TEFENW E L C O M E T O

An introduction

CREATIVE,TAILORED,

SUSTAINABLESOLUTIONS

for their most pressing opportunities

A TRUSTED,HANDS-ONPARTNER

T E F E N I S A G L O B A L S T R A T E G Y & O P E R A T I O N SM A N A G E M E N T C O N S U L T I N G F I R M

W E A R E I N B U S I N E S S B E C A U S E O U R C L I E N T S D E S E R V E

with Change Management veterans

who are willing and able to put in the

ground-floor time to implement and

deeply embed those solutions in the

client's teams

30+ YEARS 250+ PEOPLE

13 CITIES5 CONTINENTS1000+ CLIENTS

C O M P A N Y . C O M

T E F E N I N N U M B E R S

EVERYWHEREOur global family of consultants are driven by the same mission

W H E R E A R E W E ?

T E F E N S E R V E S P U B L I C A N D P R I V A T E C O M P A N I E SO F A L L S H A P E S A N D S I Z E S

Retail Life Sciences Healthcare Manufacturing Energy & Utilities Financial Services

The team at Tefen are incredible business partners, alwayswith the utmost trust and respect, while at the same time

always willing to challenge the existing ‘conventionalwisdom” when necessary. We would not have a programwe are proud of, with the ability to keep it growing and

evolving, without the direct help of this competent group.

• • •B R U C E L . B E N N E T T

S E N I O R V I C E P R E S I D E N TA M E R I S O U R C E B E R G E N

Through the work Tefen did for us, we have achievedsignificant progress that we could never have done on our

own. But even further, Tefen made possible things otherconsulting firms have not been able to do. We deeply

benefited from their unquestionable and extensiveexpertise and knowledge of operations excellence in

obstetrics. Not only did Tefen do a good job in identifyingopportunities for improvements, they partnered with us in

implementing some of the changes. Their team was veryrespectful, professional, and consistent. Needless to say,

my staff and I are greatly appreciative of Tefen’s help andrecommendations.”

• • •D I C K A R G Y S

C H I E F O P E R A T I N G O F F I C E R W O M E N & I N F A N T S H O S P I T A L O F R H O D E I S L A N D

“Tefen supported our global lean manufacturing initiativeto achieve 30% cost reduction and 50% lead-time reduction

across EMEA. Costs and lead- times were reduced in linewith targets; the company’s share price has been restoredto previous levels, and the program had a 10:1 return on

investment. That’s a pretty impressive return”

• • •P E T E S M I T H

L E A N P R O G R A M D I R E C T O R M E R C K

Over the 29 years I’ve been at Woman’s, I have worked withseveral consultants, Joint Commission reps, and the Magnet

surveyors. I must truly say that I have never been as satisfied orcomfortable with a group like I have been with Tefen. The most

outstanding quality that I can commend is that Tefen reallylistened to our wishes, wants, and needs. I feel they havehelped us see the areas needing improvement and have

assisted us to reach healthy compromises in our admit process.The changes that have been, and are being implemented, aremany of the same things we’ve been asking for many, many

months, but Tefen has helped us get the data in line to supportthose items. For that, I will be eternally grateful!

• • •L A U R E N L A N D R E N E A U

D A Y S U R G E R Y C H A R G E N U R S E W O M A N ’ S H O S P I T A L O F B A T O N R O U G E

T E F E N F O C U S E S O N 6 K E Y A R E A S T OH E L P C L I E N T S I M P R O V E T H E I R B U S I N E S S

SALES & MARKETINGSales Force EfficiencySales and channelmanagementCustomer lifecycleCRM implementationProduct launch & positioningSegmentation, targeting &pricingOrganization & capabilitiesMessage effectivenessCompetitive tenders

OpEx transformationOrganizational designProcess optimizationChange managementPeople capabilities & trainingManagement & KPIsResource & capacity planningStructure & role definition

Corporate StrategyGlobal StrategyMarketing and SalesStrategyM&A and Due DiligenceInternational StrategyOperations StrategyTurnaround managementCorp. SocialResponsibilityCustomer Centricity

ORGANIZATION &OPERATIONSSTRATEGY

T E F E N F O C U S E S O N 6 K E Y A R E A S T OH E L P C L I E N T S I M P R O V E T H E I R B U S I N E S S

PRODUCTDEVELOPMENT & PMPME process improvementIT governance & systemintegrationDesign for X (DFX) cultureimplementationTraining and coachingRisk managementPMO implementationProduct developmentexcellence

Lean 360 © ManufacturingCapacity modelling & planningImprove OEE6 Sigma programsFacility design / enhancementSite performance benchmarksEnergy conservationQuality planning / schedulingQA & QC organizational designQuality Lean 360 ©Theory of Constraints (TOC)

Network strategy designStrategic planningRisk managementS&OP PlanningOperational schedulingSourcing & procurementInventory managementDetailed ModellingValue generation

MANUFACTURING &QUALITY SUPPLY CHAIN

A G L I M P S E I N T O O U RW O R K W I T H A

L E A D I N G U S H O S P I T A L

A U T U M N / W I N T E R 1 6

O N L I N E S T O R E . C O M

seeking to increase accessibility of care and enhance patientexperience in an effort to improve patient service and

increase profitability

T E F E N U S E D I T S L E A N3 6 0 H E A L T H C A R E M E T H O D O L O G Y T OI M P L E M E N T A M L P O R G S T R U C T U R E ,

C E N T R A L I Z E S C H E D U L I N G , A N DR E D E S I G N P R O C E S S E S

Used a 3-phase approach: (1) Diagnostics, (2) Design, (3) Implementation

(1) Conducted in depth diagnostic including interviews of all staff, a multi-

observational study, process mapping, and market analysis

(2) Revised organizational structure with clearly defined roles and

responsibilities, focusing on maximizing value-added time of physicians

(2) Developed Lean processes, including high-impact management routines

(2) Designed Centralized Scheduling structure, process, best practices, rules,

and schedules

(2) Optimized coding and billing practices - decreasing reimbursement losses

(2) Implemented KPIs to maximize performance of providers and support staff

(3) Drove implementation, change mgmt, staff training, and org-wide

workshops, communication, and alignment

Increase in EBITDA

Expected results:

Increase in patient throughput

Decrease in Physician Non-Value Added activitiesDecrease in Lead time toappointment and in clinic waittime

$5.3M125%90%40%

DEVELOPED A COMPREHENSIVE SOLUTION FOROPTIMIZING CLINICAL WORKFLOWS

A G L I M P S E I N T O O U RW O R K W I T H A

F O R T U N E 2 5P H A R M A C E U T I C A L

D I S T R I B U T O R

A U T U M N / W I N T E R 1 6

O N L I N E S T O R E . C O M

seeking to focus its organization on improving its qualityand customer satisfaction

T E F E N U S E D I T S Q U A L I T Y 3 6 0M E T H O D O L O G Y T O D R I V E A

C O N T I N U O U S I M P R O V E M E N T ( C I )P R O G R A M A T T H E D I S T R I B U T I O N

C E N T E R S ( D C )

Used a 3-phase approach: (1) Diagnostics, (2) Pilot, (3) Network roll out

(1) Interviewed key stakeholders, analyzed data and processes to

understand issues and determine root causes

(1) Measured Non-Value Added (NVA), Required NVA, and Value-Added

(VA) activities through a Multi-Observational study (MOS)

(2) Collaborated with DC staff to form workstream teams, brainstorm and

implement solutions, and track metric progress

(3) Trained a team of CI Managers to continue this work at the other DCs

overtime reduction intargeted returns department

Pilot achieved:

Ongoing efforts:

reduction in errors fromautomated picking system

right first time orderincrease at targeted DC

wave replenishment reductionat targeted DC

25%62%11%

70%

8 DISTRIBUTION CENTERS LAUNCHED CI WITHGREAT SUCCESS THROUGHOUT ENGAGEMENT

Engaging staff to contribute improvement ideas

Training 1-2 DC Champions at each site

Trained CI Managers leading the CI launch at other DCs

VALUE STREAMMAPS

allow us to understand and

visualize a process, identify

waste, and streamline processes

allows us to compare a site's key

metrics within their network and with

our established industry benchmarks

MULTI-OBSERVATIONAL

STUDIESBENCHMARKING

S A M P L I N G O F D I A G N O S T I C S A C T I V I T I E SA N D H O W T E F E N U S E S R E S U L T S

quantify the amount Value-Added,

and Non-Value Added activities being

performed

ROLES ANDRESPONSIBILITIES

REDESIGN

LEANPROCESSES

optimizes efficiency of each role

to maximize physician-patient

interactions

reduce waste to enhance the patient

experience and maximize effectiveness of

physicians and support staff

PATIENTSCHEDULING

RULES

S A M P L I N G O F W O R K I NT H E H E A L T H C A R E I N D U S T R Y

ensure maximum access to care,

simple scheduling and fair distribution

among physicians

KANBAN, 5S,AND VISUAL

MANAGEMENT

CAPACITY ANDSTAFFINGMODELING

are critical Lean Six Sigma tools

used to optimize supply

replenishment and organization

analyze resource utilization, capacity, and

Overall Equipment Effectiveness (OEE)

under different scenarios

REDESIGNINGAND OPTIMIZING

LAYOUTS

S A M P L I N G O F W O R K I N T H E G E N E R A LM A N U F A C T U R I N G I N D U S T R Y

are significant aspects of creating an

efficient, continuous flow

MANAGEMENTROUTINES &

KPISare necessary to drive cultural

change and monitor improvements

in areas such as Right First Time

(RFT) and On-Time Delivery (OTD)

expands capabilities of the lab,

ensures best practices are shared,

and reduces re-work and errors in

lab work

EFFICIENTSCHEDULING

STANDARDIZED,EFFECTIVETRAINING

S A M P L I N G O F W O R K I N T H EL I F E S C I E N C E S I N D U S T R Y

helps reduce wasted time and

improve efficiency, cycle time, and

utilization

BEFORE

An organized workplace is critical for optimizing efficiency and quality in any industry. Asan example below, we implemented a 5S system across multiple sites for a global biotech

manufacturer

AFTER

S A M P L I N G O F 5 S W O R K I NT H E B I O T E C H I N D U S T R Y

THANK YOUL O O K I N G F O R W A R D T O P A R T N E R I N G W I T H Y O U