1. Six Sigma EPM – Version 2 MPUG Demonstration 5/4/2004 Phoenix, Arizona Wayne MacDonald Senior Principal wayne.macdonald@immedient.com

2. Agenda Overview of Six Sigma –What it is –How it’s done The Six Sigma Accelerator –What it does –Who wants to use it Features, Functions and Specifications Additional Information

3. What is Six Sigma Developed at Motorola Provided Granularity for Measuring Defects Motorola Created the Methodology and Culture Change Required Definitions Vary

4. What is Six Sigma Statistical Process Management Methodology Standard Deviation from the Mean 2308,537 366,807 46,210 233 63.4   PPM Process Capability Process Capability 5 Defects per Million Opp.

5. 99.99966% (6 Sigma) 20,000 lost articles of mail per hour Unsafe drinking water for almost 15 minutes each day 5,000 incorrect surgical operations per week Two short or long landings at most major airports each day 200,000 wrong drug prescriptions each year No electricity for almost seven hours each month Seven articles lost per hour One unsafe minute every seven months 1.7 incorrect operations per week One short or long landing every five years 68 wrong prescriptions per year One hour without electricity every 34 years 99% (3.8 Sigma)

6. Methodologies DMAIC –Define –Measure –Analyze –Improve –Control

7. Copyright 2003 by Thomas Pyzdek

8. Methodologies DMADV –Define –Measure –Analyze –Design –Verify DFSS –Design for Six Sigma CMM Level 4 and Level 5

9. An integrated set of products, services, and Microsoft authored guidance designed to solve specific customer business problems What is an Accelerator

10. Is mentor, trainer, and coach of Black Belts and others in the organization. Brings the broad organization up to the required Six Sigma competency level. Is a leader of teams implementing the Six Sigma methodology on projects. Uses more sophisticated statistical tools to help team members and the broader organization. Tracks the improvement savings and costs. Participates on the project teams. Supports the goals of the project, typically in the context of his or her existing responsibilities. Master Black Belt Black Belts and Green Belts Champion Financial Controllers Team Members (Suppliers / Process Owners) Is responsible for coordinating a business roadmap to achieve Six Sigma. Selects projects, executes control, and alleviates roadblocks for the Six Sigma projects. Who Uses the Accelerator

11. Six Sigma RoleMicrosoft Project Server Group Corp VP of Six SigmaExecutives Site VP of Six SigmaExecutives Master Black BeltProject Managers Black BeltProject Managers Green BeltProject Managers Team Member ChampionExecutives StakeholderExecutives FinanceExecutives Executive SponsorExecutives HR RepresentativeExecutives Six Sigma OfficeAdministrators Typical Roles

12. Why Use the Accelerator Project Tracking –How many projects are in progress –What are their critical milestones –What is the current status –When do they complete Financial Results Tracking –What are the targeted savings for this project –How are they measured –Where are they tracked

13. Why Use the Accelerator Six Sigma Reporting –What is the reporting cycle –Who gathers reports –What is the project initiation (hopper) process Resource Management –Which BB’s and GB’s are assigned to projects –When do they become available for another project

14. Why Use the Accelerator Strategic Alignment –What is the portfolio of project –How do those projects support our objectives Institutionalize Processes –Are all my BB’s and GB’s using the same tools –When the tools are improved, how are they distributed –What is the friction free way of distributing those tools

15. Important to EPM, Not Six Sigma No Earned Value! –% Complete is Good Enough Minimal Interest in Resource Utilization –Manage to the Delivery Dates –SWAG the BB / GB Run Rate Don’t Assign Team Members –BB / GB do most of the work and reporting No Risk, Action Items –Do the work, by a certain date

16. Immedient’s Six Sigma Solution Promotes standards and collaboration across the organization –Consistent use of methodologies and tools Easy to use project guides and tailored interfaces Project templates, including DMAIC –Centralized archive of project data Promotes collaboration across the business Leverages successes and best practices

17. Immedient’s Six Sigma Solution Delivers increased visibility and control –Flexible, real-time project and portfolio reporting –Powerful, easy-to-use portfolio analysis tools –Improve risk management and project success –Aligns project with business

18. Product Architecture by Role Execs, Champions, Team Members Master Black Belts, Black Belts Green Belts *Green Belts need Project Professional if scheduling and resourcing features are required

19. Role Based Views Executives / Champions Team MembersBlack BeltsGreen Belts Master Black Belts Microsoft Project Web Access Microsoft Project Professional 2003 Microsoft Project 2003 Server Centralized Tailored Interfaces

20. Key Features Project Collaboration Training Reinforcement, Process Guidance, & Automation Financial Results Tracking Project Pipeline Data Assistant Six Sigma Reporting  Project Management Tool  Role Based Views  Team Collaboration Site  Project Guides & Help  DMAIC Project Templates  Six Sigma Tool Management  Financials Module  Project Selection  PowerPoint Reporting  Automated Dashboards  Analysis Tools

21. Project Guides Helps Green Belts and Black Belts –Navigate the project plan –Directly access common features Context Sensitive Help –Features & Tools –Policies & Best Practices Ease of Use

22. Project & Tool Templates Central “Library” –Project Templates –Six Sigma Tool Templates Embody Corporate Standards and Best Practices Centrally maintained Ready access to most current versions Automatically copies Tools to new project Process Control

24. Financials Module Track Benefits and Expenses by Project Customized “Chart of Accounts” (Categories, Sub-categories, etc.) Roll-up across Projects for Reporting & Analysis Each Financial Metric has monthly / weekly: –Baseline –Actual –Forecast Consistent Tracking Consistent Tracking

25. What are Financial Groupings? –Savings and Cost Avoidance containing Labor, Material, & Other –Define outline levels of metrics in Categories. –Rollup metric values to critical reporting classifications Financial Module

26. Reporting & Analysis Project Reports –Manual Status Reports –Financial Benefits/Expenses, Variances Portfolio Analysis –Customizable Dashboards –Interactive Analysis –Charts & Graphs –Resource Reports & Analysis PowerPoint Generation Visibility & Insight Visibility & Insight

27. New Feature: Data Assistant Pull Excel objects & tables into a “Gallery” Snap objects selected from the Gallery into PowerPoint using pre-defined slide layouts Data refreshes with most current every time the PowerPoint presentation is opened Requires Microsoft Office Powerpoint 2003

28. New Feature: Data Assistant

29. New Feature: Project Selection Project idea pipeline management Enter project ideas Iterative “flesh out”, scoring, scheduling Dashboards for pipeline management Requires Microsoft Office InfoPath

30. New Feature: Project Selection

32. Outlook Integration Email notification w/ hyperlink to PWA Automatically inserts meeting reminder Team members can update % Complete directly in the meeting record

33. New Feature: Outlook Integration

34. Software Requirements Required Server Software –Windows Server 2003 –Windows SharePoint Services –Office Project Server 2003 –SQL Server 2000 –.NET Framework Optional Server Software –SharePoint Portal Server 2003 –Exchange 2003 –BizTalk Server 2004 Required Client Software –Project Professional 2003 (Project Mgr’s only) –Project Web Access –InfoPath 2003 –Internet Explorer 5.01 or later –Microsoft Windows 2000 or later Optional Client Software –Microsoft Windows XP –Microsoft Office 2003

35. Benefit Calculation of the Accelerator Average-size DMAIC/DFSS project ($ benefit)$150k Average # DMAIC/DFSS projects (per year)250 Projected productivity improvement8% Projected incremental # projects (per year)20 Projected incremental benefit ($ per year)$3M

36. Why Immedient Experienced EPM Delivery Experienced Six Sigma Delivery Analyzes your goals and configures specifically to solve real-world business problems Systems Integrator – in business for 16 years, 8 national offices

37. Accelerating Results – July 21, 2004 A Six Sigma Management System –Motorola University and Immedient How to implement Six Sigma as a Management System for your company How to institutionalize your departmental Six Sigma program How to improve the productivity of your Six Sigma Teams How to manage your Six Sigma portfolio