John Kim Email & Phone Number

Hercules, Ca, Us

St Paul, Mn, Us

Responsible for 3M’s Global Continuous Improvement (CI) program encompassing 180+ manufacturing operations (chemicals plants, continuous flow operations, discreet manufacturing, etc), Distribution Centers and Global Service CentersThe Global CI program supports $35+ billion, 95+k employees, across EMEA, APAC and the Americas:* Transportation & Electronics Business Group (TEBG)* Safety & Industrial Business Group (SIBG)* Consumer Business Group (CBG) * Healthcare Business Group (HCBG)Responsibilities included restructuring of a centralized LeanSixSigma (LSS) program*, into a decentralized 3M wide Continuous Improvement program and performance improvement capability** * Legacy LSS program: certification focused, project driven (7+ mo avg duration), tools/training centric, 90+% of improvements via green/black belt projects. ** Global CI program: plant/factory centric, CI leaders reporting to plant manager, 80/20 mix of ‘Lean/Kaizen/Daily CI’ vs Projects, and specific focus on improvement (ie direct/indirect labor productivity, uptime/OEE, yield/scrap, manufacturing expense (external warehouse spend, freight/transportation, insourcing, etc) vs ‘tools’Company wide restructuring included decentralizing of LSS, to a Business Group aligned model, with CI resources determined/funded by each operational entityInitial focus has been on Cost (labor, material), OpEx (productivity, uptime, yield, capacity, lead time), finance (tax recovery/prevention) and delivery of actual impact to ledger, balance sheet & income statementThe size, complexity and range of 3M businesses, markets and operations has required the mobilization of multiple CI engagement models with each model appropriate to the facility type, size, local culture and business case at hand. The 3M CI approach has focused on the proper application of Lean, SixSigma, Theory of Constraints and/or Agile thinking that best aligns with the objectives, culture and improvement capabilities of the operation

Senior Director of Global Lean, responsible for Global Lean Six Sigma Strategy, mobilization models, operating mechanisms (metrics/performance) and LSS program/personnel development across the enterprise (Customer Care, Shared Services, Manufacturing, Operations, Distribution & Supply Chain). Responsibilities include 40+ facilities and operations in countries across Asia, North America and Europe. Responsibilities included:• Design, development, and deployment of Global Lean program across a $5+billion, 14k+ employee medical device company (Diagnostics, Life Sciences and Environmental Health). • Transforming the legacy Lean ‘training’ program into an improvement system aligned with Operational (capacity, productivity, lead time, on time delivery, DFx, NPI Value Engineering) and Financial (Revenue, Cost, Margin, Cash (Inventory/Accounts Receivable)) performance improvement objectives was the key. • Managing major projects including: (Global Operations) Integration of PKI acquisitions, management/deployment of SAP hardware migration across Global Operations, working with R&D to ensure (drive) RoHS 3 compliance of all globally manufactured products into the EU, supporting $1B ramp of (new) COVID business and restructuring of Global materials strategy, materials planning and operational procurement across all instrument manufacturing, reagent manufacturing and Distribution Center (forward stocking/fulfillment) locations.The Lean/Six Sigma model introduced was deployed across Global Operations: 24 Instrument manufacturing sites, 11 Reagent manufacturing sites, 4 primary DCs, and 4 primary Customer Care offices. Additional roles include: Managing Director Singapore Operations and PKI Environmental and Social Governance (ESG) executive steering committee.

Keynote and Workshop speaker at numerous conferences over the years (International Healthcare Summit, Shingo, AME, CFO, Oil and Gas OpEx, etc). Have had the opportunity to both share experiences and lessons learned with many sectors of the Lean community. Topics have included: - Lean Healthcare (Hospitals, Physician Practices, Home Health, Health Plans) - Leading a Lean Enterprise Transformation - Architecture of a Lean Business System - "Learning to Lean:" Business Processes - Lean Office (Information Flow) - Lean Product Development (NPD & NPI) - Strategy Deployment - Lean Supply Chain (Demand Planning, S&OP)

Lean Transformation model: including Executive, Sr Leader, and Internal Lean/six sigma program development: Hospital systems, Physician Practices, Health Plans, Manufacturing and Oil/Gas.Clients included: Healthcare: Franciscan Health, Martins Point Healthcare, Baystate Health System, Baptist Memorial, Mercy Health System, Thedacare and othersManufacturing/technology: Lockheed Martin, Parker Hannifin, Microsoft, GE Healthcare, Hill-Rom, Columbus McKinnon, Sealy Mattress Oil, Gas and Energy: Schlumberger, M-I SWACO, Smith Services, Transocean, etcHealthcare Experience: - Hospitals/Home Health: (ED (Access, LOS, LWBS), inpatient flow (LOS, cost, staffing), CT/MRI/XRay, OR (Periop, OR, PACU), NICU, CLABSI/CAUTI, Materials Management, etc). Transformation model included Executive roles/responsibilities, mobilization model for Lean, Lean Management Systems, Lean core team development, customized training materials, and structured methodology for Lean across a hospital system - Physician practices: Access, Quality of care (Disease mgmt, Collaborative Care, Population health), PCMH certification, FFS to Shared Risk, patient flow, Medical Expense, billing/coding, core measures, etc) - Health Plans: With two 5 star Medicare Advantage clients, work has included: Medical Expense, Admin Expense, HCC, Utilization Mgmt, Case Mgmt, Enrollment, Claims, Infomatix, Member Services, Provider Relations, Credentialing, MARCOM, SalesOil/Gas: Experience includes strategy (global and regional), revenue, capacity, working capital, profitability, speed to market and QHSE, supply chain (Inventory-Logistics-Distribution), sales, tendering, lead time, DSO, product development/launch, repair/overhaul and service center operations. Work included: N. America, S. America, Europe, Middle East, Russia, Asia and AfricaManufacturing: Experience at driving metrics such as Capacity/Revenue (+30-200%), Labor Productivity (+30-300%), Lead Time (-90%), Cash ($77+mm), EBIT (2+ to 18+%)

Responsible for Business Development, Delivery and Client Management. Introduced methodologies for Enterprise Wide Lean Implementation, Application of Lean into (Repetitive) Information Flows, Use of Lean in Project Management/Product Development, Lean in Software Development amongst others. Industry expertise provided in Manufacturing, Healthcare, Medical Devices, Oil and Gas, Technology Development, Private Equity, and Financial Sectors.

Us

Lean Consulting services company. Over an 7+ year period held positions as Vice President, Chief Operating Officer and President. Led development of Lean Implementation models far beyond "Lean Manufacturing." Led Lean Transformation implementations in Healthcare, Insurance, Banking, Manufacturing and International Business segments.

Vice President of Operations for high voltage vacuum products. Responsibilities included transforming operation from batch to flow using Lean concepts and advanced Lean practices. Manufacturing included not only traditional flow-friendly manufacturing technologies such as traditional machine shop, kitting, assembly, test, etc, but also (more importantly) 'non' flow friendly technologies such as chemical plating, vacuum brazing, hydrogen brazing, chemical etching etc.

Muscatine, Ia, Us

Responsible for Oak Laminate operations (My first true lean transformation). 200+ employee, $24mm operation grew to 243 employees and $72+mm operations over my tenure with ‘0’ outsourcing.Worked with Japanese Sensei (Shingijutsu) to bring structure to "Lean." Converted traditional batch production to semi flow in a laminate case goods operation. Increased productivity from $46/hr to $122/hr; improved OTD from 71% to 99%, Increased revenue from $24mm to $72mm. Improved Quality 71%

Design, Manufacture and Service of multistage mechanical pumps. Turnaround situation. 1 of 20+ key individuals (manufacturing engineers, key department managers, plant leadership and operations leadership) brought in the lead, support, implement and deliver a operational (cost, service, quality, cash and safety) and financial (COGS, variances (labor, material and manufacturing expense) and operating margin turnaround.Responsible for Manufacturing Engineering, NC Programming, and Estimating for a $100+mm, 1+ million square foot operation, custom engineered pump and specialty products company. Designed, Developed and Implementing Manufacturing Cells for all major pump components (Impellers, stuffing box/vertical machining, wear parts (rings, bushings, etc), split case, CD/CP pump cases, shafts, etc), NDT testing (liquid penetrant, mag particle, x ray), and assembly processes (bearing housing, rotating element, final assembly and final test). Improved productivity 46%, OTD from 52% to 92%, inventory turns 1.8 to 3.2 and Increased Gross Margins 29%

Responsible for Manufacturing, Assembly, Testing and Delivery for Linear Actuator Product Line. Built first end-to-end, raw materials to ‘machined, assembled, tested, painted and packaged’ manufacturing cell (Ref mini actuator). Early training, practice and practical lessons learned on quality circles, SPC, Gage R&R, self directed work teams, materials flow and value of manufacturing cells