Michael Caughell Email & Phone Number

Lethbridge,Alberta

Available for part time oppurtunities or term contracts

Lethbridge,Ab

LETHBRIDGE 2004 - 2011Reporting to the Vice-President and General Manager Richardson Oilseed Ltd.• Directed all operation managers and ensured safety, environmental, operational, capital, and maintenance targets were met• Developed operational and capital budgets• Lead continuous improvement initiatives• Built and maintained good working relationships with internal and external stakeholders• Recruitment of management staff • Provided executive leadership as a member of the senior executive team ACHIEVEMENTS• Implemented safety program improvements which resulted in higher audit scores, reduced lost time injuries and plant down time• Team Leader of capital project to update crush plant; project completed with only a total of eight days plant down time • Directed/monitored implementation of a “Reliability Centered Maintenance” program which resulted in substantial reduction to maintenance costs • Reduced gas, water and electrical usage • Developed and implemented new management structure in maintenance operations and projects• Reduced annual operating costs by improving processes and eliminating waste

Thunder Bay

1993 - 2004Reporting to the Vice-President Terminals, responsible for management of JRI – Thunder Bay, ensured terminal operating within corporate guidelines and achieving goals and objectives. • Manage all areas including operations, marketing, logistics and administration. • Establish, and ensure operational targets and objectives are met. • Participate on all strategic planning teams, providing leadership, training, and supervision for managers and other JRI personnel.-Market terminal services to all shippers, develop plans and advise of terminal capabilities and costs. • Maintain awareness of opportunities or areas of concern affecting overall division profitability.•Develop capital and operational budgets •Represent JRI in all union negotiations, manage grievances and company/union policies Makesalary recommendations for all management employees.• Develop and implement company policies and procedures; maintain focus on safety program improvements. ACHIEVEMENTS• Adjusted inefficiencies in labour throughout the entire plant by adopting a team approach with Operations, Management and Maintenance staff, through initiatives including:- Elimination of five full time positions per shift by adjusting operating procedures-Installation of automated lubrication and bearing system eliminating two full time employees -Reorganization of administrative staff responsibilities eliminating positions thru attrition.•Automated the pellet plant with a minimum capital investment by using an Ontario Hydro grant and in-house maintenance crews •Developed an annual budget to address maintenance issues, cost savings enabled further capital improvements .•Improved relationship with Union resulting in zero outstanding grievances and few outstanding JHSC recommendations.

• Responsible for the supervision of all grain receiving, cleaning and shipping on a functional basis, in a safe and efficient manner.• Planned, organized, directed and controlled plant operations as Operations team leader.• Participated on strategic planning teams, as member of Senior Management team.• Led the initiation of a plant wide preventative/predictive maintenance program.• Supervised the processing in the primary and secondary cleaning systems to meet specific objectives.• Directed plant housekeeping activities to ensure a safe, efficient and sanitary operation; supervised overall plant safety and accident prevention program per company guidelines.• Maintained constant communication with in house CGC Inspection and Weighing Departments, Railway Yardmasters, Canada Department of Labour, Workers’ Compensation Board, and Industry Nurse.• Administered induction of new employees, staff training, shift, vacation, and overtime schedules, and job task analysis, ensuring continual updates to personnel files.ACHIEVEMENTS• Dramatically reduced lost time accidents from 30+/yr. to zero per 12-month consecutive periods through focusing on improvements in housekeeping and maintenance (safety) standards; subsequently recognized by inspectors as setting the industry standard in housekeeping and maintenance. • Increased declining unionized staff morale through initiatives including annual barbeque, company golf tournament, commendation and safety award program, and formal/informal senior management communication with all employees. • Implemented a Five Star Safety Program and Claims Management System to address ongoing safety and WSIB issues resulting in elimination of pending WSIB double assessment during the first year.