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Manager Maintenance

Point Blank, Texas, 77364, United States
January 11, 2018

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*** ****** **** ******

Spring, TX *****


Aaron Spinos

Koontz-Wagner Plant Manager

MAR 2016 – Present

Responsible for all plant operations including weld shop, fabrication shop, paint shop, assembly shop, electrical integration pad, safety, quality and maintenance at a site generating $52 million annually; Responsible for customer service; Forecasting and budgeting; P&L accountability; change management; safety programs; maintenance programs; capital projects; and leadership development of 120 electricians, 90 fabricators, 45 welders and 6 salaried managers.

Coordinated with Human Resources and Harris County to develop the company’s first ever electrician apprenticeship program.

Within 2 months, reduced late projects by 65% by implementing a new prioritization plan.

Reduced logistics charges by $86,000 per month by fabricating company owned building stanchions and eliminating rental stanchions.

Restructured logistics department which allowed for a reduction of damaged switch gear by 100%.

Reorganized production into a house-building centric hierarchy which ultimately reduced rework by 21%.

Developed new ship-loose procedures which reduced damaged shipments of customer product by 35%.

Implemented company-wide maintenance program for brake presses, shears, punch press machines and automatic welding machines reducing downtime by 28%.

Restructured plant maintenance contracts saving the company over $150,000.

Ellwood Texas Forge Houston (ETFH) Facilities and Plant Services Manager

MAY 2015 – MAR 2016

Responsible for maintenance department, production CNC machine shop, plant engineering, production engineering, safety and environmental programs, and the implementation of the plant’s operational excellence (OpEx) program; Leads 6 supervisors and 65 associates.

Led installation of HVAC system in the machine shop. Project was delivered on time, under budget, and with a full warranty on workmanship. This project saved over $240,000 annually in heating, cooling, and maintenance costs in the machine shop.

Within first month, implemented new scheduling and operational procedures in CNC machine shop in concert with theory of constraint processes (TOC), to reduce late jobs of General Electric parts by 80%.

Implemented a comprehensive forging press preventative maintenance program which reduced unscheduled downtime by 50%.

Implemented cutting and CNC machine shop autonomous maintenance programs which reduced downtime by 25%.

Increased OEE 11% over a 3-month period by implementing new maintenance procedures.

Monitor organizational and contractor compliance with milestone and system performance criteria. Collaborate and plan with other managers and appropriate personnel to coordinate and/or integrate operations and interests of other organizations. These actions lead to savings of more than $251,000 per year.

Greif, Inc. Operational-Maintenance Excellence Project Manager

JUL 2010 – MAR 2015

Charged with building capability in steel, fibre and plastics plants by conducting kaizens, Root Cause Problem Solving Sessions, KATA, Shoplogix administrator and usage, logistics analysis and problem solving, training, MaintEx, quality auditing and training, inventory management, process improvement, leadership training, budgeting and forecasting; Monitoring, evaluating, reporting and/or resolving contract compliance issues regarding scope reviews, sales tracking system verification, compliance, quality and contract management related issues, pre-award report assessments, and quality audits of contractor industrial processes, process controls, and quality systems and directing 2 Lean Manufacturing Specialists.

Performed regularly scheduled contractor reviews in support of the design to analyze, measure, evaluate and provide detailed feedback on performance and compliance with contractors providing plant services. These reviews found multiple billing errors that were resolved to the company’s benefit in the amount of $625,000.

Responsible for planning, managing and coordinating the total cradle-to-grave life cycle logistics support for assigned systems or subsystems, integrating separate functions of supply, maintenance, procurement and quality assurance into logistics activities required to sustain system fielding; These projects saved 6 plants over $138,000 each in logistical charges and maintenance contract fees.

Certified senior quality auditor for ISO 9001 driving down incomplete audits by 50%.

Designed inventory reconciliation process which reduced incorrect variances (write on/write-offs) by up to 45% and reduced overall inventories by 25%.

Revised several quality checks and process controls at several plants improving first pass yield by 15%.

Earned a Corporate World Wide Best Practice for the implementation of Predictive Maintenance and routes.

Developed and implemented all autonomous maintenance checks for 4 steel plants supporting a rise in completion rate from 20% to over 95% and an average OEE rise of 5%.

Implemented systems of Maintenance Excellence in 5 steel plants and 1 fibre plant include asset identification, store room organization, eMaint report writing and usage, and area board designing increasing OEE up to 29%.

Monitored organizational and contractor compliance with milestone and system performance criteria. These actions lead to savings of more than $132,000 per year in maintenance contracts at 8 plants.

Tarkett, Inc., Texas Tile Plant Plant Manager, Lean Black Belt Certified

JUN 2006- JUL 2010

Managed manufacturing center that generates $120 million annually; Responsible for attaining productivity goals; forecasting and budgeting; P&L accountability; logistics, inventory control of maintenance repair parts and raw materials; meeting quality goals; safety programs; maintenance programs; ISO 9001 and 14001 program, leading continuous improvement teams through Lean Six Sigma methodologies; capital projects; and leadership development of 110 associates, eleven salaried managers, and twenty unit leads.

Full P&L responsibility and budgeting.

Coordinated with Human Resources for first ever comprehensive training program.

Directed, developed and implemented logistics management operations that involve planning, coordinating, or evaluating the logistical actions required to support Texas Tile customers.

Reduced spare parts inventory by $1.5 million by implementing vendor managed inventory thus freeing up capital.

Implemented comprehensive safety program, which reduced lost time accidents from 5 to 0 for 2 years in a row.

Designed machine to sort PCW; Patent pending.

Received an innovation award by for reducing the cost of a tile line by 13%.

Increased preventative maintenance checks completion rate from 61.7% to over 99.33% by implementing a comprehensive autonomous maintenance program.

Implemented Black Belt project increasing mean time between failure rate by 30%, available production time increase valued at $406,000.

Expanded rail spur to allow storage on property reducing demerge costs to “0”.

U.S. Army Captain, Signal Corps

Selected over 200 officers to prepare Slovenia for membership in NATO.

Service in Germany, Korea, Bosnia, and Slovenia.


B.A., Ohio University, Athens, Ohio (3.1 GPA)

Lean Six Sigma Black Belt Certified

MBA Workshop (AMA)

Fundamentals of Finance and Accounting (AMA)

ISO Senior Quality Auditor Course

OSHA 30 Certified

Certified Reliability Leader (CRL)

PMP workshop, PMP certified Feb, 2018

US Army Basic and Advanced Course Signal Officer Training

Combined Arms Services Staff School

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