Providing consulting services to help local businesses improve their operations, maintenance, project management, productivity and profitability.Registered PROFESSIONAL ENGINEER in the States of INDIANA and KENTUCKY.

Managed the Electrode department at the Rio Tinto Alcan aluminum smelter. Was one of 4 line managers reporting directly to the plant manager. I had a salaried staff of 12 and an hourly staff of about 100. The department was made-up of the carbon plant, rail and river unloading systems, landfill operations, and the pot rebuild department. My total operating budget was just over $30,000,000. I was also over the maintenance department for my areas with it’s annual budget of $3-4,000,000. During my time as manager, we:• Rebuilt one of two carbon bake furnaces at a cost of about $25,000,000. • We reduced staff and hourly headcount by improving department operating efficiencies.• We made further improvements to pot rebuilding speed to reduce pots out of service time an additional 23%. • Several of my staff were promoted to higher positions during my time as department manager.• Increased the effectiveness and reduced the cost of outside contractors by making them an integral part of our operations and working with them to build the necessary trust, teamwork and effectiveness needed to meet our goals.• Improved overall department operating effectiveness with improved maintenance performance.

Delivered high $ savings by tackling long-standing/difficult issues and finding better ways of running the processes and teaching competing groups to work together.Performed dual roles of CI Black Belt and Plant Engineering & Maintenance Reliability Leader from 4/05 to 9/05. As a Black Belt, completed 5 weeks of CI Black Belt training requirements and worked on projects to; reduce the plant vehicle fleet size and maintenance costs, and to improve pot rebuild processes to allow Sebree to meet the 2006 plan. • Reduced the Sebree motorized vehicle fleet by 22%. • Developed pot turnaround web page and reduced turnaround by 29% to beat the yearly plan. • Developed pot metal level web page and reduced potline metal level and level fluctuations by teaching two in-plant departments that their current antagonistic practices and paradigms needed to be changed to create a successful metal movement process.

Led the plant engineering and maintenance reliability group consisting of twelve staff and two contract engineers. Developed an improved project tracking method that simplified project status reporting. Initiated design backlog measurement and improvement methods that have reduced backlog continually since then while providing faster design response. Began implementation of a plantwide PdM effort to start placing more emphasis on proactive maintenance rather than reactive.• Was only in the role a short while before being chosen as a black belt. Initiatives started are still in place.

Led the electrode maintenance group consisting of four staff and nineteen hourly craftsmen to cost effectively maintain the department while improving reliability of equipment and processes. • Led the only department that met budget spending levels in 2003 and 2004.• Developed 15 year NRE project plan to level NRE spending.• Provided engineering and process engineering support to continue department improvements and analyze alternatative business opportunities. • Designed and installed a one-of-a-kind anode slotting system that runs round-the-clock and does not require an operator.

Was accountable for project management of large and complex multi-discipline capital and maintenance projects, management of engineering consultants and contractors, leadership of project teams, and had responsibility for design, specifications, contracting, installation, and start-up functions. I also provided engineering and technical support to area operating and maintenance groups in order to solve complex or immediate technical problems, improve equipment operation, and reduce manpower requirements and costs. Drove electrode department technical and process improvements by continually looking for opportunities.• Redesigned the building 261 bake furnace to allow all baked anodes to be baked in one furnace instead of two. This saved the $15,000,000 it would have cost to modernize the 262 furnace.• Modernized all bake furnace material handling systems.• Installed vacuum cranes for packing coke handling.• Eliminated the use of 1,1,1 trichlorethane solvent (very hazardous carcinogen) by installing an electrostatic stub coating system.• Engineered hundreds of improvement projects over those years.

Same job as Engineer I above.• Department improvements that I initiated and implemented allowed us to reduce the rodding operation from 10 operating shifts per week to 5, which reduced headcount by 15 people.• Green Mill improvements that I initiated allowed us to reduce the green mill operation from 18+ operating shifts per week to 13-14. This allowed the change from rotating, 21 shift staffing to 15 shift per week staffing and improvements allowed the reduction of several laborers due to the elimination of equipment plugging and spillage.

Provided engineering, design, installation and project management services for various clients both locally and at clients out of town operations. • Developed an ingenious hydraulic system redesign to retrofit the blow molding machines in a plastic injection molding new venture without having to alter the machine structures. Scrap generation rate was reduced from over 10% to a fraction of 1%, which made this 2-year-old plant much more profitable.

Acted as a project manager for various clients while overseeing the work of eleven designers and draftsmen. • In only 8 months, my group of design professionals improved design drawing output by 56%.

Began as an entry-level mechanical engineer in an area that had always had entry level engineering support. After my initial 2-year green mill assignment, I requested an additional 2 years in that area to drive major changes. • Dozens of improvements that I identified and completed transformed the green mill into a smooth running plant. Maintenance staffing was reduced by over 40% during those 4 years while increasing equipment utilization from 60.4% to 76.5%. Anode quality was improved significantly, and the production rate was increased 70% allowing fewer operating shifts. • Proposed a change from a 21-inch tall anode to a 23-inch anode that corporate engineering and other Alcoa plants said was impossible. I stuck my neck out and convinced them to let me try. I was successful and that change allowed a potline manning reduction that saved $2,000,000 per year(1983 dollars).