Performance Improvement, LLC (PI) is a wholly-owned subsidiary of BBK that was created to provide manufacturing operations expertise. PI helps clients improve quality, delivery, and cost through a process of assessment, planning, improvement execution, and sustaining changes. PI has extensive expertise in areas like lean manufacturing, supply chain management, quality systems, and interim management. Case studies demonstrate PI's ability to quickly implement solutions like process improvements, quality initiatives, and cost reduction efforts to achieve significant results for clients.

1. Introduction to the “New” BBK and
Performance Improvement, LLC

2. BBK Overview
Our Company
Our Expertise
• Established in 1977
• We enhance value
throughout the
business life cycle
• Integrate extensive
senior financial,
strategic and
operational
expertise
• Transferred
Operations group to
separate entity Performance
Improvement, LLC
• Global capabilities
with offices
throughout the US,
Europe and Asia
• We offer ―C‖ level
expertise with
foundations in
manufacturing,
distribution and
supply chain
management
• We provide
sustainable
improvement of
quality, delivery and
cost to enhance
profitability
Our Talent
Our Results
• We use a ―handson‖ approach – our
professionals work
with and train your
employees
• Thousands of
successful diverse
engagements
spanning a broad
array of industries
• We recommend
realistic solutions
and execute the
implementation
plans
• International
experience and a
strong global
presence
• Senior engagement
leadership
• Former CEOs,
COOs, CFOs,
and plant
managers
• ―Best Industry
Practice‖
capabilities
including Lean
manufacturing, ISO
and Six Sigma
1

3. Global Presence
Successful completion of thousands of engagements worldwide
Asia
Mexico
Australia
Norway
Canada
Poland
France
South America
Germany
Spain
India
Italy
United Kingdom
USA
Locations:
Detroit  Los Angeles  Nashville  New York  Frankfurt  Shanghai
2

4. Representative Clients
3

5. Dedicated Teams with Integrated Solutions
• We integrate extensive financial, strategic and operational
expertise to customize tailored solutions
4

6. Traditional View of BBK
Supply Risk Management Experts Only
– Financial services related to assisting OEM customers with troubled supplier
situations
• Services ranging from financial assessment to crisis management
• Negotiation of agreements
• Cash management
– Operations services related to maintaining and transitioning customer
production
• Bank builds
• Tool moves
– Client Base
• Primarily auto manufacturers
General Corporate Restructuring
– Financial services provided to lenders on a limited basis
5

7. New BBK and PI
Supply Risk Management
–
–
Still a core service offering, as required
New offerings:
•
•
•
SMART Ratings
PE Firm Analysis
MBE Initiatives and Mentoring
Manufacturing - We are a variable cost solution
–
Services to support broad array of operations issues faced by manufacturers today
•
•
•
•
–
Capacity constraints
Cost reduction
Quality improvement
Supply chain
Financial/strategic services
•
•
•
Global Client Base
Medium to large manufacturers including Auto
makers, Tier 1’s and Non-automotive
manufacturers
Acquisition due diligence
Footprint rationalization
Commercial negotiations
General Corporate Restructuring
–
–
–
–
Financial services provided to lenders and now companies in need of restructuring
Assist PE firms pre and post transaction
Provide litigation support, forensics and receivership services
Interim management (financial and manufacturing expertise)
6

8. BBK: Delivering a Complete Range of Services
Financial Advisory
•
Corporate Restructuring
Strategic Advisory
•
– Bankruptcy Advisory
– Interim Management
Corporate & Business Unit
Strategy Evaluation
•
Advanced Planning &
Development
– Market and Competitive
Position Assessment
– Turnaround Consulting
•
Operations Advisory
•
Operations Assessment
– New Production
– Financial Forecasting and
Value Creation Analysis
Corporate Finance
– Mid-Cycle Launch
– Capital Sourcing
– Manufacturing & Operations Risk
– Valuation
•
– Risk Assessment
– Strategic Planning
– Manufacturing Transition
Litigation Services
•
Due Diligence
•
Performance Improvement
– Expert Testimony
– Lean Manufacturing
– Litigation Support
•
– Business Assessment
– Acquisition / Disposition
– Process Reviews
– Sell Side / Buy Side
– VA/VE
Commercial Banking
– Loan Quality Review
•
Information Technology
Planning / Assessment
•
MBE mentoring
– Asset Management
– Due Diligence
•
Supplier Risk Management
– Supply Chain Design &
Development
•
Operations Intervention
– Launch Readiness
– BBK Ratings
– Engineering & Operations
Support
– Supplier Risk Analysis
– Interim Management
– Desk Top & Viability Analysis
– Problem Constraint & Isolation
– Crisis Management / Supply
Chain Protection
7

9. What is Performance Improvement, LLC?
Performance Improvement, LLC (PI) is a
wholly-owned subsidiary of BBK and
provides the manufacturing operations
expertise that has been a core strength
of BBK for more than three decades
PI was created to meet the new
demands of the industry; more complex
problems requiring more complete and
integrated solutions
PI signals a shift in focus for BBK, from
helping distressed companies turn
around their businesses to helping
companies grow and improve their
processes
8

10. Expertise at a Glance – Cost Management Tool Box
Improvement Initiatives
Assessment
Advanced Planning
& Development
Lean Manufacturing / Process Reviews
Manufacturing & Operations Risk Assessment
Program management
 Shop floor excellence review against lean principles
 Value stream / process mapping
 JPH (TAKT time) / station loading analysis
 Material and production planning and control
 Material Flow analysis
 Review of quick change practices
 Assistance with error proofing
 Visual factory management assistance (VFM)
 Continuous Improvement System Implementation
 Constraint identification and management
 Management structure, responsibilities and
measurables
 Manufacturing capacity and capability
 Machine and equipment reliability
 Tooling and gauging assessment
 Preventative maintenance systems
 Quality systems
 Production control and logistics systems
 Production constraints
 Engineering Processing & Design
 Warranty Reviews
 Valuation
 BBK Ratings
 Gantt and Pert Charts
 Gate reviews
Supply Chain Performance
Supply Chain Design
Quality Operating System Assessment/Support
 Performance feedback and measurement
 Quality planning
 Quality assurance activities
 Quality control activities
 Technical problem solving (Six Sigma)
 Continuous Improvement
Supply Chain Improvement
 Supply Chain Re-engineering and Optimization
 Inventory Management and Control
 Rapid Transportation Management
 Warehouse Optimization
 Supplier rationalization
 Order Management
 In bound transportation
 Material Flow & Production Scheduling
 Out bound distribution
 Inventory Management
Launch Readiness
 Manufacturing Plan
 Pre-production process mapping
 APQP
 Equipment delivery and installation tracking
 Run at rate (JPH)
 Supplier Readiness
 Containment management
 Ramp-up plan review and tracking
Greenfield/Brownfield Reviews
 Network Design
 Site selection
 Material Flow Engineering
 Containerization and Cubing Optimization
 Strategic Sourcing
Pre-processing
Simulations
Process Validation
9

11. PI: Applying Expertise Through Process
• Performance Improvement,
LLC provides the most
responsive, highest impact
professional services for
sustainable improvement of
manufacturing quality,
delivery, and cost to
enhance profitability.
Assessment
Sustaining
PROCESS
Sufficiency
Planning
Improvement
Execution
10

12. PI: Process and Methodology
Process
Methodology
Phase 1- Assessment
Walk the Value Stream
•
•
Gain a clear understanding of the Current
State
Observe and LISTEN
Appropriately Size the Team
Phase 2- Sufficiency Planning
•
Create a prioritized strategy for positively
impacting operational performance in
Quality, Delivery, and Cost
Phase 3- Improvement Execution
•
The hands-on execution of the sufficiency
plan by experienced Lean practitioners
•
1-3 resources typically required
Assess and Plan Quickly
•
1-5 days typically to reach Phase 3
Adopt an Action Orientation
•
•
•
Drive improvement implementation
Consistently measure the process
Create an environment of accountability
Phase 4- Sustaining
•
Provide the knowledge to allow
management to measure and operate the
systems independently
Teach and Mentor Throughout
•
Ensure that systems are fully understood
11

13. Phase I Assessment
Process
• Phase I Assessment
o Gain a clear understanding of
the current state
Methodology
• Walk the Value Stream
o Observe and listen
•
Appropriately Size the Team
o 1-3 resources typically required
12

14. Operational Assessment Outline:
Phase I – Cost Management Data
Plant
Presentation
(30 min. to 1 hr.)
Value Stream
Walk with
Plant
Management
(2 to 4 hrs.)
One-on-one
Interviews
with Key
Management
(30 min. to 1 hr. with
each manager)
Detailed
Value Stream
Walk and
Observation
Equipment
and Tooling
Review
(1-2 days)
Wrap-Up
Meeting with
Plant
Management
(1 to 2 hrs.)
Receiving
Plant General
Information
Cycle Times
Raw Material
Plant Manager
Process Walk Through
https://imgur.com/a/pFY1P
Inspection Stations
High Level
Metrics
Manufacturing
Manager
Rework Areas
Engineering Manager
Finished Goods
Materials Manager
Shipping
Maintenance Manager
Changeover
Times
General
Impression
Start-Ups/
Breaks/Shift
Changes
Quality Lab
Layout
Production Flow
Capacity Review
Maintenance
Tool Shop
Condition
Human Resources
Manager
Manning Review
Plant Controller
13

15. Operational Assessment Report
In Depth Assessment Report (Example) - Each PI In-Depth Assessment Report
will contain the following sections:
• Value Stream Observations and Recommendations
• Major Process Flows Observations and Recommendations
• Representative Work Station Observations and Recommendations
Work Stations
Value Streams
Process Flows
14

16. Improvement Execution Methodology
Leaders as Coaches
Weekly Status Review and Go See Events with Peers
Establish Data Room
Project
Plans
Action Plans
Metrics
Execution
Performance
Tracking
Accountability
Kaizen
Alternative
Selection
Control
Charts
Budgets
Resource
allocation
Act
Read across
Lessons
Learned
15

17. Sample Deliverables
Daily Activity Plan
Organizational Structure
Responsible Accountable Consulted and
Informed ( RACI)
Gantt Chart
Context Viewer
Project Tracking
16

18. Current and Future Status
Gap
Gap Analysis
17

19. Visual Management
• Better
Collaboration
• Focused
Approach
• Accelerated
issue resolution
• Project
Management
• Structured
information flow
• Visual
Management
• Increased
efficiency
Data Room
18

20. PI: Proven Solutions
Performance
Enhancement
Gain a clear understanding of the current state; create a prioritized strategy for
positively impacting a client's operational performance; provide hands-on execution of
the sufficiency plan by experienced LEAN practitioners and the tools to allow
management to measure and operate the systems independently
Supply Chain
Management
Implement actions managing supply and demand, sourcing raw materials and parts,
warehousing and inventory tracking, overseeing order entry and order management,
distributing effectively across all channels, and ensuring on-time delivery to customers
Quality System
Execute actions and plans related to performance feedback and management, develop
quality plans based on process knowledge, technical problem solving, continuous
improvement planning, and execution
Value Analysis /
Value Engineering
Assess and ensure design for manufacturing and production processes are optimized
Interim
Management
Deploy Performance Improvement team's deep manufacturing experience on an
interim basis to jump start performance enhancement
19

21. Summary
Performance Improvement, LLC's
unique capabilities include a deep
understanding of manufacturing and
our large, diverse team can quickly
bring customized solutions to help
solve today's challenges. Improving
financial results often starts on the
shop floor and Performance
Improvement, LLC offers an
independent focal point that can
bring, on a variable cost basis, added
value helping clients ensure that
manufacturing processes are
maximizing quality, delivery and cost
metrics.
20

22. Why BBK and Performance Improvement, LLC?
• Manufacturing is BBK/PI’s core competency
– We are a variable cost solution
– Reputation for excellent execution and well respected by all constituencies
• Our unique Operational, Financial and Strategic capabilities
• We have over 33 years of successful engagements recognizing the value of
timely, responsive solutions
• Thousands of engagements completed with companies ranging from $10 million $2 billion in annual sales
• Our global footprint but yet middle market rate structure
• We have the capability to provide unique problem solving with “hands-on”
experience to implement best practice solutions
• We can react immediately and are positioned to quickly get the
appropriate staff “on the ground” to achieve the stated objective in a
expedited manner
21

23. Select Case Examples

24. Mexican Supplier of Automotive Safety Systems
35
Results
93%
Before
After
Actions Taken
80%
17
• BBK quickly amassed a team of professionals to
provide operational improvement in all
Mexican facilities
• Close quality gate facility to prevent defective
parts from shipping to customer
Quality
(PPM)
Corrective Action Reports
(CARs) – On time
• Created and maintained importance of immediate
response to customer concerns
• Provided significant good will toward removal from
‘customer’s new business hold’ condition
• Closed customer corrective action response reports
(CARs), both past due and new, with long term repeatable
system adapted
• Drastically reduced production requiring rework (PRR)
occurrences
• Addressed warranty claim situations including robust
system for new occurrence management
• Process improvements contributing to long
term quality stability
• Trained and mentored all employees from
management to production staff, creating self
perpetuating system of holistic process/quality
improvement culture
• Created sense of urgency to provide ‘quick
response’ to customer on all non-conforming
material related concerns, including coaching
on best practices to achieve repeatable, long
term results
• Established internal quality inspection/audit
procedures at work cells, end of process and
incoming material value stream locations
• Revamped engineering design review system to provide
‘real time’ support to production and customer issues
23

25. Outdoor Consumer Products Company
Results
Actions Taken
• Quickly amassed a team of internal
professionals, external contacts and key
client personnel to conduct study
$M
Year
NPV > $100M
3 Yr Payback
• Developed comprehensive cost analysis including
NPV of proposed project in 30 days
• Provided strategic insight and alternatives analysis
• Studied feasibility and cost of relocating
$600 million of manufacturing operations
outside of U.S.
• Multiple locations investigated and
analyzed
• Considered alternative options for client
including sourcing and operations
• Offered practical recommendations for location,
size, timing, etc.
• Identified areas of risk and opportunity
• $3 billion client used information as basis for
moving forward decisively on plan to move
operations to Mexico
24

26. Logistics Provider
$28 million
Results
Actions Taken
•Quickly pulled together information
required to perform analysis
Before
$8 million
After
Original Price
Increase
Revised Price Increase
After BBK Analysis
•Assisted client with contract negotiations
surrounding significant price increase
•Expeditiously provided client with analysis to
negotiate $20 million in annual savings
•Worked with supplier and performed
review on site in less than one week
• Discuss discrepancies and variances
with supplier to move toward
adjustments to pricing
•Worked with commodity team and
assisted with additional follow up
analysis, discussions with supplier and
preparation for meetings as required
•Developed strategy on how to approach
negotiations that led to entire targeted savings
25

27. A Battery Supplier
A Battery Supplier
Results
778
Before
After
296
44%
12%
Scrap Rate
Throughput
• 100% On Time Delivery attained in 2008
• Recall campaign shipments satisfied six weeks ahead of
schedule
• Identified $8MM annualized inventory variance and
corrected root cause
• Met all launch product program timing objectives
• Removed company as volume constraint in OEM hybrid
vehicle manufacturing
Actions Taken
• Implemented lean production systems around
material flow and scheduling to produce
stability
– Kanban Systems
– Containerization
– Visual Management
– Standardized Work
• Implemented production tracking systems
designed to identify and eliminate process
constraints
– Production Status Boards
– Pareto Analysis
– Plant Metrics
– Accountability Meetings
• Employed Technical Problem Solving techniques
to improve battery yield and reduce scrap
• The client realized nearly 4 to 1 ROI on BBK
services
26

28. Vehicle Exhaust Manifolds Manufacturer
Results
Actions Taken
90%
Before
After
40%
30%
3%
Scrap Rate
First Time Quality
• Reduced gas holes to under 1% and eliminated
core scrap completely
• Set control parameters around
stainless steel molten temperatures,
sand chemistry and hold cycles
• Eliminated solid sand cores and
decided to manufacture our own shell
cores
• Eliminated gate cut off process which
was throughput constraint, installed
programmable HD laser, robot
controlled cells
• Installed automatic leak test machines
• Doubled throughput and eliminated 43 direct labor
employees
• Eliminated field failures and machining scrap
• The client yielded a 6 to 1 ROI
27

29. Metal Forging Supplier
Results
Actions Taken
(throughput)
2189
2100
Before
After
1432
Machining
1016
Assembly
• Improved throughput in all production areas
• Constraint operations improved 47%
• Assembly operations improved 115%
• Qualified a new paint source, after prior source failed,
with no impact to customers
• Initiated regular production on new launch product
meeting all customer requirements
• Maintained continued satisfaction of customer
requirements through the customer access period
• Implemented Lean production systems around
material flow manufacturing to produce stability
– Kanban Systems
– Visual Management
– Standardized Work
• Implemented production tracking systems
designed to systematically identify and
eliminate process constraints and drive
throughput
– Production Status Boards
– Pareto Analysis
– Fast Response tracking
– Accountability Meetings
• Employed maintenance SWAT approach to
identify and eliminate key machine downtime
reasons
• Within the first year, the company realized a 5
to 1 ROI
28

30. Engine Parts Manufacturer
Results
Actions Taken
Net Income improvement of
>$17 million per year
$M
Year
• Developed analysis of various plant
closure scenarios and strategic
footprints
• Reviewed operations for improvements,
including processing, manpower, and
inventory
• Managed transition of 5 facilities into 4
• $200 million company rationalized capacity and
addressed revenue shortfalls on certain products
• Analyzed product line profitability to
understand pricing issues
• Implemented MRO inventory reduction program
saving $2 million
•Identified $1.5 million of cost improvements
related to scrap reduction, labor and overhead
• Restructured operations through plant
consolidation leading to $5 million savings per
year
• Negotiated price increases from customers
sufficient to sustain company
29

31. Select Biographies

32. Select BBK Biographies
Bill Diehl has served as BBK’s Chief Executive Officer since 2007. In this role, he has effectively implemented a global and
diversified growth strategy, successfully establishing BBK as a leading business advisory firm offering synergistic service
offerings designed to enhance the performance, profits and stability of its clients around the globe. Prior to this post, Bill
served as Chief Operating Officer, where he played an instrumental role in building upon the firm’s core competency in
manufacturing, and strengthening its areas of expertise in Supply Risk and Supply Chain Management, as well as corporate
advisory.
William G. Diehl
President, CEO and
Global Automotive
Advisory Group Lead
Bill’s proven ability to forge productive relationships in business turnaround or revitalization situations resulting in maximal
outcomes for OEMs, suppliers, investors, lenders and all constituencies elevated him to his current leadership position at
BBK.
Over the past decade, Bill has helped hundreds of companies improve performance, enhance enterprise value and maximize
returns, in addition to helping troubled companies develop winning strategies, negotiate settlements and implement effective
action plans. He has represented many of the large automotive manufacturers and large Tier 1 suppliers around the globe
with their Supply Risk Management efforts and has served these organizations during many of the large supplier distress
cases that have plagued the auto industry. His experience has carried him to the non-automotive space, where he has
assisted manufacturing companies to define and implement their turnaround strategy. Bill also has worked with many
minority based companies to deal with the unique challenges facing this industry segment and is highly regarded as a
reputable mentor.
Education and Certifications
 Master of Business Administration, Central Michigan University
 Undergrad/Accounting, Wayne State University
 Certified Public Accountant
 Certified Turnaround Professional
Affiliations and Memberships
• American Institute of Certified Public Accountants
• Michigan Association of Certified Public Accountants
• Institute of Management Accountants
• Turnaround Management Association
• Arthritis Foundation
• University of Detroit Masters Steering Committee
Phone: 248.603.6313 Fax: 248.603.6314 Cell: 586.530.3802 Email: wdiehl@e-bbk.com
31

33. Select BBK Biographies
Guy has more than 30 years of experience in plant management and operational improvement processes. His areas of
specialty include program launch, lean manufacturing, and interim management in various realms of manufacturing.
Guy has successfully turned around troubled plants, restoring profitability and customer confidence in quality and delivery. His
industry expertise equips him with the insight and knowledge to work with BBK’s Private Equity and lender clients to identify
opportunities and assess operational viability in manufacturing companies.
Guy Morgan
Managing Director &
Global Operations
Advisory Group Lead
Prior to BBK, Guy managed two plants with a plant population of 1,200 and total sales of $500M. Guy attained world class
safety levels on both recordables and lost work days and maintained profitability goals of 10 to 12% despite 18-20% volume
decrease. His guidance, through difficult and complex launches in 2005, earned GM recognition for World Class Launch
Performance.
Guy installed two lean operation systems, facilitating world class Kanban schedule systems. These operating systems reduced
inventory in plants by $7 million, enhanced customer delivery metrics by 20% and reduced premium transportation by $2 million
in the calendar year. Guy’s operational effectiveness plan also resulted in equipment uptime improvement of 12%. As a result,
overtime costs declined by $4 million for the calendar year. Additionally, Guy focused plants on the ―Built-in-Quality‖ lean
initiative resulting in 12% reduction in PRR’s and 15% reduction in warranty.
In his tenured career, Guy has also been responsible for Global MCIP, Supplier Development, Supplier Suggestions, and the
GM Cost Reduction Process. As Plant Manager for a $400M steering facility, he successfully led a joint effort to remove a plant
from the ―Fix, Close, Sell‖ list, resulting in a $6M operating income turnaround in one year. Guy led global consolidation of
power steering pumps into one plant, with a cost per piece reduction of 12%. He also brought a 10% improvement in
operational effectiveness, scrap reduction of 9% and overtime reduction of 15%. Keys to Guy’s success in this plant included
communication of the current state by leadership, use of joint resources, rigorous review of initiatives on a weekly basis,
engagement of the supplier community and weekly feedback to the plant.
Guy’s expertise has positioned him to give numerous lean presentations to customers and suppliers over the past decade. His
work has also earned quality awards for customers, QS 9000, and various awards for launch.
Education
 Master of Arts (Operations Management), Central Michigan University
 Bachelor of Business Administration, Western Michigan University
Phone: 248.603.8327 Fax: 248.603.8328 Cell: 810.730.9019 Email: gmorgan@e-bbk.com
32

34. Select BBK Biographies
Keith has more than 27 years of experience in the automotive industry. He provides BBK clients with extensive expertise in world-class
manufacturing practices and continuous improvement methodology - targeting improvement in the areas of manufacturing, quality,
supply chain and materials management. He is an experienced operations executive, having managed multiple facilities, union and nonunion workforces, and in public and private companies.
His professional approach as well as his ability to quickly assess a situation and develop effective improvement strategies result in
bottom line success. Keith has led several successful engagements ranging from interim management to the lean transformation of a
bankrupt company resulting in a profitable position. Keith approaches every opportunity with a ―fresh set of eyes‖ and is highly effective
at utilizing the resources available to maximize results. He is a strong believer in providing the proper teaching and coaching to all,
creating an environment of continuous improvement for long-term sustainability.
Keith G. Updike
Managing Director
Keith served as Vice President of Operations for Siegel-Robert, Inc., a globally diversified industrial manufacturer of automotive
decorative trim products with 6 facilities in three states. In this role, he led operational due diligence for a prospective European
acquisition, improved the bottom line by $18 million, improved safety recordable measurement by 50%, lost time accidents by 43%, and
slashed PPMs from 559 in to 115 in one year. Keith also drove scrap improvements of 4.3% and increased on-time delivery, resulting in
a $1 million inventory reduction.
As Plant Manager for Guide Corporation, a $500 million exterior lighting manufacturer of products for OEM automotive and truck
markets, Keith was accountable for the operations of a 2.3 million sq. ft. facility with $368 million in sales, 1500 UAW and 180 salaried
employees. He achieved productivity improvements of 22%, reduced overtime by 54%, improved safety recordable measurements by
19%, and improved lost time accidents by 33%. Keith also lowered PPMs by 28%, realized inventory savings of $2 million, plus reduced
hourly headcount by 27% and salaried headcount by 39%. He employed his labor relations skills to transform an adversarial
management and UAW relationship to one of respectful cooperation.
Keith started his career as a floor supervisor at the Adrian Manufacturing location of Delphi Interior and Lighting Systems. He spent 15
years taking on a variety of roles within the areas of quality, materials and manufacturing.
Education and Certifications
 Master of Business Administration, Operations Management, University of Toledo, Ohio
 Bachelor of Business Administration, Accounting & Business Management, Adrian College, Michigan
Affiliations and Memberships
 Japan - America Society of Tennessee
 Turnaround Management Association
 American Bankruptcy institute
 Tennessee Automotive Manufacturers Association
Cell: 731.445.1493
Fax: 248.603.8324
Email: kupdike@e-bbk.com
33

35. Select BBK Biographies
Doug has more than 25 years of experience in large-scale manufacturing and/or multi-site management. He has a proven
ability to improve processes and achieve results.
An expert in performance improvement, Doug’s specialties include lean manufacturing, quality operating system
assessment/support, problem analysis and problem solving. His expertise in operations intervention includes
manufacturing transition, launch readiness, engineering/operations support and interim management. Specific process
experience includes stamping, metal fabrication, plastic molding, machining, and assembly processes. Doug has managed
several transformation events resulting in flawless launches.
Douglas D. Olander
Managing Director
While at BBK, he has successfully executed a number of manufacturing transition, due diligence, launch management, and
performance improvement engagements. Significant accomplishments include assisting private equity investors with
operational due diligence on 23 manufacturing facilities resulting in the formation of a market leading joint venture;
facilitating the re-initiation of production in a previously closed facility (including equipment purchase, securing facility
access, movement of tools and equipment, and establishing a production system) to address short falls in the supply chain
that were impacting a vehicle program launch; and leading a performance improvement team aimed at increasing
throughput and delivery—resulting in increased throughput by 253% while maintaining 100% on time delivery.
As General Manager/Vice President/Principal Executive Officer of Alma Products, Doug had full responsibility for a $75
million manufacturer of automotive components for OEM service and aftermarket applications. At Alma, he led a
turnaround, integrated $15 million in additional work, introduced a full line of new products sourced in China through joint
ventures established to manufacture the product, rationalized North American capacity, implemented lean manufacturing in
a mature organization, and reorganized manufacturing flow to be more responsive to aftermarket customers.
Doug served as Director of Operations/COO, leading a multi-site international division of Everett Charles Technologies/
Circuitest, Inc., the largest global supplier of electrical test equipment, fixturing and services supporting the printed circuit
board industry. Among his accomplishments, he increased the revenue run rate by 33% over five years of operation and
improved profitability from break even to 15.5% PBT.
Doug also possesses leadership experience with Lear Corp., Benteler Industries and General Motors Corporation.
Education and Certifications
 Ph.D., Materials Science and Engineering, Stanford University, California
 Master of Science, Materials Science and Engineering, Stanford University, California
 Bachelor of Science, Metallurgical Engineering, Michigan Technological University
Phone: 248.603.8317 Fax: 248.603.8318 Cell: 603.490.1401 Email: dolander@e-bbk.com
34

36. Select BBK Biographies
Bill has over 30 years of experience in Manufacturing, including international operations and Manufacturing Engineering. He has a proven
ability to start-up new operations, improve existing operations, and form joint ventures with off-shore entities.
Bill has successfully managed and improved performance within multi-site international operations and launched new products on a
global basis. His capability with problem analysis and problem solving has resulted in significant Cost, Quality and Safety performance
improvements. Bill’s new product program management skills have led to numerous on-time, and under budget new product/plant
launches. He has a broad experience base with multiple manufacturing processes and systems including assembly, machining, casting,
injection molding, metal stamping, die manufacturing and advanced manufacturing techniques.
Bill May
Managing Director
As Plant Manager at General Motor’s (GM) Spring Hill Manufacturing Complex, one of GM’s largest North American manufacturing
facilities, Bill was responsible for the restart of the 6.9 million square foot manufacturing plant for the launch of new engine and vehicle
lines. Management responsibilities included an annual operating budget of $210M with hundreds of salaried managers and engineers and
over one thousand hourly employees. During his tenure, he hired 150 salaried employees and over 800 hourly employees and managed a
$600M capital spending program to add new engine and restart vehicle assembly lines. He was also responsible for maintaining the dayto-day operations of an existing engine manufacturing operation, a sheet metal stamping operation, and an injection molding operation
while reducing product manufacturing costs, improving throughput, and improving product quality.
Bill also served as the Executive Director of Global Powertrain Manufacturing Engineering for GM. He was responsible for the start-up and
implementation of new Powertrain plants and products including engines, transmissions, and metal castings throughout the world. In this
capacity, he managed a $1B annual capital budget, and led 650 managers and engineers who were located in Europe, South America, Asia
and North America. His team established strategies for long term global sourcing of machinery and equipment and managed procurement
and start-up of all Powertrain programs. During the last 15 years of his tenure, Bill’s organizations were responsible for the start-up of 14
new or retooled plants and the launch of 24 new products on a global basis.
Education and Certifications
• Masters of Business Administration, Eastern Michigan University
• Bachelors of Science in Industrial Engineering, Purdue University
• Executive Development Program Indiana University, Bloomington Indiana; INSEAD, Fontainebleau, France; Hong Kong Technical
University, Hong Kong China
Phone: (615) 854-3432 Email: bmay@e-bbk.com
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