1. Candidate Profile
Work History
DuPont, N. America Region (‘11-present)
 Site BB – Focused Improvement Champion
 CI Consultant
Campbell’s Soup, Paris, TX (’08 – ‘11)
 Site BB – CI Leader
 Sr. Industrial Engineer
GE (Consumer & Indust), Decatur, AL (’06 – ‘08)
 Lean-Six Sigma Leader
 Six Sigma Quality Engineer
Maytag, Searcy, AR (’95 – ‘06)
 LeanSigma Project Manager
 Automation Engineer
Philips, Little Rock, AR (’92 – ‘95)
Kimberly Clark, Conway, AR (’91 – ‘92)
Johnson & Johnson, Little Rock, AR (’88 – ‘90)
Certifications
 Sigma Black Belt – Maytag ’03, GE ’08,
DuPont ‘13
 Lean Master – GE (Shingijitsu) ‘07
 Certified Maintenance & Reliability
Professional ‘12
Education
University of Arkansas
BS Mechanical Engineering
AS Manufacturing Engineering
Arkansas State University
PLC Programming
Geometric Dimensioning & Tolerancing
World Class Mfg (Lean 101)
Specialized Coursework
 Lean Thinking & Train the Trainer
(Shingijutsu Associates U.S.)
 Six Sigma Black Belt
(10 weeks – DuPont, GE, TBM & SBTI)
 College of Maintenance & Reliability
Best Practices & Standards (DuPont)
 Project Management (Oak & Assoc)
 Change Acceleration Process (GE)
 RCFA – Why Trees & PDCA (DuPont)
 SQF & Better Processing (Campbell’s)
Experience & Education.
QuantitativeOverview

2. Lean Example: DuPont/Pioneer - AMO
Opportunity
Corn seed processing & packaging plant generated waste in the
forms of carryover inventory & extra processing. Issues existed
with reliability, performance, & long changeovers.
Goal
Improve OEE & operations capability thru Performance Mgt.
Improvements
 Used (3) work streams: Value Delivery, Asset Reliability,
& Change Management over 20 week time line to:
 Perform kaizen events in key bottle neck processes to
improve throughput & use SMED techniques to reduce
losses during changeover.
 Execute recommendations from RCFA’s performed on
major assets identified by criticality analysis.
 Restructured work schedule to support continuous ops.
 Created KPI flow-down, Work Mgt Process & Leadership
standard work to integrate management processes with
performance.
 Integrated On-the Event Problem Solving (thru PDCA) to
close performance gaps.
 Develop 3-deep, learn-demonstrate development
program to build operator functional capability.
Current State
 Low OEE - Significant Availbility & Performance Losses from
Low engagement, Equip failures & Long changeovers.
 Limited use of Key Performance Indicators (KPI’s)
 No Standard Work: Leadership, Operations, or C/O
 No structured work flow in the Maintenance department.
 Limited use of Root Cause Failure Analysis & Shop floor
Problem Solving.
 Overall Equipment Effectiveness (OEE) < 38%
Results From To
 O.E.E. 38% 62%
 Units/Hour 423/hr 715/hr
 Changeover (B2B avg) 10.3 min 5.5 min
 Changeover (kernel ) 23.8 min 12 min
 Operations Start/Stop Continuous
 Regular ritual Management for Daily Improvement &
On-The-Event Problem Solving (PDCA)
Analysis
Completed diagnostic of site’s current state including:
 Value Stream & Flow mapping of process
 Loss-Waste Analysis
 Pareto Analysis of scheduled & unscheduled Downtime.
 Maintenance & Reliability Assessment
 Waterfall of OEE detractors
 Skill & Training program Assessment
 Change Readiness Matrix & Deep Structured Interviews
A3ProjectSummaryReport
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3. Lean Example: Searcy Laundry Production
Opportunity
Transformation of ‘batch and queue’ manufacturing into a ‘build
to order; takt time driven’ organization
Goal
Build organization unified in daily improvement of metrics
Improvements
 Performed relentless kaizen activity throughout site.
 Trained workforce & changed culture to CI mentality
 Lines & Fab Cells renovated
 Visually managed areas (weekly 5S audits)
 Takt-driven; cycle times, replenish & crewing
 Min-max pull systems for materials
 Standardized Work for ops & supervisors
 Synchronized delivery from O/H’s & FT’s
 Implemented countless error-proof devices
Current State
 Long assembly lines – too much inventory on line
 Overproduction of parts – All parts pushed to assembly
 No visual management (5S)– no operator standard work
 Long production runs & arduous changeovers
 Line balance tied to forecast – not customer demand
 Wastes prevalent in all (7) TIM WOOD categories
 Associates not engaged in problem resolution & kaizen
Results
 Cleared workspace; 64% white space in Assembly
 Reduced assembly line length by 47%,
 Reduced OSHA Rate 28% plant wide,
 Improved FP Yield 91% to 98%,
RTY from 35% to 85%
 Reduced in plant Lead time by 62%,
 Productivity: 1.42 (Hr/unit) to <1.0 in 3yrs [68%],
 Shortened New Product Introduction time [30%]
 Reduce Service Call Rate 4.2 calls/1000 to 1.7/1000
Analysis
 VSM drawn and VA / NVA ratio analysis completed
 Opportunities cited for following kaizen event activities
 Shop floor cellular breakthrough (12)
 Material flow; Kanban & SMED (4)
 Visual-Quality improvement (5S & Poka Yoke)
 3P; Design for Manufacturability (3)
 Management system & Employee empowerment studies
A3ProjectSummaryReport
Lean enterprise transformation is about seeing the whole while working on individual parts.>>>

4. Six Sigma Project Example: Maintenance & Reliability
Opportunity: $2.5MM Uptime Loss
Use DuPont M&R best practices of Work Mgt Process: Work ID,
Planning, MRO, Scheduling, Accomplishment, Reliability Analysis
to improve OEE at multiple sites.
Goal:
Release manufacturing capacity at HMS & El Paso sites thru
reduction of MTTR & decreased asset downtime.
Improvements
 Eliminated 2400+ NVA work orders from system
 Implemented a Yellow tagging system
 Work coordination function delegated between Ops &
M-FLS. (coordination & scheduling ritual)
 Emergency vs. Urgent work prioritization
 Planning office now actually creates job plans &
building a library. – organized OEM Documentation
 MRO warehouse kitting jobs for crew & TAR’s
 Daily Work Scheduling ritual
 Weekly Backlog review – 3 week look ahead
 Daily team meetings @ VMB
 Weekly schedule for 5S & FI Problem Solving
 Monthly Mgt KPI & Big 10 metrics ritual
Current State
 Reactive maintenance with some PM’s in place
 No jobs plans – therefore
 MRO warehouse not secure, No kitted jobs
 Poor scheduling & compliance
 Poor wrench time efficiency - making for long MTTR
 Not leveraging Visual Mgt, 5S, or FI activity as a team.
Business Results
 Reduced Unscheduled Maintenance Downtime
providing 33.4 days of additional operating time.
 Uptime while running improved from :
HMS
 70.3% 2011
 74.6% 2012
 82.2% 2013 YTD
Continuous improvement project that built capability through support of Operations.
Analysis
 Six Sigma team performed DMAIC (17 deliverables):
 M&R BP Assessment, Fishbone/C&E,
 Attribute Defect data analysis (L-100 Cpk),
 Lotus Notes work order & UPbase data Paretos
 DILO’s for: Planning, MRO clerk, Maint-FLS, & crew
 Kaizen events in planning & MRO warehouse.
A3ProjectSummaryReport
>>>

5. Supply Chain Example: Finished Goods Kanban
Opportunity:
Site carries excess finished goods inventory (maybe more,
depending on seasonal demand) in contract warehouses.
Goal
Reduce inventory, C/O time, Eliminate forecast-based scheduling,
eliminate rental of warehouse space
Improvements
 Focused kaizens on A-Line Production
(bring delivery reliability to >90%):
 Dough mixer clean-up
 24/48 case packer C/O (BL 182 min)
 Check weigher reliability
 Increase Labeler throughput speed
 Warehouse & Scheduling kaizen to develop Min/Max
kaban system:
 Created spreadsheet for predictive demand
scheduling based on real-time inventory.
 Marked visual space in WH for FG inventory
 Based crew size on seasonal demand model
 Reduced waste in transportation and motion by
consolidating storage locations.
Current State
 6-8 weeks of Chicken Noodle soup on hand year round
 A-Line delivery not reliable enough for Produce to Demand
 Line downtime at check weigh conveyor
 C/O & Sanitation steps – too much waste
 Crew size variation caused utilization issue
 Chicken Noodle stored in
Results
 Line efficiency average 92% (up from 84%)
 On hand inventory down to 3 weeks out-of-season
4.5 weeks in-season
 Case Packer C/O reduction: 62 min 24 week avg
 Annual impact $278K; (inv, rental, DT and Line eff.)
Analysis
 VSM of chicken noodle value stream
(from ingredient purchase to distribution)
 Sales vs. Inventory Historical Demand Analysis
 Seasonal takt analysis (In-season vs. Out of season)
 5-Why on inventory spike (special cause variation)
 Mapped warehouse product distribution & layout
 Labor utilization w.r.t. to Standardized work load
A3ProjectSummaryReport
Tools of Continuous Improvement have measurable benefit to entire Value Stream.>>>

6. Why Hire Daryl Wirges? … Here are some considerations
Lean-Six Sigma Expert
 Develops & delivers strategic visions.
VSM – Hoshin plan execution – CI Policy
Deployment
 Data-driven management philosophy, KPI
(metrics) & results focused.
 Disciplined problem solver & coach thru all
phases of PDCA. Mature leadership style:
L-SS Mentor and advanced trainer.
 Driven to deliver results for both external
& internal customers.
 Proven history of good project selection &
completion in operational & transactional
environments.
 Works well with all associate types in the
organization (Operators, Supervisors, Skill-
trades, technical resources, Sr. Leadership)
Leads Proactively – adds value thru energetic focus and solid technical background.
(Strong work ethic, Passionate, Vigorous, Creative, Contemplative,
Exercises good judgment, Bias toward change activity and business results).
Manufacturing Project Engineer
 Detailed understanding of function &
specification of complex mechanisms &
automation controls.
 PMP trained. Advanced, large-scale project
management experience.
 Able to select and prioritize projects.
 Cellular & System Designer
 Ability to effective manage skill trades &
contractors (machine shops, riggers,
mechanical & construction vendors)
 Experience in several industries and
multiple manufacturing processes
 Supplier management experience
Summary