1. Lean Sigma Facilitator Training Class

2. LeanSigma ® Facilitator Training Module 1 – Introductions & Expectations

3. Topics Introductions Lean Objectives and Basic Tools Lean at IMS Objectives / outline of 4-day Lean training 3 Process excellence

4. Lean Sigma is a collaborative improvement approach. IMS launched Lean Sigma in 2011 to improve the speed, quality and efficiency of our processes. It combines tools from Lean and Six Sigma to maximize customer value and minimize waste such as delays, rework, and defects. Lean Sigma relies heavily on Kaizen events -- cross-functional sessions where employees identify process changes. IMS ran more than 100 kaizens in the first year of the program. Most Lean changes are implemented in 90 days. 4

5. Lean Sigma Objectives Optimize process efficiency Enable incremental benefits for the business Accelerate the pace of change Maintain or improve quality levels Leverage new opportunities to provide customer value Entrench Lean in the culture 5

6. Benefits - Lean saves time and effort that can be used in various ways. −Cost savings ($ removed from the budget) −Capacity redeployed to other work −Cost avoidance (projects or penalties are avoided) −Potential revenue generated −Risk mitigated −New value created for customers Lean efforts often improve quality since activities become simpler and less labor-intensive. 6

7. Lean changes the culture by entrenching simple values. Look for ways to improve value and eliminate waste View change as healthy Don’t let “best” get in the way of better Simplify and standardize Think globally and cross-functionally View your work from the customer’s perspective Celebrate successes Understand how your process is linked to IMS strategies 7

8. Lean helps us succeed in a challenging environment. Product and Process Complexity Increasing Customer Expectations Functional organization structure Legacy IT Systems Service delivery shifting from front-end to operation 8 1-8 If it were easy … Key Challenges

9. Lean tools - Kaizens are problem-solving sessions where we apply Lean. Day 1 Discovery Review charter, create current state process maps and measures (# delays, # value-added steps, etc.) Day 2 Opportunity Brainstorm ideas to eliminate waste; improve pull, flow and quality Create the future state map Assign action items for 90 day plan Day 3 Implementation Complete some action items Report results Kai = Change Zen = for the good 9

10. Lean tools - Kaizens are just one element of the Lean toolkit. 10

11. Lean Tools - Much of Lean will seem like “Applied Common Sense”. Establish Continuous Flow Leverage a Pull System Operate to Takt Time 11 Smooth the Process Jidoka −“Autonomation” −Mistake Proofing −Root Cause Identification and Elimination (Abnormality Management) Process Capability & Variation Just-In-Time Principles Principles of LeanSigma ® Just in Time Just in Time Jidoka Process Smoothing Just in Time Just in Time Jidoka Process Smoothing

12. Lean Sigma has six steps to optimize processes. 12

13. Lean at IMS 13 Executive Sponsors Lean Leaders Lean Facilitators

14. Lean Executive Sponsors set priorities. Idenitify processes that need to be improved to achieve their business goals. Ensure that their organizations have targets associated with Lean. Serve as an evangelist to drive Lean through the organization. Hold people accountable for results. 14

15. Lean leaders drive results that are aligned to IMS strategies. 15 Align with the Champion on high-level priorities Manage the kaizen pipeline. Ensure implementation actions are completed (verified through 30 / 60 / 90 day reviews) Report results (benefits) of Lean work Ensure stakeholder support and engagement Handle communications (articles, newsletters, brown bag events with employees)

16. Each IMS area has a Lean leader. AreaLean LeaderChampion H.R.MJ Carino / Laura WurzerPaul Thomson FinanceDarcie PeckRon Bruehlman Data Collection / Prod. Services PD / Technology Stat Services APAC Japan Massimo Villa / Uli Witsch Uschi Bauman Thomas Kleusberg Tamra Kirkpatrick Vivian Wei Itaru Hayashi Sati Sian Canada B.U.Tania GaetanoMichael Brogan Central Europe B.U.Ruediger JohnerFrank Wartenberg SEME BUSimona CappelliniJose Luis Fernandez US BUMike BassickSeyed Mortazavi LA BULeonardo SilvaNilton Paletta NEA BUBhavini PatelAlistair Grenfell APAC BUPurple KuoAndy Liu Japan BUKoji YomadaMinato-san GPSMike DuffyTBD Supply Management / Procurement Tom Brazear / Claire HuffmanKevin Knightly LegalChristine WiegandHarvey Ashman 16

17. Lean facilitators manage lean events and ensure recommendations are implemented. 17 Plan lean events (project charters, participant training, etc.) Facilitate and apply lean tools during the event. Ensure implementation actions are completed (verified through 30 / 60 / 90 day reviews) Capture key information in the Lean PMO site to ensure knowledge is shared and visible. Ensure engagement of process owners and front-line employees Are lean evangelists!

18. Lean’s structure ensures process discipline and functional execution. The Lean Council Business units Finance H.R. & Admin G.T.S.O. Strategy, Innovation & Development Legal G.P.S. Supply Mgmt Healthcare Value Solutions IMS Consulting Group Leads & sponsors Facilitators Kaizen participants Functional Execution Process Discipline 18

19. The LeanSigma ® 4-day course helps you to be an effective facilitator. Workshop Objectives: Introduce Lean Principles and Tools Give tips and techniques for facilitation, brainstorming and team dynamics Provide “hands-on” experience with elements of Kaizen Understand your role in the Lean culture 19 1-19

20. Four-day training is a first step toward certification. Facilitators spend a minimum 15% on Lean efforts 20 Observe one kaizen Co-facilitate one kaizen (someone else will be the lead facilitator) Be the lead facilitator for 2 kaizens

21. Agenda Introductions Time-based strategy Simulation Round 1 Voice of the customer Waste Just in Time concepts Simulation Re-engineering Process Smoothing Jidoka Simulation Round 2 Measuring Lean Success Continuous Improvement 1-21 DAY 1 DAY 2 Principles – Tools – Application 21 DAY 3 DAY 4 Process Mapping Simulation Re-engineering Kaizen Facilitation