Facilities and Maintenance Manager - 29 years experience - Project Manager - 20 years experiience

Experienced in managing strategic facility engineering, maintenance, productivity and cost containment initiatives for up to seventy-six buildings in manufacturing, automotive, stamping, controls, packaging, foundry and machining industries. Achieved and maintained high-level performance within the critically demanding Honda, U.S. Steel and Union Carbide organizations. Broad based experience includes oversight of building engineering, equipment, compressed air handling, HVAC, electric and power, distribution, lighting, fluid management, equipment positioning and capital purchases. Assessed environmental impacts and governmental mandates to minimize risk. Learned to get it right the first time, every time in pressure situations. Capable of building maintenance procedures or lean manufacturing processes in any industry. Consistently blended hands-on building management expertise with business acumen to protect production levels. Skilled at managing union or non-union trades, leading project completion, improving performance, production and ultimately profits. • Raised Union Carbide division to increase production 50%, through aggressive, proactive maintenance. • Saved $422K in energy expenses for Asama Coldwater Manufacturing. • Reversed Mascotech Stamping downtime 40%, delivering $144M in product for immediate sale. • Decreased Asama Coldwater operational costs by 12% by improving energy efficiency. • Implemented industry first hydraulic stamping line with pick-and-place robotics for Spartanburg Steel. • Improved Spartanburg powerhouse maintenance processes, saving $1.7M in seven years. Key Skills: Exceptional ability to maximize building efficiencies. Successfully lower downtime. Simplify complex maintenance repairs. Raise production output. Source of ideas that work. Strong decision maker. Reduce expense costs. Highly organized. Boost maintenance department quality. Strong written and verbal communications. BSEET, Fairmont State College. PMI-NEIC Project Management Certification, October, 2009, IPFW, Fort Wayne, Indiana Key Accomplishments Raised Union Carbide division to increase production 50%, through aggressive, proactive maintenance. Transferred to division of eight plants with lowest production in company. Designed program to maintain benchmark levels of equipment performance, reliability and uptime to meet corporate production goals. Integrated maintenance team with critical production departments. Rebuilt, updated and added new machinery to rejuvenate production processes. Boosted productivity from 24 to 36 units per shift. Completed project in only six months. Saved $422K in energy expenses for Asama Coldwater Manufacturing. Energy costs were being looked at for cost control. Evaluated total facility impact and determined significant saving were available in the production and tax areas. Installed new air stratification system and significantly improved air quality. Also determined taxes were being paid on non-production energy. Negotiated with state and federal agencies and recapture three years of overpaid taxes. Built savings from electric and natural gas refunds and a 12% increase in production efficiencies. Reversed Mascotech Stamping downtime 40%, delivering $144M in product for immediate sale. Investigated low production results and found outdated maintenance processes were hampering plant output. Determined training caused opportunities to be lost. Developed and implemented new computer systems, die handling and ongoing training to allow ongoing best practice methodologies. Turned around downtime and boosted production results by 40% with an additional 20% increase on selected lines. Decreased Asama Coldwater operational costs by 12% by improving energy efficiency. Air compressors eat into energy use. Evaluated air system and use. Found by lowering line pressures the compressor load and unload time increased, causing compressors to be idle longer. Projected savings of 3% were blown away with a final savings of 12%. Implemented industry first hydraulic stamping line with pick-and-place robotics for Spartanburg Steel. Sales were growing and production was not able to meet demand. Assumed key team role in designing and implementing industry first programmable hydraulic press line. Established schedule and deployment plan. Rolled out new line and due to flawless design increased productivity to meet market demand. Company became sought after employment opportunity due to industry recognition of significant feat. Improved Spartanburg powerhouse maintenance processes, saving $1.7M in seven years. Power house provided compressed air to production through uncontrolled systems. Facility equipment was maximized for output. Evaluated equipment with third party and with a $70K investment provided demand controls on the equipment. Reduced on-line needs by 40%, generating a whopping $1.7M savings while lowering plant downtime by 3%. Addition of “C Cell” production as part of Lean Management initiative.

Engineer

Auburn, IN