The mission statement at David Paris Consulting, LLC is to move companies into the Lean world by implementing Lean concepts to manufacturing and administrative processes. To improve; lead-time, space utilization, direct labor, indirect labor, quality, changeovers, capacity and employee satisfaction, always striving to accomplish 100% customer satisfaction. Producing Results To The Bottom Line

David Paris is a graduate of John Brown University with a degree in Organizational Management, and was on the Presidents Academic Honor List the entire time he attended JBU.  He is certified in Production and Inventory Management (CPIM-F) at the “fellow” level (top 4% world wide) and Integrated Resource Management (CIRM) by APICS. David is an authorized instructor of the 2008 APICS Lean Enterprise Workshop Series.  APICS is now known as the “The Association for Operations Management”.  The web site for this association is http://www.apics.org  and ASCM (Association of Supple Chain Management).  David was an active board member of Northwest Arkansas APICS for 7 years.  He has a NAPM (ISM) Lifetime C.P.M. certification, and was a board member of NWA NAPM for 2 years.  David is an authorized facilitator for Integrated Enterprise Management, and has completed MFCI (Managing for Continuous Improvement) training.  He has completed 16 weeks of “Juran on Quality”, certified in Quality Analysis and Analytical Methods.  He has completed “World Class Manufacturing for Managers”, offered by R.D. Garwood in Atlanta, Georgia, and he is trained in Delphi Manufacturing Systems.

David is Past President and Certification Instructor for the Tulsa Chapter of APICSn, ow ASCM Tulsa.  He served the Tulsa APICS chapter as President for 7 years.  While serving as President of APICS Northwest Arkansas for 3 years, he was able to build the educational program from approximately 10 students to over 65 students.  He taught at Northwest Arkansas Community College in Bentonville, Arkansas in the Business and Industry Department from January 1995 through December 1997. He has taught CPIM, CIRM and C.P.M. certification classes in Arkansas and Oklahoma since 1989. 

David supported Worldwide Purchasing for ASEC Manufacturing in Tulsa, Oklahoma a subsidiary of Delphi, the largest auto parts manufacturer in the world.  He was hired to develop current and new suppliers both in domestic and international markets.  He earned over $5.5MM PPV in 1998 and over $10 MM PPV in 1999 while reducing inventory by 35% each year.  He established daily deliveries from suppliers in China, Japan, France and Germany.  David is trained in QS 9000 internal auditing and has audited suppliers in the US, Europe and China. 

While working at Danaher Tool Group in Fayetteville, AR., he establish Kan-Ban and JIT style inventory replenishment.  At Danaher he worked with two Sensei Masters from SHIN-GIJUTSU Co., LTD. of Japan performing Kaizens and received instructions for facilitating Kaizens. 

David has given many presentations including;  APICS International Conferences San Diego, Ca., in KC, MO., and Toronto, Ontario Canada, APICS 6-Packed Conference in Dallas, International Industrial Engineers Conference in Orlando, Fl., Oklahoma Conference on Manufacturing in OK City, several Southwestern Lean Summit in Tulsa, Southwest Purchasing Conference in Tulsa and NAPM and APICS professional development meetings in Tulsa and Arkansas.  He has been designated among the highest ranking of APICS International presenters.

David was a consultant in LEAN Manufacturing working for Industrial Solutions Incorporated (ISI) of Tulsa for over four years.  He taught LEAN 101, S&OP, Strategic Planning, Facilitator Training, Value Stream Mapping, Setup Reduction, Cellular Flow, Total Productive Maintenance and 5S through the Oklahoma Alliance and Business and Industry Training Services (BITS) in conjunction with (NIST).  While David consulted for ISI he led over 30 companies in over 130 Lean management improvement activities resulting in an average of 40%-70% improvements in lead time, inventory, setups, scrap and rework and direct labor reduction has ranged from 15% to 68% with a cost savings from thousands to about one million dollars.

He left consulting temporarily to work full time as Chief Operating Officer with Bennett Steel Inc. in Sapulpa.  His primary objective was to implement Lean and assist in a company turnaround.  Prior to 2005, Bennett Steel had a negative net profit for at least a year and a half.  Bennett finished the 2005 fiscal year with a healthy net profit and the profits have continued to increase.  Bennett achieved the expected results and has the Lean techniques in place to carry forward.  Strategic planning is now in place to improve their future.  Additionally, David led the company in achieving AISC certification and establishing successful fitter/welder training classes through Central Tech Center, Workforce OK and Arbor Education.  The AISC inspector who certified Bennett Steel recently certified NSF in Egypt.  The AISC inspector informed NSF management that Bennett Steel is one of the most efficient steel fabrication companies in the USA and that Bennett does an excellent job with Lean manufacturing.

Since leaving Bennett Steel David led an entire company to Lean in just 8 weeks time.  MODCO, a small company near Houston, TX underwent a complete corporate turnaround through the implementation of Lean Manufacturing and Lean Management.  They almost eliminated parts shortages and improved capacity to increase output of 3 families by; 75%, 95% and 287%.  He gave a presentation illustrating how the company was converted to Lean at the APICS International Convention in Toronto in October of 2009.  Their lead-time was reduced from about 16 weeks to 6 weeks.

David was part of a team leading LIMCO Airepair, Inc. to design a lean facility to create flow production, establish standard work instructions for several processes, reduce changeovers on a CNC HAAS 6 machining center from 3 hours to under 10 minutes, design assembly and braze fixtures and produce value stream maps to direct flow production for their main families.

David recently led Auto Turn Manufacturing, Inc., a machine shop in Broken Arrow, OK, in their lean conversion.  Their setup reduction (averaging over 65%) and administrative kaizen teams have provided remarkable improvements in a very high tech company.  Auto-Turn was written-up in a very complimentary article and honored by IMTS (International Technology Manufacturing Show) in Chicago before making remarkable improvements through Lean Manufacturing.  Their use of the E2 software system is controlling inventory and scheduling jobs in a Lean fashion to improve lead-time and better utilize equipment.  The organization’s current status places them in an elite status far above most machine shops.  The organization’s high tech environment is located in an old facility utilizing older equipment and a local, Oklahoma workforce.

He recently led Preston-Eastin, a Tulsa manufacturer, in their lean conversion.  They were successful with setup reduction (averaging over 60% improvement) and kaizen improvement activities reducing the lead-time, or throughput time, from several weeks to a few days.  Visual pull signals and strategic planning have aided in delivering standard product and Engineered To Order (ETO) product faster than the industry standard expected by the customer.  This delivery lead-time phenomenon is responsible for increased sales in a down economy.

David lead CareFusion of Mannford, Oklahoma in their Lean conversion.  They have improved processes (in one case reducing rework and scrap about 60% or more), reduced changeovers (averaging over 60% improvement).   We completed an administrative kaizen eliminating many hours of paperwork associated with work orders (sheets of paper were reduced from 110 pages to 5 pages).  The throughput time, or lead time, was reduced from 130 days to 18 days over a 6 month period in the first value stream of product and the second value stream was reduced from 185 days lead time to about 40 days.  The Work In Process (WIP) time for each value stream will be less than one week.  The next steps include converting four value streams to Lean including the Sales and Operations process through the entire supply chain and level loading the entire plant to meet the needs of the distribution centers.

David has worked with Midwest Precision Inc. (MPI) for several years.  They have saved hundreds of thousands of dollars while increasing output consistently.  Learning and using the S&OP process has allowed MPI to purchase several pieces of equipment (over $3MM) in order to meet future production levels as the capacity was actually needed.  

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