This document provides a summary of a candidate's work history and qualifications. It shows that they have over 25 years of experience leading continuous improvement initiatives in operations management, process engineering, and reliability engineering roles in various industries. They specialize in Lean Six Sigma and have a track record of delivering measurable results through process improvement projects. Their experience and certifications qualify them to develop strategic visions, execute improvement plans, train others, and drive results through problem-solving leadership.

1. Candidate Profile
Work History
DuPont, N. America Region (‘11-present)
 Site BB – Focused Improvement Champion
 CI Consultant
Campbell’s Soup, Paris, TX (’08 – ‘11)
 Site BB – CI Leader
 Sr. Industrial Engineer
GE (Consumer & Indust), Decatur, AL (’06 – ‘08)
 Lean-Six Sigma Leader
 Six Sigma Quality Engineer
Maytag, Searcy, AR (’95 – ‘06)
 LeanSigma Project Manager
 Automation Engineer
Philips, Little Rock, AR (’92 – ‘95)
Kimberly Clark, Conway, AR (’91 – ‘92)
Johnson & Johnson, Little Rock, AR (’88 – ‘90)
Certifications
 Sigma Black Belt – Maytag ’03, GE ’08,
DuPont ‘13
 Lean Master – GE (Shingijitsu) ‘07
 Certified Maintenance & Reliability
Professional ‘12
Education
University of Arkansas
BS Mechanical Engineering
AS Manufacturing Engineering
Arkansas State University
PLC Programming
Geometric Dimensioning & Tolerancing
World Class Mfg (Lean 101)
Specialized Coursework
 Lean Thinking & Train the Trainer
(Shingijutsu Associates U.S.)
 Six Sigma Black Belt
(10 weeks – DuPont, GE, TBM & SBTI)
 College of Maintenance & Reliability
Best Practices & Standards (DuPont)
 Project Management (Oak & Assoc)
 Change Acceleration Process (GE)
 RCFA – Why Trees & PDCA (DuPont)
 SQF & Better Processing (Campbell’s)
Experience & Education.
QuantitativeOverview

2. Lean Example: DuPont/Pioneer - AMO
Opportunity
Corn seed processing & packaging plant generated waste in the
forms of carryover inventory & extra processing. Issues existed
with reliability, performance, & long changeovers.
Goal
Improve OEE & operations capability thru Performance Mgt.
Improvements
 Used (3) work streams: Value Delivery, Asset Reliability,
& Change Management over 20 week time line to:
 Perform kaizen events in key bottle neck processes to
improve throughput & use SMED techniques to reduce
losses during changeover.
 Execute recommendations from RCFA’s performed on
major assets identified by criticality analysis.
 Restructured work schedule to support continuous ops.
 Created KPI flow-down, Work Mgt Process & Leadership
standard work to integrate management processes with
performance.
 Integrated On-the Event Problem Solving (thru PDCA) to
close performance gaps.
 Develop 3-deep, learn-demonstrate development
program to build operator functional capability.
Current State
 Low OEE - Significant Availbility & Performance Losses from
Low engagement, Equip failures & Long changeovers.
 Limited use of Key Performance Indicators (KPI’s)
 No Standard Work: Leadership, Operations, or C/O
 No structured work flow in the Maintenance department.
 Limited use of Root Cause Failure Analysis & Shop floor
Problem Solving.
 Overall Equipment Effectiveness (OEE) < 38%
Results From To
 O.E.E. 38% 62%
 Units/Hour 423/hr 715/hr
 Changeover (B2B avg) 10.3 min 5.5 min
 Changeover (kernel ) 23.8 min 12 min
 Operations Start/Stop Continuous
 Regular ritual Management for Daily Improvement &
On-The-Event Problem Solving (PDCA)
Analysis
Completed diagnostic of site’s current state including:
 Value Stream & Flow mapping of process
 Loss-Waste Analysis
 Pareto Analysis of scheduled & unscheduled Downtime.
 Maintenance & Reliability Assessment
 Waterfall of OEE detractors
 Skill & Training program Assessment
 Change Readiness Matrix & Deep Structured Interviews
A3ProjectSummaryReport
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3. Lean Example: Searcy Laundry Production
Opportunity
Transformation of ‘batch and queue’ manufacturing into a ‘build
to order; takt time driven’ organization
Goal
Build organization unified in daily improvement of metrics
Improvements
 Performed relentless kaizen activity throughout site.
 Trained workforce & changed culture to CI mentality
 Lines & Fab Cells renovated
 Visually managed areas (weekly 5S audits)
 Takt-driven; cycle times, replenish & crewing
 Min-max pull systems for materials
 Standardized Work for ops & supervisors
 Synchronized delivery from O/H’s & FT’s
 Implemented countless error-proof devices
Current State
 Long assembly lines – too much inventory on line
 Overproduction of parts – All parts pushed to assembly
 No visual management (5S)– no operator standard work
 Long production runs & arduous changeovers
 Line balance tied to forecast – not customer demand
 Wastes prevalent in all (7) TIM WOOD categories
 Associates not engaged in problem resolution & kaizen
Results
 Cleared workspace; 64% white space in Assembly
 Reduced assembly line length by 47%,
 Reduced OSHA Rate 28% plant wide,
 Improved FP Yield 91% to 98%,
RTY from 35% to 85%
 Reduced in plant Lead time by 62%,
 Productivity: 1.42 (Hr/unit) to <1.0 in 3yrs [68%],
 Shortened New Product Introduction time [30%]
 Reduce Service Call Rate 4.2 calls/1000 to 1.7/1000
Analysis
 VSM drawn and VA / NVA ratio analysis completed
 Opportunities cited for following kaizen event activities
 Shop floor cellular breakthrough (12)
 Material flow; Kanban & SMED (4)
 Visual-Quality improvement (5S & Poka Yoke)
 3P; Design for Manufacturability (3)
 Management system & Employee empowerment studies
A3ProjectSummaryReport
Lean enterprise transformation is about seeing the whole while working on individual parts.>>>

4. Six Sigma Project Example: Maintenance & Reliability
Opportunity: $2.5MM Uptime Loss
Use DuPont M&R best practices of Work Mgt Process: Work ID,
Planning, MRO, Scheduling, Accomplishment, Reliability Analysis
to improve OEE at multiple sites.
Goal:
Release manufacturing capacity at HMS & El Paso sites thru
reduction of MTTR & decreased asset downtime.
Improvements
 Eliminated 2400+ NVA work orders from system
 Implemented a Yellow tagging system
 Work coordination function delegated between Ops &
M-FLS. (coordination & scheduling ritual)
 Emergency vs. Urgent work prioritization
 Planning office now actually creates job plans &
building a library. – organized OEM Documentation
 MRO warehouse kitting jobs for crew & TAR’s
 Daily Work Scheduling ritual
 Weekly Backlog review – 3 week look ahead
 Daily team meetings @ VMB
 Weekly schedule for 5S & FI Problem Solving
 Monthly Mgt KPI & Big 10 metrics ritual
Current State
 Reactive maintenance with some PM’s in place
 No jobs plans – therefore
 MRO warehouse not secure, No kitted jobs
 Poor scheduling & compliance
 Poor wrench time efficiency - making for long MTTR
 Not leveraging Visual Mgt, 5S, or FI activity as a team.
Business Results
 Reduced Unscheduled Maintenance Downtime
providing 33.4 days of additional operating time.
 Uptime while running improved from :
HMS
 70.3% 2011
 74.6% 2012
 82.2% 2013 YTD
Continuous improvement project that built capability through support of Operations.
Analysis
 Six Sigma team performed DMAIC (17 deliverables):
 M&R BP Assessment, Fishbone/C&E,
 Attribute Defect data analysis (L-100 Cpk),
 Lotus Notes work order & UPbase data Paretos
 DILO’s for: Planning, MRO clerk, Maint-FLS, & crew
 Kaizen events in planning & MRO warehouse.
A3ProjectSummaryReport
>>>

5. Supply Chain Example: Finished Goods Kanban
Opportunity:
Site carries excess finished goods inventory (maybe more,
depending on seasonal demand) in contract warehouses.
Goal
Reduce inventory, C/O time, Eliminate forecast-based scheduling,
eliminate rental of warehouse space
Improvements
 Focused kaizens on A-Line Production
(bring delivery reliability to >90%):
 Dough mixer clean-up
 24/48 case packer C/O (BL 182 min)
 Check weigher reliability
 Increase Labeler throughput speed
 Warehouse & Scheduling kaizen to develop Min/Max
kaban system:
 Created spreadsheet for predictive demand
scheduling based on real-time inventory.
 Marked visual space in WH for FG inventory
 Based crew size on seasonal demand model
 Reduced waste in transportation and motion by
consolidating storage locations.
Current State
 6-8 weeks of Chicken Noodle soup on hand year round
 A-Line delivery not reliable enough for Produce to Demand
 Line downtime at check weigh conveyor
 C/O & Sanitation steps – too much waste
 Crew size variation caused utilization issue
 Chicken Noodle stored in
Results
 Line efficiency average 92% (up from 84%)
 On hand inventory down to 3 weeks out-of-season
4.5 weeks in-season
 Case Packer C/O reduction: 62 min 24 week avg
 Annual impact $278K; (inv, rental, DT and Line eff.)
Analysis
 VSM of chicken noodle value stream
(from ingredient purchase to distribution)
 Sales vs. Inventory Historical Demand Analysis
 Seasonal takt analysis (In-season vs. Out of season)
 5-Why on inventory spike (special cause variation)
 Mapped warehouse product distribution & layout
 Labor utilization w.r.t. to Standardized work load
A3ProjectSummaryReport
Tools of Continuous Improvement have measurable benefit to entire Value Stream.>>>

6. Why Hire Daryl Wirges? … Here are some considerations
Lean-Six Sigma Expert
 Develops & delivers strategic visions.
VSM – Hoshin plan execution – CI Policy
Deployment
 Data-driven management philosophy, KPI
(metrics) & results focused.
 Disciplined problem solver & coach thru all
phases of PDCA. Mature leadership style:
L-SS Mentor and advanced trainer.
 Driven to deliver results for both external
& internal customers.
 Proven history of good project selection &
completion in operational & transactional
environments.
 Works well with all associate types in the
organization (Operators, Supervisors, Skill-
trades, technical resources, Sr. Leadership)
Leads Proactively – adds value thru energetic focus and solid technical background.
(Strong work ethic, Passionate, Vigorous, Creative, Contemplative,
Exercises good judgment, Bias toward change activity and business results).
Manufacturing Project Engineer
 Detailed understanding of function &
specification of complex mechanisms &
automation controls.
 PMP trained. Advanced, large-scale project
management experience.
 Able to select and prioritize projects.
 Cellular & System Designer
 Ability to effective manage skill trades &
contractors (machine shops, riggers,
mechanical & construction vendors)
 Experience in several industries and
multiple manufacturing processes
 Supplier management experience
Summary