Updated Career Accomplishments Presentation

1. Dean Maple - LSSBB
Career Accomplishment Summary
Dean Maple
102 Aiken Farm Road
Pickens, South Carolina 29671
864-878-1799
demap102@charter.net
3/18/2010 Dean Maple 1

2. Index
 Summary of Qualifications
 Key Accomplishments & Supporting Data
– Materials/Prod. Control
– Manufacturing
– Supply Chain
– Project Management
– Systems Implementation
– Problem Solving
– Plant Management
 Certifications
 Performance Reviews & References
3/18/2010 Dean Maple 2

3. Career Summary
 Extensive experience assessing operations, improving
performance and reducing costs.
 Proven experience in Supply Chain Management and
Execution and Lean Manufacturing resulting in
savings in excess of $1.5 million dollars.
 Key implementation experience with SAP and
Manufacturing Execution Systems implementation.
 Committed to quality with certification experience in
ISO 9000, QS 9000 and SPC.
3/18/2010 Dean Maple 3

4. Certifications – Lean Six Sigma Black Belt
3/18/2010 Dean Maple 4

5. Letter of Reference
 Borg Warner:
Mr. Dave Baker
Human Resource
Manager. Phone
864-985-5141
3/18/2010 Dean Maple 5

6. Letter of Reference - Mr. Wayne Smith Former VP
Manufacturing for Ryobi, Current Exec. VP Rival-
Holmes Group
T h e H o lm es G ro u p
O n e H o lm es W a y
M ilfo rd , M A 01 7 5 7
D e ce m b e r 2 0 , 2 0 01
T o W ho m T his M a y Co n ce rn :
P le a se a cce p t th is d o cu m e n t a s a re fe re n ce fo r M r. D e a n M a p le. I w o uld re co m m e n d th a t a n y o n e
in th e a re a s o f b u sin e ss, m a n u fa ctu rin g , o r e d u ca tio n u tilize M r. M a ple 's ex te n siv e k n o w le d g e a n d
e x p e rie n ce . H e is a sk ille d , m a n a g e r, co m m u n ica to r, a n d le a d e r, p a rticu la rly in th e fie ld s o f
o p e ra tio ns, b u sin e ss, a n d su p p ly ch ain .
I h a v e k n o w n M r. M a ple fo r n e a rly te n y e a rs. In th e 9 0 's h e w o rk e d fo r m e a s a n e x e cu tiv e
h e a d in g a v a rie ty o f a re a s fro m o p e ra tio n s to m a te rials to su p p ly ch ain . In m a n y ca se s h e a cte d
a s m y "b a ck u p " a n d th e m a n a g e r I m o st d e p e n d e d u p o n . His im p le m e n ta tio n o f n e w a n d "u p to
d a te " p ro g ra m s a n d te ch n iq u e s sa v e d th e co m p a n y tho u sa n d s o f d olla rs. H e is a d e p t a t
co m m u n ica tin g a n d p re se n tin g o n th e fa cto ry flo o r, in th e cla ssroo m , o r in th e b o a rd roo m .
H e is a h a rd w o rke r, a p e o ple p e rso n , a n d h is eth ics a re u n q u e stio n a b le.
P le a se fe el fre e to co n ta ct m e to discu ss a n y d e ta ils o f th is re co m m e n d a tio n .
S in ce re ly ,
W a y n e F . S m ith
Phone: 660-885-5564 (X168)
Cell: 816-804-6739
E m ail: w fsmith@ theholm esgroup.com
3/18/2010 Dean Maple 6

7. Performance Evaluation - Carl Klebe VP Operations Ryobi
Review conducted on move from Manufacturing to Material
responsibilities. ( 1996 - 1997)
More important to the decision to place Dean in the Materials
function are the following aspects of his performance during the
two years prior to the decision. First he consistently
demonstrated the ability to deal with change and new situations.
Second, he was consistently willing to take responsibility for and
leadership of all assignments. He demonstrated both experience
and a solid understanding of Production Control and Materials
Management He is willing to take personal risks to accomplish
changes needed to move the plant operations forward. He is
willing and does put in the extra effort required by challenging
and critical assignments
3/18/2010 Dean Maple 7

8. Materials/Prod. Control
Initiatives
 Assembly line uptime initiative
 MRO - Integrated Supply Implementation
 Vendor Managed Inventory Implementation
 Kanban/Lean Manufacturing Implementation
 Pricing and Source Negotiations
 Logistics initiatives
3/18/2010 Dean Maple 8

9. Materials/Prod. Control Initiatives
Assembly Line Up Time
Hours
 Situation: Significant
assembly line interruptions for 35
late delivery, or misplaced 30
inventory. 25
 Actions: Analyze root cause, 20
utilize fishbone analysis and 15
implement Kaizen team. 10
 Results: Significant reduction 5
in assembly line downtime. 0
Jan-97
Sep-96
Nov-96
May-97
Mar-97
Percent
Year 1996 1997 Change
Inventory
Accuracy 104.8 77.5 -26.05
Inventory
Downtime hour results comparison
Delivery & 1996 vs 1997. DT Hours costed at
Availability 246.9 88.7 -64.07
$400/hr savings of $72,400
3/18/2010 Dean Maple 9

10. Materials/Prod. Control Initiatives Ryobi
MRO - Integrated Supply Situation &
Tasks
 1/7/97 Current Inventory $ 1.3 million ( not including
maintenance)
 1996 Inventory Turns = 1
 1996 # of vendors = 700 (Includes capital equip.&
contractors )
 1996 Purchases = $ 4.8 million(less capital equip.& Const.)
 Over $400,000 of current inventory has had no activity since
December 1994.
 Stockouts still shutdown operations waiting on vendors to
supply from blanket orders.
 1996 cut over 10,000 Purchase Orders & Processed 8,875
Invoices
3/18/2010 Dean Maple 10

11. Materials/Prod. Control Initiatives Vision
MRO - Integrated Supply Statement
 To eliminate the MRO products inventory, daily
purchasing and inventory management function of this
inventory for our plant, focusing on the following key
benefits:
 Improved cash flow.
 Reduced cost of products purchased.
 Reduced inventory carrying costs.
 Improved focus on core business.
 Reduced purchase transaction costs.
3/18/2010 Dean Maple 11

12. Materials/Prod. Control Initiatives Decision
MRO - Integrated Supply Agreement
Implemented
 Proposal Summary
– Use up active inventory.
– Guaranteed savings 4% hard cost in first year.
– Projected annual savings breakdown.( D.M.)
 1st Year $ 376,610
 2nd Year $ 298,610
 3rd Year $ 233,810
– Actively drive down Ryobi Owned Inventory
– Implementation throughout facility in 1997.
– Key to all this is a Partnership Relationship
3/18/2010 Dean Maple 12

13. Results
Materials/Prod. Control InitiativesSince Integrated SupplyTarget Start
Inventory Trend
Date Reduced
MRO - Integrated Supply by $561,224 in Acct 1607
Eliminated 1605 $ 65,000
Total reduction project to date is
$626,224
Inventory reductions continued through 1999.
With cost savings meeting agreed objectives.
1607 MRO Inventory Account Stock Status ( Weekly Inventory)
$1,400,000
$1,200,000
$1,000,000
$800,000
$600,000
$400,000
$200,000
$0
Beg. 15- 29- 10- 21- 2- 13- 25- 6- 17- 28- 11- 23- 4- 15- 27- 8- 21-
Feb Mar May Jun Aug Sep Oct Dec Jan- Feb- Apr- May- Jul- Aug- Sep- Nov- Dec-
98 98 98 98 98 98 98 98 98
3/18/2010 Dean Maple 13

14. Materials Initiatives
V M I - Fasteners
 Situation: Delivery Issues, High Inventory, Escalating
Pricing, Product Quality
 Actions: Single source supply, on site inventory
ownership, Kanban delivery to line side, elimination
of returns to stock.
 Results: Elimination of company owned inventory $
100,000 reduction, elimination of delivery problems,
purchase upon consumption of
product.Implementation of Kanban pull.Reduction in
headcount 2 employees.Elimination of returns to
stock.
3/18/2010 Dean Maple 14

15. Focused Efforts on reduction of
Materials Initiatives stock transactions and improved use
V M I - Fasteners of Kanban point of use
replenishment stocks.
% of Total Pcs Returned to Stock Each Week
35.00%
30.00%
25.00%
Percent
20.00%
15.00%
10.00%
5.00%
0.00%
7- 11- 15- 22- 26- 31- 5- 9- 13- 18- 22- 27- 31- 7- 11-
Dec- Jan- Feb- Mar- Apr- May- Jul- Aug- Sep- Oct- Nov- Dec- Jan- Mar- Apr-
97 98 98 98 98 98 98 98 98 98 98 98 99 99 99
Week
Percent Log. (Percent)
3/18/2010 Dean Maple 15

16. Materials Initiatives: Kanban
 Plastic Omnium: Implemented Internal Kanban pull
between stocks warehouse. Improved inventory accuracy
from an average 25%monthly error ($400,000) to an
average of 2.5%.
 Borg Warner: Expanded the external demand pull Kanban
system to include Hyundai. Implemented computerized
Access database system for managing Kanban
communication to suppliers.
 Ryobi: Implemented external demand pull Kanban through
the following areas: Plastics, Fluids, Packaging, Fasteners,
and Motor materials. Resulting in a reduction of Raw &
Wip inventories of $2 million dollars.
3/18/2010 Dean Maple 16

17. Materials Initiatives
Price & Source Negotiations
 Annual Contract Negotiation:
– Flat rolled steel purchases * $ 1.6 million dollars
contract for stamping materials. Established product
family group pricing and a vendor owned finished
inventory daily shipping bank.
– Aluminum Die Cast ingot purchase contracts negotiated
based upon futures metal market projections, annual
purchases in excess of $5 million dollars. Realized a
$170,000 annual savings.
3/18/2010 Dean Maple 17

18. Materials Initiatives: Logistics
 Plastic Omnium: Implemented a materials/logistics system, SAP
4.6, major improvement to customer suppliers rating for logistics
functions.
 Borg Warner: Implemented cost savings on transportation with the
use of Milk Runs, single source transit & customs clearance of $
250,000.
 AFCO: Expanded Milk Run, returnable container programs to
expand company program for elimination of waste and refuse
disposal at the plant. Estimated annual savings were $ 100,000.
 Ryobi: As a component of my procurement responsibilities I
studied routing of Far East purchases. Finding that 85% of all
purchases came via the most expensive routing the routing was
changed and pricing negotiated with ocean carriers resulting in a
$250,000 savings.
3/18/2010 Dean Maple 18

19. Plastic
Logistics – Inventory Mgt. Omnium
 First Objective: Make
it accurate.
– Establish Control
– Train the employees
– Cycle count
– Focus on corporate
objective of <3% error
in inventory.
3/18/2010 Dean Maple 19

20. Plastic
Logistics – Inventory Mgt. Omnium
Duncan Month End Inventory Results  Second
Objective: Find
$3,000,000
ways to reduce
$2,500,000
$2,000,000
it.
$1,500,000
– Procurement/
$1,000,000
Planning
Management
$500,000
$0
– Supply Chain
Management
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Total Inventory 2 per. Mov. Avg. (Total Inventory)
3/18/2010 Dean Maple 20

21. Logistics – BMW Supplier Rating
Best Result for
Plastic Omnium
Logistics Score
since the
beginning of the
relationship with
BMW, 10 years.
3/18/2010 Dean Maple 21

22. Manufacturing - Initiatives ( Ryobi)
 Productivity - Die Cast Machining
 Kaizen Continuous Process Improvement
 New Product Introduction
 Motor Assembly Line Project
3/18/2010 Dean Maple 22

23. Manufacturing Initiatives- Die Cast Machining Productivity
Reduced Scrap, Reduced
Overtime Hours Support
Productivity
12 % improvement in
productivity acknowledged by
the VP of Operations
Focus on productivity = Reduced Secondary Labor,
3/18/2010 Dean Maple 23
Reduced Indirect & Increased Direct Labor Efficiency

24. Manufacturing Initiative - Die Cast Machining
Productivity
 Results:
 Situation: Low  Zero defects for nine
Productivity, High Scrap, continuous months(through
High Indirect and project completion) with
Secondary Labor major customer.
Expenses.  $ 100,000 Savings on cell
 Actions: Form Kaizen reorganization.
Team, Capacity Analysis -  Employees from Shop floor
Study Constraints, part of Kaizen team for
Implement SPC, Educate continuos improvement.
& Involve Employees  Sustained 10-12 %
productivity improvement.
3/18/2010 Dean Maple 24

25. Manufacturing Initiative - Die Cast Machining
Cellular production startup of a major product
Productivity introduction. Constrained by process and launch
New product startup to market timing requirement.
Leap Router Parts Machined
15,000
Production
10,000
5,000
0
2-Oct 9-Oct 16-Oct 23-Oct
Weeks
Total Machined Log. (Total Machined)
Leap Router Parts/Hour
100
Production
50
0
2-Oct 9-Oct 16-Oct 23-Oct
Weeks
Parts per hr Log. (Parts per hr)
3/18/2010 Dean Maple 25

26. Manufacturing Productivity Initiative - Assembly
(see project mgt..)
 Letter of recognition
for project leadership
from startup, full
production release,
Kaizen training of
employees and order
fulfillment to
customer.
3/18/2010 Dean Maple 26

27. Project Management - Manufacturing and
Materials Initiatives
A re a D e s c rip tio n S itu a tio n C o m m e n ts
M a te ria ls : Vendor P e rfo rm a s a n C o m p a n y in
C o m p a n y: M anagem ent & o n s ite je o p a rd y o f
A s s o c ia te d Q u a lific a tio n m a te ria ls a n d s h u td o w n o f
Fuel Pum p m a n u fa c tu rin g T o yo ta a n d
C o rp o ra tio n s u p p o rt fo r H onda
D a te : 9 /2 0 0 0 s u p p lie r A s s e m b ly
L in e s
O p e ra tio n s / P ro je c t C a s h Excess S e rio u s
P ro c u re m e n t R e d u c tio n o f In ve n to ry o f fin a n c ia l
C o rp o ra te in ve n to rie s . M fg . & c o n d itio n
In itia tiv e R yo b i G e n e ra te c a s h P u rc h a s e d o b je c tive to
D a te : 2 /2 0 0 0 flo w fro m F in is h e d G o o d s e lim in a te $ 2 5
e x c e s s in v. m illio n d o lla rs
e x c e s s in v.
3/18/2010 Dean Maple 27

28. Project Management - Manufacturing and
Materials Initiatives
Area D e s c r ip tio n S itu a tio n C o m m e n ts
S ta m p in g L e a d C ro s s T h e s ta m p in g D ir e c te d to
O p e r a tio n s fu n c tio n a l o p e r a tio n n e g o tia te a n d
O u ts o u r c e te a m to w e re n o r e lo c a te th e
R yobi o u ts o u r c e th e lo n g e r b u s in e s s to a n
D a te :1 /1 9 9 9 s ta m p in g c o n s id e r e d a o u ts id e
o p e r a tio n c o re ve n d o r.
c o m p e te n c y B udget
$ 1 5 0 ,0 0 0
In s o u r c e L e a d a cro s s M a n u f a c tu r in g R e n o v a te
M o to r M o d u le fu n c tio n a l c o n tr a c t to space, 2-
p r o d u c tio n te a m to lo c a te s u p p ly m o to r s m o n th
R y o b i D a te : m o to r fo r f lo o r c a r e tim e ta b le
7 /1 9 9 9 p r o d u c tio n to c u s to m e r f o r p u r c h a s e a ll
th e fo rm e r th r e e y e a r s e q u ip m e n t,
s ta m p in g a r e a tr a in
e m p lo y e e s .
B udget
$ 1 5 0 ,0 0 0
3/18/2010 Dean Maple 28

29. Project Management - AFCO on site
vendor support
 Situation: Supplier selected was not able to adequately support
component demand upon release to produce, jeopardizing
vehicle assembly schedules at Honda, Toyota and Numi. I was
selected to perform as the on site vendor support person in
Detroit.
 Actions: Implemented Master Schedule, Subcontractor
schedules, evaluated, recommended & pushed implementation
of shop floor materials control and equipment layout changes.
Daily productivity reporting. Visual schedule and production
posting.
 Results:Supplier shipments on time, quality problems addressed
and vehicle assembly line downtime avoided.
3/18/2010 Dean Maple 29

30. Project Management: Ryobi Project Cash -
Finished Goods Team Leader
 Situation: The company was severely effected by the Asian
banking crisis and a the difficulties of managing supply chain
purchases for Far East finished goods purchase decisions.
Finished Goods inventories were at an all time high of $80
million dollars and in a cash supply crisis. An S & OP process
was not in place nor a procurement organization separate from
the sales & marketing organization.
 Actions: A cross functional team was formed along with a
Consulting team from Delloite & Touche. Analysis of
forecasting, buying practices, implementation of a master
procurement schedule and creation of a the Demand Planning
discipline to lead the S & OP process and create a separate
procurement department was implemented.
3/18/2010 Dean Maple 30

31. Project Management: Ryobi Project Cash
Finished Goods Team - Results
A $ 30 Million dollar reduction in inventory was realized and
enough cash generated to significantly reduce borrowing
requirements.
 S & OP process was implemented providing discipline to
coordinate the key functions of :
C
– New Product Planning C
U U
S
– Demand Planning S
Integrated T
T
O
– Supply Planning Business O
M Plans M
E – Financial Planning E
R R
3/18/2010 Dean Maple 31

32. Project Management: Stamping Outsource &
Motor Insource Project Leader - Project
Description
 Stamping - Outsource the approximately 300 components
manufactured in house to an outside supplier with the key
criteria to complete the project in six months with no
interruptions in manufacturing assembly schedules and
utilize the existing work force through the end of the
project to support building inventory banks to support the
move.
 Motor Manufacturing- Continuing after completion of the
stamping project, renovate the manufacturing area, install
equipment, train new employees and deliver product to the
customer in less than 3 months from start of project.
3/18/2010 Dean Maple 32

33. Project Management: Stamping Outsource &
Motor Insource Project Leader
 Key Project Functions Addressed:
– Human Resources
– Engineering
– Supplier Negotiations
– Maintenance
– Logistics
– Planning
– Equipment Sales and Relocation
3/18/2010 Dean Maple 33

34. Project Management: Stamping Outsource &
Motor Insource Project Leader Timeline
Jan-97 Feb-97 Mar-97 Apr-97 May-97 Jun-97 Jul-97 Aug-97 Sep-97 Oct-97
Stamping
Supplier
Negotiations
Project
Release -
Stamping
Component
Transf er Plan
Executed
Equipment
Transf erred
Stamping
area
renovation
Motor
Component
Supplier
Negotiations
Eng, &Equip
Req.
Executed &
Installed
Employees
Trained &
Production
Startup
3/18/2010 Dean Maple 34

35. Project Management: Stamping Outsource &
Motor Insource - Project Results
 Projects on Time :
 No Interruptions in Manufacturing Assembly - Stamping
Project:
 Projects within Budget:
 Stamping $150,000Budget - Came in under budget and generated
over $500,000 in income from the sale of the equipment.
 Motor Project $150,000 Budget - Came in under budget
 Employees:
 Stamping - Excellent cooperation all provided jobs who wished to
work, 3 senior employees retired.
 Motor Project: All trained, staffed on schedule and beat previous
production rates & quality standards.
3/18/2010 Dean Maple 35

36. Automotive Launch Project – BMW E53 Mu
Facelift – Successful “Digital Launch” at BMW
E53 Face Lift Timing Plan Planned Finish Date
Area: Logistics - Dean Maple Important elements not fulfilled - danger of missing due date
Revision Date/CW: May 23 2003 - CW 21 Some elements not fulfilled; counter measure needed to regain planned timing
Revision Level: A According to plan
Months 2003 January February March April May June July August September October
Calendar Week 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43
Verification of PTO Releases (TOD) 100% Complet e
Verification of PS1 Releases 0% 100%
Verification of PS2 Releases 0% 50% 100%
Verification of AS Releases 0%
Deliver PTO/KEX Parts 10% 15% 20% 40% 50% 60% 70% 80% 90% no issues
Deliver PS1 Parts 0% 20% 60% 70% 100%
Deliver PS2 Parts 20% 30% 40% 50%
Deliver AS Parts 0%
Elimination of EDI Errors 0% 20% 20% 20% 30% 40% 50% 50% 50% 50% 60% 60% 60% 70% 70% 70% 70% 70% 70% 100% complet e - no er r or s
Validation of Shipping Rack Allotment 0% 0% 10% Waiting to determine pro to feasability fo r density
Run-out Plan 0% 10% 20% 20% 20% 30% 30% 30% Initial run o ut plan needs to be drafted and appro ved - P riscilla/A nn
Production Inventory Runout Management 0%
Current E53 Front Service
Validate layout/location w/Process Team 0%
Run-out Plan (one time buys, etc.) 0%
Management of new service line
PTO/KEX 52 PVS1 64 PVS2 43 ANLAUF 134 SOP 400 Vehicles per day
3/18/2010 Dean Maple 36

37. Systems Implementation
 SAP 4.6 – Plastic Omnium: Monthly Inventory Adjustment % of Ending Inventory
SAP had been installed for 5
years but never properly used 35.0% 32.9%
for procurement, inventory 30.0%
25.9%
management and execution.
25.0% 21.5%
Implemented 4.6 in March
2003. Key functions and 20.0%
%
responsibilities executed for a 15.0%
9.9%
successful implementation. 10.0% 6.5% 6.5%
Immediate results achieved 5.02%
5.0%
with inventory accuracy.
0.0%
Jan Feb Mar Apr May Jun Jul
Month
3/18/2010 Dean Maple 37

38. Computer Systems Implementation
 SAP 4.6 – Plastic Omnium: Procurement, Inventory Control,
Transaction Control – Material Movement, Production Reporting,
Customer Delfor Management, EDI
 SAP 4.0 Ryobi: Warehouse Management, Master Production Planning,
Master Procurement Planning, Material Movement, Sales Forecasting,
Sales & Operations Planning Production Reporting.
 Synquest Material Execution System – Ryobi – Shop floor control for
work center loading and detail planning. Complement to SAP.
 Early career projects include: Order entry, shop floor control
3/18/2010 Dean Maple 38

39. Systems Implementation Plastic
Omnium
SAP Version 4.6
 Planning Execution
 Stock Coverage
Analysis
 EDI Requirements
Communication
 ASN Communication
 BMW SPAB Interface
 BMW Technical Order
Data Management
3/18/2010 Dean Maple 39

40. Systems Implementation Plastic
2005 SAP Upgrade Omnium
SCOOP Project  Led the project initiative for
implementation of BMW related functions
• Supply Chain for the Duncan, South Carolina facility
Organization – SAP
Omnium Plastic – eFORS – sequence demand solution,
• Standardized standardized solution worldwide.
configuration for all  Key steps:
PO facilities. – Understanding the change
• Modules MM,PP , – Impact analysis
MD, SD, FICO – Configuration , master data development
– Conference room pilot
– Training execution
– Launch
– Sustain deployment
3/18/2010 Dean Maple 40

41. Plant Management- Norcross,Ga. Plastic
Omnium
• Sequence assembly and delivery operation to supply GM Doraville
GM201 mini-van. 90,000vpy
• Injection molding 2,300 ton for the injection of GM and BMW
components
• Diverse workforce multilingual work force
• Original temporary assignment was 6 months to prepare to
shutdown the facility with planned Doraville shutdown.
Assignment changed to sustain operations with extension of GM
operations through September 2008.
• Prepare plant for reinvestment to sustain operations with a new
business model.
3/18/2010 Dean Maple 41

42. Plant Management- Accomplishments
• Received TS16949 Certification – One of two plants in the division
of 30 operations worldwide to certify with zero findings.
• Twelve month delivered PPM to GM Doraville of < 40
• Zero lost time injuries
• Zero recordable injuries
• 100 % sequenced on time delivery performance to GM Doraville
for 90,000 vehicles
• Favorable 12 month budget performance
• Implemented key process and cost savings actions resulting in
$ 200K favorable contribution to operating budget.
3/18/2010 Dean Maple 42

43. Plant Management- Accomplishments
• TS16949 Certification
Recommendation
3/18/2010 Dean Maple 43

44. Plant Management-TS16949 Certification
Auditor Comments
Define strategy and objectives:
+ Even with the facility being originally scheduled to
be closed this year, the organization did very well in the
achievement of established goals
+ Internal communications
Develop people:
+ Development of bilingual for hourly employees Spanish to
English, and for management English to Spanish.
+ Associate audit preparations – visual audit tips / hint
placards
•Develop product/process:
- No current activities
3/18/2010 Dean Maple 44

45. Plant Management-Industrial Indicators
3/18/2010 Dean Maple 45