Patrick King

Summary of experience

I have a unique background of over 25 year’s experience, as both a mechanic in industrial automation, and as a planner, scheduler, and purchasing agent, for almost every company that I’ve worked for. I believe my experience as a mechanic has helped me as a planner/scheduler in identifying opportunities for improving reliability, and significant cost reductions, that most planners/schedulers, and even purchasing agents may not be able to see. I have two complete resumes that showcase all of my skills, one for the mechanical experience, and one for the planning, scheduling, and purchasing experience. All of the positions that I’ve held have started off as a mechanic, and have eventually developed into a position of supervision, equipment reliability, and parts procurement. I’m extremely detail oriented, and have an innate ability to find a better way to organize, and execute plans.

I’ve been with Frito Lay for just over 11 years, the first five as a warehouse mechanic, and the last six as the maintenance planner/scheduler, for both the warehouse and facilities departments, with 14 mechanics total, responsible for the maintenance, repair, and reliability of 600+ pieces of equipment. In the last 18-24 months alone I’ve saved the warehouse department upwards of $30k, not by cutting corners, or using inferior parts, by leveraging my current vendors to allow me to buy the same parts directly from the part manufacturer, instead of the equipment builder. I also get to see the frequency of failures, which gives me the ability help re-engineer the piece of equipment to reduce the failures. I’ve been able to reduce failures on equipment by over 40% overall. In the last 6 years the roles of the planner/schedulers at Frito Lay have contributed significantly in keeping equipment downtime to less than 1% per period.

In any role that I’m assigned, one of the very first things I do is assess the current condition of the equipment, current PM schedule, frequency of failures, effectiveness of the PM’s currently in place, inventory on hand, and availability of critical spare parts. I have assessed and rewritten every PM for every piece of equipment for both of my current departments, to optimize the equipment, ensure we have the parts on hand to perform any tasks required, and ensure we’re spending our maintenance hours on the correct things. I’ve built a very good rapport with all the department managers to ensure support when there are any equipment issues. In the last five years I’ve been able to double the PM completion rates for both of my departments, reducing unexpected failures by 35%, and reducing emergency calls by 60%. In my opinion an effective planner, is as crucial to a maintenance team, as the mechanics are.