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Intro KT Product offering

Intro KT Product offering

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Kt Intro Master V7 Presentation Transcript

  • 1. KT Solutions Introduction
  • 2. Table of Contents • KT Introduction………………………………………………. 3~6 • KT Services Summary……………………………………… 7~8 • Our Competitive Differentiation……………………………. 9~12 • Analysis, Strategy & Business Process Improvement…... 13~16 • Problem Solving, Decision Making & Project Mgmt……... 17~22 • Daily Management & Change Management……………... 23~28 • Operational Excellence, Maintenance & Six Sigma……... 29~35 • Clients Served & Operational Excellence Results 36~37 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 2
  • 3. About Kepner-Tregoe • Founded in 1958 by Drs. Charles Kepner and Benjamin Tregoe, pioneers in managerial Problem Solving and Decision making research and the authors of the “Rational Manager.” • Authored many other best-selling management books to include: “Implementation,” “How Organizations Work,” “The Art and Discipline of Strategic Leadership,” “The Rational Project Manager” • More than 11 million managers and staff trained in systematic Problem Solving & Decision Making (PSDM) thinking worldwide 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 3
  • 4. About Kepner-Tregoe continued • Global footprint with offices in 18 countries delivering services in 14 languages with 300-plus professionals (Additional affiliate offices in 23 countries.) • For 50 years Kepner-Tregoe (KT) has transferred the capability of, and delivered to our clients, a series of systematic “process” approaches to efficiently and effectively: • Resolve the most challenging problems; • Make difficult consensus based decisions; • Manage complex engagements; and • Address critical business and human performance issues. 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 4
  • 5. Our Value Proposition • Today we are leveraging our core technologies through our operations excellence consulting, coaching and training services to address complex Strategic, Operational, Financial, Cultural and Human Asset performance issues. • To achieve dramatic and sustainable results, we work side by side with our clients and apply a “Learn-Do” approach that: • Minimizes our client’s investment; • Maximizes knowledge and skill transfer; • Ensures sustainable consensus built solutions; and • Optimizes bottom line operational and financial performance results with a 5x or greater ROI 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 5
  • 6. KT’s Mission: To Improve Our Client’s Overall Performance Through: Transferring Creating Knowledge and Strategic Clarity, 5X + ROI Capability Alignment, and Accountability Knowledge and Capability Operational and Financial Improving Operational, Development Performance Financial & Cultural Performance Reducing Operating Costs Soft Engineering & Organization Development Solutions Soft Engineering & Organization Development Solutions Project & Change Management Execution via KT Process Project & Change Management Execution via KT Process Time 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 6
  • 7. Services We Provide Our robust service offerings integrate mainstream operations excellence solutions with KT’s organizational development and core process disciplines to create true differentiated value for our clients. Strategy & Goal Deployment Soft Project Operations Engineering & Management Excellence Change Mgmt Problem Solving & Decision Making (Rational Thinking) 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 7
  • 8. Our services include: • Business and Operations Improvement Strategy • KT Process (Core Disciplines) • PSDM: Situation Appraisal, Problem Solving, • Consulting Decision Making and Risk Management • Training • Incident Mapping • Certification • Daily Management • Coaching • Human Performance System Improvement • Leadership Coaching and Managing Involvement Diagnostic— • Project and Change Management Implementation and Cultural • Operations Excellence Transformation • Lean Manufacturing and Lean Office • Maintenance Management Excellence • Business Process Improvement • Six Sigma • Supply Chain Optimization • Integrated Product Development 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 8
  • 9. Our Competitive Differentiation Consulting Services • Complex change requires the right balance of technical What improvements do I need to engineering, soft engineering & Make to achieve X? organizational dynamics focus and solutions What is the technical solution • Competitors often spend >85% (Design) to achieve X? of their time on the technical issues/solutions How do I technically implement • Many research studies show that the designs to achieve X? complex change fails due to failures in addressing the soft engineering, organizational How do I successfully orchestrate dynamics and overall change all of the variables to achieve X? management issues 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 9
  • 10. Our Competitive Differentiation Consulting Services • KT provides a balanced approach: What improvements do I need to • Strategic alignment and goal Make to achieve X? deployment • Robust soft engineering, organizational development and What is the technical solution change management (Design) to achieve X? methodologies • KT rational process trained personnel How do I technically implement • Technical subject matter experts the designs to achieve X? in Op-Ex disciplines that know how to coach and orchestrate change • Learn-do approach How do I successfully orchestrate • Quantifiable and sustainable all of the variables to achieve X? results driven solutions 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 10
  • 11. Our Competitive Differentiation Technical KT Process Subject Matter Expertise Subject Matter Expertise Technical business How we execute change solution and manage analysis, design and the organizational implementation dynamics Blended Technical and KT Process Knowledge and Capability High Performance Transformation Coach 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 11
  • 12. How We Execute Transformation Provide the Select the Select and Achieve and Apply the Right Right Right Train the Sustain the Roadmap and Management Projects Right People Right Results Tools Support •• Ensure project links •• Ensure the right •• Lean •• Drive Daily Mgmt. & •• Implement effective Ensure project links Ensure the right Lean Drive Daily Mgmt. & Implement effective with the organization’s leadership and with the organization’s leadership and Continuous Imp. control plans Continuous Imp. control plans •• BPI BPI strategy & goals ownership strategy & goals ownership •• Align org. & individual •• Conduct regular Align org. & individual Conduct regular •• Maintenance Maintenance •• Select people with •• Ensure project has a Select people with Ensure project has a KPIs and goals training focused on KPIs and goals training focused on •• Six Sigma the capability to Six Sigma financial benefit to the the capability to financial benefit to the the process the process •• Coach leaders in req. Coach leaders in req. make change business make change •• Supply Chain business Supply Chain actions & behaviors •• Review the system actions & behaviors Review the system •• Create a capable Create a capable •• Prioritize projects •• Integrate Prod. Dev. Prioritize projects Integrate Prod. Dev. effectiveness effectiveness •• Review progress and support team Review progress and support team based on value, based on value, •• PSDM Deployment PSDM Deployment quarterly quarterly manage change manage change •• Dedicate enough resources req’d, timing Dedicate enough resources req’d, timing •• PM Optimization PM Optimization •• Continually identify time for training Continually identify time for training •• Check real business Check real business •• Select projects with key Select projects with key and launch new Any and launch new •• Ensure the right impact (Finance) Any management buy-in Ensure the right impact (Finance) management buy-in projects support resources projects support resources •• Continuously •• Project has cultural Continuously Project has cultural Transformation Transformation are available are available communicate impact & sustainability communicate impact & sustainability KT Process is built-in throughout the entire Transformation Project! 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 12
  • 13. Analysis, Strategy & Business Process Improvement
  • 14. Enterprise Model: Analysis, Strategy, & BPI The Enterprise Model is the foundation/structure that underpins our analysis, strategy development and Business Process Improvement services. Society/ Parent Government The Economy Community Corporation Regulations/Policies Economic Conditions Concerns Priorities The Business Capital Leadership Shareholders Technology Resource Equity/Dividends People Strategy Providers Money Market Business Processes Customers’ Needs Customers (downstream Suppliers’ Customers Products/ industry Suppliers Raw Services value chain) Information/ Organization Goals/ (upstream Material/ Human Culture Structure/ Measure- Knowledge industry Component Capabilities Roles ments Management value Suppliers chain) Issue Resolution Competitors 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 14
  • 15. Strategy Development Phase One Phase Two Phase Four Phase Five Phase Three Phase One Phase Two Phase Four Phase Five Phase Three Strategic Strategic Strategy Strategy Strategy Strategy Strategy Strategy Strategy Intelligence Strategy Intelligence Formulation Implementation Monitoring and Implementation Gathering and Formulation Implementation Monitoring and Implementation Gathering and Updating Planning Analysis Updating Planning Analysis •• Build leadership •• Develop a strategic • Develop Master •• Provide Design & •• Review and monitor Build leadership Develop a strategic Provide Design & Review and monitor alignment regarding all profile to include: alignment regarding all profile to include: Strategic Implementation original assumptions Implementation original assumptions elements of the elements of the •• Values/Guiding Implementation Support of the strategy Values/Guiding Support of the strategy enterprise model based enterprise model based principles principles Plans to include: •• Drive Daily Mgmt. & •• Review strategy Drive Daily Mgmt. & Review strategy on rigorous analysis of: on rigorous analysis of: •• Vision, Mission Vision, Mission • Strategic Actions Continuous Imp. implementation Continuous Imp. implementation •• Internal & Driving Force Internal & Driving Force results against results against • Infrastructure/ •• Coach leaders in req. Coach leaders in req. performance performance •• Alternative Alternative targets and market targets and market Management actions & behaviors actions & behaviors Market •• Industry dynamics Market Industry dynamics changes changes • Critical Issue •• Review progress and Review progress and Strategies/B.U. Strategies/B.U. •• Competition Competition •• Refine projects and Refine projects and Resolution manage change manage change •• Product/Service Product/Service •• Customer approaches as Customer approaches as Market scope • Project Portfolio •• Check real business Market scope Check real business behaviors behaviors required required Management impact (Finance) •• Core impact (Finance) Core •• Identify and launch Identify and launch Competencies Competencies • Team structure and •• Continuously Continuously new projects new projects •• Overarching development communicate Overarching communicate Strategic Issues Strategic Issues • Goal Deployment •• Implement controls Implement controls We serve a variety of businesses with Strategic Alignment and Development from $100M businesses through Fortune 1000. 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 15
  • 16. Complexity Reduction & True Cost Analysis Understand which products (+/-) (+) are not adding value and Low Volume, High Volume, High Margin High Margin determine what to do… (+/-) (-) Understand your true cost of High Volume, Low Volume, products and services…. Low Margin Low Margin Value Stream: ABC Product Family Possible Actions: Total Cost Total % Var. O.H. Factor Amt +/- Fixed O.H. Factor Amt +/- Top 10% $9,411 66.90% $6,715 -0.12 $806 $2,696 -0.20 $539 Strategy Review 2nd 10% $2,119 14.80% $1,512 -0.06 $91 $607 -0.10 $61 3rd 10% $1,049 7.30% $748 0 0 $300 0.00 0 Customer Review 4th 10% $616 4.30% $439 0.16 $70 $176 0.28 $49 Re-price 5th 10% $427 3.00% $305 0.26 $79 $122 0.65 $80 6th 10% $272 1.90% $194 0.55 $107 $77 1.10 $86 Reduce Costs 7th 10% $171 1.20% $122 1.2 $149 $49 2.25 $110 Redesign Product 8th 10% $111 0.80% $79 1.8 $143 $32 3.20 $102 9th 10% $68 0.50% $48 3.6 $175 $19 5.20 $102 Substitute Product 10th 10% $30 0.20% $21 7.98 $175 $9 9.04 $71 Manage via Inventory Deciles are product groupings based on % of Total Sales Revenue Outsource Too Much Overhead Allocated (Redistribute to Yellow Product Groupings) Appropriate Overhead Allocation Do Nothing Too Little Overhead Allocated Drop SKU Dollar values: (,000) 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 16
  • 17. Select Rational Process Services: Problem Solving, Decision Making & Project Mgmt.
  • 18. Rational Process Implementation We work with our clients to imbed the knowledge and use of Rational Process in their organization via the design and/or execution of: • Training and development of users ~ experts to build a capable infrastructure • Performance systems that drive the desired actions and behaviors • Business processes that promote and reinforce the use of Rational Process • Hands-on coaching to imbed deep Rational Process application capability Performance System Integration Rational Process Business Process Skill Development Integration On-the-job Coaching 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 18
  • 19. Problem Solving Decision Making Model We help our clients: • Learn and apply our Rational Thinking foundational tools to: • Appraise situations to clearly understand concerns, set priorities and plan next steps • Analyze and solve problems to root cause • Make the best balanced unbiased decisions • Assess and plan for risk to prevent and mitigate negative results • Assess and plan for opportunities to promote and capitalize on positive results 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 19
  • 20. Incident Mapping Chosen Temporary Main Problem action + Contributing Breached Circumstance barrier Chosen Contingent Known cause action Problem - Constraining owner Circumstance Possible Known cause after Chosen barrier Problem Analysis Barrier Possible Possible Problem barrier barrier owner Chosen Preventive Possible Cause unknown action action problem Incident mapping combines 5 Why Analysis and Breached Barrier Analysis with numerous visual queues to flow chart the root cause to complex failures and incidences! 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 20
  • 21. Project Management Model • We help our clients: • Learn and apply robust project management methods, tools and solutions: • Small to large scale multi-million dollar projects • Customized to the needs of each project: simple/complex/unique • On-site full time support through periodic coaching • Train-the-trainer certificaiton PMI • Public and on-site Accredited! training 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 21
  • 22. Project Portfolio Management Projects Projects Improvement Capital Short Term We help our clients: Decision Analysis Initiatives R&D Projects Projects & • Evaluate & prioritize Initiatives projects & initiatives against their strategy, goals and objectives Strategy, Goals & Objectives • Further refine prioritized projects & initiatives against Organizational overall capacity Capacity/Resources • Plan & Execute Planning & projects & initiatives Execution 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 22
  • 23. Daily Management & Change Management
  • 24. Daily Management Business Strategy and Goal Deployment An KPI Daily and Monthly aggressive DELIVERY 2200 2150 2100 1~2 2050 2000 1950 1900 1850 Team Performance 1800 1750 1700 1650 1600 1550 1500 strategic Units Per Day KPI’s/ 1450 1400 1350 1300 Reviews and Action 1250 1200 1150 1100 1050 1000 950 900 850 Category 800 750 Planning 700 Daily and 650 600 alignment, 550 Cascaded 500 1st 2nd 3rd Total 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 Day Weekly Pareto Goals and performance DELIVERY PARETO ANALYSIS F ailure Type Quantity 50 100 150 200 250 300 350 400 450 500 550 600 650 700 750 800 850 900 950 1000 1050 1100 1150 1200 1250 1300 1350 1400 1450 1500 No Material 454 Wo rkcenter 1 Corrective No Operator 249 No Scheduled Work 189 Other 361 KPI’s No Material 689 Wo rkcen ter 2 No Operator 149 No Scheduled Work 311 management Other 154 Safety No Material 621 W orkcenter 3 No Operator 256 and Preventive No Scheduled Work 412 Other 121 No Material 821 Wo rkcen ter 4 No Operator 107 No Scheduled Work 56 Other 212 Equipment No Material 456 W orkcenter 5 No Operator 520 and No Scheduled Work 314 Actions Other 47 50 100 150 200 250 300 350 400 450 500 550 600 650 700 750 800 850 900 950 1000 1050 1100 1150 1200 1250 1300 1350 1400 1450 1500 Corporate Minutes Lost Quality Action Plan continuous Corrective Action Plan for: __________________ PSDM/ Who is Responsible Issue Who Identified # Issue Description Act ion/Solution Required (Contact Number) Due Date Update/Results Achieved Status Date The Issue Delivery 1 2 Division 3 improvement 4 ATS Cost 5 6 7 8 system that 9 Solution is Validated No action Assessing Issue Identified Potential Solution Implemented & The Issue is Resolved & Deter mining Solution (s) & & Testing Results taken Course of Action Implementing Real Time Business Hr x Hr Board drives Operational Corrective Unit Hour by Hour Board Performance Process:________________________ Date:_________ Shift:__________ Performance Action and everyone to Time Max Should Actual Range Perf. Perf. Perf. Cause and Action Tours 2x/Day 100 85 80 7:30 8:30 Lost 10 min on Set-up….Improve 5S 100 85 90 8:30 9:30 Problem 100 85 93 9:30 10:30 Department Roller failure lost 15 min…Called technician & applied achieve 100 85 75 PA 10:30 11:30 100 85 70 Changed roller and updated PM process…Lost 15 min 11:30 12:30 100 85 90 12:30 13:30 Solving ty ar Be t B x o 100 85 85 13:30 14:30 Received bad material lost 10 min…contacted 100 85 80 supervisor 14:30 15:30 optimal 100 85 75 Supervisor resolving material issue upstream 15:30 16:30 Supervisor resolved material issue 100 85 70 upstream…reworked lot…lost 35 min total 16:30 17:30 Individual 100 85 90 17:30 18:30 100 85 85 18:30 19:30 Total 1200 1020 983 performance every day! Operations Excellence Guiding Principles 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 24
  • 25. The Critical Success Factors of Strategy Implementation & Transformation Change Organizational Management Dynamics Soft Daily Engineering Management 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 25
  • 26. Change Management Change Management is the process of aligning an organization’s people and culture to the changes in strategy, structure, systems and processes. We apply tools and methods to help identify and address your most challenging impediments to change! Successful Change = N x V x M x C x PR x L x R x Mo x Cap x I L: Leadership N: Need R: Risk V: Vision Mo: Momentum M: Means Cap: Capacity C: Communication I: Involvement PR: Performance Measures & Rewards 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 26
  • 27. Human Performance System: HPS HPS Training, Feedback Design, * How appropriate is the Feedback? * How well is the Feedback Situation Implementation used to influence performance? * How clear are the & Leadership performance expectations and Fb how well are they understood? Coaching * How clear is the signal to perform? Consequences *How well does the work environment support expected * How well do the performance? Consequences encourage expected performance? S P R C± Performer Response * How capable is the * What is the observed performance? Performer to meet the * How does it compare with performance expectations? expectations? 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 27
  • 28. Managing Involvement Commitment Conflict A1 Superior Without Goal About Solution Information Structure Commitment Participation Agreement Alternatives Does it make a Do you now Do you know Is the Will the group Is there general Is there likely to big difference have enough exactly what commitment of commit to a agreement be conflict which course of information to information is others critical to conclusion made about goals about Resolve action is find a superior missing and effective by you without between the alternatives Alone adopted? solution? how to get it? implementation? their active group and the within the participation? organization in group? A2 this situation? ? no A1, A2, C1, C2, G2 yes Question yes Individuals G2 no C1 yes no no A1, A2, C1, C2, G2 no yes ye s s ye A1, A2, C1, C2 no Consult yes yes G2 Individuals no no no yes C2 C2 yes yes no C1, C2 no yes Tools and yes A2, C1, C2, G2 no no Consult Group A2, C1, C2 methods to no G2 yes C2, G2 yes aid and coach yes no C2 no no leaders! Resolve G2 yes as Group 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 28
  • 29. Select Operational Excellence Services
  • 30. Operations Excellence Transformation Methodology Transformation Through Targeted Initiatives! • Training • Certification • Coaching • Consulting 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 30
  • 31. Standardization, Variation Reduction & Six Sigma KT’s Problem Analysis combined with Six Sigma! A blended approach to: • Define product/ process requirements • Drive product/ process standardization • Eliminate product/ process variation: • Special Cause (Problem Analysis) • Common Cause (Six Sigma) 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 31
  • 32. Maintenance Management Transformation Methodology Transformation Through Targeted Initiatives! • Training • Certification • Coaching • Consulting 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 32
  • 33. Shutdown/Turnaround Project Optimization Eight focus areas we serve our clients with: • Definition and high level scoping • Leadership, teamwork, communication • Detailed activity and cost planning • Efficient deployment of resources • Management of risk • Implementation management • Closeout and capture of learning • Shutdown management systems Experience has shown taking action in the above eight areas provides a strong foundation for Shutdown Excellence We provide: Training, Coaching and Consulting Services For $250K ~ $25M Shutdown/Turnaround Projects! 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 33
  • 34. Process modelRCM: KT’s Streamlined APMC Asset Performance Mgmt Concept (APMC) Decision Models are Financial & used to filter only Operational those actions that results are are most effective! generated Fast & easy Automatically what-if modeling generates capability action plans 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 34
  • 35. Op-Ex Phased Transformation Approach Phase 1 Soft Engineering • Develop an understanding of the Leadership & Management • Create leadership alignment Scoping current situation to define the • Create strategic alignment areas for improvement and (1~3 Days) • Deploy goals and KPIs assess impact (Corporate ~ Individual) Phase 2 • Implement daily management • Transformation skills coaching • Baseline current operations • Develop end state vision Diagnostic Organization • Quantify improvements • Assess change readiness • Develop roadmap (3~6 Weeks) • Develop Cont. Imp. structure, • Implement rapid improvements (Typical Target: methodologies and tools 20%~30% Conversion • Reinforce CI guiding principles Phase 3 Cost Reduction) • Design & implement change • Model line value stream management interventions transformation implemented • Align organization structure Implementation • CI culture and capability • Apply robust project developed (20~36 Weeks) management practices • Operational & Financial results Change Targets Phase 4 • Design and implement human • Cascade transformation to performance systems • Define and align roles and remaining Value Streams Transformation • Imbed Daily Management responsibilities • Drive relentless improvement • Develop rational thinking and (20~36 Weeks) • Apply advanced initiatives CI capabilities * CI: Continuous Improvement 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 35
  • 36. Some of the Clients We Have Served 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 36
  • 37. Typical Operations Excellence Results Performance Metrics Improvements Order to Delivery Lead Time 35% ~ 80% Reduction WIP Inventory 30% ~ 70% Reduction Productivity 25% ~ 45% Increase Overall Equipment Effectiveness (OEE) 25% ~ 60% Increase First Pass Yield (FPY) 10% ~ 30% Increase On-Time Delivery 5% ~ 20% Increase Revenue 3% ~ 10% Increase Cost Reduction 15% ~ 35% Reduction Return on Investment 5x or greater Over the past 50 years, our Problem Solving & Decision Making services have saved our clients countless millions of dollars! 130-20-P326408 Copyright © 2008 Kepner-Tregoe, Inc. All Rights Reserved 37