Consulting
Bottleneck Busters, LLC - President
Presently working in partnership with Goldratt Consulting, Rachner & Associates,
and Production Modeling Corporation (www.pmcorp.com) on various TOC Projects.  
They include improving throughput, reducing lead time, implementing profitable
measurements systems, Lean/TOC Accounting, Design for Profitability, TOC for
Health care, etc.  

Soar Technology – Ann Arbor, Michigan
Executive Vice President – Technical Operations
Responsible for the successful completion of Artificial Intelligence software projects primarily for
the military.  Developed and applied software (primarily Visual Basic with Excel, Project and
Access) and methods and model to predict future revenue, prioritization of operations efforts,
resolving resource contention, and improving project management methods through the use of
the Theory of Constraints (Critical Chain).

General Motors Corporation, Warren, Michigan
GM Throughput Analysis and Simulation
Director – responsible for improving throughput during launch and into production.  Responsible
for simulation, emulation of controls and information systems, simulation of manufacturing
systems, bottleneck analysis, and the Throughput Improvement Process in the plant.  
Improvements have contributed over $800 million to GM’s bottom line.  Red X champion for
manufacturing, starting in 2004.  Projected results this year total over $30 million.

North American Operations - Industrial Engineering
Group Manager - Responsibilities include simulation and development of future manufacturing
systems, data collection for Throughput, and implementation of the Throughput Improvement
Process (TIP). This process focuses on the identification of bottlenecks in the assembly and
manufacturing areas, and then the resolution of those problems by the Quality Network five step
process, team problem solving at the plant floor level, root cause analysis, Deming principles,
synchronous organization methods, etc.  Presently manage 50 GM and contract employees with
various skill sets. Departmental budget for 1997 was $4.1 million. Our efforts contributed to an
increase in Net Profit for the corporation of over $1 billion for the years 1994-1997.

Buick•Oldsmobile•Cadillac Headquarters and the Lansing Automotive Division
Senior Manufacturing Engineer - responsible for the development and implementation of division-
wide TIP, including automatic data collection using PLC's and monitoring systems.
Implementations at Saturn, Lansing Car Assembly, and Lordstown.  Savings at these and other
plants generated $50 million savings in 1991, and over $100 million in 1992 & 1993.

Cadillac Detroit/ Hamtramck Assembly Plant
Senior Systems Analyst - System development for Manufacturing Engineering.  Yearly budget over
$2 million dollars.  Justified and designed $1 million Smarteye vehicle tracking system.
Developed the Throughput Improvement Process that raised plant average by 6 JPH to 456
jobs/day, and reduced overtime by 5 hours/car.

Cadillac Detroit/ Hamtramck Assembly Plant
Senior Electrical Engineer - Electrical controls for the General Assembly area.  Reduction in
machine related downtime from an average of 30 minutes/day to reaching out goal of less than
10 minutes/day.  

General Motors Assembly Division - Detroit/ Hamtramck
MMIS Coordinator - Coordinated program development of GM's $30 million dollar mainframe-
based Maintenance Management Information System with Central Office personnel and outside
programmers.  Knowledge and commitment allowed our plant to be assigned as pilot facility.

Cadillac Livonia Engine Plant
Electrical Engineer - Electrical controls for the head, rod, and engine block machining lines.  
Improvement in machine operations greatly reduced overtime.

Cadillac Motor Car Division
GMI Co-operative student - various engineering assignments in Plant Engineering, Industrial
Engineering, Material Handling etc.  Fifth year thesis awarded "Pass with Distinction."

Kevin Kohls - President