1. A presentation for APICS – Chicago January 21, 2003 Speed Unrealized Ideas to Action Why companies compromise results and what to do about it

2. What's obvious  Higher customer satisfaction  Increased profit margins  Higher employee job satisfaction What’s compromised  Whole company alignment  A pool of available cash What's missing  A framework for managing change The Potential of Speed

3. What’s Obvious - The Definition

4. What’s Obvious - The Process Establish an overall cycle time measure  Order to bill Establish sub-cycle time measures Establish value added time of each as a goal Define the pool of savings available Use change management as framework

5. The Burning Platform – The Pool of Savings Pool definition assumptions: Cost of inventory 30% of total Cost of accounts receivable (AR) 30% of total Cost of quality is 30% of sales Labor reduction proportional to cycle time reductions Value added time 2 hours Cost changes with improvements Revenue does not change

6. Cost Pyramids Cost of Carrying Inventory Cost of Carrying AR

7. Projected Pool of Savings Labor saving of $273K (increased throughput) Material saving of $73K (COQ – reduced waste) Inventory savings of $20K (30% cost of inventory) AR savings of $10K (30% cost of AR)

8. Actual Product Line Results

9. What’s Compromised Alignment of the tough areas  Sales  Customer service The savings pool

10. Inventory Makes Life Simple … Takes the burden off customers to plan Provides manufacturing with cushions to cover quality problems and lack of planning Provides illusion to customers that company is fast and demands can easily be met Takes the burden off customer communication Keeps everyone busy

11. Common Excuses I don’t want to get hammered for running out of product. It’s those sales guys in the front office. I’m OK, you’re not, and who cares. I need to keep Joe busy. It’s less work for me if I have long production runs. What do you mean – apathy? We’ll sell it eventually. We know we can’t make budgeted sales, but we haven’t reduced the forecast. But the EOQ tells me to buy a ton of this stuff. I’m supposed to be accountable but I can’t control it. Our past sins are hidden in that old stuff. I’m not going near it! From Culture Shock, John Cranvenho APICS – The Performance Advantage July/August 2002, pp 49 - 51

12. Why a Framework for Change is Needed

13. The LaMarsh Approach The LaMarsh Managed Change™ model and methodology increases the quality and impact of the change. LaMarsh & Associates, Inc.

14. Closing Thoughts We have the knowledge to force speed in our companies We understand the full potential possible Our efforts are sometimes compromised because sweeping changes are required within our company If you approach the changes knowing and planning for resistance you will have a higher likelihood of success

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