Fabcon 2018 - 2022

Production Coordinator

My time at Fabcon:

Quick Summary

My first time at Fabcon:

Month 1 and 2 – Simple Data-Capturing and Basic Production and Maintenance Data Analysis

Month 3 – Month 5 – Data-Capturing, In-depth Production and Maintenance Data Analysis, Store-Manager Spreadsheet Development, Dispatching Instruction lists, Delivery Notes, Production Coordination

Month 6 – Month 12 - Data-Capturing, In-depth Production and Maintenance Data Analysis, Store-Manager Spreadsheet Development (ongoing), Creation of a Production-Dispatch-Invoicing Excel Spreadsheet (decrease in time-consumption by 300% and decrease in Errors by at least 200%), Production and Dispatch Coordination

My second time at Fabcon:

Month 1 – Current: Data-Capturing, In-depth Production and Maintenance Data Analysis, Store-Manager Spreadsheet Development (ongoing), Further Development of the Production-Dispatch-Invoicing Excel Spreadsheet (decrease in time-consumption by a further 200% and decrease in Errors by at least 200%), Creation of a Purchase Order Spreadsheet, Managerial Roles within my position.

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When I started at Fabcon I was hired as a Data-Capturer. I was placed in the Production/Factory office overlooking the Hollow-Core Slab Factory. While here I learned the ins and outs of Hollow-Core slabs. But my duty was simply to put data on a list. Once I learned that I was creating production-instruction lists from draughtsmen drawings I started understanding what needed to be done. Within the first two months I had enhanced my skills from Data-Capturer to Data Analyst in the sense that I was able to capture data from the reports and lists that I implemented and turn them into feasible information. For example, I was able to track performances of Maintenance as well as Production teams, pinpoint their downfalls and inform my manager on how to address them as necessary to improve the overall performance of the factory. This was done between October and November – when I returned in January of the next year, I was given a promotion to Production Coordinator.

As Production Coordinator my duties still stayed the same for a few months, produce production lists, give feedback of the production and maintenance within the factory and report back. As things at the factory started progressing, I found myself more involved in another sector – Store Management. An employee was hired there to implement a management system that had not ever been implemented before – with not much more than a simple excel sheet to track what was going in and out of the store. I took it upon myself to adjust this sheet that it not only just tracked these ins and outs but also put a value to them. I then adjusted it further to be able to give reports on exact current store value, which departments stock was going to, how much was coming in, how much was not moving at all, etc. This sheet became the baseline for answers to all accounts questions relating to stock and was then used to keep the main Pastel system updated.

As time went on a gap was realized – I was creating the production lists, but Dispatch was creating the “Loading Lists”. Loading lists very simply are instructions on how to load trucks within the given specifications: weight, length, height etc. The loads would need to be as heavy as legally allowed, but equal and with no hangovers for them to be efficient. The gap that was realized was a miscommunication between loads and production and it was realized that one person should oversee what needs to be loaded as well as produced. Me. I learned how to load properly and slowly developed an excel sheet that would allow me to keep what is produced and loaded the same. Many slabs would reach site being the wrong size, or just not get to site at all – and this needed to be stopped. Another issue came to light which was that the invoicing was not corresponding to the loads. Again, I added another section to the excel spreadsheet that would make sure each load had a corresponding delivery note. The full process would take about 3 hours for an average sized job. Because of this I further developed my excel sheet that the full process would take 300% less of the time. Errors were also decreased significantly.

When I returned to Fabcon the second time I fell very comfortably back into my position of Production Coordinator. But very quickly started taking more of a management role as the Factory Supervisor and Loading Supervisor looked to me for most of their instructions. This happened because in the time I was away the Dispatch Manager had left, leaving my previous manager in charge of both departments (and a few others). I had to step up as my manager could not physically be in 6 places at once. This came quite naturally as I already knew the ins and outs of the production. And this is where I currently find myself – still assisting in all other departments and consistently improving all the systems and supporting spreadsheets that I have created since October 2018.