Project Manager Power Plant
Resume:
Kenneth J. St. Onge
Wildwood, MO 63011
Cell 314-***-****
**************@***.***
KENNETH J. ST. ONGE, MBA/PMP/BSEE
SUMMARY
Accomplished, analytical, high technology executive with broad based engineering and executive leadership experience in project management, project development and research, overseeing engineering staff, startup and commissioning of industrial systems, creating engineering departments, process improvement using lean work flow methods, value stream mapping and optimization, and waste reduction. Proven team leader/organizer, with a collaborative management style for achieving results. Has particular interest in organizational transformation and applying this to an organization in need of productivity improvements.
SKILLS
•Operations management • Value Stream Mapping • Lean Product Development
• Leadership/Management • Root Cause Analysis • Risk Management
• DIVE Proficiency • Strategic Planning • Problem Solving
• Technical • Communication • Organizing
• Analytical • Conceptualization
PROFESSIONAL EXPERIENCE
Challenge Unlimited, Inc., St. Louis, MO 2012 – present
Vice President- Total Facilities Management Division
• Implement total facilities maintenance (TFM) services division. Develop organizational planning, establish and prioritize goals and objectives for the TFM line of business, with the CEO. Write job classifications, job descriptions, Standard Operating Procedures (SOPS); training procedures, and establish safety and quality assurance and control standards and procedures, as well as preventative maintenance scheduling and reporting procedures needed to meet all facilities (TFM) services contract requirements.
• Work with VP of Business Development to evaluate TFM contract solicitations, providing work breakdown structure, projection cost for: staffing/manpower, major and minor equipment, materials, and supplies, and develop contract transition/startup and management plans needed for RFP and bid proposals.
• Establish goals and objectives for facilities services support staff; setting Key Performance Indicators (KPIs) for staff as well as contract performance focusing on the areas of safety, quality, customer satisfaction, and budgetary/PL expectations. Manage vendor and supplier relations and subcontractor relations, working with the CEO and the company’s legal counsel to ensure contract agreements are written in a manner that protects the organization’s best interest and meets contract obligations. Working with CFO to establish purchasing procedures and set purchasing authority levels for Project Managers, as required meeting the needs of each specific contract obligation and/or locations.
• Manage staff and ensure contracts will be staffed with a qualified, trained and motivated team, including the Project Manager (PM) and support staff through interviewing and selecting, training, counseling, communicating with PM and other line supervisors, and reviewing the performance of employees. Ensure work is performed in accordance with contract’s statement of work and in compliance with company policies and procedures. Communicate safety, operational and culture expectations and goals to the PM and supervisors and provide tools and support to achieve assigned goals and positive employee relations. Oversee the Project Manager’s completion of processing timekeeping, staff masters and time studies for payroll processing. Continually provide training and support to all workers on job duties and proper procedures with a special focus on Safety and Company Culture. Provide on-going feedback regarding Project Manager, supervisor and workers’ abilities and areas for improvement.
• Oversee facility maintenance services working with onsite Project Managers to plan, schedule, prioritize tasks and organize the delivery of maintenance and repair services in the areas of carpentry, electrical, plumbing, HVAC and related facility maintenance on a military or other government site. Manage quality control and improvement systems. Manage compliance with contract terms, conditions and obligations along with building code and safety standards. Implement a system of preventative and corrective maintenance that includes predictive testing and inspection of equipment and systems. Supervise completion of regular inspections and Quality Control reports and trends to improve service delivery and promptly correct any deficiencies. Monitor and report effectiveness of implementation efforts through inspections and surveys and adjust accordingly for desired results. Area of focus to include accuracy and completeness of the CMMS system and the adherence of contract requirements through review of work order progress, preventative maintenance efforts, inspections and related reporting requirements.
• Oversee customer service relationships and ensure expectations are met in accordance with contract requirements, company goals and objectives. Develop professional relationships with government contracting staff through periodic meetings with and without Project Managers, proactive preparation and reporting, and prompt response and resolution of customer complaints. Network with military, labor and community leaders to communicate business needs, assist with contract negotiation and secure the resources necessary to complete the work.
• Manage divisional budget plans to ensure established goals are met. Monitor all associated costs which will include labor cost and contract operating costs to comply with the budget, adjust work schedules and communicate customer contract changes as it affects the labor and operating supplies budget. Supervise the ordering of supplies and equipment. Develop and implement an inventory control system and equipment maintenance system to respond to contract service needs while maintaining budgeted forecasts.
LB&B Associates, Inc., Fort Leonard Wood, MO 2009 – 2012
Project/Operations Manager
• Manage the daily activities of a very large Operations and Maintenance department that maintains 2000+ buildings and systems for military operations.
• This involve 6+ supervisors and 180+ personnel both Union Crafts and non-union administration.
• Develop forecasts and participate in contract negotiations.
• Troubleshoot processes and implement process improvements that increase productivity.
• Approve all expenditures and material/labor charges.
• Staffing, recruitment, and HR functions for operations efficiency.
Achievements:
Organized multiple Operations and Maintenance departments to increase productivity and increase customer satisfaction for the 2000 plus buildings on the facility.
Result: Project staffing requirements were fully implemented, and procedures developed that reduced backlog of service orders from 1400 to 300 in 1 year. Customer satisfaction increased allowing contact award fee, profit, to increase from 60% to 98%.
PENTA Engineering Co. LLC, St. Louis, MO 2008 – 2009
Department Manager Electrical Engineering
• Designed and implemented the department organization structure both from a functional and personnel perspective, which resulted in increased focus on project tasks.
• Managed the day-to-day activities, performing gap analysis, project analysis techniques resulting in and increased utilization rate from 60% to 93%.
• Turned around several difficult and late schedule national and international projects with engineering performance, which resulted in delighted and improved customer relations.
• Supervised Sr. Electrical engineers design on a 25 Mw solar power plant for ABENCS. Responsibility was to design instrumentation and control systems for the plant.
• Administered internal training seminars for best practices of project management activities.
Achievements:
Transformed an electrical engineering department from one that performed as an ad-hoc to a functionally well designed and organized highly productive and well-respected department.
Result: Projects that were severely behind schedule were completed to meet the customers’ construction schedule with no further delays with written accolades from the customer.
Pratt & Whitney, division of UTC, Hartford, CT 1987 – 2009
Manager of Controls and Electrical Engineering
• Managed the daily activities of multidiscipline engineers and supervisors to develop a new digital control system for electric power plants. Oversaw work force planning, scheduling and capital budgets. A U.S. patent granted, 5,581,995.
Program Manager/Project Manager/Team Leader
• Lead lean principles of product development, Value Stream Mapping, Root Cause Analysis, Define Investigate Verify and Ensure, Waste types, reduction techniques reduce cost by $1.5M from $9M.
• Project management specialist for improvement of software engineering project process areas consistent with PMI best practices and CMMI implementation.
• Efficiently lead Aircraft Integration team in requirements development, implementation, and certification testing of software for flight applications to support entry into service on schedule.
• Utilized impact analysis to achieve cost reduction of $1.3 million cost savings over three years.
Achievements:
Lead an engineering department in lean transformational changes for project management best practices to achieve increased performance on delivery and monitoring and control of software development projects.
Result: The projects were completed on time and in budget after the first year of utilizing the new standard practices across all projects. Schedules were defined and monitored by the project managers, as well as communicated to all the stakeholders.
Developed a $500,000 simulator for software validation and verification before customer shipment. This was a major development for this department to allow reduced startup time in worldwide projects that often involve man-months of onsite testing and problem fixing. On the very first application, the simulator saved the company $20,000 of travel and field service costs.
Result: The return on investment of this simulator is projected to be 400% over a three-year period.
Assigned two major international control system retrofit projects that were grossly overdue and significant penalties by the customer, as much as $8,000,000. Negotiated contracts and schedules and then led a team of development engineers to complete both projects according to the new schedule.
Result: Completion of projects that were originally three months behind in six weeks each with an increase of margin from 13% to 20%.
Analyzed the root cause of high costs of manufacturing and installing a power plant control system. Developed an executive summary for a lower cost control solution using lean methods. The employment of new technology advances and techniques were used to lower material costs and increase flexibility. Costly field labor was reduced, reducing field installation time.
Result: Material and labor savings of $1.3 million in first three years with $400,000 development cost.
Reduced product cost by 25%. Communicated with other departments and disciplines on President appointed steering committee. Collaborated on standardization of product configurations that would be marketed and also would be a basis for future design development. Suggested new systems and a product requirements document to bring sales and marketing efforts in sync with engineering and development efforts.
Conceptualized a new Man-machine graphics interface for operation of electricity generating power plant. Use of Visual ergonomics and real time animation was employed to allow easy use with little training. An in-house development team evaluated required development tools and specification of computer hardware for product use.
Result: New interface adopted by the company, developed, shipped and installed in power plants all over the world.
Developed a strategy to increase the productivity of the engineering department by reducing the time spent in the field on commissioning and start-up. A unique training program was instituted that involved incorporating new field personnel into the design function on a rotational basis before the project startup dates.
Results: Reduced installation and commissioning time from six weeks to two weeks resulting in significant savings.
DIT-MCO International, Kansas City, MO 1985 – 1987
Manager of Software and Computer Systems
• Directed imaging software development for circuit board scanning and repair.
Achievements:
Developed screen menu specification for image inspection system.
Results: Standardized operator interface provided ease of use..
Halliburton Services, Duncan, OK 1981 – 1985
Development Engineer
• Conducted electrical research, Granted U.S. Patent 4,571,993 for the invention of an oil field Cementing System.
Achievements:
Conceived and developed new prototype system for use in the Oil Field service. Specified and designed special instrumentation and designed software programs to calculate and display real time conditions of a cementing process for oil wells. Brought together the knowledge from multiple departments, (chemical, electrical and mechanical) to produce a product that would provide new revenue to the service company.
Result: A U.S. patent granted. System manufactured and provided an additional revenue of 2.5%.
Black & Veatch Consulting Engineers, Kansas City, MO 1978 – 1981
Engineer
• Designed schematics for a nuclear power plant. Provided on-site engineering and construction supervision.
EDUCATION
PMP Certified with PMI, 2011
DM, Doctorate in Management- Organizational Leadership- University of Phoenix, 2 of 3-year program
M.B.A., Business/Organizational Structure - University of Hartford, Hartford, CT
B.S., Electrical Engineering - University of Missouri – Rolla
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