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2015.08 John Kidd cv.2

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John Kidd MSc. (Lean Operations)
5 Upper Moangarriff, Clonmel, Co.Tipperary
Home: 052 6189423, Mobile: 0866064826, E-Mail: jdzl.kidd@gmail.com
An energetic, committed and respected Leader with proven business acumen and significant
experience of modern management techniques. Understands the benefits of an engaging style of
communication in coaching, development and motivation of individuals and teams. An
accomplished operations manager who is able to deal effectively with multiple complex issues
and the associated implementation of improvement strategies. Leads by example in promoting
and supporting a rigorous Health & Safety and Quality culture. Experienced in managing change
in line with business requirements. Will effectively engage with people at all levels throughout
an organisation.
Career History
Wm. Grant & Sons Irish Manufacturing
The manufacturing site prepares and packages Tullamore DewIrish whiskey, globally the second
largest Irish whiskey brand and the fastest growing. William Grant & Sons produces several own
branded spirits globally ofwhich Tullamore Dewis a core brand. The site currently packages 1.6M
cases ofspirits with year on year growth of around 10%.
2013 – Present: Operations Excellence Lead
Accountable for development of Operational Excellence strategy that delivers site goals. Requiring
engagement with staff at all levels within the organisation to ensure improvement activity is co-ordinated
and focused to deliver planned benefits.
 Value Stream Mapping to develop strategic direction.
 Introduction of daily Genba Management walks - review processes against targeted demand and area
KPI's - highlight exceptions and create actions to manage / remove issues.
 Development and implementation of 5S culture. Engagement with process owners through the first
three functional stages of 5S to enable full understanding of methodology and associated benefits.
Developed system ownership through staff participation in improved layouts and continued
improvement focus through reporting of ‘Red Tag’ non-conformance. Daily self auditing and
reporting to Genba Management accepted as normal activity addressing process standards and
seeking support where necessary.
 Development of new operational processes and associated cellular workflow.
o Standard working developed in line with demand takt.
o Lead Kaizen workshops to develop best practice.
o Mapping, activity combination and charting of internal and external process elements.
o Standard work playbooks developed that simplify workflow, minimise variation and visually
shows output of optimised process.
 Introduction of repack process with standards delivered that improved packaging costs by 20%
against external supplier.
 Process capability studies: mapping and analysis to enhance systems knowledge, highlight risk,
reduce variation and develop improvement activities.
 FMEA analysis to systematically understand process capability. Used as a problem solving tool
where process stakeholders share knowledge to map, analyse and create action lists to deliver
improvement.
 Coordination of planning and operations teams to develop strategic work schedules delivering cost
effective operational output meeting demand profile and ensuring labour costs achieve budgeted
levels.
Wm. Grant & Sons Irish Manufacturing
2010 – 2013: Production Leader
Accountable for developing strategies and tactical tools that enable delivery of a high quality, customer
focused output. Management responsibility for 20 – 50 team members across various shift patterns
(supervisory, engineering and operational).
 Work closely with site leader and peers within the leadership group to develop site strategy aligned
to organisational goals. Developing KPI’s and their associated measures and targets.
 Manage labour requirements in line with demand and budgets. Development of shift profiles and
tactical labour smoothing plans. Measure financial benefits of performance / recovery against
standard costs model.
 Effective performance management of teams aiming to maximise potential. Carrying out regular
team and individual communications / engagement as appropriate.
 Coach and develop teams in organisational and process improvements, driving increased standards
ensuring compliance.
 Improved quality standards > 60% / increased site OEE 4.5% 2012 vs. 2011. Zero LTA at >900 days
at end of 2012.
 Coach teams in development of systematic problem solving methodologies (e.g. A3 / PDCA).
Bulmers Ltd, Clonmel,Co.Tipperary.
2007 – 2010: Manufacturing Manager
Accountable for delivering output targets,in a safe and cost effective manner, to meet customer demand.
Management responsibility for 30 – 60 team members (supervisory, engineering and operational).
 As part of a major capital investment (circa 200M Euro), played a significant role in commissioning
of new bottling lines.
 Strategic alignment of Production & Logistics functions to simplify production scheduling.
Categorising inventory (ABC planning) and developing flow lanes and Kanban control.
 Coaching team to develop effective, simple & visual work practices.
 Implemented best practice in operations through the development of standards and team culture in
doing so.
 Increased efficiencies in packaging line by 20%, enabling increased planning rates & scheduling.
 Managed teams through period of significant change and uncertainty. Delivered difficult
communications, whilst having empathy, to affected individuals and teams.
1990 – 2006: John Dewar & Sons Ltd, London Road, Glasgow.
2004 – 2006: Bottling Hall Manager
Management responsibility for 57 team members across two shifts (supervisory, engineering, operations
& process).
 Managed production through sustained growth and change (3-5% per annum to 5.2M cases). Key
member of projects team to bring new,varied and re-designed product in-house increasing number
of production lines from 2 to 6.
 Brought in-house 350k cases from co-packer and reduced lead times from 28 to 10 days. Achieved
through operational improvements and effective alignment of end-to-end logistics whilst maintaining
company OTIF targets of 99%.
 Ensured premium quality standards were consistently achieved engaging with teams in partnership
with Quality Department. Liaised with material and machine suppliers to correct non-conformances
impacting on quality.
 Chaired Safety Circle meetings to develop and maintain a safety conscious production environment
 Delivered company performance management systems. Carried out competency reviews, training
needs analysis and development of individual PDP’s. Managed disciplinary process through specific
performance reviews.
 Defined and operated maintenance and process improvement budgets, circa £450k.
 Worked with management team to target capex needs through obsolescence, new product
development or cost saving initiatives detailing payback on investment. Project values ranged from
£20k to £1.5M.
 Following a major fire in a sister plant, and as a leading member of the strategic project team,
successfully consolidated and expanded new spirit production and bottling capacity in-house over an
eight week period. Delivering the capability to produce 500,000 cases per annum across two brand
types at a cost of circa £1.5M.
2001-2004:Manufacturing Team Leader.
Led manufacturing operation, maximising effectiveness of production lines. Management responsibility
for 33 staff members across operations, production engineering and spirit preparation functions.
 Managed operations to meet production demands increasing overall running efficiencies form 70%
to 86%.
 Effective in liaising with engineering function in resolving production issues/breakdowns. Coached
& developed engineering staff. Assessed skills to identify training needs.
 In partnership with team used standardisation & best practice techniques to reduce change over times
by 30-50%.
 Production project leader for specific brand redesign, developed project plan that led to the
successfulcommission and implementation, on time and within budget.
 Developed, in accordance with HMRC, management assurance checks for Production and Spirit
Preparation areas. Carried out investigations and compiled monthly loss reports as per HMRC
requirements.
2000-2001:Whisky Preparation / Process Team Leader
Leader of the Spirit Preparation Department. Responsible for the development and implementation of
Standard Operations and Procedures. Coached & developed an effective team, delivering spirit quality
and supply on demand.
 Ensured HMRC compliance, documentation and practices adhered to fully.
 Ensured spirit requirements for operations were achieved through effective planning and scheduling.
 Set up annual service contracts with process machine manufacturers maintaining their good working
condition.
1990-2000:Senior Engineering Technician
 Member of turnkey project team for two high-speed bottling lines (value circa £7M). Carried out
pre-delivery inspections, worked closely with OEM’s and consulting Engineers ensuring smooth and
successfulcommissioning.
 Led various operational and capital projects (e.g. develop specification and coordinate purchase of
plant equipment)
 Responsible for all production assets and engineering aspects throughout the Coatbridge production
plant.
 Supervision of engineering staff and planning of plant maintenance through both preventative and
downtime analysis.
 Member of disaster recovery group post major incident. Supervised major civil re-works,liaison for
our consulting engineers and contractors.
E.J. Stiell Electrical Engineers Ltd, Coatbridge.
1988-1990:Electrical and Electronic Service Engineer
 Responsible for the installation, maintenance and servicing of a wide range of electrical and
electronic systems and in customer interface.
Blue Circle Industries Plc, Uddingston.
1984-1988:Apprentice Electrical Engineer
 Trained in maintenance and installation of electrical, mechanical, pneumatic systems in a wide
variety of equipment.
 Awarded Apprentice Electrician of the Year (1985).
Training & Development
Formal Education
 2008-2010: Cardiff University, MSc Lean Operations
 1986-1988: Bell College ofTechnology, HNC in Electrical and Electronic Engineering
 1984-1986: Motherwell College, ONC in Electrical and Electronic Engineering
 1979-1984: Uddingston Grammar School, 3 ‘H’ grades and 8 ‘O’ grades.
Personal Development
2000-Current – Various management development programmes and training seminars carried out by
company appointed consultants.
Performance Management
 Apr ’06 - Successfully completed Performance Through People programme at Ashridge Business
School, Hertfordshire.
 Topics covered in other training: Difficult Conversations; Managing Change; Effective
Communication; Goal Setting; Developing PDP’s.
Operational Tools
 Problem Solving; 5S methodology; Total Productive Maintenance; Quality Process; New Product
Development Process; Risk Management; Disaster Recovery and other ad hoc training seminars.
Interests
I enjoy spending most of my free time with my family (two daughters). I am the Secretary of the Parents
Association at my daughter’s school; Loreto Secondary, Clonmel. I also enjoy reading, mainly fiction
novels.
Personal Details
Date of Birth: 18th
July 1967
Marital Status: Married
Nationality: British
Full current driving licence.

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2015.08 John Kidd cv.2

  • 1. John Kidd MSc. (Lean Operations) 5 Upper Moangarriff, Clonmel, Co.Tipperary Home: 052 6189423, Mobile: 0866064826, E-Mail: jdzl.kidd@gmail.com An energetic, committed and respected Leader with proven business acumen and significant experience of modern management techniques. Understands the benefits of an engaging style of communication in coaching, development and motivation of individuals and teams. An accomplished operations manager who is able to deal effectively with multiple complex issues and the associated implementation of improvement strategies. Leads by example in promoting and supporting a rigorous Health & Safety and Quality culture. Experienced in managing change in line with business requirements. Will effectively engage with people at all levels throughout an organisation. Career History Wm. Grant & Sons Irish Manufacturing The manufacturing site prepares and packages Tullamore DewIrish whiskey, globally the second largest Irish whiskey brand and the fastest growing. William Grant & Sons produces several own branded spirits globally ofwhich Tullamore Dewis a core brand. The site currently packages 1.6M cases ofspirits with year on year growth of around 10%. 2013 – Present: Operations Excellence Lead Accountable for development of Operational Excellence strategy that delivers site goals. Requiring engagement with staff at all levels within the organisation to ensure improvement activity is co-ordinated and focused to deliver planned benefits.  Value Stream Mapping to develop strategic direction.  Introduction of daily Genba Management walks - review processes against targeted demand and area KPI's - highlight exceptions and create actions to manage / remove issues.  Development and implementation of 5S culture. Engagement with process owners through the first three functional stages of 5S to enable full understanding of methodology and associated benefits. Developed system ownership through staff participation in improved layouts and continued improvement focus through reporting of ‘Red Tag’ non-conformance. Daily self auditing and reporting to Genba Management accepted as normal activity addressing process standards and seeking support where necessary.  Development of new operational processes and associated cellular workflow. o Standard working developed in line with demand takt. o Lead Kaizen workshops to develop best practice. o Mapping, activity combination and charting of internal and external process elements. o Standard work playbooks developed that simplify workflow, minimise variation and visually shows output of optimised process.  Introduction of repack process with standards delivered that improved packaging costs by 20% against external supplier.  Process capability studies: mapping and analysis to enhance systems knowledge, highlight risk, reduce variation and develop improvement activities.  FMEA analysis to systematically understand process capability. Used as a problem solving tool where process stakeholders share knowledge to map, analyse and create action lists to deliver improvement.  Coordination of planning and operations teams to develop strategic work schedules delivering cost effective operational output meeting demand profile and ensuring labour costs achieve budgeted levels.
  • 2. Wm. Grant & Sons Irish Manufacturing 2010 – 2013: Production Leader Accountable for developing strategies and tactical tools that enable delivery of a high quality, customer focused output. Management responsibility for 20 – 50 team members across various shift patterns (supervisory, engineering and operational).  Work closely with site leader and peers within the leadership group to develop site strategy aligned to organisational goals. Developing KPI’s and their associated measures and targets.  Manage labour requirements in line with demand and budgets. Development of shift profiles and tactical labour smoothing plans. Measure financial benefits of performance / recovery against standard costs model.  Effective performance management of teams aiming to maximise potential. Carrying out regular team and individual communications / engagement as appropriate.  Coach and develop teams in organisational and process improvements, driving increased standards ensuring compliance.  Improved quality standards > 60% / increased site OEE 4.5% 2012 vs. 2011. Zero LTA at >900 days at end of 2012.  Coach teams in development of systematic problem solving methodologies (e.g. A3 / PDCA). Bulmers Ltd, Clonmel,Co.Tipperary. 2007 – 2010: Manufacturing Manager Accountable for delivering output targets,in a safe and cost effective manner, to meet customer demand. Management responsibility for 30 – 60 team members (supervisory, engineering and operational).  As part of a major capital investment (circa 200M Euro), played a significant role in commissioning of new bottling lines.  Strategic alignment of Production & Logistics functions to simplify production scheduling. Categorising inventory (ABC planning) and developing flow lanes and Kanban control.  Coaching team to develop effective, simple & visual work practices.  Implemented best practice in operations through the development of standards and team culture in doing so.  Increased efficiencies in packaging line by 20%, enabling increased planning rates & scheduling.  Managed teams through period of significant change and uncertainty. Delivered difficult communications, whilst having empathy, to affected individuals and teams. 1990 – 2006: John Dewar & Sons Ltd, London Road, Glasgow. 2004 – 2006: Bottling Hall Manager Management responsibility for 57 team members across two shifts (supervisory, engineering, operations & process).  Managed production through sustained growth and change (3-5% per annum to 5.2M cases). Key member of projects team to bring new,varied and re-designed product in-house increasing number of production lines from 2 to 6.  Brought in-house 350k cases from co-packer and reduced lead times from 28 to 10 days. Achieved through operational improvements and effective alignment of end-to-end logistics whilst maintaining company OTIF targets of 99%.  Ensured premium quality standards were consistently achieved engaging with teams in partnership with Quality Department. Liaised with material and machine suppliers to correct non-conformances impacting on quality.  Chaired Safety Circle meetings to develop and maintain a safety conscious production environment  Delivered company performance management systems. Carried out competency reviews, training needs analysis and development of individual PDP’s. Managed disciplinary process through specific performance reviews.  Defined and operated maintenance and process improvement budgets, circa £450k.  Worked with management team to target capex needs through obsolescence, new product development or cost saving initiatives detailing payback on investment. Project values ranged from £20k to £1.5M.
  • 3.  Following a major fire in a sister plant, and as a leading member of the strategic project team, successfully consolidated and expanded new spirit production and bottling capacity in-house over an eight week period. Delivering the capability to produce 500,000 cases per annum across two brand types at a cost of circa £1.5M. 2001-2004:Manufacturing Team Leader. Led manufacturing operation, maximising effectiveness of production lines. Management responsibility for 33 staff members across operations, production engineering and spirit preparation functions.  Managed operations to meet production demands increasing overall running efficiencies form 70% to 86%.  Effective in liaising with engineering function in resolving production issues/breakdowns. Coached & developed engineering staff. Assessed skills to identify training needs.  In partnership with team used standardisation & best practice techniques to reduce change over times by 30-50%.  Production project leader for specific brand redesign, developed project plan that led to the successfulcommission and implementation, on time and within budget.  Developed, in accordance with HMRC, management assurance checks for Production and Spirit Preparation areas. Carried out investigations and compiled monthly loss reports as per HMRC requirements. 2000-2001:Whisky Preparation / Process Team Leader Leader of the Spirit Preparation Department. Responsible for the development and implementation of Standard Operations and Procedures. Coached & developed an effective team, delivering spirit quality and supply on demand.  Ensured HMRC compliance, documentation and practices adhered to fully.  Ensured spirit requirements for operations were achieved through effective planning and scheduling.  Set up annual service contracts with process machine manufacturers maintaining their good working condition. 1990-2000:Senior Engineering Technician  Member of turnkey project team for two high-speed bottling lines (value circa £7M). Carried out pre-delivery inspections, worked closely with OEM’s and consulting Engineers ensuring smooth and successfulcommissioning.  Led various operational and capital projects (e.g. develop specification and coordinate purchase of plant equipment)  Responsible for all production assets and engineering aspects throughout the Coatbridge production plant.  Supervision of engineering staff and planning of plant maintenance through both preventative and downtime analysis.  Member of disaster recovery group post major incident. Supervised major civil re-works,liaison for our consulting engineers and contractors. E.J. Stiell Electrical Engineers Ltd, Coatbridge. 1988-1990:Electrical and Electronic Service Engineer  Responsible for the installation, maintenance and servicing of a wide range of electrical and electronic systems and in customer interface. Blue Circle Industries Plc, Uddingston. 1984-1988:Apprentice Electrical Engineer  Trained in maintenance and installation of electrical, mechanical, pneumatic systems in a wide variety of equipment.  Awarded Apprentice Electrician of the Year (1985).
  • 4. Training & Development Formal Education  2008-2010: Cardiff University, MSc Lean Operations  1986-1988: Bell College ofTechnology, HNC in Electrical and Electronic Engineering  1984-1986: Motherwell College, ONC in Electrical and Electronic Engineering  1979-1984: Uddingston Grammar School, 3 ‘H’ grades and 8 ‘O’ grades. Personal Development 2000-Current – Various management development programmes and training seminars carried out by company appointed consultants. Performance Management  Apr ’06 - Successfully completed Performance Through People programme at Ashridge Business School, Hertfordshire.  Topics covered in other training: Difficult Conversations; Managing Change; Effective Communication; Goal Setting; Developing PDP’s. Operational Tools  Problem Solving; 5S methodology; Total Productive Maintenance; Quality Process; New Product Development Process; Risk Management; Disaster Recovery and other ad hoc training seminars. Interests I enjoy spending most of my free time with my family (two daughters). I am the Secretary of the Parents Association at my daughter’s school; Loreto Secondary, Clonmel. I also enjoy reading, mainly fiction novels. Personal Details Date of Birth: 18th July 1967 Marital Status: Married Nationality: British Full current driving licence.