Al Postma Email and Phone Number

Reporting directly to the company PresidentResponsible for CI activity in all (7) manufacturing plants: standard work, FMDS (shop floor visibility and problem solving of KPIs), Jishukens, new program launch gate review system, manufacturing process improvement and corporate systems.

P&L responsibility for the company's (2) US plants.

Lead implementation of TPS reporting directly to the company president.

Lead implementation of TPS principles within all plants (15 total globally). Focus implementation in (6) Toronto manufacturing plants through model area development and (5) day kaizen workshops. Direct training of plant GMs, Mgrs, Leadership and TMs. Model Area Accomplishments: #1 - Productivity improvement of 87% in 3 months. #2 - Internal quality improvement of 64% in 3 months. Kaizen Workshops: (10) completed in the first (6) months of 2010 - (5) process and (5) system. All workshops involved plant participants from the area of change (TMs, TLs, Engs, Leadership, Mgmt) for the purpose of expert knowledge, ownership, sustainability and human development. Process kaizen workshops focused on fluctuation and waste reduction, rebalancing of the process and documented standardized work. Results include $825,000 in direct labour savings, process fluctuation reduction of 20-40% and 2300 ft2 of space savings. Systems kaizen workshops included built in quality, service parts, mould fabrication lead time and role of the production Team Leader. Role of the production TL workshops resulted in an avg of 85' of non valued added time being eliminated per TL per shift, mgmt systems developed and the role defined, documented and trained. Responsibility also includes the development, implementation, training and plant evaluation of a standard company production system. Currently implementing Phase 0 (Stabilization) which has (21) components.

Production mgmt positions in (2) plants (Formet & Modatek). Direct responsibility of all business aspects for large manufacturing departments (180 to 320 employees). Led lean implementation - standardized work, visible mgmt, practical problem solving, tiered accountability meetings, team member & leadership involvement/ownership. Accomplishments: Improved internal quality by 60% and productivity by 17% in 12 months on (3) MIG welding lines. Improved productivity by 12% in 3 months on (1) MIG welding line. Sustainability: taught all levels of the department to be self sufficient problem solvers.

Responsible to support/lead all aspects of operations in the body shop (daily production, capital & operating budgets, project work and major model launches). Responsible for managing a group of (5) to (22) Engineers. Lead organization to problem solve daily production safety, quality, productivity and cost issues. Led all aspects of large scale project and construction management (scope, budget, bid, award, manage, safety, close and reflect). Safety, quality, productivity and cost system implementation including Maintenance (PM, Training, Spare parts, work order). Led (2) very successful major model launches. #1 1999 Solara - (13) Engs, $47 million budget & (215) pces of new equipment. #2 2003 Corolla/Matrix - (22) Engs, $110 million budget & (320) pces of new equipment. Led (1) major capacity increase (17% in 5 months, $3.7 million budget) and many minor model changes. Responsible for hiring, performance reviews, training and Hoshin setting. Interviewed hundreds of candidates using the Target Selection process. Eliminated a Lexus supplier launch risk by mentoring the mgmt team of a green field site.