Mechanical engineer with extensive maintenance experience

Charles Knight, P.Eng.

*** ***** ******, ******* **, P3B 4A1

Residence: 705-***-**** Cell: 705-***-****

Email: ********@***************.***

PROFESSIONAL PROFILE

. Mechanical Engineer (B.Sc honours); Masters degree in Maintenance

Management.

. Strong multi-discipline experience

. Excellent leader in guiding people to building systems where none exist

. Expert with Computerized Maintenance Management Systems and spares

management

. Hands-on engineer before progressing to the Management level

. Project-based approach to maintenance challenges and requirements

. Focused on strategic planning and producing results

. Well versed in management - safety, quality, production, human resources,

and maintenance

PROFESSIONAL EXPERIENCE

Engineering and Maintenance Manager, Tembec Kapuskasing

August 2012 - March 2014

Accountable for the management of maintenance and engineering for the

Thermal Mechanical Pulp Mill, New-print Mill, steam generation and effluent

treatment plant.

* United the sections within maintenance, achieving higher output through

cooperation and synergies

* Developed team through key hires and alignment of roles

* Effectively re-organized planning and execution of maintenance systems

* Developed Maintenance Improvement plan, embracing Key Performance

Indicators and other best practices

* Both paper-mill exceeded their efficiencies record under my management of

maintenance

Manager, Maintenance, Taseko, Gibraltar

February 2012- May 2012

Accountable for management of maintenance and reliability engineers.

* Asset management of open pit drill and shovel copper production fleet

* Asset management of 55,000 tons per day processing plant

* Responsible for making key decision on direction of asset management on

the property

Reliability Manager, North-East British Columbia

Walter Energy Western Coal (Formerly Western Coal Corp)

February 2009 - February 2012

Accountable for maintenance of three coal mines with total production

target of eight million tonnes per year.

* Developed and implemented asset management standards

* Key emphasis on performance indicators across sites

* Standardized maintenance planning (including software platform) across

sites

* Promotion of Asset criticality and Reliability Centered Maintenance

* Standardized maintenance infrastructure and support equipment

* Spearheaded work-shop expansion project to accommodate larger trucks

* Fleet and major spares rationalization

Previous: Manager, Maintenance Department

Managed a department of over 120 employees who maintain and repair the

mine's equipment used in open pit coal mining; with a budget of $60

million.

* Transitioned the department from a contractor based operation to an owner

based organization

* Developed a culture of improved "wrench time" through good maintenance

planning.

* Improved Preventive Maintenance Compliance

* Immediate changes to maintenance effectiveness allowed operations to

achieve and exceed targets

* Created several tools for tracking and distributing key performance

indicators, which allowed better alignment of efforts

* Implemented cost controls allowing better visibility of expenditures, and

vendor involvement

Project Manager, Wardrop Engineering

May 2007- January 2009

Utilized engineering and project management skills, as well as

organizational and presentation skills to manage engineering projects.

* Created breakthrough with a key client

* Set the standard for quoting on "small projects"

* Provided technical expertise as necessary

* Established office wide manpower planning tool

* Coordinated inter-office effort on a time sensitive and critical project

* Performed as Engineering Manager for "Early Works Development" for a

major mining company

Maintenance/Engineering Manager

Affinia Canada Corp (formerly Brake Parts Canada - Dana Corporation) -

Sudbury

October 2002 - April 2007

Managed maintenance and engineering department to ensure effective and

quality production of automotive parts. Well respected for production

oriented approach to maintenance

* Raised safety standards through proactive implementations of codes and

associated equipment upgrades

* Revamped annual safety review system - much appreciated by trades and

supervisors

* Solved a major environmental issue ($1.5 M project) that was ongoing for

over a decade

* Revamped the Maintenance Delivery System leveraging technology and

systems

* Achieved better utilization and coordination of human resources -

contractor/in-house

* Implemented productive maintenance/operations communications

* Professionally managed shut-down turn-a-rounds - plant up and running to

schedule and budget

* Managed solutions to four major equipment issues - all but disappeared

from downtime leader-board

* Spearheaded equipment financial reporting system computerization

* Improved the Capital program process

* Took over and enhanced functionality of the Stock-room

Manager, Precision Finished Components (Tesma International)

February 2000 - June 2002

* Implemented a modern maintenance management system, TPM program and

created credible data tracking systems for maintenance and production

* Retooled the maintenance department and enhanced functionality of the

Stock-room

* Implemented reporting structure and systems to achieve "Manage by Data"

concept

* Control of the Advanced Product Quality Planning process

* Supervised Research & Development team

* Operational control of production units to achieve Company goals, through

Self-Directed Work Teams

* Designed and implemented scheduling software as add-on to the ERP

* Piloted production recovery plans to bring struggling production lines up

to required production

* Results included higher equipment reliability, more professional approach

by trades, higher levels of process ownership by operators, and

confidence in the information systems

Maintenance Manager, Cape Breton Development Corporation (Devco)

1998 - 2000

Accountable for maintenance management structure and direction for two

operating coal mines.

* Effectively redistributed Human Resources to match equipment service

requirements

* Aligned maintenance delivery with production schedules and quotas

* Provided technical leadership in advanced maintenance techniques and

methodology

* Stamped out costly mismanagement of hydraulic system

* Implemented results oriented reporting using contemporary methodologies

* Instituted warranty management - saved close to one million dollars

* Reestablished the image of the Central workshop - led to dramatic

improvement in the shops' productivity

* Engineered equipment and systems upgrades, installations and

modifications

> Critical dewatering system - reduced maintenance spending by $400, 000

per year

> Wire-rope change-out on cable belt - on time and within budget

> Ventilation fan problem resolution after years of concern

* Successful installation and startup of new mine districts

* Successful management of $11M Capital Equipment project

Progressive roles - Maintenance Planner, Maintenance Engineer & Senior

Engineer

Smoky River Coal Limited (SRCL)

1993-1998

* Manager of $25 million "new technology" projects - delivered on-time and

within budget

* Designed and built material conveyance and dust suppression systems

* Provided mechanical engineering support company wide

* Implemented Computerized Maintenance property wide

* Engineered equipment upgrades and rebuilds

* Acted as Maintenance Superintendent when needed (Underground and Surface)

Experience Prior to Canada

* Designed and implemented maintenance systems and facilities

* Lectured in metallurgy, corrosion science and operations research

* Conducted equipment evaluations for buy-outs, mergers, and operational

improvement

* Field tested mining equipment functionality and reliability

* Delivered highly praised safety implementation strategy

* Led construction of new facilities and managed of change-over and

implemented Strategic planning and growth of the organization

* Responsible for financial management of Operations department

* Restructuring and relocation of resources

* Delivered cash-flow realization

EDUCATION

Bachelor of Science: Mechanical Engineering (Honours) - University of the

West Indies

*

Master of Science: Maintenance Management - University of Manchester

(England)

PROFESSIONAL AFFILIATION

* Professional Engineer, Professional Engineers of Ontario

* Previously licensed in British Columbia, Alberta and Nova Scotia

* Member of Plant Maintenance and Engineering Association of Canada (PEMAC)

References available upon request[pic][pic][pic][pic][pic][pic]

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