Mike Palm has extensive experience leading projects to improve reliability and reduce costs for oil and gas, aeronautic, utility, and manufacturing clients. Some of his accomplishments include facilitating GE Workouts to identify improvement projects for an oil and gas company, leading the selection of a CMMS system while working with over 60 functions at a midstream oil and gas company, and organizing a team to develop standard PMs for over 45,000 pieces of equipment across 60 locations for another oil and gas company. He has successfully led various work management and process improvement projects across multiple industries.

1. 11933 Falls Road, Cockeysville, Maryland 21030 (443) 465-1224
Mike Palm
Project Profiles
 Facilitated GE Workouts with the reliability engineering managers of a midstream oil & gas
company to identify improvement opportunities. Defined and prioritized eight major projects.
Developed charters, approaches, and schedules for the six most urgent requirements.
 Led CMMS selection in midstream oil & gas company. Worked with 67 client people in 19 company
functions to develop systems requirements. Functions included control rooms, plant accounting,
pipeline integrity, taxation, EH&S (Environmental, Health and Safety), financial accounting, capital
projects and reliability engineering.
 Led a midstream oil & gas reliability engineering team to set the initial frequency, alarm limits and
scheduling for predictive maintenance (PdM) readings with SKF and Windrock analyzers.
Developed Impact and Criticality Matrices for generators, compressors, gear boxes, blowers,
engines, pumps and turbines. Applied Criticality Matrix to 7800 pieces of equipment working with
operations and maintenance. Integrated PdM alarm levels with maintenance work prioritization and
response times.
 Led the design and implementation of maintenance work management processes (700 craftsmen)
for a major aeronautic company. Generated the plan to reduce the workforce by 25 percent while
maintaining the reliability necessary to support the build rate and conform to union contracts.
 Led the design and implementation of process engineering work management in an oil refinery
that focused on improving reliability, and a $6 million reduction in operating costs.
 Led the implementation of market plans and reorganizations for a major oil refinery that increased
revenues by $4.7 million and reduced operating costs by $9.3 million.
 Developed and implemented work management processes in health care insurer that increased
productivity by 18 percent in claims processing and customer service.
 Led work teams through the identification and recovery of $20 million in coordination of benefit
overpayments in the health insurance industry.
 Organized and led a team of fifteen reliability engineers and equipment subject matter experts
(SME’s) to develop standard PM’s for twenty-five electrical and mechanical equipment types
in over sixty locations for a midstream oil and gas company. Using Critical Function Analysis
and FMEA combined with manufacturer guidelines, the team established core PMs and PdM's for
over 45,000 pieces of equipment.
 Led a team in a large eastern electric utility to reduce $130 million MRO inventories for generation,
transmission, substation and distribution. Comparing material usage rates to current inventory
levels, reduced inventories by $16 million.
 Facilitated cross-functional transmission team in a large southern electric utility to reduce
substation capital project cycle time by 25 percent.
 Led an executive team in the organizational integration of the R&D and engineering groups of two
major companies in a joint venture and merger in the petrochemical industry.
 Led analyses and projects in nine gas and electric utilities: generation, transmission, substations,
and distribution. Work management projects resulted in a 20 percent reduction in labor and material
costs. Projects included capital project process, design engineering resource management, project
management, inventory reduction, asset close out and book to plant process, root cause analysis
processes, and cost benchmarking using FERC F1’s.
 Led the development and implementation of plant maintenance work management processes at
eleven plant sites for seven clients in chemical, oil refining, heavy and light industries. Results
ranged from 10 to 15 percent increases in reliability while reducing labor and material costs by 25
to 50 percent.
 Reduced a chemical plant's planned downtime by 50 percent, generating an additional $1.5 million
in annual revenues.