Ryan Pope
Quality & Improvements Manager
Pukekohe,Auckland
Summary
Passionate about continuous improvement and looking for new opportunities to assist talented teams in their growth phase.
Overview
16
16
years of professional experience
Work History
Quality & Improvements Manager
Traillite
01.2019 - Current
- I began putting together all the strengths and skills I had acquired in my time at Traillite and pitched a new
role to the owners. It was more of a problem solving/consultant role to help the production line run more
efficiently to produce more Motorhomes without compromising on quality. Initially the request was denied,
and I carried on with my Service Forman role. About 4 months later I was approached again by the owners
who could now see the case I was making and that their business was ready for such a role. I moved back to
the production line with a blank slate and a new title as Quality and Improvements Manager. I decided to
split my role 50/50 between the office and the production floor. In my time in this role, these are some of
the tools I have developed to assist the production line to reach their goals.
o A digital quality control system throughout the line as well as a 200 point final audit.
o A quality submission system on iPads across the business stationed throughout the line for staff to
suggest improvements and report defects.
o A regular meeting structure for staff at all levels, toolbox meetings for technicians and a DOR (daily
operations review) for Team leaders and other key senior staff. These DOR meetings were so
successful they were set up in other departments such as Sales and Service.
o Quality and delivery KPI’s.
o Lean manufacturing training company wide.
o Develop a feedback loop to receive valuable warranty info from the service centre.
o Develop a system for team leaders to take on and manage projects at their level.
Service Centre Foreman
Traillite
01.2017 - 01.2019
- Late mid 2017 Traillite had made a big investment in after sales/service
- A separate building was purchased, and another team was established here
- About six months in an experienced worker had decided in a change in career and I was again approached to fill this gap as the Service Centre Foreman
- I ran 2 teams here successfully
- A service team to complete warranty work and aftermarket motorhome modifications and a PDI team to get our international products complied and ready for New Zealand registration
- I ran these teams here for a couple of years and while warranty work wasn't profitable my teams were challenged, and we stayed on top of our workloads
- I learnt a lot here and built strong relationships with a vast number of suppliers and customers who I still speak with on a regular basis today
- Though this new role challenged me differently, my heart was in the production of the Motorhomes so began a case to move back to the production line in a new role.
Multi-Department Team Leader
Traillite
01.2014 - 01.2017
- In 2014 the decision was made to grow the motorhome line and the position of Team leader of several departments had opened
- I applied and was successful
- I took on this role naturally as I'm a social person but also enjoy problem solving and helping plan my team's days to meet tight deadlines
- I also grew here as I learnt the other side of team leadership and performance management, gaining confidence here
- I nurtured staff that were willing to grow and learnt how to performance manage some staff with the help of some HR processes, staff who could not perform were managed to either meet expectations or were eventually dismissed
- When I had my teams running smoothly, I took on another side project constructing the Slide outs (pop out sides) for our top of the line models
- Here I learnt every inch of the Slide out hardware and am still Traillites expert in this field.
Roadcraft
Traillite
01.2011 - 01.2014
- In 2011 TrailLite acquired a struggling competitor
- Roadcraft were manufacturers of high-end campervans built on VW, Mercedes, and Fiat van chassis
- I was shoulder tapped by our GM and promoted to lead the small production team
- I helped turn a struggling product line, into a high-quality, cost efficient, additional to the TrailLite line-up
- This gave me the freedom to set up this department the way I wanted and took the opportunity to use 5s to keep an efficient an organised workspace
- I also opened my eyes to the world of CAD design and what benefits there was to find in investing in detailed working drawings which led into the development of more CNC made cabinetry
- I spent 3 years here which turned out to be some of the most important years I was to spend at Traillite
- I had to build these from start to finish so I learnt every part of the motorhome construction and spent my time refining all these skills ranging from cabinetry, plumbing, 12v & 230v electrics, welding, carpet, and vinyl application, finishing and much more
- One of the final builds I did in the Roadcraft department was a custom mobile smoko room for Fulton Hogan which they still love showing off to this day.
Motorhome Builder
Traillite
01.2007 - 01.2011
- I have worked at Traillite since finishing high school in 2007
- It was my first full-time job
- Prior to this I assisted a handful of local dairy farms, mostly in the milk sheds
- I continued cow milking before and after hours during my first year at Traillite
- I spent my first 5 years in the Assembly department where I learnt a bunch of different skills in a more basic form
- I always looked to better this department to make day to day work more streamlined and eventually took charge here in a leading hand role.
Skills
- Supervision and leadership
- Problem-Solving
- Quality Assurance
- Lean Manufacturing Principles
- Operations Management
- Process Improvement Solutions
- Visual Management
- Waste Reduction
- Root Cause Analysis
- Change Management
- Project Management
- 5S Methodology
- QMS
- Performance Assessment
- Continuous Improvement
- Standard Operating Procedures
Websites
Recent Achievements
- EMA - Certificate in Leadership
- EMA - Certificate in Maintaining High Performance Teams
- BApp - The Business Apprenticeship Programme by The Uni Collective
- BMINZ - Diploma in Competitive Systems And Practices (Continuous Improvement) Currently sitting
Consultants Mentors
- Health & Safety, Brenton Harrison, Ignite safety
- Process Improvement, Dave Armin, Nick Wignall, LMAC
- Continuous Improvement, Giles Day, BMINZ
- Human Resources, Jonathan Pullman, Veronica Briggs
Recent Achievements Details
- Project managed a phased transition of a critical manufacturing component from a poor performing supplier to a sustainable long-term solution.
- Project managed the change from faulty adhesive brand.
- Project managed water tank redesign & elimination of 10-year-old quality issue.
Personal Information
- Age: 32
- Hobbies: Watching sport, Coaching junior rugby, DIY home renovations, Landscaping, Exercise/gym, Exploring the country with wife and kids
- Date of Birth: 12/25/90
References
- John Nelson, john@psf.co.nz, +64 22 043 3029
- John is a former manager of mine at Traillite. He left the business several years ago to pursue his passion of CNC machining of cabinetry and remains a close friend and supplier.
- Shaun Bull, shaunbull098@gmail.com, +64 27 288 9823
- Shaun and I worked closely together at Traillite. We entered the business around the same time and have a long history of working well together. Shaun has recently moved on from Traillite in pursuit of Operation Management.
- Nick Wignall, nick.wignall@lmac-group.com, +64 21 591 599
- Nick is a business improvement consultant with a vast background in Manufacturing. He and I have worked extremely closely in recent years. Nick has taught me a lot about continuous improvement. We have a similar view on things and collaborate well.
- Ashlee Rose, ashrose136@gmail.com, +64 27 420 5870
- Ashlee was the GM of Sales and Service before recently perusing her own ventures. We worked on many successful high-level projects closely together. We remain close friends and help each other in our career aspirations.
Timeline
Quality & Improvements Manager
Traillite
01.2019 - Current
Service Centre Foreman
Traillite
01.2017 - 01.2019
Multi-Department Team Leader
Traillite
01.2014 - 01.2017
Roadcraft
Traillite
01.2011 - 01.2014
Motorhome Builder
Traillite
01.2007 - 01.2011
Similar Profiles
Joel HolmesJoel Holmes
Partner Sales Manager - Growth Customers at Amazon Web ServicesPartner Sales Manager - Growth Customers at Amazon Web Services
Paradice TarapaParadice Tarapa
Content Loader at Evaluation AssociatesContent Loader at Evaluation Associates
Amanda BaileyAmanda Bailey
Primary School Teacher at Pukekohe Christian SchoolPrimary School Teacher at Pukekohe Christian School
Sarah RamsaySarah Ramsay
Clinical Product Coordinator at Te Whatu Ora - Health New ZealandClinical Product Coordinator at Te Whatu Ora - Health New Zealand
DEEPAK KUMAR SAJWARDEEPAK KUMAR SAJWAR
<ul><li>Profile: Record to Reporting (R2R)</li><li>Performing financial reporting and controlling for across all the entities (in Hyperion and Oracle = JD Edward).</li><li>Performing End to End P&L finalization (Review of accruals, Negative Cash Accrual, prepaid amortization schedule, FX Adjustments, creation, deletion and capitalization of fixed assets, posting of depreciation etc.) & taking calls with Controllers during Months end for further review of P&L.</li><li>Banking process includes positive pay exceptions, stop payment, voiding checks with AP team. Checks movement to unclaimed property. Payment proof, remittance details.</li><li>IFRS lease computation complying with IFRS 16 in CoStar – Real Estate Manager system (this is only for lease).</li><li>Preparation of webforms and variance analysis report and sharing with stakeholders with detailed information.</li><li>Performing Balance sheet reconciliation with adherence of policy and clearance of open items along with relevant details of lines which is overaged however will be staying for long time (i.e.- Bonus and dividends, Common Stocks, Security Deposits).</li><li>Facilitating team operations by discussions through the sharing of information and knowledge, identification of teamwork issues, development of problem-solving recommendations, and recommendations of standardizing team operations.</li><li>Cross train resources in order to have backup of each other to help team synergy helping team members to take leaves when required without bothering of work/process deliverables.</li><li>Conduct weekly, biweekly and monthly meetings with stake holders as per their agreement.</li><li>Create opportunities for team members to provide input on procedures/processes and share their expertise with other team members.</li><li>Working knowledge of ERP systems People Soft, ART (Reconciliation software of Oracle), JD Edward, Teradata, Cetova, Hyperion (HFM), Cadency, Blackline, SAP, NetSuite, Workday Adaptive, Coupa, Tableau, CoStar, Alteryx.</li><li>PROCESS IMPROVEMENTS</li><li>Given 12 lean ideas in area of Month End Close journals, Balance Sheet Reconciliations, and Bank Reconciliations.</li><li>Part of a green belt project on quality of reconciliations and BOT implementation (work in progress) – controllership impact</li><li>Bring automation & Marco enabling dash board MIS reporting for monthly SLA, KPI, IC balances, Cash forecasting etc.</li></ul> at Genpact India Pvt. Ltd<ul><li>Profile: Record to Reporting (R2R)</li><li>Performing financial reporting and controlling for across all the entities (in Hyperion and Oracle = JD Edward).</li><li>Performing End to End P&L finalization (Review of accruals, Negative Cash Accrual, prepaid amortization schedule, FX Adjustments, creation, deletion and capitalization of fixed assets, posting of depreciation etc.) & taking calls with Controllers during Months end for further review of P&L.</li><li>Banking process includes positive pay exceptions, stop payment, voiding checks with AP team. Checks movement to unclaimed property. Payment proof, remittance details.</li><li>IFRS lease computation complying with IFRS 16 in CoStar – Real Estate Manager system (this is only for lease).</li><li>Preparation of webforms and variance analysis report and sharing with stakeholders with detailed information.</li><li>Performing Balance sheet reconciliation with adherence of policy and clearance of open items along with relevant details of lines which is overaged however will be staying for long time (i.e.- Bonus and dividends, Common Stocks, Security Deposits).</li><li>Facilitating team operations by discussions through the sharing of information and knowledge, identification of teamwork issues, development of problem-solving recommendations, and recommendations of standardizing team operations.</li><li>Cross train resources in order to have backup of each other to help team synergy helping team members to take leaves when required without bothering of work/process deliverables.</li><li>Conduct weekly, biweekly and monthly meetings with stake holders as per their agreement.</li><li>Create opportunities for team members to provide input on procedures/processes and share their expertise with other team members.</li><li>Working knowledge of ERP systems People Soft, ART (Reconciliation software of Oracle), JD Edward, Teradata, Cetova, Hyperion (HFM), Cadency, Blackline, SAP, NetSuite, Workday Adaptive, Coupa, Tableau, CoStar, Alteryx.</li><li>PROCESS IMPROVEMENTS</li><li>Given 12 lean ideas in area of Month End Close journals, Balance Sheet Reconciliations, and Bank Reconciliations.</li><li>Part of a green belt project on quality of reconciliations and BOT implementation (work in progress) – controllership impact</li><li>Bring automation & Marco enabling dash board MIS reporting for monthly SLA, KPI, IC balances, Cash forecasting etc.</li></ul> at Genpact India Pvt. Ltd