Manager Maintenance

William Kirsch Jr.

** ******** ******, ******, ** 70065 504-***-****

abnb5b@r.postjobfree.com

FACILITY MANAGEMENT SUMMARY

Comprehensive experience in total plant management including P&L

responsibility for a chemical manufacturing and Packing, Warehousing and

Distribution facility. Trained in continuous improvement processes such as:

Lean, Six Sigma, Kaizen, Theory of Constraints and ISO. Experienced with

operational and process safety, strategic planning, cost containment and

cost reduction methods. Effectively hired, trained, mentored and motivated

management teams; achieved significant improvement in organizational

performance by focusing on standardization of critical processes, quality

improvement, shorter cycle times and lower cost. Turned around two

struggling organizations. Effectively managed large and small

organizations, 550 to 68 employees. Direct reports included: EHS, human

resources, legal, operations, maintenance, engineering, accounting,

environmental, warehouse and powerhouse.

PROFESSIONAL EXPERIENCE

DELTA PETRO CHEM 2003 - June 2008

Plant Manager

Responsible for all plant operations in a chemical packaging, warehousing

and distribution facility.

. Directly managed a staff of 4 and directly responsible for 68

employees, including hiring, training and employee development.

. Prior to beginning Lean had to stabilize the organization and

manufacturing processes. This facility was a turn around situation.

The organization suffered from poor safety performance, non-

conformance to SOPs or no SOPs for some critical-to-quality processes,

unacceptable product quality, lack of employee accountability, poor

attendance and lack of direction.

. Educated the employees on the basic principles of Lean such as the

concept of continuous improvement, better serving our customers, the

elimination of waste from our processes and the need to strive for

perfection.

. Began transformation to Lean by meeting with customers and defining

their needs, stabilizing the current processes, standardizing the

critical-to-quality processes, implementing 5s and initiating Kaizen

events that focused on quality improvement, efficiency and cost

reduction.

. Developed and tracked Key Performance Indicators (KPIs).

. Trained supervisors and employees on root cause analysis and required

their participation in all quality and safety investigations.

. Developed good working relationships with customers.

. Began the multi-skilling of operators and had them begin doing "basic"

maintenance on their equipment. Operators were trained on the

techniques of performing "basic" maintenance.

. Achieved 83% reduction in recordable injuries, reduced quality defects

by 87% and reduced cost by 20%.

KAISER ALUMINUM AND CHEMICAL CORP 1975 - 2002

Plant Manager - Gramercy, Louisiana

Responsible for a 24/7 1,025,000 metric ton per year chemical manufacturing

facility with annual sales averaging $250 million.

. Directly managed a staff of 8 and directly responsible for 550 union

employees.

. Organization was struggling with rising cost and becoming

uncompetitive. Formulated a strategic plan utilizing SWOT (strengths,

weakness, opportunities and threats) analysis. From strategic plan

developed vision and mission statements from which tactical plans were

formulated. Created a sense of urgency, for change, within the

organization.

. Formed a Joint Partnership Committee with Union that became the basis

for building trust, empowering employees and fostering change.

. Implemented ISO and statistical process control techniques and became

the first alumina plant in the world to have all processes ISO 9002

certified.

. Initiated safety performance improvement plan and reduced recordable

injuries by 70% and workers compensation cost by 65%.

. Utilized TOC (Theory of Constraints) techniques to debottleneck the

flow through the plant and increased flow and production by 12% .

. Achieved a 15% reduction in manufacturing cost by reducing OT and

improving equipment reliability.

. Reduced grievances/year by 60%.

. Reduced headcount, through natural attrition, by 10%.

. Reduced $17 million in capital cost as a result of a new patented

product called Cajunite. Cajunite was developed through an employee

involvement process.

. Responsible for annual capital spending and execution of $8 to $12

million.

. Operating responsibilities included a powerhouse which produced 110MW

of power and over 1 million pounds of steam per hour.

Operations Manager 1987 - 1991

Responsibilities included - operations, maintenance, maintenance

engineering and powerhouse operations.

. Directed the day-today operation of an alumina facility, chlorine

facility, Coke plant and powerhouse.

. Developed relationship with union which began reducing operator

restrictive agreements and maintenance classifications.

. Significantly improved the maintenance/operations relationship by

focusing on mutually agreed to plant goals.

. Developed an alumina manufacturing cost curve to determine competitive

position and form the basis for strategic planning.

Maintenance Manager - Alumina Manufacturing Facility 1982 - 1987

Directed the day-to-day maintenance activities of an alumina, chlorine,

coke and powerhouse facilities with an annual budget of $30 million.

. Responsible for 125 maintenance employees and a staff of 5 maintenance

engineers.

. Equipment responsibilities included rotating equipment, process

piping, electrical distribution systems, boilers, steam turbines, gas

turbines, air compressors, instrumentation and mobile equipment.

. Introduced a formalized maintenance planning and scheduling process.

. Responsible for planning and scheduling all major plant turnarounds.

. Formalized and expanded the NDT program.

. Began implementing a basic maintenance skill-training program.

Maintenance Manager - Aluminum Reduction Facility 1979 - 1982

Directed the day-to-day maintenance activities of an aluminum facility with

an annual maintenance budget of $12 million.

. Achieved a 20% improvement in maintenance uptime.

United States Air Force 1970 - 1975

Command Pilot - Captain. Supported military operations in South East Asia.

EDUCATION

Bachelor of Science Degree, Engineering Science

Louisiana State University

JOB RELATED TRAINING

. Managing for Excellence

. Effective Leadership Styles

. Corporate Financial Analysis

. Strategic Planning

. Lean Manufacturing Techniques

. Kaizen

. Six Sigma

. Root Cause Analysis

. Process Safety

. Managing Organizational Behavior

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