1. Operations / Engineering
Presentation to Sales meeting
December 2013

2. Sales Meeting Objectives
Communication Channels
Organisational structure
Sales & Operations Planning
Interaction between Sales & Engineering / Operations
Engineering / Operations Strategy
Product Rationalisation
MTC
MTC
MTC
SU / MTC
SU

3. Overview of Woking Presentation –
Relative to Operations / Engineering
Request from Acteon, Level sales in 2014, Increase in EBITDA
to 22%. Overheads tasking required.
Pulse strategy:
Maintain Rental Delivery, Offer quick & guaranteed response
Increase efficiencies / Drive Up Margins
Continuous review of Make / Buy in production & Engineering.
Investigate further scope for Outsourcing
Risk Assessments – Review & Re-categorise
Use JSA cards – Offshore
Toolbox talks for all Operations
Sales meeting
Communication Channels
Organisational structure

4. QHSE
Develop KPI’s that are aligned to Shareholder / Customer
expectations covering:
Quality
Delivery
Factory / Overhead Costs
Health & Safety
Recruit QHSE Manager (Action Complete)
Review and update all Risk assessments, Train all staff on use and
implications
Create HSE policy document defining responsibilities
Implement JSA (Job Safety Analysis) form and train all staff on use (RK,
Q4 13)
Field failures
Create fast response team to perform route cause analysis on field
failures, and respond efficiently to client

5. Project Management
Project Management to take full ownership of Quality,
Delivery, Cost (MTC)
Develop hand over process between Sales & PM (MTC, Q1 14)
PM to consider acceptance of QDC at handover
Concerns / issues to be raised at earliest point
Training on project Cost Module (DK/BP, Q1 2014)
Prioritise QDC over “Hands On” (Project managers, Q1 2014)
Project Engineers transferred to Engineering to facilitate hands
off PM (Action Complete)
Project Engineer training to improve support from Engineering
(SU Q1, 2014)

6. Project Management
Sales & PM training on Contract Law (MTC, Q2 14)
Intent to avoid unnecessary risk with Customer Contracts
Project controls / gates (MTC, Q2 14)
Rules relating to Type / Qty of work with no contract / LOI
Financial targets (MTC, Q2 14)
Payment milestones
Variation Order opportunities
Kick back / Back to back terms on suppliers
Forecasted cost to complete for all projects every month
PM’s to be held accountable for contract financial performance

7. Project Management
Delivery performance / Workload (MTC, DK, BP, Q1 14)
Define roles / responsibilities and reporting structure of
Program Manager and Technical Manager (Sharing of Project
managers and Off Shore Support Team)
Create Process for Program Management that considers
capacity & capabilities of PM’s
Project Control (MTC Q3 2014)
Investigate opportunity to focus individual PM’s on market
segments
Develop tools to assess PM ability to manage multiple projects
Investigate opportunity to use “Top Solutions” as integrated PM
tool

8. Supply Chain
Visit, assess and discuss partnership sourcing with
Strategic Suppliers (MTC, EZ Q2 2014)
Draft and agree non-compete / non disclosure contract for
suppliers and seek Acteon approval
Update Purchase T&C to consider extended payment terms,
LD’s, etc (MTC, EZ Q4 2013)
Assess if existing supply base is able to support PSM growth
Identify new suppliers, develop strong partnerships aimed at
improving working capital, total costs, ownership of Quality
and sharing workload (design capabilities)
Consider kanban supply tools for stock control
Challenge make / buy decisions on Design and Production
(Ongoing)

9. Supply Chain
Fasteners / High Volume / Low Value products
Enter into agreement with suppliers for breadman (bin filling)
system – Linked with rationalisation of fasteners – See engineering
Low labour Cost Countries (MTC, Low priority)
Explore opportunities and risks associated with LLCC
Consider China / Mexico production to support Asia and North
/ South America growth, and reduce shipping costs
PCB , Machining, Fabrication, Design Expertise to be
considered

10. Production
Conduct Training on Lean Manufacturing (MTC, Q1 2014)
Conduct 5S exercise in Prod’n and FAT areas (MS, Q1.2014)
Shadow Boards
A place for everything, everything in its’ place
Stabilise Designs (SU / MTC, Ongoing through 2014)
Address quality issues in TIU, hardwired loggers, INTEGRIstick,
Mk 2 Loggers (Cross Calibration)
Create user friendly work instructions
Investigate / improve Goods In / Goods Out process

11. Production
Lean manufacturing (SU / MTC, Through 2014)
Automate calibration / Documentation (Birth Certs) process
Start Design for Manufacture / Calibration process
Conduct Lean / Quality Kaizen events including stakeholders
ERP
Production
Implement ERP system for Supply Chain and Production
Establish Part Number protocol for all parts
Use MRPII for creation and management of Item Masters and BOM

12. Production
Dashboard (MS Q1 2014)
Create Dashboards in production showing KPI’s, workload and
performance metrics
Investigate fit for purpose on production / calibration
equipment.
Toolbox Talks (MS, Ongoing)
Production
Regular toolbox talks with all personnel, covering HSE, Customer
satisfaction, workload, lean

13. R&D / Engineering
Design for Manufacture
Develop Modular concept on Mk3 Loggers to offer bespoke feel for
minimal costs
Make / Buy design activities through Sub-Contract base
Are sub-contractors able to share design burden for minimal costs?
Get PCB contractors to FAT & deliver 100% quality
Environmentally test all standard equipment for compliance
with ISO13628 Subsea Equipment
Product Rationalisation Plan

14. R&D / Engineering
Develop design protocol that uses agreed / reduced range of
standard fasteners and products
Investigate process for configuration and revision control (as
built drawings, Solid Works revision control)
CE approval / Other International specifications. Review of
legal compliance and develop a plan to meet regulations?

16. Other
Move to new factory
Consider increased costs & Acteon requirement for 2014 BP
Consider 5 Year growth plan
Are we able to short term sub-let?
Consider quiet room / Do Not Disturb offices to allow personnel
under pressure to concentrate
Personnel
Investigate new contract terms with temporary contractor
agencies – Tender to different agencies for competitive costs
Request free transfer from temp to perm after set period
Establish skills matrix and training plan to improve competency
and interest within the team
Site survey training for offshore technicians

17. 2014 business plan Assumptions
Drilling market (Predominantly rental) increase will utilise
existing rental fleet so growth of 55% will not impact
Production Capacity
Production market reducing by 45%, will reduce Engineering
and PM workload.
Subsea Infrastructure

18. Thank You
www.pulse-monitoring.com