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Summary
A successful, innovative, and consistent manager with extensive hands on and management back ground in diverse environments.
A leader with strong abilities to give and receive information, and effectively manage staff while fully optimizing their strengths.
A planner that attends to the things needed now while targeting things to be worked on in the future.
Special Skills
Consulting
Evaluate existing maintenance systems, organization structures, management methods, maintenance practices, and overall skill levels, then make recommendations and design Action Plans for improvements.
Management
Design and implement a complete Planned Maintenance System, including the setup of a computerized maintenance system. Restructure of organization, improved facilities, create a complete plan and procedures for maintenance system, and oversee the setup of training. Also create maintenance budget, create reporting on all aspects of maintenance, and write equipment specs and purchase new equipment, also setup and management of Maintenance & Repair Contracts and Engineering Contracts, along with good Vendor relationships.
Supervision
Assign and supervise all phases of preventive and repair maintenance on mechanical equipment. Procure materials, tools and equipment needed. Responsible for all planning and scheduling on weekly bases. Lead weekly safety meetings and see that all company and MSHA rules are followed. Operate and oversee computerized maintenance program.
Mine Rescue
Active member of mine rescue team for 5 years and team captain for one year. Trained in first aid, gas detection, mine exploration, and mine rescue techniques.
Mechanical Skills
Hoisting Equipment
Maintained double-drum hoists ranging from 350 to 2500 horsepower, plus associated shafts and equipment.
Conveyance Equipment
Maintained, repaired, and rebuilt belt conveyors and bucket elevators.
Stationary Equipment
Maintained, repaired, and rebuilt mine and mill equipment. This included jaw and gyratory crushers, various pumps, flotation systems, ball mills, rod mills, rotating drying kilns and ventilation fans.
Conventional Mining Equipment
Maintained, repaired and rebuilt jackleg drills, stopers, slushers, track mockers, and rock-breakers.
Pumping Equipment
Maintained, repaired, and rebuilt single and multi stage pumps of various brands both vertical and horizontal, also submersible pumps of various sizes.
Rubber-tired Equipment
Planned and performed maintenance, repairs, and overhauls of varied rubber-tired haulage and auxiliary equipment. This included: load-haul-dump units; front-end loaders; excavators; haul trucks; jumbo drills; mobile work platforms; forklifts, and road maintenance units for both underground and open cut mines.
Track Haulage
Maintained, repaired, and rebuilt diesel and electric locomotives, mine cars and associated track and dumps.
Experience
October 2008 to February 2009
Maintenance Manager
Jerooyaltyn, Bishkek, Kyrgyz Republic, 720031
Jerooyaltyn is a newly founded company with an undeveloped Gold Mining property near Talas, Kyrgyzstan.
I was hired as Maintenance Manager for this about to be developed mine, to set up the maintenance for the mine and the mill.
After just two weeks on the job the company announced they had lost their financing for the project, but would keep all employees on while they sought new sources of financing.
In face of the World Economic Crisis the company was unsuccessful and discontinued my services on February 15th, 2009
May 2007 to September 2008
Maintenance Superintendent
East Tennessee Zinc Company, Strawberry Plains, TN 37871
The East Tennessee Zinc Company is a four site zinc mining operation with 430 employees that has reopened the old Asarco Mining operations in Eastern Tennessee.
Responsible for all mobile equipment maintenance for underground and surface areas. Duties include safety, environmental, budgeting, monthly reports, set up of Pronto CMS, planning, improvements, cost control, underground warehouse set up, and personal evaluations.
Was given responsibility for developing maintenance from a start up mode to a full Planned Maintenance System. A detailed work order system, weekly work and PM planning schedules, daily availability reports, cost and budget tracking, compliance to plan tracking, and detailed monthly reporting has been developed.
After 10 months in Mobile Maintenance the Stationary Maintenance Superintendent developed a fatal illness and I was moved to Stationary Maintenance.
Responsible for all fixed plant equipment maintenance which includes electrical and facility maintenance. Duties are the same as with mobile maintenance for hoisting, shafts, crushers, compressors, main vent fans, several conveyors, mine pumps, and all buildings.
Was charged with developing the same improvements in Stationary Maintenance as had been done in Mobile. After 3.5 months the Stationary Groups are up to the same level as their Mobile Counterparts.
May 2004 to May 2007
Mine Maintenance General Foreman
Kinross Gold U.S.A., Inc., Republic, WA 99166
The Kettle River site is a 1000 Ton/Day underground gold mine in North Eastern Washington.
Responsible for all mechanical and electrical maintenance at the mine site. Duties include safety, environmental, budgeting, monthly reports, maintenance planning, continuous improvement, personal evaluation, cost control, and inventory control of satellite warehouse.
Was charged by Manager to improve Underground Maintenance systems and equipment reliability. So far I have made improvement that include setting up of a computerized work order system, development of backlog tracking and backlog board, manual failure analysis system, revised PM scheduling and checklist, improved oil change intervals, started work on oil analysis and tire use reporting, developed Monthly Report, and started continuous improvement. Maintenance systems and equipment reliability have improved and production and cost targets are in line.
In mid November 2005 the mine went into Care and Maintenance and most of the work force was laid off. Permitting for a new mine is under way and is expected to be completed in May 2007. I was retained to manage the rebuild of older Getman equipment for the new mine, and write Rebuild Specs for the rebuild of Trucks, Jumbos, and LHDs by outside sources. Also involved in the purchase of some new equipment and in the set up of J D Edwards Computerized Maintenance System in preparation for new mine site.
After many delays in the permitting process I decided to make a move to more stable situation.
July 2003 to May 2004
Equipment Maintenance Manager
AccuBid Excavation Inc, Mount Airy, MD 21771
AccuBid Excavation is a contractor that does site excavation through out the state of Maryland.
Responsible for the maintenance of 200+ units of company equipment, which includes dozers, track hoes, track loaders, wheel loaders, haul trucks, rollers, graders, compactors, skid steer loaders, and a fleet of on road trucks ranging from pickups to tractor trailers. In charge of a crew of field maintenance personal and a maintenance shop crew. Duties also include set up of computerized warehouse system, computerized maintenance management system, maintenance planning, safety, and facility improvements.
Was asked to take on the task of improving the current maintenance system and over time to move the companies maintenance department to a higher level of planned preventive maintenance.
Reason for leaving was because I got the opportunity to get back into mining and my wife and I greatly disliked the high population area of the job location.
June 2002 to September 2002
Maintenance Manager
Iluka Resources, Stony Creek, VA 23882
Iluka Resources is a Mineral Sands operation that produces Titanium and Zircon Products.
Responsible for total mine site maintenance, including Process Plant, 2 Concentrator Plants, 2 Mobil Mining Units, and Maintenance/Service Contract for 12 units of Mobil Heavy Mining Equipment. Duties include safety and environmental controls, develop annual budget, develop training and evaluate performance of personal, maintenance planning and CMMS, critical spares control, reliability engineering, cost analysis, monthly reporting, and provide technical support to all departments.
Was given task, by Manager, to improve run time for the rest of the year at Process Plant. Reorganized maintenance planning function, improved preventive maintenance procedures, identified non-maintenance work being done by department, and introduced reliability engineering. The results after 2 months was an 8% increase in Process Plant run time.
Reason for leaving was because of differences of opinion as to how the Maintenance Department should be ran.
February 2001 to April 2002
Maintenance Superintendent
Franco Nevada, Midas Joint Venture, Midas, Nevada 89414
Normandy Mining Ltd, Normandy Midas Operations Inc.
Newmont Mining Corp., Newmont Midas Mine
Underground Gold Mining Project. On May 1st, 2001 this site was taken over by Normandy Mining Ltd. and became Normandy Midas Operations Inc. On February 15, 2002 Normandy Mining Ltd was bought out by Newmont Mining Corporation. After acquiring the Midas operation, Newmont went through a restructuring of the Nevada Division, and my position, along with many others, was eliminated.
Responsibilities at first were to consult with the maintenance department of the contract mining company to improve maintenance standards. Helped improve utilization of computerized maintenance system by developing backlog, work order utilization, equipment history tracking, improved PM completion, and equipment washing schedules. Also helped to improve communications between maintenance and mining operations.
With the take over of Normandy Mining Ltd., the focus changed to gearing up for an Owner/Operator situation. Developed equipment specs for new equipment to be purchased for the owner operator plan. Also helped negotiate a Mobil Equipment Maintenance and Service Contract with the Sandvick Tamrock Company, and have the responsibility to monitor the contract maintenance. Purchased and managed the set up of Pro-Maintainer 2000 Computerized Maintenance System for all NON- Contract Maintenance in the mines and mill. Responsible for the staffing, and organizing of the Normandy Electrical and Mechanical Maintenance Groups. Also in charge of maintenance and improvement of facilities, and other mechanical and electrical projects.
March 2000 to September 2000
Mechanical Engineering Consultant
P.T. AAA Inusa Indonesia, Jakarta, Indonesia
Contracted to Aneka Tambang, Pangkor Gold Mine, Pangkor Indonesia, for 6 months to assist Pangkor maintenance personnel in the development of a Planned Preventative Maintenance Program, and to help improve over all maintenance practices. Evaluated complete maintenance system and helped maintenance planner set up work order system and PM scheduling for use until company could install the MIMS computer maintenance system. Also modified PM checklist and schedule intervals. Helped to develop maintenance reports and trained supervision how to utilize reports, also coached some key management personal on maintenance management and helped them develop some tools for greater control. Instructed supervision on proper PM service procedures, who instructed the mechanics. Developed solutions to some key problem areas by improving repair methods and some design improvements. Made recommendations, which improved the overall maintenance facility.
May 1999 to March 2000
Maintenance Manager
Aroaima Mining Company Limited, a bauxite mine in Guyana, South America (Division of Reynolds Metals Company).
Responsible for total mine site maintenance, including all Open Pit (Caterpillar) Mining Equipment, Diesel Pontoon Pumps Crushing/Drying/Barge Loading Plant, and all Mines/Camp Building and Yards Maintenance. Responsibilities include safety, planning, facility improvement, cost control, systems development, budget development, and reporting. Subordinates included 4 superintendents, 7 supervisors, 10 foreman and 150 Maintenance Personal. Reorganized lubrication and PM service groups, and the maintenance and parts planning group, which improved equipment availability. Also improved PM/Lubrication facility and procedures to reduce down time for equipment servicing. Started daily maintenance/production meeting to set priorities for repairs. Reorganized maintenance supervision to get the best suited people into the right areas of responsibility. Planned and implemented housing improvement project for employee's residents, also extension on existing equipment maintenance shop. Engineered some design changes to processing plant to improve drying efficiency.
February 1997 to October 1998
Maintenance General Superintendent
P.T. Freeport Indonesia, Irian Jaya, Indonesia.
Responsible for three underground mine maintenance areas, Electrical Maintenance, Mobile Equipment Maintenance, and Rebuild & Fabrication. Management responsibilities for these groups include overseeing safety practices, creation of yearly, monthly and weekly plans, improvement of facilities, training progress, efficiency, cost control, new equipment purchase, yearly budgets of 25 million, and management of a Maintenance & Repair contract for 1.5 million. Directly in charge of 3 Superintendents, 5 General Foremen, 10 Foremen, 24 Supervisors, and 250 Maintenance Personal on three shifts per day seven days per week.
February 1995 to February 1997
Maintenance Superintendent
P.T. Freeport Indonesia, Irian Jaya, Indonesia.
Responsible for creating a Planned Maintenance System and implementing in place of a complete breakdown maintenance system for Mobile Equipment Maintenance. Created a complete plan which covers maintenance goals, objectives, maintenance service to be provided, equipment list to be maintained, maintenance requirements to do planned maintenance, also manpower and skill requirements and safety, morale, training and budget plans.
Reorganized maintenance into three groups, consisting of an inspection group, a planning group, and a maintenance group. Developed three service bays for refueling, lubrication, and inspection. Installed MIMS computerized maintenance system to control servicing, planning, cost tracking, parts, and maintenance history. Involved in setting up training for all maintenance personnel. Wrote equipment specs and made new equipment purchases.
Responsible for 130 units of mobile equipment for underground operations and 113 mechanics and 17 supervisory personnel covering three shifts 7 days per week.
June 1992 to February 1995
Maintenance General Foreman
Zinc Corp. Of America, Mining Div., P.O. Box 226, Hailesboro, NY 13645-0226.
Responsible for all underground mobile equipment at main mine complex. This includes 120 pieces of equipment and three maintenance shops. Supervised one foreman and two master mechanics in charge of the three shops. Oversaw all planning and scheduling of; computer maintenance program, equipment washing, and equipment inspections. Reviewed oil analysis program.
Began building a data base for failure analysis Initiated new procedures for scheduling and performing preventive maintenance which resulted in improvement from 5% on-time performance to 98+% on-time performance of preventive maintenance procedures. Initiated inspection checklist for mechanics to use while performing maintenance, to uncover other problems, to be corrected immediately, or scheduled for future correction. Despite an increase in work orders because of these increased inspections, reduced work-order backlog by 50%.
October 1990 to June 1992
Mine Maintenance Foreman
Zinc Corp. of America, Mining Div., P.O. Box 226, Hailesboro, NY 13645-0226.
Responsible for all maintenance at small satellite operation with 30 pieces of mobile mining equipment. Planned, scheduled and supervised four mechanics. Also maintained a complete warehouse, including ordering and stocking maintenance and mining materials.
April 1988 to October 1990
Temporary Maintenance Supervisor
Zinc Corp. of America, Mining Div., P.O. Box 226, Hailesboro, NY 13645-0226.
Filled in on regular basis for a Mine Maintenance Foreman and a Shaft Maintenance Foreman. Planned and scheduled work for crews of three to seven people. Ordered supplies and performed inspections.
April 1987 to April 1988
Heavy Equipment Maintenance Mechanic
Zinc Corp. of America, Mining Div., P.O. Box 226, Hailesboro, NY 13645-0226.
Maintained, repaired, overhauled, and inspected all underground and surface equipment.
July 1985 to April 1987
Self-employed
(During Strike)
Owned and operated small construction business. Remodeled, and repaired existing structures; built new residential structures.
July 1979 to July 1985
Heavy Equipment Maintenance Mechanic
St. Joe Resources Co. (now Zinc Corp. of America), Mining Div., P.O. Box 226, Hailesboro, NY 13645.
Maintained, repaired, overhauled, and inspected all underground and surface equipment.
June 1978 to July 1979
Fabricator
Viking Cives, Inc., Harrisville, NY 13648. (During Strike)
Fabricated and welded one-way snow plows and wings.
April 1975 to June 1978
Heavy Equipment Maintenance Mechanic
St. Joe Resources Co. (now Zinc Corp. of America), Mining Div., P.O. Box 226, Hailesboro, NY 13645.
Maintained, repaired, overhauled, and inspected all underground and surface equipment.
April 1971 to April 1975
Apprentice Maintenance Mechanic
St. Joe Resources Co. (now Zinc Corp. of America), Mining Div., P.O. Box 226, Hailesboro, NY 13645.
Served 8000 hours in on-the-job training in all aspects of maintenance work, plus classroom instruction at local vocational school.
December 1970 to April 1971
Cageman
St. Joe Resources Co. (now Zinc Corp. of America), Mining Div., P.O. Box 226, Hailesboro, NY 13645.
Operated ore hoisting conveyance that removes ore from the mine; handled explosives and supplies; responsible for transportation of men into and out of the mine.
June 1970 to December 1970
Mine Laborer
St. Joe Resources Co. (now Zinc Corp. of America), Mining Div., P.O. Box 226, Hailesboro, NY 13645.
Education
Bachelor of Science in Industrial Technology
Southern Illinois University - August, 1992.
Major courses: Maintenance Management; First-line Supervision; Production and Inventory Control; Purchasing and Materials Management; Motion and Time Study; Statistical Quality Control; Computers; Cost Estimating. (Acquired through weekend / night class program, while working full time)
Training
Apprenticeship
New York State-Certified apprenticeship in Maintenance Mechanics.
Seminars and Courses
Leadership Institute; Cabinet Making; Wagner Service Training School; Senior Management Development Program; Indonesian Cross Cultural Training.
References References available upon request
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