1. Thomas A. Crane 2010Page 1 Product and/or Process Transfers The goal is uninterrupted customer service.

2. Thomas A. Crane 2010Page 2 Formal Review Board for Each Decision Point. Exception Reviews for any Deviation From Commitments Review and approval of gap closure plans Define Program Objectives: Cost, Quality, Schedule Business Case established Cross Functional Resources Committed to Core Team Scope/Strategy of Transfer finalized Business Case Confirmed Team Commits to Cost, Quality, Schedule Information transfer/training Catcher’s Process Capability Evaluated Performance of Evaluation Units Verified Catcher Ready to Ship Pilots Catcher’s Process Capability Proven Pilot Production Issues Resolved Quality/Cost Goals Achieved Catcher Ready for Full Production Program Commitments Defined TR2 TR3 Catcher & Pitcher Ready for Pilot Production Full Production and Quality Monitoring TR4 Business Case Established TR1 Product and/or Process Transfer

3. Thomas A. Crane 2010Page 3 Transferring is a bumpy road … Here are your keys to success! Ownership Staffing Financial Accountability Documentation Material Transfer & Control Quality & Training Product and/or Process Transfer

4. Thomas A. Crane 2010Page 4 4 Key Components 1.Detailed Financial Analysis 2.Gap Analysis Business Case Evaluation Resource Allocation Evaluation Schedule/Supply Chain Evaluation Capability Analysis (Pitcher and Catcher) Historical Quality Performance Technology Drawings/Specs. Evaluation Training requirements established 3.Tollgate Deliverables Well Defined 4.Well established communications between pitcher and catcher Product and/or Process Transfer

5. Thomas A. Crane 2010Page 5 To be successful you have to know your stating point: Product and/or Process Transfer Some minimum requirements: Product drawings and specifications reviewed/updated CTQ flowdown and control plan reviewed Operating and setup instruction reviewed Historical capability studies Historical quality issues (internal and external PPM) Tool condition evaluation Historical Tool maintenance issues (records) Historical Equipment OEE Historical Equipment maintenance issues (records) Equipment manuals and drawings/documentation Process maps or lean Value Stream Maps Any related data from Lean Kaizens, DOEs, FMEAs, CARs, etc.

6. Thomas A. Crane 2010Page 6

7. Thomas A. Crane 2010Page 7 The activities that occur between TR2 and TR3 are critical to the projects success. It is during this phase of the project that many of the unexpected gaps in the plan are exposed. Constant review of progress is required during this phase. Communication between pitcher and catcher must be quick and focused Gap closers must be determined quickly and be implemented quickly and effectively. Any unexpected delays need to be identified and evaluated for the potential affect on customer service. Product and/or Process Transfer