Rocky Duckett 209 e 4th St Kingsley, IA 51028 Home 712-378-3909 Cell 713-724-2917 rd1282b8a@westpost.

net Dynamic Innovative Leader adapt at planning, streamlining, delegating, driving p roductivity, and enhancing profitability. SUMMARY MAINTENANCE MANAGER / ENGINEER OPERATIONS, MANUFACTURING, PLANT PREDICTIVE AND PREVENTIVE PROGRAMS MANAGER - with 30 years experience in manufacturing, operations, general managem ent, customer service, quality system, safety development and human resources de velopment. A Track record of success in preventive and predictive plant maintena nce, planning, scheduling, lean manufacturing, continuous improvement, procureme nt and vendor development. A Resourceful Committed Problem-Solver who combines technical knowledge and busi ness experience to deliver results. Over coming daily obstacles in creating lean cost effective plant maintenance wi th accurate planning and scheduling. Improving planning and scheduling of maintenance work to save millions of dollar s in downtime and lost production. Establishing maintenance improvement program, improving work order collection, b ack log controls to minimize downtimes. Persuasive Strong Communicator with proactive approach to safety, training and s trong written and verbal communications skills. Saving thousands $$$ while worki ng injury free and avoiding rework; doing it right the first time. Communicating best practices and safety training to employees to achieve the goa l of a zero OSHA incident rate work place. My record speaks for its self Zero OS HA incident rate for the past 12 years. Providing training improving skills base and safety knowledge resulting a person al commitment to safety and quality. Hired, trained, motivated, and induced loyalty in diverse multi-cultural multi-l ingual workforces. Dynamic Innovative Leader adapt at planning, streamlining, delegating, driving p roductivity, and enhancing profitability. Improving maintenance management, equipment effectiveness and improving maintena nce efficiency and effectiveness reducing the maintenance cost and increasing pr ofitability. Creating corporate culture focused on employee satisfaction, personal commitment and involvement to safety, quality and productivity. Communicating, planning and scheduling maintenance work with operations to ensur e work is done in a timely manner assuring production goals can be met. Seasoned Personable Team Player with multiple task management skills. Plan and scheduled work tasks for multi skilled work force Control Systems, Mech anical, Electrical, Analyzer, Metals and General Crafts. Work closely with operations team leaders and engineers to review work requests, schedule work requests according to priorities or operational needs minimizing

down times and increasing up run times. Focused attention to budgets and deadlines. Creative professional decision-maker with the ability to think and work outside the box; finding answers and new innovative ideas to improve maintenance quality and productivity. Good computer skills: SAP Maintenance Planning and Scheduling, MP-2 Maintenance Planning and Scheduling, EAM business edition Maintenance Planning and Schedulin g, Windows XP, Excel, Word, Power Point Internet explorer and more. Work closely with operations team leaders and engineers to review work requests, schedule work requests according to priorities or operational needs minimizing down times and increasing up run times. Focused attention to budgets and deadlines. Creative professional decision-maker with the ability to think and work outside the box; finding answers and new innovative ideas to improve maintenance quality and productivity. Good computer skills: SAP Maintenance Planning and Scheduling, MP-2 Maintenance Planning and Scheduling, EAM business edition Maintenance Planning and Schedulin g, Windows XP, Excel, Word, Power Point Internet explorer and more. CAREER OVERVIEW Maintenance Manager - 2006 - 2010 AGP Processing Inc, Sargeant Bluff Ia Supervise: Contractor workforce. Control system Supervisor, Mechanical craft sup ervisor, Electrical craft supervisor, Analyzer Inspector and Metals and general craft supervisor. Jointly responsible for over all coordination of maintenance and operation plant activities. Maintenance Health and Safety - Compliance with company safety structure, work w ithin the boundaries of the safety structure and not deviate from Codes and Stan dards. Maintenance Process, evaluating work practices and procedures, initiating action s to Improve. Coordination of maintenance activities across the production area by having a un derstanding of the impact of work, coordination priorities with Maintenance team and Operations, and by coordinating and arranging for additional support resour ces. Maintenance focus for all T/A and S/D activities. Overall performance of Maintenance Staff. Making sure that Maintenance effectiveness is maintained and tracked. Maintenance Overhead budget. Performing performance evaluations on each Maintenance Staff and taking what act ion is required to keep them at the clearly meets level. Monitor for opportunities and understanding; Maintenance scheduling effectiveness (i.e. is schedule being worked, delays caus ed by permitting or manpower constraints, ECT.) Scheduling Completion/Backlog - Are jobs getting done, Is the backlog of tickets getting bigger, smaller, remaining the same, Indication if you do not have enou gh manpower, too much manpower or just right. Estimating accuracy - Understanding if jobs are over/under estimated effects the backlog accuracy. Material Availability - Are we getting the material when we ask for it, if not w here is the break down. Maintenance Overtime - Jobs aren't getting done, equipment breakdowns, manpower issues, operation upsets, or timing constraints.

Supplying all contractor manpower for plant maintenance, projects and turnaround s. Ensuring contractors have the right qualifications. Scheduling, conducting and maintaining data base on PSM audits. Making sure PSM action items are completed. All contractor safety and training for site Ensuring that all injury and near miss incidents are investigated and reported. Contractor performance. Maintenance Manager/ Engineer - 2004 - 2005 Otter Creek Ethanol, Ashton Ia Negotiate contracts with contractors Departmental Manager leading and directing control systems supervisor, Mechanica l craft supervisor, Electrical craft supervisor, Analyzer inspector, Metals craf t supervisor and General craft facilities supervisor. All coordination of preventive and predictive maintenance in plant. Maintenance Health and Safety - Compliance with company safety structure, workin g within the boundaries of the safety. Structure and not deviate from Codes and Standards. Maintenance Process, evaluating work practices and procedures, initiating action s to improve. Overall coordination of maintenance activities across the production area by hav ing a understanding of the impact of work, coordination priorities with CMO, Mai ntenance Foreman and Operation Manager, and by coordinating and arranging for ad ditional support resources. Maintenance focus for all T/A and S/D activities. Overall performance of CMO and Maintenance Foreman. Making sure that Maintenance effectiveness is maintained and tracked (USING MP-2 ) Maintenance Overhead budget. Performing performance evaluations on each Maintenance technician CMO and Mainte nance Foreman and taking what action is required to keep them at the clearly mee ts level. Monitor for opportunities and understanding to increase plant reliability Lead efficiency team.? Maintenance scheduling effectiveness (i.e. Is schedule be ing worked, delays caused by permitting or manpower constraints, ECT.) Scheduling Completion / Backlog - Are jobs getting done, Is the backlog of ticke ts getting bigger, smaller, remaining the same, Indication if you do not have en ough manpower, too much manpower or just right. Estimating accuracy - Understanding if jobs are over/under estimated effects the backlog accuracy. Material Availability - Are we getting the material when we ask for it, if not w here is the break down. Maintenance Overtime - Jobs aren't getting done, equipment breakdowns, manpower issues, operation upsets or timing constraints. Assuring all contractor manpower for plant maintenance, projects and turnarounds is adequate to complete work on time. Ensuring contractors have the right qualifications. Scheduling, conducting and maintaining data base on PSM audits. Making sure PSM action items are completed. All contractor safety. Ensuring that all injury and near miss incidents are investigated and reported. Contractor performance. Plant security. boundaries of the safety. Structure and not deviate from Codes and Standards. Maintenance Process, evaluating work practices and procedures, initiating action s to improve. Overall coordination of maintenance activities across the production area by hav ing a understanding of the impact of work, coordination priorities with CMO, Mai ntenance Foreman and Operation Manager, and by coordinating and arranging for ad

ditional support resources. Maintenance focus for all T/A and S/D activities. Overall performance of CMO and Maintenance Foreman. Making sure that Maintenance effectiveness is maintained and tracked (USING MP-2 ) Maintenance Overhead budget. Performing performance evaluations on each Maintenance technician CMO and Mainte nance Foreman and taking what action is required to keep them at the clearly mee ts level. Monitor for opportunities and understanding to increase plant reliability Lead efficiency team.? Maintenance scheduling effectiveness (i.e. Is schedule be ing worked, delays caused by permitting or manpower constraints, ECT.) Scheduling Completion / Backlog - Are jobs getting done, Is the backlog of ticke ts getting bigger, smaller, remaining the same, Indication if you do not have en ough manpower, too much manpower or just right. Estimating accuracy - Understanding if jobs are over/under estimated effects the backlog accuracy. Material Availability - Are we getting the material when we ask for it, if not w here is the break down. Maintenance Overtime - Jobs aren't getting done, equipment breakdowns, manpower issues, operation upsets or timing constraints. Assuring all contractor manpower for plant maintenance, projects and turnarounds is adequate to complete work on time. Ensuring contractors have the right qualifications. Scheduling, conducting and maintaining data base on PSM audits. Making sure PSM action items are completed. All contractor safety. Ensuring that all injury and near miss incidents are investigated and reported. Contractor performance. Plant security. Site Project Manager / Maintenance Manager / Supervisor / Coordinator - 1987 - 2 004 Kellogg Brown and Root Maintenance, Deer Park Texas Supervise: Contractor workforce. Control system Supervisor, Mechanical craft sup ervisor, Electrical craft supervisor, Analyzer Inspector and Metals and general craft supervisor. Jointly responsible for over all coordination of maintenance and operation plant activities. Maintenance Health and Safety - Compliance with company safety structure, work w ithin the boundaries of the safety structure and not deviate from Codes and Stan dards. Maintenance Process, evaluating work practices and procedures, initiating action s to improve. Overall coordination of maintenance activities across the production area by ha ving a understanding of the impact of work, coordination priorities with Mainten ance Foreman and Operation, and by coordinating and arranging for additional sup port resources. Maintenance focus for all T/A and S/D activities. Overall performance of Maintenance Foreman. Making sure that Maintenance effectiveness is maintained and tracked. Maintenance Overhead budget. Responsible for performing performance evaluations on each Maintenance Foreman a nd taking what action is required to keep them at the clearly meets level. Monitor for opportunities and understanding; Maintenance scheduling effectiveness (i.e. is schedule being worked, delays caus ed by permitting or manpower co nstraints, ECT.) Scheduling Completion/Backlog - Are jobs getting done, is the backlog of tickets getting bigger, smaller, remaining the same, Indication if you do not have enou

gh manpower, too much manpower or just right. Estimating accuracy - Understanding if jobs are over/under estimated, effects th e backlog accuracy. Material Availability - Are we getting the material when we ask for it, if not w here is the break down. Maintenance Overtime - Jobs aren't getting done, equipment breakdowns, manpower issues, operation upsets, or timing constraints. Supplying all contractor manpower for plant maintenance, projects and turnaround s. Ensuring contractors have the right qualifications. Scheduling, conducting and maintaining data base on PSM audits. Making sure PSM action items are completed. All contractor safety. Ensuring that all injury and near miss incidents are investigated and reported. Contractor performance. Maintenance Overtime - Jobs aren't getting done, equipment breakdowns, manpower issues, operation upsets, or timing constraints. Supplying all contractor manpower for plant maintenance, projects and turnaround s. Ensuring contractors have the right qualifications. Scheduling, conducting and maintaining data base on PSM audits. Making sure PSM action items are completed. All contractor safety. Ensuring that all injury and near miss incidents are investigated and reported. Contractor performance. Maintenance and Capital Projects - 1983 - 1987 Kellogg Brown and Root Maintenance, Texas city Tx Amoco Responsible to plan, execute and establish manpower requirements for new capital projects. Supervised employee's daily activities and provided training to ensure productio n in a safe manner. Scheduling materials, estimating manpower and material requirements. New Project Supervisor - 1982 - 1983 Kellogg Brown and Root Maintenance, Longview Tx Eastman Kodak Duties were to supervise, plan manpower, estimate materials and labor cost. Plan daily production estimates to ensure the job would be completed in a timely , professional manner Within cost parameters. EDUCATION University of Canterbury Bachelor of Engineering Mechnical 1994 Cochise College Arizona 1975 Business, Douglas High school Arizona 1973, Supe rvisory Training, One Minute Manager, Quality Supervisor Training, Supervisory 1 and 2, Safety Management and Production Management, Permac Maintenance Planning , SAP Maintenance and Planning Modules, EAM Maintenance Planning, MP-2 Maintenan ce Planning, Maintenance Managers skills training. Supervisors training 2009, Co mmunications. Oracle Material Purchasing. Front line Supervisor Nebraska Univers ity 2010.