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2. Quantum Lean Manufacturing Tools Automated Data Report Demonstration tool Production / Sales Report history 20060410

3. Basic Demo Example of Automated Quantum Data Reports Report date 20060410 The Graph reproduced below gives you an example of daily track record and trend pattern followed by one of the most valuable set of Key Performance Indicators (KPI). This indicator is automatically updated from the Customer’s Central Data Base and is distributed to various Decision Makers of the Organization once every day. Distribution Standard = Quantum Secured Web Site + Private e-mail + Copy of Document on the Secured Client Server In association with 17 other important sets of measures reported separately in the same Quantum Document (Days of Inventory by Category, Production Capacity etc..) this KPI is being used by numerous stake holders as a critical Decision Making Tool. The following list shows examples of Lean Operational Decisions facilitated by this indicator and an extract of its distribution list within the organization: feature used –To Monitor Labor Allocation by Production Area on a Weekly Basis by Production Manager –To Illustrate, Document and Report the Factory’s Requirement for Flexibility of Productionby General Manager –To Activate, Feed-Back, Measure, Value and Adjust ad-hoc Sales & Promotion Activities by Marketing Manager –To continuously Measure, Review, Monitor and Challenge the Lean Productivity Drivers by Quantum BE & (Kaizen, Heijunka, Jidohka, JIT parameters for Purchase Orders etc …) General Manager

4. Basic Demo Example of Automated Quantum Data Reports Report date 20060410 On the following pages of a typical Quantum QKPI report, you will find: 1- General indicators to capture the global trends and latest Operational Updates 10 to 15 secondary Graphical KPIs (format usually favored by Production Managers and Senior Managers) - Production versus Plan Global Strike Rate to help with the Management of Capacity Planning. - Production versus Sales correlation for Marketing Management, Finance Management and Allocation of Resources in Production.. - Back Orders report (if relevant). - Stock unavailable for dispatch and detailed correlation to the relevant production strike rates. - Days of Inventory for Inventory management and warehousing planning - Component Procurement strike rate (and JIT impact) and short term / mid term Outlook - Budget Planning Variance to recent sales and recent production results for Mid and Long-Term Budget Projections Each of these graphs can easily be recombined for different sets of specific comparisons or correlations analysis. After a few months of daily usage, each functional Department in the organization expresses the need for more tailored information. The reporting files may increase in variety and the distribution of the information by automatic e-mails plus their automatic allocation to specific server-directories (including Quantum’s web site) ensures smooth and efficient maintenance. 10 to 15 summary tables (format usually appreciated by Finance and Accounting Managers) 2- Very Specific Indicators to provide Detailed Insight into Particularly Sensible Areas - Report of Sales / Production / Plan for SKUs, components or products subject to Management scrutiny (for example in relation to Quality defect management, back-orders reduction, Abnormal sales variances or other relevant set of operational difficulty encountered) - etc …

5. Basic Demo Example of Automated Quantum Data Reports 1- Have you recently reviewed the information that you have always wanted to get from your organization’s business systems, but that you have not yet managed to retrieve with ease and at low cost ? We would like to advise you to do it now … 2- You may already be aware that: “The complete analysis is available right there ! In the numbers ! We just have to ……” But why is it neither completed nor fully automated yet ? And is your plan to do it in a way that does not require any Management time and resource to produce and distribute ? (we would make this a very good case study for 5 whys introspection) 3- You may believe that: “We are close to get it regularly and reliably, because we have been working on it for ….. So long”. Are you really very happy with the progress you see ? Without any reservation ? 4- You may believe that you have already made sufficient progress recently… and that more effort is “not really necessary” or more symptomatically “not possible” (and what about “not desirable” ??). This mostly happens to be the case when an organization’s internal task-force has recently achieved some improvements. Just because the team may be unaware of other progress made in other industries or by the competition should not be an excuse for complacency. Companies who refute the need for constant adaptation simply get caught up and die (Lean Philosophy Fundamental Principle). The only relevant question for you today is to determine what must be done next, and how to achieve it in a Low-Cost but Efficient Way that guaranties further improvement for your Bottom Line. Quantum’s first job and expertise is to bring you PROVEN TOOLS to HELP YOU DO THIS. If any or all of the above sounds familiar, remember that various large multi-billion dollar blue chip companies have turned to Quantum BE for superior performance in Lean Operation Management and Operational Data mining and analysis. Why don’t you send us a 3 words message to ask us how we did it for them NOW ??