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Manager Maintenance

Humble, TX
September 09, 2018

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***** ******** ***** **. ● Porter, TX ● 281-***-**** ●

James Carter


I’m an efficient Senior Manager with experience overseeing multiple manufacturing sites. Over 16 years of progressive management experience; 10 of which involve leading and developing strategic teams which provided the framework to implement the vision each organization needed to be successful. Proven track record of reducing operating costs, improving productivity, and quality through effective use of advanced tools like behavior based safety techniques, building critical equipment strategies, and Lean techniques.

Professional Experience

June 2016 Present UTLX LLC Houston, TX

Director of Maintenance (MFG Division)

Investigated, chose and deployed LOTO software which mitigated risk of serious safety issues and empowered the maintenance organization to “own their safety”.

Developed the plan to bring the companies 40+ overhead cranes to OHSA and CMAA compliance in 18 months.

Lead major Operations projects (e.g., program launches, plant layout changes, installation of capital equipment, major repairs, etc.), from planning through implementation and operating execution.

Developed the process of utilizing Engineering standards on all capital projects.

Utilized systematic approach to train and utilize our maintenance staff versus hiring outside resources for shutdowns and rebuilds. This action led to over 1MM in annual savings versus budget.

Directed and coordinated various programs essential to manufacturing support (e.g., safety, training, maintenance, cost reduction, worker involvement, etc.).

Created Key Process Indicators which aided the organization to pinpoint areas of deficiencies and plan a course of action versus making uneducated assumptions.

Decreased divisional downtime by 64% over a 18 month period by restructuring the Divisions maintenance organization and changing the culture.

Develop annual maintenance budget and execute all operational activities to meet or exceed financial plan.

Developed the company’s interview framework. This included developing questions, evaluation forms and the process to hire. All questions were tied back to the 5 values of the company. This allowed a competitive advantage when onboarding new hires.

Challenged vendors for price reduction where the market indicated. This saved over $100K in 4 months.

Sept 2013 June 2016 Georgia Pacific Corp. Corrigan, TX

Reliability Director (Building Products Division)

Reviewed and developed all SOPs and process controls on the facilities PSM team.

Created the vision and implemented the strategy to rebuild Corrigan’s Reliability Department.

Implemented Design for Reliability (DFR) strategies on several capital projects.

Performed Root Cause Analysis and Risk Mitigation in effort to resolve systematic causes of failures.

Developed “as found as left” process which allowed accountability of Techs and made sure equipment was left in a precision state.

Introduced precision rebuilds to cylinders which have allowed our facility to avoid $200K in new cylinder purchase for this year.

Headed work process training in effort to work on the highest valued opportunities.

Developed lubrication strategy that allowed our facility to lead the division in ISO count and lubrication usage reduction.

Implemented alignment and “as left” verification forms which slashed pump rebuild cost by $190M versus last year.

Developed Key Performance Indicators (KPI) in alignment with Corporate Engineering Model, tracked and routinely presented group performance to the Division’s Senior Vice President.

Oct 2008 Sept 2013 Graphic Packaging Inc. West Monroe, La

Maintenance Manager

Utilized Lean events (Kaizen) to drive culture change as it relates to the workflow process.

Utilized 5S and Standard Work to decrease tact time for planned and unplanned maintenance events.

Effectively promoted a culture of following the “Work Flow” process, which lead to a 20% increase in attainment.

Developed “Hot PM” which allowed our team to perform inspections while our assets ran. This allowed our team to remove 30% of our planned maintenance downtime.

Implemented cross functional training as a 1st step towards building a multi-skilled craftsmen team.

Downsized storerooms from 7 locations to 1, while removing items with long shelf life. This resulted in a 2.3MM savings.

Inventory Control Manager

Developed Kanban systems for raw materials which reduced inventory levels by $1.8MM.

Collaborated with our two largest customers to consolidate SKUs which led to a 17% decrease in inventory.

Established a wood pallet recycle program with Anheuser Busch and Miller/Coors which yielded $358M savings for our company.

Developed and coached an hourly employee to earn a position as a Plant Supervisor.

Introduced the Tuckman Model to the Senior Leadership Team in an effort to promote healthy team building.

Dec 2006 Oct 2008 MCC Jacksonville one of the Anheuser Busch Companies Jacksonville, FL

Assistant Production Manager

Implemented DuPont™ STOP™ (Safety Training Observation Program) which has directly led to a more safety conscious workforce.

Selected to attend Anheuser Busch’s rising stars classes at Corporate Headquarters, in which only the top 2% of employees are invited.

Developed changeover team which reduced label changes by 7 minutes. This facility averaged 3 changeovers per day.

Apr 2004 Dec 2006

Longhorn Glass one of the Anheuser Busch Companies

Houston, TX

Production Supervisor

Dec 2000 Dec 2003 Intel Corporation Aloha, OR

Engineering Tech


Grambling State University Grambling, LA

B.S. Electronics Engineering Fall 2000

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