Engineer Project

John Simonsky

Principal Engineer - Electrical - DTE Energy

Dallas, PA 18612

********@***.*** - 570-***-****

WORK EXPERIENCE

Principal Engineer - Electrical

DTE Energy - New Milford, PA - 2016-11 - Present

• Electrical Project Manager for multiple sites (11) in Northeastern Pennsylvania and Morgantown, WV regions.

Led asset transfer of gas control and billing communication systems (satellite and cellular) for recently purchased Appalachia assets in West Virginia. Two month timeline at end of 2016 to convert 43 remote facilities.

Commissioned four new compression/filtration facilities in current calendar year with four additional by December, 2017. (Two each in PA and WV)

• Created templates and processes to improve and facilitate regional project management.

Standard Bill of Materials (BOM) and template to facilitate cost savings and procurement efficiency. Streamlined multiple facility/site material management and tracking.

Standardized electrical & instrumentation drawing formats (including instrumentation lists) to improve contractor efficiency of engineering deliverables (drawings, specifications, information protocols, potential hazard analysis, cause & effect, control philosophy)

Managed contractors from bid process through project closeout via standard templates for scope of work, bid breakout schedules, safety and OQ (operator qualifications). Electrical Staff Engineer

- 2015-11 - 2016-11

• Managed electrical and instrumentation portion of CDP1A (compression & filtration) installation with first gas initiated May 2016. Greenfield project spanned 175 business days.

Managed all electrical and instrumentation deliverables.

Managed electrical contractor commercials and daily activities via DTE construction superintendent.

Assisted project management activities including scheduling, contractor deployment (all specialties) and commissioning.

Worked through mechanical contractor bankruptcy with project team.

Worked with control technician group to install a temporary three compressor station (2 week install) to meet customer demand prior to the CDP1A construction phase and commissioning.

• Developed new and updated IT Topography drawings for all midstream facilities in response to internal IT audit requirements. The new drawings are reformatted to show station architecture in a methodology accepted by IT & Control end users.

• Managed a quick turnaround project completed ahead of schedule involving the expansion of the recently commissioned CDP1A site. CDP1A-Repurpose added another 3 compressors to the existing 9 at CDP1A. Project initiation to First Gas (early by 3 days) less than 5 months.

• Led the electrical & instrumentation portion of CDP1's changeover from wet to dry gas measurement including the refurbishment of an existing meter skid, temporary orifice plate wet gas measurement and the eventual commissioning of a new gas quality building mid-October 2015.

• All of the above listed projects involved coordination and management of contractors from the bid process through commissioning.

• Other project intangibles include meeting safety goals, developing and building teams and operations/ engineering relationships, developing BOM's and as - builds, and multi-skill management of daily activities. Associate Director of Project and Systems Engineering Gertrude Hawk Chocolates - Dunmore, PA - 2013-05 - 2015-06

• Re-directed to project management and engineering necessitated by double-digit volume growth of co-pack and inclusion products. Project timing from concept to delivery expedited to secure business.

• Introduced and organized basic project management processes including safety qualifications, charter, schedule, design/spec, competitive bidding, cross-functional team meetings, preventative maintenance, technical database and training.

• Completed multi-phase project that more than doubled coating capacity. Phase 1 required demolition and preparation of office areas to house food production processes. Phase 2 involved relocating existing belt- panning equipment while limiting downtime, continuing to meet existing orders. Phase 3 was the installation of a chocolate coating machine larger than the capacity of all existing coating machines combined. All phases of the project required structural evaluation and floor reinforcement, power distribution, chiller installation and dehumidification of process air. Total value of the department expansion $3.75M. Time frame 8 months to complete.

• Power distribution expansion from one 2500 KVA service to a combination 3750 KVA service allowing selective power distribution, virtually eliminating shutdowns for gear/breaker maintenance and new equipment installation. The installation also provides infrastructure for a future incoming power line.

• Participated in a CEO appointed task force team that revived a failing co-pack initiative with Nestle. Without additional capital investment I was able to lead the team into standard work methodologies and running to machine set points and stable line speeds. Efficiency was improved from less than 50% to 90% within one month.

• Other projects include:

Short Circuit Study Remediation - Coordinate with production and contractor to replace under sized breakers and bus systems.

Boiler System expansion, including centralizing the boiler plant to one location.

Utilized rental equipment to maintain process dehumidified air systems, maintaining on-time orders and customer goodwill until an upgraded system can be designed and installed. Plant Engineer

Mission Foods - Mountain Top, PA - 2012-09 - 2013-05

• Inherited facility operating without a plant engineer for over 1 year. Initial focus included updating all regulatory and food safety systems either untracked or overdue including:

Updating and making current BRC and AIB documentation standards.

Identify and correct outstanding safety system delinquencies including: boiler & pressure vessel inspections, oven inspections (gas), fire suppression systems, fire alarm control systems and updating and executing fire drill documentation.

Completion of and organizing environmental regulatory documentation including air permits, waste discharge

(wastewater and production waste streams), Tier II and completion of SPCC documentation.

• Establish DMS (Daily Management System) for maintenance department to improve work flow by staging PMs, Work Orders, Breakdown documentation to be inclusive of storeroom, budgets, operations, skill sets, etc., based on TPM principles.

Reinstated auditable running and shutdown PMs.

Incorporated lost-time tracking with the maintenance planning & scheduling system which was then utilized for an overall site production loss-model (redefining downtime as a component of lost-time). Identified loss model deployment based on OEE (Operation Equipment Effectiveness).

Coordinating shutdown and startup efficiency based on standard work which will be utilized for reducing startup waste as well as training materials to task qualify operations, sanitation and maintenance personnel.

Updated existing maintenance budget tracking to include committed expenses and planned contracted agreements for the entire fiscal year (based on all known rotating schedules).

* Updated standards for purchasing to transition from 'just-in-case' purchases to those based on preventative and predictive maintenance utilizing equipment ranking methodologies.

• Results included maintaining budget for the last two quarters within limits (historically over budget by 15% annually for previous 2 years) without compromising plant performance. Plant Engineer

Bimbo Bakeries USA - Hazleton, PA - 2011-06 - 2012-09

• Lead maintenance organization comprised of 22 shift mechanics, 3 supervisors, and 2 other support personnel to support operations of a 3 line bakery (fresh baked bread and rolls).

Created DMS (daily management system) to support and communicate standard work practices for maintenance activities.

* Reconfigure and deploy maintenance software to support daily operations (not utilized by prior leadership) and track maintenance KPI's per OEE Loss Models (Lost Time, Downtime, Waste, Rate, Safety, PM Completion, PM quality, MTBF, MTTR, Equipment Ranking, etc.)

* Coordinate activities with other departments to develop SOP's for downtime planning & execution, planned shutdowns, planned startups and project integration.

Identify skill deficiencies of current unionized staff and plan training to support business needs. (Migrate from traditional maintenance trades such as plumbing, carpentry, welding, to subject matter expertise in controls, robotics, predictive maintenance, specialized maintenance per OEM standards, etc.) Lead a behavioral change in maintenance from a 'Repair Shop' to a 'Maintenance and Improvement Shop'.

• Maintain all required environmental and food safety audits per regulatory requirements including EPA

(Oxidizer), SPCC (storm water runoff and chemical spill control), Tier II (waste management), BRC & AIB

(food safety) and update specific safety programs for lockout-tagout, low and medium voltage qualifications, chemical spill response, contractor policies, etc.

• Develop and manage capital projects for sustaining (roof replacement), process improvement (improving process stability and automated packaging), safety (upgrade equipment for LOTO and repair electrical infrastructure), and energy savings (lighting and power factor correction). Business Process Improvement Engineer

Bemis MACtac - Scranton, PA - 2010-06 - 2011-06

• Develop facility continuous improvement program utilizing WCOM methodology, partnering with Efeso Consulting.

Lead culture change and kick-off pillars associated with manufacturing loss models through initial Focus Improvement Pillar and pilot team implementation.

* Pilot teams involved cross-functional membership of traditional work-force assignments, deploying problem- solving tools and basic routes such as Waste Reduction, Set-Up Time Reduction, Material Handling, Minor Stops Reduction and Accident Reduction.

* Pilot teams have accounted for $283,000 in first year savings (2010).

New pillars in deployment phase include Safety, Training & Education and Autonomous Management.

* Training & Education pillar is initial phase of cross-training and rotating hourly personnel within teams, a significant change to existing stationary roles.

* Safety pillar is utilizing the Accident Reduction route, collecting baseline data on critical areas including near misses and existing behavior observation methods.

* Autonomous Management pillar and pilot team deployment is being utilized to restore an extruder cell to optimal conditions by tagging, cleaning, inspecting and sustaining, applying 5S standards, One Point Lesson's, and daily work standardization.

* Demonstration of cross-functional value of the new pillars has been effective by combining team members to understand each route, and deploying appropriate problem-solving methods where data can be utilized by each pillar/team.

• Embedded WCOM pillar methodology to identify additional losses and deployment of new pillars and teams for the upcoming 2011 facility master plan.

Key plant losses have been identified and pillar support strategy is identified to attack loss categories (Quality, Cost, Delivery, Safety, and Morale).

Site Engineer

General Mills - Hazleton, PA - 2007-07 - 2009-10

• Lead site capital project prioritization and execution.

Prioritization by cost savings analysis, facility upgrades, safety improvements and obsolescence avoidance.

* Key savings projects include relamping facility to high output fluorescent fixtures ($40,000 annual). Packaging Automation (head count reduction plus reducing line stops at $35,000 annual).

* Non-capital cost savings/avoidance by leading the development of vertical start-up teams and processes after planned maintenance and sanitation downtime. (Reduced start-up related major/minor stops by 35% in 3 months.)

Create and develop project teams by developing project/leadership skills in both wage and salary personnel, aligned with corporate Continuous Improvement philosophy.

Lead and collaborate with corporate SAP/Maximo database teams and site financial officer to develop capital tracking processes (procurement, close-out, and retirement of assets).

Lead the development/creation of project team ownership; create installation & equipment standards for vendors, bringing multiple internal disciplines and external contractors together on one team.

• Support general site maintenance planning & scheduling activities by developing weekend and extended outage planning processes. Coordinate sanitation, production, maintenance and project scheduling.

Utilize TPM strategies to set KPI (measures), implement system for autonomous and specialized maintenance activities including equipment ranking, one point lessons (facilitate on-the-job-training), job planning, and skill building with a focus on developing subject matter experts and system ownership.

Improved maintenance strategies resulted in a transfer of capital expenditures to cost savings projects verses essential (reactive) capital by extending equipment and facility life. (Ex., Deployed predictive maintenance tools such as vibration analysis to prevent run-to-failure, control-loop tuning to extend valve life and reduce process variability.)

* Cost Savings Project budget increased from 5% to 45% of the total facility capital budget in one fiscal year.

• Site contact for environmental systems including permitting and reporting to state and local agencies (storm- water, air/emissions, solid waste, sewer, anhydrous ammonia, recycling).

Organized annual schedule referenced through site maintenance scheduling (Maximo) to support environmental policies, procedures and periodic reporting.

• Qualify site contractors and establish safety orientation program for all new contractors (facilitate business as usual during transfer of ownership).

Developed Site-Service Agreements, Confidentiality Agreements, and Fixed-Arrangement Agreements.

Modified technical support agreements supporting new ownership organization & strategies. Deputy Director, Maintenance

Sanofi Pasteur - Swiftwater, PA - 2006-12 - 2007-07

• Direct technicians, managers, team leaders, and contract resources providing repair and preventative maintenance duties in support of cGMP manufacturing areas.

• Support commissioning activities associated with building remediation and production line startups.

• Develop strategy & scope for spare parts reconciliation for existing and new equipment within the site SAP database system.

• Lead initial phase of maintenance department work process mapping, transitioning from a research based site to manufacturing focused maintenance.

Project Manager

Procter & Gamble Paper Products - Mehoopany, PA - 1999-06 - 2006-11

• Manage capital, productivity improvement and brand initiative projects (new brands and upgrades) from initial feasibility through start-up and commissioning.

• Lead individual project teams comprised of diverse resources including engineering, process, maintenance and operations personnel.

• Develop life cycle cost analysis, cost estimates, funding documentation and sourcing plans, coordinate multiple disciplines/resources against competing timelines and budgets.

• Deliver projects within a structure that fits IWS (Integrated Work System), including zero-loss, vertical start- ups, maintaining or exceeding historical reliability targets, while developing leadership and technical skills of all project team members.

EWP (Engineering Work Process) tools utilized to insure flawless project delivery include but not limited to; FMECA (Failure Mode Effects & Critical Analysis), Focused Improvements, Best Value Option Analysis, Checklist Based Project Reviews, Defect Prevention Analysis, RACI Charts and TT&T (Technology Transfer

& Training).

All projects delivered with zero safety incidents adhering to or exceeding OSHA, EPA, and trade/craft specific regulations.

Technical Engineer

• Deliver best value manufacturing technologies by executing design basis & specifications, finalizing process design and equipment selection, and delivering overall success criteria.

• Develop project scope & schedule information, interacting with project management, cost engineering, reviewing and updating cost estimates.

• Incorporate equipment and system structure within corporate long-term strategy.

• Lead innovative design strategies including low-cost solutions, alternative technical solutions, seeking external resources when necessary.

• General technical skills applied include but are not limited to;

PLC, DCS, Drive/Servo Systems, Power Distribution, Process Control Loop Health (instructor), Instrumentation, Compressed Air, Steam, Hydraulics.

Batch & Continuous manufacturing systems incorporating bulk distribution of raw materials adhering to OSHA, environmental (State, Federal), and P&G process safety systems.

FEE (Front-End Engineering) Reliability Engineering Papermaking E&I Manager

• Manage 24/7 electrical maintenance department responsible for servicing and maintaining all power and control equipment for 8 paper machines and all support processes.

• Developed an integrated Planning & Scheduling system, extracting data from SAP and formatting information to fit the work flow process. This involved a collaborative effort of maintenance, operations, engineering and production planning to create PM downtime intervals that met the needs of the business. The data base was further developed to include job plans, linked spare parts, etc.

• Planning & Scheduling Site System Owner and member of North American Site Planning & Scheduling Team.

• The planning and scheduling process incorporates all pillars of the Integrated Work System including autonomous and progressive maintenance (TPM), education & training, safety, quality and initiative (project engineering) management.

• Organize and balance skills across all shifts, address deficiencies by motivating technicians to develop personal skills through formal and hands-on training.

• Qualify electrical skilled personnel to safely work on low (under 1000V), medium (1000V to 15000V) and high

(greater than 15000V) voltage systems.

• Developed site-wide training for introductory, intermediate, and advanced skills such as control systems, control/process health, motors & drives, and instrumentation.

• Mentor entry level engineers and electricians.

• Led site-wide hiring intervention to quickly replace electrical skills lost due to mass retirement and buyouts. Developed technical interview screening process.

Electrical Controls Design Engineer

Techneglas, Pittston Township, PA - 1989-11 - 1999-06

• Design, Install, & Maintain Glass Forming and Gauging Equipment for television panel manufacturing.

• Led Performance Improvement Team comprised of fellow engineers, trades and operating personnel in union environment. Utilize various statistical processes to pinpoint and remedy various equipment and production scheme problems.

• Led design and installation of equipment with overseas partners (South Korea, Japan, Lithuania & India), providing start-up support on-site as necessary.

• Introduced soft-automation to the manufacturing process by deploying first robots at the Pittston manufacturing facility.

EDUCATION

MS Engineering Management in Engineering Management The Pennsylvania State University, Great Valley

2001

BS

Electrical Engineering, The Pennsylvania State University, State College, PA 1986

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