The document provides an agenda and overview of CAP Production's FY09 Balanced Scorecard and Strategic Plan. It discusses FY08 accomplishments, an overall approach and SWOT analysis, and outlines objectives and initiatives across key areas - Product, Learning & Growth, Internal Process, and Finance/Customer. Specific tasks and owners are assigned to initiatives focused on areas like NVPP, coding standards, process improvements, training, and metrics. Challenges around resources and priorities are also reviewed along with mitigation strategies.

1. CAP Production FY09 Balanced Scorecard & Strategic Plan May 13, 2008

2. Agenda FY08 Accomplishments Approach & SWOT Balanced Scorecard Learning & Growth Internal Process Finance Customer Product Summary of Initiatives Challenges/Mitigation Plan Next Steps Questions & Answers

3. CAP FY08 Accomplishments Leadership changes Filled the gap left by two key resources leaving the company (also short-term resource constraints) Successfully delivered 7/1, 10/1, and Canadian NVPP and associated deliverables TIP loaded on-time, every time Electronic filing & QA ISO’d all commercial cyclical job WI’s ISO’d new CAP estimate process & form Delivered first NAPA deliverables Supported reFUEL parallel testing Delivered everything Sales requested for year-end Came together as ONE TEAM!!!

4. Overall Approach Develop a reasonable plan that supports: Current Business Objectives Corporate Initiatives The Future Vision of Production Leverage the Goals/Initiatives to develop Individual’s: Technical Skills Leadership Skills Polk Knowledge Obtain input from the entire team to: Identify Process Improvements/Automation Opportunities Create Detailed Plans Identify Six Sigma Projects Recognize that changing business priorities may cause us to: Make adjustments in the plan Reprioritize Tasks Shift Focus throughout the Year

5. Balanced Scorecard Approach Recognize the value of Aligning with: The Production BSC Team and ISS Goals Polk’s Winning Moves Do “Fewer Things Better” Our BSC contains only those tasks that we can support through direct action Assign Owners and Develop Plans Detailed Plans at the Project Level Utilize “Visual Management” Team SharePoint Site Department Bulletin Board Review BSC Progress Monthly w/Team & Sales Celebrate Success as Goals are Met!

6. Organization Chart

7. S.W.O.T. Potential resource issues Constrained server & space NVPP open systems Urgency for Global NVPP Complete MF Elimination - Global NVPP Leverage Automation/Auto-QA Knowledge Address Sales Satisfaction Custom Geo to Data Factory T hreats O pportunities Defect free & On time rates TIP MF Process Elimination dependant on 2 modules Teleplan knowledge “ Soup to nuts” processing No Product Strategy Mgt - NVPP Technically Skilled Strong Product Knowledge Sense of Teamwork “ Soup to nuts” processing W eaknesses S trengths

8. Production & Team BSC

9. Perspectives of the BSC Customer Finance Internal Process Learning & Growth Product

10. Product – NVPP ACES Industry Coding A ftermarket C atalog E nhanced S tandard ACES is the Industry Standard for the management and exchange of automotive catalog and vehicle data ACES provides a machine-readable format (XML) for trading partners to use in exchanging vast amounts of information It is gaining acceptance by our customers and may soon be “required” to exchange data Legacy Coding sun setting 2012

11. ACES & Our Customers Aftermarket Standards Roadmap May 2008

12. Why Standardize? (Opening Statement 2008 Knowledge Exchange) “ When suppliers can see, at a glance, the number of large customers they have supporting, or even requiring, a particular standard or technology, they will be better able to justify the investment and measure the ROI in modernizing their practices and adopting the industry standards,” said Luckett.” “The roadmap is intended to take the mystery out of whether a standards initiative is warranted or justified.” * Scott Luckett, AAIA VP

13. Global Aftermarket Standardization TecDoc sets the standards for the collection and dissemination of catalog data for the European Markets TecDoc is partnering with AAIA to build a “two-way bridge” between the ACES Standard & the TecDoc Standard beginning September, 2008 The Team needs to understand each of the standards so that we can support our customers going forward

14. Product – NVPP ACES Industry Coding Task 1 – Ensure ACES Best Practices are understood and being utilized Becky Bolitho Start June 08’ End Aug 08’ Task 2 – Automate ACES via Oracle Match Routines Becky Bolitho/Larry Villeneuve Start Sept 08’ End Nov 08’ Task 3 – Begin Integration to TecDoc in Support of Global NVPP Project Becky Bolitho/Larry Villeneuve Start Dec 08’ End March 09’

15. Product - NVPP Global NVPP Planning / Design – Start April 08’ End July 08’ As-Is / Gap Analysis Migration Plan to sunset MF Architect New Database Lay Foundation – Start Aug 08’ End March 09’ Setup Server Environment Integrate Automated AAIA / ACES Join to GVPS Database Port PARC over to Oracle Integrate Tec Doc (Euro ACES Equivalent) Design Web Interface – Start Jan 09’ End March 09’ Build versus Buy

16. Product - NVPP Black Book (average price) R & A approved project Owner, Larry Villeneuve Start May 08’ End July 08’ Carfax Data (average mileage) R & A approved project Working with Data Factory Estimate in process NAPA Medium duty deliverables Sold business Owner, Becky Bolitho End July 08’

17. Product - TIP Selling Dealer R & A approved project Estimated hours = 120 Owner – Bob Mayer Start May 08’ End June 08’ Fleet Netting Correcting fleet netting logic CAR’s Estimated hours = 200 Owner – Klaus Jones Start June 08’ End Sept 08’

18. Learning & Growth Learning & Growth Develop & Maintain Polk Knowledge & Right Skill set Owner: Scott Marion - Skill Assessments - Gap Analysis - Review Annually - Start May 08’ - End June 08’

19. Learning & Growth Develop & Maintain Polk Knowledge DATA 101 – Entire Team July 24, 2008 Additional Dates to be scheduled for other Production Teams Attend Cross-Production Training as Offered

20. Learning & Growth Develop & Maintain Right Technical Skills July 24, 08‘ Aug 8, 08’ June 3, 08’ Aug 4, 08’ ACES User Adv. SQL Taylor Bohannon Sept 26, 08’ May 1, 08’ PL/SQL Ravi Kalidindi June 5, 08’ Oct 31, 08’ June 3, 08’ Sept 1, 08' Infomatica ACES User Klaus Jones July 30, 08’ July 24, 08' July 28, 08’ June 3, 08’ XML Fund. ACES User Sharice Jackson Aug 8, 08’ Aug 4, 08’ Adv. SQL Mark Davis April 4, 08’ July 24, 08‘ July 30, 08’ April 2, 08’ June 3, 08’ July 28, 08’ Project Mgt. ACES User XML Fund. Becky Bolitho End Start Focus Resource

21. Learning & Growth Develop & Maintain Right Technical Skills July 30, 08’ July 24, 08' July 28, 08’ June 3, 08’ XML Fund. ACES User Larry Villeneuve April 4, 08’ Nov 28, 08’ April 2, 08’ Oct 1, 08’ Project Mgt. ACES User Jason Wilhoite Aug 29, 08’ Aug 15, 08’ July 24, 08‘ Aug 11, 08’ ACES User SQL Fund Jennifer Whitaker Sept 26, 08’ Aug 4, 08’ ACES User Dave Shipman End Start Focus Resource

22. Operational Excellence Focus on Production Six Sigma Leverage Technology Communication between teams Consistent Process Reuse Data Center Move reFUEL Security Internal Process

23. Internal Process Right the first time, on time, every time Stabilize new metric process Conduct monthly metric audits Review CAR’s Aftermarket YTD for FY08’ Defect Free = 99.79% On time = 98.99% Commercial YTD for FY08’ Defect Free = 94.50% On Time = 94.45% Operational Excellence Focus On Production

24. Internal Process Certification of FMEA’s & SOP’s Will be Accomplished through a plan to address May12th ISO Audit Results 100% of Team Trained All Team Members are scheduled to complete Green Belt Training within this Calendar Year FMEA Phase II On Hold Six Sigma

25. Internal Process Six Sigma Certification of FMEA’s & SOP’s Review for outdated processes that have been moved from MF to Open System Update FMEA’s Focus on High RPN’s Implement Process Improvement Start June 08’ End March 09’

26. Internal Process Six Sigma Training / Projects May 08’ March 08’ Green Belt Training M. Davis Oct 08’ Aug 08’ Green Belt Training K. Jones Aug 08’ April 08’ Green Belt Training D. Shipman Oct 08’ Aug 08’ Green Belt Training A. Smith Oct 08’ Aug 08’ Green Belt Training L. Villeneuve Jan 09’ June 08’ Tire Coding/Effort S. Jackson Jan 09’ June 08’ Industry Coding/Effort S. Marion July 08’ Started Reduce Defects/CVG B. Mayer July 08’ Started Decrease Nets in TIP2 J. Whitaker May 08’ March 08’ Green Belt Training T. Bohannon Sept 08’ Started SIC Coding A. Crawford End Start Focus Resource

27. Internal Process Automate people intensive Processes/Tasks TIP 13 th Month Processing Automate Cyclical jobs Share Automation Best Practices Automate QA Truck & Trailer Cyclicals Operational Excellence Leverage Technology

28. Internal Process Contributed to the development of the standard Production process (a.k.a., the “Marc Bland Process”) Rolled out to the Group in a meeting on April 21 st Once defined, we will provide metrics into the Production BSC No other specific actions are required Operational Excellence Multi-Team Fulfillment

29. Internal Process Implement PLC Team Representative to work on PLC: Jason Wilhoite Implement when rolled out to Production Integrate WRF & PLC when rolled out to Production Operational Excellence Consistent Process

30. Internal Process Leverage reFUEL Modules/Services TIP – Mark Davis Complete Parallel Testing Name Service Client File Reformat NVPP – Larry Villeneuve Complete Parallel Testing Implement into existing products Operational Excellence Reuse

31. Internal Process Participate in planning sessions TIPNet NVPP Provide Testing Support TIPNet – Klaus Jones - Q2 NVPP – Larry Villeneuve - Q3 TelePlan* – TBD * May Not Move Data Center Move

32. Internal Process Ensure Resources are Available* TIP/TIPNet Klaus Jones NVPP Larry Villeneuve Complete Testing as Scheduled * Dates Subject to Change reFUEL

33. Internal Process Security Participate on the Production Security Center of Excellence (PSCoE) Develop deeper understanding of Security concepts, and the Security Policy Gain understanding of gaps identified in the informal assessment Develop corrective action plan and associated schedule to address gaps Provide feedback up through the PSCoE and ultimately to the SCoE Provide execution oversight within the team to implement corrective actions and report progress to the PSCoE Team Representative: Jason Wilhoite

34. Finance Maintain Budget: Manage to budgeted head count (12) Value of IT Spend Increase the Efficiency of Production Processes ($150,000)

35. Customer February 2008 Results Aftermarket = 7.6 Commercial = 7.7 Items to Address Quality Locked Accounts Expired Contracts Wrong Deliverable Sense of Urgency NVPP Coding / Timing Improve Customer Satisfaction - Sales

36. Mapping Initiatives to Objectives Bland was going to lead putting one chart together – input here I’m going to work on this tomorrow!!!

37. Challenges Resource Management Limited MF & Teleplan knowledge NVPP If Production Levels stay High, we may have to review Priorities Impact of Corporate Projects and Timing on Approved CAP Projects/Sold Business Sales is Pushing for Competitive Changes Experian

38. Mitigation Strategy Publish schedules and identify owners that will help drive the projects under their strategic objective As changes occur, before making any modification to our plan, we will first look at ways we can achieve the original goal by: Looking to leverage resources across the CAP Team and attempt to redistribute workload Check with other Production teams on available resources/skills Communicate with the Production Leadership Team (PLT) regarding any changes

39. Next Steps Finalize detailed plans Post t Plan to CAP Sharepoint Site Review Plan with Sales Review Team BSC & Plan with CAP Team quarterly Communicate Progress to Sales in the monthly summary report

40. Questions & Answers