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Chad Steedman

Current Occupation:

General Manager, Australian Food Corporation

Detailed CV:

Extended profile is available on LinkedIn: www.linkedin.com/in/chad-steedman

General Manager: Australian Food Corporation

Mar 2022 - Present

End to end leadership of the Australian business including: Operations, Finance, Sales and Supply Chain 

 

Managing Director: CS Business Improvement

May 2019 - Present

Working with small, medium and large companies to support the development of people, process, systems and strategy in line with their company vision and values and sustainable, profitable growth. My background in food and beverage manufacturing in Australia and Greater Asia across multiple disciplines has allowed me to work with industry leaders from paddock to plate either directly or in close synergy as a supplier or customer

Focus areas:
-Strategy Development
-People Planning
-Project Management
-Continuous Improvement
-Operational Management
-Systems/Process Development
-Problem Solving
-Plant Design / Commissioning

 

 

 

Kilcoy Global Foods Strategic Project Manager & Operations Manager Oct 2019 - Feb 2022

Duties and Responsibilities:

• Strategic and tactical leadership of the department improving OEE from <30% to >60%
• Leading the operations of a ‘value adding’ or further processing side of the business with high double-digit growth year on year projected for next 3 years. Leverage internal skill sets within the greater business in AU, USA and China and engage industry experts to support sustainable targeted growth 
• A wholistic operational role covering warehousing, planning, production, quality, engineering and despatching whilst also remaining customer facing working on NPD, value engineering and business growth
• Strategic project leadership encompassing new plant design, M&A due diligence, FAT and SAT of new equipment and new product development

Achievements:

• Planning, installation, commissioning and optimisation of three new production lines in two purpose-built production rooms. Completed strip out, new build, plumbing and power, machine installation and start-up all within 12 weeks and on budget
• Business lead for Covid-19 management plan, response and departmental liaison for Worksafe, Dept of Agriculture, Health Dept and Food safe QLD
• Executive project management delivering in excess of $60M savings and revenue improvement in 2021 and over $40M identified for 2022

 

International Flavors & Fragrances: Operations Manager - Australia and New Zealand 

Jan 2017 - Apr 2019

Duties and Responsibilities:

• Full P&L responsibility including reporting, budgeting, driving profit improvement activity >$500K p/a and managing capital expenditure allocation
• Creation and full rollout of site master strategy in operations, commercial and R&D
• Comprehensive profit improvement, automation, cost reduction and value creation projects locally that expanded into initiatives across Greater Asia

Achievements:

• Corrected a 5 year downward sawtooth trend of DIFOT to a flat 98.75% vs tgt 97.5%
• Reduced inventory holdings by 20% and slow moving or obsolete stock by over $150k over 12 months
• Optimised the usage of SAP, RF scanning and integrated weights and measures equipment to drive yield improvement and waste reduction
• Accomplished first full calendar year LTI free in the history of the site after restructuring the EHS team and mandating safety KPI’s across the leadership team

 

Goodman Fielder: Operations Manager - Short term assignment Jun 2016 - Jan 2017

Duties and Responsibilities:

• Site turnaround role including management and accountability of entire site operations and distribution network in line with business targets and objectives
• Coaching and development of leadership team using company vision and values to drive repeatable and sustainable individual and site performance  
• Integration of systems into the Townsville site to drive repeatability and sustainability in results. Governance of management and ERP systems already in place and introduction of LEAN way of working

Achievements:

• Executed turnaround and stabilisation of the plant and supply network with staff redeployment, regional engagement and accountability/expectations reset
• Championed a new frozen supply chain to supply into remote areas of QLD, NT and some pacific islands.
• Introduced management systems and practices into Cairns DC that had been previously managed regionally and unsighted with significant issues across safety, quality and waste

 

Bundaberg Brewed Drinks: Plant Manager May 2015 - May 2016

Duties and Responsibilities:

• Full P&L and leadership responsibility of operations including the main brewery, offsite warehouses x3, ginger farm and ginger processing plant
• Improved focus and direction for the operations team and business support functions in line with lean methodologies and business strategic goals
• Delivered a high-performance culture and significantly enhanced relationships with key suppliers through VMI, EDI and key performance indicators

Major Projects:

• Implemented 24/7 Production – Complete the change management of the site transitioning to continuous operations including EA negotiation, recruitment, training plans and supplier management.
• Brewhouse upgrade – Completed new building construction and state of the art automated end to end brewing process implemented. Designed the commissioning, validation, verification and training plans along with supplier service and ongoing maintenance plan
• International supply and contract manufacturing in the US and the UK, including defining incoterms, transport modes and shipping density/optimisation.
• Operational responsibility for extending the RF scanning from goods receipt area to use in production and the offsite ginger processing facility

Achievements:

• Implementation of Lean Methodology into the business driving a pipeline of $300k in improvement projects across; setup reduction, yield improvement, run rate, labour reduction, waste reduction

 

Campbell Arnott's: Manufacturing Manager 

Jan 2012 - May 2015

Duties and Responsibilities:

• Managing and developing a team of 16 direct reports and 190 indirect reports
• Manufacturing Variance Management including delivery of AOP and >$1mil annually of improvement projects

Major Projects:

• $9million investment in a new packaging line, reduce labour by 3 persons per shift or >50%, increase capacity by 75%, improve standard operating parameters, significant reduction in manual handling and associated risks.   
• Standard work for Leaders – Site leader of the phased Site-wide rollout of Lean standard work through Frontline Leaders, Finance, Quality, Operators and SMT. 

Achievements:

• Delivery of $3Million dollar enabler/improvement plan across my areas of responsibility including labour/downtime/scrap reductions, speed increases, process improvements and line transfers
• Employee engagement –Setting clear expectations and providing feedback has seen a sustained and dramatic lift in team morale and performance. Leading the team through organisational and departmental change delivering remarkable results.

 

Murray Goulburn: Production Supervisor 

May 2011 - Jan 2012

Major Projects:

• SCADA system optimisation to connect the sites multiple factory together visually through mimic screens to improve efficiency and communication
• Automated SAP ordering triggers though inventory management overhaul and safety stock levels implemented
• Production and PM scheduling in SAP environment – progressed to phase three of a project to revamp the sites scheduling process to; improve accuracy, reduce time spent creating and updating schedule, highlight priorities, interface with existing systems and process’, version control

Achievements:

• Implementation of Lean standard work through 35 frontline leaders
• KPI awareness and improvement at shopfloor level with visual management, kamishibai and kanban introduction   

 

Coca Cola AMATIL: Manufacturing Coordinator 

Jan 2005 - May 2011

Major Projects:

• SAP Implementation – Superuser, Trainer and business process lead for the implementation of SAP to CCA production sites. This was a pivotal piece in the culture change at the Moorabbin site including: reporting, managing consumables and tracking usage and yields.
• Batching room automation project commissioning and ongoing process improvement post automation then led subsequent $2M project on CIP and capability 
• Installation of new high speed canning line. Commissioning team member and process improvement minor works.

Achievements:

• Achieved best practice water usage ratio by reducing annual water usage on site by 18mg/pa 
• Managing and negotiating contracts with key suppliers (Visy, Amcor, Ecolab, Givaudan)

Qualifications:

• MBA
• Mechanical Engineering
• Project Management