Description
Professional Summary 20 plus years of managerial experience in heavy industrial production, 8 years of which was supervising union steel workers. Areas of strengths: Ability to strategically organize and co-ordinate employees and equipment to optimize process efficiency. Well versed at developing a good rapport with both employees as well as Superiors. Strong mechanical background which is helpful when determining how to manage a breakdown during production schedules. Experiance Staley Service, 989 Coopertown Rd Delanco, NJ 08075 July 2015 - Present Project Manager = Match customers needs to the appropriate equipment, Procure equipment, Schedule and co-ordinate installation crew with rental equipment and raw materials.. Provide support to field service technicians and customers. Develop follow up work, service and preventative maintenance program. Co-ordinate and dispatch technicians to emergency repair calls. U.S. Block, 1101 A Pearl Street Burlington, NJ 08016 June 2006 - June 2015 Plant Manager = Managed every aspect and function of the business with the exception of Sales and Accounting. Originally hired as Maintenance Supervisor I was promoted to Plant Manager after first year with limited supervision by a co-owner. By the following year the owners felt that it was not necessary to have one of them stationed at the plant and their time would be more valuable elsewhere. From the time I was put in charge I was able to accomplish the following: * Production increased from an average of 3.25 net good tons per worked hour in 2007 to 41.6 net good tons per worked hour in 2015 * Improved the ratio of quality of net good tons to the amount of waste proportionately to the increase of production. * Cut capital spending in comparison to the previous plant managers prior. * Reduced energy cost as well as raw material cost proportionately as we improved efficiency in the processes. * We drastically reduced the risk of injury by working smarter which included the reduction of physical labor by improvement of processes and addition of automation. * Reduced our waste material drastically by developing a preventative maintenance plan that we implemented daily on the machinery which cut down spillage saving the degradation of the raw material as well as cut clean up time. * Implemented a program to reclaim any of the reduced clean up while we were still running production and putting that back into the system which added to our net good tons per day and brought our waste to a minimum. U S Block was forced to close down in June of 2015 due to a lack of demand for iron and steel along with plummeting values of the same. Prior to the plant closing we kept our buisness viable by improving efficiency as the market declined. Griffin Pipe Products 1100 Front Street Florence, NJ 08518 May 1994 - June 2006 Maintenance Supervisor = During the last few years at Griffin I was a Maintenance Supervisor. I held many other titles at that company beginning as a General Laborer in the Casting department. Because of my good work ethic I was requested early on to apply for a Water Treatment Operator position, the Plant Manager at that time was confident that I would be able to pass the test and get a NJ Waste Water N-2 Licensee in which I did. While in that position I made upgrades and repairs to the equipment that I operated catching the attention of a Maintenance Supervisor due to the lack of breakdowns and repairs he now had to contend with compared to previous. Later when he was promoted to head of Maintenance he requested that I should fill the vacant position he left behind. I take special pride in that because all other Maintenance promotions in the past have come from with inside of maintenance. Some of my accomplishments while at Griffin are: * Scheduled and managed up to 36 mechanics plus 4 electricians daily and 8 to 12 general laborers. * The position gave me the opportunity to a decide how to manage mechanical and electrical breakdowns while in production giving an opportunity to show my innovating ways of addressing programs. * Spearheaded and executed program to remove abandon hydraulic, electric pneumatic and water line from underneath the casting deck and approach tables. This made it less confusing to trouble shoot breakdowns, easier to make repairs and easier for the cleanup crew to clear debris from underneath reducing fire risks drastically. * Developed and implemented an overtime tracking program to determine accurately which union employee was next eligible to get overtime. The program worked so well that it was used throughout the entire Maintenance department on all shifts and some of the production departments. * Put together and conducted weekly safety meetings. I left Griffin Pipe due to an offer from a co-owner of U S Block that witnessed what I was capable of doing at Griffin. The job I held previous "Durand Metal Products" was similar to Griffin Pipe where as I started at the bottom and through hard work, good work ethics and expressing ideas that later proved to be valuable. I was able to advance from the lead Painter to being in charge of all of Finishing, Packaging and Shipping. Durand moved to Illinois and Texas.
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