SummaryI am an engineer who has a history of getting my hands dirty. I work best with a natural working team in the field with mechanics and technicians. I have looked at the task in front of me and devised new tools and methods to perform and simplify the job.

WORK EXPERIENCEProject EngineerJacobs Engineering-Belle, WV – March 2016 to October 2016ResponsibilitiesProvided project management for capital projects less than 500 thousand dollars for three business units at the site with an annual budget of 1.5 million dollars, 125 thousand dollars and 1 million dollars. This includes scheduling, creating the Work Breakdown Structures, budgeting, prioritizing based on business unit needs and leading the design and execution teams.AccomplishmentsManaged four capital projects for the scheduled maintenance shutdown. Activated 4 long term stalled projects (stalled for over one year) in the Lucite business unit and progressed these projects to completion.Managed several projects with safety or environmental requirements that drove a specific due date. This included partnering with the client ensure the milestones were communicated and the threats were addressed to properly balance the cost needs of the business and the requirement driven needs of the project. I was able to either drive to completion these projects or plan recovery when business/cost issues created a threat.Led the civil design team in redesign efforts that allowed for a 10% savings ($40K) for regulatory required dike redesign.Skills UsedProcess Engineering, Project Engineering, and Project management, Mechanical Engineering, Process Safety Management, SAP, Project EstimatingProject EngineerKBR Construction-Belle, WV – May 2015 to March 2016ResponsibilitiesProvided project management for capital projects less than 500 thousand dollars for three business units at the site with an annual budget of 1.5 million dollars, 125 thousand dollars and 1 million dollars. This includes scheduling, creating the Work Breakdown Structures, budgeting, prioritizing based on business unit needs and leading the design and execution teams.AccomplishmentsManaged five capital projects for the scheduled maintenance shutdown with only five months. Three of these projects were newly initiated projects and two were long term stagnated projects. The projects were successfully executed on time and under budget to meet the needs of the business unit.Deployed a design and implementation team consisting of contract designers, area maintenance mechanics, contract construction management, to successfully execute a business critical capital installation valued at 150 thousand dollars from concept to activation in three months.Managed several projects with safety or environmental requirements that drove a specific due date. This included partnering with the client ensure the milestones were communicated and the threats were addressed to properly balance the cost needs of the business and the requirement driven needs of the project. I was able to either drive to completion these projects or plan recovery when business/cost issues created a threat.Planned with maintenance and vendors to cut the capital expenses by 70 thousand dollars in the final six weeks of 2015 to meet an urgent business need. This included prioritizing work with maintenance to defer labor costs till 2016, and negotiating with vendors to delay delivery of significant engineered equipment to allow invoicing in 2016.Skills UsedProcess Engineering, Project Engineering, and Project management, Mechanical Engineering, Process Safety Management, SAP

Lean Six Sigma Continuous Improvement ConsultantDuPont, - Washington, WV - September 2011 to April 2015ResponsibilitiesReview and analyze processes using the Six Sigma methodology and lean tools to identify and implement improvements in support of the Flouroproducts business unit at the Washington Works facility.AccomplishmentsUsed Six Sigma methodology and lean tools to address organizational priorities such as defining uptime losses due to periodic cleaning of lost material from the equipment during the process. I analyzed the current problem and solution with

Parkersburg, WVrichardsbill2@live.com – 3216071886www.linkedin.com/in/WilliamRichardsengineer

William Richards

area teams. I lead the area teams in developing a process that included new procedures and software tools solve the problem. This resulted in a 25% decrease in cycle time for this task and a 1% improvement in uptime for the business unit. This equated to a business cost impact of 1.4 million dollars per yearUsed the Six Sigma methodology and lean tools to lead a Kaizen event, which reduced product changeover time by 20% resulting in an overall uptime improvement of ½% for the business unit. This resulted in 750 thousand dollars per year in business impact.Provided engineering design support for Continuous Improvement events in the business unit such as design coordination of a continuous particle counter to increase customer satisfaction, and design of a new filter wrench tool to improve ergonomics for operators.Led a continuous improvement team that identified gaps in the process for collecting product yield data and implemented new data collection method. This included the development of new tools and subsequent training of operators in the use of these tools.Skills UsedLean Six Sigma, Process Engineering, Project Engineering, Mechanical Engineering, Process Safety Management

ET Mechanical Lead Systems EngineerUnited Space Alliance - Titusville, FL - December 1989 to July 2011ResponsibilitiesParticipate in Final inspection activities, which include hydrogen leak detector installation, visual inspections, photographic inspections and film inspection of mechanical interfaces, launch pad systems and cryogenic tanks and engines.Author and maintain controlling documents and procedures for processing the ET (External Tank)Perform real time trouble shooting of the ET mechanical and Thermal Protection Systems using engineering discipline and methodology.Perform engineering cost/man-hour estimates for off nominal modification work.Lead project efforts including coordinating with customer, design and construction resources.Provide management/ leadership for 6 engineers by Assigning shift schedules and work assignments for the ET Mechanical Engineering group.Act in the absence of the first line manager as first line manager for a department of 18 engineers.Provide input in hiring of personnel.Provide inputs to management for personnel performance reviews.Develop engineering training packages and manuals.AccomplishmentsLed the team that inspected, assessed, defined, documented and performed the work for the STS-117 hail damage recovery. This included inspection, directing support resources for scaffolding and environmental control, authoring controlling paperwork to keep the repair on schedule, training operations as to the plan to accomplish the work, implementing design requirements, and developing new manufacturing processes and procedures for the repairs.Led teams that rapidly deployed varied specialized resources and new techniques to solve unique time sensitive problems. An example of this is the incorporation of new X-ray NDE methodology to inspect the portions of the Shuttle, obtain and publish results to design resources in less than 24 hours, or incorporating Borrescope inspection techniques and rapidly reporting results to the launch management team in less than 16 hours so as not to impact the only July 4 th launch in the history of the Shuttle program.Provided technical support and unit direction for a program wide team that provided a method of offloading the External Tank at an alternate site to support the contingency of loss of the Canaveral waterway. This included oversight of engineers in my organization who developed controlling documents, conceptual design of a mockup rig to simulate the envelope of the tank during and directing responsible engineers to collect findings into a permanent document for this process.2008 NASA medallion for contributions to the STS 122 and STS 123 ECO Sensor recovery.2007 NASA medallion for contributions to the STS 117 hails damage recovery.2007 Personal commendation from Shuttle Program Manager Wayne Hale for contributions to the STS 117 hail damage recovery.Skills UsedEngineering Management, Cryogenics, Aerospace, Manufacturing Engineering, Process Safety Management, Space Systems, Technical Documentation, Project Engineering, and Project Management

EducationBS in Aerospace EngineeringWest Virginia University - Morgantown, WV 1984 to 1989DuPont Six Sigma Black Belt Training, 2011 to 2012