Project Manager Manufacturing

JAMIE D. RIDDLE

**** ****** **** ***** **********, WI, 53066

262-***-**** primary 262-***-**** alternate ************@*****.***

LEAN SENSI / MANUFACTURING / TRANSACTIONAL / OPERATIONS

Innovative solutions-driven and comprehensive leadership experience in all aspects of manufacturing

and transactional operations; proven ability to analyze problems, develop countermeasures, and

execute solutions to improve the customer experience, slash operating costs and improve efficiencies.

Director of assessing the broader organization to develop the enterprise-wide Continuous Improvement

vision and strategy; proven ability to manage the multiple moving parts within the strategic execution to

achieve common deliverables. Lean sensi in both manufacturing and transactional environments.

Culture change agent. Developer of Lean training to segmented audiences across the organization;

design and continuously improve systems and structures to enhance lean thinking and the PDCA cycle.

Results-driven team leader and project manager in time-sensitive situations: turnaround situations, new

business development, plant start-ups and operational re-location and integration activities.

Master of Science in Management.

Diverse exposure to international business protocols and cross-cultural practices, particularly in Canada

and Mexico.

Demonstrated team leadership: mentoring, development, and top-grading of staff; motivate and

integrate high-performance teams; establish performance goals and visual controls to meet strategic

objectives.

CORE COMPETENCIES:

Customer Champion Team Leadership Strategic Planning Staff Development

Problem Solving Lean Manufacturing PDCA Analysis Process Improvement

System Simplification Cost Reduction Project Management Integration

Policy Deployment Culture Development Product Design & Development

GENERAL ELECTRIC – HEALTHCARE, Waukesha, WI 2006-present

An $18 billion segment of the General Electric portfolio; providing healthcare solutions in medical equipment

and service delivery excellence globally.

Master Lean Leader – Americas 2006-present

Lead Diagnostics Imaging, a $9B division of GE Healthcare (GEHC) in its Lean Transformation. Objectives

are to establish and promote the lean vision and strategy across the enterprise through leadership

mentoring and development of lean/six sigma practitioners. Support the Commercial Sales, Installation,

Service Delivery, Global Parts, Finance, and internal support value streams.

Lead process improvement activities, train lean resources, and coach cross functional teams to reduce waste in

operations that result in customer-facing cycle time and first-pass-yield improvements.

o Leverage customer signals to focus improvement strategies on customer pain (SPS +15pts).

o Reduce invoicing errors to realize 30% reduction in customer billing credits.

o Increase service delivery performance in responsiveness, quality, and total cycle time (+13 FTE).

o Decrease cycle time to resolve customer escalation issues (20%).

o Process simplification for sales team (20%) to enable prospecting efforts and incremental sales funnel.

o Working Capital process improvements to enable: Inventory (-$45M) and AR (-$233M) reductions.

Develop and implement segmented training modules for leadership, lean practitioner and functional audiences to

improve the Lean Six Sigma competency of the organization. Author GEHC-wide global competency program and

a standard certification process.

Design and integrate the strategy deployment process enterprise-wide (to the individual level) with monitoring

mechanisms to focus the organization around specific business critical objectives.

Implement improvements to the management system; incorporating Lean thinking principles and mechanisms to

strengthen the PDCA cycle. Implement monthly operating mechanisms to monitor achievement of objectives and

coach teams to establish variance actions directed at root cause. Implement Lean before IT program to ensure

process simplification and design for six sigma principles applied before digitization efforts launched.

Create and deploy strategic framework for Functional Lean Leader program to develop Lean talent within functions

to reduce dependency on centralized resources; leveraging expertise and driving sustainable change.

Execution team contributor to the remediation of FDA consent decree violations to resume production.

JAMIE D. RIDDLE Page Two

262-***-**** primary 262-***-**** alternate ************@*****.***

BATESVILLE CASKET COMPANY, Batesville, IN 1994-2006

A $660 million subsidiary of Hillenbrand Inc. (HI), the world’s largest manufacturer of burial caskets and

cremation products, primarily serving markets in U.S., Canada and Mexico. Batesville is a multiple Industry

Week Best Plants Award recipient for its Lean Manufacturing Implementation and is frequently

benchmarked by companies seeking to improve their operations.

Significant contributor to process excellence across several strategic Operations assignments during 14+

years. Consistent top-talent performer to the organization, leading staff and cross functional teams to set

strategy and implement execution plans to deliver sustainable results in a high volume, cost-focused

environment.

Product Development Manager 2002-2006

Lead product development team of engineers to implement product production in all of the BCC production

facilities (7 US, 1 Mexico, and 1 Canada). Instituted numerous processes into manufacturing while keeping the

integrity of current production processes intact.

Successfully introduced more than 80 products into the portfolio.

Key principal to product rationalization and integration supporting the successful acquisition of 2 competitors.

Decreased project cycle times by 20% by initiating process changes and standardization.

Key driver in strategic direction of product portfolio diversification and engineering product changes.

Co-awarded 4 patents.

Strategically partnered with plants to leverage technology and enhance manufacturing processes to improve

safety, quality, and throughput. Contributor of required process documentation for IW best plants recognition.

Lead Supervisor, 2nd shift Stamping Plant 2001-2002

Lead direct staff of 36 / indirect staff of 32 union associates. Indirect leadership to management production team.

Decreased processing defects by 33% within machining center.

Accomplished 99.95% delivery attainment, supporting both production and WIP reduction in 5 assembly plants.

Achieved 20% fewer defects, 30% less inventory, and realized 15% productivity increase by applying lean

principles to support JIT product flow.

Leveraged visual management, poke-yoke, and TPM principles to slash outbound WIP inventory as much as 25%.

Manager of Continuous Improvement – Cremation Division, Options 2001

Lead the development of the Continuous Improvement strategy and its execution across the Value Streams.

Reduced manufacturing times for various products by 62% (from 2 hours to 45 minutes) by establishing

standardized operations, process improvements and increased process capacity.

Increased urn engraving productivity by 25% to support growing demand.

Facilitated continuous improvement training modules, including Kaizen training, 5S, Daily Continuous

Improvement, Production Preparation Process, and Standardization for hourly and salaried staff.

Created standard manufacturing procedures, performed machine capacity studies, and managed capital

equipment projects to support growth initiatives.

Leverage cross-functional expertise within teams to identify and sustainably reduce operational inefficiencies.

Manufacturing Manager - Urn Manufacturing, Options 2000

Lead all aspects of manufacturing operations, including staff and budget, procurement, scheduling and production.

Cut variable cost per unit from $15.29 to $12.03 and stabilized variance cost expenditures.

Implemented production process improvements to absorb 15% annual growth with existing personnel.

Reduced inventory by 12-19% at 4 distribution centers.

Established visual departmental objectives in cost, quality, safety, delivery and staff development; implementing

corrective action countermeasures to address root cause of variances.

JAMIE D. RIDDLE Page Three

262-***-**** primary 262-***-**** alternate ************@*****.***

Production Supervisor – Cremation and Casket Assembly 1998-2000

Co-led the start-up of cremation casket operations by applying several Continuous Improvement principles (3P,

standard work, visual management, jidoka, and JIT.

Achieved quality rate below the targeted PPM (16,490 vs. 87,195) by applying quality methodology processes.

Orchestrated manufacturing capacity capability expansion to level production outputs to Takt-Time ahead of

schedule saving thousands in variable overtime expense.

Introduced an employee development program providing incentives to associates who eliminate waste and/or

increase flexibility of skills.

Material Scheduler, Interiors 1998

Continuous Improvement Facilitator 1997

Shipping Coordinator 1996

Production Associate 1994-1996

TRAINING:

Developed multiple Lean courses and operating mechanisms that were implemented globally within GE

Healthcare: Lean Overview, 5S, Standardization, Simplification, PDCA, A3, Daily Continuous

Improvement, Strategic Planning and Execution, Playbook for Starting Lean Deployment, Leadership

Standard Work, and Lean before IT spend.

Certified facilitator of Lean Manufacturing Modules: Day 1 Kaizen Training 5S Standardization

Team Leader Production Preparation Process Daily Continuous Improvement KanBan

Diverse Continuous Improvement participation and learning environments: 4 global Gemba Kaizen

workshops with Shingijutsu consulting company, Multiple GE facilities, Primary Care facilities (hospitals),

6 Batesville Casket facilities, 3 Hill Rom hospital bed-manufacturing facilities, Black & Decker, and a

Pella Window plant.

State of Indiana and Wisconsin Certification: Hazardous Materials Awareness and Hazardous Materials

Operations. 10+ year volunteer fireman serving local communities.

6 Sigma. FDA Quality Procedures and GMP.

EDUCATION:

Master of Science in Management

Indiana Wesleyan University, Marion, IN 2004

Bachelor of Science in Management

Indiana Wesleyan University, Marion, IN 2002

Associate of Applied Science in Business Administration

Ivy Tech Community College, Madison, IN Graduated Magna Cum Laude – Dean’s List 1998

Technical Certificate in Accounting

Ivy Tech Community College, Lawrenceburg, IN Graduated Magna Cum Laude – Dean’s List 1997

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