We are….

…an evolution of InSource

Solutions.

1. Seek first to understand your

business.

2. Leverage current investments in

technology/continuous

improvement.

3. Align your people with sound

process so that you can take

advantage of your investment.

People

“We believe…”

…that companies spend significant

capital to implement technology on

the plant floor and seldom realize

the full potential.

…that companies regularly

complete process improvement

initiatives and are unable to sustain

the initial results.

“Research…”

…shows that companies spend

$50B to $80B dollars on failed IT

projects annually.

One of the top reasons in several

studies is the failure to achieve the

expected business value

Why?

5

Why?

• Basic Project Management…… – Define – Design – Develop – Test – Go Live

• Go Live….. It’s just another milestone in the project….it’s not the end

6

1

2

As a “poor” result…..

Status Quo

Routine Management

Improvement Management

8

Plan-Do-Check-Act Improve performance through

waste reduction

• The deployment of strategy to the operational level through the Strategic Action Plan

• Focuses on achievement of discontinuous improvements against Company KPIs

Standardize-Do-Check-Act Assure consistency in meeting

stakeholder requirements

• The maintenance and incremental improvement of day-to-day results

• Assures good results through process capability • Involves all associates

S D C A P D C A

9

What?

Technology

1

Improvement Management vs. Routine Management

Results…..with the right balance

2

3

World Class

We believe that

technology alone is insufficient to realize lasting change.

Processes and tools are necessary to insure that data is made visible and then transformed into actionable information. Actionable information is needed to set and meet performance objectives. Closed loop processes for insuring that actions are created and completed need to be developed to meet performance objectives. People, Process and Technology need to be properly aligned.

System for Management (SfM)

Results for Stakeholders

Impr

ovem

ent

Man

agem

ent

Rou

tine

M

anag

emen

t

S D C

A

Incremental Improvement

Stable Results

P D C

A

Quantum Leap Improvement

Critical Process Standardization

TAP Opportunities

KPIs for Routines

KPIs for Improvement

Benchmarks

Execution to Standards

Training to Standards

Failure Analysis

Standard Audits

Annual Action Plan Improvement Methods:

Strategic Projects Process Improvement Teams Product Improvement Teams

Strategic Plan

Business Conditions

Execution to Plan

Plan Reviews

Chronic Problems & Major Opportunities

SfM Components

Methodology

14

Operational Standardization

Metrics Development

KPIs

Training to Standards

Execution to Standards

QUALITY PRODUCTS

Audit of Standards

Corrective Action Processes

RCA Triggers

The Right Focus

15

Sustain

Implementing a system of

processes, training vehicles, audits

and advocacy creates a sustainable

and transferable program for the

continued optimization of your

manufacturing operation.

A transformation occurs.

The workforce

Your workforce must be motivated

to take charge of its own

performance environment by

contributing and maintaining their

practices.

• Catalyst

• Advocate

• Facilitator

• Advisor

Process

Engaged

Your people need to be engaged in the

transformation of their company into a

high-performance, knowledge-driven

organization.

You must work with your client to

provide a dynamic, sustainable system

for management that engages every

worker to take part in Knowledge

Ownership.

People

Process

Focus your people on the Critical

Processes then standardize, train, and

audit what makes a difference.

Reducing Variability is achieved by

detecting when it occurs and involving

those who know the process to

eliminate the Root Cause; they then

own the result so it won’t come back.

And performance only changes when

you link it to actions at the plant floor

through the management team.

Accountability is what closes the loop.

Process

Empowered

From operators to management,

your people need to own the

processes and their performance

results.

Your employees will know how to

take action, and then drive

performance improvement,

continuously.

Process

Bottom Line

Break the cycle of limited results

• Increase the return • Sustain results Effectively engage all capable resources • From executive management through line operators Provide a definition of success for all levels of the organization Have systems for management that sustain these through: • Accountability

• Standards

• Documented processes

Today

We believe The solutions to

manufacturing optimization exist

today within your organization.

We believe in people and in the

belief of management that by

properly deploying technology and

empowering people,

manufacturing environments can

be run more efficiently to increase

profitability and quality.

Ready