Manager Engineer
Resume:
S E N I O R M A N A G E R : G O L D M E T A L L U R I S T
Curriculum Vitae of Shaun Mc Ewan Page 1/9
SHAUN MC EWAN
Fleur Place 10, East Village, Sunward Park • Mobile: +27 [0] 82 571 4837 • Email: ***********@*****.*** PROFESSIONAL PROFILE
A dedicated and proficient Executive Manager with extensive experience in the Mineral Processing, Refining and Manufacturing Industries. With over twenty-five years of exposure and career growth within Rand Refinery Limited [15 year service] and Anglo Gold (Gold Processing) [six year service] Shaun McEwan is able to offer a broad portfolio of successfully completed operational and strategic change projects and depth of knowledge across numerous operational divisions.
Currently, Shaun Mc Ewan is a Management Consultant where he applies experience in minerals processing, product manufacturing and business improvement on a range of diverse projects such as metal recovery from effluent streams, low grade Au recovery systems and evaluation metal lock-up in buildings, plants and processes. Prior to Management Consulting, Shaun McEwan held such senior management positions as Head: Metals Assurance, at Rand Refinery Limited, and Head of Refinery and Manufacturing, where he played a key role in developing and leading the long-term strategic targets, including the significantly large strategic capital expansion programme. Excellence in driving operational change and the associated resources, with forward-thinking ability to provide efficient solutions that streamline processes and revitalise existing operations, gives Shaun McEwan the edge in governance. He offers extensive experience and knowledge of all gold processes as well as metal business models. Hands-on experience in diverse business applications and teams as well as significant professional growth is reflected in a substantial portfolio of leadership positions, including: BPI Implementation Facilitator; Metallurgical Services Manager; Metallurgical Accounting Systems Specialist; Process Leader; Senior Process Engineer and GPS Process Engineer. Furthermore, Shaun McEwan has pursued his own professional development and is well-qualified in areas of Metallurgy, Systems and Management. He offers technical proficiency, interpersonal astuteness, business acumen, and strategic ability to a senior leadership/management position. As a dedicated professional, Shaun McEwan has always presented exceptionally high standards of delivery and seeks to deliver his expertise and experience where such skill is required.
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Key Proficiencies: Senior Management Metallurgy Processing Process Engineering Analysis and Improvement Engineering Commissioning Feasibility Studies Project Engineering Project Portfolio Planning, Control and Management Change Management Business Process Framework Continuous Improvement Operations Management Operational Planning and Management Operational Excellence Resource Management Team Leadership.
Career Objectives: Management Consultant, Business Analysis / Process Improvement / System Implementation / Inventory Control / Stock Confirmation Operations Manager: Processing or Manufacturing Company Production Manager: Processing or Manufacturing Company.
Professional References:
Dawn Earp: Financial Director Rand Refinery Ltd
Contact Details: +27-82-827-**** (c)
+27-11-418-**** (w)
*****@****.**.**
Terance Nkosi Head: Assurance Rand Refinery Ltd
Contact Details: +27-83-429-**** (c)
+27-11-418-**** (w)
********@****.**.**
Munyar Chirisa Senior Manager / Financial Advisory Services Deloitte
Contact Details: +1-416-***-****
*********@********.**
Chris Horsley Associate Venmyn Deloitte
Senior Executive Gauteng Refinery (Pty) Ltd
Contact Details +27-83-265-**** (c)
*****.*******@****.**.**
Johan Laas CIO Rand Refinery Ltd
Contact Details +27-82-567-**** (c)
+27-11-418-**** (w)
******@****.**.**
Jurriaan Solution Delivery Manager SAQlik
van Contact Details +27-82-874-**** (c)
Voorst +27 (0-87-820-**** (w)
********.*********@******.***
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CAREER HIGHLIGHTS:
Management Consultant:
Management Consultant [October 2016 to Date];
SAP Functional Analysis and Upgrade including new QA control for Metal recovery efficiencies. Master data reconfiguration. New business process flow introduction.
Company assets evaluation and SAP data integrity.
Daily Management reports regarding operational efficiencies and metal inventories. SAP data analysed via Qlikview.
Rand Refinery Limited:
Head of Metals Assurance [October 2013 to September 2016];
In leading, analysing and controlling all variances on evaluation, variability and efficiency in the metal processing division, Shaun McEwan has successfully stabilised the ‘identified gold gap’ and no further losses have been experienced. SAP replaced JDE in March 2013 and Shaun Mc Ewan was critical in material management configuration and implementation. In October 2013, both material management and quality management modules reported to him.
Head of Refinery [September 2010 to September 2013];
Appointed as Executive Head of the Refinery and Fabrications, and effectively propels the operational and strategic transformation in the division.
A key member of the diverse EXCO team mandated to lead Rand Refinery in the ten-year strategic plan.
Transformed and developed new product mix; changing from a 40 percent VAP ratio to above 90 percent within the first year.
Achieved record profit margins for three consecutive years. BPI Implementation Facilitator – Refinery and Fabrication Team [January 2009 to September 2010];
Achieved a five-ton stock reduction in the daily inventory.
Performed the management of a R10m pipeline.
Metallurgical Services Manager [July 2007 to Jan 2009];
Facilitated the investigation into process alternatives of Silver Chloride Reduction and provisional Patent of Process.
Developed three QlikView modules on metal inventory and control from JDE system. Also presented “Data analytics to Business process improvements” at the yearly qlikview conference.
Carried out a colloidal particles investigation. Metallurgical Accounting Systems Specialist [January 2007 to July 2007];
This key position reported to the Metallurgical Services Manager, with seven Metallurgical Data capturing clerks reporting to him. In this unique position in the industry, Shaun McEwan was responsible for eliminating the complexity of the JDE system for both management and the shop floor users.
Completion of Management Development programme at the University of Cape Town.
Managed the detailing of role profiles for Metallurgical Services Clerks and Metal Balance Coordinators.
Performed as Super User for JDE Operational Modules. Process Leader - Gold Refining and Service Yard [October 2005 to January 2007];
Managed the Small Batch Refining Process.
Expedited the reduction in Slag Sweeps Gold Content.
Performed as Super User for JDE’s operational modules development, implementation and configuration.
Configured and implemented the operational module of an ERP system at Rand Refinery: Project Aurora.
Combined investigations into colloidal behaviour and established the laboratory for specialized nanotechnology investigations, thus instituting a significant reduction of the WIP inventory for the refinery. S E N I O R M A N A G E R : G O L D M E T A L L U R I S T Curriculum Vitae of Shaun Mc Ewan Page 4/9
Subsequent to the test work carried out as Senior Process Engineer, operating changes were made to Miller refining. These changes dramatically decreased refining time and ensured a same-day refining number of more than 95 percent.
Senior Process Engineer – Refinery [July 2001 to October 2005];
Expedited the effluent reduction to less than 5ppm and 150kl.
Functioned as Refinery Environmental Officer.
GPS Process Engineer [September 2000 to July 2001];
Facilitated the decommissioning of the Gold Potassium Cyanide Plant. Anglo Gold:
Plant Metallurgist Mineral Process Engineer;
Assisted in the commission of a ‘Crawler’ mining tool for De Beer Marine division in the SASA bulk sampling of South African Sea concessions. Sampling data and recoveries were tracked on a home-grown Access Data base.
Changed Gold Plant Tracking and control from Quarto based spread sheets to self-developed Access Database for the West Wits region. (4 gold plants).
Performed as Domain Manager to a newly commissioned pump-cell plant at the Savuka Gold Plant.
Participated in the Crushing and Screening Project at Savuka Gold Plant.
Commissioned the central smelt house and managed the smelt house at the Mponeng Gold Plant.
Commissioned the Pump-cell plant.
Carried out screen testing at New Vaal Collieries.
Successfully increased the capacity of the back-fill plant.
Completed T4 and practical modules in less than the prescribed time. PROFESSIONAL STRENGTHS:
Management behaviour philosophy: ability to
accurately identify and understand risks and
profitable opportunities.
Strategic planning: ability to determine objectives and devise new strategies and options.
Demonstrated track record of successful leadership across various sectors.
Decision making and problem solving capacity;
analyses information and evaluates results to select best solution and to solve problems.
Consultancy expertise: provides guidance and expert advice to senior management and other groups on
technical systems or process-related topics.
Efficient in relevant IT systems/programmes, to
process information and analyse data.
Skilled in estimating quantifiable characteristics, to estimate diverse functions (e.g. time, costs,
resources, materials)
Information management proficiency; processes
diverse information effectively; accurate and
meticulous recording and documenting.
Organisational capacity: scheduling, monitoring and controlling projects, resources and day-to-day
administrative duties.
Proficiency and experience in change management
and process turnaround.
Proven track record of meeting or exceeding
objectives and goals.
Superior communication and presentation skills;
across all levels of organisational structure.
Communicates well with all stakeholders; conveys information clearly across diverse levels of
involvement.
Partners effectively with others and offers a proven track record of collaborative work relationships.
VALUE ADDED DELIVERABLES EXPERIENCE:
Executive Operations Management:
Sets targets, defines goals and standards for operations, and manages staff in the application of processes and the execution of operations to achieve the results and to support the strategic goals.
Designs the processes; implements appropriate methodologies and procedures, and directs operations to achieve the objectives.
Manages systems for refining and measuring operational performance against targets, and provides high-level technical expertise.
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Provides expertise into process feasibility investigations and the development of recommendations to operational management on short- and long-term mining strategy.
Devises and oversees the development of solutions to difficulties, obstacles and events that occur within the area of responsibility.
Ensures that project programmes remain on track, and meet the desired timeline objectives.
Develops and implements operational procedures and sets the operational standards.
Improves systems and structures to maximize productivity and minimize costs whilst meeting or surpassing industry standards.
Contributes towards the first-priority promotion of health, safety and environmental management, as well as the transfer of skills and knowledge to employees working in the specific environment.
Identifies the regulatory requirements relevant to operations and ensures compliance.
Organises, leads and develops the performance of employees under management, and ensures that all staff are appropriately trained.
Continuously updates expertise, including knowledge of international trends, developments and new technologies, to ensure that the company benefits by the most effective and appropriate practices and solutions. QUALIFICATIONS
Management Development Programme; Business School, University of Cape Town, 2007 The Programme is recognised as one of the leading post-graduate management diplomas. National Higher Diploma (T4): Extractive Hydro Metallurgy; Vaal Triangle Technicon, Vanderbijlpark, 1997
National Diploma (T3) achieved Cum Laude
Metallurgical Student of the Year, 1996
Member of the Student Council for Transformation Bachelor of Commerce: Industrial Physiology; University of South Africa, 1991 (incomplete) Senior Certificate / Matric
COURSES COMPLETED
QlikView Advanced: Business Intelligence System (supplier training) Amira: Accounting Principals in Metallurgical Operations CURA: Risk Management System (supplier training)
Statistical Analysis; University of Witwatersrand
ISO 14001; ISO 9001; University Of Pretoria
Chlorine Risk Management; Rand Refinery (in-house training) Risk Assessment; Holland House
Environmental Legislation; University of Potchefstroom Advanced Microsoft Access; Holland House
Project Management Cyanide Control; AngloGold (in-house training) Chairing Industrial Hearings; Holland House
First Aid Level 3; St John’s Ambulance
Supervisory Training: Levels 1 to 3; Maccauvlei Learning Academy MS Project; Maccauvlei Learning Academy
PROFESSIONAL EXPERIENCE
Name of firm Rand Refinery Limited
Designation Head: Metals Assurance
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Former designations Head: Refinery
BPI Implementation Facilitator – Refinery and Fabrication Team Metallurgical Services Manager
Metallurgical Accounting Systems Specialist
Process Leader - Gold Refining and Service Yard
Senior Process Engineer – Refinery
GPS Process Engineer
Period of work September 2001 to Date
October 2013 to September 2016, Senior Manager: Metals Assurance Core Overview;
Shaun McEwan is responsible for providing independent verification of variances between operational data and treasury accountability of all metal inventory and movement.
Rand Refinery has a gold metal throughput of approximately 10m ozt. Per annum. Shaun McEwan reports and investigates any variances on the evaluation, variability and efficiency in the processing of these metals. Key Roles and Accountabilities;
Performs the reconciliation of the Physical Inventory against Inventory of both Refinery and Smelter.
Improves the Auditability of the metal accounting process.
Introduces and monitors daily controls and reports. September 2010 to September 2013, Head - Refinery: Core Overview;
Shaun McEwan performed as Operational Manager of the Refinery. The business unit consisted of five processing areas and three manufacturing areas, with four Managers, twelve Foreman, twenty-four Supervisors and sixty labourers reporting.
Primary responsibility was to ensure operational delivery of the five- and ten-year strategic targets for the business unit. The role covered a budgeted responsibility of more than $10m (cost) and a profitability of $20m. Furthermore, shared responsibility of the role included a strategic capital expansion of $50m over a ten year period. Key Roles and Accountabilities;
Ensured that all Refinery Operations were run in accordance with the goals and strategic planning objectives of the company.
Worked closely with senior management to ensure that the company objectives were being implemented effectively on the ground.
Actively participated in the company development activities, and ensured the growth of the mine through sustainable and effective resource management and planning.
Maximised productivity, profitability and quality of work to ensure an on-going relationship with clients and stakeholders.
Led, modelled and implemented the company’s high safety standards and drove a sustainable health and safety culture.
Effectively presented information to all stakeholders, and to all employees and managers across the division.
Conducted regular and accurate analysis and presented productivity factors accordingly.
Participated in and managed the master schedule for all refinery operations.
Developed and directed the set-up of documentation and reporting processes.
Co-ordinated the allocation of human resources, as well as financial and materials resources, in order to meet company objectives/programmes.
Reviewed, analysed and approved operating budgets. January 2009 to September 2010, BPI Implementation Facilitator – Refinery and Fabrication Team: Core Overview;
Responsible for conducting business analysis to support process improvement and to reduce cost across the enterprise.
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Actively engaged with senior management and subject matter experts to develop and implement solutions that improved process performance and the bottom-line of RRL, by increasing productivity and efficiency.
The Refinery Business Process Improvement team consisted of two PIP contractors and five Rand Refinery BAs. Key Roles and Accountabilities;
Utilized various process improvement tools and methodologies to define activities aligned with business objectives.
Developed practical solutions and methodologies to solve complex business problems.
Ensured deployment of common solutions across divisions and business units.
Executed strategic process improvement initiatives affecting multiple functions and business units.
Built positive relationships and credibility with the BPI team and division staff.
Engaged people and developed them through team work and a high level of participation.
RAR process management: facilitated the set-up of first and second level RARs in Refinery and Evaluation; conducted the monitoring and auditing of RARs in same areas.
VDT and KPI management: led the development of detailed VDTs for Ideas and Business Units; facilitated the integration of the VDTs with the company VDT; managed the alignment of cross sectional KPIs; wrote the SOPs; managed the handover of KPIs to HODs.
Pipeline management: set up IGSs for new ideas into the pipeline; managed the pipeline and ensured operational commitment to the pipeline; managed the handover of the ideas in pipeline to HODs
Coaching: provided training and mentorship in the BPI methodology to ensure cultural acceptance and change. July 2007 to Jan 2009, Metallurgical Services Manager:
Managed the diverse, specialist team consisting of four Senior Process Engineers, the Metallurgical Accounting System Specialist, two Metal Balance Controllers and seven Metallurgical Data Capturers.
Reported to Head of Strategy and Production Support.
Responsible for the research and development of new technology to achieve the company strategic vision: facilitated the development of High Speed Gold Electrolysis, and Direct Silver Chloride Reduction alternatives; developed improved information systems and improved the integration of these systems.
Provided detailed and accurate metal balances for material movement conforming to SOX standards: real time capture of relevant metal movements; provided systemic controls and procedures for Metal Accounting principles; managed confirmation, including external and internal stocktaking audits and finalisation, of Metal gains or losses for financials; improved transparency and audibility of metal accounting systems.
Provided explanations for metal balance trends and incidents: technical support for existing process optimisations; optimisation of the de-golding process, Miller refining, and High Speed Silver Electrolysis; conducted investigation into most cost-effective way to produce Gold Chloride solution as an input to catalyst industry, and into the evaluation of a low gold, high silver and copper alloy doré; conducted Process Audits; provided consultation on daily technical problems in processes.
Control and analysis of information systems: ensured the accuracy of operational business intelligence systems; performed Data analysis for process improvements and on metal balances trends and incidences. January 2007 to July 2007, Metallurgical Accounting Systems Specialist:
Mandated to eliminate the complexity of the ERP systems for management and shop floor users.
Reported to the Metallurgical Services Manager, with seven Metallurgical Data Capture Clerks reporting.
Ensured ERP operational module integrity and accuracy: configured exception reports; designed a three-tier level system that functioned independently of one another and acted as crosschecks for each other.
Provided system support for external financial Auditors on metal balances: instituted a systemic approach to metal balance to facilitate a cross-reference or T-account, easily understood and auditable.
Developed additional system capabilities, including the capturing of operational data not included specifically for only metal movement.
Improved integration of the various ERP modules: smooth handover between the operation and global markets module with regards to feedstock and products produced; investigated and quantified the cost effect of deleterious elements into the refinery process.
October 2005 to January 2007, Process Leader - Gold Refining and Service Yard:
Managed the processing operations of two departments, with fifteen operating personnel reporting, and reporting to the Refinery Manager.
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Effectively and efficiently co-ordinated and managed the realignment of processes in line with company re- structuring.
Managed continuous improvement through operational excellence, and performance against set targets and competencies.
Documented and reviewed the overall processing strategy on an annual basis to ensure alignment with the business plan.
Developed and implemented maintenance systems, and planned and executed routine plant maintenance.
Ensured adherence to maintenance work and management principles.
Ensured strict adherence to the relevant engineering standards and specifications.
Managed the development, configuration and implementation of an ERP system, with special emphasis on Metal Accounting.
Configured, tested audited and implemented the operational module of JDE, ready to go live three months before the other models.
Implemented an improved refining technique.
July 2001 to October 2005, Senior Process Engineer – Refinery:
Provided technical support to the refinery operations, reporting to the Refinery Manager.
Planned and managed diverse process optimisation projects.
Executed day-to-day trouble shooting.
Effectively reduced effluent emissions to less than 5ppm and 150kl per month.
Conducted a Miller refining investigation leading to a new refining method (small batch refining), increasing efficiency and reduction in refining time by 45 percent.
Investigated sweeps (low grade by-products), leading to a reduction in gold from slag sweeps from 1 percent to less than 0.1 percent gold.
Executed the re-commissioning of HCL scrubber.
Initiated Small Bar Quality improvement.
Executed the decommissioning and cleaning of the Gold, Potassium, Cyanide area and plant. September 2000 to July 2001, GPS Process Engineer (Gold, Potassium, Cyanide):
Planned, executed and managed the scope of integration projects; reporting to the Refinery Manager.
Ensured that production schedule was adhered to, and that all orders were completed on time.
Achieved an 80 percent pass rate on the batch production side.
Successfully produced G3PC and SPC.
Ensured the safe production and transportation of Gold, Potassium and Cyanide. Name of firm Anglo Gold
Designation Mineral Process Engineer
Former designations Learner Diplomat Plant Metallurgist Senior Plant Metallurgist Period of work September 1994 to September 2000
Core Overview:
1999: Promoted to Senior Plant Metallurgist and subsequently to Mineral Process Engineer.
1998: Appointed to position as Plant Metallurgist.
Completed the operational requirements and the formal education in under four years.
1994: Joined the Anglo American Gold Division Learner Diplomat programme; a training programme that provided comprehensive knowledge in all operational areas of the division. Project Synopsis - Plant Metallurgist and Senior Plant Metallurgist:
Improved the throughput in a conventional crushing milling plant with simulated crusher gaps and screening efficiency.
Improvement of residue tails by using flocculants in a conventional filter plant.
Enhanced classification on cyclones by changing from pressure control via PLC to RD control on PLC.
Improved milling efficiency by ensuring stable feed in ROM material, water, sludge and steel balls.
Increased leaching efficiency by running a gravity contractor on cyclone underflow.
Enhanced backfill quality and quantity by cluster cyclone control. S E N I O R M A N A G E R : G O L D M E T A L L U R I S T Curriculum Vitae of Shaun Mc Ewan Page 9/9
Improved Counter current Decantation efficiency by thickening test-work.
Recovery of gold from contaminated soil.
Commissioned equipment utilised: Continuous online particle size analyser in both milling and backfill section High rate thickener New Lime Slaker Flacon Concentrator Gemini Shaking Table Pelican-beak Pulp Sampler and Secondary Vesin Samplers.
Anglo Gold Training – Learner Diplomat:
Underwent training in the following functions: Conventional crushing and milling SAG mills Thickening: conventional and high rate thickeners Leaching both with compressed air and oxygen enrichment Filter Plants Zinc Precipitation CIP conventional and Pumpcells Carbon Elution and regeneration Calcining and Melting Counter Current Decantation Carbon Columns (Low Grade) Tailing Dams Backfill Plants Electrowinning Training included Laboratory and sample preparation areas, and operational accounting and reporting. PRIOR TENURES
Fresh Produce Farming; self-employed, January 1991 to September 1994 South African Defence Force, 31st Artillery Regiment; Gunner, January 1990 to January 1991
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