Randall Meyer Email & Phone Number

Sohar Industrial Estate, Sohar, Om

Business Development and Strategic Business/Market Analysis, Order of Magnitude, Prefeasibility and Feasibility studies to optimize strategy and return. Includes both green field and brown field expansions. Leadership and Management of Engineering & Maintenance for fully integrated 375k ton smelter facility. Responsible for growth strategies, business expansion plans (2nd Smelter - $5 billion, Creep & Potline extension, Billet casting plant), $93 million capital budget, creep plans to 412kA, process optimization, rebuilding of multi-cultural team, energy efficiency, maintenance/asset optimization, reorganization of department, and mentoring /teaching of leaders/teams across the organization. Achievements include improving on time/underbudget completion of projects by 18%, decrease carry over by $12 million, restructuring of organization, streamlining of processes, improvement of maintenance performance and asset efficiency (Asset Utilization, PM compliance, planned work, resource loading, & maintenance cost), and increasing employee engagement from 23% to 78% for the organization.

Pittsburgh, Pa, Us

Aluminum Company of America – Aluminum Smelter Warrick Operations – Evansville, IndianaLeadership and Management of Operational Readiness for the restart of the three pot lines at Warrick (161K metric tons capacity). This included the one team formation, incorporation of Maaden learnings, Daily Management processes, operational excellence, area restart plans, mentoring/teaching of leaders/team, carbon rotation plan, and start up plans for the facility. The Operational Readiness encompassed all aspects of the operation to ensure on time and stable startup of the Smelter(record restart time).

Pittsburgh, Pa, Us

Aluminum Company of America – Alcoa / Ma’aden Joint Venture – Saudi Arabia Business Development and Strategic Business/Market Analysis to optimize strategy and return. Leadership and management of Automotive Operations for the Ras Al Khair Rolling Mill Facility under the Ma’aden Alcoa joint venture. P&L responsibility, developed business, operations, market and supply to become a tier one supplier to a major automotive company. Responsible for the ramp up of the Automotive assets, product development/qualification and all operational aspects to achieve market demand. This includes team recruitment, product qualification, process development, operational excellence, lean manufacturing, developing/mentoring of leaders/team, S&OP processes, logistics, and operational/quality processes.

Pittsburgh, Pa, Us

Aluminum Company of America – Alcoa / Ma’aden Joint Venture – Saudi Arabia Leadership and management of Automotive Operations for the Ras Al Khair Rolling Mill Facility under the Ma’aden Alcoa joint venture($382 million). Responsible for the start up of the Automotive assets (Cold Mill, Anneals, Continuous Heat Treat, Slitters and supporting facility), product qualification, and bringing the operation up to steady state operation to achieve market demand. This includes team recruitment, developing and implementing steady state processes such as: strategy for operational excellence, lean manufacturing, developing/mentoring colleagues, operational and quality processes along with start up on time/within budget, implementation of best operational practices and training of personnel in the operation and maintenance of the facility.

Pittsburgh, Pa, Us

Aluminum Company of America – Alcoa / Ma’aden Joint Venture – Saudi ArabiaLeadership and management of commissioning for the Ras al Khair Rolling Mill Facility under the Ma’aden Alcoa joint venture($1.6 Billion). Responsible for the commissioning of the entire Rolling Facility (Can Rec, Scalper, Hot Mill, Cold Mill, Coating Line, Slitters, and facility infrastructure) and bringing the operation up to steady state operation to achieve market demand. This includes team recruitment, developing and implementing steady state processes such as: strategy for operational excellence, lean manufacturing, developing/mentoring colleagues, operational and quality processes along with turnover management between Project Team, EPC contractor and Owner, start up on time and within budget, implementation of best operational practices and training of personnel in the operation and maintenance of the facility.

Pittsburgh, Pa, Us

Aluminum Company of America – Knoxville, TennesseeLeadership and management of Maintenance and Engineering for Tennessee and maintenance strategy for Warrick. Revenue $958 million, $60 million cash flow, ROC 6.0%, 8 direct reports, 142 total employees, (171 matrix employees), and operating budget $25.6 million. Results include reducing TRR year over year through changing safety behavior/culture. PM compliance > 94% (2011) 92% (2010), 75.1% (2009), 40.3% (2008) and improved reliability on the Hot Mills and Cold Mills. Implementation of Planned/Predictive Maintenance approach across both locations along with common metrics and strategy. Continued deployment of Daily Management, Lean Manufacturing, TPM, 5S, Problem Solving and Standardized work (Visual Process Management). Improved union relations through contracting out/day to day discussions and negotiations of resolutions. Developed 3-5 year obsolescence/rebuild strategy for the facility along with execution of capital/area budgets, mentoring of area managers and continued development of teams through out the facility.

Pittsburgh, Pa, Us

Aluminum Company of America – Texarkana, TexasLeadership and management of the Hot Mill, Cold Mill, Paint Line, Tube Mill, Finishing, Shipping and area Maintenance departments. Full P&L responsibility for Tube Mill, which rolled up into Texarkana P&L. Plant revenue $445 million (272 million #s), $36 million cash flow, operating budget $78 million, ROC 11.1%, 5 direct reports and 212 total employees. Results include reducing TRR year over year through changing safety behavior/culture. Implementation of Lean Manufacturing across the plant resulting in multiple new production records which include: Increased average coils per day on the Hot Mill to 40.51(34) resulting in additional capacity (19.1% increase), multiple Paint Line records(13% capacity increase), increased Leveling capacity from 372 million/year to 432 million/year(16% increase) and continue to drive production rate improvements during a decreased production schedule resulting in a 11.1% ROC business during a down turn in volume(>20%ROC under normal volume). Transitioned to a cellular organizational structure combining production & maintenance into one team. Developed and implemented self directed team structure on the Paint Line. Analyzed Tube Mill market strategy and cost structure resulting in closure of facility.

Pittsburgh, Pa, Us

Aluminum Company of America – Spanish Fork, UtahLeadership and management of Engineering & Maintenance for the Spanish Fork facility. Plant revenue $180 million (85 million #s), $18 million cash flow, maintenance budget $12 million, ROC 22%, 5 direct reports and 42 total employees. Includes implementation of predictive and preventative maintenance techniques. Determination of facility plans for maintaining facility as a viable business and multi-year capital plans. Responsible for the execution of tactical and yearly business plan. Results include changing safety culture reducing TRR year over year, improving equipment reliability (i.e. % Downtime) Press 21 9.6 (2002), 7.7 (2003), 5.6 ( 2004), Press 22 12.7 (2002), 11.5 (2003), 9 (2004), and reducing R&M costs to below 1999 levels in 2003 (18% reduction of R&M costs in 2003 versus 2002). Implementation of a clear accountability model based upon individual measures, development of people and follow up. Developed customer relationships across departments to improve teamwork to solve process problems and issues at the floor level.

Pittsburgh, Pa, Us

Aluminum Company of America – Lafayette, IndianaLeadership and management of the advanced manufacturing effort across 12 plants. Targeted labor intensity reduction opportunities with a safety impact. Developed advanced manufacturing projects at multiple plants. Lead the Oracle EBS eAM implementation for NAE and review of maintenance practices for critical NAE assets for the division.

Pittsburgh, Pa, Us

Aluminum Company of America – St. Louis, MissouriLeadership and management of Engineering, Maintenance, Purchasing, Quality, and Information Technology departments for the St. Louis and Russellville operating location. Plant revenue $165 million (55 million #s), $21 million cash flow, maintenance budget $8 million, ROC 13.4%, 7 direct reports and 122 total employees. Results include: Decreased work in process from 14.7 to 8.1 million pounds (45%), decreased total equipment downtime from 13% to 10% through implementing planned/predictive maintenance, ISO 9002 certification, designed and built a new lead foil facility, negotiated contract with the Machinist’s Union, and merged Alumax and Alcoa cultures. Participated in due diligence for the Golden Plants. Fully versed in the Toyota Production System, Lean Manufacturing and predictive/preventative maintenance tools.

Pittsburgh, Pa, Us

Aluminum Company of America – Davenport, Iowa Leadership and management of the Engineering resources in Cold Rolling, Annealing and Finishing Departments. Responsibilities included: Accountability for equipment valued over $400 million, management of capital improvements/budgets ($30 million/year), process improvements, allocation/development of resources(11 direct reports), and operational support.

Pittsburgh, Pa, Us

Aluminum Company of America – Davenport, IowaLeadership and management of the Cold Rolling Department. Implementation of a clear accountability model based upon individual measures and follow up. Developed customer relationships across departments to improve teamwork to solve process problems and issues at the floor level. Responsibilities/results included: 5 direct reports and 98 total employees, transition of department from a conventional structure to a work unit concept allowing employees to take ownership and responsibility for equipment, daily operation, recovery, quality, labor relation issues, asset utilization, process flow improvement, and ISO 9002 certification.

Pittsburgh, Pa, Us

Aluminum Company of America – Davenport, IowaLead Project Engineer on multitude of projects totaling over $10 million. Responsibilities/results included: the implementation of new products, improvement of product quality, and increased product recovery. Also have extensive experience with Design of Experiments and Statistical Process Control.

Madison, Wi, Us

Madison Gas and Electric Company – Madison, WisconsinSoftware development and operation of Primos and VAX VMS operating system, programming and maintaining database for Transformer Load Management program, performing field verification of phases, feeders, and customer services.

Elenco Carbide Tool Corporation - Plymouth, WisconsinSetup and operation of machines for manufacturing of carbide cutting tools, design and manufacture of jigs and fixtures, selection of material and manufacturing procedure followed by final inspection.

Master Of Business Administration (Mba), Finance And Production Management

Master Of Science (Ms), Electrical And Electronics Engineering

Bachelor Of Science (Bs), Electrical And Electronics Engineering

Associate Of Science (As), Engineering

Certificate, Machine Tool Technology/Machinist