Javid Pathan P.Eng,PMP, MMP

Engaged by Toronto Water, the city's central water utility, to join the newly launched Optimized Maintenance Unit, undertaking the implementation of an Asset Reliability Program geared towards standardizing and enhancing existing reliability practice through advanced maintenance strategies. Optimized the Computerized Maintenance Management System (CMMS), creating workflow processes and developing performance metrics, subsequently training 40+ staff and trade personnel to produce increased quality of work, and a 25% boost in efficiency and effectiveness. *Delivered a 100% compliance rate with the Ministry of Environment through this initiative. Enhanced equipment reliability and slashed safety and environmental hazards through the execution of 10 Reliability Centre Maintenance (RCM) analyses, undertaking the development of an operating context, boundary definitions, historical data collection, and the creation of an overall process methodology for the identification of hidden failures. Launched the RCM task within the CMMS, positioning the task in a logical manner based on the frequency and trade requirements, additionally replicating the key base practices (field verification and assets comparability analysis) through the use of a work bundling spreadsheet. Increased plant reliability and crew productivity by 20%, leveraging the Asset Reliability Program to pinpoint assets in need of preventative maintenance and charting appropriate strategies to mitigate potential risks. Played an instrumental role in the preparation of a quality job plan targeted towards increasing maintenance effectiveness and efficiency. The plan involved job safety analysis, risk assessments, and tools list, resulting in a 25% increase in labour productivity and a subsequent 50% reduction in work order backlog

Brought on board with this leading, global ink manufacturer as a Senior Engineer rapidly demonstrating strong leadership capabilities and earning a promotion to Assistant Manager for the Maintenance & Projects Division. In this capacity, undertook the challenge of improving asset reliability, increasing uptime and driving continuous improvement strategies while overseeing an annual maintenance budget of $1.5M and a team of 3 engineers. Strategized an organizational shift from a reactive to a proactive approach to maintenance, reviewing the existing maintenance manuals and consulting with equipment manufacturers to develop and train trade personnel on SOPs for preventative maintenance procedures. Developed criteria and hierarchy of maintenance tasks in conjunction with the introduction of an SAP planning system, producing a 10% increase in P&L tracking and a 15% in annual revenue through the development of statistical process controls. Instituted a Six Sigma total quality system process to reduce the time cycle for the production of red flush ink, taking the lead on the maintenance side and developing a pre-batch testing system that reduced the cycle time from 14 hours to 11, with a subsequent increase in production capacity from 450mt to 600mt per month. *Boosted staff productivity by 20% and production line efficiency by 25%, while slashing machine downtime by 50%, unplanned maintenance activities by 75%, and utility consumption by $20K

Cultivated a nuanced understanding of maintenance best practices, parlaying this knowledge into maintenance strategies the delivered $150K in annual maintenance savings, and increased productivity and quality by 15%.