DDEES, LLC & Full Circle Quality

1. DDEES, LLC &Full Circle Quality Don Dees CEO & President Cell: +1 (616) 902-2894 ddeeshome@aol.com Web Site: DDEESLLC.com & Web Site: FULLCIRCLEQUALITY.com

2. Full Circle Quality performs the following: 1. Consulting Services  Coach to implement & sustain Quality Systems LEAN Manufacturing Processes Problem Solving General Management/Leadership Processes Stamping, Welding, Plastic Injection Molding, Painting, Assembly Material Handling & Logistics 2. Inspection/Sorting and Containment  Sorting/Containment Incoming Inspection Vehicle Inspection Statistical Sampling Root Cause Analysis General Rework of parts 3. Assistance in Hiring Technical Experts Hire North Americans with Specific Skills to Help in China or in NA 4. Training Quality Systems LEAN Manufacturing Problem Solving Leadership Technical Training We have over thirty (30) Professional Team Members with Manufacturing Experience of over 25 years per person. We have a team of Technical Experts (Process Engineers) with years of experience with Automotive OEM’s, who can help you solve any of your Stamping, Welding, Plastic Injection Molding, and Painting issues. We specialize in Quality and LEAN. We also perform Third Party Inspection & Repair Services. We have People who can Train your Team on all of the subjects listed above. Don DeesMobile: +1 (616) 902-2894Email: ddeeshome@aol.comWeb Site: DDEESLLC.comWeb Site: FULLCIRCLEQUALITY.com

3. DDEES, LLC FULL CIRCLE QUALITY, LLC Don Dees • CEO & President • Consulting Company of Professionals that assists Chinese and NA Companies • Quality & LEAN Manufacturing • Third Party Inspection & Containment of Suspect Poor Quality Parts • Training • Technical Assistance • Contract Employees • “Headhunter” Assistance • Vice President of Quality • Vice President of Manufacturing • $1 Billion savings per year from improvements in warranty • Instituted Commonization of Vehicle Sub-Systems and Components; thus saving DaimlerChrysler an additional $2 Billion per year. • Proven Lean Operations & Implementation Experience: • (Trained from the “floor up”) • Trained by Toyota in Japan (Best Japanese TPS trainers in the World) not by book, theory, or consultants. • Applied Lean Knowledge by starting up New Toyota Plant. (1stYear it won JD Power) • Ground up plant launch: Toyota Hiring Process, Developed the TPS Training & Trained the first 600 TM’s, Launched the Plants(2), Improved NA Suppliers w/TPS • I have implemented these LEAN/TPS tools in OEM’s (GM, DaimlerChrysler & Hyundai), Supplier Companies (BHM Technologies, China), and NON-Automotive Companies (Deere, Cat & China Suppliers); in Both Union & Non Union Environments and in Countries & Cultures across the World. • Proven Ability to Find Talent, Develop Leaders, Teach & Coach, Develop a Great Team, and Get Results • Multiple Success Stories in many different Cultures & Countries • Experience with aspects of corporate financing & restructuring • Successful in New Business Start-ups • Successful in Sales & Marketing USP Products • Successful in Innovating New Products & New Markets • Experience in B2B, B2C, Wholesale, Retail, Dealerships & Aftermarket • “PROVEN CHANGE AGENT” • CEO & President • Private Equity • Three (3) Portfolio Companies • Ten (10) Manufacturing Plants • $400M in Sales Revenue • Annual ongoing cost savings • of over $17M per year • $20M of cash generated from reducing inventory levels • New Product & Markets • Top American Leader • Developed the TPS Training Materials & Trained the TM’s • Director of Paint Engineering • Plant Manager • Experience includes: • USA & Canada • Germany • England • Japan Donald (Don) Dees Mobile: +1 (616) 902.2894 Email: ddeeshome@aol.com Web Site: DDEESLLC.com Web Site: FULLCIRCLEQUALITY.com • Vice President of Quality & Service • Hyundai Quality improved to the top • #1 non-luxury vehicle nameplate • Started Service Contract Business • Started Certified Used Car Program

4. Examples of Improvementsmade Before & After LEAN Manufacturing Example of a Project just completed in China Results! Our clients are obtaining results of between 17 and 35 ROI. In other words, for every dollar spent implementing LEAN, they are saving 17 to 35 times this amount of money the next year.

5. Results from LEAN Manufacturing Project (8.5 Month Project) • Safety • Have now gone over 200 Days in a row without any Safety Accidents in the Plant(s) • Quality (Customer) • Went from 1,000 PPM’s to Zero PPM’s & Zero QIR’s for six (6) Months in a row • Went for Last Place (#16 in 4/2011) to First Place (#1 in 4/2012) in Suzuki’s Ranking of Stamping & Welding Suppliers in China • Went from being on the “NOT allowed to Bid on New Work List” (because of past performance and lack of quality processes) in Q3 of 2011 to “Preferred Supplier List” in April 2012 with Suzuki, Chang An, JCI, LEAR and other Customers. • Quality (Internal) • Went from Checking & Repairing 300% of the parts to 0% Checking & Repairing of the parts on eight (8) totally different Final Assembly Part Numbers (IP Cross Car Beam, Seats, Steering Column Support Bracket, Radiator Assembly, Engine Tubes, Others) • Delivery • 100% On Time Delivery for six (6) months in a row • Eliminated the need for a Third Party Warehouse for Finished Goods • Eliminated 33% of the Inventory ($4M USD) • Cost • ROI of 17 Times what was spent to Implement LEAN Manufacturing • Saved Manpower, Space, Scrap, Inventory, Needs for new Capital Equipment, Others

6. 5S & Visual Management

7. Entrance into the Plant Before LEAN

8. Entrance into the Plant After LEAN

9. Entrance into the Plant After LEAN

10. 5s & Visual Mgt. Before LEAN

11. 5s & Visual Mgt. After LEAN

12. Safety

13. Before LEANSafety Chain IssueWall needs RepairedWood in the Window

14. Parts on Floor Before LEANParts on FloorHose on Floor100% Inspection & Repair

15. After LEAN Safe Work Heights Safe Standardized Work Practices Zero Inspection & Repair Zero Quality PPM’s to Customer

16. LEAN Manufacturing Safety Tools (at employee entrance into the plant) The light is “Green” if there have been no accidents or no near misses during the past two (2) days.

17. Quality

18. Bigger Hammer Before LEANPoor Work Position & Parts on the FloorRepair with a Hammer 100% of the Parts into Correct Shape 100% Inspect & Repair

19. Quality Samples and Gages Before LEAN

20. Quality Samples & Gages After LEAN

21. Implemented Error Proofing (Air into Weld Nuts to prevent weld balls getting into the threads)

22. Delivery

23. Before LEAN“Pearl Diving” into Big Boxes NO FiFONo Pull System for Material Scheduling

24. After LEAN JIT Small Packaging FiFO “Pull System”

25. 零件A After LEAN JIT Small Packaging FiFO “Pull System”

26. Cost

27. Original Situation had 40 steps in the “Total Process” before LEAN

28. Original Situation had only 15 steps in the “Total Process”after LEAN

29. Implemented Cost Reduction by Designing Stackable Rack(s) with Wheels (to move with a tugger instead of a Fork Truck)

30. People

31. Communication Board(s) After LEAN