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MFG Strategy 2015 AB

This document provides an overview of the author's experience in operations management and strategies for leading companies. It includes: 1) Details on the author's experience in the aerospace industry and strategies deployed for leadership engagements, including developing vision and strategies integrated with operations. 2) A framework for driving continuous improvement culture including establishing metrics, roadmaps, and achievement levels for process improvement. 3) Charts and diagrams showing strategic planning processes and linking objectives to lean strategies to establish high performance in organizations.

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Experience & Knowledge for Leading Your Company Providing 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) TECHNOLOGY TECHNOLOGY 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 Vision 100% Performance to Plan resulting $1.5B Revenue with 23% EBITDA Identify 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 20710.0%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 20810.0%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 21210.0%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 21710.0%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 22010.0%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 22710.0%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 23510.0%24.7%5.0%12.3%50.8%50%5.4 N/A $17.5$22.712 %onTime CA R3 ($/Stdhr) Tot.Inventory (M)%DirectOT %IndirectOT % Productivity Non-Touch Headcount (Indirect) Cost WorkingCapitalSchedule Inventory TurnsFOBonTime MTDDefects /1000stdhrs Startson Time Completeson 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 20710.0%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 20810.0%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 21210.0%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 21710.0%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 22010.0%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 22710.0%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 23510.0%24.7%5.0%12.3%50.8%50%5.4 N/A $17.5$22.712 %onTime CA R3 ($/Stdhr) Tot.Inventory (M)%DirectOT %IndirectOT % Productivity Non-Touch Headcount (Indirect) Cost WorkingCapitalSchedule Inventory TurnsFOBonTime MTDDefects /1000stdhrs Startson Time Completeson 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 2 1 1 1 2 1 1 2 00 1 2 3 4 5 VOC - Voice of the Customer Survey FOD Compliance MOS Implementation VOS Academy Training 5S Visual Factory VSM Current/Future QCPC Implementation Skills Training Matrix RCCA Training Standard Work Implementation TPM - Total 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 Facilitator You’re empowered Task Master Here is what to do & How…do it! Builder of Learning Organization Here is our purpose & direction I will guide & coach Bureaucratic Mgr Follow the rules General Management Expertise In-Depth Understanding Of Work Top-Down Directives Bottom-Up Development 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 People Driving / 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 Planning Employee 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 Fabric Vertical L/H Core Vertical R/H Adhesive Roving Elevator 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 Core Cargo 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 124125129 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 Approach Just Do It’s Improvement on High Impact Projects Break Through Set Expectation for Build Team JDS Continuous Right sizing Crew Planning Improved Leadership Controlled Stable Environment Break Through Strategic Leadership Key Position Key PositionKey Position With Focus on People/Leadership With focus on Processes With focus on Product Existing Activities That Produce Products Analytical DMAIC Existing 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 Evaluation Flow 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 Deliverable 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) 1 2 3 4 Eval Qualify Bronze Gold real #'s asap managed risk new culture 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 Performance STANDARDS SCHEDULE R3 Per AOP MOS COMPLIANCE COMMUNICATION PLAN OT% Direct Touch 5S 3.0 by YE 2009 JSF Assembly Product Team Yellow - Within 5% of GoalGreen - 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 Benefits KaizenLean AP Event scheduling Capture Model / Best Practice Opportunity Planning Enable SustainSupport Team Lean Integration (OE Team) Direct Team Evaluate Performance Corrective Action Support Process Deployment Execution Implement Change Quality 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 success Predictive Line Move- Ld / Unld – Recovery Plans Assure Progress on High Impact items OP Excellence Steering Committee Measurable 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 Focus Assure Total/Engagement to Make Targets - Focus CPI Focus
BSA-TPI COPY RIGHT 2015 FAST TRACK REQUIRES GETTING EXPECTATIONS VISUAL ON FACTORY FLOOR # of CriticalPaths # Short Bad Rivets HighPins MOSBoard 1 2 3 4 1 - Fasteners 2 – Missing Parts 3 – Broken Tool 4 – Waitingon 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 Aeronautics John 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 Vose VP 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.

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MFG Strategy 2015 AB

  • 1.
    Experience & Knowledge for Leading YourCompany Providing the direction to stay competitive and achieve growth JOHN BARNEY
  • 2.
    BSA-TPI COPY RIGHT2015 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
  • 3.
    BSA-TPI COPY RIGHT2015 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) TECHNOLOGY TECHNOLOGY VISION This letter is to introduce you to my professional experience in Operations Management.
  • 4.
    BSA-TPI COPY RIGHT2015 THE FOLLOWING ARE STRATEGIES AND METHODOLOGIES THAT I HAVE BEEN DEPLOYING FOR ALL OF MY LEADERSHIP ENGAGEMENTS
  • 5.
    BSA-TPI COPY RIGHT2015 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 Vision 100% Performance to Plan resulting $1.5B Revenue with 23% EBITDA Identify 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
  • 6.
    BSA-TPI COPY RIGHT2015 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
  • 7.
    BSA-TPI COPY RIGHT2015 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 20710.0%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 20810.0%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 21210.0%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 21710.0%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 22010.0%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 22710.0%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 23510.0%24.7%5.0%12.3%50.8%50%5.4 N/A $17.5$22.712 %onTime CA R3 ($/Stdhr) Tot.Inventory (M)%DirectOT %IndirectOT % Productivity Non-Touch Headcount (Indirect) Cost WorkingCapitalSchedule Inventory TurnsFOBonTime MTDDefects /1000stdhrs Startson Time Completeson 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 20710.0%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 20810.0%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 21210.0%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 21710.0%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 22010.0%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 22710.0%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 23510.0%24.7%5.0%12.3%50.8%50%5.4 N/A $17.5$22.712 %onTime CA R3 ($/Stdhr) Tot.Inventory (M)%DirectOT %IndirectOT % Productivity Non-Touch Headcount (Indirect) Cost WorkingCapitalSchedule Inventory TurnsFOBonTime MTDDefects /1000stdhrs Startson Time Completeson 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 2 1 1 1 2 1 1 2 00 1 2 3 4 5 VOC - Voice of the Customer Survey FOD Compliance MOS Implementation VOS Academy Training 5S Visual Factory VSM Current/Future QCPC Implementation Skills Training Matrix RCCA Training Standard Work Implementation TPM - Total 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
  • 8.
    BSA-TPI COPY RIGHT2015 Key Philosophy & Methodology Group Facilitator You’re empowered Task Master Here is what to do & How…do it! Builder of Learning Organization Here is our purpose & direction I will guide & coach Bureaucratic Mgr Follow the rules General Management Expertise In-Depth Understanding Of Work Top-Down Directives Bottom-Up Development 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 People Driving / Inspiring / Cautious / Steady people •Driver •Expressive •Analytical •Amiable = Reserved & Slow = Outgoing & Fast
  • 9.
    BSA-TPI COPY RIGHT2015 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
  • 10.
    BSA-TPI COPY RIGHT2015 Lean linkage to Strategic Planning Employee 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
  • 11.
    BSA-TPI COPY RIGHT2015 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 Fabric Vertical L/H Core Vertical R/H Adhesive Roving Elevator 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 Core Cargo 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 124125129 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
  • 12.
    BSA-TPI COPY RIGHT2015 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 Approach Just Do It’s Improvement on High Impact Projects Break Through Set Expectation for Build Team JDS Continuous Right sizing Crew Planning Improved Leadership Controlled Stable Environment Break Through Strategic Leadership Key Position Key PositionKey Position With Focus on People/Leadership With focus on Processes With focus on Product Existing Activities That Produce Products Analytical DMAIC Existing Activities That Support Products KaizenKaizen GETTING IT ALL DONE REQUIRES EXPERIENCE & TEAMWORK
  • 13.
    BSA-TPI COPY RIGHT2015 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 Evaluation Flow 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 Deliverable 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) 1 2 3 4 Eval Qualify Bronze Gold real #'s asap managed risk new culture 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 Performance STANDARDS SCHEDULE R3 Per AOP MOS COMPLIANCE COMMUNICATION PLAN OT% Direct Touch 5S 3.0 by YE 2009 JSF Assembly Product Team Yellow - Within 5% of GoalGreen - Achieved Goal Blue - Not ApplicableRed - Missed Goal by >5%
  • 14.
    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 Benefits KaizenLean AP Event scheduling Capture Model / Best Practice Opportunity Planning Enable SustainSupport Team Lean Integration (OE Team) Direct Team Evaluate Performance Corrective Action Support Process Deployment Execution Implement Change Quality 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
  • 15.
    BSA-TPI COPY RIGHT2015 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 success Predictive Line Move- Ld / Unld – Recovery Plans Assure Progress on High Impact items OP Excellence Steering Committee Measurable 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 Focus Assure Total/Engagement to Make Targets - Focus CPI Focus
  • 16.
    BSA-TPI COPY RIGHT2015 FAST TRACK REQUIRES GETTING EXPECTATIONS VISUAL ON FACTORY FLOOR # of CriticalPaths # Short Bad Rivets HighPins MOSBoard 1 2 3 4 1 - Fasteners 2 – Missing Parts 3 – Broken Tool 4 – Waitingon Insp
  • 17.
    BSA-TPI COPY RIGHT2015 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)
  • 18.
    BSA-TPI COPY RIGHT2015 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 Aeronautics John 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 Vose VP 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.