W. Shane Doss
Objective
To offer my services, years of knowledge and experience as a Project Manager whether it be Turnarounds or Capital Projects.
Employment
August 2008 Present The Turnaround Management Company
Project Manager / TA Manager / Execution Coordinator
Flint Hills Refinery Pine Bend, Minnesota
Currently the same deliverables as below
March 2004 7/15/2008 Dow Chemical
Turnaround Coordinator / Manager
As a Turnaround Coordinator / Turnaround Manager I am responsible for the following:
Turnaround Coordinator / Manager Key deliverables:
Building the Turnaround Budget the year before the TA in order to give the business a + or 35% budget.
Based on the critical path, TA Inventory and Clearing and Commissioning, give the business an estimated duration of the TA.
Consolidate Project jobs into the TA schedule to have one integrated schedule.
Responsible for building the detailed plans and estimates to send out for final authorization.
Assist in putting together the Labor Strategy and Labor bill.
Put together Job Packages to go out to bid.
Contact and employ all contract companies needed to complete a successful outage.
Assemble Pre, Post and Execution schedule and insure that all contract companies have complete buy in, well before the TA.
Drive all EH&S reviews on highest injury potential jobs on the inventory.
Drive EH&S Execution plan.
Coordinate and manage all Maintenance Activities and Project work during the Pre, Execution and Post work stages of the TA. This includes all contract companies associated with the TA.
Responsible to drive the add on process to capture all cost and schedule changes due to new jobs or scope changes to existing jobs.
Responsible to give accurate Schedule, Cost and EH&S updates daily to the Business.
Closure of TA
As one of the key Turnaround Leaders, my responsibilities also consisted of the collection, analysis and archiving data for future turnarounds.
Also, I am responsible to drive action items, taken form a post TA closure meeting, to close. This enables future TAs to expand on the positive items and learn from opportunities taken from the Turnaround.
Manager Specific
Responsible for the entire execution plan. This includes:
Team Members with role descriptions
Daily meeting schedule
Work Break Schedule
Efficiency factors in Schedule
Plot Plans and Facilities required
EH&S Execution Plans along with Safety meetings
Set up and manage QA/QC plan
Facilitate meetings with Business and Plant Leaders
All Material plans
Set up the Add On / Scope Change Process
Summary of the TAs I have completed as a Turnaround Coordinator / Manager within Dow Chemical from 2004 to Present.
Presently building 2 TAs simultaneously.
One of which is $16MM total with $4.82MM in Maintenance. This outage will happen in October 2008. 25 Project jobs and 80 Maintenance jobs.
The other is a Hydrocarbon (Cracker) outage that all preliminary budgets based on current workload is going to be between $50 - $60MM. This outage will happen in September 2009. Currently 1214 jobs on the inventory including 20 Expense Capital jobs, 11 Critical Rotating Equipment Overhauls, 60 Internal Inspections and 10 Strip, Blast and Paint Column Jobs.
Past Turnarounds:
Glycol 1
Jun-04
Planned
Actual
Manhours
77000
87000
EH&S Incidents
0
1 OSHA
Dollars
6.7MM
9.2MM
Duration
29
40
Solvents
9-Mar-05
Manhours
21,000
23,000
EH&S Incidents
0
0
Dollars
1.95 MM
1.92 MM
Duration
27 days
27 Days
Vinyl 2
1-May-05
Manhours
88,000
95,000
EH&S Incidents
0
0
Dollars
5.8 MM
5.4 MM
Duration
32 Days
34 Days
LHC3 (Ethylene)
9/27/2006
Manhours
280000
355000
EH&S Incidents
0
3 OSHA's
Dollars
28MM
29.4MM
Duration
42
47
Vinyl 2
5/14/2007
Manhours
65000
85000
EH&S Incidents
0
0
Dollars
8.2MM
8.06MM
Duration
37 Days
37 Days
March 2004 2002 JE Merit
Assistant Construction Manager (Owners Representative)
1During my tender as an Owners Rep, I lead safety tailgate meetings as well as managing projects with up to 5 different contract companies with as many as 130 contractors on some of these projects.
2I was responsible for interfacing with engineering and engineering firms as well as Project Managers and Contract Supervision to insure the most successful outcome for the projects.
3In Cost Plus situations, I insured that the work was done in the best interest of Dow Chemical, including cost through efficient man hours, timely completion and effective cost control.
2002-1993JE Merit Maintenance
Pipefitter Supervisor
1I was responsible for all quality, safety and performance in the different Maintenance areas, as a piping supervisor, within Dow Chemical, which included
1990 -1993 National Maintenance
Helper Maintenance/Turnaround Foreman
2In 5 years I established myself as a successful foreman in the maintenance and turnaround work within Dow Chemical.
1986 1990 US Air Force
Aircraft Armament System Specialist
3I worked on the electrical and hydraulic armament systems on fighter aircraft.
4I moved into the training of others into the same role in Kunsan AB, ROK.
5I learned of how important a diverse team can be to every successful venture.
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