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Manager Maintenance

Ponchatoula, Louisiana, United States
August 28, 2018

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337-***-**** 39811 River Oaks Drive, Ponchatoula, Louisiana 70454


LinkedIn profile- click: LinkedIn profile and references for Regis (Randy) Riney

Accomplished and results-driven professional with extensive experience in maintenance, operations, and manufacturing with proven abilities in directing scheduling, supply chain management, inventory control, and maintenance, repair, and operations (MRO), including implementation of maintenance programs and Computerized Maintenance Management Systems (CMMS). Well versed in 5S methodologies and preventive maintenance (PM) principles with successful track record of formulating and enhancing procedures to increase efficiency/decrease costs. Respected leader with talents training and motivating staff in union and non-union environments. Excellent troubleshooting skills, financial acumen, and process development capabilities. Constantly search for ways to streamline operations and maximize quality. Expertise includes:

Maintenance Systems development resulting in Continuous Improvement / Root Cause Analysis (RCA)/ Systems Engineering / Research & Development (R&D) / Change Management/ Technical experience in troubleshooting, repair, welding and fabrication/capital project management/ Strategic Planning / Workflow Optimization / Waste Reduction / Regulatory Compliance / Customer & Public Relations/ Budget Forecasting/Administration / Project Management / Leadership & Teambuilding / Product Development/Hydraulic and pneumatic systems/ Corrective Action Preventive Action (CAR/PAR) / Operating Systems / Workforce Utilization/

Computer Skills: SAP, MS Office Suite (Visio, Word, Excel, PowerPoint, Outlook)


Graham Packaging, Hammond, LA. Feb 2017- present

Maintenance Manager

Accountable for all maintenance operations for a $21M EBITDA plastics manufacturing facility. So far in 2017, have:

Developed and implemented shift rounds to proactively monitor and control condition and operation of utility equipment and systems.

Implemented shift turnover reporting, resulting in fewer communication breakdowns that interrupt operations

Implemented capturing maintenance history in SAP, tracking maintenance performance and spending

Reduced staffing spend by $250K/yr via development of new deployment strategy that makes overtime the exception instead of the rule

Implemented best practices sharing across sites and shared CI throughout the North American network

Ferrara Fire Apparatus- Holden, LA Sep 2016-Feb 2017

Technical Service Engineer (contract Change Agent)

Assigned to improve repair processes and assist technicians to be more proficient. Since September of 2016, have:

Developed procedures for activities that were previously inconsistent. Now are repeatable with consistent positive results.

Led the Team that established methods of conversion of response vehicle to foam suppression from water suppression, eliminating the need to procure separate vehicles for foam vs. water.

Increased turn-around time in assigned area over 50% by coaching technicians on streamlined methods of execution.

Enviva Biomass– Perkinston, MS Jan 2016-Jul 2016

Plant Manager- Contract Change Agent

Assigned to turn around underperforming operation and improve safety culture. During contract period:

Increased production from avg. 280T to >350T/day

Reduced plant spend by 15% while increasing throughput

Developed robust, repeatable safety processes and procedures resulting in zero incidents

Eliminated NOVs from regulatory agencies

Achieved budget targets consistently

Hood Industries – Wiggins, MS June 2015-Dec 2015

Turnaround Agent/Power House Superintendent

Accountable to turn around antiquated, neglected boiler plant operation and establish a new culture. During the agreed 6 month contract period:

improved daily steam output from 800K lb/day to 1.2M lb/day

reduced labor spending by $80K/yr for a Team of 12 crafts via introduction of new deployment strategy, utilizing the same headcount.

Reduced safety violations by 75% through incorporation of safety as a behavior.

Reduced shift call-ins to almost nil by introducing new call-in requirements

Increased equipment uptime by 50% via introduction of shift round procedures

Decreased maintenance re-work by over 80% via incorporation of new standards for work order completion.

Genentech, Inc. – Dixon & Vacaville, CA Sep 2002–June 2015

Campus Manager, Facilities, Operations & Maintenance – Dixon, CA (2009–June, 2015)

Manager, Maintenance Operations – Vacaville, CA (2002–2009)

Earned promotion based on success as Manager, Maintenance Operations for preeminent corporation in the biotechnology industry (now a member of the Roche Group). Challenged to lead team of regular employees and contract personnel throughout construction, commissioning, debug, ramp-up, and establishment of normal operations for 150K sq. ft. vivarium, laboratory, and genetic model production facility (largest plant of its kind in the world). Administer $8.7M annual budget and hold fiscal responsibility for facilities and maintenance requirements including MRO stores, right-to-operate, environmental, safety, and emergency response activities, contractors, and workforce of 130 union/non-union employees.

Successfully orchestrated commissioning, ramp-up, and launch of production on time and within budget with zero defects, regulatory issues, or safety incidents.

Managed all plant utilities, including steam boilers, boiler chemistry, steam system conditional assessments, thermal fluid heaters, domestic water heaters, and all associated pumps/piping systems.

Received numerous honors/awards throughout tenure in recognition of exemplary performance:

-Accepted Inspiration Award at national sales conference.

-Achieved “Key Contributor” designation, an accolade granted to <3% of 10K+ employees worldwide.

-Served as First Alert Team (FAT) Leader, assembling specialized response teams (HAZMAT, medical, rescue) to minimize training costs and was selected as FAT Leader of the Year.

Played critical role in several major milestones and operational improvements:

-Led 30-member team’s efforts to attain Oliver Wight Class A rating in 2009 for world-class maintenance of largest cell culture manufacturing plant on Earth, exceeding 95% for all KPIs encompassing conformance to cost, schedule, plan, safety, and performance requirements.

-Conceptualized and implemented paperless system for maintenance department, presently supporting approximately 90% accuracy of schedule performance and 95%+ adherence to due date and plan.

-Formulated new hire (crafts and management) criteria for entry into learning management database and incorporation into departmentally controlled document, setting in place clear path of qualification and development of employees.

-Eliminated damages from fire suppression system incidents by directing engineering changes and devising emergency response protocol; coordinated assembly of drawings, strategic placement of response packages, and training of all maintenance operations and FAT personnel.

-Cut work order documentation errors from 15% to 5%.

Originally hired as Manager, Maintenance Operations to aid in company’s rapid growth; ensured alignment of department with changes in corporate objectives and optimized performance of 126 subordinates, including boiler operators/steam plant operations, utility mechanics, maintenance mechanics, electricians and instrument technicians:

-Increased allocation per shift from less than 50% to 75%+.

-Presided over contract service providers and saved $1.5M by renegotiating agreements and researching more cost-effective vendors.

-Contributed to transition process during implementation of SAP, fulfilling role as Team Leader for user requirement specifications (URS) and functional requirements specification (FRS).


C&H Sugar Co., Inc. – Crockett, CA 1999–2002

Maintenance Superintendent

Enlisted to provide leadership and process improvement expertise for sugar refinery and packaging plant. Specifically employed to institute downtime tracking system, upgrade material control capabilities, and develop PM programs. Supervised 40 employees including Equipment Operators, Mechanics, Millwrights, Pipefitters, Welders, Crane Operators, custodial staff, and MRO personnel.

Launched Preventive Maintenance program for wet sugar centrifuges, saving more than $25K in Q1.

Managed development of operational and troubleshooting procedures for underperforming boilers, turning 1equipment uptime around from <75% to>85% in 60 days

Modernized antiquated scheduling procedures, cutting department OT from 20% to 13.8% within 6 months and reducing payroll costs by approximately $100K per year.

Lowered same-day sick time reporting 25% by establishing new call-in procedure.

Turned around underperforming operation, catapulting on-time job completion from 38% to 85%, resolving significant quality and internal customer service issues, and trimming department spending by 13% while simultaneously increasing output.

Generated 45%+ drop in critical equipment downtime by enhancing maintenance processes, employing downtime log, and analyzing performance metrics to identify areas of improvement.

Slashed disciplinary terminations 60% by initiating “Discipline without Punishment” strategy, eliminating previous policy of unpaid suspensions for nonconforming employees and introducing use of behavior agreement stating that repeat of actions would result in automatic severance of employment; this method substantially reduced time and money spent on disciplinary issues and raised employee morale.

Decreased OSHA discrepancies/violations by 75%.

Prior to being recruited by C&H Sugar, over ten years’ experience in various maintenance engineering and supervision roles ranging from floor-level crafts person to Maintenance Supervisor in various food, beverage, and chemical production environments including pumps, conveyance systems, mills, presses, scrolling systems, and other plant/processing equipment, systems and facilities.

US Air Force Veteran – Heating Systems Specialist (Sergeant); Honorable Discharge


Executive Leadership Certificate, Cornell University – Johnson Graduate School of Management, Ithaca, NY

Hospital Steam Plant (boiler) supervisor, Beale AFB Hospital

Business Management Coursework, Colorado Technical University, Colorado Springs, CO

NDT Inspector Level I & II Certification – American Society for Nondestructive Testing (ASNT)

Former Certified Facility Manager (CFM) – International Facility Management Association (IFMA)

Confined Space Entry & Rescue Instruction Certification – OSHA

24-hour HAZMAT Industrial Technician Operations Training – OSHA

Decision Making & Root Cause Analysis Training – Kepner-Tregoe

Former Member – IFMA Research & Development Council; Manufacturing Council

Authored and Presented Continuing Education Presentation: “Motivation Strategies for Today’s (and Tomorrow’s) Workforce.” IFMA Manufacturing Council (2009).

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