How to Build Partnerships with Offshore Vendors: A Formula for SuccessRebecca GoldthwaiteJack Mitchell

February 14, 2011

Who We Are… Rebecca Goldthwaite▫ Vice President, Strategic Partner Management

▫ Cengage Learning

Jack Mitchell▫ Senior Vice President, Higher Education Division

▫ PreMediaGlobal

What We’ll Cover… Differences between transactional and partnership approaches Advantages you can realize by building relationships How to get started or improve on what you’re currently doing How to build a solid framework for publisher outsourcing

initiatives How to offshore vendor teams are built for success Critical success factors in offshore relationship management The importance of communication and understanding cultural

differences

TOC

1. A Partnership Approach

2. Speculate

3. Design

4. Cultural Differences

5. Implement

6. Maintain

7. One Last Thought

8. Q&A

1. A Partnership ApproachIt’s Not About Transactions

The 4 P’s of Partner Management Price▫ Volume discounts

▫ Standardized pricing Process▫ Process improvements

▫ Best practices

▫ Identify efficiencies

▫ Ensure consistency & compliance

Performance▫ Establish standards &

definitions

▫ Distribute changes

▫ Visibility into vendor operations

▫ Implement metrics Protection▫ Reimbursement for errors

▫ Strict legal agreements

Possible Partner Management Functions

3rd PARTYCONTENT

PRINTPRODUCTION

DIGITALPRODUCTION PRINTING PAPER

MEDIA REPLICATION

PARTNERNEGOTIATIONS

PARTNERMANAGEMENT

PROGRAMANALYSIS &CREATION

BESTPRACTICES

CL’s Partner Management Mission

Develop partnerships and programs to support business excellence through innovation, value creation and best practices

We do this by… Managing external partners Building relationships with internal stakeholders Negotiating competitive pricing Defining and monitoring service levels Supporting on-time delivery & improved speed-to-market where possible Identifying process efficiencies for internal & external services Managing risk to revenue and cost Monitoring market intelligence Effectively and transparently communicating Building and leading effective teams to manage partner programs

CL’s Partner Management Values Integrity Professionalism Reliability Accountability Clear & Honest Communication Collaboration Evangelism

Possible Procurement Strategy Vendor Consolidationo Formal negotiationso Leverage volumes & multiyear

agreements

Outsource / Offshoreo Leverage scaleo Utilize offshore rateso Outsource where internal resources

are lacking or fluctuate throughout the year

Metrics & Standardso Volumeo Compliance: formal buying policieso Clearly defined internal & external

standards

Automationo Focus on automated workflowso Reduce number of transactions

Technologyo Identify new technology & impacto Utilize technology to improve

efficiency

Process Improvementso Recommend process changes to

improve efficiency and/or reduce costs

Partner Managemento Dedicated vendor management teamo Clearly defined partner expectations

The Partner Management Process Speculate: Program Opportunities

▫ Identify program opportunities [cost savings, new technology, automation, etc.]

▫ Research possible solutions & make recommendations

Design: Program Definition

▫ Gather requirements

▫ Establish baseline definitions, standards & service levels

▫ Create initial pricing models

▫ Vet vendor expertise & performance

▫ Establish testing & ramp-up phases & metrics

Implement: Program Rollout

▫ Rollout standards & baseline metrics

▫ Training

▫ Refine definitions; Continuous process improvements

Maintain: Program Management & Expansion

▫ More comprehensive metrics

▫ Standardized pricing, where appropriate

▫ Specialized programs

SpeculateDesign

Implement

Maintain

2. SpeculateKnow Your Options

Identify Opportunities & Challenges Services currently outsourced onshore Services not yet outsourced Onshore vs. Offshore vs. Hybrid Short-term vs. long-term plans Cost savings & cost avoidance Identify outsourcing objectives Identify challenges & buy-in hurdles

Publishers

Partners

Develop a Services Matrix Art rendering

Assessment/test bank creation

Composition

Content development

Conversion [XML and eBook]

Copyedit

Design [cover]

Design [interior]

Digital production

Indexing [back-of-book]

Indexing [metadata, machine-aided]

Manufacturing/printing

Photo research

Project management

Proofreading

3. DesignDefine Your Requirements

Define & Document Before You Execute Success criteria for vendors Success criteria for publisher Verify objectives for outsourcing Process documentation Samples Training needs Policies, assignment goals Pricing models and cost analysis Identify potential volume within each service Proposed metrics Service level agreements

Sample Production DocumentationProject Management

Criteria Simple Range Moderate Range Complex Range

# of Author Contacts 0-2 3-5 6+

Manuscript Condition Totally electronic [including TeX manuscript].

MS can be flowed in batches with chapters complete at turnover or PDF tearsheets with less than 30% edits.

Approx. 80% electronic.

75% features/elements complete at turnover or tear sheets [PDF or paper] with less than 60% edits.

Approx. 60% electronic.

75% features/elements complete at turnover or tear sheets [PDF or paper] with more than 60% edits.

Art Program [number of pieces as a percentage of total book pages]

< 30% 30% - 60% > 60%

Design Complexity ▪ 1 column ▪ <30% art as a

percentage of total book pages

▪ <10% tables ▪ 3 or less levels of heads

and design elements ▪ minimal box features

▪ 1 or 2 column ▪ 30-60% art as a

percentage of book pages ▪ 10-50% heads, tables,

graphic treatments

▪ multi-column ▪ >60% art as a percentage

of total book pages ▪ >50% special features ▪ margin copy ▪ extensive graphic

treatment ▪ beta software

environment ▪ sub-ISBN content

management

Traditional Composition Note: There may be occasional projects that do not fit into any of the composition categories outlined below. These projects represent a very minimal percentage of our work. Estimates should be discussed with the appropriate production team.

Non-Technical

Non-Technical Simple – 520 Unit: Per Book Page ▪ No math or chemistry special font or extension required. ▪ May contain between 10-24% autography [music] as a percentage of entire text. [Music sections generally

provided as EPS files.] Autography not included in art/design device percentage below. ▪ Less than 30%, cumulatively, photos, art, footnotes, displayed text, design devices [e.g., screens, rules, boxes].

Non-Technical Moderate – 520 Unit: Per Book Page ▪ No math or chemistry special font or extension required. ▪ May contain between 25-50% autography as a percentage of entire text. [Music sections generally provided as

EPS files.] Autography not included in art/design device percentage below. ▪ Between 30-60%, cumulatively, photos, art, footnotes, displayed text, design devices [e.g., screens, rules,

boxes].

Non-Technical Complex – 520 Unit: Per Book Page ▪ No math or chemistry special font or extension required. ▪ May contain more than 50% autography as a percentage of entire text. [Music sections generally provided as

EPS files.] Autography not included in art/design device percentage below. ▪ More than 60%, cumulatively, photos, art, footnotes, displayed text, design devices [e.g., screens, rules,

boxes].

Sample Art DocumentationTechnical Art Complex math; 3-D ball, stick models, reactions with arrows, DNA models, molecular structures, periodic chart, test tubes, lipid structures, etc.; 3-D physics imagery.

Technical Art, Simple – 420 Unit: Price Per Image ▪ Flat illustrations or simple 2-D drawings, including simple mathematical figures, i.e. cones, cubes, benzene

rings, molecules, formulae, reactions, and linear equations with bonds that must be rendered rather than typeset

▪ Vector art only; No raster [bitmapped] elements ▪ 1-2 unique objects/images ▪ 1-4 benzene rings ▪ Limited callouts [1 to 10]; up to 2 different point sizes; no sub or super scripts; excludes numbered axis labels ▪ Use of simple gradients [solid to white] or the use of hard-edged, solid dropped shadow — no feathered

shadow ▪ Simple gradients [solid to white]; Solid drop shadow [not feathered] ▪ May be from rough hand drawn, computer generated, or tearsheet manuscript, may not be accompanied by

author files

Technical Art, Moderate – 420 Unit: Price Per Image ▪ Line drawings rendered in 3-D or multiple perspective style, including cones, cubes, rings, molecules,

formulae, and reactions ▪ Vector art with placed raster [bitmapped] elements; No raster manipulation [all Illustrator, no Photoshop] ▪ 3-4 unique objects/images ▪ 5-10 benzene rings ▪ 10-20 callouts, up to 4 different pt sizes; limited use of sub and super scripts 1-3 font types ▪ Drawings, diagrams that utilize moderate detail in both composition and instructions ▪ Moderate use of gradients [color to color–standard-system blends] or feathered drop shadow ▪ May be from rough hand drawn, computer generated, or tearsheet manuscript, may not be accompanied by

author files

Technical Art, Complex – 420 Unit: Price Per Image ▪ Line drawings rendered in a complex 3-D or multiple perspective style, including cones, cubes, benzene rings,

molecules, formulae, reactions ▪ May contain more complicated multi-related objects, figure elements or pictorial elements either picked up

from clip art or rendered. ▪ Complex vector or raster art that may require manipulation [ghosted backgrounds or images, bevels] ▪ 5 or more unique objects or multi-related objects ▪ Unlimited callouts in multiple font types and point sizes, complicated use of sub/super scripts ▪ 20 to 30 labels/callouts in multiple font types and point sizes, complicated use of sub/super scripts ▪ Over 10 benzene rings ▪ Requires Photoshop or special rendering program for generating or manipulating raster [bitmapped] elements

[ghosted backgrounds or images, bevels, or drop shadows on background] ▪ Complex use of gradients [may be composed of blends], drop shadows with or without feathering, background

texture and patterns ▪ May be from rough hand drawn, computer generated, or tearsheet manuscript, may not be accompanied by

author files.

Identifying a Vendor Base Vendor questionnaires Webex presentations Evaluation checklists [vendor success criteria] Review publisher references Evaluate current work and disciplines/difficulty Review samples from other customers Meet key personnel Understand organizational structure & implications Pilot/test actual content Evaluate initial cost estimates Share details on preexisting standards, workflows, expectations Ramp-up and load testing/planning

Choosing Partners Forward-thinking with stability Shared vision of both companies’ directions and the industry’s

direction Committed key stakeholders at corporate level Solid team-based staff Proven track record and experience in appropriate areas Scalability, both vertically and horizontally Receptive to change and partnership improvement Equal emphasis on both short- and long-term success Collaborative approach in suggesting and opening new service

areas

Partner Selection Checklist Demonstrated commitment to support business requirements Demonstrated capabilities to fully support business requirements

o domain expertise o technology o capabilities o quality management/control o capacity/scalability o process efficiencies/automation o focus on continuous process improvement

Verified experience in any program-specific processes Verified experience with special tools/systems/technology required Proven focus on technology and automation instead of manual labor High-quality services and excellent past performance with stellar references Established quality management processes that ensure an ability to meet defined metrics The ability to meet needs in all/most applicable disciplines/subject matters A stable and proven business on a growth path with a strong vision

o Review financials, if appropriate, to determine stability. o Does vendor’s strategy/vision align with your business? o Is the vendor a merger/acquisition target?

Exposure to business has been determined o Appropriate percentage of vendor revenue is received from your business vs. other

customers o Appropriate percentage of your work has been/will be placed with vendor [single-source

vs. multiple partnerships] Realistic implementation plan provided

o Appropriately detailed implementation plan provided? o Do they have a formal implementation methodology that scales to your organization? o Ramp-up and training have been addressed by the plan?

Compliance with proposed pricing model[s] o Carefully consider low-cost bids o Provide pricing grids/models for accurate comparisons o Establish expectations for ‘extra’ services

Ability and willingness to provide training, where appropriate/if required Additional value demonstrated over other vendors A demonstrated spirit of partnership and collaboration Enthusiasm for adopting new, customer-defined workflows and/or new technology A commitment to innovation and creative thinking

Willingness to sign an agreement that includes legal protection for both parties

Vendor Questionnaire Company Information Name: <Vendor’s official trading name> Key Contact Name: <Vendor contact name> Position: <vendor contact position> Key Contact Number: <Vendor telephone #> Key Contact Mobile

Number: < key contact cell phone number>

Number of Permanent Staff

< list number of permanent staff>

Avg Number of Fluctuating Staff

< indicate monthly or annual number of contract staff>

Associated/Affiliated Companies:

< Other vendor companies>

# of Locations/Plants <Number & local of plants> Business Addresses Functions Performed at Each Address 1. < list business address here> 2. 3.

1. < list functions performed here> 2. 3.

List General Service Offerings 1. < list general service offerings> 2. 3. General Service Pricing <list general service pricing> Management Company ownership (public or private?) <indicate company ownership> Year company started < year company started Principal owners <list owners> Employee Management Standard Employee Packages

<list standard employee package information>

Sources of Contract Staff

<what sources do you use or companies do you go to for contract staff>

Employee Retention < list methods of retention> Financial Information 08 Revenue: <08 Revenue Stream> 09 Revenue: <09 Revenue Stream> 08 Revenue from Cengage < 08 CL Revenue> 09 Revenue from Cengage < 09 CL Revenue> # of Titles/Projects < indicate #

projects/titles> # of titles/projects < indicate #

projects/titles> Client List <List vendor’s international clients> % of Revenue Within Publishing Industry

List Publishers:

% of Revenue from Other Industries/Market Groups

< % revenue in other market areas (not publishing) >

List businesses: < list businesses>

09/10 Investment / Development Plans

1. < list areas of investment and development for 2010 and 2011) 2.

Strategic Partnerships with other Companies

1. < list strategic partnerships with other businesses) 2.

Negotiations Cost-savings and cost-avoidance goals Pricing model review Consistent pricing models across vendor pool Quoting based upon pilots/tests Finalize pricing & volume agreements Per-project, per service category/definition Cost tracking tools Legal agreements

ProofsOffshore1-color

Offshore4-color

Onshore1-color

Onshore4-color

B&W Proofs Unit: Per Page [Text]; Per IllustrationColor Laser Proofs Unit: Per Page [Text]; Per IllustrationContract Digital Proofs Unit: Per Page [Text]; Per Illustration

Project Management

≤ 7⅜ x 9¼“or 260 x 195mm

> 7⅜ x 9¼“or 260 x 195mm

≤ 7⅜ x 9¼“or 260 x 195mm

> 7⅜ x 9¼“or 260 x 195mm

Project Management — Simple Range Unit: Per Book Page Project Management — Moderate Range Unit: Per Book PageProject Management — Complex Range Unit: Per Book PageProject Management, Ancillary — Moderate Range ONSHORE Unit: Per Book PageFast-Cycle Project Management — Complex Range Unit: Per Book PageKeyboarding Project Management — Simple Range Unit: Per Book PageKeyboarding Project Management — Moderate Range Unit: Per Book PageKeyboarding Project Management — Complex Range Unit: Per Book PageProject Management — Derivative Product [non-AISE] Unit: Per Affected Book PageProject Management — Derivative Product, AISE Simple Unit: Per Affected Book PageProject Management — Derivative Product, AISE Moderate Unit: Per Affected Book PageProject Management — Derivative Product, AISE Complex Unit: Per Affected Book Page

Monitor Forecasting & Loading Monthly reports that forecast out 12 months Should include scope/complexity/specs/workflow/etc. for appropriate

resourcing decisions Regularly review

assignment changes Know how load is

balanced [or not] Evaluate staffing

plans against forecasts with partners

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110 106 100 143

7.6% 7.3% 6.9% 9.8%

4. Cultural DifferencesThey Aren’t Insurmountable

True or False?

Offshore teams are not fluent in English Offshore teams are only experienced in hard disciplines,

such as mathematics and physics Offshore teams have working hours that make project

implementation difficult and relationships complicated to build and maintain

Trust is Everything Saying Yes – the Customer is not always right Instructions will be followed implicitly – what happens if you’re

wrong? Language barriers Working hours/shifts Holidays Insist on automation Allow partners to identify efficiencies Vendors do this for a living – you just think about it for a living –

become partners and help each other succeed Relationships are important

Exchange Programs Partner and Publisher exchanges Learn about processes Share best practices Establish stronger relationships Shadowing Specific program training 2 weeks to 4 months Include ongoing education Have a sense of humor [about your own and other cultures]!!

5. ImplementMake It Happen

Building a Team Dedicated, consistent resources Easily accessible and current contact information for both

partners and publisher Formal escalation process Identify working hours Communicating publisher requirements Training [hybrid vs. offshore differences] Author, editorial, production introductions Rollout standards & baseline metrics Retention planning

Hybrid: The Best of Both Worlds? Hybrid can be many things▫ Pieces of project

▫ Management of project Consider starting onshore and then transitioning Utilize knowledge base of onshore staff for supervision and

training Establish a strong outsourcing program prior to the transition Savings are still possible▫ Take advantage of hybrid pricing models

▫ Obtain long-term savings with transition

Training is Key Create an understanding of outsourcing, buy-in with the

publisher Identify strengths and weaknesses with publisher & vendor staff Create a formal training program with dedicated staff Set scheduled sessions, and make them a priority Team-based training; create a mentor program Hold consistent status meetings with feedback, organic training Plan travel and visits for in-person training and team building Set goals and expectations for all team members Employee assessment , review, and recognition—both partners

should reward employees based on joint success

Documentation Libraries Common access point for documentation of processes & standards Ensures most up-to-date documents are used Eliminates need for transmittal via email or FTP Publishers should a create library for shared partner use Partners should verify they also use a centralized document library

Escalation Planning is Essential Include on- and offshore

personnel [if applicable]

Clear concise chain of escalation & current contacts

Include key levels of management with authority and ability to make changes and/or redirect resources to remedy any situation

Implement formal escalation policies for both publisher and partner

Identify and plan for frequently occurring crises/emergencies

▫ Scale back or shift volume

▫ Monitor performance closely

▫ Provide further training

Retention Planning is Critical Employment dynamics in India differ from the US Planning is critical for consistency and continuity Ensure best practices are in place▫Team building▫Good working conditions▫Positive and upbeat work environment▫ Incentives and rewards▫Transportation▫Employment contracts for senior staff

6. MaintainContinue to Improve

Program Management Develop or refine SLAs and QA metrics Measure performance on both sides Continue to build the relationship Meet often & communicate business needs Regular program reviews to discuss strategy Refine forecasts; monitor/manage load Refine definitions & expectations Plan for process improvements Encourage ideas for improvement & expansion▫ Staff, stakeholders

▫ Partners

Performance Metrics Performance feedback should not be anecdotal Create a formal tool for collection Both quantitative and qualitative measurements Avoid ambiguity in feedback tools Eliminate subjective questions Continue to refine or redefine as programs mature

Sample CL Service Level Agreement

2010-2012 Production Partner Program Service Level Agreements [SLAs]

Quality

1. Vendor Evaluation & Grading

Metric Maintain total score of 4 or above in VEG No individual category’s average score can be lower than 3.75

Penalty/Action Vendor given 3-month period to address/restore performance Significantly reduced volume during performance issue resolution Other services provided to Cengage will be reviewed and volumes managed Vendor cannot participate in any new RFP processes/initiatives Evaluated to see if vendor is included in contract renewal process

Sample CL Evaluation QuestionsQ# Service Area Question Weight Expectations Criteria [any additional, project-specific expectations should be noted in the comments]

Did not meet

Met Exceeded

Includes all design elements in book [including art, front & end matter]Verification of color palette [2 and 4 color titles]

2 CompositionWhat was the quality of First

Pass pages? Includes edits/feedback from sample pages and copyedited manuscript; meets design expectations

3 CompositionWhat was the quality of Second

Pass pages? Includes all edits/feedback from first pass pagesFinal castoff accuracy: +/- 5% of final book pagesAccurate, appropropriate, and on-time quote/estimate and accurate invoice(s), following CL Estimate Invoicing Standards Use of only OpenType FontsQuality Control of adherence to design, bleeds, page elements, breaks, headers and folios, keyboarding inputsInclude pre-flight of artworkConfirmation that Pages for Sales Support (pass as specified by CPM/CPE], were sent to customer service [through MassTransit]Confirmation that error-free, certified printer PDFs delivered to printerConfirmation that ArchiveFirst - Error-free, certified PDFs, fonts, were sent to CL [through MassTransit]Confirmation that Low-resolution PDFs for eBook production, were sent to CL [through MassTransit]Confirmation that complete files for archiving, with Archive Deliverables Checklist, were sent to Archive QA partner, PMG [via hard media]

1

4

What was the quality of sample pages?

Composition

Did the required composition deliverables meet CL

expectations?Composition

CompositionWhat was the quality of

sample pages?

Includes all design elements in book [including art, front & end matter]

Verification of color palette [2 and 4 color titles]

CompositionWhat was the quality of

First Pass pages?

Includes edits/feedback from sample pages and copyedited manuscript; meets design expectations

CompositionWhat was the quality of Second Pass pages?

Includes all edits/feedback from first pass pages

Sample CL Performance Scorecard

1.1 1.2 2.1 2.2 2.3 2.4 3.6 3.8 3.11 4.1 4.2 4.4 4.5 5.1 5.2 5.3 5.5 6.5

Total titles

scored

Raw avg

scoreSched/

cast Quote CECE

SchedAU

commCE

levelCom-munic

AU Comm

pp

PM of free-

lancersMarry-

ingProof qual

PM of CXX

Pg count

Guide-line ADH

Status reps

Full Serv

Prob Solving

Repeat biz

service

465 3.87 3.66 3.79 3.83 3.85 3.94 3.82 3.86 4.02 3.84 3.95 3.78 4.00 3.95 3.88 3.80 3.90 3.88 3.93

1.1 1.3 3.1 3.2 3.3 3.4 3.5 3.7 3.9 3.10 4.1 4.3 4.6 5.1 5.4 5.5 5.6 5.7 6.1 6.2 6.3 6.4Total titles

scored

Raw avg

scoreSched/

castSamp

ppKey-mark

KM sched

XML at 1st

Feed-back Paging

Comp sched

Art render

Art appl

Marry-ing

Comp sched – 2nd

XML time-liness

Guide-line ADH

Comp-osition

Prob Solving Sched

XML qual

File setup

Archiv-ing

Invoice Stds

Repeat biz

comp

588 3.92 3.69 3.82 3.79 3.80 3.55 3.81 4.07 3.78 3.75 3.83 3.99 3.96 3.59 4.02 4.15 3.93 4.08 3.81 3.93 3.71 4.18 4.19

Overall: 4.25| Rank: 3/5

SERVICE QUESTIONS: Averages for each question

COMPOSITION QUESTIONS: Averages for each question

1. Manuscript to Compositor2. Copyedited Manuscript to Vendor3. 1st Pages Rec’d from Compositor4. 2nd Pages Rec’d from Compositor5. Text Files to Printer6. Files Delivered to Archive

Sample Partner QA Form

1. Collect publisher feedback2. Determine root cause3. Identify responsible parties4. Determine corrective action5. Identify preventative action6. Respond to publisher

Sample Partner QA Tracking ToolRed Bead List

Date Team Job ID Level Chapters Comp QERoot cause

analysisPreventive

actionType of errors

18-Oct-10

Cell-02

09-0795

Level 5 Chapter 4 Subramani Amal

Chapter opener page has released with RH, Knockout has not fixed for Box Photo, and H1 Tint Style Missed

Feedback Given

Discipline issue

20-Oct-10

Cell-18

09-0795

Level 5 Chapter 7 Subasri Amal

Spacing inconsistency & Instructions not followed

Feedback Given

Discipline issue

26-Oct-10

Cell-18

09-0024

Level 5 Chapter 13 Elango Rajalingam

DT Style was not followed, and Spacing error in many places

Feedback Given

Technical issue

28-Oct-10

Cell-20

09-1135

Level 6 Chapter 5 Thulasi Latha Baby

Table style missed, Alignment missed, and most of the place style were missed

Feedback Given

Discipline issue

29-Oct-10

Cell-18

10-0096

Level 5 Chapter 2 Vasanthi Latha Baby

RH missed in all pages, style has not followed for most of the element, BTP’ed and again missed to provide links which caused reflow

Oral Feedback

given, since she

is new joinee

Knowledge-base issue

Sample Partner Quality Analysis Report

Quality Analysis Report - PMG

Date CellsProject

IDCategory Chapters Stage

Total Pages

Pages with

Errors

Total no of Errors

Classification of

Errors

New Markings

Remarks Compositor QC

1-Nov-10 Cell-12 09-0786 Level 7 Chapter 27 PP2 Proofroom 1 77 - - - 1 New edits changes Esther Uma

1-Nov-10 Cell-12 09-0890 Level 8 FM PP Proofroom 1 16 1 1 EDS=1 3

To insert text and suggested to insert credits and re-folioed accordingly.

Esther Cecilia

1-Nov-10 Cell-12 09-0947 Level 9Chapter. 7, 10 and 11

PP Proofroom 1 248 1 1 STY=1 2 Re-break, art corrections Anand Cecilia

1-Nov-10 Cell-12 09-0947 Level 9 Chapter 14 PP Proofroom 1 50 - - - 1 To c/o query & space Anand Cecilia

1-Nov-10 Cell-02 09-1105 Level 9 Section 2.4 PP Proofroom 1 26 - - - 1 Art supplied Suresh Nirmala

1-Nov-10 Cell-02 09-0788 Level 7 Chapter 17 PP2 22 - - - 3

Photo size increased, Boxes were moved due to avoid blank page Ezhil Nirmala

2-Nov-10 Cell-12 09-1011 Level 8 FM PP Proofroom 1 22 - - - 2Query reply for edits & new edit changes

Thiru Manjula

2-Nov-10 Cell-12 10-0125 Level 7 Part 1 PP Proofroom 1 36 2 2STY=1, PE=1

3Style changes (which we have followed as p/e), re-breaks, to update art

ThiruManjula/

uma

2-Nov-10 Cell-06 09-0854 Level 9Chapter 16 + ANS

PP Proofroom 1 29 1 - PE=1 1 New art updates Sumathi Vimali

2-Nov-10 Cell-06 09-1025 Level 9 Chapter 10 PP2 Proofroom 1 28 - - - 8 All new text insertions Nithya mani

2-Nov-10 Cell-06 09-1025 Level 9Chapter 20 + Ans

PP2 Proofroom 1 52 1 1 PE=1 2 2 new art updates Sumathi mani

2-Nov-10 Cell-06 09-1025 Level 9Chapter 21 + Ans

PP2 Proofroom 1 52 1 1 PE=1 1 1 text correction Sumathi mani

2-Nov-10 Cell-09 10-0088 Level 9 9.1 PP Proofroom 1 12 - - - 1 Art updates only Indra Veera

2-Oct-10 Cell-09 10-0088 Level 9 9.3-9.4,EOC PP Proofroom 1 32 1 1 EDS=1 1 Art updates Indra Veera

Sample Partner Performance Metrics

Cell 1

29.4

3.8

24.9 20.2

0.0 0.2 4.0 2.6

85.0

0.010.020.030.040.050.060.070.080.090.0

Pro

duct

ivity

(F

resh

)

Pro

duct

ivity

(Rev

ises

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Qua

lity

Sch

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e

Ove

rtim

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Abs

ente

eism

Fee

dbac

k

Inst

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shee

t/Wor

kflo

w/M

ark

up

Cel

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30 10 25 20 5 3 4 3 100

7. One Last ThoughtThe Most Important One!

Be Transparent

Get to know one another as people Encourage open and direct dialogue Share business objectives with one another Ensure regular communication takes place at all levels

8. Q&A