The document is a resume for Mike Kostenko, an experienced Journeyman Industrial Electrician and maintenance/facilities manager with over 20 years of experience managing maintenance operations and personnel in various manufacturing settings. It outlines his technical skills and experience planning and directing maintenance activities, developing budgets, and ensuring safety and regulatory compliance. Key accomplishments include improving equipment uptime and reliability, reducing costs, developing training programs, and transforming workplaces to be injury-free.

1. M I K E K O S T E N K O
1660–502 Pemibina Hwy. • Winnipeg, MB  R3T2G2 • Cellular: (204) 430-4840 • E-mail: jmikkos@hotmail.com
PROFILE
 Self-motivated, achievement-focused and organized Journeyman Industrial Electrician with 20+ years of technical,
maintenance and manufacturing management experience in production, printing, food processing and steel mill settings.
 Managed technical, administrative, maintenance, stores, housekeeping and production personnel in unionized and non-unionized
settings including electricians, machinists/tool and diemakers, industrial mechanics, power engineers, HVAC/R
technicians, mechanical maintenance clerks, maintenance schedulers and planners, janitorial and production staff.
 Seasoned technical manager with plant/production management experience providing expertise in: planning, directing,
evaluating and streamlining property, building, and equipment maintenance and repairs; preventative and predictive
maintenance; tooling and manufacturing; leading major projects; maintenance and production scheduling to ensure
efficient management of shop orders.
 Superior root cause analysis skills to evaluate repetitive failures, and develop effective solutions and corrective action
plans. Utilize strong technical skills in providing guidance and troubleshooting on complex repairs.
 Leadership skills: interviewing and selection; developing schedules (work, vacation, on-call and overtime); creating
appraisals; conducting performance interviews; coaching; developing and motivating personnel; overseeing training;
identifying employee training needs; monitoring training schedules; implementing disciplinary actions; organizing and
delegating workloads. Consulted on and administered collective agreement provisions in grievance handling.
Experienced in analyzing labour data to develop and administer labour budgets.
 Expertise in project management including selecting, supervising and inspecting the work of contractors for major
renovation, construction and equipment installation projects valued at up to $25 million.
 Skilled in capital asset and operational planning, continual evaluation of equipment and plant performance, and use of
lean management principles to meet strict cost controls.
 Adept in the identification and procurement of tools, materials and equipment requirements including kitting of parts.
 Maintain excellent communications with personnel through the use of plant performance measures, training and
development programs to ensure staff meet daily Key Performance Indicators (KPIs).
 Ensured safety-focused workplaces through implementation and enforcement of safety programs, audits and
inspections. Participated in health and safety committees as a management representative. Achieved a staff incident
free record in all workplaces.
 Proficient in using several computerized maintenance management software applications and Microsoft Office (Word,
Excel, PowerPoint, and Outlook).
EXPERIENCE
Pollard Banknote Limited, Winnipeg, Manitoba, 06/2013 – 10/2014
Maintenance Manager
Reporting directly to the VP of Manufacturing, provide safe and effective leadership to two supervisors and 17 maintenance trades
personnel in a state of the art high speed and volume printing operation in a high security setting printing lottery tickets.
Selected Accomplishments:
 Restructured the maintenance team and standardized processes. Eliminated a backlog of work.
 Conducted a criticality assessment using a cross functional team to create a predictive and preventative maintenance program.
 Increased the mechanical availabilty of process equipment from 80% to 97.4% to increase annual revenues by $1 million.
 Increased reliability of finishing lines and packaging equipment.
 Re-installed out of align conveyor systems that increased department effectiveness and reduced overtime by 20%.
 Developed “5 why/ what program” and other measures to reduce lost time and repetitive equipment failures.
 Developed and currently monitor KPIs for the Maintenance Department to ensure achievement of daily, weekly and monthly goals.

2. Mike Kostenko page 2
MAPLE LEAF CONSUMER FOODS, Winnipeg, Manitoba, January 2013 – June 2013
Project Manager (six month contract position)
Reporting to VP of Manufacturing and Bacon Plant Manager, provided direction to contracted and non-contracted workforce to ensure
the new bacon plant achieved the production schedule and oversaw the installation of production lines.
Selected Accomplishments:
 Transformed the environment to a zero lost time workplace (prior to my direction there was three lost time injuries in three months).
 Delivered on the installation of five bacon lines to meet on time performance.
 Increased production on three bacon lines from below 40% to 80% while significantly improving quality standards.
 Resolved conflicts between Maple Leaf personnel and contractors to meet schedules in a troubled project.
 Introduced and led safety and daily performance meetings to review safety, production, unplanned lost time and solutions.
 Reviewed major lost time events with equipment manufacturers for increased performance.
 Implemented “5 why root cause investigation process” for lost time events.
MCCAIN FOODS CANADA, Portage La Prairie, Manitoba, 03/2010 – 12/2012
Maintenance/Engineering Manager
Reporting directly to the Plant Manager, supervised Project Engineer, Environmental Engineer, Maintenance Superintendent, Chief
Stationary Engineer, Stores Supervisor, Maintenance Supervisors, Waste Water Treatment Supervisor, and 43 maintenance and
power engineering personnel.
Selected Accomplishments:
 Developed and controlled a $6 million annual maintenance operating budget and $13 capital budget for a 380,000 sq. ft. state of
the art potato/packaging plant containing two natural gas fired thermal oil boilers and an 800Kw refrigeration/freezing plant.
 Introduced maintenance tools and systems to position the plant in the top 3 of 27 global plants for performance (up from #21).
 Trained maintenance supervisory group in problem solving techniques that led to a significant reduction of equipment lost time.
 Created an investigation process for all repetitive equipment failures.
 Implemented peer to peer safety toolbox meetings resulting in no recordable injuries.
 Changed the terminology of the term “downtime” to “lost production minutes” to improve the work environment.
 Launched condition monitoring, planning and scheduling personnel to transform scheduled maintenance from 30% to 80% to
dramatically increase production through improved equipment availability.
 Reduced stores inventory by $300,000 through assessment of inventory requirements. Introduced consumable vending machines
in strategic plant locations to reduce travel time for necessary consumable supplies and tools.
AMERICAN BIAXIS (WINPAK), Winnipeg, Manitoba, 06/2008 – 03/2010
Facilities Manager and Acting Plant Manager
 Reporting to the Plant Manager, led unionized maintenance trades, stores/maintenance clerk and contractors in a plastics
extrusion manufacturing facility. Acted as a resource for continuous improvement initiatives such as 5S and other methodologies.
Assumed the Plant Manager’s responsibilities during absences.
Selected Accomplishments:
 Led a GAP analysis to identify improvement opportunities. In 2009 achieved the budget after three successive years of losses
under other managers and in 2010 delivered the highest EBIT DA in the company’s 10 year history.
 Introduced a new MP2 CMMS system for planning, scheduling and performance monitoring of assets.
 Set and managed a maintenance budget of $2.5 million for a 100,000 sq. ft. plant containing two Fulton thermal oil boilers, one
geo-thermal heating and cooling circuit for all plant and process equipment.
 Developed and implemented systems to ensure compliance with American Institute of Bakers (AIB) standards.
 Reduced maintenance spare parts inventory through identification of obsolete and critical spare parts.
 Introduced safety meetings and preventative maintenance program.
 Devised a maintenance training initiative to allow single ticketed trades personnel to attain a dual ticket status.
 Served as energy efficiency champion significantly reducing utility expenses (elecrtricity, water and natural gas).

3. Mike Kostenko page 3
MAPLE LEAF CONSUMER FOODS (LARSEN PACKERS LTD.), Berwick, Nova Scotia, 2006 – 2008
Manager of Maintenance and Engineering
Reporting directly to the Plant Manager, directed the Material Requisitions Manager, Maintenance Supervisors, Chief Stationary
Engineer and 29 unionized maintenance and power engineering personnel.
Selected Accomplishments:
 Developed and maintained an annual maintenance budget of $5.7 million for a 180,000 sq. ft. meat/processing/packaging plant
containing two 400hp Cleaver Brookes Bunker C fired boilers and an 800Kw refrigeration plant.
 Implemented weekly maintenance and communication meetings. Created a vendor provided employee training program.
 Pioneered an asset based downtime tracking system and gap analysis processes to increase equipment uptime to 95%.
 Effectively placed return to work personnel to decrease workplace health and safety costs.
 Developed the Preventative Maintenance Program for facilities and machinery of a modern 180,000 square foot facility.
 Instructed and guided management team on Maple Leaf capital project procedures to allow managers to write capital proposals.
 Liaised with the Human Resource Department, union officials and community college in sourcing hard to find skilled trades.
 Developed and implemented an Apprenticeship Training Program.
 Ensured the plant’s compliance with HACCP regulations and all Food Safety initiatives as an active member on the Food Safety
Committee. Worked in partnership with the CFIA to ensure compliance.
MAPLE LEAF PORK, Winnipeg, Manitoba, 2005 – 2006
Project Engineer
Reporting to the Director of Operations, managed capital projects and acted as a technical resource for engineered solutions.
Selected Accomplishments:
 Investigated practical, cost-effective, and innovative alternatives for plant issues resulting in decreased expenses.
 Worked with Plant Operations Director and Plant Operations team to create annual and multi -year capital plans.
 Utilized Six Sigma tools and methodology to improve external customer satisfaction and retention.
 Worked with project and purchasing teams to effectively negotiate contracts with equipment vendors and service providers.
DOW BIOPRODUCTS, Elie, Manitoba, 1998 – 2005
Project Manager (2002 – 2005), Lead Electrician (1999 – 2002) and Shift Electrician (1998 – 1999)
Reporting to the VP of Operations, responsible for managing capital and continuous improvement projects.
Selected Accomplishments:
 Employed Six Sigma methodology and project charters to identify and implement the most cost effective projects.
 Designed and implemented management of change documentation system to improve project results.
Shift Electrician, Gerdau MRM Steel Mill, Selkirk, Manitoba, 1996 – 1998
Industrial Electrician/Mechanic, Pepsi Cola Canada, Winnipeg, Manitoba, 1993 – 1996
Production Supervisor, P.E.T. Manufacturing, Pepsi Cola Canada, 1988 – 1993
ACADEMIC QUALIFICATIONS
Industrial Electrician Journeyman License (Interprovincial Standard) – Gold Medal recipient , 1996
Professional Development:
 Lean A3 Problem Solving Certification • McCain Foods • 2010 - 2012
 Introduction to Ammonia Refrigeration Systems, University of Wisconsin, 2006
 Manufacturing Excellence, Maple Leaf Leadership Academy, Richard Ivey School of Business, 2006
 Six Sigma White Belt and White Belt 2 Training, Maple Leaf Fresh Foods Ltd., 2005
 Six Sigma Green Belt, Behavior Based Workshop, Dow Chemical Global Training, 2004 – 2005
 Total Predictive Maintenance Seminar, Maintenance Technology International, 2000
 How to of Supervisory Management, Manitoba Institute of Management, 1990