| | | 20,000+ Fresh Resumes Monthly | |
|
|
| |
Click here or scroll down to respond to this candidateCandidate's Name
Street Address PHONE NUMBER AVAILABLE EMAIL AVAILABLEPlant Mgr./Maintenance & Planning Mgr.Continuous Process Improvement / Cost Containment / Labor Management / Turnarounds Operations / Safety / Budgets / Maintenance / Asset Management / Regulatory Compliance / ODBy combining proven operations management skills with bottom-line focus, I have a continuous record of achievements introducing financial and process disciplines into multiple plants. I successfully developed and implemented dynamic programs and systems to create cultures committed to continuous improvement and operational excellence. Further proficiencies include:Reengineering business practices for greater efficiency and productivityCultural Change Leadership for performance, passion, and ownershipProject and Outage ManagementBuilding and Leading teams to meet or exceed goalsDriving positive change throughout an organization Increasing performance, mitigating risk, and increasing labor/management relationshipsTalen EnergyJune 2021 to PresentGeneral Plant Manager: Managing Multiple Coal Plants totally 2100 MW of EnergyDirect all Operations, Maintenance, Compliance, Fuels dept. and EngineeringManaged all Plant Operational, Safety, Environmental and RoutineManagement of 35-million-dollar O&M budget,Supervise staff of 180 employees and 50 contractors daily. Instituted the process improvements to change the business culture to high performance results through employee commitment and accountability.Created a Learning Organization Culture- Question of the Day5 S ProgramTaproot Root Cause AnalysisProductivity StudiesImproved Commercial AvailabilityDirected and Taught New Technologies for ReliabilityManaged all Capital Budgeted ProjectsOptima Chemical Director of MaintenanceFeb. 2019 to August 2020Direct and Lead the Maintenance OrganizationBudget & Asset ManagementManage the Electrical and Maintenance depts.Routine and Outage work planning and schedulingLean Manufacturing ProcessRoot Cause AnalysisCreated a Learning Organization Culture- Question of the DaySafety Leadership Process and Procedures/LOTOEmployee Development and New Technology to drive Reliability.Instituted process improvements in all organizationsManage all ContractorsLead all Capital Projects: On Budget and On ScheduleLongview PowerDec. 2014 to Aug. 2017.Plant Manager of 800 MW Supercritical coal Fired Plant and Coal MineDirected all Operations, Maintenance and Construction daily for a Safe and environmentally sound organization.Taproot Root Cause AnalysisCreated a Learning Organization Culture- Question of the DayConduct Weekly Safety ObservationsStart-Up and CommissioningBudget Management: 45-million-dollar O&M budget and 70-million-dollar Capital budget.Supervise staff of 105 employees and 50 contractors daily.Initiated process improvements to change the business culture to high performance results through employee commitment, creativity, and accountability.Manage InventoryManage Rolling StockDirected and Taught New Technologies for ReliabilityNRG EnergyApril 2012 to Dec. 2014.Plant Manager of the Northern Region of California: Managing Multiple Gas Plants totally 2100 MW of EnergyDirect all Operations, Maintenance, Engineering, EH&S and Construction. Budget Management of 40-million-dollar O&M budget.Start-Up and Commissioning of New 800 MW PlantTaproot Root Cause AnalysisCreated a Learning Organization Culture- Question of the DayLean Manufacturing Processes700-million-dollar Capital for the New Simple Cycle Construction Site Supervise staff of 85 employees and 25 contractors daily.Initiated process improvements to change the business culture to high performance results through employee commitment, creativity, and accountability.Created a Project for Solar Panels to decrease the cost of station service in a more Economical and Environmental operationsManaged Power Purchase AgreementDirected and Taught New Technologies for ReliabilityGenOn Energy Inc.Sept. 2009 to April 2012.General Manager of 500 MW coal fired power: 2009 to April 2012.Direct all Operations, Maintenance, Compliance, Fuels dept. and EngineeringSupervise staff of 120 employees and 50 contractors daily. Instituted the process improvements to change the business culture to high performance results through employee commitment and accountability.Management of 45-million-dollar O&M budgetCreated a Learning Organization Culture- Question of the DayManaged all Conveyor and Rolling Stock Maintenance5 S ProgramTaproot Root Cause AnalysisProductivity StudiesImproved Commercial Availability from 60% to 85% from 2010 to 2012.Directed and Taught New Technologies for ReliabilityManaged all Capital Budgeted ProjectsSouthern Company: Continuously promoted with $17B Electrical Energy Distributor.Alabama PowerJan. 2008 to Aug. 2009.Compliance & Support Manager (Alabama Power)Direct all operations involving security, inventory, warehouse, environmental, safety and compliance.Supervise 100 staff and budgets up to $75M. Instituted program to increase involvement in Emergency Response and Environmental Teams.Alabama PowerJan. 2004 to Jan. 2008.Maintenance & Planning Manager (Alabama Power)Responsible for budget and asset management, maintenance and safety, planning and executing all work schedules, project management, and providing all contract management oversight.Managed 100 employees, 200 contractors and budgets to $100M.Start-Up and Commissioning5 S ProgramRoot Cause AnalysisProductivity StudiesMississippi PowerJan. 2000 to Jan. 2004.Operations Team Leader (Mississippi Power)Ensured optimal plant operations, including safety and maintenance of 2200 MWs of Combined Cycle and Coal.Process Improvement TeamProductivity StudiesStart-Up and CommissioningTaproot Root Cause AnalysisImplemented a new scheduling process to resolve conflicts and reduce overtime usage.Combined Cycle Plant with 2 on 1 setup, 7FAs to Steam Turbines for 1100 Mws total.Georgia PowerJan. 1998 to Jan. 2000Maintenance Team Leader (Georgia Power)Managed activities relating to the safe, quality, and efficient maintenance at Georgia facility.Directed $2M budget and had reliability responsibilities for plant operationsSuccessfully managed multi-million-dollar projects and 25 contractor personnel.Troubleshoot issues and completed repairsRoot Cause AnalysisEarlier: Progressed steadily with Savannah Electric & Power to positions of increased responsibility.Education and Leadership TrainingI received my BS in Business Management from Brewton Parker College (GA) June of 2002.Strategic Visionary LeaderMulti-Plant Leadership (Union and Non-Union) StaffsSafety LeadershipBudget and Asset ManagementPerformance ManagementProcess Improvement LeadershipOrganizational BehaviorSouthern University Leadership TrainingSELECTED ACCOMPLISHMENTSDiversified Technologies Experienced7FA GE Gas Turbines at Combine Cycle site at Southern Co in 2000 to 2004Pratt Whitney Gas Turbine, Ga. Power and SEPCOSiemens supplied four SGT6-5000F Gas Turbines, four SGen-1000A generators, the SPPA-T3000 control system and auxiliary and secondary systems for the Marsh Landing power plantSiemens 800 MW Generator, SST6-6000 Steam Turbine, the Siemens Turbine HMN SeriesFoster Wheeler-Benson Vertical once through, Supercritical BoilerMultiple GE/ Westinghouse Turbine and Generators over the course of my careerDiverse Technologies: Fast Start Simple Cycle, Combined Cycle to Super CriticalEnvironmental TechnologiesSales of EnergyRaised awareness levels of budgets and cost containment, reducing projected costs $2M. Awareness of budget/asset management was non-exist at the Alabama plant. Established plan to better inform all employees, Team leaders, system owners and union employees by utilizing training department, financial specialists, and managers from other departments. Held informal training sessions, individual conversations, and formal budget meetings.Cultural Change Leadership for performance, passion, and ownership. Created several Process Improvement Teams from all employees of the Plant to drive the performance, culture, and commitment of the employees. Held Town Hall meetings for all employees to ask questions and communicate directly with the Lead Team whereby driving integrity, honesty, and faith of the vision.Successful Project and Outage Management. Reducing projected costs through effective productivity train-ing, accountability and cost efficiency measures. Managed projects valuing from several hundred million dollars to several million dollars: Managed Scrubber, SCR, and Combined Outage work scope for 300 million dollars with 1400 contractors of multiple disciplines. Managing the New 800 MW Simple Cycle Construction Plant to Commercialization in 2013. Managed the Trona conservation project for the Potomac River plant.Established aggressive new safety program, eliminating accidents for four consecutive years. Safety culture and mindset in the maintenance department was at an all-time low with days between recordable incidents at 88 days. Created MUST (Maintenance Utilizing Safety Together) Team that established a job safety analysis for each employee to use prior to each days work. Provided funding for support and success of the program.Introduced a new scheduling process, generating $250K in savings in year one. Overtime for operations was increasing due to scheduling conflicts within projects and operations teams. Drafted a new scheduling system allowing for more efficient use of operators time, including training and time off. Decreased overtime per operator.Created process improvement team to improve operational efficiency. Maintenance team needed to reduce the amount of regular work time and overtime required on the dust collection system. Developed and implemented a new process team to analyze work orders, necessary parts, and equipment/tools needed to accomplish work in a safe and efficient manner. Eliminated overtime and improved quality of work performed.Initiated improved workflow plan, increasing productivity 100%. Four-week plan for routine maintenance indicated the average journeyman completed one to one and a half work orders per week. Crafted a new workflow system to increase productivity by staging parts needed, building tool stations, and gaining clearance for necessary equipment in advance. Successfully increased work order completions to three a week.Developed the System Owner roles and responsibilities at several of the Plants to drive Change and Ownership for Critical Processes |
