Engineering Maintenance Manager
Birchwood Foods
مجموع سنوات الخبرة :21 years, 11 أشهر
Maneging All Projects and Maintenance Activities for the Plant
Managing overall Engineering and Maintenance of the plant which has a capacity of 26 million case per year (about 450 million lbs. per year) and consists of 13 BBQ, Mayonnaise and Salad Dressing processing kitchens, 18 Foodservice and Retail packaging lines and Utilities (Chillers, HVAC, Boilers, Ammonia, Air Compressors, Wastewater treatment plant...etc.). This position overseeing the Engineering, Maintenance, Automation, IT and utilities teams with total HC of 56 and acting plant manager during their absence to oversee all departments activities with total HC of 450.
Business achievements:
• Plant Efficiency increased from 58% in 2018 to 67% in 2022 YTD
• Hourly employee turnover rate reduced to 0.2% in 2022 YTD vs. 0.7% in 2018
• 100% Successful in building a World Class CMMS system and go green with 100% paperless.
• 100% Success to design and execute a world class parts room and using CALEM CMMS to control the inventory.
Personal achievements:
• I got Promotion 2 times since I started with Ken’s after moved to US in 2018 with more responsibilities which helped polishing my management skills, experience, and personality
• In the process to achieve one more career height as Corporate Director of Asset Care and Reliability.
• Won the company topflight bonus twice for the effort of reapplying World Class Standards in Ken’s Foods.
Managing overall activities of Engineering, Maintenance Planning and Scheduling and Parts room team.
Lead the TPM initiative for the first time in Ken’s history and managing overall activities of the TPM central team.
Managing overall Maintenance of the plant which has a capacity of 4.5 million case per year and consists of 8 Pasta production lines, 13 Pasta packaging lines, Ketchup, Mayonnaise and Hot souse production and packaging line and Utility (Chillers, RO, Boilers, Air Compressors...etc.). This position was acting operation director during their absence to oversee all departments activities.
Business achievements (2017 vs. 2016):
• OEE increased from 65.3 % to 73.4% % and OPE from 88.8 % to 92.1%
• Employee head count reduced by 16%, Contract Labor head count by 38% and Overtime by 46%
• MTBF increased by 17.6% and MTTR reduced by 18.76%
• 100% Success for SAP go live with Preventive Maintenance
Personal achievements:
• Won the Company Owner award in leading SAP PM Implementation.
Summery Movie link: https://youtu.be/7c3GPNIxJZw
• Leading Obeikan Paper Industries Operation Manufacturing Excellence (OME) Program by applying lean thinking and focusing on moving the company to the next level of Manufacturing Excellence in all related Pillars.
• Leading Paper Industries Company Total Productive Maintenance (TPM) program by set and execute the plan of all related pillars (PM, AM and FI).
• Offer PM Pillar Consultation to Obeikan Investment Group.
• Leading Assignment from Obeikan CEO to apply Lean thinking at Obeikan Folding Cartoon Company to identify losses and waste in all operation areas through Loss Analysis Exercises.
Business achievements:
• TPM Program health checks score moved linear from 73 % on November 14 to 92 % on January 15 and sustained above 90% for the 1st and 2nd quarters of 2015
• The Losses analysis report made for Obeikan Folding Company improved the OEE by 15% as a quick win between Jun. 15 and Sep. 15 by adjusting shift handover process and techniques.
Personal achievements:
• Winner of Obeikan CEO award in improving TPM.
• Got a special assignment to lead paper and board division engineering and maintenance Synergy team.
Summery Movie link: https://youtu.be/2OyJhY7c3Eo
Leading a maintenance department consists of 3 making production units (more than 561000 tons/year) which produce Laundry detergent synthetic granules “Tide, Ariel & Bonux” in setting the strategy, plan and execution in order to ensure sustained high production efficiency with the desired quality up to P&G standard, whilst optimizing human, budget, maintenance cost (M&R) and other resources and to lead newly introduced projects in the area to ensure all the operation needs are achieved through the Validation “IQ/OQ/PQ” methodology.
Business Achievements:
During 10 years of service at P&G I was working with/Leading team who was part of the all following business achievements: -
• Succeeded in all Capacity increase projects (From 32 ton/hr to 65 ton/hr) and achieving VSU & ISU as per plan.
• Succeeded in Maintenance systems development which was one of the keys moved our company in Integrated Work Systems (IWS) from Phase 1 to Phase 3 assured by external assessments.
• We awarded as a flagship team in supporting P&G Casablanca Major Breakdown in HPP.
• We awarded as a flagship team in moving Hygiene System score from 26% to 82% within one year which was really great success story for P&G Dammam.
Personal achievements:
• Received P&G global Award in building other sisters companies capabilities at high pressure pump which was known as the most complex technology & lead P&G Dammam to be a global technology expert in this equipment.
• Received P&G global recognition as the best Case Study shared during Integrated Work Systems assessment.
• Received a lot of internal awards from different levels of senior managers for the efforts in capacity increase, Sustainability, Projects VSU, Step Changes, Best RCA, Best Case Studies, Leadership and Building Capability.
• Promoted 3 times between 2004 and 2014
• Leading Maintenance and Operation team in maintaining and operating all Qatif City Water Wells (55 sites).
• Leading all related new projects (Installing 8 new water wells, Installing new control systems at 35 water wells).
• Leading Civil, Mechanical, Instruments & Chemical Engineers, Maintenance and Operation team in maintaining and operating Jaroudia Sewage Treatment Plant.
• Leading upgrade project for 1st phase of Jaroudia Sewage Treatment Plant control system (Screens Station).
Business Achievements:
• All Projects and Upgrades done on time with Zero penalty.
• Project handed over to new contracting company with 1.6 K$ penalty related to my sites.
