Dev3 Presentation (Short)

The DEV3 TeamWe optimize factory performance.

Our team collectively saved businesses over $22M.

Our team led a Lean, Six Sigma Transformation that resulted in $12M annual savings.

Our team has international experience in China, Japan, Europe, the Middle East, the US, Canada, & Mexico.

Our team managed $500M in capital expansion projects.

Our team improved a factory’s uptime by 10%.

Our team improved a factory’s Recordable Incident Rate from >4 to <1.

Our team improved a factory’s customer return rate from >25,000 ppm to < 250 ppm.

Our team led 7 ISO implementations.

[email protected] | 508.726.6451

mailto:[email protected]

Scott Friends, Owner & PrincipalGlobal Operations and Engineering Executive

Leadership ExperienceSenior Director of OperationsPlant Manager, $320M revenueProcess Engineering ManagerEquipment Engineering ManagerUS Army Officer, deployedIndustry Board Member & Advisor

Above experience includes responsibility for Operations, Engineering, EH&S, Quality, Facilities, Supply Chain, Training, Business Development, Spending and Subcontract Foundry Oversight.

Start-UpsFirefly / ZTOIC Mechanics

AprilisFortune 500’s

Quantum/PanasonicGlobal & High Volume

PhotocircuitsEvergreen SolarProfessional

NSTC Board of DirectorsNSIV Board of Advisors,

CleanTech

EducationBS Chemical Engineering,

Clarkson UniversityUS Army Leadership School

Lean Six Sigma Steering Committee Chair


mailto:[email protected]

DEV3 Resources

Dexter Durant – MBA, Quality Systems expertise, startup & Fortune 500 experience, global ISO implementations, Six Sigma Sponsor & Steering Committee.

Frank Haskins –Equipment & Process Engineering Management, Certified Lean, Six Sigma Black Belt, semiconductor and MEMs experience.

Strategic Partners:Barris Lotterer Management Consulting (C-level Strategy, Global Restructuring, Global

Reach)

Advanced Technology Solutions (Specialty Chemicals, High Purity Manufacturing, EH&S

Expertise)

Janoch Engineering (Laser Applications, Opto-Mechanical Design)

Quantum Leap Engineering (Six Sigma / Lean Training & Certification)

Dube Consulting (Human Resources for Small Business)

Carpe Diem Technologies (Rapid Prototyping, Tight Tolerance Machining)

PRTS (Equipment Support & Service)


Your OpportunityWhere other continuous improvement efforts have fallen short, we have been able to make dramatic and measureable improvements in the following areas.

Process ImprovementProblem SolvingProject ManagementISO Readiness & Compliance Agency ComplianceStrategic PlanningDepartment Turnarounds• Operations• Engineering• EH&S• Quality• Supply Chain• FacilitiesTeam Facilitation & CoachingInterim ManagementDashboards and KPIs

Customer FocusInnovation, Creativity, LeadershipBottleneck ManagementNPI (New Process/Product Introductions) Supplier & Subcontractor Site AuditsCost ReductionsMaterial ChangesTechnology Readiness AssessmentsTechnology TransfersExpansions and Capacity RampsCapacity ModelingCost ModelingEquipment OptimizationEquipment RedesignPreventive MaintenanceM&A


Our Ideas and Insights

1. Every business operation can be improved beyond its current performance.

2. Global competition threatens factories that do not improve rapidly enough.

3. We have the tools, experience and drive to improve business and factory operations rapidly and substantially.

4. Our results will return substantially more dollars than your initial investment.

“We supplement your existing team and resources, yet provide a fresh perspective. We draw heavily on our skills and experience to assess your current situation, develop recommendations and implement robust solutions. Each solution is customized, but draws heavily upon proven methods and established operational excellence systems.”


Strategic Optimization ToolsDEV3 deploys operational excellence systems to dramatically improve manufacturing operations including engineering, quality, supply chain, facilities and EH&S.

• Best Manufacturing Practices & Operational Excellence Systems• Six-Sigma Implementation (DMAIC & DMADV to reduce variation)• Lean Enterprise Systems (to reduce waste)• Stage-Gate Process (new product & new process introductions)• ISO Best Practices (documentation & audit of SOPs)• Visual Factory and New Shop Floor Management• Theory of Constraints & Bottleneck Management• Cost Modeling & Project Sensitivity• Identification of Best Methods, Best Teams, Best Machines• M&A Due Diligence• Technology Licensing• Adding Tom Peters’ Excellence Audit, Fall 2011


Tactical ToolsOperations

Cycle Time ReductionDMAIC & DMADV improvement projectsVisual Factory & Shop Floor Excellence5S SystemsPoka-Yoke (mistake proofing)Kaizen EventsCost Model ValidationCost Reduction StrategiesSubcontractor AuditsStructured Problem SolvingWorkforce OptimizationLeadership & Supervisory ChecklistsContinuous Improvement Systems

BenchmarkingValue Stream MappingOutsourcingBottleneck Management• spares • PMs• response, • acceleration • escalation• pacing• reaction plansROI calculationsIncrease inventory turnsCapacity PlanningMaster SchedulingValue Chain OptimizationInventory ManagementKanban & JIT systemsOEE optimizationKPI Driven Systems

DashboardsNew Plant Startup LeadershipIntegration of New Business UnitsRight SizingTalent & Organization PerformanceReward & RecognitionWorkforce TrainingCoaching and FacilitationManagement DashboardsCapital Project ManagementAsset DispositionRoot Cause AnalysisFront Line Supervision [email protected] | 508.726.6451

Tactical ToolsProcess, Equipment, Product Engineering

Increasing OutputIncreasing YieldReduce Process Material WasteIncreasing EfficienciesIncrease Machine UptimeBest Tool MatchingBest Team MatchingBest Practices Identification Global Industry BenchmarkingProcess Control SystemsPreventive Maintenance OptimizationDesign of ExperimentsCause and Effect AnalysisVoice of the Customer Research

New Product IntroductionStage-Gate ImplementationProject ManagementSubcontractor SetupProduct StrategiesImprove Time to MarketGlobal Industry BenchmarkingDFM / DFA analysisDevelopment, Testing & ValidationPortfolio ManagementMarketing Plan

Process Capability AnalysisChangeover OptimizationProcess Area WhiteboardsNew Technology IntroductionsTechnology TransfersNew Technology AssessmentsIntegration of New Processes and SystemsIAT and FAT success criteriaMEP documentationEquipment Support StructureAutomation and Machine Design

Safe Launch SystemsTechnology Pilot StrategiesMaterials Optimization


Tactical ToolsManufacturing Support Infrastructure

Quality SystemsSupplier AuditsSupplier Corrective ActionChange ManagementSubcontractor Quality SystemsDocument ControlISO ReadinessVoice of the CustomerSOP AuditsDefect Root Cause and EliminationAgency Certification ReadinessQuality Control SystemsCalibration SystemsCustomer Relationship ManagementPrevention Systems

Supply Chain & LogisticsSpares & Consumables OptimizationBOM OptimizationMaterials cost reductionsAlternate materials LogisticsSupplier Management & Vendor AuditsValue Analysis, Make/BuyPurchasing/ProcurementJIT programs, Bread-man servicesSafety stock optimizationReorder Point optimizationMRP & ERPMaterials Management to the Shop FloorInventory Turns

EH&SOSHA RIR InitiativesOSHA DART Improvement Safe Workplace Compliance AuditsCompliance AssistanceSafety RoundtablesBehavior Based SafetySuggestion ProgramsRoHS complianceTop 5 Risk ProgramsToolbox TalksLOTO programsEnvironmental PermittingEmergency Action PlansReport Preparation

FacilitiesPreventive MaintenanceSite Services Purchasing, Bidding, NegotiatingSecurity PlanningSpace PlanningCapital Project ManagementSustainabilityCost ReductionEmissions Reduction


Our Optimization ProcessEvaluate, Advise, Transform

Phase 1: Evaluate

Our functional area experts work within your factory to assess the current situation. Our experts will need access to all relevant data to baseline the capabilities and define the highest leverage points for improvement. We can optimize individual departments or the overall operation. We can also focus our efforts on predetermined problem areas such as a factory bottleneck. Essentially this is a capability and gap assessment.

Phase 2: Advise

We will provide a brief overview of our initial findings. Our principals will then prepare a written report that includes both the strategic initiatives that we recommend to make dramatic change. In the case of complex problems or interactions, we may recommend specific experimentation, tests or measurements to further understand a problem’s potential root cause or tradeoffs. These recommendations are yours to keep and implement or you can engage us further to assist you with the transformation.


Our Optimization ProcessEvaluate, Advise, Transform

Phase 3: Transform

When you choose to engage us in the transformation, we jointly determine who needs to be in your factory and how long. An example may be that we deploy a Lean Six Sigma Black Belt to manage one or more improvement projects part time. Or another example may be that we assume the role of interim department manager for a month or more to chart direction and lead the change. This phase of our process is synergistic. We work with your existing team to generate a roadmap of the strategic initiatives and to deploy the tactical tools that are best suited to your particular factory. Most importantly, we put systems in place that are sustainable for the long term.


What problems do you want DEV3 to solve?

What cost savings or time to market savings do you need to realize?

What will it take for DEV3 to secure a consulting project?

Do you prefer to engage with an individual or with the DEV3 team?

What are the next steps?

What problems do you want DEV3 to solve?

What cost savings or time to market savings do you need to realize?

What will it take for DEV3 to secure a consulting project?

Do you prefer to engage with an individual or with the DEV3 team?

What are the next steps?

Thank you for your time & attention.


Documents

Dev3 Presentation (Short)