PERRY L. HERRICK

***** ******** *** *-****: x9n5xi@r.postjobfree.com Thornton, Colorado 80233 Mobile: 303-***-****

BACKGROUND SUMMARY

Manufacturing professional with fifteen years operations and World Class maintenance management experience and three years project management experience. Proven leader in world class operations planning and strategy, change management, implementation of reliability-centered maintenance programs, team building and coaching in high performance and traditional work systems, and delivering cost savings through asset focused improvement.

PROFESSIONAL EXPERIENCE

RENTECH, Commerce City, Colorado 2010-Present

Process Demonstration Unit Operations Department/Warehouse Manager

Department manager responsible for all operational aspects of gas-to-liquids and biomass-to-liquids demonstration processes. These include steam methane reforming, biomass handling and gasification, syngas conditioning (COS, TEG and amine systems), Fischer-Tropsch reaction systems and product upgrading (hydrocracking/hydrotreating). Cross functional team leader of four production test runs. Responsible for directing new technology training and procedure development for operations team.

• Led commissioning of 20 dry ton per day Integrated Bio Refinery (IBR) which merged new biomass gasification technologies with existing Fischer-Tropsch reactor and product upgrading capabilities

• Utilized detailed cost review to consolidate/streamline spending and improve management of a $4.2 million R&D operations budget.

• Established skill-based pay system to incentivize cross training and improve retention

• Coordinated daily activities of lab, engineering, and project teams to ensure success of four test runs

• Facilitated complete reorganization of warehouse to improve customer service to maintenance, operations and constructions activities

RHODIA, Charleston, South Carolina 2007-2010

Site Maintenance & Reliability Manager

Maintenance department leader responsible for all aspects of equipment and facility reliability in a phosphorous-derivative chemical manufacturing operation. This includes ten production units (continuous and batch processes) as well as waste treatment operations. Staff leader of 5 salary and 17 hourly technicians through World Class Maintenance improvements including improved planning/scheduling processes, KPIs developed for use across the multiple sites, creation of Total Equipment Care (TEC) teams to increase operator ownership, and FMECA of all production units as part of reliability step change efforts. Manager of $4 million material/labor budget and capital budget for all maintenance projects.

• Led successful maintenance stream conversion of CMMS to SAP. All functionality on-line within 36 hours

• Achieved 25% reduction in MRO inventory through improved storeroom processes. Also utilized FMECAs to identify critical spares and eliminate unneeded stock

• Utilized strict budget controls to save $400K in 2009 in support of corporate cash flow goals

• Restructured utility system operation/maintenance to adapt to hiring freezes and improve overall material condition of HVAC and process chiller systems

• Developed process for tracking and improving completion of OSHA required PSM inspections, resulting in 95% on time inspection completion

• Drove safety culture with no loss time maintenance or contractor injuries in over three years through personal accountability for Life Critical procedural compliance

• Reduced maintenance outage downtime by working with union leadership to allow contractor supplement of in-house labor. Managed up to 40 contract mechanics, I&E, and insulators.

COORS BREWING COMPANY, Golden, Colorado 2005-2007

Maintenance Process Manager

Responsible for maintenance and reliability in the world’s largest single site brewery process operation. This includes all barley delivery, malting, brewing, fermenting, aging, filtration, and by-product processes. Implementation leader for Asset Care, Coors world class maintenance/lean manufacturing program, within process operations. This includes developing a maintenance planning and scheduling system, establishing metrics, training operations and maintenance personnel on autonomous maintenance and reliability centered maintenance concepts, improving plant-wide GMP, driving 5S and visual performance measures, instituting focused improvement methodologies, and leading a group of 30 mechanics, electricians, and instrument technicians. Accountable for $7.1 million annual operating budget. Responsible for $4.6 million in annual maintenance material expenditures.

• Implemented weekly maintenance planning and scheduling process to increase craft productivity

• Developed a department scorecard with KPI’s to drive department performance. Metrics included safety, cost, and world class/lean maintenance measures.

• Led restructuring of predictive maintenance program to raise overall department skill level while reducing headcount to help meet corporate financial goals

• Developed a skills matrix to identify craft training needed to satisfy customer maintenance requirements

• Created documented maintenance work-flow processes and work notification guidelines to streamline data transfer and improve overall customer service

• Led a focused improvement team that delivered over $400,000 in bottom line savings

• Drove all maintenance aspects of 2 year major capital project converting entire brewing process from rice and starch to concentrated sugar syrups. This includes all associated RAM (reliability, availability, and maintainability) objectives.

COORS BREWING COMPANY, Golden, Colorado 2004-2005

Asset Care Planner

Responsible for all brewing area maintenance which includes overhauls, preventative tasks and breakdowns. Manager of $1.5 million in annual maintenance material expenditures. Leader of Coors’ world class maintenance program (Asset Care) implementation in brewing area. This encompasses reliability centered maintenance (RCM), FMEA, spare part inventory oversight, root cause failure analysis (RCFA), and long term maintenance strategy development. System expert in CMMS (SAP) purchasing and maintenance functions.

• Led reliability and quality improvements to reduce dimethyl sulfide (key negative flavor component) in product

• Responsible for driving $500,000 in wort cooler replacement projects

• Key driver in butterfly valve actuator redesign to improve performance and life cycle in chemical environments

KROGER/JACKSON ICE CREAM, Denver, Colorado 2003-2004

Maintenance Planner

Responsible for all short and long term plant maintenance plans, including staffing, logistics, and vendor management. Leading storeroom operations to ensure optimal balance of minimized working capital inventory and production up-time requirements. Site implementation leader for conversion of local database computerized maintenance/inventory/purchasing management system to corporate enterprise maintenance system. Champion of Maintenance Excellence program implementation within the organization

• Achieved top Maintenance Excellence audit score of all Kroger manufacturing facilities

• Led repair parts inventory data scrubbing for 2 facilities ($750,000 in inventory) resulting in savings of $150,000

PROCTER AND GAMBLE, Cincinnati, Ohio 2000-2002

Process Engineer/Technical Manager

Responsible for leading a team that provided utility services to 10 production businesses at a world class Procter & Gamble manufacturing site accounting for over $1 billion in annual sales. Provided daily maintenance and operational direction to technician teams, guided long- term maintenance and capital budgets, made project and organizational decisions, and coordinated services to maximize site-wide production capabilities. Technical leader for coal system automation and coal emissions improvement projects

• Directed department Progressive Maintenance (PM) program including breakdown elimination, root cause failure analysis, preventative and corrective maintenance, asset reliability improvement, and database management (in transition to SAP maintenance from Datastream MP2)

• Responsible for $3 million maintenance and general operating budget.

• Saved over $300, 000 annually by leading an overall 10% maintenance budget reduction without reducing plant reliability.

• Project manager for over $1 million in small projects.

• Supervisor of 35 technicians’ work and career development during transition from a traditional to a high performing work system.

• Spearheaded department efforts with site-wide diversity team to revamp diversity strategy.

• Owner of site-wide noise control and hearing conservation system for over 700 employees to ensure OSHA compliance.

NUCLEAR SUBMARINE OFFICER, United States Navy 1993-1999

Staff Officer, Commander Submarine Force, U. S Atlantic Fleet (1998-1999)

Training, Tactical Development and Doctrine Department. Staff Naval Special Warfare Expert responsible for all aspects of Submarine Force interaction with Naval Special Warfare (SEALs). Also responsible for tactical computer program upgrade implementation, tactical publications, and mine warfare training.

• Took lead role implementing Tactical Systems Program Y2K solution.

• Training and tactical documentation controlling authority for sonar and fire control systems on board 40 Atlantic Fleet submarines.

• Implemented major changes to operation philosophy for special warfare personnel onboard submarines to increase mission flexibility in support of national command objectives.

• Managed torpedo and cruise missile logistics and inventory allocation to submarines to ensure maximum operational readiness.

Submarine Division Officer, USS Albany (SSN 753) (1995-1998)

Responsible for seven enlisted personnel as Chemistry and Radiological Controls Assistant. Served as Assistant Operations Officer/Navigation Department Division Officer with cognizance over 23 enlisted personnel.

• Guided submarine operations through two major fleet exercises and one multinational exercise

• Spearheaded several radiological controls-intensive maintenance operations

• Only junior officer to serve as mission Officer of the Deck on six-month Mediterranean deployment

• Achieved full Chief Engineering Officer qualifications

EDUCATION AND TRAINING

B.S., Chemical Engineering, Magna Cum Laude (minor in Business Administration)

Graduated top of Chemical Engineering Class

University of Florida, Gainesville, Florida

Navy Nuclear Training Pipeline, 1993-1995

Student at Officer Candidate School, Newport, RI

Naval Nuclear Power School, Orlando, FL

Naval Nuclear Power Training Unit, Charleston, SC

Submarine Officer’s Basic Course, Groton CT.

Six-month graduate level training program in nuclear physics,

nuclear reactor design, nuclear reactor plant operations,

and radiological controls as well as six-month nuclear power plant hands-on training

focusing on safety and operational reliability.

HONORS AND ACTIVITIES

Tau Beta Pi, University of Florida Chapter

Order of the Engineer, University of Florida Chapter

Golden Key National Honor Society

Admiral Andrew I. McKee award

Navy Achievement Medal

United Way fundraising coordinator

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