Manage and direct the Central Planning & Heavy Craft department activities (includes CITGO and contract personnel). This position is responsible for planning, safe work execution, quality of work, active leadership and setting expectations of employees, effective utilization of resources, providing needed tools to ensure productivity and budget management.
1. Manage departmental safety to ensure that all work is done safe. This involves constant and active leadership by setting expectations, communicating, observing, coaching, correcting and where necessary taking disciplinary actions. Focusing on employee and contractor safety should be a daily activity where department employees see and understand that the department head is determined to run a safe organization. The primary focus should be on safe behaviors and minimizing risks through our actions. Regular safety meetings should be conducted where issues are captured and followed up on until they are completed.
2. Identify and communicate plant priorities within the Maintenance Department. This involves regular communication and coordination with operations supervisors and managers to establish work priorities such that repairs are made on a timely basis and such that reliability is high and equipment downtime is minimized. Short and long range schedules will be developed that reflect those priorities and business needs.
3. Develop effective plans and schedules for the Maintenance Department’s work execution. Prioritized work requests need to be effectively planned and scheduled. These plans should be efficiently generated through use of an effective scope management process and the use of library plans for repetitive work. Accurate estimates for labor will serve as benchmark for the field groups to focus on improvement. Materials should be specified properly and procured in a cost effective and timely fashion. Once plans have been assembled the work should be efficiently scheduled and thoroughly communicated. This position is the primary driver of improvement for these processes. This position leads the weekly schedule review meeting with all maintenance disciplines to ensure schedules are accurate and information is communicated to all key personnel.
4. Develop expense budgets for maintenance work in the refinery. Responsible for the Central Planning and Heavy Craft maintenance budget preparation. The annual budget cycle requires the following: Detail reviews with all the operational areas and reliability department, an organized submittal, sort, and rationalization to the available funds.
5. Costs should be managed aggressively. All expenses should be scrutinized and costs reduced wherever possible. Regular communication is needed with employees about the need to make wise purchases and how they manage materials, equipment, and tools. Budgets need to be understood and communicated to all employees. Effective reliability efforts need to show results in reducing the need for maintenance and productivity efforts need to help reduce the cost of needed maintenance. Contractor headcount management is required daily to stay within approved budget.
6. Team participation. Working together both within Maintenance and with other refinery departments toward the good of the overall effort is required and expected. Involvement with and assistance to other company facilities and/or corporate efforts is occasionally required. Problems that cut across departments should be attacked where appropriate using cross functional teams. Significant effort should be made to establish this perspective within supervision and craft groups.
7. Develop your employees. All workers whether craft, supervision or contract need to grow and expand their ability to contribute. With supervisors, each should be expected to accomplish their share of the workload while making individual contributions based on abilities. The EDP process should be used with each supervisor to clarify responsibilities, target performance levels, and provide objective feedback. Craftsmen should be challenged to take on additional responsibility and to work as needed to maximize their contribution. Core skill sets need to be identified and progression plans developed to maintain those core skills. Contracted skill sets need to be managed as well. Clear expectations need to be defined followed by persistent audit and follow-up efforts.