Kyle Griffiths Email & Phone Number

Minden, NV, US

Cincinnati, OH, US

• Executive Supply Chain Leader for 1200 employee, World Class Precision Compressor Airfoil and Low Pressure Turbine Blade manufacturing operationo Precision Forgingo 5 Axis Adaptive Machiningo High Speed 5 Axis.
• Premier manufacturer of military and commercial engine compressor airfoils for legacy and next generation GE aircraft engineso Steelo Titaniumo Titanium Aluminide
• Lean Manufacturing o Strategy Deployment o A3 Methodology Conceptso Lean Transformation

Boston, MA, US

• 07/2014 / Present: Global Operations Executive – Supply Chain ManufacturingGE Oil & Gas Digital Solutions, Minden NV US
• Global Supply Chain Leader (COE) for $1.2B Oil & Gas Product Company. Manage all supply chain activities for 9 global locations (North America, South America, Europe, Middle East, & Asia).
• Demonstrated sustained supply chain fulfillment metrics (EHS I&I rate <.5, On time delivery >95%,Cost of quality <.8% of sales revenue, Achieved or exceeded annual base cost targets, Ledsuccessful variable cost.
• Partnered with large regional customers such as Saudi Aramco to develop localization plans which facilitates in country manufacturing aligned to GE growth initiatives. Collaborated with other GE business such as GE.
• Aligned with Sales and Commercial teams to develop winning solutions in a highly competitiveenvironment. Provided regional project execution while reducing cycle times to enable marketdifferentiation.
• Developed manufacturing surge capacity plan with GE Energy (Salem) which enabled team to double volume output in, exceeding sales revenue plan. Required seamless functional alignment tomaximize output while sustaining.

Boston, MA, US

• 07/2013 / 07/2014 Executive – Acquisition Integration LeaderGE Oil & Gas, Houston TX US
• Integration Leader / General Manager Salof Acquisition. Led all aspects of private business integration into GE Oil & Gas. Integration initiated June 2013 and completed 1Q 2014.
• Business experienced tremendous growth from ~$30M annual revenue to ~$400M annual revenue. Operation has 2+ years (~$500M) backlog from Shell who is currently imbedded within the GE organization.
• Sustained customer relationship improvement from a reactive to a proactive customer relationship. At the end of 2013 Shell awarded an additional order of $186M as a result of the continued partnership with GE. Key.
• Strategic focus to fast track Oracle ERP implementation in 6 months as an enabler to integrate all functions with a common set of business goals and objectives. Go live was completed per original schedule with strong.
• Site staffing increased to 600 employees across all functions as required to support the revenue growth and current backlog. Partnered with state and local educational organizations to develop overall recruiting and.

Boston, MA, US

• 05/2011-07/2013/ Executive Regional Operations LeaderGE Power & Water Europe, London UK
• Operations General Manager for $1B Europe region including Western Europe, Eastern Europe, & West Africa.
• P&L operations responsibility for 6 manufacturing / service centers. Launched multi modal manufacturing factories in both Russia and Nigeria.
• Leadership responsibility for Fulfillment Five (F5) operating metrics of Environmental Health & Safety,Quality, Delivery, Productivity, Cost Management.
• Significant direct customer interface with both large utility customers as well as smaller privatecompanies.
• Requested by senior leadership team to accept a 2 year expat assignment in Europe to addresssignificant customer dis-satisfaction and overall operational performance of the region. Significantquality escaping defects.

Boston, MA, US

• 12/2007-05/2011/ Global Operations Executive General ManagerPower & Water Global Operations, Atlanta GA
• Global Operations General Manager responsible for 27 Industrial service centers around the globe(US, Canada, Mexico, Europe, Australia, Asia) with ~$1B in annual revenue.
• Global Industrial Services business was an underperforming business operation with severallocations which were operating at a loss. A number of service centers were directly competing withone another due to geographic.
• Developed overall business strategy and restructuring plan focused on meeting customer needswhile maximizing capacity of assets. Restructured and exited 11 of 27 services centers over a 24month period while maintaining.
• Managed restructuring activities to minimize employee impact. Zero workplace incidents throughoutthe restructuring activities and zero health and safety or environmental incidents.
• Worked closely with broader regional ITO and customer teams to develop a customer differentiationstrategy focused on expertise and OEM value. Scheduled and held semi annual customer openhouse events to showcase GE.

Boston, MA, US

• 05/2004-12/2007/ General Manager Airfoils Repair COE / Manufacturing ExecutiveGE Aviation, McAllen – Texas
• Overall P&L responsibilities for the GE McAllen aviation service center ($100M). The McAllen aviation service center was an underperforming business with significant quality escaping defects, poor on time delivery, and.
• Developed customer partnership around key performance indicators. Hosted several onsite customer workshops focused to develop a sustainable partnership with customers. Demonstrated significant improvement in the.
• Brought the leadership team and hourly workforce together around a common set of goals andobjectives, developing winning solutions for customers and the sites long term strategic growth.
• During year 2, the McAllen team demonstrated continued stability in customer satisfactionand P&L business metrics. Growth from ~$50M in revenue to >$80M in revenue while increasingoperating margin double digit..
• During my last year as GM, the McAllen team had a unique opportunity to partner with GE Energy to open a second service center focused on the repair of gas turbine hot section hardware. McAllen was chosen as a pilot.

Boston, MA, US

• 08/2002-05/2004 Manufacturing Operations Plant Manager GE Aviation, – Rockford IL
• Successfully completed acquisition integration activities for Unison Industries Rockford Illinois into GE Aviation. Remained post acquisition as the site General Manager and P&L owner of a $30M business.
• Partnered with legacy Unison team, integrating into GE while expanding overall general aviationproduct lines. Leveraged GE process and technology to augment historical business operatingphilosophy. Team was successful.
• Developed effective Say / Do ratio with site employees, focused on a clear business strategy,regular communication, and employee involvement. Worked closely with other legacy factories within the business to improve.
• Aligned with general aviation customers early in the integration process to assure customercommunication remained open and engaging. Provided customers the reassurance that the GEacquisition would continue to support.
• Established strategy and focus around GE fulfillment metrics of EHS, Quality, Cost, Delivery, andProductivity. Demonstrated greater than 50% reduction in injuries while moving to a behavior basedsafety program.

Boston, MA, US

• 10/2000-08/2002/ Six Sigma Master BlackbeltGE Aviation Services Material Services, Cincinnati OHGlobal Master Black belt for GE Aviation Services Organization. Led a team of 25 black belts globally across 7 aviation.
• Developed global strategy for repair services focused on customer satisfaction, improved repairyields, on time delivery, and escaping defect reduction.
• Established global component teams by product component, leveraging repair yield and technology advancements in order to lower the customers overall cost of product ownership.
• Aligned repair development efforts across multiple sites focused on standardization of repairprocesses. Improved repair yields by 23% for HPT Blades working closely with both engineering and customers to adopt advanced.
• Partnered with Lufthansa airlines minimizing high cost repairs and product life cycle cost. Facilitated technical workshops focused on incoming inspection variation and initial repair scoping. Reduced incoming.
• Led repair development efforts with KLM airlines as they partnered with GE on a new overhaul andrepair facility. Joint partnership to share repair technology and engine overhaul experience whiledemonstrating GE OEM.

Boston, MA, US

• 09/1999-10/2000 Technical Manager / ManufacturingGE Aviation Services Fleet Management Operations, Cincinnati OH
• Technical Manager and productivity leader for long term service agreements. GE manages overallengine operating cost for airlines providing a fixed cost for services.
• Completed data analysis on engine component cost both to establish the lifecycle cost model andidentify critical needs for productivity improvements of a long term revenue accounting model.
• Partnered with design and repair engineering teams to review product lifecycle cost for repairs anddevelop strategic repair development programs focused on reducing overall lifecycle cost. Teamdeveloped programs which.
• Facilitated redeployment of CFM southwest core hardware across other long term service contracts, improving long term revenue model and providing customers with alternative material options (New, Repair, Used.
• Coordinated technical hardware reviews with design and repair engineering teams to maximize therepair criteria for hot section hardware. Streamlined repair development efforts, using engine run data analysis to justify.

Boston, MA, US

• 11/1997-09/1999 Senior Technical Engineer – High Pressure Turbine Airfoils GE Aviation Services, Cincinnati, OH
• Provided engineering and technical leadership for the Glades Park HPT Blade component repairfacility.
• Facilitate repair development initiatives between the repair engineering organization and GladesPark. Drive six sigma throughout the organization.
• Leverage best practices across GEES and GE. Facilitate standardization of internal systems.

Boston, MA, US

• 06/1996-10/1997 Six Sigma Black Belt – Diesel Engine ManufacturingGE Transportation Systems, Grove City PA
• Reduced manufacturing DPMO, improving productivity utilizing the six sigma tools of measure,analyze, improve and control.
• Implemented production improvements in UX piston skirt assembly area which reduced DPMO from60,000 to 8,500 yielding an annual cost savings of $60,000.
• Co-leaders of camshaft reliability team responsible for the integration of six sigma tools with designengineering and the customer to aid in the resolution of customer reliability concerns. Responsiblefor training team.
• Initiated teaming concept using six sigma techniques. Leveraged GE Aviation teaming concepts and lean manufacturing to incorporate cohesive manufacturing team focused on improving fulfillment metrics and workforce.

Boston, MA, US

• 03/1995-06/1996/ Product Owner - CF34 HPT AirfoilsGE Aviation, Turbine Airfoils Center of Excellence, Madisonville KY
• Provided overall program responsibilities for the CF34 Stg 1 & 2 turbine vane product team.
• Provided technical leadership and support in the completion of the CF34 Stg 2 transition formEvendale to the Madisonville plant while maintaining the production schedule for previouslytransitioned product lines.
• Determined characteristics critical to quality (CTQ's). Led integration of automated data collectionsystems into the manufacturing process.
• Interfaced with design engineering, engine assembly, and farm out suppliers to ensure smooth flow ofquality hardware while maintaining cost challenges.

Boston, MA, US

• 08/1993-03/1995 Turbine Airfoils Transition Team / ManufacturingGE Aviation, Turbine Airfoils Center of Excellence, Madisonville KY
• Facilitated transition of T700 and CF34 turbine airfoil product lines from the Evendale facility to the Madisonville TACOE, utilizing state of the art manufacturing technology and shop initiatives.
• Identified facilities and equipment required for work transfer. developed shop floor layout of machines and equipment which facilitated enhanced throughput.
• Provided conceptual design and coordinated manufacture of all tooling required. Coordinatedimplementation of 3D unigraphics modeling into the critical phases of tooling design and build.
• Implemented tooling which allowed automated data collection in the pursuit of 6 sigma. Projectedhourly manpower and machine capacity requirements for current and future production schedules.

Boston, MA, US

• 01/1992-08/1993 Product Cell Supervisor, CF6 -80C High Pressure Turbine Airfoil BladesGE Aviation, Madisonville KY
• Directed work efforts of 55 hourly employees within 3 product cells. Scheduled and monitored throughput requirements.
• Provided technical support for all operations within the product cell. Developed training plans foremployees within the product cell.
• Coordinated daily production requirements within the cell. Provided positive influence in conflictresolution during cellularization of the Madisonville plant.

Boston, MA, US

• 12/1989-12/1991 Methods Engineer Turbine Airfoils / ManufacturingGE Aviation, Madisonville KY
• Tested and implemented new tooling which reduced labor by 5 hours per set, accomplished bymoving operations from EDM to Laser.
• Developed a spreadsheet to forecast and estimate IME materials. Developed a tool and gagehistorical data system.

Industrial Engineering

Education record