Cedric Riel, Mba Email & Phone Number

Quincy, Washington, United States

In my Velocity Line Leader role at Quincy, I am responsible for building the capability of our teams and driving issues toward forever solutions.With a team of two, I oversee several Velocity Functions and implementations. This includes CIL's, CL's, IPS's, BDE's, DH, PM's, and more. In my current capacity, I have more closely owned the CIL Process and have been implementing new CIL's to more properly align this facility with the goals of our Planned Stops.I am also involved with the AMD Pillar and am an owner of the stops for Plant 1 per Period. This means that I track the stop data of my facility to target and eliminate top losses to production. Currently, the area of greatest focus is packaging. In Plant 1 at Quincy, we run many different SKU's and have picked up new items with the recent organizational changes. Different SKU's have different KD sizes, bag types and product cuts, all of which require good centerlines to run effectively.My team has been working on more effectively developing these Centerlines so that we can dial in the effectiveness of our pack floor. This, alongside improved CIL processes and training, will bring packaging to a stronger place in terms of standards.In addition to this standard work, I provide cross functional support to our Team Leaders, CSD group, Superintendents, and Management. With TL's I provide coaching on Downtime Entry so that we can have more effective data in the targeting of top losses, especially in descriptive analysis.With the CSD I have been reviewing playbooks for different equipment in the plant as much of the current material is outdated. I am also working on the development of step-up cards, priority determined by the CSD and his team.With the Superintendent and management group, I support production functions on weeknights by being the on-call for my plant (Plant 1). I have also covered shift a time or two as needed with crewing shortages, operating as a TLAP and managing overall site operations.

Hermiston, Oregon, United States

I worked at the Hermiston Plant as the Team Leader Area Production (TLAP). In this role I was in charge of ensuring that quality product was produced safely at both the Legacy and Line 5 processing facilities in Hermiston. I was in charge of a team of three other supervisors who collectively oversaw 5 separate production lines that produced a combined 1.6 million pounds of finished product in a 12-hour shift.In this role I owned safety on the floor and was the first called to any incident on site. If an incident did occur, I was responsible for following proper procedure to ensure that the affected team member was properly taken care of. If we had a more serious incident such as a Code Red, I was trained in first aid as a first responder and would be in contact with the proper authorities for professional care. If an evacuation-level event took place (fire, flood, ammonia release), I was responsible for initiating Incident Command (IC) and putting a plan in place with my team to mitigate the risks of the situation to their wellbeing.Day-to-day, my overall tasks were centered strongly on ensuring that the product we were producing was free of FM and met all quality specifications. If a line needed to be shut down to ensure that these objectives were met, I was responsible for making (or not making) this call.I also partook in inventory management and was responsible for making sure that we had all the materials required for item changes. I paid attention to oil inventories, ATL Loadout services (incoming trucks), pallet inventories, dry supply inventories, raw inventories, and others. It was my job to make sure that we had the materials that we needed when we needed them so that we could continue to operate our production lines.Overall, my position boiled down to ensuring clear communication between many different team members (over 100) around the plant. I provided constant support on the floor to my team and ensured quality shift performance everyday.

Boardman, Oregon, United States

In my role as the Team Leader Quality, I was responsible for ensuring that the product we produced as a plant was safe for consumption. A significant amount of my time was focused on leading the on-site FM (foreign material) program. This included taking responsive action to ensure that known FM did not hit the market in finished product but also (and more importantly) in preventing FM risk to product in the first place. From raw potatoes to the equipment we used to manufacture the finished product, I was responsible for ensuring that we were following best practices involving food production. This included line walks after capital downtimes to make sure that there were not FM risks present, preventative maintenance and FM reports, procedural auditing of the HACCP program, and that GMP's were respected in the plant.As the TLQ, I was also responsible for producing quality product that met the expectations agreed upon with the customer. At the plant we believe in building quality in from the very beginning. This begins with the raw potato and travels down the line until we have a finished product. I was responsible for blending the proper raw products with varying quality attributes to ensure that product would be in grade once finished. Whether we were considering sizing, color, solids, texture, overall appearance, defects, etc., it all starts with the raw product.After the proper blends were made I was responsible for ensuring that our team members were following our upstream-check program. This program is designed to make sure that we are producing quality product and catching any possible issues early in the line so that we can make corrections as necessary.If product did end up out of grade on quality attributes, I was responsible for making the proper hold on the product so that it would not hit the market. After the hold was made, I was then responsible for making the proper product dispositions (sampling) to determine if the product could be released.

Boardman, Oregon, United States

I worked with other shift supervisors to maintain line flow between three separate lines at the Boardman West Plant. I was in charge of communicating between different departments to maintain open channels as well as direct operation of equipment. Human resource issues on the floor are first handled by us and then HR may be reached. We also must produce reports at the end of shift to note any issues in the line and to communicate where there can be improvement.I enjoyed this position because it gave me the opportunity to learn about production and the processes that go into making a quality product. From receiving to processing to packaging I learned a lot more when it comes to the amount of work that goes into making a quality product. I was constantly on the floor evaluating the machinery and any slow parts in the process to maintain continuity in the lines.Another important aspect of this position is floor and food safety, for the pounds of fries we are producing do not matter if people get injured in the process. When making my rounds on the floor, I was constantly evaluating if the working environment was safe or if there were any hazards present. Any such identified hazards would then be mentioned and recorded in our pre-shift meetings, online records, and communicated with the team.Since we are in the food industry, it is very necessary that we keep track of food safety as well. This includes but is not limited to: making sure the proper PPE is being worn, only metal-detectable pens are being used, there is not cross contamination on the lines, hands are being washed properly, and more. It is our duty to present a product of the highest quality while maintaining a safe working environment. I was in the process of completing my potato quality training (passed) at the plant, which is a more in-depth study of the overall potato-fry process. From field to fork, there are a lot of steps that go into the production of high-quality products at Lamb Weston.

I am a Trustee on the Eastern Oregon University Board of Trustees. This position is appointed by the Governor and is confirmed by Senate vote. The responsibilities of this position are to provide transparency, public accountability, and support for the university. This takes a broad range of responsibilities, but it is my duty as a Trustee to remain in communication with the public and stakeholder to ensure that prioritized issues are being addressed. I need to stay current on the information and different issues that could have an impact on the university. I am expected to partake in committee meetings and regular board meetings to discuss these issues, and, in certain circumstances, take action.I currently serve on the Academic and Student Affairs Committee, which is interested in issues pertaining to the university. Some discussion points include the addition of new programs, hiring, student retention, outreach, and more. I am also involved with the Financial Affairs Committee, which is responsible for advising the finalized budgets for each fiscal year and analyzing new programs, old programs, renovation projects, and more through a financial lens. These committees advise the greater Board during the regular meetings where final action can then be taken.In addition to these meetings, it is my responsibility to remain engaged with the community and those we serve. I talk to students to remain current on their concerns and also meet with community members to discuss university functions. As a Board, we will often have dinners and outreach events to meet our students as well as different community members. Recently, we had a ribbon cutting ceremony for the new Fieldhouse on campus as well as an engagement with our ROTC program during a flag raising ceremony. Being transparent with those in our community when possible and generating these relationships is a very important aspect of the position.

I held the Director For Financial Affairs position at my university. In this role my priority was to allocate the Student Incidental Fees across multiple units (groups) across the college campus. This is a requirement by the State of Oregon that public universities must abide by, for the rate of the incidental fee and its allocation is to be determined by students. I was responsible for all functions of the Student Fee Committee, including the gain and retention of its members, meeting schedule, meeting voting records, and more. It was also my responsibility to be a liaison between the units and the Committee, being in constant contact with the different parties and providing a channel of communication. It was my duty to best prepare the units for their presentations and to then delegate the conversations that occurred during the meetings as to the allocation amounts. Once decisions were made, it was also my responsibility to communicate these decisions and the minutes associated with them.Other responsibilities in this role included being a part of the Budget and Planning Committee, which is an advisory committee that made decisions regarding the University's General Funds (i.e. tuition spending). I also made the timesheet records and kept track of hours worked by other student government members so that the proper pay was distributed by Payroll. It was within this position that I also got the chance to work on event planning, for I headed a project where we brought cars on campus and let students smash them during dead week before final's. We had two cars to smash, a booth to smash plates, chalk bombs, pizza, yard games, and music. It took a lot of time to organize this event in terms of the logistics, a significant portion of which was safety. We had to prepare the cars to both be safe and environmentally friendly in terms of leaking fluid. We also had to survey the area for the event to make sure that spacing protocols for safety were being met.

I was the Senate Chair for the Associated Students of Eastern Oregon University (ASEOU), which is the student government on campus. My primary duty as the Senate Chair was to generate the agenda prior to each meeting. Members of the Student Government would reach out to me to add various items to the agenda and it was my responsibility to prioritize the issues to maintain meeting flow. I was also responsible for acting as the President and chairing the Student Government meetings in the absence of the President. I had to do this on several occasions, being responsible for organizing the meeting, delegating the minutes, and maintaining the flow of the meeting.As the Senate Chair, it was also my responsibility to be present for several different committees on campus. I was a part of the Student Fee Committee, which allocates student funds to different units across campus. I was also present on the Budget and Planning Committee, which is responsible for the general tuition dollar spending on campus. In Senate Allocations I would help with determining which clubs on campus would receive funding from Senate Allocations, which received its money from the Student Fee Committee. I also sat on the Vending Committee, which would determine the allocation of funds generated from vending machine use on campus.Lastly, while not a part of other committees, I would also sit in on other meetings to stay up-to-date on topics around the campus community. I often listened in on the Student Diversity and Equity Committee, which has a dedication to bringing the student experience to all on campus regardless of their circumstances. I also had the opportunity on several occasions to advocate for students to State Legislature's through the form of visits and the University's Lobby Day in Salem. I gained experience in government and its impact on organizations through these discussions, as well as better insight into how various issues can impact the progression of higher education.

Master Of Business Administration - Mba, Business Administration And Management, General, 3.95

Activities and Societies: Phi Kappa Phi, Delta Omicron Epsilon, Sigma Beta Delta, Collegiate Football, Collegiate Track, Board.

Bachelor'S Degree, Economics, 3.95

Bachelor'S Degree, Business Administration And Management, General, 4.0