Experience & KnowledgeforLeading Your CompanyProviding the direction to stay competitive and achieve growth

JOHN BARNEY

BSA-TPI COPY RIGHT 2015

CREATING A SMART WAY TO MANUFACTURE THE NEXT GENERATION OF PRODUCT

FOR

TODAYS NEEDS & TOMORROWS CHALLENGE

Blending People, Processes

and Technology for optimum

business performance

THIS REPRESENTS MY EXPERIENCE

IN THE AEROSPACE INDUSTRY

BSA-TPI COPY RIGHT 2015

STRATEGICALLY CHANGING TO SUPPORT

Better Thinking

+

Better Technology

=

BETTER RESULTS

THE FUTURE OF MANUFACTURING Technology

Best Part of Lean

Economical Structured Market

Time to Market (Days vs. Weeks)

TE

CH

NO

LO

GY

TE

CH

NO

LO

GY

VISION

This letter is to introduce you to my

professional experience in

Operations Management.

BSA-TPI COPY RIGHT 2015

THE FOLLOWING ARE

STRATEGIES AND

METHODOLOGIES THAT I HAVE

BEEN DEPLOYING FOR ALL OF

MY LEADERSHIP ENGAGEMENTS

BSA-TPI COPY RIGHT 2015

START WITH A VISION. LINK IT TO

STRATEGIES INTEGRATED WITH

OPERATIONS / PRODUCTION PLAN

Assess & Understand

Develop Preliminary

Business Plan

•Performance Assessment•Customer Viability

•Environment

•Culture

•Leadership

•Operational Review

•Suppliers

•Capabilities

•Financial

•SWOT

Vision100%

Performance to

Plan resulting

$1.5B Revenue

with 23%

EBITDAIdentify Objectives

•Market Opportunity

•Product Affordability

•Operational Performance

•Customer Sat.

•People

•Processes

•Facilities

•Suppliers

Develop Strategies

•Market Forecast &Focus

•Product

•Pricing

•Services

•Operations

•Customer Sat

•People

•Processes

•Business

•Facilities

•Suppliers

Develop Resource Plan

•Labor

•Expense

•Capital

Establish

Performance

Measures

Deploy Plans

• Short Term

Determine Priorities

•Operating Plan

•Budgets

•Performance Goals

Assess Plan Effectiveness

July July - August August

AugustSeptSeptOct

Timeline

5

BSA-TPI COPY RIGHT 2015

Provide an environment were all team members

focus on creating value with measurable results

& extreme focus on quality of operation while

improving affordability.

Mission

6

BSA-TPI COPY RIGHT 2015

Structure for Driving a Continuous Improvement Culture

Develop

Strategy

OVER ALL STRUCTURE

Demonstrated MOS

tool proficiency drives

improvement

Monitor Progress

Establish

Vision

2007 Vought Site Control Tower

Achieved Goal Yellow-Within 10% Red- Missed Target > 10% Not Applicable

Metrics

Target/Act Tar Act Tar Act Tar Act Tar Act Tar Act Tar Act Tar Act Tar Act Tar Act Tar Act Tar Act Tar Act Tar Act Tar Act Tar Act

July '07 1 1 100% 0% 100%100%$3.86 $2.46 11 9 90%80.0%90%55.9%100%100% 298 279 208 207 10.0%21.8%5.0% 8.8% 50.8%50%5.4 7.78 $17.5 $19.664

Aug '07 1 1 100%100%100%100%$3.86 $6.34 11 11 90%76.7%90%51.7%100%100% 298 278 208 208 10.0%20.6%5.0% 9.3% 50.8%49%5.4 7.25 $17.5 $21.109

Sept '07 1 1 100%67%100%100%$3.86 $5.24 11 9 90%73.7%90%46.5%100%100% 298 276 208 212 10.0%27.4%5.0%11.0%50.8%53%5.4 6.89 $17.5 $22.211

Oct-7 1 0 100% 100% $3.86 $2.67 11 8 90%72.6%90%45.7%100%100% 298 277 208 217 10.0%27.7%5.0%11.8%50.8%52%5.4 N/A $17.5 $20.145

Oct-14 1 1 100% 0% 100%100%$3.86 $2.62 11 7 90%79.3%90%42.3%100%94.7% 298 292 208 220 10.0%29.1%5.0%11.6%50.8%50%5.4 N/A $17.5 $21.630

Oct-21 1 0 100% 100% $3.86 $3.24 11 10 90%77.0%90%50.2%100%87.0% 298 297 208 227 10.0%25.4%5.0% 9.9% 50.8%48%5.4 N/A $17.5 $22.248

Oct-28 1 0 100% 100% $3.86 $3.47 11 9 90%81.7%90%52.1%100%100% 298 297 208 235 10.0%24.7%5.0%12.3%50.8%50%5.4 N/A $17.5 $22.712

% on Time

CA

R3

($/Std hr)

Tot. Inventory

(M)% Direct OT % Indirect OT

%

Productivity

Non-Touch

Headcount

(Indirect)

Cost Working CapitalSchedule

Inventory

TurnsFOB on Time

MTD Defects

/1000 std hrs

Starts on

Time

Completes on

Time

Touch

Headcount

(Direct)

OSHA

Recordables

Timeliness

Reporting

Safety Quality

2007 Vought Site Control Tower

Achieved Goal Yellow-Within 10% Red- Missed Target > 10% Not Applicable

Metrics

Target/Act Tar Act Tar Act Tar Act Tar Act Tar Act Tar Act Tar Act Tar Act Tar Act Tar Act Tar Act Tar Act Tar Act Tar Act Tar Act

July '07 1 1 100% 0% 100%100%$3.86 $2.46 11 9 90%80.0%90%55.9%100%100% 298 279 208 207 10.0%21.8%5.0% 8.8% 50.8%50%5.4 7.78 $17.5 $19.664

Aug '07 1 1 100%100%100%100%$3.86 $6.34 11 11 90%76.7%90%51.7%100%100% 298 278 208 208 10.0%20.6%5.0% 9.3% 50.8%49%5.4 7.25 $17.5 $21.109

Sept '07 1 1 100%67%100%100%$3.86 $5.24 11 9 90%73.7%90%46.5%100%100% 298 276 208 212 10.0%27.4%5.0%11.0%50.8%53%5.4 6.89 $17.5 $22.211

Oct-7 1 0 100% 100% $3.86 $2.67 11 8 90%72.6%90%45.7%100%100% 298 277 208 217 10.0%27.7%5.0%11.8%50.8%52%5.4 N/A $17.5 $20.145

Oct-14 1 1 100% 0% 100%100%$3.86 $2.62 11 7 90%79.3%90%42.3%100%94.7% 298 292 208 220 10.0%29.1%5.0%11.6%50.8%50%5.4 N/A $17.5 $21.630

Oct-21 1 0 100% 100% $3.86 $3.24 11 10 90%77.0%90%50.2%100%87.0% 298 297 208 227 10.0%25.4%5.0% 9.9% 50.8%48%5.4 N/A $17.5 $22.248

Oct-28 1 0 100% 100% $3.86 $3.47 11 9 90%81.7%90%52.1%100%100% 298 297 208 235 10.0%24.7%5.0%12.3%50.8%50%5.4 N/A $17.5 $22.712

% on Time

CA

R3

($/Std hr)

Tot. Inventory

(M)% Direct OT % Indirect OT

%

Productivity

Non-Touch

Headcount

(Indirect)

Cost Working CapitalSchedule

Inventory

TurnsFOB on Time

MTD Defects

/1000 std hrs

Starts on

Time

Completes on

Time

Touch

Headcount

(Direct)

OSHA

Recordables

Timeliness

Reporting

Safety Quality

Define Metrics

Create Roadmap

Qualifying

Learning Coaching,

Teaching &

Baselining

Using the tools; getting results

and

Building foundations

Bronze

Silver

Gold

Significantly improving

business metrics

Year-over-year

business metrics

improvements

Qualifying

Learning Coaching,

Teaching &

Baselining

Using the tools; getting results

and

Building foundations

Bronze

Silver

Gold

Significantly improving

business metrics

Year-over-year

business metrics

improvements

Achievement Levels

for

Cells/Sites/Programs

Enabling Flawless

ExecutionVOS Qualifying Level

0

1

3

1

1

21

11

2

1

1

2

00

1

2

3

4

5

VOC - Vo ice o f the Customer Survey

FOD Compliance

MOS Implementation

VOS Academy Training

5S

Visual Facto ry

VSM Current/Future

QCPC Implementation

Skills Training Matrix

RCCA Training

Standard Work Implementat ion

TPM - To tal Productive Maintenance

Program

Demand Pull System

Employee Development

Identify Business

Opportunities

KMI

Ops Measures

Financial Measures

Trend Data

Crew Plan / JDS Wkly Summary/Review

Drive product focus

Day to

Day Task

Lean

Model

G/O

Milestone

Track

Results

Drive Flawless

Execution

Prioritize

Opportunities

Communicate

Goals & Objectives

Improve

Processes

Voice of the Customer (VOC)

Key Input to the

Strategic Operating System (SOS)

Details make the difference

BSA-TPI COPY RIGHT 2015

Key Philosophy & Methodology

Group FacilitatorYou’re empowered

Task MasterHere is what to do &

How…do it!

Builder of Learning

OrganizationHere is our purpose & direction

I will guide & coach

Bureaucratic MgrFollow the rules

General

Management

Expertise

In-Depth

Understanding

Of Work

To

p-D

ow

n

Dire

ctive

s

Bo

tto

m -

Up

De

ve

lop

ment Leadership Model

Learning

Enterprise

Enabling Systems

Clear Expectations

Stable, Reliable Processes

Fair and Honorable Business Relations

Next Level

Of Improvement

Stability

•Map all elements together as a system

•Sense of accountability throughout Value Stream

•Coercive vs. Enabling

•Focus on the Manual Process, then automate

•Visual Control

People & Partners

Eliminate Process Waste

Philosophy-Long Term Thinking

Continuous

Learn to deal with PeopleDriving / Inspiring / Cautious / Steady people

•Driver

•Expressive

•Analytical

•Amiable= Reserved & Slow

= Outgoing & Fast

BSA-TPI COPY RIGHT 2015

PROVEN METHOD FOR LINKING ALL THE

Steps to Improvement

Fast Track Road Map

Establish Foundation to

Support Plan

People Process

Control

Product

Build

Procedure

Structure & Integration

Performance Management

Plan Future

&

Create Capable Operation

Capture Benefit

&

Establish Operational Excellence

1st Qtr. 2016 2nd Qtr. 2016 4th Qtr. 2016 1st Qtr. 2017

Targeted Improvements

Establish SME & Deploy

Link actions to Performance

Create Visibility With Min Effort

Make it Everyone’s Job

Align The Organizations To Support Common Goals

Key Measures

Op. Efficiency/

Quality / HPU /

Project

Effectivities

Best Practice Focus

Leadership Focus is CPI

Assure Flexible Work Force &

Process Control

Flexibility For Customer demand chg

Leveraged Best Practices

100% SOS Engaged Workforce

Achieve Multi Year Financial Model -3-5yrs

Bronze

Assess & Map / G&O /Milestone Plan /

Target Areas

VOS / MOS / WMS/ Lean Roadmap /

High Impact

SDWT / Leadership Focus

BSA-TPI COPY RIGHT 2015

Lean linkage to Strategic PlanningEmployee Communication/ Factory Manufacturing Parts

Leadership Empowerment Organization Processes Management CPI

Timing Phase

-Organizational Development to -6S -Quality

integrate all factory operations -Develop SME's & -Tools

Establish Foundation -Right Sizing -Performance Visibility & Develop Develop Functional -Methods -Shop Floor

2nd - 3rd to Support Current -Recognize & establish trust Motivated, Trusting Workforce Org Structure -Sequenced Build Control

Quarter Business/Program -Communication (specific targets -Kaizen Events Plans (Crew Plans) -POU

2003 Requirements with commitments)

-VMS

-Organizational Development

3rd - 4th Structure -Empowerment - Mechanic owns QA -Process Definition -Perform

Quarter & -Situational Leadership Model -Skill Assessment & Training -IPT Deployment -Process Control -Supply Management Data

2003 Integration -Structured IPT -Cross Training On Factory Floor -Data Analysis -Integrated Kit Analysis

-Communicate the Future and -IBWI delivery from supplier -Project

the workforce involvement - Flight Line Close out - New Technology Selection

-Deploy Vision/Mission statement per roll back to B1 plan Development

input from LAI Model

1st -Establish job stability & establish -Electrical Shop Flow/ - Customer accept -JIT/Kanban

Quarter Performance Responsibility, Authority, Accountability Relocation to POU inside B1 -Inventory

2004 Management -Flow/Roll Backs -1st time quality yield rate Reduction

1st - 2nd -Flatten organization & establish processes

Quarter Plan Future to support self directed workforce

2004

2nd

Quarter Capture Benefits -Redeploy into IPT's

2004

**Strategies**Lean Methods

(Relationships to Key

Elements & Activities)

Engage Workforce

6S

Standard Solution/VSM

Flow/Pull

LINKING OBJECTIVES TO LEAN STRATEGIES

BSA-TPI COPY RIGHT 2015

KMI-5 SEC LOOK Leading Indicators

123-4/10-4/23

124-4/24-5/04

Days Supply 90 60 30

Order

Release

ATLM

Ply Cut

& Kit

Lay Up

Bag

A/C Cure

Tear

Down

& Trim NDI

X-Ray

& Final

Inpsect

Mach &

SM

Details

Purch

Parts BFE Sub - Assy Paint FOB (4wk look)

Ship Range Start 141 137 133 9 Days 9 Days 9 Days 9 Days 9 Days 9 Days 9 Days 9 Days 9 Days 9 Days 9 Days 9 Days FOB

Ship Range End 145 141 137

Item 655

Stage 1

Item 654

Stage 2

Item 653

Stage 3

Item 650

Join

Item 606

PU &

Systems

Item 606

Paint

123-4/23

124-5/4

Tape Type 145

Horizontal 23-Apr

125-5/16

Tape Type 95

Glass

Stage 1

Tool A

Stage 1

Tool B

Stage 2

Jig & PU

Graphite FabricVertical L/H

CoreVertical R/H

Adhesive

RovingElevator 23-Apr

Inserts, etc.

Roving Rudder L/H

Machine Rudder R/H

Flat Stock Ramp Extensions

All Others RMWS Kits

Days Supply 90 60 30

Ship Range Start 146 142 138

Ship Range End 150 146 142

CoreCargo Door

Cargo Floor

Bonding Operations

Assembly

Raw Materials

Schedule Units ( wkly look)

123123123

000

127

126

125 124

123

128

123 123

123

123

123

124

127

123 123 123

131 130 129 128

123

123

123

123

123 123 123

125

124 125 129

125 124

128132 131 130 129

129133 132 131 130

142.5 142.5

KMI

MRB

TURNS

Terry Johnson

IN PROCESS

MEASURES

KMI

Span Times

per position

Act vs plan

Drivers

Butters

KMI

Inspection Acceptance

rate

FPY

Jayson

KMI

Job or Part Qty Due

Job or Part Qty in Flow

Job or Part Qty Comp

Phong

KMI

Buy Profile

KMI

On Time Starts

Drivers

Harold

BSA-TPI COPY RIGHT 2015

FOCUS on:

All Attributes With

Weighted Priorities To

Assure Most Value

Quality System Factory Organization /

Build Plan:

•New Technology

Automation

•Optimize Build Sequence

•Parts Management

Develop Key Process Data

/ Process Control:

•Build Process Model

•People Skills Assessment

•Tools

Leadershi

p

Increase

Level of

Production

Support

Producibility ApproachJust Do It’s

Improvement on

High Impact

ProjectsB

rea

k

Th

rou

gh

Set

Expectation

for Build

Team

JDSContinuous Right sizing

Crew Planning

Improved Leadership

Controlled Stable

Environment

Bre

ak

Th

rou

gh

Strategic Leadership

Key Position Key PositionKey PositionWith Focus on

People/Leadership

With focus on

Processes

With focus on

Product

Existing

Activities

That

Produce

Products

Analytical

DMAICExisting

Activities

That

Support

Products

KaizenKaizen

GETTING IT ALL DONE REQUIRES

EXPERIENCE & TEAMWORK

BSA-TPI COPY RIGHT 2015

DEPLOYING THE OBJECTIVES REQUIRES PROVEN TOOLS

Rapid Improvement Events

WASTE

Maintenance Technology

Value Map

Rapid Improvement Events

Lean

Assessment

Vision

Strategy & PD

Pull / Kanban

Single Pc Flow /

SMED

Supply JIT

Diagn

ostics

Create Stability

With Critical Processes

Strategy Continuous

Action

Evaluation

Waste

Std Work

Flow

Pull

5S Product Level

EvaluationFlow everything,

get the waste out

Roll out critical path Action Benefit Recognition

•Process Model

•Walk Thru - capture data points

•Comparative Analysis

•Key Focus

•VSA

•Product

•Support

•Admin

•Focus the Team

•Immediate action

•Near–long term action

•Establish Vision for ideal State

•Model Cell

•Performance Model

•People policy

•Best Practice Deployment

•Right Org. Structure (skill mix)

•Right types of Actions

•JDI / Kaizen / Project

•KMI / KPI

•Leveraged Assy. Group

•Crew Planning

•Structured Transformation

•100% of Product Value stream is

integrated

•Supply pipeline is stabilized

•Capture labor Improvement

•Institutionalization of CPI

•Performance Based

Mgmt. decision using Leading

Indicators

•N/10 Structure

Model of Excellence

Qualified Bronze

Deliv

era

ble

Recognizable Deliverables each step of the way

tollgate levels as of (date):

Leader's Commitment

Organization

Value Stream Analysis

Rapid Improvement

Corrective Action / 6-Sigma

Policy Deployment

3P Breakthroughs

On-Demand

Defect-Free

1-By-1 Flow

Lowest Cost

Visual Management

Product Team Progress

Lean Conversion Tollgates:

0

1

2

3

4

Leader's Commitment

Organization

Value Stream Analysis

Rapid Improvement

Corrective Action / 6-Sigma

Policy Deployment

3P Breakthroughs

On-Demand

Defect-Free

1-By-1 Flow

Lowest Cost

Visual Management

THIS IS A 3 TO 5 YEAR JOURNEY.

tollgate 1: evaluation (choose Lean)

tollgate 2: Qualify (start basics)

tollgate 3: Bronze(biggest changes)

tollgate 4: Gold (go solo)

12

3

4

EvalQualify

Bronze

Gold

real

#'s

asap

managed

risk

newculture

JSF Assembly Control Tower

John Barney: Site Director

Current Program VOS Level:Qualifying

VOS Next Level Goal: Bronze

Gold Metics

Silver Metrics

Bronze Metrics

2009 AOP

Targets

YTD Act / Goal Act Goal Act Goal Act Goal Act Goal Act Goal Act Goal Act Goal Act Goal Act Goal Act Goal Act Goal Act Goal Act Goal

2009 6.8 4.76 4.11 27.70 52.75% 36,655

Jan-09 Acceptable Acceptable 5.2 6.8 13 4.76 4.61 4.11 23.8 27.70 45.3% 52.75% 26,583 36,655 97.7% 100% 55% 58% 36.7% 30.0% Complete Qrtly 2.5 2.5 95% 90%

Feb-09 Acceptable Acceptable 6.8 6.9 4.76 6.17 4.11 7.9 27.70 44.8% 52.75% 36,655 36,655 91.7% 100% 58% 58% 28.7% 30.0% 2.5 90%

Mar-09 Acceptable 6.8 6.9 4.76 6.17 4.11 7.9 27.70 52.75% 92.9% 100% 60% 58% 28.9% 30.0% 2.5 90%

Apr-09 Acceptable 6.8 4.76 4.11 27.70 52.75% 100% 30.0% Qrtly 2.5 90%

May-09 Acceptable 6.8 4.76 4.11 27.70 52.75% 100% 30.0% 2.5 90%

Jun-09 Acceptable 6.8 4.76 4.11 27.70 52.75% 100% 30.0% 2.5 90%

Jul-09 Acceptable 6.8 4.76 4.11 27.70 52.75% 100% 30.0% Qrtly 2.5 90%

Aug-09 Acceptable 6.8 4.76 4.11 27.70 52.75% 100% 30.0% 2.5 90%

Sep-09 Acceptable 6.8 4.76 4.11 27.70 52.75% 100% 30.0% 2.5 90%

Oct-09 Acceptable 6.8 4.76 4.11 27.70 52.75% 100% 30.0% Qrtly 3.0 90%

Nov-09 Acceptable 6.8 4.76 4.11 27.70 52.75% 100% 30.0% 3.0 90%

Dec-09 Acceptable 6.8 4.76 4.11 27.70 52.75% 100% 30.0% 3.0 90%

YTD Act / Goal Acceptable Acceptable 13.6 6.8 4.76 6.17 4.11 7.9 27.70 46.4% 52.75% 35,927 36,655 92.9% 100% 60.0% 58% 28.7% 30.0% 2.5 95% 90%

Key Points

1st Qtr

Key Points

2nd Qtr

SAFETY

Per Plan > 90%54%100% by 2Q09Per AOPAcceptable 15% Reduction 25% Increase20% Reduction 15% Reduction 15% Reduction

VOICE OF THE Customer

(VOC)

CUSTOMER

OSHA RATE

PEOPLEFINANCIALS

DEFECTS/1000 REALIZATION% ON TIME FOB

QUALITY

CUSTOMER

ESCAPES

(C-CARTS)

Starts/Completes On

Time PerformanceSTANDARDS

SCHEDULE

R3

Per AOP

MOS

COMPLIANCE

COMMUNICATION

PLAN

OT%

Direct Touch5S

3.0 by YE

2009 JSF Assembly Product Team

Yellow - Within 5% of Goal Green - Achieved Goal Blue - Not ApplicableRed - Missed Goal by >5%

Goals/

Objectives

Key

Metrics

Action

Themes

Action

Plans Targets Measure

Promote /

Facilitate

Process

Evaluation

& Analysis

Market /

Prepare

VSA

Model line

development

Manage

Lean AP

Integration

Review

Metrics

Results

Capture

BenefitsKaizenLean AP

Event

scheduling

Capture

Model /

Best Practice

Opportunity

PlanningEnable SustainSupport Team

Lean Integration

(OE Team)

Direct Team Evaluate

Performance

Corrective

ActionSupport

Process

Deployment

Execution

Implement

ChangeQuality

Review

Project

Planning

Capture

Benefits

PT

Strategic Plan

(Leadership)

Strategic to Tactical

Close Loop Process to Tie Top to Bottom

Linking processes,

Defining decision points

&

Closing the loop

BSA-TPI COPY RIGHT 2015

2016- TYPICAL FAST TRACK Path Forward

100%

90%

100%

100%

90%

90%

%

Comp

100%

30 Days 60 Days 90 Days Beyond

Foundation Structure / Integration Create Capable Op Capture Benefit & Oper. Excellence

VOS / MOS Link Actions to Performance Drive Flawless Execution

Culture for Durable Continuous

Improvement

Performance Boards/Top Focus

Key Process Measures/Key Point

Sheets Assure Timely & Accurate Visibility Performance Management Benchmark Driven

Work Management System Make it Everyone's Job Stretch Goals 100% Compliant

Crew Plans - JDS - Multiple Person

Crew/High Level of Integration Competitive Requirements Preventive Bar Charts / Progress Charts - High

Rate or (1) person

Balanced Score Card w/ Leading

Indicators (Measure all functions) Proactive

L.O.B. Charts - Critical Parts

Comprehensive Action w/discrete

measures of successPredictive

Line Move- Ld / Unld – Recovery

Plans

Assure Progress on High Impact

items OP Excellence Steering CommitteeMeasurable Savings plotted on

performance metrics

Participative Leadership

Daily Board Walk-status Constraint Management

Wkly Skip Level Job Delays

Support Task @ Walk Thrus

Targeted High Impact

Improvements

-JDI Process & Challenge

-Event Driven

Establish Mechanisms to put Emphasis

on Progressive Thinking

-Projects

SME Development

Align Org. for Common

Goals/Objectives

Focus

360 0

Resource Allocation

April May June July Aug Oct

80%

75%

50%

100%

50%

%

Comp

60%Institutionalize Lean Concepts

•QCPC

•In Process Measures

•Kaizen Daily

Flexible Workforce

•SDWT

CPI Environment

Challenged Environment

VMS/Leadership Focus QCPC/QIP FocusAssure Total/Engagement to

Make Targets - FocusCPI Focus

BSA-TPI COPY RIGHT 2015

FAST TRACK REQUIRES GETTING EXPECTATIONS

VISUAL ON FACTORY FLOOR

# of Critical Paths

# Short

Bad Rivets

High Pins

MOS Board

1 2

3

4

1 - Fasteners

2 – Missing Parts

3 – Broken Tool

4 – Waiting on Insp

BSA-TPI COPY RIGHT 2015

Expectations /Communication

Everyone Must have complete

understanding

SOS / MOS

Know the Burning Platform

Staying on the same page- Make believers out of all

Daily-seeing & talking (crew plans/PCB’s/JDS) 5 second look

Daily-Documenting key points & publishing

Weekly-Reporting (Ops perf 5 charts/variance summary/Projection for next week)

Monthly-Reporting (PT perf 5 charts/IF/Projects w/CPI’s noted)

Qtrly-Reporting / All Hands (Town Hall)

BSA-TPI COPY RIGHT 2015

JOHN BARNEY-DOCUMENTED CREDIBILITY

Daniel Tulcan

Sr Supply Chain Manager at The Boeing Co

Over the past 20 years I have had the opportunity and pleasure to interface

with John in a number of different capacities. I have known John to be a very strong leader and a

very mature professional with a broad knowledge of the Aerospace Industry. John is unique in

the capacity to define processes from the earliest parts of the value stream to final delivery and

customer use. John has a unique ability to coach, mentor and lead his direct reports while

ensuring that he transfers company vision into detailed actionable plans that all can understand

and follow. I have witnessed John take companies and organizations from the brink of failure to

bench mark models in the industry by deploying Lean Principles and innovative factory

improvements. His keen sense of waste identification in any process allows him to pinpoint areas

of instability and bottlenecks in the process and define immediate containment and corrective

action. His continuous improvement attitude is a catalyst for company growth and cost savings

throughout the value stream ensuring that first time quality is delivered to the customer at the

negotiated schedule. The number one factor that distinguishes John from his peers is his

personal care for people and his dedication to coach mentor and develop his team. His genuine

concern for the wellbeing and advancement of his team are evident by the personal sacrifices he

makes to ensure that the team needs are met before anything else. John will always seek a win -

win solution ensuring that all this decisions take his team into consideration.

I would recommend John for any Executive position with any Manufacturing or Service

Company with confidence that he will be successful no matter how large or difficult the

task may be.

Mike Baldridge

DIRECTOR

Operations at Lockheed Martin AeronauticsJohn is a enthusiastic executive manager that utilizes his people skills and

knowledge to get any job done to a high degree of precision. John has been

instrumental in achieving success at several high profile / intense operations.

John has always been a pleasure to work alongside and I would never

hesitate to have John as a teammate. My most memorable and productive

years of my career were when working with John.

Debrah Bishop

Vice President at D. Edwards, Inc.John provided exceptional leadership for my group by assuring we

employed Key Measures that we could link to operations and assured we

Observe, Decide, and Act upon those elements. John is a champion for

implementing Lean manufacturing principles and was a constant force in

assuring success. John provided the style of leadership that employed

effective team work and employee involvement. Johns commitment to

success motivated and inspired his team to excel. John exemplified the

“trust” element that instilled total commitment for his company.

MARTON PRECISION MANUFACTURING

To whom it may concern:

John Barney has been an employee in good standing of Marton Precision

Manufacturing for six years and we are sorry to see him go. John brought to our

company three significant strengths that have been very beneficial to us. First,

he has a very broad and vast level of work experience, which has allowed him to

develop a Significant network of valuable industry contacts. This network provides John

with significant insight into trends and changes happening in a variety of industries,

particularly aerospace. It has also been beneficial to us in identifying and securing

major pieces of business. Secondly, John is a continuous student of business. In

addition to his extensive work experience, John aggressively studies the news, industry

updates and technology trends, which allows him to have the ability to develop long

term strategies and direction. He also possesses a strong understanding of the tax and

laws affecting businesses today and has been instrumental in guiding

us through several situations that have benefited our company to date. Third, John is a

hardworking and dedicated employee. His word is his word. If John says he will get

something done, you can bank on t. John is an incredibly driven person with high

morals. Finally, John has made it his personal agenda to train, coach, and mentor our

employees to help them achieve the goals they want in business and life. It is these

same employees, who have been instrumental in our efforts to grow our business, as

we have been so successful in doing during John's tenure as CEO of our company.

We wish John all the best of luck in his future endeavors.

Thomas P Bengard

Bob VoseVP MANUFACTURING –BOEING C17

John held two key leadership positions for the C17 Long Beach, with

progressive responsibility. As a Director of Production, he provided

vision for future process design, re-engineering, and technological

enhancements, supported strategic business and planning objectives

that set new standards for the corporation. John leadership was

instrumental in establishing the ‘Factory of the Future’. John has

proven himself as a Visionary and a Strategic leader, one that

produced results that are reflected in the bottom line company performance.