Ian Granger Email & Phone Number

Canada

Meadow Lake, Sk, Ca

Port Mellon, Bc, Ca

Richmond, British Columbia, Ca

Richmond, British Columbia, Ca

Richmond, British Columbia, Ca

Calgary, Alberta, Ca

Managed coke-fired boiler flue gas desulphurization plant, fire-protection and firefighting assets, high and low pressure natural gas distribution assets, diesel fuel distribution and potable water.• Optimized flue gas desulphurization unit operation. Cleaning interval was decreased from twice per year to over one year, saving over $2 million in maintenance and auxiliary fuel costs. This was done by tightening operating envelope and correcting configuration problems with instrumentation.• Developed vessel entry procedure for Flue Gas Desulphurization unit that was compliant with Alberta OH&S legislation and Suncor’s updated isolation standard. This involved risk reviews and various risk mitigating measures. • Led Management of Change (MOC) process to increase high pressure natural gas distribution pressure on site. This effectively increased the capacity of the line and addressed supply issues with increased and growing usage in the town of Fort McMurray.• Reviewed fire water piping systems to identify and verify identified risks. Determined there was a mistake on the vintage and type of pipe in a key section. The identified newer vintage pipe meant that a $20 million upgrade capital project could be cancelled.• Configured the new Operational Performance Management (OPM) monitoring desktop tool for managing process and business activities for the entire Energy & Utilities area. As the Energy & Utilities area was previously operated by TransAlta and not Suncor, there were legacy documentation issues. Expertise in SAP functional location protocol and asset master data along with previous experience with boilers and instrumentation allowed expedited implementation. Daily loss control information, maintenance notification, process KPI’s are directed by function location to the appropriate screen to be displayed using visual management techniques and key performance indicators

Calgary, Alberta, Ca

Maintenance and Reliability management of 20 feed and product tanks, steam and condensate systems, flares, ponds and common process systems in Upgrading. Management of routine maintenance and capital maintenance with a budget typically around $40 million.• Managed inspection and refurbishment of 6 major tanks. Was able to reduce the contractor cost by using routine maintenance resources for de-inventorying and re-commissioning tanks. This allowed the tank contractors more focus in their area of expertise and allowed better management of contractor accountabilities and contractor cost.• Researched and implemented remote controlled mobile equipment to clean tanks. This took the human injury risk away from this activity. Using remote controlled equipment instead of human operated equipment meant the mobile equipment could be utilized sooner and the tank cleaned twice as fast. • Improved weekly maintenance compliance from 30% to over 80% by leading the Suncor initiative to follow the maintenance and operational planning and scheduling protocol. This involved getting consensus and commitment with Operating teams on the maintenance schedule.

Calgary, Alberta, Ca

Set up and managed a new Cross Functional Team (CFT) for Upgrading control system assets and control applications• Control systems assets had not been managed well because they serviced multiple business unit areas and correspondingly accountability and responsibility was not clear. A number of “loss of visibility” high risk incidents had been experienced. Improved reliability/availability of control systems assets to 100%. This involved: ensuring redundant equipment is monitored and maintained; developing asset master data; developing spare part strategy and ensuing staff have appropriate training.

Calgary, Alberta, Ca

Managed hydro-treating asset for safety, reliability, productivity and cost. Specifically, responsible for development, implementation and execution of maintenance programs in the secondary hydro-treating area of the Upgrader, encompassing a Diesel unit, Gas Oil unit, Naphtha unit and a Hydrogen plant. Managed directly maintenance engineering and supervisory staff (10). Managed indirectly mechanical maintenance execution through unionized Building Trades maintenance contractor (20 contractors).• Reduced catalyst change time by 2 days ($500,000) by detailing cool down procedure and ensuring an external nitrogen supply is available in a timely way. Previously the variability of the cool down was attributed due to process “quirks”, when in fact a detailed analysis showed that it was due to whether supplemental nitrogen was available for cooling.• Reduced vibration (90%) and improved reliability of hydrogen compressors and recycle gas compressors by overhauling and improving foundation/base. While it was known the foundation problems were the main factor, developing a solution that could be implemented in a standard catalyst change was necessary to achieve this improvement. Detailing the work execution and selecting a competent contractor was part of this.

Boyle, Alberta, Ca

Technical and Engineering Business Unit Leader (Manager)Provided senior management leadership to the Technical, Customer Service, Environmental, Distributed Control, Engineering and Pressure Vessel User Inspection Quality Control/Assurance Groups. This is a collection of 40 people in self-managed, flat-structured teams (40 direct reports). Provide strategic leadership to the entire Pulp Division (325 employees).• Lead a major initiative to improve mill-wide operational reliability. Reduced repeat failures in the pulp machine area by 90% by implementing and facilitating the application of a rigorous problem-solving tool to identify root causes for failures. This translated to approximately 10% more production per month. Provided direction and leadership to complete a mill capacity increase study. This involved actual mill sprint trials. A 5-year plan has been developed to increase mill production capability by 15%. Developed individual and team accountability structures to improve team effectiveness.

N/A, Ca

Managed all aspects of the Production Group (120 staff) which included Wood Handling and Woodroom, Pulping, Pulp Machine, Transportation and Warehouse, Steam & Power, and Recovery and Recaust.• Increased production from 320,000 ADt/year to over 454,000 ADt/year during my tenure as Production Manager and Technical Director at Peace River Pulp. This involved managing directly the performance of over 120 people and promoting and acquiring strategic capital investments. • Was implementing a five-year cost reduction plan (3% per year over 5 years, net of inflation) – ahead of schedule for the first two years (2001, 2002).• Implemented technological changes (advanced online sensors) in the fibreline to reduce chemical costs; this also facilitated the elimination of the manual testing function (4 positions were phased out through attrition with the support of the operating teams).• Implemented the phasing out of the Woodroom by 2005 in favor of portable bush chipping in order to realize annual savings of $10 million; plan is proceeding well with 3 of 8 portable chippers in place and a second chip truck dumper now under construction.• Reduced mill-wide maintenance backlog from 12 weeks to around 4 weeks by implementing maintenance best practices mill-wide. • Increased Pulp Machine operational reliability four-fold and reduced maintenance cost by 10% by implementing a RCM (Reliability Centered Maintenance/Manufacturing) analysis in the area, selecting appropriate people for the team, and ensuring RCM outcomes were tracked and implemented and RCM principles were followed.• Increased Woodroom efficiency by 10% by implementing a RCM analysis. Maintenance routines were reduced from 350 to 125, of which only 55 were part of the original 350 routines. The maintenance crew was correspondingly reduced from 9 to 6.• Reduced Logyard mobile equipment maintenance cost by 30% by implementing the use of RCM principles and employing predictive maintenance practices.

N/A, Ca

Managed the Technical Service Group. Responsible for all process engineering, environmental regulatory approvals and controls, customer technical service, and quality management/assurance.• Reduced odour complaints from public from over a 100 per year to less than 6. Better management and diligence of the odour control system through use of administrative procedures was the key.• Recognized and developed potential leadership talent within Peace River Pulp, including the current Human Resources Manager and Production Manager (both started at DMI as technicians in my department) and the current Maintenance Manager (a former direct report as a Pulp Machine Superintendent and Steam and Power Superintendent).• Developed plant electrical import/export strategy based on Alberta’s new deregulated electrical market (load shedding). Electrical energy cost has not increased despite reduced flexibility compared to the regulated environment.

Process Control Superintendent (1989 – 1991): Managed on a day-to-day basis the operation of the Technical Department, directly supervising Process Engineers and Environmental Technologists/Technicians and Statisticians.Shift Superintendent (1988 – 1989): Managed the entire operation of a modern kraft mill with extensive distributed control systems on a shift basis. Senior Process Engineer (1986 – 1988) Accomplishments/Activities• Was responsible for the software in the mill-wide distributed control system, i.e., maintaining system integrity, overseeing process control upgrades, etc.• Represented the company in formal discussions with the OTEU (Office and Technical Employees Union) and PPWC (Pulp and Paper Woodworkers of Canada).• Addressed pulp market concerns about chlorine bleaching by successfully modifying the bleach plant operation to manufacture elemental-chlorine-free (ECF) full bleach pulp.• Successfully de-bottlenecked 25-tonne/day Erco R8 ClO2 generator to 37 tonnes/day.• Successfully converted 5-stage atmospheric displacement bleach plant to a 3-stage full bleach sequence, realizing a chlorine dioxide savings of over 50%, making the displacement bleach plant competitive with more conventional bleaching technologies.• Led a process study culminating in a $20 million capital expenditure for a 300 tonne brown stock storage and a two-stage atmospheric brown stock diffusion washer. Project operational in September 1989.• Successfully coordinated mill efforts to optimize mill energy/water balance after phase II (recovery/recaust) of the mill modernization was complete in 1986. • Directed post start up optimization of HPD falling film evaporators. This involved setting operating specifications for maximum delta temperatures across effects and establishing effect switching intervals to minimize tube plugging. Also, directed efforts to improve evaporator condensate quality.

Vancouver, Bc, Ca

Kraft mill process optimization and process control work converting panel mounted controls to DCS.

Summer student work in Steam and Recovery department assisting in optimizing and troubleshooting Rapson-Reeve closed cycle salt recovery system.

Summer student work in Steam and Recovery department assisting in optimizing and troubleshooting Rapson-Reeve closed cycle salt recovery system.

Environmental and Process Technologist involved with process optimization and laboratory analysis.

Operations summer support student support shift activities in Batch and Kamyr digester area.

Bachelor'S Degree, Chemical Engineering

Diploma Of Technology, Chemical Technology/Pulp And Paper