MacNRG Energy Careers

Search Jobs Exploration and Production Energy Resume Energy CV

Energy Resume Energy CV of SAP Enterprise Expert Six Sigma Energy Operations Manager Seeking Houston Opportunities

Energy Resume Energy CV of Candidate 100557.  Expert in SAP Enterprise Resource Planning System.  Lean Six Sigma Green Belt.  Diversified and dedicated Management Professional with five years of experience in the Oil and Gas Industry, as well as Operations Management, ERP systems knowledge, and Quality Assurance expertise.  Member APICS.  Seeking new challenging opportunity in the Houston area.

E X P E R I E N C E

GLOBAL PROVIDER OF POWER SYSTEMS AND EQUIPMENT

JULY 2005 – PRESENT

OPERATIONS MANAGER                                           JUNE 2007 TO PRESENT

HOUSTON, TEXAS

  • Managed 50+ Field Service Engineers and Office Staff day to day activities, along with skill reviews, resource development and certification programs to ensure the highest level of training and cross-functional abilities.
  • Evaluated all contractual documentation and determined needs for Risk Management and/or commercial requirements, including negotiation of contract renewals and settlement of Terms and Conditions with customers.
  • Supervised all service projects with target annual sales reaching $15MM+, including procurement of labor, tooling, supplies, and proper dispatch of appropriate Field Service Engineers per the functional duties.
  • Developed and implemented quality control & HSE standards, policies and procedures to ensure the highest level of customer satisfaction while reducing incident reports by 37%.
  • Accountable for supplying Field Service Engineers on all New Units and After-Market Projects in Qatar, Angola, Massachusetts, Israel, Saudi Arabia, United Kingdom, and Venezuela.

QUALITY ANALYSIS ASSOCIATE                                JULY 2005 TO JUNE 2007

OHIO

  • Prepared financial statements for multiple projects based on time and expense summaries from field service locations globally.
  • Responsible for executive level metrics, along with process development, implementation and training of other employees for new units ICS Invoicing.
  • Designed process and assisted in implementation & training of employees of use of Field Issues system, used globally.  Designated as one of four global Super-Users for system.
  • Established tracking tool and weekly reporting process for communicating key project status and requirements to the business.

Q U A L I F I C A T I O N S

  • Accountable for all project “kick-off” and “handover” meetings with customers for New Units and After-Market work for all projects in North America
  • Highly knowledgeable of SAP Enterprise Resource Planning System.  Control Account Manager, Program Manager, Resource Manager and Customer Order Administrator roles used daily
  • Directly responsible for scheduling, coordinating, continuing education, and training of entire staff (50+ Field Service Engineers and office staff) in order to comply with emerging global standards
  • Directly responsible for 76% of departmental revenue (Avg. $950K) on a monthly basis
  • Accountable for development of new departmental invoicing process, reducing debtors from $4.8MM to $1.3MM on average by month
  • Responsible for all departmental financial forecasting and upper level reporting, including headcount requirements and budget justification
  • Work closely with customers to provide cost-effective contracts aimed at minimizing revenue-reducing operational downtime
  • Creation and implementation of database for corporately sponsored Lean Six Sigma Black Belt project initiative to increase revenue turn-around for global field service engineers’ billable services.  Cycle time was reduced by 62% due to use of database design and new process implementation
  • Super-User of Field Issues Report System and SMART Scheduling System, both of which are now used globally
  • Facilitate best practices for department with all projects’ groups companywide to ensure quality work, proper training and HSE standards from Field Service Engineers

A C H I E V E M E N T S

Facilitated Design of Capacity Plan

  • Designed and implemented a monitoring system that forecasts the activities of field service engineers around the globe, over the course of three years.  The tool allows for maximum utilization, with very little input from the end user.  Resulted in a 12% reduction in over-head costs, with limitless functionality for required metrics.  Recognized as best practice and has been instituted globally.  Wrote all manuals and trained staff worldwide.

Launched Task Force for Internal Project Handover

  • Recommended, initiated and led task force for internal handover of new units’ projects to after-market business or long term service projects group.  Re-wrote outdated process and developed reporting tool for management, allowing constant visibility of handover status, along with problem areas within the projects.  Reduced handover time from an average for 500+ days to an average of 62 days.

Implemented Training Program & Tracking Methodology

  • Initiated program that designates to Field Service Engineers what training is required for the year and when it is required, while permitting office staff to schedule time off appropriately.  Allocates one central location for all training documentation for Field Service Engineers to be kept electronically.  Permits other management to view current skill sets of Field Service Engineers (by individual representative and by skill set) for development and cross-training purposes, along with areas that require improvement within the entire business unit.

Developed Project Packs for New Units Work

  • Devised procedure of communication and interaction with Field Service Engineers before dispatch to New Units Installation and Commissioning MacNRG Energy Jobs (duration of 4+ months).  Procedure includes PowerPoint communication pack outlining all relevant information for site, including but not limited to; unit(s) information, short shipped items, technical requirements, contractual requirements, site information, site contacts and any known issues.  Procedure also requires kick-off meeting with Engineering, Project Management, Site Management, Site Leads, Operations and Field Service, along with weekly standing conference calls for the duration of the job and quarterly visits to site by Operations Manager, Project Manager, Site Manager and Engineering.  Resulted in reduction of unit “down-time”, 22% reduction in “waiting” time, and 43% increase in customer satisfaction.

Eliminated Outdated Reporting Functionalities

  • Combined five redundant reports into one document, reducing invoicing processing time by 52%, increasing payment time by 36% and reducing debtors by 27%.  Measures total invoices by month, by job type, along with total Work-In-Process dollar amounts, and turn-around time from customer request date to invoice date.  Outputs used for Senior Management Reporting, as well as management of office staff for performance reviews.

E D U C A T I O N

B.S., Operations Management                       March 2008

DeVry University                                             GPA: 3.4

Lean Six Sigma Green Belt                             October 2009

More Steam University

Please send me more information on this candidate