Engineering/Management/Operations
PROFESSIONAL EXPERIENCE
(2004 Present)
President
Full P&L responsibility. Responsible for strategic and tactical direction. Develop web-based software, provide services to CMMS/EAM client base and deliver best practices consulting services. Serve clients in manufacturing, medical, healthcare, automotive, utilities, facilities, food and education.
· Based on market analysis and customer data, developed Downtime IQ Standalone web application for collection of asset downtime with MTBF reporting.
· Increased customer inquires by a factor of 10 via creation of company website, web marketing campaign and setting up web store-front.
· Created work-flow and transactions for client to capture $1.8 million dollars in contract cost to the work order level vs. the previous departmental buckets.
· Identified $1.2 million in obsolete inventory with automotive client. Typical inventory clean-up improves accuracy of data by 40 60%.
· Increased PM compliance by a factor of 12 with automotive client.
· Enabled university, hospital and medical clients to distribute work order request and tracking across entire campus via their intranet and our software.
· Provide custom ERP interfaces or batch updates for purchasing and inventory data. Clients include food, manufacturing, automotive and logistics. Systems include JD Edwards, Lawson, VANGUARD and other ERPs.
· Data conversions from legacy systems or from/to Sybase, SQL Server, ORACLE
(2002 2004)
Manufacturing Solutions Manager, Reported to owner
Recruited to this privately owned Value Added Reseller of Mainsaver (CMMS/EAM software) to develop downtime analysis software. Owner dissolved company in 2004 to pursue other interests.
· Developed and successfully positioned the Event IQ application into the Automotive, Medical, Utilities and general manufacturing industries.
· Created marketing plan and marketing collateral for Event IQ.
· Provided services to dozens of different clients: software installation (Event IQ, iMaint, Mainsaver), training, consulting, project management, documentation and implementation assessment services.
SONY (1998 2001)
$45M Producer of thermal transfer ribbon, adhesives, lacquers and specialty lubricants. Responsible for all Production and Engineering. 100+ team members 16 direct reports, including department Managers, Engineers and Analyst.
Operations Group Manager, Reported directly to the President (2000 2001)
Provided executive leadership for all Manufacturing and Production Engineering departments. Worked closely with Logistics, Finance and Sales & Marketing executives to set and attain corporate goals and objectives. Annual expense and capital budget responsibilities in excess of $16 million.
· Selected by President of SONY to lead a cross-functional team of Environmental, Manufacturing, Process and Engineering employees to increase high-speed World Class coating line production capacity by 20%. Achieved 20% goal.
· Realized 10% production throughput increase, a new production record, with focused improvements and realignment of Production Managers. Manufacturing staff celebrated new production records with awards from the President.
· $3.5 million in cost down savings via TPM, Six-sigma, LEAN, 5-S, RCFA, RCM, PdM and Kaizen efforts.
Engineering Manager, Reported to Director of Engineering (1999 2000)
Responsible for leading Engineering teams support of production and the facility. Prepared annual expense $4M+ and capital $2M+ budgets. Established clear performance metrics for Engineers and technicians. Maintained hands-on ability but also delegated based on skill/will for development.
· Established TPM and 5-S benchmarks for the organization and the site. Traveled to Japan to study TPM and house keeping standards (5-S). Conducted first levels of training and compliance audits for facility.
· Cost justified and secured the necessary resources to develop the Engineering team. I.e. Maintenance Planner, Plant Engineer, Electrical Engineer, etc.
· Implemented, maintained and audited Engineering systems (ISO 9000 & 14000, TPM, CMMS, PSM, MOC, PdM, OSHA) to facilitate consolidation, integration, availability accuracy of data and compliance.
Plant Engineer, Reported to Engineering Manager (1998 1999)
Responsible for coaching and development of production engineering technicians. Hands-on with all systems. Learned Process Safety Management (PSM) System for Class I Division I areas and Management of Change (MOC) process. Reviewed all ISO documentation and procedures for functional area. Performed gap analysis to set immediate improvement targets.
· Strategic realignment of resources led to 20 - 40% increase in production uptime.
· Implemented predictive technologies, PdM (Vibration, Ultrasonic, Lubrication analysis, IR). Baselined new equipment and decreased existing equipment downtime, 20+%.
· Secured funding for and implemented new CMMS to consolidate homegrown asset and calibration management systems.
(1994 1998)
1 of 2 Assistant Plant Engineers, Reported to Plant Engineer
Provided hands-on engineering and technical support to all areas of dyeing and finishing plant. Large maintenance department 120+ employees. On call 24/7. No direct reports. Worked under the dotted line reporting structure.
· Reduced maintenance failures by as much as 98% via predictive technologies (Vibration analysis, Ultrasonic, Lubrication, IR).
· Industry first, implemented on line defect flagging of product, increased inspection throughput from 2 to 80 yards per minute.
· Increased defect detection by a factor of three and potentially reduced labor by 50% with automation of an operator dependant defect detection process.
· Championed, implemented and supported computerized maintenance management system. Served as network administrator.
(1991 1994)
Maintenance Supervisor, Reported to Executive Engineering and Production management (US and Taiwan)
Responsible for all POY/DTY and Automated Warehouse Mechanical Engineering aspects of this new factory start up, $350M+ and 1,000,000+ square foot facility. 32 direct, 100+indirect staff and 50+ contractors.
· One of the first five USA Engineers hired for this expansion. Spent six months in Taipei, Taiwan for training, technology transfer, of polyester filament plant equipment, utilities, maintenance, processes, operations and business culture.
· Delivered 3-hour presentation to executive management in Taiwan on manufacturing process and transfer of technology.
· Interfaced with all engineering disciplines (Civil, Electrical, Mechanical, Chemical) and numerous contractors (union and non-union) to achieve cross-functional objectives.
· Recognized by senior executive international management team for initiative and completing critical equipment schedule two weeks early.
(1990 1991)
Project Engineer, Reported to Manager Product Design
Responsible for short term projects and compliance testing.
· Utilized design criteria, client constraints, regulatory and military specifications to design, assemble and perform qualification testing of non-woven pleated filter elements.
EDUCATION
B.S. Mechanical Engineering, Old Dominion University, Norfolk, Virginia; 1990
A.S. Engineering, Tidewater Community College, Virginia Beach, Virginia; 1988
Engineer in Training certification
MEMBER ASME, SMRP, TSK
SELECTED TRAINING
JCIT, Demand Flow Technology (DFT)/LEAN, Update International, Vibration Analysis, Excel Partnership, ISO auditor, Buker, ERP implementation methodology, J. D. Edwards, ERP system, J B Systems, Mainsaver (CMMS), DPSI, iMaint (CMMS), SONY, Six-Sigma, Management Level I&II, Productivity Inc. TPM, JIPM, Japanese Institute of Planed Maintenance TPM, PENN STATE, Management Development |
