Start-up of major converting equipment lines with emphasis on long term reliability.
Designed and implemented a mill project work process to improve economic thinking and operational ownership of mill driven projects. This has streamlined the mills approval process for projects.
Responsible for facilitating the capital projects plan and process. This has included developing a process to evaluate projects with stakeholders at determined phase gate challenges and developing engineering talent to work within the expectations of the GP Project Work Process. Transitioned into a working manager with responsibility for managing several projects up to the $4MM range in addition to responsibility for the overall capital portfolio.
Member of the mill leadership team responsible for safe work performance and contract adherence of a 76 person maintenance group. Included the hiring and development of craftsmen and salaried personnel for the maintenance department. Utilized reliability experience to provide focus on mill reliability improvements in the areas of lubrication, precision maintenance work, sustainable PM processes, BOMs and procedure based job plans.
Recognized at the time as one of the most effective converting maintenance efforts in the company with lowest maintenance cost per case in the company.
Led the converting PM program with a focus on developing sustainable results by developing mechanical work standards and a job plan library for converting equipment and implementing them into the CMMS (Passport) to support the PM inspection program, parts rebuild program, and the periodic machine rebuild efforts.
Responsible for developing improvements to a laser patterning lamination process that had been recognized as the least reliable process in the production line. Improvements to the web handling design led to an 80% output improvement to a bottleneck process. Other contributions included developing an SPC strategy that reduced variation and increased reliability. Established the SPC system and provided startup assistance for the line when it transferred to Singapore.
Designed and started up the next generation laser patterning operation for adhesive film successfully bringing the process on line ahead of schedule and exceeding quality specifications.
Led leak testing process improvement efforts, SPC compliance and investigation of correct GR&R practices.
Responsible for budgeting, planning, managing capital improvement process in Halsey Mill tissue/towel converting plant. Primary responsibility for construction management, vendor negotiations and installation and startup planning for several $1MM+ installations.
Startup Superintendent for a new technology towel rewinder complex. Provided project management through the installation, training and startup followed by supervision of the operation for a two year period during difficult redesign efforts and until start up issues were resolved.
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