Mayowa Afolayan

Directed a team of process technicians and technical operators, enhancing operational excellence, improving process efficiency, and continuously developing capabilities.

Facilitated rapid resolution of process anomalies, leading to a 50% reduction in unresolved process deviations and tags.

Elevated team's process ownership awareness through targeted coaching and effective engagement, resulting in a significant skill matrix uplift from 65% to 80%.

Initiated and guided multiple Kaizen and improvement teams, applying problem-solving tools to identify root causes and implement effective countermeasures.

Spearheaded the successful development of two novel food products and a new food additive, expanding the product portfolio by 20%.

Implemented innovative manufacturing techniques, optimizing production processes and achieving a 15% reduction in waste.

Designed and developed a comprehensive framework for scaling up food waste valorization initiatives.

Ensured stringent compliance with product safety and regulatory standards through effective cross-functional collaboration.

Managed a team of 14 (2 supervisors, 12 associates) logistics personnel, ensuring on-time and efficient product distribution.

Spearheaded a new logistics operational model, reducing truck residency time by 54% and improving inventory tracking by 25%.

Optimized supply chain systems through cross-functional collaboration with production, operations, and sales, reducing lead time by 20%.

Developed and managed a centralized brewing data management system, significantly improving data integrity by 35%.

Delivered crucial analytical insights to the leadership team, directly supporting strategic decision-making and operational improvements.

Trained and mentored a team of 10 brewing associates in shopfloor excellence and process ownership, enhancing technical and problem-solving skills.

Directed a team of 20 production associates, consistently ensuring high product quality, reducing waste, and achieving on-time delivery.

Led multiple improvement teams utilizing Total Productive Maintenance (TPM), reducing equipment downtime by 22% and boosting process efficiency by 30%.

Collaborated with the R&D team to develop four new products, contributing to a 15% increase in market share.