1. October 2008 Lean Six SigmaCase Study: MRAP Matt Shapiro, LSS Black Belt Krista Walker, LSS Black Belt Delivering Joint Interoperable Solutions to the Warfighter Through Engineering Excellence Speed to Capability Rapid Prototyping Leveraging Technology

2. Why is Lean Six Sigma important? • Federal government is pushing LSS • Future contracts • Just good business

3. Meeting Our Nation’s Demand Signal

4. Strategic to Tactical 4

5. Initial Surge Exceeded Existing Capacity • Suboptimal Flow • No Standard Work Areas • Suboptimal Line Balance • Excess Change over time • Suboptimal Standard Work August 2007

6. Recipe for Success Team Unification 50+ MRAPS Per Day Lean Six Sigma = + Process Improvement Team fully devoted to Lean Six Sigma activities: 1 Lead Program Black Belt 3 Execution Black Belts 6 Green Belts 1 MBB George Group Coach

7. Lean Six Sigma Line Design Station 1 Station 2 Point-of-Use Hardware QA Line Checklist GFE Kits POU Storage GFE Kits POU Storage 1 5 Hours 5 Hours 4 Final QA Inspection GFE Carts 2 Visual Line Analysis Visual Line Analysis TAKT Boards 3 Index Build Pace = 5 Hours Per Station

8. Lean Six Sigma Status • Total Projects Identified 57 • 7 Projects in progress • 44 Completed • 6 future events Capacity exceeds demand • Achieved 50 Integrated C4ISR Per day 5 Dec 2008 • 3719 Completed 31 JAN 2008 • 10,000 Competed 21 AUG 2008

9. Lessons Learned • Senior Management Engagement is Key • Inclusion of Subject Matter Expert (Worker) is critical • Quick results – Challenge current conventions • Standardized Work Flow is Critical

10. Questions? August 2007 (5 per day) January 2008 (50 per day) Transformation