+264 81 4811 283
ARMANDO LOUW NAKWAFILA
Come Explore
MY DREAM
My DREAM - Empower teams to be highly efficient, AGILE and Lead by example, nurturing a culture of a 100% mindset. Teams that grow the organization in which we operate through implementation of lean methodologies and strategies. Managing resources at the bottom line, guaranteeing top line growth. My legacy, is that of continuous growth, never being satisfied with the results.
PROCESS OPERATOR
April 2002 - July 2005
Process – Solvent Extraction, electro wining, Hydrochloric Acid production and Demineralised Water Purification (Reverse Osmosis)
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Maintaining health and safety conditions at all times
Maintaining KPI’s and improving the process
Planning of shut down work and preventative maintenance
Coordination and supervising of contract labour and subordinates
Day to day running of chemical process plant
Ensuring the availability of reagents and parts
Performing cleaning in process (CIP) of reverse osmosis plant
Managing performance and development of subordinates
Data logging for efficiency analysis
Identifying KPI’s
Reporting plant performance to senior manager
Identifying possible cost-saving opportunities in the plant
Managing plant efficiency and throughput quality
PROCESS IMPROVEMENT ANALYST
July 2005Â - May 2007
Business Improvement Analyst - CI (Lean Six Sigma)
Drawing up driver trees and decision trees
Drafting Capital application
Facilitating root cause analysis and Risk assessments with technical audience
Facilitating idea generation sessions and Implementing ideas
Coordination and management of projects
Extracting data from the process database and analyzing for cost-saving opportunities
Presenting cost reports to senior management
Conducting training for meeting effectiveness, root cause analysis, and risk assessments
Daily calculation and updates of cost-saving for publishing sitewide
Doing research for different ideas – the whole process from mining through to administration.
Drafting modules, operational procedure, and functional specs
Modifying and updating of process flow diagrams (PFD) and plant identifications (PID)
INSTRUMENTATION MECHANIC TRAINEE
May 2007 - June 2010
Instrumentation – Process, Reverse Osmosis Plant and Laboratory instruments
Adhering to C&I code of conduct at all times
Ensuring high availability of plant equipment
Calibration and maintaining continuous accuracy of measuring instruments
Flowmeters, conductivity, pH meters, turbidity, levels, pressure
Installing new instruments
Running of a small Ion Exchange plant for laboratory – low conductivity
Overhauling instrument and fault finding
Assisting technical stuff with problem-solving
PROCESS SUPERVISOR
June 2010 - October 2015
Seawater Desalination – Operations Process Supervisor
Set out production targets based on client demands
Identify key performance Indicators
Maintain productivity and ensure availability
Creating a supportive work relationship
Providing opportunities for future growth and advancement
Evaluating plant performance against set standards
Responsible for quality control. Make adjustments as necessary during shift to produce product within specifications.
Schedule shutdown jobs and reduce breakdowns
Train and coach production line employees.
PROCESS ARTISAN
June 2017 - January 2019
SAB Miller ABInBev – Utility Operator (CO2, NH3 Refrigeration, Boilers, Water Treatment Plant)
Coordinate with utility clients for predicted daily demands
Adhere and Identify improvement opportunities for key performance Indicators
Maintain productivity and ensure availability
Sensitize fellow employees about Continuous improvement and VPO
Providing advice for professional growth and advancement in the workplace
Evaluating plant performance against set parameters
Sampling to ensure Quality remains in spec and make adjustments promptly
Identify preventative and corrective maintenance opportunities
Continuous 5s, Gemba audits to identify GAPs for growth
Train and coach production line employees
ENERGY AND FLUIDS TRAINEE
January 2019Â - Present
Energy and fluid's trainees, go through an 18 month intense and comprehensive training program conducted in-house through the ABInbev University, The program is structured in such a way to expose candidates to all aspects of the business. This done to prepare the candidates for appointment into managerial or specialist positions at the end of their training, given they have successfully checked out, Assessment done by all stakeholders in senior and zone level.
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Below are the Modules covered for the 18 months
Engineering Safety
Pressurized Systems & Boilers - Legal Compliance
Electrical Safety
Dust Plant Safety Management
Steam Plant Safety Management
Ammonia Plant Safety Management
Brewing Plant & Process Overview
Packaging Process Overview
Management Information Systems
Finance (EBITA, VIC, VILC, FIC and budgeting)
Energy & Fluids (Boilers, Refrigeration, CO2 Recovery, Compressed Air, Effluent Treatment and Reverse Osmosis)
ZiTEC (New Product development)
Technical Support (Control and Automation)
Auditing (Internal, external and verification)
Production Planning & Logistics (Warehousing, Distribution, Sales and Marketing)
Electrical Reticulation
Self Generation & Cogeneration
Solar Energy
E&F Business Processes (SWEEP & LEVERS), KPI & PI trees
Co-product & Waste Management
Incident Management
Environmental Legal Compliance & Aspects & Impacts
Management of Change & Contractor Management
Use of Natural Resources Block
Hazardous Chemical Management
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SITE SAFETY COORDINATOR (SECONDMENT)
January 2019 - Present
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Site Ammonia Safety Management System Coordinator
Site Steam Safety Management System Coordinator
Site Permit to Work Training Coordinator
Energy and Fluids Quality Coordinator (HACCP, TACCP & VACCP)
SITE MAINTENANCE PLANNERÂ (SECONDMENT)
January 2020Â - Present
Long, Medium - and short-term Maintenance Planning (COSWIN - CMMS)
Maintenance KPI and PI performance Auditing
Problem Solving Facilitation through Loss and Waste Analysis
VALUE ADDITION INITIATIVES - BREWERY
1. Thermal Reduction (MJ/HL)Â of Beer Produced
2. Wort Cooling Ratio Reduction (HL/HL) of Beer Cooled
3. RO Reject Percentage Reduction 18% to 12%
REVERSE OSMOSIS PLANT
Reduce Reject Rate of Permeate Production
I was assigned the project for reducing Reverse Osmosis Reject water from 18% to 12% as per the design. My first approach was to look at all the data to ascertain if all the components were as per design. During this quest, I had to look at the integrity of the data that I will be used to make decisions on. I learned through this that the 18% is indeed inaccurate since this is being entered manually by the operators from a calculated flow quantifier. We have a separate flow meter installed and this is quantifying accurately at 12%. I had this discrepancy resolved and my focus was now on optimizing the process efficiency.
The process efficiency I am alluding to is that of the reverse osmosis within the pressure vessels. We need to make it more effective to leverage longer production run-time per CCD to reduce the amounts of flushes per hour, and thus reducing the amount of water going to waste. It is unfortunate that we had to go into lockdown. I am liaising with the supplier to do some experiments to increase productivity
WORT COOLER - BEER HEAT EXCHANGE
Wort Cooler (HL/HL) of Beer Cooled
Wort Cooler was one of the VA projects assigned to me for implementation. after 3 weeks of scrutinizing the data started using the PDCA methodology to have a structured way of implementing and tracking progress. I reduce wort cooler water usage per brew cooled from 1.26 hl/hl to 1.04 hl/hl. Intern, I saved the company US$ 13K for the C19
Wort Cooler temperature, that affects the customer's water usage per brew cooled. I had a look at the process as per the VPO strategy, understanding the process through process maps and going back to basics and identifying the standard deviation. The energy and fluids department is responsible for supplying ice water at a certain temperature. The temperatures were at 6dC and can be controlled lower at 3dC, this however will increase the electricity usage in the engine room, so I had to look at a win-win for both sides and simply reduce the flowrate. Wort Cooler Ratio went from 1.25Hl/HL to 1.03Hl/HL
FIRE TUBE BOILER
Thermal Reduction (MJ/HL) Beer Produced
I reduced site thermal usage from 75.12MJ/hl on average to 65MJ/hl, saving the company at least US$ 15k for C19. My approach has always been one of going back to basics to understand the scope of design and how that compares to present-day production. I then use the VPO tool to formulate a process map to understand each subprocess, through outlining all the PIMPS and POMS. Only then can one paint a clear picture of the process and isolate the standard deviation. I identified the following deviations
The boiler was over-designed for the production capacity
Maintenance on the nozzles was ineffective
Firing rates when not optimized for the firing conditions being a modulating burner
KPI's were not understood by the operators
No formal training of operators and Maintenence staff
Maintenance was performed by an external contractor
Starting and end off production was not synchronized and thus boiler was kept on idle for too long.
I considered all of the above and formulated an action plan and a weekly and monthly tracker.
I referred back to the OEM for maintenance frequencies and aligned accordingly, however with the nozzles i had to reduce the size to ensure we can still accommodate the peak production demands.
I had the service provider come in and recalibrate the PID controller for a smoother change in setpoints.
I had the operators and maintenance staff undergo training for operating and maintaining the boilers.
We revamped ATO on the boiler with a better understanding.
We reevaluated our KPI's and PI's being tracked on the OWS and team room.
Generated QFR's to ensure longer MTBF and shorter MTTR
The other opportunities on the boiler are, one, extra points that need to be added to the PID to run the boiler at different setpoints for different production scenarios, secondly our service provider is unable to get our EGA working, this we use to optimize boiler efficiency managing flue gas temp and oxygen content to minimize waste heat loss to the atmosphere.
I have made changes to the bottom line to ensure top-line growth
EDUCATION
My Studies
UNIVERSITY OF MELBOURNE AUSTRALIA
Year Completed 2007
Professional Certificate in Operations Improvement (Lean Six Sigma - Greenbelt)
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• Business Improvement Principles • Core Business Improvement Processes • Improvement Ideas Processes • Change and Team Management • Operating and Sustaining Disciplines • High Performance and Continuous Improvement • Communication and Influencing Skills
SIEMENS SOUTH AFRICA
Year Completed 2009
Completed Instrumentation Communications training.
Pro 2 - PLC Programming
Serv 2 - Communication
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TOWER STONE SOUTHÂ AFRICA
Year Completed 2011
Advance Supervisory development program
Enhance team performance and analyze team dynamics
Apply management function in an organization
Create Job descriptions for the roles of team leaders and operators functions
NATIONAL VOCATIONAL CERTIFICATE
Year Completed 2020
Vocational Certificate in wastewater treatment and reticulation systems
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Water Care programme aims to introduce trainees to developing knowledge and skills focusing on water quality and treatment, the usage of water, water sources, supplies and the environment, waste water and sanitation.
ADVANCE DIPLOMA IN PLANT ENGINEERING
Year Completed 2019
Overview and where the Plant Engineer fits into the 21st-century production sphere
Engineering technologies in detail
Skills for a project, process, environmental and energy management
Maintenance management
Safety management; with corresponding legal knowledge
August 2020 - August 2023
- Demonstrate knowledge and understanding of the supply chain management environment within an
organisation.
- Demonstrate knowledge and understanding of the influence of performance and risk within a
supply chain management environment
- Contribute to the development of a supply chain strategy for an organisation.
- Contribute to operational plans for supply chain management
- Implement elements of a supply chain strategy
September 2020 - April 2022
Electrical engineering
Instrumentation and Control engineering
General Oil and Gas engineering
Sub-sea Instrumentation and Control
Floating Production, Storage and Offloading (FPSO) Facilities
MY SKILLS
Certificates
1. Boiler Plant Supervision and Management
2. CAT A Ammonia Certificate
3. CAT B Ammonia Certificate (Registration with SAQCC GAS registration Pending)
4. Initiation and Chairing of Disciplinary Hearing
5. Lean Six Sigma Yellow Belt
6. Lean Six Sigma Green Belt
7. Lean Six Sigma Black Belt
8. Environmental Management System
9. Safety Management System
10. Quality Management System
11. Maintenance Management System
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LEAN SIX SIGMA
Thermal Energy Savings
I am very versatile in the chemical processing industry. The fact that I have experience and skills that support the process I have to enhance my analytical and technical capabilities to problem solve and find the root cause in a structured and systematic way. I had to use my skill and ability to reduce thermal usage by 20% as a saving for the company. This positioned our company from 7th place to 2nd place in the whole of Africa
LEAN SIX SIGMA
A Valuable Skill - Voyager Plant Optimization
As a new employee that joins the Fast Moving Consumer Goods Industry, moving from a mining industry that is somewhat slow in the process. I had to rely on my skills and education acquired I had to adopt quickly to the setting. I headed the transformation in my department in terms of implementing lean manufacturing systems. Our department transitioned swiftly, and now we competing against the best in industry, even though we are the smallest brewery in Africa.
OPERATIONS IMPROVEMENT CONSULTANCY (PARTNERS IN PERFORMANCE)
I assumed the role of operational Business analyst and Implementation Facilitator representing the clients interest in this case, Skorpion zinc mine (Namibia)
Context / Scope of project
Cost of production significantly higher than design
‘Production at all costs’ culture
Reactive maintenance
Service functions not performing (supply chain and HR)
Talent and People gaps owing to severe recruiting challenges
Client achieved
US$4m savings delivered
US$9.5m in implementation
US$3m zinc recovered
10% increase in plant availability to >98%
21% reduction in off-catalogue spend
Successful design and implementation of site-wide KPIs, HR & recruitment processes, continuous improvement team, project management office, and community cricket tournament
What we did
Value driver trees – where’s the money
Root cause analysis throughout the organization
Changed from breakdown to preventative maintenance regime
Negotiated and put in place contracts for large spend items
Created recycling and refurbishment program for cathodes
Established site-wide and departmental KPIs and targets
Created management accountability through Result-Action-Reviews
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"Do not go where the path may lead. Instead, go where there is no path and leave a trail"
Ralph Waldo Emerson
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LET’S CONNECT
882 David Hambuda Ave, Walvis Bay, Namibia
+264 81 4811 283