Tools do not make the mechanic…Frameworks such as Six sigma, PMP, CMMI, and outsourcing have benefits,…but their sheer weight can be overwhelming…Cost cutting does not address effectiveness. What will you do differently to assure success? We can help your company step out of the “initiative” trend for improved Effectiveness and Profit. Contact ALE.

1. ANALYTIC AND LEADERSHIP EXCELLENCE, LLC
We improve your profit and leave you with practical knowledge
The Focus is Always on Results
P.O. Box191, Oxford, MI 48371, (248) 881-3845,
bwjohnson200@hotmail.com, skyp: bernard.johnson5
Tools do not make the mechanic…Frameworks such as Six sigma, PMP, CMMI, and outsourcing have
benefits,…but their sheer weight can be overwhelming…Cost cutting does not address effectiveness.
What will you do differently to assure success? Insightful application of “the scientific method” can
help you step out of the “initiative” trend for improved Effectiveness and Profit. Contact ALE.
The ALE Name
Analytic…….objective, and penetrating expertise in thinking, via principle and method.
Leadership….leveraging the latent energy of people, and organizations, to forge a vision and path.
Excellence….your results, or sales per cost, have overcome that of your competitors.
The Integrated ALE Principles
ALE results are made possible by encompassing and integrating four essential principles:
1. Product development – the purpose of ALE clients
Navigate effectively through VOC, requirements, design, manufacturing, supply, assembly, and profit.
2. Technical and Innovative aptitude – the foundation of developing competitive products
Span domains from software through to mechanical. Innovation is a mind-set not a phase or tool.
3. Leadership- The art of profit
This most essential yet latent dimension, can dramatically improve organization effectiveness.
4. Method – a means to an end
Tools and methods are powerful in the hands of relevant and encompassing expertise.
The integration of these bodies of knowledge is why…
ALE can provide the value of superior results at lower cost.
The ALE Scope
Systems Engineering
Discovery Effective Operations
Project Management
Problem Solving
DFSS Light
Results: innovation, concepts that demand higher price, defect reduction, problem prevention, robust
performance, reduced time to market, rapid root cause diagnosis, product cost and R&D reduction, effective
design of complex systems, improved morale and team productivity, lessons learned, and knowledge.
Industries and Products: Automotive, Domains: Embedded, Management, Leadership, Quality,
Defense, Aerospace, Medical, Energy, Electrical, Software, Vibrations, Dynamics, Kinematics,
Agricultural, Heavy Machinery, Robotics. Control Systems, Instrumentation, Data Acq., Signal
Machine-Tool, Plastics and Injection, Processing, Filtering, Sampling and Noise, Manufacturing,
Welding, Assembly, Combustion, Guidance systems.
Process, Manufacturing.
Analytical interface to CAD and FEA.
Frameworks: Systems Engineering, Project Management, Six Sigma, Design for Six Sigma, Lean, TRIZ,
Structured Analysis and Design, CMMI, Agile, Lean, and Kaizen… Methods: Axiomatic Design, Taguchi
Robust Optimization, DOE, and Orthogonal Arrays, Parameter Diagrams, Functional Decomposition,
Neural Networks, Fuzzy Logic, Decision Trees, Pugh Concept Selection, QFD, Critical Parameter Analysis,
Management, and Sensitivity Studies, Root-cause Analysis, Modeling, and Simulation. Process, Learning,
Continuous Improvement, SWOT, Kepner-Trego, Reliability Growth, Algorithm Design, Problem-Life-
Cycle-Analysis. Tools: Matlab, Simulink, Mathcad, MS products, CAD, Python…

2. The ALE Business Case
Should your company focus on results…or the conventional expensive set of tools?
ALE objective: Excellence…..your results, or sales per cost, have overcome that of your competitors.
Conventional approach: Receive Training in the many Methods
Apply all the methods, and hope for results.
Investment = Large Results per Cost = Small, Slow, Fleeting.
THE CONVENTIONAL MASSIVE PROPOSAL
Not targeted well enough to prevent, nor fast enough to solve your urgent malfunction, thermal event, sticking, breaking, vibrating,
leaking, shrinking, bugs, test failure or short life, peeling, deposits, clogging, noise, and etcetera. Need must dictate the method.
ALE Principles Example Frame-Works
Systems
University PMI Agile CMMI KT DFSS SixSigma Lean
---
Engineering
√ √ √ √ √ √
Product Development ---
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Technical ---
√
Innovative ---
√ √ √ √ √
Leadership ---
√ √ √ √ √
People ---
√ √ √ √ √ √ √ √
Method ---
The ALE approach: Train by doing, for Results
An expert speeds you to the methods that you need, when you need them.
Investment = Small Results/Cost = Large, Fast, Expanding.
Frameworks
ALE Process
ALE Principles Bodies of Knowledge
Discover
The Unique
ALE
Needs of your
Expertise
Product Development Organization.
Technical Select
The right tool to
Innovative
serve the ALE
Principles
Leadership
People
Deliver
Results,
Method Knowledge, Pull
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3. Available Services and Programs
DISCOVERY, a recommended first step
DISCOVERY
Results:
Objective third party analysis and quantification of the client’s operations
Constructive Project, Process, or Product recommendations and next steps.
Organizational Footprint Analysis and Recommendations. Consensus among Decision Makers
Typical Applications: Process Steps:
Design Process, Supply Chain Build Trust and understanding
Engineering/ Manufacturing interface Gather input from stakeholders
Cost Over-runs, Recurring Problems Verify understanding with stakeholders
Team Effectiveness and Morale Quantify knowledge and report findings
Interactively constructive recommendations and next steps
Ineffective Platform utility
Typical Tools:
Establishing personal report and interactive gathering of information. Mining of existing data [8-D’s,
FMEA’s, Project Reviews, OEM input, Networking Meetings, Non Conformance Cost Statistics
Interviews and Surveys]. Process Flow analysis. Transfer function Analysis, Force Field Analysis, Affinity
Diagrams. Root cause categorization, including definition of hypothesis, definition of investigative means,
and prioritization. Decision analysis. Cost/ benefit analysis. SWOT
Seeing what needs to be done
OPERATIONAL EFFECTIVENESS IMPROVEMENT, an executive concern
OPERATIONAL EFFECTIVENESS
Results:
Low-hanging-fruit measures that prevent cost, and improve quality and proce. Reduction of reactive
organization energy. Reduced waste (Muda) due to redesign. Improved Customer relations. Improved
team morale and performance. Templates. Score cards.
Typical Applications: Process Steps:
R&D Footprint Studies. Build Trust and understanding
Integration of companies. Gather input from stakeholders
Global Requirements Management. Verify understanding with stakeholders
RFP/ RFQ, business acquisition process. Quantify knowledge and report findings
Synergies between departments. Interactively constructive recommendations and next steps
Typical Tools: How the Triple Constraint Paradigm can hurt your Operations. Identify financial pressure
points. Quantify Low cost Outsourcing: what skill sets, where, why, and at what risk. Quantify the
complexity of an organization with a metric. Holistic management of global platforms (generics) to meet
local requirements. Improve customer relations during product development difficulties. TRIZ to innovate
rather than compromise. Add technical and leadership horsepower. Develop and Execute Quality Recovery
Plans. Optimizing the performance of systems. Estimate R&D costs and controlling. Performance Metrics
and Score Cards. Decision analysis. Creating Networks for knowledge sharing and Lessons Learned.
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Solutions, not initiatives. It is impossible to excel while following the pack.

4. LIGHT DESIGN FOR SIX SIGMA, a low cost results oriented design-for-six-sigma education
DFSS LIGHT
Results: Offered to small companies or to the product development organizations of large companies, ALE
tailors methods to suit your needs; you will be guided through case studies, and learn while adding
immediate value, without the large learning curve, investment, or the jargon of heavy frameworks.
.
Typical Applications: Process Steps:
Product Development Life-cycle: VOC, Understand needs and priorities
Design, Supply-chain, Test, Propose the program and approach
Manufacture, Service. Execute
Design-build-test process
Waterfall compared to Agile.
Typical Tools: QFD - quantify cost and risk by knowing your products competitive strengths and
weaknesses. Pugh- Improve design concept alternatives, decision speed, and innovate by leveraging pros
and cons. Axiomatic - evaluating the coupling between the design variables and functions. TRIZ - innovate
by describing system/ subsystem evolution from past to future perspectives. Use conflict diagrams to
isolate innovative opportunities. Critical Parameter Management - prevent product problems by
highlighting parameters that affect the product. Design for manufacturing and Assembly/ Concurrent
Engineering. Taguchie Robust Optimization, robustness to parameter variations and reduce cost.
Results are king, not the method
POTENT PROBLEM SOLVING, finding the root cause of serious issues
PROBLEM SOLVING
Results: Assessment of current status. Improved focus and reduced Ad-Hoc approaches. Improved team
morale, and management and customer perspective. Represent deep expertise in front of the concerned
parties. Quality Recovery Plans, score-cards, and form executive steering committees. Tracking of
progress and Root Cause Determination, and reduced cost. Improved Team problem solving skills.
Typical Applications: Resistant or Process Steps:
urgent: Malfunction, Thermal Events, Problem Definition
Sticking, breaking, vibrating, leaking, Gathering and re-factoring data
shrinking, bugs, test failure or short life, Manage the investigation
peeling, deposits, clogging, noise. Analyze via appropriate bodies of knowledge and experts.
Processes, operating systems, operator.
Typical Tools: Functional Decomposition. Critical Parameter Analysis and linkage to Root Cause
matrices. Physics, math modeling, simulation. Scenario analysis. Kepner-Trego. TRIZ. Problem Life-
Cycle Analysis - evaluate design, supply chain, manufacture and assembly, end use, and maintenance as
opportunity for cause, solution, minimization, or prevention. Assure that all dimensions are capable: supply
chain, measurement, test, instrumentation, data acquisition, sampling, data processing. Orthogonal
evaluation of the critical parameters to the ideal function. DOE.
Let the problem dictate the approach. People rather than tools overcome challenges. 3

5. PROGRAM AND PROJECT MANAGEMENT, for Line and Project Managers
PROGRAM MANAGEMENT
Results:
Fewer meetings, less time, better performance, useful plans and controls, practical templates, improved
focus on results.
Typical Applications: Process Steps:
Multi-departmental organizations
Resource Management
Goals, Tracking, and Follow-up
Milestone Management
Instruction:
Avoiding the trap of complex plans Tailoring your process
Dynamic critical path thinking
Actical
Getting results through soft skills
Effective Decision Process
Buy-in, a powerful tool
Getting the Job Done
SYSTEMS ENGINEERING
Systems Engineering
Results:
Fewer design Loop-backs
Typical Applications: Process Steps:
Complex Products
Typical Tools:
Seeing
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6. Differentiators
Consultants are available that apply a method, but neither the tool nor expertise with a single tool
makes the mechanic; a formula simply will not suit the unique needs of your company most of the
time. Make sure that you employ the advantage of a wise practioner whose mission is to provide value
to you rather than sell their flagship method, tool, or product. Thus, the ALE approach is different; it
is to address your challenges, to increase your shareholder value, by delivering expertise and
knowledge to your organization, and acting as a catalyst to energize your team’s talent. The methods
provide important tools, but are not the objective.
Founders' profile
Specialty skills are best applied in light of broad and integrated knowledge. Through twenty three
years of experience as an improvement expert and agent of change among the most challenging
product and systems development efforts, across the defense, automotive, and heavy machinery
industries, Mr. Johnson presents an integrated skill set rarely found in a single individual: Systems
Engineering Guru, Certified Project Management Professional, Master Black Belt in Six Sigma, Lean,
and Design for Six Sigma, and R&D Operations Leadership Specialist. Interests include energizing
people, effective communication, TRIZ, and innovation. Mr. Johnson believes that the future success
of product development organizations depends on effective operations. Success is not about any
single method, it is about people, vision, innovation, and wisdom.
The ALE Advantage
Good Better ALE
Single Domain Expertise (software or Mechanical or Electrical or Injection..) X X X
Program Management Certification X X X
Multi Domain (software and Mechanical and Electrical and Injection…) X X
Black Belt X X
Leadership and Communication Skills X X
Technology Track Record (Patents, Papers, Public Speaking) X
Master Black Belt (DOE, Taguchie, Pugh, Axiomatic, TRIZ, DFSS, Lean) X
Multi-Departmental Leadership, Management, Mentoring, and Operations X
Executive Operations Knowledge X
Deep Specialty Domain (dynamics and Systems and Control and Signal X
Processing and Data Acquisition)
Extensive Consultant with world renowned Contacts X
Able to Manage and Control other agents X
Multi Industry Experience (Automotive, Defense, Heavy Machinery) X
Integrated Knowledge: Technical and Innovation aptitude, Contemporary X
Methods, Product development knowledge, and Leadership and Executive
understanding.
Experts with over a quarter century of experience and results X
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7. Needs of Industry Today
Cost cutting by itself will fail to meet the Needs of the Coming years
Gain the benefit of trusted expertise without a permanent head and without the training costs
Cost/ Quality
Incapable Design
Product launch problems
Ineffective problem resolution
Heavy, inflexible, or incapable processes
Design loop-backs eating into profit margins
Having trouble in manufacturing your designs
Customer unhappy with speed, cost, or quality
Teams in conflict or not operating at peak effectiveness
Operations
Discover pressure points that drive financial improvement
Transform Conflict to Consensus and Peak Efficiency
Provide method and data for informed decisions
Interface and challenge external consultants
Complexity measurement and reduction
Quality Assurance Recovery Plans
Clarify Facts with Score cards
Product Development and Technology
Effectively focus technical experts to a common direction
Leverage a broad network of Technology Consultants
Systems Engineering and Innovation Guru
Workshops to address specific concerns
Technology Trends
Cost cutting by itself will fail to meet the criterion.
Eroding profit margins MUST be countered with increased output per cost.
√
Output
Cost Cutting ---------
Cost
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