29_sabmiller_ed_koch.pdf

7/28/2019 29_SABMiller_Ed_Koch.pdf

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Competitive Advantage GeneratedThrough the Global Deployment of aContinuous Improvement Programme

Ed Koch

Head of Manufacturing Development


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Contents

SABMiller

some context

Operational Excellence at SABMiller The SABMiller Manufacturing Way Results Summary


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SABMiller some context


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Scope of our Operations Today

200+

brands owned

Presence in 75

countries, across six

continents

140+ breweries, 20+

bottling plants, 10+

maltings

Almost 70 000 employees

213 million hectolitres

of lager sold

US$26 350 million

group revenue to Mar 10 *

US$4 381 million

EBITA to Mar 10 *

* Not Audited


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Where We Operate


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Reported Volumes and EarningsContribution (March 2010)

31%

19%14%

12%

2%

19%

3%

Latin America

Europe

North America

Africa

Asia

South Africa Beverages

Hotels and Gaming

(hl000)

Total Sales Volumes

261,447

Lager

212,576

Soft drinks

43,509

Other alcoholic beverages 5,361

Earnings Contribution (EBITA)


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International Brands

Grolsch Premium Lager

The Dutch premium quality lager

Miller Genuine Draft The original cold-filtered draft beerPeroni Nastro Azzurro Italian style in a bottlePilsner Urquell

The Pilsner from the original source


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Key Regional Brands

Aguila

Castle Miller Lite Snow Tyskie


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Other Regional Brands

SABMiller owns over 200 regionalbeer brands, including:

2M (Mozambique)

Atlas (Panama)

Carling Black Label (South Africa)Castle Lite (South Africa)

Club Colombia (Colombia)

Cristal (Peru)

Dreher (Hungary)Gambrinus (Czech Republic)

Hansa Marzen Gold (South Africa)

Haywards (India)

Kilimanjaro (Tanzania)

Nile Special (Uganda

Pilsener (Ecuador)

Pilsener (El Salvador and

Honduras)

ari

(Slovakia)

St Louis (Botswana)

Timisoreana (Romania)Lech (Poland)

Velkopopovick Kozel

(Czech Republic)Zolotaya Bochka (Russia)


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Becoming a Global Brewer

1895 Foundation of South African Breweries

and launch of Castle Lager

1897 Listing on Johannesburg stock exchange

1898 Listing on the London stock exchange

2010

Regional and product expansion

1978-82 Botswana, Lesotho

and Swaziland

First acquisitions in Europe

1988 Compania Cercercera de

Canarias in Canary

Islands1993 Dreher in Hungary

1910 Expansion into Zimbabwe

(formerly Rhodesia)

Acquisition in South Africa

1956 Ohlssons, Chandlers Union Breweries

1975-79 Old Dutch, Whitbreads, Swaziland

breweries, beer interests of the

Rembrandt Group attaining 99%

market share

Global growth begins

1993 Uganda

1994 Angola, Mozambique,

Tanzania, Zambia,

China1995 Poland

1996 Romania

1997 Ghana, Slovakia

1998 Russia

1999 Czech Republic

2000 India

2001 El Salvador, Honduras,

strategic alliance with

Castel Group in Africa

2002 Creation

of SABMiller

following purchase

of Miller Brewing

Company

1999 Movement of primary

listing to London

Stock Exchange

1895

2003

Acquisition of

Birra Peroni,

Italy

2005 Merger with

Grupo Empresarial

Bavaria

2008

Acquisition of

Grolsch, The

Netherlands

2008

Acquisition of

Grolsch, The

Netherlands

2008

MillerCoors

JV created,

USA


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Our Strategic Priorities

SABMiller has a clear strategic focus, at the centre of which are our four strategicpriorities:

Creating a balanced and attractive global

spread of businesses

Developing strong, relevant brand portfoliosin the local market Constantly raising the performance of localbusinesses Leveraging our global scale


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Operational Excellence


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Technical Strategic Priorities

1. Building pride inthe technicalfundamentals ofour brands.

2.

Enhancing ourreputation foroperational

excellence.3.

Developing areputation forproduct andpackaging

innovation.

4.

Enhancing thesustainability of

our supplychain.


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StrategicOperatingPractice (SOP)

Reduced Variability & Lead time

Evolution of Operational Excellence inSABMiller

1988 1996 200820041992 2000

Quality and Production Upgrade Strategy

Best Operating Practice (BOP)1.

Process Control

2.

Performance Measurement

3.

Plant Availability

Best OperatingPractice II (BOP II)1.

OD

Self-sufficient teams

2.

Multi-skilling

3.

Asset Care & QC at Source

TheSA

BMiller

Manufa

cturingWay

In

creas

ingP

erformance


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Approach to Operational Excellence

Competency

and Capability

CompetencyCompetency

and Capabilityand Capability

Enable performance and capability

transformation through change leadership

and a deliberate approach to learning.

Enable performance and capability

transformation through change leadership

and a deliberate approach to learning.

WCM Work

PracticeDevelopment

WCM WorkWCM Work

PracticePracticeDevelopmentDevelopment

Processes to Enhance Performance

including teamwork, standard work,waste elimination and other work

practices.

Processes to Enhance Performance

including teamwork, standard work,waste elimination and other work

practices.

Organisational

Model

OrganisationalOrganisational

ModelModel

Build an organisation to implement and

sustain operational excellence including

structures, roles and jobs.

Build an organisation to implement and

sustain operational excellence including

structures, roles and jobs.

PrinciplesPrinciplesPrinciples

Principles and philosophy that ensures an

integrated approach for Operational Excellence in

the context of business strategy. Long termthinking with a business case for change.

Principles and philosophy that ensures an

integrated approach for Operational Excellence in

the context of business strategy. Long term

thinking with a business case for change.

PREPAREAN

D

ENABLECHANG

E,

PREPAREAN

D

ENABLECHANG

E,

IMPROVE&

SUS

TAIN

MANUFACTU

RING

IMPROVE&

SUS

TAIN

MANUFACTU

RING

CA

PABILITY

CA

PABILITY

CONTINUOUS

CON

TINUOUS

IMPROVEMENTOF

IMPROVEMENTOF

MANUF

ACTURING

MANUF

ACTURING

CAP

ABILITY

CAP

ABILITY

PHASE 1PHASE 1

PHASE 2PHASE 2 Enable continuous improvement through

collaboration and development of new

competencies.

Enable continuous improvement through

collaboration and development of new

competencies.


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Deployment of the Manufacturing Way via a decentralised collaborative model

RegionalRegionalHubHub

TeamTeam

MDEV HubLead

CountryLead

GroupGroupLeadershipLeadership

TeamTeam

Head ofMDEV

MDEV CountryLeadsEurope

MDEV HubLeaderAfrica

MDEV Hub

LeaderAsiaMDEV Hub

LeaderSouth Africa

MDEV HubLeader

MillerCoors

MDEV CountryLeadsLATAM

CountryLead

CountryLead

CountryLead

CountryLead

CountryCountryTeamTeam

CountryLead

BreweryConsultant

BreweryConsultant

BreweryConsultant


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Partnership with CCI

SABMillers partnership with CCI extends more than 20

years.

Currently CCI actively consults in over 50

of SABMiller

operations.

It is fair to say that CCI has supported SABMillers

global expansion by providing thought leadership andconsulting support into the operational excellenceapproach. Operational excellence has been fundamental indriving SABMillers growth.


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Results of the SABMiller CCI Partnership The Global Evaluation of Manufacturing (GEM)

Excellent processes leads

to excellent and sustainable results.

Therefore SABMiller measures

operational excellence in terms of both the what we

achieve (Results)(Results) as well as

the how

we go about

achieving our results (Work Practices and Processes)(Work Practices and Processes)

The GEM is intended to measure the maturity of WorkPractices.

Excellence in Work Practices

Measured byGEM

ExcellenceinResults

M

easuredbyGlobalKPIs,

GTS

WCMWCM

ExcellenceExcellenceUnsustainableResults

IncorrectlyFocusedWCM

Programme

Excellence in Work Practices

Measured byGEM

ExcellenceinResults

M

easuredbyGlobalKPIs,

GTS

WCMWCM

ExcellenceExcellenceUnsustainableResults

IncorrectlyFocusedWCM

Programme


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GEM and TRACC

The Global Evaluation of Manufacturing is a SABMiller

customised version of the TRACC Assessment tool.

The content was customised by SABMiller to include

our own learning and knowledge.

The tool was developed and is supported by CCI.


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Competency

and Capability

CompetencyCompetency

and Capabilityand Capability

WCM Work

Practice

Development

WCM WorkWCM Work

PracticePractice

DevelopmentDevelopment

Organisational

Model

OrganisationalOrganisational

ModelModel

PrinciplesPrinciplesPrinciples

Key elements

The following slidesillustrate some of the keyelements of our approachto operational excellence.


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Organisational Model Policy Deployment & Performance Management

Business, regional

and functional

aspirations,

strategies and

plans

Goal setting

for teams

and

individuals

Performance

monitoring

through

one-on-ones

and teammeetings

Midyear

and yearend

performancereviews

Performance data

feeds into keydecisions on

compensation,

Individual develop-

ment and career

management

Key input Process steps Key output

Definition of Performance ManagementCore to our culture and our ways of working, performance management is how we manage the

performance of teams and individuals against goals through personal accountability, which driveexecution of the business strategy in a way that shapes a high-performance, high-engagementculture and ensures sustainable business performance.


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Organisational Model Shift Team Work Practices

Pre-shift meetings

One-on-one shift hand-over(at work stations)

Team goal setting andperformance measurement

Operating fundamentals

Improving flexibility

Asset Care and AutonomousMaintenance

Participation in focusedimprovement and problemsolving

Operator-based quality

control at source

Level 1Level 1Level 1

OperatorSkill 1

OperatorOperator

Skill 1Skill 1

Mech.Crafts

Mech.Mech.

CraftsCraftsOperator

Skill 2

OperatorOperator

Skill 2Skill 2

ElectricianElectricianElectrician

Shift Team LeaderShift Team LeaderShift Team Leader

Shift 3Shift 3Shift 3




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Organisational Model Leader Standard Work

Meetings

Standardised work to identify, monitor and

control the optimum

conditions under which a

manufacturing operation will be failure and

defect free at optimum cost and service.

DailyDaily

Level 3 meeting of department and

area managers covering safety,production to plan, quality and cost


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Competence and Capability Learning and CollaborationOur learning and collaborationmodel is linked to some of the

fundamental principles of theManufacturing Way, namely:

Operational Excellence is entirely

dependent upon a resolute process ofcontinuous improvement.continuous improvement.

Performance and practice aremeasured against internal and

external benchmarks.benchmarks.

Organisational Learning andCollaborationCollaboration

are important aspects

of the improvement process.

Individual competenceIndividual competence anddevelopment is promoted.

StandardsStandards

CommonCommonMeasurementMeasurement

BetterBetter

PracticePractice

LessonsLessons

LearntLearnt

StandardsStandards

CommonCommonMeasurementMeasurement

BetterBetter

PracticePractice

LessonsLessons

LearntLearnt


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Competence and Capability Developing Individual Competence

Making learning accessible,rapidly

The ManufacturingThe Manufacturing

Way on eLearningWay on eLearning

A solid foundation for allmanufacturing employees and

managers to achieve operational

excellence.


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Competence and Capability Collaboration Tools


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Competence and Capability Benchmarking

The Manufacturing Global Key Performance IndicatorsThe Manufacturing Global Key Performance Indicators

(KPI) Process enables benchmarking.(KPI) Process enables benchmarking.

Principles

Focus:Focus: the Global KPIs are limited to 15 measures. Balance:Balance: measures are spread across the keymanufacturing drivers. Common measurement:Common measurement: a defined set of proceduresand rules.

Benchmarking Focus:Benchmarking Focus:

drives continuous improvement

in a sustainable way


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Competence and Capability BenchmarkingWater Ratio - Best and Wo rst Quartile Ranked - Mar F10 (YTD)

3.1

03

.24

3.4

2

3.5

0

3.5

33

.64

3.6

5

3.6

9

3.7

7

3.7

8

3.8

4

3.8

4

3.8

7

3.9

5

3.9

5

3.9

6

3.9

9

4.0

7

4.0

7

4.1

0

5.7

05

.84

5.9

16

.08

6.2

36.7

26

.87

6.9

2

6.9

57

.19

7.3

3

7.4

1

7.5

1

7.5

8

7.6

47

.77

8.0

18

.29

9.5

0

13

.62

0

2

4

6

8

10

12

14

16

Bialys

tok

Poznan

Fort

Wort

h

Tyc

hy

Guayaqu

ilBeer

Tren

ton

IndLa

Cons

tanc

ia

Ibhay

i

Ka

luga

Boyac

Eden

Nosov

ice

New

lan

ds

Shenan

doa

h

Prospec

ton

Albany

Ve

lke

Popov

ice

Gro

lsc

h

Po

lokwane

Bucaramanga

Cluj

Vladivos

tok

Lu

bango

Dares

Sa

laam

Nile

Buzau

Mwanza

Sarma

t

Leso

tho

Beer

Sica

Pon

dicherry

Swaz

ilan

dBeer

Arus

ha

Cen

tra

lDistillers

Be

ira

Accra

Kga

laga

diBeer

Eas

tCoas

t

Mapu

to

Lusa

ka

Beer

Vietnam

Beer

hl/hl

TOP 25%

Simple Average = 5.13

Std Dev = 1.7

BOTTOM 25%

Machine Efficiency - Best and Worst Quartile Ranked - Mar F10 (YTD)

98.3

7

96.6

2

94.8

5

94.6

6

94.6

1

94.2

5

94.2

0

93.6

6

93.4

9

93.2

0

92.6

7

92.4

3

92.1

6

91.3

1

91.1

8

91.1

0

91.0

4

90.9

7

90.8

2

90.5

8

76

.42

76.0

0

75.7

2

74.75

73.7

1

73.4

2

72.88

71.16

70.97

69.0

0

67.3

2

67.2

3

65.8

4

65.0

7

62.7

5

61.8

0

60.0

3

59.8

1

58.7

0

58.0

5

0

20

40

60

80

100

120

Eas

tCoas

t

Qu

ito

Me

de

llin

Boyac

Cusco

Ma

labar

Arequ

ipa

Bucaramanga

IndLa

Cons

tanc

ia

Tocanc

ipa

Bogo

t

Bialys

tok

Tyc

hy

Mo

tupe

San

Pe

dro

Su

la

Ka

luga

Plzen

Poznan

Ve

lke

Popov

ice

Cen

tra

lDistillers

Albany

Ross

lyn

Bari

Vladivos

tok

Dares

Sa

laam

Shenan

doa

h

Lusa

ka

Beer

Charm

inar

Mapu

to

Leso

tho

Beer

Go

lden

Gro

lsc

h

Accra

Sarma

t

Kga

laga

diBeer

Lu

bango

Swaz

ilan

dBeer

Be

ira

Haryana

Ulyanovs

k

TOP 25%

Simple Average = 82.09

Std Dev = 10.13

BOTTOM 25%

SustainabilitySustainability

(Water Usage,

Energy Usage)

QualityQuality

(Brewery Hygiene,

Consumer Predictive Index,Flavour Stability Index, PackedProduct Quality, Total PackagedOxygen)

ProductivityProductivity (UnadjustedFactory Efficiency, MachineEfficiency)

CostCost

(Total Cost of

Manufacturing, Cost ofMaintenance, Macro ExtractLoss, Container Loss)


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Work Practices Short Interval ControlMONTH TO DATE SIC REPORT Dec-09

4

Unit of Corporate Month

De sc ri pti on Mea su re T ar ge ts M il wa uk ee Ed en Al ban y T re nt on F t. Wo rt h I rw in da le Go ld en Sh ena nd oa h to Da te

SAFETY / PEOPLE

DART Rate # 1.55 - 1.65 1.78 1.83 1.67 1.65 0.00 0.00 0.00 2.65 0.85

Salaried - Budget # 1,154 161 144 139 128 160 149 174 122 1,177Salaried - Actual # 154 145 142 127 156 138 0 113 975

Salaried - Budget (Temps) # 22 3 3 3 3 0 1 0 9 22

Salaried - Actual (Temps) # 0 5 17 4 4 2 0 11 43

Hourly - Total # 541 455 461 436 510 412 0 353 3,168

Hourly Temps # 0 8 0 3 0 13 0 31 55

Hourly - Sick/Personal % 0.0% 0.0% 0.0% 0.0% 0.0% 1.9% 1.1% 1.1%

Hourly LOA % 0.0% 0.0% 0.0% 0.0% 0.0% 4.4% 1.1% 0.0%

Hourly FMLA's % 0.0% 0.0% 0.0% 0.0% 0.0% 1.9% 0.2% 0.7%

QUALITY (LM Only)

TPO - BOTTLES # 80 61 106 93 75 61 99 94 88 83

TPO - CANS # 120 135 137 112 121 135 108 223 156 123

ESR - FV (T150's) # 25,000 15,714 38,533 24,997 21,173 32,221 24,311 25,959 8,572 25,826

CQI: Taste % 50% 67% 64% 51% 48% 60% 52% 46% 59% 56%

CQI: Clarity % 80% 100% 94% 95% 94% 90% 96% 92% 53% 89%

CQI: Foam % 30% 36% 48% 39% 59% 26% 38% 10% 34% 36%

Flavor Stability Index % 50% 67% 65% 52% 49% 60% 58% 48% 67% 58%

PPQA - Bottles 6 Sigma 4.8% 4.8% 4.8% 4.9% 5.3% 5.5% 5.0% No Data No Data 4.9%PPQA - Cans 6 Sigma 4.7% 5.2% 5.6% 4.5% 5.6% 4.4% 4. 9% No Data No Data 4.7%

SERVICE

Production Volume - Plan # 5 44 ,1 60 6 08 ,3 21 6 32 ,3 59 9 45 ,0 68 5 97, 93 5 42 7, 02 0 1 ,0 40 ,5 24 4 83 ,2 15 5 ,27 8, 60 2

Production Volume - Actual # 5 37 ,1 03 5 72 ,2 48 6 08 ,8 23 6 94 ,4 62 6 08, 47 5 40 0, 28 9 86 1, 16 5 4 58 ,2 83 4 ,74 0, 84 8

(ALL)

Weekly Order Fulfillment % 95.0% 94.0% 84.1% 67.4% 91.1% 94.4% 88.0% 97.9% 87.7% 86.1%

FE % 63.7% 69.4% 54.5% 57.2% 59.8% 6 5.6 % 6 4. 9% 51.1% 50.1% 57.2%

OEE % 74.7% 79.4% 67.7% 67.1% 74.1% 79.8% 72.6% 60.5% 67.8% 69.3%

ME % 80.3% 85.4% 77.9% 74.1% 8 1. 8% 8 5.5 % 78.8% 66.7% 71.7% 76.0%

ALL BREWERIES

ShopfloorManagement


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Work Practices Standard Work

Operator Quality Control

Standardised work to identify, monitorand control the optimum

conditions

under which a manufacturing operationwill be failure and defect free at optimumcost and service.


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Work Practices Focused Improvement

Ruble/Hl

0

10

20

30

40

50

60

70

Packaging

Stoppages

Bottle

Breakage/

Carton/

TraysLosses

MaltTransfer

Losses

BeerLosses

inPackaging

BeerLosses

inBrewing

Material

Usages

Material

Usages

Material

Usages

Usageof

Laboratory

EmptyBottle

Breakage

Flt'sGas

Usage

QualityLosses

QualityLosses

GasUsage

(Utilities)

WaterUsage

(Utilities)

WasteWater

Utilisation

Electricity

Usage

Brewing

Maintenance

Packaging

Maintenance

Warehouse

Maintenance

Utilities

Maintenance

Time

Losses

Material

Losses and Usages

Quality

Losses

Energy

Usage

Maintenance

Costs

Month

YTD

best result

DecemberDecember

Loss Analysis:

the difference between Focused Improvement

and Continuous

Improvement

Example below is from Kaluga Brewery, Russia


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Work Practices Asset Management and Autonomous Maintenance

Breakdown

Maintenance

Breakdown

MaintenancePreventative

Maintenance

Preventative

Maintenance

EmergencyMaintenance

Run to failScheduled

Maintenance(Time Based)

Reliability Centred

Maintenance

Reliability Centred

Maintenance

Maintenance

Prevention

through Design

of Equipment

Maintenance

Prevention

through Design

of Equipment

Autonomous

Maintenance

Autonomous

Maintenance

CorrectiveMaintenance(Inspect & Repair)

PredictiveMaintenance

(CBM)

Autonomous Maintenance formspart of the Asset Management

programme to ensure conditionsfor equipment operation and careare standardised and effective


33/48

Work Practices Sustainable Development

discourage irresponsible drinking

brew more beer but using less water

reduce our energy and carbon footprint

create a vibrant recycling and reuse economy

work towards zero waste operations

have supply chains that reflect our own values andcommitment to SD

bring benefit to the communities we serve

respect human rights

reduce the impact of HIV and Aids in our sphere of influence

be transparent in our response to these environmental andsocial trends


34/48

Work Practices Sustainable Development

Recovery ofbiogas from

waste water

treatment


35/48

Results


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Performance Improvement El Salvador Water and Energy

11.15

4.05

0.00

2.00

4.00

6.00

8.00

10.00

12.00

F02 F03 F04 F05 F06 F07 F08 F09

WaterHL/HL

164.24

93.41

0.00

20.00

40.00

60.00

80.00

100.00

120.00

140.00

160.00

180.00

F02 F03 F04 F05 F06 F07 F08 F09

ThermalEnergyMJ/HL


37/48

Performance Improvement Italy Birra Peroni Water Usage


38/48

Performance Improvement MillerCoors Packaged Beer Quality

Quality Total Packaged Oxygen (ppb) & Cpk

97

72 72

128

0

20

40

60

80

100

120

140

FY06 FY07 FY08 FY090.0

0.2

0.4

0.6

0.8

1.0

1.2

1.4

TPO

Cpk

TPO measure the oxygen content in package,Oxygen leads to poor flavour stability in beer and it

is critical to keep it as low as possible


39/48

Performance Improvement Honduras Factory Efficiency

30

40

50

60

70

80

F05 F06 F07 F08 F09

L3 L4 L5 PET

15% FactoryEfficiency

improvement in 4years


40/48

Performance Improvement MillerCoors Machine Efficiency

Can Line Performance

60,000

70,000

80,000

90,000

100,000

75% 76% 77% 78% 79% 80% 81% 82% 83% 84% 85%

Annual Avg ME

Annual

TotalLH

F04

F07

F06

F08

F05

Total maintenance labour hours initially increased toimprove performance and bring lines into the Zone of

Maintainability. Thereafter labour hours and spendwas reduced but performance continued to improve indication of more efficient maintenance.


41/48

Performance Improvement ABI South Africa Efficiency Improvement

Efficiency & Capacity Improvement

100%

99%

100%

109%107%

117%

126%

50%

60%

70%

80%

90%

100%

F04 F05 F06 F07 F08 F09 F10 TD

MachineEfficiency

80%

90%

100%

110%

120%

130%

EffectiveCapacityIncrease

Machine Efficiency Effective Capacity Increase

Investment in

Support

Heads

In a rapidly growing business, investment in assetmanagement people and processes has effectively

delayed investment in further capacity by four years!


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Growth in GEM* Maturity

7

21

18

6

1-

17

31

19

5

8

13

27

22

17

-

5

10

15

20

25

30

35

< 1.5 1.5 - 2.0 2.0 - 2.5 2.5 - 3.0 > 3.0

GEM Assessment Score

Numbero

fOperations

F08 H2

53 Operations

F09 H2

73 Operations

F10 H2

87 Operations

*The Global Evaluation of Manufacturing (GEM)


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Performance and Practice Correlation

0

10

20

30

40

50

60

70

80

1 1.5 2 2.5 3 3.5 4

GEM Maturity

GlobalKPIRank

Africa Asia Europe Latin America MillerCoors South Africa

Consolidated

rankingacross 15

globally

measured

KPIs


44/48

Summary


45/48

Key Learning on our Journey

Senior leadership belief in, and engagement with theprocess. A team based organisational design (structure, roles,practices) is most effective for delivering continuousimprovement. Policy deployment through a structured performancemanagement process.

Optimise the system or process, not the functionalarea. Operational Excellence is entirely dependent upon a

resolute process of continuous improvement.


46/48

Key Learning on our Journey

Benchmarking performance and practice internally andexternally. Strong partnership with thought leaders and outsideexperts are important to build internal capability andto maintain an external perspective. Organisational learning and collaboration are importantaspects to the improvement process.

Individual competence and development is crucial. We are still on the journey we are still learning.


47/48

In the end

Organization doesn't really accomplish anything.Organization doesn't really accomplish anything.Plans don't accomplish anything, either.Plans don't accomplish anything, either.

Theories of management don't much matter.Theories of management don't much matter.Endeavors succeed or fail because of the peopleEndeavors succeed or fail because of the people

involved. Only by attracting the best people will youinvolved. Only by attracting the best people will youaccomplish great deeds.accomplish great deeds.

General Colin PowellGeneral Colin PowellChairman (Retired), Joint Chiefs of StaffChairman (Retired), Joint Chiefs of Staff

Army of the United States of AmericaArmy of the United States of America


48/48

Thank you!

Questions?

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