Selected professional accomplishments include:        

  • Mid-West Chemical Manufacturer: Project Manager leading the client through the transition from a paper-based Maintenance Management System into a full-featured CMMS. Coordinated the conversion of an archaic card file and SME knowledge into an electronic record of vital equipment information (i.e. the Equipment Number, Equipment Description, Equipment Type, Equipment Sub-Type, Manufacturer). Provided one-on-one training on the use of the CMMS for each employee’s role in the system. Installed a scheduling tool allowing the client to better slot in the work for the week. Leveraged the query function to personalize tools for managers to see how work is being processed, and more importantly, to get engaged when it isn’t.

  • Continuous Flow & Batch Chemical Processor: Although the needed Shutdown work is getting done, the duration is greater than their storage capacity and the expense is too great.  Assurance of hitting planned durations and cost targets were achieved via: Strategic Shutdown Planning, Network diagramming & Critical Path definition with status tracking, Gantt chart & task list outputs for project statusing and Craftsperson deployment, Task estimating, safety time & resource buffer placement, Formal budgeting, re-forecasting and cost reporting mechanisms and procedures, Detailed Shutdown Planning, Maximo Work Order Management, Final preparation & Shutdown execution, Craftsperson follow-up,  problem identification & resolution. Archive for post-mortem discoveries with connection to the corrective action mechanism, Closed loop mechanism & procedures for rapid completion of corrective actions. Resulting with 50% Reduction in Overtime hours worked, 25% reduction in Contractor Labor costs, 30% reduction in Equipment Rental costs, and increased ongoing maintenance productivity by 5%.

  • Large Gold Mine in Ontario: Conducted Maintenance observations to identify and remove obstacles causing poor fleet performance. Provided analysis against industry best practices. Project deployment realized a 5% increase in tons, resulting in improved performance and new performance management metrics valued at a 5% overall throughput improvement valued at $7M.

 

  • Food & Beverage

    • Implemented inventory control Management Operating System in cold storage, reducing age out product by 30%
    • Build LPN system enabling live tracking of product in warehouse
    • Designed and implemented Management Operating System in Cold Storage sub40 Freezer reducing fork truck driver contact time by 20%
    • Created live load tracking process increasing schedule attainment by 15%, decreased demurrage by 30%
    • Implemented Management Operating System in Further Processing Department, driving increase in lbs/hr, yield improvement, labor cost reduction. $5 Million Annualized Savings
    • Designed and implemented Management Operating System in Second Processing Department, driving increase in lbs/hr, yield improvement, labor cost reduction
    • Management Execution System (MES) – Senior Systems Architect, managed client team to design, build, & implement SAP MES SCADA process in prototype environment, realized $30 Million in savings
    • $2 Million billable engagement, drove $16 Million in process improvements across all production areas in 30-week project implementation
    • Various support roles during improvement process implementations in 14 of the client’s protein production facilities. Excel, Access, Visio, & SQL Databases build, repair, and / or enhancements
    • Took over failing project during week 5 of 23. Driving implementation of Management Operating System across production floor, Key Performance Indicators were Throughput, Labor Costs, Yield
    • Took over during week 6 of 16 to assist failing project. Realized 30% improvement against 6-month base period in 5 weeks on each of two production lines
    • Built & implemented prototype process to automate production floor data gathering, Project Deliverable – the elimination of one hour from every supervisor every day across organization
    • Distribution Center Receiving Dock – Implement Active Supervision Processes, Action Plans, Electronic Dashboards. Increased cases per manhour by 30%
    • Planning & Scheduling Optimization – Review Site Production Wheel, modelling Economic Changeover Quantity driving improved availability (4 sites), Reduced production line changeovers by 250+ weekly.
    • Management Operating System Deployment – Act as site Coach guiding plant leadership & personnel through a corporate continuous improvement initiative focused on People, Safety, Quality, Service and Performance, (5 sites)
    • Private Equity Co-packer unidentified loss of 6%, performed 24 hour isolation studies, identified loss points, equipment capabilities, mass balanced facility capacity.

 

  • Building Products

    • Designed and implemented Management Operating System in Vinyl and Glass shops, driving improvements in throughput, vinyl and glass yield, reducing labor costs, and inventory loss. Reconfigured manufacturing floor equipment implementing work cell manufacturing process
    • Manufactured flooring board and plank facilities, implemented Management Operating System driving throughput, yield, reduced labor costs, and decreased on hand inventory by 20%
    • Defined and implemented changeover process for manufactured flooring edging equipment
    • Identified and eliminated inventory tracking Bill of Materials discrepancies reducing inventory booked value by $27 Million

 

  • Metals

    • Took over failing project during week 7 of 15. Driving implementation of Management Operating System in their Cleaning Room. Increasing throughput, decreasing labor costs

 

  • Steel Fabrication Manufacturing
    • Designed and implemented System for Management, Plan for every Part (PFEP) process and manufacturing to warehouse Kanban system

 

  • Aerospace

    • Rotary wing aircraft hangar tasked with design and implementation of Management Operating System in maintenance department.
    • Designed and implemented Management Operating System in aircraft assembly areas, defined work scope in work cells, established crewing matrices, drove process improvement initiative, reduced takt time & cost, setup parts warehouses, Manufacturing Bill of Materials.
    • Designed and implemented Management Operating System across the facility, defined work cells, drove process improvement & action items, established critical path management process. In 19 months, client realized improvements enabling their aircraft manufacturing process to accelerate from one aircraft in two years to one aircraft every 15 days.
    • Coach / Mentor with Active Supervision techniques. Opportunity identification, Downtime tracking, Action Item Management, Board walks, Shift transitions, Visual Management tools. Drove 124% improvement in Efficiency, $12 Million improvement to base.

 

  • Chemical & Refining

    • Implemented turnaround management system, designed and implemented maintenance Management Operating System, taught client Critical Path Management
    • Setup Computerized Maintenance Management System (CMMS) in JDEdwards, created and established workflows and end user system training, established Shop Floor closed loop communication process.
    • Defined Anhydrous Ammonia Plant Standard Operating Procedures and process cross relationships using dynamic networking with Microsoft Project
    • Designed and implemented warehouse system reducing shrinkage by 15%

 

  • Forest Products

    • Designed and implement Continuous Improvement tools proof of concept in two departments, pulp dryer & fiber continuous digester. Drove $16.9 Million savings in 16 weeks. Project goal; 2% improvement in slush pulp. Project end state; 21% improvement in slush pulp. Awarded 12 plant extension
    • Implement Continuous Improvement toolkit in two fiber batch digester processes. Driving process improvements via Action Items and Active Management. Established and rolled out Six Sigma “Problem Solving with Applied Statistics” process, trained and implemented the client’s process engineering level, this expanded across their 13 facilities in North America
    • Designed and implemented process to improve asset reliability. Decreased Maintenance touch time by 40%, decreased spares inventory my 18%
    • Design and implement Continuous Improvement tools to assist with facilities focus and reduction in Cull (15% improvement to base) and Operational Downtime
    • Assisted floundering project group back on track and drove 40% in Paper Machine cull in final 4 weeks of engagement ($7 million annualized savings swing)
    • Established new project manager and engagement manager and assisted from oversite position

 

  • Life Sciences

    • Implemented 4 Disciplines (Production, Maintenance, Quality Control, & Strategic Sourcing), designed and implemented Operational Excellence toolkit driving a 9 to 1 Return on Investment
    • Designed and implemented capacity attainment process for R&D department, reducing time to market (5-year plan to 1 year), decreased labor & research expenditures
    • 2nd phase implementation of Laboratory Management Operating System, driving improvements in material use reductions, labor cost savings, process acceleration throughputs
    • Review of Bill of Materials and process routings aligning departmental production processes, eliminating variance to budget discrepancies. #1 on the list drove a 21-Million-dollar variance to budget savings
    • Reviewed product documentation process, eliminating delay in review and approval processes