Lee W

Engineering Manager


Engineering Manager


Columbus, GA

Education Level:


Will Relocate:



To enhance the continued growth and success of my employer, through extensive knowledge of World-class Engineering best practices, Best in class Maintenance strategies with flawless execution of planning and scheduling, Total Productive Maintenance Methodologies, Supply chain optimization (s), Asset Management / Optimization, Project Management, Lean Manufacture ring concepts, and Kazan for the optimization of People, Processes and Profits as the catalyst for long term value creation. Professional Chronology Arconic, Howmatt, Aeronautical Power & Propulsion, 07/2015 to Present Senior Manager Engineering, Facilities & Maintenance, Developed and implemented world class Engineering concepts for the world largest manufacturer of Aeronautical cores for commercial and military aircraft engines As the Engineering Manger within the Acronic power and propulsion division, Lead the feasibility, scope definition, competitive bidding, flawless execution and start-up validation for a state of the art, 500k square feet, 3-D core manufacturing facility in Morristown TN. Reduced Maintenance contractual expenditures by $750k (25%) from original full maintenance agreements through developing self-sufficiency within the APP division and competitive biddings. Increased Mean time between failure rates for critical equipment/machinery by 20% through transparent integration of Total Productive maintenance methodologies to optimize Maintenance planning, scheduling and execution Lead the development and successful implementation of Regional Reliability teams across the APP DIVISION through the design and execution of integrate lean 6-sigma, kazans, and focus improvement team, Reliability Centered Maintenance and Autonomous Maintenance teams, Through exceptional skills and ability to coach and mentor, I transcend the culture across 3 state of the art core manufacturing facilities from reactive to proactive maintenance, creating a culture of Principled Entrepreneurship for total employee engagement Nature Made Vitamins, Pharmavite 05/2013 to 07/2015 Senior Manager Regional Engineering, Facilities & Maintenance Develop and Implemented Strategic Engineering/Maintenance strategies and metrics to support the start-up and operations of three state of the art, world class USP certified Vitamins facilities Facilitated and lead the engineering, maintenance and project initiatives teams throughout all phrases of the feasibilities studies, Scope definitions, competitive bidding for maximum return on capital expenditures. planning, procurement and execution for three North America manufacture ring facilities supporting Nature's made North America supply chain As the Regional Senior Engineering, Maintenance & Reliability Manager I'm the owner and developer of the Best in class Engineering and Maintenance concepts to optimize the People, Processes and Assets, to enhance Nature Made continued growth and success in the market share I lead the development of key metrics for the sustainability of assets, Processes and skills acquisition across the North America supply chain for optimal growth and Overall Equipment Effectiveness (OEE) increasing from a baseline of 71% to 93% Develop and Implement a road map for best in class Engineering and Maintenance current best approach's through the transparent integration of IL6S, Kazan's and Lean Manufacturing methodologies to position the organization for continued growth and success throughout the North American supply chain, reducing change over times by 33% from baseline and reoccurring failures Worked with the state, local compliance authorities to ensure the initiatives met all federal, state and local compliance standards, NEC, NFPA70e Lead the transparent integration of the eight pillars of Total Productive Maintenance (TPM) methodologies across the North America Supply chain as the foundation to sustain the physical assets, Improve processes and Skills acquisition through the pillar of Autonomous Maintenance Working across operating departments with Maintenance and engineering teams, I facilitated the implementation of the facilities Computerized maintenance management system (CMMS) to optimize maintenance planning and resources allocation Kellogg's Snacks, 07/2009 to 05/2013 Senior Manager Engineering, Facilities & Maintenance Developed and Implemented Failure Mode Effect Analysis concepts - Maximum return on investment (s) Prioritize critical physical assets, Increase MTBF rate by 35% from baseline on critical equipment Coordinated, Facilitated and lead Root Cause Analysis of reoccurring Utilities power interruption during production to identify the root cause of unplanned stoppages, and introduced FMEACAS (Failure mode effects analysis, with corrective action systems) methodology to implement a corrective action to eliminate reoccurring failures for a facility Saving of 1.75MM annually Lead Automation upgrades across Kellogg's snacks division to replace Obsolesce Allen Bradley's PLC-5, SLC 500 Controllers with Allen Bradley's control logix controllers, Studio 5000 software, chassis, hardware and communications protocols for Optimization of high speed automated Consumers Packaged Goods and high speed bottling lines across multiple Kellogg's snacks facilities, reducing extended downtime events due to obsolesce Developed scope definition, wrote business cases and secured funding (CAPEX), facilitate competitive bidding (contractors) lead the implementation of NFPA70e (Arc Flash Hazard Analysis) for Kellogg's North America snack division, to bring the up to NFPA70e arc flash compliance standards Lead Kazan's teams (process optimization) I increased the MTBF rates for two of Kellogg's billion dollars SKU lines (Cheez-its) by 25 percent from historical baseline Georgia Pacific Corp, 07/2004 to 05/2009 Senior Manager, Engineering, Maintenance & OPEX Developed and implemented Total Productive Maintenance and lean manufacture ring methodologies across multiple manufacture ring facilities to optimize Overall Organizational Effectiveness resulting in 20% optimization in Reliability, Quality, Cost reduction and reduced change-over times from baseline Implemented the 8 pillars of TPM and World Class Manufacturing concepts as the vehicle to transition the culture from reactive to proactive maintenance, significant skill development and empowerment through Operator's led maintenance Utilizing historical data from Computerized Maintenance Management System, reduced unplanned stoppages by 39% for baseline through Autonomous Maintenance PIT-Stops, resulting in a combined savings of 2.35MM dollars the first full year of application Lead a cross sectional team of hourly and management team at each of the three facilities through FMEA concepts to rank A/B equipment for asset management, Maintenance Planning and future capital expenditures. Reduced unnecessary expenditure by 25% Facilitated and implemented Reliability Centered Maintenance Methodologies and Current best approach etc. laser alignment, vibration, Infrared thermography, oil analysis, Tribology, Condition Based Monitoring which improved Mean time between failure rates by 39% Developed standard work concepts to enhance operator's sustainability and operability of new and existing equipment, while sustaining the high speed automated production equipment through TPM methodologies for significant improvement in the compelling business needs KPI's OPEX Corporate/Regional Senior Manager for five manufacture ring facilities within the building supply division, Including Manufacture ring, Capital projects, Engineering, MRO (storeroom) Utilities, Asset management, I was directly responsible for the Engineering/ maintenance P&L budget for the five lumber manufacture ring facilities totaling 108.75MM annually Co-Owner for the EH&S roadmap throughout the Paper, Corrugate and lumber manufacturing Lead the Maintenance Safety program at each facility, with a sustain TIR 0 Procter & Gamble Company, 11/1992 to 07/2004 Senior Manager Engineering, Facilities & Maintenance Developed and implemented Reliability Centered Maintenance methodologies with focus on the 8 pillars of Total Productive Maintenance and World Class Manufacturing throughout the fabric and Health division reducing equipment failure rates by 25% from baseline data Lead the feasibility study, scope definition, CAPEX, Competitive bidding, flawless planning and Execution for ULTRA detergent, 163MM expansion/integration initiative ahead of schedule and below Cost, Vertical start-up validation with focus on the TPM pillar "Early Equipment Management" to exceed targeted KPI's, Quality, Safety, Environmental, Reliability and Cost As the TPM Subject Matter Expert for the Fabric & Health Care division, I lead the Implementation of the eight Pillars of Total Productive Maintenance (TPM) within the division, the first year of application was a 37% improvement in reliability, resulting in a savings of 1.2mm dollars across the laundry division Reduced storerooms inventories by 327k the first year of TPM/RCM implementation, Standardizations and elimination of parts redundancy, optimization of Critical spares and cycle Counts Researched, developed and lead the implemented of the first CMMS modules (SAP) throughout the laundry division, totally transforming the Maintenance organizations from a paper to Computerized world class organization, through the optimization of Maintenance planning/scheduling and resources allocations