George Group Consulting, LP

GSA

AUTHORIZED FEDERAL SUPPLY SCHEDULE PRICE LIST

Management, Organizational and Business Improvement Services (MOBIS)

George Group has extensive experience with multiple agencies and commands in the Federal Government with initiatives focused in diverse areas such as logistics, engineering, finance, administration, maintenance, and retail. For these clients, we have provided a range of services including program management and deployment assistance for large-scale initiatives such as Lean Six Sigma and Lean Transformation, as well as benchmarking projects, organizational change acceleration, and project-specific Kaizen events.

In addition to its Federal business, George Group continues to lead the way delivering strategic insight and operational execution consulting to the Global 1000.

George Group has the strategic and operational know-how, coupled with deep industry expertise to help:

Improve productivity and service quality to achieve cost-wise readiness
Expand capacity while simultaneously reducing delivery times
Streamline services and operations to overcome growing cost pressures

More information is available at http://www.georgegroup.com/ or by contacting us at 800-777-8066.

Authorized Federal Supply Schedule Price List
On-line access to contract ordering information, terms and conditions, up-to-date pricing, and the option to create an electronic delivery order is available through GSA Advantage!, a menu-driven database system. The Internet address for GSA Advantage! is: http://www.fss.gsa.gov.

Contract Administration:
Michael L. George, Jr., Vice President
Phone: 972-789-8657
mgeorgej@georgegroup.com

GSA

AUTHORIZED FEDERAL SUPPLY SCHEDULE PRICE LIST

Management, Organizational and Business Improvement Services (MOBIS)

George Group Consulting, LP

1b. Identification of the Lowest Priced Item/Service and Lowest Unit Price for That Item/Service for Each Special Item Number Awarded.

Prices shown in price list are valid for all areas including worldwide. [NOTE: Travel costs will be expensed in accordance with Joint Travel Regulations. For any overseas work, pricing will also reflect current State Department indices of living costs abroad.]

The types of Government purchase card(s) accepted for payment are as follows: American Express, Visa, and Master Card.

George Group will negotiate with the contracting agencies on an ad hoc basis in an attempt to meet an accelerated delivery for rush requirements.

Please forward all orders to the designated individual at the address shown below:

George Group Consulting, L.P.
Attn: Michael L. George, Jr., Vice President
One Galleria Tower
13355 Noel Road, Suite 1600
Dallas, TX 75240

Below are the telephone number(s) that can be used by ordering agencies to obtain technical and/or ordering assistance:

George Group Consulting, L.P.
Attn: Michael L. George, Jr., Vice President
One Galleria Tower
13355 Noel Road, Suite 1600
Dallas, TX 75240

Below are the telephone number(s) that can be used by ordering agencies to obtain technical and/or ordering assistance:

George Group warrants and implies that the items delivered hereunder are merchantable and fit for the particular purpose described in the contract.

Payments made using the Governmentwide commercial purchase card are not eligible for any negotiated prompt payment discount.

20. Terms and Conditions of Repair Parts Indicating Date of Parts Price Lists and any Discounts From List Prices: N/A

25. Environmental Attributes, e.g., Recycled Content, Energy Efficiency, and/or Reduced Pollutants:

George Group will comply with any applicable environmental guidelines/ regulations associated with the production and distribution of products and services provided under this GSA Schedule.

SIN 874-1: CONSULTING SERVICES

George Group provides expert consultation, assistance, and deliverables associated with all aspects of surveying within the context of MOBIS.

SIN 874-2: FACILITATION SERVICES

George Group provides facilitation and related decision support services to agencies engaging in collaboration efforts, working groups, or integrated product, process, or self-directed teams.

Description	2004 Hourly Rate	2005 Hourly Rate	2006 Hourly Rate	2007 Hourly Rate	2008 Hourly Rate
Vice President—Complexity & Innovation	—	—	$403.75	$418.69	$434.18
Vice President	—	$368.38	$382.00	$396.14	$410.80
Senior Consultant—Complexity & Innovation	—	—	$360.13	$373.45	$387.27
Principal	—	—	$355.13	$368.26	$381.89
Engagement Director	—	$340.00	$352.58	$365.63	$379.15
Lean Six Sigma Master Black Belt	—	$340.00	$352.58	$365.63	$379.15
Lean Six Sigma Black Belt	—	$321.13	$333.01	$345.33	$358.11
Senior Consultant	—	$321.13	$333.01	$345.33	$358.11
Engagement Coordinator	—	$151.91	$157.53	$163.36	$169.40

Description	2005	2006	2007	2008
Kaizen Workshop	$ 22,417	$ 23,246.43	$ 24,106.55	$ 24,998.49

Labor Category Descriptions

Minimum/General Experience: Officers have a minimum of ten years of industry and consulting experience with expertise in Complexity, Innovation, Strategy consulting, Engagement Management, Training, Operations Consulting, Project Management, Leadership and Organizational Assessments, Program Audit and Evaluation , and managing Complexity & Innovation Engagements.

Functional Responsibility: George Group Vice Presidents of Complexity & Innovation are officers in the company with significant engagement management and leadership experience who provide top level consultation and facilitation services.

Minimum Education: Bachelors of Arts or Bachelors of Science with a Masters of Science or Masters of Business Administration.

Minimum/General Experience: Officers have a minimum of fifteen years of industry and consulting experience with expertise in Lean Six Sigma Program Design, Executive Coaching, Team Effectiveness Training, Sales and Marketing, Product Development, Lean Operations, Process Cycle Time reduction, Leadership and Organizational Assessments, Process Measurement Development, Program Audit and Evaluation and Lean Six Sigma Program Deployment.

Functional Responsibility: George Group Vice Presidents are officers in the company with significant industry, program management and leadership experience who provide top level consultation and facilitation services.

Minimum Education: Bachelors of Art or Bachelors of Science in Engineering with a Masters of Science or Masters of Business Administration.

Minimum/General Experience: Senior Consultants must be trained experts on the application of Complexity & Innovation methodologies and tools at least 2 years of consulting experience and 7 years of industry experience. Senior consultants must complete the 2 ? 3 weeks of training, pass all written examinations and the successfully complete two Complexity & Innovation projects.

Functional Responsibility: Senior Consultants complete and lead Complexity & Innovation projects and provide consulting to Black Belts during the course of their projects.

Minimum/General Experience: Principals have a minimum of ten years industry and consulting experience. They must have expertise and have demonstrated the ability to organize and lead large and complex projects in Lean Six Sigma Program Design, Sales and Marketing, Product Development, Lean Operations, Process Cycle Time reduction, Kaizen Events, Process Measurement Development, and Lean Six Sigma Program Deployment.

Functional Responsibility: Lead the design and deployment of large-scale, complex Lean Six Sigma programs across large and diverse organizations.

Minimum/General Experience: Engagement Directors have a minimum of ten years of industry and consulting experience. Must have demonstrated expertise in Lean Six Sigma Program Design, Product Development, Lean Operations, Process Cycle Time reduction, Kaizen Events, Process Measurement Development, and Lean Six Sigma Program Deployment.

Functional Responsibility: George Group Engagement Directors lead the design and deployment of large-scale Lean Six Sigma programs across organizations.

Minimum/General Experience: Master Black belts have at least ten years of Six Sigma experience, completed a Master Black Belt technical examination, and lead the training and successful project execution of at least two waves of candidate Black Belts (between 40 and 60 people) over 1 - 2 years. Must be highly trained and experienced experts in the deployment of Lean Six Sigma methods and tools.

Functional Responsibility: Master Black Belts deliver Lean Six Sigma Black Belt training, Design for Lean Six Sigma Black Belt Training, Lean Six Sigma Black Belt Training for Service (Transactional) Processes, Kaizen Events, Master Black Belt Training, Green Belt training, Executive Sessions, Champion training and provide coaching to organizational leaders during the Lean Six Sigma deployment. Master Black Belts are certified through corporations and the American Society of Quality (ASQ). Master Black Belts are the technical experts on Lean Six Sigma methodologies and tools.

Minimum/General Experience: Lean Six Sigma Black Belts must be trained experts on the application of Lean Six Sigma methods and tools in the improvement of processes with at least 2 years of Lean Six Sigma experience and 7 years of industry experience. Black Belts must complete the 4 - 6 weeks of training, pass all written examinations and the successfully complete two 3- 6 month improvement projects.

Functional Responsibility: Black Belts deliver Kaizen Events, Green Belt training, Executive Sessions, Champion training and provide coaching to Black Belts during the course of their projects. Black Belts are certified by corporations and through the American Society of Quality.

Minimum/General Experience: Senior Consultants have expertise in improvement techniques such as pull systems, Kaizen events, improvement project implementation, Business Process Reengineering, measurement system development and computer specifications development.

Functional Responsibility: Assist in the deployment of improvement methodologies and tools in improvement projects. They have at least five years of industry and consulting experience.

Minimum/General Experience: 8 to 10 years supporting multiple ongoing projects involving commercial and/or Government customers. Scheduling, overseeing and coordinating the efforts or work groups and individuals supporting achievement of overall program goals. Self-starter, detail oriented, excellent organization skills, and a demonstrated ability to work with and manage diverse work groups.

Functional Responsibility: Monitor activities and status of ongoing programs. Interface with clients to deliver contracted services based on customer requirements. Resolve all related logistics matters in advance of the date the service is scheduled. Monitor performance of task orders, including SOW and schedule compliance. Report training progress and status to COR (Contracting Officer's Representative) and/or others as established by CDRL (Contract Data Requirements List) or other contract requirement. Prepare monthly task order status reports and financial/expense summary documents for ongoing programs. Support periodic meetings and reviews or schedule, staffing and revenue/task order related issues. Coordinate as needed with the COR and/or CO on status and contract issues.

Minimum Education: BA/BS in business related or other field appropriate to the task description, or an appropriate combination of education and directly relatable experience providing coordination for multiple projects.

Facilitation Session Descriptions:

Kaizen Workshop
Kaizen is a focused, high energy, high velocity cross-functional team breakthrough event. The 1-week Kaizen Event, following a tightly scoped 3-day Define phase of the Lean Six Sigma DMAIC (Define, Measure, Analyze, Improve, Control) process focuses cross-functional teams on the Measure-Analyze-Improve-Control phases of the DMAIC process. Teams define current state via value stream maps, process walkthroughs, videotape, pictures, and data. Teams analyze the process to identify root causes, then design, pilot, and implement improvements, train affected employees, and ensure new processes are capable. Findings, results and remaining actions presented to management are completed with facilitation following the event in a tightly scoped 2-day follow-up to the Control phase to ensure gains are being sustained. The total 2-week effort is typically divided into Kaizen Event Prep and Kaizen Event. Participants learn a continuous improvement implementation strategy that is quick and effective. They will also learn how to use a wide array of tools and problem solving techniques as well as how to map, measure, analyze, plan, implement, and sustain significant process improvements. Typical Kaizen results are a 20-50% reduction in Lead Time, 5-20% improvement in productivity, 20-50% reduction in inventory, and significant improvements to quality, on-time performance, and safety, Improved work area (cleaner, safer, better organized). Typical results range from $10K-$250K per Kaizen.

SIN 874-4: TRAINING SERVICES

George Group offers off-the-shelf, or customized off-the-shelf training packages under this SIN to meet specific agency needs related to management, organizational and business improvement services.

George Group Consulting, L.P.	2004	2005	2006	2007	2008
Design for Lean Six Sigma Black Belt*	$ 133,650 (5-week) $106,920 (4-week)	$ 138,595 $110,876	$ 143,723 $114,978	$ 149,041 $119,233	$ 154,555 $123,644
Design for Lean Six Sigma Black Belt-Product (3 weeks)	—	—	$86,234	$89,424	$92,733
Design for Lean Six Sigma Black Belt-Service (3 weeks)	—	—	$86,234	$89,424	$92,733
Design for Lean Six Sigma Black Belt-Service (2 weeks)	—	—	$57,489	$59,616	$61,822
Green Belt Training—Lean Six Sigma*	$ 53,460	$ 55,438	$ 57,489	$ 59,616	$ 61,822
Green Belt Training Lean Six Sigma for Service*	$ 53,460	$ 55,438	$ 57,489	$ 59,616	$ 61,822
Kaizen Leadership	—	—	$28,745	$29,808	$30,910
Lean Six Sigma Executive Training*	$ 13,365	$ 13,860	$ 14,372	$ 14,904	$ 15,456
Lean Six Sigma Champion Training*	$ 26,700	$ 27,688	$ 28,712	$ 29,755	$ 30,876
Lean Six Sigma Executive (1-Day)*	$ 6,682.50	$ 6,930	$ 7,186	$ 7,452	$ 7,728
Lean Six Sigma Black Belt Course*	$ 133,650 (5-week) $106,920 (4-week)	$ 138,595 $110,876	$ 143,723 $114,978	$ 149,041 $119,233	$ 154,555 $123,644
Lean Six Sigma Black Belt for Service (Transactional)*	$ 133,650 (5-week) $106,920 (4-week)	$ 138,595 $110,876	$ 143,723 $114,978	$ 149,041 $119,233	$ 154,555 $123,644
Lean Six Sigma Yellow Belt	—	—	$7,186	$7,453	$7,728
Lean Six Sigma Project Sponsor Training*	$ 20,025	$ 20,766	$ 21,534	$ 22,331	$ 23,157
Lean Six Sigma Master Black Belt Training*	$ 80,100	$ 83,064	$ 86,137	$ 89,324	$ 92,629
Lean Six Sigma Deployment Planning Kaizen	—	—	$38,077	$39,486	$40,947
Project Identification & Selection	—	—	$16,749	$17,369	$18,011
Team Effectiveness for Green Belts	—	—	$14,356	$14,887	$15,438
Team Accelerator Training*	$ 26,700	$ 27,688	$ 28,712	$ 29,775	$ 30,876
Train the Trainer for Yellow Belt Training	—	—	$14,372	$14,904	$15,456
Train the Trainer for Team Accelerator Training for Black Belt	—	—	$31,533	$32,700	$33,910
Train the Trainer for Project Sponsor Training	—	—	$31,533	$32,700	$33,910
Train the Trainer for Green Belt Team Effectiveness Training	—	—	$15,767	$16,350	$16,955
*Brand Name—6 Sigma; Unit of Issue—1; Time of Delivery ARO—30 Days

Course Descriptions

Objectives of the Course: Design for Lean Six Sigma (DFLSS) is similar to Six Sigma in that the focus is on improving quality, time to market, and delivering measurable financial results. However, where Six Sigma is focused on improving existing processes, DFLSS is focused on creating new designs or new processes (transactional and/or manufacturing). DFLSS is focused on designing-in quality rather than addressing quality problems down the road.

Achieve a flawless launch of new high-value products that meet the cost and timing goals of the business while delighting customers

The course also provides Black Belts with a 1-week Team Accelerator coursed designed to generate fast, effective teamwork with those directly involved in the execution of Lean Six Sigma. The Team Accelerator workshop accomplishes this by investigating Leadership Styles, Team Performance, Conflict Resolution, Meeting Effectiveness, Double Loop Learning, Productive Teams, Team Roles, and performing 2 Learning Cycles during the course. Team Accelerator is highly recommended for optimum results, but is optional.

The five weeks of classroom (50% instruction, 50% hands-on exercises) are spread out over 4-6 months to allow work on projects in between training weeks.

To obtain certification, it is expected that Black Belt candidates complete pre-work assigned prior to class, pass all examinations (scoring at least 80%) and successfully complete an assigned improvement project. The course is staffed with 2 instructors (except for the Team Accelerator).

The Design for Lean Six Sigma (DfLSS) training is similar to other Lean Six Sigma training. The focus is on improving quality, time to market, and delivering measurable financial results. However, where other Lean Six Sigma training is focused on improving existing processes, DfLSS (product) is focused on creating new designs and building better products. DfLSS is focused on designing-in quality rather than addressing quality problems down the road. This course includes:

The training consists of three 1-week sessions of classroom experience, with at least three weeks allowed between each class for application of the lessons to the projects. Class size is 25-30 students (typically only 7-10 DfLSS students, plus their key team members). The class is staffed with two instructors.

The Design for Lean Six Sigma (DfLSS) training is similar to other Lean Six Sigma training. The focus is on improving quality, time to market, and delivering measurable financial results. However, where other Lean Six Sigma training is focused on improving existing processes, DfLSS (service) is focused on creating new processes. DfLSS is focused on designing-in quality rather than addressing quality problems down the road. This course includes:

The training consists of three 1-week sessions of classroom experience, with at least 3 weeks allowed between each class for application of the lessons to the projects. Class size is 25-30 students (typically only 7-10 DfLSS students, plus their key team members). Class length is 3 weeks, or 2 weeks if the participants are already DMAIC certified. It is staffed with two instructors.

The Design for Lean Six Sigma (DfLSS) training is similar to other Lean Six Sigma training. The focus is on improving quality, time to market, and delivering measurable financial results. However, where other Lean Six Sigma training is focused on improving existing processes, DfLSS (service) is focused on creating new processes. DfLSS is focused on designing-in quality rather than addressing quality problems down the road. This course includes:

The training consists of two 1-week sessions of classroom experience, with at least 3 weeks allowed between each class for application of the lessons to the projects. Class size is 25-30 students (typically only 7-10 DfLSS students, plus their key team members). Class length is 3 weeks, or 2 weeks if the participants are already DMAIC certified. It is staffed with two instructors.

This two-week course provides Green Belt candidates with the understanding of Lean Six Sigma, Lean Six Sigma improvement tools and project management fundamentals to be active contributors to a Black Belt project or lead small-scale Lean Six Sigma improvement projects.

Topics addressed in this course include establishing effective improvement teams, understanding the voice of the customer, process mapping, Pareto charts, histograms, Failure Modes and Effect Analysis, the value of process cycle time compression, control charts, measurement system analysis, sampling and data collection, process capability, Kaizen events, 5S, Setup reduction, process value analysis, introduction to DOE, ANOVA and process control. This course is a mix of case studies, simulations and presentation.

Green Belt certification is obtained by attending all classes, successfully passing all examinations (score of 70%) and completing or contributing to one successful improvement project. The course is staffed with 2 instructors.

This training is for providing instructions to Black Belts and Green Belts on how to facilitate and direct Kaizen events. Kaizen events are intensive, action-oriented, cross-functional, accelerated mini-DMAIC projects, focusing on realization of immediate improvements within a targeted process area. This workshop is taught as a combination of lecture, case studies and simulations. This intensive training teaches participants processes for Kaizen event selection, scoping, preparation, facilitation, and post-work. Class size is 10 to 12, and the length is 4-days. It is staffed with two instructors.

This 2-day course is designed to prepare key managers to perform their oversight roles during a Lean Six Sigma deployment. The course provides managers with a working knowledge of the Lean Six Sigma program, methodology and processes. The course also provides guidelines for performing their management roles.

The first day of the course is delivered as an interactive, business simulation. This simulation has the participants assume roles within an organization and apply the DMAIC improvement methodology and improvement tools on the simulated process. As a team, they move a poorly functioning process to higher levels of performance through the use of the methods and tools including project chartering, process capability, process mapping, narrowing critical process variables, Pareto charts, histograms, box plots, descriptive statistics, run charts, cause and effect matrix and developing and implementing pilot solutions.

The second day provides additional information on the history of Lean, Six Sigma, and Lean Six Sigma, the key roles in a deployment, additional tools and key management processes to support a Lean Six Sigma deployment including project identification, project selection, selection of Black Belts and Green Belts, performing Gate Reviews, communication of the program goals and status and sharing organizational best practices. After completing the course, participants will apply the concepts to overseeing their own BB project for the next 3-5 months. The course is staffed with 2 instructors.

The purpose of the workshop is to train Lean Six Sigma Champions to perform the critical functions of their roles, including:

The 3-day course is designed to walk the champion through the approaches for identifying and selecting projects for the Lean Six Sigma program. The participants are required to bring relevant organizational data and strategic planning information with them for use in applying the following tools: process classification, process decomposition, Kano analysis, financial statement / cost decomposition and customer requirement analysis. The class is approximately 35% lecture and 65% exercises using their own supplied data.

The course also focuses on topics relating to Lean Six Sigma program management. Key topics include communications plan development, best practice transfer, addressing change management, organizational design and role definition, and ongoing project portfolio management. After satisfactory completion the course, participants are able continue applying the tools to generate a queue of projects for future assignment to Black Belts. The course is staffed with 2 instructors.

This course is delivered to all levels of an organization to provide an overview of the history of Lean Six Sigma, describe the improvement approach, allow all participants to experience an actual project implementation lifecycle through a business simulation. This simulation has the participants assume roles within an organization and apply the DMAIC improvement methodology and improvement tools on the simulated process. As a team, they move a poorly functioning process to higher levels of performance through the use of the methods and tools including project chartering, process capability, process mapping, narrowing critical process variables, Pareto charts, histograms, box plots, descriptive statistics, run charts, cause and effect matrix and developing and implementing pilot solutions. The course is staffed with 2 instructors.

This five week course provides the Lean Six Sigma Black Belt candidate with an integrated Lean and Six Sigma curriculum enabling them to apply the DMAIC methodology (Design—Measure—Analyze—Improve—Control), Six Sigma problem solving tools including; Process Mapping, value-stream mapping, Value Analysis, Brainstorming, Statistical Process Control, Check Sheets, Run Charts, Histograms, Scatter Diagrams, Control Charts, Pareto Analysis, Cause & Effect/Fishbone Diagrams, Nominal Group Technique/Multivoting, Affinity , Interrelationship Digraphs (ID), Force Field Analysis, Gage R&R, Cp & Cpk, Multivari Chart, Boxplots, Main Effects Plots, Interaction Plots, Regression Analysis, Analysis of Variance (ANOVA), C&E Matrices/QFD, Failure Modes & Effects Analysis (FMEA), Design of Experiments (DOE), Hypothesis Testing and Response Surface Methodology and critical Lean Improvement tools including; "Time Trap" identification and improvement, Process Flow Analysis, Lean Production design, Poka-Yoke, Sales and operations planning, stocking strategy, Materials management, Shop floor controls, Kaizen Blitz, Vendor certification/scorecards/lead-time reduction, pull system design and cycle time reduction. The course also provides Black Belts with a 1-week Team Accelerator coursed designed to generate fast, effective teamwork with those directly involved in the execution of Lean Six Sigma. The Team Accelerator workshop accomplishes this by investigating Leadership Styles, Team Performance, Conflict Resolution, Meeting Effectiveness, Double Loop Learning, Productive Teams, Team Roles, and performing 2 Learning Cycles during the course. Team Accelerator is highly recommended for optimum results, but is optional.

This unique course is particularly applicable in complex processes where quality improvement, speed and process cycle time reduction are critical for organizational success. Successful completion of the Black Belt course requires attendance of all 4 weeks of training and passing three quizzes and final exam with a grade of 70% or higher.

Virtual Coach software, Supply Chain Accelerator Software and Minitab statistical analysis software are recommended and are available as support training items. This training is delivered over the course of 4-5 months with three weeks of improvement project work between the four or five one week training classes. To obtain certification, it is expected that Black Belt candidates complete pre-work assigned prior to class, pass all examinations and successfully complete an assigned improvement project. The course is staffed with 2 instructors (except for the Team Accelerator).

Lean Six Sigma Black Belt for Service training provides individuals and teams with the principles, practices, and tools of Lean Six Sigma to maximize cost reductions and improve customer satisfaction in service environments and business processes. The course is designed to provide 30% classroom lecture and 70% group and individual exercises to enhance and reinforce key learning's. This is a four-week (optional five-week) session of rigorous and applied training over a four-month period (Total 132 Hours). Successful completion of the Black Belt course requires attendance of all 4 weeks of DMAIC training and passing three quizzes and final exam with a grade of 70% or higher.

Topics Covered include an overview of Lean Six Sigma, goal setting, establishing voice of the customer, team launch, Minitab overview, process mapping, value-stream mapping, basic six sigma tools, introduction to variation, financial fundamentals, sampling and data collection, control charts, measurement system analysis, process capability, cause and effect matrix, project management, simple regression, failure modes effects and analysis, value and cycle time analysis, multiple regression, design of experiments, process control plans, commercial simulation, piloting and implementation planning, SIPOC, RACI, Line Balancing, Pull Systems, Process flow improvement, total preventive maintenance, kaizen, quality function deployment (QFD), developing design concepts, developing high-level design, developing detailed process designs, executing pilots, analyzing results. The course also provides Black Belts with a 1-week Team Accelerator coursed designed to generate fast, effective teamwork with those directly involved in the execution of Lean Six Sigma. The Team Accelerator workshop accomplishes this by investigating Leadership Styles, Team Performance, Conflict Resolution, Meeting Effectiveness, Double Loop Learning, Productive Teams, Team Roles, and performing 2 Learning Cycles during the course. Team Accelerator is highly recommended for optimum results, but is optional.

To obtain certification, it is expected that Black Belt candidates complete pre-work assigned prior to class, pass all examinations and successfully complete an assigned improvement project. The course is staffed with 2 instructors (except for the Team Accelerator).

This training provides participants with a working knowledge of the Lean Six Sigma program, methodology and processes. The course methodology is delivered as an interactive, business simulation. This simulation has the participants assume roles within an organization and apply the DMAIC improvement methodology and improvement tools on the simulated process. As a team, they move a poorly functioning process to higher levels of performance through the use of methods and tools including project chartering, process capability, process mapping, narrowing critical process variables, Pareto charts, histograms, box plots, descriptive statistics, run charts, cause and effect matrix and developing and implementing pilot solutions.

The training also provides additional information on the history of Lean, Six Sigma and Lean Six Sigma, the key roles in a deployment, and additional tools used to support a Lean Six Sigma deployment.

At the heart of any continuous improvement initiative is the establishment of process ownership and accountability. Lean Six Sigma accomplishes this by actively engaging P&L managers, process owners, key stakeholders and enablers as Project Sponsors. This workshop also builds on the foundation of the Executive Workshop and further encompasses:

Master Black Belts are the in house experts for disseminating Lean Six Sigma knowledge and learning. Master Black Belt training was designed to ensure:

Our approach requires a significant number of hours in off-line study and preparation and includes:

The Deployment Planning workshop is designed to dramatically accelerate the process of completing the many decisions necessary for an organization to successfully deploy Lean Six Sigma (LSS). George Group staffs the workshop with senior resources that have broad experience deploying Lean Six Sigma in organizations similar to that of the client. They provide broad subject matter expertise in each area of deployment decision making. In addition to significantly accelerating the deployment decision making process, the workshop provides for a much improved and coordinated decision making process.

The workshop is facilitated as a Kaizen event, i.e. one week, full-time participation by the core team and Deployment Champions (as well as 'as-needed' participation by other subject matter experts (SME's), high-energy and with an eye towards making as many decisions as possible. A significant amount of pre-work and preparation is necessary for a successful event. The results of the event include a coordinated set of deployment decisions with high 'buy-in' from the broader organization. Further, the one-week event will usually accelerate the deployment decision making process by 3 months or more, pulling forward in time the launch of projects. It dramatically reduces the time to financial results, enabling the deployment to pay for itself much quicker.

It is not expected that 100% of deployment decisions are completed during the workshop, but about 50%-75% of the 'A' decisions will be thoroughly vetted. Various deployment elements requiring further study, action and approval will be completed post workshop. Specific deployment decisions are covered in the workshop. These include, but are not limited to, the following:

The Workshop class size is generally 5 to 20 participants who are Core team, Deployment Champions, and Subject Matter Experts. It is 4 days in length and staffed with 2 instructors.

The Project ID and Selection workshop includes (1) providing participants with cycles of learning on applying the project identification and selection methodology in a tightly scoped and managed workshop environment, (2) identifying, screening/selecting, and scoping BB & GB projects for Lean Six Sigma training and deployment (including scheduling prioritization session), and (3) demonstrating the power of project selection methodology to site/unit management teams.

This workshop focuses on an analysis of the Voice of the Business, Voice of the Customer and Voice of the Process to identify project opportunities. The activities include:

One facilitator is supplied for the workshop, and a client co-facilitator is required for it to be the most effective event. A process of a client co-facilitator has the added benefit of a train-the-trainer approach to client organization self-sustainability. Workshop size is 8 to 12 client participants, and the class work is conducted in 3 1/2 days and staffed with one instructor and one client facilitator. There is also 1 1/2 days of preparation done prior to the workshop.

The Team Effectiveness workshop provides participants with insight into their own personal leadership style, along with practical steps for interacting more effectively with others. Effective interaction and collaboration are critical to the success of the Team. The course will cover many of the same topics as the Team Accelerator course for Black belts, resulting in a common language for analysis and resolution of team-related issues.

This 2-day course covers the role of the Green Belt in a Lean Six Sigma deployment and critical success factors associated with that role and with the project teams themselves. The emphasis of the course will be on team effectiveness and on how change occurs within processes and organizations. Key concepts to be covered include:

Class size is 10 to 25 participants. It is 2-days and staffed with one instructor.

The Team Accelerator workshop provides participants with insight into their own personal leadership, along with practical steps for interacting more effectively with others. Effective interaction and collaboration are critical to success. When employees are engaged and working together effectively, your organization will be better able to meet the challenges of today - and tomorrow. Min. participants: 10 Max. participants: 25.

This course is designed to prepare future instructors to teach YB Training. This training provides the future instructor with the knowledge and tools required to teach YB participants: a working knowledge of the Lean Six Sigma program, methodology and processes; the history of Lean, Six Sigma and Lean Six Sigma, the key roles in a deployment, and additional tools used to support a Lean Six Sigma deployment.

This training shall teach the future instructors on the course methodology to deliver an interactive, business simulation. This simulation has the participants assume roles within an organization and apply the DMAIC improvement methodology and improvement tools on the simulated process. As a team, they move a poorly functioning process to higher levels of performance through the use of methods and tools including project chartering, process capability, process mapping, narrowing critical process variables, Pareto charts, histograms, box plots, descriptive statistics, run charts, cause and effect matrix and developing and implementing pilot solutions. Class size is 10 to 15, and the length is 2-days plus 2 cycles of co-teaching per student.

This course prepares future instructors to teach Team Accelerator Training for Black Belts. The training provides the instructor candidates with the knowledge and tools necessary to teach participants: insight into their own personal leadership style, along with practical steps for interacting more effectively with others; effective interaction and collaboration techniques; use of a scientific approach to team leadership, including Belbin Team Role methodology, which is able to accurately predict team results; and how to effectively harness the resources on their teams.

The training also addresses how to properly facilitate the Team Accelerator course and the acquisition of the detailed knowledge of behavioral theories covered within the course. Prior to the Train the Trainer session, instructor candidates will be given extensive reading materials to complete (60 hours of self-study). The candidates must also have attended a Team Accelerator for Black Belts course as a participant prior to attending the Train the Trainer session. The session itself is conducted in parallel with a Team Accelerator workshop. After the session, instructor candidates are given additional preparatory work and are required to deliver multiple workshops under observation by a certified instructor. Final certification for solo delivery by the instructor candidates is contingent upon their ability to deliver the workshop to an average rating of 8.0 out of 10 on both course effectiveness and instructor effectiveness. During the development process, each instructor candidate is provided with numerical assessments on key areas of workshop delivery and content knowledge; these scores form the basis for their personal development plans.

Due to the need for each instructor candidate to deliver the Team Accelerator workshop on a frequent basis (approximately 10 events per year), it is usually preferable to nominate a small number of instructor candidates. It is further recommended that the instructor candidates have already completed Belbin certification and/or Team Effectiveness for Green Belt Train the Trainer, as this will minimize the amount of coaching and workshop co-delivery required. A final pre-requisite is that instructor candidates for this course have completed Green Belt and/or Black Belt Training. Class size is 2 to 8, and length is 4 days over 1 week, held in conjunction with an actual Team Accelerator class. Coaching is estimated to be about 1 week per instructor candidate. There are 2 instructors, including the Team Accelerator instructor.

This class is designed to prepare future instructors to teach Project Sponsor Training. This training provides the instructor with the knowledge and tools necessary to teach Project Sponsors: a working knowledge of the Lean Six Sigma program, methodology and processes; guidelines for sponsors in performing their management roles; the history of Lean, Six Sigma, and Lean Six Sigma; the key roles in a deployment; additional tools and key management processes to support a Lean Six Sigma deployment, including project identification, project selection, creating project Charters, how to value a project, financial guidelines, selection of BBs and GBs, performing Gate Reviews, communication of the program goals and status and sharing organizational best practices.

This training also teaches the future instructors how to conduct an interactive, business simulation. The simulation has the participants assume roles within an organization and apply the DMAIC improvement methodology and improvement tools on the simulated process. As a team, they move a poorly functioning process to higher levels of performance through the use of the methods and tools including project chartering, process capability, process mapping, narrowing critical process variables, Pareto charts, histograms, box plots, descriptive statistics, run charts, cause and effect matrix and developing and implementing pilot solutions. The class size is 10 to 15, and length is 4-days over 1 week, plus 2 cycles of co-training per student. Two instructors are used for the class.

This course prepares future instructors to teach Team Effectiveness Training for Green Belts. The training shall provide the instructor candidates with the knowledge and tools necessary to teach participants how to structure teams for maximum effectiveness and on how change occurs within processes and organizations.

The training addresses how to properly facilitate the Team Effectiveness for Green Belt course and the acquisition of the detailed knowledge of behavioral theories covered within the course. Prior to the Train the Trainer session, instructor candidates are given extensive reading materials to complete (20 hours of self-study). The session itself is conducted in parallel with a Team Effectiveness for Green Belts workshop. After the session, instructor candidates are given additional preparatory work and are required to deliver multiple workshops under observation by a certified instructor.

Final certification for solo delivery by the instructor candidates is contingent upon their ability to deliver the Team Effectiveness workshop to an average rating of 8.0 out of 10 on both course effectiveness and instructor effectiveness. During the development process, each instructor candidate is provided with numerical assessments on key areas of workshop delivery and content knowledge; these scores form the basis for their personal development plans.

It is recommended that instructor candidates for this course have completed Green Belt and/or Black Belt Training. This course is recommended as a pre-requisite for the Train the Trainer for Team Accelerator for Black Belts course. Class size is 2 to 12, the length is 2-days, held in conjunction with an actual Team Effectiveness class. Coaching is generally 2 days per instructor candidate. The class has 2 instructors, including the Team Effectiveness instructor.

SIN 874-5: SUPPORT PRODUCTS

Description	2004	2005	2006	2007	2008
Virtual Coach CD-ROM—Lean Six Sigma for Service Black Belt*	$1,980	$2,053	$2,129	$2,208	$2,290
Virtual Coach CD-ROM—Lean Six Sigma DMAIC Black Belt*	$1,980	$2,053	$2,129	$2,208	$2,290
Virtual Coach CD-ROM—Design for Lean Six Sigma Black Belt*	$1,980	$2,053	$2,129	$2,208	$2,290
Virtual Coach CD-ROM—LSS for Service Green Belt*	—	$1,022.61	$1,060.45	$1,099.68	$1,140.37
Virtual Coach CD-ROM—LSS DMAIC Green Belt*	—	$1,057.88	$1,097.02	$1,137.61	$1,179.70
Supply Chain Accelerator Software 5-K (5,000 Processes)**	$4,356	$4,517	$4,684	$4,858	$5,037
Lean Six Sigma Black Belt Textbooks*	$346.55	$359	$373	$386	$401
Lean Six Sigma for Service Black Belt Textbooks*	$158.40	$164	$170	$177	$183
Design for Lean Six Sigma Training Manual*	$154.44	$160	$166	$172	$179
Design for Lean Six Sigma for Service Training Manual*	$115.83	$120	$125	$129	$134
LSS Black Belt Training Manual*	$154.44	$160	$166	$172	$179
LSS Black Belt for Service Training Manual*	$154.44	$160	$166	$172	$179
LSS and LSS for Service Green Belt Training Manual*	$77.22	$80	$83	$86	$89
LSS and LSS for Service Green Belt Text Book*	—	$9	$9.33	$9.68	$10.04
Team Accelerator Text Books*	$102.96	$107	$111	$115	$119
Team Accelerator Training Manual*	$35.64	$37	$38	$40	$41
Lean Six Sigma DMAIC Simulation Kit*	$346.50	$359	$373	$386	$401
LSS Project Sponsor Training Manual*	$35.64	$37	$38	$40	$41
LSS Master Black Belt Training Manual*	$35.64	$37	$38	$40	$41
LSS Master Black Belt Text Books*	$346.50	$359	$373	$386	$401
LSS Executive Training Manual*	$35.64	$37	$38	$40	$41
LSS Champion Training Manual*	$35.64	$37	$38	$40	$41
Belbin Profile	—	$54.41	$56.42	$58.51	$60.68
Textbook – Lean Six Sigma for Service	—	—	$23.27	$24.13	$25.02
Textbook – Team Effectiveness Training for Green Belts	—	—	$23.12	$23.98	$24.86
Training Manual – Train The Trainer for Yellow Belt	—	—	$42.14	$43.70	$45.32
Textbooks – Train The Trainer for Team Accelerator	—	—	$310.27	$321.75	$333.65
Training Manual – Train The Trainer for Project Sponsor	—	—	$42.14	$43.70	$45.32
Instructor's Binder – Train The Trainer for Green Belt Team Effectiveness	—	—	$42.14	$43.70	$45.32
Textbooks – Train The Trainer for Green Belt Team Effectiveness	—	—	$106.74	$110.69	$114.78
FAST Innovation Textbook	—	—	$20.86	$21.63	$22.43
Team Effectiveness Training for Green Belts Instructor Manual	—	—	$42.14	$43.70	$45.32
Train the Trainer for Team Accelerator Instructor Manual	—	—	$42.14	$43.70	$45.32
Lean Six Sigma Executive Training Textbooks	—	—	$23.17	$24.03	$24.92
Lean Six Sigma Deployment Champion Training Textbooks	—	—	$33.32	$34.55	$35.83
Lean Six Sigma Project Sponsor Training Textbooks	—	—	$33.32	$34.55	$35.83
Lean Six Sigma Yellow Belt Training Manual	—	—	$42.14	$43.70	$45.32
Lean Six Sigma Yellow Belt Textbook	—	—	$10.43	$10.82	$11.22
Kaizen Leadership Training Manual	—	—	$42.14	$43.70	$45.32
Brand Name—6 Sigma; Unit of Issue—1; Time of Delivery ARO—30 Days *Brand Name—Minitab; Unit of Issue—1; Time of Delivery ARO—30 Days

Support Product Descriptions

Virtual Coach is a navigational software product that enables Black Belts to learn and teach the tools of Lean Six Sigma more effectively. It also aids the Black Belt with project planning. It is PC based and is housed on a CD ROM.

Virtual Coach is a navigational software product that enables Green Belts to learn and teach the tools of Lean Six Sigma more effectively. It also aids the Green Belt with project planning. It is PC based and is housed on a CD ROM.

Supply Chain Accelerator allows Black Belts and Champions to pinpoint those areas in a process that are injecting most of the delay to the customers. Based on these outputs, projects can be selected to minimize the cycle time of a process. SCA does this through the use of patented algorithms.

14 pre-printed posters, 1 Box of paper copies, 8 service bells, 10 stop watches, 10 calculators, 2 12" Rulers, 2 sets Sharpies (set of 4), Masking Tape (2 rolls), Small Post-It Notes (2 each), Large Post-It Notes (2 each), Flip Chart Markers (set of 4)- 2 each, and Name Tags.

The Six Sigma Handbook by Thomas Pyzdek, Basic Statistics by Mark Kiemele, et al., Factory Physics by Wallace Hopp, et al., Statistical Thinking for Managers by David Hildebrand, et al.

Understanding Variation by Donald Wheeler, The Six Sigma Handbook by Thomas Pyzdek, Basic Statistics by Mark Kiemele, et al.

The Third Circle by Max Isaac, et al., Team Roles at Work by Meredith Belbin, Teaching Smart People How to Learn by Chris Argyris.

Simply putting a group of people together and expecting them to work as a team is not enough. Since people are among the most important assets in an organization, it is crucial that they should be deployed in the most effective way possible. Effective team working is dependent on getting a lot of things right. Individuals within a team have to understand the roles that others play, when and how to let another team member take over, and how to compensate for shortcomings. Belbin profiles complete the team building solution by identifying team members' "preferred team roles". This input is critical to George Group's Team Accelerator course and other of George Group's Team Effectiveness courses.

The Six Sigma Handbook by Thomas Pyzdek, Basic Statistics by Mark Kiemele, et al., Factory Physics by Wallace Hopp, et al., Statistical Thinking for Managers by David Hildebrand, et al.

George Group Consulting, LP

13355 Noel Rd., Suite 1600
Dallas, TX 75240
Phone: (800) 777-8066
Fax: (972) 458-9229
www.georgegroup.com