Six Sigma/Lean/TOC HR Strategy

“ One great cause of failure is lack of concentration” Bruce Lee

FOCUS = PURPOSE PROCESS PEOPLE

ECA RCPS SE DVAs Competency Model 360 Change Team Itropolis HR Systems, Leadership HR Roadmap Re-Position HR Function & Change Management e-HR Master Training Plan. Lean HR Compensations Talent Planning Promotions Succession and Career Plans ADD (PMS) Leadership PAPs (NEAPs) Queretaro Quality Award Master Training Plan Recognition National Technology Award Lean HR Balanced Scorecard ITR Great Place to Work 2003-04 2005 2006 2007 H.R. Vision for 2010 In ITR we must create the best working place, where there exists a culture based on values and it is formed by high performance leaders and teams .

Lean HR Strategy FLOW Maximize Value Reduce 3M TOC Identify/Increase Restriction Six Sigma Reduce Variation PEOPLE EXECUTION Standards Values Policies Structure Systems KAIZEN/INNOVATION HR Policies and Procedures Manual Strategy Strategy PURPOSE Organizational Development Organizational Culture Attraction, Selection and Induction ADD, and training Planning and Talent Development PROCESS Compensations

Calidad ( PPMs , EGT) Quality ( PPMs , EGT) Servicio al cliente Customer service OTD OTD Experiencia Experience Responsiveness Responsiveness Relaci ó n con el cliente Lead Time Lead Time Incrementar la rentabilidad de forma sustentable Increase and sustain profitability Optimizar los costos de la cadena de valor Optimize value chain Contar con una cartera de clientes diversificada Asegurar la lealtad del cliente A and C Internal Processes Financial Clients ITR Strategic Map Human Information Organizational Incrementar la participaci ó n de mercado en servicios de mantenimiento (con las capacidades actuales) Increase market share in maintenance services (using our current capacities) Incrementar ventas de MRO Increase MRO sales Incrementar volumen de ventas de Fabricaci ó n e Ingenier í a Increase sales volume In Manufacturing and ó Engineering í Lograr una participaci ó n significativa en el dise ñ o y fabricaci ó n de LPTs , externals , componentes complejos y servicios de ingenier í a Atraer, desarrollar y retener al mejor talento Compartir y gestionar informaci ó n confiable y conocimiento Integraci ó n de las á reas de Ingenier í a, Fabricaci ó n y MRO Potenciar los valores y el orgullo de pertenecer a ITR Desarrollar una cultura de enfoque y servicio al cliente Mejorar planeaci ó n del negocio Identificar y captar las mejores oportunidades de negocio Garantizar el apego a los est á ndares de trabajo Mejora continua de los procesos Continuous Improvement Consolidar relaciones de largo plazo con los clientes Robustecer relaciones con instituciones p ú blicas y privadas Ofrecer servicios integrados Client relations Lobbying Cumplir satisfactoriamente los est á ndares del cliente Desarrollar e implementar la cadena de suministro Garantizar la efectiva planeaci ó n, control y ejecuci ó n de la operaci ó n Incrementar la flexibilidad y capacidad de respuesta Operative Excellence F1 F2 F3 F4 C1 C2 C3 C4 P1 P2 P3 P4 P5 P6 P7 P8 P9 P10 P11 A1 A2 A3 A4 A5 Obtain significant participation in designing and manufacturing of LPTs, externals, complex components and engineering services Count on having a diversified client portfolio Ensure client loyalty Client relations Guarantee effective planning, control and execution of the operation Increase flexibility and response time Satisfactorily fulfill client standards Consolidate long-term relations with clients Offer integrated services Strengthen relations with public and private institutions Develop and implement the supply chain Guarantee to abide by work standards Continuous improvement in the processes Improve business planning Identify and obtain the best business opportunities Attract, develop and retain the best talent Integration of the Engineering, Manufacturing and MRO areas Maximize the values and the pride to belong to ITR Develop a culture of customer service Share and manage confidential information and knowledge

Develop and implement a sustainable HR strategy capable of providing competitive advantages to the business Purpose HR ITR Attract, Develop and Retain the best talent Boost values and the pride to belong to ITR Develop a customer service culture

Value Definition: QFD CTQs Value Stream Mapping Team Readiness: Team Building Lean (TOC) Training Innovation Training Organizational Diagnosis 5s CMMI HR Systems : DVA ADD (360) Training Master Plan Compensations Recognition Staffing/HR Planning Perfection: Kaizen Pull : Kanban JIT Phase I Phase II Phase III Flow: Analysis Phase IV Phase V Phase VI Phase VII Communication Communication Communication Actual A3 Phase Lean HR Roadmap

QFD VSM TOC SIX SIGMA Lean HR Tools

CMMI People Process The system is executed. The system is administrated. The system has a programming (sequence, duration and interrelation) and standards . The programmed and standardized system is commonly used by the organization . The programmed and standardized system commonly used by the organization is improved. Perform 1 Managed 2 Defined 3 Predictable 4 Optimizing 5

HR Processes 1 2 4 2 2 4 3 Seguridad Capacitación Administración del Desempeño Atracción, Selección e Inducción de Talento Administrativo Compensaciones Planeación de Recursos Humanos Goal 2007 4 5 3 4 5 4 3 Security/HUGO Training/ALMA Performance Administration/ALMA Attraction, Selection and Talent Induction/ INGRID Administrative/GINA Compensation/ VERONICA Human Resources Planning/VERONICA Body of Knowledge 1 Team Building 2 4 4 Goal 2007 Perform 1 Perform 1 Managed 2 Managed 2 Defined 3 Defined 3 Predictable 4 Predictable 4 Optimizing 5 Optimizing 5 2 4 Labor/OLGA

“ Excellent firms don't believe in excellence - only in constant improvement and constant change” Tom Peters Cambio Perform 1 Managed 2 Defined 3 Predictable 4 Optimizing 5 P D C A A-3 EVOLUTION Value Muda Muri Mura

Purpose Processes People HR Team, CMMI Phase 1,2 and 3. All ITR employees, CMMI Phase 4 and 5. BOK and Birkman will align the HR team. Policies and Procedures will align the ITR Community. ASI (Ingrid) ADD (Alma) HR Planning (Veronica) Compensations (Veronica) Labor (Olga) Administrative (Gina) Security and Hygiene (Hugo) MRO ID MD Quality Finance IT Legal Partners Clients Employees Union Society Develop a Strategy, Structure and HR System that generates the capacities which guarantee the execution of the Strategic Planning. Vision ITR: To be the engine of the Mexican Aeronautical Industry

Human Resources Planning/VERONICA Training/ALMA Performance administration/ALMA Attraction, Selection and Talent Induction/INGRID Background Current Situation Goal Analysis Recommendations Plan Follow-Up Evolve the HR processes by the use of Lean Thinking and CMMI Inconsistent results High effort of the 3M which reduce Value Low impact in retention and T attraction. We do not have Standardized processes High rotation in the HR team LT: Obtain a Strategy, Structure and HR Systems that generate the capacities which guarantee the execution of a strategic Planning. SP: Maturity in the HR Systems according to the plan Develop a Retention strategy A3 for each process Retention Strategy (This will be documented on the A3 of Retention) Human Resources Planning/VERONICA Training/ALMA Performance administration/ALMA Attraction, Selection and Talent Induction/INGRID 1 2 4 2 2 4 3 Seguridad/HUGO Capacitaci ó n/ALMA Administraci ó n del Desempe ñ o/ALMA Atracci ó n, Selecci ó n e Inducci ó n de Talento/ INGRID Administrativo/GINA Compensaciones/ VERONICA Planeaci ó n de Recursos Humanos/VERONICA 2 Laboral/OLGA Body of Knowledge 1 Team Building 2 1 2 4 2 2 4 3 Seguridad/HUGO Capacitaci ó n/ALMA Administraci ó n del Desempe ñ o/ALMA Atracci ó n, Selecci ó n e Inducci ó n de Talento/ INGRID Administrativo/GINA Compensaciones/ VERONICA Planeaci ó n de Recursos Humanos/VERONICA 2 Laboral/OLGA Body of Knowledge 1 Team Building 2 1 2 4 2 2 4 3 Security/HUGO Administrative/GINA Compensations/ VERONICA 2 Labor/OLGA Body of Knowledge 1 Body of Knowledge 1 Team Building 2 Team Building 2 1 2 4 2 2 4 3 Seguridad Capacitaci ó n Administraci ó n del Desempe ñ o Atracci ó n, Selecci ó n e Inducci ó n de Talento Administrativo Compensaciones Planeaci ó n de Recursos Humanos Meta 2007 4 5 3 4 5 4 3 Seguridad/HUGO Capacitaci ó n/ALMA Administraci ó n del Desempe ñ o/ALMA Atracci ó n, Selecci ó n e Inducci ó n de Talento/ INGRID Administrativo/GINA Compensaciones/ VERONICA Planeaci ó n de Recursos Humanos/VERONICA Body of Knowledge 1 Team Building 2 4 4 Meta 2007 2 4 Laboral/OLGA 1 2 4 2 2 4 3 Seguridad Capacitaci ó n Administraci ó n del Desempe ñ o Atracci ó n, Selecci ó n e Inducci ó n de Talento Administrativo Compensaciones Planeaci ó n de Recursos Humanos Meta 2007 4 5 3 4 5 4 3 Security/HUGO Administrative/GINA Compensations/VERONICA Body of Knowledge 1 Body of Knowledge 1 Team Building 2 Team Building 2 4 4 Meta 2007 2 4 Labor/OLGA

Purpose Processes People Responsible : Alma Delia González Organizational Development Leader Support: e-ADD–External Supplier Feedback – Gestal (external supplier) Competitions training – Maricarmen SMART Methodology – Danny Re-enforce ADD phases- Danny Improvement development in order to reach a level 5 maturity in the ADD system Improve the electronic system, implement an ADD culture and re-enforce the culture for competencies, feedback methodology and STAR methodology e-ADD system improvements Interim feedback Culture and training campaign of competencies 360 degrees Competencies Culture Training Re-enforce SMART methodology for establishing objectives Re-enforce ADD Phases

Current Situation Goal Analysis Plan Follow-Up The Performance Administrative System is one of the most advanced and adopted by the organization and is situated in Level 4 Evolution of ADD In 2004 Criteria for the system (A,B,C) were defined with the participation of the Board of Directors In 2005 ADD was launched and criteria were standardized and objectives were established for the organization In 2006 The evaluation percentages were agreed 70%,20%,10% We have noticed that the log book is not being used That the employees do not always obtain feedback We have detected that the employees do not use SMART methodology for the proposal of objectives, hence hindering their evaluation We have detected some flaws in the system such as updating, conflict with other systems, etc. Improvements to the e-ADD Feedback campaigns Interim feedback Evaluation feedback Competencies Culture campaign and training 360° Evaluation (includes external clients) Closing and final feedback campaign Final feedback evaluation e-ADD system trial tests (meetings with suppliers) Develop a new course for interim feedback Develop the ADD campaign and training culture (follow according to the calendar) Develop competence training (as dated) Develop ADD evaluation surveys Long Term Goal: Improvements in order to reach Level 5 Short Term Goal: *e-ADD system improvements *Implement ADD Culture *Campaigns to re-enforce phases 30 June 15 June 15 July 1 July 15 August 15 July 30 Sep 1 Sep 30 February 01 Feb 8 June 01 June 15 01 Jan October Finish 30 Jan 30 Oct Start

Purpose Processes People Responsible : Alma Delia González Development Organizational Leader Support: DVA´s- Danny/ MaryCarmen Skills Center – Marycarmen Body of Knowledge- Alma Delia Check List- Danny OJT´s - Maricarmen DNC’s – Alma Delia, Mary Carmen Develop the Training System in order to reach level 4 Training System Develop training processes and develop new processes that can be integrated to the General Training System *Automate the training process DVA´s Updating Project Training Procedure Project development of the Skills and knowledge indicators Body of knowledge Project (design area) Integration of the evaluation system for training to the electronic system Implement courses check list Integrate the PMC electronic systems and course scheduling DNC vs. budget OJT New Project : Revise OJT and create new pipe area Develop a Training Brochure

Current Situation Goal Analysis Plan Follow-Up The Training system is currently located in Level 2 The location of the Training processes are found: DNC We created a DNC vs. budget located in Level 2 Training Scheduling – We have a much more structured plan Level 1 (Technical and Corporative training) Courses Logistics – We have detected flaws in the follow-up of the current check list located in Level 1 Long term goal: Reach Level 4 in the Training System Short term goal: *Develop training processes to reach level 3 *Develop new processes that can be integrated into the General Training System *Automate the training process We detected that we do not have the DVA’s updated which are important in order to know the requirements of the position, skills and knowledge. We detected that we have not maintained continuity when filling out the Skills and technical knowledge indicators. We do not have a process for certification control in MRO, I+D nor staff areas. The training Master Plan and course scheduling is not integrated to Talent Personnel inventory We have detected inconsistencies in course logistics. Updating of the DVA´s Project Development of the Skills and knowledge indicators project. Body of knowledge Project Integration of the Training evaluation system to the electronic system. Implement check list VSM Training Procedure Training Brochure Integrate the electronic systems, the PMC and course scheduling DNC vs. Budget New Project OJT: Revision of OJT and create new pipe area DVA’s project follow up (Weekly revisions) Dated follow up of the Skills and knowledge indicators project (Weekly revisions) PMC integration and course programming to the IPT check functionality (meetings with suppliers) Integration of the training evaluation Check follow up on the New Check List Dated revision of OJT’s pipes 30 Oct 01 Sep 15 June 28 May 2 July 18 June 30 Oct 01 Sep 16 May 01 April 30 April 02 January 01 22 01 01 01 Dec May May Aug July Finish 30 Feb 22 May 30 Sep 25 May 31 Feb Start

Purpose Processes People Have a guaranteed system that identifies the interests, knowledge, skills, potential and internal talent strengths in such a way that we can assure the ideal person in the ideal position. Responsible: Veronica Planning Supervisor and DO Support: Alma Delia Ingrid Area Supervisors and Managers Identifying Talent Identifying Key Talent ( Hipos, Key players, Key person) Replacement Cards Development and Career Plans Processes for Promotion Organizational Movements

Talent planning: The Talent planning system started in 2005 identifying: Key Position, Key Players and Hipos. Key persons were identified in 2006. Talent identification sessions are done from March to May. However, they haven’t been exploited in the promotion processes and organizational development and they haven’t been standardized as well as not being used on a regular basis in the organization. Current Situation LT: To have a TP system where we can identify interests, potential, strengths, etc. that can help us react with enough time in the development and growth of the personnel. LT: To have a level 4 TP system in the organization. Goal The amount of key persons has diminished due to rotation The planning formats need to be updated in 2007 A gap exists between Key Players and Key Positions Analysis The plan is made up of 5 phases: Organizational Design Sessions Talent Identification TP Sessions Organizational Development Follow up Sessions Plan Progress check every 15 days Follow-Up Sesi ó n de PT Identificaci ó n Informaci ó n de Talento Desarrollo Org . Seguimiento • Sesi ó n de Potencial. • Viabilidad y frecuencia de movimiento Informaci ó n • Intereses • Experiencia • Potencial • Habilidades • Competencias • Conocimientos • Personalidad Herramientas • Birkman o af í n • Entrevistas TS • DVA • Ex á menes Psicom é ticos • Cartas Reemplazo • Planes de Desarrollo Top Managers Middle Managers Low Managres • Inventario de Talento • Sesiones de revisi ó n y actualizaci ó n 3 2 4 5 Dise ñ o Organizacional / Estrategia PT • Identificaci ó n changes organizacionales. 1 june july august sep - oct 2008 Key People 30 Hipos 6 Key Positions 52 Key Player 16 Key Person 21

Purpose Processes People Responsible : Ingrid Romero Support: Alejandra Mendoza Area Leaders and Supervisors involved in the Process. The right person In the right place With the right knowledge, skills and attitude With the right compensation Talent Recruitment Process (Job Fairs, OCC, Computrabajo (recruitment suppliers), Talent Pool) Talent Selection Process Talent Induction Process (Induction Course)

Current Situation Goal Analysis Plan Follow-Up Strengths: Areas of Opportunity Process located in Level2 -Inconsistencies in the process -Flow of the structured process -Lack of knowing the process -Specific defined formats -Non-defined process times -Low promotion from ITR -Client dissatisfaction, mudas Short Term - Take the Recruitment Process to level 3 - Define and announce process times -Standardize the flow and strictly follow it -Train personnel involved in using the formats -Interviews based on Competencies -Standardize the Talent Attraction process Long Term -To be known and of daily use by those involved -Take the Recruitment process to level 4 -The complete process is done in inconsistent durations from 1 to 3 months -Use of Recruitment Formats ( 43.75% ) -Use of interview guidelines by people from the area ( 31.25% ) -Profile changes ( 31.25% ) -Lack of closely following the process -Cancellation of Openings or on Stand By (12.5%) Or Job Fairs Weekly follow up meeting Use of the Check List to verify accordance with the process

Purpose Processes People Guarantee a system that attacks the main causes of lack of motivation of the internal talent in such a way that the percentage of personnel rotation and key personnel decreases and generates a healthy organizational atmosphere. Responsible: Veronica Planning supervisor and DO Support: HR Team The organization’s middle and top management Attraction, Selection and Induction of the Talent Fixed and Variable Compensation Benefits Organizational Development Technical and Corporative Training Performance Administration Recognition

Talent Retention. In the last years the % of personnel rotation has increased. This percentage has increased mainly with non-union personnel. This situation is of considerable concern since one of the competitive advantages that ITR can offer is experience, hence losing it with this problem. In the year 2005 a retention initiative took place, however, it only encompassed the Honeywell Engineering area and not the entire ITR staff. Current Situation ST: Find the 7 principle causes as to why ITR employees are driven to look for a different option and with it, propose viable alternatives that will counteract this problem. LT: Obtain systems that guarantee continuous talent retention. Goal Voluntary rotation in 2006 was 12.8% Key personnel rotation was 11.43% 83 total employees left the company (voluntarily and involuntarily) The general accumulated voluntary rotation in 2007 is 2.6% Rotation of key personnel up-to-date is 10% Analysis Plan Follow up meetings will be set up at the end of each phase in order to check the project’s progress. Follow-Up The project intends to follow the present model: PROJECT: TALENT RETENTION L M M J V L M M J V L M M J V L M M J V L M M J V L M M J V L M M J V L M M J V L M M J V L M M J V L M M J V L M M J V 26-Mar 27-Mar 28-Mar 29-Mar 30-Mar 02-Abr 03-Abr 04-Abr 05-Abr 06-Abr 09-Abr 10-Abr 11-Abr 12-Abr 13-Abr 16-Abr 17-Abr 18-Abr 19-Abr 20-Abr 23-Abr 24-Abr 25-Abr 26-Abr 27-Abr 30-Abr 01-May 02-May 03-May 04-May 07-May 08-May 09-May 10-May 11-May 14-May 15-May 16-May 17-May 18-May 21-May 22-May 23-May 24-May 25-May 28-May 29-May 30-May 31-May 01-Jun 04-Jun 05-Jun 06-Jun 07-Jun 08-Jun 11-Jun 12-Jun 13-Jun 14-Jun 15-Jun D DEFINING THE PROJECT Veronica / Jose Luis D CREATE A RETENTION MODEL Veronica M PREPARE A DATA COLLECTION SURVEY Veronica N/A N/A M SCHEDULE INTERVIEWS/ COMMUNICATE/UPLOAD INFO Veronica N/A N/A M COLLECT DATA M KEY PERSONNEL Verónica M REST OF THE PERSONNEL Verónica / Alma M EX-EMPLOYEES } / Ale A ANALYSIS AND INTERPRETATION OF THE INFORMATION Verónica A PRESENT PROGRESS Verónica / José Luis N/A N/A N/A N/A N/A N/A N/A Mj ALTERNATIVE SOLUTIONS VL / José Luis / Resprestentante de área N/A N/A N/A N/A N/A Mj COMMUNICATON AND PROJECT VALIDATON Verónica / José Luis D DEFINE M MEASURE A ANALYZE Mj IMPROVE C CONTROL PARTICIPANTES COMENTARIOS Compatibilida d Motivacional Modelo de Retenci ó n Cultura Organizacion al Compensaci ó n Desarrollo Organizacion al Management Carga de Trabajo Estabilidad Laboral • Crecimiento Vertical / Horizontal • Entrenamiento • Sueldo • Compensaci ó n Variable • Beneficios • Ambiente Laboral ITR • Ambiente laboral á rea • Pol í ticas • Reconocimiento • Con el Puesto • La empresa • La zona Geogr á fica • Distribuci ó n in equitativa • Diferente a los propuesto inicialmente • Jefe • Director • Organizaci ó n Motivational Compatibility Retention Model Organizational Culture Compensation Organizational Development Management Work Load Laboral Stability • Vertical/Horizontal Grownth • Training • Salary • Variable Compensation ó • Benefits • ITR Work environment • Work environment area • Policies í • Recognition • With the position • The business • The geographical area • Unfair Distribution • Different from the initially proposed • Supervisor • Director • Organization 0.0% 0.5% 1.0% 1.5% 2.0% 2.5% 3.0% % QUIT 0.62% 1.22% 0.81% END OF CONTRACT 0.21% 0.20% 0.00% Accum quit 0.2% 0.4% 0.4% Acum RV 0.6% 1.8% 2.6% Jan Feb Mar Rotaci Total Rotation type of dessertion ó ó

BOK ITR Business Aeronáutico Regulatorio Business Personal Needs LEAN TOC Six Sigma KAIZEN BPR DIRECTOR LIDER LIDER FUNCIONAL MIEMBRO DE EQUIPO Birkman Valores Competencies Planeación de RH Compensaciones Derecho Laboral Selección Diseño Organizacional Administración del Desempeño Capacitación y Desarrollo Sistemas Reconocimiento Targeted Selection Area Finanzas Operaciones ( BASICS) Calidad TI (ORACLE, Excel, PP,Proyect,Minitab) Interaction Organizational Culture Goal Achievement

“ Outstanding, you are going absolutely the right path” Dale Bretzke Honeywell “ I am very impressed by the wonderful work you have done at ITR -- I believe you have a success story to share globally- Congratulations !” Sandra Carrigan DDI Canada “ José Luis.. It is obvious that you have applied the LEAN concepts we spoke about… Certainly HR processes like talent attraction and retention are important and I compliment you on how you have tried to establish a real process with standardized work for these activities. …. Your implementation of the methods is elegant and I'm glad to see that the A3 method is helping you organize your thoughts.“ Dave LaHote/James Womack Lean Enterprise Institute “ Wow!!! Genial!!! Felicidades. Te mando un fuerte abrazo !” Bruno Acosta, CPIM,CSCP,Jonah APICS Queretaro Chapter

Knowing is not enough; we must apply. Willing is not enough; we must do. -- Bruce Lee

Six Sigma/Lean/TOC HR Strategy

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