Dan Jones’ Project Portfolio as of January, 2012
May, 1991 - present
Southwest Power Pool (SPP), Jan, 2009-Present, Lead Regulatory Engineer
Subject Matter Expert on the cost recovery of new upgrades in SPP.
Key contributor to the Regional Allocation Review Task Force’s effort to develop methods of maintaining regional equity during the cost recovery of $6.5 billion of new transmission infrastructure. Worked directly with 3 State Commissioners, 1 SPP Board
Member, SPP’s Sr. VP and Chief Counsel (SPP RARTF Secretary), SPP Economic
Planning, and a diverse group of stakeholders.
Developed first of a kind Rate Impact analysis (for the Rate Impact Task Force of the
Regional State Commission) converting annual cost and benefits into impact to the average ret ail residential and commercial ratepayer’s monthly electric bill. Provided a new regulatory review method and greatly expanded zonal economic data.
Developed SPP’s first Annual Transmission Revenue Requirement (ATRR) Forecast.
$6.5 Billion of incremental investment from 2006 through 2020. Improved forecast by developing interface with SPP’s new Upgrade Database (TAGIT). Includes the effect of Balancing Transfers and rate base depreciation. Provided Cost Allocation training to many of our TOs using the forecast.
Used in Member’s transmission cost forecasting.
Provided bi-annually to the Regional Tariff Working Group.
Led a small team in the differential analysis of the cost recovery of new upgrades of
Entergy Operating Companies and Central Louisiana Elec tric Company’s joining SPP verse standing alone - $1.62 Billion in ETR/CLE incremental upgrades v. the SPP cost allocation forecast. Generated four study methods (cost allocation applications) that minimized the cost allocation differential and formed a key position in SPP’s offer to
ETR/CLE to join SPP.
Provided key economic analysis for $900 Million of upgrades novated to Transcos:

ITC Great Plains, Prairie Wind Transmission, Transource Energy
Led the differential analysis of Highway-Byway (HWBW) cost allocation verse the
Traditional Base Plan Funding method of regionalizing upgrade costs. Provided results of a “Minority Position” of SPP Transmission Owners who proposed less than
100% regionalization of extra high voltage facilities. HWBW socializes all costs using a
“postage stamp” methodology across the entire SPP footprint on a load ratio share basis for EHV projects over 300kV. HWBW is now the FERC accepted cost allocation method for the region and was considered a huge breakthrough for the realization of
EHV facilities.
Provided present value of costs: Integrated Transmission Plan - 20 year (ITP-20) at
$1.8 Billion; $1.47 Billion ITP10; and $250 Million ITP Near Term.
Developed Paid by Self-Paid by Others study. Utilizing the ATRR Forecast, I determined how much of a TO projects were funded by their own ATRR assignment verse what will be funded by the balance of the footprint. Determined who is a net builder verse who is a net payer.
Determined the cost allocation impact of SPA, WAPA, and Basin Electric joining SPP.
Provided special studies in support of OPPD and City Utilities of Springfield decisions to remain Transmission Owning Members of SPP.

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Qualified Facility (PURPA 1978) and Qualified Generator (VAR Support) registration resource for SPP.
On-boarded, trained, and mentored nine Engineers in the Engineer-In-Training program during their Regulatory rotation.
Lean Six Sigma Black Belt certification, Villanova University, in 2010.
Arkansas Professional Engineering License in 2009.
KIMBERLY-CLARK CORP WORK HISTORY
Year Role/Location
1997-2008 Construction Program Manager: Maumelle, AR, Tlaxcala, Mexico; Flint,
Wales, UK, Jenks, OK
2003 Completed Master of Science Operations Management, U of Arkansas
1995-1997 Design Team Leader, Staff Engineering, Neenah, WI
1991-1995 Project Engineer, Maintenance Engineer, Conway AR
Maumelle Facility Work Summary
July, 1997 to Present
Program Manager, Division & Corporate Level Initiatives
Program Consultant , $25.9 million dollars . Project Motorhead EDR development.
Increase Coform throughput to meet market demand. Engineering Feasibility Study and
Engineering Design Report, 1Q09, Basis for Capitalization 3Q09, Implementation 1Q10.
Program Consultant, $11.5 million MSS expansion. Lean transformation, visual methods, third party logistics infrastructure build, environmental compliance, value engineering. Currently in the PER stage, appropriation draft complete, IMF BFc process initiated May, 08. Program on hold until 2010.
Program Manager, $15.5 million, led the installation of 24,000 sf of new and 8,000 sf of converted sanitary production area and manufacturing support space, ~$4 million dollars.
Installed an additional $500K site improvements. Specified and bid secondary fire protection system for $632K. Vertical start-up complete. Far exceeded expectations – full production output in 7 days.
Project Consultant, $50 million dollar coform expansion in Tlaxcala, Mexico. Design for constructability, field installation leadership in Mexico for 1 month, technical checkout support, 2007.

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Submitted new product idea: “Post-Operative Home Recovery Care Kits”, complete kit, customized to outpatient surgical procedures, including bundled hygiene/PC products with at home care CD, with specific product design for ano-rectal surgery and post partum recovery.
Program Manager , Coform Optimization, project developed as a “grass-roots” approach to increase converting throughput by optimizing coform output allowing “hot” roll production of all flat coform code on both Maumelle coform assets. $640K , 0.8 yr payback, $6.6MM NPV, 119% IRR, Project is in the pre-appropriation phase.
Process Developer , Automatic Sanitization process for converting. Reduce the #1 delay in converting by 40% and provide basis for process validation. Project is in the preappropriation phase, $250K .
Consultant, Wipes Tub Output Upgrades, provide improved shrink-wrapping and inprocess tub accumulation allowing one line to provide all tub production needs. $200K , project complete, output increased 25% of Huggies Tubs.
Program Manager, Project Superwire . Objective: increase base sheet manufacturing and converting uptime by 10% by installing a 330 ft Superwire on a non-wovens coform asset that eliminates two of three sheet pickoff points. First barrier guarding system for a large non-wovens asset (Maumelle Coform Asset #2). SMED grade changes from 16 hours to 25 minutes. Dust levels greatly reduced. $305 K , complete. Received
Distinguished Performance Award.
Mill Management of Change Coordinator . Expertise in both electronic and paper-based systems. On-going duty. My signature required to implement high-hazard changes.
Project Manager , provide low cost cooling to the CM1 manufacturing process. Installed
200T worth of rental cooling equipment feeding CM1. Prevented the typical summer slowdown. $250 K . Deferred high capital project until 2010.
Process Developer , Low Basis Weight Wipes. Through process improvements, run reduced basis weight wipes with current thickness by designing non-debulking processes in Coform and Converting. Developed improved high speed clip transfer and general belting upgrades. 60 gsm implementation complete. $8 million NPV.
Process Developer , Next Generation Supreme Care Wipe, Single Wire Texture, design and develop Coform and Converting processes to manufacture the next generation
Supreme Care wipe. .
Team member , FORCE (corporate cost savings team) representative from the PPIT
Team. Formal computerized cost saving gather and tracking program. Ongoing.
Project Leader , CM2 Winder development: understand and improved the existing CM2 winder and reduce the transition effects during doff. CM2 stack height reduction at core reduced by ~20%. Expense spending only.
Project Manager , Pop-Up (Spears) Optimization. Through process design improvements, move Pop-up rates to reach-in levels in 6 months for $575M. all machines upgraded, Popup rates now exceed Reach-in rates. NPV $5 million dollars .

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Authored “Case Throughput Upgrades” appropriation $166K, specified next generation of case erectors. After authorization, transferred project to M. Washburn. Installation complete on all converting lines.
Overall Project Mechanical Lead, European Re-Launch of Huggies Baby Wipes , Flint,
United Kingdom. Leading a team of 6 engineers, 5 technicians, and 20 tradesmen to supply Huggies ® baby wipes to all of Europe. $7.205 Million. The new wipes platform is rapidly increasing market share and plans for a second converting asset are in the works.
Revamped and successfully revived Huggies ® in the European continent beginning Asia exports in 2007.
Team Member , Maumelle Throughput Upgrades. Objective: debottleneck the plant’s output by developing high speed converting and case handling processes. Project now called “1800”.
Project Leader , Pop-Up Tub Upgrades (De-Light Tubs), $100 K. Implementation complete.
Project Leader , Sheet Size Utilization Improvement, 7.7” width x 7.0” Length, annua l cost savings $2.4 Millon on a $250 K project. Successfully implemented.
I currently supervise teams as large as 30 hourly persons. I supervise professional teams as large as nine mechanical, electrical, and process engineers (as needed). I currently provide work direction to a team of 3 engineers and 4 technicians. I recruited two mechanical engineers in 2008.
Wet Wipes Engineering Department, Dave Kaufman, Engineering Manager
Project Leader 4
Team Member , Asset Footprint Optimization, add SPEARS (pop-up) to K2, add CFF/JFK
(Airlaid) capability to K3. After authorization, project transferred to J. Flake. Worked with
Mill and Staff teams to determine production capability needs based on a 5 and 10 year plan. $1.05 Million.
Project Leader , K3 Supreme Care MEGA capability, $250K . Initiated and closed-out appropriation.
Process Developer , provided process design for a 10 minute tool less grade change from reach-in to pop-up. Zig-zag slitting in the SPEARS module process development.
Business transitioned to “all pop-up”.
Project Leader, K4 Airlaid Capability, Cottonelle/Just-For-Kids, first Airlaid capability in
Maumelle. Project was on-time and on-budget. Process exceeded start-up curve.
$380K , Dec. through July, 2003.
Project Leader, K4 Supreme Care Capability, provided capability to run supreme on 3 rd asset. $75 K , On-time and on-budget.

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Project Leader , Special Pack Automation Ph 2, added permanent automatic shrinkwrapping, case erection, case sealing, and stackwrapping. Moved co-packing inhouse. $285M.
Construction Manager, Process Developer, K1 Replacement , highest producing line in
Maumelle, asset capable of 2 X speed of the asset it replaced. 6 months from authorization to start-up. On-time and under budget, substantially exceeding the stretch start-up objectives. $5.15 Million , Jan, 2002 through June, 2002.
>>>K1 SET THE STARDARD FOR ALL HIGH SPEED MACHINES TO FOLLOW.
Mill technical contact for hoist and lift specifications and maintenance issues.
Support Operations and Maintenance in the areas of safety, efficiency and cost improvements. Efforts have helped to improved department output 50% in the last 4 years.
Department capitalization $55 Millon .
Jenks, OK Expansion Team, Jerry Dougherty, Engineering Manager, 1999-2000
Technical Checkout Leader, Project Engineer 4
Technical Checkout Leader , $274 million USD , led a team of 3 engineers, 6 technicians, and 6 operators during technical checkouts of 4 major bath and towel converting lines.
January 2001 through July, 2001. Converting portion $50 Millon . Double output of
Kleenex Cottonelle bath tissue and Viva paper towels in the United States.
Wet Wipes Engineering Department, Jim Blackstone, Engineering Manager
Field Engineer 4
Project Boston mechanical field engineer, Oct., 2000 to Jan. 2001; Ensured installation is to KC specification. Provided technical support and coverage relief to feature engineers, mill operations, and the general contractor. $33 Million capitalized.
Wet Wipes Converting Department, Mike Scott, Operations Manager
Process Engineer 4, Wet Wipes Converting
Submitted new product idea: “Disposable Diaper Bag”, an overwrapped bag with a handle with a 40ct Rigid Flip Top wipes pouch, acting as a foot, dispensing wipes out of the bottom and a standard bag of diapers dispensing out of the top.
Engineering Liaison for Microorganism Issues. Engineering Lead for Level 1 and Level 2 responses. Coordinated K4 and K5 bareframe rebuilds in 2000. Removed gram negative organisms from systems. Reduced downtime time from 80+ hrs to 36 hrs per rebuild.
Converting Department Engineering Coordinator. Coordinate, document, and report engineering activities in converting.
Project Police process design, checkout, and start-up lead. General upgrade of the Natural
Care tub product line and the addition of two high-speed baggers. $3.5MM capitalized.
Project REO Engr Lead, increased Maumelle’s average wipes production by 30% in calendar year 1999 (220 mwh/machine Jan, ’99 to 285 mwh/machine ave Dec, ‘99., current 2000 ave 300+mwh ). Low capital solutions: machine loading strategy, speed

Page 6 increases, elimination of process bottlenecks. $250K spending. Won Distinguished
Performance Award.
Wet Wipes Dispensing Improvements Plant Lead, single sheet every time. 1Q2000. Low capital partial solution developed using designed experiments. $75K.
Adult Wipe process designer and start-up lead. Launched first of a kind wipe. 3Q2000.
$450K.
Engineering Department, Edward Drezdzon, Manager
Project Mechanical Engineer 3, Wet Wipes Converting
K2 Supreme Care Wipes Installation Lead. Transferred assets from K1. Sept., 1998.
$250K. Started-up new servo lid rotator system, trayloader, and denester drive.
K2 Folder/Stacker/Delivery Section Replacement Project Manager. Installation, Sept.
1998. On-time, under budget, substantially exceeded start-up curve. $2 Million.
Supreme Wipes Engineering Lead, K1 and K4. 1998 and 1999. First of a kind basesheet.
Increase robustness of web handling. $400K.
K1 and K2 Bareframe Rebuild Lead, 1997 and 1998. Microorganism mitigation.
Travel Pack Relocation Lead from K2 to K3, then finally to Merisco Inc., Milwakee.
Converting drain system tie-ins. Rerouted drains in converting to ensure code compliance.
Solution Piping Upgrades, K1, K2, K3. Project Lead. $50K
Mill Machine Shop Improvements. added milling machine, lathe, jib hoist, brake, etc. $50K
Developed primary Mechanical Millwright contractor, BVC/CCC Construction.
Completed close-out and asset allocations on WHAM Tubs, Approp. 024-6028, $2 Million, capitalized and Travel Pack, Approp. 024-6009, $500K capitalized.
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Feminine Care Staff Engineering Work Summary
Dan Jones, Oct, 1995 through July, 1997
Mike Ponder, Staff Engineering Manager
Design Team Leader, Feminine Care Engineering
BROKE/SOLVED PROCTOR & GAMBLE PATIENT Kotex Tabbed Ultra Thin (TUT)
Patient Issues v. P&G Always Wings: initiated concept of “FOLD ABOUT A SINGLE
PLANE” to beat the patent of “fold about infinite number of planes”, used statistical analysis to prove single plane concept allowing production of TUT. Received
Distinguished Performance Award.
Shaped Peripheral Seal (SPS) Packaging Leader, reworked the packaging of (14) different
Fem Care codes at St. Hy., Conway, and Lakeview Fem Care. Received STAR award.
Project “Newstart” Mechanical Design Team Leader, $15MM project to reduce total number of feminine care product codes.
Kotex Brand Restage (KOBRA) Project Ultrathin Design Team Leader.
“Porthole” Pad Process Development: Established web paths, equipment specifications, cutting, sealing, and embossing module design, adhesive add-on methods, and general process design.
UCTAD Process Development: worked with Research to qualify UCTAD as a Fem Care raw material through process trials.
Lead development of a standardized sealing/embossing module design for all new Fem
Care converting equipment. $85K/unit, 8 units built.
Lead development of a standard low-cost ACE design for an off-line material unwind. (5) modular units were constructed. $200K/unit.
Implemented adhesive system upgrades AC4, 5, 6, and 7, $150K capitalized.
Committee Activities: Chair, JESMIC Bearing Subcommittee: introduced Dodge
Bearings as a lower cost, technically superior ER series bearing as a direct SealMaster replacement.
Member, Health and Wellness Safety Subcommittee
Submitted Ideas: “TheraPad”, therapeutic emollient in a coform substrate with an aperatured spunbond cover designed to treat affected joints - completed patient application process.
“Kleenex laced with an anti-bacterial lotion”
“Wet wipes laced with sunscreen”

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Kimberly-Clark Corp., Conway Mills Work Summary
Dan Jones May, 1991 through October, 1995
Area and Project Engineer, Converting and General Mill
Kotex Tampon Dept., Jon Holztrager, Dept. Manager, 5/94 to 10/95
Project Leader, Blend Room Calendar and Rewinder Replacement, lead team of 2 engineers and 8 tradesmen to replace the tampon base material rewinder. $300K capitalized.
Project Leader, String Design Waste Reductions, $230,000/yr savings, developed string feeding system, $250K capitalized.
Project Leader, Ten Count Tampons, installed packaging equipment for the new code.
$55K capitalized.
Mechanical Engineer, Tampon Pledget Opacity Density Sensing and Weight Control
System, developed system to control individual tampon weights to +/- 0.1 grams, $200K capitalized.
Mechanical Engineer, Lap Unwind Replacements, replaced tampon base material unwinds, $100K capitalized.
Project Leader, Cartoner and Wrapper Upgrades, replaced fixed cam with programmable pneumatic systems, increased speeds by 100%, $200K capitalized.
Project Leader, Plant wide OSHA Safety and Guarding Improvements, developed standard guarding system – now used in multiple plants. $300K capitalized.
Kotex, New Freedom, and Depends Pads, (Fluff Based Pads), Brooks Aitchison,
Dept. Manager, 3/92 to 5/94
Lead Mill Mechanical Engineer, Depend Poise Extras Plus Machine Conversion, $700K capitalized.
Lead Mill Mechanical Engineer, Depend Poise AC2 Pad Machine Conversion, $425K capitalized.
Lead Mill Mechanical Engineer, Depend Poise AC1 Pad Machine Conversion ( 1 st Poise
Pad Machine ), developed and installed new process and product, super absorbent addition to fluff based pads for incontinence control. $1MM capitalized. Poise is now the number one incontinence product in the world.
Mechanical Engineer, Depend Poise Process Development - Super Absorbent addition directly into the forming chamber, concepts, tests, and trials, $80K, eliminated major equipment damage from abrasives in the critical machine area.
Lead Mill Mechanical Engineer, Waste Room Upgrades, dust control and waste management system, $1MM capitalized.

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Mill Engineering Group, Bill Sayers, Engineering Manager, 5/91 to 3/92
300 HP Air Compressor Installation, Roots-type, sized cooling system, upgraded cooling tower, $350K capitalized
200 HP Steam Boiler (Heating) Installation, 15 psi, $300K capitalized
KTM and NFTM Roof Replacements, 200M SF, $300K expensed
Bulk Chemical Delivery System Installation, (2) 6000 gal vessels, building, piping systems, eliminated 90% of drum usage, $200K capitalized