Manager Maintenance

Mohamed Chaouche, P.Eng.

R: 709-***-**** C: 418-***-****

*** ******** ******, ******** **** NL A2V 1H6

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Energetic, experienced and hands-on professional, focused on results, with

many successes in the area of implementation of continuous improvement and

problem solving.

With a strong theoretical & practical experience using Lean Six Sigma

method, I have completed several projects. As an expert in the field with

over 20 years of experience, I have grown and implemented continuous

improvement models that have saved thousands of dollars to mining and

manufacturing companies. For example, the optimization of setups based on

SMED technique (change liners of the crushers and mills), operational

excellence based on the ACE (Achieving Competitive Excellence) model.

I am proficient using 5S, Kaizen, Six Sigma TPS and Kanban, production

cells TOC, VSM, SMED, TPM, etc., business processes as well as project

management and problem solving (RCA). I have trained and educated hundreds

of employees on continuous improvements based on practical simulations.

I am very competent with excellent oral and written communication skills, a

great spirit and a team player with strong leadership skills. Detail

oriented, I respect internal and external regulations and standards

(health, safety and environment). I have in-depth knowledge of the current

best practices in the mining industry and a clear vision to accomplish

corporate goals. I help maintain a good workplace environment. I am a

builder, a motivator who can rally the team around a corporate project.

I have a strategic vision, as well as an excellent ability to analyze and

evaluate risk. I have organized several industrial projects, interacted

with various levels of management including first-line employees in order

to clearly identify an issue, define it, analyze, plan, organize, execute

and monitor over time.

Proactive, multilingual, rigorous and dynamic, possessing strong skills in

planning and scheduling maintenance tasks. Recognized by my peers for my

accomplishments as a motivator and team leader with strong skills in risk

management to complete projects.

Cliffs Natural Resources (Bloom Lake Mine), Fermont 2012 - 2013

Reliability Maintenance Manager

With a strategic vision, my first mandate in this position is to create

the Maintenance and Continuous Improvement Department and implement a

multidisciplinary team. The mission of this department is to provide

technical support to the mine (mining operations and the plant) to reach a

company goal. To do this, I initiated a Value Stream Mapping (VSM), from

the blasting to the loading of the train, in order to identify

opportunities for improvement (bottlenecks). This allowed us to launch

several improvement projects in order to understand the process including

the critical path, and control the production process to optimize the

continuous flow rate and enhance the knowledge and skills of our employees.

Constantly seeking new technologies and the application of best practices

in reliability and maintenance, in order to continuously improve the yield

and productivity of our mobile and fixed assets and increase the

productivity of our employees. Weekly review of the trends demonstrated by

performance indicators in order to identify opportunities for improvement

and to proactively intervene to minimize the risk of stoppage.

Achievements

1. Identified bottlenecks with the help of simulations of the Theory of

Constraints (TOC);

2. Launched several 5S and Kaizen workshops for the mobile equipment

maintenance garage, and different work stations;

3. Designed a 5S mobile truck for interventions on the mining equipment

(shovels and drills); Designed a mobile unit to repair buckets at -40oC;

4. Identified all assets on the critical path using FMEA, placed in an

inventory min / max of critical components;

5. Optimized major shutdowns based on SMED technique (i.e. changing the

liners of the crushers and AG-Mill).

6. Developed and implemented an improvement process for major work

stoppage, (GRIP), the identification of the work to be performed.

Planned the logistics for the materials as well as internal and external

stakeholders, managed and monitored the progress of the work in order to

meet the deadlines;

7. Implemented a vibration and oil analysis program for the entire mining

site (shovels, drills, crusher and AG-Mill) in order to ensure a certain

reliability of assets and thus increase their availability;

8. Implemented a Key Performance Indicator;

9. Implemented comprehensive strategies for reliability-centered

maintenance teams for the plant and the mine. (MSP-SPC);

Superintendent Maintenance Plant 2011 - 2012

Led the maintenance team of the plant to safely perform the work on assets

in accordance with the security and maintenance standards of the company.

The team included mechanics, electricians, supervisors, mechanical and

electrical engineers and planners. The mission of the department was to

provide maximum availability of the production tool resulting in a

reduction of time for corrective and preventive interventions. Continuous

monitoring and measuring of the performance of the team members to maximize

production. Rethink the organization of the work and different

interrelationships, identified internal and external partners, created a

reliable communication and exchange channel to follow daily. Worked in

collaboration with purchasing, inventory, operations, Human Resources, sub-

contractors and suppliers to achieve operational excellence.

Achievements

10. Established preventive maintenance activities and developed a

maintenance calendar. Managed projects which involved improvement and

design modifications from conception to implementation;

11. Standardized work processes, training and raise awareness which led to

changes in how things are done.

12. Organized tasks according to roles and accountability for each team

member together with tangible and measurable objectives for the annual

performance review;

13. Prepared the annual maintenance budget for the department and effective

management;

14. Managed the work of sub-contractors and ensured appropriate services

were received.

15. Maintained efficiency and profitability according to the operation plan

of the plant.

16. Establish a control system for minor stoppage (Ampla, Schneider

system), to analyze statistics and understand the assets.

ArcelorMittal Mines Canada (Mont-Wright Mine) - Fermont 2009 - 2011

Manager, Asset Reliability Management

Led the Asset Reliability Management team by providing technical support in

order to meet production targets in line with the business plan. My

mandate was to develop maintenance and continuous improvement strategies

based on Reliability Centered Maintenance (RCM) and the tools of the Toyota

Production System (TPS), in order to implement world class maintenance

best practices. We needed to raise awareness, train and coach maintenance

and operations employees to these new practices in order to achieve

operational excellence. Provided technical support on the best practices in

maintenance, raised awareness and provided training on reducing mining

cycle time and coaching using simulations to reduce time when replacing

liners on the crushers and AG-Mills.

Achievements

17. Collaborated closely with suppliers to improve the reliability of the

assets;

18. Improved the method to change the liner of the AG-MIlls by using the

SMED technique and audited the change management process;

19. Initiated a PMO for projects and established a monitoring chart for the

mining site;

20. Created an all equipped 5S truck for field and mining equipment

interventions;

21. Performed periodic audits to monitor improvements;

22. Developed an efficient management of the assets of the mine to ensure a

certain availability and performance.

23. Identified and eliminated all unnecessary work with no added value to

the operation, workshop 5S, 5M;

24. Led by example : worked side-by-side with employees to ensure they

adequately understood maintenance procedures and establish a positive

workplace environment;

25. Developed and implemented annual strategic plans, made presentation of

year-end results to senior management;

Flextherm inc. - Longueuil 2008 - 2009

Manager, Quality Assurance (1 year contract: ISO 9001: 2008 implementation)

Develop business process to obtain ISO91001 version 2008 certification.

Achievements

26. Developed all business processes and procedures.

27. Trained on ISO standards.

28. Trained Internal Auditors

29. Obtained certification in 10 months.

Camoplast inc. - Sherbrooke 2005 - 2008

Manager, Project ACE (Achieving Competitive Excellence)

Led a team dedicated to continuous improvements in the implementation of

the ACE Program in 18 different plants in order for each site to meet their

production objectives in line with the business plan.

Achievements

30. Saving of $8 M, figure published by the accountants

31. Improved delivery time to customers from 65% to 90% in 90 days.

32. Improved the quality of the product

Teleflex Megatech Electro - Grand-M re 2001 - 2005

Manager, Quality Assurance and Continuous Improvement

Implemented the ACE (Achieving Competitive Excellence) Program and the

Quality Management System ISO 1900 :2000, as required by our clients.

Restored their trust and was attentive in order to better meet their

requirements and anticipate their future needs. Put in place a Root Cause

Analysis process, trained and coached the employees. Supervised work teams

to put in place 5S across the three plants, developed performance

indicators and implemented a process to address clients' complaints.

Trained internal auditors and ensured that daily tasks were carried out

according to established standards. Focused on cost reduction, improved the

quality of the product, reduced waste and got it done right the first time.

Implement a Statistical Process Control (SPC).

Achievements

33. Educated and trained employees in the ACE philosophy and at ISO 9001 :

2000;

34. Implemented continuous improvement tools (5S, Kaizen, Standard Work,

TPM, VSM, SPC, OEE);

35. Trained ACE implementation team for each plant, provided support and

continuous coaching;

36. Developed and maintained systems to record the performance of the

equipment and history of failures. The analysis allowed to prioritize

maintenance work, develop improvements and to effectively monitor

projects. Improved the quality of the product;

37. Monitored trends in the results of the quality of the products as well

as the overall perspective of clients on the dashboard, record non-

conformities in order initiate action plans to improve;

38. Led and supervised the activities of the maintenance and engineering

team. Kept up to date learning and development plans of the workforce

according to the strategic plan of the department presented to senior

management;

39. Worked collaboratively with other departments to identify, address and

correct problems. Supported various departments in achieving corporate

objectives in terms of production and cost reduction;

40. Developed and implemented investment projects aimed at improving the

security, quality, effectiveness, compliance requirements and new

products;

41. Successfully obtained ISO 9001 : 2000 and 14,000 (environment);

42. ACE Certification by United Technology for 3 plants.

Centre de services aux entreprises - Granby 1996 - 2001

Senior Consultant, Maintenance & Continuous Improvement

Assisted different clients in the implementation of continuous improvement

tools. Developed and tailored improvement and maintenance programs for

clients. For example, the optimization of setup machine for IBM Bromont,

Standard Work and Six Sixgma for Bombardier. Deployed Production Added

Value tools for Shermag et Sherwood Drolet. Implemented the Toyota model

(Toyota Production System) for Waterville-TG. Tailored preventative

maintenance program (PM) for Viasyste. Provided training, on-the-job

coaching, carried out improvement projects with production employees.

Planned, organized and monitored projects from start to finish while

ensuring allocated budgets were respected.

Achievements

43. Implemented PAV (Production Added Value) techniques for clients (IBM,

Toyota, Cascade, Kraft, etc.) and met their needs;

44. Organized and managed different workshops such as 5S, Kaizen, the

implementation of the Spirit of TPS (Toyota Production System) and SPC

(Statistic Process Control;

45. Introduced one piece flow, reduced production set up using SMED,

reduced unnecessary movements during production (organized work place

design);

46. Trained and coached teams to implement and adopt continuous

improvement.

Wallobec Lt e - Saint-Hyacinthe 1990 - 1996

Manager, Operations

Led a Production and Maintenance team responsible to complete requests from

order log, without any accidents or loss of time.

Achievements

47. Opened New-Brunswick and Ontario market

48. Increased sales from $0.6 to $2.2 M.

49. Reduced costs by 30 %

PhD in Industrial Engineering 1989

PhD in Industrial Engineering 1989

Universit Aix Marseille III, France

Masters in Industrial Engineering 1986

cole Polytechnique de Nancy, France

Engineer in Mechanical Engineering 1983

Industrial Maintenance Option

Institut National du G nie M canique, Algeria

2013 Root Cause Analysis (RCA - Reliability Center Inc - USA

ProAct)

2012 Roles & Accountability Sinclair (Michigan - USA)

2012 Leading Stability Foundtion Cliffs - Global Continuous

Implementation Improvement

2011 Maintenance Planning & cole Polytechnique de Montr al

Scheduling

2011 PMP (Project Management Sirius (PMI Institute)

Professional)

2011 Carte du travailleur Association Mini re du Qu bec

2010 RCM II (Reliability Centred Aladon IVARA

Maintenance)

2004 Certified Quality Manager, (Six American Society for Quality,

Sigma) Montr al

2001 Achieving Competitive Excellence United Technology, Grand-M re -

(ACE) Qu bec- Canada

2001 ISO 9001 Training Auditor Intertek, Montr al - Qu bec -

Canada

Languages Spoken and Written:

French and English

Arabic and Berber

Membre de l'Ordre des ing nieurs du Qu bec

. Membre de l'Ordre des Ing nieurs du Qu bec (OIQ)

. Association of Professional Engineers and Geoscientists of Alberta

(APEGA)

. Professional Engineers and Geoscientists Newfoundland and Labrador

(PEGNL)

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