Six Sigma/Lean/TOC HR Strategy implemented in ITR

1. LEAN HR

2. “ One great cause of failure is lack of concentration” Bruce Lee

3. LEAN = FOCUS

4. FOCUS = PURPOSE PROCESS PEOPLE

5. PROPOSE

7. Lean HR Strategy FLOW Maximize Value Reduce 3M TOC Identify/Increase Restriction Six Sigma Reduce Variation PEOPLE EXECUTION Standards Values Policies Structure Systems KAIZEN/INNOVATION HR Policies and Procedures Manual Strategy Strategy PURPOSE Organizational Development Organizational Culture Attraction, Selection and Induction ADD, and training Planning and Talent Development PROCESS Compensations

8. Calidad ( PPMs , EGT) Quality ( PPMs , EGT) Servicio al cliente Customer service OTD OTD Experiencia Experience Responsiveness Responsiveness Relaci ó n con el cliente Lead Time Lead Time Incrementar la rentabilidad de forma sustentable Increase and sustain profitability Optimizar los costos de la cadena de valor Optimize value chain Contar con una cartera de clientes diversificada Asegurar la lealtad del cliente A and C Internal Processes Financial Clients ITR Strategic Map Human Information Organizational Incrementar la participaci ó n de mercado en servicios de mantenimiento (con las capacidades actuales) Increase market share in maintenance services (using our current capacities) Incrementar ventas de MRO Increase MRO sales Incrementar volumen de ventas de Fabricaci ó n e Ingenier í a Increase sales volume In Manufacturing and ó Engineering í Lograr una participaci ó n significativa en el dise ñ o y fabricaci ó n de LPTs , externals , componentes complejos y servicios de ingenier í a Atraer, desarrollar y retener al mejor talento Compartir y gestionar informaci ó n confiable y conocimiento Integraci ó n de las á reas de Ingenier í a, Fabricaci ó n y MRO Potenciar los valores y el orgullo de pertenecer a ITR Desarrollar una cultura de enfoque y servicio al cliente Mejorar planeaci ó n del negocio Identificar y captar las mejores oportunidades de negocio Garantizar el apego a los est á ndares de trabajo Mejora continua de los procesos Continuous Improvement Consolidar relaciones de largo plazo con los clientes Robustecer relaciones con instituciones p ú blicas y privadas Ofrecer servicios integrados Client relations Lobbying Cumplir satisfactoriamente los est á ndares del cliente Desarrollar e implementar la cadena de suministro Garantizar la efectiva planeaci ó n, control y ejecuci ó n de la operaci ó n Incrementar la flexibilidad y capacidad de respuesta Operative Excellence F1 F2 F3 F4 C1 C2 C3 C4 P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 A1 A2 A3 A4 A5 Obtain significant participation in designing and manufacturing of LPTs, externals, complex components and engineering services Count on having a diversified client portfolio Ensure client loyalty Client relations Guarantee effective planning, control and execution of the operation Increase flexibility and response time Satisfactorily fulfill client standards Consolidate long-term relations with clients Offer integrated services Strengthen relations with public and private institutions Develop and implement the supply chain Guarantee to abide by work standards Continuous improvement in the processes Improve business planning Identify and obtain the best business opportunities Attract, develop and retain the best talent Integration of the Engineering, Manufacturing and MRO areas Maximize the values and the pride to belong to ITR Develop a culture of customer service Share and manage confidential information and knowledge

9. Develop and implement a sustainable HR strategy capable of providing competitive advantages to the business Purpose HR ITR Attract, Develop and Retain the best talent Boost values and the pride to belong to ITR Develop a customer service culture

10. HR Goals

11. PROCESS

13. QFD VSM TOC SIX SIGMA Lean HR Tools

14. CMMI People Process The system is executed. The system is administrated. The system has a programming (sequence, duration and interrelation) and standards . The programmed and standardized system is commonly used by the organization . The programmed and standardized system commonly used by the organization is improved. Perform 1 Managed 2 Defined 3 Predictable 4 Optimizing 5

15. HR Processes 1 2 4 2 2 4 3 Seguridad Capacitación Administración del Desempeño Atracción, Selección e Inducción de Talento Administrativo Compensaciones Planeación de Recursos Humanos Goal 2007 4 5 3 4 5 4 3 Security/HUGO Training/ALMA Performance Administration/ALMA Attraction, Selection and Talent Induction/ INGRID Administrative/GINA Compensation/ VERONICA Human Resources Planning/VERONICA Body of Knowledge 1 Team Building 2 4 4 Goal 2007 Perform 1 Perform 1 Managed 2 Managed 2 Defined 3 Defined 3 Predictable 4 Predictable 4 Optimizing 5 Optimizing 5 2 4 Labor/OLGA

16. “ Excellent firms don't believe in excellence - only in constant improvement and constant change” Tom Peters Cambio Perform 1 Managed 2 Defined 3 Predictable 4 Optimizing 5 P D C A A-3 EVOLUTION Value Muda Muri Mura

30. PEOPLE

31. Birkman Team Building

33. Achievements

34. “ Outstanding, you are going absolutely the right path” Dale Bretzke Honeywell “ I am very impressed by the wonderful work you have done at ITR -- I believe you have a success story to share globally- Congratulations !” Sandra Carrigan DDI Canada “ José Luis.. It is obvious that you have applied the LEAN concepts we spoke about… Certainly HR processes like talent attraction and retention are important and I compliment you on how you have tried to establish a real process with standardized work for these activities. …. Your implementation of the methods is elegant and I'm glad to see that the A3 method is helping you organize your thoughts.“ Dave LaHote/James Womack Lean Enterprise Institute “ Wow!!! Genial!!! Felicidades. Te mando un fuerte abrazo !” Bruno Acosta, CPIM,CSCP,Jonah APICS Queretaro Chapter

35. Knowing is not enough; we must apply. Willing is not enough; we must do. -- Bruce Lee