TPT 2011

Capabilities Statement

2011

C O N F I D E N T I A L | www.productivityteam.com

Competitive Pressures continue to drive business transformation
We implement solutions that deliver results to the bottom line

Reduce costs and increase revenue
Maximize assets – improve efficiency and cut out waste
Accelerate new product development and launch
Improve quality management (including supplier quality)
Material synchronization: right material in the right place at the right time

© The Productivity Team  www.productivityteam.com April 2011 1

You need results that deliver to the bottom line quickly
We merge people, processes and technology to deliver your business objectives.

Experienced US and Offshore based staff of some 400 engineering and supply chain professionals
Lean and Six Sigma Process Driven Mindset
Technically savvy but we‟re focused on implementation
Return on investment within six months
Minimum of five times return on investment within first year


Companies are now like extended families and difficult to control
Our Process Driven Mindset, Tools and Methods deliver control

Supporting your launch initiatives
Containing cost
Meeting your quality needs
Delivering the right material at the right time to the right place
Ensuring stable predictable manufacturing performance


Technological Advances offer opportunity but also risk
We develop workable roadmaps and deliver the highest value solution

Straight facts – we‟re not a VAR so have no hidden agendas
Common sense solutions to advanced technology deployment
We design, develop, and implement high-performance supply chain and manufacturing solutions
that work
System Thinking – looking to increase your profitability while simultaneously reducing cost
Our disciplined, systematic approach allows us to deliver solutions on time and on budget while
meeting all of your requirements.


Recent clients
These are some of the companies we have executed recent projects with:


The Productivity Team
Services Overview

Manufacturing & Industrial Engineering Supply Chain
•Lean Process Analysis & Planning •New supplier introduction/orientation
•Process Implementation •Continuous Improvement
•Process Verification •Sustainable performance
•Process Improvement •Recovery (red to green) and resourcing

Facilities Engineering Quality Engineering
•Site & building requirement analysis •Continuous Improvement
•Optimum layouts for Lean operation •Quality Operating Systems
•Preventative maintenance practices •Supplier quality performance
•Inspection and containment

Design Engineering Material Handling Systems
•Product design & development •Controls systems
•Virtual Manufacturing •Conveyance and transfer devices
•Reverse engineering •Identification and error proofing
•3D Laser Scanning •Spillage

Healthcare Practices Bid Specification and Analysis
•Mechanical/electrical equipment specifications
•Organizational Transformation
•Facility functional and safety specifications
•Performance Management
•Equipment installation specifications
•Lean and Six Sigma Implementation
•Facility communications/monitoring systems
•End-user Training
Project Management Human Resources and Training
•Technology launch management •Recruitment and flexible labor
•Schedule and budget maintenance •Lean Six Sigma capabilities development
•System integration •Learning Management Systems
•Document control and management •End-user training and mentoring


Elements of Waste
Lean Implementation efforts focus on elements of waste in transforming performance:

Unused Defects Inventory Over-
Capability • Rework due to • Insufficient parts. Production
• Poor safety. assembly errors • Work-in-process. • Excess supply
or poor • Excess finished
• Underutilized beyond
processing goods. requirements of
workforce.
controls. next process.

Waiting Excess Transportation Over-
• Lost time due to Motion • Excess Processing
poor process movement of
• Wasted • Work that adds
flow. work-in-process.
movement made no value to
• Shortages, while working. customer or
bottlenecks, business.
down machines.


Manufacturing and Industrial Engineering Capabilities
Our services are designed to systematically deliver to your bottom line

• Current • Facilities • Labor • Line

Process Improvement
Process Implementation

Process Verification
Process Analysis & Planning

Process Engineering requirements Balancing
Analysis • Visual Aids • Production • Throughput
• Work • Rapid analysis Optimization
Instructions Improvement • Cycle time • Continuous
• Time Workshops analysis Improvement
Standards • Method and • Standardized • Performance
• Value sequence training monitoring
Stream improvement metrics
Maps


Process Driven Mindset Process Planning
Process Planning
• Create Position
1 Assemblies
Process Analysis 2
Review Data • Link Parts, Resources
• Import Product Structure (Jigs)
• Validate Transfer • Create Operations
• Create Process Graph
• Link Process Graph
3
Process Verification
and Simulation

4
Work Instructions Authoring
and Documentation

Process Verification and
Simulation at each
Work Instructions Position
Authoring and • Process Verification
Documentation • Process Simulation
• Create MBOM • Human Simulation
• Export Documents • Create Work Instruction
• Save Data

Advanced Manufacturing Engineering

Manufacturing Systems (APQP and Manufacturing Execution)
Manufacturing Execution technology . APQP flow as it relates to Design for
Manufacturing Assembly (DFMA) and Production Systems (PFMEA, MCP,
• New source or SPC etc.).
resourcing from Virtual Build
existing Model Selection, development of virtual builds, virtual build manipulation,
supplier information extraction for Critical Path and PFEP Development. Factory
• New layout and revision using suppliers Factory CAD solution. PDM Principles,
Production basic MBOM to eBOM development, reviewing visual mock ups.
Introduction
Facility Design
• Develop to
Translation of Virtual build into working model, demonstrating safety and
orient new
ergonomics, account for material placement and movement, facility
supplier and/or
limitations, cranes, conveyance and flow using Systematic Layout and
execute new
Planning
part
Standard Work
Foundational element of the Toyota Production System including standard
verbiage, validated time standards, direct and indirect labor, line balancing,
APQP, job instruction training and documentation.

Standardize
Launch
Drive tasks & utilize Tooling, Fixturing, Gages, Process Mapping, capability and capacity
Standard common
Work processes
(including run at rate) measurement, revisions to f the critical path and
work standards, constraint management, inventory levels, buffers
elimination, quality fixes, late changes, late supplier PPAPs and PPAP
Submission.


Performance Improvement

• Existing facility
and methods
• Opportunity for I: Preparation II: VSM III: Deployment IV: Strive Sustainment
performance for Perfection
improvement
• Value Stream We have established a „cookbook‟ methodology to support clients in Value Stream
Transformation Transformation to improve the value in an existing process

• Best Practices derived from Aerospace, Automotive and Industrial Equipment
Industries (using Lean or Toyota Production System practices)
• Highly experienced performance improvement teams (VA/VE, RIW, Kaizen, Floor
work etc.)
• Focused and Staged value stream transformation drives rapid improvement actions

We leverage multiple lean transformation solutions that enable suppliers to deliver.
We help people use these solutions to create a stable and predictable production
environment. We have an integrated system of reinforcing activities that optimize
overall efforts, not a collection of parts. We provide leadership that ensures a
Simplify
processes,
collaborative environment to foster people to sustain stable and predictable systems.
Make
quickly identify
Value problems ,
Flow increase
efficiency


Quality Engineering
Our services are designed to systematically improve your quality performance

• New Product or • Opportunities for • Existing and • Existing source

Process Recovery
Sustainable Performance
Continuous Improvement
Introduction/Orientation

Supplier quality based desired long- • Availability
Introduction performance term facility failure
• Design for improvement • Chronic/sporadic • Solution: onsite
Manufacturing • Training, quality performance presence, red-to-
and Assembly workshops, issues green,
(DFMEA through metrics driven • Value Stream containment
MCP) quality reduction Transformation process
• PSW / PSO / • Quality Mapping deployment
First Articles • Execute plan to
assure material
to facilities

Simplify
Cease
Drive Standardize Continuous Make processes,
Chase Stop To production to
tasks & utilize and relentless quickly identify
Standard common elimination of Value problems ,
correct
Waste Fix problems in
Work processes waste Flow increase
process
efficiency


Quality Engineering
Quality mapping is a demonstrated approach to eliminate production quality spills


Supply Chain Development
A staged approach drives focus to where it‟s needed most

• New source or • Existing source • Existing source, • Existing source

Process Recovery
Sustainable Performance
Continuous Improvement
Introduction/Orientation

resourcing from • Demonstrated desired long- • Availability
existing supplier performance term supplier failure
• New Production • Desired long- • Chronic/sporadic • Solution: onsite
Introduction term supplier performance presence, red-to-
• Develop to orient • Cost reduction, issues green,
new supplier PFEP, Lean • Value Stream containment
and/or execute Workout Events Transformation process
new part deployment
• Execute plan to
assure material
to facilities

Simplify
Cease
Drive Standardize Continuous Make processes,
Chase Stop To production to
tasks & utilize and relentless quickly identify
Standard common elimination of Value problems ,
correct
Waste Fix problems in
Work processes waste Flow increase
process
efficiency


New Supplier or Product Introduction
Driving Stable and Predictable Supplier Performance

Supplier Manufacturing Systems (APQP)
APQP flow as it relates to Design for Manufacturing Assembly (DFMA) and
Production Systems (PFMEA, MCP, SPC etc.).
• New source or Supplier Standard Work
resourcing from Foundational element of the Toyota Production System including standard
existing
verbiage, validated time standards, direct and indirect labor, APQP, job
supplier
instruction training and documentation.
• New
Production Industrial Engineering
Introduction Tooling, Fixturing, Gages, Process Mapping, capability and capacity
• Develop to (including run at rate) definition, identification of the critical path, constraint
orient new management, inventory levels, buffers, block and starving, systematic
supplier and/or layout, simulation. Rapid Improvement workshops, Lean Workouts.
execute new
part Virtual Build
Model Selection, development of virtual builds, virtual build manipulation,
information extraction for Critical Path and PFEP Development. Factory
layout and revision using suppliers Factory CAD solution. PDM Principles,
basic MBOM to eBOM development, reviewing visual mock ups.
Quality
OEM and Supplier Production Part Approval Process (PPAP). Gages, Non
conformance,
Drive Standardize
team oriented problem solving, continuous improvement models.
tasks & utilize
Standard common Operator Training
Work processes
Job Instruction Training for trainers of Operators using Toyota Production
System / Training Within Industry Model.


Supplier Continuous Improvement
Minimizing your cost

Team Oriented Problem Solving
Process Auditing, Drill Deep (5ws and 1H), 8D Problem solving tools sets,
continuous improvement, Rapid Improvement Workshops (see next slide).
• Existing source
• Demonstrated
performance Plan for Every Part (PFEP)
• Desired long- Supplier sub tiers, wall to wall and dock to dock value stream mapping,
term supplier identification of opportunities to reduce logistics and handling costs, inventory
• Cost reduction, levels and safety stocks, modules, supplier consolidation (additional details
PFEP, Lean later in presentation).
Workout Quality
Events Production non-conformance management, continuous improvement systems,
Poke Yoke (error proofing).

Supplier Lean Workout Events
Value Stream mapping, 5S activities, Overall Equipment Efficiencies (OEE), First
time through, one piece linear flow, standard work reviews, parts presentation,
methodization opportunities, professional assembly workouts, maintenance,
waste elimination.

Supplier Training
Continuous Lean, continuous improvement, OEM production systems training. TPT has a
Chase and relentless Highly effective cost efficient Learning Management System based on Moodle
Waste elimination of
waste To deliver supplier training and help sustain supplier performance.


Supplier Sustainable Performance
Transforming the Value Stream

• Existing
source, desired
long-term
I: Preparation II: VSM III: Deployment IV: Strive Sustainment
supplier
for Perfection
• Chronic/sporad
ic performance We have established a „cookbook‟ methodology to support clients in Supply Chain
issues Value Stream Transformation to return problem suppliers to Stable and Predictable
• Value Stream output based on the following:
Transformation
• Best Practices derived from Aerospace, Automotive and Industrial Equipment
Industries (using Lean or Toyota Production System practices)
• Highly experienced recovery teams
• Focused and Staged supplier value stream transformation with participative activities
which allows capability transfer and mentoring at supplier sites
• Drive rapid improvement actions at supplier operations and facilities

We leverage multiple lean transformation solutions that enable suppliers to deliver.
We help people use these solutions to create a stable and predictable production
Simplify
processes,
environment. We have an integrated system of reinforcing activities that optimize
Make
quickly identify overall efforts, not a collection of parts. We provide leadership that ensures a
Value problems ,
Flow increase
collaborative environment to foster people to sustain stable and predictable systems.
efficiency


Supplier Recovery
Recovery Tools though re-sourcing

Context Description Challenges

Contain problems Poor manufacturing
• Existing source
Process Recovery

through inspection, practices, inadequate
• Availability Containment gauging, sampling scheduling, sub-tier
failure and scheduling. shortages.
• Solution: onsite
presence, red-
to-green,
containment Focus on line down Freight,
process On-Site conditions, establish communication &
deployment Expediter priorities, reduce past tracking systems,
• Execute plan to
dues. multiple OEM‟s.
assure material
to facilities
Value Stream
Limited capability to
Optimize Transformation, focus
identify, develop and
on constraint locations.
Performance introduce new suppliers
Return supplier to
during development.
“Green” state.

Cease Define safety stocks, Supplier resistance,
production to
Stop To reverse-engineer or budgeting issues,
Fix
correct
problems in
Resourcing resource materials, difficulty moving high 18
process manage PPAP. volume parts,


Case Studies

C O N F I D E N T I A L | www.productivityteam.com

Ford Motor Company
Industrial and Manufacturing Engineering

General Description Successes

Ford Motor Company has engaged TPT to Over $200,000,000 in
perform plant, product and launch Industrial and documented cost reductions
Manufacturing engineering function as an through line balancing
extension of their current engineering staff. activities

Scope
• Join the launch teams 16 months before Job#1 and fully engage
• Create new man assignments and supporting documentation
• Create “From/To” reports to document work allocation changes
• Create/Revise Work Std MODAPTS studies for the Assembly Plant
• Develop work station 1-A CAD drawings for all facility
rearrangements
• Implement the new work assignments and ensure support of line rate


Johnson Controls


JCI has engaged TPT to perform plant, product Over $1,700,000 in
and launch Industrial and Manufacturing documented cost reductions
engineering function as an extension of their through line balancing
current engineering staff. activities

Scope
• Develop layout and manufacturing plan for new facility
• Create MODAPTS studies for the new facility
• Develop work station drawings for new and all facility rearrangements


ACH


Ford Motor Company has engaged TPT to perform Over $176,000,000 in
engineering study to identify opportunities to reduce documented cost reductions
costs at 11 Visteon Plants that Ford was considering through line balancing
for purchase. activities

Scope

• Identify the Required to Operate (RTO) for direct and indirect labor
• Create work standards for each operation effected
• Develop work station 1-A CAD drawings for all facility
rearrangements
• Implement the new work assignments


Caterpillar
Advanced Manufacturing Engineering


Caterpillar is in the midst of an unprecedented
period of extended growth and engaged TPT to Delivered solutions on time
support their current and advanced facility and within budget
development. TPT were engaged to support increasing production
growth at Aurora and multiple facilities at East capability by greater than
Peoria. 80% on several of their
biggest models
Scope
• Support increases in production across multiple value
streams e.g. Large Track Type Tractors from 3 to 5 / day
without headcount increase
• Introduced sustainable APQP processes (standard work,
balance lines, PFMEAs) resulting in a 33% improvement in
first time quality
• Designed and installed facility layouts, equipment for
machining and mechanical assembly including a new NPI
line at East Peoria
• Implemented and trained operators across multiple shifts on
new work assignments & ensure support of line rate


Land Rover

Successes
General Description
Land Rover, manufacturer of 4 different Over $22,000,000 annually
vehicles types, contracted TPT to assist in the in documented cost
development and implementation of a launch reductions
plan and lead a direct labor reduction project.. 50% reduction in scrap

Scope
• Join the launch team 12 months before Job#1 and fully engage
• Create/Revise Work Std MODAPTS studies
• Develop work station CAD drawings for all facility rearrangements


Brammo
General Description
Brammo Inc. received investment funding Successes
11/08 to start producing and selling the Enertia
electric motorcycle, a brand new product with
Implement PFEP and QAD
anticipated great market potential. Brammo Rollout Reducing inventory by
faced the daunting task of developing a 40% and downtime by more
production process capable of meeting than 60%
demand as early as 3/09 with little
infrastructure or internal capabilities to support
manufacturing.

Scope
• Transition from EBOM in PDM through MBOM and release of
sales orders
• Back-office solutions implementation (PFEP, QAD integration,
inventory and warehouse management)
• Material handling strategies, part traceability issues
• Supplier Development including First Article Submissions
• Development of Lean Manufacturing Systems
• Set up lean manufacturing environment with Continuous
Improvement as a key objective


Bloom Energy

General Description
Successes
This hi-tech green energy start-up company
invented a revolutionary hydrogen fuel-cell • Increase production from
technology that provides green power to 3.5 Units per week to 9
buildings and residences at low costs. The Units per day (> 1,200%
company was founded by ex NASA scientists Increase)
who converted technology that was developed
to assist the Mars program.

Scope
• Production plant design, layout and implementation
• Material handling strategies, part traceability issues
• Development of standard work and work instructions
• Assist in the development of automation equipment
• Set up lean manufacturing environment with Continuous
Improvement as a key objective


Caterpillar
Supplier Recovery

General Description
Successes
A tier 2 supplier to a major heavy equipment
manufacturer was unable to meet demand
Stabilized line down and
following the recession and recovering
economy. TPT was engaged to work on-site at
past due situations to
the supplier to expedite parts, prioritize enable bank build
scheduling and communicate information with Managed 400 tooling
the OEM. moves and resourcing

Scope
• Prioritize demand at supplier.
• Work with supplier to develop their manufacturing schedule.
• Conduct line down meetings with supplier and OEM facilities.
• Conduct preliminary review of supplier constraints.
• Coordinate the arrangement of expedited transportation as
required by OEM facilities.
• Utilize standard spreadsheet to manage daily priorities, track
upcoming line downs and report delivery promises.
• Prepare and report metrics on line downs and past dues,
determine “get current” date following initial stability of line down
conditions.


Contact Info

Dave Kunselman
President, The Productivity Team
(248) 535 3353
dkunselman@productivityteam.com


TPT 2011

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