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Reliability/Maintenance/Engineering/Project Manager Resume
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| Desired Industry: Manufacturing |
SpiderID: 2069 |
| Desired Job Location: Indianapolis, Indiana |
Date Posted: 3/11/2005 |
| Type of Position: Full-Time Permanent |
Availability Date: Immediately |
| Desired Wage: |
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U.S. Work Authorization: Yes |
| Job Level: Management (Manager, Director) |
Willing to Travel: No |
| Highest Degree Attained: Bachelors |
Willing to Relocate: No |
Objective:
To secure a leadership position requiring skills in organizational streamlining, team building, production/operations planning, and technical problem solving.
Experience:
TECHNOLOGY PERFORMANCE GROUP (Eli Lilly & Company) 2003-2005
Technology Performance Group is a provider of Asset Management and Professional Engineering services contracted through Eli Lilly & Company, a leading pharmaceutical company, to perform Asset Delivery for Manufacturing Equipment. Emphasis on Right Information (Maintenance/MRO strategies) using the Reliability Centered Maintenance (RCMII) approach and the Maximo Computerized Maintenance Management System (CMMS).
System Support Team Lead May2003 – Jan2005.
Performed diverse roll leading client deliverables and company improvements. Responsibilities included Failure Mode and Effect Analysis (FMEA), Corporate Policy, Process Flow, Materials Management (MRO) and Database administration (DBA).
n Performed FMEAs for new manufacturing equipment (RCM Turbo). Validated FMEAs performed by analysts. Conceived Right Information Process Flow improvements. Wrote Standard Operating/Process Procedures. Performed Work and Resource planning. Wrote Preventive Maintenance and Equipment Lay-up Procedures.
n Chaired Skill Set Assessment and Individual Training Plan/Mentoring Program. Designed plan to assess the Reliability, MRO, and Database Administrator skills for 30 personnel. Administered and Guided Reliability Technician Assessments for 19 personnel. Identified Mentors to introduce Individual Training plans for the organization. Established Individual Training Plan Guidelines for RCMII and CMMS topics.
n Created and Directed the Corporate Safety Policy to provide a safe work environment and position the company in a pre-qualified and preferred status.
n Supported Materials Management with the Bill of Materials (BOM) creation for new and existing manufacturing equipment, Maximo Item Change Request System (MICRS) utilization, Data Validation and Tracking for 6000+ maintainable items.
n Performed all major DBA functions for two major projects using Maximo and the Maintenance And Validation Right Information Kit (MAVRIK).
DELCO REMY AMERICA 2001-2002
Technical Manager May2001 – Apr2002
Managed engineering, maintenance, customer service and facilities for three automobile starter/alternator final assembly facilities totaling 250k sq.ft. Responsibilities included engineering/maintenance team development, manufacturing forward plan, capital spending. Supervised and upgraded skills of 16 salaried direct reports, 40 hourly union personnel.
n Managed engineering teams for process/quality improvements to minimize cost and maximize capabilities using OEE, Earned Value Effectiveness (SPI, CPI), and Autonomous Maintenance. Managed maintenance teams for reliability and continuous improvement using Preventive Maintenance (CMMS) and visual management. Improved equipment preventive maintenance completion rates 73%. Restructured engineer/maintenance manpower allowing 24% reduction.
n Created visual management for performance monitoring. Implemented the restructuring of plants and plant layouts realizing a $120k/yr immediate fixed overhead cost reduction. Implemented Shop Floor Excellence, Standard Work and 5S audits to comply with customer and company Lean and QS9000 standards. Harmonized shift operations into teams, created immediate performance checks for production personnel, developed competitive spirit between groups.
n Coordinated first tier Crib/Kanban/Depot supplier change resulting in $25k/mo. cost reduction. Negotiated off-site indirect material storage restoring 6500 sq.ft. of production space. Established 40/60 repair vs. improvement spending policy.
THOMSON CONSUMER ELECTRONICS 1995 – 2000
Lean Manufacturing Leader 1999 – 19Jun2000
Directed Site Lean Manufacturing and Total Productive Maintenance (TPM) Team integrally designed to assist the reduction of $12MM from a $37MM budget. Restructured the Theory of Business incorporating TAKT time, continuous improvement and waste elimination. Deployed equipment predictive/preventive programs.
n Indoctrinated 150 salary/hourly personnel in Global Lean Manufacturing, 5S, Visual Management, OEE, Schedule Attainment, Problem Solving, Performance Measurement.
n Enhanced communications and equipment support resulting in 20% increased Overall Equipment Effectiveness allowing reallocation of 12 manufacturing personnel.
n Initiated site 5S and Visual Management implementation aiding in the reduction of 23 support personnel.
n Orchestrated departmental preservation including $100k epoxy floor coating resulting in increased ownership and rapid abnormality recognition.
Maintenance Manager 1999
Managed maintenance program for a 1.3MM sq. ft. automated picture tube facility serving as corporate pilot plant for lean manufacturing; responsibilities included equipment reliability and predictive/preventive programs. Supervised and upgraded skills of 10-24 salaried direct reports, 32-67 hourly union personnel. Administered transitional $5MM-$32MM budget. Coordinated planning of equipment engineering, production, and facilities personnel.
n Managed maintenance teams for reliability and continuous improvement; investigated causes of equipment repeat failures, established critical areas, improved equipment preventive maintenance completion rates 30%.
n Harmonized shift operations into teams, created immediate performance checks for direct reports; developed competitive spirit between groups, improved personnel utilization 8% in 4 months.
n Disapproved manpower increase requests, reshaped maintenance organization; split 170 facilities and maintenance personnel between two manufacturing operations, zoned to specific plant locations to establish ownership and to focus technical skills.
n Established production goals and objectives for skilled tradesmen; implemented training programs for personnel.
Reliability Engineer 1998 – 1999
n Managed a 6-member reliability engineering task force for long-term proactive/predictive activity analyses to eliminate downtime and/or to increase productivity. Analyzed process flow, identified critical equipment. Organized efforts of equipment engineering, production, maintenance and facilities to collaborate on development of a preventive maintenance system.
n Created and developed a continuous improvement team, directed efforts toward critical equipment; included lubrication analysis and testing to ensure performance of 6.5-mile conveyor system.
n Coordinated semi-annual, two-week shutdown activities for 300 people/day; scheduled engineering, maintenance, and facilities personnel.
Maintenance Coordinator 1997 – 1998
n Managed 3-member reliability information team to minimize excessive overhead/inventory.
n Decreased job backlog 67%, increased preventive maintenance completion rate 35%.
n Incorporated computerized maintenance management system, reduced overtime approximately 5%, outside contracted services 10-15%.
n Coordinated two maintenance shutdowns which averaged 300 people/day, 400 jobs, with a total budget of $1MM.
Project Engineer 1997
n Selected for unique position to bridge technical communication gap between engineering/production and management/production.
n Managed capital fund appropriations, project budgets.
Thomson Technical Leadership Program 1995 - 1997
n Maintenance Supervisor, Equipment Design Engineer, Quality Engineer, Materials Engineer
US NAVY Machinist Mate E-5 1985 - 1991
United States Navy (Desert Storm)
Qualified Engineering Officer of the Watch for ship power plant and all engineering equipment. Operated, repaired main propulsion equipment, boilers, reduction gears and steam turbines.
Education:
Bachelor of Science in Mechanical Engineering Purdue University Indianapolis, IN 1995
Extensive professional training in performance/production management, computer software applications, effective communication, and technical skills.
Skills:
Lean Manufacturing, RCMII, TPM, FMEA, RCA, CMMS, Predictive Maintenance, Preventive Maintenance, BOM, ISO9000, QS9000, Safety
Additional Information:
DAVID R. POWERS
19135 Golden Meadow Way
Noblesville, IN 46060
(317) 770-9773
jdp19135@aol.com
If you are searching for a manager with a seventeen year demonstrated record of quality performance, I feel worthy of consideration. During my tenure I have compiled a record of success through accomplishments relating to Maintenance Management, Engineering Management, Continuous Improvement Leadership and Corporate Policy. My involvements have ranged from maintenance supervisor to multi-plant technical management.
The following statements serve to represent key elements of my professional background:
Maintenance – Directed up to 91 personnel within the fields of: Preventive Maintenance, Predictive Maintenance, RCMII, FMEA, TPM, CMMS, Maintenance Supervisor, Planner, Materials Management
Training – Conceptualized and Facilitated Training Programs for diverse audiences
Operations – Set Corporate Policy and Standard Operating Procedures
Engineering – Demonstrated capabilities and leadership in: Materials, Quality, Design, Safety
Continuous Improvement – Led teams in: Lean Manufacturing, 5S, Visual Management, Performance Measurement & Indicators
Fields – Military, Academic, Consumer Electronics (Plastic Injection Molding and Assembly), Automotive, Pharmaceutical
In conclusion, I am confident you will find me to be a worthy candidate for an employer who needs a positive person with excellent communication and leadership skills.
Sincerely yours,
David R. Powers
Candidate Contact Information:
| Name: David Powers |
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| Street: |
Phone: 317-770-9773 |
| City: Noblesville |
Fax: - |
| State: Indiana |
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| Zip: 46060 |
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| Web Site: |
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