Consumer Products Lewiston

Responsible for overall operation of all the converting assets within the Moist Wipes department, team consists of engineers, maintenance and operators. Responsible for all safety, quality, delivery and cost associated with the production of flushable moist wipes and baby wipes. In process of implementing Lean manufacturing principles to help drive continuous improvement of the department, this included implementing Autonomous Care, visual management, 5S, and numerous other activities to help drive a 25% improvement in rate and a 50% improvement in waste savings, since 2009.

Responsible for the daily operation and support of the Premium Bath tissue converting machines. Lead a multi-discipline team of engineers and maintenance to help drive an incremental improvement on the packaging equipment. This required developing plans to increase machine reliability and completing root cause analysis. Implementation of plans required working with several groups in machine operations. Project results to date include a 10% increase in overall equipment uptime and cost savings of approx. $100,000. Daily operations support included development of systems to help drive overall operational efficiencies.

Responsible for the leadership and development of a team of ten salaried engineers and three hourly engineering technicians. Team is responsible for all electrical capital projects within the facility. Responsibilities include the development of installation work packages, contractor scope development, installation planning, engineering checkout development and startup of facility equipment after capital machine downs. Also working to develop long term plans to help drive overall machine productivity issues during times when group in not working directly on capital projects.

Managed Child Care Maintenance team, which consisted of five salary and fifty-five hourly personnel. Yearly maintenance budget was approximately $6.3Million. Through the use of different systems and overall maintenance performance reduced budget by approximately 10% in the first year. Established predictive and preventative maintenance programs and cost tracking systems in place that allowed the annual budget to be reduced to approximately $5.7 Million.

Responsible for team of 20 hourly skilled trades’ electricians, including performance reviews, performance improvement plans and technical training plans for the team. During this time was also one of the main electrical resources for the Child Care department. Worked closely with team and with other maintenance leaders to develop a system to reduce machine downtime during machine change over’s. Worked to develop niche responsibilities’ for the electrical group and implemented changes to the department that helped to drive uptime and overall productivity.

Responsible for team of 20 hourly skilled trades' electricians, including performance reviews, performance improvement plans and technical training plans for the team. During this time was also one of the main electrical resources for the Child Care department. Worked closely with team and with other maintenance leaders to develop a system to reduce machine downtime during machine change over's. Worked to develop niche responsibilities' for the electrical group and implemented changes to the department that helped to drive uptime and overall productivity.

Overall Electrical Leader for a new process installed on facility machinery. Team consisted of six electrical engineers; total capital budget was $15M. Process was developed by staff engineering group and team in Paris was responsible for the demo and installation of the process and startup of the equipment. Many new control systems were incorporated, including the use of ControLogix Motion concepts utilizing Allen Bradley 1394C drives. Directly responsible for new drive system and adhesive system startup and training of facility personnel.

Responsible for the leadership of a team of electrical engineers to install a new machine in Mexico. Team was responsible for electrical installation packages to hand over to contract personnel to install machine. Detailed engineering included software development, drawing packages and wire pull schedules. Other responsibilities included design of HVAC electrical system for mill air, chilled water electrical system design, adhesive system electrical design, all of which included developing installation packages for contractors and software development, using Contrologix & PLC-5, and RSView for man machine interfaces.

Worked with different aspects of electrical controls and system engineering. Involved in writing regular and detailed Bid Specifications. Design, writing, startup and troubleshooting PLC programs (Allen Bradley PLC's and Modicon), Panelview and Panelmate. The PLC controls were for both conveyor and process control systems.

Managed all paint process engineers daily activities as well as long term projects. Complete paint process responsibilities including paint validation, defect reduction plans, process variation reduction programs, appearance improvement programs and introduction of waterborne paint technology. In addition, worked on various preventative maintenance programs to increase paint equipment uptime.

Responsible for multiple areas of paint shop, Fascia (Bumper) Booth, Prime Booth, Feather Duster, Main Color Modules, Repair Modules, and Paint Mix. Paint parameter responsibilities included fluid settings, air settings, oven temps, robot paths, gun and bell repair, PLC programming, et cetera. Paint process responsibilities required in depth knowledge of PLC-2, PLC-3, and PLC-5 programming and trouble shooting (including GA basic), Fanuc P-150 robots (RF & RH Controlled), including robotic path teach (stationary and line tracking), and Sames guns and bells. Also worked with many different PC based programs to set up monitoring stations throughout the paint shop, this included programs that had to be developed and programmed personally. Responsible for all areas of the paint shop at one point or another during this time frame. Areas included Fascia (Bumper) Booth, Prime Booth, Feather Duster, Main Color Modules, Repair Modules, and Paint Mix. While in each area was responsible for all paint parameters, i.e. fluid settings, air settings, oven temps, robot paths, gun and bell repair, PLC programming. Paint process responsibilities required in depth knowledge of PLC-2, PLC-3, and PLC-5 programming and trouble shooting (including GA basic), Fanuc P-150 robots (RF & RH Controlled), including robotic path teach (stationary and line tracking), and Sames guns and bells. Also worked with many different PC based programs to set up monitoring stations throughout the paint shop, this included programs that had to be developed and programmed personally.

Assignments in almost all areas of the plant including: Maintenance, Plant Engineering, Paint Shop, Body Shop, Powerhouse, Industrial Engineering, Plant Planning and Production.