1. Supplier Excellence Alliance 1.1.2 Leadership Communication Process 8/8/11 Vaupell represented by: Keith Zeiler, General Manager (Champion) Guy Sykes, Training/SEA Administrator

2. © 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc. Who are we?  Privately held company established in 1947.  Supplier of sophisticated injection molded products and assemblies to the aerospace, defense, medical and commercial markets. Capabilities include: o rapid prototyping o prototype and short run machining and casting o domestic and offshore tool design and build o custom fixtures and gauges o injection molding and contract manufacturing for small to large volume production o Lightweight structural composite parts for aerospace and defense applications  Facilities in WA, MI, MA, NH, NY, and TX with 800 employees. o 60,000 sq ft of manufacturing area in the Seattle facility with 300 employees.  SEA certified company since 2010.

3. © 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc. What we believe  This will be accomplished by focusing on total customer satisfaction brought about by the empowerment of our employees.  Developing the quality of our people.  Employee Focus o Employees are our most important assets. We recognize the importance of balance between work, family, and community.  Commitment to Excellence o There is no place for mediocrity at Vaupell. We are responsible for our actions and accountable for what we commit to do.  Trust and Respect o Demonstrating trust and respect for every individual will yield the dedication and commitment required in achieving our mission.

4. © 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc. Documented process as identified by process and process map in the Quality Manual. Cascading communication meetings Company meetings Expectations Performance metrics (align w/SEA) Daily manufacturing meetings Interdepartmental Intradepartmental “How do senior leaders communicate and reinforce company direction and expectations to all employees, customers, and key suppliers/partners?” Communication Event DocumentationFrequencyAccountableAudienceOutput Strategic Planning Session YesOctober General Manager Senior Leaders Review data analysis from Strategic Planning Validate Mission and Values Define long term Vision Define goals and metrics Strategy Rollout Meeting YesDecember General Manager All Employees Communicate goals Discuss metrics Future opportunities Recognition Midyear Strategy Review Meeting YesJuly General Manager All Employees Communicate strategy changes, successes Discuss metrics Future opportunities Recognition Management Leadership Team Review Yes 2X yearly each (min) General Manager Management Leadership Team Quality Organizational Performance Operational Excellence Workforce Development Department Flowdown Meetings No Following strategy or MLT meetings Department Managers Department Employees Communicate action plans developed at Senior Leader Strategy meetings and Management Leadership Team Reviews Department MetricsNoDaily Department Managers Department Employees Safety Quality Performance (OTD) 5S

5. © 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc. There is only one correct order! Safety Quality Performance 5S Daily performance roll-out metrics Maintained by SEA process owners Drive the data on the SQP5 Board SQP5

6. © 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc. “What are the key process steps and who are the participants?”  Key process steps are all of the Leadership and Culture roadmap items. o All have and need parts of each other to be successful. Strategic Planning Organizational performance review Continuous Improvement Workforce development  Participants are everyone from the CEO and Corporate Staff, the GM and Senior Staff through to the newest floor operator. o There has to be saturation appropriate to the level with an open feedback loop.

7. © 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc. “How do senior leaders encourage frank, two way communication throughout the organization?”  All hands meetings.  “Trivial many, vital few”. o Black pens, notepads, and encouragement to use.  Employee Surveys  “Breakfast with Keith”.  Management by walking around  Gemba walks (multiple from GM to dept mgr level) o Focused – each has a subject. o Interactive with operators.

8. © 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc. “How do senior leaders involve themselves in reward and recognition that reinforces a high-performance work culture?”  Monthly safety pizza (company wide)  Golf shirts (milestones)  On the spot gift cards (walk around and meetings)  Certificates of completion (“Vaupell U.”)  Annual party and awards banquet

9. © 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc. “How do senior leaders create and reinforce a work culture that embraces standard work, process maturity, and lean production techniques?”  Integrated employee orientation and training. o Initial documented intake by the departments. o Formal 8 hour orientation session for everyone within the first two weeks. A more detailed look at policies Reinforced expectations. Detailed walkthrough of plastics manufacturing and equipment with a facility tour. Safety Quality Performance/productivity 5S First six training modules (includes intro to lean manufacturing and standard work) Description of two-way communication and the feedback loop Train, learn, teach! “Show me something new everyday”. o Ongoing training with posted skills matrices

10. © 2010 Vaupell Holdings, Inc. & Vaupell Molding & Tooling, Inc. Questions and Input