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Click here or scroll down to respond to this candidateCandidate's Name
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EMAIL AVAILABLEPHONE NUMBER AVAILABLE cellEducationA.S.A Applied Science EngineeringMacomb Community CollegeB.S.E Applied Science / EngineeringMajor: Science / Mechanical EngineeringDerby University of Buxton UKM.B.A Business Management/ Project ManagementThesis in Project ManagementDerby University of Buxton UKObjectiveTo use my more than 38 years of experience in machine and facility repairs in many different fields of manufacturing. To successfully lead, develop and achieve company objectives and goals. To provide technical leadership, counseling of team members for the benefit of the companys future success.SummaryI have learned through good follow up of projects and detail is how to win. I have owned and operated a successful service-based business of machine repair and maintenance for years which did more than 2.5 million in sales. Have a proven track record for turning a maintenance department from a debt into an asset for the company. With the help of good team members and strong talent I have been able to reduce the requirements for a large staffed maintenance department. Because of my ability to cross train, recommend training for the staff. Using systems like 5Ys, 8Ds, Fish Bone diagrams. Six Sigma, Continue Improvement Coach for internal team members. Environmental Manager, Coolant Developer. Providing excellent working relationship with the vendors and contractors for spare parts and projects. My extensive back ground in the Facility and Manufacturing and Engineering maintenance and repair. I feel would be great asset to you and your team.BUSCHE Performance Group 2012 PresentMaintenance ManagerI was hired to replace a manager that had retired. The company had been several months without a manager and was falling into disrepair without leadership. I set up training on the outside to bring the crew up to speed with the new equipment that was being brought in to enhances the companys ability to compete in the market. I am responsible for scheduling, training, disciplinal, hiring of staff and I and responsible for budgeting and managing vendor cost. Since my being hired, we have reduced over time by 35 percent and we have started to do preventive maintenance during the work week instead of weekends. I have also implemented an overtime policy that to work the weekend you must work all scheduled days during the week. I have hired and have set up a Fanuc robot trainer in the plant to ensure that we get the correct training and learn our equipment. Reduce coolant and help redesign coolant for plant with Fuchs developing a product they call 716 and it is a great product. I redesigned the drawbar on a group of CNCs that reduced the need to change spindles out and give the machine the spec that was needed to preform to OEM standard, Saving the company more than $600.000.00 plus down time. I have been coaching the Engineering team in the absence of a Manager their projects. I am the Environmental manager at the plant, and I am also the only certified Storm Water Tech in the plant. I Manager DI Waters account for the company and the state of Michigan. I am also the point person when ISO 140001 Environmental audits.Fisher Dynamics 2009 2012Maintenance ManagerI was hired to be the maintenance supervisor and after 6 months on the job I was promoted to Maintenance Manager. This was due to my can-do attitude and my getting the job done with a budget in mind and my time lines being on time. I used the Microsoft Project Manager software to assist me in completing these projects. My daily duties included scheduling of man power and issuing work orders and following up on them to ensure that work was completed. My duties included the facility maintenance, janitorial department, all machine maintenance and repairs, machine tooling and updates, also working with launch department to ensure that equipment is built to the Fisher Standard and is also ready for production when it arrives. Plant purchasing and budgeting for all departments related to maintenance. Project manager for new equipment builds. Building preparation for new lines when they arrive. Also, writing and managing preventive maintenance program for the campus and all equipment using Pleix system. Became part of the safety committee assisting in plant overall safety. I am the Laser safety officer for the class 4 lasers. Safety and preventive operation for the lasers and all repairs. Writing preventive maintenance program for Fanuc and Moto man robots and Genesis turn tables and rotisserie style tables. Storm Water certified. My down time across the campus is average of 2 minutes and 8 seconds a day or 6.28 percent of capable time to run of un- planned maintenance down time. I have reduced downtime to this number using the Rockefeller Habits. 1. Picking Priorities, 2. Create a Communication Rhythm, 3. Drive on data, 4. Identify the X factor and open it up., 5. Plan and Prepare. 17 skilled tradesmen, 3 janitorial, 2 facilities, 3 engineers.GHSP 2008 2009Maintenance ManagerThe company builds electronic circuit boards. We did through Hole and Surface mount mounting of electronic components. Job includes business scheduling and man power to ensure that to goals and requirements of the company are meeting on a day to day base. I took care of vendor contact, vendor contracts, parts purchaser, inventory control, trouble shooter, hiring and diplomacy for employee and resolve problems in the plant. I completed my working history with GHSP as a project manager for relocation of the manufacturing facility to Grand Haven Michigan and doing in 20% under budget. I also purchased and remodeled the building that the Engineering groups now occupy in Madison Heights also finishing it on time and under budget. 12 skilled trades menDiversified Machine Inc. 2006 2008Maintenance ManagerWas brought into reduce time when hire in area of down time that was at 75%-80% of time which was why they hired me in. Came in and did a staff reduction due to the skill set in the plant was very low. Removed the non-productive portion of the maintenance team and then evaluated the need for a staff the size. Put in place a preventive maintenance program and placed a spare parts inventory in place and reduced the need for large inventory by placing a tool crib in the facility. When hired in there were 17 maintenance men and when the conversion was completed there were 7 and we ran 7 days a week and 24 hours a day. We ran a casting finishing process we had 65 CNCs Mazak and DMG also one Cargil transfer line we were spaced out in two buildings. I filled to open positions with 4 new personal.SPX Contact 2003 2006Maintenance ManagerI was brought into the company to replace a man that had resigned the position due to illness. They had waited nine months to fill this opening and they found that things were going undone. I had to revamp the preventive maintenance system. I had to correct the negative budget issues of more than 1.3 million dollars and I was also challenged to restructure the department and cross train the staff. I have been able to reduce downtime by 22% within the first 60 days. I was also able to bring the preventive maintenance program for the entire plant back to 95% completion rate within 60 working days I also an additional 5 % in 30 working days. I pointed out areas of opportunity for large cost savings. Which totaled more than $500.000.00 a year. This was then cascade across the division to make it one of the largest cost savings in the division. When I arrived at SPX my staff consisted of 17 maintenance men, one clerk and one facility maintenance man. This was a non-union facility. SPX is a gray metal foundry and metal finishing using Mazak CNC centers.AZ Automotive Corp. 1995 2003Maintenance ManagerThe equipment in the plant was 150 and would grow to more than 1000 over the course of 30 days. I was to coordinate and relocate equipment and set it back up to OSHA standards and have all equipment moved and installed in 30 days and keeps it within budget. ($1,000,000.00/Actual cost $750,000.00). The equipment transfer took just under 15 days and we returned all equipment back to production except one machine with the 30 days allowed. The one machine was returned in 10 days due to parts. My duties at AZ were as follows but not limited to reporting to the plant manager and the Company CEO. Forecasted annual budget reviews for New Year. Preventive maintenance to all equipment, tracking of all maintenance for all 5 facilities was using the MP-2 system software. All negotiations with vendors for projects and materials and equipment purchased. Working closely with controller on funds for projects to be performed. Overseen all purchases of materials and equipment for control of budgetary cost. Hands on engineering support to work through equipment problems and property issues. Worked closely with OSHA and EPA City and County building codes with regulatory requirements. With a staff of 1 maintenance clerk, 30 maintenance men over three shifts, 8 engineers and 16 weld fixture repairmen, 16 welders, set up men, 12 yard men, 12 tool crib associates, this was a group of men and women and two different unions, (Operating Engineers, and UAW) I was also the Environmental Engineering Manager of wastewater treatment and disposal processing. Disposal of more than 20,000 gallons of waste water a week. Was responsible for the company receiving state certification to treat and release wastewater permit. Implemented a cost saving program in our spare parts /tool crib. This helps with inventory control due to each item as to be signed out. Managed the facility maintenance program, which helped AZ to win the Roseville Highest Beautification award. Run all major and minor projects this includes but not limited to office renovations to new construction. I relocated equipment to print with minimal downtime. Was responsible for all OSHA safety issues.AJM Packaging 1993 1995Maintenance ManagerMy duties at AJM Packaging were included reducing machine down time, engineering mechanical changes to equipment to enhance production run time increasing production of product by more than 25%. Scheduled manpower increase machine run hours from 20% to 95% through rebuilds and proper and aggressive preventive maintenance program. Put in place a purchasing program that kept a 30 days supply of rebuild parts on hand, so no machine was down more than 72 hours. Supervised all machine rebuilds to insure quality to each repair. Implemented a quick die change program that took them from 12 hours to 45 minutes and they were making product.Bruce's Machine Repair & Service Company 1990 1995Started the business to help some friends that were in trouble with poorly maintained equipment. I quoted the work, doing the work. Hiring the staff, training the staff, purchasing and following the payment of all POs, I was responsible for the billing and collection of the monies owed to the company. Was involved in many different types of projects from moving equipment to repairing equipment to setting up preventive maintenance programs and tool cribs. To designed and building of new production equipment. Helped to turn around maintenance departments. Working with more than 100 companies like Red Gold Tomato, Square D, Masco Stamping, Tower Automotive, Carrier Heating and Coolant, Dana We rebuilt many different types of equipment and this was done with a staff of 5 maintenance men and one clerk. Yearly sales were more than 2.5 million dollars. Sold the company to move back to Michigan.United States Army 1982 1990MedicSupervised to daily operation on a medical clinic for the battalion seeing more than 5000 men and women a week. I wrote the standard combat packing list for the medical cases that went to the combat field for the Second Armor Division. Was the first battalion field medical evacuation unit to provide electronic records in the field base on my initiative and drive was given a meritorious achievement award. I purchased medicinal supplies for the clinic. I also over saw all the medical charts and the data logging of information. Authored the combat packing list and chest standard. |
