BBK and Performance Improvement LLC - Introduction to the New BBK

Introduction to the “New” BBK and Performance Improvement, LLC

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BBK Overview

• Established in 1977

• Integrate extensive senior financial, strategic and operational expertise

• Transferred Operations group to separate entity -Performance Improvement, LLC

• Global capabilities with offices throughout the US, Europe and Asia

Our Company

• We enhance value throughout the business life cycle

• We offer “C” level expertise with foundations in manufacturing, distribution and supply chain management

• We provide sustainable improvement of quality, delivery and cost to enhance profitability

Our Expertise

• We use a “hands-on” approach – our professionals work with and train your employees

• We recommend realistic solutions and execute the implementation plans

• Senior engagement leadership • Former CEOs,

COOs, CFOs, and plant managers

Our Talent

• Thousands of successful diverse engagements spanning a broad array of industries

• International experience and a strong global presence

• “Best Industry Practice” capabilities including Lean manufacturing, ISO and Six Sigma

Our Results

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Global Presence

Asia

Australia

Canada

France

Germany

India

Italy

Mexico

Norway

Poland

South America

Spain

United Kingdom

USA

Successful completion of thousands of engagements worldwide

Locations:

Detroit Los Angeles Nashville New York Frankfurt Shanghai

Representative Clients

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http://www.steelcase.com/

http://www.carlyle.com/eng/index.html

http://www.iacgroup.com/

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Dedicated Teams with Integrated Solutions

• We integrate extensive financial, strategic and operational expertise to customize tailored solutions

FINANCE OPERATIONS

STRATEGY

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Supply Risk Management Experts Only

– Financial services related to assisting OEM customers with troubled supplier situations

• Services ranging from financial assessment to crisis management• Negotiation of agreements• Cash management

– Operations services related to maintaining and transitioning customer production

• Bank builds• Tool moves

– Client Base• Primarily auto manufacturers

General Corporate Restructuring

– Financial services provided to lenders on a limited basis

Traditional View of BBK

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New BBK and PI

Global Client BaseMedium to large manufacturers including Auto

makers, Tier 1’s and Non-automotive manufacturers

Supply Risk Management

– Still a core service offering, as required– New offerings:

• SMART Ratings• PE Firm Analysis• MBE Initiatives and Mentoring

Manufacturing - We are a variable cost solution

– Services to support broad array of operations issues faced by manufacturers today• Capacity constraints• Cost reduction• Quality improvement• Supply chain

– Financial/strategic services• Acquisition due diligence• Footprint rationalization• Commercial negotiations

General Corporate Restructuring

– Financial services provided to lenders and now companies in need of restructuring– Assist PE firms pre and post transaction– Provide litigation support, forensics and receivership services– Interim management (financial and manufacturing expertise)

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• Advanced Planning & Development

• Operations Assessment– New Production– Mid-Cycle Launch– Manufacturing & Operations Risk– Manufacturing Transition

• Performance Improvement– Lean Manufacturing– Process Reviews– VA/VE– Supply Chain Design &

Development

• Operations Intervention– Launch Readiness– Engineering & Operations

Support– Interim Management– Problem Constraint & Isolation

• Corporate & Business Unit Strategy Evaluation

– Market and Competitive Position Assessment

– Financial Forecasting and Value Creation Analysis

– Risk Assessment– Strategic Planning

• Due Diligence– Business Assessment– Acquisition / Disposition– Sell Side / Buy Side

• Information Technology Planning / Assessment

• MBE mentoring

Operations AdvisoryOperations AdvisoryStrategic AdvisoryStrategic AdvisoryFinancial AdvisoryFinancial Advisory

• Corporate Restructuring– Turnaround Consulting– Bankruptcy Advisory– Interim Management

• Corporate Finance– Capital Sourcing– Valuation

• Litigation Services– Expert Testimony– Litigation Support

• Commercial Banking– Loan Quality Review– Asset Management– Due Diligence

• Supplier Risk Management– BBK Ratings– Supplier Risk Analysis– Desk Top & Viability Analysis– Crisis Management / Supply

Chain Protection

BBK: Delivering a Complete Range of Services

What is Performance Improvement, LLC?

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Performance Improvement, LLC (PI) is a wholly-owned subsidiary of BBK and

provides the manufacturing operations expertise that has been a core strength of

BBK for more than three decades

PI was created to meet the new demands of the industry; more complex problems requiring more complete and integrated

solutions

PI signals a shift in focus for BBK, from helping distressed companies turn around

their businesses to helping companies grow and improve their processes

Expertise at a Glance – Cost Management Tool Box

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Improvement Initiatives Assessment Advanced Planning & Development

Program management Gantt and Pert Charts Gate reviews

Launch Readiness Manufacturing Plan Pre-production process mapping APQP Equipment delivery and installation tracking Run at rate (JPH) Supplier Readiness Containment management Ramp-up plan review and tracking

Greenfield/Brownfield Reviews Supply Chain Design Network Design Site selection Material Flow Engineering Containerization and Cubing Optimization Strategic Sourcing

Pre-processingSimulationsProcess Validation

Manufacturing & Operations Risk Assessment Management structure, responsibilities and

measurables Manufacturing capacity and capability Machine and equipment reliability Tooling and gauging assessment Preventative maintenance systems Quality systems Production control and logistics systems Production constraints Engineering Processing & Design Warranty Reviews Valuation BBK Ratings

Supply Chain Performance Order Management In bound transportation Material Flow & Production Scheduling Out bound distribution Inventory Management

Lean Manufacturing / Process Reviews Shop floor excellence review against lean principles Value stream / process mapping JPH (TAKT time) / station loading analysis Material and production planning and control Material Flow analysis Review of quick change practices Assistance with error proofing Visual factory management assistance (VFM) Continuous Improvement System Implementation Constraint identification and management

Quality Operating System Assessment/Support Performance feedback and measurement Quality planning Quality assurance activities Quality control activities Technical problem solving (Six Sigma) Continuous Improvement

Supply Chain Improvement Supply Chain Re-engineering and Optimization Inventory Management and Control Rapid Transportation Management Warehouse Optimization Supplier rationalization

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PI: Applying Expertise Through Process

• Performance Improvement, LLC provides the most responsive, highest impact professional services for sustainable improvement of manufacturing quality, delivery, and cost to enhance profitability.

PROCESS

Assessment

Sufficiency Planning

Improvement Execution

Sustaining

Phase 1- Assessment • Gain a clear understanding of the Current

State

Phase 2- Sufficiency Planning• Create a prioritized strategy for positively

impacting operational performance in Quality, Delivery, and Cost

Phase 3- Improvement Execution• The hands-on execution of the sufficiency

plan by experienced Lean practitioners

Phase 4- Sustaining• Provide the knowledge to allow

management to measure and operate the systems independently

Walk the Value Stream • Observe and LISTEN

Appropriately Size the Team • 1-3 resources typically required

Assess and Plan Quickly• 1-5 days typically to reach Phase 3

Adopt an Action Orientation• Drive improvement implementation• Consistently measure the process• Create an environment of accountability

Teach and Mentor Throughout• Ensure that systems are fully understood

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PI: Process and Methodology

Process Methodology

Phase I Assessment

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Process Methodology

• Phase I Assessmento Gain a clear understanding of

the current state

• Walk the Value Streamo Observe and listen

• Appropriately Size the Teamo 1-3 resources typically required

Operational Assessment Outline: Phase I – Cost Management Data

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https://imgur.com/a/pFY1P

Plant Presentation (30 min. to 1 hr.)

Plant General Information

High Level Metrics

LayoutProduction Flow

Value Stream Walk with

Plant Management

(2 to 4 hrs.)

Receiving

Raw Material

Process Walk Through

Inspection Stations

Rework Areas

Finished Goods

Shipping

Quality Lab

Maintenance

Tool Shop

One-on-one Interviews with Key

Management(30 min. to 1 hr. with

each manager)

Plant Manager

Manufacturing Manager

Engineering Manager

Materials Manager

Maintenance Manager

Human Resources Manager

Plant Controller

Detailed Value Stream

Walk and Observation

(1-2 days)

Cycle Times

Changeover Times

Start-Ups/ Breaks/Shift

Changes

Manning Review

Equipment and Tooling

Review

Capacity Review

Condition

Wrap-Up Meeting with

Plant Management

(1 to 2 hrs.)

General Impression

Operational Assessment Report

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In Depth Assessment Report (Example) - Each PI In-Depth Assessment Report will contain the following sections:

• Value Stream Observations and Recommendations• Major Process Flows Observations and Recommendations• Representative Work Station Observations and Recommendations

Work Stations

Value Streams

Process Flows

Improvement Execution Methodology

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Leaders as CoachesWeekly Status Review and Go See Events with Peers

Establish Data Room

Project Plans

Action Plans

Metrics

Resource allocation

Execution

Kaizen

Alternative Selection

PerformanceTracking

Control Charts

Budgets

Act

Accountability

Read across

Lessons Learned

Sample Deliverables

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Daily Activity Plan

Organizational Structure

Responsible Accountable Consulted and Informed ( RACI)

Context Viewer

Project Tracking Gantt Chart

Current and Future Status

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Gap Analysis

Gap

Visual Management

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• Better Collaboration

• Focused Approach

• Accelerated issue resolution

• Project Management

• Structured information flow

• Visual Management

• Increased efficiency

Data Room

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Performance Enhancement

Gain a clear understanding of the current state; create a prioritized strategy for positively impacting a client's operational performance; provide hands-on execution of the sufficiency plan by experienced LEAN practitioners and the tools to allow management to measure and operate the systems independently

Supply Chain Management

Implement actions managing supply and demand, sourcing raw materials and parts, warehousing and inventory tracking, overseeing order entry and order management, distributing effectively across all channels, and ensuring on-time delivery to customers

Quality SystemExecute actions and plans related to performance feedback and management, develop quality plans based on process knowledge, technical problem solving, continuous improvement planning, and execution

Value Analysis / Value Engineering Assess and ensure design for manufacturing and production processes are optimized

Interim Management

Deploy Performance Improvement team's deep manufacturing experience on an interim basis to jump start performance enhancement

PI: Proven Solutions

Summary

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Performance Improvement, LLC's unique capabilities include a deep

understanding of manufacturing and our large, diverse team can quickly bring customized solutions to help solve today's challenges. Improving financial results often starts on the

shop floor and Performance Improvement, LLC offers an

independent focal point that can bring, on a variable cost basis, added

value helping clients ensure that manufacturing processes are

maximizing quality, delivery and cost metrics.

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Why BBK and Performance Improvement, LLC?

• Manufacturing is BBK/PI’s core competency– We are a variable cost solution

– Reputation for excellent execution and well respected by all constituencies

• Our unique Operational, Financial and Strategic capabilities

• We have over 33 years of successful engagements recognizing the value of timely, responsive solutions

• Thousands of engagements completed with companies ranging from $10 million - $2 billion in annual sales

• Our global footprint but yet middle market rate structure

• We have the capability to provide unique problem solving with “hands-on” experience to implement best practice solutions

• We can react immediately and are positioned to quickly get the appropriate staff “on the ground” to achieve the stated objective in a expedited manner

Select Case Examples

• Created and maintained importance of immediate response to customer concerns

• Provided significant good will toward removal from ‘customer’s new business hold’ condition

• Closed customer corrective action response reports (CARs), both past due and new, with long term repeatable system adapted

• Drastically reduced production requiring rework (PRR) occurrences

• Addressed warranty claim situations including robust system for new occurrence management

• Revamped engineering design review system to provide ‘real time’ support to production and customer issues

• BBK quickly amassed a team of professionals to provide operational improvement in all Mexican facilities

• Close quality gate facility to prevent defective parts from shipping to customer

• Process improvements contributing to long term quality stability

• Trained and mentored all employees from management to production staff, creating self perpetuating system of holistic process/quality improvement culture

• Created sense of urgency to provide ‘quick response’ to customer on all non-conforming material related concerns, including coaching on best practices to achieve repeatable, long term results

• Established internal quality inspection/audit procedures at work cells, end of process and incoming material value stream locations

Actions TakenResults

Mexican Supplier of Automotive Safety Systems

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80%17

93%

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Quality (PPM)

Corrective Action Reports(CARs) – On time

Before

After

• Developed comprehensive cost analysis including NPV of proposed project in 30 days

• Provided strategic insight and alternatives analysis

• Offered practical recommendations for location, size, timing, etc.

• Identified areas of risk and opportunity

• $3 billion client used information as basis for moving forward decisively on plan to move operations to Mexico

• Quickly amassed a team of internal professionals, external contacts and key client personnel to conduct study

• Studied feasibility and cost of relocating $600 million of manufacturing operations outside of U.S.

• Multiple locations investigated and analyzed

• Considered alternative options for client including sourcing and operations


Outdoor Consumer Products Company

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$M

Year

NPV > $100M3 Yr Payback

• Assisted client with contract negotiations surrounding significant price increase

• Expeditiously provided client with analysis to negotiate $20 million in annual savings

• Developed strategy on how to approach negotiations that led to entire targeted savings

• Quickly pulled together information required to perform analysis

• Worked with supplier and performed review on site in less than one week

• Discuss discrepancies and variances with supplier to move toward adjustments to pricing

• Worked with commodity team and assisted with additional follow up analysis, discussions with supplier and preparation for meetings as required


Logistics Provider

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$28 million

$8 million

Original Price Increase

Revised Price IncreaseAfter BBK Analysis

Before

After

A Battery Supplier

• 100% On Time Delivery attained in 2008• Recall campaign shipments satisfied six weeks ahead of

schedule• Identified $8MM annualized inventory variance and

corrected root cause• Met all launch product program timing objectives• Removed company as volume constraint in OEM hybrid

vehicle manufacturing• The client realized nearly 4 to 1 ROI on BBK

services

• Implemented lean production systems around material flow and scheduling to produce stability

– Kanban Systems– Containerization– Visual Management– Standardized Work

• Implemented production tracking systems designed to identify and eliminate process constraints

– Production Status Boards– Pareto Analysis– Plant Metrics– Accountability Meetings

• Employed Technical Problem Solving techniques to improve battery yield and reduce scrap


44%296

12%

778

Scrap Rate Throughput

Before

After

A Battery Supplier

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• Reduced gas holes to under 1% and eliminated core scrap completely

• Doubled throughput and eliminated 43 direct labor employees

• Eliminated field failures and machining scrap

• The client yielded a 6 to 1 ROI

• Set control parameters around stainless steel molten temperatures, sand chemistry and hold cycles

• Eliminated solid sand cores and decided to manufacture our own shell cores

• Eliminated gate cut off process which was throughput constraint, installed programmable HD laser, robot controlled cells

• Installed automatic leak test machines

30%40%

3%

90%

Scrap Rate First Time Quality


Before

After

Vehicle Exhaust Manifolds Manufacturer

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• Improved throughput in all production areas• Constraint operations improved 47%• Assembly operations improved 115%

• Qualified a new paint source, after prior source failed, with no impact to customers

• Initiated regular production on new launch product meeting all customer requirements

• Maintained continued satisfaction of customer requirements through the customer access period

• Within the first year, the company realized a 5 to 1 ROI

• Implemented Lean production systems around material flow manufacturing to produce stability

– Kanban Systems– Visual Management– Standardized Work

• Implemented production tracking systems designed to systematically identify and eliminate process constraints and drive throughput

– Production Status Boards– Pareto Analysis– Fast Response tracking– Accountability Meetings

• Employed maintenance SWAT approach to identify and eliminate key machine downtime reasons

14321016

2100 2189

Machining Assembly

Metal Forging Supplier

Actions TakenResults(throughput)

Before

After

• $200 million company rationalized capacity and addressed revenue shortfalls on certain products

• Implemented MRO inventory reduction program saving $2 million

• Identified $1.5 million of cost improvements related to scrap reduction, labor and overhead

• Restructured operations through plant consolidation leading to $5 million savings per year

• Negotiated price increases from customers sufficient to sustain company

• Developed analysis of various plant closure scenarios and strategic footprints

• Reviewed operations for improvements, including processing, manpower, and inventory

• Managed transition of 5 facilities into 4

• Analyzed product line profitability to understand pricing issues


Engine Parts Manufacturer

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$M

Year

Net Income improvement of >$17 million per year

Select Biographies

Bill Diehl has served as BBK’s Chief Executive Officer since 2007. In this role, he has effectively implemented a global and diversified growth strategy, successfully establishing BBK as a leading business advisory firm offering synergistic service offerings designed to enhance the performance, profits and stability of its clients around the globe. Prior to this post, Bill served as Chief Operating Officer, where he played an instrumental role in building upon the firm’s core competency in manufacturing, and strengthening its areas of expertise in Supply Risk and Supply Chain Management, as well as corporate advisory.

Bill’s proven ability to forge productive relationships in business turnaround or revitalization situations resulting in maximal outcomes for OEMs, suppliers, investors, lenders and all constituencies elevated him to his current leadership position at BBK.

Over the past decade, Bill has helped hundreds of companies improve performance, enhance enterprise value and maximize returns, in addition to helping troubled companies develop winning strategies, negotiate settlements and implement effective action plans. He has represented many of the large automotive manufacturers and large Tier 1 suppliers around the globe with their Supply Risk Management efforts and has served these organizations during many of the large supplier distress cases that have plagued the auto industry. His experience has carried him to the non-automotive space, where he has assisted manufacturing companies to define and implement their turnaround strategy. Bill also has worked with many minority based companies to deal with the unique challenges facing this industry segment and is highly regarded as a reputable mentor.

Education and Certifications Master of Business Administration, Central Michigan University Undergrad/Accounting, Wayne State University Certified Public Accountant Certified Turnaround Professional

Affiliations and Memberships• American Institute of Certified Public Accountants• Michigan Association of Certified Public Accountants• Institute of Management Accountants• Turnaround Management Association• Arthritis Foundation• University of Detroit Masters Steering Committee

Phone: 248.603.6313 Fax: 248.603.6314 Cell: 586.530.3802 Email: [email protected]

William G. Diehl

President, CEO and Global Automotive Advisory Group Lead

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Select BBK Biographies

Guy has more than 30 years of experience in plant management and operational improvement processes. His areas of specialty include program launch, lean manufacturing, and interim management in various realms of manufacturing.

Guy has successfully turned around troubled plants, restoring profitability and customer confidence in quality and delivery. His industry expertise equips him with the insight and knowledge to work with BBK’s Private Equity and lender clients to identify opportunities and assess operational viability in manufacturing companies.

Prior to BBK, Guy managed two plants with a plant population of 1,200 and total sales of $500M. Guy attained world class safety levels on both recordables and lost work days and maintained profitability goals of 10 to 12% despite 18-20% volume decrease. His guidance, through difficult and complex launches in 2005, earned GM recognition for World Class Launch Performance.

Guy installed two lean operation systems, facilitating world class Kanban schedule systems. These operating systems reduced inventory in plants by $7 million, enhanced customer delivery metrics by 20% and reduced premium transportation by $2 million in the calendar year. Guy’s operational effectiveness plan also resulted in equipment uptime improvement of 12%. As a result, overtime costs declined by $4 million for the calendar year. Additionally, Guy focused plants on the “Built-in-Quality” lean initiative resulting in 12% reduction in PRR’s and 15% reduction in warranty.

In his tenured career, Guy has also been responsible for Global MCIP, Supplier Development, Supplier Suggestions, and the GM Cost Reduction Process. As Plant Manager for a $400M steering facility, he successfully led a joint effort to remove a plant from the “Fix, Close, Sell” list, resulting in a $6M operating income turnaround in one year. Guy led global consolidation of power steering pumps into one plant, with a cost per piece reduction of 12%. He also brought a 10% improvement in operational effectiveness, scrap reduction of 9% and overtime reduction of 15%. Keys to Guy’s success in this plant included communication of the current state by leadership, use of joint resources, rigorous review of initiatives on a weekly basis, engagement of the supplier community and weekly feedback to the plant.

Guy’s expertise has positioned him to give numerous lean presentations to customers and suppliers over the past decade. His work has also earned quality awards for customers, QS 9000, and various awards for launch.

Education Master of Arts (Operations Management), Central Michigan University Bachelor of Business Administration, Western Michigan University


Guy Morgan

Managing Director & Global Operations Advisory Group Lead


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Keith has more than 27 years of experience in the automotive industry. He provides BBK clients with extensive expertise in world-class manufacturing practices and continuous improvement methodology - targeting improvement in the areas of manufacturing, quality, supply chain and materials management. He is an experienced operations executive, having managed multiple facilities, union and non-union workforces, and in public and private companies.

His professional approach as well as his ability to quickly assess a situation and develop effective improvement strategies result in bottom line success. Keith has led several successful engagements ranging from interim management to the lean transformation of a bankrupt company resulting in a profitable position. Keith approaches every opportunity with a “fresh set of eyes” and is highly effective at utilizing the resources available to maximize results. He is a strong believer in providing the proper teaching and coaching to all, creating an environment of continuous improvement for long-term sustainability.

Keith served as Vice President of Operations for Siegel-Robert, Inc., a globally diversified industrial manufacturer of automotive decorative trim products with 6 facilities in three states. In this role, he led operational due diligence for a prospective European acquisition, improved the bottom line by $18 million, improved safety recordable measurement by 50%, lost time accidents by 43%, and slashed PPMs from 559 in to 115 in one year. Keith also drove scrap improvements of 4.3% and increased on-time delivery, resulting in a $1 million inventory reduction.

As Plant Manager for Guide Corporation, a $500 million exterior lighting manufacturer of products for OEM automotive and truck markets, Keith was accountable for the operations of a 2.3 million sq. ft. facility with $368 million in sales, 1500 UAW and 180 salaried employees. He achieved productivity improvements of 22%, reduced overtime by 54%, improved safety recordable measurements by 19%, and improved lost time accidents by 33%. Keith also lowered PPMs by 28%, realized inventory savings of $2 million, plus reduced hourly headcount by 27% and salaried headcount by 39%. He employed his labor relations skills to transform an adversarial management and UAW relationship to one of respectful cooperation.

Keith started his career as a floor supervisor at the Adrian Manufacturing location of Delphi Interior and Lighting Systems. He spent 15 years taking on a variety of roles within the areas of quality, materials and manufacturing.

Education and Certifications Master of Business Administration, Operations Management, University of Toledo, Ohio Bachelor of Business Administration, Accounting & Business Management, Adrian College, Michigan

Affiliations and Memberships Japan - America Society of Tennessee Turnaround Management Association American Bankruptcy institute Tennessee Automotive Manufacturers Association

Cell: 731.445.1493 Fax: 248.603.8324 Email: [email protected]

Keith G. Updike

Managing Director


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Doug has more than 25 years of experience in large-scale manufacturing and/or multi-site management. He has a proven ability to improve processes and achieve results.

An expert in performance improvement, Doug’s specialties include lean manufacturing, quality operating system assessment/support, problem analysis and problem solving. His expertise in operations intervention includes manufacturing transition, launch readiness, engineering/operations support and interim management. Specific process experience includes stamping, metal fabrication, plastic molding, machining, and assembly processes. Doug has managed several transformation events resulting in flawless launches.

While at BBK, he has successfully executed a number of manufacturing transition, due diligence, launch management, and performance improvement engagements. Significant accomplishments include assisting private equity investors with operational due diligence on 23 manufacturing facilities resulting in the formation of a market leading joint venture; facilitating the re-initiation of production in a previously closed facility (including equipment purchase, securing facility access, movement of tools and equipment, and establishing a production system) to address short falls in the supply chain that were impacting a vehicle program launch; and leading a performance improvement team aimed at increasing throughput and delivery—resulting in increased throughput by 253% while maintaining 100% on time delivery.

As General Manager/Vice President/Principal Executive Officer of Alma Products, Doug had full responsibility for a $75 million manufacturer of automotive components for OEM service and aftermarket applications. At Alma, he led a turnaround, integrated $15 million in additional work, introduced a full line of new products sourced in China through joint ventures established to manufacture the product, rationalized North American capacity, implemented lean manufacturing in a mature organization, and reorganized manufacturing flow to be more responsive to aftermarket customers.

Doug served as Director of Operations/COO, leading a multi-site international division of Everett Charles Technologies/ Circuitest, Inc., the largest global supplier of electrical test equipment, fixturing and services supporting the printed circuit board industry. Among his accomplishments, he increased the revenue run rate by 33% over five years of operation and improved profitability from break even to 15.5% PBT.

Doug also possesses leadership experience with Lear Corp., Benteler Industries and General Motors Corporation.

Education and Certifications Ph.D., Materials Science and Engineering, Stanford University, California Master of Science, Materials Science and Engineering, Stanford University, California Bachelor of Science, Metallurgical Engineering, Michigan Technological University


Douglas D. Olander

Managing Director


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Bill has over 30 years of experience in Manufacturing, including international operations and Manufacturing Engineering. He has a proven ability to start-up new operations, improve existing operations, and form joint ventures with off-shore entities.

Bill has successfully managed and improved performance within multi-site international operations and launched new products on a global basis. His capability with problem analysis and problem solving has resulted in significant Cost, Quality and Safety performance improvements. Bill’s new product program management skills have led to numerous on-time, and under budget new product/plant launches. He has a broad experience base with multiple manufacturing processes and systems including assembly, machining, casting, injection molding, metal stamping, die manufacturing and advanced manufacturing techniques.

As Plant Manager at General Motor’s (GM) Spring Hill Manufacturing Complex, one of GM’s largest North American manufacturing facilities, Bill was responsible for the restart of the 6.9 million square foot manufacturing plant for the launch of new engine and vehicle lines. Management responsibilities included an annual operating budget of $210M with hundreds of salaried managers and engineers and over one thousand hourly employees. During his tenure, he hired 150 salaried employees and over 800 hourly employees and managed a $600M capital spending program to add new engine and restart vehicle assembly lines. He was also responsible for maintaining the day-to-day operations of an existing engine manufacturing operation, a sheet metal stamping operation, and an injection molding operation while reducing product manufacturing costs, improving throughput, and improving product quality.

Bill also served as the Executive Director of Global Powertrain Manufacturing Engineering for GM. He was responsible for the start-up and implementation of new Powertrain plants and products including engines, transmissions, and metal castings throughout the world. In this capacity, he managed a $1B annual capital budget, and led 650 managers and engineers who were located in Europe, South America, Asia and North America. His team established strategies for long term global sourcing of machinery and equipment and managed procurement and start-up of all Powertrain programs. During the last 15 years of his tenure, Bill’s organizations were responsible for the start-up of 14 new or retooled plants and the launch of 24 new products on a global basis.

Education and Certifications

• Masters of Business Administration, Eastern Michigan University

• Bachelors of Science in Industrial Engineering, Purdue University

• Executive Development Program Indiana University, Bloomington Indiana; INSEAD, Fontainebleau, France; Hong Kong Technical University, Hong Kong China

Phone: (615) 854-3432 Email: [email protected]

Bill May

Managing Director