© Copyright 2010 Rockwell Collins, Inc. All rights reserved. Proprietary Information1 ** DRAFT ** 1 Commercial Systems What It Takes To Win: Two Primary Lean Focus Areas What It Takes To Win Breakthrough Goals Key Business Initiatives Improve Gross Margin by driving standard work process Conduct Enterprise Sourcing Burst events to achieve mature DTC targets on top 300 Fusion components in FY11 Achieve and sustain D&D performance at 95% CPI Initiate PEPP process on Top 5 CS development programs Execute value engineering plans Operating Margin Expansion Achieve Gross Profit (GP) improvement of 200 bps above FY10 SFP by FY15, with an FY11 GP goal of 50 bps beyond the AOP commitment What It Takes To Win Breakthrough Goals Key Business Initiatives Execute Air Transport quality improvement initiatives Establish Joint BEST Teams with Airbus & Boeing in support of FYIS & factory removal breakthrough goals Leverage standard work with procedures to identify and contain sources of variation Implement 60 days order to ship in FY11 for Cabin Biz Jets Industry Leading Customer Satisfaction Customer Satisfaction stretch goal of 100% in FY11 (24 of 24 customers, which is 5 customers beyond the AOP commitment)

© Copyright 2010 Rockwell Collins, Inc. All rights reserved. Proprietary Information2 ** DRAFT ** Engineering – Lean Plans

© Copyright 2010 Rockwell Collins, Inc. All rights reserved. Proprietary Information3 ** DRAFT ** Market Share/Customer Satisfaction Margin Expansion Predictable Execution Innovative Solutions Efficient Non-Recurring Design for Low Cost Engaged Employees (enabler) 90% customer milestone accomplishment (Measure in FY11) 5 new innovative solutions brought to DP-B (FY11+) 95% CPI and 20% of spend is in non-US locations (Hold 12.5% in FY11 grow to 25% FY 15) DTCI >95% (FY11+) Employee Satisfaction metric X (Develop in FY11/Measure FY12) Bid VSM Fusion (complex systems) VSM Manger Training Global Sourcing VSM Lean Design Solutions (reading) then Lean Design Kaizen peer reviews on all new hardware designs FMS development efficiency VSM What It Takes To Win Breakthrough Goals Lean Plans

© Copyright 2010 Rockwell Collins, Inc. All rights reserved. Proprietary Information4 ** DRAFT ** What Are You Going To Do? (Type & Title Of Event) What KBI Does This Support? Who Is Going To Lead It? When Is It Scheduled? (Forecast) When Did It Occur? (Actual) What Are The Intended Results? (Fcst) What Are The Actual Results? Open AIs (Current & Prior) 1Bid VSM Customer Satisfaction and Margin Expansion QuellhorstIn process Q3FY10 and actions in process More predictable execution 16 of 22 actions open 2FMS VSM Customer Satisfaction and Margin Expansion Parker and Nieuwsma FY11 More predictable execution and innovative solutions 3 Fusion Lessons Learned for Reapplications VSM Customer Satisfaction and Margin Expansion LindwallIn process Q2FY10 and actions in process More predicable execution 17 of 23 actions open 4Lean Design Solutions VSM Margin Expansion VeselFY11 Efficient Non-Recurring Design for Low Cost 5Global Sourcing VSMMargin Expansion LaForgeFY11Efficient Non-Recurring Design for Low Cost Engineering Lean Plan Summary