1. Company Presentation Technical Director How Lean Can Change Your Organisation Today Keeping Core Capabilities In-House Suaju Ltd

2. Agenda Business Overview Lean –The Foundations of Suaju –Waste –Our Core Values Business Lines –Lean Management –Business Process Intelligence (BPI) / Business Process Management (BPM) –Lean Software Working Model Lean Implementation Walkthroughs –Top-Down –Bottom-Up –Make-Way The Lean Journey Q & A

3. Business Overview A Bristol, UK based company Founded 2009 Employees recruited on a need basis Founder worked 15 yrs IT in leading companies: Assystems - Silver Atena Rolls-Royce - Data Systems & Solutions BAE Systems – ATS/Reflectone GEC-Marconi Business Scope: “Lean Management and Consulting Services, Implementing Business Process Improvements, Software Development Techniques and associated Hardware” Why Suaju: –A need for a Lean Approach Bureaucracy Paper Work Process Uncontrolled costs –Attended the ‘Lean Government’ Conference in Westminster

4. Certification / Status: –ISO 9001:2008 - Quality Management System Certified by ACS Registrars, UKAS –Information Commissioners Office (ICO) - Data Protection Act 1998 –FEANI - Federation of Professional Engineers, Combing 31 European Country Engineering Association Workings –Fair-Trade Workplace Our Business Lines –Lean Management –Business Process Intelligence / Management –Lean Software Business Overview

5. Lean The Foundations of Suaju Waste Our Core Values

6. Lean – The Foundations of Suaju Lean Manufacturing or Lean Production Used in the Toyota Production System Resources other than adding customer value is waste Principles: –Understanding Customer Value Only what customer perceives –Value Stream Analysis Only add steps that add value –Flow Dedicated production cells –Pull Work only on what is required –Perfection Continuous Improvement

7. Lean – Waste Transfer of skills/Items Catalogue/Storage Size Irrelevant activity Waiting for items Production overkill To much processing Deficiency not conforming to requirements

8. Lean - Our Core Values –Keep Core Capabilities In-house –Shared Services Approach –Understand the Business Cultures –Never compromise Quality –Accountability

9. Business Lines Lean Management Business Process Intelligence (BPI) / Business Process Management (BPM) Lean Software

10. Business Lines - Lean Management Continuous Improvement –Long term vision –Always work towards evolution and innovation –See facts for oneself Respect for people –Stakeholders Mutual Trust Problems taken seriously –Employees Manager takes responsibility of their employees objectives Listen and work bottom-up

11. Business Lines –BPI / BPM Business Process Intelligence (BPI) –Process and Activities monitored Realtime –Identifying bottlenecks, interruptions, external events Business Process Management (BPM) –Holistic Management Approach –Aligning organisation aspects with the requirements of the Customer –Design-Modelling-Execution-Monitoring- Optimization

12. Business Lines – Lean Software Apply the Lean Principles to Solutions Development combines leading methodologies –Agile –UML –Waterfall Worldwide workforce to hand –Finland –Ukraine –Poland –India –China

13. Working Model Inception –Business needs, Understand/Clarify the problems, What value can be added, Produce Findings Elaboration –Identify scope, Schedule, Resource Profile, Risks, Top layer of solution Construction –Produce full solution, Verify solution meets stakeholder needs Transition –Deliver solution, Install, Stakeholders validate solution Maintain –Keep Dialogue

14. Lean Implementation Walkthroughs Top-DownBottom-UpMake-Way

15. Lean Implementation Walkthrough 1 Top-Down Scenario “flowed down organisation to project team” Senior Management Discuss Lean Vision Project Leaders are informed of the vision and a Project Leader is selected to lead the Lean approach for a Pilot Lean Project Leader is given Objectives Project Leader Objectives are flowed down to team members where negotiation takes place and team members are listened to The Lean Principles are flowed down to the team members Lean Project Leader is given a project where the Client has agreed the Lean Implementation Approach The Lean Project Leader and their team members give feedback on a regular basis to senior management where lessons learnt are fed back into the system Roll out pilot to other Project Leaders

16. Lean Implementation Walkthrough 2 Bottom-Up Scenario “increase employee moral and motivation” A meeting is set up on a regular basis with employees (no managers) to discuss how things could be done better within their organisation and team An idea is voted by the team and presented to their manager The manager discusses this with senior managers The idea is progressed – motivation and moral is increased within the team

17. Lean Implementation Walkthrough 3 Make-Way Scenario “make way for a change in process” The Manager of a company is given the option to choose any process that requires improving and improve it Clear path for change with support from senior managers is given Form a direct, simplest, movement of information for those who produce it Form a direct, simplest, movement of information for those that use it Result in reduced cycle times and inventory

18. The Lean Journey

19. Lean introduced into organisation Review organisation process structure Changes proposed showing added value Changes implemented into organisation Changes reviewed and shared with rest of organisation

20. Q & A How Lean Can Change Your Organisation Today Keeping Core Capabilities In-House

21. Contact email: enquiries@suaju.com enquiries@suaju.com tel: +44 (0) 117 902 4532 fax: +44 (0) 207 022 1663 web: suaju.com suaju.com Suaju Ltd 13/14 Orchard Street, Bristol, BS1 5EH, United Kingdom Company Registered in England 6884790 © Suaju Ltd, UK. all rights reserved