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The AIT Group Story


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The AIT Group works with corporations in deploying Lean Six Sigma; Supply Chain, and Innovation Consulting Services to drive significant ROI Results

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The AIT Group Story

  1. 1. Delivering Accelerated Business Benefits An Introduction to the AIT Group
  2. 2. About the AIT Group Delivering Accelerated Business Benefits <ul><ul><li>Worldwide; Offices in the US, Europe, Mexico, and Asia Pacific. </li></ul></ul><ul><ul><li>Our Goal: </li></ul></ul><ul><ul><li>To provide our customers with business improvement solutions and accelerated business benefits and market leadership through being a loyal and trusted advisor. </li></ul></ul>The AIT Group is a highly experienced international consulting firm with a portfolio of business improvement methods to help companies accelerate business benefits and improve overall business performance and customer satisfaction. Who We Are: <ul><ul><li>Where We Are: </li></ul></ul><ul><ul><li>Main Offices: </li></ul></ul><ul><ul><li>Company Headquarters 3145 South Price Road, Suite 113 Chandler, AZ 85248-3549 Phone:  (+1) 888.826.2484  Fax: (+1) 480.730.7980 E-mail: </li></ul></ul>
  3. 3. <ul><ul><li>Planning, scoping and deploying tailored improvement initiatives </li></ul></ul><ul><ul><li>Providing specialized resources to assist in problem solving and process optimization </li></ul></ul><ul><ul><li>Developing strategic goals, objectives and workforce alignment </li></ul></ul><ul><ul><li>Determining innovative solutions to important and emerging customer needs </li></ul></ul><ul><ul><li>Providing skill enhancement training services and curricula </li></ul></ul>About the AIT Group Delivering Accelerated Business Benefits Typical Results <ul><ul><li>Building effective policies, processes and systems to enable true customer value </li></ul></ul><ul><ul><li>Improving speed, flexibility and responsiveness of processes </li></ul></ul><ul><ul><li>Eliminating waste and reducing cost </li></ul></ul><ul><ul><li>Improving product quality </li></ul></ul><ul><ul><li>Reduction of variability to Improve predictability and consistency </li></ul></ul><ul><ul><li>Mobilizing the organization for change </li></ul></ul><ul><ul><li>We help our customers optimize business performance by: </li></ul></ul><ul><li>40%+ Cycle Time Improvement </li></ul><ul><li>90% Rework Reduction </li></ul><ul><li>30% Increased Capacity </li></ul><ul><li>40% Inventory Reduction </li></ul><ul><li>Return on Investment typically 10:1 or more </li></ul><ul><li>Increased Workforce Capability </li></ul><ul><li>Improved Customer Satisfaction </li></ul><ul><li>Dramatic Operating Margin Improvement </li></ul>
  4. 4. About the AIT Group Delivering results through integrated products and services Integrate-able Methods and Techniques Tailored to Meet Critical Business Needs Accelerated Business Benefits Through Improved Employee Capability, Business Processes, and Business Execution Professional Support Services Creative Strategy & Innovation Techniques Value & Opportunity Identification Value Chain Transformation Lean Six Sigma Techniques 1 2 3 4 Knowledge Transfer Services (Employee Skill Development) Product & Service Area Product & Service Area Product & Service Area Product & Service Area
  5. 5. CULTURE STRATEGY PEOPLE PROCESSES INFORMATION TECHNOLOGY About the AIT Group Sustainable Change Through Improvement Method Integration A sustainable improvement in business performance comes from integrating and applying a set of improvement methods tailored to the needs of the customer
  6. 6. About the AIT Group Breadth of Change Scoped to Business Needs Enterprise Transformation Redefine The Industry Extended Value Chains Business Process Reengineering Optimize Value Chains Primary Value Chains Breadth of Change Change Objectives Value Optimization <ul><li>Business “Context” Focus </li></ul><ul><li>BPM Value Chain Opportunity Prioritization </li></ul><ul><li>Program Expansion </li></ul><ul><li>Value Realization </li></ul>Strategic <ul><li>“ Competitive” Focus </li></ul><ul><li>Enterprise Value Optimization </li></ul><ul><li>Program Integration with the Business </li></ul><ul><li>Competitive Advantage </li></ul>Process Redesign “ Value Expansion” Leverage Best Practices Core Business Processes Process Improvement “ Value Capture” Improve Process Efficiency Function Specific Projects Tactical <ul><li>“ Content” Focus </li></ul><ul><li>Known Opportunities </li></ul><ul><li>Proof-of-Concept Pilots </li></ul><ul><li>ROI Justification </li></ul>
  7. 7. Business Optimization Road Map A comprehensive and integrated approach with Dupont Lean Sigma Enterprise Supply Chain Excellence <ul><li>Supplier Management Infrastructure </li></ul><ul><li>Internal Network </li></ul><ul><li>Sourcing Benchmarking & Selection </li></ul><ul><li>Commodity Management </li></ul><ul><li>Traditional Cost Reductions </li></ul>Supplier Rationalization Enabling System Solutions Supplier Certification System Wide Bottom-line impact Self managed teams <ul><li>Preparing the Culture </li></ul><ul><li>Cross Training </li></ul><ul><li>Reward & Recognition </li></ul><ul><li>Incentives </li></ul>Data Driven Decision Making SCOR Deployment Year 1 Year 2 Year 3 Year 4 Product Development & Innovation Excellence <ul><li>Program Infrastructure </li></ul><ul><li>Steering Teams </li></ul><ul><li>Roles & Responsibilities </li></ul><ul><li>Communication Plan </li></ul><ul><li>Tracking </li></ul><ul><li>Financial Verification </li></ul><ul><li>Skills Development </li></ul><ul><li>Leadership Training </li></ul><ul><li>Management Training </li></ul><ul><li>Lean Black Belt Training </li></ul><ul><li>Greenbelt Training </li></ul><ul><li>Kaizen Training </li></ul><ul><li>Personnel Training </li></ul><ul><li>Focus Factory Projects </li></ul><ul><li>Product Rationalization </li></ul><ul><li>Develop Lean Model Areas </li></ul><ul><li>Variation Reduction </li></ul><ul><li>Key Enabling Variation / Cost reduction Projects </li></ul>Value Stream Redesign Site Certification <ul><li>Results Acceleration </li></ul><ul><li>Kaizen Events </li></ul><ul><li>Directed Effort: </li></ul><ul><li>Policy Deployment </li></ul><ul><li>Foundational Changes </li></ul><ul><li>5S </li></ul><ul><li>Standard Work </li></ul><ul><li>Change Over Reduction </li></ul><ul><li>TPM </li></ul>Small Parts Consumption Based Replenishment Division Certification Self Sufficiency – MBB Business Process Kaizen <ul><li>Pull System Adoption </li></ul><ul><li>Internal </li></ul><ul><li>Supplier </li></ul>S/C Business Process Simplification Kaizen as a way of life Model Facilities Streamlined Business Ops Pull System Penetration 60%+ Cultural Change Product Development Rationalization Cross Functional Teams Integrated Product Development Teams (IPDT) <ul><li>Skills Development: </li></ul><ul><li>DFSS Training </li></ul><ul><li>Innovation </li></ul>Product Development Steering Team Product Development Infrastructure Standard Measurements Definitions & Methods Knowledge Capture <ul><li>Streamline Design Process: </li></ul><ul><li>Waste analysis </li></ul><ul><li>Stage gates </li></ul>Lean Six Sigma Organization Enabling Systems Integration Business Process Improvements SCORcard Measurement Supplier Joint Cost Red. Integrated Supply Chain Supply Chain Definition Supplier Quality & Delivery Improvements Logistics Optimization Set Based Concurrent Engineering Driving the Evolution to a World Class Enterprise! DCOR/CCOR Deployment World Class Results Value Chain Alignment Phase 1: Pilot Program Phase 2: Program Value Expansion Phase 3: Value Chain Optimization Phase 4: Enterprise Transformation
  8. 8. <ul><li>Finance </li></ul><ul><li>Accounting </li></ul><ul><li>Information Technology </li></ul><ul><li>Manufacturing </li></ul><ul><li>Procurement </li></ul><ul><li>Supply Chain </li></ul><ul><li>Sales & Marketing </li></ul><ul><li>Logistics & Distribution </li></ul><ul><li>Human Resources </li></ul><ul><li>R&D </li></ul><ul><li>Design </li></ul>AIT Experience Successes in Many Industries, Functions and Environments <ul><li>Automotive </li></ul><ul><li>Pharmaceutical </li></ul><ul><li>Aerospace </li></ul><ul><li>Chemical </li></ul><ul><li>Medical Device </li></ul><ul><li>Financial </li></ul><ul><li>Consumer Products </li></ul><ul><li>Heavy Equipment </li></ul><ul><li>Electronics </li></ul><ul><li>Engineered Materials </li></ul><ul><li>Utilities </li></ul><ul><li>Plastics </li></ul><ul><li>Pulp & Paper </li></ul>AIT Industry Experience In Multiple Functions <ul><li>Global Corporations </li></ul><ul><li>Small Companies </li></ul><ul><li>Public & Private </li></ul><ul><li>Union Environments: </li></ul><ul><ul><li>United Auto Workers </li></ul></ul><ul><ul><li>Teamsters </li></ul></ul><ul><ul><li>Int’l. Assoc. of Machinists </li></ul></ul><ul><li>Multi-cultural </li></ul>In Several Environments
  9. 9. AIT Group Clients Our Growth is Fueled by Satisfied Customers
  10. 10. AIT Group Clients Experience Base and Results Relevant Experience, Integrated Program, Powerful Results <ul><li>Strategic sourcing initiative to drive 400M Euro across multiple spend categories </li></ul><ul><li>Over $400 million saved in 4 years. </li></ul><ul><li>Over 300 BB trained. </li></ul><ul><li>DFSS cost avoidance. </li></ul><ul><li>Used Value Transformation approach to identify over 300 M in project savings by using SCOR to identify and align most value added opportunities. </li></ul><ul><li>Global Value Transformation deployment to train Leadership & Design Teams in Lean & SCOR methods to identify & prioritize projects for their most critical product lines. </li></ul><ul><li>Global Six Sigma integrated w/Lean program delivering Tens of Millions in first two years. </li></ul><ul><li>Europe, Asia and N.America involvement </li></ul>Food Products Six Sigma and Supply Chain Deployment <ul><li>Trained over 40 Black Belts. </li></ul><ul><li>Value & Opportunity Capture workshop identified millions in savings opportunities. </li></ul>Automotive Parts Manufacturer Global Six Sigma Deployment Case – Type of Organization Comments– Relevance to Execution Excellence Lean Six Sigma Supply Chain . R&D/ Med Affairs Sales & Marketing Change Mgt. Finance &Shared Services Mfg./ Ops <ul><li>Tens of millions in savings. </li></ul><ul><li>Over 3% of critical mass trained and certified as Black Belts. </li></ul><ul><li>Reduced change over cycle time by 50% </li></ul><ul><li>Reduced WIP Inventory by 60% </li></ul><ul><li>Reduced average price disputes by 80% </li></ul><ul><li>Leveraged Six Sigma Project work </li></ul>Industrial Products Lean Six Sigma Deployment Consumer Products Lean Sigma, Supply Chain Deployment Consumer Products Manufacturer Global Six Sigma Deployment ExxonMobil Automotive Parts Manufacturer Global Six Sigma Deployment Chemical Manufacturer Global Six Sigma Deployment OilGas Manufacturer Global Six Sigma Deployment Life Sciences Global Lean & Supply Chain Deployment <ul><li>Trained 26 Candidates resulting in projects saving $5M in inventory reduction and $4M in Cost reduction. </li></ul><ul><li>Trained the entire Leadership Staff of 96 people </li></ul><ul><li>Identified over $100M initial Lean Six Sigma savings opportunities </li></ul><ul><li>Optimized transactional processes </li></ul><ul><li>Leverage PRO-EX IT Value Capture to focus on $130+M cost reduction and $100M growth through SAP savings. </li></ul><ul><li>Used Value & Opportunity Capture approach to deliver opportunities (multi-$M) in the Sales & Marketing efforts of its product lines and Ops </li></ul>Global Pharmaceutical Lean Six Sigma Deployment
  11. 11. Delivering Accelerated Business Benefits An Introduction to Value and Opportunity Identification
  12. 12. Improvement Opportunity Identification Distinct Methods Tailored to the Business Need Specific Business Problem Depart- mental Work Group Functional or Product Line organization Value Stream Cross-functional, core, end to end business process – internally focused Value Chain Extended business processes including internal and externally facing processes <ul><li>Supply Chain Operations Reference Model (SCOR) </li></ul><ul><li>Design Chain Operations Reference Model (DCOR) </li></ul><ul><li>Customer Chain Operations Reference Model (CCOR) </li></ul>Opportunities are Identified and Quantified Based On Standardized Approaches and Through the Use of Specific Tools Scope Resource Requirements Broad Narrow Highest Lowest Strategic Tactical Client Benefit <ul><li>Tool Warehouse </li></ul><ul><li>Standard program metrics </li></ul><ul><li>Best practices </li></ul><ul><li>Deployment Planning </li></ul><ul><li>DMAIC Methodology </li></ul><ul><li>Site visit </li></ul><ul><li>Project portfolio workshop </li></ul><ul><li>Project Generation </li></ul><ul><li>Project Assessment </li></ul><ul><li>Effort/Impact Matrix </li></ul><ul><li>Lean baseline </li></ul><ul><li>assessment </li></ul><ul><li>Standard performance measures </li></ul><ul><li>Value stream </li></ul><ul><li>mapping </li></ul><ul><li>Analysis & design </li></ul><ul><li>Scorecard estimator </li></ul><ul><li>SCOR, DCOR, CCOR </li></ul>
  13. 13. Opportunity Identification Methods Address Full Spectrum of Business Needs Suppliers Customers Procurement / Sourcing Quality Assurance Human Resources Finance Offer Letter Errors Year End Close Cycle Time Forecasting Accuracy Product A Yield Freight Costs RFP Cycle Time Supplier Selection Customer Call Response Time Non-Compliance Cycle Time Sales & Marketing Customer Service Inventory Mgt Value Stream Product Development Value Stream Problem Specific: Target Process Assess a Specific Problem Statement Work Group: Target Function Assess a Functional Work Group for Improvement Opportunities Value Stream: Target End to End Process Assess a Cross-Functional Core Business Process for Improvement Opportunities Value Chain: Multiple Processes Beyond 4 Walls Assess Internal & Externally Facing Business Processes for Improvement Opportunities Engineering / R&D Operations Planning Distribution & Logistics Information Technology
  14. 14. Delivering Accelerated Business Benefits An Introduction to Value Chain Transformation
  15. 15. Point Solutions vs. End-to-End Value Stream Optimization Point Projects Point Projects Point Solutions How do you understand all the opportunities in an end-to-end Supply Chain or Value Chain and drive strategic priorities and results? Procurement Planning Manufacturing Distribution Project Portfolio Implementation Plan End-to-End Process Optimization Supply or Value Chain vs. Customer Facing R&D
  16. 16. Integrated Network of Tools that Enable Transformation Process Capability Problem Solving Process / Systems Thinking Mentoring Discipline Cross Functional Sharing Infrastructure Best Practices Technology Project Management Target Setting Profitability Customer Satisfaction Culture Transformation VARIABILITY WASTE Visual Controls Logistic Analysis Testing for Value Value Stream Mapping 5S Kaizen Standardize Unpredictable Demand Balanced Work JIT FMEA CTQ MSA Multivariate Statistics Mistake Proofing Reliability SPC Process Mapping DOE C&E Matrix Benchmarking Motivation Success Measures Leadership Vision Relationship Management Integration Cultural Awareness GROWTH Knowledge Transfer Supplier Capability QFD Design From Ground Up Predictive TLG Modeling “at the Customer” Product Development Marketing & Sales DFSS Baseline / Lean D.M.A.I.C. Design for 6 Sigma
  17. 17. Value Chain Transformation Delivering Accelerated Business Benefits M A <ul><li>Define As-Is processes </li></ul><ul><li>Develop conceptual To-Be processes & operating model (s) </li></ul><ul><li>Develop Process Simplification Vision, Roadmap & deployment Plan </li></ul><ul><li>Develop business case </li></ul><ul><li>Design program & work streams </li></ul><ul><li>Align leadership commitment & mobilize operations leaders </li></ul>2. Analysis & Design Phase I: 6 - 8 weeks I C <ul><li>Define solution (people, process, technology) </li></ul><ul><li>Define changes in policy, process, standards, roles & metrics </li></ul><ul><li>Develop detailed implementation plan(s) </li></ul><ul><li>Build, pilot and test solutions </li></ul><ul><li>Communicate and train users </li></ul><ul><li>Measure results </li></ul><ul><li>Enhance and evolve solutions </li></ul>3. Pilot & Implementation Subsequent Phase(s) 3 – 6 months <ul><li>Sustainable Results </li></ul><ul><li>Cost Reduction (fixed cost plus variable & working capital) </li></ul><ul><li>Cash Flow </li></ul><ul><li>Customer Service </li></ul><ul><li>Process & Organization Capability </li></ul><ul><li>Accountability </li></ul>Accelerated Business Benefits Ongoing - Years <ul><li>Engage line management for vision and goals </li></ul><ul><li>Validate priorities </li></ul><ul><li>Define scope </li></ul><ul><li>Establish initial targets </li></ul><ul><li>Define structure, roles & governance </li></ul><ul><li>Prepare Align & educate resources </li></ul><ul><li>Target strawmodel hypotheses </li></ul>1. Framing & Scoping Phase 0: 1 - 4+ weeks D
  18. 18. 29/8 5/9 12/9 19/9 26/9 3/10 Week -1 Week 0 Week 1 Week 2 Week 3 Week 4 Week 5 Week 6 Week 7 Week 8 24/10 31/10 7/11 14/11 Week 9 Week 10 Week 11 21/11 28/11 5/12 10/10 17/10 Week 12 12/12 = “Make More” Core team meeting = Project/business team meeting = Bi-weekly Steering team meetings Project management Mobilisation & Communication Sell More Integration Segmentation & Sales Policy Impact Make the Product Better Product Excellence Regain market confidence in adhesion product Select metrics reflecting desired performance Build common Operational Definitions Data Quality & Measurement Build Dashboard & test measures of performance improvement Make More Product Make the Right Product Supply Chain Transformation Production Scheduling Inventory Avoidance Inventory Reporting for Action Embossing – Shutdown planning SGP Spallshield – Containment Actions, Lean Supply Chain Design; Product-Process Tune-ups Co-Ex PVC, SentryGlas Plus, SentryGlas Expressions, Retrim, Auto Safety Team, Spallshield, Emboss vs. Co-Ex vs. #s Containment - Weekly S&OP, Variable & Fixed FPDE Embossing Shutdown & Start-up Week -2 Asset Productivity – Problem Equipment Quality - Contamination Other Yield Improvements Analysis & Design Kazien SWATs Product Excellence Phase 2 Containment Strategic Decision 10:1 & Actions Product Excellence Test hypotheses, establish fundamentals, recommendations for product & process redesign Kick off meetings Finalize charters & resource plan Select and onboard (DuPont) team members Detail activities Develop hypotheses Develop templates Data requests Schedule meetings / focus interviews Individual workstream plans Make New Offerings Decide on future (2006) scenario(s) Use Dashboard to measure performance improvement Value Chain Scope Delivering Accelerated Business Benefits Asset Productivity – Problem Equipment Quality / Contamination Other Yield Improvements Washington Works Fayetteville Uentrop Ulsan
  19. 19. Delivering Accelerated Business Benefits An Introduction to Lean Six Sigma
  20. 20. Definition of Lean Six Sigma A Philosophy of Doing Business Methodology Tools and Tactics DMAIC - Define, Measure, Analyze, Improve and Control. A focus on cause and effect with analytical problem solving tools along with a management structure to assure results. As a performance goal, a Six Sigma capable process produces an outcome that will have less than 3.4 defects per million opportunities Philosophy of Operational Excellence A value stream perspective to increase the speed while reducing wastes and increasing the value added contribution from the process and the process resources Velocity, Flow and Value Business Strategy A structured and disciplined business improvement approach designed to leverage the best resources on the greatest opportunities … driving maximum Return-On- Investment (ROI) Lean Six Sigma
  21. 21. Six Sigma Roadmap The Methodology Define Measure Analyze Improve Control Measurement Analysis Capability OK ? N Y Modify Process ? Redesign Y Improvement N Capability OK ? Y Control N Definition Six Sigma Breakthrough Roadmap: <ul><li>Definition </li></ul><ul><li>Customer Value </li></ul><ul><li>Business Priorities </li></ul><ul><li>Measurable Goals </li></ul><ul><li>Return on Investment </li></ul><ul><li>Measurement </li></ul><ul><li>Economic Considerations of Quality </li></ul><ul><li>Quality Metrics </li></ul><ul><li>Thought Process Mapping </li></ul><ul><li>Process Mapping </li></ul><ul><li>FMEA </li></ul><ul><li>MSE </li></ul><ul><li>NEM </li></ul><ul><li>Statistical Tolerancing </li></ul><ul><li>Analysis </li></ul><ul><li>Problem Solving Teams </li></ul><ul><li>DPU, RTY </li></ul><ul><li>Brainstorming </li></ul><ul><li>Capability Studies </li></ul><ul><li>Cause/Effect Diagrams </li></ul><ul><li>Concepts of DOE </li></ul><ul><li>DOE Strategies & Analysis </li></ul><ul><li>Design for Six Sigma (DFSS) </li></ul><ul><li>Improvement </li></ul><ul><li>DOE </li></ul><ul><li>Advanced Statistical Tools </li></ul><ul><li>Employee Involvement </li></ul><ul><li>Confirm Causal Variables </li></ul><ul><li>Establish Operating Limits </li></ul><ul><li>Verify Performance Improvements </li></ul><ul><li>Control </li></ul><ul><li>Control Strategies </li></ul><ul><li>Control Charts </li></ul><ul><li>Revised Standard Operating Procedures </li></ul><ul><li>Control Systems Validation </li></ul><ul><li>Control System Implementation </li></ul><ul><li>Control Systems Audits </li></ul><ul><li>Performance Metrics Monitoring </li></ul>Organizational Accountability $ Value $
  22. 22. Lean Roadmap The Methodology The Lean Road Map Workplace Organization Flow Visual Controls Empowered Work Teams Six Sigma Continuous Improvement Support Services Company Culture Key Elements Voice of the Customer A Structured Lean Improvement Approach Generates Optimum Results Define Measure Analyze Improve Control Mistake Proofing Total Productive Maintenance 5S – Visual Workplace Baseline Assessment Product Families Value Stream Map / Product Flow Operator Activity Set up Time Standard Work Material Replenishment Cell Design / Implementation Cell Performance Measurements Continuous Improvement
  23. 23. Fully Internalized Business Improvement Program Client AIT Group Program Flow Responsibility Timeframe Months 1-3 Months 4-9 <ul><li>Master Black Belt Development </li></ul><ul><li>Internal Program Expansion </li></ul><ul><li>Continued Knowledge Transfer </li></ul><ul><li>Self-Sufficiency </li></ul>Program Maturation Program Design Program Preparation <ul><li>Executive Engagement, Business Assessment </li></ul><ul><li>Deployment Design, Budget, Logistics </li></ul><ul><li>Infrastructure Development, Change Mgmt. </li></ul><ul><li>Deployment Team Training </li></ul><ul><li>Champion Training </li></ul><ul><li>Strategic Goal Alignment & Opportunity ID </li></ul><ul><li>Project Portfolio Workshops </li></ul><ul><li>Infrastructure Implementation </li></ul><ul><li>Black Belt Training and Project Execution </li></ul><ul><li>Green Belt Training and Project Execution </li></ul><ul><li>Champion and Management Training </li></ul><ul><li>BPM (SCOR, CCOR, DCOR) Deployment </li></ul><ul><li>Kaizen Events / Six Sigma Boot Camps </li></ul><ul><li>Project and Program Reviews </li></ul>Program Execution Deployment is Designed to Result in Self-Running Program Typical Deployment Plan Blueprint for Implementation Q4 - Q8 Plus
  24. 24. Delivering Accelerated Business Benefits An Introduction to Knowledge Transfer Services December 12, 2005
  25. 25. Knowledge Transfer Services Project Scoping & Charter Development Opportunity Identified Training Course Feedback Application Application Candidate Review Candidate Coaching Skills Developed Opportunity Realized Certification Granted <ul><li>Certification is earned through demonstrated application producing quantifiable results </li></ul><ul><li>Train, Apply, Review approach is used to transfer knowledge </li></ul><ul><li>Duration of knowledge transfer is scalable for varying skill development needs </li></ul>
  26. 26. AIM Knowledge Transfer Competitive Strategy & Innovation Train, Apply, Review <ul><li>Innovation Process Leaders work through an 8-step Continuous Innovation Process. </li></ul><ul><li>The process is executed on a strategic innovation project over the course of four months. </li></ul><ul><li>Innovation Process Leaders attend one week of innovation training followed by three weeks of application per month for four months. </li></ul>Advanced Innovation Methodology Training Week 1 Training Week 2 Training Week 3 Training Week 4 Application Application Application Application
  27. 27. On-site & Remote Support Train & Apply 1 day On-site & Remote Support Train & Apply Review On-site & Remote Support Train & Apply 1 day Review Review 1 day Knowledge Transfer Value Chain Transformation Train, Apply, Review <ul><li>On the job training and application </li></ul><ul><li>Collaborative learning </li></ul><ul><li>High performance work teams </li></ul><ul><li>Real-time problem solving </li></ul><ul><li>True team effort and ownership </li></ul>Accelerated Business Benefits 3. Pilot & Implementation 2. Analysis & Design 1. Framing & Scoping
  28. 28. Knowledge Transfer Value and Opportunity Identification Train, Apply, Review On-site & Remote Support On-site & Remote Support On-site & Remote Support Train Apply Review Train Apply Review Train Apply 5 days 3 weeks 1 day 4 days 3-5 weeks 1 day 4 days 3-5 weeks Project Leader Black Belt Finance Process Owners Project Leader Black Belt Finance Process Owners Value Chain Thread #1 Value Chain Thread #2 Deployment Teams Plan 2 days Value Chain Diagnostic Phase 0 Phase 1 Phase 2 Phase 3 Planning & Organizing Value Chain Performance Baseline Value Chain Material Flow Analysis Value Chain Work & Information Flow Analysis Review Planning 1 day 4 days Phase 4 Implementation Planning (Optional) <ul><li>Value Stream knowledge transfer follows is similar to the description above with more on the job training </li></ul><ul><li>Work Group knowledge transfer consists of a train-the-trainer session followed by co-facilitation of an event </li></ul><ul><li>Problem specific knowledge transfer occurs through lean six sigma practitioner development </li></ul>
  29. 29. <ul><li>Technical Competence </li></ul><ul><li>Project Completion </li></ul><ul><li>Leadership </li></ul>Specialization Tracts Train-Apply-Review Candidate Selection <ul><li>Good communication skills at all levels </li></ul><ul><li>Leadership ability </li></ul><ul><li>Technical / Analytical aptitude </li></ul><ul><li>Commitment and availability </li></ul><ul><li>Respected in the organization </li></ul><ul><li>Good fit with specific project requirements </li></ul><ul><li>Eager to learn and make a difference </li></ul>Certification Requirements Knowledge Transfer Lean Six Sigma Train, Apply, Review
  30. 30. Delivering Accelerated Business Benefits An Introduction to Professional Support Services December 12, 2005
  31. 31. Professional Support Services Delivering Accelerated Business Benefits <ul><li>Proven 3 step methodology of “ Framing & Scoping ”, “ Analysis & Design ” and “ Pilot & Implementation ” generates sustainable results. </li></ul>Rapid measurable improvements in business performance <ul><li>Application of state-of-the-art performance improvement techniques and tools. </li></ul><ul><li>Collaborative “Triad” approach to create true team effort and ownership. </li></ul><ul><li>Delivered by an experienced and focused team of professionals. </li></ul>Accelerated Business Benefits 3. Pilot & Implementation 2. Analysis & Design 1. Framing & Scoping
  32. 32. Professional Support Services Delivering Accelerated Business Benefits Internal Process Owner Internal Change Agent or SME AIT Leveraged Team Collaborative “Triad” approach to create true team effort and ownership. <ul><li>An integrated approach </li></ul><ul><li>To design and implementation </li></ul><ul><li>Linkage of strategic, tactical and operational issues </li></ul><ul><li>Overall program management to drive accelerated business benefits </li></ul>TRIAD APPROACH
  33. 33. Contact Us AIT Group North & South America Company Headquarters 3145 South Price Road, Suite 113 Chandler, AZ 85248-3549 Phone:  (+1) 888.826.2484  Fax: (+1) 480.730.7980 E-mail: URL: