Manager Management

MICHAEL A. GENTRY

*** ******* ****, ********, ** 29621

864-***-**** (Home)

*********@*******.***

OPERATIONS LEADERSHIP / MAINTENANCE / SAFETY MANAGER

SUMMARY of QUALIFICATIONS

Proven leader with over 20 years of management, teamwork, team building and leadership experience.

Extensive experience in budget management, personnel management, and industrial safety. Versatile

manager with a tremendous work ethic. Experience includes Safety Management, Human Resource

Management, operations leadership and planning/scheduling.

PROFESSIONAL EXPERIENCE

Currently unemployed after working last in a contract position for GreenWood Inc.

GreenWood Inc. Maintenance Reliability Engineer, Training and Safety Manager

Dec 2012 – Jan 2014

Identified and managed asset reliability risks that could negatively impact manufacturing operations by

focusing on three main components: life cycle asset management (LCAM), loss elimination, and risk

management.

• Worked with project engineering to ensure the reliability and maintainability of new and modified

installations. Responsible for adhering to the life cycle asset management (LCAM) process throughout

the entire life cycle of new assets.

• Participated in the development of design and installation specifications along with commissioning

plans. Participates in the development of criteria for and evaluation of equipment and technical MRO

suppliers and technical maintenance service providers. Develops acceptance tests and inspection criteria.

• Participated in the final check-out of new installations. This includes factory and site acceptance testing

that will assure adherence to functional specifications.

• Guided efforts to ensure reliability and maintainability of equipment, processes, utilities, facilities,

controls and safety/security systems.

• Professionally and systematically defined, designed, developed, monitored and refined an asset

maintenance plan that includes:

o Value-added preventive maintenance tasks

o Effective utilization of predictive and other non-destructive testing methodologies designed

to identify and isolate inherent reliability problems.

• Provided input to a risk management plan that will anticipate reliability-related and non-reliability-

related risks that could adversely impact plant operations.

• Developed engineering solutions to repetitive failures and all other problems that adversely affect plant

operations. These problems include capacity, quality, cost or regulatory compliance issues.

Full-time College Student from April 2009 – October 2012

SAP PM Project / Maintenance Manager for Planners/ Schedulers Apr 2008 – Feb 2009

Project Manager for transition of maintenance program from an outdated database to SAP Maintenance

Program Module.

• Managed a team of employees in the verification and creation of Master Equipment List, Bill of

Materials (BOM), New Equipment, and Lock-Out Procedures for over 1,500 maintenance

actions. Transition resulted in the effective and proper tracking of man-hours, cost, and material

management.

• Developed a comprehensive training plan and held training for all managers and end-users to ensure

understanding of system and program effectiveness.

• Communicated with Operations Leader for efficient preventive maintenance and

routine job planning, work scheduling and execution to optimize equipment.

Process Parts Leader (Reliability Engineer), Owens Corning, Starr, SC Sep 2007–Apr 2008

• Performed design and process FMEAs to identify critical failure modes for high speed

i dlers, position idlers, and COT wheels used in production process.

• Led the testing of these components and equipment to improve their reliability or

resolve equipment issues.

• Performed root-cause failure analyses on critical equipment and on equipment failures.

• Developed a p reventative maintenance program to conduct vibration analysis.

• Communicated with Operations Leader for efficient preventive maintenance and

routine job planning, work scheduling and execution to optimize equipment.

• Determined the cost advantages of alternatives for developing action plans to comply

w ith

internal/external customer demands for reliable processes/equipment to avoid failures.

• Collected and examined basic reliability data from shop equipment studies or CMMS

data base, and compared the data to help determine t rends and areas for improvement.

• I ncreased the overall run time of equipment by employing root -cause failure analyses to

i dentify the cause for failure, and how to eliminate future failures.

Factory Safety Manager, Owens Corning, Starr, SC Sep 2006 – Sep 2007

Reported directly to the Plant Leader regarding all matters pertaining to Behavioral Based Safety work

force safety program.

• Analyzed employee behavioral observation data to determine training needs, developed curriculum

and delivered training sessions.

• Achieved a Plant workforce record of 209 days without a loss time mishap.

• Conducted eight safety training sessions each month, and new hire orientation training as scheduled.

• Reviewed and evaluated behavioral safety observers for effectiveness of observations/individual

growth.

• Observed employees (salary & hourly) as part of the Behavior Based Safety (BBS), compiled data,

generated reports, & present to management and safety team for use in trend analysis.

• Counseled & trained employees & shift leaders on safe behaviors based on observation results.

• Managed BBS process by conducting formal observations, training observers, managing data,

recommend improvements if safety systems, & communicating results.

• Conducted safety audits, analyzed safety data, administered training, equipment inspections, led

safety chats/huddles, FMEA analysis, designed safety reviews, and conducted accident investigations.

• Maintained, supported, & audited the EHS Management Systems.

• Maintained safety systems associated with work requests (RPN ratings), near-miss database,

corrective action logs, and CSB/plant scorecards.

• Assisted and supported activities of the Joint Safety Committee (JSC), emergency response teams,

and first-aid responders, and managed Respiratory Protection Program (Fit Testing).

• Coordinated the resolution of identified safety hazards in accordance with plant & corporate

policies/programs.

United States Navy AFLOAT TRAINING GROUP, Norfolk, VA Nov 2003 – Jun 2006

Department Manager/Human Resource Manager, responsible for recruiting senior managers and

instructors.

• Responsible for Unit Level Training and Aviation Training Qualification for all Air-capable ships

of the U.S. Atlantic Fleet and Coast Guard Area Commands.

• Responsible for the assignment and management of 18 fleet aviation trainers/inspectors to assess

aviation firefighting, aviation fuels systems, lifesaving equipment and aviation training programs

onboard U. S. Navy ships.

• Managed an annual departmental training budget of $350,000

• Served as Command Master Chief (Human Resource Leader) of more than 350 Sailors.

• Advised the unit Commander on decisions regarding all Navy and Command policy, personnel

discipline issues, and overall command moral and success.

USS GEORGE WASHINGTON CVN 73, Norfolk, VA May 2001 – Oct 2003

Air Department Master Chief Petty Officer and (V-1) Divisional Leading Chief Petty Officer

Provided superb leadership to an Air Department of 650 personnel and division of 180 personnel.

• Led flight deck operations in support of military operation ENDURING FREEDOM.

• Planned, scheduled, and tracked all aspects of a ship restricted service availability maintenance

period for a period of eight months using MS Project program in Portsmouth Naval Shipyard.

o This totaled over 40,000 man-hours for maintenance work and approximately $90M dollars

for ship’s company and contractor work.

• Provided critical guidance to the Air Department Head regarding mission tasking and the assignment

of personnel to proper positions to ensure team success.

Department Manager for the ship’s Safety Department Jan 2000 – Apr 2001

Operational Risk Management Program expert.

• Instrumental in reducing ship board mishaps from 56 to 8 in a one year period.

• Provided safety training for a command of over 3,000 personnel, and a total of over 6,000 personnel

assigned with the carrier air-wing embarked.

• Led the ship in winning the fleet’s Admiral James H. Flatley III, Award for safety recognizing the

ship as the safest aircraft carrier in the Navy in 2000.

EDUCATION & PROFESSIONAL DEVELOPMENT

• Currently pursuing my MBA, expected completion is December 2015

• Bachelor’s Degree, Business Administration, Saint Leo University, Saint Leo, Florida.

• Master Training Specialist, United States Navy

• Contracting Officer Training for civilian contract management, Orlando, FL

• Naval Leadership Development Prgm for Senior Enlisted Leaders, Norfolk, VA

• Maintenance Planner/Scheduler Course, University of North Florida, Jacksonville, FL

• Occupational Safety and Health Administration (OSHA) 30-hour Occupational Safety and Health

Train the Trainer Instructor Course, University of South Florida

• Project Management Course, ISO 9001:2000, ISO 14001:2004, and OHSAS 18001 Internal

Auditor Course, Tri County Technical College, Anderson Campus, Anderson, SC

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