Patrick Rueff, Icgb, Cipm Email & Phone Number

Clermont-Ferrand, Auvergne-Rhône-Alpes, FR

Port Washington, New York, US

• 𝘎𝘭𝘰𝘣𝘢𝘭 𝘐𝘯𝘥𝘶𝘴𝘵𝘳𝘪𝘢𝘭 𝘪𝘴 𝘢𝘯 𝘪𝘯𝘥𝘶𝘴𝘵𝘳𝘺 𝘭𝘦𝘢𝘥𝘦𝘳 𝘱𝘳𝘰𝘷𝘪𝘥𝘪𝘯𝘨 𝘱𝘳𝘪𝘷𝘢𝘵𝘦 𝘭𝘢𝘣𝘦𝘭 𝘢𝘯𝘥 𝘣𝘳𝘢𝘯𝘥 𝘯𝘢𝘮𝘦 𝘪𝘯𝘥𝘶𝘴𝘵𝘳𝘪𝘢𝘭 𝘦𝘲𝘶𝘪𝘱𝘮𝘦𝘯𝘵 𝘢𝘯𝘥 𝘴𝘶𝘱𝘱𝘭𝘪𝘦𝘴 𝘵𝘩𝘳𝘰𝘶𝘨𝘩𝘰𝘶𝘵 𝘕𝘰𝘳𝘵𝘩 𝘈𝘮𝘦𝘳𝘪𝘤𝘢.Reported to the Director of Operational Excellence and presided over 8 direct.
• Served as interim General Manager to execute project governance throughout production teams and facilitate strategy sessions to produce balanced improvements across operational processes, logistics networks.
• Headed a comprehensive shipping review process to analyze, present findings, and implement a proposed distribution blueprint for international markets centered on reducing cost, optimizing service, and mitigating risk.
• Utilized internal metrics to deliver time management improvement methods and performance objectives, leading to a reduction in overtime by 30%.
• Leveraged daily meetings, targeted informational sessions, and correlated logistical/historical data to enhance company culture, values, and inclusiveness.

Seattle, WA, US

• 𝘈𝘮𝘢𝘻𝘰𝘯 𝘩𝘢𝘴 𝘰𝘯𝘦 𝘰𝘧 𝘵𝘩𝘦 𝘮𝘰𝘴𝘵 𝘢𝘥𝘷𝘢𝘯𝘤𝘦𝘥 𝘨𝘭𝘰𝘣𝘢𝘭 𝘧𝘶𝘭𝘧𝘪𝘭𝘭𝘮𝘦𝘯𝘵 𝘯𝘦𝘵𝘸𝘰𝘳𝘬𝘴 𝘪𝘯 𝘵𝘩𝘦 𝘸𝘰𝘳𝘭𝘥, 𝘴𝘶𝘱𝘱𝘰𝘳𝘵𝘦𝘥 𝘣𝘺 𝘪𝘯𝘯𝘰𝘷𝘢𝘵𝘪𝘷𝘦 𝘸𝘰𝘳𝘭𝘥-𝘤𝘭𝘢𝘴𝘴 𝘵𝘦𝘤𝘩𝘯𝘰𝘭𝘰𝘨𝘪𝘦𝘴.Appointed by executive leadership to spearhead the launch, development, and standardization.
• Established and progressed operational excellence across the profit center through cultural change and continuous improvement while maintaining 96% staffing requirements for all management positions.
• Led the development and implementation of scalable productivity plans, budget forecasts, KPIs, and partnered with senior leadership in realizing an augmented balance of labor resulting in operational cost savings.
• Employed data analytics and lean principles to assess, formulate and deploy new SOPs and operating rhythms, ensuring performance, safety, and OSHA compliance.
• Facilitated daily meetings to initiate process improvement strategies anticipate labor demands, workforce allocation, and quality assurance objectives.

Seattle, WA, US

• Under the direction of the Sr., Operational Site Leader selected to re-energize an underperforming shift while guiding 5 direct and 131 indirect reports. Immersed in all aspects of the Fulfillment Center to achieve.
• Orchestrated training for the management team to address knowledge gaps and facilitated goal/ action meetings to target cost reductions, quality assurance, and employee engagement strategies; provided status updates to.
• Boosted Total Production per Hour (TPH) by 7.84%, yielding $178k in 4th quarter labor cost reductions.
• Increased Pick Rate by 5.3% over the 4th quarter, creating a cost savings of $115K.

Clermont-Ferrand, Auvergne-Rhône-Alpes, FR

• 𝘔𝘪𝘤𝘩𝘦𝘭𝘪𝘯 𝘪𝘴 𝘵𝘩𝘦 𝘭𝘦𝘢𝘥𝘪𝘯𝘨 𝘵𝘪𝘳𝘦 𝘮𝘢𝘯𝘶𝘧𝘢𝘤𝘵𝘶𝘳𝘦𝘳 𝘸𝘪𝘵𝘩 𝘴𝘦𝘷𝘦𝘯 𝘙&𝘋 𝘤𝘦𝘯𝘵𝘦𝘳𝘴, 69 𝘧𝘢𝘤𝘪𝘭𝘪𝘵𝘪𝘦𝘴 𝘢𝘯𝘥 𝘭𝘰𝘤𝘢𝘵𝘦𝘥 𝘪𝘯 171 𝘤𝘰𝘶𝘯𝘵𝘳𝘪𝘦𝘴 𝘢𝘤𝘳𝘰𝘴𝘴 𝘵𝘩𝘦 𝘨𝘭𝘰𝘣𝘦.Reported to the Plant Manager of North America and led a team of 6 Industrial Engineers.
• Executed the first Lean Kaizen event (Energy Consumption Reduction) and guided cross-functional teams through continuous improvement projects resulting in a 13% company-wide cost savings.
• Steered the Industrial Engineering Team by implementing Lean Six Sigma methodologies and advancing 5S processes across operations and maintenance departments; efforts realized the creation of Michelin's first Six Sigma.
• Partnered with internal teams to analyze and shape performance/workflow management, equipment/site maintenance, and Root Cause Corrective Action strategies while maintaining visual controls throughout the facility.
• Functioned as an SME to the technical engineering group through training and development; acknowledged by executive leadership as a benchmark for MMW integration and team ownership.
• Transformed morale and underperforming teams by restructuring job scope, restoring best practices, enhancing production reporting, and weekly status meetings to promote a lean environment.

Clermont-Ferrand, Auvergne-Rhône-Alpes, FR

• Under the Production Manager's leadership, with oversight of eight direct and 120 indirect reports engaged in the safe, efficient, and productive operation within the extrusion department.
• Defined and Scoped multiple programs, operating protocols and served as a knowledge expert to Process Engineers for lean manufacturing training, leading to an average inventory quality of 95% or higher.
• Developed the succession path of 5 direct reports through several promotions in less than a year and introduced a 30-day training framework for newly hired engineers.
• Instituted business unit goals and plant objectives in collaboration with senior leadership while managing the overall equipment, process, tooling, and capacity planning activities.
• Balanced staffing requirements and deployed workforce plans for cross-functional departments aligned with union leadership; reduced labor costs by 12%, overtime by 15%, and implemented two plant-wide safety initiatives.

Bachelor Of Business Administration (B.B.A.), Army Rotc, Military Science And Operations

Undergraduate Studies