Maintenance Customer Service

K ent C. Potter

*** ****** ****** *., ***********, MN 55426

**********@*****.*** 763-***-**** (h) 763-***-**** (c)

• A process driven and dedicated leader with a collaborative team concept approach to

management with significant experience in developing and leading goal oriented and safety

focused teams to success.

• Excellent facilitator and communicator with over thi r ty years experience leading teams and

i ndividuals in continuous improvement projects utilizing Total Quality Management, Lean

M anufacturing, and Six Sigma principles including DMA IC, PDCA, Kaizen Events, 5S + Safety,

Root Cause and Process Hazard Analysis.

• Extensive experience in Total Productive Maintenance (TPM) programs to include

P reventive, Autonomous, and Predictive Maintenance programs which when combined with a

detailed knowledge of power distribution, AC/DC drive systems, Allen Bradley & Siemens PLC’s,

H ydraulics, pneumatics, f luid t ransfer, refrigeration, and mechanical systems, has lent to an

exceptional ability to develop and maximize use of these programs.

• Comprehensive software operating knowledge in JD Edwards EAM, SAP, MP2 and M icro

M ain CMMP, M icrosoft Word, XL, Visio, Access, Power Point and Publisher, Smart Draw, M ini-

Tab, CAD/CAM, Auto CAD, File Maker, Peachtree Accounting, and QuickBooks Premier.

P rofessional Experience

Bellcomb Technologies, November 2014 to P resent

Plant Manager - E nsure all areas of operational activity involved in producing and delivering

l ightweight natural stone panels support Bellcomb’s business strategy with emphasis on safety,

quality, customer service and creating a continuous improvement culture as well as ensure effective

leadership and management of Production, Engineering, Quality Assurance, Planning/Buyer,

Warehousing, Logistics and Maintenance teams.

• Within five months of arriving, labor was reduced by 27% with productivity during this same

period increasing by 29%.

• Identified an overstocked condition associated with raw manufacturing materials and quickly

set policies in place whereby levels are being reduced, new vendor’s have been identified to

p rovide JIT material, and t racking systems put into place to accurately predict demand.

• Redesigned the manufacturing f low to increase throughput and quality which has resulted in

significantly improved on-time delivery and tu rn-around t imes for all project deliverables.

• Implemented a new process for panel edge-filling in only 48 hours when i t was determined

t he previously engineered system was not cost efficient, too labor intensive and would not

permit for the on-time delivery of a 1.7MM project. This new method was so efficient that all

costs associated with this as well as the prior method would be recovered during the course of

j ust four months.

Royal Cup Coffee, October 2012 to October 2014

Maintenance Manager - Lead a team of technicians covering three shifts of operation in the repair

and maintenance of all production and packaging equipment and systems used in a food grade

manufacturing facility developing their skills as they work to consistently achieve performance

objectives in a safe work environment. Develop and Manage CMMS processes, annual and Capex

budgets, preventive, predictive and corrective maintenance programs.

• Directed efforts to indentify and implement a comprehensive 2 year safety improvement

p rogram for the manufacturing facility which included infrastructure and all associated

equipment and machinery, a major undertaking which was initiated July of 2014 and should

be fully realized in late 2016.

• Restructured the Maintenance department which improved technician t raining and skill

development leading to reductions in machine down time from 10.3 to 5.1% and improvement

i n average OEE by 11% to 82.3%.

• Faced with an immense maintenance demand to overcome a decade or more of neglect and

r un-to-fail maintenance practices throughout the plant with any corrective repairs hampered

by the need to operate all systems five to six days a week, the progress for corrective repairs

and reliabili ty improvements were moved forward with instituting a CMMS program with

aggressive predictive and preventive maintenance practices, resulted in the completion of

over 1,600 work orders in FY14 alone.

• Coordinated the repair and recovery of the RZ4000 Roaster system (a 6MM gas fi red roaster

system, three stories tall, utilizing 2.5MM BTU/Hr) on two separate occasions after major

damages resulting from over pressurization & thermal events had occurred. This mission

c ritical machine was returned to full service in record t ime of under two weeks each t ime

w ith roaster efficiency improved during the recovery process.

• Worked closely with outside engineering fi rms significantly improving installed t ransfer,

delivery systems, and equipment bringing the majority of operability functions to full

automatic operation.

• Led the development of the Wright Packaging Machine conversion project defining component

and general operability specifications as well as sourcing and vetting of vendors for this

2.3MM project which when complete, will add $1.6MM dollars annually to the company’s

bottom line.

RockTenn Corporation May 2011 to August 2012

Reliability Manager - Lead the reliability program within a food grade packaging plant

p roviding the expertise and leadership to predict, prevent, eliminate and reduce equipment failures

t hrough application of reliability techniques. Design and implement reliabili ty improvement

s tandards, continuous improvement programs, on-going t raining and education and equipment

modifications to achieve world class maintenance reliability. Provide leadership for a team of

L ubrication, Predictive, Preventive, and Corrective Maintenance Technicians.

• Reduced board and carton blank waste by leading teams for each of the printing and forming

departments through the development of operating and machine improvements reducing raw

material waste from 11.2 to 5.9%, a resultant savings of 508,000.00 annually.

• Improved Overall Equipment Effectiveness from 78.2 to 88.6% for the forming department

and from 24.4 to 30.3% for the Web Printing department.

• Directed the plants forming machine modernization program which increased container

output from 56 to 78 containers per minute while also reducing average machine waste from

7.5% to 2.3%. This program increased individual forming machine output for each of 27

machines by 21,800 containers per day. Once this 18 month program is complete, production

w ill be increased by 306,000 units per day.

• Led the development an inventory management program to reduce stock levels of 46 various

s tyles of package blanks (WIP) from 4.7MM to 2.9MM with rebalancing to a just-in-time

system. These actions reduced finished goods warehouse space by 20% and reduced Web

P ress changeovers by 12%.

T K Custom Stone, I nc., November 1998 to August 2010

President and Owner - Established in November 1998, founded and directed expansion of the

company increasing annual sales of 225,000.00 in 1999 to 6.3MM in annual sales in 2008. Managed

and led a ll business and manufacturing activities, all policies and procedures, accounting practices,

P reventive and Predictive Maintenance programs and developed programs which defined the day to

day activit ies of Sales staff, Machine Operators, Fabricators, and Field Installation crews. Directed

and participated in all aspects of personnel management including the hi ring, t raining, coaching,

and professional development of 60+ employees.

• Established and maintained aggressive safety and regulatory compliance programs meeting

requisite ISO 9001, OSHA, EPA, and DOT standards. During the twelve years with the

company there were only 3 reportable incidents with a total of 5 lost workdays.

• Facilitated numerous Lean, Six Sigma and Kaizen improvement events through use of

D MAIC, PDCA, Lean, TPM, and 5S principles which significantly improved plant t rough-put.

• Developed continuous improvement programs termed as “Sustained Lean Improvement” and

“Quick Six Sigma” assigning personnel to “Productivity Cells” and special projects improving

p rocesses, initiating Lean concepts and eliminating waste. Through use of these programs,

teams reduced project lead t imes by 43% and improved plant production capacity by 52%.

Education and T raining

• Bachelor of Science, Occupational Education - University of Southern I l linois at Carbondale

• Lean Six Sigma Black Belt - Villanova University

• Total Quality Leadership - US Navy

• Total Quality Management Facilitator - US Navy

• Numerous Leadership and Management Courses, Advanced Electronics, and Training

Development courses (Too many to list) – US Navy

Contact this candidate