David Gels

Leading the deployment of Lean, Visual Management and other process improvement methods throughout the hospital and clinics. Providing training, team leadership and executive coaching. * Utilizing model cell approach to establish daily management system, shorter wait times and improved teamwork in clinics * Increased specialty clinic capacity over 40% by improving scheduling methods and improving flow

Provided subject matter expertise in deploying Lean, Visual Management, Strategy Deployment and other process improvement methods. Created Lean strategies, and implemented the strategy through training, workshop facilitation and executive coaching. • Developed and implemented strategy to deploy daily management, lean leadership, Value Stream Management and problem solving • Implemented Daily Visual Management system consisting of Metrics, Readiness, Standardized Work, Problem Solving, Level Loading and Leader Standard Work • Coached hospital executives and front line staff in Lean Leadership • Worked collaboratively with CAO and CMO to reinvigorate a Lean program

Provided consulting services to leaders and companies in search of a way to eliminate their business pain. Focus areas include Strategy Deployment, Lean, Six Sigma, Quality Assurance, Training, and Executive Coaching. • Designed and launched a quality assurance department for a consumer product manufacturer • Reduced exam lead time by 50% and increased patient satisfaction by 20% for a national veterinary clinic network • Established a continuous process improvement program for a major transportation and shipping organization

Recruited to lead the Quality Assurance and Lean Six Sigma program for North America. Reported to the President, and served on NA executive team defining and executing strategy for the overall business. Controlled a $1.5M budget, and managed a team of 10 professionals (3 direct reports). Oversaw Quality Systems, Quality Engineering, documentation, ISO, strategy deployment and Lean/Six Sigma deployment. • Ignited a stagnated quality team by co-creating the strategy, metrics and initiatives that enabled rapid, focused and significant financial impact in North America • Drove a 72% decrease in quality issue resolution time through a Cost of Poor Quality reduction strategy by establishing prioritization and requiring a Six Sigma approach to root cause analysis • Delivered $5M savings in 7 months by launching a Six Sigma Green Belt program • Increased Net Promoter Score (customer satisfaction) 23 points by implementing Lean standard work to drive responsiveness to customer survey feedback • Improved department’s employee engagement scores 30 percentage points in less than 1 year

Led the North American Lean Six Sigma program, and managed a team of 8 direct reports identified as high potentials. Coached and trained Master Black Belts, Black Belts, Green Belts, and Executive Leaders in Lean and Six Sigma. Grew the inherited fledgling program to one that was recognized as the worldwide leader in delivering results, developing future business leaders and exceeding annual objectives. • Delivered $5MM - $14MM EBIT impact annually through the Lean Six Sigma program • Led executive level Lead-to-Cash value stream steering committee for project funnel creation resulting in strategic project selection and effective project sponsorship • Facilitated annual executive level strategic planning sessions resulting in measurable improvement initiatives • Developed and deployed NA Lean strategy and launched company’s first transactional Kaizen events

Originally recruited to lead newly formed Six Sigma quality improvement team. Mentored Six Sigma Black Belt candidates worldwide. Led and coached Lean manufacturing Kaizen events and Six Sigma projects. Provided internal training on Six Sigma tools. Promoted to lead Fluke’s worldwide quality assurance and DBS activities that are based on the Toyota Production System. Drove quality improvements internally and throughout the supply chain using Lean and Six Sigma. Managed Quality Systems, Quality Engineering, documentation, ISO and full-time Lean Six Sigma project leaders. • Delivered $6M in Lean project savings by facilitating over 100 Lean Kaizens in 2 years • Implemented Lean at 2 acquired companies resulting in them holding their first Kaizen events within 90 days • Designed and taught Fluke’s first Six Sigma Green Belt program, certifying 6 candidates within 1 year • Drove an 80% reduction in quality issue resolution time by injecting Six Sigma methods into product quality improvement teams • Decreased cycle time from 8 hours to 2 hours for daily receipt of all incoming packages • Drove a 95% reduction in defects in wave solder process using Design of Experiments • Reduced part shortages 50% resulting in an annualized savings of $206K

Sole quality issue problem-solver at 1500-person unionized brake system manufacturing plant. Led problem-solving teams internally, at supplier locations and at GM assembly plants. - Increased first time quality from 40% to 80% for new anti-lock brake product assembled in clean room by leading 3-person Engineering Tiger Team and employing statistical engineering and Design of Experiments. - Eliminated defects on drum brake assembly line in one hour by determining that one supplied component was out of specification using Component Search technique.

Project manager for anti-lock brakes (ABS) and supplied components. Provided engineering support to manufacturing operations in the U.S. and Mexico. Designed and implemented product reliability tests. - Solved number one warranty problem with anti-lock brakes saving $1M annually by implementing Teflon bearings on gear shafts after identifying interaction of heat and humidity caused corrosion in southern states.

Created customer-use based reliability tests. Analyzed test data and made product improvement recommendations. - Partnered with 2 other engineers to solve #1 warranty issue of leaking wheel cylinders saving $500k annual costs by determining the issue was debris generated in brake lines from one of two suppliers. - Rewrote test plans for several brake products to shift from bogey testing to accelerated life testing resulting in the discovery of several potential defects that engineering addressed through design updates.