1. © Solution Selling, Inc. 2008 | PAGE 1www.solutionselling.com We Will Develop Sales Tools Based On : Offering Name:Six Sigma What is it? (Offering Components : e.g. Hardware, Software, Services) Consulting/Training Services What Business Issues it Addresses? (How it helps customers) Defect identification & occurrence prevention Why this Offering? (Strategic, New, Training Purposes) Misunderstood Topic – Need to increase awareness, & understanding - both internal & external. Competitive Advantages / Differentiators of Offering Cost Effective, On-Site Mentoring, Local Provider, Value, Project Focused, access to others’ solutions, Minitab provided. Applicable Industries Manufacturing, Healthcare, Service, Government, Educational institutions. Industry Focus for this Specific Sales Tool Build Manufacturing Key Buying Audience (s) Owner, C-Level, Engineering Mgmt., Quality Mgmt. Operations Mgmt., Individual Trainee. Average Sales Price$7350 Average Sales Cycle Length1-2 weeks

2. © Solution Selling, Inc. 2008 | PAGE 2www.solutionselling.com Cool Capabilities: Example Cool CapabilitiesPain LinkageKey Selling Points

3. © Solution Selling, Inc. 2008 | PAGE 3www.solutionselling.com Defensible Differentiators: Template DifferentiatorPain LinkageDefensibility (On-Site) Coaching to achieve objectives  Unfinished Projects  No ROI  Impeded skill transfer  Lost Revenue  Jeopardize certification  Cost Avoidance  Client testimonials  Survey results  Certification rate  Reported client benefit Access to (free) Helpdesk  Unfinished Projects  No ROI  Impeded skill transfer  Lost Revenue  Jeopardize certification  Cost Avoidance  Client testimonials  Survey results  Certification rate  Reported client benefit Local Provider  Cost Avoidance  Lack of flexibility Demonstrated Holistic Integration (distinction) of LEAN/Six Sigma  Confusion  Inefficient projects  Cost & Time inefficiency  Loss of program credibility Client testimonials Price (Value)  Reduced ROI  Lost access to solutions Client testimonials Survey results Repeat business

4. © Solution Selling, Inc. 2008 | PAGE 4www.solutionselling.com Core Capabilities: Template Core CapabilitiesPain LinkageKey Selling Points Stepwise Methodology (approach)  Loss of topic knowledge  Ineffective project implementation (results)  Loss of training dollars  Loss of project improvements  Time losses due to inefficient meetings  Systematic approach to problem solving  Proven methodology (Learn/Do) training approach  Loss of focus  Consultant dependence  Reduced knowledge retention  Reduce rates of project completion  Reduced ROI  Wasted training dollars Adult learning model (hands on) Help access training funds  Grants  Higher cost training Free stuff Integration of LEAN/Six Sigma  Confusion  Wrong application of tools  Reduced ROI  Wasted training dollars  High cost of implementation Testimony of clients Qualified trainers  Lack of transfer of knowledge  Ineffective implementation  Loss of ROI  Wasted training dollars Customer testimonials Work experience Certification for Graduates  Reduced value for training investment  Reduced employability benefit  Lack of compliance to customer requirements  Potential lost sales Customer testimonials

5. © Solution Selling, Inc. 2008 | PAGE 5www.solutionselling.com Cool Capabilities: Template Cool CapabilitiesPain LinkageKey Selling Points Provide Minitab  Cost of software  Benchmarking research Forced Sponsor involvement  Poor project selection  Low project completion rate  Poor sustainability/implementation of Six Sigma  Wasted project implementation costs Customer testimonials Survey results

6. © Solution Selling, Inc. 2008 | PAGE 6www.solutionselling.com Solution Messaging™ Card: Six Sigma Pain Lost productivity & increased operating costs, resulting in lower profitability Reasons for Pain  High defect levels (scrap/rework)  Low equipment yields (due to equipment variability)  High inspection / sorting costs. Organization Impact  Cost of poor quality erodes profitability, high defect rates create production delays and late deliveries, affecting customer perception, low productivity restricts cash flow, unaddressed quality problems adversely effect employee morale, low yield and quality performance creates scheduling complexity. Trend Relevance  Increasingly competitive markets are creating opportunities for customers to be more discerning relative to quality, Companies being pressured to maximize OEE, Cost pressures (competition) making organizations with higher scrap/rework costs unsustainable. Capabilities  Ability to effectively manage projects for defect reduction.  Ability to identify and eliminate sources of equipment variability.  Ability to improve process quality and therefore eliminate the need to manage defects. Solution Linkage  Six Sigma Differentiators  Local Provider, Coaching to achieve objectives (available on site), Sponsor involvement to ensure success, Full “Minitab” software included, Access to helpdesk (free phone and email consultation) Metrics / Proof of Value  Documented (quantified) Six Sigma project completion (including baseline performance and improved outcomes). Key Players  Owner, CEO/CFO, VP’s of :Manuf., Quality, Engineering, C.I. Case Studies  Survey results, Testimonials, Success stories

7. © Solution Selling, Inc. 2008 | PAGE 7www.solutionselling.com Solution Messaging™ Card: Six Sigma Pain Lost Sales Revenue Reasons for Pain  High defect levels resulting in customer complaints  Low equipment yields restricts capacity and therefore sales opportunity  High inspection/sorting/scrap/rework costs impede price competitiveness  Declining reputation as the result of poor quality performance Organization Impact  Lost sales volume drives down profitability, hampers growth, negatively effects morale, induces layoffs, increases stress, reduces accessibility to capital, creates excess capacity, creates poor overhead absorption rate, restricts purchasing options with supply base. Trend Relevance  Increasingly competitive markets are creating opportunities for customers to be more discerning relative to quality, Cost pressures (competition) making organizations with higher scrap/rework costs unsustainable. Capabilities  Ability to effectively manage projects for defect reduction.  Ability to identify and eliminate sources of equipment variability that restricts yield.  Ability to improve process quality and therefore eliminate cost of poor quality.  Ability to document and demonstrate quality improvements to customers Solution Linkage  Six Sigma Differentiators  Local Provider, Coaching to achieve objectives (available on site), Sponsor involvement to ensure success, Full “Minitab” software included, Access to helpdesk (free phone and email consultation), competitive value Metrics / Proof of Value  External PPM; Customer complaint rate; improved yields; internal defect rates and cost of poor quality; Key Players  Owner, CEO/CFO, VP’s of : Sales, Operations, Quality, Engineering, C.I. Case Studies  Survey results, Testimonials, Success stories

8. © Solution Selling, Inc. 2008 | PAGE 8www.solutionselling.com Solution Messaging™ Card: Six Sigma Pain Ineffective existing or previous improvement initiatives that fail to produce anticipated savings Reasons for Pain  Lack of structured approach  Lack of management involvement and resource commitment  Poor project selection and tool application  Underdeveloped improvement skill sets Organization Impact  Lost sales volume drives down profitability, hampers growth, negatively effects morale, induces layoffs, increases stress, reduces accessibility to capital, creates excess capacity, creates poor overhead absorption rate, restricts purchasing options with supply base. Trend Relevance  Increasingly competitive markets are creating opportunities for customers to be more discerning relative to quality, Cost pressures (competition) making organizations with higher scrap/rework costs unsustainable. Capabilities  Ability to apply DMAIC project management approach  Ability to engage management in project selection and execution process  Ability to recognize appropriate Six Sigma applications  Ability to confidently apply the appropriate tools and techniques Solution Linkage  Six Sigma Differentiators  Local Provider, Coaching to achieve objectives (available on site), Sponsor involvement to ensure success, Full “Minitab” software included, Access to helpdesk (free phone and email consultation), competitive value Metrics / Proof of Value  Documented (quantified) Six Sigma project completion (including baseline performance and improved outcomes). Key Players  Owner, CEO/CFO, VP’s of : Operations, Quality, Engineering, C.I. Case Studies  Survey results, Testimonials, Success stories, example projects

9. © Solution Selling, Inc. 2008 | PAGE 9www.solutionselling.com Solution Messaging™ Card: Six Sigma Pain Lack of compliance to customer requirements (Six Sigma) Reasons for Pain  Lacking Six Sigma competence required by customer  Failure of management to accept and endorse Six Sigma initiative Organization Impact  Failure to comply with customer mandate results in lost business and lost opportunity, reduction of staff, loss of revenue, and poor morale. Trend Relevance  Increasingly competitive markets are creating opportunities for customers to be more discerning relative to quality requirements, Six Sigma becoming commonplace in manufacturing markets, cost pressures making suppliers with higher scrap/rework costs less viable. Capabilities  Ability to demonstrate Six Sigma competency  Ability to recognize the value of Six Sigma improvement opportunities within the organization Solution Linkage  Six Sigma Differentiators  Local Provider, Coaching to achieve objectives (available on site), Sponsor involvement to ensure success, Full “Minitab” software included, Access to helpdesk (free phone and email consultation), Competitive value, Integration with other solutions and methodologies. Metrics / Proof of Value  Documented (quantified) Six Sigma project completion (including baseline performance, improved outcomes, and financial impact), Six Sigma certifications, assistance with OEM (Customer) endorsement Key Players  Owner, CEO/CFO, VP’s of Sales, HR, Manuf, Quality, Engineering, C.I. Case Studies  Survey results, Testimonials, Success stories