1. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 1 5/22/90-05220-7 (E)IS...THE FUEL FOR CONTINUOUS IMPROVEMENT Art Schneiderman Analog Devices Analog Devices at a Glance The Quality Improvement Process (TQM) Linking Performance Measurements to Corporate Goals The "Half-Life" Concept ADI's 1992 QIP Goals The Quarterly "Scorecard" ADI's Executive Information System An Example: Customer Service Lessons Learned May 22, 1990

2. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 2 c. 1990-PREZ-1 Analog Devices at a Glance Headquartered in Norwood Massachusetts Publicly Held (NYSE Symbol ADI) $453 Million in Sales (FY1989) 48% of Sales Outside United States 5200 Employees Worldwide

3. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 3 c. 1990-PREZ-1a ANALOG DEVICES AT A GLANCE Products: ICs, assembled products, subsystems Applications: precision measurement & control Markets: data acquisition Integrated supplier (cont) 40% industrial/instrumentation 30% military/avionics 13% computer 17% other design manufacturing (8 locations) direct sales (100 locations)

4. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 4 c. 1990-PREZ-11 1989 Top Customers Worldwide CustomerBookings $M Cumulative % IBM (US, Japan & France)26.86.0 GE/RCA10.58.3 Fuji (Japan)10.310.6 HP (US, UK & Germany)9.112.6 Honeywell (US, Germany)7.414.2 General Dynamics (US)5.415.5 Raytheon (US)5.116.6 Siemens (US, Germany)5.117.7 TI (US)4.118.6 Mitsubishi (Japan)4.019.5 Fujitsu (Japan)4.020.4 Toshiba (Japan)3.721.1 Marconi (US, UK)3.622.0 Hughes (US)3.422.8 Rockwell (US)3.323.5 Hitachi (Japan)3.324.3 Westinghouse (US)3.125.0 Philips (US, Europe)3.125.6 Motorola (US)3.026.3 DCASR (US)2.726.9

5. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 5 2/14/90-02140-1 rev 2/16/90 TOP 10 MIXED SIGNAL IC SUPPLIERS Source: VLSI Research ADI NEC National TI Philips Toshiba Hitachi Matsushita Sanyo Motorola 0 50 100 150 200 250 300 Sales $M RMS=1.4

6. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 6 4/12/89-04129-1t.doc Financial Model FY 1987-FY 1992 Sales Growth20-25 %/yr Operating Profits17 % Profit after Tax9.4 % Return on Capital15.0 %

7. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 7 4/8/90-QIP-15a ADI CORPORATE QIP COUNCIL Jerry Fishman Kozo Imai Larry LaFranchi Bill Manning Art Schneiderman, Chairman Ray Stata Tom Urwin MEMBERS: CHARTER: QIP Goals Deployment QIP Organization priorities Training Juran Monitoring metrics Incenting/Rewarding Suzanne Thomson Executive VP VP, Japanese Operations Operations Controller Division GM VP, Quality/Productivity Improvement Chairman of the Board and President VP, European Operations Director, Training & Development Doug Newman VP, Sales and Marketing Goodloe Suttler Division GM

8. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 8 4/8/90-04080-4 culture GOALS IS scorecard projects METRICS SOLVING PROBLEM THE QIP CULTURE We each have a dual function daily jobSDCA cycle process improvementPDCA cycle We are committed to improving customer satisfaction We are dedicated to continuous improvement (kaizen) We are part of a parallel organization: functional and cross-functional We are a continuously learning organization

9. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 9 3/11/90-03110-1 rev 4/8/90 GOALS METRICS SOLVING IS QUALITY IMPROVEMENT PROCESS culturescorecard projects PROBLEM

10. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 10 4/8/90-04080-1 PROBLEM SOLVING GOALS METRICS IS culturescorecard projects SOLVING PROBLEM Participants: Cross Functional Problem Solving Teams (QIP Teams) Task Forces QC Circles Individuals Systematic Approach: Deming Cycle (PDCA) Tools: 7 QC Tools (fishbone, histogram,...) 7 Management Tools (KJ Method, affinity diagram,...) Design of Experiments (Taguchi, etc.) SQC (control charts) SPC (Cp, Cpk) Quality Cost (failure, prevention, appraisal) QFD Hoshin Kanri SMED TPM EI JIT/Kanban (cycle time, WIP reduction)

11. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 11 5/22/90-05220-3 PLAN WHAT PERCEPTION OF PROBLEM EVALUATION OF WHY ANALYSIS OF CAUSES WHO WHEN WHERE HOW PLANNING OF IMPLEMENTATION OF COUNTER-MEASURES EVALUATION OF RESULTS STANDARDIZATION SUMMARY & FUTURE PLANS DO CHECK ACTION 1 2 3 7 6 5 4 8 CURRENT SITUATION COUNTER-MEASURES PROBLEM SOLVING GOALS METRICS IS culturescorecard projects SOLVING PROBLEM The Deming Cycle (PDCA)

12. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 12 c. 1982-YHP Source: Kenzo Sasaoka, President Yokagowa-Hewlett-Packard 7/84 Process Quality Improvement (Dip Soldering Process) Counter Action I Counter Action III Counter Action II % ppm 0.4% 0.4 0.2 0.1 0.3 0 Failure Rate 11 1 4 7 10 1 4 7 10 Masking Method Improvement Omit Hand Rework Process 40ppm Dip Solder was made to one worker job Basic Working Guide Manual Revision of Manufacturing Engineering Standards PC Board Design Instructions 3ppm 78 79 80 81 82 FY 10 1 4 7 10 1 4 7 10 1 4 7 10 month 40 20 10 0 30

13. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 13 12/12/85-ZD4 YOKOGOWA HEWLETT PACKARD 60483624120 Failure Rate % 1.1.01.001.0001 months 10,000 1,000 100 10 1 PPM 50 % improvement each: 3.6 months Dip Soldering Defects

14. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 14 3/19/87-imp-9 rev. c. 1989-hflf-2 PROPOSED HALF-LIFE MODEL VALUES PROJECT TYPE EXAMPLE S MODEL HALF-LIFEEXPECTED RANGE uni-functional cross-functional multi-entity operator errors WIP new product cycle time outgoing PPM vendor quality warranty costs 3 9 1818 0 to 6 6 to 12 12 to 24 MONTHS

15. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 15 2/18/90-02180-2 Embodies the concept of KAIZEN Easy to understand Makes sense Data not negotiation based Accepted by line organization Works Hard to understand Doesn't reflect where we need to be Hard to use manual vs. computerized assumes instant startup assumes constant rate of learning focuses on results not process realistic "...the rate at which individuals and organizations learn may become the only sustainable competitive advantage..." Ray Stata Supporters Critics ADI RESPONSE TO HALF-LIFE CONCEPT

16. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 16 c. 1/17/89-?/3/12/90-03120-2 rev 4/8/90 CUSTOMERS EMPLOYEES partnershipgrowth return STOCK- HOLDERS ADI's BUSINESS OBJECTIVES capital ADI's CONSTITUENCIES METRICS IS culturescorecard projects GOALS SOLVING PROBLEM

17. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 17 c. 1/17/89-AMS-5 rev. 4/8/90-04080-2 METRICS IS culturescorecard projects GOALS SOLVING PROBLEM ADI QIP GOALS MARKET LEADERSHIP (RMS) REVENUE GROWTH PROFITABILITY BE RATED #1 BY OUR CUSTOMERS TOTAL VALUE DELIVERED PRODUCTS DEFECT LEVELS ON-TIME DELIVERY LEADTIME PRICE RESPONSIVENESS TIME TO MARKET PROCESS PPM MANUFACTURING CYCLE TIME YIELD BUSINESS OBJECTIVES: DRIVERS: EXTERNAL LEVERS: INTERNAL LEVERS: IN

18. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 18 c. 7/12/87-QIP-16/QS-16B rev. 7/25/87 ADI QIP GOALS (IC OPERATIONS, ESTABLISHED PRODUCTS) METRIC1987 HALF-LIFE 1992 On time delivery Lead time Manufacturing Cycle Time Yield Outgoing defect levels Time to Market EXTERNAL INTERNAL CORPORATE-WIDE COST MANAGEMENT WHILE AGGRESSIVELY PURSUING Process Defect Levels 85% 10 wks 500 PPM 9 9 9 >99.8% <10 PPM <3 wks 15 wks 20% 9 9>50% 5000 PPM6 <10 PPM 4-5wks 36 mths 24 6 mths

19. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 19 C. 1989

20. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 20 5/22/90-05220-4 GOALS IS culturescorecard projects METRICS SOLVING PROBLEM PERFORMANCE MEASUREMENT does not mean measurement improvement If you don't measure it, it will not improve.

21. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 21 4/8/90-04080-3 rev 5/13/90 GOAL: IMPROVE CUSTOMER SERVICE CUSTOMER SERVICE METRICS ON TIME % late % early % on time RESPONSIBILITY factory warehouse credit customer LATENESS/EARLINESS shipped late, how late? shipped early, how early? still late, how late? months to ship late backlog LEAD TIME customer requested lead time % CRD's matched excess lead time RESPONSIVENESS time to schedule an order GOALS IS culturescorecard projects METRICS SOLVING PROBLEM

22. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 22 4Q89-% Late ADS MED CLD IPD DSP MDL ADI ADBV On Time Customer Service Improvement Quarterly Data (1Q87 – 4Q89) 100 1 10 0.1 Half Life In Months 10.8 16.5 8.4 18.0 13.8 6.9 54.9 13.2

23. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 23 5/22/90-05220-2 CREDITS Elizabeth Derwin Jim Doscher Wally Francis Ira Moskowitz Rich Lynch Holley Murphy Art Schneiderman Pilot Executive Software

24. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 24 1Q90-Scorecard-1 ? Analog Devices - 1990 Scorecard ADI Qtr 1 1990 1 2 MetricActualPlanVariance% Variance QIP:.00 On Time Delivery % (To FCD)95.9096.70-.80-.83 % CRDs Not Matched51.4046.105.3011.50 Excess Leadtime (Weeks)2.903.40-.50-14.71 Employee Turnover %11.1013.00-1.90-14.62 IC Outgoing PPM1023.001481.00-458.00-30.93 IC Process PPM1601.001966.00-365.00-18.57 IC Cycle Time62.6052.1010.5020.15 IC Yield35.7038.70-3.00-7.75 AP Outgoing PPM5746.001715.004031.00235.04 Plug In Yield91.7090.501.201.33 AP Cycle Time23.9024.20-.30-1.24 Scrap/Rework Cost12.508.803.7042.05 RetraceUtilities1989 ScorecardCommentaryReturn

25. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 25 1Q90-Scorecard-2 ? Analog Devices - 1990 Scorecard ADI Qtr 1 1990 1 MetricActualPlanVariance% Variance NEW PRODUCTS:.00 Post 1985 Products.0039.10-39.10-100.00 Forecasted 3 rd Year Bookings.0014.20-14.20-100.00 FINANCIALS:.00 Sales109.70112.40-2.70-2.40 Sales Growth (YTY)-3.90-1.50-2.40160.00 Contribution Margin7.207.80-.60-7.69 ROA (Contribution Margin)6.908.60-1.70-19.77 RetraceUtilities1989 ScorecardCommentaryReturn

26. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 26 Apr 90-OTD CUSTOMER SERVICE METRICS – ON TIME/RESPONSIBILITY April 1990 Early %On Time %Not Late %Division %Warehse. %Credit % ADBV9.9485.5595.494.38.29.52 ADS6.6489.9896.623.91.34.44 CLD30.8666.7997.654.22.18.30 CTS7.8291.6299.44.56.00 DSP2.5295.5098.022.52.36.18 IPD5.6788.2093.876.87.36.23 MDL61.9428.3990.328.39.001.29 MED20.2478.8799.112.58.00.10 ADI9.2886.7296.004.53.31.39 ALL9.2886.7296.004.53.31.39 UtilitiesChange MetricsReturn

27. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 27 Apr 90-% Late Half Life (In months) Percent Of Lines Shipped Late (May 89 through Apr 90) ADBV ADS CLD DSP IPD MDL MED ADI NA NS NS NS N/A 8 NS NS 100 10 1 0.1 + + + + + + +

28. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 28 Apr 90-ADI half-life ADI Half-Lives by month 5/89 to 4/90 5/899 6/897 7/897 8/897 9/898 10/8910 11/8911 12/8915 1/9047 2/9060 3/9060 4/90N/A Hlf Life 60 50 40 30 20 10 0 May 89 JunJulAugSepOctNovDecJan 90 FebMarApr

29. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 29 Apr 90-S&D-1 /ADITYPECUSTOMER Adi Ontime ? Print ResetMetricsViewsCalendarReturn Select label, composite, or new key field. TABLE: CSTB ENTITY ERY_SHIP_PCTON_TIME_PCTNOT_LATE_PCTDIVISION_PCT LATEST PERIOD(4/90) TOTAL ADI 9.2886.7296.004.53

30. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 30 c. 1987-CS Metrics ADI CUSTOMER SERVICE METRICS CANCELCLEARDONE ? Select label, composite, or new key field \/ END ASAP Number Of ASAP Orders Placed During The Period ASAP_PCT Percent Of Orders Received That Were ASAP AVG_SHIP Weighted Average Number of Shipments Per Period BACKLOG Total Number Of Unshipped Orders CRD_HOLD_PCT Percent Of Lines Late Due To Credit Hold CRED_REF_PCT Percent Of Lines Late Due To Credit Referrals CREDIT Number Of Lines Late Due To All Credit Causes CREDIT_HOLD Number Of Lines Late Due To Credit Hold Causes CREDIT_PCT Percent Of Lines Late Due To All Credit Causes CREDIT_REF Number Of Lines Late Due To Credit Referrals CUST_STOP Number Of Lines Late Due To Customer Stops CUST_STP_PCT Percent Of Lines Late Due To Customer Stops CUSTOMER Number Of Lines Late Due To All Customer Causes CUSTOMER_LT Average Customer Requested Lead Time CUSTOMER_PCT Percent Of Lines Late Due To All Customer Causes DISTRIBUTION Number Of Lines Late Due To All Distribution Causes DISTRN_PCT Percent Of Lines Late Due To All Distribution Causes DIV_WAREHSE Lines Late Due To Divisional Warehouse Error DIV_WE_PCT Percent Of Lines Late Due To Divisional Warehouse Error DIVISION Number Of Lines Late Due To All Divisional Causes

31. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 31 Apr 90-S&D-2 /ADITYPECUSTOMER Adi Ontime ? Print ResetMetricsViewsCalendarReturn Select label, composite, or new key field. TABLE: CSTB CUSTOMER ERY_SHIP_PCTON_TIME_PCTNOT_LATE_PCTDIVISION_PCT LATEST PERIOD Finished(4/90) CORPORATE KEY ACCOUNT DOMESTIC KEY ACCOUNT FOREIGN KEY ACCOUNT KEY ACCOUNT NON KEY ACCOUNT ADKK ALLEN BRADLEY AMOCO ARMCO ATT BEACKMAN BENDIX BETHLEHEM STEEL \/ END

32. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 32 Apr 90-S&D-3 /ADI /OEM/DIST Adi Ontime ? Print /HEWLETT PACKARD ResetMetricsViewsCalendarReturn Select label, composite, or new key field. TABLE: CSTB ENTITY CUSTOMER_LT LATEST PERIOD(4/90) TOTAL DIST – ADI – HEWLETT7.64 OEM – ADI - HEWLETT8.34

33. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 33 Apr 90-HP lead time DIST – ADS – HEWLETT PACKARD METRIC: CUSTOMER_LT (4/90) 5/89N/A 6/897.17 7/893.64 8/89N/A 9/896.83 10/898.75 11/898.24 12/89 9.51 1/906.29 2/906.93 3/908.11 4/907.64 12 10 8 6 4 2 0 May 89 JunJulAugSepOctNovDecJan 90 FebMarApr

34. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 34 Feb 90-Cust data base CUSTOMERS IN VENDOR RATING DATABASE ABB AFGA Allen Bradley Allied Signal Ametek Analogic Apollo AT&T Bendix Compugraphic Eaton Ford General Electric GEC Gould Hewlett-Packard Honeywell Hughes Kodak Loral Lucas M/A-COM Marquette Electric Masscomp Measurex Perkin Elmer Raytheon Reliance Electric Rockwell Sanders Siemens Sikorsky Tektronix Teledyne Teradyne Texas Instruments Trillium United Technologies Waters Associates Westinghouse

35. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 35 Feb 90-CMD ON TIME DELIVERY, CUSTOMER MEASURED %LATE%LATE 100.00 10.00 1.00 Fe 1987 ApJuAuOcDecFe 1988 ApJuAuOcDecFe 1989 ApJuAuOcDecFe 1990 HALF-LIFE = 10 MONTHS QIP STARTED Actual Data (Ave: 21 C9ompanies per point) Trend

36. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 36 5/22/90-05220-1 HEWLETT-PACKARD VENDOR RATINGS yearADI ranktotal supplierscategory linear IC suppliers all IC suppliers linear IC suppliers all IC suppliers 16 8 15 12 8 5 5 1 1986 1987 1988 1989 * * tied with one other supplier

37. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 37 5/22/90-05220-5 (E)IS LESSONS LEARNED May 22,1990 The system MUST be: driven by business needs user friendly graphical, colorful menu/mouse driven (no acronyms) logical,intuitive and efficient permit drilldown/consolidation accessible and responsive easy to get hard copy available in 3-6 months start with top management financials first, then metrics Be prepared for user proliferation top to bottom err on the side of open access Be prepared for information proliferation EIS to DSS

38. ©1985, 2000 Arthur M. Schneiderman All Rights Reserved. Slide 38 5/22/90-05220-6 PRACTICE THE PRINCIPLES OF QIP Break down cross-functional barriers: "You define the needs; we'll decide the best way to meet them". vs. "Let's work together to determine the best solution to the problem". uncover latent needs innovate new solutions (E)IS, THE FUEL FOR CONTINUOUS IMPROVEMENT