Project Manager Maintenance
Resume:
Steven Schaubroeck
Email: abpceq@r.postjobfree.com
Address: **** ******* **
City: Winfield
State: IA
Zip: 52659
Country: USA
Phone: 319-***-****
Skill Level: Management
Salary Range: $85,000
Willing to Relocate
Primary Skills/Experience:
See Resume
Educational Background:
See Resume
Job History / Details:
iSteven Schaubroeck MBA, GBMSS, LMSS
2079 Hwy 78, Winfield, IA 52659
Phone: 319-***-****
abpceq@r.postjobfree.com
Returned to school for a Master of Business Administration, Operations/Supply Chain Management in Aug 2012, which will be completed sometime in 2014.
Military U.S. Army Retired 20 years, part of the U.S. Army Ordnance Corps
Active Security Clearance: Secret
Career
In my career I have managed 14 warehouses, two holding yards, 1,800 maintenance requests, and an inventory valued over $787,000, orchestrated, consolidated, shipped and disposed of over 75,000 pieces of equipment with a value of $200 million in less than 180 days, spearheaded the relocation of over 3,500 items between Combat Equipment Company sites in 30 days. Planned and executed several time-sensitive missions, which entailed the repairs and preparation of over 550 pieces of equipment for operations. Budget from 1.2 million up to more than 30 million dollars, responsible for over 1.2 million dollars of equipment depending on my location, I have had 7 supervisors and up to 300 non direct reports under my supervision. I have worked on major projects that were between 2,000 dollars to above the millions and had to report these processes to the upper change from board members to senior staff in the military. I have continued my career and my education, as well as freelance work.
Freelance work
Between March and June 2011 I worked freelance for a company in Russia and one company in Smithfield, Virginia consulting in maintenance, operations, safety, HAZMAT and environmental affairs. In both situations I applied Six Sigma and Lean Maintenance to improve production and reliability in all areas in operation. Training each team in both disciplines and guiding the teams thru this process to ensure continuation to success. In addition I evaluated the current processes and gave management my suggestions for TPM and maintenance projects, improvement of the store rooms, equipment parts and tool lists. At present, I am consulting one company in safety, ammonia and HAZMAT issues.
Project Manager:
Plant operations, maintenance and project management were the main duties.
As the Project manager I worked with contractors to improve operations, coordinated new projects and machine installations, obtained quotes, created and finalized planning for installation of power, water and cooling. Created and utilized a project plan to assure the work was performed per contract. Projects:
a Manager in new construction and opening of new plant for Tyson Foods - worked with Plant and Corporate Engineers to install equipment, sourced vendors, ensured equipment was suitable for our needs, i.e. power, water and air supplies were sufficient.
a Selected and tested new equipment, facilitated and planned for the expansion of the manufacturing area, planned together with vendors and contractors selected for this project to ensure our company needs were met in regards to equipment requirements, managed the maintenance section.
To complete these projects I used all the project management tools at my disposal, completed evaluations of cost, retrieving of all quotes, complete all documents to be presented for annual budgets and request for projects that were not in the annual project budget. Calculated the use of plant manning for a project vs. contractors, evaluated all equipment to determine if the needs will meet the companyas needs. I worked with contractors and management to keep project on their timeline, from the beginning of the project which started with the obtaining of necessary quotes to the end of the projects, with meeting to insure these time lines were staying on track. In the projects I have managed, all have come in on time and all variances were noted and taken care of with the proper paper work.
The projects I have managed ranged from thousands to millions of dollars. No matter the cost the projects were handled with professionalism and attention to detail. Record and times lines were kept to insure the areas that were to be complete were done within assigned timelines. Changes because of issues or delays due to reasons were noted and meetings were held to complete area that could be completed on schedule.
Professional Experience:
West Liberty Foods Mount Pleasant, Iowa June 2011 to August 2012
Plant Engineer
Manage a project budget of 2 million dollars store room and 1.2 million in projects
Increased product output, lowered production delays by analyzing downtime and workflows.
Collaborated with vendors and technicians to upgrade the current parts to higher quality parts reducing the downtime and departmental budget by 20% when compared with the constant replacement of lower quality parts.
Utilized my Green Belt and Lean Manufacturing training for the successful implementation of improvements to create higher production and created an efficient routine and preventative maintenance program by analyzing workers downtime and workflows.
Coordinated with different production departments the equipment maintenance schedule, directed operations and maintenance needs of the plant from plumbing, carpentry to major installations.
Responsible for Process Hazard Analysis (PHA) and the Process Safety Management (PSM) for the company:
Completed 308 findings during the last PHA audit by the deadline of June 12.
Some corrections were revision of the ammonia system drawings, proper valve sizing, relocation and redesigning of the hot/cold water system, moving PVC pipes off the floors utilizing the ceiling joists and exchanging PVC pipes with galvanized and stainless steel pipes.
Reduced maintenance overtime by 50%.
Reduced overstock in the maintenance department by 50%.
Increased production by 90%, lowered downtime by working with operations to increase skills of operators to recognize problems when operating their equipment and identifying mechanical issues vs. setting issues.
Cut maintenance expenses by 30% which allowed the maintenance budget to stay under budget for the last four months.
Decreased personnel turn-over by increasing training and team work.
Achieved Boiler certification by the State of Iowa. The Boiler had not been certified for five years.
Completed BRC and Silliker audits with an aAa rating.
Passed ISO 14001 with one minor infraction.
Water treatment received a aRunner Upa award from the Poultry Association.
Assisted the plant to become aLandfill Freea..
Completed over 75 capital projects in the last year along with a number of small project.
Managed 1 Superintended, 5 Supervisors and 50 Mechanics on four 12-hour shifts.
Implemented weekly and monthly safety training for all mechanics with 100 % completion.
DynCorp International Afghanistan August 2010 to March 2011
Maintenance Manager/Operation Manager
Very diverse, fast paced, multi-tasking with no margin for error.
Coordinating air and ground movement operations with the military to swiftly transport personnel and equipment between forward operating bases either by air or convoy. These missions are time sensitive and must be executed to meet the military schedule for each mission. For regular cargo, mail and personnel leaving the base by air involves the air field operations for scheduling.
Currently I manage 8 clerks, supervise execution of corporate level reports used for accountability purposes, issued master schedule work orders for 3 separate entities of our base. Other reports include: Daily SitRep, Daily Dashboard, Logistics Report, Power Generation Report and Maintenance Tracking report. Other areas are billeting and the service work order desk.
Oshkosh Appleton, WI/Afghanistan 2009-2010
Mine Resistant Anti-Personnel - Field Service Representative
Teacher/Trainer:
Taught soldiers in a class room setting the theory behind the Mine Resistant Anti-Personnel vehicles, Provided hands-on training for soldiers on new equipment and new vehicles, how to troubleshoot, diagnose and repair of battle damaged equipment.
Smithfield Foods, Inc. - Curlyas Brand Sioux City, IA 2006-2009
Maintenance & Project Manager
Maintenance Manager:
Managing the maintenance crew consisting of 3 supervisor, 3 lead and 24 mechanics for 3 shifts, planning all work and hours of the technicians, Created and maintained a reduced departmental budget by utilizing root cause analysis, pre-planning machine maintenance and performing pro-active maintenance. Result: Tightened department budget by 35%. Utilized my Lean Manufacturing training for the successful completion of projects such as equipment installation and production area expansion, Created an efficient routine and preventative maintenance program by analyzing workersa downtime and workflows, Achievement: Reduced Maintenance downtime from 20% to 5%, System now utilized throughout the company, Coordinated with different production departments the equipment maintenance schedule, Directed any operations or maintenance of the plant, from plumbing, carpentry to major installation.
Project Manager:
Plant operations, maintenance and project management were the main duties.
As the Project manager I worked with contractors to improve operations, coordinated new projects and machine installations, obtained quotes, created and finalized planning for installation of power, water and cooling. Created and utilized a project plan to assure the work was performed per contract.
Tyson Foods, Inc. Council Bluffs, IA 2001- 2006
Maintenance Manager
The Tyson plant in Council Bluffs was a new construction project when I joined the team as the Project/Maintenance Manager.
Project Manager:
Worked with contractors to complete construction operations, coordinated projects and installation of the new production equipment, Obtained quotes, created and finalized plans for installation of power, water and cooling. Insured work was completed as per contract; schedules were created, maintained and fulfilled on time. Created and utilized a project plan to assure the work was performed per contract. Managed all assigned projects from inception to on-time completion, while staying within resource and budget allocation limits.
Maintenance Manager:
Managed the operations of the maintenance department, planned and scheduled all work and hours for the maintenance technicians.
Coordinated with different departments the training schedule for new equipment, Directed any operations or maintenance of the plant, from plumbing, carpentry to major installation, Proven multi-tasking abilities through the supervision of all maintenance department members, Ensured round-the-clock availability of routine, preventive, and emergency maintenance, Guaranteed that all department members followed safety and quality assurance procedures to limit risk and accidents. Result: Safety record for Maintenance Department lowered to record 1%.
Created documentation to track labor hours and equipment downtime issues, allowing for the creation of new maintenance schedules, Result: Held plantas downtime at 2%, Managed parts department including inventory control, vendor relations, purchasing, negotiations with vendors, and finalizing inventory forecasting schedules,
Achievements: Successfully contributed to the opening of a new plant, Established key relationships with local vendors to reduce transportation costs by 10%.
Kraft Foods, Inc. - Oscar Mayer Davenport, IA 1998-2001
Maintenance Technician
Repaired, maintained and scheduled meat production equipment. Performed emergency repairs and utilized electrical knowledge for problem diagnosis.
Rebuilt: two Formax 125 meat Slicers, saving company significant repair costs,
Achievement: Implemented slicer rotation program and rapidly diagnosed break downs to improve equipment performance, reducing downtime by 10%
Maintenance Department/Sergeant First Class (E-7), UNITED States Army - HONORABLE Discharge 1976-1995
5th Combat Equipment Company, Combat Equipment Group Europe, Germany
Expertly managed 14 warehouses, two holding yards, 1,800 maintenance requests, and an inventory valued over $787,000, orchestrated, consolidated, shipped and disposed of over 75,000 pieces of equipment with a value of $200 million in less than 180 days, Spearheaded the relocation of over 3,500 items between Combat Equipment Company sites in 30 days. Planned and executed several time-sensitive missions, which entailed the repairs and preparation of over 550 pieces of equipment for operations.
Education:
Six Sigma Lean Manufacturing and Green Belt Certification, Villanova University, Dec 2011
Masters of Business Administration, 2008 (concentration in Project Management)
Colorado Technical University - Colorado Springs, CO GPA 3.65
Bachelor of Science, Business Management, 2007
Bellevue University - Bellevue, NE Deanas List 2007 GPA 3.60
Ammonia Refrigeration Training, 2001-2006 Tyson Foods
US Army Instructor Training,
Mine Resistant Anti-Personnel and Cougar
HAZMAT Incident Commander
Lean: Maintenance,
Research and Development, Project and Maintenance Analyst
Technology Skills:
Proficient in Microsoft Word, PowerPoint, Projects, and Excel
Standard Army Maintenance System a Enhanced (SAMS-E)
SAP Tabware SAM-E OSHA EPA USDA
Military and Certificates
US Army Instructor Training, 1987
Research and Development, 1987
Mine Resistant Anti-Personnel and Cougar
HAZMAT Incident Commander
Lean: Maintenance, Manufacturing, and Root Cause Analysis
Granted Active Secret Security Clearance
Honors and Awards:
Army Achievement Medal: 1980, 1982
Army Commendation Medal: 1981, 1983, 1987
Meritorious Service Medal: 1991, 1995
Research and Development, Project and Maintenance Analyst Officer in Charge
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