Irumba Emmanuel

1.I plan and oversee all maintenance activities while ensuring quality and safety of both staff and machines as well as managing stock levels for spares and consumables using SAP. This has increased the monthly production volume and also helped us to meet targets. 2.I prepare, coordinate and supervise the execution of daily and weekly work orders from opening up to closure. 2.I trained operators on safe manual handling techniques which has helped to reduce musculoskeletal disorders alongside enhancing workplace effeciency. 3.I complete job safety analysis and permit to work forms and ensure they are adhered to during execution of high risk jobs. 4.Maintaining awareness and ensuring compliance with all relevant statutory and company health, safety and environment standards,enforcing company systems and policies as well as communicating job expectations. 5. I update management on anticipated equipment failures using the FMEA and DMAIC techniques thus improving manufacturing efficiency. 6.I generate a daily downtime report for all critical machines which has helped us in carrying out root cause analysis thus increasing the overall equipment effectiveness on tube mill machine by about 30% hence achieving our monthly target volume which was increased from 6500T to 8000T. 7.I manage contractors for outsourced maintenance activities and ensure work is done in accordance with the company policies and standards. 8.I implement an asset maintenance management plan by scheduling machines for both corrective and preventive maintenance.This has helped us in reducing the impact of unplanned downtime. 9. Generating timely production plans and ensuring their execution by proper manpower allocation on shift schedules using the skills matrix together with raw material planning. 10.I led a team to complete a client’s order of 50tonnes on cut and bend machine before deadline using the prioritization matrix. 11.Managing and overseeing production to ensure that finished goods are free from defects and other non-conformities using the CAPA approach and following production specifications and quality control measures. 12.I coordinated between production and maintenance to ensure machines were properly mantained and fit for production. 13.I drive the implementation of total productive maintenance tools of 5s, continuous improvement (Kaizen),overall equipment effectiveness,process quality management, safety among others to improve overall productivity. 14.Monitoring and supervising all production activities while ensuring Products' quality and safety of both staff and machines. 15.Preparing and submitting daily production report to management

1.Monitoring locomotive engine performance.This reduced on the run to failure tactics thus increasing equipment optimization and operation. 2.Implementing fuel management strategies of pre and post trip inspection checklists,preventive maintenance, encouraging safe and fuel efficient driving techniques and monitoring hours of service and train movements using translogic soft ware. 3.I increased on the mean time between failures (MTBF) of locomotives and workshop equipment through training of maintenance team the "5 WHY" problem solving tool under the Root cause analysis for breakdowns. This reduced on the down time by about 40% in 4 months. 4.Developed and implimented an effective maintenance plan. This helped in reducing backlog of work and setting performance standards as well as improving resource utilization. 5.Monitoring performance of the maintenance personnel through periodical departmental annual performance review. I formulated and implemented personal development plans. This developed personnel competence for better performance, career management and planning.

1.Overhauling and servicing Wabco Westinghouse air compressors and turbo chargers. This helped to improve on the reliability of the locomotive by reducing the time between maintenance. 2.Overhauling and servicing of Henschel locomotive diesel engines. 3.Designed and installed a compressor test bench that increased the availability of air compressors by 35% thus reducing total down time for locomotives by 10%. This increased on company revenue through customer satisfaction derived from timely cargo delivery. 4.Trained 10 internees and 5 new technicians on compressor overhauls and services increasing the number to 7 from 2. This did not only help in meeting deadlines but also improving on the quality of output.