Moving Up the PVC Maturity Curve in Industrial Manufacturing

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  • Red objects are applications or islands of data that can be removed
    Existing Environment
    ERP = Infor XA (Mapics)
    SolidWorksAutoCAD
    80 seats
    Projected total users
    ~600 Users
  • Apple R&D Spend:
    Fiscal 2011 R&D is 2.2 percent of revenue
    Fiscal 2010 R&D spend: 2.7 percent of revenue
    Fiscal 2009 R&D spend: 3.1 percent of revenue
    Fiscal 2008 R&D spend: 3.4 percent of revenue
    Fiscal 2007 R&D spend: 3.3 percent of revenue
    Fiscal 2006 R&D spend: 3.7 percent of revenue
    Fiscal 2005 R&D spend: 4 percent of revenue (restated)
    Fiscal 2004 R&D spend: 4 percent of revenue (restated)
    Fiscal 2003, 2002, 2001 R&D spend: 8 percent of revenue
    Fiscal 2000 R&D spend: 5 percent of revenue
  • Slide 12 – Should build this slide. Too much content without building
    Hitachi Tag line: Innovation is translation of ideas and inventions into profitable offerings for customers.
  • Optimized multi-tier program scheduling minimizes activity and resource bottlenecks
    “What-if” analysis minimizes impact to schedule time, cost and risk
    Complete visibility to project dependencies highlights work impacted
    Enterprise visibility to program status and progress at a glance
    Project duration reduced by 5% by choosing the right project and resources with PPM
    Effective management of resources and forecasting can save an estimated 15% of development costs
  • Optimized multi-tier program scheduling minimizes activity and resource bottlenecks
    “What-if” analysis minimizes impact to schedule time, cost and risk
    Complete visibility to project dependencies highlights work impacted
    Enterprise visibility to program status and progress at a glance
    Project duration reduced by 5% by choosing the right project and resources with PPM
    Effective management of resources and forecasting can save an estimated 15% of development costs
  • Optimized multi-tier program scheduling minimizes activity and resource bottlenecks
    “What-if” analysis minimizes impact to schedule time, cost and risk
    Complete visibility to project dependencies highlights work impacted
    Enterprise visibility to program status and progress at a glance
    Project duration reduced by 5% by choosing the right project and resources with PPM
    Effective management of resources and forecasting can save an estimated 15% of development costs
  • Moving Up the PVC Maturity Curve in Industrial Manufacturing

    1. 1. 1Copyright © 2013, Oracle and/or its affiliates. All rights reserved. Insert Information Protection Policy Classification from Slide 12 #ovcs
    2. 2. IND-3 – Moving up the PVC Maturity Curve in Industrial Manufacturing Steve Porter – CEO, Zero Wait State Scott Evans – Corporate IT Manager, Sub Zero Miah Finley – Business Systems Analyst, Sub Zero Michael Ger – Director, Oracle #ovcs
    3. 3. The preceding is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material, code, or functionality, and should not be relied upon in making purchasing decisions. The development, release, and timing of any features or functionality described for Oracle’s products remains at the sole discretion of Oracle. 3Copyright © 2014, Oracle and/or its affiliates. All rights reserved. insert instruction from slide 7 #ovcs
    4. 4. Agenda  Trends and PLM Maturity – Zero Wait State  Moving up Maturity Curve (Including Compliance Management) – Sub Zero  Market-Driven Innovation – Oracle  Q&A 4Copyright © 2013, Oracle and/or its affiliates. All rights reserved.
    5. 5. Trends and PLM Maturity Steve Porter – CEO, Zero Wait State 5Copyright © 2014, Oracle and/or its affiliates. All rights reserved. insert instruction from slide 7 #ovcs
    6. 6. What We Do Solutions • PLM Implementation • CRM & ERP Integration • Data Migration Products • DesignState Integration • PDXState PDX Viewer • LoadState Specialties • Agile PLM Compliance • Engineering Collaboration • Hi-Tech, Industrial & Med Device Companies
    7. 7. Our Customers
    8. 8. Engineering Collaboration • • • Zero Wait-State is Oracle’s Go-To Partner for Engineering Collaboration ZWS is staffed with Engineering Resources that have experience with both CAD data Management and Enterprise PLM ZWS has an extensive track record implement Edge and Pro/Engineer/CREO
    9. 9. Compliance • Assembled a team of industry experts who specialize in PG&C • Leverage automation tools to streamline importing information • LoadState Compliance Accelerator • Ensure a quick and successful implementation experience
    10. 10. PDXState Stand-Alone PDX Viewer • Works with all PLM solutions • Handles large PDX files • Based on new technology and provides a simple user interface and is easy to use • Platform for future supply chain management capabilities including change management and cost analysis • Saves time, and reduces the risk of costly errors, omissions and version mismatch in your product data • Enhances PDX functionality with intuitive product structure browsing and item BoM comparison Import, view, and export PDX files from one PLM System to another to increase your Supply Chain Efficiency.
    11. 11. The PLM Voyage
    12. 12. Moving up the Maturity Curve (including Compliance Management) Scott Evans – Corporate IT Manager, Sub Zero Miah Finley – Business Systems Analyst, Sub Zero 13Copyright © 2014, Oracle and/or its affiliates. All rights reserved. insert instruction from slide 7 #ovcs
    13. 13. Agenda Who Is Sub-Zero 1 Roadmap 2 Requirements & Opportunities 3
    14. 14. Sub-Zero Group is the leading manufacturer of luxury appliances Sub-Zero - Refrigeration, freezers and wine storage products Wolf - Ranges, ovens, cooktops and grills Founded in 1945 Corporate Headquarters – Madison, WI Manufacturing/Distribution – Madison, WI – Fitchburg, WI – Goodyear, AZ
    15. 15. • Sub-Zero/Wolf needs to decrease time to market and increase accuracy to stay competitive • Continues strive for better product quality • Reduction in prototyping costs • Provide better tools to allow for significant process change opportunities • Reduce custom applications Summary Application Based Database MS Excel Based Delta ~2 ~14 ~3
    16. 16. Thank You Presenter: Scott Evans Corp IT Manager
    17. 17. PG & C Presenter: Miah Finley Business Systems Analyst Sub-Zero Group, Inc.
    18. 18. Agenda Implementation & Execution International Administration 1 2 Requirements & Opportunities 3 Staying the Course 4 Impact & Rewards 5
    19. 19. International Administration
    20. 20. • Sub-Zero exports to 24 countries • Annual volume o 300 Ocean Containers o 200 Air Freight o 300 Parcel o Import/Export Regulations o Foreign Trade Zone in Arizona o ROHS, REACH & Conflict Minerals • Source material from 250 suppliers across 25 countries
    21. 21. Requirements & Opportunities
    22. 22. • Answer the question… ‘Can we ship to that country?’ • Confidence to welcome an audit • Track & report all export compliance in one place • Stable, secure & easy to use application • Minimum of staff support
    23. 23. Implementation & Execution
    24. 24. o No enhancements o Converted all legacy data o Minimum dedicated staff requirements o 2 internal staff, 2 sourced specialists o Flexible configuration o Add additional compliance independently o LoadState upload tool o Supplier Entry spreadsheet tool o Upload substance info and documents to PG&C
    25. 25. Impact & Rewards
    26. 26. • Compliance management evolved from a response to a strategy • Full audit preparedness • Consolidated staff & decreased effort – Less chatter on regulations • Swiftly answer… ‘YES! We can ship to that country.’
    27. 27. Before PG&C After PG&C
    28. 28. Staying the Course
    29. 29. • Sub-Zero Group, Inc can better incorporate International trade into design projects o Helps remove hidden/surprise costs • New product timelines become more accurate o Existing system for tracking compliance removes the ‘how’ o As more and more info is collected, we have a larger base of transferrable information
    30. 30. Thank You Presenter: Miah Finley Business Systems Analyst
    31. 31. Market Driven Innovation Michael Ger – Director, Oracle 33Copyright © 2014, Oracle and/or its affiliates. All rights reserved. insert instruction from slide 7 #ovcs
    32. 32. Your Innovation Portfolio….. Are you getting your money’s worth? 64% feel efforts to convert ideas to development projects were ineffective Large Spend…. Industry R&D Spend* (% of Sales) Software & Internet 13.0% Healthcare 12.0% Computer & Electronics 6.5% Aerospace & Defense 4.2% Automotive 3.7% Industrials 2.2% Chemicals and Energy 0.9% Booz & Company, 2012 *Source: Booz Allen, 2011 34Copyright © 2013, Oracle and/or its affiliates. All rights reserved. 66% of projects fail to meet expectations And Yet…. IDC, 2013 45% of companies dissatisfied with Return on Innovation spending Business Week/BCG Survey, 2010 Top 20 R&D spenders are not leading innovators Forbes, 2011
    33. 33. How Do You Make Innovation Decisions? The “Fuzzy” front-end Fuzzy Front-End Development All too often, companies make innovation decisions based on gut-feel rather than on true, quantifiable decision-making criteria 35Copyright © 2013, Oracle and/or its affiliates. All rights reserved.
    34. 34. Market-Driven Innovation What’s Required? Market-Focus Profitable Portfolios Rapid Development Cycles Portfolio Mix REVENUE Lost Revenue Potential Financial Objectives Understand Customer Needs TIME  Single, Long-Duration Development Cycle  Multiple, Short-Duration Development Cycles Requires information-driven decisions across entire innovation lifecycle 36Copyright © 2013, Oracle and/or its affiliates. All rights reserved.
    35. 35. Innovation Management Challenges Challenges Lead To…. Generating “next-big-thing” ideas Missed opportunities, competitive disadvantage Aligning offerings with market requirements Market “Duds”, poor sales, customer dissatisfaction Aligning portfolio with corporate strategy and budgets 37Copyright © 2013, Oracle and/or its affiliates. All rights reserved. Poor Return on Innovation Investment (ROII)
    36. 36. Innovation Management Solution Aligning Innovation to Market Needs and Corporate Objectives $$ OPTIMIZE OPTIMIZE INVESTMENT INVESTMENT PORTFOLIO PORTFOLIO 38Copyright © 2013, Oracle and/or its affiliates. All rights reserved. • Business Justification • Requirements • Concepts Fund Fund $$ Idea Idea Screen Screen TO DEVELOPMENT GENERATE GENERATE PROPOSALS PROPOSALS Profitable Portfolios MARKET INSIGHTS CAPTURE & CAPTURE & RATIONALIZE RATIONALIZE IDEAS IDEAS
    37. 37. Capture and Rationalize Ideas PROPOSED IDEA APPROVED Define • Create ideas via user interface or import from external sources • Combine, correlate and rationalize ideas • Embedded Social Collaboration workspaces Collaborate ‐ With group discussions, security and document attachments • Track individual IP contribution for recognition/reward • Collaboratively review, enrich and score new ideas Benefits Score Increase rate of ideation and ideation pipeline Improve idea quality through collaborative screening Increase idea retention and reuse 39Copyright © 2013, Oracle and/or its affiliates. All rights reserved.
    38. 38. Proposal Collaboration PROPOSED PROPOSAL APPROVED Justify (Including Financials) • Collaboratively define and review project proposals • Justify projects including budget and resources Define Requirements and Concepts • Define and validate market requirements ‐ Traceability of requirements to proposed solutions • Propose and evaluate concept solutions • Approve proposals Analyze and Approve Benefits Reduce risk via clearly defined assumptions and scope Better align offerings to market requirements Increase revenues and customer satisfaction 40Copyright © 2013, Oracle and/or its affiliates. All rights reserved.
    39. 39. Optimize Portfolio PROPOSED PORTFOLIO APPROVED Create Portfolio Scenarios • Create portfolio scenarios (proposed groupings of proposals) Score Scenarios • Score scenarios against common enterprise metrics • Analyze and compare scenarios • Select scenario best meeting corporate objectives Analyze and Approve • Approve portfolio scenario and release funding Benefits Align portfolio to corporate requirements Increase Return on Innovation Investment (ROII) Optimize short, mid and long-term portfolio strategies 41Copyright © 2013, Oracle and/or its affiliates. All rights reserved.
    40. 40. Summary  What is your company’s innovation performance?  Innovation Management is “Pre-Development”  Focus on following areas: – “Next Big Thing” Ideas – Collaborative Proposal Review – Align Portfolio to Market Needs and Corporate Objectives  Solution complements current PLM investments  Solution available now! 42Copyright © 2013, Oracle and/or its affiliates. All rights reserved.
    41. 41. 43Copyright © 2013, Oracle and/or its affiliates. All rights reserved.
    42. 42. 44Copyright © 2013, Oracle and/or its affiliates. All rights reserved. Insert Information Protection Policy Classification from Slide 12 #ovcs

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