Expert Details
Operational Excellence
ID: 735791
California, USA
Education
| Year | Degree | Subject | Institution |
|---|---|---|---|
| Year: 2003 | Degree: MS | Subject: Engineering Management | Institution: USC |
| Year: 1998 | Degree: B.S. | Subject: Chemical Engineering | Institution: University of Southern California |
Work History
| Years | Employer | Title | Department |
|---|---|---|---|
| Years: 2018 to Present | Employer: Undisclosed | Title: Director | Department: Energy Services |
Responsibilities:Working with VPs and SVPs to build Maintenance and Capital projects solutions including project management information systems and process automation. Implementing solutions for clients; evaluate, develop, and configure project controls and management systems, develop programs, and conduct readiness assessments. Supporting clients with implementing best practices on project management such as governance, processes, procedures, change management, and project controls. Assessing and developing project management and controls solutions including schedule analytics, cost recovery reviews, contract compliance reviews, data analytics, procedures development, and process improvement. Developing and managing Lean Construction, WorkFace Planning, and Sustainability Programs. |
|||
| Years | Employer | Title | Department |
| Years: 2017 to 2018 | Employer: Marathon Petroleum Corporation | Title: Operational Excellence Manager | Department: |
Responsibilities:Implemented the Operational Excellence Management System (OEMS) and completed over 200 gap assessments to ensure asset compliance with corporate and industry standards .Facilitated Operational Risk Management workshops and collect over 400 risks from various sources and re-ranking them based on the approved risk matrix. Led the Business Continuity and work contingency team working with refinery leaders and managers to address the upcoming contract negotiations and potential work stoppage. Facilitated Kaizen events and leadership workshops for 3 major TAR Blocks utilizing Lean Six Sigma methodologies to address gaps between Operations and Maintenance initiatives ensuring collaborations and synergy. |
|||
| Years | Employer | Title | Department |
| Years: 2013 to 2016 | Employer: Marathon Petroleum Corporation | Title: Project Controls Manager | Department: |
Responsibilities:Managed PMO office including retaining, developing, and updating processes and procedure, FEL planning, scope and estimate development and tracking, and Solomon reporting.Enhanced the cost and budget development based on the new employed technology providing workshop to 6 different facilities. Facilitated schedule development, challenge and optimization sessions to ensure complete understanding of schedule logic and requirement by all stakeholders Standardize the change management and approval process and incorporated the earned value-based forecasting Provided performance, progress, and trend analysis and reporting for 3 different audience levels: corporate, refinery leadership, and field execution managers Staffed project controls office based on the long-range plan and provided training to new members Initiated and supported the enterprise-wide configuration and implementation of HD estimating application. |
|||
| Years | Employer | Title | Department |
| Years: 2009 to 2013 | Employer: BP | Title: Lead Planner | Department: |
Responsibilities:Supported the PMO office including streamlining the KPI calculations, and Close out processesDeveloped resource loaded long-term (10 years) and short-term plans including strategies and schedules Planned and executed 14 turnarounds Scope and estimate based on complexity and Solomon Benchmark KPIs Supported Maintenance and Capital project integration including schedules, shared costs and services Developed Solomon Benchmark Reporting toolkit to reduce the Solomon Fuel and RAM studies reporting cycles. |
|||
| Years | Employer | Title | Department |
| Years: 2006 to 2009 | Employer: STFA Construction Group | Title: Director Of Project Services | Department: |
Responsibilities:Developed and improved processes and procedures based on the client needs and requirementDeveloped methodologies, concepts, and creative solutions for new project management and control challenges Configured and implemented technologies to best fit organizations current needs and while creating future capacities Developed and implemented ERP systems to support project management and controls processes Captured, compiled, and recycled lessons learned and provided timely feed to new projects Staffing project management and controls offices and provided trainings |
|||
| Years | Employer | Title | Department |
| Years: 2003 to 2006 | Employer: Daelim Industrial Co., Ltd. | Title: Project Manager | Department: |
Responsibilities:Managed following BOT EPC projects:RS 400 MW Combined cycle power plant Project (270 MW primary coupled to a 130 MW secondary). TA 510 miles Pipeline Telecommunication Project (SCADA, Point to Point, and BTS). MTN 2000 BTS Development Project (Developed n+1 planning concept). NGC Control Center design and implementations Project. |
|||
| Years | Employer | Title | Department |
| Years: 2001 to 2003 | Employer: Los Angeles County - Department of Regional Planning | Title: Project Engineer | Department: |
Responsibilities:Improved project governance and collaboration with stakeholdersDeveloped reporting systems with KPIs, metrics, and dashboards Supported leadership strategic planning Implemented processes for effective problem-solving and decision-making Designed and implementation Project Controls systems |
|||
| Years | Employer | Title | Department |
| Years: 1998 to 2001 | Employer: Total | Title: Process Engineer | Department: |
Responsibilities:Total Petrochemicals USA, Inc.Simulating gas and liquid processes on various process simulators Developing processing equipment and piping sizes and costs Preparing and evaluating bid requests based on engineering and business principles Providing equipment specifications per standards and order appropriate materials Troubleshooting operational issues and resolving a variety of operational problems Reviewing and redlining process and instrumentation diagrams (P&IDs;) Evaluating and sizing relief valves and systems for gas processing facilities |
|||
Career Accomplishments
| Licenses / Certifications |
|---|
| PMP, PMI Certified Project Management Professional DNV GL Certified ISO 9001:2015 QMS Auditor/Lead Auditor Lean Six Sigma Green Belt |
Fields of Expertise
turnaround management, maintenance shutdown planning, maintenance management, construction project management, operational process improvement, organizational development, risk management, business continuity planning, standard quality program development, project management, lean, organizational project management maturity model, operational excellence, lean six sigma