Russ Peddle Email & Phone Number

Burlington On

Managing a wide variety of project for international and domestic customers from the initial order to the shipping of project, negotiating with Customer and Vendors and internal personal and departments. • Managed customer expectations standards/specifications and cost /profit margins• Balanced competing priorities and risks while mitigating escalations• Developing project plans, documentation • Collaborated with PM team to improve processes, systems, mapping, tools to… Show more Managing a wide variety of project for international and domestic customers from the initial order to the shipping of project, negotiating with Customer and Vendors and internal personal and departments. • Managed customer expectations standards/specifications and cost /profit margins• Balanced competing priorities and risks while mitigating escalations• Developing project plans, documentation • Collaborated with PM team to improve processes, systems, mapping, tools to improve throughput Show less

St Catharines On

Designed and developed courses to teach students Business Ethics that would meet the college’s standards and course curriculum.• Compete research for current course content that is current day domestic and international • Flexible and dynamic teaching methods to insure maximum knowledge transfer• Established learning measurement systems assignment, test exams and marking criteria • Teaching courses in Bussiness Ethics, Operations, Microsoft Word, Power Point Excel

Continued PMO development while adding the responsibilities to provide repair solutions for all new product launches in each global market. Disseminating advanced engineering through testing, procedures documentation and certification of repair centers for prototype development. Lead teams in implementation of GRS Top 10 Priorities using Hoshin Planning.• Launched 13 new products in 8 months on time avoiding major warrant stock costs• Re-structured of launching new products by… Show more Continued PMO development while adding the responsibilities to provide repair solutions for all new product launches in each global market. Disseminating advanced engineering through testing, procedures documentation and certification of repair centers for prototype development. Lead teams in implementation of GRS Top 10 Priorities using Hoshin Planning.• Launched 13 new products in 8 months on time avoiding major warrant stock costs• Re-structured of launching new products by compressing schedule 50% reducing the time to market and capturing sales revenue• Established new training procedures and hiring a new team staff, increase in team efficiency.• Integrating GRS into RIM’s mainstream design and manufacturing systems and building downstream infrastructure for each repair centers globally, insuring customer warrant service at minimal cost Show less

Created and implemented ISO compliant, Global Project Management Office. Establishing departments, business models, systems, scopes and deliverables, key performance indicators, metrics, escalation paths with mitigation plans, reporting and PM training standards to complete major project and programs.• Established strategic Board of Governance system to establish global prioritize and balance high demands on cross functional departments with limited resources that optimized project… Show more Created and implemented ISO compliant, Global Project Management Office. Establishing departments, business models, systems, scopes and deliverables, key performance indicators, metrics, escalation paths with mitigation plans, reporting and PM training standards to complete major project and programs.• Established strategic Board of Governance system to establish global prioritize and balance high demands on cross functional departments with limited resources that optimized project completion• Doubled (2X) the Global Repair Plant foot print each year by cross pollination of regional improvements, streamlining and early adaption of new technologies • Formulated and established new business offerings, meeting new Customer requirements• Respond to emergency customer escalation and resolved ( 100+ code loads, cost $20 million/year +)• Global hiring training and mentoring new staff at all levels that improved efficiency.• Moved GRS office and operational plant from Waterloo to Cambridge with no unscheduled downtime with only a 10% reduction in output over 2 week period Show less

Directed the operational teams on full range of 26 products. Built relationship with Canadian carrier to ensure resolution of all concerns while maintaining customer service excellence.• Conducted Lean sessions for Value Stream Mapping and Monthly Kaizans, maintaining best 5S+1 scores and fostered culture of continuous improvement and increased employee engagement.• Improved company’s customer performance during 9-month period, increasing unit production to 300%, reducing turnaround… Show more Directed the operational teams on full range of 26 products. Built relationship with Canadian carrier to ensure resolution of all concerns while maintaining customer service excellence.• Conducted Lean sessions for Value Stream Mapping and Monthly Kaizans, maintaining best 5S+1 scores and fostered culture of continuous improvement and increased employee engagement.• Improved company’s customer performance during 9-month period, increasing unit production to 300%, reducing turnaround time by 51% and formulated new measure system to improved work in process to customer order (increased from 17% to 80%) Show less

Hamilton, Ontario

Member of Board of Directors with Dofasco and Stelco senior staff, presenting annual business plans, including analysis and development of goals and objectives with implementation actions and capital equipment justifications. • Improved line efficiency and uptime by 10+ % each year by implementing plans and problem solving with employees from all levels of organization• Instituted employee development plans to address gap analysis of multi-skilling and implementation resulting in… Show more Member of Board of Directors with Dofasco and Stelco senior staff, presenting annual business plans, including analysis and development of goals and objectives with implementation actions and capital equipment justifications. • Improved line efficiency and uptime by 10+ % each year by implementing plans and problem solving with employees from all levels of organization• Instituted employee development plans to address gap analysis of multi-skilling and implementation resulting in improvement in line uptime• Implemented computerized inventory controls system to improve paint accuracy from 77% to 99%, allowing a 30% reduction in levels that reduced spoilage and increased inventory turns Show less

Cambridge, Ontario

Responsible for the overall plant performance including budget for all departments. • Improved through-put from 26 to 53 machines per month in 6 month period without adding staff• Met shipping schedules for first time in the company’s history causing increased customer satisfaction• Set up new visual scheduling and performance measurement system for streamlining of production• Directed: Production, Metal Fabrication, Electronic Printed circuit boards, Control Assembly, Wall… Show more Responsible for the overall plant performance including budget for all departments. • Improved through-put from 26 to 53 machines per month in 6 month period without adding staff• Met shipping schedules for first time in the company’s history causing increased customer satisfaction• Set up new visual scheduling and performance measurement system for streamlining of production• Directed: Production, Metal Fabrication, Electronic Printed circuit boards, Control Assembly, Wall Lamination, Assembly, Shipping, Purchasing, Scheduling, Engineering, Toolroom and Maintenance Show less

Cambridge Ontario

Managed reducing of cost through improvement methods, procedures and introduction of new technologies for product production. Designed hatchery facilities and all specialized pharmaceutical systems. Supervised manufacturing engineering, tool room and maintenance departments.• Expanded and consolidated 3 plants into 1 plant ($6 million) without customer interruptions• Implemented capital equipment projects i.e.: 2 robotic welding cells, roll coater, stud welder, surface mount technology… Show more Managed reducing of cost through improvement methods, procedures and introduction of new technologies for product production. Designed hatchery facilities and all specialized pharmaceutical systems. Supervised manufacturing engineering, tool room and maintenance departments.• Expanded and consolidated 3 plants into 1 plant ($6 million) without customer interruptions• Implemented capital equipment projects i.e.: 2 robotic welding cells, roll coater, stud welder, surface mount technology increasing plant capacity and reducing cost• Increased through-put of the engineering department by computerizing systems• Led custom and new product introduction from concept, proto-typing, tooling, launch to refining• Developed and implemented a full predictive and preventative maintenance program increasing equipment reliability while reduced down time and costs Show less

Mechanical Engineering Technologist

Activities and Societies: President of the Ryerson Mechanical Society Secretary of the Ryerson Mechanical Society Situational leadership.

Mechanical Engineering

Activities and Societies: President of the Ryerson Mechanical Society