career accomplishments 3 18 2010
DESCRIPTION
Updated Career Accomplishments PresentationTRANSCRIPT
3/18/2010 Dean Maple 1
Dean Maple - LSSBBCareer Accomplishment Summary
Dean Maple
102 Aiken Farm Road
Pickens, South Carolina 29671
864-878-1799
3/18/2010 Dean Maple 2
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
3/18/2010 Dean Maple 3
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.
3/18/2010 Dean Maple 4
Certifications – Lean Six Sigma Black Belt
3/18/2010 Dean Maple 5
Letter of Reference
Borg Warner:
Mr. Dave Baker Human Resource Manager. Phone 864-985-5141
3/18/2010 Dean Maple 6
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]
3/18/2010 Dean Maple 7
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
3/18/2010 Dean Maple 8
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
3/18/2010 Dean Maple 9
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
3/18/2010 Dean Maple 10
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
3/18/2010 Dean Maple 11
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
3/18/2010 Dean Maple 12
Materials/Prod. Control Initiatives MRO - Integrated Supply
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
3/18/2010 Dean Maple 13
Materials/Prod. Control Initiatives MRO - Integrated Supply
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.
3/18/2010 Dean Maple 15
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.
3/18/2010 Dean Maple 16
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.
3/18/2010 Dean Maple 18
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.
3/18/2010 Dean Maple 19
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.
3/18/2010 Dean Maple 22
Manufacturing - Initiatives ( Ryobi)
Productivity - Die Cast Machining Kaizen Continuous Process Improvement New Product Introduction Motor Assembly Line Project
3/18/2010 Dean Maple 23
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.
3/18/2010 Dean Maple 26
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.
3/18/2010 Dean Maple 31
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.
3/18/2010 Dean Maple 33
Project Management: Stamping Outsource & Motor Insource Project Leader
Key Project Functions Addressed:– Human Resources– Engineering– Supplier Negotiations– Maintenance– Logistics– Planning– Equipment Sales and Relocation
3/18/2010 Dean Maple 34
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