Maintenance Manager Project Management

Kris Antila

***** ****** ***** **, *******, LA **460

321-***-**** – **********@*****.***

Professional Summary

Dependable Manager bringing experience and a willingness to take on added responsibility to meet tight deadlines. Enthusiastic team player with a strong work ethic and advanced complex problem-solving skills. Lead projects in excess of 3 million dollars. Found cost savings within raw materials used by $400,000. Dedicated, reliable, and focused on the job and tasks. Oversaw four projects ranging in amounts from $220,000.00 to $3.2 million under budget and on time. Strong leadership skills. Completed Dale Carnegie Leadership Course. Completed leadership trainings within company. Completed CPMM Certificate. Completed OSHA 30.

Skills

Effective leader

Budget development

Staff training/development

Project management

Consistently meet goals

Conflict resolution

Employee scheduling

Dale Carnegie Leadership Course

CPMM Certificate

Quick learner

OSHA 30 Hour Certificate

Efficient multi-tasker

Customer service-oriented

Organized

Deadline-oriented

Exceptional interpersonal communication

8 years as Industrial electrician

Arc Flash training

Load test certified

CMMS Programs

SAP

Internal Auditor

Experience

07/2023 – Present

Zatarains/McCormick - Maintenance Manager

Oversee daily activities

Create training plans

Built training board for PLC and LOTO

Audit PM’s

Manage budget for parts and personnel

CMMS (SAP)

Increased on time PM Completion from 75% to 98%

Assist in repairs of equipment

Utilize TPM

RCCA

Track KPI’s and review with corporate team

10/2022 – 07/2023

Lidestri Foods – Maintenance Manager

Oversee daily activities

Lead a team of 4 managers and 22 technicians

Managed budget

Managed Projects

CMMS (Sprocket)

Increased OEE by 10% after only 3 months on the job

Created changeover documents for filling lines

Track KPI’s and reviewed with corporate director

Audit PM’s

08/2021 – 10/2022

Saputo Inc. – Maintenance Manager

Oversee maintenance department

Manage budget for maintenance

Review KPI’s

Oversee wastewater

Interim – overseeing engineering projects

Maintenance inventory management

Review and create SOP

Review PM’s

Utilize TPM

Conduct Employee Evaluations

Maintain ammonia system

07/2019 to 08/2021

Kerry Bio Science - Maintenance Manager

Oversee maintenance department

Manage budget for maintenance

Transition from MVP to SAP (CMMS)

Track KPI's

Kronos

Review SOP's

Assist in repairs of equipment

Lowered overall maintenance cost thru PM

Proactive verse Reactive

Reduce budget by 15%

Root cause analysis

Maintain spare part inventory

Conduct performance reviews

Work with contractors

Create, review and audit PM’s

01/2019 to 7/2019

Virginia Transformer – Facilities/Safety Manager

Oversee maintenance department

Manage budgets for maintenance and safety

Create all capital requests

Create SPoF for plant

Manage all safety trainings

Schedule outside services for overhead crane inspections

Track all employee trainings

Oversee all projects related to plant improvements

Create NCR’s

Manage process for drying transformers (VPD)

Manage CMMS – MP2

08/2018 to 01/2019

Dr. Schneider Automotive Group – Paint Line Manager

Oversee daily operations of the Paint Line

Create investment budgets

Manage daily schedules

Track KPI’s

Manage scrap rates

Control inventory levels

Knowledge of 2K paint systems

Developed spreadsheets for tracking of OEE

Manage TPM of paint line

Created cleaning SOP for equipment

06/2014 to 4/2018

Trinity Industries - Maintenance/Tooling/Production Manager

Oversee day to day maintenance, tooling and paint shop activities

Created budgets each month for maintenance, tooling and paint shop departments

Arc flash certified

Responsible for maintaining spare part inventory

Manage CMMS (EAM INFORE)

MCOE Team member

Oversee plant projects

Directed planning of PM’s

Developed schedule to maintain maintenance and tooling support for production

Conduct employee evaluations

Oversee one Superintendent, three supervisors, one planner, and 150 hourly employees

Develop PM checklist for new product line

Utilize TPM

Decreased equipment downtime by 40% with cross training

Monitor utilized time of mechanics

Create plans for changeovers

Load Test certified

CPMM Certificate

Track reactive hours, maintenance and tooling efficiency, and PM compliance

Manage inventory control measures for paint

Managed R&D Projects

Created KPI’s for the maintenance, tooling and paint shop departments

Plant Manager Leadership Training

03/2010 to 06/2014

Plant Manager - Oldcastle Enclosure Solutions – Acworth, GA

Made sure that products were produced on time and are of good quality.

Monitored product standards and quality-control programs.

Oversaw the production process and managed the production schedule.

Coordinated procedures for facility and equipment maintenance or modification, including the replacement of machines.

Prepared and maintained production reports and personnel records.

Responsible for the selection and maintenance of equipment.

Responsible for P&L journals

Reviewed processing schedules and production orders concerning inventory requirements, staffing requirements, work procedures and duty assignments, considering budgetary limitations and time constraints.

Set and monitored product standards, examining samples of raw products and processing tests, to ensure the quality of all finished products.

Supervised and motivated staff and management.

Managed inventory levels through cycle counts

Set up and verified the functionality of safety equipment.

Spearheaded projects, resulting in completion on time and under budget.

Directed planning, budgeting, vendor selection and quality assurance efforts.

Supervised the work of 30 team members, offering constructive feedback on their work performance.

Defined clear targets, objectives, and communicated them to other team members.

Monitored timelines and flagged potential issues to be addressed

New management style using coaching and open discussion verse threatening discipline

Coached employees through discussions to find reasonable solutions to problems that arise

Completed new equipment start-up checklist for the safe operation of equipment

Developed written procedures for safety, quality, and production

Shared goals established with employees (safety, quality, production, etc.)

Had $17 million in sales and $10 million profit (2013), up from $11 million in sales and $5 million profit (2012) – forecasting for 2014 $25 million sales and $17 million profit.

Managed projects - $3.2 million 600-ton press install, $400,000 saw install, $300,000 100-ton press install, $220,000 100-ton press install – all under budget and completed on time

Created reward programs for safety and quality

Knowledge of Microsoft Visio, Project, Excel, Word, etc.

Manage teams for completion of projects; brainstorming

Cost savings of raw materials for 2013 equating to $1.2 million

Cost savings of Overhead equating to $300,000

Cost savings in labor for 2013 equating to $100,000

Reached set goals of reducing downtime by 25%, working with DC Manager to lower missed shipments by 10%, raised quality score from 78% to 89%

Recognized with Plant Safety goal of 999 days without a recordable injury

Responsible for day to day production and maintenance of equipment

Assisted Plant Manager in completing products for customers

Managed team members, performed performance reviews

Defined clear targets and objectives for team members

Developed VOP’s, coordinated completion of BBSO, and various processes

Headed safety – worked with program owners in presentations

Assisted in developing production processes with new equipment

First Aid responder training

CPR training

Developed LOTO procedures for all equipment

Utilized Faciliworks (CMMS) for PM, work orders, inventory spare part management, etc.

Managed 6 maintenance technicians, assigned work to cover all hours and conducted performance reviews

Managed projects with completion on time and under budget

Stayed in budget for each month and lowered overall costs through PM

Minimized downtime by 25% with PM program

Saved an estimated $200,000 using preferred vendors for spare parts.

Completed presentations for safety

Oversaw all new equipment install when upon plant start-up

Developed all PM checklists for all equipment

Used work orders to monitor downtime and track mechanics times

Developed automation processes for palletizing products, ran calculations for sizes of cylinders, lift tables, etc.

Proactive verse reactive maintenance

Completed a total of 4 PLC classes including Allen Bradley and Direct Logic

Progresses to Plant Manager from Maintenance Manager

Education

2019

OSHA 30-hour Industrial Safety and Health

2016

Dale Carnegie Leadership Course

2015

CPMM certificate

2013

Bachelor of Science: Project Management

University of Phoenix

2011

Associates Degree: IT

University of Phoenix

2008

Completed one year of industrial maintenance at Coosa Valley Technical College

References

Available upon request

Contact this candidate