Michael R. Kennedy BSEE, MBA, PE

Experience

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  ATI Industrial Automation Company Inc.

  Jan 1980 - Apr 1997

  Engineering Supervisor / Project Manager

  1. Trained and established behaviors to address project crises and risks quickly and effectively.2. Developed the business, successfully directing this high tech company, including full P&L, engineering, sales, manufacturing, finance and human resources. 3. Improved new project on-time deliveries by 65% through the use of a systematic project management organization. Reduced design times by 40% through parallel product development and team leadership.4. Employed a customer focused approach in assisting customers with economical solutions that cut their costs, increased their operating uptime, while being cost effective. Grew revenues by 300%.5. Improved asset utilization and implemented new engineering and construction planning software to capture cost per project in order to accurately track the profitability of the business. 6. Managed projects regarding hardware and software development, and prototype manufacturing. Introduced numerous systems into manufacturing, directing the work both personally, and through project and line managers.7. Led a team to conceptualize over 950 new, more productive methods for streamlining manufacturing productivity and cost reduction issues. 8. Established a culture of cross-functional participation for new product development activities.9. Installed lean new product development process tools: team scheduling, weekly stand-up team meetings, risk mitigation events, resource load forecasting, and design for manufacturing reviews. Show less

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  UOP Corporation

  Apr 1997 - Oct 2001

  Senior Engineering and Project Director

  1. Established a culture of cross-functional participation for new product development activities.2. Installed lean new product development process tools: team scheduling, weekly stand-up team meetings, risk mitigation events, resource load forecasting, and design for manufacturing reviews.3. Refined corporate project selection process through use of standardized “phase zero” project evaluation, “total team” resource planning, and thorough market evaluation. 4. Implemented monthly reporting with standardized metrics and reporting format for all new product teams5. Trained and established behaviors to address project crises and risks quickly and effectively.6. As a result of these actions, several projects were halted due to low profitability, lack of resources, or lack of marketability. Remaining projects were brought to on-schedule performance, with accurate cost estimates and quality estimates supported by testing. The new chemical launch plan included significant Catalyst and Absorbent product launches in each of UOP’s company strategic business units, with all projects on schedule and on cost. Show less

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  Columbian Chemicals Company Inc.

  Oct 2001 - Jul 2006

  Global Engineering Director

  1. Lead the organization in designing, building and installing $110 million per year in capital equipment, process control machinery and plant startups globally. Grew the business by increasing the operation locations and revenue streams through innovative management. 2. Reorganized the project management system to improve parallel path designs and team involvement of manufacturing operations. 3. Improved technical designs significantly, reducing downtime and post startup, and improved group effectiveness through team organization and phase gate design process implementation.4. Effectively upgraded the productivity of the group in designing and installing 7 new process plants during the 5 years of my tenure, doubling the productivity of the prior 5 years.5. Started and completed 23 projects, all of which required no design group repairs after start-up, reversing the prior record of 18 projects requiring multi-million dollar post start-up rework. 6. Implemented a customer focused environment while increasing uptime and lowering the cost of operations for manufacturing, reducing labor, operating, and repair costs. 7. Led project managers in becoming more effective in leading their teams and accomplishing project tasks through matrix management development.8. Developed an improved tracking system for projects, improving on time and on budget designs.9. Effectively influenced the career path of talented individuals within the organization, and added new employees to compliment the staff, increasing productivity and company morale. Show less

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  IMERYS Metals and Mining

  Jul 2006 - Dec 2010

  Director, Capital Engineering and Projects

  Promoted to this position with accountabilities for oversight of global activities from conception through start up of both internal and customer driven capital projects, developing new and improving existing manufacturing capabilities, budget and strategic planning, and facilities management. Provide leadership to 26 including managers, engineers, and technicians. Responsible for average annual budgets totaling more than $200MM.1. Developed and implemented safety rules and systems that resulted in zero recordable accidents for the last three years.2. Reorganized a North American group into one with global responsibility in response to dramatic sales growth with no increases in staff and a zero increase in expense budgets. 3. Introduced Lean Manufacturing concepts into the standard procedure basis as well as into process efficiency assessments reducing conversion costs by as much as 18%. 4. Created accountability by implementing internal systems to manage costs, to plan tasks, and to standardize practices increasing the number of projects controlled at or below budget from 35% to 98%. 5. Delivered global capital projects for the design and construction of new manufacturing sites or major process expansions holding overall engineering costs to as low as 5.8% of the project budget.6. Led continuous improvement teams to investigate and develop process changes and new manufacturing technologies resulting in 56 new opportunities estimated to save $6.1 MM. 7. Partnered with the sales team and external customers to develop and implement process systems that increased revenues through additional sales while reducing the customers’ operating costs. Show less

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  APMS Engineering

  Dec 2010 - Jan 2018

  Senior Partner and President

  1. Develop engineering staff to the next level by ensuring assigned staff fully understand projects, providing effective feedback to staff (positive and critical), identifying and promoting growth opportunities for all junior staff2. Implement firm policies around recruiting, staffing, training and account management that result in top-notch client service as well as a positive work environment that fosters a pattern of long-term staff retention3. Promote a positive environment for staff and identify and work with firm management to address any issues that are creating barriers to an optimal work environment for all members of the engineering and project staff.4. Provide feedback, advice and back up as needed to other members of senior staff team to ensure all senior staff has support needed to effectively run accounts and promote positive work environment5. Attend and actively participate in senior staff meetings, offering ideas, insights and recommendations on firm policies, staffing, client service, new business and other topics that ultimately impact the overall quality of the firm6. Assist in the overall selection process of APMS employees who ultimately become, long-term hires.7. Identify new business opportunities, participate in new business pitches and assist in drafting new business proposals, taking the lead with new customers, while, also, expanding and/or renewing existing clients8. Develop and conduct trainings, including regular APMS corporate trainings such as the Smart Chart as well as niche areas of expertise, such as collaterals or policy maker relations9. Successfully run multiple accounts simultaneously, including managing work plans, client expectations, and internal staffing to ensure project is consistent with time and scope in the contract10. Develop relationships with other EPC, engineering, architectural, and construction firms who are like-minded and open to partnering with APMS on projects. Show less

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  Gwinnett Technical College

  Feb 2018 - now

  Program Director, Mechatronics Technology

  1. Develops syllabi that clearly outline the course requirements, rationale, goals, and objectives2. Submits digital copies of syllabi and course handouts to the Office of Academic Affairs each semester. 3. Selects textbooks and other resources for the class. 4. Prepares class sessions and assignments to help students grasp course content and how it integrates with overall student learning outcomes for the course 5. Teaches courses according to the PIU catalog descriptions and in accordance with defined course standards and outcomes 6. Creates a learning environment that encourages student involvement and participation.7. Documents students’ attendance, participation, and academic progress by giving and grading assignments, projects, quizzes and/or examinations that lead to a final grade. 8. Submits course grades to the PIU Registrar by the assigned date. 9. Is accessible to students outside the classroom, providing ample periods of time for counseling and mentoring students in matters related to academic success, life goals, and spiritual development.10. When called upon, functions as an official academic advisor, counseling students about course, academic sequence, and program selections. 11. Maintains and disseminates current information pertaining to services available to students throughout the school. 12. Develops and administers pre and post tests for each class taught, submitting results to supervisor as requested at the end of each semester 13. Participates in and contributes to curriculum development by planning, developing, and evaluating new and existing courses and curriculum. 14. Participates in the development and implementation of academic policies, guiding principles, objectives and functions in accordance with the philosophy of the school. Show less