Robert Nunan

Experience

• 

  Toyota Motor Corporation Australia

  Jan 2009 - Dec 2014

  Created and delivered training to support the national Toyota dealership network Led a team of 20 direct reports and 10 contractors to provide strategic direction, team development and performance management including recruiting employees, setting and monitoring KPIs and terminating non-performers.Partnered with dealers and Toyota divisions to conduct a review of 120 dealer training courses, specifically looking at content, relevance, face to face/online delivery methods, cost equalisation for rural dealers and in house versus outsourcing of training to identify and drive improved outcomes.Developed and implemented the Toyota Learning Management System (LMS) across the nation which enabled first time dealers to link their employees training needs to their career development goals and provided a forum for individuals to register for training courses online.Prepared and delivered recommendations to the Board of Directors on the direction of dealer training to ensure all future programs accommodated stakeholder and business needs in alignment with corporate outcomes and franchise goals. Show less Provided leadership across Toyota’s 'Franchise of the Future' Program, which focussed on transforming the way Toyota dealers conducted their business whilst driving cutting edge levels of customer service. Developed a Light House Dealer (LHD) in each state using the Toyota Production System (TPS) principles of process, Lean Six Sigma systems, staff retention through education and development Kaizen (continuous improvement), KPI development and measurement and systems development to support business KPIs. These LHDs achieved higher gross profit margins per vehicle sold than non-LHDs and became a benchmark for innovation and training for other dealers.Introduced, trained and mentored dealer employees in TPS principles whilst encouraging other dealers to visit and learn from LHD best practices which introduced process driven work practices into dealers. It also introduced manual and system based KPI measurements whilst developing a Kaizen (continuous improvement) mindset at all levels of dealer staff.Trained and mentored LHD staff in the Kaizen principles and practices of continuous improvement which contributed to the implementation of small, employee-initiated ideas using the plan, do, check, action (PDCA ) process of implementation and follow up to ensure all improvements were sustainable.Increased staff retention rates by working with dealer principals to help them understand the importance of growing and retaining staff whilst providing individuals with clear career guidelines supported by career driven training and professional development opportunities.Championed Kaizen to become an integral part of business practice and culture across Toyota Australia whilst ensuring dealer principals gained a deeper understanding and appreciation of the real KPIs for their businesses. Show less

  • Regional manager SA and NT

    Jul 2012 - Dec 2014

  • Toyota Institute Australia Manager

    Jun 2010 - Jul 2012

  • Lighthouse Dealer Development Manager

    Jan 2009 - Jun 2010