MAS - Simpler North America LLC - GS10F0359S

GENERAL SERVICES ADMINISTRATION

Federal Supply Service

Authorized Federal Supply Schedule Price List

On-line access to contract ordering information, terms and conditions, up-to-date pricing, and the option to create an electronic delivery order are available through GSA Advantage!®, a menu-driven database system. The INTERNET address GSA Advantage!® is: GSAAdvantage.gov.

Multiple Award Schedule

FSC Group: Professional Services FSC Class:

Contract number: GS‐10F‐0359S

Contract period: August 01, 2006 through July 31, 2026

Simpler North America, LLC

1 NEW ORCHARD RD

ARMONK, NY 10504-1722

(423) 388-1644 website: https://www.ibm.com/watson-health/about/simpler-consulting

For more information, please contact:

MARY ANN SMITH

Program Manager

(423) 388-1644 smithma1@us.ibm.com

Business size: Large

For more information on ordering from Federal Supply Schedules go to the GSA Schedules page at GSA.gov.

Price list current as of Modification #PA-0056 effective August 4, 2021.

Prices Shown Herein are Net (discount deducted)

CUSTOMER INFORMATION

1a. Table of awarded special item number(s) with appropriate cross-reference to item descriptions and awarded price(s).

Acquisition and Grants Management Support, and Business Program and Project Management Services

OLMRC

Order-Level Materials (OLM’s)

1b. Pricing: Valid for all sites. Prices shown herein are Net (discount deducted).

**Prices are inclusive of .75% IFF

Labor Categories: The labor category descriptions below for all awarded labor categories are hereby incorporated into and made a part of the contract as attached.

Value Stream Analysis – the Value Stream Analysis process is a combination of Lean tools and techniques used to analyze a business process and to prescribe a plan, with timeline and assignments, for transforming the process and achieving breakthrough results. The Value Stream Analysis event is a learn-by-doing process conducted with the enterprise or site leadership and the Lean core team. The final steps of the Value Stream process are to finalize improvement ideas and to construct a "Future State" map using the ideal state as the compass. A gap analysis between current and future state maps is performed, followed by the creation of an action plan to eliminate those gaps consisting of target areas for improvement and activities necessary to transform the value stream. The final activity is to establish a change management strategy engaging stakeholders to accelerate implementation of the future state.

Rapid Improvement Event – the Rapid Improvement Event is comprised of four and one half (4½) days of rapid, focused, team action driving towards a deliverable that is a changed, more effective process that yields improvements to the organization.

Lean Maturity Assessment and Alignment Reviews – the process of becoming Lean is a continuous improvement process that takes place in a series of steps as management systems are rebuilt and work habits are changed. The elements of a Lean Maturity Assessment and Alignment Review includes internal examination/assessment; defined business objectives and goals; right capitalization plan; right type, frequency, and intensity of improvement activity; and right work and management habits. Simpler, together with the user organization, will assess result at the cell, value stream/facility and enterprise levels. These assessments provide feedback and structure to the transformation process.

Strategy Deployment – Strategy Deployment is a management process to re-focus the business enterprise and all of its various levels on achieving breakthrough process improvement rather than on marginal improvements or the maintenance of status quo. The Strategy Deployment process is designed to ensure Simpler's client organizations achieve their expected goals and objectives; identify barriers/obstacles; and begin to develop their go- forward strategy necessary to accelerate transformation.

Labor Category: Lean Master Sensei

Minimum General Experience:

· General manager/plant manager with profit and loss responsibilities leading a Brownfield Lean conversion with in depth knowledge of Toyota Production System (TPS) tools to include:

· Setup reduction tools

· Total Productive Maintenance (TPM)

· Creation of /management of Flow cells, Standard work, and pull systems

· Visual Management/6S

· Demonstrated world class results while leading the transformation

· Participation in at least 100 events supported by TPS lineage consultants

· (Shingijutsu, Simpler, Toyota, etc.)

· Ability to communicate-lead and teach at all levels of organization

· Demonstrated capability to develop an enterprise-wide Lean transformation strategy

This experience is the key to having Master Sensei who can coach/mentor and provide “critical” feedback on progress, while assisting in the development of plans for the future. All of the above are essential in driving not only the initial phase of a Lean Enterprise Transformation, but to develop next generation strategies for our clients.

Functional Responsibility:

Lean Master Sensei’s deliver Lean enterprise transformation efforts with demonstrated bottom line improvements of 20-50% in measurements such as productivity, lead time, on-time delivery, turnaround time, capacity, and profitability. Lean Master Sensei’s coach and mentor senior executives who have profit and loss responsibility for their business. Lean Master Sensei’s teach clients to understand the organizational systems and personnel issues that Lean enterprise transformation entails. They teach the use of Lean performance metrics and accounting practices, policy deployment (Strategy Alignment and Deployment), communication campaigns, personnel redeployment, and restructuring to align and drive an organization through of the various phases of an “enterprise-wide transformation”.

Minimum Education: BS or BA; MBA preferred

Minimum Work Experience: 8 years

Service Contract Labor Standards:

The Service Contract Labor Standards (SCLS), formerly known as the Service Contract Act (SCA) are applicable to this contract and the entire Multiple Award Schedule (MAS). While no specific labor categories have been identified as being subject to SCLS due to exemptions for professional employees (FAR 22.1101, 22.1102 and 29 CFR 541.300), this contract still maintains the provisions and protections for SCLS eligible labor categories. If and/or when the Contractor adds SCLS labor categories / employees to the contract through the modification process, the Contractor must inform the Contracting Officer and establish an SCLS matrix identifying the GSA labor category titles, the occupational code, SCLS labor category titles and applicable wage determination (WD) number. Failure to do so may result in cancellation of the contract.

In accordance with clause 52.222-41, the Service Contract Labor Standards (SCLS) does not apply to any labor category that is performed outside the United States which is defined as all 50 States, the District of Columbia, Puerto Rico, the Northern Mariana Islands, American Samoa, Guam, the U.S. Virgin Islands, Johnston Island, Wake Island, and Outer Continental Shelf lands as defined in the Outer Continental Shelf Lands Act (43 U.S.C. 1331, et seq.), but does not include any other place subject to U.S. jurisdiction or any U.S. base or possession in a foreign country (29 CFR 4.112).

1c. Hourly Rates: Contact POC

2. Maximum order: $1,000,000

3. Minimum order: $300

4. Geographic coverage (delivery area). Domestic and overseas

6. Discount from list prices or statement of net price. Government Net Prices (discounts already deducted.)

7. Quantity discounts. None

8. Prompt payment terms. Information for Ordering Offices: Prompt payment terms cannot be negotiated out of the contractual agreement in exchange for other concessions. Net 30 days

9. Foreign items: None

10a. Time of delivery: To be specified on each task order.

10b. Expedited Delivery. Items available for expedited delivery are noted in this price list: To be specified on each task order.

10c. Overnight and 2-day delivery: To be specified on each task order.

10d. Urgent Requirements: Not applicable

11. F.O.B. point(s). Destination

12a. Ordering address(es). 1 NEW ORCHARD RD; ARMONK, NY 10504-1722

12b. Ordering procedures: For supplies and services, the ordering procedures, information on Blanket Purchase Agreements (BPA’s) are found in Federal Acquisition Regulation (FAR) 8.405-3.

13. Payment address(es).

14. Warranty provision. Standard Commercial Warranty Terms & Conditions

15. Export packing charges, if applicable. Not Applicable

16. Terms and conditions of rental, maintenance, and repair (if applicable). Not Applicable

17. Terms and conditions of installation (if applicable). Not Applicable

18a. Terms and conditions of repair parts indicating date of parts price lists and any discounts from list prices (if applicable). Not Applicable

18b. Terms and conditions for any other services (if applicable). Not Applicable)

19. List of service and distribution points (if applicable). Not Applicable

20. List of participating dealers (if applicable). Not Applicable

21. Preventive maintenance (if applicable). Not Applicable

22a. Special attributes such as environmental attributes (e.g., recycled content, energy efficiency, and/or reduced pollutants). Not Applicable

22b. If applicable, indicate that Section 508 compliance information is available on Electronic and Information Technology (EIT) supplies and services and show where full details can be found (e.g. contractor’s website or other location.) The EIT standards can be found at: www.Section508.gov/.

Not Applicable

23. Unique Entity Identifier (UEI) number. 807371518

24. Notification regarding registration in System for Award Management (SAM) database. Contractor registered and active in SAM

Service Contract Labor Standards: The Service Contract Labor Standards (SCLS), formerly known as the Service Contract Act (SCA), is applicable to this contract as it applies to the entire Multiple Award Schedule (MAS) and all services provided. While no specific labor categories have been identified as being subject to SCLS/SCA due to exemptions for professional employees (FAR 22.1101, 22.1102 and 29 CRF 541.300), this contract still maintains the provisions and protections for SCLS/SCA eligible labor categories. If and / or when the contractor adds SCLS/SCA labor categories to the contract through the modification process, the contractor must inform the Contracting Officer and establish a SCLS/SCA matrix identifying the GSA labor category titles, the occupational code, SCLS/SCA labor category titles and the applicable WD number. Failure to do so may result in cancellation of the contract.

WHY CHOOSE SIMPLER NORTH AMERICA, LLC

Simpler North America, L.P. (“Simpler”), was founded in 1996 and is the largest exclusively Lean Transformation ("Lean") consulting company in the world today. Simpler has a geographic presence in North America, Europe, Latin America and Asia.

Simpler has leveraged its industry knowledge and experience to facilitate Lean and Lean Six Sigma ("LSS") enterprise transformations at entities in a wide variety of industries, including many customers in the public sector. These implementations have occurred in over 20 countries and at over 500 organizations. Simpler's customers range in size from 50 employees to well over 20,000.

Simpler’s primary mission is providing Lean enterprise implementation assistance to major business enterprises and government agencies worldwide. On an enterprise-wide basis, we transform the business operations of entire companies and agencies, leading to more efficient operations.

We have since 1996 been providing Lean implementation services for supply chain, logistics, manufacturing, re-manufacturing, repair and overhaul maintenance, service administration and health care activities. Simpler is engaged in over two hundred (200) enterprise-wide Lean and LSS transformations in the United States. We have provided support to the DOD at the Pentagon, base, depots, and field support levels. We also support non DOD agencies such as the Veteran’s Administration, Washington Closure Hanford, Savannah River Remediation to name a few.

Simper's successes are a result of the application of an Enterprise Transformation Strategy based on the Simpler Business System® ("SBS"). This model, which Simpler will utilize to meet agency objectives in the performance of task orders under a resultant MOBIS contract, is predicated on Executive Leadership Training, Value Stream Analysis, Rapid Improvement Events, Strategy Deployment and periodic Lean Maturity Assessments and Alignment Reviews. These enterprise transformations employ strategies, techniques, and tools of the Toyota Business System ("TBS"), which includes the best practices, principles, and infrastructure of both Lean enterprise and Six Sigma activities.

Each full-scale implementation begins with an Executive Lean Workshop. The workshop provides agency leadership with the practical fundamentals of Lean, an understanding of their role as Lean leaders and what to expect during the Lean process. In addition, Simpler conducts additional sessions with leadership, providing the opportunity for leadership to select, prioritize and organize the enterprise effort and align internal resources.

The SBS targets the application of Lean in an enterprise approach but executes locally via Rapid Improvement Events. Business performance will be enhanced by moving the culture of the agency to one of continuous improvement using a prescribed set of Lean tools under the guidance of a Simpler consulting professional or "Sensei."

A continuous improvement culture will be a prominent characteristic of the organization of each agency for which we perform a Lean transformation. Each implementation will include a Value Stream Mapping and Analysis ("VSM&A") event designed to develop the particular agency's specific 12 month future state and implementation plan. The future state plans will be tailored to that individual agency's specific needs and goals but will also be aligned to the overall enterprise strategy. After the initial VSM&A, monthly Rapid Improvement Events ("RIEs") will also be conducted.

RIEs will be an important part of the Lean consulting services provided to each agency. The Events are 4.5 days of intense, focused effort on selected goals by agency management. The event selection will be derived from the agency's Value Stream (current and future state VS maps), and the teams themselves are a cross - functional team of agency professionals that will create amazing results within a one week period of time. The events are the engine that fuels the change process and the process is learned by completing multiple RIEs. Through the implementation of multiple events, initial resistance to change is diminished and impressive results are attained.

During implementation, Simpler initially introduces strategy at the executive level of the organization. By identifying the key financial and other goals, action themes, drivers and watch indicators, Simpler can verify that it has identified what is required to move the agency or company in the direction it wishes to move.

Once the strategy is developed at the executive level, Simpler will deploy the goals to the site or business unit level. Policy/strategy deployment facilitates understanding and acceptance by all in an agency or company and allows all to align themselves, presenting an agency that is "in sync." Also during implementation, quarterly alignment reviews are completed.

The alignment review provides an opportunity for the decision - makers and selected managers to discuss the progress of the Lean improvement initiative. The alignment review is designed to discuss results, accomplishments, lessons learned and future opportunities.

Alignment reviews are normally conducted after several Rapid Improvement Events, allowing the organization to have the opportunity to observe the process and determine if changes are needed as the process moves forward. Resources required and next steps are topics that typically consume large portions of an alignment review.

The implementation of Lean achieves the very essence of the goals of Executive Order 12637, which called for the establishment of a government - wide program to improve the quality, timeliness and efficiency of services provided by the Federal Government.

Through the implementation of Lean, agencies are more capable of fulfilling mission - oriented work because of the achievement of more timely performance and more efficient performance, in terms of a reduction of costs. Simpler will provide guidance to user agencies to allow these agencies to cut costs and work flow days in a significant and measurable manner. Simpler will facilitate communication among user agency professionals, allowing for the exchange of ideas of improvement and efficiency.

Simpler's consultants or "sensei" coach customers. Simpler achieves success by acting as coaches to customers to develop our customer's employees and professionals and to help them learn by doing. Simpler has a longstanding success in its industry because it has implemented controls and quality measures that ensure that our goals, as well as the goals of our customers, are met.

User agencies will define specific, measurable Lean objectives, either in their requests for task order proposals or during the initial stages of performance. Results will be calculated and tracked by the user agency's chief financial officer or accounting staff.

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