DERRELL S.

JAMES
4745 Arbor Lake Drive
Cumming, Georgia 30040
H: (770) 205-0881
derrelljames@msn.com
Linked In: Derrell James
VALUE PROPOSITION:
Over 21 years of progressive, executive leadership experience in profit and loss
, general management, Lean transformation, engineering, quality, supply chain, m
anufacturing, and global business development for medical devices, aerospace/def
ense, automotive, and process instrumentation manufacturing and service organiza
tions. Utilizes positive, results-driven motivational style to develop talent a
nd achieve optimal business results.
KEY RESULTS:
* Established strategic operations plans for a $250 million/year manufacturer of
medical devices.
* Successfully led the operations due diligence, acquisition, and integration of
two companies of $150 million/year in sales. Saved $5.5 million in working cap
ital and $3 million in operations costs in first nine months.
* Led an emerging medical device manufacturer in the implementation of a full ER
P system in 4 months, 5X growth in two years with no change in headcount, 5X imp
rovement in inventory turns, and an average order fulfillment of less than two d
ays.
* Improved service turn around time from 14 days to 4 days for an avionics maint
enance, repair, and overhaul plant.
* Led Lean transformations in production, finance, HR, engineering, and helped c
reate the “life cycle value stream manager†role.
* Achieved 92% reduction in scrap expense for a tier 1 automotive supplier.
* Grew sales backlog by 380% to over $265 million with performance based logisti
cs programs, and public private partnership efforts with a major aerospace elect
ronics and service provider.
* Won a 10 year corporate contract with US Air Force with a ceiling of $2 billio
n.
* Led the identification, due diligence and integration of $125 million training
company
* Won multiple awards for quality services, benchmarked by key customers, and re
cognized as an industry leader in Lean thinking.
* Led companies in ISO9000, QS9000, ISO17025, ISO14001, and ISO13485 registratio
ns
* Led the consolidation of two divisions of a company to return it to profitabil
ity
* Certified Lean Master with enterprise transformation and start-up experience
* Frequent writer and public speaker on Lean and Six Sigma
* Change agent with turnaround experience
* Effective, proven, results-oriented leader offering a flexible style that most
effectively addresses the problem at the source. Recognizes the power of teamw
ork, and nurtures the development of both teams and individuals.
EXPERIENCES:
Full Profit and Loss
Enterprise-wide Lean Transformation
High Technology Manufacturing and Service
Multi-Industry Expertise
Turnaround of Low Performing Operations
Effective Speaker, Trainer and Motivator
Mergers/Acquisitions/Integration
Performance-Based Logistics
Strategic Product Portfolio Planning/Execution
Commercial/Government Marketing
Business Development
Multi-Site Leadership
International Business
FDA/ISO, cGMP, MDD Compliance
Balanced Scorecard Development
Complex Project Management
Published Author and Teacher
Large and Small Company Leader
Life Cycle Value Stream Management
Change Management/†Social Stream Mappingâ€
Product and Service Proposals and Contracts
Regulatory and Quality System Development
Supply Chain Development and Contracts
Strategic Business Planning and Budgeting

LEADERSHIP:
Kimberly Clark, Inc. – Roswell, Georgia (4/2009-8/2010)
Position: Medical Device Business Leader / Interim Chief Operations Leader I-Fl
ow and Baylis Acquisitions – Responsible for operations for global manufacturing and
supply chain for digestive health, airway management, patient warming, and pain
management products. Manage 8 manufacturing facilities (4 in Mexico, 3 in US,
1 in Germany) with a total headcount of nearly 3000 employees, $400+ million in
product sales, and $150+ million in budget accountability.
Accomplishments:
* Led the operations business integration culminating with the successful acquis
ition of I-Flow, Inc., and Baylis Medical, Inc., adding $150 million/year in sal
es starting in 2010.
* Established Tiger Team methodology to address top four quality issues resultin
g in reductions in CPM levels of over 50% in six months. Core team member in de
veloping the Quality Improvement Process.
* Wrote the operations strategic business plan for 2010-2015
* Core team member for the device acceleration program, with the intent to grow
the medical device business 2X by 2015. Appointed leader for cost reduction tea
m targeting cost of sales reductions of 20% on key product lines.
* Reduced working capital by $5.5 million and costs by $3 million in nine months
at I-Flow by Lean transformation.
* Reduced accident/incident rates by 90% through Behavior Based Safety programs.
* Reduced customer complaints by 24% through improvements in line management, to
oling, root cause analysis.
* Achieved 96% on-time delivery and 94% of orders shipped within 24 hours throug
h implementation of improved planning processes, validations, and process yields
* Reduced manufacturing footprint for I-Flow by 50%, yet increased outputs by 16
% through 5S, single piece flow, and value stream mapping methods
* Developed and improved talent through Lean training, implementation of Value S
tream focused teams, and mentoring.

Genico, Inc. (d/b/a GENICON) – Winter Park, Florida (4/2005-4/2009)

Position: Vice President and General Manager – Responsible for all aspects of busin
ess management, including P&L, engineering, production, supply chain, quality, l
ogistics, strategic planning, budgeting, and human resource responsibilities for
designer, manufacturer, and distributor of minimally invasive surgical devices
for emerging medical device manufacturer
Accomplishments:
* Executed Lean transformation of enterprise resulting on 5X growth with same he
adcount through elimination of wasteful practices, new procedures and work instr
uctions, 5S, and outsourcing of low value operations.
* Led the development and introduction of twelve new products or product familie
s – co-inventor/patent holder for development of improved primary valve sealing syst
em.
* Executed supply chain improvements that increased inventory turns 5X through i
mplementation of supplier kanban, improved forecasting methods, and integration
of ERP. Negotiated long-term supplier contracts resulting in reduction of cost
of goods by 25%.
* Moved subcontract manufacturing from China to Canada for a 35% supply chain sa
vings.
* Improved order fulfillment times to less than 2 days average, with 50% of ship
ments delivered in 24 hours through implementation of Lean practices.
* Implemented Made2Manage ERP system in four months.
* Led and achieved ISO13485:2003 certification and successful surveillance audit
s, as well as FDA audit with no 483s.
* Developed company strategic business plans and budgets.
* Analyzed, prioritized, developed, and executed new product lines for new marke
ts.
* Implemented disaster recovery, safety program, and business continuation proce
sses.
* Executed FDA 510(K) filings for new product families and CE marks for European
sales efforts, and established private label agreements with four key technolog
y suppliers.
* Guest speaker on the integration of social and technical change management at
the American Society for Quality conference.
* Published by Quality Digest on the integration of Lean and Project Management.

Sypris Test & Measurement, Inc. – Winter Park, Florida (1/2004-3/2005)
Position: General Manager – P&L responsibility for a network of 14 fixed site and 1
2 mobile calibration and technical service laboratories, serving 3500+ customers
in North America.
Accomplishments:
* Increased sales by 20% while reducing headcount 6%.
* Created and executed a new strategic plan, including facility rationalization,
creation, or consolidation, and new life cycle services.
* Implemented Lean methodologies, including joint value stream mapping with key
customers.
* Re-wrote all business operating procedures to achieve ISO17025 registration.
* Reduced service turnaround time by 40%, established quality levels of nearly 6
Sigma, and improved process efficiency.
* Published by Quality Digest on the integration of Lean and Six Sigma, and Lean
change management for small, growing companies.
* Identified acquisition targets and performed due diligence activities for new
market development.

Rockwell-Collins, Inc. – Cedar Rapids, Iowa (3/1999-1/2004)

Position: Director, Business Development – Leader for marketing and direct sales of
service and support solutions for government and military services worldwide; a
nd officer/process owner for Rockwell Collins Services Company
Accomplishments:
* Created/organized government and military services team, including consistent
business practices and global support strategies for performance-based logistics
and life-cycle service and support programs.
* Grew orders by 380% in one year, to over $265M, winning and executing several
PBL programs in the United States and internationally.
* Established and named Officer/Process Owner for the Rockwell Collins Services
Company, a subsidiary of Collins Aviation Services offering low-cost, on-site su
pport programs for government and military customers.
* Targeted and developed new business partnerships in Taiwan, Singapore, and Mal
aysia with military repair and service depots.
* Won public-private partnership and ID/IQ corporate contract with Warner Robins
AFB with a ceiling of $2 billion over 10 years.
* Frequent speaker on performance-based logistics methods, and integration of Le
an in service organizations. Guest speaker at AMTMA, AMCON, Lean Aerospace Init
iative (5 times), Quality Expo, and MRO conferences.
* Represented Rockwell on the Government-Industry Roundtable for Public Private
Partnering
* Led marketing, programs, sales, branding, and engineering team through due dil
igence and acquisition of NLX, a $125M/year simulator manufacturer and training
company. Executed internal product and branding strategy and integration strate
gy into the government service and support organization.
* Secret Security Clearance
Position: Director, Enterprise Productivity – Leader for enterprise-wide developmen
t, training, and implementation of Lean principles and tools.
Accomplishments:
* Active and visible leader for change, holding training and education programs
ranging in size from small workgroups to mid-level managers conferences for 600
Rockwell leaders.
* Led the implementation of enterprise-wide Lean tools, techniques, and educatio
n including the development of the Lean Certification program, Rockwell Collins
Lean Roadmap, “Burst†methods, and core Lean tools into the non-manufacturing department
s including the CEO and executive staff, engineering, human resources, finance,
service and support, and program management.
* Provided leadership in the development and implementation of Life Cycle Value
Stream Management philosophies and core process optimization (CPO).
* Co-inventor of Enterprise Value Stream Mapping & Analysis methods with MIT Lea
n Aerospace Initiative.
* Co-inventor of Rockwell Social Stream Mapping methods and tools.
* Frequent speaker and writer on Lean enterprise integration at public and priva
te sector conferences and events.
* Certified Rockwell Collins Lean Master
Position: Plant Manager/Acting Director US Service Centers – P&L responsibilities f
or maintenance, repair and overhaul of avionics and communication systems for co
mmercial and government customers
Accomplishments:
* Grew sales by 15+%, achieving operational expenses under budget by 8%.
* Developed, trained, and implemented total plant re-organization and Lean cultu
re resulting in customer acceptance percentages growth to 99+%, turnaround time
(repair velocity) decreased from 14 days to 4 days, and on-time delivery percent
age increased from 82% to 97%+, while exceeding profitability forecasts by 22%.
* Won the customer satisfaction and quality awards from Federal Express, Gulfstr
eam and JetBlue Airways.
* Won the Delta Airlines Repair Supplier of the Year Award for 2000
* Created processes and systems leading to certification to ISO14001 and ISO9002
.
* Benchmarked by Delta Airlines, American Airlines, and the Warner Robins Air Lo
gistics Center
* Presented Lean service models to the Undersecretary of Defense for Acquisition
s and Logistics

Nacom Corporation (Division of Yazaki Corporation) – Griffin, Georgia (1/1997-3/1999

)
Position: Director of Manufacturing – P&L responsibility for two manufacturing divi
sions for tier one supplier of electro-mechanical automotive electrical sub-syst
ems
Accomplishments:
* Led high-volume, low-mix (250,000 finished modules/month) and high-volume, hig
h-mix (over 1,000,000 finished assemblies/month) operations with sales of over $
250 million
* Improved productivity by 15% while reducing headcount by 22% (to app. 400 empl
oyees) using process mapping, kaizen, and extensive training programs
* Reduced controllable expenses by 25%, including reduction of scrap by 92% resu
lting in savings of $1.2 million/year through implementation of Quality Circles
and kaizen events.
* Implemented TQM, team building, 6S, kaizen, and shop floor management techniqu
es.
* Lead successful registration of QS-9000.
* Trained and executed Quality Circles events and competitions.

Zellweger Analytics, Inc. – Atlanta, Georgia / League City, Texas (4/1989-1/1997)
Position: Director of Operations – Full P&L responsibility for all operations of tw
o divisions including business development, engineering, supply chain, manufactu
ring, and distribution of process control sensors, total organic carbon analyzer
s and other optical instrumentation.
Accomplishments:
* Led development, production, and distribution of family of solids level monito
ring sensors for various water industry applications, including waste water, ult
ra-pure water, mining, pulp and paper, and semiconductor.
* Established manufacturing, quality processes leading to registration to ISO900
1 in 10 months.
* Increased total output 25% in 6 months through implementation of kanban system
s, long-term supplier agreements, and consolidation of multiple vendors for each
commodity.
* Raised quality first pass yields to 99.5% in six months.
* Led the implementation of 4th Shift MRP system for operations departments.
* Led company to profitability after 25% net losses in previous year at same lev
el of sales through coordination and management of the merger and relocation of
two divisions.

EDUCATION:
Mercer University, Atlanta, Georgia
Master of Science in Technology Management – 1995
G.P.A.: 3.96 / 4.00
Georgia Institute of Technology, Atlanta, Georgia
Bachelor of Science in Management – 1989
Honors: Air Force ROTC Scholarship, Kiwanis Leadership Scholarship, Dean’s List
Gordon College, Barnesville, Georgia - Part-time adjunct professor – Macroeconomics
Jimmy Carter Presidential Center, Atlanta, Georgia - Executive Intern on Consult
ation for International Competitiveness