Tony Jones Email and Phone Number

Core Member of the Corporate Operational Excellence team, with responsibility for the planning and execution of strategic Lean improvement projects across the network of Medtronic Distribution Sites and Supply Chain processes around the globe. These objectives include specific operational performance targets as well as the development and coaching of site personnel to create a sustainable culture of continuous improvement while delivering business results.This position works closely with the Vice President of Supply Chain as well as reporting to the Vice President of Operational Excellence and Transformation. Ability to strike the optimal balance of transforming culture while achieving milestones and deliverables in performance metrics. Position will be at the forefront of Medtronic’s Mission to Alleviate Pain, Restore Health, and Extend Life by improving our capability to deliver life-saving products.

Honeywell corporate leadership role responsible for prioritizing, deploying, executing, and tracking transformation initiatives across 5 Business Groups, 250 physical sites, and over $36B of annual revenue. - Coordinate a complex, matrixed deployment and execution to improve operational excellence with respect to functional transformation initiatives within the integrated supply chain.- Develop forward visibility to identify future supply, demand and inventory planning issues across all 5 business units (i.e. Vendor Managed Inventory (VMI) implementation, constrained Master Production Schedule (MPS), Forecast Bias elimination, Statistical entitlement). - Consolidate, analyze and disseminate maturity measures provided by the Business Units cross functional counterpart teams to assist in the determination of root cause and propose corrective actions.- Perform data analytics to identify opportunities to increase organizational performance across key performance measures. - Support the global supply chain organization via strategic projects related to performance and service goals. Engage with project teams to evaluate various scenarios and the impact of proposed changes within the supply chain.

Strategic role focused on overall global business growth and simplification within the integrated supply chain. Capability building and leadership skill development via coaching, mentoring, and design/delivery of leadership immersion programs. Site support provided during key business transition and recovery activities.Key Accomplishments:• Development / Deployment of Leadership Immersion program – facilitated to ISC leaders globally• Build out of best practice sharing knowledge base and sharing platform from tops global sites / processes• Partnership with Planning and Procurement functions – 30% reduction in payment cycle / roll-out of Supply Base Management e-Playbook• Site and distribution center recovery efforts improving delivery from 65% to 92% / customer past dues by $39M / 17% improvement in FPY / inventory reductions of $22M• Design of VMI and Planning Playbooks resulting in increased VMI spend and improvement in supply delivery

Executive Director of Lean for a large Aerospace Division consisting of 4 manufacturing facilities (CA, TX, FL, MX). Responsible for strategic direction, leadership, and oversight within the Lean org. to deploy the Parker Lean System supporting the execution of our WIN Strategy. Driving operational excellence at all levels by embracing problem solving and partnering with business leaders/subject matter experts. Coach, mentor, challenge, and support Plant Lean Leaders. Provide high level of technical and operational recommendations in exceeding productivity, material control, product quality, and customer service goals.Key Accomplishments:• Implementation of value stream organization – realigning business to drive key improvements• Leader of new site manufacturing layout team – identification of 17% productivity gains via improved flow to support new business growth• Standardization across division in areas of: product configuration mgmt., non-conformance reporting, order entry, scheduling, material replenishment, manufacturing process, and strategy deployment actions• Partner with Design and Manufacturing Engineering functions to drive product portfolio and process simplification• Diversified the workforce, recognized, promoted and empowered Lean talents.• Project Manager for the manufacturing design/layout of Stratoflex new facility, which consists of 150,000 sqft regrouping over 220 employees supporting key assembly and test value streams.Parker Aerospace is one of the world’s leading producers of flight control, hydraulic, fuel & inerting, fluid conveyance, thermal management, & engine systems & components for the aerospace industry. The Stratoflex Products Division offers a broad array of fluid conveyance solutions for virtually any aerospace application. (www.parker.com)

Business partner serving both the site operation and division in implementation of PLS initiatives enabling the acceleration of value delivery to internal and external customers. Additional responsibilities included leadership of the site EHS initiatives as well as providing guidance/direction to the Manufacturing Engineering team.Key Accomplishments:• Led SDDP (Standard Design and Development Process) simplification effort to realign necessary stage gate artifacts and requirements based upon product configuration/type to reduce time to market by 34%.• Collaboration with OEM Engineering teams and suppliers on upcoming new product introductions to ensure aftermarket repair and overhaul processes were able to be performed.• Site transformation utilizing CS/FS mapping and 2P methodology across 7 value streams- yielding 37% manufacturing floor space to bring in two new engine programs – GEnx / LEAP – adding additional $35M in annual sales revenue; additional $70M beginning in FY18• Significant results achieved across all value streams thru facilitation of transformations, RIE’s, motion kaizens implementing 8pt criteria / LISC 6 initiatives. – 22 to 57% LT reduction, 18% productivity gains, and inventory reduction from $2.48M to $1.73M (31%)• Team leader of AFNAT (Aftermarket Fuel Nozzle Automation Team) – identification of improvements expected to yield 4% overall FTY and 40% productivity gains in ultrasonic cleaning, welding, and NDT

Responsibilities include leadership of wall oven/counter unit value stream teams to improve Safety, Quality, Delivery, Cost, and Culture. Champion/mentor of visual management and standardized work practices for all production areas. Implementation of lean/industrial engineering systems to create flexibility and capacity to efficiently meet customer demand. Key Accomplishments:•Oversight of NPI launches in roles of coach, mentor, and facilitator for continuous improvement activities – early completion resulting in additional $18MM incremental margin•Cost reduction initiatives equating to $5.7MM (VLOH) in 2013 and $3.9MM YTD 2014•Designed and developed improved processes/fixturing/standards to eliminate #1 scrap issue in 2013•Led/coached 13 internal kaizen events consisting of 67 teams – focus areas: VLOH, Safety, Quality, Delivery•Revamp of lean deployment/development training curriculum to further engage hourly associates in becoming lean practitioners/problem solvers

Responsibilities included all improvement and new product launch activities to support members in achieving best in class operational excellence. Development of training programs, training systems, and change management processes to achieve operational goals. Mentorship of engineering staff, technicians, and leadership in lean principles.Key Accomplishments:•Coordination and collaboration with Shingijutsu consultants to help drive strategic, break-through results•Development and deployment of projects and kaizens to improve policy deployment metrics in Safety, 6s, EBIT, Quality, and Flow•Leader for integration of (8) additional assembly lines to leverage economies of scale and develop seating center of excellence•Led project teams focused on new product development – coordination of production preparedness: tooling, equipment, material flow, and assembly cell startup•Improvement to basic lean culture and systems (Lean Assessment score increase from 133 to 173 in 12 months)

Responsibilities included leadership of multi site continuous improvement activities, implementation of best business practices, and mentoring of six sigma/lean practitioners. Key Accomplishments:•Projects equating to 10-14% of sales revenue saving ($1.36M-$1.84M/yr)•Subject Matter Expert in Lean / Six Sigma methodologies (DMAIC, 8D, KT, Kaizen, TPM, SMED, DOE’s, and Ergonomics)•Development and deployment of best practices across the organization for standardization improvements•Led project teams focused on scrap reduction, cycle time improvements, waste elimination, and labor efficiency gains prioritized for EBIT impact

Six Sigma Black BeltResponsibilities included Green Belt training/mentoring, project management support for technology department, global facilitator for KanBan system training, coordinator for all continuous improvement efforts, and launch management support for (4) facilities.Key Accomplishments:• Projects equating to over $500k savings in 6 months (SMED / layout enhancements)• Subject Matter Expert in line layouts and process related functions• Development of information sharing program to standardize new production equipment launch

Process EngineerResponsibilities included new product launch support for three Toyota production lines, process development/training, improvement projects, capital project management, scrap reduction, machine debugging, cell layout proposals, cycle time reductions, safety enhancements, equipment refurbishments, and customer interface.Key Accomplishments:• Successfully launched (3) new vehicle platforms (Sienna, Tundra, Sequoia)• Implementation of new closed-loop rework procedures• Continuous Improvement Projects resulting in savings in excess of $300k • Cycle time reductions to eliminate overtime requirements - $90k• Scrap reduction projects resulting in 1.3% savings - $140k

Process EngineerResponsibilities included new product launch support for $100M product line, process development, improvement projects, capital project management, scrap reduction, machine programming, facility layout proposals, and glazing cell setup.Key Accomplishments:• Process Improvement Projects that resulted in $285k annual savings• Determined need for additional assembly capacity to support Patio Business, which will result in an annual cost avoidance of $420k and efficiency gain of 200%• Developed machine programming for new product launch and existing cutout machining Project Manager (New Facility Startup) Waterloo, IN• Management of cross-functional team for startup facility consisting of 22 members Operations Supervisor • Responsibilities included: schedule attainment, production recording, and daily operations reporting