Maintenance Manager

U.S. AcrylX, part of American Bath Group, manufactures fiberglass-reinforced plastic tub and shower units and U-tile wall systems at its Martinsburg, West Virginia facility. The site has approximately 180 employees and operates multiple production lines across two shifts. Martinsburg is a significant manufacturing operation within American Bath Group, making maintenance reliability central to production performance, customer service, and future growth.

This role exists to establish a more reliable, disciplined maintenance operation. Today, the plant carries a high level of corrective and emergency work, maintenance information is not consistently captured or used, and key systems such as Fiix and Waites are underutilized. The Maintenance Manager will bring structure to planning, strengthen troubleshooting, raise team capability, and help production move from repeated response toward predictable asset performance.

The assignment combines immediate operating responsibility with long-term system building. The right leader must stabilize urgent needs without becoming the permanent first responder, then convert recurring issues into planned work, better data, stronger skills, and sustained accountability.

By the end of the first year, success will be visible in five areas:

Preventive and predictive work has become the majority of maintenance activity, supported by an operating Fiix/Waites cadence and consistent failure review.

A reliable downtime baseline is established and the plant demonstrates a sustained reduction in unplanned equipment interruption.

Every team member has been assessed for capability, training need, performance, and role fit; development and staffing actions have been executed while maintaining plant coverage.

The function operates within its approved budget and reduces avoidable spend associated with repeat failures, poor troubleshooting, overtime, and unplanned external support.

Assigned capital projects are delivered to approved schedule and budget, with commissioning and benefit tracking in place.

The Maintenance Manager will personally build and govern the maintenance operating system for Martinsburg. This includes the planning and review routines, asset and work-order data standards, team expectations, troubleshooting discipline, vendor and contractor governance, and the partnership model with production.

• Move the maintenance function from a predominantly corrective model toward planned and predictive execution.
• Make Fiix and Waites part of daily and weekly operating decisions, not stand-alone administrative tools.
• Review corrective events for root cause, preventability, ownership, and follow-through.
• Assess, coach, develop, and - when necessary - change the team to establish the capability the plant requires.
• Improve mechanical troubleshooting, schematic reading, predictive-maintenance, and controls capability.
• Establish supportable maintenance plans for the clear-coat robot, RTO, and other critical assets.
• Own maintenance spending, overtime, vendors, contractors, and assigned capital work within plant governance.
• Partner closely with the Plant Manager and production leaders to balance asset risk, output needs, timing, and cost.

• Preventive and predictive work exceeds corrective work as a share of total maintenance activity.
• Fiix is actively used for work planning, asset history, labor, parts, downtime, and failure information.
• Waites condition-monitoring outputs are integrated into the maintenance planning and review process.
• Daily and weekly reviews identify why corrective work occurred, what could have prevented it, who owns the action, and whether the solution sustained.

• A documented capability and training assessment is completed for the full eight-person team.
• Clear expectations, coaching plans, accountability, and necessary staffing decisions are in place.
• The team demonstrates stronger troubleshooting, predictive-maintenance, and equipment-support capability without depending on the manager for every response.

• Clear-coat robot operations are understood and supportable by the maintenance organization.
• RTO maintenance needs and required plans are documented and incorporated into the operating system.
• Maintenance finishes within the approved budget while reducing avoidable repair and external-support costs.
• All assigned, approved capital projects are delivered to their approved schedule and budget.

The role must improve today's operating performance while building the system that prevents tomorrow's failures. The plant has aging assets, incomplete maintenance data, a high corrective-work burden, underused technology, and a team that needs…