Six Sigma Qualtec Improving Your Business Results Deployment Approach

Six Sigma Qualtec Improving Your Business Results Deployment Approach From Initialization to Self Sufficiency Six Sigma Qualtec – All Rights Reserved

Six Sigma Qualtec Improving Your Business Results Agenda Overview Six Sigma Described Quantification and Categorization of Deployment Results Fundamentals of Initialization and Infrastructure Development Process Management and Six Sigma The Path to Self Sufficiency Six Sigma Qualtec – All Rights Reserved

Six Sigma Qualtec Improving Your Business Results Six Sigma Described It is the philosophy of breakthrough level improvements, that every process can and should be repeatedly evaluated and significantly improved – In terms of time required, resources used, quality performance, costs and other aspects relevant to the process. – All leading to increased customer satisfaction, market share, revenue, profits, and ultimately shareholder value. Six Sigma Qualtec – All Rights Reserved

Six Sigma Qualtec Improving Your Business Results Six Sigma Described It is an enterprise wide strategy that effectively develops a capability and a desire within individuals to: – To effectively manage process activities and performance – To solve business and quality problems – To improve decision-making – To improve the overall performance of the enterprise Six Sigma Qualtec – All Rights Reserved

Six Sigma Qualtec Improving Your Business Results Six Sigma Described Management Management System System Methodology Methodology Tools Tools Metrics Metricsand and Goals Goals System – A group of interactive and dependent activities which operate synchronously and in control to repeatedly achieve an expected result with little or no Management intervention required Six Sigma System – An enterprise wide strategy that recognizes problematic areas of the business, defines improvement efforts and projects, determines and implements data driven breakthrough level solutions .in a predictable and repeatable manner to improve business results Six Sigma is the way you run your business. It is not just about quality, it is a business & process management system, and one of the many outputs is improved quality. Six Sigma Qualtec – All Rights Reserved

TOTAL QUANTITY OF IMPLEMENTATIONS Six Sigma Qualtec Improving Your Business Results Categorization of Results Below Average Inferior Above Average Excellent RESULTS FROM SIX SIGMA IMPLEMENTATIONS How Six Sigma is Implemented and Applied Will Determine the Results Six Sigma Qualtec – All Rights Reserved

Six Sigma Qualtec Improving Your Business Results Quantification of Results FACTOR Average Level of Improvement per Project Average Financial Results per Project POOR Unknown or less than 30% BELOW AVERAGE May be known and 30% to 40% ABOVE AVERAGE Known and 40 % to 60% EXCELLENT Known and greater than 60% Generally not quantifiable Average Quantity of Projects per Black Belt/Year Organizational Approach/Culture Change 1 to 2 Not well defined and less than an average of 40K per project 2 to 3 Defined, tracked and average around 100K per project 3 to 4 Defined, Tracked and average greater than 150K per project 4 or more Little or no impact on the behavior of the ogranization More frequent use of data, but in isolated cases Trend or movement towards the use of analytical methods and data oriented decisions Six Sigma becomes the "Way we think and work" Multiple Factors Determine the Results Obtained . Y f(X) Six Sigma Qualtec – All Rights Reserved

Six Sigma Qualtec Improving Your Business Results Factors that Influence Results Y(results) f(X) X1 Senior Executive engagement and commitment X2 Up front planning X3 Infrastructure Development Initialization X4 Proactive Champions that see the power of Six Sigma X5 Full-time Black Belts from “Among the Best” X6 Process Management through Green and Yellow Belts Process Management X7 Black Belts Project selection that makes an impact on the bottom line of the business X8 Financial evaluation system X9 Metrics and goals linked to corporate strategy for progress tracking X10 Project tracking system to measure progress Six Sigma Qualtec – All Rights Reserved

Six Sigma Qualtec Improving Your Business Results Initialization Six Sigma System – An enterprise wide effort that recognizes problematic areas of the business, defines improvement efforts and projects, determines and implements data driven breakthrough level solutions .in a predictable and repeatable manner to improve business results Infrastructure – The various elements (activities) of a system that must exist to allow the predictable and continuous operation of that system to achieve expected results Initialization – The process of preparing a company for the development of the necessary infrastructure required to achieve excellent results from a Six Sigma implementation and to achieve self-sufficiency Six Sigma Qualtec – All Rights Reserved

Six Sigma Qualtec Improving Your Business Results Initialization - Overall Deployment Planning 1 2 Train Executive and Top Management Team Initial Launch Planning 5 6 Begin Implementation & Infrastructure Development Core Team Training 4 3 Define the Six Sigma System to be Implemented Select Core Team 8 7 Finalize Launch Planning Release Six Sigma Handbook and Guidelines High Level Implementation Roadmap Six Sigma Qualtec – All Rights Reserved

Improving Your Business Results Six Sigma Qualtec Initialization - Overall Deployment Planning 9 10 Apply Infrastructure and Support Systems 13 Implement Process Management Train Champions 12 11 Select BB’s and Projects for Wave 1 BB’s Begin Green Belt and Yellow Belt Training 14 Consecutive BB, GB, YB Waves Master Black Belt Development Project Tracking & Reporting High Level Implementation Roadmap Six Sigma Qualtec – All Rights Reserved

Six Sigma Qualtec Improving Your Business Results Initialization - Initial Launch Planning Propulsion Syste m s Propulsion Syste m s Propulsion Syste m s Propulsion Syste m s Com m a nd Console Syste m s Com m a nd Console Syste m s Com m a nd Console Syste m s Inte gra tors Pnue m a tics a nd Se rvos Pnue m a tics a nd Se rvos Pnue m a tics a nd Se rvos Approxim ate Annual Revenue Population Organiz ation Population (Exem pt) 422 Ga llim ore Da iry Roa d, Los Ange le s, CA 2500 Ta lbot Drive , Auburn Hills, WA 30,000 74 62 405 600 1 1 4 Ta rge t BB 2 40,000 33 25 1,212 800 1 0 2 2 650 Che ste rfie ld Roa d, Sa crm e nto, CA Gua da la ja ra , Me x ico Monclova SUB TOTAL , Me x ico 80,000 427 84 187 1,600 3 4 5 4 60,000 730 47 82 1,200 2 7 3 3 Operation/Group/Com pany Name Total Organization Address (City, State) Revenue Per Em ployee 2% NPBIT Target 2% NPBIT 1% of Total 6% of BB BB Exem pt BB 300,000 90,000 1517 253 267 49 356 198 6,000 1,800 10 3 15 3 16 3 11 200 Pie dm ont Circle , Da lla s, Tx 9138 Ra ndolph Rd NE, Ba ltim ore , MD Singa pore 75,000 443 76 169 1,500 3 4 5 4 60,000 387 42 155 1,200 2 4 3 3 90,000 228 18 395 1,800 3 2 1 2 SUB TOTAL 2223 Dove Stre e t, De troit, MI SUB TOTAL 629 Gre e n Va lle y Rd, Minne a polis, MN 650 Che ste rfie ld Rd., Sa cra m e nto, CA 215 Drum m ond St., Da lla s, TX SUB TOTAL GRAND TOTALS 225,000 55,000 1058 228 136 38 213 241 4,500 1,100 8 2 11 2 8 2 9 2 55,000 10,000 228 32 38 29 241 313 1,100 200 2 0 2 0 2 2 2 1 90,000 328 29 274 1,800 3 3 2 3 50,000 159 27 314 1,000 2 2 2 2 150,000 730,000 519 3322 85 526 289 220 3,000 14,600 5 24 5 33 5 32 6 28 Determining the Scope of the Deployment Six Sigma Qualtec – All Rights Reserved

Six Sigma Qualtec Improving Your Business Results Initialization - Initial Launch Planning Launch LaunchPlanning Planning Phase Phase Key Activities Activities Key Executive 1:1 Interviews Executive 1:1 Interviews Key Implementation Leaders Key Implementation Leaders Selected Selected Executive Management Executive Management Training Training Define Year 1 Implementation Define Year 1 Implementation Plan Plan Core Team Selected and Core Team Selected and Trained Trained Rev 1 Six Sigma System Rev 1 Six Sigma System Definition Released Definition Released Begin Initialization Begin Initialization Establish Deployment Strategy Establish Deployment Strategy Rev 1 Six Sigma Handbook Rev 1 Six Sigma Handbook Develop Communications Plan Develop Communications Plan Establish Management Establish Management Commitment Letter Commitment Letter First Employee First Employee Announcements letter Announcements letter Budgeting Budgeting Establish Performance Establish Performance Expectations/Goals Expectations/Goals Initiate Compensation Plan Initiate Compensation Plan Identify Initial Champions Identify Initial Champions Establish 3 Year Plan Establish 3 Year Plan SCHEDULE & TIMING SCHEDULE & TIMING Implementation Implementation Phase Phase Key Activities Communications Plan Executed Train Champions Identify First Projects Train First Waves of BB’s On-Site Support Infrastructure Completed Launch Initial GB/YB Training Six Sigma Metrics Established Measurement & Tracking Systems Established Train Functional Mngmnt BB Certification Process Established Champion RefresherTrng Train Initial MBB’s Begin All Employee Awareness Training Six Sigma Handbook Rel 2 Quarterly Exec Reviews First Recognition & Rewards Event Pilot Customer Engagement Process SCHEDULE & TIMING 2 to 3 Months 2 to 3 Months 9 to 10 Months Year Year11 Six Sigma Qualtec – All Rights Reserved Institutionalizing Institutionalizing Phase Phase Key Activities Full Scale GB/YB Training Engage Suppliers Develop Internal Training Capability Complete BB & MBB Training Waves to Full Quantity Second Annual Rewards & Recognition Event Spot Champion Revitalization Training System Refinement & Improvement Quarterly Exec Reviews Full Customer Engagement Launch Design for Six Sigma Training BB Re-Integration Planning Sustaining Sustaining Phase Phase Key Activities Continue GB/YB Training Complete Design for Six Sigma Training Migrate BB’s & MBB’s Back into Functional Roles Continue Supplier Deployment System Refinement & Improvement Progress Reviews Annual Rewards & Recognition Event Quality Performance Improvement SCHEDULE & TIMING 12 Months Year Year22 SCHEDULE & TIMING 12 Months Year Year33

Six Sigma Qualtec Improving Your Business Results Initialization - Final Launch Planning CY02 Q1 Q2 CY03 Q3 Q4 Q1 Q2 CY04 Q3 Q4 Q1 Q2 Q3 Q4 Q2 Q3 Q4 Propulsion Systems Manufacturing Pneumatics and Servos Manufacturing Command Console Systems Integrators Sales And Marketing Administrative Functions Design/Development Engineering Customers and Suppliers Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Plan the Deployment Sequence Six Sigma Qualtec – All Rights Reserved

Six Sigma Qualtec WaveSte p 0 Process/Event Description Improving Your Business Results Initialization - Final Launch Planning La nguage Custome r Participa tion SSQI Pa rticipation Prerequisites 1 Launch Planning 1 English James Smalley Bill Haas Organization Structure and population data E1 2 Executive Interviews English Executive Management Team Don Redinius Read Six Sigma System Definition document CT1 3 Core Team Training 1 English Stan Whitman Read Six Sigma Management System Definition document and The Nature of Six Sigma Management CT1 4 Initialization Workshops # 1A English Six Sigma Leader, Core Team (principle support individuals from Finance, Human Resources, Communications, IT, Key Stakeholder Representatives and Finance Representatives Core Team Kevin Benson Core Team training E1 5 Executive Training English Executive Management Team and Six Sigma Leader Class Size: TBD Don Redinius Read The Nature of Six Sigma Management. E1 6 System Definition release English Steve Cromwell Wilkes Robarts Executive Team N/A Review and appropriate modifications Delive rable s Duration Location Approximate number of Champions, Black Belts and Master Black Belts planned by area for the deployment. Identify core team in terms of roles, objectives and time commitments. Establish Rev 1.0 of Deployment time table Develop Executive level understanding, through executive one-on-ones, of Six Sigma Management System, the breakthrough process, the deployment process, review management system definition and address questions and concerns. Provide prerequisite material Develop mid level understanding of Six Sigma System and the breakthrough process, address questions and concerns, define requirements for successful deployment, planning and infrastructure requirements, define roles and responsibilities of core team mem 1 day 17-Apr-02 Frankfurt 3 days TBD Frankfurt London Munich Paris 2 Days 5-7-02 5-8-02 Frankfut Workshops to customize infrastructure templates into Takata operating guidelines and policies (Six Sigma Handbook). Prepare leadership team, set corporate level business and financial goals, establish high level deployment guidelines and establish leadership requirements for the success of Six Sigma. Finalization and release 1 of Six Sigma System Definition document signed by total Executive Team 2 Days 5-9-02 5-10-02 London 2 days 6-4-02 6-5-02 Frankfurt N/A 1 Year Detail Planning for All Needed Events Six Sigma Qualtec – All Rights Reserved Planned Dates 21-Jun-02 N/A

Six Sigma Qualtec Improving Your Business Results Initialization - Developing Infrastructure Hard Copy Six Sigma Handbook Core Team Training Client’s Uniqueness Core Team Workshop “N” Templates for Handbook Engage Process Best Practices Core Team Workshop 1 Six Sigma System Requirements Defined and Auditable System Self Integrating Six Sigma System System Knowledge & Expertise Consistent Six Sigma Deployment Experienced Facilitation Inputs Web Based Six Sigma Handbook Infrastructure Development Process Outputs Infrastructure is Developed by the Companies Support Organizations and Representatives From Each Major Organization Six Sigma Qualtec – All Rights Reserved

Six Sigma Qualtec Improving Your Business Results Initialization - Infrastructure Elements Deployment and Launch Planning Human Resource Guidelines Finance Guidelines Information Technology Requirements Communications Project Guidelines Project Tracking and Reporting Goal and Objective Establishment Infrastructure Elements Bring Clarity and Certainty to an Organization Implementing Six Sigma Six Sigma Qualtec – All Rights Reserved

Six Sigma Qualtec Improving Your Business Results Initialization - Infrastructure Deliverables Deployment Deployment & & Launch Launch Planning Planning HR HR Guidelines Guidelines Six SixSigma SigmaManagement ManagementSystem SystemDefinition Definition 33Year YearLong Longterm termPlan Plan Competency CompetencyModels Modelsand andSelection Selection Position/Assignment Position/AssignmentDescriptions Descriptions Goals Goalsand andExpectations Expectations Key KeyParticipant ParticipantSelection Selection Reporting ReportingRelationships Relationships Graduation Graduationand andCertification CertificationCriteria Criteria Overall OverallDeployment DeploymentPlan Plan Detailed DetailedNear NearTerm TermActions Actions Career CareerPlanning/Development Planning/Development Titles, Titles,Compensation Compensation&&Retention Retention Initialization InitializationPlanning Planning Training TrainingSchedules Schedulesand andLogistics Logistics Communications Communications Plan Plan Rewards Rewards&&Recognition Recognition Employee EmployeeStatus StatusTracking TrackingRequirements Requirements Project Project Guidelines Guidelines First FirstAll AllEmployee EmployeeCommunications CommunicationsLetter Letter Overall OverallCommunications CommunicationsStrategy Strategy Recognition Recognitionand andDefinition DefinitionCriteria Criteria Project ProjectType TypeCategorization Categorization Tactical TacticalPlan Plan(Who, (Who,What Whatand andWhen) When) Message MessageContent Contentas asaaFunction Functionof ofTime Time Problem ProblemStatement Statementand andObjectives ObjectivesCriteria Criteria Project ProjectValuation ValuationTargets Targets Integration Integrationwith withOther OtherInitiatives Initiatives Frequency Frequencyof ofCommunication Communication Project ProjectApproval ApprovalProcess Process Project ProjectReview Review and andReporting ReportingCriteria Criteria Method/Mediums Method/Mediumsof ofCommunication Communication Definition Definitionof ofExpectations Expectationsand andEffectiveness Effectiveness Project ProjectCompletion CompletionRequirements Requirements Moving Movinginto intoRealization Realization&&Closing ClosingPhases Phases Six Sigma Qualtec – All Rights Reserved

Six Sigma Qualtec Improving Your Business Results Initialization - Infrastructure Deliverables Project Project Tracking Tracking and and Reporting Reporting Information Information Technology Technology Support Support Customization Customizationfor forFinancial FinancialSystem System Customization Customizationfor forOrganizational OrganizationalStructure Structure Intranet IntranetDevelopment Development Final FinalReport ReportDatabase Database Software SoftwareUser UserManuals Manualsand andTraining Training Email EmailSystem SystemIntegration Integration Notebook NotebookConfiguration Configurationand andSupport Support Software SoftwareInstallation InstallationTemplates Templates Report ReportGeneration Generation Input InputReporting ReportingFrequency Frequency Project ProjectTracking TrackingSystem SystemDevelopment Development Backup BackupProcedures Procedures Finance Finance Guidelines Guidelines Goal Goal Establishment Establishment Finance FinanceRep RepIdentification Identificationand andTraining Training Project ProjectValuation Valuation Quantity Quantityof ofMBB’s, MBB’s,BB’s, BB’s,GB’s GB’s&&YB’s YB’s Rate Rateof ofDeployment/Training Deployment/TrainingGoals Goals Project ProjectForecasting ForecastingRequirements Requirements Methods Methodsof ofEvaluation Evaluation Quantity Quantityof ofProjects/BB/Year Projects/BB/Year Financial FinancialExpectations Expectationsper perProject Project Project ProjectCompletion Completion Reporting ReportingFrequencies Frequencies Yearly YearlyFinancial FinancialContribution Contribution Metrics MetricsGoals Goals Organizational OrganizationalGoals Goals Six Sigma Qualtec – All Rights Reserved

Six Sigma Qualtec Improving Your Business Results Process Management Process Management is a structured approach to aligning and optimizing how business processes work together to repeatedly and consistently deliver results/value to a customer General steps toward process management –Identify core processes, generally 5 to 10 and prioritize for assessment –Designate “Process Owners” –Educate the organization in process management principles and techniques –Assess current end to end process performance and set operating targets –Use process improvement methods, IE Six Sigma, to improve performance to targets Six Sigma Qualtec – All Rights Reserved

Six Sigma Qualtec Improving Your Business Results Process Management Education content for Process Management Voice of the Customer Organizational and team effectiveness Flow charting Workflow and data modeling (X’s and Y’s) Capability analysis Measurement systems analysis Change analysis, solution implementation and change management Process monitoring and control Six Sigma Qualtec – All Rights Reserved

Improving Your Business Results Six Sigma Qualtec Process Management & Improvement Key Process Map Key Process Map Enabling Processes Core Processes Senior Management Level 1 Owned Manager 1 Manager 2 PCS Summary Middle Management PCS Summary Level 2 Owned Process A Process B Process C Process D Process Owner Process E Level 3 Mgr A Mgr B Mgr C P Chart for Rate by Group 1 0.3 2 n 0.2 io rt o p o r P 3 Xbar/S Chart for Cycle Time 40 n a e M le p 35 m a S 1 0.1 1 Subgroup UCL 0.03969 P 0.02491 LCL 0.01012 v 0.0 10 Mean 34.43 LCL 30.72 30 1 0 UCL 38.14 20 Sample Number 30 0 7e 6D t 5S e l 4p 3m a 2S 1 0 Six Sigma Qualtec – All Rights Reserved 5 1 10 15 UCL 5.433 S 2.601 LCL 0 Mgr D and Worker Responsibilities Mgr E Process Owners Use Process Management to: Manage & supervise their operation Track & monitor process and results indicators Assure predictability and stability of the process Identify potential improvements Improve the process

Improving Your Business Results Six Sigma Qualtec Process Management & Improvement Process Control Black Belt Project Measure Q1 P1 P2 P3 Pareto Chart for Error Ty 100 20 80 tn u o C t n ce re P 60 10 20 0 Defect Count Percent Cum % P1 0 d loa Work al ateri M 10 43.5 43.5 5 21.7 65.2 Equip ment 3 13.0 78.3 s ec Sp 2 8.7 87.0 Tr ai ning 2 8.7 95.7 LSL Process Data 40 USL Target LSL 35.0000 * 15.0000 Mean Sample N 30.0972 125 StDev (ST) StDev (LT) 8.25584 8.14405 USL ST LT Potential (ST) Capability s ther O 1 4.3 100.0 Cp CPU CPL 0.40 0.20 0.61 Cpk Cpm 0.20 * Overall (LT) Capability Pp P2 5 15 25 Observed Perf ormance 35 45 Expected ST Perf ormance 55 Expected LT Perf ormance 0.41 PPM LSL 56000.00 PPM LSL 33724.55 PPM LSL PPU 0.20 PPM USL 248000.00 PPM USL 276303.34 PPM USL 273583.66 PPL Ppk 0.62 0.20 PPM Total 304000.00 PPM Total 310027.89 PPM Total 305469.62 31885.96 Control Q1 n a 40 e M P3 Q1 Indicator Chart 3.0SL 41.33 75 3.0SL 71.50 le p 30 m a S X 30.10 20 -3.0SL 18.86 Subgroup ss P1 Indicator Chart e oc r P e l ab p t ca n ec j I o Pr h YBrt P3 Indicator Chart l GBWit ppo o tr Su n o C f s o t es u O roc P 0 5 10 15 20 25 e g 40 n a R 3.0SL 41.18 65 t n u o C 55 e l p m a 45 S C 50.24 # Process Function (Step) 21 Picking Items Potential Failure Modes (process defects) Wrong Merchandise Potential Failure Effects (KPOVs) S E V Mis Delivery 8 22 8 23 8 24 8 25 Delay In Delivery 26 27 Loading Items f or Damaged Customer Merchandise Truck Leaving Hub Rejected Delivery R 19.47 240 10 160 Wrong Shipping Manif est None 10 240 None 10 320 4 Caught at Loading 9 8 Wrong Unable to raise item to truck Items shif t during loading Items rub into each other during Items crush each other Truck w alls catch on item Pulled f rom w rong loading dock 8 4 6 3 5 Hearing loose items as loading Hearing damage occur None Hearing damage occur Hearing damage occur 2 Caught at Loading 3 36 8 576 Dolly's/ Ramps Team Leader Analyze 70 60 9 324 Use Pads Team Leader 10 540 Use Straps Team Leader 9 243 9 405 6 96 x 50 40 Ref urbish Truck Regression Team Leader 95% CI 95% PI 30 10 50 20 30 40 y 40 30 -3.0SL 28.98 -3.0SL 0.000 0 10 20 30 40 20 50 Improve Sample Number P2 Indicator Chart 250 n a e M le 150 p m a S 3.0SL 220.1 X 137.8 -3.0SL 55.41 50 0 80 10 None Responsible Person & Target Date 25 0 e300 g n a R 200 e l p m a100 S 10 None 2 Recommend Actions 35 30 le p 20 m a S 10 Subgroup None 3 4 9 Mis Delivery 1 Purchasing 3 9 Wrong Customer Error Transaction Error Packing Order R P N Wrong Item Picked 9 Merchandise D E T 3 9 32 Current Process Controls Wrong Item Picked 29 31 O C C 8 28 30 C l Potential a Causes of s Failure (KPIVs) s 0 5 10 15 20 25 3.0SL 301.9 -3.0SL 0.000 Cycletim new 0.6 0.5 n 0.4 io rt o p o 0.3 r P 3.0SL 0.4224 P 0.2478 0.2 0.1 R 142.8 10 -3.0SL 0.07312 0.0 0 10 20 Sample Number Six Sigma Qualtec – All Rights Reserved 30 0.2 0.18 Design of Experiment And/Or Solution Determination 0.16 0.14 0.12 0.1 0.08 0.06 0.04 0.02 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 50

Improving Your Business Results Project Assignment Too Easy Six Sigma Qualtec – All Rights Reserved BB Projects Solving “Fruit on the Ground,” “Logic & Intuition” “Process Control” Type Problems Solving “Process Optimization” “Complex Interaction” “Process Entitlement” Type Problems GB/YB Projects Quantity of Problems Six Sigma Qualtec Difficulty and Cost of Problems Solving “World Hunger,” “Boil the Ocean” Type Problems Too Hard Are Usually Management Caused

Six Sigma Qualtec Improving Your Business Results Achieving Self Sufficiency Goal (Six Sigma System) – An enterprise wide strategy that recognizes problematic areas of the business, defines improvement efforts and projects, determines and implements data driven breakthrough level solutions .in a predictable and repeatable manner to improve business results Initialization – Provides the structure for . A predictable and repeatable enterprise wide strategy to improve business results Process Management – Provides a method to .Identify potential improvement efforts and projects, improve processes and manage process performance Six Sigma – Provides the knowledge to . Determine and implement data driven breakthrough level solutions to problematic areas of the business Six Sigma Qualtec – All Rights Reserved

Six Sigma Qualtec Improving Your Business Results The Path to Self Sufficiency 3 What is Ultimately Achieved Core Core Competency Competency 2 The First Realization Business Business & & Process Process Management Management System System 1 Core Competency - The intellectual knowledge and capability of employees to quickly and accurately solve problems, to align and optimize business process and to make better decisions Business and Process Management - The way we view our business efforts, set our expectations, determine our decisions, and the way we lead the Company to optimally satisfy all of our stakeholders. Where Most Start Quality Quality Management Management System System Quality Management - The set of strategies, tactics and practices collectively used as a Company to competitively achieve business objectives and to satisfy customers. Six Sigma becomes the “Way We Think and Work” Six Sigma Qualtec – All Rights Reserved