Terry Beasley Email and Phone Number

• Manage the plant CI Program to include supporting the JCMS initiative through managing and facilitating the maturity of the CI Culture objectives• Develop and direct projects to improve process efficiency, throughput, and reduce conversion cost.• Develop and maintain the CI annual Savings Plan as well as working with Engineering Manager on the Annual Capital Plan• Oversee capital projects from funding requests to implementation. • Work closely with finance to bring all projects in on time and on budget while providing timely project updates to the Plant Manager and Group Director of CI.• Responsible for TPM implementation and continuation. • Drive lean practices throughout the plant to include Six Sigma projects, Kaizen, Value Stream Mapping, 5s, and improvement workshops• Track performance versus budgeted cost savings goals.• Track and maintain CI Training and Certifications for direct reports

• Senior Manager responsible for leading the lean initiatives for the plant including the planning and execution of kaizen events, employee involvement teams, focused improvements, staff and associate training/communication, and creating a lean culture of problem solvers dedicated to achieving operational excellence. • Plant Six-Sigma leader responsible for managing plant BBs and GBs. • Champion safety improvements for plant by identifying potential hazards and implementing solutions utilizing Employee Involvement teams, Just Do It and Kaizen activities.• Owner of the plant transformation plan to meet facility AOP goals. Manage project pipeline and monthly project reviews. Saved $1.4M • Responsible for planning and implementing all 5-S/Visual management activities. Plant leader for staff daily Gemba walks.• Plant TPM lead for TPM strategy team. Created three year plan to achieve step three certification for of all plant critical assets. Created Daily Operator Maintenance (DOM) teams that achieved step three certification by end of 2016.• Implemented process to foster employee participation making improvement suggestions. Average of 4.0 suggestions per employee, with over $245k savings.

• Responsible for creating the strategy for operational excellence. Develop and execute foundational programs/pillars to support the business excellence strategy, drive the methodology into operating principles, and foster employee engagement at all levels of the organization. • Partner with EH&S, Operations, Maintenance, and Quality leadership to create a zero loss environment. Identify plant safety/ergonomic issues and provide solutions through continuous improvement activities. • Educate and align the local leadership team in business excellence guiding principles.• Develop, organize, and facilitate all continuous improvement training. • Effectively engage and communicate with CI peers at the other Devro locations to share best practices and develop a common global toolkit.• Plant owner for the Business Continuity Plan. Created revised plan and conducted internal exercises to prepare senior business team for corporate audits.

• Managed Black Belts, Green Belts, and CI Coordinators focused on making improvements through lean methods and kaizen activities. Provided operational excellence leadership for overall operations of the Further Processing/RTE plants.• Created CI departmental strategic plan for meeting plant goals of safety, cost, delivery, and morale through implementation of lean manufacturing methods. • Plant lead for corporate Process Improvement Team (PIT) to bring stability to Further Processing department by implementing nine improvement projects on raw side of plant. • Lean transformation for Further Processing value stream focusing on the flow optimization of raw materials, line balancing and right sizing of shift manning, improved safety, eliminated losses due to overage. Project savings $3.3M. • Led and executed SMED events to reduce changeover and set up times with a combined savings of over $1M.• Increased yield by two percent for production of mechanically separated turkey on Beehive machinery for a savings of $1.4 M.• Kaizen leader for blender line balancing, standard work and labor optimization activities.• Line balancing for the Ready to Eat (RTE) utility process and Cook Room resulting in $627K savings.• Led team to make significant improvements to the rack wash processes resulting a new process layout, standard work, and a robust quality inspection process.• Implemented Standard Work for Further Processing department to include Blending, Grinding, and Stuffing Operations.• Created a lean daily management system including visual management for Further Processing/RTE plants to include production control boards, 5-S management and tracking, and machinery shadow boards.

• The Plant lead responsible for lean transformations and kaizen events to drive continuous improvement. Implement projects focused on safety/ergo improvements, process flow changes, quality issues resolution, inventory management and reduction, and establishment of new assembly lines.• Drive continuous improvement activities to support the Pathway for Excellence corporate strategy. • Project leader for a lean transformation event that worked closely with supplier utilizing tools like value stream mapping, flow charts and PFMEA to identify supplier opportunities for improving on time delivery. Project resulted in reducing supplier lead time from one week to one day, and improved on time delivery from 60 to 95 percent. Set up a visual pull system and led kaizen activities at supplier’s facility to enhance supplier performance. • Led lean transformation of Engine Starting department. Implemented a one piece flow process, improved safety of material handling, eliminated ergonomic and quality issues with tooling, and worked with suppliers to set up an integrated supply chain for components. Created kitting process with a line side inventory of one hour. • Line balancing of shipping/receiving department resulting in a 50% increase of through put, improved safety/ergonomic issues and increased operator morale.• Implemented an inventory management and pull system for Hoist department to reduce inventory and provide a plan for every part management of inventory. • Conducted change agent training for plant leadership team and value stream technicians. • Plant lead for product transition of pump business. Plant layout kaizens were able to free up 42,000 sq. ft. of manufacturing footprint to make room for new business. Set up world class lean manufacturing cells for the transition of machinery, inventory, and manufacturing processes to the plant. Set-up offsite inventory warehouse to be managed by suppliers for new business.

• Implemented a lean daily management system for all value streams within five business units. This system included daily management of KPIs for safety, quality, cost, delivery, and morale. Set-up KPI tracking for inventory management, daily scheduled adherence, on time delivery, and defects per million. • Defined, scoped, and facilitated cross-sector kaizen events to include a bi-annual executive kaizen event for VP and staff.• Lean leader for the lean transformation of the Fluid Power department focused on standard work, line balancing, inventory management, resulting in safety improvements, reducing backlog, a 42% improvement in on time delivery, 50% reduction in scrap .• Transformed manufacturing processes for the plant’s legacy air tool product line through a series of lean transformation activities and kaizen improvement projects leading projects in 5-S Workplace Organization, SMED, on time delivery, inventory management, and RCFA. • Established stability to plant’s internal supply chain by leading a TPM project for critical machinery; initiated an autonomous maintenance program to develop machinist into subject matter experts, preventive maintenance focused on mean time to failure, and planned maintenance to insure optimal uptime.• Designed plant’s first lean TPS cell utilizing flow manufacturing and kitting concepts from TPS methodology. • Lean transformation for Pneumatic Cylinder department resulting in improved quality and on time delivery to customers,• Managed plant value stream maps for five diversified business units.• Value Stream Manager – Responsible for and managing of Diaphragm/Piston Pump business UnitDirect reports included Supervisors, Mechanical Engineer, Applications Engineer, and Buyer/Planner• Value Stream Manager – Air Systems Components Business Unit• Front Line Supervisor – Material Handling Business Unit (Hoists & Balancers)