Daniel Mainwaring

**** ***** ******* * **********, MO 65706

402-***-**** cell ac73am@r.postjobfree.com

Leadership Enterprise Asset Management Maintenance Operations P&L Responsibility Capital Planning Regulatory Compliance Change Management Process Engineering Training & Development

Experienced senior level leader with over twenty years of proven success. Spearheads innovative programs, processes and procedures utilizing modern practices to maximize productivity and reduce direct operating costs. Establishes a culture of earning trust and respect, inspiring employees at all organizational levels by demonstrating personal commitment and strong leadership. Consistently delivers successful outcomes when faced with shifting priorities and complex environments. Promotes productive, cohesive teams through direct employee interaction, recognition and training. Additional competencies include:

Strategic Alliances Lean Six Sigma

Enterprise Asset Management SMED Projects, Kaizen & 5S

Process Improvement Environmental Health & Safety

Cost Analysis & Budgets Preventative & Predictive Maintenance

Strategic & Operational Planning Project Management & Implementation

Renewable Energy, Biofuels & Steam Technology Applications, CMMS & IIot

Career Synopsis

Independent Stave Company, Missouri Cooperage, Lebanon, MO Jan – Oct 2018

Maintenance Director

Directs the Maintenance Department in the predictive, preventative, and corrective maintenance of all site equipment and facilities in the largest distilled spirit barrel production facility in the United States. Coordinates and performs in house and off-site training to ensure maintenance personnel are achieving professional technical expertise. Develop and implement company programs for adherence to government, ISO, and customer requirements.

Administrator for the companies Enterprise Asset Management system. Established the software and procedures required and preventative equipment maintenance routines for all plant assets to document maintenance activities, provide capital asset management, and long-term historical reference.

Established critical spare parts inventory process for plant equipment and auditing programs for the accountability and accuracy of a $1.2M critical spare parts inventory.

Initiated predictive vibration analysis, infrared inspections, equipment balancing and alignment maintenance programs to improve equipment reliability by 45% in the first year.

KAAPA Ethanol, LLC, Minden, NE 2013-2018

Maintenance Manager

Leads the Maintenance Department in the predictive, preventative, and corrective maintenance of every facility and system in an 80MMGY Fuel Ethanol production plant. Owner for accountability and accuracy of $1.2 million critical spare parts inventory and the short term/long term repair and maintenance budget of $2 million. Develops and coordinates in house and off-site training to ensure maintenance personnel and company programs are in accordance with industry expectations. Program manager for plant shutdowns, expansions and other plant special projects totaling $21.2 million resulting in an increased production rate of 20 million gallons per year (20MMGY) with an annual increase in company profits of $30 million.

Wrote and implemented plant wide programs such as the Electrical and Arc Flash Safety Program as required by law under OSHA 29 CFR 1910.137 and NFPA 70E regulations, critical equipment calibration and testing program, and plant mechanical integrity programs, achieving an 80% reduction in electrical hazards throughout the facility and enacted proper procedures required for any industrial electrical work on-site.

Results of the maintenance department activities reduced equipment failures by more than 80%, lowered the average monthly equipment breakdown from 12 a month to less than two per month and contributed to the improved production rates of an additional (20MMGY) to bring forth the four-highest continual uptime production years in the company's 15-year history:

Company EAM system Administrator (eRPortal software), at all company facilities to ensure documented maintenance activities, asset management, and long-term historical reference.

Restructured the inventory process, developing critical spare parts cycle count auditing programs for the accountability and accuracy of critical spare parts inventory improving production rates 30% due to parts being on hand and available when required reducing unnecessary downtime.

Advanced BioEnergy LLC Flint Hills Resources Fairmont, Fairmont, NE 2010-2013

Maintenance Manager

Accountable for the accuracy of a $1.4 million parts inventory and annual maintenance budget of $2.3 million. Led the predictive, preventative and corrective maintenance of every facility and system in a Fagen/ICM built 100MMGY Fuel Ethanol production plant. Acted as Project Manager for major new equipment installations occurring at any one of three Advanced BioEnergy plants in Nebraska and South Dakota.

Managed development, procurement, and installation of the $2.24 million Corn Oil Extraction installation project at the Fairmont, NE plant and the $1.3 million Corn Oil Extraction project for the Aberdeen, SD plant which produced a new revenue stream and $1.5 million in additional annual company profits derived from the secondary products of ethanol production.

Researched and established the company Electrical and Arc Flash Safety Program as required by law under OSHA 29 CFR 1910.137 and NFPA 70E regulations, critical equipment calibration and testing program, and plant mechanical integrity programs resulting in a 60% reduction in electrical hazards throughout the facility and enacted the proper procedures required for any industrial electrical work on-site.

Spearheaded the conversion and implementation of the company-wide EAM software at all facilities to establish long term historical documented required and preventative maintenance actions, asset life cycle management, purchasing and inventory.

The EAM system established improved asset management, raised the responsiveness of the maintenance department and allowed a ready reference of information required in meeting regulatory compliance standards for the EPA, OSHA, FDA, and state agencies.

Licensed Nebraska Water Operator IV, Site Security Team member, Hazmat Rapid Response, Confined Space Rescue Team Member, OSHA Qualified Electrical Worker.

Coca-Cola Enterprises, Niles, IL 2008-2009

Maintenance Manager

Maintained accountability and accuracy of a 1.8 million parts inventory. Managed Maintenance department personnel in Preventative and Corrective Maintenance of five beverage fillers, packaging machines, 500 HP boilers, ammonia compressors, air compressors, liquid nitrogen and carbon dioxide distribution systems, and all associated beverage blending, pasteurization, filling, and packaging equipment and facilities.

Played instrumental role in successfully certifying the plant in the CCE Environmental and Safety Management Systems in 2008.

Developed and instituted a plant-wide internal work order and inventory program for all departments to effectively use the automated CMMS program (Maximo and SAP).

Developed strong working relationships with external contractors, ensuring plant met production and safety goals.

Set up agreements for exterior lighting, fire sprinkler system testing, labeler and packer quarterly audits, Co2 and Nitrogen system maintenance and maintained controls on existing agreements in place for HVAC, ammonia system, boiler maintenance and water chemistry, and air compressor maintenance.

Increased efficiency of the production lines by reducing machine changeover times such as the Single Minute Exchange of Dies Project accomplishment which reduced changeover time of a bottling machine from 8 to 4 hours.

U.S. Navy Recruit Training Command, Great Lakes, IL 2005-2008

Manager of Military Training/Scheduling Operations (2005-2008)

Chief Petty Officer Association Treasurer and Event Coordinator (collateral duty) (2006)

Provided sound leadership and expert management in the health, welfare and training of newly inducted United States Navy recruits in two specific roles:

Recruit Barracks Leading Chief Petty Officers managing 42 professional military personnel in daily training of up to 1500 new recruits in all phases of basic military skills and training. Provided coordination with multiple barracks contractor services to provide operations and logistics strategy recommendations to senior managers to maximize operating resources.

As the Manager of Military Training and Scheduling Operations, managed seven personnel in resolving critical policy, manning, and facility challenges affecting every aspect of recruit training, including development of 400 eight-week training schedules.

Reduced annual base operating costs by $3.7 million dollars by instituting three major initiatives to maximize the use of operating resources:

oDeveloped a 500-division loading process resulting in maximized resource utilization and increased annual recruit accessions from 45000 to 55000 personnel;

oCombined efforts with Laundry, Galley, and Uniform Issue Services to aggressively resolve 240 major service concerns, directly improving 110 recruit division daily training schedules;

oCoordinated unique operational requirements in creating first-ever 14 Special Operations divisions. Developed concentrated training plans, expanded physical training schedules and maximized throughput of these SPECOPS recruits directly into the SEAL/BUDS program following boot camp.

As the base Command Duty Officer watch, was responsible as the Commanding Officer’s direct representative after normal working hours. Responsible for management and response to any actions on base that encompassed the 140-acre site which included fourteen 1,200-person barracks, and 12,000 staff and recruits at all times.

Planned and coordinated the successful 2006 and 2007 Chicago Pride Day event United Services Organization (USO), Chicago White Sox, Chicago Police and Mayor’s Office. This is a multiple command, day long, 500-person Navy Chief Petty Officer Heritage event in downtown Chicago.

U.S, Navy, USS Shreveport, Norfolk, VA 2002-2004

Department/Propulsion Plant Manager

Managed 22 personnel in the operation, maintenance and repairs of a challenging 36-year-old 600-pound main steam propulsion boiler, high pressure and low-pressure main steam propulsion turbine, 750 KW steam turbine generators, 30,000 gallon per day fresh water distilling plant, and a myriad of associated auxiliary equipment. Senior operator qualified and expert operator trainer; Engineering Duty Officer and Engineering Officer of the Watch Qualified.

Maintained 100% accountability of engineering property/equipment valued at more than $40 million.

Developed performing, cohesive watch teams with continual outstanding results.

Attained an unprecedented score of 96% during Inter-deployment Training Cycle and attained the status of the “best engineering department” in the Mid-Cycle Assessment of the Engineering Support Group:

During the ship's scheduled maintenance availability overhaul, completed all major plant work on schedule and through sea trials which allowed the ship to meet the operational deployment schedule;

Documented and coordinated 385 contract overhaul job packages, 132 critical quality assurance checks, and monitored progress of outside repair activities for acceptance of final work.

Flawlessly managed the engineering operational procedure program and conducted trend analysis of plant condition through operating log assessments.

A team builder and leader in training and development of personnel:

Generated and conducted core engineering lectures to aid junior sailors in understanding steam plant theory, operation, and troubleshooting:

Trained and qualified three senior level personnel in the Engineering Officer of the Watch;

Directly mentored subordinates resulting in two selected as Sailor of the Quarter, and 12 advanced in rank.

Education, US Navy Training, Certifications & Licenses

Western Governors University, Salt Lake City, Utah MBA: Management and Leadership

Bellevue University, Bellevue, NE Bachelor of Science: Management

University of Phoenix, Omaha, NE Associates of Arts: General Studies

Lean Six Sigma Yellow Belt training; Confined Space Rescue Team; Shipboard Fire Fighting and Decontamination training

Certified U.S. Navy Master Training Specialist and Instructor; Command Duty Officer Qualified; Engineering Officer of the Watch

Qualified; Engineering Duty Officer Qualified; Leadership Skills Training Director and Instructor, Recruit Division Commander,

Licensed Nebraska Water Operator IV

Associations, Community & US Navy Recognition

Society of Maintenance and Reliability Professionals: Member; Fleet Reserve Association, Former Member; Great Lakes Chief Petty Officers Association, Former Member and Treasurer; Sigonella Chief Petty Officers Association, Former Member; USO Volunteer and Lake County Food Bank Volunteer, Formerly for three consecutive years; TEAM M3 Association of Maintenance Professionals, Member and hosted the January 2017 conference and expo in Kearney, NE.

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