.). These and many more led to increased performance on the line. At the end of the implementation stage, the results were positive: Increased MTBR by 81.02%, Improved SLE by 7.30%, and Reduced EPL contribution to paid hours from 22.52% to 13.32%. During the Wave 2 of the project, he brought about many innovative solutions e.g; Upgrading the PET Bottle Rinser Chlorinating System and Reduction in Preform wastages during tipping. These two have tangible savings of over 80Million Naira annually. In his workstream, 7 SOPs and 63 Works instructions were published.Was instrumental in over 30 shop floor in-plant training/Coaching with 954 participations. The training covered Soft Skills, Operations Management, and Manufacturing Excellence. Show less Site Leadership Team member. He was the replacement rule for the Plant Manager.Under his leadership, and with active participatory support from the Quality and Safety Team, the plant recorded Zero Lost Time Accidents (LTA) for over 200 direct and indirect staff reporting led the entire NBC company in the Monthly Product Quality Index (MPQI).Drove functional leadership in employee engagement, governance, and controls. As the Plant Sustainable Engagement Champion, he led his team to win the 2016 Most Engaged Plant in the Coca-Cola Hellenic group worldwide, with improved engagement activities, he retained the award in 2017 World record of "Best Engaged Plant". The plant scored a full mark of 100%. Carried out standardization and controls on the usage of diesel on Boiler, Using the near loss reporting scheme, tagging and detagging and strict adherence to stepwise implementation of the Top 10 Coca-Cola Energy Conservation process, he contributed 17.54% and 13.59% reduction in Energy Usage Ratio respectively.Within 6 months he delivered a +39.94% improvement in volume thereby supporting growth agenda for Business Unit (Nigeria) though cross functional collaboration. This greatly affected the Productivities of the plant by above +43.77% against PY.With innovative drive and excellence in leading improvement teams on Concentrate yield, SLE Improvement, Cost leadership, Productivities etc. his plant rose from bottom class in 2016 to 1st Position in the Country Manufacturing Champions League. The Plant won the national competition as the Country's Most Improved Plant.The Cost Index, Manufacturing CPC gained approximately 28.80% better than the PY 2016. He deployed continuous improvement tools in driving caustic usage reduction, Bottle Breakages, Overtime, and Line Lubrication Management. Show less

  • Project Management Officer/Process Improvement & Capability Manager

    Feb 2018 - Jan 2020

  • Project Assignment: Manufacturing Transformation Change Leader

    Sept 2017 - Feb 2018

  • Area Production Manager

    Oct 2016 - Sept 2017
• 

  UAC Foods Limited

  Jan 2020 - now

  Achieved a significant rise in EBIT by optimizing the budget, ensuring production efficiency, managing inventories effectively, and balancing sales and manufacturing. This resulted in a 1990.09% increase versus the target and a 382.49% increase versus the previous year.Co-led an energy management team in suggesting and supervising consumption reductions. By implementing improvement activities from an energy audit, strategically arranging production plans, optimizing compressors, and installing a solar hybrid photovoltaic system, the team achieved a 28.83% reduction in energy costs compared to the target. This resulted in over 82 million naira in savings in 2021.Adopted and deployed lean manufacturing principles, cost-effective shift-based operations, and a strong scheduled maintenance plan to increase production volume. This resulted in a 27.69% increase versus the target and a 61.81% increase versus the previous year.Reduced absolute customer complaint figures year-over-year by assuming the frontier seat in the RCFA and ensuring the prompt resolution of all complaints. This resulted in an 80.56% reduction compared to the target. Additionally, the company received zero regulatory agency sanctions and a 93.10% external GMP audit score. Show less Designed, developed, and implemented a system of Cost Savings Initiative (CSI), trained over 220 Managers and Supervisors. This generated over N248Million in savings and about N280Million in cost avoidance.Designed, developed, and deployed new policies for the organization (Treatment of Non-conforming Products and Materials Policy, Escalation Management System, etc.)Created and Led a team to design and introduce a Direct Delivery Method (DDM) for the organization.Establishment of a structure that allows for daily review of KPIs, with short and long terms actions to address anomalies as applicable. Improved Line Efficiencies & Capacity utilization, the benefits of cross-functional deliberations at the Daily routines to fully access & address anomalies as applicable. Redesigned and developed a new comprehensive reporting templates for Supply chain to capture all monthly performance, KPIs, Issues and plans.Designed and deployed Soft Skills training in Strategic Leadership for over 65 Managers and Supervisors. A 70.97% average increase in knowledge recorded.Designed and deployed Structured Problem-Solving training for over 70 Managers and Supervisors. A 70.34% average increase in knowledge recorded.Developed a comprehensive SWOT, Water Production Status, Performance Management, Shift/Production Management, Safety and Environment report for SWAN Operations.Championed the designation of the Manufacturing Organogram producing leaner structure that create more customer value using fewer resources and focusing on strict waste elimination.Developed and rolled out Business Performance monitoring dashboard. A tool used to track and monitor the performance of any unit, section, department, and the entire organization. Created a robust deployment of Volume, cost, Packaging Materials and other major KPIs to expose positive component and variance contributors. It also allows for ease of data interpretation and prompt management decision. Show less

  • Operations Manager, Snacks Plant - (Plant Manager)

    Feb 2023 - now

  • Operations Manager, Dairies Plant - (Plant Manager)

    May 2021 - Jan 2023

  • Continuous Improvement & Capability Development Manager

    Jan 2020 - Apr 2021