Engineer Project Manager

Phil Lester ***** Longbow Drive Lockport, Illinois 60441 Cell:

708-***-**** *************@*****.***

Profile: I am an engineer that is eager to learn and break into a new

industry. I am formerly from UPS with over 13 years in Management and 9

years as an Engineering management professional. I have centered my career

around automation and management in a plant environment and have always had

a reputation for innovation and "building a better mouse trap". Because of

my broad range of experience, I have had the opportunity to hone my ability

to work with in a large team, develop lasting relationships, and break down

the walls cross-functionally that hider so many organizations success to

getting getting buy in. My Plant Maintenance and Engineering experience

adds value the right organization. I am a candidate that has tied my

experience together and can navigate through today's complex and changing

business environment. I understand the dynamics involved in maintaining

positive and strong relationships whether it be my reports or coworkers,

getting that essential buy in form superiors, compromise and conflict

resolution. At the same time however I understand the technical

maintenance side, the importance of preventative maintenance, the financial

aspect of decision making like payback and NPV, and the common pitfalls

within a plant environment.

Specialized Skills: Computer proficiency with all MS Office Suite (Excel

advanced), Auto-Cad (2007), Solidworks (2008), Wonderware Suite (CMMS), RS

Logix 5000 V.17 (PLC), Outlook, Microsoft Project, PowerPoint, Oracle,

Oasis purchasing, IP network wiring and troubleshooting. Specialist in

industrial facility equipment, PLC hardware and software troubleshooting

(Allen Bradley, Modicon, other), LEAN optimization, Six Sigma

methodologies, 5S, TPM, VSM, Kaizen, project estimating, preventative

maintenance methodologies (TPM, PM, PdM/CBM, RM), Expert in conveyor

design, installation, and retrofits. Use of SCADA and HMI system

interfacing. Expert with 480 volt systems, reading electrical prints for

troubleshooting PLC's and MCC panels. Expert with Accusort automated

equipment, compiling technical documents, test scripts, performance

specification, and commissioning new capital projects. Extensive knowledge

and trainer of OSHA compliance for industry.

Education: BSEE Purdue University 2002, GPA 3.5

Nestle USA - Franklin Park - .75 million square foot manufacturing facility

Maintenance and Reliability Brand Manager 2011 - Current, 20 Direct

Maintenance Engineer Reports

Trained and supervised maintenance Technical Engineering work-group.

Coordinated all automated sortation equipment repairs for facility over

manufacturing cycles for Wafer brand and Nips brand.

Lead department optimization goals for defect reduction, and to improve

sortation efficiencies through LEAN processes.

Started development of revised PM program implementing TPM.

Addressed process defect issues in real time and performed emergency PLC

logic troubleshooting and support with maintenance group as needed for

sort.

Was lead performing value stream mapping (VSM) for process improvements to

both systems and plant methods for defect reduction. Based on VSM,

developed, estimated, and managed LEAN optimization projects as a Project

Engineer based on defect trends using Pareto charts, and Histograms.

Was taken on due to my continuous improvement and LEAN expertise in a plant

environment.

United Parcel Service, Chicago - 2.5 million square foot distribution

facility

Process Engineering Support Group Team Leader 2009 - 2011, 7 Direct

Engineer Reports

Trained and supervised a work group of seven full-time Technical

Engineering employees.

Coordinated all automated sortation equipment repairs for facility over two

production sorts.

Lead department optimization goals for defect reduction, and to improve

sortation efficiencies through LEAN processes.

Addressed process defect issues in real time and performed emergency PLC

logic troubleshooting and support with maintenance group as needed for

sort.

Was lead performing value stream mapping (VSM) for process improvements to

both systems and plant methods for defect reduction. Based on VSM,

developed, estimated, and managed LEAN optimization projects as a Project

Engineer based on defect trends using Pareto charts, and Histograms.

Was responsible for commissioning of new equipment to ensure performance

specifications were met.

Lead and worked in cross-functional teams on Kaizen events/blitzes to

achieve focused process improvement objectives due to VSM results, and

tracked 30 day trends to ensure gains were maintained.

Develop performance requirements, test scripts, and technical manuals for

new project installations.

Manage and lead department safety and recognition program for 25 employees

with 0 injuries in my work group.

Achievements:

Developed system to recover up to 1/2 million dollars in revenue per week

through new dimensional weight system. (Reference, Nick Gomez)

Reduced defects from 31% to 17% over 2 years, saving > $3 million dollars

through continuous improvement initiatives. (> 20 VSM's and Kaizen blitzes)

Personally designed new sortation system to sort bags in 55 locations

shortening labor hours needed for production time wrap up. (Reference, Nick

Gomez)

District Facilities Project Engineer 2008, 4 Direct Engineer reports -

Special assignment meeting critical need -

Coordinated all district request for appropriations and budgeting for 10

million dollars in projects.

Lead Project Manager for multiple LEAN optimization projects, in addition

to facility related projects from conception to completion.

Approved and hired contractors on behalf of facility.

Oversaw facility asset protection process and executed corporate

sustainability initiatives.

Completed contract agreements / negotiations and compiled all facility

project estimates, status / risk executive summaries, and project scope of

work documents.

Worked extensively with outside vendors on installation projects ensuring

safety of surrounding employees and auditing to confirm UPS specification.

Responsible for all project checkbooks, progress payments, waivers of lien,

coordinating of materials, and inspection of materials prior to

installation.

Achievements:

Developed new conveyor design utilizing Intralox belting that increased a

problem sortation lines reliability 800% over 2 years. (Reference, Leo

Miller)

Approved, hired, and managed 20 contractors for a 3 million dollar

installation of 48 new "Portec Powercurve" conveyors due to reliability

issues. Post analysis showed a reliability increase of over 400% at these

locations. (Reference, Baldo Madrigal)

Engineering Reliability and Maintenance Supervisor 2004 / 2007, 12

Direct Union Mechanic Reports

Supervised Management and 12 Union Maintenance Mechanics in an industrial

facility overseeing 850 pieces of automated equipment.

Expert in conveyor reliability methods, PM, and repairs.

Scheduled PM work for the equipment and dispatched repairs via CMMS for

facility based around downtime schedule.

Performed monthly evaluations with employees including "at risk behavior"

follow up and PM audits.

Developed yearly PM schedules and action plans for continuous improvement

initiatives.

Supervised and scheduled large scale multi-shift project retrofits.

Made extremely time sensitive decisions and used unconventional problem

solving during when issues arose.

Managed work group safety program and performed job hazard analysis to

improve safety picture.

Setup complex repairs and supervised general maintenance and construction

work during weekend downtime.

Implemented system redesigns for Lean process improvements and retrofitted

existing equipment to improve automated equipment reliability and process

rates.

Achievements:

Increased reliability for 850 conveyors by 89% in 2004 and by 134% in 2007

(Reference Leo Miller and Baldo Madrigal).

Contributed to overall building reliability increase of 36% from 2004 to

2007 saving over 4 million in overtime costs.

Preventative Maintenance Supervisor / Coordinator 2005 - 2006, 10-15 Direct

Union Mechanic Reports

Served first as a Supervisor, and then was promoted to Coordinator for the

6 remaining Preventative Maintenance Supervisors.

Developed action plans and strategic plans to meet reliability improvement

goals and PM effectiveness objectives for department goals.

Performed special assignment of ground up development of PM methods for the

CACH district to be used in companywide implementation.

Attended formal PM training boot camp in Louisville, KY (TPM, PM, PdM/CBM,

RM).

Attended formal UPS Supervisor Leadership School in Boston, MA to polish my

management and presentation skills (in preparation for Project Manager

Tested PM white papers and methods based upon redeveloped frequencies and

evaluated results.

Trained 110 Mechanics and Supervisors on new methods below.

Achievements:

Was instrumental on corporate team to redesign the organizations PM methods

(Reference, Brett Kollar). Savings were tested for one year at my facility

and then implemented company wide for tens of millions in labor, inventory,

and downtime savings.

Was lead Project Engineer on the replacement of 68 mile long conveyors at

a project cost of 7 million dollars (Reference, Brett Kollar).

Maintenance Reliability Specialist 2003, 8 Direct Union Mechanic

Reports

Coordinated conveyor and electrical equipment repairs over various shifts.

Supervised repairs between sort operations, dispatched work in CMMS, and

trained work group of eight full-time union employees.

Worked with lead full-time supervisor on general construction projects,

maintenance, and repairs.

Lead all work group safety goals, initiatives, and training.

Facilities Engineering Specialist (Internship) 2002

Root Cause Failure Analysis Specialist (Internship) 2001, 6 Direct Union

Mechanic Reports

Engineering Accomplishments Addendum

In 2010 my Lean process optimization team was responsible for saving over

$3 million dollars in non-operating costs due to our Lean initiatives

causing a reduction in facility defects.

In 2010 I personally conceived, developed, prototyped, and implemented a

conveyor retrofit project using DMADV principals that would sort large

parcel bags our current system could not handle in 55 locations. It was

initial quoted at $990,000, but I developed a solution to complete it all

in house for an upfront savings of over $850,000.

In 2009, my team prototyped, developed, and installed 4 systems that

measured the dimensions and weight for parcels that could not be read due

to defects. As many as 20% are defects due to incorrect customer

information linked to the package the system. We changed the systems that

now back-charges based on discrepancies in size and weight between what the

package says, The system is currently bringing in an average of $150K per

week or $7.5 MM annually in revenue that previously went un-captured.

In 2008, I worked on the development team for the plant lighting

improvement project that reduced lighting power consumption to 38% saving

approximately $240000 annually. UPS's "help brown go green."

In 2007 As a Maintenance Reliability Supervisor, increase 850 conveyors

reliability by over 150% in 9 months and ended the year at a net 136%

improvement. In 2004 as a new Supervisor, I was able to make 89% gains in

reliability through continuous improvement initiatives.

In 2006, I was core member in the Corporate Engineering team developing a

new preventative maintenance program to alter methods and frequencies for

cost savings. Using FMEA we utilized a combination of TPM, PM, and CBM to

create the new system MM5. The methodologies were tested at our facility

for one year and due to its success, it was expanded to all US domestic

Plant Engineering operations in 2007. It resulted in savings of over $15

million dollars in the first year due to a reduction of breakdowns,

inventory reductions, and labor cost savings.

In 2006, I trained all 110 Maintenance Mechanics and PM Supervisors over 3

shifts in the new MM5 preventative maintenance methods at our facility for

its initial phase testing.

In 2005, managed the conversion of 1200 automated brake diverters to VFD

controls and developed additional mechanical and electrical improvements

resulting in an over 500% decrease in issues, over 400% increase in

reliability, and a 40% decrease in cost to maintain saving $73,000

annually.

In 2005, was Lead Supervisor in charge of a 7 million dollar construction

project to retrofit 62 - 2400 foot steel belt conveyors, over to 106 - 800

foot fabric belt conveyors. The reduction repair costs were $480,000 per

year plus large savings in unplanned downtime (average downtime was 36

hours due to type of belting.

References Addendum

Nick Gomez, Engineering Specialist Employee from 2009-2011, 773-***-****

Nick can specifically speak to in 2010, how my team contributed project

efforts that reduced facility defects from an average of 31% per sort down

to 17.4% per sort, a reduction of 46% thus increasing uptime. This lead to

a net 3 million dollar savings in operating costs due to increased up-time,

and shorter sort span.

Nick can speak to in 2010, my team lead an initiative to reduce mechanical

equipment package damages through conveyor project improvements. The result

was a drop from an average of 158 damages per day down to 81 per day, a

reduction of 49%. At a per damage cost of $37 this netted a $717,948

savings in 2010 and again increased up-time in the building due to less

operator stoppages.

Nick can speak to in 2009, I designed, prototyped, and project managed a

conveyor singulator solution in multiple locations that will lead to system

efficiency increases by saving 20 minutes per day for 88 employees and

reducing injuries in the process. One injury alone pays for the

modification, however there is an additional $70,216 in labor savings per

year on top of energy savings.

Leo Miller, 6 Yrs, Engineering Maintenance Supervisor, 708-***-****

Baldo Madrigal, 7 Yrs, Sr. Engineering Maintenance Supervisor, 219-***-****

Leo and Baldo can speak to how in 2007, I leveraged my project management

skills to increase 850 pieces of equipment's reliability by 136% with

continuous improvement processes using the DMADV model.

Leo can speak to the Intralox reliability gains at "P14-8".

Baldo can speak to the 48 installation of "Portec Powercurves" project.

Brett Kollar, Engineering Manager, Direct Mgr. 05/06-630-***-****

Brett can speak to during 2005 and 2006, when I was the lead Project

Engineer on a 7 million dollar steel belt retrofit reliability improvement

project. The project led to $480,000 in the reduction of repair costs per

year, a $400,000 reduction in inventory, plus a large decrease in downtime

due to a design that allowed for contingency.

Brett can speak to in 2006, I was sent to a three week Corporate

Preventative Maintenance school and then worked with Corporate Engineers on

an initiative to rewrite all UPS PMI methods. I gained hands-on experience

and am an expert in PM methods. The methods were tested at our facility

first for one year and then rolled out to all US Domestic UPS operations.

In 2007, the methods saved UPS millions due to reductions in inventory,

labor, and downtime.

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