1. Supplier Excellence Alliance (SEA) Process Owner Forum 3.1.1 - Kaizen
Presented by: Dan Cannon
October 11, 2010

2. About NTS A leading provider of Integrated Engineering and
Testing Services
Founded in 1961
20+ Engineering Offices & Test Facilities (Arkansas, Arizona, Calgary, California, Colorado, Kansas, Massachusetts, Michigan, New Jersey, Virginia)
Approx Full Time Employees, 150 Project Employees
Distinguishing characteristics related to SEA:
Service Organization
Enterprise-wide approach
We continuously strive to make the execution of strategy a core competency
Core Values
Balanced Scorecard
PIPELine Process (SEA)

3. Thermal Vacuum Chamber
Capabilities
Vibration
Thermal Vacuum Chamber
Acceleration 3

4. Capabilities Shock Testing EMC/EMI Testing Thermal Testing 4 4/25/2017
SEA 2007 All Rights Reserved 4

5. Why SEA for NTS
A lean enterprise eliminates waste throughout the value streams by applying the philosophy & techniques of lean process
The goals:
On-time Delivery
Excellent & Consistent Quality
Cost Containment & Cost Reduction
A culture where all employees work toward:
Customer Satisfaction
Lean and other organizational goals
Continuously improving personal and team skills

6. Our Core Values determine how we develop our culture,
NTS Core Values
Our Core Values determine how we develop our culture,
brand and business strategies:
Organizational Integrity - we inspire honest and respectful interactions
Respect for the Individual – we value initiative, understanding, ethical behavior
Quality Customer Service – foster loyalty and respect
Stewardship – “Obligations to Stakeholders”- properly utilize & develop resources
Embrace & Drive Change - continuous process improvement
The Best People Make the Best Teams- attract, retain, develop talent
Personal & Organizational Growth- challenge and stretch ourselves
One Enterprise- leverage our service, capabilities and relationships 6 6

7. NTS Strategy Map
3.1.1 Kaizen Process 7 7

8. SEA Roadmap

9. Leadership & Culture Processes
Plan
Act Do
Check
3.1.1 Kaizen Process

10. SEA Kaizen Criteria 3.1.1 Kaizen Process
How does your organization set and review priorities for Kaizen events?
How is recognition for team members provided and who is involved?
How are lessons learned shared with others who can benefit?
How are process improvements documented and deployed to others using the same or similar processes?
How are internal Kaizen leaders developed and deployed?
How are goals set for Kaizen leadership and how is progress monitored?

11. SIPOC Suppliers: Inputs Process Output
Exec Team: Corporate Strategy Map / BSC
Process Mapping
Future State Process Maps / SOPs
Process Champ.: Team Charter
Implementation
Leaned Process
Leadership Team: Metrics
Training
Training Materials / Trained Staff
Process Owner: Current State Process Maps
Recognition
Improved Metrics

12. Continuous Improvement – PIPE Line
3.1.1 Kaizen Process

13. 3.1.1 Kaizen Process Areas Addressed Setup Preparation Event
Post Event
Feedback
Corporate Strategy Map
Balanced Scorecard
Value Stream Maps
Annual Imp. Plan
Process Owner assigned to initiate PIPELine team
PIPELine Team objectives set via Team Charter and linked to Annual Improvement Plan
Process Owner determines Kaizen tool appropriate
Kaizen Objectives set and linked to PIPELine Team charter
Process Owner or Kaizen Leader collects data
from work area related to
upcoming Kaizen event
Kaizen Leader confirms
objectives with Process Owner and Champion
Resources are requested and approved by
Champion and facility/group directors
Kaizen event schedule is set
with specific daily action plans
Conduct training
Assign action plans
Daily report outs
Pilot run if applicable
Create new standard work and training
Prepare report out
Present results at quarterly Leadership Team meeting
Manage event and Leadership Team meeting follow-up
Process Maturity Level 2 Gate Review
Collect feedback and improve process
Areas Addressed

14. Virtual Kaizen Process
What makes it virtual ?
NTS enterprise-wide implementation of lean principles
Service organization – very few cells or factories
Leveraging video/teleconference meeting technology
Incremental working meetings rather than start to finish event
Structured milestones and goals for each meeting
Action items and homework assignments between meetings
Collaboration website to post
and share results

15. Process Mapping Example via Virtual Kaizen
Order Entry Process

16. Kaizen Example for Order Entry Screen
Order Entry Process

17. Collaboration Website

18. Training Plan Example for Order Entry Kaizen

19. Questions. Dan Cannon dan. cannon@ntscorp. com 781-439-5723 www
Questions? Dan Cannon THANK YOU!