Vines Enterprises

Larry Vines, the owner of Vines Enterprises, has a B.S.B. from the University of Minnesota, and a MBA from the University of Toledo. He is a Senior Member of the Institute of Industrial Engineers and the Society of Manufacturing Engineers. He is currently a member of the MTM Association for Standards and Research. He has served previously on the Board of Directors as a General Director and on the Executive Board as Vice President, Productivity Services and as Vice President, Administration. Larry is a certified practicioner and instructor in Micro-Matic Methods & Measurement (4M Systems), UnivAtion Systems, and PCAM Systems and a practioner for MTM-1, Universal Analysis Systems Basic (UAS-B) and Business Pro.

Relevant Business Experience:
More than twenty-five years experience in work measurement, methods engineering, assembly station design, assembly line balancing and facility layouts. Twenty years of experience in evaluation, implementation and management of capital projects in large diversified manufacturing organizations. Fifteen years experience in continuous improvement, JIT, Kanban, SMED, Poke-Yoke, etc. and Industrial Engineering Consulting.

Industry Specialization/Focus Areas:
Automotive Interior and Exterior Components, Agricultural Equipment, Lift Trucks, Oil Tool Equipment, Compressors, Engines and Generators, Electrical Power Equipment, Leather Products, Office Products and Accessories, Scientific Instrumentation Equipment, Radiation Monitoring Systems, Hand Tools, Wire and Cable, Drapery Hardware, Custom Window Treatments , Lighting Fixtures, and Food Industry and Distribution.

Manufacturing Processes Experience in Metal Removal, Fabrication, Cut and Sew, Large Food Bakeries, Injection Molding, Cure Lines, Roto-Casting, Rubber Compounding and Extrusion, Forging, Foundry, Automated Assembly, Manual Assembly, Paint Lines, Plating Operations, Heat Treating and Welding.

Significant Business Achievements:
Developed manufacturing operation reorganization plans for two divisions of a large diversified manufacturer. Each project was multi-year in implementation, completed on schedule and generated more than 30% IRR on capital expenditures of more than $60 million and $40 million. Both projects required product rationalization, consolidation of manufacturing facilities and distribution centers, and acquisition of new operations. The divisions have nineteen domestic sites and fifteen foreign operations.

Implemented cost reduction training programs based on the Toyota Production System. Training is provided in the concepts of JIT, KANBAN, SMED, POKE-YOKE, etc. to achieve cycle time reduction and recapture manufacturing production space.

Managed benchmark study of manufacturing processes. Study resulted in process, layout and method changes for three key product lines. Revised strategic plans to increase (double) market shares of three product lines.

Implemented computerized work measurement programs in more than 45 manufacturing operations.

Developed and implemented plans to improve manufacturing methods. Resulted in cost reductions of 17% in labor and overhead with capital investments having an IRR of 29%. Coordinated a program with plant staff to develop a complete plant rearrangement; 20% reduction in direct labor, 35% reduction in floor space (allowed for closing of a leased warehouse), a 73% reduction in throughput time, 65% reduction in WIP, and 50% reduction in Finished Goods.