Process Improvement to Achieve Business Excellence

Over 35 years of domestic / international experience in business process management of capital equipment production, plant operations, global supply chain & logistics, and health safety & environmental (HSE) management.

A demonstrated record of rallying teams by leveraging both technology and simplicity to achieve promised results.

Introduction

• Manufacturing Operations: Plant & Labor• Cost effective, quality-based heavy machining &

fabrication operations • Lean Manufacturing & Six Sigma• Capital Project Planning & Execution• Team-based Global Supply Chain Optimization

• Strategy Development & Execution • Business Process & Technology Scalability• Assessment & Coaching• Health Safety/Environmental Management

GE: 23 years Operations, Quality, Materials, Manufacturing EngineeringCameron: 6 years : Executive Leadership in Operations, Quality (L6s) and HSEVetco Gray: 6 years : Manufacturing VP, Western Region

MBA Rensselaer Polytechnic Institute, BS Industrial Tech, AAS Mechanical Tech (SUNY)GE Certified Master Black Belt, APICS CSCP, ISO Auditor, GE Management Institute Courses

Ability, Drive and Talent to quickly assist you in identifying and making improvements to profitably grow your business

• Understand YOUR Objective & Issues

– Team interfaces, individual meetings, team process mapping, etc.

– Observations: plant & business Metrics

• Walk the Facility / Plant

• Define Present Situation

– Issues

– Opportunities

• Recommendation Prioritization

– Effort vs. Impact

– Quick Wins: Success Breeds Success

– Compliance and Risk Control

– “Right Sized” to your operation

• Action Plans / Implementation

– Leadership / Coaching Options

– Measurement

– “Form the Habit” through DAILY RIGOR

Our Approach

Business Objective Understanding

Baselining

Definition & Analysis

Priorities ActionPlans

Client Cases• Oil & Gas Fabricator: Offshore Topsides Manufacturing (6 months)

– OTD improved 40%, Past due projects from 12 to 1

– Critical Project for Midwestern Refinery delivered 2 weeks early despite projected 6 week miss

– Total Restructuring of Organization / Project Focused War Room

– Initialized OTD, COQ and PPV metrics

– LEAN in feeder shops, focused on Pull Production

• Large Hydraulic Cylinder Manufacturer (Plant Startup) (7 months)

– 6 projects worth over $40M with projected >4 month miss brought back on schedule

– Set Up and tooled new Assembly area for LEAN: allowing for OTD delivery of 16 TLP cylinders for new international customer worth ~$12M

– Mapped and Realigned Organization w/ New Job Descriptions, assisted as Plant Mgr

– Instituted Project Focused War Room, Visual Management, HSE Manual, Quality Manual, ECN Process

• Re-packager / Distributor (2 months)

– Reduction in invoice cycle of ~25%, Errors down significantly

– VSM performed on both repackaging and invoicing procedures

– Process re-laid out for flow and elimination of redundancy (LEAN)

• Mil-Spec Pump Manufacturer (new project; <1 week)

– Company Teams formed: on fast track for 4 major improvement areas

– 2 day RPA Performed, Report Issued with Priorities

– SPT to Coach, assess and guide moving forward

Task / Improvements

O&G Fabricator

Hydraulic Cylinder

MfgPump Mfg(Phase 1)

Repackager/

Distributor

RPA (Rapid Plant

Assessment)X X X

FLC / Visual Mgt X X X X

Production Meeting WAR ROOM

X X

Metrics X X X

Roles / Responsibilities

X X X

VSM (Value Stream

Mapping)X X

LEAN X X X X

Plant Layout X X X

Team Development

X X X X

Capital Equipment X

Voice of the Customer

“Steve’s expertise in Lean Manufacturing and his

collaboration skills led us to employ manufacturing

cells to more efficiently manufacture our heavy

products with minimal handling and set up. We

established a global standard that enabled us to select

the best solutions and providers to meet our

needs,….Steve exhibited superb knowledge of the

manufacturing processes, and used his ability to

collaborate with multiple facility teams to communicate

the benefits of standardization. …

The project resulted in a clearly understood global

delivery, installation, training and operation schedule

that led to significant savings in capital expenditures,

operating costs and cycle times and most importantly

we raised our customer’s level of satisfaction.”

“Steve is a focused business professional with extensive

knowledge and expertise in all aspects of production

operations. I worked with Steve for 5 years as part of the

senior leadership team at Vetco Gray and was impressed by

his ability to get things done and make a difference in the

manufacturing and supply chain ... Shortly after I joined

Swanson Industries in 2013 we deployed Steve into one of

our manufacturing facilities in Ohio to work with the

management team to streamline operations, improve

throughput and lower costs. Steve very quickly integrated

into the team and was able to work well with all levels of the

organization. He rapidly implemented some “early wins” with

the teams using visual control systems and then focused on

applying rigorous process management principles into all

aspects of the business. As a result cycle times have been

reduced, on time delivery performance has significantly

improved and project costs have reduced increasing the

overall profitability of the operation.”

The SPT Difference• Years of being involved in Your type of business, at all levels

• Ability and Drive to help your employees be their best … Your business will then become its best

• A Hands – On Approach

– Plant assessments ON THE FLOOR with your people

– Frontline Control and Visual Management design and coaching

– LEAN and 5S education and implementation, side by side with your teams

• Straight Talk

– Clear Reports allowing you (and your teams) to cost effectively make speedy improvements

– Underlying Philosophy of “Creativity before Capital”

– “From Speed all Good things come” … quality, safety, inventory, cost, throughput, EBITDA, etc.

High Value and Rapid implementation potential

“Best Bets”

High value and complex implementations

“Long term investments”

Lower value and Easy Implementation

“Quick Wins”

Low immediate value and complex implementation

“Defer to future”

Ove

rall

Val

ue

-G

ain

Difficulty in Implementation - PainLow

Low

High

High

Tools And Techniques Employed• Business Strategy and Planning

– Technology, Market, SWOT, Barriers to Entry, ProForma Financials

• Rapid Plant Assessment (RPA)

• Front Line Control / Visual Management

• Critical Metric Determination / Training / Rigor

• Roles / Responsibility Mapping

• Process / Value Stream Mapping

• LEAN

• Plant layout for Flow

• 6 Sigma

• Team Development and Coaching

• Machine Tool Capability Assessment / CAPEX Optimization

Throughput - Good Pieces Finished By Machine Shop

12 Month Rolling By Week

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INVENTORY IS CLEARED IN

GrowthPower SYSTEM

PUMP INQUIRY TO SHOP ORDER FLOW (HIGH LEVEL)

QUOTE ACCPTED BY CUSTOMER

SALES ORDER CREATED TO MATCH

PO

SALES ORDER ENTERED INTO

SYSTEM BY ORDER ENTRY (MIGDALIA

O.)

HARD COPY SALES ORDER SENT TO

PRODUCTION PLANNING

PURCHASE ORDER (PO) REC D AND

ENTERED

MATCH PO QUOTE

PRODUCTION PLANNING USES GrowthPower TO

CHECK MAT L AVAILABILITY (CAN I

BUILD IT SCREEN)

ORDER MAT L /PARTS IF REQUIRED (NO STOCK)

PICK

ORDERPACK & SHIP

AGAINST ORDER

PICK LISTS SENT TO STORES

MAKE PARTS IF REQUIRED

ROUTINGS ISSUED TO FLOOR

PACKING LISTS ACCOMPANIES

ACCUMULATION TO SHIPPING

COPY OF SHIPPING LIST SENT TO

QUOTE / ODER ENRTY TO CONFIRM

SHIP FROM CTP

SHIPPED TO CUSTOMER

INVOICE TO CUSTOMER $$$

Contact Us

Steve TomlinsonSPT Consulting832.298.9441sptomlinson15@gmail.comwww.linkedin.com/in/sptomlinson

Thank You for your consideration

Available to help you improve….With Speed!