January, 2009 2009 OE Business Plan

Current Challenges OE program not performing intended role: To attract new clients to SSA Instead it is used as Training tool by our existing clients Impact of Economic downturn: 9 registered OE clients either cancelled or rescheduled attendance Had to cancel 4th Gold Belt wave for 2008 Nearly $400K revenue loss in 2008 Corporate Restructuring: Short-term disruption – long-term benefit Access to systems (SalesForce, Exact Target, etc.) Leslie’s contestant networking helped to fill classes Need to mitigate impact in short-term – January Gold Blet Long-term: Implementing processes / capabilities to establish repeatable, predictable performance

2009 OE Plan Goal: Stabilize program: Grow revenue: Hit high-water mark of $1.3M in 2007 Approximately 12 classes, 130+ students Stabilize program: Transition processes/responsibilities to new staff by 1Q09 Improve current-state where possible: Updated message/web-site Use of online registration to simplify registration process, doing business with SSA Mitigate impact of travel restrictions by offering OE classes in different locations Continue to use existing clients to fill seats Grow revenue: New Product offerings IBL & SilverBelt – developed, not yet delivered, scheduled for April 2009 Change Acceleration – new offering - March 2009 Additional “Business Belt” offerings – in progress New locations: Silver Belt – Chicago IBL – Chicago & Pittsburgh Change Acceleration – Denver

“Business Belt” Products Integrated Business Leader Business Awareness Financial Analyst Workshop LSS Business Acumen Format 3-day hands-on workshop in classroom setting. Simulation used throughout. ½ day workshop with follow-up activity for students to share with supervisors. ½ day lecture, ½ day workshop. 2-3 day classroom ? Status Designed, scheduled for February delivery. Developed for CR, not yet delivered. Well developed/used. - CONCEPT - Who should attend Manager/Champion General staff Financial Analysts Belts Intended Outcome Prepare Managers / Champions to effectively identify, scope & charter strategically aligned LSS projects, and to monitor/manage Belts/Projects. Students should develop a basic understanding of how they impact business performance through routine activities and how they may improve future business performance . Orientation for FAs. Communicates Financial standards & guidelines for deployment. how to interact with Belts, deployment in general. How to determine & measure project financial benefits. Benefit reporting, tracking & validation. Enhance Belts ability to improve business performance by providing general business acumen with LSS toolset. Belts will be able to ID, scope & execute strategically aligned, impactful projects & better understand business implications. Key topics Intro Fin/bus perf. BRM, VSM LSS Tools Project ID & Chartering Project Coaching Your Bus Measures (e.g. Rev Recon / Utilization) - How you impact bus perf. Into to LSS Deployment overview Fin. Stds. Project Charters Valuation Reporting/Validation Advanced Problem Solving – advanced DOE Intro to Fin/bus performance. Innovation workshop Boot-camp Lean Requirements Engaged Manager/Champion. Business Sponsor. Requires session with Fin. Champ. To establish financial standards. Practicing Belts. Overview

Growth Efforts Develop/Introduce new products: Expand Locations: Silver Belt & IBL - April/May Work with CR to deliver Business Awareness Training (Developed 4Q08) Develop & field-test LSS Business Acumen Training (2Q09) Field test with a mature client (e.g. duPont) Joint effort with Rick Schleusener– Change Management Expand Supplier Program (next slide) Expand Locations: Chicago – April/May - Silver Belt / IBL Denver – March - Change Management Working with Clients to schedule Silver Belt / IBL at client site Chicago – SSAB Pittsburgh – Genco Future classes to be East Coast based

Supplier Program - Establishing Performance Expectations Corp. Goals Cascade Corporate Strategy down, so Procurement Strategy is aligned with Corporate Goals . Use Procurement Strategy as basis to establish Supplier Performance Expectations Corporate Strategy Procurement Strategy Supplier Performance Expectations

Supplier Program Overview Supplier Scorecards Customer (Host Company) Supplier Cost -5% Supplier Performance Expectations CT -3d Supplier Management DPMO -2% Procurement Strategy aligned to Corp. Strategy Introduces Suppliers to SSA&Co CT -2d DPMO -2% SSA & Co. Works with Strategic Suppliers to achieve Targets

Working With Suppliers - SPM Performance Expectations Business Relationship Map Just Do It Projects DMAIC Projects DFSS Mega Event Follow-on Corporate Level (30,000 ft) Business Unit Level (10,000 ft) Process Level (3,000 ft) Lean Phase 1 Phase 2 Phase 3 SPM generates value for your business by: Creating holistic, “end-to-end” view of the business May include support Departments Compiling, prioritizing and chartering improvement opportunities “Following” the data to make quick, directionally correct decisions Delivering results in shorter timeframes (one calendar quarter) Aligned with Supplier Performance Expectations Focusing on the right projects to improve the key performance measures as defined by the customer

Next Steps – Supplier Program Solicit input from select Automotive procurement VPs (VOC) Adjust Supplier Program based on VOC Networking event Identify prospective “host” companies Work with host companies to establish program

Supplier Program not represented yet. 2009 OE Plan Supplier Program not represented yet.

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