{"id":1008,"date":"2021-04-15T09:19:24","date_gmt":"2021-04-15T13:19:24","guid":{"rendered":"https:\/\/mriomega.com\/?p=1008"},"modified":"2025-09-05T01:43:09","modified_gmt":"2025-09-05T05:43:09","slug":"engineering-and-maintenance-reliability-manager-192507-cmrp-will-relo","status":"publish","type":"post","link":"https:\/\/mriomega.com\/index.php\/engineering\/engineering-and-maintenance-reliability-manager-192507-cmrp-will-relo\/","title":{"rendered":"Engineering and Maintenance Reliability Manager (192507) CMRP \/ Will relo"},"content":{"rendered":"\n

Swiss Army knives are great tools that do it all. <\/strong> Who wouldn’t want an Engineering\/Maintenance Leader with diverse leadership experience in plant management, maintenance leadership, project management, cost controls, and engineering design on their plant leadership team? Sure but where does this unicorn exist? THE ANSWER IS RIGHT HERE!<\/strong><\/p>\n\n\n\n

He is highly skilled in planning and running Maintenance\/Reliability, turnarounds, and Capital Projects in the chemical industry. He is a Certified Maintenance Reliability Professional whose hands-on leadership demonstrates the highest level of performance, and management of costs and assets to maximize the return on investment. <\/strong> He has held progressive roles in chemical manufacturing and has amassed a track record of improving performance in production, productivity, equipment uptime, cost savings, and safety, Get into a conversation with him and you soon discover he has a passion for applying continuous improvement to work processes and resource utilization. Plus it gets better! He is willing to relocate! <\/p>\n\n\n\n

\u2022 Skilled in engineering\/maintenance\/turnarounds\/capital project
\u2022 3 yrs. direct engineering\/design – Chemical
\u2022 3 years direct Project Engineering\/Maintenance\/Reliability -Pulp & Paper\/Power Generation
\u2022 21 years direct Maintenance\/Reliability\/Turnaround\/Capital Project\/Plant Management – Chemical
\u2022 8 years Project Management\/Project Controls Management\/Contract Management – Refining\/Chemical<\/strong>
\u2022 Led culture change management for an organization improving safety performance from a 4.0 Total Injury Frequency Rate (TIFR) with 2 separate Lost Workday cases, to a current safety performance of 0.0 TIFR for two-plus years, with zero Lost Workday cases, zero Recordable Injuries, and eighteen months zero First Aid cases.
\u2022 Achieved record annual production rates in 2008, and 2011, along with record production rates for best month, best week, and best single day.<\/strong>
\u2022 Implemented continuous monitoring of key process variables, and development of key operating targets with ownership of those targets being operator owned.
o Improved production yields by 15%<\/strong>
Provided regular technical engineering support and guidance in the scope development and cost estimation of capital projects for both Mechanical and Instrument\/Electrical\/Controls.
Established safety performance guidelines and expectations to ensure workplace safety was significantly improved from an Incident Rate of over 8.0 prior to 2003 to less than 1.0 beginning calendar <\/strong>
\u2022 Re-organized Maintenance structure and organization consistent with Asset Management Strategy and philosophy.
\u2022 Initiated full utilization of SAP Computerized Maintenance Management System including preventive Maintenance Plans, backlog management, priority coding, and equipment failure tracking.
\u2022 Established Preventative Maintenance Plans with supervisors and planners utilizing SAP and a streamlined reliability-centered maintenance approach, including vibration\/condition monitoring program, and infra-red thermography monitoring where practical.
\u2022 Provide leadership to a team of planners, engineers, and technicians in support of routine plant operations and maintenance activities, as well as plant turnarounds.
\u2022 Provided leadership for the formation and transition a new plant team comprised of Maintenance and Operational planners, schedulers, technical advisors, and support personnel. This team fostered the maintenance work processes which.
o Increased operational uptime.
o We were running under 12,000 barrels\/day and raised it to 14,500 barrels\/per day.
o Improved, equipment reliability and reduced needed turnarounds by 50%
o Achieved cost reductions of $12M down to $8M on the maintenance budget. <\/strong>
\u2022 Responsible for the planning and execution coordination of major maintenance and repair, catalyst changeout, and plant shutdown activities achieving the goal of
o No injuries
o No environmental impacts
o On-time completion of the planned schedule
o Cost expenditure at or underestimated budget for outages in the last 5 years. <\/strong>
\u2022 Provided engineering technical support in mechanical, electrical, instrumentation, civil, and process operations capacities for troubleshooting maintenance and operational problems.
\u2022 Provided front-line direction and leadership to Maintenance Planning and Support Team consisting of planners, scheduler, engineers, advisors, and clerical\/administrative personnel.
\u2022 Implemented planning and scheduling CMMS for daily planned maintenance activities
Implemented equipment Preventative Maintenance activities, and Predictive Maintenance tools and strategies achieving the highest on-stream equipment availability in plant history, 100% for 20 consecutive months.<\/strong>
\u2022 Initiated methodology to track and analyze equipment failures thereby reducing maintenance and repair costs.<\/p>\n\n\n\n

\u2022 Developing Standard Operating Procedures
\u2022 Ensuring Process Equipment Application Suitability
\u2022 Equipment Utilization Metrics
\u2022 Establishing Written Procedures
\u2022 Managing PM Work Orders
\u2022 Eliminating Work Order Backlogs
\u2022 Mechanical Integrity Maintenance Training
\u2022 Process Safety Management (PSM)
\u2022 Reducing Mechanical Breakdowns
\u2022 Maintaining ASME Certifications on Pressure Vessels
\u2022 Maintaining Mechanical Integrity Documentation
\u2022 Maintaining Process Equipment Inspection Documentation
\u2022 API Codes \/ ASME Codes \/ ISA Codes
\u2022 Asset Integrity Management systems
\u2022 Current Good Manufacturing Practices (cGMP)
\u2022 Failure Analysis Investigations
\u2022 Finite Element Method
\u2022 Identifying Equipment Deficiencies
\u2022 Improving Equipment Reliability
\u2022 Inspection \/ Testing Task Planning
\u2022 Inspection, Testing and Preventive Maintenance (ITPM) plans
\u2022 Management of Change (MOC)
\u2022 Reliability Centered Maintenance
\u2022 Reliability Modeling
\u2022 Risk Analysis
\u2022 Root Cause Failure Analysis (RCFA)
\u2022 Corrosion Analysis
\u2022 Design Failure Analysis
\u2022 Fatigue \/ Creep Analysis
\u2022 Fault Tree Analysis
\u2022 Non-Destructive Testing
\u2022 Testing Process Equipment
\u2022 Thermal Stress Analysis
\u2022 Thermography
\u2022 Vibration Fatigue Analysis, alignment
\u2022 Weibull Analysis
\u2022 Training Contractors on Processes<\/p>\n\n\n\n

Education & Certifications          <\/strong><\/p>\n\n\n\n