Jonathan Stadnicki Verhyen Email & Phone Number

Hudson, Ma, Us

Ayer, Massachusetts, United States

United States

Leominster, Massachusetts

Turners Falls, Massachusetts

Provide direct leadership to maintenance department. Set priorities and expectations for the Maintenance Team Lead, Maintenance Purchasing Coordinator and Maintenance Technicians to ensure effective utilization of resources.Manage third party trades and/or contractors as required. Manage complete maintenance program using CMMS system. Preparing to transition to SAP. Manages operating and capital budgets, ensuring all spending is in accordance with company policy.Manage capital projects from design through to commissioning. Successfully implemented (18) projects in the previous twelve months with a total expenditure of $3.48MM.Report on budget variances and takes appropriate corrective actions.

Ayer, Ma

Increased Overall Production Equipment Reliability: Initial data being gathered showed significant downtime reduction trending. Quantitative measurements established in order to provide meaningful figures and statistics.Implemented New Maintenance Staffing Schedule: Eliminated routine scheduled overtime and allowed for better management of continuous improvement projects and improved utilization of resources. Elevated Shop Skill Levels and Performance: Upgraded overall shop talent and performance through improved recruitment and interview processes and a deliberate focus on accountability for all team members. Increased Maintenance Department Accountability: Demonstrated significant management techniques and team building capabilities that enabled the maintenance department to become a cohesive team, resulting in higher levels of performance.Completed Spare Parts Inventory: Added roughly $300,000 to the bottom line through completion of site-wide spare parts inventory. Completed Equipment Condition and Criticality Assessment: Initiative was completed within six months of being in position, helping to lay the foundation for effective CMMS system utilization. Preventive Maintenance System Implemented: Managed the development and implementation of the CMMS. Worked with CMMS programmers and IT resources to streamline the work order entering and completion process. P&L Ownership and Forecasting: Complete ownership and management of the Maintenance Department P&L ($3.2 million dollars). The Maintenance Budget had consistently missed forecast, by considerable amounts, on a regular basis. Through diligent efforts and structure, the Department is now consistently within 95% of forecast. Also instrumental in working with purchasing to generate purchase orders for all expenses occurring at the site.

Developed and implemented a “Vision, Strategy and Execution” plan to establish foundational processes and effect a shift in culture from reactive to proactive maintenance.Changed the schedule of the maintenance crew to allow for weekly shift meetings which enabled the needed increased communication within the Maintenance Department. This seemingly small change has been extremely effective in communicating expectations and fostering teamwork.Established specific, attainable KPI targets for Maintenance Department and began tracking and posting the results to drive accountability. Made significant gains in all of the “Big 5 KPI’s” and Federalsburg leads the grocery BU with over 95% SAP Labor Utilization for the past year.Worked with Plant Manager to clarify job roles and responsibilities of Planner/Scheduler. Worked directly with Planner/Scheduler to bring his performance from mediocre/marginal, being considered for possible termination, into an “Exceeds” performer.Gains in Equipment Reliability were the key driver in the plant achieving all productivity goals for the past two years in spite of major plant challenges. Compliance-to-Schedule improvement from 87.5% in 2011 to 92.1% in 2012.Managed facility capital projects/contractors. Installed Vacuum Assisted Air Dryer System, resulting in $34,000 in annual savings.Established and implemented Calibration Program. Was Audit Guide for Quality Audit, co-leading a very successful Quality Audit. Worked with the SSE Manager to put programs in place to close gaps in our Safety and Environmental programs.Worked with the Rewards and Recognition team to implement a reward system in place for Safety Goals. My suggestions were put into place and the plant has gone from a TIR to 7.07 in 2011, to 3.38 in 2012.Earned Lean Six Sigma Green Belt Certification. First GB project saved plant over $45,000. Instrumental in meeting plant goal of obtaining 3Sigma Certification for the entire plant..

Supervised, directed maintenance work crews in a three-shift, 24/7, unionized environment.Introduced KPI's and metrics to maintenance team. Delivered on several Key Maintenance Metrics: Scheduled work percentage: went from 30.6% to 48%, Labor Utilization: up from 51.6% to 93%, PM's Completed On-Time: increased from 58% to 94% Accurately input and updated the CMMS (SAP) and maintained the labor tracking system (LIS) on a daily basis. Quickly established as site “Power User” for both systems. Led training efforts and solved problems with systems.Responsible for managing $2.1MM budget. Developed and executed successful Shutdown plans with on-time start-ups. Drove an intensive, hands-on optimization of the Kathabar Dehumidification System resulting in a tremendous efficiency and performance improvement, allowing the plant to meet gelatin production targets during humid summer months.Implemented more rigorous Stockroom reports for Corporate and Site use. Stockroom saved over $190,000 through min/max reduction and cost avoidance in the first year.As Employee Involvement Program Ambassador, helped organize volunteers and raised over $5,000 for local charity.

Performed industrial repair and maintenance of electro-pneumatic-mechanical machines and systems in a food manufacturing facility Improved communications by developing and implementing nightly shift reports.

Lunenburg, Ma

Involved in all aspects of a start-up dynamic balancing company including initial construction of facility, marketing, invoicing, shipping/receiving, production, workflow management and quality control.

Boxboro, Ma

Performed balancing and vibration analysis of all matter of rotating parts and equipment to ISO, MIL, and API Standards.

United States

Navy Achievement Medal, received for constructing and executing a CMMS program for a U.S. Navy ship, bringing Preventive maintenance performance from 37% to over 90% within six months. National Defense Service Medal