John O. Reay

** ****** **** 406-***-****

Park City, MT 59063 ad3dvy@r.postjobfree.com

SUMMARY OF PROFESSIONAL SKILLS

In-depth knowledge of reliability, maintenance strategy and tactics in heavy industry

Development & implementation of corporate asset management policies

Safety and environmental consciousness

Production / Bottom-line oriented

Knowledgeable in collective bargaining processes, human resources, maintenance program development, materials management & fiscal control

Successful management of work forces in both union and non-union environments

SUMMARY OF PERSONAL STRENGTHS

Highly organized, results-oriented leader

Excellent written & oral communicator

Internalization of continuous improvement through learning and re-inventing

Successfully meets & exceeds goals and requirements

Proven ability to lead and direct employees

Proficient with highly technical predictive maintenance tools

Understanding of managerial accounting, capital budgeting and justification

PROFESSIONAL EXPERIENCE

MCS Pro, Inc. 2021-Present

Senior Maintenance and Reliability Engineer

Strategic and discreet tactical implementations to improve client business and asset performance with a holistic focus on people, processes and systems.

Sibanye Stillwater 2018-2021

Asset Manager

Coach and mentor asset management, business improvement and reliability within the organization. Introduce concepts of operational readiness for growth capital assets. Train personnel and conduct OEE workshops to consistently model the performance of key equipment. Develop standards and documentation for the future state of the business.

Enable business systems and business processes with improved metric reporting and defined processes. Support business planning in the budget cycle with asset information and the development of asset management plans for critical equipment. Quantify business improvement with charters, defect elimination projects and “go-do” efforts, supported by data.

Learn the Sibanye Stillwater culture to promote positive change within the acquisition.

FMC Corporation/Tronox/Genesis Alkali (3 successive owners) 2013-2018

Continuous Improvement Lead – Maintenance and Reliability 2015-2018

Orchestrate the redesign and implementation of an integrated preventive and predictive maintenance strategy for a 10% and 50% caustic plant. The strategy covered the entire process from dredging operations through the tank car rail loadout facility with redundancies and critical spares inventory identified.

Implement M&R projects and processes to improve the business. Implement an integrated business process for the management of critical and repairable spare components. Maintenance, procurement and materials management functional roles were integrated to ensure that critical spares were available to mitigate production risk and repairable spare supplies were available at minimal costs. Identified a critical inventory spares depletion in excess of $1M that represented a significant risk to production commitments. Developed delay tracking methodology to capture labor productivity losses and a method to capture utilization of available labor resources for an initiative to improve labor utilization by 1 hour per shift. The labor utilization improvement was valued at $1.2M for 2016. Implemented a fundamental outage/shutdown methodology to compress plant downtime from feed off to feed on. Outage management improvement was valued at $850k in 2016 contribution margin over the 2015 baseline.

Interim Maintenance Director 2014

Manage maintenance and reliability for all surface operations at Westvaco. The operation includes 5 processing plants, an 80 MW coal fired power plant, coal delivery, several smaller natural gas boilers, 5 turbine generators, 2 production hoists which bring trona ore from 1500’ below the surface. Distribution and shipping infrastructure includes silos, rail load out, bagging and palletizing equipment. Responsible for support equipment and facilities including in-house rebuild shop and mobile support fleets.

Area Manager 2013

Manage assets and generate value in the soda ash industry for the dredging/crystal recovery process, the caustic process, the utility/power plant, and the capital crew. Mentor future leaders in maintenance, reliability and labor relations.

Rio Tinto 2011-2013

Principal Advisor – Asset Management

Provide Operational Readiness support to a green field underground Ni/Cu mine and concentrator including engineering review, commissioning of plant facilities and infrastructure, maintenance tactic development. Screened and led the selection panel for the hiring of the maintenance leadership personnel and the trained the maintenance leadership team on Rio Tinto AM methodology.

Lead a team of professionals in developing maintenance strategies and tactics for a $3B hydro powered aluminum smelter modernization in Canada for Rio Tinto Alcan. Deliverables also include risk mitigation through strategic spares holding and procurement.

Advise business units on global Rio Tinto asset management (AM) standards and practices, conduct annual training workshops/seminars.

World Minerals Inc. 2010

Maintenance Manager (Contract)

Manage strategic maintenance operations at a diatomaceous earth (DE) mining operation which included a quarry, bulk processing plants and a pharmaceutical grade plant. Responsible for the development of a reliability and maintenance program for four process plants and a small mining fleet. Process equipment included boilers, reactor vessels, tray dryers, filter presses, bag houses, slurry pumps, air compressors, cooling towers, screw and belt conveyors, packaging and bagging equipment, crushers, high speed/high volume fans and scrubbers.

Newmont Mining Corp. 2008-2010

Manager – Global Maintenance

Re-engineered, documented and implemented the asset management/maintenance business processes for one of the world’s largest gold producers listed on both the Fortune and S&P 500 Index. Implemented a qualitative risk assessment technique, developed at the University of Queensland, to assess the safety of access and egress systems on earthmoving equipment for our operations in South America, Africa, Australia and Indonesia. Mentored teams and individuals while serving as a conduit for best practice transfer among our global operations. Promoted Newmont and personal values of social consciousness with indigenous people contacted during global travels. This global position afforded immersion in various cultures and the opportunity to adapt styles to cultural norms and affect positive outcomes.

AddOns, Inc./Enterprise Systems Solutions 2001-2008

Vice President of Operations 2005-2008

Evolved and grew the business by identifying new markets, products and clients for expansion. Managed project pipeline. Directed the operations of the AddOns, Inc. consulting force of 30+ functional and technical experts. Implemented and audited implementations of internal business systems. Responsible for the coordination of resource pool sharing with business partner, Mincom (Ventyx/ABB) which included prime and sub-contract execution, revenue forecasting, and payment per business partner agreement. Responsible for mid-year and annual performance evaluations of consultants. Developed and documented systems and processes which constitute the AddOns Methodology for business system upgrades and implementations, the methodology was SAS 70 certified by independent auditors. Coordinated with Sales to achieve greater than 80% utilization of consultant resources. Responsible for customer/client satisfaction.

Senior Consultant/Project Manager 2001-2005

Managed consultant team during multi-discipline business system upgrades and implementations. Analyzed current business practices and implemented documented, improved business processes in the area of asset management for clients. Developed scope and plan documents for client business process improvement. Provided functional support to clients.

Appointed Team Leader for the Ellipse Upgrade at Kennecott Utah Copper Corporation in the Manage Physical Assets (MPA) business process stream.

Team leader for Newmont Gold Planner Ride-O-Long maintenance planning improvement project.

Facilitated Joint Application Design (JAD) Session for the implementation of eMESA at Asarco LLC.

Maintenance Subject Matter Expert for Ellipse Upgrades for Transit Authority of River City (TARC), Kennecott Energy and US Borax.

Team leader for Newmont Nevada Klinge Tire Software acceptance testing.

Project Manager for Cleveland Cliffs Iron Ore District Merge Project.

Kennecott Utah Copper Corp. (a Rio Tinto Company) 1996-2001

Superintendent - Physical Asset Management 2000-2001

Assigned to a team of the North American Business Units to develop the RTMine template for mining business systems with Argyle Diamonds in Perth, Australia. Developed the cost/benefit analysis and approval for expenditure for implementation of a business system upgrade to Mincom Ellipse 5.2 software. Initiated RCM effort in the organization. Evaluated performance of support personnel. Appointed to the Business Systems Task Force to prioritize the IS backlog based on the needs of the operation and to produce a business process map used to specify an efficacious, integrated EAM business software system.

Pioneered physical asset management in a business with over $3B of assets

Ensured maintenance planning and engineering efforts aligned with corporate maintenance strategy and standards using performance indicators.

Superintendent - K.E.E.P. South 1999-2000

Directed analysts drawn from the operations in the evaluation of employee suggestions for cost saving measures during a period of depressed copper prices. Suggestions evaluated for long term viability using SELL principle-Safe, Economical, Legal and Logical. Developed and documented corporate maintenance standards, implementing the standards for the mine, concentrators, filter plant, and the tailings impoundment. Established standards for maintenance processes, defined roles and responsibilities for personnel, re-engineered the CMMS to align with maintenance processes, and provided performance indicators for work groups and individuals.

Created savings in excess of $20M for the initiative

Maintenance Superintendent - Copperton Concentrator 1996-1999

Responsible for the maintenance of a 150,000 ton per day milling/flotation facility and all support equipment. Administered budget in excess of $10M. Managed 125 exempt and non-exempt personnel. Developed proactive maintenance practices. Incorporated bar code scanners to automate route data acquisition and to improve accountability for inspections. Implemented laser alignment and a vibration analysis program. Expanded use of DCS/SCADA information for monitoring and diagnosing equipment problems and to drive maintenance task scheduling.

Chaired the Joint Apprenticeship Committee and developed the new apprentice selection process under a new contractual agreement (USWA Local 392).

Improved Lubrication routes on material handling equipment and pumps to increase reliability and uptime.

Achieved 94.3% SAG mill availability in 1997; a plant record.

EDUCATION

Master of Business Administration (2015), University of Wyoming

B.S. Mechanical Engineering, University of Wyoming

CERTIFICATIONS, LICENSURES, & TRAINING

CMRP (Certified Maintenance and Reliability Professional) - from SMRP

MSHA Certification – current form 5000.23 for annual refresher training

Dupont Safety Management Audit training

Reliability Centered Maintenance (RCM)

Private Pilot License VFR (not current)

COMPUTER SKILLS

DCS, SCADA systems and Data historians

Modular Mining Dispatch and Pitram systems

CMMS/EAM/ERP software packages; SAP PM and MM, ABB Ventyx (formerly Mincom Ellipse), JDE, Maximo, Mapcon, Documentum

SharePoint and MS Teams

PROFESSIONAL MEMBERSHIPS

American Society of Mechanical Engineers

Society for Maintenance and Reliability Professionals (SMRP)

REFERENCES

Available Upon Request

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