High Performance SolutionsCelebrating 10 Years of Achieving Extraordinary Results Through People

“A company’s journey toWorld Class thinking is drivenby its most important asset

… its people”

IN THIS REVIEW…

High Performance Solutions Inc.

An introduction to High Performance Solutions as a value added service providerIncluding our vision, passion and where we are the bestIntroduction to High Performance Solutions 4A Letter From The President 5

Value Added Services offered by HPS Inc.These Value Added services help organizations integrate Social, Economic andEnvironmental elements to successfully create and maintain a Sustainable Organization

Introduction to the High Performance Lean Management PrinciplesAn overview of the High Performance Management Principles which HPS uses asa guide when teaching and developing a world class mindset in organizationsIntroduction to the Principles 7The Principles Building Blocks 8

Developing Leaders: Front Line Leadership ProgramA Leadership Program For the Front Line Manager 12

Going GreenThe next step for any company 13

The Sustainable OrganizationAn Introduction to building a strong future through the Sustainable OrganizationLearning How To Achieve Organizational Sustainability 15

High Performance Learning NetworksAchieving World Class Performance 18Learn, Share, Improve and Collaborate With Others 19HPLN Case Study: HPM Consortium 20High Performance Consortiums Online Tool 21

Conclusions Of A DecadeA look back at the past ten years and the impact that HPS has had in organizations,with our vision for the futureReflecting On The Past Ten Years 22

How HPS Can Help You On Your Journey To World ClassServices Offered 23How to Reach Us 25

High Performance SolutionsAchieving Sustainable Results through

the Development of People

High PerformanceSolutions Inc.

HPS is making a difference that matters.High Performance Solutions is a value added serviceprovider that was established in 2000 through apassion for achieving sustainable results through thedevelopment of people. Since the beginning of HPS,this vision has helped many companies achieveexcellence.

Our vision focuses on customer success throughcoaching, facilitation and building value addedrelationships at all levels in an organization,including building both internal and externalrelationships.

By following our philosophy of coaching tocompetence, members of the HPS team transfer theknowledge required to sustain improvements to theorganization’s people, creating the ownershiprequired for success.

Through our focus on making our customerssuccessful, we work with companies to help achieveour strategic vision of bringing organizations andtheir people together to learn, share and improve.Any organization’s most valuable asset is its’people. We work with companies to help make thevalue of its `people’ assets appreciate. The result isthe long term growth of the organization.

We are the best at taking companies beyond a focuson improvement tools in order to challenge thethinking of the people at all levels of theorganization. We challenge them to do the rightthings to achieve long term sustainable success.

We help companies achieve sustainable successthrough our coach to competence philosophy bytraining, coaching and facilitating directly with theorganization or through leveraged learning in aConsortium or High Performance Learning Group.

Our passion is helping companies be successful byachieving sustainable results through thedevelopment of people.

At HPS our focus is on doing the right things toachieve long term sustainable success. Our valuesact as our guide to our commitment.They include:•Integrity: Always doing the right thing•Respect and Care: Act if the customer’sorganization is our own and as if our teammember’s success depends on us.•Sustainability: Coach to competence andindependence•Innovation : There is always a better way•Simplicity: Of solutions and Implementation•Growth: Through knowledge

World Class Thinking is what we are trying toachieve in our companies. We are trying to build aSustainable Continuous Improvement culture. Howwe achieve World Class thinking and a CI culture isthrough our people. To build a ContinuousImprovement culture, organizations must go beyondjust applying the tools, and work towards building afocused and aligned organization that engages itspeople for sustainable success.

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A Letter From The President

In the past ten years, I have seen exceptional growth in High Performance Solutions asorganizations have realized our unmatched commitment to our customers’ success and the powerof leveraging knowledge. Going forward, the HPS Team came together to formulate our 10-yearplan to support our HPS vision. We are looking forward with a renewed passion of achievingsustainable results through the development of people.

In our planning, we have solidified our vision of being the Global Leader in bringing organizationsand their people together to Learn, Share and Improve. Hence, we will not rest until we are thebest in the world at developing value added relationships with you, our customer.

Our planning also included a review of our mission which is how we will achieve our vision.This mission was founded on six pillars:Customer Success: Develop customer relationships that consistently add value through learning andcoaching to competence.Team Member Success: Support each other by creating a team environment for personal growthand innovation.Operations Success: Provide world-class customer and team member support systems.Community Success: Commitment to support and strengthen our communities.Environmental Success: Ensure environmental sustainability in our business practices.Financial Success: Provide world-class value to our customers while being profitable.

The HPS Team feels confident that we can continue to help our customers excel in their pursuit ofcontinually improving their organizations. In the future, our customers can expect an expanded anddynamic set of innovative products that meet the needs of an increasingly competitive andchanging market including a focus on taking what has been successful to bring you The SustainableOrganization. HPS, as a devoted partner in your journey to success will strive to help yourorganization achieve exceptional results with the development of new ideas for improvement andan expanded set of leveraging opportunities

I look forward to the privilege of working together with all our customers on the Journey to WorldClass.

Scott SmithPresident, High Performance Solutions

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Value Added ServicesOffered By HPS

Introduction to the High PerformanceManagement Principles

Achieving ResultsThrough People/7

What is a Learning Organization?A learning organization is a company that engages itspeople to see opportunities for improvement andprovides a workplace where they have the tools,understanding, and environment that allows them toresolve issues and make improvements. It is a Safe,Engaged and Agile company.

What is the objective of the High PerformanceManagement Principles training?The objective is to develop the thinking, skills andprovide the necessary tools for leaders to play afundamental role in building a Learning Organization in aContinuous Improvement driven world.

How do the Principles work?Building a Learning Organization requires using theTen Principles to prepare people to be successful in theirendeavors to create a Continuous Improvement Culture.This preparation can be compared to the journey ittakes to ascend a mountain.

How do the Principles fit into the SeniorLeadership mountain?Each of the Principles targets an area of the SeniorLeadership mountain to help reach the top to build aSustainable Organization. The Ten Principles and theapplication of the Lean tools create the foundation (basecamp) that is necessary to develop the Leadership Skillsto lead an organization upward (the climb) towards it’svision and build a Sustainable Learning Organization(the mountain top).

A structured approach to creating a Continuous Improvement Culture and tobuild the Leadership Skills required for a Learning Organization

Lean LeadershipPrinciple One:

MindsetPrinciple Nine:

Go-See- EngagePrinciple Ten:Learning Organization

HumanDevelopment

Principle Six:LeadershipPrinciple Seven:

PeoplePrinciple Eight:

PartnersApplication of Lean ToolsPrinciple Two:

FlowPrinciple Three:

Problem SolvingPrinciple Four:

Standard WorkPrinciple Five:

Visual Controls

where the Ten Lean Management Principles align with the journey of a mountain ascent

High Performance Management Principles

Program Outline

This interactive and intense program enables acompany’s management team to develop theirLeadership skills and create the alignment necessaryto achieve a Continuous Improvement culture. Thepersonal application of the thinking, skills andpractice provided over the course of the programwill equip the organization’s leadership team to playa fundamental role in building a LearningOrganization in a Continuous Improvement drivenworld.

Based on the company’s business and growthneeds, the program is customized to include a focuson the specific principles required for the companyto compete and win.

This program is based on the “learn and do”philosophy. It provides learning interaction throughin-class training, coaching and support sessions byphone, email, or onsite interaction to ensure theunderstanding, acquire competence and selfconfidence to be able to successfully implementthe newly learned concepts.

The duration of the program is determined by thenumber of principles selected by the company toachieve their vision.

The program demands a personal and companycommitment which can include the involvement ofsenior leaders as mentors. Participants are requiredto keep a personal learning journal and aresupported by both the external executive coach aswell as internal senior leaders as supportingmentor/coaches throughout the program.

Each participant will develop and complete apersonal development plan and the entiremanagement team will develop and complete abusiness improvement project to facilitate theimplementation of the principles in the company.

Engaging the entire leadership team in the learningand implementation of the principles is the mostpowerful component of this program as it allows fora focus on culture change.

A structured approach to creating a Continuous Improvement Cultureand to build the Leadership Skills required for a Learning Organization

High Performance Management PrinciplesBuilding Blocks

1. Philosophy and Mindset2. Applying the Tools3. Leadership4. Achieving Results Through People5. Building a Learning Organization

High Performance Management Principles

– Vision, Alignment, Objectives and ActionDevelop the correct management mindset, visionand culture to support the long term growth of yourorganization by balancing the needs of thecustomer, employees and stakeholders.

Principle 1: Base management decisions onmaintaining long term focus even at the expense ofshort term gains .

Vision, Alignment, Objectives and ActionGenerate Value for the stakeholders, thecustomer, the employees, and the companyBe responsible and create a safe environment inorder to develop the skills required for long termsuccess

Key Deliverables–Company operationaland personal visions, culture improvement plan

Building Block 1: Philosophy and developing the Mindset– Vision, Alignment, Objectives and Action

– High Performance Thinking for Senior ManagersUnderstand the application of High PerformanceThinking to achieve a high level of value add basedon your internal and external customer’sperception.

Principle 2: Create a continuous process flow thatpulls production while leveling out the workloadEliminate WastePull rather than pushLevel production

Key Deliverables – Identify businessimprovements

Principle 3: Build a culture of stopping to fixproblems to get quality right the first timeQuality for the customer drives your valuepropositionUse quality systems as continuous improvementtoolsMistake proofing and problem identificationProblem SolvingBuilding a culture that ‘stops’ to fix problems forthe long term benefit of flow

Key Deliverables – Development of problemsolving tools and methodology

Principle 4: Standardized work is the foundation forcontinuous improvement and employeeinvolvement Develop and use standards everywhereCapturing the learning – how to createstandardized workStandardized Work and Continuous Improvement

Key Deliverables – Development of process andLeader Standard Work

Principle 5: Use visual controls to effectivelymanage Creating an organized workplace – 5SVisual BoardsCreate a visual workplace

Key Deliverables – 5S implementationimprovement plan, development of visual boards

Building Block 2: Applying the Tools– High Performance Thinking for the Senior Managers

High Performance Management Principles

–Understand the business, live the culture andteach it to othersOur current leaders are the key to our company’simmediate success. Identifying and building futureleaders in our organization is the key to yourorganization’s long term success.

Principle 6: Grow leaders who thoroughlyunderstand the business, live the culture and teachit to others

Grow Leaders from WithinLeadership in CI - Leaders must be role models ofthe company’s values and way of doing businessA Leader must understand the daily work

Key Deliverables – Identify leadership styleimprovements, people ‘grower’ plan

Building Block 3: High Performance Leadership– Understand the business, live the culture and teach it to others

– Develop exceptional people and teams whoachieve excellent resultsUnderstand We achieve a High PerformanceThinking and a CI culture through our people. Ourpeople achieve success through working in teams.We have to develop and challenge our people andteams to achieve excellence.

Principle 7: Develop exceptional people and teamswho are empowered to achieve excellent resultsCulture and ValuesTrain individuals and teams to work within thecorporate philosophy to achieve exceptional resultsUse cross functional teams for ContinuousImprovement and empower our teams workingas Teams

Key Deliverables – Identify key values and how toteach to employees, team alignment, employeemotivation plan

Principle 8: Manage and challenge our partners tocontinually improve for our mutual benefit and longterm growth

Respect for your partners and treat them as anextension of your businessChallenge your partners to grow and develop.

Key Deliverables – Partner development plan andreplenishment plan

Building Block 4: Achieving Results Through People– Develop exceptional people and teams who achieve excellent results

High Performance Management Principles

– How to Sustain the ResultsWe must follow our mission to be the best.Building and sustaining High Performance Thinkingand Continuous Improvement into our company ishow we will become ‘World Class’.

Principle 9: Go and see, engage team membersthen render a decision and rapidly implement

Go and See to solve problems and improveprocessesThink and speak based on verified data.Leaders and the ‘gemba’ walk.

Key Deliverables – The ‘gemba’ walk

Principle 10: Become a learning organizationthrough our relentless commitment to our HighPerformance Management Principles

Stabilize our processes and use CI to determinethe root cause of the problem and developsolutionsProtect the organizational knowledge base bydeveloping stable personnel, slow promotion andvery careful succession systems.

Key Deliverables – Business project executivereport out

Building Block 5: Building a Learning Organization– How to Sustain the Results

The Structured Approach…

This interactive and intense program enables a company’s management team to develop theirLeadership skills and create the alignment necessary to develop a Continuous Improvement culture.

The program consists of 10 in-class training days, the duration of which isdetermined by the number of principles selected by the company interspersedby coaching & support sessions by phone, email, or onsite interaction.

This is a certificate program and is based on the “learn and do” philosophy.

Participants are required to keep a personal learning journal and are supported byboth the external executive coach as well as internal senior leaders as supportingmentor/coaches throughout the program.

Each participant will develop and complete a personal development plan and the entiremanagement team will develop and complete a business improvement project to facilitatethe implementation of the principles in the company.

This structured approach provides the vision, learning interaction and the time required to acquire thecompetence and self confidence to ensure successful implementation of the newly learned concepts.

Developing Leaders:

Front Line Leadership Program

This program provides Front Line Leaders (FLL) withthe tools and skills necessary to excel in a Lean andContinuous Improvement environment. Today’sFront Line Leaders need skills to engage theirpeople, involve everyone in continuousimprovement and innovation, coach theiremployees, and create an agile and committedworkforce in order to achieve their business goals.The Front Line Leadership course helps participantsdevelop the skills to create a high performanceculture and lean thinking. The workshops in thiscourse are dynamic and interactive and aresupported with mentoring from the programfacilitator in between each session. Participantsfrom a variety of industries learn from one anotheras they practice applying the techniques learned inthe course.

Target audience•Front Line Supervisors, Managers, and TeamLeaders•Project leads, continuous improvement facilitators•High potential leaders with or without directreports•People at all levels from office, service orproduction environments

This program includes six training sessions, whichusually occur every two to four weeks The FLLTraining is based on a ‘learn and do philosophy’. Acertificate of completion is acquired uponcompletion of the training sessions.

Program Objectives. Upon completion of theprogram, participants will have learned thefollowing competencies:o Lean Concept IntroductionIntroduction to the concepts of Lean with the keydeliverable being how to apply the tools across alllevels of one’s organization.

•Soft Skills/ EngagementDevelopment of the soft skills required for a Lean orCI environment, including how to engage directreports and how to work effectively with all levels ofmanagement and various departments.Improvement of self leadership to inspire followersand build a culture of accountability.

•Coaching for High PerformanceMotivate and provide meaningful feedback to buildbench strength. Delegate, manage expectations andidentify performance gaps to enhance skilldevelopment.

•Problem Solving and Team Development SkillsDevelop high performance team skills to improveproductivity, problem solving and innovation. Applyproblem solving tools such as an A-3 to increaseinfluence and achieve business goals.

•How to Change a CultureLearn how high performance cultures are createdand perpetuated. Apply tools to help teammembers transition through change and thrive in alearning organization.

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Next Step Going GreenIt is a myth that being environmentally

responsible is injurious to profitability. Companiessuch as Powersmiths and All-Weather Windowsdestroyed this myth in their presentation at theworld’s largest Lean manufacturing conferencewhich was held in Toronto in October, 2008. Moremyths are being disproved as more and moreorganizations escalate their green efforts to protectcompetitiveness and productivity.

Competing and winning today in any industryrequires a vision that includes EnvironmentalSustainability (Green) with enterprise-wide practicalstrategies that deliver clear, measurable, and rapidreturns. Today’s winning companies are combiningWorld Class and Green strategies and tactics to spotand eliminate many wastes that are oftenoverlooked.

The current definition of Green has contained thenotion of helping to sustain the environment forfuture generations. While ultimately true, HPSunderstands that today's urgencies demand moreimmediate and specific returns to launch projects inthe near future. Returns like positive cash flow,reduced energy, material, and operating costs canmake or break a company today and that is whereHPS focuses attention. The emerging workingdefinition of World Class is "The elimination ofwaste everywhere while adding value forcustomers” which is bringing World Class and Greentogether at last. The reason being is that Greendoes this elegantly by following the wisdom of thenatural world, which is both truly efficient andeffective in creating value and that produces verylittle waste at all. Any waste that is produced bynature equals food (has value) for something else.To truly eliminate all waste and continue to createvalue, organizations must move towardsenvironmental sustainability.

However, for a united ContinuousImprovement/Green strategy to succeed, thelearning curve must be short and the processes easyto understand and deliver. EnvironmentalSustainability must be as commonsense as WorldClass – it must enable us to quickly identify andeliminate wastes that may well include energyconsumption, landfill avoidance, and much more.The good news is that this common sense approachto going green has been formalized into a processknown as the Green Value Stream (GVS) approach(aka Lean & Green). This approach not only has itsroots in Continuous Improvement thinking but italso meshes very well with existing World Classprograms and efforts.

HPS offers a full suite of green services to helpensure rapid deployment of Green thinking andaccelerate the journey towards environmentalsustainability. These services include training &workshops, diagnostics to assess the current greenstate and determine areas for improvement as wellas coaching to help ensure continuous greenimprovement. For a full list of services offered, seethe “How HPS Can Help You” page in this booklet.

Fortunately, one does not have to jump in headfirst with green, there are many quick hits that canbe taken that require very little time, effort orinvestment that produce immediate savings andmany other benefits. The trick is you just need aprocess like the Green Value Stream approach fordoing so. Even more good news is the notion thatthe larger Green initiatives are taken out of altruismis fading as the returns from their implementationare totaled. Many of these have become greatrevenue generators. Today's leaders understandthat sustainability is now a critical part of the corevalue of any organization.

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Bringing it all togetherfor the future –

The Sustainable Organization

What is The Sustainable Organization?

The Sustainable Organization is a management

philosophy that helps organizations achieve long term

success by pursuing perfection in the three

dimensions of sustainability, Social, Economic and

Environmental.

The Sustainable Organization is a business system

philosophy based on 5 Key building blocks and 10

operating principles.

The Sustainable Organization accelerates continuous

improvement initiatives by:

Providing a frame work to ensure the entire

operation is aligned with a common vision,

strategy, goals and objectives.

Providing the thinking on the application of the

tools to achieve the organization’s Vision

Providing the basis for long term growth through

the development of leadership and engaging the

organization’s employees and partners

Providing the ability to think globally by focusing

on a common Strategic Vision, but also providing

the ability to adapt the thinking to meet local

business requirements.

Understanding the balance needed between the

three dimensions of Social, Economic and

Environmental Sustainability to truly achieve

optimum results.

Building a Sustainable OrganizationThe Sustainable Organization is a unique approach toaccelerate the continuous improvement initiatives of anorganization, to align all operations in an organizationwith a common vision and to provide a focus on the longterm growth of all the operations of the organization.The Sustainable Organization incorporates the triplebottom line of People, Planet and Profit.

Sustainable Organization Building Blocks

1. Vision, Alignment, Objectives and Action

2. Applying the Thinking – Learning to S.E.E.

Sustainability

3. Leadership

4. Achieving results through People

5. The Sustainable Organization

The Sustainable Organization Operating Principles

1. Vision, Strategy, Alignment, Objectives and Action

2. Building a Sustainable Organization through

Learning to S.E.E.

3. Voice of the customer, Quality and Problem

Solving

4. Standardized Work

5. Key performance Indicators

6. Visual Management

7. Sustainable Leadership

8. Achieving Results Through People

9. Engaging Our Partners

10. Building the Sustainable Organization

Learning How To AchieveOrganizational Sustainability

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What are the objectives of The

Sustainable Organization?

The main objectives of the program are to accelerate the

business success of all the operations of an organization

through a common philosophy, to align all operations

with the organization’s strategic vision and to create a

platform for learning and sharing between the

organization’s operations.

This is done through building a common understanding

of how The Sustainable Organization will be used as a

business philosophy with all the organization’s

employees. Through the program, operations leaders will

implement the principles based on a common approach

and applying them to meet individual operations needs.

How do The Sustainable Organization Principles work?

The Sustainable Organization principles are implemented

through a “learn and do” approach with programs

focused on different levels of leadership in the

operations.

Level 4 Executive Leadership

Focus: Communication of the organization’s Vision and

strategy

Level 3 Operation Leadership Teams and

Sustainability Champions

Focus: Implementation of organization’s vision and

strategy, acceleration of improvement initiatives and

alignment to the vision

Level 2 Front Line Operations Leaders

Focus: Implementation of the operation’s vision and

strategy at the operations departments, acceleration of

improvement initiatives and alignment to the operations’

vision

Level 1 All Employees

Focus: Introduction to The Sustainable Organization,

engagement of their minds and hearts.

How does The Sustainable Organization work withother organizational initiatives?The Sustainable Organization principles can becustomized to complement and accelerate otherorganizational initiatives by aligning them to theoperation’s vision, strategy and objectives through thelearning and coaching sessions. It will utilize otherorganizational programs as a way to effectively leveragethe learning to implement the goals and objectivesdeveloped in the program. It can also incorporate otherLeadership initiatives by delivering the content throughthe principle learning session.

By building a Sustainable Organization, the company’sprofits will increase, culture will improve, a more stableemployee knowledge base will emerge and brandrecognition will remain strong. Building on the five corepillars identified as the key components of theSustainable Organization supports the triple bottom lineand is applicable in any organization.

World Class PerformanceThrough High Performance

Learning Networks

Achieving World Class Performance ThroughHigh Performance Learning Networks

What is a High Performance Learning Network?A High Performance Learning Network (HPLN) orconsortium is a team of organizations with a focus andcommitment to attaining World Class performance throughpeople and process improvement.

What is the focus of the High Performance LearningNetwork?The focus of the HPLN for the member companies is toleverage each other’s strengths through sharing, learningand improving to achieve accelerated results in their areaof common focus such as continuous improvementprograms, Lean Thinking, World Class ManagementPrinciples or Environmental Sustainability.

What are the benefits of joining a High PerformanceLearning Network?The main benefit of membership is the acceleration of thejourney towards World Class performance by leveraging theresources of the HPLN and the other members. Through theHPLN, organizations get exposure to learn other member’sbest practices and how to transfer this knowledge.Employees are provided opportunities to collaborate withtheir peers in other organizations in improvement events inorder to learn and share and are provided an opportunity toimplement the learning hands on. The results areimprovements in implementation time, levels ofinnovation, organization and personal performance and theability to sustain improvements.

What is the ‘ROI’ or return on investment of membershipin a High Performance Learning Network?While there are many indirect quantitative benefits such asnew innovations, reduction in time, success in sustainingprograms and significant cost savings that are gained fromsharing, learning and implementing ideas taken fromlearning and leveraging sessions, the true ROI is realized interms of asset development, or more specifically thedevelop of a company’s most important asset, its people.Without the development of our Human Capital, we willnot have the long term sustained success that is required totake us on our journey to becoming World Class.

How does the High Performance Learning Network work?The HPLN is made up of a group of 12 to 16 organizationsthat have a commitment to learn and share.

The members have full ownership over the direction of theHPLN through the creation of a vision and an annualstrategic plan. All administration for the team is theresponsibility of the HPLN’s facilitator. Sharing, learningand improving is facilitated through learning events,individual member company coaching days andassessments. Membership privileges include the following.

•Days shared by all members to be used for learning andleveraging events•Individual coaching days to be used by the membercompany to directly apply the thinking through training,coaching or implementation events. (The actual number ofdays are determined by the member organizations.)•A diagnostic for measurement and development of theindividual member organizations•Additional leveraging opportunities through a newsletterand beyond the local team through the High PerformanceConsortiums Network (www.hpcnetwork.com).

For Individual coaching days, members are encouraged toallow other member companies to participate in training orimplementation events. The result is additional trainingopportunities for all members and improvedimplementation by utilizing other member’s expertise.

What are the membership requirements?The main membership requirement for the HPLN is acommitment to Continuous Improvement for anorganization based on the focus for the HPLN and awillingness to openly share and learn.

There is no contract for membership. This is done in orderto ensure that the facilitator strives to create strong valuefor the member organizations and the members strive forexcellence through their commitment to the HPLN.

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Learn, Share, Collaborate &Improve through a HPLN

A High Performance Learning Network (HPLN) or Consortium is a group of organizations with a focus andcommitment to attaining World Class performance through people and process improvement. By joining aHPLN an organization will have the opportunity:

To Learn:

An organization that is involved in a HPLN will gain access to a wealth of knowledge through access tomentors, coaches, current experiences and techniques of other consortium members and knowledgeablefacilitators, as well as books, videos, presentations, and articles. Through this extensive resource ofknowledge, an organization can learn about the most effective techniques to assist them in theircontinuous improvement goals and journey to becoming a Learning Organization.

To Share:

In working with other organizations, you each company gains the advantage of being able to sharebest practices, insights, knowledge, skills sets and solutions with each other in a safe environment.Through regular exchanges, feedback, and discussions that focus on issues that make improvements in theareas of processes, people, and technology, member organizations have the opportunity to gainknowledge of effective practices that will enhance their organization.

To Collaborate:

Member organizations have the opportunity to collaborate and develop workable solutions to issueswithin their organizations and for the creation of ideas that will improve their processes. This will beaccomplished by member roundtables, Special Interest Groups (SIG’s), visits with each other’s facilitiesand people, and features of the online HPLN, all with the expert guidance of experienced facilitators.

To Improve:

In becoming a member of a HPLN and learning, sharing and collaborating with others, an organization willsee vast improvements in implementation time, levels of innovation, organization, personal performance,and the ability to sustain improvements. Members will draw on each other to be innovative, think Lean,think Green, think Sustainability, and think of solutions by leveraging off each other’s ideas and resources.

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HPLN Case Study:HPM Consortium

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The Drivers: In the late ‘80’s, Allen Bradley, fearing anew recession supported the formation of aNetwork of their best 12 suppliers. The plan was tohelp drive AB’s costs down to increase theircompetitiveness to ensure all would have workduring a downturn. The Network supported theidea and renamed themselves the ‘The HPMConsortium’ – which became quickly known asHPM. The agreement was sealed upon a singlehandshake based on the understanding thatcontinuance would require delivery of value asdetermined by the members. Today, nearly 20years after it began, the Consortium is limited to 16companies and is very much alive.

The Founding: HPM’s first member-developed Visionwas “To be a High-Performance/World-Classsupplier consortium of independent suppliers ofquality products and services, who compete andwin against the world’s best.” This was coupledwith a Mission committing everyone to “Worktogether to enable each member to optimize itscompetitiveness in a win-win environment usingshared resources and experience”. Theoperational guidelines developed were just as clearin stating: 1) The Consortium must be member-owned (to be sustainable), 2) Only non-competingMembers were allowed and were bound tointegrity and continuous improvement, 3) Eachcompany held one vote regardless of size.

1992 to 2000 ~ Foundation Building. From the beginningit was all business. Improvements were measuredyearly over the first decade against a 5-Steps-to-World-Class scale which the facilitator maintained.In this environment of interplant exchanges at alllevels, the spirit of ‘The consortium’ grew.Leadership & Coaching training was introducedbased on the model of a vision-driven World Classworkforce as being seamless and engaged.Curriculum was member-developed for PullSystems, Kaizen Blitzes, and much more.

2001-2005: Maturity Begins to Grow: Every ‘HPM year’concluded with a strategic planning session thatcharts the next 12-24 months. A program for thefull Consortium was then developed to meetindividual needs and to strengthen commonweaknesses. Member-driven programs reached allorganization levels - from shop floors, offices,shipping, engineering, and leadership. Leadershiptraining led by Scott Smith accelerated and becamemore strategic. Front Line Leadership wasaccelerated and its deployment widened.

2006-20010: Sustainability Enables Safe Changes: Skillsto help achieve this included Consortiummanagement that applied Balanced Scorecardmeasures, increased Leader training, TWI andLeader Standard Work exposure and more.

The Current State: HPM holds respect and aninternational reputation. It is quoted as a successmodel in several countries. It is adding members,and is now focused on member-directed activitiesaround Green, Engagement, and efforts focused onhelping members become ‘Learning Organizations’.They are better prepared now for the increasedcompetition they believe will become moreglobally aggressive as the Canadian Dollar preparesto move past par. HPM continues to facilitate, tolisten, to challenge, and to propose alternatives attheir board meetings. HPS Inc., led by Scott Smith,has never forgotten who they work for in their roleas ‘servant leaders’. They constantly monitor anddeal with the challenges that include issues ofglobalization, collaboration, innovation, achievingincreased results through people byempowerment, and today’s key strategies aimed atachieving sustainability. Today, 17 consortiumsand 165 companies across Canada know HPM as doConsortiums in Australia and the US.

High PerformanceConsortiums

The HPC Network:The HPC network is a tool that allows organizationsand consortiums to effectively share best practiceswith each other online and with ease. There arethree main areas where each organization hasaccess:

Consortium Area: serves as a general area whereall organizations who are involved with HPC cancollaborate on improvement projects, share bestpractices, receive online training and coaching, andaccess the many learning resources provided on thenetwork (i.e. articles, video clips, ask the expert,past discussion, archived presentation and more).

Specific Consortium Area: serves as an areawhere organizations that are involved in a specificHPLN can collaborate on facilitated improvementprojects, share best practices, and receive onlinetraining and coaching privately and securely withother members.

Specific Organization Area: serves as an areawhere organizations can collaborate onimprovement projects, share best practices andreceive online training and coaching with otherbranches and departments of the organization.

Privileges of Membership:The HPC Network allows for organizations to:

• Collaborate online with consortiummember companies

• Share best practices and leveraging online• Receive online distance training and

coaching• Have unlimited access to the extensive

educational resources provided

Becoming a Member:In order to become a network of the HPCNetwork, please contact High PerformanceSolutions with the contact information providedand an account will be created for yourorganization.

See It For Yourself:www.hpcnetwork.com

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Conclusions of a Decade

Since the beginning, HPS has worked withcompanies in Canada, US, UK and Australia to helpthem accelerate their journeys to globalcompetitiveness. It was the vision to make adifference that matters - by achieving resultsthrough people that drove our work. During thistime, HPS began by providing experience, know-how, consulting & Lean facilitation services to theHPM Consortium and to their clients while buildingmore consortiums across Canada, and in Australia.

The Journey of a DecadeThe first years saw interest in Lean confirmed andaccelerating which saw it become the language ofall consortiums no matter the sector. Invariably,most consortiums began by deploying Lean tools inevery sector from Mfg., service, food, to healthcare& government. With the expansion of Lean and thedemands to eliminate waste following 9/11 – callscame to HPS to install consortia in Australia, BritishColumbia, and across Canada. Today there are 17consortiums across Canada involving approximately165 companies.A mid-decade awakening stoked demand forStandard Work, Lean Accounting, LeanProcess/Product Development, Green Thinking,Sustainability, and much more as companies beganto realize the wisdom of achieving results throughtheir people and the jeopardy they would be placedin if they neglected growing their people. The midyears saw an acceleration of interest in people, bestpractices trips, 5S, and the urgency of equippingleaders at all levels to learn how to lead.

From 2006 to 2010, it’s become clearer that LeanTools only get you to ‘Base Camp.’ No further. HPShas led the charge to implement Front Line and Sr.Leader training as well as Executive Leadershiptraining for those who set the vision and directionfor their companies whether leaders in a bank, food,service, government, or manufacturing company.

This Year At HPSLeadership training at all levels has includedVisioning and Policy Deployment; Leader StandardWork; Lean/Green Thinking and achieving resultsthrough people. To reach the global peak willdemand visioning skills, Leadership skills, acommitment to True North, and the fullengagement of more managers in the growth oftheir people than ever before. Attributes such as‘passionate’, caring, inspiring, empathetic, andsupportive, must increasingly be evident in theculture of today’s leaders. Our competitive worldnow demands engaged respect for “Servant Leader”thinking by leaders. We can no longer waste asingle idea from any employee. Every employeemust feel they are in an environment where theyare valued, fully engaged, needed, listened to,challenged, respected, and supported. And that it iscompletely safe to express a dissenting point ofview.

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How HPS can help you onyour journey to World ClassThe Sustainable OrganizationThis program works with organizations to foster sustainability within a learningorganization, ensuring that the organization is successful in the present, and wellinto the future. The Global Reporting Initiative is used to gage and tracksustainability, while HPS uses its own five cornerstones (people, partners,competitive, community and environment) for coaching

World Class Management PrinciplesWe work with companies to customize the principles to fit an organization’sunique needs and facilitate the delivery of the principles to the organizationsteam, including on-site leadership coaching and mentoring to guide theimplementation of the thinking.

Front Line LeadershipThis six session program provides Front Line Leaders (FLL) with the tools and skillsnecessary to excel in a World Class and Continuous Improvement environment.Each participant is supported by a mentor from their own organization as well asby one on one coaching from the facilitator. FLL can be delivered on site orthrough a combination of on site and distance education.

Leadership and Executive CoachingWe work one on one with a company’s leadership and executive team to developthe leadership required to excel in a World Class organization.

Coaching on the application of World Class Thinking and ToolsFollowing our model of coach to competence we will work with an organizationto provide training and facilitation on select elements of World Class Thinking,Lean Thinking or Continuous Improvement such as Waste Identification, ValueStream Mapping , Problem Solving, 5S, Continuous Improvement Through Teams,Standard Work, Set-up Reduction and Kaizen

Environmental Sustainability through Green ThinkingWe work with organizations to facilitate their green journey to environmentalsustainability, whether it be through coaching on the creation of green valuestreams or facilitating a green improvement event.

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How HPS can help you onyour journey to World Class

Consortium MembershipWhether your company is focused on green and/or continuous improvement,HPS can help you determine if consortium membership is right for yourorganization and guide you through the membership application process.

Consortium Development and Consortium FacilitationIf you would like to develop a consortium in your area and develop the skillsrequired to become a consortium facilitator for HPS , we will work with yourteam to develop a model that is right for specific needs of the organizations inyour area. We will also coach you to develop the skills required to become asuccessful facilitator.

Learning Organization DiagnosticsThrough the diagnostic, we will provide you with a current state of youroperation in terms of World Class thinking and work with your leadership team todevelop a road map for your journey to becoming a learning organization.

Customized LearningWhether it is working with your people to achieve results, leadershipdevelopment, tools, strategy or vision, we will work with you to create a programbased on the improvement needs of your organization.

High Performance Consortiums: www.hpcnetwork.comIf you are a member of a consortium, extend your ability to leverage throughmembership in the High Performance Consortiums web space. If you are aconsortium facilitator, develop your skills through the online facilitator university.

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We are here to help you onyour journey

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Inquiries Welcome

HPS Main Office10 Pioneer Drive, Suite 202Kitchener, Ontario, CanadaN2P 2A4

Phone: 519 893 6260Fax: 519 893 3685

HPS Western Canada DivisionBritish Columbia

Phone: 604 807 7351Alberta

Phone: 403 909 1330

To reach our Sustainability Coachesand to inquire about Value Added Services & Consortium Care

Email: info@hpsinc.ca

www.hpsinc.ca

Next Steps:

Ideas, Action plans, your Development needs to make it happen…

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