2006 Green Belt Deployment – Follow Up January 17, 2006 Copyright © 2001-2005 Six Sigma Academy International, LLC All Rights Reserved {filename}

Merck Green Belt Program Goal (the big Y): Train & certify 500 Green Belts by the end of 2006 How we will achieve this goal: Establish goals/milestones: Training locations & languages Availability of Green Belts & timing of training Project identification, selection & chartering Training material preparation: Merck, SSA or customized material Language considerations Project management: Mentoring Reporting/tracking Overall program performance Copyright © 2001-2005 Six Sigma Academy International, LLC All Rights Reserved

Timeline and Rollout Plan To ensure Merck Green Belt program goals are met, we recommend a timeline and rollout plan biased to the first half of 2006. This schedule will allow ample time for ensure improvements are sustained prior to Green Belt certification. Copyright © 2001-2005 Six Sigma Academy International, LLC All Rights Reserved {filename}

Training Content Configured to Merck Needs SSA believes that the best curriculum is one that communicates sophisticated concepts in ways that are easily understood by those learning to be Green Belts. To make concepts relevant to Merck employees we will rationalize our proven materials with those currently in place at Merck to ensure: A look and feel consistent with Merck standards Content aligned with existing Black Belt materials Examples relevant to Merck Job aids Green Belt networking Copyright © 2001-2005 Six Sigma Academy International, LLC All Rights Reserved {filename}

Structured Coaching and Mentoring Project Phases are Broken Down into executable tasks Complete Green Belt Project Checklist SSA coaches Green Belts using a structured approach that breaks down project work into specific tasks for which the Green Belts can be held accountable. This tactical approach can be used as an overlay to most major project tracking systems or executed manually. Copyright © 2001-2005 Six Sigma Academy International, LLC All Rights Reserved {filename}

Performance Accountability By coaching, mentoring and tracking progress on a individual Green Belt level allows us to roll-up data on a deployment level that ensures visibility to project progress as well as individual performance and development. Copyright © 2001-2005 Six Sigma Academy International, LLC All Rights Reserved {filename}

Close-out Process SSA will develop a Project Close-out Process specific to the situational needs of Merck. The process may evolve over time to meet capacity needs, however the foundations should remain consistent to ensure the quality of closed projects Copyright © 2001-2005 Six Sigma Academy International, LLC All Rights Reserved {filename}

Closing Documentation As projects progress toward closure, we recommend using a set of tools that: Facilitate organizational knowledge management Ensure accountability for implementing and sustaining the improvement, Acknowledge the financial impact associated with the project Copyright © 2001-2005 Six Sigma Academy International, LLC All Rights Reserved {filename}

Managing Overall Program Performance Examples of summary information used to monitor & manage deployment Information collected from Project Evaluation forms is used to drive summary reports: Monitor project phases and manage progress: Identify IT dependent projects: Average Days to Close: Closing forecast allows us to manage workload & focus on near-term actions: Financial benefits: Copyright © 2001-2005 Six Sigma Academy International, LLC All Rights Reserved

SSA Capacity - Examples 1 year deployment 7 Executive Sessions 11 Project Champion Training Sessions 31 Waves of training (over 600 BB’s) 2.5 year deployment 51 Executive Sessions 100 Project Champion Training Sessions 116 Waves of BB training (over 2000 BB’s) 2.5 year deployment Dedicated on the ground deployment/project support Integrated Lean and Six Sigma 8 Waves of Black Belt training 15 Waves of Green Belt Training Currently in 4th year of deployment 17 Waves of Black Belt training (over 300 BB’s) 2 Waves of Master Black Belt training 30 Waves of Green Belt Training State Farm – Dowden American Express (AEFA) – Girard GE Financial Services - Rodgers 2.5 year deployment Dedicated on the ground deployment/project support 20 Executive Sessions 9 Project Champions Training Sessions 57 Waves of Black Belt training Currently in 3rd year of deployment Integrated Lean and Six Sigma Dedicated on the ground deployment support 1 Waves of Black Belt training 5 Waves of Green Belt training Copyright © 2001-2005 Six Sigma Academy International, LLC All Rights Reserved {filename}

Some of Our Multinational Clients 54 Full-Time Employees, Supported By Sub-Contractors As Needed Copyright © 2001-2005 Six Sigma Academy International, LLC All Rights Reserved

Investment Summary Training: Mentoring Support: Assumptions based on Merck’s stated goal of 500 Certified Green Belts by end of 2006: Training: 20 Green Belt waves (1 trainer per class) $50,000 per wave of training = $1,000,000 total for training (includes IP) Mentoring Support: 1 hour of support for each Green Belt per week (estimated 4 months) Equivalent to 8,000 hours of support $200 per hour = $1,600,000 total for support (mix of onsite and phone) Total for training and support = $2,600,000 * Travel and Expense will be billed separately Copyright © 2001-2005 Six Sigma Academy International, LLC All Rights Reserved {filename}

SSA Services Training: Deployment Support: Executive Training Project Champion Black Belt Green Belt Master Black Belt Gold Belt (Open Enrollment) Design For Six Sigma Lean Deployment Support: Mentoring & Coaching Assessment/Project Pathways Financial Support Lean Events Copyright © 2001-2005 Six Sigma Academy International, LLC All Rights Reserved

Why Choose SSA? Experience – We are regularly engaged by CEOs to lead enterprise-wide deployments, having partnered with over 70 major corporations in facilitating over 30,000 process improvement projects over the past 10 years. We have experience managing the complexities of multinational deployments for clients based in the US, Europe and Asia. We support these multinational deployments with our local professionals and materials in various languages, such as German, Spanish and French. Our Process We do much more than train – we actually plan, drive, and manage a deployment with a client. Clients tell us that our work is much more akin to a joint-venture or partnership than a client relationship. Our deliverable is the results our clients realize, not just the completion of a series of training waves or the presentation of an analytical study. We do not rest until benefits show up on a client's P&L. While we follow a series of best-practices, our approach is pragmatic and flexible. We “switch gears” as necessary, based on the situation or a client’s needs. Our Team Our professionals are former Six Sigma business leaders from corporations such as GE, AlliedSignal, Ford Motor Company, DuPont, Kodak, and Merrill Lynch. We are practitioners, not academics or trainers. Our teams marry business process improvement expertise with significant general management experience – many have run multi-hundred million dollar P&L’s for Fortune 500 companies. Our management team has led leading organizations including Hyatt Hotels, Office Depot, and Goldman Sachs. We bring overall business acumen to each client. Our Commitment We put our money where our mouth is. Few consulting firms stake their reputation on performance-pay as much as we do. Our consistency and track-record of success allows us to do just that. Our professionals roll-up their sleeves with clients; they do not simply show up for a series of analysis, planning, or training days. This is the only way we know to guarantee our results and your success. Copyright © 2001-2005 Six Sigma Academy International, LLC All Rights Reserved

Questions? Q & A Copyright © 2001-2005 Six Sigma Academy International, LLC All Rights Reserved