{"id":2928,"date":"2024-08-30T13:16:09","date_gmt":"2024-08-30T17:16:09","guid":{"rendered":"https:\/\/mriomega.com\/?p=2928"},"modified":"2025-09-05T01:39:48","modified_gmt":"2025-09-05T05:39:48","slug":"engineering-maintenance-leader-273485-bsme-pe-specialty-chemicals-psm-medical-food-will-relocate","status":"publish","type":"post","link":"https:\/\/mriomega.com\/index.php\/engineering\/engineering-maintenance-leader-273485-bsme-pe-specialty-chemicals-psm-medical-food-will-relocate\/","title":{"rendered":"Engineering\/ Maintenance Leader (273485) BSME, PE \/ Specialty Chemicals, PSM, Medical, Food \/ WIll relocate"},"content":{"rendered":"\n

Accomplished Maintenance\/Engineering Leader with 20 years of experience. He is a BSME and is a PE Professional Engineer. He has led maintenance teams of up to 56 team members. <\/strong>This metrics-driven leader has a proven track record of driving strategic initiatives and delivering exceptional improvements for his employers. He has worked in PSM environments across multiple industries that include specialty chemicals, medical products, and food manufacturing. He has held progressive roles leading maintenance, production, and engineering teams to achieve some IMPRESSIVE results<\/strong>. He is highly skilled in developing and executing comprehensive strategies, that result in improvements in safety, quality, customer satisfaction, and performance. <\/p>\n\n\n\n

This Game Changer is currently is currently employed, but is interested in CONFIDENTIALLY exploring new opportunities and he is willing to relocate. <\/strong>This is a unique opportunity to engage with a Leader who can pull together maintenance, engineering, and production to turn your manufacturing plant into a Money Machine! He has been there, done, that, and can do it for you! <\/strong>His impressive experience includes?<\/p>\n\n\n\n

\u2022 Developed cost savings trackers with staff and spare parts to save 5.7% or $3.6M on $63M overall parts, <\/strong>supplies, and solvents budget in 2023 through reduced parts cost\/use rate and optimized solvent usage.
\u2022 Responsible for PSM-covered equipment<\/strong> on the operational side, collaborates with HSE and Facilities teams regarding PSM elements, asset management strategies, MI testing, criticality assessments, PM reviews risk-based methodology.
\u2022 Resolved and addressed multiple quality issues and made significant improvements with blister pack leakers by redesigning our temperature calibration device, reducing non-conformance related issues by 80%<\/strong>
\u2022 Worked with the controls group to develop\/automate the Mean Time To Respond-Resolve-Repair (MTTR3) system which allowed us to measure Production Technician and\/or Electro-Mechanic response times to resolve faults or repair equipment. This MTTR3 process is instrumental in improving and sustaining world class OEE performance.<\/strong>
\u2022 Innovative solution implemented with OEE Electro-Mechanic collaboration to resolve chronic saline leak issue.
\u2022 Lead the maintenance team for Dailies Total 1 equipment platform the team consisted of 56 Electro-Mechanics <\/strong>supporting the equipment 24\/7 on 4 \u2013 12-hour shifts.
\u2022 Developed tracking for significant key performance indicators like reactive work hours vs preventive maintenance which drove significant improvement in the PM program.<\/strong>
\u2022 Implemented the predictive maintenance process by using ultrasonic, motor torque and sequence time monitoring.<\/strong>
\u2022 Implemented a maintenance radio program for a more efficient response time <\/strong>
\u2022 Manage all maintenance activities at the plant which was a PSM environment
\u2022 Responsible for 37 maintenance personnel which includes 4 supervisor<\/strong>s and a planner working to improve the reliability of all production equipment in a PSM environment.<\/strong> This includes ammonia refrigeration systems,
\u2022 Experienced with TPM and developed key activity indicators such as PM\u2019s\/month, PM Completion %, along with key performance indicators like Breakdowns\/month, Breakdown Loss %, Emergency work % and Maintenance Cost \/ Lb produced as-well-as Mean Time Between Failures (MTBF) and Mean Time to Repair (MTTR).
\u2022 By focusing on preventive maintenance procedures\/frequency, specific equipment training and accountability we improved plant equipment efficiency 62% to 81% in last 12 months.
\u2022 We also reduced the overall personnel in the Technical Services Department from 55 to 37 by assessing skills using written and hands-on performance assessments.
\u2022 Performed operational risk assessment + 4M (Man, Machine, Methods & Materials) and reduced plant conversion cost from $0.506 in 2013 to $0.445 in 2014 for a $4,270,000 net savings which is $3M under budget.<\/strong>
\u2022 Currently labor is 9.7% below budget along with maintenance parts and outside labor 16.0% below budget.<\/strong>
\u2022 Using sub-metering data analysis, we
o Reduced our energy consumption by 8.5%
o Reduced water cost by 22.8% through reduced overall loading and lower surcharge.<\/strong>
\u2022 In 2014 our team is in 1st of 11 Plants in 6 performance metrics<\/strong>: Safety, Quality, Growth, Cost, Service and Culture.
\u2022 Responsible for 30 maintenance personnel which included 4 Team Leaders on 3 shifts.<\/strong>
\u2022 Developed KAIs and KPIs for maintenance department and personnel.
\u2022 Safety council member with 2 recordable in 2012, 1300+ days without an LTA and 290+ days without a recordable.<\/strong>
\u2022 Key team member of the Atlanta Ingredients plant which finished 1st of 12 North American Plants in 8 KPI metrics.
\u2022 2012 cost savings exceeded our $890,000 target by 150%.<\/strong>
\u2022 The maintenance team was under budget every year based on adjusted finish goods produced.
\u2022 Auditing body BRC grade \u201cA\u201d for the last 3 years.
\u2022 Part of a 6 Sigma team of Equipment Productivity – CIP we decreased production cost by 32% over the previous 4 years while reducing maintenance expenditures.<\/strong>
\u2022 Responsible for facility engineering as well as plant maintenance at this intermediate chemical plant (PSM plant).
\u2022 Worked extensively on the PSM program at this facility with 5 highly hazardous chemicals.<\/strong>
\u2022 Managed 25+ team of union mechanics and engineers<\/strong>. Involved in union negotiations.
\u2022 Implemented a Computer Maintenance Management System to track work orders and PM\u2019s<\/p>\n\n\n\n

\u2022 Maintenance Team Leadership – 56
\u2022 Chemical Manufacturing Maintenance
\u2022 Process Safety Management (PSM)
\u2022 Cogeneration Powerplant Maintenance
\u2022 Power & recovery boilers
\u2022 Multicraft Maintenance
\u2022 Zone Maintenance
\u2022 Multi-plant Maintenance Operations
\u2022 Manufacturing \/ Production Maintenance
\u2022 Mechanical Maintenance
\u2022 Electrical Maintenance
\u2022 Electro-pneumatic \/ Pneumatic Controls
\u2022 Large Equipment Refurbishment
\u2022 Dismantling \/ Moving Equipment
\u2022 Equipment Commissioning
\u2022 Resolving Recurring Downtime Issues
\u2022 Troubleshooting Equipment
\u2022 Repairing \/ Rebuilding Pumps
\u2022 Improving Asset Efficiency
\u2022 Improving Mechanical Integrity \/ Uptime
\u2022 3D CAD \/ AutoCAD
\u2022 CMMS Maximo
\u2022 Kronos Software
\u2022 Autodesk Inventor
\u2022 Solidworks
\u2022 Minitab
\u2022 Continuous Improvement Programs
\u2022 Design Review of MOC \/ Technical Documents
\u2022 Developing Capital Project Budgets
\u2022 HAZMAT Reports
\u2022 Planning \/ Executing Turnarounds
\u2022 Planned Outages \/ Turnaround experience
\u2022 Planned Preventive Maintenance (PPM)
\u2022 API Codes
\u2022 ASME Codes
\u2022 HAZOPS
\u2022 Implementing Lean
\u2022 ISO9000
\u2022 OSHA Regulations
\u2022 Lockout \/ Tagout
\u2022 Maintenance Leadership
\u2022 Planning \/ Scheduling
\u2022 Maintenance Training
\u2022 Mechanical Integrity and Quality Assurance (MIQA)
\u2022 Performing Design Review For All MOC Related To Mechanical Equipment
\u2022 Preventative Maintenance
\u2022 Project Management Scheduling
\u2022 Reading Schematics \/ Blueprints
\u2022 Safety Training
\u2022 Selecting Personal Protection Equipment
\u2022 Supervising Contractors
\u2022 Developing Standard Operating Procedures
\u2022 Ensuring Process Equipment Application Suitability
\u2022 Ensuring Spare Parts Meet Code
\u2022 Equipment Utilization Metrics
\u2022 Establishing Written Procedures
\u2022 Managing PM Work Orders
\u2022 Eliminating Work Order Backlogs
\u2022 Mechanical Integrity Maintenance Training
\u2022 Mechanical Integrity Programs
\u2022 Maintaining ASME Certifications On Pressure Vessels
\u2022 Reducing Mechanical Breakdowns
\u2022 Reliability Centered Maintenance
\u2022 Maintaining Mechanical Integrity Documentation
\u2022 Maintaining Process Equipment Inspection Documentation
\u2022 Maintaining Service Documentation
\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 Operational Hazard Analysis
\u2022 Replacement In Kind Parts Program
\u2022 Risk Analysis
\u2022 Root Cause Failure Analysis
\u2022 Corrosion Analysis
\u2022 Design Failure Analysis
\u2022 DOE
\u2022 Fatigue \/ Creep Analysis
\u2022 Fault Tree Analysis
\u2022 Non Destructive Testing
\u2022 Testing Process Equipment
\u2022 Human Error Analysis
\u2022 Thermal Stress Analysis
\u2022 Thermography
\u2022 Vibration Fatigue Analysis, alignment
\u2022 Training Contractors On Processes<\/p>\n\n\n\n

Education:<\/strong><\/p>\n\n\n\n

Bachelor of Science – Mechanical Engineering, North Dakota State University
Professional Engineer (PE) Certification, State of Georgia<\/p>\n","protected":false},"excerpt":{"rendered":"

Accomplished Maintenance\/Engineering Leader with 20 years of experience. He is a BSME and is a PE Professional Engineer. He has led maintenance teams of up to 56 team members. This metrics-driven leader has a proven track record of driving strategic initiatives and delivering exceptional improvements for his employers. He has worked in PSM environments across…<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"closed","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[307,310],"tags":[28,32,127,181,199,241,423,451,554,561],"class_list":["post-2928","post","type-post","status-publish","format-standard","hentry","category-engineering","category-maintenance","tag-manufacturing","tag-bsme","tag-specialty-chemicals","tag-maintenance-manager","tag-engineering","tag-professional-engineer","tag-pe","tag-medical","tag-relocate","tag-psm"],"acf":[],"aioseo_notices":[],"_links":{"self":[{"href":"https:\/\/mriomega.com\/index.php\/wp-json\/wp\/v2\/posts\/2928","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/mriomega.com\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/mriomega.com\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/mriomega.com\/index.php\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/mriomega.com\/index.php\/wp-json\/wp\/v2\/comments?post=2928"}],"version-history":[{"count":1,"href":"https:\/\/mriomega.com\/index.php\/wp-json\/wp\/v2\/posts\/2928\/revisions"}],"predecessor-version":[{"id":2929,"href":"https:\/\/mriomega.com\/index.php\/wp-json\/wp\/v2\/posts\/2928\/revisions\/2929"}],"wp:attachment":[{"href":"https:\/\/mriomega.com\/index.php\/wp-json\/wp\/v2\/media?parent=2928"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/mriomega.com\/index.php\/wp-json\/wp\/v2\/categories?post=2928"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/mriomega.com\/index.php\/wp-json\/wp\/v2\/tags?post=2928"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}