Project Management Maintenance Manager
Resume:
KEN GROSHEIM
*** ********** *****, ********, ** *5011
***.********@*****.***
An experienced maintenance management professional with additional experience in project management, and safety requirements and processes. A results-oriented leader with strengths in process improvement and team-building.
CORE COMPETENCIES
Project management
Equipment safety
Problem-solving
Organizational skills
Continuous improvement
Excellent communication skills
Cost management
Contract negotiations
EXPERIENCE
MICHELMAN, Cincinnati, Ohio April 2021 – present
Maintenance Manager
Manage daily activities of Maintenance Department at multiple sites across 3 shifts, prioritizing and scheduling work orders and preventive maintenance tasks for all technicians.
Implemented maintenance progression plan through training and technical competencies to improve efficiency and decrease downtime.
Developed equipment control ledger for all assets to ensure system accuracy.
Developed and maintain a spare parts management system within the CMMS system, accounting for critical spare parts.
Evaluated existing PM procedures and tasks to ensure they are appropriate and effective.
Ensure all calibrations are performed and documented in a timely manner.
Contact and schedule outside services/third-party providers as needed for repairs of equipment and facilities.
Identified equipment and evaluation for life cycle cost of ownership
WESTROCK, MERCHANDISING DISPLAYS, Cincinnati, Ohio Jan. 2016 – April 2021
Maintenance Manager
Manage the planning, coordination and execution of all facility maintenance and reliability activities in a cost-effective manner to optimize equipment availability, safety, and environmental performance. Responsible for all preventative maintenance programs to include electrical, instrumentation, automation, and mechanical controls.
Provide overall planning and coordination for maintenance shutdowns.
Coordinates with stockroom and Accounting to ensure adequate spare parts availability while optimizing overall inventory levels.
Maintain awareness of new trends and developments to incorporate procedures and training as appropriate.
Implement maintenance best practices and processes, including but not limited to: effective planning and scheduling complete with KPI tracking; reliability efforts in lubrication, vibration, and root cause analysis.
Develop new stockroom layout
Equipment reliability team leader
Updated facility HVAC system
Restored 15 machines to like-new condition
Enhanced PMs for equipment reliability
GKN AEROSPACE, Cincinnati, Ohio Nov. 2009 – Jan. 2016
Maintenance Manager
Provided leadership and direction in the planning, execution, and overall performance of the maintenance organization. Responsible for 2 locations and 4 plants for a 24-7 production operation. Directly manage hourly trade personnel, as well as salaried engineers on daily activities and capital work assignments.
Achieved corporate goals through development of a Preventive Maintenance program.
Achieved safety/compliance commendation through implementing safety compliance measures and machine guarding standards.
Increased production by 82% by developing a strategic maintenance plan and facility initiatives of energy cost reductions. Saved corporation $300,000 in 2010.
Establishing a maintenance management program was my top priority in 2010 to meet customer demands for the aerospace products produced.
2011 top priority for customer demand was to establish critical path machines and set life cycles for upgrades or replacements.
Reduced energy costs by $100,000 through upgrades in all 4 facilities (lighting, power factor and machine start-ups).
Installed 2 cooling towers
Installed 19 machines at a cost of $22 million
Managed $1 million property upgrade including painting, concrete, blacktop, LED lighting and more improvements.
PELLA CORPORATION, Cincinnati, Ohio Jan. 2005 – July 2009
Maintenance Manager
Provided leadership and direction on the installation of MP2 maintenance program and its execution, performance of the maintenance organization and processes. Broad understanding of maintenance management and manufacturing technologies. Directly managed 15 hourly trade personnel on daily activities and capital work assignments, with and without the use of contractors.
Slashed departmental spending by $2.7 million by maximizing machine efficiencies.
Slashed energy costs by $3 million through focused machine start-ups and processes and facility upgrades.
Increased production by 44% by developing a strategic annual capital plan of automation, equipment replacement, PMs, TPM events.
Achieved efficient and effective processes, meeting corporate goals through development and cross-functional training of direct reports.
Achieved safety/compliance record because of planning and implementing regulatory and safety compliance measures.
Established maintenance goals for KPIs
JOHN MORRELL, Cincinnati, Ohio Sept. 2004 – Jan. 2005
Maintenance Supervisor
Supervised team of 8 for maintenance of all plant and production equipment. Managed and prioritized work requests. Provided monthly training on lockout/tag out policies, personal protective equipment usage, hazardous material handling, confined space regulations, cutting/welding policies, and safety line policies. Equipment included: Formax, Wolfking, Alkar, Julian, Frank-o-mat, KSI, Reitz, Tiro, Rapid Pac, and Zipper Pathfinder.
Managed Hazmat team
LIZ CLAIBORNE, Cincinnati, Ohio Oct. 2002 – July 2004
Maintenance Supervisor
Start-up operation requiring the supervision of all plant equipment installation, troubleshooting, maintenance, and repair. Hired, trained, and managed all new maintenance personnel. Equipment included: high-speed conveyors, sorters, labelers, tapers to HVAC units, handheld RF guns.
Initiated first computerized maintenance management systems (MS Access-based CMMS), with no issues.
Coordinated safety process project team to investigate issues and identify solutions.
PIERRE FOODS, Cincinnati, Ohio Oct. 1996 – Sept. 2002
Maintenance Supervisor
Supervised team of 10 for maintenance of all plant and production equipment. Facilitated and developed training on safety and maintenance procedures.
Coordinated large-scale project: building and installing new control panels on four large grinding units. Maintained all production levels during installation and start-up.
Implemented cost-saving process improvements that reduced downtime by 42% and product waste by 81%.
EDUCATION
Cincinnati State – 65 credit hours with concentration in Environmental Engineering
PROFESSIONAL TRAINING/CERTIFICATION
HAZMAT Certified
Process Safety Management for Ammonia Refrigeration Systems (CFR 11910.119)
OSHA 40-hour Hazwoper Specialist (CFR 1910.120 & NFPA 471 & 472)
West Clermont Technical School – Electronics and General Business, 2 years
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