1. Summary
I am an engineer who has a history of getting my hands dirty. I work best with a natural working team in the
field with mechanics and technicians. I have looked at the task in front of me and devised new tools and
methods to perform and simplify the job.
WORK EXPERIENCE
Project Engineer
Jacobs Engineering-Belle,WV – March 2016 to October 2016
Responsibilities
Provided projectmanagementfor capital projects less than 500 thousand dollars for three business units atthe site
with an annual budgetof 1.5 million dollars,125 thousand dollars and 1 million dollars.This includes scheduling,
creating the Work Breakdown Structures, budgeting,prioritizing based on business unitneeds and leading the design
and execution teams.
Accomplishments
Managed four capital projects for the scheduled maintenance shutdown.
Activated 4 long term stalled projects (stalled for over one year) in the Lucite business unitand progressed these
projects to completion.
Managed several projects with safety or environmental requirements thatdrove a specific due date. This included
partnering with the clientensure the milestones were communicated and the threats were addressed to properly
balance the cost needs ofthe business and the requirementdriven needs ofthe project. I was able to either drive to
completion these projects or plan recovery when business/costissues created a threat.
Led the civil design team in redesign efforts thatallowed for a 10% savings ($40K) for regulatory required dike
redesign.
Skills Used
Process Engineering,ProjectEngineering,and Projectmanagement,Mechanical Engineering,Process Safety
Management,SAP, Project Estimating
Project Engineer
KBR Construction-Belle,WV – May 2015 to March 2016
Responsibilities
Provided projectmanagementfor capital projects less than 500 thousand dollars for three business units atthe site
with an annual budgetof 1.5 million dollars,125 thousand dollars and 1 million dollars.This includes scheduling,
creating the Work Breakdown Structures, budgeting,prioritizing based on business unitneeds and leading the design
and execution teams.
Accomplishments
Managed five capital projects for the scheduled maintenance shutdown with onlyfive months.Three of these projects
were newly initiated projects and two were long term stagnated projects.The projects were successfullyexecuted on
time and under budgetto meetthe needs ofthe business unit.
Deployed a design and implementation team consisting ofcontractdesigners,area maintenance mechanics,contract
construction management,to successfullyexecute a business critical capital installation valued at150 thousand
dollars from conceptto activation in three months.
Managed several projects with safety or environmental requirements thatdrove a specific due date. This included
partnering with the clientensure the milestones were communicated and the threats were addressed to properly
balance the cost needs ofthe business and the requirementdriven needs ofthe project. I was able to either drive to
completion these projects or plan recovery when business/costissues created a threat.
Planned with maintenance and vendors to cut the capital expenses by 70 thousand dollars in the final six weeks of
2015 to meetan urgentbusiness need.This included prioritizing work with maintenance to defer labor costs till 2016,
and negotiating with vendors to delay delivery of significantengineered equipmentto allow invoicing in 2016.
Skills Used
Process Engineering,ProjectEngineering,and Projectmanagement,Mechanical Engineering,Process Safety
Management,SAP
Lean Six Sigma Continuous Improvement Consultant
DuPont, - Washington, WV - September 2011 to April 2015
Responsibilities
Review and analyze processes using the Six Sigma methodology and lean tools to identify and implement improvements in
support of the Flouroproducts business unit at the Washington Works facility.
Accomplishments
Used Six Sigma methodology and lean tools to address organizational priorities such as defining uptime losses due to
periodic cleaning of lost material from the equipment during the process. I analyzed the current problem and solution w ith
Parkersburg, WV
richardsbill2@live.com– 3216071886
www.linkedin.com/in/WilliamRichardsengineer
William Richards

2. area teams. I lead the area teams in developing a process that included new procedures and softw are tools solve the
problem. This resulted in a 25% decrease in cycle time for this task and a 1% improvement in uptime for the business unit.
This equated to a business cost impact of 1.4 million dollars per year
Used the Six Sigma methodology and lean tools to lead a Kaizen event, w hich reduced product changeover time by 20%
resulting in an overall uptime improvement of ½% for the business unit. This resulted in 750 thousand dollars per year in
business impact.
Provided engineering design support for Continuous Improvement events in the business unit such as design coordination of
a continuous particle counter to increase customer satisfaction, and design of a new filter w rench tool to improve
ergonomics for operators.
Led a continuous improvement team that identified gaps in the process for collecting product yield data and implemented
new data collection method. This included the development of new tools and subsequent training of operators in the use of
these tools.
Skills Used
Lean Six Sigma, Process Engineering, Project Engineering, Mechanical Engineering, Process Safety Management
ET Mechanical Lead Systems Engineer
United Space Alliance - Titusville, FL - December 1989 to July 2011
Responsibilities
Participate in Final inspection activities, w hich include hydrogen leak detector installation, visual inspections, photographic
inspections and film inspection of mechanical interfaces, launch pad systems and cryogenic tanks and engines.
Author and maintain controlling documents and procedures for processing the ET (External Tank)
Perform real time trouble shooting of the ET mechanical and Thermal Protection Systems using engineering discipline and
methodology.
Perform engineering cost/man-hour estimates for off nominal modification w ork.
Lead project efforts including coordinating w ith customer, design and construction resources.
Provide management/ leadership for 6 engineers by Assigning shift schedules and w orkassignments for the ET Mechanical
Engineering group.
Act in the absence of the first line manager as first line manager for a department of 18 engineers.
Provide input in hiring of personnel.
Provide inputs to management for personnel performance review s.
Develop engineering training packages and manuals.
Accomplishments
Led the team that inspected, assessed, defined, documented and performed the w orkfor the STS-117 hail damage
recovery. This included inspection, directing support resources for scaffolding and environmental control, authoring
controlling paperw ork to keep the repair on schedule, training operations as to the plan to accomplish the w ork,
implementing design requirements, and developing new manufacturing processes and procedures for the repairs.
Led teams that rapidly deployed varied specialized resources and new techniques to solve unique time sensitive problems.
An example of this is the incorporation of new X-ray NDE methodology to inspect the portions of the Shuttle, obtain and
publish results to design resources in less than 24 hours, or incorporating Borrescope inspection techniques and rapidly
reporting results to the launch management team in less than 16 hours so as not to impact the only July 4th
launch in the
history of the Shuttle program.
Provided technical support and unit direction for a program w ide team that provided a method of offloading the External
Tank at an alternate site to support the contingency of loss of the Canaveral w aterw ay. This included oversight of engineers
in my organization w ho developed controlling documents, conceptual design of a mockup rig to simulate the envelope of the
tank during and directing responsible engineers to collect findings into a permanent document for this process.
2008 NASA medallion for contributions to the STS 122 and STS 123 ECO Sensor recovery.
2007 NASA medallion for contributions to the STS 117 hails damage recovery.
2007 Personal commendation fromShuttle Program Manager Wayne Hale for contributions to the STS 117 hail damage recovery.
Skills Used
Engineering Management, Cryogenics, Aerospace, Manufacturing Engineering, Process Safety Management, Space
Systems, Technical Documentation, Project Engineering, and Project Management
Education
BS in Aerospace Engineering
West Virginia University - Morgantow n, WV 1984 to 1989
DuPont Six Sigma Black Belt Training, 2011 to 2012