Peter Anthony James

*** ****** ****, ********** • New Brunswick, Canada • E4T 2J9

506-***-**** • ab9g47@r.postjobfree.com • linkedin profile

PROFILE

A professional manager who leads and trains teams to achieve financial results, fostering an

open and empowering leadership style; enabling win-win relationships with customers, suppliers, and

company employees. Twenty years experience in operations, sales, purchasing, customer service,

quality, health and safety, and design & development, in Union and Non-unionized plants. Problem

solving and implementing cost reductions across a company a key strength.

RECENT CAREER HIGHLIGHTS

Implementing cost reductions: The fundamental company function

Implemented a Six Sigma program generating $5M (14%) actual cost savings.

Labour cost reductions in real terms, year on year, by an average of 9%.

Implemented asset and inventory reductions to increase cash flow by 20%.

People: The most important company asset

Introduced flexible working & self directed teams increasing productivity by 15%.

Introduced resource reviews, increasing productivity by 15%.

Introduced employee retention program for critical skills shortages successfully.

Renegotiated Union contracts (CAW-Canada) and pension transitions.

Capacity management: Generating customer delight

Implemented a $20M ‘lean’ factory extension (30,000 sq feet) while continuing deliveries.

Condensed supply chain from 285 suppliers to 83 with an eventual progression to 6.

Delivery time scales reduced by 25% of the end to end process.

PROFESSIONAL EXPERIENCE

Tandus / Tarkett - Nova Scotia, Canada. March 2011 – CURRENT.

Production Manager

Responsible for the main production area of broadloom and woven carpets. Full P&L, Quality

and Delivery accountability. Motivating a team of 86 including supervisors, technicians, engineers,

and specialists. CAW Unionized.

Key Contributions: Sustained 10% increase in output per person, 5% delivery improvement,

lowest quality costs versus shop size, in the first year; Steady training on continuous improvement

and use of it’s tools in problem solving; value stream mapping; relay out of sections to increase flow;

improved communications; introduced management control and reporting structure; steady

improvement in Union/Management relationships; renegotiated current 3 year contract including

pension transition from a DBP to a DCP plan; introduction of cluster training with N.S. government.

Nexans Cable – Saskachewan, Canada. 2010 – 2011

Engineering Manager, Quality Manager, Maintenance Manager

Responsible for the development of cables, introduction and purchase of new equipment,

modification and streamlining of existing assets, introducing a full preventative maintenance

system, ISO accreditation, calibration, and preparations to take on the plant manager role.

Wiebel Aerospace – P.E.I., Canada. 2008 - 2009

General Manager

Emigrated to Canada 2007

Magna (Intier) Automotive Ltd – United Kingdom.

2007

Production Manager

Responsible for the production of car interiors for Land Rover, (SVDO), PAG, (Jaguar), Bentley, GM,

(Ford), Honda and third tier parts. Motivated 225+ personnel.

Key Contributions:

Success with customer satisfaction, scrap reduction, labour efficiencies and downtime.

Position evolved to include motivation of Production Managers via weekly training sessions.

Siemens Magnet Technology Ltd – United Kingdom. 2002 – 2006

Stream Manager

Responsible for the MRI (Magnetic Resonance Imaging) scanner production at Oxford with a focus

on planning, sourcing, making, delivering, and the return of all products. Annual business planned

budget of £18M salaries, £95M materials and £3M projects. Motivated 375+ personnel.

Key Contributions

Set up process focused operations, change and risk management, a Balanced Scorecard with

KPI’s from a product cost model to direct teams and ensure accountability throughout the

organisation, with links between measures and rewards.

Provided a 20% increase to customer demand flexibility.

Rationalised supplier partnerships and introduced direct line feed.

MOTOROLA – United Kingdom. 1995 – 2002

Factory Unit / Production Manager

Responsible for the management of 250+ personnel including 24 electronic technicians and their

career progressions. Direct budget control of £5m salaries.

Key Contributions:

Coordinated the use of extras from the production personnel during the filming of the James

Bond movie ‘The World is not enough’ at Motorola.

Coordinated the visit of HRH Queen Elizabeth, to celebrate the 300,000 ‘radio’ produced.

PIRELLI – United Kingdom. 1984 - 1995

The Production Director had great vision at STC/Pirelli and felt if no one was working on our major

issues, then we had the people in the wrong roles. Consequently he would pluck individuals from any

role to solve major issues, resulting in myself eventually 100% problem solving. Roles included:-

Process Manager, Section Head Copper Production, Product Manager Industrial Cables, Production

Manager Cable Termination’s, Design Engineer Fibre Optics, Development Engineer.

EDUCATION AND CERTIFICATION

BSc. Applied Physics. Cardiff, Wales, U.K.

University of Wales Institute of Science and Technology.

Six Sigma Black Belt. Jan 2001 & Dec 2002

Initially trained at Motorola and repeated at OMT with consultants Celerant, U.K.

Worked in production facilities worldwide and very used to being flexible to company demands in

many different cultures including:- China, America, U.K., Spain, Italy, South Africa and Canada.

Computer literate on Outlook, Excel, Lotus, Word, PowerPoint, Project, Internet and Intranet with

additional exposure to MRPII, ERP and SAP systems.

Hobbies:- Assist in running festivals for children charities, and golf.

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