B Dallum CI Accomplishments & Projects- hea

BARRY DALLUM
LEAN 6 SIGMA ACCOMPLISHMENTS & PROJECTS
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• Hospital Noise at Night Reduction – DMAIC
o Identified relationship between customer satisfaction and noise levels
o Identified key noise sources and implemented improvements to reduce them
o Set control plan in place to minimize recurrence of noise & sources
o Green Belt mentored project
• RN Turnover Reduction – DMAIC
o Surveyed employees to identify root causes
o Formed employee team & brainstormed improvements
o Researched & utilized best practices to retain new employees
o Implemented stay interviews, new employee network, improved new hire screening tools,
invented and commercialized an improved measurement system. Reductions now underway.
• In-patient Length of Stay Reduction – LEAN/DMAIC
o Focused on service line with highest mean length of stay – neurology
o Identified variation in lengths of stay as a function of provider – protocols & practices
o Project ended when longest length of stay provider resigned.
• Inconsistent Emergency Department to Clinic Appointment Scheduling- DMAIC
o Process mapping showed inconsistent methods & training of ED discharge personnel
o Standard work implemented to both insure appointments are made and explanation of need to
reduce no-shows, post improve measurements underway.
• Optimal Care for Diabetes Patients - DMAIC
o Primary care clinics not meeting state goals for addressing primary contributors to diabetes
o Process mapping showed inadequate and inconsistent rooming process
o All value stream personnel at pilot site trained in new process check-list with in-process
measurements implemented resulting in clinics exceeding state score goals.
o Pilot now being expanded to all clinics
• Increasing Payments from Medicare - DMAIC
o Implementation of a new invoicing system resulted in significant lost charges, valued at over
$1MM per year revenue loss.
o Process mapping with fishbone tool identified missing charge entry procedures at numerous
clinics and missing claim rejection rework steps.
• Home Health Visit Admissions Cycle Time Reduction - LEAN
o Mean time to home visit from time of clinic visit exceeded a 10 day state standard by 5 days
o Value stream mapping identified batch queuing & extended provider times as largest wait
time sources.
o Single piece flow combined with standard physician order work in clinics reduced the mean
time to 10 days, further improvements implementation underway.

BARRY DALLUM
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• Total Joints Bundled Care Complications Reduction - DMAIC
o Length of in-patient stays and readmissions rates for knee & hip joints higher than Geisinger
benchmark
o Investigation revealed inadequate or incomplete patient and family training in pre & post
therapies & rehabilitation.
o Improved education and therapy resulted in $900M cost savings.
o Green Belt mentored project.
• Outpatients in Inpatient Beds - DMAIC
o Data analysis reveals 3 key medical practice areas creating 80%+ defect
o Standard work & process implementation in largest area resulted in 30% defect reduction
o $90M per year cost reduction with a revenue improvement due to increased capacity
• Improving Productivity in Neurosurgery Clinic - LEAN
o Primary constraint to increased throughput shown to be downstream
o Nurses’ & administrative assistants’spaghetti diagramming showed excess motion areas.
o Improvements allowed a small reduction of man-hours while cross-training enabled excess
personnel usage in other clinics to help with demand surge as needed.
• Decrease the Variation in Staff to Patient Ratio at Detroit Lakes LTC - LEAN/DMAIC
o Double sided defect concerning enough staff for safety but not too much staff for cost
o Patient acuity & census to staffing ratio algorithm formulated with standard work
implemented for adjusting daily staffing.
• Decrease use of Dietary Paper Products – DMAIC
o Defect is disposable product used in place of recycled product
o Data analysis revealed wrong product usually used for inpatients room delivery
o Standard work implemented resulting in almost elimination of defect
• Increasing Physical Therapy Appointment Access – LEAN/DMAIC
o The time between patient therapy appointment (receipt of order) and their practitioner visit
(appt.) exceeded the 2 business days (48 hours) goal. The mean was 3.3 business days. This
results in higher staffing costs, potential patient satisfaction issues, & potential lost revenue.
o 2 processes for 2 inputs mapped & improved: nursing home patients, outpatients
o Cycle time reduced to 1.8 days mean.
o Productivity and Margin have remained unchanged.

BARRY DALLUM
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• Annual Education Development - LEAN
o Mandatory regulatory subject training formulation occurs longer than 10 weeks resulting in
delayed training completion or non-completion or a shortened time for employees to gain a
quality understanding of the subject matter.
o No formal process currently exists in the Education Department to ensure required education
is delivered by a pre-determined date. The opportunity exists to increase participation and
completion rate for required education, as well as improve the employee experience, if a
process is created and implemented.
o Notification & follow-up process formulated with control plan implemented resulting in a
less than 10 week delivery time, average being 5 weeks.
• Patient Hypertension Score Improvement - DMAIC
o Department report cards were not impacting the balanced scorecard measures. Quality
metrics were not driven down to the front line and process improvement was not owned by
managers. Mandated semi-annual report out to the quality council had very little
engagement.
o The quality council was restructured along with implementation of standardized agendas &
action plan formats. Department scorecards were re-designed to tie directly to the BSC. A
control plan was implemented to hardwire process improvement into department reporting.
o Data showed continuous improvement, meeting state of Minnesota goals for patient
hypertension scores and associated blood pressure readings.
• Laboratory Charge Capture - DMAIC
o Estimated $4.2MM annualized lost upon conversion to new invoicing software system.
o Process mapping showed select pathology charges associated with specialty clinic outpatient
procedures were not being entered into proper windows and some windows not activated.
• ICC (Intermediate Care Unit) Redesign – LEAN/DMAIC
o Double bound defect = low acuity patients in high acuity beds (cost) and high acuity patients
in low acuity beds (safety)
o Competing metric of reduce cycle times in ED
o Decision tree & standard work communication hand-off formulated with flow coordinator
tasking.
o Control plan implemented, audits show $70M/year staffing cost reduction along with
unquantified safety improvement.

BARRY DALLUM
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• Multi-Specialty & Primary Care Clinic Patient Registration Redesign – LEAN/DMAIC
o Patient wait times varied as a function of staffing, demand surge & scheduling
o Goal to decrease wait times to 3 minutes or less per VoC surveys compared to upwards of 20
minutes
o Added surge station, cross-trained schedulers, initiated visual queuing trigger
o Attained < 5 minute wait times, introduction of new software system with additional
windows complicated goal attainment.
• Perfect (Customer) Order (Fulfillment) Mega-Project
2 Black Belts, 1 Master Black Belt mentored on several projects.
Reduce short ships, late ships, incorrect invoicing, increase accurate ships.
Kaizen Events to reduce cycle time on order fulfillment process and on warehouse product
inventory accounting process.
o Implemented the Perfect Warehouse for package goods. – DMAIC/LEAN
 Literature searched to identify benchmark.
 Products pick frequency warehouse setup along with inventory optimization
& 5S.
 Material accounting processes updated & bar coding implemented.
 Truck loading cycle time reduction of 20% attained.
 3 manufacturing plants’ warehouses inventory optimized.
 $370 M inventory reduction.
o Package and Drum Line Batch Change-Over Time Reduction – LEAN
 Several plants
 Data analysis not completed, reassigned to another division.
o Vendor product lead-time reduction from 19 days +/- 10 days to 15 +/- 6 - LEAN
 2 vendor warehouse inventory levels reset, re-visit action plans implemented.
 $120 M inventory reduction at company warehouses.
o Implemented Bulk Goods Loading Cycle Time Reduction - LEAN
 Kaizen Event.
 Redundant & unnecessary paperwork eliminated.
 Excessive truck travel reduced by cycle time analysis, improved scheduling
and loading dispatch.
 $1 MM capital investment avoidance.
o “Order to Fill” process value stream mapped, documented, improvements implemented.
o Customer “right the first time” order fulfillment increased from 84% to 92%
 Additional special freight & demurrage savings not quantified.

BARRY DALLUM
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• Joint Venture 6 Sigma & LEAN Deployment & Implementation Mega-Project
Provided Green Belt training & CI program management
DMAIC, LEAN, DFSS deployed with projects applied as appropriate
o Price Change Management Process Cycle Time Reduction – LEAN
 80 people-weeks down to 15 people-weeks to formulate, issue list prices &
pricing letters.
 Prices more closely reflecting cost & competitors’ pricing changes
 Neither AR nor revenue value quantified, no O&O reduction taken.
 Master Black Belt mentored project.
o Product Rework Reduction – DMAIC DOE
 30% first pass yield
 Partial Factorial lab experiment underway, to be followed with full plant scale
validation.
 Capacity/revenue increase or COGS incentive calculations underway when
reassigned to another division.
 Black Belt project
o Filter House Run Time Extension – DMAIC
 Normalized data analysis showed which filter designs ran most economical
which was opposite to what plant engineers assumed.
 DOE formulated & run by plant engineers.
 Run times increased from 10 days average to14 days
 O&O reduction plus capacity increase being quantified.
 Black Belt project.
o Packaged Goods Batch Change-over Time Reduction - LEAN
 Drove down set-up time by
• parallel flowing process steps,
• reducing waiting time on sampling & analysis for low risk product
changes.
 Warehouse also reorganized reducing storage & pick transit time.
 $400 M capital investment avoidance for 2nd
packaging line.

BARRY DALLUM
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o Total Productive Maintenance and 5S Implementation – LEAN
 Benchmarking study for industry completed and turned over to operations
management
o Consigned Product Inventory Optimization – LEAN/DMAIC
 Company owned product at customer site.
 Inventory desired by customer too high for consumption & replenishment
time variation.
 $450M contract bargaining value
• Joint Venture 6 Sigma & LEAN Deployment & Implementation Mega-Project – continued…
o Maintenance Warehouse Inventory Optimization – LEAN/DMAIC
 10,000 + parts in inventory, many not used for years.
 Green Belt mentored project, 40% done.
o Product Distribution System Inventory Optimization – LEAN/DMAIC
 18 trans-load & packaging warehouses, 2 captive plants, 2 toll plants
 $9MM W.C. reduction underway.
 Green Belt mentored project.
o Bulk Finished Product Inventory Optimization – LEAN/DMAIC
 20+ products
 $3.3MM W.C. cost reduction attained to date with no increase in outages.
 Black Belt mentored project
o Packaged Product Inventory Optimization - LEAN/DMAIC
 40+ products.
 $530M W.C. cost reduction at 2 plant sites.
 Black Belt project
o Product Commercialization Process Implementation in R&D – LEANed DFSS
 LEAN principles applied to generate “must-deliverables” and “deliver-as-
appropriate” based in innovation risk level.
o Lab Services Cost Reduction – LEAN/DMAIC
 Redundant and low risk raw, semi-, & finished product over-sampling
reduced.
 $250M/year O&O reduction.
o Sales Services Value Improvement – DMAIC
 200 +/- services offered with products
 Adds cost & complexity

BARRY DALLUM
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 Paid by pricing or market share?
 Kano survey formulation, competitive pricing and cost analysis underway
 Green Belt mentored project, 25% completed when re-assignment occurred.
• Marketing & Sales Speed to Deal Cycle Time Reduction Mega- Project
Formulate, implement strategy & mentor 2 Black Belts and 3 Green Belts in 4 channels of trade to
reduce cycle times to benchmarks & entitlements while maintaining financial controls.
o Accelerate the Deal Approval Process - LEAN
 Best practices identified.
 Green Belt mentored project, 50% complete.
o B2B Wholesale Distributor Contract Formulation Process Cycle Time (CT) Reduction
Create Ship-To’s - LEAN
 50% time reduction in contracts & customer service group process.
 $55MM/year sales increase @ 1.5% gross margin.
o B2B Retail Distributor Contract Formulation Process CT Reduction
Create Sold-To’s & Ship-To’s - LEAN
 65% time reduction.
 $113MM/year sales increase @ 1.5% gross margin
o B2B Specialty Distributor Contract Formulation Process
Create Sold-To’s – LEAN DFSS
 Formulated a standardized best practice process from 3 pre-merger processes.
 Black Belt mentored project.
o Multi-Channel of Trade Non-Standard Contract Formulation Process CT Reduction - LEAN
 Best practices identified, documented & shared.
 Green Belt mentored project, 80% complete.
o Electronic Signature Platform - LEAN
 Implementation of existing system capability to meet legal needs.

BARRY DALLUM
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 Black Belt mentored project, 50% complete.
o Sales Authorization Clearance Improvement Part 1 – DMAIC
 Customers were rejected by semi-automated system.
 Measurement system invented and implemented.
o Sales Authorization Clearance Improvement Part 2 – DMAIC
 Valid customer 1st
time load capability increased from 1 to 2 sigma.
 Best practices identified, documented & shared.
o Self-Amortized Loan Approval Process CT Reduction – LEAN
 Measurement system formulated and implemented, data collection underway.
 Green Belt mentored project worked in conjunction with Texas A&M
graduate student team, 25% complete.
• Cross Divisional Product Delivery Cost Reduction Mega Project -
Formulated & implemented strategy.
Mentored 1 Master Black Belt, 3 Black Belts & 1 Green Belt
o Over-shipments, Wrong Product Shipments & Shipment Re-Directs Reduction – DMAIC
 Billing inaccuracies & re-work on 35% of shipments.
 Measurement system under evaluation.
 MBB mentored project, 25% complete
o Inaccurate Transportation Account Payable Invoices Reduction - DMAIC
 Mileage variances by truckers vs. contract cause wrong payments or re-work.
 Contracts updated with newer information and random audits implemented.
 $310 M/year savings attained
o Customer Inventory Management & Replenishment Short Load Optimization – DMAIC
 Provide cost basis for a win-win incentive system with customers.
 Fast inventory turns, full loads.
 Slow turns, partial loads with 1 truck to several clustered sites.
 $700 M/year O&O savings underway.
o Transportation & Dispatch C.T. Reduction – LEAN
 Reduce replenishment/delivery time.
 Developed & implemented new scheduling & dispatch process, changed to
local knowledge determined.
 Identified & implemented a coordinated load pick-up return option for select
deliveries.

BARRY DALLUM
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 $220M/year O&O savings.
o Transportation Value-Chain Optimization – Business Improvement
 Product delivered by several means from several sources to several
destinations.
 Identified backup positions in case of supply disruption, with recurring timely
audit/analysis.
 Value not quantified.
• Retail Stores Contractor Service Charges Reduction – LEAN
o Service truck utilization improvement, 5 day Kaizen event.
o Dispatch & scheduling process implemented.
o $300+ M/year O&O reduction at 1st
plant site, implementation at additional sites underway.
o Black Belt project.
• Contract Compliance Auditing & Oversight – DMAIC
o Logistics constraints, inability to respond timely to changing market conditions and the
limited number of sites able to be tested severely limited the efficiency and accuracy of a
compliance auditing program.
o Defect was # of sites not monitored for potential contact violations.
o $700 M annual O&O savings attained by use of an existing proxy data collection system.
• Document Records Management & Retention Compliance – DMAIC
o Records management and retention systems out of compliance, Legal risk heightened.
o Improvements noticed with training implemented but measurement system analysis of
auditors underway to insure detection capability.
o Contract image scanning process implemented with retrieval and search capability
 $2.1MM/year O&O reduction
o 50% complete on non-contract records retention compliance.
o 1 Black Belt & several Green Belts mentored.
• MSDS Formulation Cycle Time Reduction – LEAN
o 0.8% value-add time increased to 8% with 4 day Kaizen event.
o Cycle time decreased from 4 months to10 business days plus queue time.

BARRY DALLUM
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o Black Belt and Master Black Belt mentored project.
• Pricing Strategy for Joint Venture Product Terminals – DMAIC
o Defect was volume/margin lost at terminals where joint venture pulls significant volume and
they get a spot price compared to contract price.
o $526M/year increased revenue.
• Effect of Special Event Advertising upon Sales Volume - DMAIC
o Identification of return by advertising type, medium, and amount during special events.
o Green Belt mentored project, 25% complete.
• IT Value Measurement System – DMAIC
o Defect was any value claimed for an IT project reached outside a new standardized business
case build.
• Market Responsiveness Forecasting with Product Pricing Changes – DMAIC
o Defect was a daily pricing move that caused the competition to over-react as defined by a
goal price reaction. The incorrect response affected sales volume vs. target.
o $425M/year revenue increase.
o Leveraged to include a secondary product line, $100M additional revenue.
o Black Belt mentored project.
• Use of Services by Distributors at Unauthorized Sites - DMAIC
o Un-quantified reduction of risk, liability & cost.
o Control & auditing process invented and implemented.
• Drill Rig Set-up Time Cycle Time Reduction – LEAN
o 15 days average eliminated because down-time between steps reduced.
o Improved scheduling and communication.
o Faster return on capital employed.
o 5 day Kaizen event.
o $410M estimated total contractor savings for 164 wells in 2006.
o Revenue increase due to more wells completed not quantified.
o Black Belt and Master Black Belt mentored project
• Zero or Minimum Volume Customer Exposure/Risk Reduction - DMAIC

BARRY DALLUM
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o Control system invented to keep small volume customers from pulling too much product and
then declaring bankruptcy.
• Margin Improvement at Retail Stores – DMAIC
o Defect was any product margin falling below a level set by product type & store location.
o Project implemented with savings on track to attain $1.3MM in additional gross margin.
• Order Fulfillment Process Cycle Time Reduction – LEAN
o Pre-event process was competitive with other companies however improvement was
desireable.
o Cycle time reduced by 10 days average, 5-day Kaizen event.
o Market share increase by faster customer response, revenue increase estimated to be several
$10MM per year as spread across several plants.
• Measurement System Proxy as an Indicator for Total Sales - DMAIC
o Boundary identification for correlating credit card receipts to total sales volumes.
• Promotions Effectiveness on Credit Card Sales – DMAIC
o Return on spend as a function of geographical location during special events.
o Green Belt mentored project, 25% complete..
• Process for Setting Daily Allocations when Product Supply Disrupted - LEAN
o Identify decision basis and rationale for setting allocations by channels of trade and by
customers in such.
o Project charter, stakeholder & gap analysis, team & resource identification, Gantt chart just
finished.
o Black Belt project, 20% complete.
• Plant Production Line Change Waste Reduction – DMAIC
o Product flywheel formalized, waste reduced.
o Additional wasted product used to upgrade other products.
o $90M/year COGS reduction in plant with an operating cost basis of $16MM.
• Take or Pay Contract Volume Improvement – DMAIC
o Project established a monitor-to-action process to ensure there would not be a volume
deficiency cost at the end of the contract. At the end of the first year, the company was in a
negative position of $450 M. It was projected to be a $1.85 MM deficiency cost at the end of
the 3 year contract if no action were taken.
o Defect was any month that falls below the target volume.

BARRY DALLUM
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• Railcar Inventory Optimization – DMAIC
o Identified the seasonality of railcar needs by different businesses and sites.
o Control plan invented with implementation underway.
o $600 M/year lease cost savings estimated.
o 70% completed, DMA finished, I underway.
o Black Belt mentored project
• Process for Obtaining and Communicating Product Outage and Allocation Changes - LEAN
o Identified best internal practices with cross-functional team, 2 day Kaizen event.
o Documented by process map and SOP’s, implemented.
o Improved good will with stakeholder and customer base.
• Plant Facilities Services Process Formulation – DFSS
o Multi-goal project, provided assistance to:
 Find a way to improve customer satisfaction,
 increase speed of request fulfillment,
 reduce cost of the design process,
 show how DFSS works,
 reduce the number of changes post design,
 improve the cross-functional interaction between groups involved in the
process,
 uncover the true customer needs and balance needs versus wants, and
 define or clarify accountabilities within the workflow process.
o Design costs were 25% of the total delivered cost to the customer, which is perceived as
high. Determine if the cost structure is correct for the type of projects primarily done.
o Project entered stage 3 (Optimize) of 4 stages and then organizational structure changed.
• Customer & Sales Territory Value Analysis with Product Rationalization– DMAIC
o 2 part project.
o Assisted with process invention to systematically remove products from business.
o 350 products out of 1400 with < 15% gross margin under examination.
o Cost accounting system under review.
o Pricing increase vs. potential lost revenue incentive calculations underway when reassigned.
o Black Belt project
• Raw Materials Transportation Demurrage & Inventory Reduction – DMAIC
o Demand and replenishment time variation analysis underway.
o Plant by plant implementation underway.
o $2MM/year demurrage, premium freight, & storage fee savings underway across 6 plants.
• Value Chain Continuous Improvement Leveraging – Business Improvement
o Project setup with co-supplier to reduce services, equipment supply and startup cycle times

BARRY DALLUM
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 Measurement system invented to identify cycle time causes.
o Presentations made to Sales department to provide support to customers’ business &
continuous improvement projects.
o Black & Green Belt mentored projects just starting.
• Inaccurate Invoicing by Vendors at 3rd
Party Formulation & Distribution Sites - DMAIC
o High billing variation as normalized to other components.
o Measurement system formulated and implemented
 Probable solution to the problem as consumptions were not measured.
o Incentive not quantified.
o Black Belt mentored project, 25% done.
• Equipment Return Improvement - DMAIC
o Higher volume customers provided with free use of equipment at their sites.
o Equipment not returned at end of contracts due to inadequate initial documentation and
follow-up.
o Rectification processes to be documented and attached to contracts.
o Value not quantified.
o Black Belt project, 60% completed.
• Customers’ Problem Quantification and Resolution - DMAIC
o Database of customer problems never examined, problems solved on a case-by-case basis.
o Several college interns working analysis by channel of trade, goal is to Pareto causes then
identify means to prevent problems.
o Black Belt project, just starting.
• Operator Rounds Improvement - LEAN
o Low rounds completion rates – 0% to 80%
 Higher for compliance, lower for general plant rounds.
o 70% +/- TIMWOOD identified, eliminated
o Completion rates approaching 100% in pilot area, full rollout underway.
• C3 Giveaway Reduction – DMAIC
o C3’s were being “lost” to fuel gas.
o Pareto analyses focused efforts to certain operating areas
o Targeted control increased PGP recovery from 67% to 81%, 3 M bbl/day worth $24 MM/yr.
o Reason codes implemented to categorize additional root causes and provide improved
sustainability improvements.
• Chemical Grade Feedstock Giveaway Reduction – DMAIC
o Propane concentration at low levels
o The Splitter tower was making Polymer Grade Propylene (PGP - 99.5% propylene & 0.5%
propane. Because of margin changes the tower was re-tasked with making Chemical Grade
Propylene (CGP - 93% propylene & up to 7% propane).

BARRY DALLUM
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o CPG was running 0.9% propane mean with small variation so the opportunity was to increase
it closer to 7%.
o Data analyses along with fishbone root cause identification led to the propane concentration
increasing to over 5% by changing the process control scheme worth $4 MM/yr in increased
CGP sales.
• Pump Mean Time Between Failure & Repair Reduction - DMAIC
o Mean Time Between Repair went from 5 years to less than 4 years driving repair costs to
over $12 MM/yr. >2000 pumps involved.
o Data analyses showed
 2 out of 5 operating complexes were the culprits.
 Pump seal breakdowns were culprit in 1 area
 Bearing breakdowns were culprit in other area
 Additional reason codes implemented along with improved forensics
o Project on-hold until additional root cause data obtained although focused training of new
operators underway.
o Green belt mentored project
• Railcar Inventory Optimization & Rework reduction – LEAN/DMAIC
o 35% of railcars continuously pulled from service, declared unsafe.
o Leased inventory increased.
o 90% returned as safe after re-evaluation.
o Data analyses underway to determine Pareto of declarations.
• 5S Deployment - LEAN
o Office and 5 major operations areas within a 700 FTE and 4000 contract employee site.
o Deployment training completed for front line supervisors.
 Audit tools formulated.
o Each “S” made into a project, run on 24/7 shifts.
o Numerous Green Belt Projects underway
• Octane & RVP Giveaway Reduction - DMAIC
o Various grades of fuel used higher value components to insure octane spec. attained
o Several blender inputs that caused overshoot identified.
 Various models wrong for various blender types.
o Models & Communications processes updated, controls set in place = $8 MM/yr octane
component savings.
o RVP giveaway project still underway.

BARRY DALLUM
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• Non Validated Contractor Access to Restricted Site – LEAN
o 15% of unauthorized contract employees were gaining access to new employee training.
o Process clarified & mapped with HR, TAR, Project, HSSE, Maintenance organizations.
o Initial post-project unauthorized access below 1%, monitoring for sustainment continuing.
• Shift Communications Improvement – LEAN
o History accounting & reporting incomplete leading to additional Leadership Team work to
identify & implement corrective actions.
o Proactive instructions often incomplete or untimely resulting in sub-optimization of
operations.
o Core team surveyed for issue identification, Voice of the Customer obtained to identify
quantifiable deliverables of processes, processes value-stream mapped, inefficiencies
identified. Numerous improvements being prototyped along with a measurement system.
• Distilled HMD Top Cut Giveaway Reduction – DMAIC
o The cutpoint at a pipestill is off spec 67% of the time resulting in a loss of $7.3MM/year.
o Goal to be at +/- 5 F of target.
o Measurement system analysis shows test method only good to +/- 9 F.
o New test method investigation underway.
• Distilled LMD Freeze Point Giveaway Reduction - DMAIC
o The cutpoint at the pipestill is off spec 56% of the time when the HVN target is over 300 F
resulting in a potential loss of $5.5MM/yr.
o Goal is to be at +/- 5 F of target. Measurement system good to +/- 1 F.
o Sample grab to analyses time investigation underway as part of regression analyses to
determine key process input variables.
o Regression analyses beginning, to include effect of crude types, DGO volume in column and
column pressure differentials.
• Furnace Energy Consumption Reduction & O2 Optimization – DMAIC
o Initial process capabilities identified for several furnaces.
o O2 running 2–12%. Incentive of $500M/year per furnace average in energy saving to attain
2–4%.
o Root causes identified: numerous leaks, inadequate board attention & instructions, lack of
basic instrumentation & maintenance.
o Low to no investment improvements proposed. Awaiting decision.

BARRY DALLUM
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• Construction Projects Team Roles and Responsibility – LEAN
o As-is process mapped, deficiencies found then re-mapped to clarify RACI.
o Cycle time measurement system set in place for future continuous improvement projects.
• Construction Project Forecasting Improvement (Controls) – LEAN/DMAIC
o Lack of consistant controls prevents teams & managers from understanding perforamce
against plan resulting in high variability in forecasting final cost & schedule/timing.
o Inadequate time-stamping measurement system in place to identify root causes, new
measurement system implemented.
o Process mapping underway for both cost controlling and schedule controlling projects.
• Construction Projects Communications Improvement – LEAN
o Confusion exists as to which contractor, Company and industry standards, policies and
procedures to follow during different work activities.
o Customer segment surveys completed and recommendated changes being prioritized by
impact and effort. Additional surveys forthcoming for continuous improvement.
• Construction Projects Forward Planning – LEAN
o Front End Loading (Project Appraise & Select Phase) taking too long although clean
measurement system not in place to compare against benchmarks & entitlements.
o Work flow being separated into schedule driven and cost driven processes to better clarify
which steps are needed when.
• DDU Reactor Catalyst Change Cycle Time Reduction – LEAN
o 2 day semi-Kaizen Event, improvements awaited actual process activity.
o Baseline process took 28 days from oil off to oil on.
o SMED tools & process approach used.
o Several process steps changed from serial to parallel path flow.
o New process took 14 days to complete, 50% time reduction, $3.5 MM saved.
• Contract Labor Invoice Payment Cycle Time Reduction - LEAN
o Invoices submitted for approval ran 3 months average +/- 3 months after work week time
sheets submitted.
o Impact was chaos & confusion concerning cost center accounting resulting in some blown
budgets.

BARRY DALLUM
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o Value stream mapped, process cleaned and invoice cycle time result was a 1 week average
+/- 1 week lag after time sheet submitted after project completed & audited.
• Fueling Remote Sited Equipment – LEAN
o Tremendous amount of time both in the Truck Garage and by the Procurement Department
used for tracking dispensed fuel.
o The Team - fuel truck drivers, administration & Procurement personnel – identified which
records were value adding and eliminated the rest.
o Through focusing on the mandatory information, the overall cycle time for processing
fueling records was reduced by 45%.
• Asphalt Rework Reduction - Viscosity Variation Reduction – DMAIC
o Product out of pipestill highly variable
o Regression analyses indicates process control models are in good shape for other streams but
missing asphalt viscosity feedback loop.
o Viscosity feedback instrumentation installation underway, project continuing.
• Outside Battery Limit Piping Tie-in Cycle Time Reduction – LEAN
o Typical tie-in time & variation not well measure - measurement system installed.
o No clear process – process mapped with roles & responsibilities defined.
 Communications breakdowns between Construction & Operations.
o TIMWOOD eliminations underway while obtaining additional data.
o Learnings to be applied to inside battery limit piping tie-ins.
• Contractor Variance Reduction – LEAN
o 65 contractors average continuously given safety variances to work on site being their safety
record not to standards
o Root cause identified as insufficient time for procurement to go to market to find contractors
with good records.
o Procurement single point of contact identified to timestamp contractor work requests
o Process map formulated to standardize when to go to market vs. utilize existing contractor.
o Variances dropped to 15 average, additional improvements implementation underway.
• LDAR Repair Cycle Time Reduction (5 & 15 days) – LEAN/DMAIC
o Project broken into 2 sub-projects:
 Process has numerous re-repair factories.

BARRY DALLUM
Page 18 of 20
 Process has long cycle times.
o Value-stream mapping underway to better understand where queing & backlogs occur
o Pareto shows where major repair types (valve, seal, flange leaks) by area & function are
being reworked
o Data analyses underway
• High Volatility Naphtha Inventory Optimization – LEAN/DMAIC
o Inventory had high variability and was not tied to risk and ramifications of stock – out
o Frequency & length of outages, replenishment time variation, consumption variation
gathered along with a decision of allowable stockout risk.
o Inventory reduced by $100 M.
• H2S Personnel Exposure Reduction – DMAIC
o Data being obtained by area, by equipment, by job performed.
• Turn Around Control of Work Permitting Cycle Time Reduction – LEAN
o Oil out to oil in turnaround time running about 40% higher than industry standard.
o Project scoped into 2 parts: Permitting, Blinding & Blanking.
o Benchmarking completed to identify best practices while maintaining or improving safety.
o Semi-Kaizen Event completed to change processes:
 Increased number of simple/low risk permits alloted per operator.
 Blanking at battery limits instead of at every equipment piece.
 Visual Factory & flow implemented for permit issuing & updating.
o Awaiting next turn-around to evaluate results.
• Supplier Management Improvement – LEAN/DMAIC
o Brainstorming sessions held with numerous key suppliers to identify cost savings projects.
o Numerous value chain optimization opportunities worth $8.6 MM/yr. O&O reduction.
o Boston Square used to rank order projects, several now underway.
o On-going opportunity identification sessions set in place.
o Green Belt mentored program.
• Maintenance Work Authorization, Planning, Scheduling & Execution Process Cycle Time
Reductions - LEAN
o Process mapping underway to better understand handoffs, queues, and flow
o 3+ potential Kaizen Events being formulated
o 3 Green Belts being mentored

BARRY DALLUM
Page 19 of 20
• Projects Construction Completion Information Transfer to Operations/Maintenance Quality &
Timeliness Improvement – DMAIC/LEAN
o Voice of the Customer Critical to Satisfaction identification underway
o Process mapping underway
• Provided mentoring & coaching on the following 50+ projects related to manager yellow belt
training:
Functional
Area Project Name
HR Work processes identification
HSE Required training optimization
Operations & Maintenance Pump Repair Machine Shop Flow
Operations & Maintenance Alarm Management & Alarm Frequency
HSE Incident Investigation - reduce time
Operations & Maintenance Pump reliability improvement
Operations & Maintenance Machine Tooling Setup Cycle Time Reduction
Projects TAR Efficiency Improvement
Projects Sulfur Recovery Project Cycle Time Reduction
Clean Energy Clean Energy Reliability - Generator Brush replacement
Commercial Labor Distribution/Allocation for Cost Mapping
Projects PSME Updating
Projects Job Notes improvement
Projects Contract Engineers & Contract Management improved utilization
HR Labor Relations Documentation
Clean Energy Building & Warehouse Space Allocation & Capacity Improvement
Projects Improving Pipe Fab Quality
Projects Small Projects Work Process
Projects Enhancing Quality of CapEx Portfolio
Projects Contractor Alliance - Competitive Estimates & Schedules
HSE Environmental Regulatilons in Operations
Projects Change Management
Projects Operations Supervisor Development Program
HSE Process Safety - Near Miss Reporting
Projects Improve Project Estimates
Commercial Improve Production Plan Accuracy
Commercial Reduce Time to Approve Projects (stage/gate)
Commercial Place Order and get Materials Faster
Projects Scheduling Updating improvement
Projects Bring in Additional Lab external Work & $ by freeing FTE time
Projects Improve Field Work Scoping in TAR's
HR Manage Training Formulation Requests & Approval Process
HSE HSSE Policy/Procedure Knowledge Sharing in TAR's
HSE Employee Risk Reduction when traveling from Parking lot to
control room

BARRY DALLUM
Page 20 of 20
Area Project Name
Commercial Inaccurate invoicing of IT services to WBU cost centers
Commercial Calculate mass balances more efficiently at end of month
Functional
Projects Cycle Time Reduction for Select Phase of CVP Process
Projects Cost control of projects
Operations & Maintenance Streamline the amount and location of materials
Operations & Maintenance Get maintenance crafts out faster at night when needed by
operations
Projects Equipment installations & repairs material & workmanship defects
Projects WRMP Policies do not match Refinery Policies which creates extra
work and confusion.
HR Underperforming probationary employees are kept too long
resulting in poor morale and increased costs.
Commercial Streamline information flow in procurement processes
Commercial KPI Reports Late & Incomplete X% of Time
Commercial WBU inventory levels are too high by 50Mbbl(?) resulting in
excessive W.C. and lower cash flow.
Projects Welding rental equipment is not tracked which results in lost
equipment.
Projects Pump repair delays and slow response time leads to higher risk of
plant shutdowns
HSE Fire engine response time after hours exceeds a 3 - 6 minute spec.
which endangers lives
Operations & Maintenance SOU Reliability Improvement thru 2012
Operations & Maintenance Pump LDAR Failures @ FCU
Operations & Maintenance 50% Inaccurate information in ESU Guidelines
Operations & Maintenance Weekly Maintenance Schedule does not get daily work done
Commercial Embedding Procurement Savings into Unit
Commercial Uncontrolled Fuel Usage in Refinery
Operations & Maintenance Quality of NIS Guidelines is too low throughout refinery
Clean Energy Too many nuisance alarms

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