John Blyth Email & Phone Number

Greater Chicago Area

Hand-picked to establish the multi-year strategy, governance rules, and global implementation plan for the new Global Single Instance Learning Management System for 80,000+ global employees and contractors. Manage 4 direct reports and oversee 10 Regional Business Units and up to 35 Global Administrators.- Designed the scalable Learning and Competence Process Model for all functions and languages.- Integrated Competence Assessment Standards into Global Training Role Profiles.- Cut master data learning events from 138,000 to 55,000.- Developed multi-year plan to allow reduction to less than 10,000 learning events.

Chicago, Il

Selected to lead the mapping and design of all operation and management processes of The Linde Group, reporting directly to the Head of Operations Support. Developed best-in-class process models, mapping, and implementation tools. Managed 3 direct reports, a global team of 30 indirect reports, and provided direction and requirements support for 200+ global teams. - Defined, developed, and launched a Management and Operations Process Model encompassing MANAGE, OPERATE, MAINTAIN & INTEGRATE NEW. The process model supported People Capability, Maturing Modeling, Procedures, Competence Process as well as Implementation and Compliance Measurements.- Drove the launch of the model across the United States, Europe, Southeast Asia, and China. - Designed and developed a scalable Global Learning and Competence process.

Naperville, Illinois, Usa

Hand-picked to lead the integration of governance of The Linde Group, BOC, and AGA upon acquisition. Supported Plant Teams of Experts, Global Competence Assessment Processes, and Global Training Content Delivery. - Global Business Unit Lead and Process Owner for process modeling and content delivery, training administration, audit management, and global document management software tools.- Process Owner for Global Document Management System for 1900 global plants. - Project Manager for Global Historian Project (GE Proficy)- Introduced Producer as best-in-class performance management tool.

Greater Chicago Area

n preparation for acquisition of BOC by The Linde Group, chosen to lead the Process Safety function. Defined the global standards for risk assessment of location assets. Launched process safety review across China, the Americas, the UK, and SE Asia. Led 6 indirect team members and 60 global teams. Reported to Vice President of Operations. - Previously oversaw 5 years of Safety Case development and HSE interfacing in the UK. - Managed revisions, updates and established Hydrogen Plant Major and Significant Hazards.- Established fully accessible Hazards and Safeguards Table in LiMSS Global Standards System.

Greater Chicago Area

Promoted to drive the integration of Operations Training and Process Safety Standards for plants in the Americas. Functioned as Behavioral Safety Lead for Plant Operations. - Participated in the development of 2010 strategies for Process Safety, Auditing, Integrated Documents, and Competence Development Systems. - Created new Operations and Safety Support roles in the U.S.- Led the implementation of SAP-TQ TeleQuery Customer Complaint System in the U.S.

Greater Chicago Area

Advanced to manage 8 Team Leaders and 32 team members in overseeing the process safety and training for all U.S. plants. Reported to the Vice President of Operations Support. Built the Regional Operations Training and Standards Managers (RTMs) into a best-in-class virtual team across N.A. - Enabled all registered N.A. sites to achieve IS0901 / 14001. - Developed a state-of-the art electronic knowledge, operations, and document management toolset and database across all production locations for all employees in N.A.- Established a framework for new organizational structure by launching Integrated Management System and Standards (IMSS) in the U.S.

Lisle, Illinois, Usa

Line and functional responsibility for all Midwest Production Plants for Air Separation, Carbon Dioxide, Hydrogen, Helium and ECOVAR. Managed 13 direct reports and 112 indirect. Reported to the VP Operations.• Leading player in the ‘Operations 2000’ project, which combined Remote Operations with Management Re-organization to reduce manning across the Midwest by 25% while improving operating performance. Became the framework of a ‘new operating model’. • Successful start-up projects for pipeline customers in Kansas and Ohio, and numerous ‘Packaged Plants’. Implemented tracking and KPI improvement in unit cost, reliability and commercialization

Guildford, United Kingdom

Functional responsibility across all Operations for Major Projects/Capital Investment, Interface with Plant Suppliers, Customer Proposals, Operations Strategy Planning, Operations Support, Loss Prevention, and Training. Covered India, Bangladesh, Pakistan, Turkey, Nigeria, Israel and Saudi Arabia. Three direct reports and functional lead to 15 with total indirects of 670. Reported to Chief Executive of South and West Asia Region. • Led the operational, safety and environmental Due Diligence and preparation of the technical offer for the acquisition of The Industrial Gases Co in Cairo by BOC. • Introduced modern audit methods and protocols to South Asia and Saudi Arabia. • Team leader and member on Gases Europe and Group projects to consider the development of Facilities Management as a product including competence profiling and the issue of forming a separate Line of Business.

Middlesbrough, United Kingdom

Branch Manager for Production of ASU Products for Pipeline supply and Distribution of Liquid Products at 2 of the largest UK plants. The key challenges were performance improvement, manpower productivity and numbers reduction, customer service maintenance and improvement / contract rollover and major refurbishment / improvement workload and Change Management. Successful contract roll-over. The elimination of variable overtime through the implementation of an annualised hours national agreement linked to local productivity improvements. A further 10-12% manpower reduction was achieved through technology improvement through Remote Operations. Staff co-operation was maintained despite the cutbacks and job losses. World class facilities management team created and sustained. The site was an upper tier major hazard installation and a Safety Report was submitted and accepted in 1994 for compliance with the CIMAH regulations.Bottleneck diagnosis and modification. The new customer supply agreements were bedded into detailed day to day methods of working. This included the use and design of advanced computer control and monitoring systems to facilitate agreed aspects of the agreement intent. I was responsible during the construction, commissioning, rectification and bedding in phases. Manpower was reduced by 20% (3 per shift - 33%) as a result of technology improvements. A Quality & Behavioural framework and team based flat structure were implemented over this period. ISO9002 approval was achieved in 1990.

Scunthorpe

One of the largest plant complexes in the BOC Group, servicing a steel plant and 100 large liquid customers who consume 1M HCM per year, with a distribution fleet covering over 1 million kilometres. Key challenges were plant performance improvement by bottleneck diagnosis and modification. • The new customer supply agreement was embedded into day-to-day methods of working, including the use and design of advanced computer control and monitoring systems to facilitate aspects of the agreement. • Led plant during construction, commissioning, rectification and start-up phases. • Improvement between 89 and 91 exceeded $2.5M/ year in plant performance. • Manpower was reduced by 20% by technology improvements. A Quality & Behavioral framework and team-based flat structure were implemented over this period. • ISO9002 approval was achieved in 1990.

Middlebrough

• Operations Plant Performance/Running Configuration, Production Planning• Safety of Operations, Operating Procedures (Preparation for ISO9002)• Stock Management, Site Projects Management, Customer Communication, Union Representative Consultation/Negotiation (T&GWU)

Thame

• Oxygen/ Nitrogen/ Argon production plant, with advanced computerised control and automated tanker loading. Led conceptual hazard survey/Planning Permission, and electrical supply negotiations. Completed hazard and operability studies, and advanced data collection facilities.

- Cryoplants Ltd Edmonton, Uk

• Seconded part-time to Cryoplants Ltd to combine the role of BOC Gases and Cryoplants Project Management to ensure Project objectives were achieved to on time and under budget.

• Project Engineer and Manager for projects in the range of $2-4M. Proposals Engineer for projects up to $50M. Earned 26-month secondment to Scotland for major customer projects at British Steel and Motorola.• Project Management – Thame Project, Thame, UK, Motorola 1 Project, East Kilbride, Gartcosh N2/H2• Successful Plant Projects – Margam New Plant Options(1983) Thame Project(1985), Scunthorpe 1700/New Contract (1989), Middlesbrough Rollover (1992), Port Quasim & ASPEN Plants in Pakistan/ Bangladesh, Delta, OH (1997), Coffeyville, Kansas(1999), Various large ECOVARs(1997-01)

Bs, Environmental Engimeering

BSc in Environmental Engineering

Education record

Training in Millennial Generation Needs