Consultant, Kevin Kennedy Associates Inc.
Providing expertise in engineering and reliability management, plant operations reliability and quality consulting, reliability and maintenance consulting,
failure analysis, forensic investigation and analysis, and related expertise to a wide variety of clients.
Director of Locomotive Reliability and Quality, railroad freight service firm
Was responsible for managing the locomotive engineering group. Efforts included leading an engineering team in analyzing failures and implementing projects to improve performance of the 8000 locomotive fleet.
Consultant, Hartford Steam Boiler Reliability Technology
Worked as a contract consultant evaluating and providing recommendations to refineries concerning maintenance and reliability improvements.
Assistant Plant Manager, Renewable Environmental Solutions, LLC, Carthage, MO
Transformed a green field site into a functioning process plant including operations, maintenance, engineering and project management functions. Applied elements of TPM and Lean Manufacturing in forming the new organization. This position included hands-on work with mechanical and electrical engineers and technicians to commission and start-up new equipment and to troubleshoot and solve problems when they occurred.
Director of Reliability and Maintenance Practices, Valero Energy Corporation
Developed and implemented corporate-wide programs to improve plant reliability and maintenance performance. Provided support for corporate senior management concerning plant reliability and integrity issues. Reliability programs included RCM, RAM, RCFA, RBI and RBD. Maintenance programs included elements of Lean Manufacturing, TPM and Precision Maintenance through process re-engineering.
Maintenance Director, Occidental Chemical Corporation
Developed and implemented corporate-wide programs for Routine Maintenance, Turnarounds, Reliability Centered Maintenance, Root Cause Analysis, RAM Methodology, Key Measures and SAP implementation. Led initiative to improve maintenance and reliability performance resulting in 20% reduction in costs and 10% improvement in plant availability. Programs included RCM, RAM, RCFA, RBD and re-engineering of Routine Maintenance, Turnaround Maintenance and Project work processes. New processes included elements of Lean Manufacturing, 6-Sigma, SPC, MRP and ERP integrated through SAP enterprise software. This role involved chlorine, ethylene and ethylene derivative manufacturing plants.
Corporate Manager of Maintenance Support, Shell Oil Company
Developed and implemented corporate-wide programs to improve maintenance and reliability performance. Efforts resulted in 25% reduction in maintenance costs and 15% improvement in plant availability. This role involved refineries, chemical plants and ethylene plants.
Technical Manager , Deer Park Manufacturing Complex
Managed all “hard engineering” functions at Shell’s largest domestic manufacturing location. Managed group that executed $40 - $60 million in plant turnarounds each year. Implemented changes responsible for reducing turnaround costs and durations by 35%. Trained and mentored a group of staff and hourly foremen to organize and supervise successful turnarounds by example. This role involved refinery units, chemical plants and ethylene plants.
