Ed Speed, CMRP

Experience

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  J&J Midsouth Corrugated Container

  Mar 1984 - Jun 1984

  Lab Technician/Supervisor

  Supervised and performed testing of performance parameters on corrugated containers. Supplied accurate and timely quality performance information to all production and sales departments in the corporation. Developed mathematical equations that would predict the effect of various physical parameters on the performance of the product. Performed comparative studies in order to optimize materials for highest product performance. Generated reports and maintained records of all testing and results. Supported the implementation of quality tools such as control charts into the production process. Show less

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  Warner Lambert

  Jul 1984 - May 1986

  Ensured product met or exceeded quality specifications. Managed a staff of 24 quality assurance inspectors working on a four-shift, seven-day-per-week continuous operation to isolate quality problems at the point of manufacture to maximize acceptance rate. These inspectors provided immediate feedback to manufacturing personnel as to the quality of the product being produced. Made decisions on whether the product would go to the customer, be reworked, or discarded. Identified trends in the process, which could affect product quality and acted toward their elimination. Show less Planned, directed, and coordinated all measures, including gelatin preparation, color addition, and machine operation required to manufacture empty pharmaceutical capsules to meet or exceed quality standards at an economical cost. Diagnosed and solved problems relating to mechanical, electrical, chemical, bacteriological, process and color control aspects of capsule manufacturing. Managed third shift production personnel to ensure that established production procedures were maintained. Participated in cross-departmental quality circles in order to find solutions to complex manufacturing problems. Show less

  • In-Process Quality Assurance Supervisor

    Sept 1985 - May 1986

  • Production Foreman

    Jul 1984 - Aug 1985
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  Dixie Clay Company

  May 1986 - Jan 1988

  Plant Engineer/Safety Director

  Through coordination, planning, and direction of the Maintenance Department and storeroom, ensured plant equipment and facilities were always maintained to produce quality product in an efficient manner. Planned and managed the execution of all plant project work. This included such projects as generation and implementation of new ideas to increase the process efficiency and productivity, major repairs of equipment and facilities, and required upgrades for regulatory compliance. In addition, had responsibility for safety and environmental performance. In the absence of the plant manager, was responsible for plant operation. Created and maintained a safety program, investigated all accidents, developed and provided safety training for all employees, ensured that the plant operated in accordance with state and federal regulatory agencies (MSHA, SCLRC, DHEC, EPA, etc.), and ensured that all company safety and environmental regulations were followed. Show less

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  International Paper

  Feb 1988 - Aug 2021

  Responsible for development, implementation, and management of millwide equipment care systems. Equipment care systems include: predictive maintenance, preventive maintenance, and operator basic care. The objective of these systems is to continually reduce unscheduled machine downtime and increase the mean time between critical equipment failures. Other responsibilities include reliable operation of the mill’s turbine/generators. This includes responsibility for properly funded, planned and executed turbine/generator outages. Also included is managing operator shift logs, maintenance PMs, and Corporate Policy compliance. In addition, from a broader perspective, responsible for the reliable operation of the mill’s utility systems. This is accomplished by oversight of the maintenance work flow systems using SAP, leading root cause failure investigations along with action item completion, and leading teams to identify and correct top causes for constrained area downtime. Show less Responsible for improving the reliability of mill equipment with a primary goal to eliminate unscheduled process interruptions. This is accomplished by leading investigations when equipment failures occur, taking corrective actions to prevent recurrence, championing the RCFA process, performing data mining to identify mill and area top chronic failures and providing engineered solutions to prevent repeat failures. Proactive reliability systems are also continuously optimized for critical mill equipment. These processes include: Predictive Maintenance, Preventive Maintenance, Workflow, Asset Criticalities, and other equipment care strategies. Area maintenance shops are provided troubleshooting and technical support. Project management and engineering support is provided for major equipment overhauls, major repairs, and Capital upgrades. Show less Responsible for developing and managing the Mill’s Construction Process. The initial focus was managing and improving the effectiveness of the Mill’s General Presence Contractor (GPC). When this effort began, the GPC was staffed at 29, primarily used for supplemental maintenance and not involved in Capital or Major Repair Work. Through team work with Mill Engineering, Regional Engineering, and other Mill personnel, the GPC is now the primary contractor for general capital construction. They have also replaced several of our smaller contractors for maintenance projects and their manpower topped out at 169 during our most recent outage. This has allowed the mill to have a more consistent construction workforce on site that better understands our safety and reliability expectations. It will result in raising the efficiency and quality of our construction while slowing cost escalation. Our group managed Mill facilities as well.Additional responsibilities include insuring safety, regulatory compliance and reliability of the Mill’s power boilers, cranes, and powered hoists. Show less Responsible for the safe, reliable, and cost effective operation of all mill electrical equipment, instrumentation and controls. Continuously improve business results through implementation and management of reliability, safety, and financial processes. This is accomplished through management of a team of 66 E&I technicians, area managers, and engineers and through cooperative cross-department interaction to reach shared business goals. Key components include: ensuring proper preventive, predictive, and repair plans are in place and properly executed; ensuring proper failure analysis and follow-up actions are taken when failures occur; cost effective end-of-lifecycle management of technology; managing the safety process for E&I to prevent all safety incidents; managing storeroom inventory cost for E&I spares; managing E&I technician development and certification; and ensuring new installations meet reliability standards. Results have been sustained unplanned downtime on all major mill systems of less than 1% annually with the lowest cost uncoated free sheet paper production in North America. Show less Responsible for managing a multidiscipline Maintenance Engineering team in a high performance team environment. The team is responsible for reducing maintenance costs and production losses by improving equipment reliability. This is primarily accomplished through development, implementation, and management of reliability systems. Maintenance Engineering consists of Mechanical and E&I Maintenance Engineering, Asset Class Management, Vessel Integrity, Maintenance Training and Certification Coordination, Facilities Preservation, and Predictive Maintenance (vibration analysis, infrared, oil analysis, motor testing (on-line and off-line) and ultrasonic detection). Efforts have been focused on leading the reduction of lost digester production due to equipment failures (resulted in 59% reduction in lost tons), developing and implementing a two-level Root Cause Failure Analysis process (RCFA) with failure tracking and analysis, diversifying our predictive maintenance technologies for improved condition monitoring effectiveness and coverage, supporting the implementation of Operator Basic Care, and supporting a CMMS conversion. The recently completed Root Cause Failure Analysis process has also been converted to support safety incident investigations as well and identified as a Corporate “Best Practice.” Also created and implemented maintenance certification programs, an in-house tank integrity program, equipment prioritization, and a Reliability Centered Maintenance (RCM) process to minimize lifecycle costs of critical mill assets. As a member of the Maintenance Staff, responsibilities include development and implementation of long term strategic plans for the continuous improvement of maintenance business results and coordination of maintenance activities. Show less Ensured equipment and facilities were properly installed, correctly maintained, monitored for performance, and modified as required to improve efficiency and productivity. This was accomplished by managing the Vibration Analysis team, resolving equipment reliability problems using root cause failure analysis, developing proactive maintenance programs (such as laser shaft alignment, shop and field balancing, etc.), managing repair jobs up to $500,000, and managing the mill’s turbine/generators and critical steam valves. Acted as Temporary Maintenance Engineering Manager during two extended periods (each exceeded 6 months in duration). Show less

  • Equipment Care Manager

    Feb 2018 - Aug 2021

  • Operations Maintenance Coordinator

    Jun 2011 - Feb 2018

  • Reliability Engineer

    Dec 2008 - Jun 2011

  • Site Project Construction Manager

    Oct 2007 - Dec 2008

  • E&I Maintenance Manager

    Jul 2004 - Oct 2007

  • Maintenance Engineering Manager

    Aug 1992 - Jul 2004

  • Mechanical Maintenance Engineer

    Feb 1988 - Aug 1992
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  T5 Group, LLC

  Oct 2021 - now

  Vice President Engineering, Reliabiliity,and Technology