Michael C Courtney 2009 a1.2
Resume:
Michael C. Courtney
Mt. Pleasant, SC 29464
**************@***.***
SUMMARY
Innovative, results-oriented engineer/manager/leader with extensive experience in plant operations, maintenance and engineering. Significantly increased equipment reliability, improved workforce effectiveness, and reduced injuries by implementing enhanced work systems developed in a collaborative, team setting. Excels in optimizing operations through the development and utilization of new systems and processes involving operations, engineering, purchasing, storeroom, and maintenance. Strengths include an ability to connect well with all levels of employees throughout an organization, being a creative problem solver and motivating teams to exceed expectations.
EXPERIENCE
Life Cycle Engineering, Charleston, SC 2007 - 2009
Principal Consultant
Working with client companies to significantly improve overall plant operations by designing, reengineering and installing holistic manufacturing/reliability excellence best practice systems. Emphasis placed on changing the sustaining culture to ensure the new systems become a fundamental way of life.
• Lead a team of Subject Matter Experts and a Senior Consultant to reengineer business unit processes at a large South American metal refinery operation. Improved equipment reliability, reduced costs and improved overall plant operations, with expected return on investment in excess of 680% within four years.
• Assumed role of trusted advisor to General Plant, Operations, Maintenance and Engineering Managers and answered questions concerning site organizational structure, supervision, budgeting and cost control, and other related topics.
• Assessed operations at a South American oil drilling and refining operation as well as a major Canadian Uranium processing company to determine potential improvement opportunities. Anticipated revenue from these engagements projected at $4.6 million.
Bowater Newsprint, Calhoun, TN 2005 – 2006
Maintenance Manager
Manager of Maintenance with a budget of $69 million, and on a temporary basis Engineering, with a new equipment installation budget of $140 million. Provided leadership for over 250 employees including managers, superintendents, supervisors, planners, engineers, mechanics and draftsmen.
• Redesigned the maintenance department organization refocusing efforts in the instrument-electrical area and the effective planning and scheduling of all maintenance work.
• Secured an additional $20 million of capital funding to improve paper machine reliability.
• Improved safety results in the maintenance department by 21 percent.
• Built a cooperative relationship with all operations groups focused on teamwork and improving results.
• Developed business partnerships with operations groups designed to control maintenance spending and improve plant operations and reliability.
• Improved Key Performance Indicator results and established a new mill record score of 85% for the annual external Best Practices audit. The previous record was 71 percent.
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MeadWestvaco, North Charleston, SC 1976 - 2005
Source and Support Manager 2003 - 2005
Managed the Engineering Department with a capital budget of $50 million, Purchasing with annual purchases of over $110 million, and the Storeroom with an asset value of $11.4 million. Provided management, guidance and direction to more than 45 employees including supervisors, engineers, draftsmen, buyers and hourly employees.
• Selected to be the local lead in the optimization of corporate-wide SAP program, collaborating with the storeroom, purchasing, maintenance, and engineering leadership.
• Aligned SAP mill operations with corporate model, resulting in more streamlined processes, more efficient workforce, and reduced costs.
• Developed system to efficiently track controllable conversion costs across multiple departments.
• Designed a more effective set of reliability metrics used to track progress towards specific goals in the maintenance area.
• Trained maintenance, engineering and operations employees in the use of SAP.
• Participated as an active member of the corporate-wide Source and Support Committee.
• Increased the use of corporate negotiated contracts from under 10% to over 50%.
Power and Recovery Superintendent 2000 - 2003
Directed power, recovery, and water treatment operations with 11 salaried and 64 hourly employees and an annual budget of $200 million. Managed multiple mill systems including power boilers, turbo-generators, auxiliary boilers, recovery boilers, concentrator, evaporators, strippers, and a water treatment complex.
• Created and led a team to address recovery boiler economizer issues, resulting in the significant reduction of leaks.
• Designed a more economical system to increase liquor burning on the main recovery boiler reducing energy costs.
• Developed and implemented strategy to enhance evaporator operations, which improved mill availability.
• Designed and implemented team concept in the Recovery Department reducing manpower by 22%.
• Increased time between scheduled outages on the main power boiler from one year to over two years.
Maintenance Manager 1990 - 2000
Directed comprehensive maintenance of the entire mill as well as two chemical division operations and a research facility, with 290 employees and a yearly budget of $32 million.
• Improved mill equipment reliability from 92% to 95%.
• Designed and implemented a mill infrastructure repair and maintenance plan.
• Established maintenance push-up pool to focus on training promising potential supervisors.
• Implemented a computerized maintenance management system, increasing productivity while reducing work force by 21%.
• Selected to chair corporate maintenance manager’s committee.
• Collaborated with hourly employees and supervisors to reduced recordable injuries by 65%.
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Zone I Maintenance Superintendent 1987 – 1990
Managed maintenance of finishing and shipping department as well as three paper machines with nine salaried and 42 hourly employees and a budget of $1.2 million per month.
• Established strong preventative maintenance system resulting in an increased awareness of mill downtime and the correlating costs. Identified specific, recurring issues and the subsequent trouble-shooting efforts to minimize inadequacies.
• Collaborated with maintenance and machine operation departments to enhance communication between the two and to support enduring, comprehensive team involvement.
Planning and Maintenance Engineering Superintendent 1984 – 1987
Managed planners, engineers, timekeepers, and the lubrication group. Enhanced maintenance systems and processes.
• Improved maintenance operations resulting in a reduction in costs and an increase in productivity.
Chief Maintenance Engineer 1980 - 1984
Directed the preventive and predictive maintenance systems as well as the lubrication of the mill.
• Established a progressive predictive maintenance system to work in conjunction with the established preventive maintenance system. This system was selected by TAPPI to be used in their interactive training program.
Maintenance Engineer 1978 - 1980
Promoted to foreman and planner for the pipe and metal trade shop.
Environmental Engineer 1977 - 1978
Developed and operated water and air monitoring systems.
Technical Service Engineer 1976 - 1977
Promoted to environmental engineer after eight months of orientation.
EDUCATION
Bachelor’s Degree in Chemical Engineering
Rensselaer Polytechnic Institute, Troy, NY
PROFESSIONAL ORGANIZATIONS
Certified Maintenance and Reliability Professional
Society of Maintenance and Reliability Professionals
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