Trevor Hamilton

***** ******** *****

Canton, MI 48187

734-***-****

Summary:

Strong technical leader with an outstanding military background and extensive experience in manufacturing operations, Mechanical Engineering, Reliability Centered Maintenance Processes and Root Cause Analysis

10 years of Project Management experience

20 years of manufacturing experience

Experience working with electrical systems in a manufacturing setting: medium power grids, electrical components, motor control centers and electrical switches

Lean Manufacturing, Production Machining, Production Stamping, Allen Bradley PLC, Electrical, Pipe fitter,

Mechanical, and facilities management as well as various computer skills including CMMS's Maximo/SAP, Er Portal, CATS, Oracle, PFS, FIS).

Education:

Marine Corps School of Engineering School

May 1996

Bachelor of Science, Mechanical Engineering

Professional Experience:

Stellantis/ FCA 2020 – Present

Business Unit Leader New Vehicle Launch

Responsibilities:

Developed and managed new standardized processes for Operations, Maintenance, Quality, and Costs for entire Chassis department

Developed Standardized Work Instruction for new manufacturing lines for new vehicle launch.

Developed RCA training process to reduce defects on new vehicle and reduced defects (rework) by over 60% in chassis department.

Invented custom tooling for millwrights and team leaders to make repairs in station saving over $6 million dollars per day in downtime.

Formed multi-disciplined maintenance teams (salaried and collective bargaining employees) to develop Predictive, Preventative, and Corrective maintenance process for new facility and equipment and developed KPI’s to measure performance. US Steel, Engineering Department 2017 – 2020

Project Manager

Responsibilities:

Serve as project engineer at a plant with complete responsibilities for project safety, design reviews, construction management, equipment quality, budget and schedule.

Responsible for project development (Front End Loading) including cost benefit evaluations, alternative analysis’, project estimates, funding requests, scope development and execution planning using a gated project delivery system.

Execute project utilizing cross functional teams consisting of contractors and internal stakeholders as required by project objectives and execution strategy.

Develop and implement contracting strategies including specification writing, vendor qualifications, bid evaluations, expediting, factory testing and payment management.

Perform construction and commissioning management including coordination with plant operations, construction progress management and cost control, and leading commissioning and start-up planning team efforts.

Provide strong leadership, communication, and decision-making skills to make critical project decisions.

Responsible to ensure all program targets (cost/schedule/performance/inventory build/etc) are satisfied as defined within the scope document.

Responsible to coordinate cross-functional team communications between all involved business units

(Engineering, Operations, Manufacturing, Supply Chain, Marketing, Legal, Sales).

Provide technical engineering services regarding equipment, processes, design disciplines, and industry design standards to the plants on request. South Huron Valley Utility Authority WWTP 2010 – 2017 Project Manager

Responsibilities:

Lead and overall responsible for the performance, training, and safety of 14 union skilled trades, journeymen and 2 supervisors on a 3 shift operation in a Waste Water Treatment facility.

Full P&L, safety, maintenance, operations, and environmental compliance responsibility for 9 mgd average and 36 mgd peak flow waste water treatment facility

Reduce operational costs by 14% within 11 months Reduced SSO’s and SSBU’s by 65% within eight months

Implement Asset Management Plan for entire asset inventory of facility and lift stations and streamlining 10 year

capital improvement budget o Developed criticality matrix which effectively eliminated downtime due to Maintenance failures

Implement new CMMS, restructured corrective, preventative work orders thereby identifying the root cause of 70% of maintenance challenges for both regularly scheduled maintenance

Implement 5s process, inventoried all parts and implemented world class tool crib. US Steel, Utilities Department 2006 – 2010

Maintenance Reliability Manager

Responsibilities:

Lead efforts to maintain reliable utility service to Iron making operations

Reduce service water interruptions to B Blast Furnace by developing new design and maintenance process to

Service water system. Service water interruptions went from 5 per year to zero.

Introduce and implement new processes and technologies into steel making process (ERGO ARM)

Improve reliability to direct customers by 65% within one year. McGraw Glass 2000 – 2006

Maintenance Manager

Responsibilities:

Lead and overall responsible for the performance, training, and safety of 143 union skilled trades, journeymen and nine supervisors on a three shift operation in an automobile glass manufacturing facility.

Established data driven maintenance process which increased OEE reducing downtime by 41% within four

Months which increased profitability by almost 4 million dollars above projected forecast

Engineered and implemented safety process, training, and retooling to reduce loss time accidents by 40%

Increased productivity in department by 35% while reducing overtime hours by 63% thereby saving 3.8 million above budgeted projection

United States Marine Corps 1990 – 2000

Captain

Responsibilities:

Coordinated and executed preventative maintenance schedules for over fifteen hundred aircraft and, ground force military equipment to maintain a constant state of readiness and a proven reactive maintenance rate of below 5%

Coordinated training schedules for over three hundred personnel to ensure all maintenance efforts were consistent with expectations to maintain a constant state of readiness as well as core values of the organization

Coached noncommissioned officers to ensure “system thinking” throughout area of responsibility

Coordinated machining operations for fifteen hundred aircraft, ground force vehicles and weapon systems

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