The past 24 months have felt like a series of massive disruptions, one after the other, yet some companies have emerged stronger because they were able to use the disruption as an opportunity to innovate. While technology has been a key enabler of this innovation, organizational change will have long-lasting impact on which companies will maintain competitive advantage. One key to innovation in the face of disruption is the use of cross-functional collaborative teams. These teams drive innovation through visual project management (VPM) by increasing the ability of the organization to understand the status and risk to address challenges more rapidly and efficiently. VPM projects are traditionally housed in a physical project “war-room” (also known as an “Obeya room”). COVID-19, and the global footprint of staff necessitate a virtual solution for our Obeya rooms. iObeya is a unique solution that virtualizes project rooms enables visual collaboration anywhere in real time from any device and immerses users in a natural working experience by reproducing physical interactions perfectly. In this session Tim and Steve will share Mirion’s approach bringing proven lean manufacturing concepts from the factory to our new product development process by enabling cross-functional collaboration.

1. Collaboration: A Key Enabler of Innovation
Tim McMahon (Sr. Manager – Operational Excellence, Industrial Group)
Steve Barber (R&D Projects Director, Mirion Corporate Technology Office)
September 2022
1
Proprietary. Internal use only. Limited Distribution.

2. Presenters
Tim McMahon
Senior Manager
Operational Excellence
▪ B.S. in Computer Science, Kettering University
▪ Based in Oak Ridge, TN
▪ >20 years' experience
▪ Automotive, Government Services, Scientific Instrumentation,
Medical Device
▪ Software Development – specializing in Hardware
Integration, Data Acquisition, and Algorithm Development
▪ Global Engineering Leadership
▪ Project Management
▪ Recently Deployed Mirion’s First Corporate PMO
2
Proprietary. Internal use only. Limited Distribution.
▪ B.S in Chemical Engineering, University of Massachusetts
at Amherst
▪ >20 years operations management experience
▪ Telecom, Aerospace & Defense, Automotive, Medical
Device, Oil & Gas
▪ Lean and Six Sigma Master Black Belt
▪ Author
▪ A Lean Journey Blog, The Lean Handbook, Publication on AME
& ASQ
Steve Barber
R&D Project Director

3. Make It Fun
DAILY MANAGEMENT

4. Introduction
• About Mirion
• Our path to improved collaboration
• Lean Visual Project Management (VPM)
• VPM & Collaboration
• Conclusion

5. 1950-2004: Mirion formation
December 2005: Incorporation
October 20, 2021: Became a public company
Mirion Technologies
For more information, visit
ir.mirion.com
Global
Headquarters
Atlanta, Georgia
USA
Employees
2,700
Worldwide
Operating in
13 Countries
The Energy of Innovation.
Driving Radiation Safety, Science
and Medicine Forward
2 Operating
Groups:
Medical &
Industrial

6. The Power of Possibility.
Protecting People. Unlocking Potential.
1
3
At Mirion Industrial, we empower advances in radiological safety and
science to better the human condition.
Mirion’s Mission: “To harness our unrivaled
knowledge of ionizing radiation for the greater
good of humanity.”

7. The Science of Better.
Better Solutions. Better Outcomes.
At Mirion Medical, we partner with medical professionals to better
the human condition.

8. Our Path To Improved Collaboration
• 2020 –Facing the Facts
–Too many projects
• Lack of effective prioritization
• Lack of accountability
–Consistently over budget and late
• The average project duration >3 years
• Budget overrun ‘surprises’
• Late to market = missed opportunities
–Projects silos
• Lack of common goals
• Misunderstood requirements
• Mis-timed handoffs
• Something had to change…
–Mirion Worked with Lean Focus, LLC to Adopt
Visual Project Management for Lean Project
Delivery
2020
2020

9. 1 Month 1 month 2 months 14 months 2 months 1 month
2020 Projects Without VPM
Gate
1
Gate
4
Gate
5
Gate
6
Gate
2
Gate
3
• Projects went into ‘black holes’ between gate reviews
• Executives had little visibility on project status
– Budgets
– Schedule
– Feature Delivery
• Teams lost focus and had poor alignment
• Functional groups ‘tossed’ project items to unexpecting receivers (R&D to MFG “what’s this?!?” etc…)
Today
Research,
Ideation,
Concept, &
Business
Case
Phase 1
Product
Requirement
Phase 2
Product Specification
Phase 3
Design
Phase 4
Qualification
Phase 5
Manufacturing
Transfer &
Launch
Phase 6

10. Applying Lean in Project Management
Lean doesn’t apply solely to
manufacturing
Project management improvements
with Lean methods:
–Visual Management
–Tiered Daily Management
–Transparency
–Key Performance Indicators (KPIs)
–Problem Solving
“Applying Lean principles in
project management
empowers project managers
with the visibility and clarity to
deliver projects on time, on
budget, and on value.”

11. Project Charter
•A Mirion project is NOT merely a PLM and
Engineering manager endeavor
•All functional teams take ownership (mfg, ops,
sales, etc…)
•The charter aligns goals, scope, what ‘success’
looks like, and timing
•The ‘win’ is when the entire team reaches
agreement

12. Team & Stakeholder Identification
• Mirion utilizes two tools to communicate project
participants
1. Core Team Wheel
–Clear ownership, accountability, and reporting
–Defines functional lanes for the project
–Functions will vary by project
2. RACI Matrix
–Responsible, Accountable, Consulted, Informed
• Staff may appear in RACI and/or the wheel
–RACI is used to clarify DLAs and top-level
accountability for each phase in each functional
lane
–Core Team Wheel illustrates all team members
on the project
L2
L3
L4
1 2 3 4 5 6 7
Stage-Gate Name Ideation &
Business Case
Product
Requirement
Product
Specification
Design Qualification Manufacturing
Transfer &
Launch
Post-Launch
PM C C A A A A R
SALES C R C I R R
PLM A A R R R R A
R&D C R R R R R R
CISO R R R R R R R
MFG / OPS I C R R R R R
Service C C C R R R R
Quality R R R R R
Procurement C R R R R R
Legal C C C C C
Export Control C C
HR C
Finance C R C C R R
Responsible
Accountable
Consulted
Informed
Excluded

13. (L0)
Corp.
(L1) Division
Execs.
(L2) Project Manager
(L3) Swim Lane Owner
(L4) Functional / Individual Contributor
Cadence and
Duration
Attendees Meeting Purpose
Tiered Meeting Cadence
• Mirion has adopted clear reporting levels, succinct attendee
rosters, and clearly communicates DLAs
Reporting
Lines
As Needed (10
min.)
Weekly (10 min.
ea.)
Weekly (30 to 60
min.)
e.g., Daily (15 min.)
– as appropriate for
the lane and project
phase
Corporate Executive,
Division Executives, PMs
for select Projects
Division Executives, PMs
for all division projects
PM, swim lane owners
Swim lane owner,
individual contributors
Monitor key project performance and
consider project requests
Monitor project performance, report
on execution by exception, prioritize
conflicting projects, and consider
project requests
Align Project Performance between
lanes (pitch / catch), manage risk,
and elevate open decisions
Assign / monitor daily tasks for a
given swim lane
Strive for the
minimum L#
roster to
achieve
meeting goals!
All meetings
start on time
and do not run
over!
No Meetings
w/o required
DLA!
Show respect –
if absent, send
a qualified
backup!
Focus on the
exceptions!

14. Project Planning Kaizen
• The project kaizen occurs after basic marketing
requirements are set, before major spending
• The kaizen is cross-functional
• All required swim lanes are identified during kaizen
planning and attendance is mandatory
• The first event requires 40 hours – we have had
success reducing this time commitment (16 to 30 hours)
for indoctrinated teams
– Invest 40 hours now or infinite hours later
• Many teams push back on the initial idea of 40 hours –
but at the end of the event wish they had more time
• The kaizen outputs the Mirion VPM artifacts
Kaizen Activity Hours
Executive Kickoff 0.25
Team Introductions 0.25
VPM Training 2
Kaizen and Project Charter 1.5
Team Structure (Role Alignment) 1
Draft Project Issue/Decision Tracker 0.5
Draft Project Risk Register 1
Build Out of Office Calendar 1
Draft Business Requirements Tracker 0.5
Build Master Schedule (First Pass) 24
Build Daily Action Plans 1.5
Build Master Schedule - Bottoms Up 2
Pressure Test Critical Path 1
Build KPI Dashboard 1
Establish Project Review Cadence 0.5
Set Standard Ways of Working 0.5
Prepare Kaizen Readout 1
Prepare Kaizen Newspaper 0.5
Total Event: 40
Group Report Out 1

15. Master Schedule
• The most time-consuming deliverable during the kaizen is the
development of the Master Schedule
– 8 to 24 hours
• Schedule is crowd-sourced and endorsed by all functional lane
owners
• Each lane owner is accountable for the delivery of their lane
• The PM is responsible for coordinating the functional lanes
• This schedule is updated through the course of the project for team
alignment and executive status reporting

16. Master Schedule
KEY RISK TRACKER
KEY DECISION
RACKER
Time
Today
Milestones
Swimlane 1
Swimlane 2
Swimlane 3
Swimlane 4
Swimlane 5
Swimlane 6
High Risk Item
Buffer

17. Daily Management
• The Master Schedule illustrates top-level priorities and
deliverables for the entire project
• These deliverables are tracked via individual action
plans to ensure daily action planning
• Each functional lane is responsible to create, update,
and deliver their own action plan
• The PM rolls these action plans back up to the Master
Schedule
• Action planning is done ‘just in time’ – with an event
horizon of 4 weeks
• Swimlane action plans can be housed in MPP, Excel,
Jira, Azure, Notepad, Kanban board, etc…

18. KPI Dashboard
• All VPM projects develop a Key Performance
Indicator (KPI) dashboard
• This board is used to communicate real-time
project status to:
– individual contributors,
– functional lane owners
– executives
• Mirion settled on a set of mandatory KPIs
related to
– Schedule
– Buffer Burn
– Budget
– Requirements Delivery
– COGS
– Man-hours
– Risk
– Others as applicable to the project (i.e., inventory
burndown)
Project Zed Action Plan Dashboard Printed:
Beta Ring WBD
Current Gate: Phase 4 Phase 4
Next Gate Review: 2022-05-16 2022-10-14
Last Updated: 2022-04-19 2022-04-19
Top Risks
People busy with other tasks in AWST (Herbert) 2022-10-24
Relocation AWST (Herbert) 2022-10-24
Internal change of job descriptions or people leaving (Herbert) 2023-05-01
2024-11-24 2023-02-03
2024-11-24 2023-02-03
2025-03-31 2023-07-31
189 178
189 178
Recent Decisions
Peter and Georg will leave AWST in August
*KnowHow Transfer is Prio 1, slower/no project progress during know how
transfer
*Replanning will be necessary, but project can continue
*Replanning has to wait for know how transfer planning and process to
start
*In the meantime move forward with the ring as possible, WBD design on
hold
Top Open Questions
Buffer Remaining:
Kaizen (best case) PTB submission Date (Beta Ring):
Current Beta Ring PTB submission date
Fully Buffered PTB submission date (Beta Ring):
07/08/2022
Worst Case Planned Product launch:
Original Buffer:
Original Planned Product launch:
Current Planned Product launch:
L2 Product Line Owner: Reiner Esser
L2 Project Manager: Erika Mende
L2 Core Members: Herbert Hödlmoser, Johannes Brönner, Vedran Bandalo, Peter Scheubert, Juergen Rose, Reiner Esser, Philip Kleinau
66
49
0 10 20 30 40 50 60 70
1
Actual vs Planned L2 Tasks
Complete
Actual Planned
0
20
40
60
80
100
120
140
160
44
47
50
1
4
7
10
13
16
19
22
25
28
31
34
37
40
43
46
49
52
3
6
9
12
15
18
21
24
27
30
33
36
39
42
#
OUTSTANDING
ACTIONS
WORK WEEK
Burn Down
# Planned vs. Actual Completed Actions per week
# Planned Outstanding L2 # Actual Outstanding L2
0
10
20
30
Very High High Medium Low
Open Risk Tracker
Two Weeks Ago Last Week This Week
- €
0.20 €
0.40 €
0.60 €
0.80 €
1.00 €
1.20 €
- €
10,000.00 €
20,000.00 €
30,000.00 €
40,000.00 €
50,000.00 €
60,000.00 €
70,000.00 €
Nov-21
Feb-22
May-22
Aug-22
Nov-22
Feb-23
May-23
Aug-23
Nov-23
Feb-24
May-24
Aug-24
Nov-24
Feb-25
May-25
Aug-25
Budget Tracking
MaterialPlanned € MaterialActual €
LaborPlanned€ LaborActual €
5,870 €
235,500 €
36,723 €
335,116 €
42,593 €
570,616 €
- €
100,000 €
200,000 €
300,000 €
400,000 €
500,000 €
600,000 €
Total Spent to date Total Budget Planned
Budget EAC
Material Labor Total
0
10
20
30
40
50
60
70
80
Total Planned
Requirements
Total "On
track"
Requirements
Total "At risk"
Requirements
Total Met
Requirements
Total Failed
Requirements
Total Deferred
Requirements
Requirements Tracking
- €
2.00 €
4.00 €
6.00 €
8.00 €
10.00 €
12.00 €
14.00 €
16.00 €
Krypton EZClip Planned
Total COGs
Krypton EZClip Actual Total
COGs
WBD Planned Total COGs WBD Actual Total COGs
COGS Tracking
0
50
100
150
200
250
300
Jan-22
Mar-22
May-22
Jul-22
Sep-22
Nov-22
Jan-23
Mar-23
May-23
Jul-23
Sep-23
Nov-23
Jan-24
Mar-24
May-24
Jul-24
Sep-24
Nov-24
HOURS
Hours worked
Planned Actual

19. Mirion Innovation
• Technology Owners – Mirion identifies key technology areas and assigns owner to each
• The Mirion Innovation Exchange (MIX) crowdsources ideas for technology transformation
• Annual Technology Conference that celebrates the exciting Technology developments in Mirion
• TRL – we follow the NASA process to rank a system or sub-system’s (component) technology
readiness level
• Annual Employee surveys
• Annual Mirion Connect Conference

20. iObeya
• VPM projects are traditionally housed in a physical
project “war-room” (aka “Obeya room”)
• Mirion faced the obstacle of global distributed teams
working remotely during the pandemic
–We needed a cloud-based solution!
• Tools such as iObeya are cloud platforms
• Anything done in iObeya can also be done using
physical tools (such as Post-it notes on a wall)
• iObeya is not a replacement for MS Teams, Jira,
SharePoint, etc… Instead Mirion uses iObeya to
integrate with these tools
Cloud
Adoption
iObeya is how
we do it…not
why we do it!

21. Projects With VPM
• Projects benefit from routine reviews between gates
• Executives have appropriate visibility on project status
– Budget requests
– Schedule status
– Feature Delivery
• Teams maintain radical focus and had respectful alignment
• Collaborative groups work together at each phase (MFG gives design goals to R&D, etc…)
1 Month 1 month 2 months 14 months 2 months 1 month
Gate
1
Gate
4
Gate
5
Gate
6
Research,
Ideation,
Concept, &
Business
Case
Phase 1
Product
Requirement
Phase 2
Product Specification
Phase 3
Design
Phase 4
Qualification
Phase 5
Manufacturing
Transfer &
Launch
Phase 6
Gate
2
Gate
3
Today
L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1 L1

22. In Summary
• There is a better way!
• Lean tools apply beyond the shop floor
• Keys to collaboration
– Alignment
– Visibility
– Engagement
– Accountability
• Benefits of lean project management
• VPM encourages alignment and
collaboration
• VPM has drastically improved our
project velocity

23. Q&A
Thank you.
Questions welcomed.
Tim McMahon
Sr. Mgr. Operational Excellence
Mirion Technologies
tmcmahon@Mirion.com
860-469-5326
Steve Barber
R&D Projects Director
Mirion Technologies
sbarber@Mirion.com
865-440-1692

24. Appendix
Supplemental information
Proprietary. Internal use only. Limited Distribution.

25. Principles Lead to Culture
Culture
• Extreme candor – we are respectful, but hold
each other to deliver on promises
• Embrace early problem reporting, and data-driven
decision making
• Team members own their tasks, deliverables, and
even problems – with an intense sense of pride
• Transparency: issues are not swept under the rug,
instead we immediately share and problem solve
• We respect co-workers by conducting timely
meetings on a set agenda
• We make it fun! Every meeting has a devoted
quick bit of trivia, levity, competition, etc…
• Best practices are Combined: Culture and
Principals shared at a quarterly expert symposium
DAILY MANAGEMENT
Principals
• We use data to define the actual state – not
innuendo or bias
• We make everything visual
• We developed a set of common tools and language
to apply to any Mirion Division
• Meetings run to a set agenda – tangents are
stopped and scheduled for side-bar chats
• We focus on the exceptions – not belaboring
explanations of the 99% of tasks proceeding
according to plan
• Meetings focus on the minimum set of mandatory
attendees (no more, no less)
• We shine a spotlight on areas for improvement and
success

26. WHAT VPM IS / WHAT VPM IS NOT
VPM IS
• Methodology and Culture for Teams to
manage projects
• Teamwork
• Visibility to the Project story
–Where we started
–Where we are
–Where we are going
–What will success look like?
• Proactive
• Communication Tool
VPM IS NOT
• iObeya
• ‘Extra Work’
• An Excuse to not manage your
Project
• One Size Fits All
• Something to start in the middle of a
Project
• A “one-time” activity
• Reactive
• Just an Executive Oversight Tool

27. PROFILE OF THE PROJECT MANAGER
The ideal PM is:
• Empowered by Executive Management to be the ultimate authority on the project team
– Holds team accountable
– Team’s biggest cheerleader and harshest critic
• Rising star in the organization (i.e., “the next site General Manager”)
– Displaying cross-functional leadership
• Eager, Willing, and Open minded
• Does not need to be the technical expert
• A great communicator, listener, and facilitator
• Is a “Go-Getter” who does not sit at their desk and write a list of actions in a bubble
• Can utilize data to illustrate success and failure
• Manages stakeholder goals and drives for alignment when targets are unclear
• Comfortable with Risk Management
– Identifies / Manages / Mitigates risks early and often

28. HOW VPM HELPS THE PM
• Constant touchpoints with standard cadence
– Eliminates “Calendar Surfing” or “First Date Heard /
Only Date Remembered” situations
• Removes the ‘Guesswork’
– PM knows what executives want to see – structures
project artifacts accordingly
– Immediate data accessibility and information sharing
ensures EVERYONE has access to the Project State
of Health at any point in time
• No SUPRISES!
• Team involvement with goal setting from the outset
leads to Team ownership and Buy-in of Project Goals
• Aren’t just “told” what the Goals are
• Offers a method to distribute and manage the overall
workload
– Functional managers own their deliverables and are
accountable to the PM
• Pro-Active vs. Re-Active
• Routine vehicle to ask for help from upper management
– Immediate escalation when ‘life happens’
• Changes to goals, targets, resources, etc… are
discussed with key stakeholders and AGREED TO in
real time
– No surprises to executives later
– Provides clear documentation of decisions
• Inspires confidence in the PM’s Leadership (team, self,
executive)
• Helps drive cross-functional activity across Business
Groups, geography boundaries, “red lines,” etc..

29. HOW VPM HELPS THE EXECUTIVES
• Constant touchpoints with standard cadence
– Eliminates surprises of delivery
– Minimizes the “ExCom Scramble” to gather data
• Removes the ‘Guesswork’
– Executives know what they want to see – VPM provides the
structure for the PM and the Team to ensure Executives are
receiving the right information at the right time
– Immediate data sharing prevents amnesia down the road
(decisions and rationale are recorded)
• Team is aligned on the goals (set by executives and endorsed
by the team) and marching in unison to the next milestone
• Collates Reporting
– Functional managers own their deliverables and are
accountable to the PM, the PM rolls all this information at
once to the Executives
– Allows Execs to hear the “whole” story versus one chapter at
a time
– Separates fact from hearsay
• Pro-Active vs. Re-Active
• Routine vehicle to provide help to the project
– Asks are presented with details (what, why, impact, how
much) versus “if we don’t do X, something might happen”
– Immediate reaction when ‘life happens’
– Changes to goals, targets, resources, etc… are discussed
with key stakeholders and AGREED TO in real time –
Executives can be confident that decisions aren’t being done
in a “vacuum”
• Inspires confidence in the PM’s Leadership and Team
capabilities
– Get the right people on the bus, then put them in the optimal
seats
• Coordinates functions (internal and external) to drive to the
common project goal
– Cross-Functional, Cross-Site, Cross-Division, External
Partners, etc…
• Provides data-driven monitoring of project state of health
– Again, no surprises
– Data is always accessible

30. HOW VPM HELPS THE PROJECT TEAM
• Constant touchpoints with standard cadence
– Eliminates “Calendar Surfing” or “First Date Heard / Only Date
Remembered” situations
– Impacts to one functional group from another are discussed
and mitigated real time
– Ability to speak up and discuss directly with other functions
what any Team member may need to succeed
• Avoid the telephone tag game
• Strengthens the “Pitch / Catch” relationship
– Every Team member has visibility to what comes before and
after them – this allows them to make sure their activities
aren’t being done in a vacuum
– Removes the ‘Guesswork’
– The team knows what they will be measured against, and are
empowered to analyze and validate the achievability of these
goals early in the project
– Team is aligned on the goals and marching in unison to the
next milestone
• Ensures Accountability
– Functional managers own their deliverables and are
accountable to the PM
– The PM is accountable to the Team and the Stakeholders
• Pro-Active vs. Re-Active
– Access to all the data allows Team Members to be informed
about all Project activities – don’t have to wait to have data
presented to them
– All Team Members know the Project State of Health and can
act accordingly
• Routine vehicle to ask for help from PM, Team members, and/or
upper management
– Immediate escalation when ‘life happens’
• Changes to goals, targets, resources, etc… are discussed with
key stakeholders and AGREED TO in real time
– Provides assurance to the Team that what they are doing is in
alignment with Stakeholder expectations
– Eliminates the “I thought you knew about that”……….
• Inspires confidence in the Team self-governance
– Team sets the goals at the outset, team owns the goals
– Goals are not arbitrarily set by executives

31. Lean Project Management House
Goal: On Spec, Highest Quality, On Time, On Budget
Team
Respect
• Group Project
Charter
• Team Structure
& RACI
• Structured
Meeting
Cadence
• RoE
• Make It Fun
Flow
• Kaizen
• Master
Schedule
• Daily Mgmt.
• Exec.
Involvement
Innovation
• Tech. Owners
• MIX Contest
• TRL
• Execution
Cont.
Improvement
• Risk & Decision
Mgmt.
• KPIs
• RTM
Foundation: Collaboration & Teamwork