Knox Machine Company is a leading make-to-order manufacturer of precision machined parts, mechanical sub-assemblies and pre-packaged kits. The company engaged Ultra to lead their ERP selection and implementation services, as well as guide them through their business process transformation phases and to a successful implementation. This case study presentation demonstrates that business transformation is about more than software, and the importance of teaming with an objective party in selecting an enterprise software system.

1. Ultra Consultants Webinar
Lunch & Learn Case Study: ERP and Business
Transformation for Make to Order & Engineer
to Order Manufacturer
Team with Ultra to Drive Business Performance Improvements
May 4, 2017

2. Agenda
11/30/20172

3. Presentation Guidelines
 Attendee phones are muted.
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 Last 5 minutes.
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you’d like to ask a question directly.
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your screen.

4. Speakers
Lunch & Learn Case Study: ERP and Business Transformation for
Make to Order & Engineer to Order Manufacturer
Rob Henry
Director of Marketing
Marty Moor
Senior Consultant

5. Agenda
11/30/20175

6. Project Background:
Knox Machine Company
Lunch & Learn Case Study: ERP and Business Transformation for
Make to Order & Engineer to Order Manufacturer
11/30/20176

7. Project Background: Knox Machine Company
 Location:
 Warren, Maine
 Services:
 Make-to-order/Engineer-to-order
manufacturer of close-tolerance
products:
 Precision machine parts
 Mechanical sub-assemblies
 Pre-packaged component kits
11/30/20177

8. Project Background: Knox Machine Company
 Capabilities:
 Machining, CNC and conventional
 Inspection and documentation procedures
 Meet all customer requirements
 Supply chain management, including all secondary outside processes
 Inventory
 Industries served:
11/30/20178
Defense Communication Oil and Gas
Aircraft /
Aerospace
Power
Generation
Plastics

9.  High-level manufacturing process:
Project Background: Knox Machine Company
11/30/20179
Raw
Material
Saw Area Machining
Final
Inspection
Finished
Goods
Shipping
First Piece
Inspection
Outside
Service

10.  Vision, Goals and Issues
Project Background: Knox Machine Company
11/30/201710
Long
Term
Vision
Corporate
Project
Goals
Current
System &
Issues
Reason
for
Change

11. Project Background: Knox Machine Company
 Long-term vision:
 Don’t make same mistake twice; Tried to do ERP
before alone and it didn’t work
 Support the current business throughout the
project; no production or customer relations
downtime
 Lay the groundwork for future expansion
 Corporate goals for the project:
 Current system and issues:
11/30/201711
Long-
term
vision
Corporate
goals for
the
project
Current
system &
issues
Reason
for
Change

12. Project Background: Knox Machine Company
 Long-term vision:
 Corporate goals for the project:
 Eliminate manual and redundant processes
 Reduce/eliminate data manipulation and reporting
 Need quick, flexible access to information to make
business decisions
 Remove risk: Age and vulnerability of current system
 An integrated, modern system to support current
business and future growth
 Current system and issues:
11/30/201712
Long-
term
vision
Corporate
goals for
the
project
Current
system &
issues
Reason
for
Change

13. Project Background: Knox Machine Company
 Long-term vision
 Corporate goals for the project
 Current system and issues:
 Software system – Financials (GL, AP, AR), quoting, order entry,
purchasing, shipping, job costing
 Home-grown system
 Excel spreadsheets – Inventory and reporting
 Numerous manual processes in material planning, shop floor
execution
11/30/201713
Long-
term
vision
Corporate
goals for
the
project
Current
system &
issues
Reason
for
Change

14. Project Background: Knox Machine Company
 Long-term vision
 Corporate goals for the project
 Current system and issues:
 Very hard to access data, lack of visibility
 Data does not move from one function to another
 Multiple entry of same data
 No true process flow in stand-alone systems
 All manufacturing planning/execution paper-based
 Quality control tracked manually
 No integrated view of the business
 “We’re working too hard to get job done. We need to work
smarter, not harder.”
11/30/201714
Long-
term
vision
Corporate
goals for
the
project
Current
system &
issues
Reason
for
Change

15. Project Background: Knox Machine Company
 Long-term vision +
 Corporate goals for the project +
 Current system and issues =
11/30/201715
• Quick, flexible access to information
• Age, vulnerability of existing system
• Modern tech to support:
• Growth
• Evolving business model via Internet
• System scalability
• Eliminate:
• Manual, redundant processes
• Data manipulation, reporting outside of the system
• They had to get it right this time.
Long-
term
vision
Corporate
goals for
the
project
Current
system &
issues
Reason
for
Change

16. Project Background: Knox Machine Company
11/30/201716
Qu'est ce que
tu regardes?
Ne leur dérange
pas. Avez-vous
un écrou.
What the…?
“The first time we went
through a vendor demo,
it was like watching a
foreign movie of two
squirrels with no
subtitles. You never know
what they’re doing or
where they’re going,
and you don’t
understand it.”
- Knox Machine Company
Rien.

17. Overview of Ultra Consultants
Lunch & Learn Case Study: ERP and Business Transformation for
Make to Order & Engineer to Order Manufacturer
11/30/201717

18. Ultra Consultants – Overview
 Vendor independent consulting firm for manufacturing and distribution industries
 Clients throughout North America, HQ in Chicago
1. Your partner for enterprise technology education, selection and implementation
2. Your partner for Business Process Improvement

19. Ultra Consultants – Overview
 Vendor independent consulting firm for manufacturing and distribution industries
 Clients throughout North America, HQ in Chicago
1. Your partner for enterprise technology education, selection and implementation
2. Your partner for Business Process Improvement
 Areas of expertise:
 Business Process Improvement (BPI)
 Enterprise technology selection
 Implementation management
 Business process transformation
Enterprise
Technology
Business
Process
Improvement
People,
Methodology,
Care
Business
Performance
Improvement
and Results

20. Ultra Consultants – Overview
 Vendor independent consulting firm for manufacturing and distribution industries
 Clients throughout North America, HQ in Chicago
1. Your partner for enterprise technology education, selection and implementation
2. Your partner for Business Process Improvement
 Areas of expertise:
 Business Process Improvement (BPI)
 Enterprise technology selection
 Implementation management
 Business process transformation
 Our focus as a valued partner:
 Your people, processes and technology
 Ensuring you select and enable the right technology
 Driving your productivity, transforming your business
Enterprise
Technology
Business
Process
Improvement
People,
Methodology,
Care
Business
Performance
Improvement
and Results

21. Ultra Consultants – Overview
 Manufacturing & Distribution
 Mid market: $25 million
to $2 billion
 Vendor independent
 Tier 1, 2, 3 vendor relationships
11/30/201721
Industrial Equipment
20%
Other
19%
Consumer Goods
12%
Industrial Supplies
12%
Food & Beverage
8%
Automotive
7%
Chemical
7%
Distribution
5%
Electronics
5%
Medical
5%
“Other”:
• Aerospace & Defense
• Dealerships
• Fabrication
• Furniture & Furnishings
• Grain & Feed
• Metals
• Paper converting
• Plastics
• Services
• Telecommunications
• Wood
300+
Client
Projects
20
Vendors Selected
& Managed
40+
Vendor
Relationships

22. Ultra Consultants – Services
 Our focus is on your Business Process Improvement (BPI):
11/30/201722

23. Ultra Consultants – Services
 Our focus is on your Business Process Improvement (BPI):
11/30/201723
1. Business Process Analysis
• Current state – Identify and categorize
2. Business Process Education
• Ultra University: enterprise technology
capabilities, best practices, advances
vendor evaluation
3. Business Process Mapping
• Future state requirements
• Streamline processes
• Improve access to information
• Eliminate waste
• Improve decision making
• Optimize utilization of assets and
resources

24. Ultra Consultants – Services
11/30/201724
 Organize
 Current State Analysis
 Educate
 Future State Opportunity
 Business Case for Change
 Identify Solutions
 Evaluate to Future
 Best Fit Selection
 Contract Negotiations
 Vendor Agreement
 Transformation Roadmap
 Program & Project
Management
 Organization Change
Management
 Project Staffing &
Augmentation
 Benefit Realization
 Maximizing ROI
 Information Availability
and Analytics
 Confidence
 Speed & Agility
Business Process
Improvement
Technology Selection
Implementation
Business
Transformation
Change Management and Project Management

25. Ultra Consultants – Services
11/30/201725
 Organize
 Current State Analysis
 Educate
 Future State Opportunity
 Business Case for Change
 Identify Solutions
 Evaluate to Future
 Best Fit Selection
 Contract Negotiations
 Vendor Agreement
 Transformation Roadmap
 Program & Project
Management
 Organization Change
Management
 Project Staffing &
Augmentation
 Benefit Realization
 Maximizing ROI
 Information Availability
and Analytics
 Confidence
 Speed & Agility
Business Process
Improvement
Technology Selection
Implementation
Business
Transformation
Change Management and Project Management

26. Ultra Consultants – Services
11/30/201726
 Organize
 Current State Analysis
 Educate
 Future State Opportunity
 Business Case for Change
 Identify Solutions
 Evaluate to Future
 Best Fit Selection
 Contract Negotiations
 Vendor Agreement
 Transformation Roadmap
 Program & Project
Management
 Organization Change
Management
 Project Staffing &
Augmentation
 Benefit Realization
 Maximizing ROI
 Information Availability
and Analytics
 Confidence
 Speed & Agility
Business Process
Improvement
Technology Selection
Implementation
Business
Transformation
Change Management and Project Management

27. Ultra Consultants – Services
11/30/201727
 Organize
 Current State Analysis
 Educate
 Future State Opportunity
 Business Case for Change
 Identify Solutions
 Evaluate to Future
 Best Fit Selection
 Contract Negotiations
 Vendor Agreement
 Transformation Roadmap
 Program & Project
Management
 Organization Change
Management
 Project Staffing &
Augmentation
 Benefit Realization
 Maximizing ROI
 Information Availability
and Analytics
 Confidence
 Speed & Agility
Business Process
Improvement
Technology Selection
Implementation
Business
Transformation
Change Management and Project Management

28. Ultra Consultants – Services
11/30/201728
 Organize
 Current State Analysis
 Educate
 Future State Opportunity
 Business Case for Change
 Identify Solutions
 Evaluate to Future
 Best Fit Selection
 Contract Negotiations
 Vendor Agreement
 Transformation Roadmap
 Program & Project
Management
 Organization Change
Management
 Project Staffing &
Augmentation
 Benefit Realization
 Maximizing ROI
 Information Availability
and Analytics
 Confidence
 Speed & Agility
Business Process
Improvement
Technology Selection
Implementation
Business
Transformation
Change Management and Project Management

29. Ultra Consultants Services for
Knox Machine Company
Lunch & Learn Case Study: ERP and Business Transformation for
Make to Order & Engineer to Order Manufacturer
11/30/201729

30. Initiation Evaluation Education Improve
Ultra Services for Knox Machine Company
1. Business Process Improvement
11/30/201730
• Assess review
strategy specific to
Knox Machine
• Identify members:
• Steering team
• Dept. process
teams
• Process
improvement
teams

31. Initiation Evaluation Education Improve
Ultra Services for Knox Machine Company
1. Business Process Improvement
11/30/201731
• Assess review
strategy specific to
Knox Machine
• Identify members:
• Steering
committee
• Dept. process
teams
• Process
improvement
teams
• Introduced industry
best practices
• Small team –
needed to know
what was possible
• Root-cause
analysis on why
previous project
didn’t work and
what would be done
differently
• Ultra Opportunity
Matrix Tool

32. Initiation Evaluation Education Improve
Ultra Services for Knox Machine Company
1. Business Process Improvement
11/30/201732
• Assess review
strategy specific to
Knox Machine
• Identify members:
• Steering
committee
• Dept. process
teams
• Process
improvement
teams
• Gather audience:
• Project teams
• Management
• Explain possibilities
of ERP systems
• Further define
industry best
practices
• Introduced industry
best practices
• Small team –
needed to know
what was possible
• Root-cause
analysis on why
previous project
didn’t work and
what would be done
differently
• Ultra Opportunity
Matrix Tool

33. Initiation Evaluation Education Improve
Ultra Services for Knox Machine Company
1. Business Process Improvement
11/30/201733
• Document and map
future recommended
business processes
• Define critical
requirements for
processes
• ROI, description of
benefits
• Implementation
plan:
• Scope, schedule,
resources
• Assess review
strategy specific to
Knox Machine
• Identify members:
• Steering
committee
• Dept. process
teams
• Process
improvement
teams
• Gather audience:
• Project teams
• Management
• Explain possibilities
of ERP systems
• Further define
industry best
practices
• Introduced industry
best practices
• Small team –
needed to know
what was possible
• Root-cause
analysis on why
previous project
didn’t work and
what would be done
differently
• Ultra Opportunity
Matrix Tool

34. Initiation Evaluation Education Improve
Ultra Services for Knox Machine Company
1. Business Process Improvement
11/30/201734
4 days 3 weeks 3 weeks

35. Ultra Services for Knox Machine Company
1. Business Process Improvement
2. ERP Selection
11/30/201735
Vendor 1
Vendor 2
Ultra Demo
Script
Vendor ERP demos:
• System strengths
• System weaknesses
• Knox Future State
• “Level playing field”
Ultra guidance:
• Stay on-script
• Direct due diligence
• Analysis of vendor
proposals
• Negotiate price &
contract
4.5 months
Vendor 3
Vendor 4

36. Ultra Services for Knox Machine Company
1. Business Process Improvement
2. ERP Selection
3. Implementation
 Project charter
 What to expect; Implementation education
 Roles & responsibilities
 Project plan review
 Project start-up, hand-off to Infor
11/30/201736
4.5 months

37. Knox Machine Company:
Results and Response
Lunch & Learn Case Study: ERP and Business Transformation for
Make to Order & Engineer to Order Manufacturer
11/30/201737

38. Knox Machine Company: Results and Response
 Results:
 40% improvement in reporting
 Data manipulation in shop eliminated
 Reduction in time required per order: From 2 hours to 2 minutes
 Improved shipping execution
 No reliance on personnel knowledge to ship products
 Automated planning and scheduling
 Replaced manual systems
11/30/201738

39. Knox Machine Company: Results and Response
 Results:
 Critical project drivers achieved:
 Sales support
 Purchasing / Buying
 Production
 Inventory / Warehouse Management
 Document Management / Quality
Management
 Business Performance Review
11/30/201739
• CRM
• Quote tracking and conversion
to orders
• Visibility to order pipeline
• Simplified order entry process
• Collaboration
• Order approvals and scheduling

40. Knox Machine Company: Results and Response
 Results:
 Critical project drivers achieved:
 Sales support
 Purchasing / Buying
 Production
 Inventory / Warehouse Management
 Document Management / Quality
Management
 Business Performance Review
11/30/201740
• Defined purchasing procedures
• Defined buying procedure
• Visibility to open PO’s
• Approvals
• Supplier Scorecards
• Safety Stock Thresholds

41. Knox Machine Company: Results and Response
 Results:
 Critical project drivers achieved:
 Sales support
 Purchasing / Buying
 Production
 Inventory / Warehouse Management
 Document Management / Quality
Management
 Business Performance Review
11/30/201741
• Planning and Scheduling
• Capacity planning
• MTO and MTS environment
• Graphical Scheduling
• Labor Reporting
• Material Traceability
• QC Inspections and Reporting
• First Article
• In Process
• Final
• Documentation & Operational
Instructions
• Job costing

42. Knox Machine Company: Results and Response
 Results:
 Critical project drivers achieved:
 Sales support
 Purchasing / Buying
 Production
 Inventory / Warehouse Management
 Document Management / Quality
Management
 Business Performance Review
11/30/201742
• Inventory visibility across facility
• Raw material
• Stock material
• Work in Process (WIP)
• Outside service
• Barcoding
• Routings and inventory movement

43. Knox Machine Company: Results and Response
 Results:
 Critical project drivers achieved:
 Sales support
 Purchasing / Buying
 Production
 Inventory / Warehouse Management
 Document Management / Quality
Management
 Business Performance Review
11/30/201743
• Centralized Document
Management System
• Material Certifications
• Inspection records
• Shipping documentation
• BOM and routings
• Revision control

44. Knox Machine Company: Results and Response
 Results:
 Critical project drivers achieved:
 Sales support
 Purchasing / Buying
 Production
 Inventory / Warehouse Management
 Document Management / Quality
Management
 Business Performance Review
11/30/201744
• Key Performance Indicators (KPI)
• Operational Reporting
• Financial Reporting
• AS9100 Reporting
• Dashboard – exception reporting
with review capabilities

45. Knox Machine Company: Results and Response
 Results:
 Response:
“Ultra prepared us very well for the ERP selection and implementation of the ERP project,
from a current state, education, and future state standpoint. It was well worth our
investment in Ultra, in their content and processes, for the long-term at Knox Machine.”
11/30/201745

46. Additional Resources
Lunch & Learn Case Study: ERP and Business Transformation for
Make to Order & Engineer to Order Manufacturer
11/30/201746

47. Additional Resources
 Ultra upcoming webinar series
Register for one and get access to all presentations and receive recordings.
11/30/201747
Make to Order Manufacturing Webinar Series
May 8-17, 1PM CT daily
Participating vendors:

48. Additional Resources
 Knox Machine Company case study
 End-to-end project review
 Will send to all attendees, please check
your email
11/30/201748

49. Q&A
Lunch & Learn Case Study: ERP and Business Transformation for
Make to Order & Engineer to Order Manufacturer
11/30/201749

50. Ultra Consultants Webinar
Lunch & Learn Case Study: ERP and Business
Transformation for Make to Order & Engineer
to Order Manufacturer
Team with Ultra to Drive Business Performance Improvements
Thank You!