professional profile
with various methodologies to determine what was most effective for different situations. Consistency, resilience and adaptability were the most important lessons I learned early in my career. Although careful preparation is essential, the real difficulty is in adjusting when things do not work out as planned. It is crucial to have the flexibility to change course, make new goals, and avoid obsessing over what did not work. Additionally, when a strategy proves successful, thorough documentation is critical to ensure it can be replicated effectively in the future.. How would you describe a typical day in your current position? What are your key focus areas and areas of expertise? As the Head of Business Optimisation and IT at Fabrinox, my normal day entails working closely with my IT team to ensure that all business-critical processes are executed without any warnings or disruptions. If any issues arise, my team and I focus all our attention on resolving them to minimise or prevent operational disruptions and/or downtime. When the systems are functioning, my team concentrates on configuring the system according to industry best practices and taking on projects designed to achieve cost savings or prevent user downtime. Ensuring we are initiative-taking in our approach to maintain the system. My role also involves spearheading and overseeing different business process optimisation projects, collaborating with colleagues across the company to identify and implement new initiatives. I aim to balance projects that deliver quick wins with those that promise long-term success. Additionally, I stay informed about emerging technologies in the steel industry, assessing advancements that could provide future benefits and keeping us technologically on the forefront compared to our competitors. What is the biggest project, product launch or innovation that you are working and what lessons has it taught you thus far? I am currently leading the implementation of a new software system that will oversee quoting, parts nesting, laser cutting of plate materials, and part offloading. The challenge lies in fully integrating this software with our existing network and system. We operate both as an engineer-to-order and make-to-order company. Our service ranges from delivering components with lead times under 2 days to long-term projects, sometimes spanning over a year, where we deliver a full 360 service from customer concept and design to production, installation and after sales services. Managing this full spectrum within a single system is a complex task. One of the key lessons I have learned is the importance of leveraging the strengths and technical expertise of our team members, assigning the right people to the right tasks. It is also crucial to maintain a clear focus on the
primary objectives of the project, minimising scope changes despite the additional features the software may offer, which can be revisited in future projects. Most important, clear communication is essential, especially when aligning multiple suppliers toward the same goal. What do you feel are the biggest challenges facing South Africa’s stainless steel sector at present and how can these be overcome? The South African stainless steel sector is facing several challenges, primarily rising import costs and the need to balance speed and quality with short lead times expected by customers. Local firms that depend on foreign suppliers are vulnerable to changes in the market and adjustments to trade agreements or tariffs, such as those resulting from international political events like the most recent U.S. elections. This puts pressure on manufacturers to innovate while managing costs and complex projects. Additionally, a declining interest among the younger generations in the skilled craftmanship work of stainless steel manufacturing threatens the industry’s future. To address these issues, local manufacturers must optimise resource allocation, prioritise local sourcing to reduce dependency on imports, and maintain clear communication throughout the supply chain. Maintaining the artisan legacy and making sure the industry stays competitive globally require investments in training and mentoring for younger employees, along with investing in automation of tasks where repetitive work underutilise human resources. Why do you feel that stainless steel still has such an important role to play in growing South Africa’s economy? What are the sector’s inherent strengths that continue to add value to our economy?
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Issue 4 – 2024
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