1. 03/23/03 – Weyerhaeuser, Kamloops Sawmill Kamloops, B.C.
11/2007
 Re-structure maintenance department. (Shifting, Charge-hands, etc)
 Define Workflow, structures planning, scheduling,prioritization
 In charge of Mobile Shop, Filing Room, Mechanical, Electrical, Carpenter, Janitor, and
Stores. (~50+ Maint. Staff)
 Lead equipment reliability improvement strategies.(Root Cause Failure Analysis,Vibration
Analysis,Auto-lube Systems, Work Flow Process, Run-time PM’s, Cycle Count System)
 Setup and lead maintenance planning department. (create Planner & Scheduler Position,
utilize MAXIMO (CMMS), use Microsoft Project to track tasks,resources,timelines, and
priorities.
 Develop and Implement “Hot Work Poilcy” as per company underwriters.
 Lead/ Manage & support capital projects. (Tilt Hoist, Autolath, Power Upgrade, CNS
Conversion, Double Arbor Edger 10”-12” Conversion, C-Frame Chipping Head Upgrade,
Edger & Trimmer throughput improvement projects, Planer Feed Roll Drive Conversion,
Planer and Sawmill Suction System Upgrade,etc)
 Prepare Maintenance budgets utilizing historic data from CMMS & Scheduler
 Develop and implement cost tracking system, weekly, monthly up to date information through
MAXIMO.
 Heavily involved in all aspects ofthe daily operation and maintenance of the site. (Safely &
efficiently earning money)
11/20/00 – Weyerhaeuser Vavenby Sawmill Vavenby, B.C.
03/21/03 Maintenance Manager
 Organize Major Mill Shutdown March 19-31, 2001- introduce scheduling,planning to add value
to mill downtime. Project Scheduler was utilized to prioritize and schedule tasks, resources,and
materials. Great success,up-time improvements and record metrics in the following months.
 Organize Boiler shutdown April 8-12, 2002- Boiler improvement project included converting
pneumatic controllers to Bailey Transmitters, adding CO analyzer, controlling them through
Modicon operatorsystem. Improve fuel supply systemand furnace efficiency, thereby reducing
stack emissions.
 Owner of Heath and Safety Element 3 (Worksite Analysis)
 3.1 Management of Change Score 100%, 3.5 Pre Start-up Safety Review Score 100%, 3.8 Job
Safety Analyses Score 82%, 3.7 Contractors Score 58%, Visitors Score 100%
 Utilize the Company Pace Process (Process to Achieve Capital Excellence) to lead major
maintenance projects such as the maintenance shop overhead crane, and the sawmill utility hoist.
 Lead investigatorin numerous formal incident investigations.
 Develop and implement Hourly Maintenance Leadership Performance Goals and Measures.Use
Project Scheduler to track status ofGoals and Expectations.

2.  Continuous improvement leader on mill site analyzing mill site constraints (Steam Plant, Kilns,
Planer) to find and implement solutions to maximize throughput in these areas.
 Implementation of Maintenance Communication Process to improve employee involvement, and
build the partnership between operation and maintenance. Setting clear expectations in all key
metrics of business to achieve and exceed site plans.
 Develop and implement a mill site Work System utilizing the MOC process,Project Scheduler,
Maximo, and the Risk analysis process.This process enabled site to prioritize tasks,schedule
tasks,communicate timelines / impacts, determine resources / materials, track costs,and establish
accountability.