Equable Lean Six Sigma Boe English Presentation

Business Operations Excellence® Lean Six Sigma Transformation Business Operations Excellence® Reaching operational excellence with Lean Six Sigma transformation Franck Strub January 2009 Copyright © 2009 Equable 1 Business Operations Excellence® All rights reserved

Who are we? >  Equable is a global provider of Lean Six Sigma deployment and training services to diverse Clients in US and in Europe. >  Equable was founded in 2004 by Franck Strub, a former GE Lean Six Sigma certified Master Black Belt & expert in business process re-engineering >  With the best Lean Six Sigma talents in Europe, we offer all the services to plan, execute and manage your strategy in Lean Six Sigma transformation Copyright © 2009 Equable 3 Business Operations Excellence® All rights reserved

Our talent network >  Our consultants are passionate by excellence >  Our consultants are experienced & certified: >  they worked in significant high positions in prestigious companies >  they coached hundreds of Lean Six Sigma completed projects, resulting in several $M productivity and savings >  they taught hundreds of Lean Six Sigma classes >  they certified hundreds of Master Black Belts, Black Belts and Green Belts >  Our consultants are pragmatic and “hands-on” oriented >  They are expert in change management >  They have a solid background in finance >  They share common values: intellectual growth, people respect, challenging mind, culture of result, quest of excellence Copyright © 2009 Equable 5 Business Operations Excellence® All rights reserved

Our partners Minitab Inc. is the US editor of a six sigma statistical software called MINITAB®. Equable is a reference partner of Minitab Inc. and promotes its usage Crystal Ball® is a Six Sigma Statistical Simulation software tool that Equable selected. It is published by Oracle, a US Company with whom EQUABLE www.crystalball.com has a partner agreement Copyright © 2009 Equable 6 Business Operations Excellence® All rights reserved

Our services From strategy alignment to project governance, our know-how includes: >  Efficiency program definition, deployment and management >  Project selection, definition, execution and management >  People selection and development >  Lean Six Sigma coaching >  Lean Six Sigma training >  Design For Lean Six Sigma >  Lean Six Sigma certification of Master Black Belts, Black Belts and Green Belts >  Talent recruitment >  Change management Copyright © 2009 Equable 8 Business Operations Excellence® All rights reserved

Our end to end process approach Business response Customer Voice of Customer Market /Customer Continuous expectations Improvement Processes Loop Company strategy Delay Lean 6 Sigma program Quality Select Lean 6 Sigma projects Cost Select, train & coach people Performance indicators Execute Lean 6 Sigma projects $$ Copyright © 2009 Equable 9 Business Operations Excellence® All rights reserved

Business Operations Excellence® our method for Lean Six Sigma deployment PEOPLE PROJECTS METHODS/TOOLS 1 • Select • Choose the relevant • Review of skills –  Who ? projects • Project Ranking BOE® Plan –  For which project ? • Estimate the ROIs • Planification –  When ? 2 • Train • Implement the • Lean Six Sigma BOE® • Certify projects (DMAIC & DFSS) Execute • Change Management 3 • Change Management • Guarantee acceptance • Review the projects BOE® • Milestone Reviews and alignment Manage 4 • Promote Talents • Report the output of • Communication BOE® the projects • Performance review Report Copyright © 2009 Equable Business Operations Excellence® All rights reserved

BOE® Plan services: a b c Identification Initial sort of the Project definition 1 of all the potential project BOE® Plan potential list pojects 2  Estimate each project  Define project charter  Voice of customers BOE® against a benefits draft including the  Voice of employees /cost matrix business case Execute  Voice of enterprise  Define the adequate  Voice of competition d methodology for each 3  Voice of shareholders project BOE® Team selection  Organization  Retain crucial Manage assessment projects  Define teams and  Operational program  Define a flight plan roles and 4 deployment strategy responsibilities BOE®  Define training plan Report  Define support plan  Define PMO Copyright © 2009 Equable Business Operations Excellence® All rights reserved

BOE® Execute services: Implementation of Lean Six Sigma Projects in the perspective of training and rolling out the organization 1 Training programs BOE® Plan •  Master Black Belt : 5 weeks •  Black Belt : 4 weeks 2 •  Green Belt : 2 weeks BOE® •  Yellow Belt : 2,5 days Execute •  Champion & Steering Committee members : 1 day Coaching : support of Black Belts and Green Belts while 3 implementing the projects, PMO, support of Management BOE® Certification: Manage •  Define the Lean Six Sigma certification criteria of the client 4 •  Assess and Validate the projects carried out by the BOE® Master Black Belts, Black Belts and Green Belts Report •  Set up the Lean Six Sigma tests and test the Master Black Belts, the Black Belts and the Green Belts Copyright © 2009 Equable Business Operations Excellence® All rights reserved

BOE® Execute - Each individual Lean Six Sigma project respects a common framework & timeframe Month 3 Month 4 Month 5 Month 1 Month 2 •  Identify the issues and the scope of the project, the objectives and the business plan •  Set up the macro-planning and the project team Define •  Map the macro-process (SIPOC) •  Voice of the Customer (3 weeks) •  Formalize and validate the Project Chart •  Define the data collection program Measure •  Collect the data for each indicator for all the end to end processes •  Analyze and validate the proposed measurement system weeks) (5 •  Measure the “as is” process performance •  Analyze the statistic data Analyze •  Analyze the detailed process mapping •  Analyze the process added value (6 weeks) •  Identify the inefficiency root causes •  Identify improvement solutions addressing the root causes 1 Improve •  Plan, develop and implement pilot solutions 2 •  Roll out the solutions (5 weeks) 2 1 3 3 •  Monitoring of the output •  Control and audit the Control sustainability of the output •  Standardize and transfer the (3 weeks +) output to the process owner •  Close the project Copyright © 2009 Equable Business Operations Excellence® All rights reserved

BOE® Manage and Report Support of the individual Lean Six Sigma projects and monitoring of the global flight plan 1 BOE® Plan Manage •  Customization of the Lean Six Sigma referential 2 •  Change Management – People acceptance BOE® •  Lean Six Sigma project review by their sponsors Execute Report •  Performance review of the Master Black Belts, the 3 Black Belts and the Green Belts BOE® •  Promotion of the Master Black Belts, the Black Belts Manage and the Green Belts •  Communication of the plan and the vision 4 •  Communication of the output & benefits BOE® Report Copyright © 2009 Equable Business Operations Excellence® All rights reserved

BOE® - typical timeframe & approach 2010-2011 2012 2009 In a decentralized environment a regional entity can volunteer for the Pilot Phase Pilot Phase and provide a positive background of internal competition • 12 Black Belts To be adapted according to the • 12 Pilot projects (proof of concept) + 12 projects in first year resource availability and the change management culture Roll Out •  60 additional Black Belts •  120 projects per year with 60 Black Belts (acceleration pace) •  Executive training • Sponsor & stakeholders trainings • Green Belt trainings Knowledge Transfer • 60 additional Black Belts • 240 projects per year with 120 Black Belts (cruise pace) • Training of Client’s Master Black Belt • Lean Six Sigma License transfer Copyright © 2009 Equable Business Operations Excellence® All rights reserved

Lean Six Sigma benefits >  Revenue growth through: –  increased customer satisfaction –  introduction of quality products & services >  Margin increase through: –  less non quality costs (reduction of defects, wastes and manual rework) –  more productivity and capacity (reduced cycle times) >  Potential Gains per project*: –  Cycle time : 30%-70% –  Defects : 70% –  Costs : 30%-50% –  Capacity : 20% –  Productivity : 20% –  Project ROI : 4 in one year –  Project benefits : 400 K€ *non contractual values depending on projects Copyright © 2009 Equable 16 Business Operations Excellence® All rights reserved

Who is doing what in Lean Six Sigma? Top Management Engage and promote Lean 6 sigma Quality Manager/ Select processes, projects & people. Make plan. Change Agent Champion Lean Six Sigma expert. Train and Master Black Belt/Expert coach Black Belts and Green Belts Black Belt/Project Leader Deliver Lean 6 Sigma projects. Full time project leader. Green Belt/Team member Contributes to Lean 6 Sigma projects Copyright © 2009 Equable 17 Business Operations Excellence® All rights reserved

Lean 6 σ for Executives training agenda Lean Six Sigma for Executives: 1 day Introduction to Lean Six Sigma Change Management of Lean Six Sigma Process Optimization with Lean Six Sigma Lean Process Analysis and Improvement tools Methodology DMAIC 6 Sigma Methodology DMADV 6 Sigma (DFSS) Project Governance Roles in Lean Six Sigma: •  Champion •  Black Belt •  Green Belt •  Sponsor •  Stakeholders Lean Six Sigma deployment (theory) Lean Six Sigma deployment (exercise) Copyright © 2009 Equable 19 Business Operations Excellence® All rights reserved

Lean 6 σ Black Belt training agenda Week 1: Introduction to Lean 6 σ with focus on Lean Week 2: Lean Six Sigma DMAIC Introduction to Lean Six Sigma Recapitulation of week 1 Process Optimization with Lean Six sigma Define Lean Process Analysis and Improvement tools: Measure •  Process Mapping •  8 wastes identification Introduction to Minitab™ •  Value Stream mapping Analyze (Process Analysis & Data Analysis) •  Notions of 5S Improve •  Setup time reduction Control •  Total Productive Maintenance Use of DMAIC template & Storyboard •  Standard operations & Continuous flow Work on real projects: Review of trainee projects, •  Kaizen event Interactive coaching, plan VOC, CTQ selection, measurement and monitoring Customer Business Process Review + Projects Selection and Project definition and plan for Week 2 Week 3: Lean Six Sigma DMAIC Recap of week 2 Measure Six sigma tools •  MSA (Gage R&R) •  Performance measurement Analyze (Statistical Analysis) Improve Six Sigma tools (Regression, ANOVA, DOE introduction) Control (SPC) Project Leader Guide Follow up on all the real projects : Review of trainee projects, interactive coaching, Plan to close projects Copyright © 2009 Equable 20 Business Operations Excellence® All rights reserved

Lean 6 σ Green Belt training agenda Week 1*: Introduction to Lean 6 σ with focus on Lean Introduction to Lean Six Sigma Process Optimization with Lean Six sigma Lean Process Analysis and Improvement tools: •  Process Mapping •  8 wastes identification •  Value Stream mapping •  Notions of 5S •  Setup time reduction •  Total Productive Maintenance •  Standard operations & Continuous flow •  Kaizen event VOC, CTQ selection, measurement and monitoring Customer Business Process Review + Projects Selection Project definition and plan for Week 2 Week 2*: Lean Six Sigma DMAIC Recapitulation of week 1 Define Measure Introduction to Minitab™ Analyze (Process Analysis & Data Analysis) Improve Control Use of DMAIC template & Storyboard Work on real projects: Review, Interactive coaching, plan *Note : week 1 and week 2 of green Belts are similar to week 1 and week 2 of Black Belts. This allows trained Green Belts to become Black Belts by taking only a Black Belt Week 3 incremental training Copyright © 2009 Equable 21 Business Operations Excellence® All rights reserved

Lean 6 σ Yellow Belt training agenda Day 1: Introduction to Lean Six Sigma Process Optimisation with Lean Six Sigma DMAIC project framework DEFINE phase •  Project charter •  Business Case •  Project plan •  Voice of Customer Day 2: MEASURE Phase : •  Measurement system validation •  Data sampling and data collection •  Graphical display of data •  Performance measurement ANALYZE Phase : •  Process analysis and mapping •  7 types of wastes (Mudas) •  Value Stream Mapping Day 3 (half day): ANALYZE Phase (cont.): •  Cause analysis •  Data analysis Kaizen events IIMPROVE phase CONTROL Phase Lean Six Sigma project closure Copyright © 2009 Equable 22 Business Operations Excellence® All rights reserved

Change management training agenda Change Management Objective: be able to implement and to manage efficiently a fast change by working on its acceptance Introduction to efficient change process Change profile Prepare teams for success Define change project The need for change Setup a vision and communicate Motivate and engage people on change Lead the change Follow up the change Changing Systems and Structures Questions and answers Copyright © 2009 Equable 23 Business Operations Excellence® All rights reserved

Meeting facilitation skills training agenda Meeting facilitation skills Objective : be able to facilitate efficiently a productive working meeting/workshop by following a timely process Introduction Principles of facilitation •  Content versus Process •  Diversity in teams •  Exercise •  Basic facilitation principles (diagnostic and reaction) •  “Bloody meeting” video •  Preventions and interventions •  Conflict management Tools and Process •  Tools for idea generation •  Tools for problem cause analysis •  Tools for solutions (generation and selection) Real case study: •  Idea generation •  Problem cause analysis •  Solution generation and selection Questions and Answers = Video recorded exercise Copyright © 2009 Equable 24 Business Operations Excellence® All rights reserved

Business Operations Excellence® Lean Six Sigma Transformation www.equable.fr www.equable-us.com email: franck.strub@equable.fr cell phone: +33 (0)6 89 06 13 98 Copyright © 2009 Equable 25 Business Operations Excellence® All rights reserved

Lean Six Sigma Lean Six Sigma is the integration of Lean and Six Sigma Lean Six Sigma   Increase speed of processes   Improve quality   Eliminate the Wastes   Reduce defects and variation Resulting into An operational excellence methodology centered on Customers A pragmatic, disciplined and results oriented approach Copyright © 2009 Equable 27 Business Operations Excellence® All rights reserved

Lean origins Womack & Jones Michael George 1900-1940 1945-1990 1996 2002-Present “Toyota “Lean “Lean and “Mass production of Production Thinking Five Six Sigma inexpensive cars using System” Principles” Integration” the assembly line” Copyright © 2009 Equable 28 Business Operations Excellence® All rights reserved

Toyota Production System House Superior Quality Reduce Costs & Delays Improve Safety & Morale JIDOKA: JIT: Hilighting/ Just In Time Visualization of problems Productivity Improvement + Quality must be built in Making only \"what is needed, during the manufacturing when t is needed, process! and in the amount needed!\" Heijunka (Sequence plan) Standard Work Kaizen Operational Stability The TPS House was developed by Taiichi Ohno and Eiji Toyoda to make it easy to explain Toyota's continuous improvement system to employees and suppliers. The aim of TPS is to eliminate all muri, mura, muda (overburden, unevenness, waste) from the operations. Copyright © 2009 Equable 29 Business Operations Excellence® All rights reserved

Lean five principles Specify Value… from the customer’s point of view Identify Value Stream… map process & see wastes Flow… move one piece at a time continuously Pull… let the customer pull your product Perfection… always improve the process From Lean Thinking by James P. Womack and Daniel T. Jones, Free Press Copyright © 2009 Equable 30 Business Operations Excellence® All rights reserved

Lean tools Lean designates a set of tools which has been first used in Manufacturing in the 60’s (coming mainly from the Toyota Production System) and now used in the service industry (business transactional processes). The Lean tools allow the optimization of production and transactional processes flow. The Lean tools are : >  7 forms of wastes (Mudas) >  5 S (Clean, order and optimize its workplace) >  Kaizen (Change to become good) >  Jidoka (Highlighting/Visualization of problems) >  Value Stream Mapping (Process value analysis) >  Just in Time, Pulling systems & Kanban refurbishing systems >  Quick Changeover (Setup time optimization) >  TPM (Total Productive Maintenance) >  Process Standardization: alignment of production with demand (Takt time, Heijunka), Standard Work Copyright © 2009 Equable 31 Business Operations Excellence® All rights reserved

Six Sigma origins 1989- 1990- 1994- 1995-Present “Adopters “1st Six Sigma “Six Sigma “Premise of Six of 6 Consulting expanded to non Sigma” sigma” company” manufacturing functions” Copyright © 2009 Equable 32 Business Operations Excellence® All rights reserved

6 sigma >  Sigma is a Greek letter which represents the standard deviation in statistics. >  Having a six sigma performance (or process capability) means that we are producing only 3.4 defects per million of operations!! 6 sigma Histogram frequency Assumptions: • Long term observed data µ Contractual • Normal distribution specification Probability of defects = 0.00034% 50 limit or 3.4 defects per million of opportunities σ Z Long Term = 4.5 (I can place 4.5 sigma between my specification limit and my mean µ) Z Short Term =Z Long Term + 1.5 Z Short Term = 6 10 Expected performance=6 Sigma 4.5xσ defects Characteristic 0 1 2 3 Copyright © 2009 Equable 33 Business Operations Excellence® All rights reserved

Continuous improvement 1 ZST DPMO** Methodology Simplify/clean up Lean 6 σ 3σ 66807 CTQ* Lean 1 4σ 6210 Process DMAIC 2 5σ 233 3 2 DFSS*** Design Improve 3 6σ 3.4 for 6 σ *CTQ Critical To Quality **DPMO Defect per Million of opportunities, long term data ***DFSS Design For Six Sigma Copyright © 2009 Equable 34 Business Operations Excellence® All rights reserved

Lean 6 Sigma example Distribution Cycle Time example: >  The cycle time of a distribution company, from customer order to customer delivery should not exceed 3 days (our contractual terms & conditions) >  The Customers complain. >  The competitors are better than us. They never exceed 3 days >  The Management says “we are loosing money” >  The team in place says “we dispatch in average the same day we receive the order and we always use a 24 hours delivery carrier” Copyright © 2009 Equable 35 Business Operations Excellence® All rights reserved

Lean 6 Sigma DMAIC five phases •  Define your Business problem • Define • Measure •  Measure your actual process performance (Y) • Analyze •  Find the main root causes (Xs) of your defects • Improve •  Improve & implement solutions • Control •  Control that your new performance is sustained •  Standardize & close the project Copyright © 2009 Equable 36 Business Operations Excellence® All rights reserved

Problem statement: we miss our contractual obligations of delivering in less than 3 days Process in which we have a business problem: ? process as felt by the customer Collect Order & Ship Unit delivery CUSTOMER Forward Procurement Order CUSTOMER to Customer & Bill to delivery deptmnt Lead time is the measurement Definition Specification Performance Targets/goal limit CTQ* Lead time 3 days 99.99% < 3 days *Critical To Quality Copyright © 2009 Equable 37 Business Operations Excellence® All rights reserved

Measure Measure your problem and your defects Lead time distribution nb of Trend Contractual/Customer occurences Specification 50 Limit Observed probability of defects=12.03% 26/216 defects 10 Variation Time from order to delivery 0 in days 1 day 2 days 3 days Histogram Copyright © 2009 Equable 38 Business Operations Excellence® All rights reserved

Measure conclusion I observed a probability of defect of 12.03%! My performance is 2.67 σST*. We have a problem! 6 sigma goal is to reach 0.00034% of probability of defect! Defects per million of % defects ZST value* opportunities 2σ 308537 30.8537% 2.67 σ 12.03% 3σ 6.6807% 66807 4σ 0.6210% 6210 5σ 0.0233% 233 6σ 3.4 0.00034% * For short term data with ZST=ZLT+1.5 Copyright © 2009 Equable 39 Business Operations Excellence® All rights reserved

Analyze Analysis – finding the root causes (Xs)! >  Pareto chart of the 26 defects 20 77% Miss 3 pm carrier for outside Paris region 4 15% Incomplete 2 shipping 8% address Other >  2 causes represent 92% of my defects Copyright © 2009 Equable 40 Business Operations Excellence® All rights reserved

Improve KAIZEN New Cycle time from order to delivery distribution 2 actions taken: µ nb of >  Speed cycle by Contractual/Customer occurences processing “Outside Specification 50 Paris region” orders Limit first & organize an σ Short term data earlier transfer to Observed probability shipping department of defects=0% by removing some Expected performance: 6 σ non value added I can place 6 σ between µ tasks (unnecessary and the spec. limit and the sign offs) distribution is normal! 10 6xσ >  Change address Time from defects format and control it order to delivery 0 at order time (avoid in days quality issues) 1 day 2 days 3 days Histogram Copyright © 2009 Equable 41 Business Operations Excellence® All rights reserved

Lean 6 Sigma financial impact Cost of Failure Budget : (% Sales) •  I sell 10 € every unit 40% •  Operational margin = 25% (2.50 €) •  every defect costs me 24 €! 35% •  at 2,67 σ (12,08% defects) I lost 40 cents every unit I sold!! 30% 20% 15% 10% 5% DPMO 3.4 233 6210 66807 308537 500000 Sigma 6 5 4 3 2 1 Copyright © 2009 Equable 43 Business Operations Excellence® All rights reserved

What could Lean 6 Sigma do for you? Nb of Manual Human Interactions* After Before Take orders offline orders 1 4 (laptop) Sales Synchronize orders Web Order Book project Repr. by email connection eBook Update orders on Intranet Coordi 1 6 Submit order to nator Production Manufacturing orders 10 st dev 1.6 2 st dev 1 TOTAL 520 K€ of saving * averages Copyright © 2009 Equable 44 Business Operations Excellence® All rights reserved

What could Lean 6 sigma do for you? % of time spent by 8 persons doing financial manual entries before and after FPA project implementation 100% >  140 K€ saving >  Overtime reduced >  Interim reduced >  More time for analysis (added value task) 50% Before After 27% reduction of time spent by 8 financial analysts …gives 1.75 Full Time Employee proven benefit! Copyright © 2009 Equable 45 Business Operations Excellence® All rights reserved

Lean 6 Sigma business case examples Cash improvement: Our customer wanted to reduce their current overdue by 80% from 10 M€ (representing more than 10% of one year revenue) down to 2 M€. Potential benefit: 5% (cost of money)*8 M€ = 400K€. Cost of Six Sigma project: 100 K€. Return on investment: 4. After analysing 4 months of receivable aged balance it was found: >  the receivable aged balance was not measuring the real overdue (revenue recognition issue) 15% deviation >  20% of the invoices had no payment due date. >  15% of the invoices were not addressed to the right international financial and funding organisation (special contracts funded by IMF, WB, etc…) >  33% were customer disputes >  17% were real late payments (5% because of invoice sent too late, 12% without a valid reason but were not chased) After fixing the main issues and changing the invoice process we reached a stable monthly overdue amount of less than 1.9 M€. Project Sourcing efficiency: Our customer wanted to increase their margin on the projects that they are selling. Due to a tough competition, it was decided to source more efficiently the services and the IT systems. After a first financial analysis, we started one project on Low Cost Country Sourcing. Potential benefits on one year: 620 K€. Cost of Six Sigma project: 120 K€. Return on Investment: >5. For this project, we have redesigned the sourcing processes, introduced a new Purchase Forecast tool and assigned Goals & Objectives to Buyers. As a result of these changes, the amount of purchases made in Low Cost Countries increased from 18% to 24% in 6 months, with a forecast of 30% in the next 6 months. Copyright © 2009 Equable 46 Business Operations Excellence® All rights reserved

Lean 6 Sigma business case examples (2) Customer order Webification: Our customers wanted to automate and optimize their Customer order process from sales representatives taking orders to Back office logistic persons transmitting orders to manufacturing and/or suppliers: Potential benefits (productivity and capacity gains) : 55% of gains on 11 people *87K€ = 520K€. Cost of Lean Six Sigma project: 120 K€. Return on investment after one years = 4.33 After a Value Stream Analysis and a confirmation meeting with main stakeholders it was decided to: 1.  Simplify the process (suppression of administrative validations (not necessary and ceating delays and errors) 2.  IT « Webification » of the Customer order process (orders taken offline on sales laptops and sent/synchronized with email) 3.  Automatic interface with supplier IT system and only one validation in all the process After a training of involved parties and a 3 months pilot of the new process, the measurements done confirms that only 5 employees can manage and process an identical order volume. Financial Analysis Optimization: Our customer wanted to use the ORACLE-GL Financial analysis module instead of Excel, to realize all its analytical financial reports. Potential benefits: (productivity) : 3 interims*50 K€ = 150K€. Cost of project Lean Six Sigma : 50 K€. Return on investment after one years = 3 After an exhaustive inventory listing of all the existing analytical reports, their value and the cost to produce them, it was decided to keep 12 standard reports and to model them into Oracle-GL. After 2 months and few tunings, the measurements shows that 98% of all demanded analysis can be answered with the Oracle-GL analytical module. Copyright © 2009 Equable 47 Business Operations Excellence® All rights reserved

Team development training agenda Build and develop efficient teams Objective: become an efficient team Introduction Individual preferences and diversity in teams •  Questionnaire Myers Briggs Type Inventory (MBTI) •  Scales and types overview •  Group picture (strengths and weaknesses) •  Exercise and Discussion Working together: •  Team exercise (Tower building) •  Debrief •  GRPI tool Team Development: steps and needs: •  Introduction •  Team evaluation •  Discussion Trusting in each other: •  Team exercise: «Walking together» •  Debrief and discussion Teamwork: •  Exercise (Survival Challenge) •  Debrief and discussion Questions and Answers Copyright © 2009 Equable 48 Business Operations Excellence® All rights reserved

Business Operations Excellence® Lean Six Sigma Transformation www.equable.fr www.equable-us.com email: franck.strub@equable.fr cell phone: +33 (0)6 89 06 13 98 Copyright © 2009 Equable 49 Business Operations Excellence® All rights reserved

Equable Lean Six Sigma Boe English Presentation

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