Joe Murli The Murli Group, Partner and CEO

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1 Joe Murli The Murli Group, Partner and CEO Lean Expertise Author of The Lean Management System, Lean Enterprise Institute faculty member, and founder of The Murli Group-People Centered Lean. Joe s started his Lean journey 1989 in what Jim Womack called the acid case of the Lean transformations he described in his book Lean Thinking. Initially, in the onslaught of rapid fire improvement events there was excitement over how much could be improved in five day increments. Then as time went on and the lack of sustainability was obvious he searched for deeper understanding of how to capture the hearts and minds of people in pursuing the three simple questions of Lean. Everybody, every day, everywhere asking: How did we do yesterday? Where was the waste? How can we do it better today? Ever since that time he has been dedicated to understanding the human factors of Lean and how they can lead to continuous improvement if properly managed and lead. He studied organizations that had highly engaged teams doing exactly this and distilled the basic elements that separated truly Lean thinking organizations from the rest. He was able to put these systems into play in the businesses he led at Pratt & Whitney, Kaman Aerospace, and Sterling Autobody. As founder of The Murli Group he is dedicated in helping organizations of all kinds through every phase of the Lean transformation process especially as it deals with integrating technical and people systems into sustainable learning organizations. People Centered Lean is at the heart of everything we do 14 Pearl St Mystic, CT f

2 Mark Hamel The Murli Group, Partner and COO Lean Expertise Mark developed his Lean knowledge over the past 23 years, beginning in earnest in 1994, when he secured executive support, conceptualized the production system, and helped launch what resulted in a 2002 Shingo award-winning effort at the Ensign-Bickford Company (EBCo). Throughout the formative several years as EBCo s first Kaizen Manager, he worked extensively with internationally recognized Lean experts. In 1996, Mark became the Product Center Director of Ensign-Bickford Aerospace and Defense, during which he deployed Lean throughout its CT-based operations. Results included a 40+% increase in delivery to schedule and an 83% reduction in past due jobs. Mark assumed the Ensign-Bickford Industries (EBI) Corporate Director of Strategic Planning role in In 2002, as acting COO for EBI s St. Louis-based Applied Food Biotechnologies, Mark introduced Lean thinking, quickly doubling inventory turns, while reducing operating costs by $1.3 million and improving on time delivery to 100%. Later in 2002, Mark left EBI to become the VP of Operations at Amgraph Packaging Company. While serving as the chief operating officer of this flexible packaging manufacturer, the organization cut customer returns in half, improved on time delivery from 86 to 94%, and reduced manufacturing costs by over $1 million. In 2004, after over 19 years in private industry, Mark began a new career as a Lean consultant. During the past 13 years, he has dedicated himself to coaching willing organizations, research, writing, and teaching. Much of his thinking has evolved as he has worked with a host of talented practitioners and leaders and reflected on his own and industry-wide transformation successes and failures. Mark s Lean perspective has matured, especially within the context of the Lean management system, on which he began conscious and deliberate study and application in Mark s thought leadership is evidenced and extended through his position as a Lean Enterprise Institute (LEI) faculty member as well as his speaking and writing. He is the author of the 2010 Shingo-award winning Kaizen Event Fieldbook: Foundation, Framework, and Standard Work for Effective Events, and most recently co-authored the book, Lean Math: Figuring to Improve, which also won a Shingo Award. 14 Pearl St Mystic, CT f

3 Steve Brenneman Founder & CEO, Aluminum Trailer Company Education: BS in Business Administration from Eastern Mennonite University in Harrisonburg, VA 1994 Work Background: HVAC Sales Material Manager at Cargo Trailer Company from Founded ATC Trailers 1999 Lean Manufacturing Experience: As CEO led the company from $10million in sales to $54million (est. 2017)while implementing a comprehensive Lean Management System Re-designed the compensation system eliminating piece rate pay while at the same time significantly increasing productivity Implemented a Lean supply chain management system inclusive of supermarket driven kanbans. Inventory turns increased from 5X to 20X annually Implemented full value stream management system from quote to cash dividing up 80% of office functions into value stream teams Brought in Lean executive team to lead full lean transformation Took company from negative earnings to 1m+ profit for 6 years in a row

4 David Dickinson COO, Aluminum Trailer Company David started his career as a military analyst for the US government. After five years he left to attend seminary, earning his Th.M in 1997 and also joining the US Army reserve as chaplain. Following a two-year stint as part of the management team of a Dallas-based power tool distribution company, he was recruited by Bosch, where he eventually rose to the position of worldwide software solutions architect with offices in Chicago and Stuttgart and facilitated Bosch s transition to Agile software development practices (the Lean parallel in the software development world). In an effort to limit travel and increase time with family, David moved to Michigan in 2009 and led a second Agile transformation at a small consulting company near South Bend, IN. After joining ATC he helped lead the LMS implementation for three different value streams, as well as having the responsibilities as the Chief information Officer. Currently he is the COO responsible for operations at large.

5 Rhonda Rousch Rhonda has over thirty years as a Human Resource and Organizational Development professional. Working for companies like James River Corporation, Rockwell International, Harley-Davidson and Simmons Bedding Company, Rhonda has facilitated formal change processes. At every level of leadership, Rhonda has witnessed the resistance to change and the impact on organizational performance. She has developed a methodology to successfully navigate and implement sustainable change that is measured through positive financial performance. As a cultural change expert, she has assisted two organizations, one in the public sector and one in the private sector, on their path to FORTUNE 100 Best Companies to Work For recognition. She established impact metrics for Human Resources to bring focus and results to the bottom line of companies. Rhonda s years of leadership development experience has opened the door to her executive coaching. She has helped leaders at every level of an organization work on objectively assessing their competencies, changing a specific set of behaviors and seeing how their behavior impacts their organizations.

6 Ed Rousch Ed has been involved in organizational transformations throughout his entire career. Ed s broad based experience started on the floor of manufacturing plants, where his interests led him into Union Leadership as he served as a Union Steward, Chief Steward and Union President. In a Greenfield start-up, High-Performance Team environment, he moved into management as a front line supervisor and Human Resource Manager for a 330 person union operation. Ed has developed and managed a community based pre-employment training program that received commendations from the Ohio State Senate and House of Representatives and was featured in Forbes Magazine, June 1995, where it was presented with premier programs in the nation. Ed has coached employees in companies such as: Simmons Bedding Company, James River Corporation, Harley-Davidson, Rockwell International, Diebold, Starbucks and many others. Career Highlights Start-up of a High-Performance manufacturing facility in a union environment Designed technical and interpersonal skills training for thousands of participants Diagnoses and resolves conflict situations in difficult environments Designed and delivered leadership training programs Coaches corporate executives in multiple organizations Designed, developed and led several cultural/lean transformations in multiple organizations