Paul G. Todaro, MBA

North Huntingdon, PA ***** 412-***-**** ac0dml@r.postjobfree.com

Operations Leadership – Quality Focus

Operational Leadership / Quality Processes / Process Improvement / Lean

Accomplished, ambitious and results-driven Plant Leader with broad based expertise leading effective strategy, operations performance, and cross-functional team leadership providing vision and insight to align business strategy at multi-million dollar organizations in the steel and energy industries. Demonstrated ability to learn new processes and lead implementation to meet business objectives.

Operations experience in a fast paced unionized steel-making environment – responsible for salaried and hourly personnel while managing competing priorities and maintaining safe and efficient plant operations. Demonstrated ability to drive continuous improvement throughout the production and manufacturing process to increase capacity and operational effectiveness.

Expert in leading teams of cross-functional professionals who leverages true passion and an unwavering commitment to excellence to launch, build, and lead high performing teams and programs; certified professional well versed in Six Sigma, process mapping, lean, 5S, and A3 methodologies.

Core Competencies

Leadership of Quality Programs and Processes

Experienced in Manufacturing System Development

Building and Leading Strong Teams

Securing Substantial Cost Savings

Certified Lean Six Sigma Yellow Belt

Six Sigma, Lean, 5S, and A3 Methodologies

Building Best Practices and SOPs

Experienced Project Manager

Leading Facility Audits

Fostering Strong Safety Awareness

Professional History

Aquion Energy Pittsburgh, PA

Senior Process Engineer 2016 to 2017

Improved powder quality, production and waste reduction for an innovative start-up manufacturer of proprietary Aqueous Hybrid Ion (AHI™) battery energy storage solutions.

Improved powder yield from 96.5 to 99 % through screener modification and granulator installation.

Led teams in executive approved process trials and equipment qualification that resulted in:

-Increased production through-put by 9.4 % by decreasing decomp oven cycle time.

-Improved product quality by reducing pH variability

DTE Energy Services Detroit, MI

Technology / Process Engineer 2011 to 2016

Fulfilled a critical role supporting maintenance, operation, capital expenditure, and engineering projects at the Neville Island coke plant of this $1.2B energy corporation providing metallurgical coke to steel companies, with a focus on documenting processes and specifications for safety, production and quality. Advanced to an expanded scope of responsibility, assuming the role of subject matter expert for all facets of the corporate continuous improvement initiative.

Captured key gains in efficiency, productivity, and operational effectiveness, leveraging lean Six Sigma methodologies to identify and secure opportunities for improvement; noteworthy accomplishments include the leadership of A3 projects that reduced production delays from 4.5% to 2%, garnering over $750K in cost savings.

Initiated project to save $120K in annual tar sludge shipment costs through improvements to pumps, tanks and heating systems critical to restarting the plant’s tar recycling capabilities; assembled and led a team of stakeholders from engineering, maintenance, and operations.

Engaged in extensive data analysis that identified the need for preventative maintenance to a critical refractory area that resulted in substantial reductions in combustion stack emissions and annual savings of $240K.

Project manager for key waste reduction and contract compliance projects; installation of certified conveyor belt and purchase of hopper conveyor for product reclaim

Coordinated and led a team of three engineering co-op students, providing mentoring and coaching opportunities to build competencies and knowledge of key processes and technologies.

Secured Lean Six Sigma Yellow Belt certification, gaining invaluable command of process mapping, root cause analysis, scientific method, visual management, and 5S principles.

US Steel Corporation Pittsburgh, PA

Heating / Patching / Coking Operations Production Manager (2009 to 2011) 1993 to 2011

A demonstrated record of success and achievement at this multibillion dollar integrated steel producer, marked by a series of promotions to positions of increased influence, authority, and accountability.

As Operations Manager for Heating/Patching/Coking, met the challenge of meeting safety, environment, and production targets on a daily basis for a coke battery unit, with authority over 35 hourly employees engaged in maintenance and repair activities. Maintained accountability for work schedules, training on standard operating procedures, and safety awareness.

Oversaw the management, investigation, and resolution of all safety issues

Led a high-profile project to transition 13/15 coke battery unit to idle status and then return it to normal operations; successfully managed project to achieve all start-up milestones on-time and within budget.

Directed teams of union workers and contractors that assessed and repaired 183 coke ovens over a period of 10 months, delivering improved environmental performance that surpassed expectations by 20%.

Senior Project Engineer, Best Practices Coking (2005 to 2009)

Promoted with a mandate to lead the standardization of best practice procedures and technology exchange processes throughout four primary steel production facilities. Secured substantial process improvements and cost savings through the introduction of standardized methods, systems, procedures and equipment.

Served as a trusted advisor and subject matter expert, contributing to the successful launch of the company’s first Coke Making Academy by developing computer-based training modules and classroom instruction.

Assumed a lead role as project manager of development and deployment of an enterprise-wide delay tracking system, empowering improvement of equipment and machine reliability efforts.

Coordinated and led plant audits designed to identify potential areas of concern regarding environmental compliance, facility conditions, and quality practices.

Senior Shift Manager (2004 to 2005)

Directed the efforts of 160 hourly workers and 5 shift managers engaged in a high-volume coke production operation; successfully improved production output levels through training and improved practices. Reduced spending on materials by 12%, piloting a trial of coke oven cap sealing materials.

Manager- Shipping, Heating and Patching (2003 to 2004)

Oversaw the performance of coke screening, loading and shipping operations executed by 56 hourly workers. Facilitated the flow of key information and communications between stakeholders in Purchasing and Transportation to minimize the impact of rail car availability on production.

Increased coke moisture quality by 7% through improvements and employee engagement initiatives.

Process Engineer (1999 to 2003)

Led Division’s transition to the new ISO 9001-2000 quality standard while reducing the scope of the Quality Management System by streamlining required documents and expand the ISO 14001 Environmental Management System to include all plant legal requirements.

Reduced number of corporate environmental audit findings by 80%.

Previous experience also includes Heating Engineer (Technical) and Management Associate at US Steel Corporation

Education & Professional Certifications

Master of Business Administration - Duquesne University

Bachelor of Science Degree in Ceramic Engineering - Alfred University

Certified Lean Six Sigma Yellow Belt – DTE ENERGY

Board of Directors and Past President, Eastern States Coke Oven and Blast Furnace Association

Member, Association for Iron and Steel Technology

Member, Project Management Institute (PMI)

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