Company Presentation

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

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. Business Overview • 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

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-Down • Bottom-Up • Make-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. The Lean Journey • 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. How Lean Can Change Your Organisation Today Q & A Keeping Core Capabilities In-House

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