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APICS / i. BF Best of the Best S&OP Conference Executive S&OP How to APICS / i. BF Best of the Best S&OP Conference Executive S&OP How to Implement Successfully Gaylord Texan Resort & Convention Center December 11 -12, 2008 Bob Stahl R. A. Stahl Company www. tfwallace. com Rick Hall Director of Operations UPG of Thomas & Betts Rick. [email protected] com www. tfwallace. com

The Evolution. . . 24 Months Time Most Detail Aggregate Only Exac Config. . The Evolution. . . 24 Months Time Most Detail Aggregate Only Exac Config. . . Precise Mat’l. . . # People. . . Capital Equip. . . Factory Space S&OP /Super Cut Rough MS Detailed Forecasting & Master Scheduling • Lost in the woods- Detail PTF • Engage Top Management? • Added Little Value outside the Planning Time Fence Plant Scheduling/Pull MS Mix Bob Stahl Volume www. tfwallace. com

An Imperative. . . PTF Suicide Quadrant Detail Aggregate Only Quadrant S&OP Horizon Bob An Imperative. . . PTF Suicide Quadrant Detail Aggregate Only Quadrant S&OP Horizon Bob Stahl www. tfwallace. com

Four Fundamentals Volume Demand Supply MIX Bob Stahl www. tfwallace. com Four Fundamentals Volume Demand Supply MIX Bob Stahl www. tfwallace. com

The Real Issue. . . Understanding Executive S&OP is simple. The hard part is. The Real Issue. . . Understanding Executive S&OP is simple. The hard part is. . . Organizational Behavioral Change Changing the way everyone does their jobs. Keys: - Full cross functional buy-in - Counterexperiential/intuitive - Comfort vs Change - Path of low risk Bob Stahl www. tfwallace. com

Successful Implementation. . . A - People B - Data C - Software Bob Successful Implementation. . . A - People B - Data C - Software Bob Stahl www. tfwallace. com

C - Software. . . • Data “warehouse” – ERP Operating System, Forecasting Software, C - Software. . . • Data “warehouse” – ERP Operating System, Forecasting Software, etc. (transaction level data) • Data Cubes. . . • Excel (or equivalent) – Organizer – Presenter (tables & graphs) • More complex software – later/maybe Bob Stahl www. tfwallace. com

Rick Hall on software. . . • • Change forecasting from detailed to families Rick Hall on software. . . • • Change forecasting from detailed to families Extract data from BPCS; organize in Excel Develop appropriate MIX assumptions “Control Tools” to build confidence in these assumptions (Excel based) • Be willing to put “the gator” on the table • No financial investment for software. This is not a software implementation; it is a knowledge application implementation! Bob Stahl www. tfwallace. com

B - Data. . . • Getting out of “Suicide Quadrant” – Forecasting in B - Data. . . • Getting out of “Suicide Quadrant” – Forecasting in Families • Simplifying Data Assumptions – for Rough Cut Resource Planning – for financial conversion (units to $$$) • Single process – tied together – one source for data – one agreed upon output Bob Stahl www. tfwallace. com

Rick Hall on data. . . Getting MORE with LESS • MORE clear picture Rick Hall on data. . . Getting MORE with LESS • MORE clear picture of the business condition LESS crunching of massive amounts of ultimately useless data • MORE understanding of where we want the business to be LESS confusion about where we are and where we are going • MORE participation and agreement in how we will get the business there LESS conflict surrounding business initiatives • MORE accountability for the results LESS waste of human and financial resources Bob Stahl www. tfwallace. com

Rick Hall -One Key to success. . . Simplifying Assumptions Bob Stahl www. tfwallace. Rick Hall -One Key to success. . . Simplifying Assumptions Bob Stahl www. tfwallace. com

Validating Assumptions Assumption Sensitivity Bob Stahl www. tfwallace. com Validating Assumptions Assumption Sensitivity Bob Stahl www. tfwallace. com

Supply Assumptions. . . Bob Stahl www. tfwallace. com Supply Assumptions. . . Bob Stahl www. tfwallace. com

Financial Assumptions. . . Bob Stahl www. tfwallace. com Financial Assumptions. . . Bob Stahl www. tfwallace. com

Graphical Report Bob Stahl www. tfwallace. com Graphical Report Bob Stahl www. tfwallace. com

Simplifying Assumptions allow Homac to. . . • Get out of the suicide quadrant Simplifying Assumptions allow Homac to. . . • Get out of the suicide quadrant • Keep noise level MIX issues from clouding VOLUME space picture • Maintain confidence in the process because the assumptions are monitored for validity • Build believable future state projections Bob Stahl www. tfwallace. com

Done Properly. . . Simpler (Not Easier) Better Bob Stahl www. tfwallace. com Done Properly. . . Simpler (Not Easier) Better Bob Stahl www. tfwallace. com

A - People. . . • Top Management “centric” – The Leader of the A - People. . . • Top Management “centric” – The Leader of the business (CEO, President, GM, MD, etc. ) must not only provide • • Support Funding Commitment Leadership – They must also be “hands-on” each and every month (Top Management must not only support it, they must be willing, ready, & able to do it!) • It’s not doing what you do better, it’s doing something different to be better! • Counter-experiencial & Counter-intuitive equals Discomfort & Risk Bob Stahl www. tfwallace. com

Engaging Top Management k s i • In Change, there is no Comfort (In Engaging Top Management k s i • In Change, there is no Comfort (In Comfort, there is no Change) R Those who succeed with Executive S&OP are willing the endure the discomfort that is required! Bob Stahl www. tfwallace. com

Three Levels of Commitment. . . w o k L s i R • Three Levels of Commitment. . . w o k L s i R • Uninformed (before Go/No-go #1) Boss: “Okay, let’s do an Executive Briefing. ” • Semi-informed (after Briefing: Go/No-go #1) Boss: “Okay, let’s do a Live Pilot” • Fully informed (after Pilot: Go/No-go #2) Boss: “Okay, let’s go to full cutover. ” Bob Stahl www. tfwallace. com

Homac Getting started. . . • President was convinced this was worth looking at Homac Getting started. . . • President was convinced this was worth looking at by Demand, Supply, and Finance executives. • The Executive Briefing supplied all the necessary facts. The fact that it was a people based implementation was a strong selling point. After all, our people are our strength! • After some Co-Chair possibilities a staff level chair person was chosen (support from the top) for Design Team Leader Bob Stahl www. tfwallace. com

Homac Design Team Selections. . . • Chose the best people disregarding perceived workload Homac Design Team Selections. . . • Chose the best people disregarding perceived workload constraints • To a person, the team members were enthusiastic to take on the task of developing and implementing this new tool • Initial progress was slow but progressed nicely as hurdles were overcome • Live pilot demo was very convincing with all design team members sharing in the presentation process • Implementation went forward on time and fully supported Bob Stahl www. tfwallace. com

Homac’s added plus. . . • ES&OP output provided clear supportable data for marketing Homac’s added plus. . . • ES&OP output provided clear supportable data for marketing our company • ES&OP process at our company is being modeled for all of the Utility Products Group within Thomas & Betts • ES&OP process is being used in tough market conditions to drive business performance • We are looking for new simplifying assumptions to help us broaden the proactive benefits of our ES&OP process (space requirements) Bob Stahl www. tfwallace. com

Implementation Path Business Improvement Executive Briefing Go/No-Go #1 Live Pilot Demonstration Go/No-Go #2 Low Implementation Path Business Improvement Executive Briefing Go/No-Go #1 Live Pilot Demonstration Go/No-Go #2 Low Risk Low Cost High Impact Phase I Preparation 1 Bob Stahl Phase II Expansion Kickoff Session 2 3 Phase III Financial Integration 4 5 Months 6 7 8 9 www. tfwallace. com

Implementation Alternatives “Build it and they will come” Design it first, get the mechanics Implementation Alternatives “Build it and they will come” Design it first, get the mechanics working, and then attempt to sell it to top management. = Low probability for success “Hold the high ground” Involve top management at the very outset of the implementation, and throughout. = High probability for success Bob Stahl www. tfwallace. com

Success Requires Design Team’s Job: 1. Defined set of practices (What, How, & Who) Success Requires Design Team’s Job: 1. Defined set of practices (What, How, & Who) 2. Accurate, timely, & believed data 3. Valid, simplifying assumptions (Demand/Supply/Financial) (Getting out of ‘Suicide Quadrant’) Leadership’s Job: • High discipline clear accountability (process & results) 1. Constant improvement 2. Changed performance measures 3. Culture/Behavior change (Gator on table) Bob Stahl www. tfwallace. com

Thanks for Listening RStahl. Sr@aol. com 508 -226 -0477 www. tfwallace. com Bob Stahl Thanks for Listening RStahl. [email protected] com 508 -226 -0477 www. tfwallace. com Bob Stahl www. tfwallace. com