0. January, 2009
2009 OE Business Plan

1. 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

2. 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

3. “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

4. 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

5. 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

6. 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

7. 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

8. 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

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

10. Six Sigma Academy International, LLC
630 Fifth Ave., Suite 1900
New York, NY 10111
Tel. (212)
The following are trademarks and service marks of Six Sigma Academy International, LLC: Breakthrough Lean®, Breakthrough Strategy®, Breakthrough Value Services®, Breakthrough Change StrategySM, Breakthrough DesignSM, Breakthrough DiagnosisSM, Breakthrough ExecutionSM, Breakthrough Sigma LeanSM, Breakthrough Six SigmaSM, Breakthrough Software DesignSM, FASTARTSM, Six Sigma Gold BeltTM, SOLVING YOUR BUSINESS PROBLEMS FOR THE LAST TIMESM. Six Sigma is a federally registered trademark of Motorola, Inc. MINITAB is a federally registered trademark of Minitab, Inc. SigmaFlow is a federally registered trademark of Compass Partners, Inc. VarTran is a federally registered trademark of Taylor Enterprises.