Yanuarius Sarnis
Expeienced Operations And Project Manager
Pancanaka Green Leaf Blok A2, Jln.Taruna Jaya Cibubur, Jakarta Timur
Summary
Mechanical Engineer, a Lean Six Sigma practitioner with 20 years of experience in Oil & Gas, Aerospace and Manufacturing/Fabrication. Experienced in Operation Management of LNG operation facility and Project Management in pipe coating projects . Well experienced in leading the Operations Improvements, Plant utilization, personnel optimization and operation expense (OPEX) optimization. Experienced in project management, bidding process, project execution and project close out with
proven track record in managing CAPEX for projects and P&Ls
Specialties: Operation Management,Results Driven People-Oriented Leader | Leader in Lean Six Sigma Manufacturing process | Good mix of Strategic and Tactical Business Leadership. Global Customer & Vendor Management
Overview
20
20
years of professional experience
4
4
years of post-secondary education
2
2
Languages
Work History
Project Manager
PT BrederoShaw Indonesia
Batam, Riau Islands
07.2021 - 12.2024
- Overseeing and led various pipe coating projects with total portfolio of above $100,000,000 from bidding stage, project execution and project close out.
- Prepared Project COGS, initial project planning and time line, reviewed and compiled OPEX (operating expenses) and CAPEX (capital expenditures) for projects, and work closely with commercial department in bidding process and project contract development.
- Coordinate with operation manager, QA/QC Manager and HSET manager on day to day base during project execution and acting as Single Point of Contact (SPA) with clients for project progress and update.
- Prioritizing tasks according to urgency, resource availability, and alignment with project miles stone
- Prepare and submit project variation orders and project change order for management and client approval for any additional project work or any change of project scope.
- Monitored progress against established goals, adjusting schedules and resources as needed to keep projects on track and maintaining P&Ls target.
Maintenance & Reliability Manager
BP Berau Ltd.
Jakarta And Papua, Indonesia
07.2018 - 04.2021
- Led the Reliability and Maintenance Build of Tangguh expansion project to meet budget (CAPEX), project completion and system readiness.
- Managed team of Operations, Engineering, Maintenance and third party contractors for developing Maintenance build of Tannguh Expansion projects, that consist of one LNG train, two offshore gas platform, one LNG Loading jetty and one unit of LNG utility facility.
- Developed detailed maintenance plan, maintenance strategy, maintenance procedures and standard, Man hour and maintenance frequency for new equipments of Tangguh LNG expansion.
- Managed third party selection, review third party bidding documents and developed contract for third party project execution.
- Completed Maintenance build for two offshore Gas platforms of around 15.000 equipment tags, and 70% of LNG train equipment in SAP.
- Overseeing and responsible for Maintenance build work plan and budget (WP&B) planning for SKK Migas approval.
Operations Improvement & Performance Manager
BP Berau Ltd.
Jakarta, Jakarta
07.2016 - 07.2018
- Led and coordinate Continuous Improvement (CI) initiatives across operations, engineering and maintenance departments of Tangguh LNG facility and participated in Global Gas Plant Benchmark project.
- Improved Tangguh LNG facility Utilization and availability by 7% through reduction of unplanned shutdown/slowdown events and optimization of planed shutdown.
- Improve Personnel Cost
- Led and coordinate cros functions , operation, engineering and maintenance to develop Improvements activities and budget in Annual Plan for VP Operation review and approval.
- Facilitated regular progress meetings, providing transparent updates on project status and addressing any concerns or roadblocks in a timely manner.
- Participated in Global Oil & Gas Benchmark project and acting as point of contact for LNG Tangguh facility improvements actions that result in reduction of Site Personnel Index (SPI) by 58% from 581 to 340 , which than resulted in a reduction of personnel cost by 30% from $7.2M/NSP to $5M/NSP, reducing Unit Operating cost by 22% from $24.5/ ton to $19.1/ton of LNG, reduce Unit Operating cost by 22% from $24.5/ ton to $19.1/ton of LNG, Improved Operation performance through Increase of LNG production by 6.8%, increase Plant availability by 3% and increase of plant reliability by 7.2%, Reduce of Site Personnel Index by 11%, and reduce Operating cost by 11.7%
Production Improvement Lead
Bp Berau Ltd
Jakarta , Jakarta
11.2011 - 07.2016
- Developed and Implemented Production Efficiency Improvement Toolset (PEIT), for Tangguh LNG production facility that aligned to the BP Global production improvement toolset.
- 100% coverage of Root Cause Analysis training to front line workers, technician and supervisors.
- Led and coordinate Root Cause Analysis training and Lean six Sigma methodology by third party to all front end employee in Jakarta and Tangguh LNG site.
- Overseeing Continuous Improvement (CI) culture in Tangguh LNG production through, regular CI projects events and rewards.
- Successfully integrate CI projects and merit point reword to employee performances and promotion.
Senior Process Improvement Engineer
PT. BrederShaw Indonesia
Batam, Riau Islands
07.2008 - 10.2011
- Implemented Shawcor Manufacturing System (SMS), a company wide of Continuous Improvement Batam facility.
- Standardize bossiness process value stream, stream line the process, define process owner for new projects initiation, execution and closure.
- Delivered Lean Manufacturing methodology and initiated CI projects and Kaizen event.
- Developed Value Stream Map (VSM), Standard Material usage and Standard Man Power for pipe coating process.
- Developed Load in/Out, Yard management standard process, equipment and Manning required.
Regional Continuous Improvement Coordinator
Eaton Aerospace
Batam, Riau Islands
11.2004 - 06.2008
- Successfully implemented Eaton Lean Six Sigma (ELSS), a company wide Continuous Improvement (CI) initiatives in Asia Pacific region.
- Overseeing the implementation of ELSS through regular Kaizen events, Lean Six Sigma Audit across Asia Pacific facilities.
- Developed standard work procedures, ensuring consistency in execution and enabling easier identification of improvement opportunities.
- Reduced waste and increased productivity by identifying bottlenecks and implementing targeted solutions.
- Drove implementation of formal Lean Six Sigma program resulting in Optimization of material by 50% reduction of stamping process.
- Analyzed data to track performance metrics, using findings to drive process improvements and increase overall effectiveness.
Education
Bachelor of Science - Mechanical Engineering
University of South Australia
Adelaide, South Australia 01.1997 - 04.2001
Skills
Project Management
Risk Management
Cost Control
Data Analysis
Budgeting and forecasting
Productivity Improvement
Root Cause Analysis
Agile Methodology
Cross-Functional Collaboration
Coaching and Mentoring
Project Closure
Project scope analysis
Project estimation and bidding
Performance Improvements
Conflict Management
Cost reduction and containment
Lean Six Sigma Projects
Lean Six Sigma Projects:
- Optimization of FBE Powder Material Usage for Scarborough Project resulting in Cost saving of $1.000.000 of Bidding forecast. (2023)
- Optimization of Jetty Availability for LNG Loading Project, resulting in Improving Availability from 57% to 75% (2018)
- Improve LNG production by 5% by Installing Wind Seal between LNG Train to minimize hot air impact on LNG cooling System. Improve feed gas supply by 10mmscfd. (2015)
- Reducing demurrage cost for Load in of Pipes. Resulting in reductions of demurrage time by 65% with $ 750.000 annually (2009)
- Ag Plating thickness variation reduction project resulting in Cost saving of $190.000 per year. (2004)
Pipe Coating Projects
- Project Name: Scarborough – SURF Project
Project Contractor: Sumitomo Corporation Europe
Project Owner: Woodside Energy Ltd. – Australia
P&L achievement: 36,6% (4.6% above target of 32%)
- Project Name: Chevron Phase 63
Project Contractor: CUEL LTD.
Project Owner: Chevron Thailand
P&L achievement: 42,6% (10.6% above target of 32%)
- Project Name: Scarborough – ETL
Project Contractor: SAIPEM Australia
Project Owner: Woodside Energy Ltd – Australia.
P&L achieved: 30,6% (5.6% above target of 30%).
Timeline
Project Manager
PT BrederoShaw Indonesia
07.2021 - 12.2024
Maintenance & Reliability Manager
BP Berau Ltd.
07.2018 - 04.2021
Operations Improvement & Performance Manager
BP Berau Ltd.
07.2016 - 07.2018
Production Improvement Lead
Bp Berau Ltd
11.2011 - 07.2016
Senior Process Improvement Engineer
PT. BrederShaw Indonesia
07.2008 - 10.2011
Regional Continuous Improvement Coordinator
Eaton Aerospace
11.2004 - 06.2008
Bachelor of Science - Mechanical Engineering
University of South Australia
01.1997 - 04.2001
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