Dennis Watson
EDUCATION
1974 – 1978: Rose-Hulman Institute of Technology, Terre Haute, Indiana
- Bachelor of Science, Mechanical Engineering
Numerous professional development courses including
- Stephen Covey - Seven Habits of Highly Successful People
- Development Dimensions Inc. (DDI) - Leadership Skills Development
- Management Associated Results Corporation (MARC) - Labor Relations
PROFESSIONAL EXPERIENCE
Presently: Owner of Bottom Line Results Inc., Terre Haute, Indiana
- Provide value adding consulting services including maintenance alliances, project facilitation, project
partnering, PM/PdM, customer service, work processes, contractor oversight, outages and safety
- Sales representation for contractors and suppliers
2016 – 2018: Assistant Director, Housing Maintenance Operations, University of Illinois
- Responsible for 77 maintenance personnel including crafts and trades, maintenance inspectors,
supervision, clerical; maintenance of 20 residence halls, 6 dining halls and 2 apartment complexes
- 3.4 MSF; 10,000+ students; $10M annual budget
- Improvements have been undertaken using teams with extensive employee involvement and input:
- Customer service feedback program – a first for University Housing; over 8000 feedback solicitations; customer service response process established; ratings improvements as a result of the program
- Preventive maintenance optimization – add/modify/delete the PM database of over 2500 PM’s for relevancy and improvements; eliminate the practice of completing PM without work being performed
- Maintenance management system dashboards –created a methodology for ease of use of the CMMS; wrote and provided training on a user guide for the system; significant productivity gains as a result
- Lock Out Tag Out program –write, train and commission the first ever LOTO program for University Housing including purchase of locks/locking equipment as well as LOTO software
- 10 hour OSHA safety certification – provided certified OSHA safety training for 67 maintenance personnel during a “Safety Week” which included a one day safety fair
- Instituted planning and scheduling processes – regular meetings to plan and schedule work; establishment of 3 primary work flows including customer requests, break work and PM’s
- Replaced troublesome equipment – water heaters, softeners, emergency generator components, laundry equipment, pumps and valves were replaced via in house purchase and installation by trades
- Instituted new maintenance programs for exhaust ducts, convectors and air conditioners; provided data for these programs including before and after data quantifying improvements
- Identified critical equipment – this is equipment that is essential for safety and student comfort; use this list to prioritize work, spare parts, training, etc
- Organized and managed work during student breaks – created lists for the purposes of planning, scheduling, tracking and communicating work during the times when students were away
- Manage utility alliances at Hoosier Energy, Duke Energy, Indianapolis Power and Light and Vectren to
ensure customer satisfaction and provide value added services
- Provide project management and facilitation for construction projects
- Design and implement innovative target price and shared savings/risk arrangements for large contracts
- Ensure alliance performance optimization, customer satisfaction and provide value added services
- Provide project facilitation, outage and maintenance oversight, root cause failure analysis, cost/benefit
reporting, preventive/predictive maintenance expertise and regular reporting and meetings
- Provide technical services and project management for numerous construction projects including boiler,
FGD, conveyor changeouts, outage projects, NPDES projects and other equipment upgrades
- Merom is a large scale coal fired power plant: 1000 MW, 16,000 pieces of equipment
- Manage station maintenance activities and station outages, both scheduled and unscheduled
- Provide leadership for 78 craftworkers and 14 professional employees; $30M annual budget
- Initiated and was responsible for the design, implementation and continuous improvement of
maintenance work practices including planning/scheduling of work, the use of metrics,
preventative/predictive maintenance and craftworker involvement in the day to day maintenance activities
- Manage and provide technical oversight for all types of process equipment, process buildings, office
buildings, warehouses and the mechanical, civil, structural, electrical and instrumentation therein
- Manage the outage planning and execution processes such that outages were consistently managed
within budget, schedule, quality and environmental requirements
- Manage station engineering projects and contracted services including control system changeouts, boiler
inspections, repairs and replacements
- Manage station technical services including chemical lab, controls/instrumentation, electrical
maintenance and construction; responsible for the operation of the water and waste treatment plant
- Accountable for 30 craftworkers and 10 professional employees; $10M annual budget
- Performance testing/reporting and condition based maintenance services, including vibration analysis
- Provided oversight to construction activities including landfill and dam
- Performed equipment testing and engineering projects; operated the water treatment plant