Operations Manager Plant

THOMAS F. KAKASCIK, JR.

*** ****** *****, *******, ** 26062 / 740-***-**** / *********@***.***

SUMMARY AND SKILLS

Objective

A position utilizing my extensive operations management experience, my proven contributions to improving safety, cost control, quality and utilization of personnel and facilities as well as my communication and organization skills.

Core Competencies

Communications

Leadership

Work Ethic

Technical, data driven approach

Personnel & interacting skills a plus

PROFESSIONAL EXPERIENCE

Horsehead Inc./AZR-Inmetco/MRH-Inmetco, Pittsburgh, PA.

Plant Operations Manager – Inmetco & Metals Recycling Holdings

2022 to present

Responsible for the safety, environmental wellbeing of all employees and the plant site, as well as the rules, procedures and regulations followed and implemented at Inmetco. Primary Point of contact for everything running in the plant Also responsible for the operations, maintenance and technology groups at the plant operations at Inmetco in the production of nickel-based metal which is produced as part of tolling and market sales finished products. Six (6) direct reports, all Department Managers, managing all aspects of the plant (Cost Accounting, Sales, Technology, Operations and Maintenance) Ultimately responsible for sales, raw materials and with production groups, the overall P&L of the Inmetco site, the holding company’s financial performance, information and interaction and updating all company key parameters to the Board of Directors of MRH (the holding company)

Plant Operations Manager– Inmetco

2014-2022

Responsible for the safety, environmental wellbeing of all employees and the plant site, as well as the rules, procedures and regulations followed and implemented at Inmetco. Primary point of contact for everything running in the plant. Also responsible for the operations, maintenance and technology groups at the plant operations at Inmetco in the production of nickel-based metal which is produced as part of tolling and market sales finished products. Six (6) direct reports, all Department Managers, managing all aspects of the plant (Cost Accounting, Sales, Technology, Operations and Maintenance) Ultimately responsible for sales, raw materials and with production groups, the overall P&L of the Inmetco site, which is a wholly owned subsidiary of AZR Corporation.

Director of Operations – Monaca (Horsehead)

2010-2014

Responsible for the safety, production, cost control, quality and production planning of the Monaca Facility, which produces Zinc cast products and Zinc Oxide products supplied to the steel, tire, pharmaceutical and cosmetic industries. The operation includes a zinc sintering plant, raw materials feed departments, 7 electro-thermic furnaces, 10 oxide columns and 4 casting machines. Annual production is approximately 140,000 tons per year. Direct reports include 5 Superintendents, Manager of Engineering, Senior Process Engineer, Cost Analyst and Quality Manager. Total of 620 employees at the facility of which 475 are hourly USWA represented and 145 salary employees. Improved safety performance by 70%.Improved productivity above business plan levels, setting record for production in 2012.Decreased cost by 15% in 2 years’ time

Republic Steel, Lorain, Oh.

Primary Operations Plant Manager 2007-2010

Responsible for the production, safety, technology and cost of steel products at the Lorain and Canton facilities.

Overall areas of responsibilities include Operations and Maintenance for the following areas; Blast Furnaces, Basic Oxygen Plant, Electric Arc Furnaces, Continuous Bloom (2) & Billet Casters (2), and Bloom Yard Shipping, Rolling Mill and Bar Mills and Conditioning Areas. Direct Reports include two (2) Plant Managers, two (2) Division managers and eight (8) Department Managers and approximately 1600 total employees’ Primary point of contact for everything running in the plant

Major accomplishments included restart of Lorain facility, development of continuous improvement team, blast furnace reline planning & project Improved productivity over 20% in 3 years’ time Successfully integrated the hot end strategy for both Lorain & Canton Facilities. Managed through economic downturn successfully with changes in raw material uses and yield improvements.

Arcelor-Mittal/ISG/Weirton Weirton, WV

Division Manager

1998 - 2007

Responsible for the Safety, Operations, Maintenance and Quality of flat rolled finished product from the Hot Strip Mill,

Picklers and Cold & Tandem Mills. Direct reports included four (4) Department Managers, two (2) technical managers and four (4) Quality Engineers as well as approximately 750 hourly employees. Area Manager – Primary Operations –

Weirton Operation August 1998 through April 2006, Sparrows Point Operation April 2006 through October 2007

Responsible for the production, safety, technology and cost of Iron through cast steel slab products. Overall areas of responsibilities include Operations and Maintenance for the following areas; Raw Materials, Blast Furnaces, Basic

Oxygen Plant, Continuous Caster, and Metallurgical Lab. Direct Reports include six (6) Department Managers and approximately 600 total employees. Responsible for #1 Blast Furnace reline & upgrade, primary operations planning model and production plan implementation, reorganization plan for operations, manpower and units of operation.

Given task to keep operation intact, improve cash flow and sell company to best bidder. $7mm dollars cash on hand at beginning of task, by May 2004, $135 mm in cash on hand, $120mm in debt paid down and company successfully sold to ISG with full participation in labor contract negotiations.

Retained by ISG to continue in Operation. Responsible for overall operations of Weirton Facilities, including P & L.

Directed four (4) Division Managers, three (3) Managers, and four (4) Directors. Interim Plant Manager during time of bankruptcy. Area Manager – Finishing Operations – Strip Steel – October 2003 to January 2004

USS/Kobe, Lorain, Oh.

General Manager Ironproducing

1997-1998

Responsible for the production, safety, technology and cost aspects of the primary division which include ore docks and material handling, railway transportation, blast furnace operation and maintenance, utilities operation and maintenance including turbo blowers, powerhouse, boilers and water quality systems. Direct reports included five (5) Department Managers, responsible for over 200 employees.

Took operation from extreme poor performance, to recognized levels at USS

Received Presidents Safety Award

Implemented first continuous improvement program at plant level

WPSC, Steubenville, Oh.

Superintendent Operations/Technical Manager – Blast Furnaces

1988-1997

Responsible for blast furnace operations and technology which included operating practices, burdening techniques, safety practices, and process technology including Level I & II systems. Cost responsibilities, projects and process improvements. Overall employee responsibility of over 200 personnel.

Implemented included two furnace operations (from three);

Campaign extension programs to successfully achieve reline strategies

Implementation of maintenance preventive practices and tracking systems.

planned and executed #5 Blast Furnace reline which resulted in ability to maintain plant production with 2 furnaces versus 3, planned and executed the blast furnace campaign extension programs on 3 furnaces which delayed major capital spending and allowed for major investments in #5 Blast Furnace as well as finishing unit upgrades

EDUCATION AND OTHER

University of Akron, Akron, Ohio, 1983-1988

B.S., Mechanical Engineering Technology

Contact this candidate