T. G. Maisa Salman

Experience

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  Johnson & Johnson

  Jun 1995 - Dec 1999

  Assistant Artisan & Production Operator

  Alternating role during University vacations to gain work experience. Gained experience in using workshop tools, hands on production equipment maintenance, equipment assembly and packaging machine operations.

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  Mondi Group

  Jan 2000 - Jan 2001

  Engineer In Training

  Two year program designed to build engineering and management expertise on the Pulp & Paper Mill Operations. Development areas focused on Asset Management, Problem Solving, Projects Management, Safety Management, Budget Management, Quality Management, Human Resources Management and Maintenance Best Practices. Achievement• 1st EIT to complete the 2 year EIT training program in 1 year.

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  Mondi Group

  Apr 2001 - May 2002

  Reliability Engineer

  Reporting to the Technical Manager, the role focused on Asset Life Cycle Management (Reliability Centered Maintenance and Condition Based Maintenance implementation/optimization). Key to the role was equipment performance analysis, problem solving and benchmarking followed by implementing most efficient and cost effective systems to improve and sustain performance.Achievement• Successful commissioning of RB 720 upgrade project.• Design and roll out of online condition conditioning monitoring program for critical equipment. Show less

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  Mondi Group

  Jun 2003 - Jun 2005

  Management role focused on the implementation of best operating and asset management practices in the Wood Chipping Plant, the Effluent Plant, Coal Handling Plant, Rail Siding, Locomotives, Fire Water System and Heavy Moving Equipment. Budget planning and control, resource planning, demand planning, performance management, team building and continuous improvement were key on this role.Achievements• Awarded Mondi Young Achiever Award in 2005• Achieved highest section production throughput record • 15% reduction in maintenance costs• Improved plant reliability from 85 to 96% Show less

  • Section Engineer

    Jun 2003 - Jun 2005

  • Project Manager

    Jun 2003 - May 2004
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  South African Breweries

  Jul 2005 - Jul 2014

  Reporting to the General Manager, the role focused on the development of the SAB South African Division strategy. I was a member of the Prospecton Brewery Senior Executive team responsible for the development of the Prospecton specific strategy and objectives. Management of 30 employees in the Engineering department composed of 5 departments (Utilities, Projects, Asset Management, Engineering Stores, Site Services, and Risk Department) focused on developing and implementing programs that optimize efficiencies and reduce risks. Achievements• Only Brewery to win best brewery award in SA 3 years in a row.• 15% reduction in carbon emissions.• 10% improvement in energy efficiency.• 10% reduction in water usage. • 8% cost reduction through pay costs and improved by-product sales • Capex cash flow and projects management best in SA Beer Division• 20% increase productivity improvement through restructuring Show less Reporting to the Engineering Manager, the role focused on developing plans aligned to the SAB Prospecton business strategy and driving execution through structured focused continuous improvement programs aligned to Lean Manufacturing Practices focused on efficient operation of the Ammonia Refrigeration Plant, Steam Generation Plant, Carbon Dioxide Purification Plant, Electricity & Water Supply Plants, Compressed Air Plant and Effluent Treatment Plant, whilst developing future plans to further optimize operational efficiencies and equipment reliability.Achievements • Prospecton Brewery Department of the year award in 2008• 10% reduction in carbon emissions • 5% improvement in energy usage efficiency• 6% reduction in water usage • 10% improvement in Utilities Department operational reliability• 8% cost reduction through waste reduction• Rated best waste water treatment performance by DWAF Show less

  • Executive Manager: Engineering Manager (GMR2)

    Jul 2008 - Jul 2014

  • Utilities Manager

    Jul 2005 - Jul 2008
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  RCL FOODS

  Jul 2014 - Aug 2018

  Executive Manager: Plant Manager (GMR2)

  Developing RCL divisional business strategy and objectives. Leader in translating the RCL Strategy into Komati Sugar Mill specific strategy and driving the development and implementation of performance measures, execution culture and programs to achieve the objectives. Manage 230 employees in 2nd biggest sugar producing plant in Africa, (R1.4bn annual revenue; R200m cost budget; EBIT R400m), in a unionised environment, focused on execution of the business strategy, performance management and action/tactics alignment in order to deliver sustainable performance, continuous improvement and human resources development.Achievements * Achieved a 17% productivity improvement in a 2 year period through the implementation of automation in critical areas of operation and application of Lean Manufacturing practices. This included real time monitoring performance dashboards to enable short interval control of processes. * Achieved a 38% improvement in production equipment availability in 2 years through realigning goals to a few key objectives and prioritizing Opex and Capex funding to the key goals.* Restructured the Engineering Department to enable employee development and career succession while reducing Opex costs by R800k per annum. Show less

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  Transnet Port Terminals

  Sept 2018 - Jul 2022

  Reporting to the Managing Executive, my key role:• Development and implementation of The Transnet Ports Asset Management Strategy focused on improving equipment availability and performance optimization. This included Organizational Re-Design, Competency and Capability Improvement, and best Work Practices implementation through benchmarking.• Ensuring compliance to regulations, standards and policies aligned to the Ports Industry requirements (OHS Act, ISO14001). • Development and management of a combined annual Opex and Capex budget of approximately R280m with a team of 150 people.• Deployment of problem-solving methodologies to continuously improve performance aligned to Lean Manufacturing practices.• Developed and roll out Technical Procurement, Legal and Supplier Management strategies that optimized the of technology and competent suppliers with legally binding service level agreements.• Optimization of planning between maintenance, operations and sales (demand planning) to ensure customer requirements are communicated and achieved.Achievements • Development and successful roll out of equipment life extension strategy to sweat the assets prior to replacement.• Development of the Transnet Engineering and Department of Trade & Industry strategies to protect revenue and increase localization, with potential savings of R300m per annum. • Development of the Port automation strategy aligned to world best practice, with a potential to improve performance by at least 15%. • Standardization of technical organizational structures and workbooks for Transnet Port Terminals.• Equipment relocation strategy aligned to customer demand resulting in improved customer service.• Dashboard automation for Asset Management compliance (this includes readiness for SAP optimization). Show less Reporting to the Transnet Port Terminals Chief Executive, responsible for the development and implementation of an effective short, medium and long-term TPT engineering and operating strategy. Oversee the analysis of service delivery gaps and challenges aligned to performance targets and implement remedial action strategies to continuously improve and sustain performance. Management of the engineering departments (i.e. Engineering Centre of Excellence, Fleet & Facilities, Projects and Maintenance departments) in the 16 Transnet port terminals in South Africa, in a unionized environment of 2500 people. Responsible for managing Capex spend of R2.5 billion and Opex spend of R2.6 billion per annum.Achievements* Development and implementation of the Supply Chain Strategy that resulted in the elimination of service delivery challenges from suppliers and improved the capacity of the Supply Chain department.* Standardization of Asset Management practices across all Transnet Port Terminals aligned to best-in class terminals in the world.* Integration of maintenance plans between Transnet Port Terminals, Transnet Freight Rail and Transnet National Ports Authority to align maintenance interventions resulting in a reduction in operational outages. Show less Development of TPT engineering strategy for the Cape Channel Ports (i.e. 8 ports in Eastern and Western Cape with 900 engineering staff compliment). Driving the implementation and monitoring of performance measures, execution culture and programs to achieve business objectives. Responsible for managing Capex spend of R1 billion and Opex spend of R1.1 billion per annum.Achievements* Developed and rolled out the Engineering Asset Management Strategy in the Eastern and Western Cape Port Terminals resulting in an average 15% improvement in equipment availability and reliability in one year (2018).* Implemented the Cape Corridor new business model aligned to key commodities resulting in consolidation of management and revenue growth plans per commodity in 2018.* Developed and implemented equipment spares and services forecasting and demand strategy resulting in a 30% reduction in supplier delays.* Acted as General Manager of Eastern and western Cape Terminals for a period of 6 months and achieved R1,59 billion revenue against a target of R1,3 billion.*Developed and implemented a maintenance in-housing strategy on critical non-performing equipment (Tipplers) in order to eliminate reliance on non-performing equipment suppliers resulting in a 20% improvement in the Tippler performance in Saldanha, Richards Bay and Port Elizabeth Port Terminals. Show less

  • Executive Manager: Regional Head of Engineering

    Jan 2021 - Jul 2022

  • Executive Manager: General Manager Engineering

    Sept 2019 - Jan 2021

  • Executive Manager: Chief Engineer

    Sept 2018 - Sept 2019
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  Barloworld Ingrain Consumer Division

  Aug 2022 - now

  Chief of Engineering Management

  Reporting to the Director of Technical & Operations, overseeing the 4 Ingrain Mills, my functions are:• Develop and implement Ingrain Asset Management Strategy & Process Optimization Strategy to improve equipment availability, quality control and performance. This included Organizational Re-Design, Competency & Capability Improvement, and best Work Practices benchmarking.• Ensuring compliance to regulations, standards and policies (Food safety, OHS Act, ISO14001). • Development and management of a combined annual Opex and Capex budget of R350m.• Lead performance improvement and problem-solving in key areas with low Overall Equipment Effectiveness.• Developed and roll out Technical Procurement, Legal and Supplier Management strategies that optimized use of technology and competent suppliers with legally binding contracts.• Manage the Technical Training Department and Engineers in Training program.Achievements: • The Ingrain operation achieved a 11% improvement in revenue to R6,6 bn in fiscal year 2022/23, while operating margins were at 9% due to higher overheads following higher maintenance investments to improve operational performance.• Equipment availability improved by 9%, while managing a challenging maintenance budget of R96m, driven by the introduction of long-term partnerships with Original Equipment Manufacturers to improve quality of work and skills transfer.• Developed prioritized Capital Project for the next 5-years to the value of R250m per year to turn around performance using PMBok principles.• Introduced automation in scheduling and work management to enable real time monitoring of work, improving artisan and operator utilization from below 40% to above 85%. This included introducing automated control of the boiler plants leading to a 25% efficiency improvement (approx. R240m projected saving over 3 years) and online condition monitoring of critical equipment with projected improvement estimated at greater than R100m per annum. Show less