Brett Young

Led

• Enhanced employee engagement in quality initiatives by recognizing individual contributions and promoting a culture of accountability.
• Led a team of quality assurance professionals, ensuring consistent adherence to company standards and regulatory requirements.
• Championed a culture of continuous improvement by fostering open communication channels between employees at all levels within the organization.
• Ensured compliance with industry regulations by staying up-to-date on changing standards and providing guidance across multiple departments.
• Implemented Six Sigma methodologies throughout various departments, resulting in improved operational efficiencies and reduced process variability.
• Initiated cross-functional collaborations with engineering and manufacturing teams to identify root causes of defects and implement corrective actions.
• Managed the resolution of customer complaints, leading investigations to determine cause and implementing corrective actions to prevent recurrence.
• Streamlined quality control processes by integrating automated systems and reducing manual inspection tasks.
• Improved quality processes for increased efficiency and effectiveness.
• Increased customer satisfaction through adherence to quality standards and customer requirements.
• Updated quality control standards, methods, and procedures to meet compliance requirements.
• Recorded, analyzed, and distributed statistical information.

• Responsible for revival of manufacturing according to TPS principals and development of shop floor environment to restore Stable production, Quality and Cost management.
• Managed technologies: Seat Assembly, Sewing, Cutting, Headrest, Welding, Bending
• Program support.

• Reported to the Managing Director
• Started as Senior Manager Quality, Moved to GM in 3rd month due to Crisis on 640A Project (95% of business activities).
• Recovered Delivery performance in SoP Ramp up and stabilized Production within 3 months.
• Revised entire operation in line with new business requirements – aligning department functions and establishing refined procedures.

• Focus on Profitability (Efficiency, Lean, Layout Improvement and material flow, Headcount reduction)
• 13 Months as Acting Quality Manager, recovered Ford Q1 (MSA from Red to Green), GM Bidlist (QSB from Red to green).
• Worked on assignment to the Plant General Manager

• Report to the General Manager.
• Managed several portfolios – Projects (Plant change and New Model introduction, Quality (including Quality/Process Engineering and Quality Assurance/Control), Production, Maintenance
• Worked in Weld, Press and Assembly Plants.
• Budget Planning and cost reduction strategies.
• Team consists of Managers, Auditors, Metrologists, Supervisors, Artisans, Engineers and Technical Experts
• Started as a Operator, Quality Inspector, Trainee (for Management and Engineering), Supervisor, Dojo Trainer, Manager and ultimately Senior Manager.
• Highlights
• Reduced average monthly returns from 1918 to 7 average ppm over 3 years in Press Plant (a particular challenge in an old plant operating to new standards.)
• Created Quality Reporting and Analysis protocols and systems.
• Built a “Dojo” with all training equipment, developed training program and trainers for operators, team leaders and supervision as part of turn-around for quality and productivity.
• Various Workplace Improvements
• Ran project to improve efficiency (MHU) by 12 % in 6 months
• Standardised Work Implementation
• Cost reduction projects (example: equipment improvement, consumable reduction)
• Various roles to launch new vehicles, Condor, Corolla Hilux and Fortuner

• Managed night-shift for Clothing Components cc (1993 – 1994)
• Basic understanding of Pneumatics. (And other maintenance activities)
• Managed Clients, ran office and promoted sales (ABTECH Agencies – Wholesaler)
• Worked for Shield Chemicals, Douglas Green & Bellingham Wines, PicknPay, Salehouse, Clicks, A-Construction