Massaru Kobaiashi

- Regional LAM responsible for facilitating, training, coaching and leading teams in Lean Six Sigma, Kaizen and root cause analysis (MASP). - Support for the LAM Transformation process (Selective Growth, Organizational Health and SPOT) to achieve the objectives of SPOT 2023 and Shaping Suez 2030. - Support for Cost Out events for the CMS & ES businesses and Indirect. Main Achievements: • Responsible for coordinating the SWOT Action Work-Out event with the LAM Performance Management Committee (PMC) to define the LAM Transformation strategy (Selective Growth, Organizational Health and SPOT). Because of this event, the LAM Transformation Strategic Plan was defined with 10 breakthrough/transformational projects. These projects will allow Suez WTS to improve its competitiveness according to the SPOT 2023 and Shaping Suez 2030 objectives.

- Global responsible for facilitating, training, coaching and leading teams in Lean, Six Sigma, Kaizen and root cause analysis (RCA). - Kaizen and VSM Workshops Consultant - Support for the restructuring of the global Brilliant Fulfillment program. - Support to the LAM Operational Excellence Committee Main Achievements: • Responsible for the 1st Kaizen of the plants in New Philadelphia (USA) and Herentals (Belgium). These Kaizens enabled to implement the automatic order communication and monitoring system (PakTrak) from receipt to delivery of the order with Customers. • Responsible for the 1st Value Stream Mapping (VSM) of the global Suez WTS. Because of this event, 75 projects were identified and prioritized for the Pilar plant (Argentina). These projects will allow a reduction in Lead Time and cost reduction over the two years of implementation for the Pilar plant. • Responsible for the 1st Kaizen at the Pilar plant (Argentina). This Kaizen made it possible to readjust the Waste Water Treatment Process (WWTP) to local regulatory and enabled to reduce costs by eliminating waste disposal in third parties. • Responsible for the 1st Kaizen in the Buenos Aires office (Argentina). This Kaizen enabled the new Import Process flow for SSC (Spanish Speaking Countries) after the transition of the GE Water process to Suez WTS (TSA). • Responsible for performing several Kaizen at Sorocaba plant and Cotia office. These Kaizen focused on improving Layout and Visual Management, improving packaging management processes, improving the B2P administrative process and defining the new Import Process to Brazil process after the transition of the GE Water process to Suez WTS (TSA).

- Global responsible for facilitating, training, coaching and leading teams in Lean, Six Sigma, Kaizen, FastWorks and root cause analysis (RCA). - Kaizen and VSM Workshops Consultant Main Achievements: • Responsible for the 1st Kaizen at the Sorocaba plant. Because of this event, Expired Products were reduced by 99%, enabling cost savings in Variable Cost and Contribution Margin. • Responsible for the 1st Value Stream Mapping (VSM) of Global Suez / GE Water. Because of this event, 63 projects were identified and prioritized for the Sorocaba plant. These projects enabled reduction in Lead Time and Cost savings over the two years of implementation for the Sorocaba plant.

- Responsible for deploying Lean Manufacturing and Rapid Lean to Latin America. - Responsible for the execution of Black Belt projects and training, coaching, mentoring, validation and certification of Green Belt projects in Manufacturing, Engineering, R&D, Quality, IT, Finance and Supply Chain. - Kaizen and VSM Workshops Consultant Main achievements: • Financial result of USD 1.4 million in hard saving in 2013, USD 1.8 million in 2014, USD 1.0 Million in 2015 and USD 2.4 Million in 2016 impacting directly on Hexion Latin America's EBITDA. • Development of new resin for MDF/MDP panels for the Berneck customer (as project Leader), improving line quality performance generating a financial return of USD 1.68 Million/year. • Implementation of the process improvement project on the Logistics Information System (SIL) (as project Leader), reducing the Invoicing time from 40 min/truck to less than 5 min/truck. Award-winning project as the best global divisional and Global Black Belt project. • Execution of the Absorption Chiller Implementation project (as project Mentor), improving energy efficiency, reducing the consumption of Electric Energy, generating a hard saving of USD 200 Thousand/year. Awarded project as the best Green Belt Global Project and Most Innovative Project. • Implementation of the Electric Energy cost reduction project (as project Mentor) reducing cost by 40%, generating a hard saving of USD 1.85 Million / Year.

- Responsible for Continuous Improvement activities at Delphi - Powertrain Division using Lean Manufacturing/Kaizen, Six Sigma and Shainin techniques; - Responsible for the Kaizen Promotion Office (KPO) activities; - Responsible for identifying, training, mentoring, coaching and certifying Lean Six Sigma Projects; - Responsible for coordinating Problem Solving Kaizen workshop; - Responsible for training, support and coaching Quality Engineering team at MAPS techniques; - Support the Total Performance Management (TPM²) activities; Main achievements: • Restructuring of the Continuous Improvement area. The financial result achieved in two years was R$ 4.2 Million of saving (the target was R$ 1.8 Million). • Performed 43 Kaizen events and 19 Six Sigma projects. • Execution of the "Novo Uno Igntion Coil scrap reduction" project in 2011. Project in partnership with customer Fiat Automóveis, reducing the scrap from 48000ppm to 5700ppm. Project recognized as the best of the Lean Academy program by the Fiat Automóveis.

- Responsible for Continuous Improvement at the Supply Chain using Lean Manufacturing/Kaizen, Six Sigma and Shainin techniques; - Responsible for Training, Mentoring, Coaching and Certification to Suppliers and Supplier Quality Engineering team using Six Sigma (Quality Focus Supplier), APQP (Protect The Customer) and MAPS techniques; - Kaizen workshop consultant at Delphi’s strategic suppliers (e.g. FCI, Dynamic Technologies, ACME – Pichinin, T&C, Cogeme, Fagip, Freios Controil), using Six Sigma and Lean Manufacturing methodologies; Main achievements: • Certification of more than 50 people in Green Belt and Black Belt among Delphi Supplier Quality Engineers and supplier professionals. • Performed 5 Lean Diagnosis at suppliers, more than 30 Kaizen events and 20 Six Sigma projects. • Certified Master Black Belt in Six Sigma by Air Academy Associates (Colorado Springs - USA) in 2009; • Implementation of the “Radiator pipe scrap reduction” project from supplier Raco in 2008 (as Mentor). This project reduced scrap from 124,000ppm to 6,300ppm and was awarded as The Best QFS project project in 2008. • Execution of the “Plastic connector scrap reduction” project from supplier FCI in 2007 (as Mentor). This project reduced scrap from 20,000ppm to 6,200ppm and was awarded as The Best QFS project project in 2007 and was awarded as 2nd place at the Six Sigma Summit of IQPC Latin America in 2008.

- Responsible for developing suppliers for exporting. The IPO (International Procurement Organization) objective was to identify, prepare and qualify local suppliers with competitive costs and world class for exporting to Delphi USA, Mexico, Asia and Europe; - Problem Solving Kaizen workshop coordinator at Delphi’s South America strategic suppliers (eg LuK Foundry - Schaefler Group, Autocam Corp., TRW, Ogura Clutch) using Six Sigma and Lean Manufacturing methodologies; Main achievements: • Certified Black Belt in Six Sigma by Delphi in 2005 for the “Battery Assembly Line Scrap Reduction” project. This project reduced the scrap by 43% and improved productivity by 25%. The annual saving of this project was R$ 109,250.00. • Execution of the “Ogura Clutch air-conditioning pulley clutch disc rework reduction” project in 2006 as leader and mentor. This project reduced rework from 280000ppm to 2313ppm and was awarded 1st place in QCC Brazil and QCC Worldwide in Japan in 2006.

- Responsible for developing and managing the suppliers for battery, sensors, ignition line products, totaling more than 90 suppliers; - Problem Solving workshop coordinator at Delphi’s strategic suppliers (e.g. Plasmix, Weidmann, ITW…), using Six Sigma and Lean Manufacturing methodologies; Main achievements: • Certified Green Belt in Six Sigma, during the Quality Fast Program, for the Setup Improvement Project at Stickolor Supplier. This project reduced 50.33% of scrap and 88.30% of setup time and improved productivity by 33%. The annual saving of this project was R$ 120,000.00. This project was awarded as The Best Project of the program, being recognized at the Quality Fast closing ceremony and awarded at the Delphi 2004 Excellence Award event. • Re-certified Green Belt in Six Sigma, during Quality Focused Supplier Program (QFS), for the Quality Improvement Project at Plasmix supplier. This project reduced 74% of scrap and improved productivity by 31.8%. This project was awarded as one of the Top Four Project of the program, being recognized at the QFS closing ceremony. • Certified Process Auditor in VDA 6.3 (Verband der Automobilindustrie).

- Responsible for developing and managing the suppliers for battery line products, totaling more than 40 suppliers; - Problem Solving workshop coordinator at Delphi’s strategic suppliers (e.g. Plasmix, Weidmann, ITW, Stickolor, Prakolar, Gráfica Adonis), using APQP, MAPS and Lean Manufacturing methodologies; Main achievements: • Responsible for the development of local suppliers (Stickolor, Prakolar, Grafica Adonis) special labels for batteries. These labels used to be imported and, with this development, there was a cost reduction of 40%.

- Responsible for planning and schedule of Internal Audit of Quality System based on VDA 6, EAQF and QS9000. Main achievements: • Restructuring of the Quality System Audit schedule.

- Responsible for preparation of machines and robots (set up); - Autonomous maintenance of stamping tooling; - Movement of materials (raw material, finished product and tooling) Main achievements: • Reduction of set-up time of stamping tools from 45 min to 8 min through standardization and Poka-yokes systems.