Robert Ringrose Email & Phone Number

Saskatoon, Sk, Ca

Chile

+ Appointed as the lead for the detailed design and execution of the CAT hardware solution enabling the autonomous operation of CAT 798 haul trucks at BHP Escondida, the world's largest copper mine.+ Constructed a comprehensive business case encompassing headcount allocation, substantial capital investments in tooling, spare parts, service vehicles, and essential infrastructure to support an unprecedented project of this magnitude.+ Championed incorporating globally recognized best… Show more + Appointed as the lead for the detailed design and execution of the CAT hardware solution enabling the autonomous operation of CAT 798 haul trucks at BHP Escondida, the world's largest copper mine.+ Constructed a comprehensive business case encompassing headcount allocation, substantial capital investments in tooling, spare parts, service vehicles, and essential infrastructure to support an unprecedented project of this magnitude.+ Championed incorporating globally recognized best practices and operational methodologies into the Chilean operations resulting in accelerated project deployment and heightened workmanship quality.+ Implemented a framework that placed the local Chilean workforce as the forefront representatives of the project to the customer while offering guidance and coaching from a supportive, behind-the-scenes role. Show less

Saskatoon, Saskatchewan, Canada

+ Delivered turn around in employee opinion survey through focus on straight forward communication, taking and making decisions, situational leadership, and reinvigorating employee’s accountability for their behaviours and results.+ Leveraged change management and discipline to process resulting in the team taking the branch P&L from 4th quartile to 3rd quartile in 8 months with glide path to 2nd quartile.+ Rebuilt relationships between service and the top 3 Saskatoon service customers… Show more + Delivered turn around in employee opinion survey through focus on straight forward communication, taking and making decisions, situational leadership, and reinvigorating employee’s accountability for their behaviours and results.+ Leveraged change management and discipline to process resulting in the team taking the branch P&L from 4th quartile to 3rd quartile in 8 months with glide path to 2nd quartile.+ Rebuilt relationships between service and the top 3 Saskatoon service customers increasing customer experience scores and annual spend. Show less

Canada

+ Built a team from 2 direct reports to 38 total staff of technical salary and hourly craft workers over 2 year time frame who deliver the development and implementation of front line processes and procedures for the safe and efficient installation of CAT Mining Technology at Customer’s mine sites across Western Canada+ Successfully reduced installation time of autonomous mining technology hardware on large mining trucks from 21 days to 8 days and mining technology hardware on mining dozers… Show more + Built a team from 2 direct reports to 38 total staff of technical salary and hourly craft workers over 2 year time frame who deliver the development and implementation of front line processes and procedures for the safe and efficient installation of CAT Mining Technology at Customer’s mine sites across Western Canada+ Successfully reduced installation time of autonomous mining technology hardware on large mining trucks from 21 days to 8 days and mining technology hardware on mining dozers from 4 days to 1 ½ days through Continuous Improvement using LEAN tools+ Responsible for delivering the end-to-end processes for forecasting, ordering, logistics, and invoicing of over $25 Mln USD in annual mining technology parts in a globally constrained CAT supply chain environment Show less

Brunei

+ OIM for 2 offshore clusters with 15 total platforms, 45 direct staff and additional 10-20 embedded contractors, production responsibility of 60,000 bbl per day oil and 14.5 Mln m3 per day gas+ Motivating and driving the nine (9) Supervisors to improve their safety behaviours and attitudes by setting clear daily expectations on delivery and safety shares (ex. # of safety interventions went from less than 1 total per day for the Supervisors to over 3 total per day by end of the 1st 14 day… Show more + OIM for 2 offshore clusters with 15 total platforms, 45 direct staff and additional 10-20 embedded contractors, production responsibility of 60,000 bbl per day oil and 14.5 Mln m3 per day gas+ Motivating and driving the nine (9) Supervisors to improve their safety behaviours and attitudes by setting clear daily expectations on delivery and safety shares (ex. # of safety interventions went from less than 1 total per day for the Supervisors to over 3 total per day by end of the 1st 14 day shift)+ Delivering through the team to drive down # of Overdue Safety Critical Maintenance items from average of over 15 per day to less than 5 and reduction of # of Safety Critical Maintenance items due in less than 7 days from average of over 35 per day to less than 20+ Chairing the grassroots Strategy sessions to reduce Corrective Maintenance Work Orders from over 700 Work Orders to less than 200 Work orders and ZERO back log by end of next Turnaround (mid-2020)+ Using Short Interval Control and basic Visual Management techniques to focus attention of Supervisors on the delivery of very short-term Business Goals Show less

Brunei Darussalam

+ Relief OIM for 2 offshore clusters with 15 total platforms, 45 direct staff and additional 10-20 contractors, production responsibility of 60,000 bbl per day oil and 14.5 Mln m3 per day gas+ Worksite Hazard Management (WHM) facilitator leading training to over 200 staff and contractors+ Led team of 3 local Bruneian Reliability Engineers to improve safety behaviours and attitudes resulting in transformation in their attitudes and behaviours (ex. # of safety interventions went from 12… Show more + Relief OIM for 2 offshore clusters with 15 total platforms, 45 direct staff and additional 10-20 contractors, production responsibility of 60,000 bbl per day oil and 14.5 Mln m3 per day gas+ Worksite Hazard Management (WHM) facilitator leading training to over 200 staff and contractors+ Led team of 3 local Bruneian Reliability Engineers to improve safety behaviours and attitudes resulting in transformation in their attitudes and behaviours (ex. # of safety interventions went from 12 per year to over 75 per year, # of days on site went from 6 per year to over 24 per year)+ Demonstrated commitment to safety with over 125 safety interventions recorded every year+ Spent over 60+ days every year offshore working alongside Frontline Operators and Supervisors to support and grow their troubleshooting and problem solving skill set to increase MTBF of platform and well trips and reduce MTTR after platform and well trips while working to build sustainable Standard Work behaviours (Daily Ops Routines, Checklists, standardized Work Instructions, etc)+ Developed and supported a fit for purpose Asset improvement strategy with activities that delivered year-on-year Sales Availability improvement for 3 years in a row (76% to 78% to 81% to 82% YTD)+ Day-to-day Reliability accountabilities for offshore Cluster with 25,000 bbl per day oil and over 11.0 Mln m3 per day gas+ Key Change Agent selected by Asset Leadership team for Continuous Improvement using LEAN Ways of Working in onshore & offshore locations and Leadership Behaviour Coach for Ops Manager/OIM/Production Lead/Field Operations Supervisor+ Widely used as the East Operations expert for troubleshooting Sub Surface Safety Valves Show less

Calgary, Ab

+ Building Governance structure and documentation for the Process Safety Living Programs concept to enable use in our region and franchising globally+ Cleaned up financial structure and put controls in place to drive the transparency and discipline so the team came in under our $6 Mln annual budget+ Developed half-day Frontline Worker Process Safety workshops for delivery by the asset Frontline Supervisors across Canada and USA+ Streamlined local, regional, and global process safety… Show more + Building Governance structure and documentation for the Process Safety Living Programs concept to enable use in our region and franchising globally+ Cleaned up financial structure and put controls in place to drive the transparency and discipline so the team came in under our $6 Mln annual budget+ Developed half-day Frontline Worker Process Safety workshops for delivery by the asset Frontline Supervisors across Canada and USA+ Streamlined local, regional, and global process safety KPI reporting processes to be more effective (no defects delivered and completed 40% faster to the customers each month) and efficient (over 50% less man hours to prepare each month and quarter) Show less

Calgary, Ab

+ Completed front end work up to & including Financial Investment Decision for over $150 Mln in Capex projects using cost benefit analysis economics which resulted in over $50 Mln annual Opex savings+ Created ‘bottoms-up’ maintenance model with availability curves and downtime Pareto for 3 different types of mining equipment totalling over 100 individual pieces of equipment which provided clear understanding of the mining system availability and production capacity enabling key maintenance… Show more + Completed front end work up to & including Financial Investment Decision for over $150 Mln in Capex projects using cost benefit analysis economics which resulted in over $50 Mln annual Opex savings+ Created ‘bottoms-up’ maintenance model with availability curves and downtime Pareto for 3 different types of mining equipment totalling over 100 individual pieces of equipment which provided clear understanding of the mining system availability and production capacity enabling key maintenance strategy decisions+ Built Opex and Capex forecasting tools based on 'bottoms-up' maintenance model used to explain cyclical nature of costs and get Asset Leadership approval of budgets (ex. Opex swung from $375 Mln to $525 Mln in 4 year cycles). Forecasting tools also used to identify high areas of spend triggering focused Continuous Improvement areas+ Started up the UAH Integrated Activity Planning (IAP) process and procedures for the Short-Term and Medium-Term plans+ Coached and mentored new graduate Maintenance and Reliability Engineers to achieve their potential and deliver value in their roles Show less

Fort Mcmurray, Ab

+ Relief Maintenance Supervisor on the shop floor with crew of 12 technicians+ Technical lead for maintenance excellence initiative supporting daily maintenance activities, setting up reliability/condition monitoring/preventative maintenance processes and tasks, led contractor team of 2 Reliability Analysts & 2 Condition Monitoring staff, plus coaching frontline maintenance technicians. Increase in haul truck fleet mechanical availability from 73% to 83% in only 6 months achieved and was… Show more + Relief Maintenance Supervisor on the shop floor with crew of 12 technicians+ Technical lead for maintenance excellence initiative supporting daily maintenance activities, setting up reliability/condition monitoring/preventative maintenance processes and tasks, led contractor team of 2 Reliability Analysts & 2 Condition Monitoring staff, plus coaching frontline maintenance technicians. Increase in haul truck fleet mechanical availability from 73% to 83% in only 6 months achieved and was sustained for over 12 months+ Developed reports tracking availabilities of over 50 pieces of equipment, monitoring maintenance execution performance, identifying critical areas needing improvement using Pareto, MTBF, MTTR, Bad Actor analysis + Was the company technical representative in all dealings with the regional CAT equipment dealer and CAT on product improvement initiatives, defect elimination in parts, maintenance strategy, and equipment purchase contract tendering Show less

Fort Mcmurray, Ab

+ Created and led numerous initiatives with the Frontline Operators, contractor Maintenance Technicians, and Supervisors that achieved 18% improvement in haul truck tire life over 12 months which kept the fleet of 30 ultra-class haul trucks operating during a period of global tire supply shortage. The improvement in haul truck tire life delivered $2 Mln in Opex savings versus budget and a 0.5% increase in haul truck availability. + Obtained in-depth knowledge of truck and shovel mining… Show more + Created and led numerous initiatives with the Frontline Operators, contractor Maintenance Technicians, and Supervisors that achieved 18% improvement in haul truck tire life over 12 months which kept the fleet of 30 ultra-class haul trucks operating during a period of global tire supply shortage. The improvement in haul truck tire life delivered $2 Mln in Opex savings versus budget and a 0.5% increase in haul truck availability. + Obtained in-depth knowledge of truck and shovel mining operation including oil sands geology and oil sands mine planning Show less

Fort Mcmurray, Ab

+ Utilized CAESARII software to model, analyze, and make recommendations to improve a problematic & repeat failure section of vibrating piping in the Coker SLOPS injection system + Completed engineering packages to modify equipment so that employee safety was improved or compliance with ASME codes was achieved+ Acquired knowledge of the equipment and processes used in bitumen upgrading especially coker units

Cold Lake, Ab

+ Supported opportunities identified by Operations teams to improve plant efficiency or eliminate safety hazards by developing engineering packages executed by Maintenance or Turnaround scope+ Completed boiler feed water heat exchanger evaluation which led to changes in maintenance strategy from time based to condition based method of exchanger cleaning resulting in higher quality steam to the field and reduction in energy consumption by the boilers

Fort Mcmurray, Ab

+ Worked with Frontline Operations, Maintenance Technicians, and Inspectors to understand equipment failures, brainstorm solutions, and assess prioritization + Utilized ASME and API codes to prepare engineering packages for use by Maintenance and Turnaround to facilitate repairs and get equipment back in service for production or prevent futures failures+ Provided engineering supporting during Turnaround to answer any questions, provide clarifications, prepare any scope changes to… Show more + Worked with Frontline Operations, Maintenance Technicians, and Inspectors to understand equipment failures, brainstorm solutions, and assess prioritization + Utilized ASME and API codes to prepare engineering packages for use by Maintenance and Turnaround to facilitate repairs and get equipment back in service for production or prevent futures failures+ Provided engineering supporting during Turnaround to answer any questions, provide clarifications, prepare any scope changes to engineering packages to keep Turnaround jobs on schedule+ Participated in HAZOPS and HAZIDS on capacity addition projects+ Developed in-depth knowledge of the slurry prep and extraction processes in oil sands mining facilities Show less

Renfrew, On

Renfrew, On