Thomas Riddick

(***) *** - **** ad0qjs@r.postjobfree.com

Sr. Continuous Improvement / Operations Executive

Six Sigma Master Black Belt and Lean Master with proven experience identifying performance improvement opportunities and creating value across the enterprise. Ensure ongoing organizational processes are focused on balancing quality, price, and time to drive the highest margin of profit at the lowest margin of risk.

Core Competencies

Budgeting / Cost Control / ROI

Quality Needs / Resource Deployment

Multi-Functional Leadership

Vendor Analysis / Negotiations

Situational Analysis / Solutions Dev.

Strategic Planning & Execution

Team Recruitment / Development

Lean Manufacturing / Performance

100% Compliance / Efficiency

Professional Experience

Advisor Group Inc

Home Office Operations – Phoenix, AZ

Business Transformation Manager

2nd Largest Independent Broker-Dealer.

Implemented automation process for Financial Professionals to be granted access to IA Business system that reduced processing time from 9 days to 2.5 days (72% Reduction)

Process Design for 13 projects supporting the implementation of a “Shared Service” model for 2 additional firms in the Ladenburg acquisition.

Verra Mobility / American Traffic Solutions

Commercial Fleet Operations – Mesa, AZ

Director, Business Process Improvement

World’s Largest Provider of “Mobility Solutions” to rental car and fleet vehicles companies. Responsible for improving customer and business KPIs through the use of Lean Manufacturing & Six Sigma toolkits.

Developed and deployed a business-wide dashboard for Title & Registration business using Power BI software that is now the tool of choice and is used by operations to and senior leaders to run and measure the performance of the business.

Redesign process flow in the largest T&R facility-improving customer OTD by 13% while reducing cost by 8%.

Led 7- Kaizens that included customers & suppliers that trained new kaizen facilitators while producing a 9% waste reduction across the impacted processes.

Accenture Federal

USPS – Office of Continuous Improvement - Washington, DC

Lean Six Sigma Specialists – Eastern Area (EA)

World’s Largest Delivery organization responsible for 40% of worldwide deliveries daily. Train, coach, and mentor new continuous improvement candidates on how to use Lean Manufacturing & Six Sigma to improve current performance.

Reduced EA’s current operating budget by $6.2M by facilitating 13 weeklong Kaizen events in 9 different facilities.

Redesign the receiving process in 3 Production & Distribution Center facilities resulting in the certification of 3 Green Belts & one Black Belt.

Coached 13 LSS Belt candidates that have identified an additional $5M in budgeted savings.

TOYOTA MATERIAL HANDELING, N.A.

Raymond Corporation – Greene, NY

Sr. Manager Operational Excellence

A major manufacturer of Specialized material handling equipment. Responsible for implementing the Toyota Production System (TPS) concepts & techniques in the non-production areas of Materials, Planning, & Logistics (MP&L).

Developed and implemented an adapted Hoshin planning process for the MP&L organization that lead to record organizational accomplishment in cost reduction, lead-time reduction, and project completion.

Reduced Major Supplier’s lead time by 13% by eliminating Non-Value-Added steps in the Planning process.

Lead & facilitated 8 Value Stream Mapping projects that impacted all areas of the MP&L organization.

Facilitated the change in Internal Manufacturing Operations to measure OTD which reduced “past due” work orders volume from 8,000 to 250 daily.

Recovered $28K in rework charges from current suppliers by implementing a new Rework Recovery Process for internally reworked parts and services in one quarter.

BANK OF AMERICA - Richmond, VA

SVP Engineering Executive

Largest financial institution in the US. Provided leadership to the Q&P team that supported Managing Performance Variation (MPV) in GCSBB (Global Consumer & Small Business Banking) teller functions.

$57 million in annual savings to customer interface efficiency achieved while simultaneously increasing customer satisfaction by 12% by implementing MPV vs. Goals performance rating for 60,000 tellers.

Saved $1.2 million per second while reducing average handle time by 13 seconds ($15.6 million) because of developing a new scoreboard over two years.

Dramatically improved fee retention, gaining a 30% improvement in acceptance rate for Fee Refund Tool recommendations by call center agents as part of the Kaizen leadership team.

$11 million saved in one year by effectively managing seven engineers through prioritization of multiple projects to ensure maximum return on time and resources.

Enhanced management's ability to maximize performance across 11 call centers by implementing new daily reporting dashboards, ultimately becoming a model for all consumer call centers.

Generated first-year savings of $1.2 million by accurately defining and deploying two call-routing projects.

Implemented skip-level meetings to bring improvement opportunities to light, effectively increasing Regional Associate Satisfaction scores from 13% to 88%.

$500,000 annual savings achieved as a result of implementing Windows Conjunctive Services, ultimately increasing five sites' transaction volume by as much as 25%.

GATEWAY, INC. / HAMPTON MANUFACTURING - Hampton, VA

Sr. Materials & Project Manager

Oversaw development of pull system for pick & pack operation to support new business for consumer electronics company with a focus on Business to customer (B to C Model).

Developed pull system for pick & pack operation to support new business on Business to the customer (B to C Model), improving order flow by 125% and reducing on-hand inventory by 34%.

Created in-depth daily reports, ensuring all critical departmental metrics were reviewed daily to achieve the highest levels of operational efficiency.

Developed automated Kanban signals for internal pull systems, reducing material delivery cycle time by 55% and improving operational efficiency by 12%.

Reduced Quarterly Physical Inventory write-offs by approximately 95%, resulting in a more than $1.9 million savings for FY2002.

Developed materials delivery system to support the implementation of Lean Manufacturing systems within internal customer operations, reducing daily on-hand inventory by $18 million.

GENERAL ELECTRIC CO. - Worthington, OH

Operations Leader Process Engineer, Plastics & Superabrasives

Directed all manufacturing functions to achieve customer satisfaction within established cost requirements. Supervised production work across team environment while simultaneously reducing component costs.

Led Kaisen team that developed Lean cell design for component assembly area, resulting in annual savings of $96,000.

Optimized performance efficiency by developing and implementing the quality program for outsourced operations.

GENERAL MOTORS COMPANY - Saginaw, MI

Manufacturing Engineer Metal Forming & Machining Group

Applied manufacturing techniques to automotive components to achieve engineering specifications at desired production output levels. Updated tooling and fixtures to improve quality and productivity while supervising 27 hourly union employees as direct reports.

Eliminated 95% of final car assembly issues because of utilizing Design of Experiment (DOE) to develop simple oil drip onto the front wheel drive axle, sealing air leaks.

Education / Certification

Bachelor of Science in Mechanical Engineering (Cum Laude), North Carolina A&T University

Six Sigma Master Black Belt & Lean Master

Lean Manufacturing Toyota Production Systems

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