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Click here or scroll down to respond to this candidateCandidate's Name
Street Address Summerset DrWeston, MO Street Address
(c) PHONE NUMBER AVAILABLEEmail: EMAIL AVAILABLEProfessional Objective:Obtain a full-time position within a respectable company and help that company grow and achieve its short term and long-term goals as well as continue to grow and to gain new skills and knowledge to allow me to assist the company in reaching its goals. Professional Experience:Rise Baking Company. 6/2021 to PresentBonner Springs, KsMaintenance Manager III took on this position after one week as the 1st shift supervisor. I was hired to be the leader and to help mend the relationship between production and maintenance. As the manager I have worked hard to develop the internal customer philosophy and to have the team treat every production worker as a customer. This has definitely been a challenge but the benefits started showing after just a few weeks. Production operators would stop me and ask for assistance or point out a new noise. These were addressed on the spot and are now the norm. The downtime with this being a friendlier relationship has taken a down turn over all and staring to approach the goal of 6%.The downtime was out of control when I started. After analyzing the process and relationships we as a team started tackling the process errors. First and foremost I started giving the team leads several PMs completed that week by the staff on their teams to go audit those PMs and make sure the PMs were done completely and correctly.On the downtime after the PMs were covered we started to assign a single member to a line and made those individuals responsible for the individual lines. Each team was broken up to cover all lines running each day with those team members available and stationed on the lines for the shift and allowed in the shop to work on a repair instead of living in the shop. Response times to calls greatly improved and helped shave minutes off the down time. In addition the staff were able to build those relationships on those lines and become very familiar with their machinery with in each line. Basically developing experts on the machines they were responsible for.The last adjustment came to the way the parts room was used. The techs were solely responsible for pulling, checking out and getting their own parts. With the way the parts were stored this in and of itself caused delays in the repairs being completed. I moved the parts coordinator from a lower office to inside the parts room and made her responsible for pulling the parts as the calls came in from the radios. She then places those parts outside the parts room for the techs to grab and then she removes the parts from inventory. This allowed the techs the ability to focus only on the repair and inventory accuracy immediately improved as well as combining to help the reduction in mechanical downtime.The final steps to this point taken for improvement were to post weekly, monthly and yearly statistics. These included the PM completion percentages for each staff, the times entered versus time worked to give each staff an efficiency rating, number of work orders completed by each teammate and finally the operational efficacies.I have also taken notes of the deficiencies of the staff. We have started to arrange in house training in certain areas to allow the supervisors and leads to develop in the area sof electrical trouble shooting, VFD programming and PLC trouble shooting. Once this training is completed I have developed a lesson plan for the leads to teach their teams to get everyone in maintenance better at what we are doing. The lesson plans will be administered by the team leads an overseen by the supervisors and weekly reporting will be given to me to make sure the training is developing professional maintained staff.To date we have made a 4.37 % improvement in downtime, inventory parts accuracy is above 96%. 96.74% to be exact from a low when a parts inventory was completed of 77.4%. Staff relationships with their customers has made a complete turn around and the ship is sailing in the correct direction. Future items on my list will be to improve the PMs and to make sure we utilize the parts budget better to acquire the correct wearable parts and shelve those to improve the availability of the parts most needed.I believe that maintenance is an always learning always improving field that should never stop getting better. Always observe and always finding ways to help the team as a whole improve and reach for perfection. Kansas City Sausage Company/Smithfield Foods 2017-2021 Kansas City, MoMaintenance Superintendent Facilities/PSM Coordinator/MRO BuyerI took on this challenge as I was approached to change the culture at Kansas City Sausage/Smithfield Foods and provide leadership on the first shift team.To date we have lowered the down time on the floor by 21% based off of weekly numbers and the staff are staying focused on the goals we have set for the team.Installed weekly tracking and postings of charts to allow staff to see the accomplishments of the previous week. We are now establishing goals with the input of the team members to allow us to better be of service to the internal customers. This also gives the staff the ability to know what to expect on yearly performance-based increases as the weekly numbers transfer to year to date numbersI graduated from the Garden City Operator 2 Ammonia ClassI am worked daily with the second shift mechanics to get them on board with the thought process that the production team is our internal customer and should be treated as such. The first shift team has gone on to embrace this philosophy and it has made a huge difference in the numbers as they now work with the production staff to resolve issues prior to things breaking down and causing down time.In a short period of time I have also helped with an on-going refrigeration issue. They had daily alarm calls and the result stemmed from a faulty valve in the system. The valve was identified and repaired, and the low-level alarm calls have gone away.I helped map out and assemble large conveyor systems needed in our latest expansion and ran and wired the units to help reduce costsThe maintenance crew which started at 8 is now up to 15 staff based off of the increase in Pms being completed and justified by the lower down time costs. All of which has been done on first shift and all the staff have received praise for the amount of work and the job they have been doing second shift is now under way to achieve these same goalsCurrently managing the PSM program. I took this over when the current PSM coordinator moved on. I had worked closely with him and in the audits he and I had or have had we have turned a sinking ship around. The previous PHA audit had over 30 recommendations, with 10 in the high-risk category. The most recent which was my first on my own had 8 with only 1 medium risk all the rest were low risk. This has turned into a passion of mine and we now have over 40 individual SOPs which have been reworked to follow IIAR 6 new format. We are following all the correct forms including MOCs and Line break permits as well as hot work permits all of which were areas of contention with the previous coordinators.Created over 75 reoccurring PMs for the ammonia system and have hired a dedicated ammonia team member to work these PMs and have a way of tracking everything we do for future audits.Was recently asked to improve the budgetary standards for the maintenance parts program. So, I have taken on another role. This one as MRO buyerI improved the inventory management by making sure the cycle counts are completed weekly and asking the team to investigate and or locate items with adjustments that were needing to be made.Implemented a new policy keeping all mechanics out of the parts cage as well as hanging sheets with the idea that if they must get in the cage, they must fill out the request for the partPast 4 months since starting changes we are at 99.7 % accurate on inventoried parts with a little over 1 million dollars in that inventory. Next steps will include trimming down the non-essential parts. This will include determining what is needed and what can be shelved in a manufacturers facility. Ambassador Meat Distributors 2013-2017Kansas City, MOMaintenance ManagerI have helped Ambassador Meats achieve 2 A BRC Ratings and the last two years the new standard of AA ratings.Established a goal orientated system that is updated weekly so staff recognize how we are doing and how we are helping the company achieve is over-all goals. These measurable goals include: machine down time, PMs completed both as a group and individual staff, cost of repairs (parts only), emergency calls, unplanned work orders, and attendance. Along with this are celebrations or rewards for achieving these goals.I have established a new more all inclusive Preventative Maintenance Program including the PM paperwork reducing down time from 2-3 hours a day, in June of 2013, to less than 1 hour bi-weekly.Created a program to allow spare parts to be ordered and maintained and accessible for our controller to use on a monthly basis as well. This system is complete with inventory of parts, cost of parts, last date this particular part was ordered and what machine the part belongs too.Supervise and train a group of mechanics 7 deep and all are able or learning to work on or help with all of our production machinery.We have completed five capital projects and have two more close to completion and all have been on or under budget in the last three years.On a daily basis I act as a coach to production staff on machine operations and I am in the process of getting at least one mechanic on first shift and one mechanic on second shift to be more comfortable doing the same.We follow Lock-out Tag-out policies established by myself and the production manager. This safety policy is followed by everyone not just my staff.Created, in 2015, a maintenance exam given to all potential new hires to eliminate the talkers from getting past initial HR interview.Maintain industrial HVAC systemsKnowledge of Marel cutting machineryKnowledge of Multivac packaging machineryAbility to work on and program Allen-Bradley and Lenze frequency drivesWorking with Staff on Continuous ImprovementHiring and Discipline of employeesPerformance AppraisalsScheduling of Staff and Scheduling Preventative Maintenance of Machines Kansas City Steak Company March 2011-June 2013Kansas City, KSMaintenance TechnicianAble to read volt / amp meterUse general electrical knowledgeUse general plumbing knowledgeDemonstrate understanding of electrical voltages, i.e. 120, 240, 480, single and three phaseProficient with various hand / power toolsSolder copperRepair / replace various plumbing items, i.e. faucets, toilets, valves, pressure / drain lines, etc.Repair / replace various electrical items, i.e. outlets, switches, lighting, breakers, etc.Conduct general preventative maintenance throughout building, i.e. shop stationary tools, carts, conveyor, ac units, etc.Repair various items throughout buildingMaintain industrial ammonia refrigeration systemKnowledge of Marel cutting machineryKnowledge of Multi-vac packaging machineryAbility to work on and program Allen-Bradley and Lenze frequency drivesPassed Operator 1 Garden City Ammonia Class and was the weekend Ammonia Technician. Education:Creighton University 1988-1990Omaha, NEDaniel J Gross High School 1984-1988Omaha, NESpecial Qualifications/Honors:-Charter member of the Quality Improvement Team in Kansas City, NFM-Started and developed the furniture repair training team in Kansas City for all NFM furniture repair staff-Completed the Supervision Series in 2003-Certified in the Targeted Selections Process-Certified as a DDI (Development Dimensions International Group) Facilitator-Completed Garden City Community College Industrial Ammonia Refrigeration Operator 1 training-Completed Garden City Ammonia Program Operator 2 Training-Attended and Participated in the Engineering Conference for Smithfield Foods 2020-Currently maintain the PSM program at KC Sausage Co-Member of the Safety Committee/SIPS program at KC Sausage-Completed Incident Commander training and Hazmat 24-hour training for Hazmat team 2018/2019/2020 Candidate's Name
303 Summerset DrWeston, MO 64098(c) PHONE NUMBER AVAILABLEEmail: EMAIL AVAILABLEProfessional Objective:Obtain a full-time position within a respectable company and help that company grow and achieve its short term and long-term goals as well as continue to grow and to gain new skills and knowledge to allow me to assist the company in reaching its goals. Professional Experience:Rise Baking Company. 6/2021 to PresentBonner Springs, KsMaintenance Manager III took on this position after one week as the 1st shift supervisor. I was hired to be the leader and to help mend the relationship between production and maintenance. As the manager I have worked hard to develop the internal customer philosophy and to have the team treat every production worker as a customer. This has definitely been a challenge but the benefits started showing after just a few weeks. Production operators would stop me and ask for assistance or point out a new noise. These were addressed on the spot and are now the norm. The downtime with this being a friendlier relationship has taken a down turn over all and staring to approach the goal of 6%.The downtime was out of control when I started. After analyzing the process and relationships we as a team started tackling the process errors. First and foremost I started giving the team leads several PMs completed that week by the staff on their teams to go audit those PMs and make sure the PMs were done completely and correctly.On the downtime after the PMs were covered we started to assign a single member to a line and made those individuals responsible for the individual lines. Each team was broken up to cover all lines running each day with those team members available and stationed on the lines for the shift and allowed in the shop to work on a repair instead of living in the shop. Response times to calls greatly improved and helped shave minutes off the down time. In addition the staff were able to build those relationships on those lines and become very familiar with their machinery with in each line. Basically developing experts on the machines they were responsible for.The last adjustment came to the way the parts room was used. The techs were solely responsible for pulling, checking out and getting their own parts. With the way the parts were stored this in and of itself caused delays in the repairs being completed. I moved the parts coordinator from a lower office to inside the parts room and made her responsible for pulling the parts as the calls came in from the radios. She then places those parts outside the parts room for the techs to grab and then she removes the parts from inventory. This allowed the techs the ability to focus only on the repair and inventory accuracy immediately improved as well as combining to help the reduction in mechanical downtime.The final steps to this point taken for improvement were to post weekly, monthly and yearly statistics. These included the PM completion percentages for each staff, the times entered versus time worked to give each staff an efficiency rating, number of work orders completed by each teammate and finally the operational efficacies.I have also taken notes of the deficiencies of the staff. We have started to arrange in house training in certain areas to allow the supervisors and leads to develop in the area sof electrical trouble shooting, VFD programming and PLC trouble shooting. Once this training is completed I have developed a lesson plan for the leads to teach their teams to get everyone in maintenance better at what we are doing. The lesson plans will be administered by the team leads an overseen by the supervisors and weekly reporting will be given to me to make sure the training is developing professional maintained staff.To date we have made a 4.37 % improvement in downtime, inventory parts accuracy is above 96%. 96.74% to be exact from a low when a parts inventory was completed of 77.4%. Staff relationships with their customers has made a complete turn around and the ship is sailing in the correct direction. Future items on my list will be to improve the PMs and to make sure we utilize the parts budget better to acquire the correct wearable parts and shelve those to improve the availability of the parts most needed.I believe that maintenance is an always learning always improving field that should never stop getting better. Always observe and always finding ways to help the team as a whole improve and reach for perfection. Kansas City Sausage Company/Smithfield Foods 2017-2021 Kansas City, MoMaintenance Superintendent Facilities/PSM Coordinator/MRO BuyerI took on this challenge as I was approached to change the culture at Kansas City Sausage/Smithfield Foods and provide leadership on the first shift team.To date we have lowered the down time on the floor by 21% based off of weekly numbers and the staff are staying focused on the goals we have set for the team.Installed weekly tracking and postings of charts to allow staff to see the accomplishments of the previous week. We are now establishing goals with the input of the team members to allow us to better be of service to the internal customers. This also gives the staff the ability to know what to expect on yearly performance-based increases as the weekly numbers transfer to year to date numbersI graduated from the Garden City Operator 2 Ammonia ClassI am worked daily with the second shift mechanics to get them on board with the thought process that the production team is our internal customer and should be treated as such. The first shift team has gone on to embrace this philosophy and it has made a huge difference in the numbers as they now work with the production staff to resolve issues prior to things breaking down and causing down time.In a short period of time I have also helped with an on-going refrigeration issue. They had daily alarm calls and the result stemmed from a faulty valve in the system. The valve was identified and repaired, and the low-level alarm calls have gone away.I helped map out and assemble large conveyor systems needed in our latest expansion and ran and wired the units to help reduce costsThe maintenance crew which started at 8 is now up to 15 staff based off of the increase in Pms being completed and justified by the lower down time costs. All of which has been done on first shift and all the staff have received praise for the amount of work and the job they have been doing second shift is now under way to achieve these same goalsCurrently managing the PSM program. I took this over when the current PSM coordinator moved on. I had worked closely with him and in the audits he and I had or have had we have turned a sinking ship around. The previous PHA audit had over 30 recommendations, with 10 in the high-risk category. The most recent which was my first on my own had 8 with only 1 medium risk all the rest were low risk. This has turned into a passion of mine and we now have over 40 individual SOPs which have been reworked to follow IIAR 6 new format. We are following all the correct forms including MOCs and Line break permits as well as hot work permits all of which were areas of contention with the previous coordinators.Created over 75 reoccurring PMs for the ammonia system and have hired a dedicated ammonia team member to work these PMs and have a way of tracking everything we do for future audits.Was recently asked to improve the budgetary standards for the maintenance parts program. So, I have taken on another role. This one as MRO buyerI improved the inventory management by making sure the cycle counts are completed weekly and asking the team to investigate and or locate items with adjustments that were needing to be made.Implemented a new policy keeping all mechanics out of the parts cage as well as hanging sheets with the idea that if they must get in the cage, they must fill out the request for the partPast 4 months since starting changes we are at 99.7 % accurate on inventoried parts with a little over 1 million dollars in that inventory. Next steps will include trimming down the non-essential parts. This will include determining what is needed and what can be shelved in a manufacturers facility. Ambassador Meat Distributors 2013-2017Kansas City, MOMaintenance ManagerI have helped Ambassador Meats achieve 2 A BRC Ratings and the last two years the new standard of AA ratings.Established a goal orientated system that is updated weekly so staff recognize how we are doing and how we are helping the company achieve is over-all goals. These measurable goals include: machine down time, PMs completed both as a group and individual staff, cost of repairs (parts only), emergency calls, unplanned work orders, and attendance. Along with this are celebrations or rewards for achieving these goals.I have established a new more all inclusive Preventative Maintenance Program including the PM paperwork reducing down time from 2-3 hours a day, in June of 2013, to less than 1 hour bi-weekly.Created a program to allow spare parts to be ordered and maintained and accessible for our controller to use on a monthly basis as well. This system is complete with inventory of parts, cost of parts, last date this particular part was ordered and what machine the part belongs too.Supervise and train a group of mechanics 7 deep and all are able or learning to work on or help with all of our production machinery.We have completed five capital projects and have two more close to completion and all have been on or under budget in the last three years.On a daily basis I act as a coach to production staff on machine operations and I am in the process of getting at least one mechanic on first shift and one mechanic on second shift to be more comfortable doing the same.We follow Lock-out Tag-out policies established by myself and the production manager. This safety policy is followed by everyone not just my staff.Created, in 2015, a maintenance exam given to all potential new hires to eliminate the talkers from getting past initial HR interview.Maintain industrial HVAC systemsKnowledge of Marel cutting machineryKnowledge of Multivac packaging machineryAbility to work on and program Allen-Bradley and Lenze frequency drivesWorking with Staff on Continuous ImprovementHiring and Discipline of employeesPerformance AppraisalsScheduling of Staff and Scheduling Preventative Maintenance of Machines Kansas City Steak Company March 2011-June 2013Kansas City, KSMaintenance TechnicianAble to read volt / amp meterUse general electrical knowledgeUse general plumbing knowledgeDemonstrate understanding of electrical voltages, i.e. 120, 240, 480, single and three phaseProficient with various hand / power toolsSolder copperRepair / replace various plumbing items, i.e. faucets, toilets, valves, pressure / drain lines, etc.Repair / replace various electrical items, i.e. outlets, switches, lighting, breakers, etc.Conduct general preventative maintenance throughout building, i.e. shop stationary tools, carts, conveyor, ac units, etc.Repair various items throughout buildingMaintain industrial ammonia refrigeration systemKnowledge of Marel cutting machineryKnowledge of Multi-vac packaging machineryAbility to work on and program Allen-Bradley and Lenze frequency drivesPassed Operator 1 Garden City Ammonia Class and was the weekend Ammonia Technician. Education:Creighton University 1988-1990Omaha, NEDaniel J Gross High School 1984-1988Omaha, NESpecial Qualifications/Honors:-Charter member of the Quality Improvement Team in Kansas City, NFM-Started and developed the furniture repair training team in Kansas City for all NFM furniture repair staff-Completed the Supervision Series in 2003-Certified in the Targeted Selections Process-Certified as a DDI (Development Dimensions International Group) Facilitator-Completed Garden City Community College Industrial Ammonia Refrigeration Operator 1 training-Completed Garden City Ammonia Program Operator 2 Training-Attended and Participated in the Engineering Conference for Smithfield Foods 2020-Currently maintain the PSM program at KC Sausage Co-Member of the Safety Committee/SIPS program at KC Sausage-Completed Incident Commander training and Hazmat 24-hour training for Hazmat team 2018/2019/2020 Candidate's Name
303 Summerset DrWeston, MO 64098(c) PHONE NUMBER AVAILABLEEmail: EMAIL AVAILABLEProfessional Objective:Obtain a full-time position within a respectable company and help that company grow and achieve its short term and long-term goals as well as continue to grow and to gain new skills and knowledge to allow me to assist the company in reaching its goals. Professional Experience:Rise Baking Company. 6/2021 to PresentBonner Springs, KsMaintenance Manager III took on this position after one week as the 1st shift supervisor. I was hired to be the leader and to help mend the relationship between production and maintenance. As the manager I have worked hard to develop the internal customer philosophy and to have the team treat every production worker as a customer. This has definitely been a challenge but the benefits started showing after just a few weeks. Production operators would stop me and ask for assistance or point out a new noise. These were addressed on the spot and are now the norm. The downtime with this being a friendlier relationship has taken a down turn over all and staring to approach the goal of 6%.The downtime was out of control when I started. After analyzing the process and relationships we as a team started tackling the process errors. First and foremost I started giving the team leads several PMs completed that week by the staff on their teams to go audit those PMs and make sure the PMs were done completely and correctly.On the downtime after the PMs were covered we started to assign a single member to a line and made those individuals responsible for the individual lines. Each team was broken up to cover all lines running each day with those team members available and stationed on the lines for the shift and allowed in the shop to work on a repair instead of living in the shop. Response times to calls greatly improved and helped shave minutes off the down time. In addition the staff were able to build those relationships on those lines and become very familiar with their machinery with in each line. Basically developing experts on the machines they were responsible for.The last adjustment came to the way the parts room was used. The techs were solely responsible for pulling, checking out and getting their own parts. With the way the parts were stored this in and of itself caused delays in the repairs being completed. I moved the parts coordinator from a lower office to inside the parts room and made her responsible for pulling the parts as the calls came in from the radios. She then places those parts outside the parts room for the techs to grab and then she removes the parts from inventory. This allowed the techs the ability to focus only on the repair and inventory accuracy immediately improved as well as combining to help the reduction in mechanical downtime.The final steps to this point taken for improvement were to post weekly, monthly and yearly statistics. These included the PM completion percentages for each staff, the times entered versus time worked to give each staff an efficiency rating, number of work orders completed by each teammate and finally the operational efficacies.I have also taken notes of the deficiencies of the staff. We have started to arrange in house training in certain areas to allow the supervisors and leads to develop in the area sof electrical trouble shooting, VFD programming and PLC trouble shooting. Once this training is completed I have developed a lesson plan for the leads to teach their teams to get everyone in maintenance better at what we are doing. The lesson plans will be administered by the team leads an overseen by the supervisors and weekly reporting will be given to me to make sure the training is developing professional maintained staff.To date we have made a 4.37 % improvement in downtime, inventory parts accuracy is above 96%. 96.74% to be exact from a low when a parts inventory was completed of 77.4%. Staff relationships with their customers has made a complete turn around and the ship is sailing in the correct direction. Future items on my list will be to improve the PMs and to make sure we utilize the parts budget better to acquire the correct wearable parts and shelve those to improve the availability of the parts most needed.I believe that maintenance is an always learning always improving field that should never stop getting better. Always observe and always finding ways to help the team as a whole improve and reach for perfection. Kansas City Sausage Company/Smithfield Foods 2017-2021 Kansas City, MoMaintenance Superintendent Facilities/PSM Coordinator/MRO BuyerI took on this challenge as I was approached to change the culture at Kansas City Sausage/Smithfield Foods and provide leadership on the first shift team.To date we have lowered the down time on the floor by 21% based off of weekly numbers and the staff are staying focused on the goals we have set for the team.Installed weekly tracking and postings of charts to allow staff to see the |
