This document discusses cost savings services provided by Mechanical Integration. It was established in 2008 in the US and expanded to the UK and France in 2010. It helps companies eliminate waste, improve efficiency, and create a "savings culture" to prepare for the future. MI takes a "fresh eyes" approach, examining how a company designs, sources, manufactures, and distributes products. It focuses on materials, expenses, and labor costs. MI works with clients to set achievable savings targets, categorize ideas, implement solutions, and realize ongoing savings. Case studies show clients achieving immediate savings of $185,000 and $1.2 million, as well as long term savings of €703,150 and €48,103

1. Business Cost SavingsThe ‘Fresh Eyes’ ApproachTo Saving MoneyUnlocking Your Savings Potential

2. Welcome to Mechanical IntegrationPrivately Owned Corporation based in USA, UK & FranceEstablished in USA in 2008Established in UK & France in 2010Supply Products & Services to Major Customers in Many Industries – Including Oil, Gas, Drilling, Automotive & MedicalLicensing Agreements in Marine & Renewable Energy IndustriesExperts in Program Management, Sales Representation, Product Launch, VA/VE, Cost Savings, Strategic Planning & Business Promotion Experienced Senior Team has 65 years total Experience in Industrial, Automotive and Commercial MarketsExtensive Sales, Marketing & Program Management Experience in North America, Europe & AsiaGlobal Network of Support ContactsFull Professionally Indemnity & Public Liability Insurance

3. Selection of Supported Companies

4. Global Locations

5. The Goal Eliminate Waste – Retain Value

6. Improve Business Efficiency

7. Free Cash from Balance Sheet

8. Create Leaner Supply Chain

9. Establish Improved Vendor Base

10. Enhance Overall Profitability

11. Establish ‘Savings Culture’

12. Prepare Organization for the Future

13. Create Platform for Growth

14. Consolidate Materials

15. Complexity Reduction‘Fresh Eyes’ Approach to Generating Cost Savings for Your Business…

16. ‘Fresh Eyes’ Focus3 Areas of Focus –

17. ‘Materials’ – Everything that is a Component or Sub-assembly for Products

18. ‘Expenses’ – These Relate to Equipment, Operations, Factory Overheads & All Other Costs Involved in Producing Products

19. ‘Labour’ – The Costs of the Employees used in all Areas of the Business (Buying, Selling, Producing, Maintaining, Financing, etc.)‘Fresh Eyes’ ApproachThe MI ‘Fresh Eyes’ Approach is to ask –

20. How would WE design the products?

21. How would WE source the components?

22. How would WE manufacture the products?

23. How would WE distribute the products to your customers?

24. Which areas of the business show ‘Gaps’ – i.e. Areas that require improvement to become ‘World Class’?

25. Which areas of the business would give YOU payback from improvement investments?...and Why?

26. What efficiency improvements are there in ANY area of the business?

27. Where is the ‘Low Hanging Fruit’?

28. How do YOU ‘Pick-it’ from the Tree?

29. How does the company SEE the Savings?Target Setting Choose Achievable Targets

30. No Saving is Too Small

31. No ‘Sacred Cows’

32. Implement ‘Invest to Save’ Thinking

33. Breakdown Large Projects into Smaller Tasks

34. Reward Project Success

35. Time Factor Affects Savings Targets

36. Categorize by Value, Time to Implement & Resources (Use A,B,C,D Idea Classification)Easy to doHard to doBAHigh ReturnDCLow Return‘Fresh Eyes’ Idea Categorizing

37. Work ShopThe Savings Implementation ProcessCategorize IdeasReport to ClientRealise SavingsMI GuidanceClient ImplementationTimetableImplement Ideas

38. Cost Savings Implementation TeamSlide master One Project Leader per Project

39. Multi-Function Team or MIE Team*

40. Plan Driven

41. Regular Reviews & Updates

42. Management/Consultant Involvement

43. Maintain Positive Momentum

44. Celebrate SuccessStudy & Identify

45. Case Study 1 Multi-national Conglomerate Headquartered in USA

46. Trying to Improve Shareholder Return

47. Started Multi-level Cost Savings Approach

48. Immediate (Quarter to Quarter)

49. ‘Low Hanging Fruit’ Identified Quickly

50. Category ‘A’ Ideas (‘A’ = Easy to Implement) Pursued

51. Long Term (1 Year)

52. More Complex Projects

53. Larger Value Projects

54. Immediate Savings Netted - $185,000

55. Long Term Savings Netted - $1,200,000Case Study 2 Global Industrial Company in Central Europe

56. Trying to Stabilize Supply Base

57. Reduce Purchased Price Costs

58. Be Compensated for Global Raw Material Increases

59. Increasing Profit Margin Essential for Survival

60. Significant Portion of Sales Price is Material Content

61. Small Net Income Business

62. Any Vendor Increase Eliminated Profit

63. Long Term Savings Netted - €703,150

64. ‘Single Event’ Savings Netted - €48,103 Questions for You? Have We Captured Your Interest?

65. Do You Strive Every Day for Improved Profitability?

66. Do You Want To Release Cash From Your Balance Sheet?

67. Do You Want An Improved Long-term Vendor Base?

68. Do You Want More Control Over Value?

69. Do You Really Know The ‘Real Cost’?…and Did We Forget to Mention… There is ZERO Cost to Your Organization

70. Mechanical Integration Only Wants to Share in Your Success

71. Implemented Savings are Shared

72. ZERO Fees From Mechanical Integration Through the Process

73. ZERO Risk to Your Organization