Fundamentos del liderazgo Lean

Qu es Lean?
El liderazgo Lean en Toyota Liderazgo Lean, Qu es lo que significa y que debemos hacer?

John Settineri Marzo 20 2008 ELS Sponsor Training Brea, CA

Qu es Lean?
Lean es:
Una manera de pensar Una filosofa de administracin Basada en los siguientes principios: El cliente es primero Organizacin de aprendizaje Orientacin hacia el proceso Bsqueda incesante de la mejora y eliminacin de desperdicios influenced the development of the Toyota Production System Enfoque a largo plazo
Lean Value Chain Consulting , Inc.
2

Lean no es:
Una solucin rpida y a corto plazo Un proyecto o un programa Un conjunto de herramientas Algo extra a tu trabajo.

Qu es Lean? Los cinco principios del pensamiento Lean

1. Especificar el valor segn las necesidades del cliente - proporcionar exactamente lo que se necesita, cuando es necesario, en la cantidad necesaria 2. Identificar la cadena de valor Identificar los atributos fisicos y la informacion que agrega valor al cliente, eliminando todo lo que no lo hace. 3. Crear un flujo continuo hacer los problemas visibles 4. Implementar un sistema Pull (jalar) La demanda real de los clientes jala los productos e informacin a travs del sistema: El inventario es un desperdicio y trabajar sobre temas e informacin que no se utilizan es tambien un desperdicio; Hay que remover el exceso de capacidad o incrementar la velocidad con que el cliente jala. 5. La bsqueda de la perfeccin un camino que nunca termina: Reducir esfuerzo, tiempo, espacio, costo, y errores Mientras ofrecemos un producto que cada vez ms se acerca a lo que el cliente realmente quiere.

Fuente: Pensamiento Lean, Jim Womack y Dan Jones, 1996

Qu es Lean? Los cinco principios del pensamiento Lean

1. Especificar el valor segn las necesidades del cliente - proporcionar exactamente lo que se necesita, cuando
es necesario, en la cantidad necesaria 2. Identificar la cadena de valor Identificar los atributos fisicos y la informacion que agrega valor al cliente, eliminando todo lo que no lo hace. 3. Crear un flujo continuo hacer los problemas visibles 4. Implementar un sistema Pull (jalar) La demanda real de los clientes jala los productos e informacin a travs del sistema: El inventario es un desperdicio y trabajar sobre temas e informacin que no se utilizan es Qu queremos hacer? tambien un desperdicio; Hay que remover el exceso de capacidad o incrementar la velocidad con que el cliente Aumentar la velocidad de jala. 5. La bsqueda de la perfeccin un camino que nunca termina: Reducir esfuerzo, tiempo, espacio, costo, y errores innovacin y de comercializacin Mejorar la productividad Reducir el Capital de Trabajo

Mientras ofrecemos un producto que cada vez ms se acerca a lo que el cliente realmente quiere.

Lean es un medio para un fin ... resultados sostenibles

4

Liderazgo Lean en Toyota

The Toyota Way 2009

Resolucin de problemas

Mejora continua

personas y socios

Respeto por las personas

Proceso

Filosofa

influenced the development of the Toyota Production System Reto Kaizen Respeto Trabajo en

Genchi genbutsu (Ir y ver por ti Production Smoothing equipo mismo) Fuente: Toyota Motor Company; Jeffrey Liker-The Toyota Way
5

Liderazgo Lean en Toyota

Fujio Cho, Presidente de Toyota Motor Corp. Ir a ver

La administracin

superior debe pasar tiempo en la primera lnea "

Pregunta Por qu?

hay que hacer esto

diariamente

Muestra respeto
Respeta a tu gente
Reproduced with permission of John Shook, Lean Enterprise Institute

Liderazgo Lean en Toyota

Rol del lder

1.

Haga que cada persona tome la iniciativa para resolver problemas y mejore su trabajo. Asegrese de que el trabajo de cada persona esta alineado para proveer valor al cliente y prosperidad de la compaa. Desarrolla a tu gente Si el alumno no ha aprendido el maestro no ha enseado

2.

3.

Reproduced with permission of John Shook, Lean Enterprise Institute

Liderazgo Lean Atributos fundamentales

En todos los niveles:

Vaya y vea.
Visite el punto donde se crea el valor para verificar la situacin No se pueden controlar los procesos y liderar a las personas desde una oficina

Pregunte Por qu?

Ensee para crear aprendizaje; no solo diga las cosas Cul es el problema? Cules son las posibles contramedidas? Que contramedida que se necesita y por qu ?

Actuar

PLANEAR
Comprenda la situacin

Respete a su gente
Pregunte sobre su trabajo Asigne responsabilidades para procesos y problemas Demuestre que quiere mejorar el proceso Asegurese de tomar la responsabilidad

CHECAR

HACER

Combinado con el pensamiento PDCA

Jim Womack, The Lean Enterprise Institute, www. lean.org

8

Liderazgo Lean El trabajo del lder

El trabajo de un lder es:

Guiar a las personas Administrar los procesos Mejorar los procesos
Actuar PLANEAR
Comprenda la situacin

CHECAR

HACER

A diferencia de lo que la mayora de nosotros esta acostumbrado a hacer :

EXPLICAR

VER

Planear y comunicar la direccin, manejar los resultados Controlar a las personas Confiar en otros para impulsar la mejora Gestionar los procesos de forma pro activa para obtener resultados sostenibles. Esforzamos para hacer los problemas visibles.
9

Malas noticias

REACCION AR

CULPAR

Liderazgo Lean Guiar a las personas, Administrando el proceso

Administrando el proceso
Asegurar el trabajo estndar Administrar el proceso mediante ciclos
frecuentes y continuos de revisar y ajustar

Hacer los problemas visibles, no hay

que esconderlos.

Confe en el proceso operando con el

trabajo estandar para obtener resultados sostenibles
Actuar PLANEAR
Entienda la situacin

CHECAR
10

HACER

Liderazgo Lean Demostrar respeto

Las personas son lo ms valioso de la compaa influenciado por el desarrollo del Sistema de Produccin Toyota
Solamente las personas pueden mejorar los procesos, con creatividad, resolviendo problemas y aprendiendo

Las personas tienen sentimientos emociones, y experiencias pasadas, que nos dan como resultado creatividad para hacer las cosas mejor

Las personas deben de ser tratadas como lo ms valioso dandoles un ambiente de trabajo seguro, trabajo seguro,retos intelectuales, y trabajos que agreguen valor.
11

Lean Value Chain Consulting , Inc.

Liderazgo Lean Modelando el comportamiento

Estado actual
Hoy en da desperdiciamos mucho tiempo y esfuerzo dicindole a nuestra gente que deberan convertirse organizaciones Y y se convierten en organizaciones X al seguir nuestro ejemplo

Estado ideal

Lideres

Lideres

Lideres

Nosotros simplemente tenemos que actuar como lideres y los dems nos seguirn Organizaciones Organizaciones

Organizaciones

Organizaciones

Ejecutivos deben modelar el comportamiento deseado; Los otros lo seguirn

From Greg Temples Discussion with Corporation Extended CLT, 12-07

12

Liderazgo Lean Modelos menteles de Lean

Modelo mental convencional:
1. 2. T, el dirigente = dictador Solamente la gente gruona baja al piso Algunos estandares; no estamos seguros donde estn o si estos son seguidos Solo da los numeros Que no te cachen sosteniendo la bolsa

Modelo mental Lean

1. 2. 3. Qu te parece? Lder = maestro Ve; y velo por ti mismo Smple, Estndares visuales para todas las cosas importantes. Detn y arregla el proceso Haz que los problemas sean visibles Todos resolvemos problemas usando mtodos sencillos

3.

4. 5. 6.

4. 5.

6.

Los especialistas resuelven problemas usando mtodos complicados Lean Enterprise Institute, www.lean.org
13

Liderazgo Lean Invertiendo el triangulo

Personas que realizan el trabajo principal Liderazgo superior Liderazgo de nivel medio Liderazgo de nivel medio Liderazgo superior Personas que realizan el trabajo principal

Invertir en el tringulo de liderazgo Atencin diaria debe incluir el apoyo a la labor fundamental, garantizar solucin continua a los problemas

14

Liderazgo Lean Cambiando la cultura

comportamiento

Que es lo que vemos Lo que decimos que valoramos En lo que profundamente creo y actuo en consecuencia

Normas y valores

Suposiciones subyacentes

Cultura - Cmo percibimos, pensamos y sentimos

15

Liderazgo Lean cambiando la cultura

Resultados Cultura
Acciones

Creencias

Experiencias e influencias externas

La cultura es el resultado de los ciclos de las acciones y comportamientos. Estamos creando la cultura o esperando a que este "listo"?

16

Liderazgo Lean Que significa esto para nosotros?

Asegurar la claridad de propsito, responsabilidad, rendicin de cuentas Trabajo estndar identificar tus procesos,escoger lo que es critico, manejarlo Tiempo en el gemba (Donde se genera valor) Ciclos mas frecuentes de revisar y ajustar mensuales, semanales, diarios
Gestin de estrategias - la estrategia de implementacin no es un evento" Gestin de la ejecucin en curso - garantizar lo que se supone que est sucediendo Gestin de proyectos - equipos de proyecto, equipos de direccin Gestin de la mejora continua

Establecer procesos con trabajo estndar y los controles visuales para hacer visibles los problemas Estrategia de implementacin Gestin de la ejecucin
P D A C

s lo s s do eso To roc p

Mejora
P D A C

P D A C

Continua
17

Liderazgo Lean Que significa esto para nosotros?

Aprendiendo a comportarse Ejercitando lo fsico y mental

Participacin en eventos Kaizen

Fsico

Eventos de reporte del Kaizen Resea del proyecto y del negocio

participacin fsica en el cambio cultural mostrando liderazgo, conduccin y entusiasmo por los conceptos de Lean "

Eventos de enseanza Kaizen

Mental

Mejora las habilidades de Lean Lean Benchmarking

Adoptando una actitud de mejora continua para constantemente actualizar y expandir el conocimiento Lean "

Fuente: Mark DeLuzio, Lean Horizons Consulting

18

Liderazgo Lean Que no es

No se basa en el carisma o la heroica lucha contra el fuego

No burocracia No hacerlo a mi manera No No hacerlo a tu manera con tal de que des los numeros
En su lugar:

"Vamos a llegar a un acuerdo sobre nuestro propsito y los

procesos para lograr nuestro objetivo"
Vamos a transformar y mejorar nuestros procesos juntos. "

Jim Womack, The Lean Enterprise Institute, www. lean.org

19

Liderazgo Lean en accin

Qu se necesita para un liderazgo lean efectivo?

empleados que tomen la responsabilidad de definir y resolver
problemas

Lderes de equipo que puedan ensear el camino del descubrimiento

y la resolucin de problemas

Nota - todo es sobre un dilogo, una conversacin continua entre el

administrador, jefe de equipo, y todos los que tocan el proceso.

Jim Womack, The Lean Enterprise Institute, www. lean.org

20

Liderazgo Lean Checklist

Hacemos lo siguiente?
Preguntar 5 veces por qu o solo una vez quin Muestrar respeto haciendo preguntas en lugar de dar
respuestas?

Tus metas como lder Convirtete en maestro Ve y velo por ti mismo Pregunta por que Que los problemas sean visibles
Los problemas son oportunidades

Nos aseguramos de que cada lder es un maestro de

fabricacin de nuevos lderes?

Inviertes en tu aprendizaje?, Participas en kaizens? Contnuamente comunicas un propsito claro y

prioridades?

Profundizas en los detalles ( ve y ve") para sealar que

la causa raz del problema o el gap es claro (conviertiendo las corazonadas y datos en hechos)

Motiva a tu equipo a resolver problemas

Jim Womack, The Lean Enterprise Institute, www. lean.org

21

Lean Leadership

Muchas buenas compaas tratan de hacer Kaizens y usar varias herramientas de TPS. Pero lo que realmente es importante es tener todos los elementos en sistema juntos. Deben de ser practicados todos los das de una manera muy consistente, concretamente en el piso de produccin influenced the development of the Toyota Production System
22

APNDICE

23

Liderazgo Lean Qu necesitamos saber?

La transformacin Lean no esta libre de dolor

Los que intentan descarrilar a lean

Los que deben actuar responsablemente

Lean expone a los obstculos y aun mas a sus opositores Las cosas empeoraran antes de mejorar Lean expone tus problemas No crea problemas Moviliza a los lideres a actuar responsablemente y rpido No se pueden permitir que los opositores descarrilen los esfuerzos de lean

Seguidores Opositores de Lean 10% Modelo de cambio Toyota Lideres 10%

Fuente: Mark DeLuzio, Lean Horizons Consulting

24

Liderazgo Lean Qu necesitamos saber?

Opositores & Excusas Los escucharas; no cedas ante ellos

Esto no va a funcionar en nuestra cultura Somos un taller especializado Producimos a volumenes muy altos y por lo tanto diferentes Producimos a volmenes bajas, y por lo tanto lean no aplica a nosotros Los clientes no van a aceptar esto Tenemos muchos productos, para que esto funcione ya se ha intentado antes

Followers Seguidores Nay-Sayers Opositores 10% Toyota Change Model Modelo de cambio toyota Leaders Lideres 10%

Source: Mark DeLuzio, Lean Horizons Consulting

25

Liderazgo Lean Proposito Proceso y personas

Puntos
1 Propsito

Descripcin
Darle valor a los clientes con costos efectivos para poder

ser prsperos

Proceso

A travs de cadenas de valor primarias para disear,

fabricar, utilizar, y las cadenas de valor de soporte

Personas

Acercando a los empleados hacia la cadena de valor para

que la puedan mejorar y sostener

Definir el propsito y especificar el proceso mediante o por la alinecin de la gente Es la tarea central de la administracin
Reproduced with permission of John Shook, Lean Enterprise Institute

26

Liderazgo Lean Tradicional Vs Lean

Tres modelos
1 Old Dictator Style

Descripciones
A mi manera

1970s Empowerment Style

A tu manera

Lean Style

Sigueme y encontraremos la mejor manera de hacerlo

juntos
El lder Lean lidera con Kaikaku y Kaizen

Gua a la organizacin como si no tuvieras poder.

- Kan Higashi and Gary Convis, NUMMIs Senior Japanese and Senior American Leaders

Reproduced with permission of John Shook, Lean Enterprise Institute

27

Liderazgo Lean que necesitamos saber?

Trasmitiendo la realidad El trabajo de todos cambiara de alguna manera u otra.
Marketing ventas Finanzas, Ingeniera R.H Cadena de suministro

El involucramiento de todos es crucial si el negocio quiere hacer un gran cambio

Donde estamos hoy

Donde necesitamos estar maana

Source: Mark DeLuzio, Lean Horizons Consulting

28

La resolucin de problemas en los niveles estratgico y De Ejecucin

OGSM
OFFICE PRODUCTS NORTH AMERICA OGSM
OBJECTIVE: Worldwide leader in Value-Added Printable Media
Goals Strategie s 2 In vest and Grow Superior . Printable Med ia Solutions Sponsor - Thompson Net Promoter Score Measures Branded PMG N et Sales vs. prior year* PMG N et Income vs. prior year* 2 2 Tactics and Points of Focus 22 22 De live r an exceptional con sume r experience every time . (a) Imp rove pro duct quality via QFD /CTQs and up dated testing pro tocols product requirem ents. (Patel) (b) Up grade p rint enablement solutions and Avery.co m. (Ph illips) (c) Provide su perior consumer se rvice through CSC and CR M practice . (Baum an) 11 De velop and laun ch key pro duct renovations: White Mailing Easy Pe el (Chap man), N ext Gen . Index Maker (Raskin), . D ual Sided C lean Edge (Gleiter) and Durable Fab ric Tran sfer (Glenn) 11 Incre ase investment in consumer a waren ess via integrated events and drive greater spe ndin g effectiveness thro ugh test and prove n . activities (Isaac) . Global Busine ss Development New PMG Sales of $ 2 MM Net income gro wth (% to prior year) 2 Ma nage other categories for . sustainable returns BOPW I ROTC% (w/o GW) > = 11% .1 BOPW I EBI T 22 vs 22% PY . % . Sponsor - Moff a 11 De fine and develop thre e glo bal g rowth p latf orms and a minimum of six ven tures/experiments utilizin g glob al OP growth proce ss and . tools. (C arter) Marketing 22 Lau nch Binder specific programs in 2 2 that are cost neutra l, drive trade-u p and result in a year o ver yea r revenue increase of 2 in . 22 % D urable/Hea vy Duty and variable margin exp ansion of 22 . pts. To 2.2 . (R askin) 2 % 22 Execute 2 2 price increase ($22 . 22 . MM). Evaluate and decid e by 22 on a p rice increase fo r 2 2 . (Ladwig) / 2 22 22 Stem the decline in Writing Instrument reven ues by driving a limited n umber o f prod uct improvements and sales p romotions during BTS in . ma ss market a nd dollar store accounts. (Raskin)
# o f P rojects

A3 Para estrategias primarias Crosfuncionales.

Office Products North America CONFIDENTIAL INFORMATION Strategy: Project Prioritzation & Project Management
Owner: Alan Mau le

KPM
OP NA P e r f o r m a n c e S2c o2 e 2 a r2d v s . 2 2 T2a r2 e t & r c g D e c e m b 2r 2 e
/ 22 2 F orm r ev : 22 / 22

Solucin de problemas

Net Sales Growth (% prior year)

A c tu a l

Objective : Drive immediate, profitable , & sustainable growth

Updated: October 22 ,22 22

Performance, Gaps, and Targets

O PN A C ro ss-F u n cti ona l P roje ct Po r tfo lio Pro jec t C ou n t v s. % Pr o je cts o n Sc he d ul e
22 22 2% 2 2% 2 2% 2 2% 2

Action Plan
Goals
O PN A C ro s s-F u n ctio na l Pr oje ct P o r tfol io P ort fo li o Mix

Q2

Q2 D J F M A

Q2 M J J

Q2 A S

M o n th
M e a s ures
O n T i m e D e liv e ry C D PM A c t u a l P la n 11 1 . % 22 2 . % 2 22 $2 2 . 22 2 . PY 1 .1 % 1 2 .2 % 2 222 $2 2 . 22 2 . $2 2 . S ta t u s T re n d L i n e F i l l R a t e ( U n a d j u s22 d ) t. e % 2 11 % . 1 22 2

C u m u la tiv e

F u ll Y e a r P la n 2 .2 2 % 2 .2 2 % 2 222 , $2 2 . 22 2 . $2 22 . 22 2 22 . F u ll Y e a r P la n 2 .2 2 % $2 22 . $2 2 2 .

Activities
Conduc t 2waves of training by e nd of Sept Migrate PM Field Gu ide to QSI Establis h certification program

A. Project Management Training & Methodolog y Deploym ent

% on S chedule

Supply C hain 11 Leverage Division wid e SKU manage ment proce ss to drive netw ork in vento ry and space . reduction s as well as enable in creased Plan Direct shipm ents. (Briskie) 22 De live r ELS projects targ eted to save $2 . MM. (Smigelski) 22 Transitio n to an outsourcing mo del f or O&P sheet pro tecto r products b y the end of 2 2 . (Burns) . 22 22 De velop internal capab ilit ies for servicin g a direct im port SC model, in itial test and prove p roject will be an economy we ight sheet protector SKU at . WM . (Amaya) EVA w /o GW Growth (% prior year) 2 D eliver exceptio nal value that . ou r cust omers reward Sponsor - Ladw ig Customer Scorecard results Binde r EBIT % vs PY 2 R educe waste re lentlessly . Sponsor -Temple Reduce COGS as % N et Sale s from 2 .2 to 2.2 2 % 2 % 22 De live r 2major cat egory manage ment projects that drive profitable grow th for OPNA. (Bern stein) . 22 Drive mo re profitable growt h of binders in top seven OPNA custo mers. (Ladwig) . 22 De velop plant-direct sh ipme nt ca pability in all regions to pull out costs. (Briskie) . 22 Operatio nalize a SKU segmentat ion strategy across all businesses. (Ha nse n) . 22 Imp leme nt the Glo via supply and plan t pla nning initiative with excellence. (Kenney) . Deliver One List Savings of $ 2 .2 2MM 2 Build a highly skilled , motivated , . an d effective organizat ion Sponsor - Alders Emplo yee M orale (% Fa vorable)- 2% 2 22 Co ntin ue to leverage ELS philoso phy t o drive project prioritiza tion, project managem ent, and oth er ente rprise-w ide initiatives. . 22 Co ntin ue to deliver worldcla ss safety results. (Lode r) . RIR = .2 22 Co mmunic tion and actio n pla nning base d on re sults of 2 2 Emplo yee Opinion Survey. . a 22 (W illiams) (Alders) % H P/ SP- 22 % Roles wi h RN Successor % - 22 t % 22 Accelerate one-list opportunities and create a robust pipeline of future savings opportu nities. . (Sm igelski) Branded PMG POS Grow th Branded PMG Shipme nt Growth 22 Drive growth on brand ed printable med ia categorie s across top seven OPNA custo mers. (Ladwig) . 22 Provide great service, as mea sured by top seven OPN A cu stom er's scorecards. (North) .

22 22 22 22 22 22 2

2% 2 2% 2 2% 2 2% 2 2% 2 2% 2 2 %

2% 2 2% 2 2% 2 2% 2 2 %

Pro jec t C ou nt

% on S ch edu le

R en o va tio n M ar ke t B uild ing

M ai nte na nce P ro duc tivity / Cost S a vin g s

Key Metric: # people trained B. Reinforcement of Pr oject Monthly collection of A2reports for NALT Manageme nt Expectations & Posting of visual dis play boards Implementation Standards Alignme nt of GPS to project milestones Key Metric: % Reduction in avg renov proj duration C. Renovation Concep t Pipeline Development Scoping process design kaizen: Apr11 Present findings & recommendations to GPMs Develop and pilot renovation scoping guide Key Metric: % Reduction in avg renov scoping duration D. Formal Cadre of Pro ject Manag ers 2full-time EP Ms appointed (EPM-level) Div Eng r augmenting renovation coverage

2 2

Average B:E Ratio for Prioritized Projects:

Jan-22 22 . 2 Oct-22 22 . 2

% of Renovation Projects
Jan-22 2% 2 Oct-22 1% 1

N e t C O G S I m p r o v e m e -n $2 2 t .

2

In v e n to r y T u r n s

2 .2 2

Reflection on Progress and Performance

Tactic/Activity
Deploy & refine explicit prioritiz ation proces s Reduce number of projects in progress Deploy project management st andards & s tructure Increas e quality an d quantity of renovation initiatives

Rating

Key results/issues
R obus t B ene fit : E ffort m at r ix, ca pac ity m od el, an d prio ritiz ati on proc es s in pla ce # pr oje cts balan ce d with av ail ab le o rg aniz at ion al capac ity; 22 % reduc tion s inc e2 ep t ' S 2

22 Incre ase lead ership accounta bility on talen and succession via metrics and consisten follow-u p. .

(Alders)

22 Co ntin ue to strength en internal talent & successio n via Waves II & III of Foundations of L eadership, impro ved e xecution of GPS development . plans, and ot her development initiatives. (C ontre ras)

Key Metric: # certified EPMs & EPM-equival ents E. Launch ELS projects in Marketing Essbase Implementation to reduce ti me spent m ired in NVA Image Management Kaizen activity Data Cleansing; Avery PIM Key Metric: # Marketing ELS Kaizens Underway # Marketing ELS Kaizens Plann ed

A v e r a g e I n v e n t o r y R e d $2 c 22 n $2 22 u t .i o . E L S L e a r n i n g H o u r s / E E. 2 2 R IR 22 .

2 2

G reat pr ogre ss bu t s till nee d f urt her w ork to re duc e t he pr oje ct dur atio n & s tan dar di ze pro ce ss P ro gr es s bu t st ill n ee d a m ore ro bus t pipelin e o f c on c ep ts and pr oc es s d isc ipline for sc op ing

2 2 N /A . 2 2 . 22 .

1 P P 1 1 P 2 P

A c tu a l P la n 22 2 . % 22 2 . % 222 - $2 2 . 22 . $2 22 . 22 2 . 2 22 . 22 2 . % 22 2 . % 2 2 22 , $2 2 . 2 2 . $2 22 .

PY 1 .1 % 1 1 .1 % 1 2 222 , $2 .2 22 . $2 .2

S t a tu s T r e n d

N /A

22 2 N / A . 2 22 . 2 22 .

P P P 2 P P P P

N /A

Rationale for Strategy and Tactics

We hav e reduced t he number of projects in process bu t remaining p rojects are larger on average. Overall average leadtime has not been reduced, but leadtime of product deve lopment projects has reduced by % over years. Greate r focus on p roject manag ement 22 2 skills and standard process to drive reductions in project leadtimes will enable u s to "flow" more projects The quality of our renovation initiatives has improved. Now we need to institutionalize an ex plicit "scoping" process to create a robust pipeline of renovation ideas that can be cris ply evaluated, defined, and prioritized for develo pment. Stage Gate and Prioritiz ation Proces s Integration

Upcoming Activities
Inclusion of project management-related topics in Lunch & Learn program Tactical-Lev el Process I mprovements for Growth Projects Project management op tional quarterly half-day forums to share best practices Who Settineri Banks Novak S antamaria # Ideas in Queue To come To come To come # Proto types # Concepts in in Queue Queue By Wh en Nov '22 Nov '22 Q22222 Q11111

M o n th
G o a ls
A c t u a l P la n PY 2 .2 % 2 $2 22 . $2 2 2 . S ta t u s T re n d A c tu a l P la n 22 2 . % $2 22 . T o p C u s t o m e r O n - T i m e & . C %o m p 22 t 2 22 2 l .e % e E V A W / O G o o d w i l l $2 22 . N e t S a le s $2 22 . $2 22 . $2 22 .

C u m u la tiv e
PY 2 .2 % 2 $2 22 . S t a tu s T r e n d

Prob ems & PDCA Too s or D eren Leve s

P ob em Type Va a on Mu a & Ove bu den Mu C oss O gan za ona Was e Muda Own a ea P ob em So v ng Too s PDCA a eve y eve Sen o Managemen M dd e Managemen F on L ne Po cy Managemen A2& Va ue S eam Map
Office Products North Am erica
Wha t is the pur pose of this strategy? Sign-off's to Ens ure Firm C o mmi tm ent to R esource and S upp ort
Stra tegy D ploymen t Ldr e Functio nal Stakeh older F unction al Stakehold er Fu nctional Sta keholde r F unction al Stakeh o l er d F unction al Stakeho l er d 2 Leve l st Sponso r 2 Leve l nd Spo nsor

We must continue to sharpen our focus on deploying o ur best resources on high-value renovation projects. Our most capable Enterp rise Project Managers (E PMs) should lead our highest priorit y projects, and we should endeavor to free our Group Product Manag ers (GPMs) from "today' s" challenges so that they may spend more time time focusing on filling our project pipeline with "tomorrow's" ideas Our project manage ment standards have improved dramatically; however, we s till need to e nhance the organization 's capacity for project managemen t and develop a pool of highly quali fied project managers. We must continue to aggressively deploy training along with coaching & mentoring for less seasone d project managers. We als o need to use ELS to eliminate waste in the transactional environment, as less time spent mired in NVA activity = more t ime availab le for growth

# Project Ideas in Queue -Not Yet Approved

Business Unit Dividers / Binders Labels Cards / Craf ts Business Development Other Sponso r Raskin Chapman Wainberg / Glenn Johnson / Bratter Last Name Status Red Yellow or Green

P 2 2

22 2 . % $2 22 .

$2 2 2 $2 2 2 $2 2 2 . . .

P 2 2

T he inf orm at ion po ste d is in te nd ed onl y f or A ve ry De nn is on e mp loy ees and m ay conta in c on fid ent ial an d/o r pr ivi leg ed ma te rial. A ny rev iew , retr an sm is s ion , diss em ina tio n o r othe r us e of, or tak ing of an y a ct ion in relian ce upon , th is i nfo rm atio n by per s ons or ent ities othe r than th e i nte nded r ec ipien ts is p rohibited.

Solucin de Problemas
A3 para iniciativas de mejora
2
11 1 1 -1 -1

Project A2Report Format. Mailing and Filing Block Out Labels

Overall Status

Pro ject No: Ove rall Lea d: Las t Up dat e:

Project A2 Report Format. Mailing and Filing Block Out Labels

Sar ah B utle r 2/ / 2 2 222 2

P roje ct No: O vera ll Lead : La st Update:

S arah Bu tler 2/ / 22 222 2

Overall Status

Office Products North Am erica

What is the purpose of this strateg y?

Sign-off's to Ensure Firm C ommi tm ent to R eso urce and S upport

Stra tegy De ploymen t Ldr Functio nal Stakeh older F unction al Stakehold er Fu nctional Sta keholde r F unction al Stakeho l er d F unction al Stakeho l er d 2 Leve l st Sponso r 2 Leve l nd Spo nsor

11 1 1 -1 -1

Strategy Objective:

W hat i s the p rim ary stre am of work involved? Usually cro ss functi on al/ "horiz ontal" proces ses for strategy Who own s the strate gy?

Value Stream or Major Proces s:

> Form al com mitm e nts to re s ource a nd s uppor t mus t be m ade, f ollow ing im porta nt bac k and forth dialog ue and coll abora tionwas hi") ma (" ne t o obta in c ons ens us an d align on the stra tegy, plans , methods a nd pr ioritie s for a chiev ing the targ signed in bl ood" c omm i e nts o f - " ets tm s upport, incl uding "tw o leve ls up" f rom s trateg y own er. T he approver s are likely the st ee ring comm ittee .

Strategy Objective:

What i s the prim ary stream of w ork involve d? Usually cross fun cti onal/ "hor iz ontal" pro cesses for strategy Who o wns the st rategy?

Value Stream or Major Proces s:

Strategy Deploym ent Leader:

> Form al co mmitm e nts to re s ource a nd s uppo rt mus t be m ade, f ollow ing im porta nt bac k and forth dialog ue and coll abora tionwa shi") ma ( "ne t o obta in c ons ens us an d alig n on the stra tegy, plans , methods a nd pr ioritie s for a chiev ing the targ signe d in blood" comm i e nts of - " ets tm s upport, inc luding "tw o leve ls up" f rom s trateg y own er. T he approver s are likely the st ee ring comm ittee .

S anda d zed Wo k & Ka zen

2 2

Strategy Deploym ent Leader:

Updated:

Updated:

> In 22 sent ences, clearly and c oncis ely describe and - Why are issue. I. Problem -statement and business case quantif y the mainwe talking about this? > A on: As a res dd ult: [Conse quence ] 1 [Consequence ] 1 onse [C quence ] 1

I mprov eme nt 2 #

PIM

Imp rovem ent # a 2

V. The target condition - What will the improved state look like? 2 - --------- -------- -------- -------- -----a.
Im provem ent # b 2 2 - --------- -------- -------- -------- -----b. > Visually sh--------- -------- -------- ------ ss 2 - -------- ow the improved proce c. > Indic a te the key impro veme nt are a s > Utiliz e a va lue s trea m map, proce ss ma p, flow chart, pictur es, ch arts, e tc > Show rele vant da ta an d info rmati on w it h bullet points , sim ple tab les , graphs , pare to charts , e tc
I denti fy supporti ng departm ents who h elped deve lop plan an d comm itted full su pport.

Imp roveme nts su mmar y: 2 -------- -------- ----------------- ----.

> In 22 - sentences, clearly and concisel describe and quantify are issue. y I. Problem statement and business case - Whythe mainwe talking about this? > Add on: As a result: [Consequence ] 1 [Conse quence ] 1 [Consequence ] 1

I mprov eme nt 2 #

PIM

Imp rovem ent # a 2

V. The target condition - What will the im proved state look like? 2 ----------------- -------- --------- -----a.
Im prove ment # b 2 2 ----------------- -------- --------- -----b. > Visually s how t he improved ------ ess 2 - -------- --------- -------- -------- proc c. > Indic a te the key impro veme nt are a s > Utili ze a v alue s trea m map, proce ss ma p, flow chart, pictu res, ch arts, etc > Sho w rele vant da ta an d info rmat ion w ith bullet point s, sim ple tab les , graphs , pare to charts , e tc
I d entify supp orting depa rtments w ho helped d evelop plan and co mm itted fu ll support.

Imp roveme nts su mma ry: 2 -------- -------- ----------------- ----.

P roject/In itia tive Key Object ives Pha se 2: De velo p & qua lify n ew laser & i nk je t co mpa tible lab el S pen ding: B udget Act ual Late st Estim ate Sta t* stock mat eria ls. L aunch whit e op aqu e las er a nd i nk je t lar ge sizeE xpe nse - PD $ 2 2 22 ,2 $ 2 2 22 $2 ,2 pe rm a nen t adhes ive m aili ng la bel sku s, w ithou t ea sy p eel featu re Capit al TBD P hase 2: Qua lify & la unch wh ite o paq ue p erm file fold er la bel sku, the r - C onsum e r Re sea rch 22 22 O $2 , 2 $ 22, 2 2 2 $2 us ing S- 22dhe sive and ma iling (2 2 a nd lger) usi ng S22 2 Busines s Im pac t 2 a up A nnual This Ye ar Next Year Sta t* P hase 2: Dete rmin e wheth er o r no t the m a teria ls a nd/o r Net S ales $ 22 M M .2 $ 22 MM .2 pr oce sses use d fo r th e firs t two ph ase s ca n be cha nge d to red uce Net V ar M arg in % 2% 2 2 %/ 2 % 2 2 co sts, with out sac rifici ng p erfo rma nce and app eara nce Net I ncom e TBD TBD at tribu tes. If so, th e n ew r edu ced cost LSM (s) will be qu alif ied. O the r *Status: 2= O n Ta rge t, 2 =In J eop ardy , 2= M a jor C oncern s or M iss M ajor Milesto nes / Sche dule Sep tem ber D elive rab le Sta tus* 2 2 2 Q ual 2 Tr ial CBC Prod uct $2 2 2 N ALT Upd ate , Go /No Go to P roce ed $2 2 G ate 2 Re view - Feas iblity to Q ual ifica tion$2 2 F ile P rovis ion al Pa ten t $2 2 IO UT Results, Va lidate CB C O ptio n $2 C onfir m ation Trial Pha se $2 C omp lete New Pa cka ging $2 G ate 2 Re view , Com m erc ialization $2 *S tatu s: 2= On Ta rget , 2 = In J eop ardy, 2= M aj or C oncerns or M iss O cto ber 2 2 2 No vem ber 2 2 2 2 2 2 De cem ber 2 2 2 2 2 2 2 2

Project/ Initi ativ e Ke y O bjec tive s Ph ase 2: Deve lop & qu alify new las er & ink jet c om patib le la bel Spending: Bud get Ac tua l La test Est ima at* St te stoc k m ater ials. Lau nch wh ite o paq ue l aser and ink jet large siz eExp ens e- P D $ 22 ,22 2 $ 22 ,22 2 $2 perm an ent a dhe sive ma iling labe l sk us, with out e asy pee l fea ture Ca pital TB D Pha se 2: Q ualif y & laun ch white opa que per m fi le fo lder labe l sku, er - Con sum er R ese arc 22,22 2 Oth $h 2 $ 2 22 22 $2 ,2 usin g S-22 2 esive an d m ailin g (2 2 and lge r) u sing S2 22 Bu sine ss I mpa ct adh up Ann ual Th is Y ear Ne xt Y ear St at* Pha se 2: De term ine whe ther or n ot t he m ate rials and /or Ne t Sa les $2 2 M M .2 $2 2 M M .2 proc ess es u sed for the f irst t wo phases c an be c han ged to re duc e t Va r Ma rgin % Ne 2% 2 2 % /2 % 2 2 cost s, w itho ut sa crifi cing per form anc e an d a ppea ran ce Ne t Incom e T BD TB D attri bute s. I f so, the new red uce d co st L SM( s) will be qua lified . Oth er *St atus : 2= On Targ et, 2 =I n Je opa rdy, 2= M ajo r Co nce rns o r M iss M ajor M iles tones / Sch edu le Se pte mbe r Delivera ble S tatu s* 2 2 2 Qua l 2T rial CBC Pr oduc t $2 2 2 NAL T Upda te, G o/No G o to Proceed $2 2 Gat e 2R evi ew - Fea sibl ity to Qu alificatio n$2 2 File Pro visio nal Pate nt $2 2 IOUT R esul ts, V alid ate CBC Op tion $2 Con firm ation Tri al P hase $2 Com ple te New P ackagin g $2 Gat e 2R evi ew, Com me rcial izati on $2 *Sta tus: 2= O n T arget, 2 =In Jeo pard y, 2= M ajor Con cern s o r Mis s Oc tobe r 2 2 2 N ove m b er D ece m b er 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

Problem S tateme nt - What is the gap?: indicate the gap Visually

De si re d p erform ance GAP Cu rrent p erforma nce S upp lier s
Raw M at'ls PF Gs

Glovia DS RP

i2 IL S

Problem S tateme nt - What is the gap?: indicate the gap Visually

De si re d perfor mance GAP Cu rrent p erforma nce S upp lie rs
Raw M at'ls PF Gs

Glovia DSR P

i2 I LS

Cu sto me rs

Cu sto me rs

2 2

Man ufactu ri ng an d Dist ributio n

Impr ovem ent # c 2

Man ufactu ri ng a nd Dis tributio n

Imp rovem ent # c 2

1 2 2 2 2 1 2 -O riginal / 2- Curre nt / 2- Actual

2 2 2 2 2 2 2-Origina l / 2- Current / 2- Ac tua l

>C oncis ely de scribe why t his is important to our customer(s) a our bus nd iness.
R ecom m end i den tifyi ng chec kpoints that wi l l reflect i m plementatio n progre ss for key t actics/ activ ities

> Concisely describe why this is important to our customer(s) and our business.

2
PI M Issue #2
Pareto

R ecomm end i dentifyi ng c heckpoint s th at wil l reflect i mplemen tation pr ogress for k ey tactics/ activities

PIM

Issue #2

P areto

2
Causes
C ue a s

Business Case - What is the customer or buIss ue #2 need? : siness

G lovia D SRP

Rec t he "critical few" elements of the pr ap oposed/pla nnedImplementationplan: > The tac ics are the coun ermeasures and improvement actions to address the m t t ost important identified caus es > Indicate the relevant me trics, the Tactics ities, and the functional participation and primary activ support requir for eachtactic ed > Ta ctics may includ additiona problem e l

2
Cau ses
C e aus

VI. Action Plan - What must be done to implement the strategy?

Impleme nt at ion Act ivit ie s
Functions Requir ed

Business Case - What is the customer or buIss ue #2 need? : siness

Implementatio n Ch eckpo in ts Who When Statu s
Supp li ers
Raw M at 'ls PFGs

Recapt he "critic f ew" elements of t he proposed/planned Implementation plan: al > The tact ics are the count e rmeasures and improvement actions to address the most im portant identified c auses > Indi ate the relevant metrics, the Tactics c primary activities, and the func tional partic ipation and support required for each tactic > Tactics may include additional proble m

VI. Action Plan - What must be done to implement the strategy?

Implem ent at ion Act ivit ies
Functions Required

i2

ILS
Main pr oblem

I ssu e # 2

R tc e oo aus C ue a s R tc e oo aus

Raw Mat 'ls PFGs

C ustome rs

-solving and analysis required - we must

C ustom ers

Main pr oblem

Supp li ers

A.

Glovia D SRP

i2

ILS

I ssu e # 2

R t ca e oo us C e aus R t ca e oo us

Implementati on Ch eckpo in ts

Who

When

Statu s

A.

-solving and analy sis required - we must

> Remember that counter measures a im nd provement actions are really "ex periment s"
Ca use C e aus R cau oot se

> Remember that countermeasures and improvement actions are r eally "experimen s" t
Ca use C ue a s R o cau ot se

B mea sure effectiveness: II. Current condition reflec tion and analysis - What have we lea rned, where are the problems, what a re the causes?- During the implementation

Ma nu fact uring and D istribu tio n

I ssu e # 2 C
Ca e us R t ca e oo us

"implementation checkpoints" - Fol owing the implementation to verify success or to indicate continued gaps l Metrics with targets:

B measure effectiv eness : II. Current condition reflec tion and analysis - What have we lea rned, where are the problems, what a re the causes?- Durin the implementation g

Ma nu fac turing and D istribu tio n

I ssu e # 2 C
Ca use R ca oot use

"impleme ntation che ckpo ints" - Following the im plementation to verify success or to indicate continued gaps Metrics with targets:

B.

B.

> Ba s ed on curr ent"go and s ee"re v ie w, "humble and critica l"eflect ion and lea rning from r ecent pastsho w "w her e things r stand toda y": - Visually s ho w the curre nt proce ss w ith the prio rity pr oblem area s and opportunit ies (whe re are the ga ps an d issu e s that are p revent ing us fro m a chievi n g the targe t(s)? , w here a re th e "poin ts of l everag e") - Utilize a v alu e s tr eam o r proc ess m ap, flow ch art, pi ctur es , char ts, etc - Show re leva nt da ta a nd inform a tio n w ith paret o cha rts, bu llet points, s imple table s, gr a phs, e tc - Highlig ht th e problem a r eas u sing visual symbols suc h a s > Ba s ed on root caus e analysis, s how c lear i ndicat ion of know n or b elieve d pri mary c ause (s)

Metrics with targets: C.

> Ba s ed on cur rent "go and s ee"re v ie w, "humble and critica l"eflec tion a nd lea rning from recen t pastsho w "w her e t hings r stand tod ay": - Visua lly s ho w the curre nt proce ss w ith t he priority pr oble m are as an d opportuni ties (whe re are the ga ps an d issu es tha t are p reven ting us fro m achiev in g the targe t(s)? , where a re th e "poin ts of l evera ge") - Utilize a v alue s tr eam o r proc ess m ap, fl ow ch art, pi ctur es , cha rts, et c - Show re leva nt da ta a nd infor ma tio n w ith paret o cha rts, bu llet p oints, simpl e tabl es, gr aphs, etc - Highlight th e pro blem a r eas u sing visual symbols s uc h a s > Ba s ed on root caus e ana lysis, s how clear indica tion of know n or believ e d pri mary cause (s)

T op D eliv era bles /Tasks Com ple ted las t month (2 / / ) 2 22 2 Com ments M ailin g IO UT com pleted o n C BC p rod uct a nd repo rt re ceiv ed CBC prod uct met all d eci sion crite ria P rinte r pe rform an ce im provem ent test s su cces sfu l in r edu cing defe tepp ed Down A nvil die d emo nstrate s no sig. diff eren ce vs. c ontro l, b uild into spec S ct r ate P rodu ctio n qu anti ty qu alifi catio n tr ial c omp lete d on CB C pr odu ct E xpe rien ced m oi sture var iatio n le adin g to lay flat i ssue s, m ore tes ting requ ired In dep th p roce ss r evie w a t CB C Reas on f or c ross web m o istu re va riat ion s till u nkn own , rev iew ing d ata on o ven s an d r em oistur izin g pro ces s, m ore lear ning from pr odu ct ru n at For t W a yne & te stin g at TJ In itial ADP P F orm ulat ion r un o n P ilot C oater, s amp les app rove d fo r pigm ented a dhe sive sam ple and 2p igm e nte d ad hes ive sam p le c hosen fo r optim izatio n - pilot 2 fu rthe r op tim izatio n coate r22 , varia ble will b e c oat wt to imp rove op acity to m atch CBC /2 A DPP 2 P igm ente d du al la yer form ula tion valid ate d on pilo t co aterNext pilo t coa ter run t o de term ine bou nda ries on coat wt f or du al p igm ente d la yer 2 / , re ache d ta rge ted o pac ity, 2 . % 22 22 o pacity U pco min g De live rab les / Tas ks - Novem ber It em Due Re v Due C ost U pda te o n A DPP 2/ / 2 222 C BC Proc ess Tec hnic al A sses s 2/ / 2 222 A DPP Pilo t Co ate r Op tim i zatio n 2 / 22 22 / 2 G ate 2 Ap prov al 2/ / 2 222 La unc h A sses sm e nt a nd tim in g 2 / 22 22 / 2 Respons ible ( The Doe r) M . Pickn er K. K inne y A. C onti U. Tran S. B utle r Ac counta ble (W ho' s Sh ot) A. Con ti S. Butler S. Butler S. Butler Con sul t S. B utle r D. Lor ee, H . Hum e s B. McCarth y, D . Lo ree Inf orm Te am

Top De liverable s /T ask s Complete d la st m on th (2 / /2 ) 2 22 Co mm ents M ai ling IOU T co m pl eted on CBC pro duc t an d rep ort rece ived CB C pr odu ct m et a ll de cisio n cr iteri a Prin ter p erfo rm a nce im p rove men t te sts successf ul in red ucin g defec tppe d Do wn Anvil die de mon stra tes n o s ig. d iffer ence vs. con trol, buil d int o sp ec Ste rate Prod uction q uan tity qual ifica tion trial com plet ed o n C BC prod uct Exp erie nce d m oistu re varia tion lead ing to la y fla t issues , mo re te stin g requir ed In d epth pro cess review at CBC Re ason for cro ss w eb m oisture vari atio n sti ll un known, r eviewin g da ta o n ov ens and rem ois turiz ing p rocess, m o re le arni ng fr om prod uct run at F ort W ay ne & testing at T J Initia l AD PP For mula tion run on Pilot Co ater, sam ple s ap proved for pig m e nted adh esive sa m p le an d 2pigm en ted a dhe sive sam ple cho sen for optim iza tion - pil ot 2 furth er o ptim ization coa ter 2 2 , va riabl e wi ll be coa t wt to im pro ve o pac ity to ma tch CBC /2 ADP P 2 Pig m en ted dua l laye r fo rm u latio n va lida ted o n p ilot coaterNe xt pi lot coater ru n to dete rmin e b ound arie s on co at w t for dua l pig men ted laye r 2 / , reac hed targ eted opacity , 2 . % 22 22 opa city Upc om ing Deli vera bles / Task s - N ove mb er Item Due R ev D ue Cost Up date on ADP P 2/ / 2 222 CBC Pro cess Te chnical Assess 2/ / 2 222 ADP P P ilot Coa ter O ptim iza tion 2 / 22 22 / 2 Gat e 2A ppr ova l 2/ / 2 222 Lau nch Ass essm en t and tim ing 2 / 22 22 / 2 Res ponsible (Th e Doer) M . Pic kne r K. Kin ney A. Con ti U . Tra n S. Butler Acc oun tabl e (W h o's Sho t) A. Conti S. B utle r S. B utle r S. B utle r Consult S. But ler D . L oree , H. Hum es B . M cCa rthy, D. Lore e I nform T eam

Metrics with targets: C.

> Spec t h goa and predicted outcome of the strategy ify e l > Include the expected implementationtiming

- should tie to the problem statement

> Re cap the key improvement metrics

- with cur ent and tar get levels and changes

2
>S pecify t he goal a pr nd edicted outcome of the stra tegy > Include the expected implementation timing - should tie to the problem statement

Metrics with targets: D.

> Reca the key im p prov ement metrics

- withcurent and target levels andchanges

Metrics with targets: D.

MDI da da; semana a semana

OP N A Q ual t yC D M i P 3, 33 3 3, 33 3 CDP M 3, 33 3
3 3 3 , , 3 3 3

> Recap alt ernative approaches considered for the s trategy > Summariz e the primary elem ents of the strategy being propo sed

2
- link to the problems and causes

Metrics with targets:

Re cap key problems and opportunities

Ca uses to address any open issues or potential risks that will require follow E. > Indicate

> Indicate any special suppor or resourc needs of senio management t e r - up

> Re cap alt erna tive approa ches considered for the strategy > Summariz e the prim ary e lements of the s trat egy being proposed

2
- link to the problems and causes

Metrics with targets:

Re cap ke y problems and opportunities

Ca uses to address any open issues or potential risks that will require follow E. > Indicate

> Indicate any specia support or resource needs of senior m l anag ement -u p

C urre nt Is sue s a nd Risk s Re spo nsible O ff Pr ess Lay Flat Iss ues - M o isture va riat ion with CBC pro duc t B. M cC arth y in bot h do wn web and cro ss w ith CBC pr odu ct was d isco vere d in Oct , Qu al /Fea2 2 s P otential r isk to cu rren t tim elin e an d la unch

D ue W ith Q ual P roc ess

Metrics with targets:

Metrics with targets:

VII. Improvement Metrics - How will we measure the improvement?

Operational/ Process Met ric: Cu rrent Target
Cha nge/%

VII. Improvement Metrics - How will we measure the improvement?

C urrent Target
C hange /%

Co st Savings:

Operationa l/Process Met ric :

Cu rrent

Target

Cha nge/%

Co st Savings:

Current

Targ et

C hange /%

M inim ize Preb uilts/Ma ximi ze B O shelf stoc k Tran U. N o low co st so luti on fr om ADP P A. Con ti

III. Strategy goal statement and hypothesis - What are we planning to achieve?

III. Strategy goal statement and hypothesis - What are we planning to achieve?

R ev Due Co mm ents / Resolution Ne ed Help? 2 / / 2Ind epth pro ces s re view at C BC 222 Fu rthe r lea rnin g at Fort W a yne by 2 / 2 2 Ke y issue i s to dete rm i ne s usta inab ility of process at CBC. Ca n C BC Ste erin g Com con sist entl y co ntro l the pro cess Involve d. an d de liver qua lity prod uct with m in imal scra p? O n-g oing W kly S upp ly C hain M e eting s J une , 22 22 Co ntin ue to op tim ize fo rm /c t wt Ste erin g Com Ne ed to unders tand ca pital expens e Involve d an d fea sibi lity o f2 pig. proc ess at F W

Cur rent Iss ues and Ris ks R espons ible Off Press La y Fl at Issue s - M oisture vari ation. witcCar thy p rodu ct B M h CB C in b oth d own we b an d cr oss with CB C prod uct was disc ove red in O ct, Q ual /Feas 2 2 Pote ntia l ris k to curr ent t ime line and laun ch

Due W i th Qu al Pro cess

M in im ize Pr ebui lts/M axim ize BO she lf stock . Tr an U No l ow cost solu tion from ADPP A . Co nti

Rev Du e Com ments / Res olution N eed He lp? 2 / / 2Indep th p roc ess revie w a t CBC 222 Furth er le arn ing a t Fo rt W ayn e by 2/ 22 K ey i ssue is to de term ine sus tain abili ty o f pr oces s at CB C. Can CB C S tee ring Com cons isten tly cont rol the p roce ss I nvol ved. a nd d eliver q uality pr oduct wi th m inim al scrap ? On -goi ng W kly Sup ply Cha in M eeti ngs Jun e, 2 22 2 Cont inue to o ptim ize form /ct wt S tee ring Com Need to unde rsta nd capit al e xpenI se ved nvol a nd f easibility of2 pig . pr ocess at FW

On e- time Cash f low:

On e- time Cash f low:

IV. Rationale for updated strategy, evaluation of alternatives - Why is this the right strategy and approach? VIII. Requests to senior management / Follow-up on unresolved Issues - What other needs or concerns exist?
WHO WHEN

IV. Rationale for updated strategy, evaluation of alternatives - Why is this the right strategy and approach? VIII. Requests to senior management / Follow-up on unresolved Issues - What other needs or concerns exist?
WHO WHEN

C ore Tea m a nd A ttendance (Beg. / 2 / 2 ) 22 2 F unc tion Na me O vera ll Le ad S . Bu tler M arke ting U. Tr an S uppl y Ch ain D. Lo ree C on I nsig hts S . Sh eld on N eridian S ite B . M cCa rthy M PD

M eet ing Sch edu le

F requenc y W eek ly

Dat e Wed nes day

Time 2 : 2 am PDT 22

Cor e Te am and Att end anc e (B eg. / 2 / 2) 22 2 Fun ctio n Nam e Ove rall Lead S. Butl er M ar ketin g U. Tran Sup ply Chai n D. Lore e Con Ins ights S. She ldon NPD M er idian Site B. McCarth y

M e eting Sc hedule

Fre que ncy W e ekly

Da te W edn esda y

Tim e 2 : 2 am PDT 22

W k2 W k2 W k2 W k2 W k2 W k2 W k2 W k2 W k2 W k1 1 k2 2 k2 2 k 2 k2 2 k2 2 k2 2W k2 2W k2 2 W W W 2 W W W

W k2 W k2 W k2 W k2 W k2 W k2 W k2 W k2 W k2 W k2 2 k2 2 k2 2 k2 2 k2 2 k2 2 k2 2W k2 2W k2 2 W W W W W W

2 2 2 2 2

2 2 2 2 2

2 2 2 2 2

2 2 2 2 2

2 2 2 2 2

2 2 2 2

2 2 2 2 2

2 2 2 2 2

2 2 2 2 2

2 2 2 2 2

2 2 2 2 2

2 2 2 2 2

2 2 2 2 2

2 2 2 2 2

2 2 2 2 2

2 2 2 2 2

2 2 2 2

2 2 2 2 2

2 2 2 2 2

2 2 2 2 2

2 2 2 2 2

2 2 2 2 2

C hico pee Site B . Be aud et 2 2 2 2 2 2 2 2 2 2 2 T ijuan a S ite G . E scal ante 2 2 2 2 2 2 2 2 2 2 2 M eridian S ite C. H arris 2 2 2 2 2 2 2 2 2 2 2 Ju are z Sit e M . Lo pez 2 2 2 2 2 2 2 2 2 2 2 C olor Cod e 2- Gr een , atte nde d 2 Red, a bse nt 2o r bl ank to in dica te v acat ion S teering Com mit tee, We ekly We d, 1 : 1 -1 :1 :rank Sm igel ski, Jaso n S anta m a ria, Jeff Brown, A lan M au le, R on Bris kie, M elissa Cha pm an 1 1 1 1 F E xten ded Te am FR NA: Ka ren Kinn ey, Holl y Hu m es, An dy K uko ly, A ndy Co nti A DP P: K en W ol fe, C ust ome r Mk t: Anne tte G abe le, N an cy W ilbu r : Q uality: A nah it Ta taryan, Procure m en t: Jeff B rown, M ar B oro wins ki, P lants: J ack Har rison , C anad a: Deb bie M ela ncon

Chicope e Si te B. Bea ude t 2 2 2 2 2 2 2 2 2 2 2 Tiju ana Site G. Esc alan te 2 2 2 2 2 2 2 2 2 2 2 M er idian Site C. Har ris 2 2 2 2 2 2 2 2 2 2 2 Jua rez S ite M. Lop ez 2 2 2 2 2 2 2 2 2 2 2 Colo r Co de 2- Gree n, a tten ded 2 Red , ab sent 2or blan k to indi cate vacatio n Stee ring Comm itte e, W eek ly W ed, 2 : 2 - 2 : 2 : nk S m ig elski, Ja son San tam aria , Je ff Br own , Ala n M aule , Ro n B riski e, M elissa Chap m an 2 2 2 2 Fra Exte nde d T eam FRNA: Karen Ki nne y, Ho lly Hum es, And y Ku koly , An dy Cont i ADPP: Ke n W olfe , Cu stom er M kt: Ann ette Ga bele , Na ncy W il bur : Qua lity: Ana hit Tata ryan , Pr ocur em e nt: Jeff Bro wn, Mar Bor owin ski, Pla nts: Jack H arrison, Can ada : De bbie Me lanc on

KPMs Daily metrics Issues pareto Day to day problem solving Countermeasures & actions

Projects, plans
o r et 3 P j c A Re p t o r a Ma i g a d F i g B c r o F mt . n n i n l k l l o Ov r l t a s e a S t u t u b s OL a e l r j c P o e No t : Ov r l e : e a L a l d a t p a e L s Ud t : S a r h u le a B t r 2/ 2 2 2 P r o t A3p o r o r a t c e j Re t F m . Ma i n n d F i l g a g n l Ov e a l t t s r l Sa u P P s p P u P p c a q M D Q N G F I C C G * T M P P I ilo t I f A 2 U Re p n i l s o s b e ( T e o e h D r ) M . ic n P k e r K . in e K y A . o t Cn i U. r T a n S . u r B t le e l u De Ac o n a u t b ( Wh s h ' o S o A . o n C t i S . u le B t r S . u le B t r S . u le B t r e l ) t o s l Cn u t . u le S B t r D. o e H. u L r , Hm B . c Cr y . M a t , h D f m n r I o e m T a I C C A G L He ? p l C O i p P M N o e t i a v r j c n i i Ke I / t t e y a e : e e p h s 2 D v lo & q u o k a e ia . a n t c mt r s L u l r a e t d e e m n n a h iv e s m a e : h s 2 Q u lif & la a y u in s g S 2a d s v 2 e h i e a e : h s 2 D e r in w t me o e e r c s s u d f t e s r o h s s o t w it u s c f , o h t a r ic i r u e t ib t . I o t n s s f , h e e a u lif e . d a j Mi s n s S r o l t e / e o l e a e iv r le b u a T r lC B P r l2 ia C o d A L Ud t , o o T p a e G/ N a t R e ie - F a 2 v w e s e ile P r is o lP a e v o a n t n t U e u s V lid t O T R s lt , a a n ir a io T ia o f m t n r lP h a m t Nw c a o p le e e P a k a t R e ie , o m 2 v wCm e t t : = n S a s 2OT a e u g r t p l v a l / a o De i r b s T e e a iln g U T c m le O I o p t in e p r r n e r t r e o a c im f m o u t r d c n q a it q io u n y u t d p h r e n e t p c s r v o e ie it l D n a A P F o u la m t r i t r e o im t n u h r t iz a o p i D P 2P me t d ig n e u d / , a h d a e e 22e c e t g t r r d p c mn D l e a o i g e i r b v m e t s Ud t o A o t p a e n DP B Cr c s T c n P o e e h ic D P P ilo C a e O t o t r p a t A p r a 2 e v o l u c A s mn a a n h s e s e t u r n I u s a R e t s e d n f P e s a F t s r s L y la I b t n o d o n e a n h wwb d o u t r d c a s is o e w d c v r t n ia is t c r e o e t r k o u r l n in im iz P r u t a e b e il s M / o lo c o t lu t f w s s o n io r Ob c i s e j t v e li y e a f n la s r in w e & h c w h o p q la e it a u e i g a lin la b ls u , e k s w c w e p q n h h it o a e u n mi g 2 p a d a lin ( 2 u e h o n t h h t r r o t m e e i t f s wp a e c e r t o h s s g e f mn e n n p r r a c a o wr u e c s L d e c d o t S l c B o Ou t b e l k a L s o r e t o P j c N: v r l e d Oe a L a : a t L s p d t U a e : S r a h B t u le r / / 222 2 , 3 3 3 3

3 3 , 3

3, 33 3 3 33

3 3 3 3

3 3

3, 33 3 333
3 3

333

r j t P o c e h s 2 P a e o t k s c m e mn p r a h s 2 P a e s g u in S h s 2 P a e o r e p c s o t w c s , t ib t a r u e u lif d q a ie a o M Mj r e D liv e a r

n a v I t i K Oj c / i t e e y b e D v lo & a y e : e e p q u lif n e t ia . a r ls L a c w h n u h i t n d e iv e a h s e m iln g a l Q lif & n h h : u a y la u c w 2a h s e n - 2 d e iv a d m a Dt r : e e in e h t e m we h r s s d o t e u e f r e f t h s ir w h u s c c g it o t a if in p e r f r . f o h n we u s I s t e e r d , . e l t n s S h d l i s o e / c e u le b ia r lC B P r d c C o u t d t G/ o p a , o NGo o e t P e v w F e ib lit t ie s a y o is n l a e v io a P t t n s lt V l a e B e u , a id t C C s i t n r l h s a o T ia P a e e e P k i g t Nwa c g n a e v w C mmr a ie , o e c liz i = T g , 2On a r t = I e 2 n v a i r l s T s l e b e / a s C k o U O o I T c mp t o C le e n d r o a c i p o m e f mn e mr e r v n u n iy u l c t io q a t q a if a io r c s e i wt B p o e r v e a C P P o m la io r n F r u t n u o i t i a n p m z io t P ig e t d u la y mn e a r e h c d a g e o a it a e t r t d p c e g i n l e a e / a i De v r l s T b

v i s t e w la e & n je c s r i k t o e p u l s r n t o q e a e a a d b ls u , it o t a e k s wh u e p q e e mi it o a u p r f iln g 2 u a n lg ( p d e r o h m e ls o n t e a t a t i r o p a e c n e h s s a b c m r n e o a c a n a p d p e e c s L Ms w c d o t S ( )

m p ib la b l S e d g t a le e p n i : n in k e la e s E p s j t r g iz x e e P e n s a e y p lf e u C p l e t e a r a it a f ld r b l k t r C n le o e la e s O e - o h , u ) s g 2 r u n S 2 Bs e s i u i s I n n / r a d o e S le Nt a s a g d o e c e V r a h n e t r u Nt a M d r c a n e e I o e Nt c m n il b e h t r Oe t u S t : = * a s 2 2 2 2 S e e b t p me r 2 2 2 2 2 2 2 2

u g t Bd e D $ 2, 2 T B D u s me R s $ 22 r e e a h , c r mp c a t n u l An a g % r in

2 2

c u At l a

L a e t s S t t t s E t i a * me $ 2, 2 2 2 $ 2 2 $ 2, 2 2 $ Ne t e r S t t x Y a a * 2. M $ 22M 2 %/ % 2 B T D c r s r i n e n o Ms e e D c mb r e 2222 22222

h s e r T i Y a $ 22M . M 2% B T D

j t o k e c p a b la e S p n i g m t le b l i e d n : Bu d e g t Ac u t a e a d k s r n in je t r e E x la g s p e iz n e P e s - D $ 2 22 , h u e s p it o t a y e lf a C a e t u p e r a it l B T D e m ile o e l b p r f f ld r a ls O t , e - o s m r e e $ 2 , 2 e h u k r Cn u e Rs a 2r h c 2 n lg r u in S a d e ) s g 22Bu i e I p a t An u l s n s m c a T h s i Y e t ia a r ls a d r n / o Ne t a s S le n e a b c h g d t e Ne e V r a r % n a e r o d t c u a M g in a d p e r c a a e n Ne t c n m I o e M ( w lb e ) s i Ot h r e * S t s = OT a e 2 a t u : 2 n g , r t * s 2 2 2 e t S p mb e r e 2 2 2 2 2 2 Oc o e t b r 2 2 2 3 2 2 Mj r o c r = a o Cn e s o n r is Ms 2 2 2

L a s E t S t * e t t s i m a t e 2, $ 22 $ 2 2, $ 222 $ 2 Ne t e r S t * x Y a a 2. $ 2M % % 2/ 2 B T D s

a e r

2. $ 2MM 2% B T D n I e p r y = = J o a d 2M , 2 N 2

On a g t = n e T r e , I J o 2 c o Ot b 2 r e 2 2 2

a d 2M r o p r , = a jo C y o e b Nv m 22 2 r e 2

j r a o o n r s r is C c n o M e 2 2

33

33

33

S t a

s u *

e h u e c d l

t t S a u

v me o e b r 22 2

e e b r D c me 2 222

u l T Qa 2 A T NL U a e R Gt 2 il P o F e r OT I UR o f m Cn r i o C mp le a e R Gt 2 S a s * t u : o e T p D a M iln g r t p P in r e r d t P o c u n e t I d p h i l n ia D I t A r e u h o f t r D A P 2 2/ r , 2e p o Uc m e t I m o t p Cs U B r CCP D A P P a e A Gt 2 a n h L u c u n Cr e f P e Of r s in b h t o d o r u t p d c o e ia P t t n

2 $ o e d r c e 2 $ u li ic io 2 Qa f t $ a n 2 $ p io Ot n 2 $ 2 $ 2 $ t n a io 2 $ o e a d , J p r y = M jo 2 a r mp t d s mo e l e l t a n C o c a d e B p r u t n r d e n t t s c s t e s u e s n t lc o p t d ia r m le e o C n P o o a r a il t C t , m e s o m la io v li a f r u t n a d 2 , . % y 22 k s s No e b r v me Du e 2 s e 2 n o 2 2 g n 2 Re Du v e / 2 2/ / 2 2/ 22 / / / 2 2/ 22 / /

Oc

p A

3 2 2 2 r e 2- t a u r / Ac u l n t 2 3

CD M P

C D P G oa l M

C D MP Y P

C o c n o M is n e s r r

2Or i / 2C - i n l g a -

c u t $ 2 o o Gt P r e d $ 2 c o l y Qa ib t o u lif c $ 2 a t n io $ 2 $ 2 $ 2 $ 2 $ 2 CC t n e B O p io e s in g g r ia e c liz a n io t 2I J o a y 2 , = n e p d , r k Cm e d a s s o p l e l t d n B r d c e o CCp o u t r v mn e t p o e e t s s lif a io t ia o p a ic t n r c m l wa B C C t n u o r o n ilo t o n P Ca l y r o u t n a la e f m la io r p c y 2. o a it , 2 % s e T s s l / a k - Nv o e

O G

2 3

- r g a l - u n t 2Oi n / 2Cr e / 2Ac a u t l

h 3/ 3 t ( 3/ ) o C me n s t o t c p r e iv e d B r u CCp d o t e a c m t ld e is o c c n r i l u f in r u in d S p e D e w n n ild ie d m n d e c g e t t c d o f t a r A v e o s C p o u t x e n e n B C r d c E p ie c r m t r a ia io l d o is u v r t n e e s n o Ra o f r m u e i t iz r o s r p le a p o d 2 ig e n s p r v e p m t r o f e a o e 2/ c t r 2 d e n i t o t e t ilo c t o p lo c a N x p t e r a p i y o c t r s wb c o s e mo t r is u e g r c s , in p o e s o r le m e a a h s e a d d e iv s m p a le n v r b w e o t , a a e il b c a i l a e u t d t me o t r n o e r in r

r e t ia a s r e o t t n s ig d f . if e r d a e in g la y la is o t f t r a t n t v ia io s ilu n n k o i n g r r n f mp d c o o r u t d 2 ig e n d d p m t a h e t o w t im p v o a o r e p c b o n r s n c u d ie o a o

c n e e v . n r b ild s c t o u o l, e , o e e in r q u s mr t t g e s n r i wg a a n w , v e in d t o e u a F r r n t o Wa n & t y e t s e a e iv s m p c o e le h s n y o a c CC it t m t h B w o u l ig e t t a t f d a p mn r e

in t p c s o e ir d u e v n a d o e s n s in a T e t g t J o o t f r p iz a o im t n p i d la e y r

t o t ( s mn h 3 / 3 C o me t 3) m n s n a d r o r c iv d C B p r u t e t ld c p t e r e e e C d o c m a e i l c e f l r d c g u c s u in e u in S t f p d D w A n ld e p c t t e e e a o n d r e i v i d le t o C B p r u E x d e n C o c d p t i r n e e e c mo s r v d i t e a u Re a o f r r s n o c s we m o b o r e m o t iz n p c s , is u r g r e o m r e s m le t , a p s a r v 2p r g e t a h s e s p o e id o f m n e d e iv d a c o a r e t 2 / v r b w ilb , 2 a ia le a v lid a d o p o o N e e t n il t a c x r t p t o t r u o e t ilo c a e r t d n o p a y it c mb r e Re o n b p s l s i e T e ( h Do r e ) . i k e MP c n r . in e K K n y . o t A Cn i . r n UT a . u le S B t r e t u De i h Wt u l Qa o r e P c s Ac o n u t a W 's ( h o S A . o t Cn i S . u e B t r l S . u e B t r l S . u e B t r l

io c it ia s n r r e m n t a s o ig e o s r e n s t t ia n r io le a in t la d g o y is t v a a n s e r u i io r t il t r l r i f o o e a n g r p m p m le a d p g e n 2i mn e c t t o mr a o w i p o v r e i e o n a ie t mn b u d r s

d e e c v . o t . if r n e s c n r la i u s m r t s f t s e , o e e n n w , e ie in lu k o n r v w g o u t n t o t a r d c u a F r W r d e d e iv t a h s e s m le a p e o a t o a t C p c y m c i h o n o t t r u lp c a wf d a o

l, u o b ild in s p o t c e g in e u e t r q ir d a a d t n o n a n o e v s d n & e t g t J y e t s in a T h s c o n f o t iz e r o p im a C B m n e la e ig e t d y r

io - i t t n p lo

a e n D d t o A P P c s o e T e h ic lA s c n a ilo t o t O p iz a Ca e r im t t i p r v l o a s e A s s mn a d m e t n t i i s I u s n i s t s e a d Rk s

s e r o L e

u De Re Du v e 2/ 2 2 l s e a A s s 2/ 2 2 im a io n / / t iz t 2 2 2 2 2/ 2 2 d im g / / n t in 2 2 2 2 s s i k Re p n i s o s b l

l b e t o h )

Co s n u l t S . u B t r le D. o e HHm L r , . u e B . c a t , . MC r h D L y

s e e r o e

I n r o f m T e m a

D e l iv e ra b leS t a t u 2s * 2 2 A p p r o v e d A F E /A n n o u n c e m e n t F o r m C o r e T e a m / C r e a t e D e t a il e d P l a n R a c k i n g R e lo / I n s ta l l f o r P r e - B T S M o v e s H o u r ly S t a fIn f /TP r ro gra e si sn f o r A c c o u n t M o v e s

Re p n i s o s b Re v u De 2 C o me m n s Rs l i t / e o t n u o s L F la I u s M y a t s e w e a d r s w o n wb n c o s a w s d c v e in O is o e d r c i k o u e t im lin lr s t c r n t e P e u s M i iz e r b lt / x m e i a s o s lu io f o c t o t n r A D m is u v r ia M w a t B C r u t o t e a B . c Cr Cy p d c r t io i n h o h it C B C , u l / a 2 t Qa 2e s F e a d u c n la n h O e s t T a B s h f U. r n l c o k P A . o n C t i W it h Qu l a r c s P o e s i im M n iz o N lo w On o g g - in u e 2 J n , 22 2n e t r / I d p p 2 h F u e le h t r r K e is u y e f r c s o p o e o s t n c n is e n a d d liv e e Wk S u ly p Co t e n in u Ne d u o t n a d f s a e ib o e e Cr T m d e d n e a a n At n a c Bg 333) ( e . / / 3 Wk 2 2 2 2 2 2 2 2 2 2 e t g Me n S i 2 2 2 2 2 2 2 2 h d l c e u e r q F e We k e c u n y ly a e Dt e n s a Wd e d u c i F n t o v r l Oe a a k t Mr e i u S p ly C o I s Cn n e MD P id n N r ia h o e C ic p ij a a T u n e id n M r ia u r S J a z e n N e d . u le L a S B t r g n . r n UT a h a DL r in . o e h s . h ld n ig t S S e o S it B M C a e . c h t r S e . e u e e it B B a d it S e G E c la . s a n S it C H r s e . a i e it . o e ML p z m a e k W2 Wk Wk 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 k W 2 2 2 2 2 2 2 2 2 2 W 2 2 2 W2 Wk W k k k Wk W k 2 2 W 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 W k 2 2 W k y t e t o r C lo C t r n S e i x e E t d n u li y Qa t : P r j t A3R o r F ma t Ml g a d F l Bl c k t a e s oe c p e t o r . ai i n n i i g n o Ou L b l Ov e l S t t a r a u s P r j t o e / c I n P O L t t e i a v Ke Oj c i y b e t i e v s P h s 2 a e : s t k a c o m p e a n m e r P h s 2 a e : u s g in S 2 P h s 2 a e : p r e s c o s e c o t w s s it , a t b e i t r u s q u lif d a e . Ma o M j r i De v a li e b r Q u l2 T a r NA T U L p Ga e R t 2 F ile P o r v i O R I UT e Co f a n ir m Co p e ml t Ga e R t 2 S a u 2 * t t : s T o De p l i M a lin I i g O P r t p in e e r P r u t d o c io n I d e h t p p n a I it lA D P u t r p f r e o h A DP 2 P P 22, a / r c e Up o i c mn t m I e Co t p s Ud CB P r C o A DP P P il Ga e A t 2p L a n A u c h Cu r t r e I n Of P s e r in b t d o h o p r u t d o c w P o n ia e t t l M in im z e No o c l wo s e o e / c e u e l t n s S h d l le l B r d c ia C C P o u t a e o NG o r d t G/ o o t P , i v w F a ib e e - e s lit y Q o t io a s n lP a n e t t l , u s a s t V lid a C B O e t C n io t T r lP h e ia s a N e P c a in wa k g g i v wCm r e e , o m e ia liz c a = OT r e 2= J n a g t , n I e r e b e T s s v a l / a k Co s m UT o p e d n C c ml t o B o f mn e r r a c im p v m o r e q a t y a n u n t u lif c t i q a io n o e r c s r ie a t B s v e w CC P F r u t n u o o m la io r n n im a io t iz t n ig m n d d a a r e t e u l y f e e t r t d p c y h d a e e o a it g , g Dl e b e / a e i r l s T s v a D S e t me p e b r 2 2 2 2 2 2 2 2 e e p D v lo & q a y e u lif n w r e ls t ia . L n h w it u a c h e a h s e t d e iv m a in la il g b Q u lif & la n h h a y u c w it 2a h s e n ma d e iv a d il e e i e h t e o D t mn w e h r r u e f r h ir t w s s d o t f s t e o o t a if n h u s r ic g p f c r r e o f I o t e e r d c . s , h n we u la s r in k t o e & je c m p q e o a u la s a d r e n l k s wh u a e s u , it o e t o a u p r e p q e e mf ile g 2u a d in ( 2 p n lg e ) r o n t h m t r ls e a e ia a p h e c a b c s a s n e h a c mn e a a p a d n e r d o t S ( ) il e c s L Ms w a ib p t le la e S p n i : b l e d n g k in je t r s E x n e P la g i z p s - D e e e y e l e u r p a s p e f t C a it a e l l o e la e k u h - o s f d r b ls O t r C n , e s u in g 2 2 B u i s I S s n m e d o n / r N e S le t a s n e t e u c t a Mr a g d r d Ne V r a o e n e a c Ne I o e t n m c e lb Ot r e h S a u 2O * t t : = s a s t u S t * $ 2 c d o e $ 2 a c t io u lif a $ 2 n $ 2 i t n p o $ 2 $ 2 $ 2 io t n $ 2 p r y = jo C o a d 2Ma r , p l d l t o n t e s a m t h Cp d c a d e o r u t n r p n e t u e t s s c e s s f u r l o p t d n t ia c m le e o P ilo C o e s m t t , a r a m t n a a e r o u la o v lid t i 2. % 2 s N e k - o v b e m r e p Rs e u e Rv De u T e ( h 2/ 2 2 M. P k e ic n r s 2/ 2 2 K . in n y K e 22 22 / / A . o n C t i 2/ 2 2 U. r n T a 22 22 / / S . u le B t r e p n i l Rs o s b e u t e a ia . n C r y C r d c is r v r B M c a h B p o u t io t w it t C h h B t CC Qa / e s , u l2 F a 2 a n la n h d u c O s lf s U T a e h o c t . r n k P . o t A Cn i n i e o s l b Do ) r e c A W ( . A . S . S . S o n a l c u t b e o h 's S o h t ) Co i t n u le B t r u le B t r u le B t r 2 Bu g t d e 2, $ 22 B T D m Rs a 2, u e r e e $ 222 r c h a t p c An u l a in g % Ac a u t l T h Y e s i r a $ 2. M 2 2 2 % T B D n T r e 2I J o a g t = n e p , r 2 2 2 3 2 2 n e n o M o c r s r is s 2 O r - i 3/ / ) ( 333 C o me t m n s m t l e is n t e a d c io c r e it n A v d d e o s n il ie mn t r m o t e a ia o le is u v r t n a r o r s w b o is u v e m t r a e p o e , g r c s m o le a e r n r d e iv s m a d a h s e a p le n a ia v r le w lb e o t b i c a w e t a r u t d t me n o e e in r n a i 2 g / l 2 u e t 2 c u l Cr n / - At a 2 Oc b o t e 2 2 2 No e b v me r 2 2 22

e d Ne

Re Du v e

o e t C mmn

/ e o u i s Rs l t n o

Ne d Hl e p ?

c s r v wt B o e s e e a CC i n r g a in a t r W a e o F t n y is t d t m e s s o e e in r u t a a t B . Cn CC CC a B ly o t lt e r e t c n o h p c s r o q a y r d c r u lit p o u w it t h ly h i M in s p Ca n e t g o t t p im iz f m c w e o / t t r d r a n e t d c it le x s n p a a p ilt y f p . r c s o 2 ig p o e s

y b 2/ 2 a il y in b it e t r S e g in C o m v n lv I o d e . i im l c a mn a s r ? p e t r S e v e n lv I o s e t W a F g in C o m d e

s e u - M is u v a B . c a t B p r u o t r e i r MC r h C o c io w C t n it y d o r c s w it C C h B d in c t u l2 / O , a Q e F a 2 s i e t m lin e n la u a d c n h im B h lf t x iz e O s e s U . r o T a k c n m P o A DP A . o t Cn i

n g g O - in o n u , J e 22

2222I e t p / / d n p h r o u t r a F r e le h e is u K y s e f r e o p c s o o s t t c n s n i e n a d e v li e r Wk S p ly u o t u t Cn n e i o e d o n Ne t u n f s a d a ib e

e c s r v wa CC e ie t B i n g t o t r n a F r a y e W n b 2/ y 2 t d t m s s a is o e r in e u t i b a n ilt y t B a CC. Cn B S t e g Cm a CC e r in o c n r h p o e ly o t lt e r c s I n lv e o o v . d u l y r u t it m in im a c a ? q a it p d c w h o ls r p ly C a M e t s h in g in o p iz e o / t t S t e g C m im f r c w t m e r in o e s n c p a x e d r a d a it e p I n lv e t l o v e d s y f p ilt o 2 ig . o e s r p c s a F t W

T i e m y 222a P : m 2 k W2

DT k W2

C F O M S C M N C T M J C S E Q

o r T a a n At e e m d t e n n t o u c i n v e lL e S . a r a d B a r t g U. e k in T p l C a in L u p y h D. n n ig t s S o I s h S . e id n i t M P r ia S B . D e i o e h c p S B . e it B iju a a it G . n S e E e r ia S C . id n i t H e a e S e u r z it M . a N t r u le a r n r o e

a c d n e ( g 33 e B. / / me Wk W 2 2 2 2 2 2 2 2 2 2

3)

Me

F r q e c e u n y n c e u e i t g S h d l W e e ly k

Da e t We d e n

d y s a

T i e m 222a P : m

T D 2

2 2 W k k 2 k W

2 k k W2 W k 2 k W2 W 2 k Wk W W 2 k k W2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

k 2 2 k Wk k W W2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2 2

2 2 Wk Wk k W 2 2

2 2 Wk k W 2

e o h ld n c Cr y a t h a d t e u e s c a t l a n e a r is p o z L e

e d o 2Gr n e , t n e a e d 2R e , b n d a s t e 2 o b a t in d r l n o k ic e t a v a a n c t io Cm t e W k g o mi t , e e l W , y e d 3: - 3F 3n S me s , a 33: r : k a ig l k J s i o n S n ma , e f a t a i r J f B r n A a Mu e o w o , l n a l , R B is ie M l n r k , e is a C h p a n a m d e a R : e T : F N A K r n in n , o ly m a e K e Hl H u e s A d K k y m , n y u o , n y o t ly A d C n iA D P : e W o e C s P K n lf , u t o m e M t A n t G b le N a y W lb r k : n e e a e , c n i u A n it T t y , r h a a a a P o r n u e c r e n J f r m t e B o : n M B r i s i, w, a r o wn k la t : a k a i P n s J c Hr n o Cn d : s , a a a De b b ie Me n o la c n

l r o e o o Cd 2r n a e d d Ge , t n e - e 2R d a s n , b e t 2 o b n t in ic r la k o d a e a a io t v c t n e r n m t , t e i C o mi e g W e k W e , 3 3 F r n S ig e k y l d 3: - 3 a k m ls i, 3 : : a o S n a J s n a t a r , m ia J e f B w n la n a u o r A M le , Rn r k , , o B is ie M e lis t n e T a mR A x e d d e : F N : K r K in e , o a e n y H ly Hu e , n y u ms A d K k l , d C t D o y n y o n A P P K n W lf , u A i : e o e Cs m Mt A t e o t e r k : n e t G u a y A a it a r lit : n h T t y n P o r mn : a , r u e e t c f e B o J f r n , a B r w Mr o o in k P t J c w s i, la n : a s H r is n C n d : k a r o , a a a e D b ie M la c n e n o

a s Ch p a a mn a b e N n y ilb l e , a c W

r u

o e N r j t o : c e a L a : v r l e d s Ud t : a t p a e

o r e A P j c t Re p t o r a . 3 r o F mt Ma i g a n i i g B c k OL a b l n l F dl n l o t u es a a B t r S r h u le 22/ 22 / 2 Ov r l S a u e a t t s r j t I P o c / e n a v t i i t e Ky b j t e O e i c v v lo e e p & u lif n w q a y e ia r e ls . a n h h it L u c w e a h i e a t d s v m iln g la e b u li y Q a f la u c w h & n h e it 2 a e iv a n m iln h d s e d a t r e e in e h e e o m w t r r h s d o t u e f r e f t o h s ir w u s c if o t a r in g e o c p r r f m f o t n we u e I s , e e r d c h s e s r la e & in je t m k o c p q o a e la e a d u s r n in ls u , i h t a e k s wt u e o o p u p r f le q a e e mi f g ( u a n lg r 2p d e ) o h m e ls n t e a t ia a r h s s a b c a p a e c n e h a n a n a p a e c d p e r c s L Ms w d o t S ( ) il a ib la e p t e b l S e d g l p n i : n k je la g s E p n e D t r e iz x e s e P y e lf a u a it l s p e e t Cp a r e ld r b l k t e o e la e s O h - C n , u r o s s g 2 u in S 2 B s e s I u i s n m / d r n o e S le Nt a s g d o e u e V r a g n e t r d N t a Mr c c n e e I o N t c me n e b t e Oh r S a : = * t s 2O u t s n s S h d l e o e / c e u e e lC P o u t a B Cr d c t , a e o / Go o r G N t P o o ie v w - e s lit t Q F a ib y o u n l a e io a P t t n lt , u s a lid t C C O V a e B p n r l h s o T ia P a e e NwP c a n a k g g i ie , o v w C m m r ia z e c l a t On T r t 2I J a g , = n e e r b s T s s o e a e / a k Cm l T o U c mp t o n B le e d CC r o a c i p o e e f mn e mr v m q u t y u lif a o n a i q a c t n i c s r v wt o e s e e a CB i C P F mu t r n o r o la io u n n im iz t a io n mn e ig e t d u la y r a e f o d e a g t o a it , h t r e d p c y 2 De i r b s T s l v a l / a k e e S t u a s 2 $ e d c e 2 $ l c t 2 a if a $ io n 2 $ io t n 2 $ 2 $ * 2 2 2 S e t b r p e e m 2 2 2 2 2 2 2 2 u g t Bd e 22 $ , 2 T B D mr e e a h , u e Rs $ 222 c r a t p c n u l An a in %

P O a L

j o c N: r e t o e a L a : v r l e d l t s Up a : d t e

a a S r B u h le t 2/ / 2 22

a e t L t s s t S a E i t t ma * e 2, $ 2 2 $ $ 222 , e t e r Nx Y a $ 2. M M 2 22/ 2 %2 % T B D $ t t S a *

2 2

h s 2D P a e : t c s o ma k t e mn n p r a e h s 2 P a e : s g u in S 2 h s 2D P a e : r c p o s e e s o t wh c s , it t r t . a t u s ib e u li ie q a f . d Ma r i o j Ml e D liv e b a r l Qu 2T l a i r A T d NL Up Ga 2R e t e i P o is F le r v OT s I URe o f mt C n ir a i o C mp t le e Ga 2R e t e S a s 2 * t u : = o e i T p Dl v

c u l At a

L a e t s mS t t s E t i a a t * e $ 2, 2 2 2 $ $ 2, 2 2 Ne x Y a t e r $ 22M . M 2 %/ % 2 T B D 2 $ a t * S t

h s e r T i Y a $ 2. M M 2 2 2 % T B D

d r , = jo C n a y 2Ma r o 2

e n c r o r is s M De c 2 m r e b e 2 222

T r e , n a g t = I e 2 n o J 2 2 3

a d , p r y = M jo C o 2 a r c n o e b r N v me 222 2 2

r s r e n o M is c me e e b r 22 22

c o r Ot e b 2

D 2222

2 2 n e n r o c r o M is s 3/ 3 ( 3/ ) 2O g a l i n 2r i / C 2 r e 2u r / A t n t a c u l

2 3

2 $ n io 2 $ a p d , = a o r y 2 M jo r C e l e l s p t d a mo t t n h p r d t n r p o u a d e o c t e s u n t t s c e f s s u ia r t lc o p e d n ml t o il t o t , a P o Ca r s p e m m la io v l a e r u t n a id t d . % 22 s - o e b r N v me Du e 22 / 22 s / 2/ 2 22 / 2/ 2

o e t C mmn s e a m t ld e is o c c n r i A v n n ild ie d m n e o s o t r m is u v a t n e i r io l s wb o s e mo t r is u e p r e s m r le c o s , o e a h s e d e iv s a p a m le n i r b w e o t a a le il b c a r e u t d t m t r n o e r in r e t ia a s r e t t n o ig d f e s . if e n r a in t la f t e d g o y la is u e a ia n t v r io s ilu n n w t k o n n g r r in f m p o u r o r d c u t d 2 ig e n d d e p m t a h s e t o w t im p v o p it o r e c a y b u d r e o n a s o c a ie n o t e s c n o b ild c v . o r , u in t l , o e e t s mr t s g r u in q e ir r v wg a a n v , e e in d t o o i a F r n t o Wa n & t t y e s e e iv s a p c o e f m le h s n o o t ma h B C c t C t o u l ig e t d w f d a p mn e r o p t s c e d e n e s a d n in a T t g t J o t iz t n p r p m a io - ilo i y r la e

t c r e i e o r e v d CB p o u Cr d c lin r d c g S t p d o e u in e p t d e e Dw c a f r e t B r d c CCp o u E x r n e t e p ie c d Re s f r a o o c n e o r m is t iz r u n le a p s p r e 2p mn e v o d f ig e t d o r o t r / , c a e 22 o p d n ilo t o N e t lo c c a t x p t o r e i p c y o a it

ia r e t n a s o s . if r ig d e e n in d g t la f t s o y la is u ia io s il n n w r t n t u k o in g o p r u t r f m o c r d u 2p mn e a h ig e t d d e o t im p o e p c r v o a it u o d r s n b n a ie o c o t a

e s c n r b il i c v . o t l, u d o s mr t t g e u e , o e s in r q , e w d t n r ie in g a o n v o n a F r a y & t t o t W n e e iv s m l c o e f s e a p e h s n o t y ma c C C t h B w t r u lp g e t o f d a i mn e d

o t p c n s e d e ir e s n v n a d in t s g a T t J r p o o im iz t - p t a io n ilo la y r e

Ma n I il g O r t r e P in e p r r d c io P o u t n n e t r I d p p h t n a I it lA D P u t o t f r r p e h D 2 A P P P 2/ r a , 2e c p o n U c mi g

t c iv d r e e e B r u t CCp d c o lin r d c g S p e D o e u in d t c d e t r f a w e t B r u t x e ie c CCp d c E p r n d o e e s n o r Ra o f c r m t iz g e r o is r in u s p r v d p m t a le a p o e 2 ig e n d r o f e o t 2/ v c a r 2, e n o p ilo c a N x p t o t o t e t ilo c a e r p c y o a t i

e t a o n DP A P s e c s T c n a s s e h ic lA e t o t Ot o C a r p im iz t e a io n r v l p o a s e s e t n t in s m n a d im g s u s n Ri s e a d s k a L y F t s e - o la I u s M s n wwe a d r s w b n c o i s i c e e in a d s v r d Oc o t k is o r t c u e t e lin r n im e t r b s Mx P e ilt / a im iz B u e t o t n r s s lu io f m A P o D

Co s l n u t S . u r B t le . o e DL r HH e , . u ms . c B MC a h D L r e t , r y . o e

n o m I f r T e m a

e t I m o t p a Cs Ud B r c CCP o D A P P ilo Ga 2A e t p a n h s L u c A l ? e p u n I Cr e t s Of r s P e in b t d o h o w r d t a p o c w u o e t P t n lr ia M in iz e m P o N lo w c o

e n D t o A P P s T c n a e s e h ic lA s e s Ca e t o t O p m a io r i t iz t n o r a p v l e s s m n a d im in e t n t g u s n i k s e a d Rs a F t s e L y la I u s - o M is n w b a c r s it e d n s o wh s d c v r in O c is o e e d , t k o u e t im li e is t c r n t e n e u s Mx r b ilt / a im z B e O t l t s o u n f mD P io o r A

R e p n i l s o s b e Re v u De h T o r ( e De ) 2 / 2 M . ic n r P k e 2 / 2 K . in e K y 2 / 2 A . o t Cn i 2 / 2 U. r T a n 2 / 2 S . u e B t r l Re s o s l p n i e b Du e W it h Qu l a P r e s c o s

c o n a e Ac u t l b Wo S o ) ( h 's h t . o t A Cn i . u le S B t r . u le S B t r . u le S B t r

D B

o s l Cn u t . u le S B t r L r . o e , . u e H H ms M a t , . o . c Cr y DL h

f n r I o m e m T a e r

Du e W it h Qu l a P r c s o e

e R

v D C o me n / u e s t 22 / I n e h r c 2 t / d p p o e F u t r e n r h l a i e r K e is s e t y u is o o f r c s a p o e s t c o s t n c n i e t ly a n d liv e q d e r u W k ly S p y u l C Co n u t o i t e o p Ne e t u e d o n r d a n f a ib it d e s l y

e o u o Rs l i t n

Ne d H

e De Rv u 2

C o me t m n s 2n e t / I d p p r 2 h c o F u h r a t r e le r n K e is u is y e o f o e s r p c s a c o is t t s n n e ly a n d liv r d e e q Wk y u p l S p ly Co t u t n in e o Ne d o n t u d a n f s ilt d e ib a

Rs l t n / e o u o i

e d Ne H

p l e ?

O n g in - o g J u e 22 n ,

s r ie a t B v e w CC a F r Wy e y g t o t a n b 2 2 / d e r in s s a a t m e u t in b y ilt B . CCCa CB S t r n C e in Cm g o t l e n o h o r t p r e s I v lv c o s n o e . d lit p o c w h a y r u t it m in d a m ls c p a r ? a h in M e in s e t g im f m c w t iz e r / t t S t r o e in Cm g o a t d a i a x e n o e s n c p t e p I v lv l n s e d f p . r c o 2 ig p o s a F e t W

u e a t io w c a t C r u t t r v ia B . M C r y p d c r n h it h B C o CB C u l / a 2 Qa 2e s F n la n h a d u c s h lf t U . T n e s o k c a r A . Cn o t i

On o g g - in u e 2 J n , 22

s r v wt e s e ie a C B C g in a t o W a n b F r t y e y 2/ 2 o e e i e u t a t d t m n s s in r a il y b it CC t B . C a C C S e in n B t r g Co m o t lt e r c s c n o h p o e r v n lv d I o e . a y r d c wh i u lit p o u t it m n a s r p im l c a ? C h in e e g a M t s in t p o im iz f r / w S e in e o mc t t t r g Co m s r a d a it e t n c p le x e I o e a p n n lv d v s e o 2i . o e y f p g r c s a p t W F

Co e e r T a F u c o n t n i O v r lL e a l Ma k t r e in g S u p C p ly Co I s n n ig NP D M e id n r a Ch o e ic p T iju a S n M e id n r a J u r S a e i z Co r o l Cd S t r g e i n E x n e e t d d Q u lit : a y A

ma d A e d n e n t n a c (

e . / / ) Bg 333

Me t g c n i S h

F r u q e e d l e u e We k l

c n y y

Da e t We n s a d e d y

i e T m 2: a mP T 2 D

o e Cr T e m a u c i F n t n o Ov a L r e l e Ma e n k i r t g u S p ly C h o C n I ig s n h P ND M e ia n id r S h C ic o e e p i a a i T ju n S M e ia n id r S u r J a z S e it o C lo r o Cd t S e r g n i C x e d d E t n e Q u it A l : a y

d n e d n e B a At n a c (

g 333) e . / / 3

e t n h Me i S c g

d l e u e

r q F e We

e c u n y ly k

a e Dt We e d y n d s a

T i e m 222a P D : m

Na m e Wk W k k 2 2 2 W 2 k k W k W 2 2 W2 W k W k 2 k k W2 2 2 Wk W k 2 2 Wk W k 2 k W 2 2 k W k W 2 2 W k 2 2 W2 d a e S . u e B t r l 2 2 2 2 2 2 2 2 2 2 2 U. r T a n 2 2 2 2 2 2 2 2 2 2 2 i a n L r h D. o e e 2 2 2 2 2 2 2 2 2 2 s t h S . h ld n S e o 2 2 2 2 2 2 2 2 2 2 2 B . c a t MC r h y 2 2 2 2 2 2 2 2 2 2 2 it S e i t B a d t S B . e u e e 2 2 2 2 2 2 2 2 2 2 2 e it G . s a n E c l t e 2 2 2 2 2 2 2 2 2 2 2 it e H r is S C. a r 2 2 2 2 2 2 2 2 2 2 2 e t M. o e L p z 2 2 2 2 2 2 2 2 2 2 2 e 2- r e , Ge n a n e e t d d - e , b n 2Rd a e s t o b 2r n la k t n ic t v c i o d a e a a t n io o i e , C mmt e We l k y We , 3 3 3 F r k d 3 : - : 3 a S m ig ls i, J o S a t a ia J f r w , la M a le R o n : e k s a n n a r , e B o n m A n u , n r k , e B is ie M lis s C a a h p T e : R A : a e K n y H ly H m e , a F N K r n i m e , o u s A n y u o , n y d K k ly A d C o t A P : K n o n i D e W e Cs o r lf , u t e M k m : t A n e Ga e , a t b l Nn a i T t y , r c n h t a r n P o a e r e t J f r w n M a o r in s , u mn : e B o , B o r w k P la t J a H a r i n s : k c r is o , a a a D i M e a c n Cn d : e b e l n o n

ma n y c W ilb u r

N a e m k W 2 k Wk W k W2 Wk W k W2 W 2 k k W2 2 2 k k W2 2 2 k 2 2 k k W 2 2 k W k W W 2 2 2 2 k W k W W2 W 2 k d . u le a S B t r 2 2 2 2 2 2 2 2 2 2 2 . r n UT a 2 2 2 2 2 2 2 2 2 2 2 in . o e a DL r e 2 2 2 2 2 2 2 2 2 2 s . h ld n t S S e o 2 2 2 2 2 2 2 2 2 2 2 . B Mc a h Cr y t 2 2 2 2 2 2 2 2 2 2 2 e it it . e u e S B B a d t e 2 2 2 2 2 2 2 2 2 2 2 e . s a n e t G E c la t 2 2 2 2 2 2 2 2 2 2 2 e . a it C H r is 2 2 2 2 2 2 2 2 2 2 2 e M. p z o L e 2 2 2 2 2 2 2 2 2 2 2 e 2Gr n a e , t n e e d d 2- e Rd a s n , b e t 2 o r a k in d a e l b n t o ic t v c t a a n io o mi t , e e l t e W k y W e d 3 : - 3 F n S m g s i, a o S n m a a e f r n , 33: r k a : 3 i e k J s n a l a t i J r , f B o , w l n A a Ma e R n l u , o B r k , e lis a C a is ie M h p a mn e a R : T : F N A K a n in n y o ly u m e r K e , H H e , n y u o , m s A d K k ly n y A d C o iA D P : t n K e Wo f C s m e M t A n t G a n l e u t , o r k : n e e e b le , a c W lb r Nn y i u a it a a a , o u n h T t y n r c r P m t e e r e n J f B w n a r o w in k P n s J c H r s : o r M B r , s i, la t : a k a i o C a : , n a n a De b M e n o d b ie la c n

C o n t r me s u e s e l c t d u e a r S e e: 1. Ma c i e C o u t e s a d P C S h i k a e hn n r nU r n g - R e r g r mc u n e s t po a o t r me s r o aueat i dr s al ndt s oef r bne e a ot p oe b enof j bc ut f r hag- oe d o on oc ne vr - Pas or t pr oet oout r ol pr vddt i ni i ut s w do t c j b ne ny oi e o dvdar c s l ai dnt ec r et oer t gpr c dr e no h o c p ai n oeue - De e l UP C s r n a g n c a r n l b e c a r f r v o p hi k ed a o a l h t o t ej na Hi u k r o m 1. - C r a e me s r i d e v a t a c c e l o v i a l w a e e s f e ma i g U P et au n g e c e h l f r i u s a r n or n Cs S t n d r d Op r t i g P c d u e s a a ea n r e r o - P o t O P f r e n k R o o , 3- i s s t ma l c i g a s r me t , e t n j o mo u t , v e f w s S s o Hi u a j m bny e, b a n s ot n ns s i g b a ns o r l o - D e e l t r i i g a d c mu n c t n r l o t p a v o ann n o p m i ai o o u l n - D e e l L e a e r t n d Wo r A u d t o ms t i e n i o v r d u v o p d Sa a r k i f r od t f y eo c p r i n t o C o mmu i c t o a n d V u l n ai n s i as - C o mu n c t t o K i e e l e a l s a d r o o t p a t o o r t r m i ae az n i r be n d v l u l n e pao ad i e r o e s nof c pes nnl - Cr a e v s a s o ne p o e ur s et i ul f r wr c d e - C r a e me s r i t o l o U P l a e l a d a s o t e n j b et au n g f s r C b s n r m t os - C r a e MD p r c s f o H e j n a R o m et I oe r i uk Ac i n Pl n t o a

bi s n

1.

Solucin de Problemas

Observacin y solucin de los problemas en todos los niveles Usando los hechos y los datos, involucrando a las personas adecuadas, implementando soluciones permanentes

3 -

3 -

3 -

3 t

No

Ma

Ma

u A

e D

L A

e S

u J

a J

33 33

3 -

3 r

3 y

3 -

3 -

3 -

3 c

Y F

Y F

Y F

e F

u J

T Y

29

29