career accomplishments 3 18 2010

3/18/2010 Dean Maple 1

Dean Maple - LSSBBCareer Accomplishment Summary

Dean Maple

102 Aiken Farm Road

Pickens, South Carolina 29671

864-878-1799

[email protected]


Index

Summary of Qualifications Key Accomplishments & Supporting Data

– Materials/Prod. Control– Manufacturing– Supply Chain– Project Management– Systems Implementation– Problem Solving– Plant Management

Certifications Performance Reviews & References


Career Summary

Extensive experience assessing operations, improving performance and reducing costs.

Proven experience in Supply Chain Management and Execution and Lean Manufacturing resulting in savings in excess of $1.5 million dollars.

Key implementation experience with SAP and Manufacturing Execution Systems implementation.

Committed to quality with certification experience in ISO 9000, QS 9000 and SPC.


Certifications – Lean Six Sigma Black Belt


Letter of Reference

Borg Warner:

Mr. Dave Baker Human Resource Manager. Phone 864-985-5141


Letter of Reference - Mr. Wayne Smith Former VP Manufacturing for Ryobi, Current Exec. VP Rival-Holmes Group

The Holmes GroupOne Holmes WayMilford, MA 01757

December 20, 2001

To Whom This May Concern:

Please accept this document as a reference for Mr. Dean Maple. I would recommend that anyonein the areas of business, manufacturing, or education utilize Mr. Maple's extensive knowledge andexperience. He is a skilled, manager, communicator, and leader, particularly in the fields ofoperations, business, and supply chain.

I have known Mr. Maple for nearly ten years. In the 90's he worked for me as an executiveheading a variety of areas from operations to materials to supply chain. In many cases he actedas my "back up" and the manager I most depended upon. His implementation of new and "up todate" programs and techniques saved the company thousands of dollars. He is adept atcommunicating and presenting on the factory floor, in the classroom, or in the boardroom.

He is a hard worker, a people person, and his ethics are unquestionable.

Please feel free to contact me to discuss any details of this recommendation.

Sincerely,

Wayne F. SmithPhone: 660-885-5564 (X168)Cell: 816-804-6739Email: [email protected]


Performance Evaluation - Carl Klebe VP Operations Ryobi Review conducted on move from Manufacturing to Material responsibilities. ( 1996 - 1997)

More important to the decision to place Dean in the Materials function are the following aspects of his performance during the two years prior to the decision. First he consistently demonstrated the ability to deal with change and new situations. Second, he was consistently willing to take responsibility for and leadership of all assignments. He demonstrated both experience and a solid understanding of Production Control and Materials Management He is willing to take personal risks to accomplish changes needed to move the plant operations forward. He is willing and does put in the extra effort required by challenging and critical assignments


Materials/Prod. Control Initiatives

Assembly line uptime initiative MRO - Integrated Supply Implementation Vendor Managed Inventory Implementation Kanban/Lean Manufacturing Implementation Pricing and Source Negotiations Logistics initiatives


Materials/Prod. Control Initiatives Assembly Line Up Time

Situation: Significant assembly line interruptions for late delivery, or misplaced inventory.

Actions: Analyze root cause, utilize fishbone analysis and implement Kaizen team.

Results: Significant reduction in assembly line downtime. 0

5

10

15

20

25

30

35

Sep-

96

Nov

-96

Jan-

97

Mar

-97

May

-97

Hours

PercentYear 1996 1997 Change

Inventory Accuracy 104.8 77.5 -26.05

Inventory Delivery & Availability 246.9 88.7 -64.07

Downtime hour results comparison 1996 vs 1997. DT Hours costed at

$400/hr savings of $72,400

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Materials/Prod. Control Initiatives Ryobi MRO - Integrated Supply

1/7/97 Current Inventory $ 1.3 million ( not including maintenance)

1996 Inventory Turns = 1 1996 # of vendors = 700 (Includes capital equip.& contractors ) 1996 Purchases = $ 4.8 million(less capital equip.& Const.) Over $400,000 of current inventory has had no activity since

December 1994. Stockouts still shutdown operations waiting on vendors to supply

from blanket orders. 1996 cut over 10,000 Purchase Orders & Processed 8,875

Invoices

Situation & Tasks

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Materials/Prod. Control Initiatives MRO - Integrated Supply

To eliminate the MRO products inventory, daily purchasing and inventory management function of this inventory for our plant, focusing on the following key benefits:

Improved cash flow. Reduced cost of products purchased. Reduced inventory carrying costs. Improved focus on core business. Reduced purchase transaction costs.

Vision Statement

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Proposal Summary– Use up active inventory.– Guaranteed savings 4% hard cost in first year.– Projected annual savings breakdown.( D.M.)

1st Year $ 376,610 2nd Year $ 298,610 3rd Year $ 233,810

– Actively drive down Ryobi Owned Inventory– Implementation throughout facility in 1997.– Key to all this is a Partnership Relationship

Decision Agreement

Implemented

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ResultsInventory Trend

Since Integrated SupplyTarget StartDate Reduced

by $561,224 in Acct 1607Eliminated 1605 $ 65,000

Total reduction project to date is $626,224Inventory reductions continued through 1999.

With cost savings meeting agreed objectives.1607 MRO Inventory Account Stock Status ( Weekly Inventory)

$0

$200,000

$400,000

$600,000

$800,000

$1,000,000

$1,200,000

$1,400,000

Beg. 15-Feb

29-Mar

10-May

21-Jun

2-Aug

13-Sep

25-Oct

6-Dec

17-Jan-98

28-Feb-98

11-Apr-98

23-May-98

4-Jul-98

15-Aug-98

27-Sep-98

8-Nov-98

21-Dec-98

3/18/2010 Dean Maple 14

Materials Initiatives V M I - Fasteners

Situation: Delivery Issues, High Inventory, Escalating Pricing, Product Quality

Actions: Single source supply, on site inventory ownership, Kanban delivery to line side, elimination of returns to stock.

Results: Elimination of company owned inventory $ 100,000 reduction, elimination of delivery problems, purchase upon consumption of product.Implementation of Kanban pull.Reduction in headcount 2 employees.Elimination of returns to stock.

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Materials Initiatives V M I - Fasteners

% of Total Pcs Returned to Stock Each Week

0.00%5.00%

10.00%15.00%20.00%25.00%30.00%35.00%

7-Dec-97

11-Jan-98

15-Feb-98

22-Mar-98

26-Apr-98

31-May-98

5-Jul-98

9-Aug-98

13-Sep-98

18-Oct-98

22-Nov-98

27-Dec-98

31-Jan-99

7-Mar-99

11-Apr-99

Week

Perc

ent

Percent Log. (Percent)

Focused Efforts on reduction of stock transactions and improved use

of Kanban point of use replenishment stocks.

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Materials Initiatives: Kanban

Plastic Omnium: Implemented Internal Kanban pull between stocks warehouse. Improved inventory accuracy from an average 25%monthly error ($400,000) to an average of 2.5%.

Borg Warner: Expanded the external demand pull Kanban system to include Hyundai. Implemented computerized Access database system for managing Kanban communication to suppliers.

Ryobi: Implemented external demand pull Kanban through the following areas: Plastics, Fluids, Packaging, Fasteners, and Motor materials. Resulting in a reduction of Raw & Wip inventories of $2 million dollars.

3/18/2010 Dean Maple 17

Materials Initiatives Price & Source Negotiations

Annual Contract Negotiation:– Flat rolled steel purchases * $ 1.6 million dollars

contract for stamping materials. Established product family group pricing and a vendor owned finished inventory daily shipping bank.

– Aluminum Die Cast ingot purchase contracts negotiated based upon futures metal market projections, annual purchases in excess of $5 million dollars. Realized a $170,000 annual savings.

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Materials Initiatives: Logistics

Plastic Omnium: Implemented a materials/logistics system, SAP 4.6, major improvement to customer suppliers rating for logistics functions.

Borg Warner: Implemented cost savings on transportation with the use of Milk Runs, single source transit & customs clearance of $ 250,000.

AFCO: Expanded Milk Run, returnable container programs to expand company program for elimination of waste and refuse disposal at the plant. Estimated annual savings were $ 100,000.

Ryobi: As a component of my procurement responsibilities I studied routing of Far East purchases. Finding that 85% of all purchases came via the most expensive routing the routing was changed and pricing negotiated with ocean carriers resulting in a $250,000 savings.

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Logistics – Inventory Mgt.

Monthly Inventory Adjustment % of Ending Inventory

25.9%

32.9%

21.5%

9.9%

6.5%6.5%5.02%4.4%5.0%

4.0%4.0%3.0%3.0%

1.4%2.0%1.9%2.0% 2.7%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

J an Feb Mar Apr May J un J ul Aug Sept Oct Nov Dec J an-

04

Feb-

04

M

ar-

04

Apr-

04

M

ay-

04

J un-

04

Month

First Objective: Make it accurate.– Establish Control– Train the employees– Cycle count– Focus on corporate

objective of <3% error in inventory.

Plastic Omnium

3/18/2010 Dean Maple 20

Logistics – Inventory Mgt.

Second Objective: Find ways to reduce it.

– Procurement/ Planning Management

– Supply Chain Management

– Transportation Management

Plastic Omnium

Duncan Month End Inventory Results

$0

$500,000

$1,000,000

$1,500,000

$2,000,000

$2,500,000

$3,000,000

Total Inventory 2 per. Mov. Avg. (Total Inventory)

3/18/2010 Dean Maple 21

Logistics – BMW Supplier Rating

Best Result for Plastic Omnium Logistics Score

since the beginning of the relationship with BMW, 10 years.

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Manufacturing - Initiatives ( Ryobi)

Productivity - Die Cast Machining Kaizen Continuous Process Improvement New Product Introduction Motor Assembly Line Project

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Manufacturing Initiatives- Die Cast Machining Productivity

Focus on productivity = Reduced Secondary Labor, Reduced Indirect & Increased Direct Labor Efficiency

12 % improvement in productivity acknowledged by

the VP of Operations

Reduced Scrap, Reduced Overtime Hours Support

Productivity

3/18/2010 Dean Maple 24

Manufacturing Initiative - Die Cast Machining Productivity

Results: Zero defects for nine

continuous months(through project completion) with major customer.

$ 100,000 Savings on cell reorganization.

Employees from Shop floor part of Kaizen team for continuos improvement.

Sustained 10-12 % productivity improvement.

Situation: Low Productivity, High Scrap, High Indirect and Secondary Labor Expenses.

Actions: Form Kaizen Team, Capacity Analysis - Study Constraints, Implement SPC, Educate & Involve Employees

3/18/2010 Dean Maple 25

Manufacturing Initiative - Die Cast Machining ProductivityNew product startup

Leap Router Parts Machined

0

5,000

10,000

15,000

2-Oct 9-Oct 16-Oct 23-Oct

Weeks

Pro

du

cti

on

Total Machined Log. (Total Machined)

Leap Router Parts/Hour

0

50

100

2-Oct 9-Oct 16-Oct 23-Oct

Weeks

Pro

duct

ion

Parts per hr Log. (Parts per hr)

Cellular production startup of a major product introduction. Constrained by process and launch

to market timing requirement.

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Manufacturing Productivity Initiative - Assembly

Letter of recognition for project leadership from startup, full production release, Kaizen training of employees and order fulfillment to customer.

(see project mgt..)

3/18/2010 Dean Maple 27

Project Management - Manufacturing and Materials Initiatives

Area Description Situation Comments

Materials:Company:AssociatedFuel PumpCorporationDate: 9/2000

VendorManagement &

Qualification

Perform as anon site

materials andmanufacturing

support forsupplier

Company injeopardy ofshutdown ofToyota and

HondaAssembly

LinesOperations/

ProcurementCorporate

Initiative RyobiDate: 2/2000

Project CashReduction ofinventories.

Generate cashflow from

excess inv.

ExcessInventory of

Mfg. &Purchased

Finished Goods

Seriousfinancialcondition

objective toeliminate $25million dollarsexcess inv.

3/18/2010 Dean Maple 28

Project Management - Manufacturing and Materials Initiatives

Area Description Situation Comments

StampingOperationsOutsource

RyobiDate:1/1999

Lead Crossfunctionalteam to

outsource thestampingoperation

The stampingoperationwere nolonger

considered acore

competency

Directed tonegotiate andrelocate the

business to anoutsidevendor.Budget

$150,000Insource

Motor ModuleproductionRyobi Date:

7/1999

Lead a crossfunctional

team to locatemotor

production tothe former

stamping area

Manufacturingcontract to

supply motorsfor floor carecustomer forthree years

Renovatespace, 2-

monthtimetable

purchase allequipment,

trainemployees.

Budget$150,000

3/18/2010 Dean Maple 29

Project Management - AFCO on site vendor support

Situation: Supplier selected was not able to adequately support component demand upon release to produce, jeopardizing vehicle assembly schedules at Honda, Toyota and Numi. I was selected to perform as the on site vendor support person in Detroit.

Actions: Implemented Master Schedule, Subcontractor schedules, evaluated, recommended & pushed implementation of shop floor materials control and equipment layout changes. Daily productivity reporting. Visual schedule and production posting.

Results:Supplier shipments on time, quality problems addressed and vehicle assembly line downtime avoided.

3/18/2010 Dean Maple 30

Project Management: Ryobi Project Cash - Finished Goods Team Leader

Situation: The company was severely effected by the Asian banking crisis and a the difficulties of managing supply chain purchases for Far East finished goods purchase decisions. Finished Goods inventories were at an all time high of $80 million dollars and in a cash supply crisis. An S & OP process was not in place nor a procurement organization separate from the sales & marketing organization.

Actions: A cross functional team was formed along with a Consulting team from Delloite & Touche. Analysis of forecasting, buying practices, implementation of a master procurement schedule and creation of a the Demand Planning discipline to lead the S & OP process and create a separate procurement department was implemented.

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Project Management: Ryobi Project Cash Finished Goods Team - Results

A $ 30 Million dollar reduction in inventory was realized and enough cash generated to significantly reduce borrowing requirements.

S & OP process was implemented providing discipline to coordinate the key functions of :

– New Product Planning– Demand Planning– Supply Planning– Financial Planning

Integrated Business

Plans

CUSTOMER

CUSTOMER

3/18/2010 Dean Maple 32

Project Management: Stamping Outsource & Motor Insource Project Leader - Project Description

Stamping - Outsource the approximately 300 components manufactured in house to an outside supplier with the key criteria to complete the project in six months with no interruptions in manufacturing assembly schedules and utilize the existing work force through the end of the project to support building inventory banks to support the move.

Motor Manufacturing- Continuing after completion of the stamping project, renovate the manufacturing area, install equipment, train new employees and deliver product to the customer in less than 3 months from start of project.

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Project Management: Stamping Outsource & Motor Insource Project Leader

Key Project Functions Addressed:– Human Resources– Engineering– Supplier Negotiations– Maintenance– Logistics– Planning– Equipment Sales and Relocation

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Project Management: Stamping Outsource & Motor Insource Project Leader Timeline

Jan-97 Feb-97 Mar-97 Apr-97 May-97 Jun-97 Jul-97 Aug-97 Sep-97 Oct-97Stamping Supplier

NegotiationsProject

Release - Stamping

Component Transfer Plan

ExecutedEquipment

TransferredStamping

area renovation

Motor Component

Supplier NegotiationsEng, &Equip

Req. Executed &

InstalledEmployees Trained & Production

Startup

3/18/2010 Dean Maple 35

Project Management: Stamping Outsource & Motor Insource - Project Results

Projects on Time : No Interruptions in Manufacturing Assembly - Stamping

Project: Projects within Budget:

Stamping $150,000Budget - Came in under budget and generated over $500,000 in income from the sale of the equipment.

Motor Project $150,000 Budget - Came in under budget

Employees: Stamping - Excellent cooperation all provided jobs who wished to work,

3 senior employees retired. Motor Project: All trained, staffed on schedule and beat previous

production rates & quality standards.

3/18/2010 Dean Maple 36

Automotive Launch Project – BMW E53 Mu Facelift – Successful “Digital Launch” at BMW

E53 Face Lift Timing Plan Planned Finish Date

Area: Logistics - Dean Maple Important elements not fulfilled - danger of missing due date

Revision Date/CW:May 23 2003 - CW 21 Some elements not fulfilled; counter measure needed to regain planned timing

Revision Level: A According to planMonths 2003

Calendar Week 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43

Verification of PTO Releases (TOD) 100% Complete

Verification of PS1 Releases 0% 100%

Verification of PS2 Releases 0% 50% 100%

Verification of AS Releases 0%

Deliver PTO/KEX Parts 10% 15% 20% 40% 50% 60% 70% 80% 90% no issues

Deliver PS1 Parts 0% 20% 60% 70% 100%

Deliver PS2 Parts 20% 30% 40% 50%

Deliver AS Parts 0%

Elimination of EDI Errors 0% 20% 20% 20% 30% 40% 50% 50% 50% 50% 60% 60% 60% 70% 70% 70% 70% 70% 70% 100% complete - no errors

Validation of Shipping Rack Allotment 0% 0% 10% Waiting to determine proto feasability for density

Run-out Plan 0% 10% 20% 20% 20% 30% 30% 30% Initial run out plan needs to be drafted and approved - P riscilla/Ann

Production Inventory Runout Management 0%

Current E53 Front Service

Validate layout/location w/Process Team 0%

Run-out Plan (one time buys, etc.) 0%

Management of new service line

PTO/KEX 52 PVS1 64 PVS2 43 SOP 400 Vehicles per dayANLAUF 134

June July August September OctoberMayJanuary February March April

3/18/2010 Dean Maple 37

Systems Implementation

SAP 4.6 – Plastic Omnium: SAP had been installed for 5 years but never properly used for procurement, inventory management and execution. Implemented 4.6 in March 2003. Key functions and responsibilities executed for a successful implementation. Immediate results achieved with inventory accuracy.

Monthly Inventory Adjustment % of Ending Inventory

25.9%

32.9%

21.5%

9.9%

6.5% 6.5%5.02%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

Jan Feb Mar Apr May Jun Jul

Month

%

3/18/2010 Dean Maple 38

Computer Systems Implementation

SAP 4.6 – Plastic Omnium: Procurement, Inventory Control, Transaction Control – Material Movement, Production Reporting, Customer Delfor Management, EDI

SAP 4.0 Ryobi: Warehouse Management, Master Production Planning, Master Procurement Planning, Material Movement, Sales Forecasting, Sales & Operations Planning Production Reporting.

Synquest Material Execution System – Ryobi – Shop floor control for work center loading and detail planning. Complement to SAP.

Early career projects include: Order entry, shop floor control

3/18/2010 Dean Maple 39

Systems Implementation

SAP Version 4.6 Planning Execution Stock Coverage

Analysis EDI Requirements

Communication ASN Communication BMW SPAB Interface BMW Technical Order

Data Management

Plastic Omnium

3/18/2010 Dean Maple 40

Systems Implementation2005 SAP Upgrade

SCOOP Project

• Supply Chain Organization Omnium Plastic

• Standardized configuration for all PO facilities.

• Modules MM,PP , MD, SD, FICO

Led the project initiative for implementation of BMW related functions for the Duncan, South Carolina facility

– SAP– eFORS – sequence demand solution,

standardized solution worldwide. Key steps:

– Understanding the change– Impact analysis– Configuration , master data development– Conference room pilot– Training execution– Launch– Sustain deployment

Plastic Omnium

3/18/2010 Dean Maple 41

Plant Management- Norcross,Ga.

• Sequence assembly and delivery operation to supply GM Doraville GM201 mini-van. 90,000vpy

• Injection molding 2,300 ton for the injection of GM and BMW components

• Diverse workforce multilingual work force

• Original temporary assignment was 6 months to prepare to shutdown the facility with planned Doraville shutdown. Assignment changed to sustain operations with extension of GM operations through September 2008.

• Prepare plant for reinvestment to sustain operations with a new business model.

Plastic Omnium

3/18/2010 Dean Maple 42

Plant Management- Accomplishments

• Received TS16949 Certification – One of two plants in the division of 30 operations worldwide to certify with zero findings.

• Twelve month delivered PPM to GM Doraville of < 40

• Zero lost time injuries

• Zero recordable injuries

• 100 % sequenced on time delivery performance to GM Doraville for 90,000 vehicles

• Favorable 12 month budget performance

• Implemented key process and cost savings actions resulting in $ 200K favorable contribution to operating budget.

3/18/2010 Dean Maple 43

Plant Management- Accomplishments

• TS16949 Certification

Recommendation

3/18/2010 Dean Maple 44

Plant Management-TS16949 CertificationAuditor Comments

Define strategy and objectives:

+ Even with the facility being originally scheduled to be closed this year, the organization did very well in the achievement of established goals

+ Internal communications

Develop people:

+ Development of bilingual for hourly employees Spanish to English, and for management English to Spanish.

+ Associate audit preparations – visual audit tips / hint placards

•Develop product/process:

- No current activities

3/18/2010 Dean Maple 45

Plant Management-Industrial Indicators

career accomplishments 3 18 2010

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