Mike Van Buskirk Email and Phone Number

Responsible for Lean+ improvements at Chinese Suppliers - focus on Quality, delivery, inventory, cycle time, and overall business improvements. Conduct workshops and training for supplier personnel, measure accomplishments to ensure production readiness and on time delivery to production areas. Apply all Lean+ tools: 5S, 3P. AIW.Distribution, Team Building and problem solving on all levels.

Level 5 in site Lean+ Organization:• Mentor and coach for the Lean+ Organization• Site Lean Integrator – Led Lean+ Manufacturing Assessment (LMA) activities, coordinated Vision Site Plans (VSP) and other site-level metrics; strategic Lean+ planning with leadership team and site/Support Systems Leaders• Work toward seamless integration of Employee Involvement and Lean+ activities• Supported internal customers for Lean+ training and related workshop event improvements (AIW, 3P, Distribution Kaizen, 5S, Waste Walks, et al)• Led site-wide Lean+ and improvement tool training-5S, AIW, 3P, Distribution and Supply Chain, integrated with extensive Employee Involvement teams and facilitators• Facilitated site strategy, planning, and tactics for Future Vision, with associated site level Value Stream maps with Site Leader and Leadership Team• Conducted 54 hours of high performance team-based curricula at (4) Boeing of Australia BDS/RAAF sites – July 2008• Conducted 50+ hours of site overview training for benchmarking teams from BCA, IDS, including Australia and Saudi Arabia .

BDS Lean+ Enterprise Organization-Seal Beach, CA June 2006 to July 2007Level 5 Lean+ Practitioner• Trainer and facilitator, workshop leader, training curriculum developer• Regional training coordinator/support for six IDS sites (St. Louis, Wichita, Mesa, San Antonio, El Paso, and Houston)• Executive-level strategic and tactical planner for IDS & Enterprise Lean+ implementation 2006-2016• Project Manager of Lean+ Training Team (Enterprise Lean+ Initiative)—Enterprise standardization of learning materials; alignment of objectives to competency model and proficiency levels, curriculum development, deployment, delivery, and administration of tool certification, instructors, training calendars, and actual training courses • Develop overall master schedule plans/schedules; ensure on-schedule deployment of all team activities• Supported development/Beta testing/deployment of Executive Lean+ Overview training; facilitator for both live courses and streaming video versionso Corporate Legal Department – Rancho Mirage, October 2006o BDS-OSM – St. Louis, MO, September 2006o Mesa, AZ – February 2007o Houston, TX – February 2007

Consulted ongoing strategy, tactics and program planning with executive management (737/757 VP-GM, 737/757 Director of Operations, Factory Superintendents, Support Organizations Management et al) • Led team formation/development, ongoing implementation workshops:o Lean manufacturing tools-process kaizen, cycle-and flow-time reductiono Prepared final assembly production aircraft for moving line implementationo Kanban controlled parts inventories, parts kits, feeder lines, at point of use, etc.o Modeled and coached employee empowerment and involvement for sustaining effective change within the 737 and 757 Programs.o Cultural change education, workshops, etc.; for management, support organizations, and shop floor personnel.Lean Enterprise Office, 1998-2003 (Boeing Renton, WA facility) Developed enterprise roles and responsibilities for the Lean Enterprise Office (LEO), to establish a process foundation for a fundamental improvement to the production systems within Boeing:• Created integrated Lean Manufacturing plans (top down-bottom up) for Commercial customers to align, integrate and improve all processes within the Boeing Enterprise.• Application of critical "soft skills"-empowering people and organizations to help truly change the culture.• Facilitated implementation of these plans using a value stream/supply chain approach • Taught use of lean tools to implement processes to make products faster, better, cheaper, and safer throughout BCA.Lean Distribution, 1996-1998 (Boeing Renton, WA facility) • Developed and implemented core Lean Distribution/Point of Use processes. Working model for a Commercial Airplanes, and template for fifteen other teams.

• Led (3) Traffic Management organizations as 1st Line Manager 1989-1996• Managed export of new aircraft for foreign flag airline customers (1987-89)• Developed, sustained, improved domestic & foreign supplier transportation systems (1987-90)• Worked with (23)-UK Suppliers (London, Manchester, Bristol, Birmingham, etc.) to streamline logistics supplier flow to Puget Sound production facilities• Worked with CATIC and related government entities in Shanghai and Beijing, China.• Managed carriers and carrier contracts to support Boeing transportation systems.• Worked with airline teams on various improvement strategies (1992-1996)o British Airways Inventory Reduction Team-London Heathrow Airport (1992-1995)o Lufthansa German Airlines Inventory Reduction Team-Hamburg (1992-1993)o American Airlines (1992)• Led Major process improvement teams - Rail transportation studies, 777 fuselage panel cost-trade studies, 777-transportation system, etc.

o Managed 1st and 2nd shift daily import/export operations, 1980-1986o Domestic operations experience 1978-1980o Extensive experience supporting expedite and transport of Renton and Everett AOG Field Repair parts, tooling and equipment on behalf of Spares Traffic Management, 1982-1986o Negotiated and managed carrier contracts with domestic and foreign carrierso Ensured profitability of routings and service efficiency to wide base of Puget Sound, U.S., and international customers