1. July 26, 2011

2.  Jim Dieter – ASTM E2452 Overview  Eric Fassett – Contractor Implementation  Rick Shultz – Non-adoption of Standard  Earl Evans – Management Considerations

5. Assessments should be conducted in such a way that another assessment conducted independently would achieve substantially the same results Assessments should be substantiated and documented adequately to allow independent review and verification of the results Assessments and Measures

6. 6 A process for the assessment and reporting of an entity’s overall equipment management process maturity The highest value is placed on continuous improvement Designed to be applicable and appropriate for all equipment- holding entities

7.  The standard addresses two fundamental levels of Equipment Management activity within the entity: ◦ Process Management ◦ Operations

8.  The equipment lifecycle as addressed in the standard encompasses three fundamental lifecycle phases:  Acquisition  Use  Disposition EM Life Cycle

10. The EMPM provides assessment results that are easy to understand and communicate Areas requiring additional resources become apparent and thus can be more readily addressed Improvement can be tracked in meaningful ways Assessment detail allows attention to be drawn to processes of exceptional maturity

12.  Our Corporate Property Council decided that we would prepare an annual assessment to benchmark our five sector’s property management processes  A team was formed with representatives from all sectors  Reviewed the maturity levels and assessment criteria  Simplified maturity levels to address how we assess each criteria, e.g. procedures, evaluations, metrics, best practices  Determined that Process Management was redundant across the three life cycles (135 to 45)  Reviewed criteria for applicability and best value for effort expended  Agreed upon 61 criteria that would best represent our property management processes

13.  Targeted initial assessment for September 2010  Conducted training of sector representatives  Compiled data for corporate rollup number  Results showed that across the board we had procedures for almost everything and measured, or performed metrics, on a majority of the criteria

14.  2011 effort is to review initial assessment  Baseline effort for to level assessment  Second Evaluation July 2011  Add columns for basis of assessment and location where backup documentation resides  Column on form to compare to previous years  Added.5 philosophy where there were different scores for customer and company property  GSC, Security, ITAR, ESH, Risk Management consulted

15. EMPM Process Maturity Framework Documented People Trained Process Monitored A – B - C Process Ownership Repeatable & Standardized Stakeholders Involved Managed with Data Predictable Metrics with Targets Continuous Improvements Process Maturity Optimizing Managed Consistent Structured Basic A – B - CC - A – B How do you do this? I Don’t Know! Undocumented Inconsistent Trend Analysis Embedded/Supported Min. Goal Meeting Minimum

18.  Lack of value added in my current environment  Lack of management support

20.  If you need resources, you may be in trouble! ◦ We find ourselves in a difficult budgetary environment right now ◦ With this model, you can (within certain parameters) design an approach that provides benefit without a significant demand for new resources  What are you proposing? ◦ More specifically, why are you here? ◦ Is this something new? ◦ Why weren’t you doing it before? ◦ Is anyone else doing it? ◦ Who developed it? ◦ What does the customer think about it?

21.  Is the juice worth the squeeze? ◦ Management will want to know:  What is it going to cost?  There will be non-recurring cost  There will also be recurring cost  Why are we doing it?  What will it do for me? ◦ The questions will likely be asked whether you are proposing additional resources or not  Aha, a rating! Do we pass or fail? ◦ Not the issue; this is a process improvement model ◦ Can be converted to a self-assessment model

22.  You need to get management “buy-in” ◦ You will need it to ensure support from other functional organizations ◦ A risk assessment / benefit analysis is important  Have Your (Technical and Planning) Act Together ◦ Know the model and be able to explain it fully ◦ Have an implementation plan (approach and timing) ◦ Know where you have flexibility ◦ Know:  Your customer’s position (where appropriate)  The approach of related entities ◦ Clarity and brevity are generally good ideas