***********@*****.***

Jackie Williams

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

Forsyth, GA. ****9

478-***-**** (H)

478-***-**** (C)

***********@*****.***

I have worked in an industrial maintenance environment (Procter & Gamble which later became Weyerhaeuser) for most of my life. I am a qualified industrial mechanic. I am used to working on large equipment but I am also very good with cars and smaller devices. I was a daily planner for 18 people at the onset of my career. I planned, scheduled, coordinated daily tasks, worked with budgeting and parts procurement. I am also a qualified industrial mechanic. My scheduling system was DMMS. I wrote work orders and attached parts and labor to work orders. I also attend daily team meetings to understand the priorities of the day/week and set goals to meet all activities outlined.

Due to my excellence in daily planning and scheduling, I was offered the job of shutdown planner for the mill. I planned most work on paper schedules (the earlier years before SAP). I understand the correlations between activities and interference jobs. I also understand critical path planning.

I was later put over the preventative maintenance system for the mill. I was the leader of a team that brought together all repetitious activities that insure equipment care and predictive maintenance. My role was to consolidate all of the equipment care activities into detailed documents and assign work orders that were frequency generated so that maintenance care was performed in a proven time based manner with the procedures & materials needed for the work intrinsic in the work order. I performed audits to rate performance and posted PM completions so as to help us become even more predictive based.

We were introduced to SAP around 2002 or sooner. I became a vital player in the transference of data gathered in our previous work order data base into SAP. I was a team leader for the maintenance side of the crossover. I helped to develop nomenclature so that we understood and divided equipment and system hierarchies. I worked to transfer all DMMS documents into the SAP database. Later, I trained as an SAP Project Systems Planner for the mill. I was responsible for developing the overall shutdown schedule for the mill, attaching the materials/cost to individual work orders and coordinating daily meetings to insure that we met our timelines.

Objective:

To obtain a position with a reputable company where I can increase business productivity and be a team player that provides positive customer service to all facets of the establishment. I would also like to strengthen my leadership abilities, utilize my current skills, learn new skills and become a vital link in your company.

Work Experience:

26Aug74-26Aug77 Ft. Knox, KY/Ft. Sam Houston, TX/Ft. Polk, LA

US Army-Dental Corp

Dental Specialist/Hygienist

I took basic training in Ft. Knox, KY. I attended AIT in Ft. Sam Houston, TX where I

trained as a Dental Specialist. My job was to prepare patients for dental procedures and

assist the dentist with fillings teeth, oral surgery, X-rays and follow up appointments.

My permanent party station was Ft. Polk, LA. I became proficient as a Dental Specialist

and was sent back to Ft. Sam to train as a dental hygienist. I worked alone as a hygienist

for approximately 2 years. My job was to clean patient’s teeth, educate them on oral

hygiene and schedule their appointments for the next phase of their dental treatment.

Oct74-7Jul80 Macon, GA

Johnson Construction Co.

Green Construction Co. Reynolds, GA

Brick mason

I worked as a trained brick mason. I attended brick masonry school at Bibb-Area

Tech School. I was a natural at the trade so I was deployed to OTJ by mid-1975.

I am still proficient at the skill from the mathematical side. I worked in the middle

GA. area with Johnson and Green Construction for 5 years. I left when

the job ended with Green Construction in June 1980.

7Jul80-20Mar07 Oglethorpe, GA

Weyerhaeuser Paper Co.

Industrial Mechanic

Pulping Unit Maintenance Planner

Pulping Unit Shutdown Planner

Mill Preventive Maintenance Coordinator

Mill Shutdown Planner (SAP Project System Planner)

Project Manager

During my 26 year tenure with the Procter & Game Company which later became The Weyerhaeuser Paper Company, I was trained as an industrial mechanic. I worked in the Pulping Unit area. My job was to inspect/repair and maintain Goulds, Ahlstrom, Gorman-Rupp, Hansen and Falk gear reducers. I worked around Kamyr chip cooking equipment and vessels that bleached pulp such as Kamyr Digesters, Impregnation Vessels, IV Top Separators, Digester Top Separators, Kamyr Diffusion Washers, R-8 Chemical Generator, Salt Cake Filters, High Pressure Feeders, Low Pressure Feeders, chip conveying systems, Ingersol-Rand air compressors and other paper processing systems throughout my assigned area. Some of the examples are Digesting, Brown Stock Washing, Screening, Oxygen Delignification, and Bleach Plant and The Chemical Generation areas.

I learned rigging, hand and power tool usage for the repair, maintenance and change outs of pumps, gearboxes, conveyors, hydraulics and pneumatics repairs to name a few. I was a heavy equipment operator (fork lift, 8 Ton Grove crane, JLG lift platform, Bobcat front end loader and overhead crane usage. I also learned to inspect and maintain these pieces of equipment along with all of the necessary safety aspects of these pieces of equipment.

As time passed, I was recognized as more than an industrial mechanic because of my troubleshooting skills and ability to communicate with operations and management. I began training as a daily maintenance planner in 1981. My job was to attend morning meetings where operators and management discussed the operation of the mill from the previous night. I along with a mechanic engineer would sort through the day’s priorities and assign man hours against these tasks. I supervised 18 people at the height of my tenure as the daily maintenance planner.

Another part of my job was to write work orders and insure that the parts were on site to get assigned work completed. I had to assign the people with the proper skills to the tasks while making sure that people with less experience were exposed to difficult tasks thus building depth into the work force. I used the DMMS planning/work order system to track man hours and cost.

As maintenance planner I was exposed to process reliability projections, preventive maintenance principles and shutdown planning. I worked with managers and operation leads to develop quarterly budgets that fed into yearly budgets and maintenance of schedules that forecasted equipment lift cycles. The maintenance planner role fed directly into preventive maintenance and shutdown activities. The assignments that I made ensured that equipment care was scheduled and carried out to assure equipment care and process reliability. I worked as a daily industrial mechanic, maintenance planner and shutdown planner for over 12 years. I transitioned into the shutdown planner role because of my ability to oversee entire processes, communicate with operations and management and manage budgetary needs and how they were affected by overall equipment reliability and production goals. The shutdown planner initially a manager’s job but because of my excellence as the daily planner it was awarded to me.

The need for someone to consolidate the preventive maintenance program became a priority for the mill in 1997-98. A manager was assigned to oversee this task and a role for a candidate from the maintenance department was set aside to work with this person. I partitioned my work group so that I could apply for this in house role. They agreed to let me apply. Part of the deal was that I had to train someone to replace my duties. I applied for the job, Preventive Maintenance Coordinator and I was selected. I trained another technician who was selected as Pulping Maintenance Planner to do my old job while learning the PM Coordinator role.

My duties were to work with preventive maintenance leads dispersed throughout the mill and consolidate and transfer all of their activities into a documented format. I led this team of industrial mechanics via weekly meetings where we reviewed their maintenance care procedures and produced written documents that we stored in CBA formats. After writing, reviewing and approving these procedures, I was charged to write work orders that would reproduce themselves at set frequencies for the assurance of proper equipment and operational system care. The manager assigned to the work effort ultimately dropped from the assignment and the job was given to me totally.

All of the tools, safety needs, materials, and costs required to perform the PM work was linked with the work orders. I also put together auditing teams to periodically review all procedures based on equipment reliability and production goals. These audits were conducted by PM leads from various areas. Their input was given to the audited areas and adjustments were made if required and results were published for the mill to review.

Areas of the mill were rated on a five point must system and PM area leads were rewarded for adherence to schedule and completion.

I worked more so as a manager than a technician. I was a part of the maintenance restructuring effort. Our task was to make sure that we had the right amount of techs in areas for maximum effectiveness. Since I was PM Coordinator, I was also charged with helping to pick the right people for what was once a PM area lead and renamed PM Area Owners. We downsized the number of PM leads and put the rest of the people into planned maintenance. I was still charged with tracking PM adherence and completion but after the work was done the role gradually went away. This task took over 3 years to complete.

Another part of maintenance restructuring or redesign was to make sure that we had the right managers in the proper roles. Our mill transitioned from a traditional DMMS work order database system to SAP MPS/FI. This work effort required that a team was put together to transfer all of our work order histories, CBA and Panagon documents into the new database. I was selected to become a part of this team due to my vast overview of maintenance processes and equipment needs. Our task was to set up process and equipment hierarchies, nomenclatures, spare parts and costs into a format that would assist with transference of over 20 years of data into the new SAP operating system. We completed this task within 1 year and our SAP operating system went live in June of 2002.

As a result of operating system changeover, we were introduced to a new planning and scheduling system. It is the Project System Planning Module of the SAP operating system. Roles were developed to fill opportunities that the new work order, purchasing system required. The shutdown planner for the mill was one of the roles that this operating system brought to the forefront.

The Mill Shutdown Planner had traditionally been overseen by the Production Coordinators but SAP required that the new mill planner was a part of the maintenance department. The old shutdown coordinator was unwilling to become a part of maintenance so I was awarded the role and trained by a professional dedicated to the Project System portion of the software.

This software was live. Each shutdown or outage was generated manually by the planner. These outages were called ‘projects’. This means that anyone authorized in the corporation could see our progress, cost, inventory, spending, reliability, etc. from anywhere in the system. I was trained to generate a complete list of all traditional shutdown activities based on repeatable tasks, assign work orders with parts attached, man power, critical path jobs for each area and the critical path timeline for the mill.

I was taught to generate dump plans for environmental tracking purposes and surge plans for equipment start up and testing after the shutdown period was over. The budget for the shutdown project generally averaged from $4-6MM per year. The cost were calculated as work orders with spare parts, materials, contractor charges and manpower was attached to tasks built into each project. All data input correctly was more accurate than the traditional cost manager who tracked work order & contractor cost manually. Our mill became the showcase of our division due to our proficiency as users of the Project System Module of the SAP System. I was the project manager who utilized the system and act as a resource to others within our division who transitioned to SAP Project Planning.

21Mar07-Present Forest Park, GA

Business owner

All Tune and Lube Franchise

I provided jobs for the Forest Park community by hiring locally. I interfaced with

customers to understand their auto repair needs. I provided detailed repair plans and cost

of repairs along with options for getting repairs done in a cost effective manner. I am

very computer literature. I work well with MS Office, All Data (auto repair estimating

software). I hired, trained, discipline and coached auto mechanics and shop managers to

ensure quality auto repairs. I coordinated daily work schedules, paid bills, kept inventory

updated. Customer service is the most vital part of a business. I am a self starter and I

am very smart and progressive. These are just a few of my traits I know how to present

to people and I am very trustworthy and creative.

Education:

W. E. Parker Elementary School Reynolds, GA

1962-1969

Taylor County Boys High School Butler, GA

1969-1974

US Army branch of NW State University Nacogdoches, LA

1975-1977 Ft. Sam Houston, TX

Dental Specialist

Dental Hygiene

Algebra

English

Writing

Science

Macon State College Macon, GA.

1996-1998

Math 101

Trigonometry

My goal was to become an Associate Engineer.

Languages:

English

Basic Spanish

Skills:

Computer Literate

Writer (2 published books) ‘Fresh Knowledge’ publisher Publish America

and ‘The Essence of the Shadows’ published by New World Publishers

Industrial Mechanic

Business owner

Landscaper

Forklift Driver

JLG Lift Operator

8 Ton Grove Crane Operator

General Rigging skills

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