From the factory floor to Leaning Out, the often overlooked “non-manufacturing environment”

Customer Success Is Our Mission

From the factory floor to..

Leaning Out the often overlooked “non-manufacturing environment”

Jim Serazio

Raytheon Missile Systems Company3 December 2004


01/19/12 Page 2


Closing the gap between knowing / doing

• Raytheon – RMS Mfg Excellence Awards

• IT Team & Site Support Responsibilities• Our Lean IT Journey (Challenge)

• Vision & Design Guidelines

• Mapping Lean Principles for Non-Manufacturing

• Examples of Waste Reduction

• R6σ Model & Deployment Strategy• R6σ Maturity Road Map (Changing the Culture)

• Cycles Of Learning (Continuous Improvement)

01/19/12 Page 3


Raytheon Company

Bill SwansonChairman and CEO

Missile Systems

Space & Airborne Systems

Integrated Defense Systems

Network Centric Systems

Intelligence &

Information Systems

Raytheon Technical Services Company

Homeland Security

Government and Defense Business Content

01/19/12 Page 4


Benefits From Agile Benefits From Agile Industry Weekly(Oct 1999)

America’s Best Plant Award

❏ Navy Center of Excellence BMP Office❏ 129 Practices Submitted / Reviewed

(Largest submittal ever!)❏ 84 Determined Industry Best Practices

(Highest rate of selection!)

Rick Purcel, leader of Subteam 6 suggests that RMS apply for Industry Week’s“America’s Best Plant” award.

Best Manufacturing Practice SurveyBest Manufacturing Practice SurveySeptember 1998September 1998

SHINGOSHINGOTMTM

PRIZEPRIZEfor EXCELLENCE infor EXCELLENCE inMANUFACTURINGMANUFACTURING

20042004 Recipient Recipient of of

Manufacturing’s Manufacturing’s Most Most

Prestigious Prestigious Award Award

High Standards Established by RMS Mfg

01/19/12 Page 5


Missile Systems Information Technology• R6σ / Lean Expertise

― 176 professionals Trained as Specialists (93% Qualified)― 7 Certified Experts (1 Master) / 2 Experts in training

• Currently provide IT support for:

• December 2002, completed the consolidation of two independent directorates utilizing R6σ & Lean Strategies

― Engineering Computing & Information Technology Eliminated Redundancy & Non-Value-Added Activities Customer Expectations & Process Improvement $xM/3yrs in Financial Benefits (by optimizing / streamlining)

― “One IT” for all information and computing needs

― Camden, AR― Orlando, FL― Andover, KS― Lexington Park, MD― McAlester, OK

― Ft Bliss, TX― White Sands, NM― Eglin AFB, FL― China Lake, CA― 45+ Field Offices

― Tucson, AZ ― Farmington, NM― Louisville, KY― Spring Creek (N. Bldg), TX― Rancho Cucamonga, CA

IT Team & Site Support Responsibilities

01/19/12 Page 6


Our Lean IT Journey (Challenge)

Are we there yet?

Level 4Where exactly are we going?

You Are Here

Level 5

“It’s just manufacturing –it doesn’t apply to us..”

COMMWIP

KANBAN

Lean

R6σCause/Effect

Poka-Yoke

Cycle Time

JIT

5 Whys

01/19/12 Page 7


Vision & Design Guidelines

• Vision:Be the best we can by utilizing Lean Principles & R6σ tools and methodology (to eliminate waste in our processes) in order to achieve and sustain “Greatness.”

• Design Guidelines:Simple but effective maturity roadmap (transformation

strategy modeled after RPM & MEM) Establish and communicate achievable expectationsProven repeatable process (R6σ & Lean Strategies) Commitment by everyone on our team ESSENTIALSet our employees up for successCreate ongoing learning opportunities

Active and fully engaged management team

01/19/12 Page 8


Lean Principles for Non-Manufacturing

● Electronic 5s (Workplace Org.)● Line Balancing > Load Balancing● Error Proofing > Disaster Proofing● ANDON System > Incident Mgmnt● Material Strategies

Just-in-Time Point-of-Use Reduced Inventory Part Presentation Pull Systems Part Commonization

● Set-up Reduction● Visual Controls● Theory of Constraints● Process Control● Preventative Maintenance

Raytheon Proprietary

01/19/12 Page 9


Closing the Knowing-Doing GapPlotter Paper and Supplies Optimization (JIT)

Results Discounted volume pricing Point of use ordering and receiving Reduced inventory Eliminated unnecessary handling Reduced travel Eliminated 79% of the process steps Developed and implemented Training

Plan Developed / executed Communication

Plan

Knowledge Management Knowledge Captured

Docushare R6Sigma Project Library (Financials)

Knowledge Sharing Monthly IT R6σ Project Review / IT Corporate Team

Lessons Learned Project exceeded time expectations due to multi-tasking

and resources not being available Cost of carrying inventory sometimes far exceeds volume

discounts

Financials Tools Labor savings xxx hrs/yr = $yrMaterial savings = $yr Total $

Brainstorming, Gemba, Process Flows, Set-up Reduction, COMMWIP, TOC, 5 Whys, Point of Order / Use, Supermarkets

Project Team Sustaining MetricsSponsors: Styne H. & Joe. C. Team: Marty M., Mike H., Bob S / R6S Expert: Jack D.

Cycle Time Material cost, travel and storage Labor

Business Case Objective/Need: Current process for

purchasing, storing and distributing plotter paper & supplies is inefficient, labor intensive, and contains numerous NVA activities.

Benefits/Expected Results: Single source for procuring all plotter paper & supplies. Reduced material and labor costs for Engineering, IT, Receiving and Transportation personnel. Reduced facility requirements and associated costs. Implemented Point of Use Order & JIT inventory mgmnt.

01/19/12 Page 10


Closing the Knowing-Doing Gap

Requestis

Generated

CoalescedMultiple

Orders intomasterorder

Receive& ReviewRequest

IsData

Correct?

No

Yes Get Mgr.approval

ScribeDevelop

sPR

Returnrequest

to Requester

Scribesends

PRto Buyer

BuyerGenerates

PO

POReceived at Vendor

Vendorassemblesand ships

ReceivedPackage

at R/I.

Verify contents

to PackingSlip

FlashReceiver

Transportto M12

MaterialHandlernotifiespoint of contact

MaterialHandler

moves mat. to G4

MaterialHandlerunpack

and stocks

End UsersendsNew

Requirement

AS-IS ORDERING PLOTTER SUPPLY/DISTRIBUTION PROCESS

Send toScribe

Generatemove

orders forMat.

Request

Assembleorders frommoveorder

Customerwaits for

material toBe

delivered

Task Time 15 MQueue Time 0 M



Task Time 5 MinQueue Time 25 Min


Task Time 20 MWait Time 1060 M















5.5 Miles

Performed once a month

Performed 15 tines a month

Total Task Time – 278 Min (4.6Hrs)Total Wait Time – 14,760 Min (246.Hrs)


Requestis

Generated

CoalescedMultiple

Orders intomasterorder

Receive& ReviewRequest

IsData

Correct?

No

Yes Get Mgr.approval

ScribeDevelop

sPR

Returnrequest

to Requester

Scribesends

PRto Buyer

BuyerGenerates

PO

POReceived at Vendor

Vendorassemblesand ships

ReceivedPackage

at R/I.

Verify contents

to PackingSlip

FlashReceiver

Transportto M12

MaterialHandlernotifiespoint of contact

MaterialHandler

moves mat. to G4

MaterialHandlerunpack

and stocks

End UsersendsNew

Requirement

AS-IS ORDERING PLOTTER SUPPLY/DISTRIBUTION PROCESS

Send toScribe

Generatemove

orders forMat.

Request

Assembleorders frommoveorder

Customerwaits for

material toBe

delivered




Task Time 5 MinQueue Time 25 Min

















5.5 Miles

Performed once a month

Performed 15 tines a month

Total Task Time – 278 Min (4.6Hrs)Total Wait Time – 14,760 Min (246.Hrs)


01/19/12 Page 11


Closing the Knowing-Doing GapPlotter Paper and Supplies Optimization

End user orders material from Administrator

Administrator reviews Boise

Cascade Catalog

NEW ORDERING PLOTTER SUPPLY/DISTRIBUTION PROCESS

Administrator ordersMaterial from Boise Cascade

Boise Cascade Delivers topoint of use

5 Minutes 5 Minutes 10 Minutes (48 hour wait)

Administratorsigns for paper

1 Minutes

Total Task Time – 21 Min Total Wait Time – 2880 Min

End user orders material from Administrator

Administrator reviews Boise

Cascade Catalog

NEW ORDERING PLOTTER SUPPLY/DISTRIBUTION PROCESS

Administrator ordersMaterial from Boise Cascade

Boise Cascade Delivers topoint of use

5 Minutes 5 Minutes 10 Minutes (48 hour wait)

Administratorsigns for paper

1 Minutes

Total Task Time – 21 Min Total Wait Time – 2880 Min

01/19/12 Page 12


Closing the Knowing-Doing GapInventory Process Improvement (Material Strategies)

Results Part Profile Created Inventory Baseline Established Pull System In Place (KANBAN System)

Pull Cards Pull Bins

Inventory Visual Controls In Place “RED” Supermarket Used for Pilot Run Rules Established

Pulling Parts Ordering Parts Stocking Parts


Docushare and R6Sigma Project Library were searched – additional data for this project was used from Factory Lean projects

Knowledge Sharing Project Data was stored in Docushare

Lessons Learned All-day kick-off meeting +, Too many projects running at

one time -, Offsite works well +, Working sessions were a good idea +, Laminated visuals working well + More

Financials Tools Based on the results of the pilot - This project will result in an inventory reduction approx. 50%

Brainstorming, Affinity AnalysisLean Tools including Pull, Part Profile, Visual Controls, 5S, COMMWIP, Process Flows, Multi-Voting, Gemba, 5 Why’s, UDEs, DEs

Project Team Sustaining MetricsTeam Members: Scott K, Mary C, Lisa F, Gale C, Jennifer H, Marty E, Glenn B. Sponsor(s): Jim V.

Inventory Value Inventory Turns Cycle Time

Business Case Objective/Need: The desktop upgrade

inventory location contains excess and obsolete inventory, items are hard to find, and reordering is difficult. This project will implement several of the lean tools for inventory management.

Benefits/Expected Results: Reduced inventory and storage costs, improved ordering process, reducing obsolete inventory, and standardize the ordering process for desktop H/W, S/W and PCC products.

01/19/12 Page 13


Run RulesPull Card Bins

Part Profiles Pull Cards

Cabinet Signage

Shelf Signage

Before After

50% Reduction in Inventory

Levels

01/19/12 Page 14


Closing the Knowing-Doing GapReplenishment (Pull / Replenishment Cards)

Model INT/EXT

Processing Speed Part Number

Vendor

Re-OrderTime

Re-OrderQty.

Shelf Card #

N800C Laptop Battery

Internal

N/A278418-B25

Compaq

510 days 2 1 of 1

N800C

Description

Model INT/EXT


Vendor

Re-OrderTime

Re-OrderQty.

Shelf Card #

M700 Laptop Battery

Internal

N/A230608-001

Compaq

510 days 2 1 of 1

M700

Description

Model INT/EXT


Vendor

Re-OrderTime

Re-OrderQty.

Shelf MinimumLevel

NVidia Quarto 380 XGL Video Card – 64 MB

Internal

N/AAA653A

Compaq

510 days 4 5

NVidia Quarto 380 XGL

Video Card –64 MB

Description

Model INT/EXT


Vendor

Re-OrderTime

Re-OrderQty.

Shelf Card #


Internal

N/A278418-B25

Compaq

510 days 2 1 of 1

N800C

Description

Model INT/EXT


Vendor

Re-OrderTime

Re-OrderQty.

Shelf Card #


Internal

N/A278418-B25

Compaq

510 days 2 1 of 1

N800C

Description

Model INT/EXT


Vendor

Re-OrderTime

Re-OrderQty.

Shelf Card #

M700 Laptop Battery

Internal

N/A230608-001

Compaq

510 days 2 1 of 1

M700

Description

Model INT/EXT


Vendor

Re-OrderTime

Re-OrderQty.

Shelf Card #

M700 Laptop Battery

Internal

N/A230608-001

Compaq

510 days 2 1 of 1

M700

Description

Model INT/EXT


Vendor

Re-OrderTime

Re-OrderQty.

Shelf MinimumLevel


Internal

N/AAA653A

Compaq

510 days 4 5


Video Card –64 MB

Description

Model INT/EXT


Vendor

Re-OrderTime

Re-OrderQty.

Shelf MinimumLevel


Internal

N/AAA653A

Compaq

510 days 4 5


Video Card –64 MB

Description

ORDERPENDING

Error Proofing / Visual Control

01/19/12 Page 15


Closing the Knowing-Doing GapIT Ops Backup Standards (Standardize Operations)

Results Best Practice was developed and

implemented to support our System Backup and Restore Policies

Controlled spreadsheet for Legato License control and sharing

All labs now use same standards and guidelines for Backups and Restores


R6Sigma Specialist Project Library

Knowledge Sharing R6 Sigma Monthly Review / Team & Staff Meetings Best Practice located at http://ds.xxx.xxx.com/xxx/

ds.py/View/Collection

Lessons Learned Assumptions always prove to be wrong!

Financials Tools Cost avoidance dollars saved by license redeployment within RMS

Brainstorming, Six Sigma Training,COMMWIP, Standardize Work Instructions, various vendors for consulting (Benchmarking), Project Template

Project Team Sustaining MetricsSponsor(s): Neal V.Team Members: Ken S, Mark C, Clark Y, Gene T, Alonzo H, Robert M, Larry P.R6S Expert(s): Darryl S.

Each Team will be responsible for performing and analyzing all restores per Best Practice Policy

Business Case Objective: With the continually growing

amount of user data being processed and stored in the various labs throughout the Tucson Plant sites the need for common and reliable backup/restore standards is a must.

Benefits/Expected Results: Current state of backup/restores, while reliable, is everything but common. Project will produce a written set of standards and guidelines for hardware, software, roles and responsibilities of the Administrator as well as the customer. The process will include backup/restore policies. When completed the Team will communicate the new process to all stakeholders.

01/19/12 Page 16


Closing the Knowing-Doing GapIncident Management Project (ANDON System)

Results Documented IM Process Est. Telcon Bridges / 2-way radios Assessed Ext. DID Lines Developed Command, Technical &

Business IRT’s Developed list of core services &

dependencies Team members roles / responsibilities

defined Team members trained Established IM Audit Process


R6Sigma Specialist Project Library

Knowledge Sharing R6 Sigma Monthly Review / Team & Staff Meetings Corporate IM Team Collaboration

Lessons Learned Making sure that all who need to be in

the notification process is part of the contact list (and alternates).

Financials Tools TBD Brainstorming, COMMWIP,

Standardize Work Instructions, Benchmarking, Project Template, ANDON, Set-up, Theory of Constraints (TOC), 5 Whys

Project Team Sustaining MetricsSponsor:Tom K /Terry K.Team Members: Terry K, Neal V, Stephanie R, Ray G, Mark C, Ken S, (CSC) Richard. R,

Number of established Bridges(0,3), Implemented Communications (4,.1) Broadcast Communications Audits(0,Quarterly)

Business Case Objective: Develop and implement an

Incident Management Team. Current Incident Management is adhoc and splintered due to the different areas of expertise needed to respond to various types of incidents. Each area has their own with no coordination.

Benefits / Expected Results: Allows dissemination of information regarding the incidents and coordinating activities needed to respond to the incidents. Quick response team with well defined roles and responsibilities.

01/19/12 Page 17


Proven Repeatable Process

01/19/12 Page 18


R6s Deployment Strategy

SME

SpecialistCore Teams

Experts

Master Experts

R6σ Business Champion

R6σ SpecialistsSubject Matter Experts

Core Teams: Expert-led projects

SME

Specialist Specialist

Specialist

R6σ Specialists is how we will

change our Culture!

01/19/12 Page 19

Customer Success Is Our MissionIT’s R6σ (Change) Maturity Roadmap

5 Levels (Bottom Up)

Moving to & sustaining Great!

Running business by driving out WASTE

No longer an option

Cultivating the Management Team

Wake-up Call

5

4

3

2

1

20% 40% 60% 80% 100%

Leadership has completed LDW / Need for Change (internalized - embraced by Leader)R6 σ information flowdown / dissemination

Styne Hill / MS_IT_R6_Roadmap_Ver2.0.xls Raytheon - All Rights Reserved

Leader has completed Specialist Training and has been QualifiedManagement team engaged - create shared Vision / Desired State Championing by Leader & Expert - R6 σ Orientation has been received by all employeesR6 σ Expert Coach - Assess Readiness and Implementation Strategy developed

Management team 100% R6 σ Trained & QualifiedR6 σ Administration / Infrastructure in place to support Desired State

Level 1 - The Wake Up Call .. First Who then WhatShared Vision and Desired State have been communicated to all employees

Specialist projects focus is on improvement (not financially) driven 25% Employees Qualified / 1% Experts CertifiedProject Documentation Standards, Metrics & Management Controls developed Photo recognition of Qualified Specialist/Posting and recognition of mo. project successes

Documented financial benefits from R6 σ projects >5% of Op Plan 50% Specialist Qualification / 2.5% Certified Experts / R6 σ Council Established

Level 2 - Cultivating the management/leadership team & infrastructureCommunicated Expectations - R6 σ now consideration for advancement

System exist for communicating & rewarding all Expert / Specialist resultsManagement held accountable for R6s AOP Goals & Results / Start using OPM 2nd Project Run Rules, Mapping to AOP, Mo. Project Reviews, Thermometer est.Presence of knowledge capturing, sharing, management and use / reuse

All Specialists complete at least 2 (Cycles of Learning) projects annually100% Qualified / 5% Certified Experts (Leadership Positions) / Master

Level 3 - No longer an optionR6 σ is integral part of employee's development plan & performance appraisal

Everyone experiences Recognition & Appreciation based on team resultsAll R6 σ projects aligned with Business Goals throughout entire Value ChainContinuous widespread knowledge capture, sharing, management and useR6 σ improvements focus on maximizing Customer Value & Delivery

Customer Value Delivery establishes and drives initiativesQuantities of R6 σ projects / participation is no longer measured

Level 4 - Running our business using R6 σ (Cycles of Learning)Organization is adapting, evolving, applying, using new R6 σ tools

Employee development is driven by continuous self improvementIndividuals challenge themselves, R6 σ has been imbedded / absorbedBusiness / Enterprise Goals are continually exceededKnowledge capture, sharing, use / reuse are the norm and a priority

RMS Information Technology R6 σ Maturity Roadmap

Level 5 - Moving to and sustaining "Great"Define new / next level of maturity - Continue to raise expectationsOrganization has achieved and sustained Highest Level (5 years)

01/19/12 Page 20

Customer Success Is Our MissionCycles Of Learning (Continuous Improvement)

✪ 88% of our employees have completed

at least two R6σ improvement projects

✪ 76% employees have completed at least four

✪ 114 employees or 68% have completed an average of eight

✪ 36 with ten or more completed projects

Specialist Trained

Specialist Trained

Specialist Qualified


Aguilar, Raul Sep-03 Kristofitz, Brian C Sep-01

Aguilar, Ray Jan-04 Krueger, Kurt M Aug-02

Akpan. A. Moses Nov-01 13 Larison, Nichole D Oct-03

Allen, Todd Aug-03 Larsen, David R Apr-02 6

Anderson, Lacey H Jul-03 Lavarini, Paula J Sep-01 7

Ard, Michael G Dec-00 10 Leonard Jr., William M Aug-02

Bailey, Anthony K Nov-01 9 Lewis, Wayne R Dec-01

Bakarich, M Steven Dec-01 Lind, Toby Apr-01 7

Beaubian, Glenn Oct-03 Lockwood, Matthew D Dec-01 7

Beecroft, Brandon Dec-02 6 Lotz, Jason D Aug-03

Benjamin, James S Aug-01 11 Lowell, Thomas F Jun-01 10

Berg, Joel S Nov-01 Lynch, Kevin J Aug-03

Bjornson, Denise L Jul-04 Maas, Patricia A Aug-00 6

Boettcher, Seri E Jun-00 11 Mangen, Richard T Aug-01

Boline, Wayne Nov-03 Marshall, Crystal E May-01 6

Borgeson, Michael D Feb-02 Mason, Adrianne D Dec-01 7

Bracamonte, Melissa A Jun-01 16 McDonough, T. Scott Jan-02 11

Bracker, William E Jul-00 13 McLaughlin, Cary D Jun-02 6

Browning, Mark Mcwhorter, Amzie L Apr-02 12

Bunzey, Russell A Sep-01 Medford, Cindy K Apr-01 11

Burke, Eva Jan-04 Metzelaars, Robert P Dec-01

Burrows, David R Oct-01 Meyer, Douglas A Feb-02 8

Carrillo, Barbara A Apr-01 10 Miller, Kevin S Oct-01

Carter, Mark E Dec-01 7 Mills, Dan Dec-01

Castillo, Martha Sep-01 6 Mitchell, Ann M Jun-01

Cavanaugh, John P Jan-01 7 Mitchell, Mary F Apr-01 6

Chiesa, Gale D Nov-01 6 Moxness, J. Gregory Nov-01 11

Chicky, Dawn M Sep-02 Neal, Kenneth B Jun-04

Chrisenberry, Jeffrey S Dec-01 9 Norris, Sheila M Dec-01

Collins, James P Sep-01 9 Ortmann, Lisa L Jun-00 14

Connor, Mary E Apr-02 Parmentier, David V Sep-02

Cosgrove, Stephen R Nov-01 6 Patchett, Randall C Mar-01 7

Crowley, Jesse A Dec-01 8 Philen, Larry J Jan-02 8

Crozier, Brenton H Nov-00 6 Pogue III, Jack L Dec-01

Davis, Randall R Jul-04 Potter, Brian J Aug-04 8

Dean, Timothy W Dec-01 Pratt, Mark E Dec-01 7

Draper, Michael Apr-01 6 Prior, Kenneth D Jul-00 7

Easler, Kameron Dec-02 Pryor, Kate Sep-03

Ehrman, George J May-02 6 Pyle, Joshua T Apr-02 10

Ellis, Robert A Oct-02 11 Quan, Cam H Apr-01

Evans, G. Michael Dec-02 Quin, Marion M Nov-01

Everett, Charles A Apr-02 8 Ramsay, Stephanie L Dec-01 14

Faber, John C Rhodes, John L Nov-03

Ference, Lori A Dec-01 13 Rickus, Bernard E Apr-01 10

Festa, Brian S Jan-03 Riedell, Keith A Nov-00 9

Fichera, Kimberly A Nov-01 Roberts, Robin T May-02

Fisch, Lisa A Jun-01 Robillard, Norman P Aug-03

Fiskness, Michael Dec-02 9 Rod, Amy J Sep-03

Fry, Robert J Sep-01 6 Roderick, Ronald F Oct-01

Gaiser, Pamela K Jan-01 14 Rogers, David L Aug-02

Galbraith, Sarah Oct-02 8 Rogers, Sharon E Mar-02

Gonzales, Sally A Jan-01 10 Root, Raymond A Jan-04

Goodwin, Alan W Feb-01 6 Ruhle, AJ Aug-01

Green, Ray A Nov-02 6 Schmitz, Teresa E Jun-01 6

Gundrey, Bill P Aug-04 Serazio, James R Oct-02 9

Gunn, Sarah L Dec-01 7 Serrano, Theresa M Jun-01 9

Hadinger, Timothy M Jun-03 Shaffo, Robert H Dec-02

Hagerty, Michael R Dec-01 7 Shank Jr, Robert E Aug-02

Hallam, John C Oct-02 Sheets, Douglas J Jan-02 7

Hanson, Laurie A Apr-02 Shipp, Darryl G Dec-01 9

Harris, Kenneth Aug-04 Sierra, Cynthia E Jun-04

Helmick, Robert G Sep-02 Smith, Daniel E Dec-01 7

Hernandez, Mario A Sep-01 Stash, Jane L Sep-00 10

Hernandez, Ramon Jun-00 11 Staton, Steven K Sep-01 9

Heyer, Mattias G Oct-02 Stavreff, Jerry Dec-02 8

Hill, Jennifer L Jan-01 11 Stewart, K. Les Nov-00 8

Hill, Michael D Oct-01 13 Strocsher, Kenneth G Sep-01 11

Hill, Wyllstyne D Jun-00 9 Tauber, Agatha Sep-02

Hillstromb, Nancy L Apr-02 Thompson, Gene E Nov-01 9

Holguin, Narciso Jun-01 Thompson, Norma C Nov-01 6

Hopkins, Scott C Mar-04 Thurmond, Walter W Dec-02

Howerton, Jennifer Sep-03 Trainor, Gregory J Feb-01 9

Jenkins III, Fred C Sep-01 6 Turcotte, Susan Jul-02 6

Johnsen, Erica M Dec-01 20 Varboncoueur, Jim Oct-02 13

Johnston, Kevin D Dec-01 9 Varma, Vikant Jan-02 16

Jones, Anthony L Dec-01 11 Veevers, Graham Sep-01

Jones, Susan E Jul-01 7 Ware, Tanishia D Jun-01

Jurgensmeier, John A Dec-01 Warrender, William T Jan-01 10

Kehret, Matthew E Jun-01 14 Westergaard, Mark E Aug-03 7

Kemlein, Analisa L Apr-01 14 Westergaard, Taryn Sep-03

Kendler, Kathleen C Dec-01 Whitely, Sherron Oct-03

Kinney, Thomas S Nov-02 7 Wilson, James A Dec-01 7

Kinnison, Douglas R Jun-03 Wright, Charlie G Oct-04

Klemm, Wilhelm Dec-02 10 Yellowhair, Rachel K Dec-01

Klingensmith, Scott D Jun-00 19 Young, Clark H Nov-01 8

Klivans, Richard A Zadina, Kraig S Dec-02

Kneip, Raymond E Dec-01 9 Zaugg, Brian T Sep-04

Korth, William J Mar-02

Krinke, Terrin M Oct-01

for updates, contact Seri Boettcher x48519 as of 10/26/04

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From the factory floor to Leaning Out, the often overlooked “non-manufacturing environment”