The document outlines the agenda for an auto analysts conference, including discussions of 2006 accomplishments, operating priorities, and the 2007 outlook. Some key points:
1) In 2006, the company repositioned its product portfolio for future success, continued aggressively growing Asian sales, and completed refinancing its near-term debt.
2) Presentations will cover 2006 accomplishments, operating priorities for 2007, and an outlook on sales backlog and 2007.
3) The company has strengthened its financial position and competitive standing through various strategic moves in 2006.
1. CEM initiatives often fail due to difficulties in overcoming barriers between business lines, evaluating business value, and gaining long-term commitment and ownership.
2. To make CEM initiatives successful requires engaging the board and CEO for commitment, identifying priority business problems for CEM to solve, involving all stakeholders, and defending the business case through proof of concepts or other data.
3. Successful CEM also requires optimizing business processes to operationalize CEM, continuously mining data for insights, and making appropriate organizational changes.
The document provides details about the Field Workforce Optimization 2009 conference to be held December 8-10, 2009 in Las Vegas, Nevada. It includes an agenda with sessions on developing service revenue, integrating field systems, setting investment criteria, and optimizing the workforce. Industry experts from various companies will discuss strategies to maximize service levels and value in an economically restrained environment. Attendees will learn best practices for optimizing their workforce through technology, outsourcing, and workforce management.
IBM Rational - Från skriptbaserad ALM till "ALM as a Service" och ALM i Cloud...IBM Sverige
Vi diskuterar erfarenheter och fördelar med implementerandet av C-ALM och agila utvecklingsmiljöer. Vi går igenom både implementationer av skriptbaserade ALM-integrationer i befintliga utvecklingsmiljöer, migreringen till Jazz-baserade utvecklingsmiljöer samt lösningar för Jazz-baserade "ALM as a Service"; DPaaS. Talare: Per Engman, Tieto. Denna presentation hölls vid ett seminariepass för Rational på IBM Software Day 2010.
The document discusses how Cisco uses data and analytics to improve the customer experience. It explains that Cisco captures customer and employee feedback to identify areas for improvement, which are then used to enhance products, services and customer intimacy. This iterative process of listening, analyzing, taking action and validating improvements has increased customer satisfaction and loyalty over time.
Kjell Rune Tveita_CIO perspectives challenges and business driversItera Consulting
This document provides an overview of the challenges and business drivers facing the CIO of an insurance company in the Nordic region. It summarizes the company's efforts to continuously improve service and operational efficiency through initiatives like reducing IT costs by 16% from 2004 to 2011. It also outlines extensive development efforts including realizing a common Nordic insurance system and implementing various Nordic-wide platforms. The CIO aims to balance centralized operations with close integration to business units. Key organizational priorities include delivery excellence, stability, cost efficiency, and innovation through relationships with business process teams.
Hadoop is quickly becoming the standard for data management for enterprises. But Enterprise buyers have more demanding requirements for their systems beyond what the early adopters needed. Join us for our 2-part webinar series and learn about our new advancements within Cloudera Enterprise, the Platform for Big Data, with new capabilities that extend our leadership in delivering what organizations require.
Cloudera set the industry standard with Cloudera Manager, the first end-to-end management application for Apache Hadoop. Now, it is extending that lead with the release of Cloudera Manager 4.5, which delivers expanded capabilities designed to simplify the management and adoption of Hadoop.
This presentation will show you how Cloudera Manager 4.5 allows you to:
- perform rolling platform upgrades
- consistently meet or exceed SLAs and RTOs through simplified management and process automation
- easily correlate and visualize metrics through intuitive and interactive charts
- manage heterogeneous clusters
- better integrate with existing enterprise IT management tools via SNMP
…and much more
The document discusses how SolidWorks Simulation can help companies. It provides examples of two companies, Sunrise Medical and Windsave, that have benefited from using SolidWorks Simulation. Sunrise Medical decreased design time by 45% and increased sales by over 50% using SolidWorks. Windsave reduced the number of prototypes from four to one, saving £3,000, and reduced the prototype production time from eight weeks to two weeks using SolidWorks and SolidWorks Simulation.
The document outlines a 4 step process for growing agile teams:
1. Organize by preparing structures, work, and people with daily standups, a sprint burndown, and a focus on 2-3 PBIs.
2. Gain experience by focusing on learning with a working agreement, impediment backlog, and active learning cycle.
3. Maximize value by organizing to deliver maximum value through reducing technical debt and growing engineering practices.
4. Scale by growing knowledge, sharing learning, and expanding capabilities with specialized knowledge shared and communities of practice.
1. CEM initiatives often fail due to difficulties in overcoming barriers between business lines, evaluating business value, and gaining long-term commitment and ownership.
2. To make CEM initiatives successful requires engaging the board and CEO for commitment, identifying priority business problems for CEM to solve, involving all stakeholders, and defending the business case through proof of concepts or other data.
3. Successful CEM also requires optimizing business processes to operationalize CEM, continuously mining data for insights, and making appropriate organizational changes.
The document provides details about the Field Workforce Optimization 2009 conference to be held December 8-10, 2009 in Las Vegas, Nevada. It includes an agenda with sessions on developing service revenue, integrating field systems, setting investment criteria, and optimizing the workforce. Industry experts from various companies will discuss strategies to maximize service levels and value in an economically restrained environment. Attendees will learn best practices for optimizing their workforce through technology, outsourcing, and workforce management.
IBM Rational - Från skriptbaserad ALM till "ALM as a Service" och ALM i Cloud...IBM Sverige
Vi diskuterar erfarenheter och fördelar med implementerandet av C-ALM och agila utvecklingsmiljöer. Vi går igenom både implementationer av skriptbaserade ALM-integrationer i befintliga utvecklingsmiljöer, migreringen till Jazz-baserade utvecklingsmiljöer samt lösningar för Jazz-baserade "ALM as a Service"; DPaaS. Talare: Per Engman, Tieto. Denna presentation hölls vid ett seminariepass för Rational på IBM Software Day 2010.
The document discusses how Cisco uses data and analytics to improve the customer experience. It explains that Cisco captures customer and employee feedback to identify areas for improvement, which are then used to enhance products, services and customer intimacy. This iterative process of listening, analyzing, taking action and validating improvements has increased customer satisfaction and loyalty over time.
Kjell Rune Tveita_CIO perspectives challenges and business driversItera Consulting
This document provides an overview of the challenges and business drivers facing the CIO of an insurance company in the Nordic region. It summarizes the company's efforts to continuously improve service and operational efficiency through initiatives like reducing IT costs by 16% from 2004 to 2011. It also outlines extensive development efforts including realizing a common Nordic insurance system and implementing various Nordic-wide platforms. The CIO aims to balance centralized operations with close integration to business units. Key organizational priorities include delivery excellence, stability, cost efficiency, and innovation through relationships with business process teams.
Hadoop is quickly becoming the standard for data management for enterprises. But Enterprise buyers have more demanding requirements for their systems beyond what the early adopters needed. Join us for our 2-part webinar series and learn about our new advancements within Cloudera Enterprise, the Platform for Big Data, with new capabilities that extend our leadership in delivering what organizations require.
Cloudera set the industry standard with Cloudera Manager, the first end-to-end management application for Apache Hadoop. Now, it is extending that lead with the release of Cloudera Manager 4.5, which delivers expanded capabilities designed to simplify the management and adoption of Hadoop.
This presentation will show you how Cloudera Manager 4.5 allows you to:
- perform rolling platform upgrades
- consistently meet or exceed SLAs and RTOs through simplified management and process automation
- easily correlate and visualize metrics through intuitive and interactive charts
- manage heterogeneous clusters
- better integrate with existing enterprise IT management tools via SNMP
…and much more
The document discusses how SolidWorks Simulation can help companies. It provides examples of two companies, Sunrise Medical and Windsave, that have benefited from using SolidWorks Simulation. Sunrise Medical decreased design time by 45% and increased sales by over 50% using SolidWorks. Windsave reduced the number of prototypes from four to one, saving £3,000, and reduced the prototype production time from eight weeks to two weeks using SolidWorks and SolidWorks Simulation.
The document outlines a 4 step process for growing agile teams:
1. Organize by preparing structures, work, and people with daily standups, a sprint burndown, and a focus on 2-3 PBIs.
2. Gain experience by focusing on learning with a working agreement, impediment backlog, and active learning cycle.
3. Maximize value by organizing to deliver maximum value through reducing technical debt and growing engineering practices.
4. Scale by growing knowledge, sharing learning, and expanding capabilities with specialized knowledge shared and communities of practice.
The 2011 newsletter from GBM highlights:
1) GBM was named System Integrator of the year and will develop healthcare infrastructure for Bahrain's King Hamad University Hospital.
2) GBM launched the first educational cloud computing platform in Abu Dhabi and provides hardware solutions for Oman Cement Company.
3) The CEO discusses how GBM has adapted to changes in technology and customer needs, such as launching the first network operations center in the Middle East and increasing server consolidation projects.
"IPQC’s The Remote Device Monitoring Summit is the only North American cross-industry remote diagnostics and smart services event for service executives. It will provide you a chance to network with industry thought leaders in prognostics, data analytics, services marketing and remote tools in highly complex environments. This summit will serve as a roadmap for remote service deployment combining both business and technology aspects of deployment projects. Join us as we review these key points and more:
Remote Services Deployment Project Management Customer in Focus Connectivity Models It’s all About Data! Next Steps in the Journey
"
How Intel Is Managing IT In A DownturnUmair Mohsin
Intel managed IT through the economic downturn by focusing on driving employee and business productivity while continuing IT efficiencies. This included refreshing mobile clients to enable work flexibility and drive productivity through improved performance and manageability. Intel optimized its client refresh strategy through a total cost of ownership analysis and adopted a three-year refresh cycle. Regular refreshes improved security, support costs, and allowed new capabilities like remote management of the 100% Intel vPro managed fleet.
1. BDD is an approach to software development that focuses on implementing applications by describing their behavior from the perspective of stakeholders.
2. BDD originated from limitations in test-driven development (TDD), where the focus on testing at a granular level led to emergent rather than intentional design.
3. Key principles of BDD include focusing on delivering stakeholder value, describing everything in terms of behavior, and practicing outside-in development.
Cisco Unified Computing Systems UpdateCisco Canada
The Cisco Unified Computing System represents a radical simplification of traditional architectures, dramatically reducing the number of devices organizations must purchase, deploy, and maintain. Cisco UCS delivers end-to-end optimization for virtualized environments while retaining the ability to support traditional OS and application stacks in physical environments. This session will provide attendees with an update on new features available from both hardware and software perspectives for the Cisco Unified Computing System.
High-Level Synthesis Skill Development Needs - IEDECJack Erickson
Presentation at the March 2013 IEDEC conference in Santa Clara, CA. Outlines the need for hardware design to move up in abstraction to SystemC and high-level synthesis, and the main barrier left preventing this - a rare combination of skills. The best place to address this skill set gap is in university curricula.
The document discusses systems and the importance of designing holistic systems rather than focusing on individual products. It provides examples of successful systems like the Apple iPod ecosystem and discusses challenges in designing complex, multi-touchpoint systems. The document advocates for a strategic approach to system design that considers the full user experience across organizational boundaries.
Murray Hammond Resume And Portfolio Aug 2009jerryme5
This resume is for E. Murray Hammond, seeking a sales consulting position utilizing 16 years of experience in computer industry sales. Key qualifications include a proven track record of high sales production, extensive experience with proposals, project management, and consultative sales. Recent employment history includes senior account manager roles at various technology companies where responsibilities involved developing new business, managing client relationships, and generating millions in annual revenue. The resume also outlines relevant training and certifications in technologies from Cisco, EMC, Citrix, and more.
A Practical Approach to Introducing BPM into the Enterprisejamieraut
BPM is touted as being able to solve a number of business and technology challenges ranging from simple process modeling to complex application integration. Given this broad range of capabilities how does an organization get started? What tools can be leveraged in a pragmatic, cost-effective way to initiate a BPM project? What are some of the organizational challenges – both business and IT – that need to be addressed? Leveraging recent work at a Fortune 500 company, this presentation will focus on how one CSC client approached adding BPM to their corporate capabilities portfolio. The speakers will cover the challenges, the successes and the failures.
Strome | Innovation in expense managementstromeslides
Strome allows companies to manage IT expenses more efficiently without requiring additional processes or staff. It provides visibility into expenses through personalized reports and dashboards accessible via any web browser. Strome services include expense control, process outsourcing, and connecting companies to their suppliers to streamline asset, contract, and financial management. The goal is to help companies gain control over expenses, move from reactive to proactive management, and improve profit margins through cost-effective governance of IT assets and contracts.
You4 You – Das Dynamisch Vernetzte UnternehmenMichael Klemen
The document discusses Cisco's vision for connecting customers, employees, and partners through new technologies. It envisions using mobility, security, virtualization, and other technologies to enable virtual meetings and training, mobile access to data and video, remote equipment monitoring and management, and other collaborations. The goal is to engage users in more dynamic, personalized ways through integrated digital experiences.
The document discusses CMMI (Capability Maturity Model Integration) and BA (Business Analysis). It provides an overview of two key CMMI process areas - Requirements Management and Requirements Development. Requirements Management involves managing requirements and identifying inconsistencies. Requirements Development includes producing, analyzing, and validating customer, product, and component requirements.
Dr. Liam Tully, Director, Pfizer Global Development Process Centre Investnet
The document discusses how innovation in pharmaceutical manufacturing processes can improve competitiveness. It argues that the manufacturing process has the biggest impact on competitiveness through cost and new opportunities. However, many Irish pharmaceutical companies do not focus on innovating their manufacturing processes as part of their competitiveness strategies. The document outlines how implementing a formal innovation program and focusing on the manufacturing process can help drive significant cost savings and value, as shown through Pfizer's global process development center case study which delivered over $2 billion in value through process redesigns.
ShoreTel provides global services including implementation services, professional services, training services, and technical support. The services continuum includes strategic consulting, system design, deployment, integration, user training, and ongoing support. Implementation services guide customers through all phases of a project from initial planning through go-live and follow up support. Training ensures users are enabled with blended learning approaches. Technical support is available globally through multiple support models.
This document summarizes a presentation by HP on their Unified Communications and Collaboration (UC&C) services. It describes HP's approach to UC&C, which includes planning workshops to identify business needs, a transformation experience workshop to create an initial roadmap, and a business benefits workshop to link UC&C investments to strategic initiatives and quantify benefits. It also outlines HP's strategic architecture service to align technical and business requirements and provide a blueprint for introducing new technologies.
1) Gulf Insurance conducted intensive JAD sessions in 1990 to define their computing architecture and critical applications at a high level. This resulted in enterprise data and process models that were used to craft a development plan.
2) Gulf has since implemented 30 projects identified from the JAD sessions, focusing initially on the most critical applications to support the business. This has delivered several successful client/server applications running on a 3-tier architecture using OS/2, Novell, and IBM mainframes.
3) The key applications delivered include Submission, Reinsurance, Producer, Policy and Diary systems. Gulf has had success with their OS/2 desktop environment but may evaluate porting some applications to Windows in the future.
INSORCETM is a product that automates the design of optimal target operating models for financial services firms. It uses sophisticated algorithms and market data to facilitate strategic decision making and tactical implementation. INSORCETM analyzes inputs from all functions as constraints and provides a neutral analysis to help stakeholders. It can model the impact of decisions in real time to help clients transform processes, people, infrastructure, and more to reduce costs while meeting objectives.
The document presents research on the impact of an adaptive user interface on reducing driver distraction. It discusses (1) how in-car communication systems can distract drivers, (2) the development of an adaptive interface called MIMI, and (3) the results of a user study comparing MIMI's adaptive and non-adaptive versions. The study found that the adaptive interface improved usability, safety, and drivers' perceptions of safety when using in-car communication systems.
This document outlines Ingersoll Rand's lean deployment strategy presented at a lean summit in Shanghai. It discusses using lean principles in business strategy and goal deployment to drive operational excellence. Key aspects of the strategy include top leadership commitment, coaching to solve problems, and building a culture of continuous improvement through tools like A3 thinking and a mission control board. The goal is to increase speed, flow, and alignment across the value chain.
2014 incheon asian game smart sustainable mega sport eventCisco Systems
The document proposes a differentiated infrastructure operation and for-profit service model for the 2014 Incheon Asian Games. It suggests developing an optimal operation infrastructure and differentiated service strategies during the games. After the games, sustainable operation strategies would be implemented to ensure services continue for the stadiums and athletes' village. A "Smart Connected" model is proposed utilizing Cisco's integrated infrastructure and services to generate revenue, optimize costs, and provide a sustainable operation model after the games.
The document provides an agenda and presentation materials from Lear Corporation's 30th Annual Gabelli Automotive Aftermarket Symposium. The presentation discusses Lear's strategic evolution from a supplier to a systems integrator, its focus on improving returns by product line. Key targets include annual sales growth of 5% and growing Asian sales by 25% annually. The presentation also reviews financial performance, outlines the outlook and strategic direction for each business segment, and provides a preliminary outlook for 2007 with expectations for continued margin improvement and a return to positive free cash flow.
This document discusses the Agile framework and methodology. It defines Agile as a process and method for delivering strategic business outcomes through concurrent collaboration, communication, and continuous delivery. It emphasizes responding quickly to changing priorities and delivering value to customers iteratively rather than through discrete programs or projects. The document outlines how Agile requires close integration of business requirements, systems artifacts, and development to enable rapid and responsive delivery of solutions.
The 2011 newsletter from GBM highlights:
1) GBM was named System Integrator of the year and will develop healthcare infrastructure for Bahrain's King Hamad University Hospital.
2) GBM launched the first educational cloud computing platform in Abu Dhabi and provides hardware solutions for Oman Cement Company.
3) The CEO discusses how GBM has adapted to changes in technology and customer needs, such as launching the first network operations center in the Middle East and increasing server consolidation projects.
"IPQC’s The Remote Device Monitoring Summit is the only North American cross-industry remote diagnostics and smart services event for service executives. It will provide you a chance to network with industry thought leaders in prognostics, data analytics, services marketing and remote tools in highly complex environments. This summit will serve as a roadmap for remote service deployment combining both business and technology aspects of deployment projects. Join us as we review these key points and more:
Remote Services Deployment Project Management Customer in Focus Connectivity Models It’s all About Data! Next Steps in the Journey
"
How Intel Is Managing IT In A DownturnUmair Mohsin
Intel managed IT through the economic downturn by focusing on driving employee and business productivity while continuing IT efficiencies. This included refreshing mobile clients to enable work flexibility and drive productivity through improved performance and manageability. Intel optimized its client refresh strategy through a total cost of ownership analysis and adopted a three-year refresh cycle. Regular refreshes improved security, support costs, and allowed new capabilities like remote management of the 100% Intel vPro managed fleet.
1. BDD is an approach to software development that focuses on implementing applications by describing their behavior from the perspective of stakeholders.
2. BDD originated from limitations in test-driven development (TDD), where the focus on testing at a granular level led to emergent rather than intentional design.
3. Key principles of BDD include focusing on delivering stakeholder value, describing everything in terms of behavior, and practicing outside-in development.
Cisco Unified Computing Systems UpdateCisco Canada
The Cisco Unified Computing System represents a radical simplification of traditional architectures, dramatically reducing the number of devices organizations must purchase, deploy, and maintain. Cisco UCS delivers end-to-end optimization for virtualized environments while retaining the ability to support traditional OS and application stacks in physical environments. This session will provide attendees with an update on new features available from both hardware and software perspectives for the Cisco Unified Computing System.
High-Level Synthesis Skill Development Needs - IEDECJack Erickson
Presentation at the March 2013 IEDEC conference in Santa Clara, CA. Outlines the need for hardware design to move up in abstraction to SystemC and high-level synthesis, and the main barrier left preventing this - a rare combination of skills. The best place to address this skill set gap is in university curricula.
The document discusses systems and the importance of designing holistic systems rather than focusing on individual products. It provides examples of successful systems like the Apple iPod ecosystem and discusses challenges in designing complex, multi-touchpoint systems. The document advocates for a strategic approach to system design that considers the full user experience across organizational boundaries.
Murray Hammond Resume And Portfolio Aug 2009jerryme5
This resume is for E. Murray Hammond, seeking a sales consulting position utilizing 16 years of experience in computer industry sales. Key qualifications include a proven track record of high sales production, extensive experience with proposals, project management, and consultative sales. Recent employment history includes senior account manager roles at various technology companies where responsibilities involved developing new business, managing client relationships, and generating millions in annual revenue. The resume also outlines relevant training and certifications in technologies from Cisco, EMC, Citrix, and more.
A Practical Approach to Introducing BPM into the Enterprisejamieraut
BPM is touted as being able to solve a number of business and technology challenges ranging from simple process modeling to complex application integration. Given this broad range of capabilities how does an organization get started? What tools can be leveraged in a pragmatic, cost-effective way to initiate a BPM project? What are some of the organizational challenges – both business and IT – that need to be addressed? Leveraging recent work at a Fortune 500 company, this presentation will focus on how one CSC client approached adding BPM to their corporate capabilities portfolio. The speakers will cover the challenges, the successes and the failures.
Strome | Innovation in expense managementstromeslides
Strome allows companies to manage IT expenses more efficiently without requiring additional processes or staff. It provides visibility into expenses through personalized reports and dashboards accessible via any web browser. Strome services include expense control, process outsourcing, and connecting companies to their suppliers to streamline asset, contract, and financial management. The goal is to help companies gain control over expenses, move from reactive to proactive management, and improve profit margins through cost-effective governance of IT assets and contracts.
You4 You – Das Dynamisch Vernetzte UnternehmenMichael Klemen
The document discusses Cisco's vision for connecting customers, employees, and partners through new technologies. It envisions using mobility, security, virtualization, and other technologies to enable virtual meetings and training, mobile access to data and video, remote equipment monitoring and management, and other collaborations. The goal is to engage users in more dynamic, personalized ways through integrated digital experiences.
The document discusses CMMI (Capability Maturity Model Integration) and BA (Business Analysis). It provides an overview of two key CMMI process areas - Requirements Management and Requirements Development. Requirements Management involves managing requirements and identifying inconsistencies. Requirements Development includes producing, analyzing, and validating customer, product, and component requirements.
Dr. Liam Tully, Director, Pfizer Global Development Process Centre Investnet
The document discusses how innovation in pharmaceutical manufacturing processes can improve competitiveness. It argues that the manufacturing process has the biggest impact on competitiveness through cost and new opportunities. However, many Irish pharmaceutical companies do not focus on innovating their manufacturing processes as part of their competitiveness strategies. The document outlines how implementing a formal innovation program and focusing on the manufacturing process can help drive significant cost savings and value, as shown through Pfizer's global process development center case study which delivered over $2 billion in value through process redesigns.
ShoreTel provides global services including implementation services, professional services, training services, and technical support. The services continuum includes strategic consulting, system design, deployment, integration, user training, and ongoing support. Implementation services guide customers through all phases of a project from initial planning through go-live and follow up support. Training ensures users are enabled with blended learning approaches. Technical support is available globally through multiple support models.
This document summarizes a presentation by HP on their Unified Communications and Collaboration (UC&C) services. It describes HP's approach to UC&C, which includes planning workshops to identify business needs, a transformation experience workshop to create an initial roadmap, and a business benefits workshop to link UC&C investments to strategic initiatives and quantify benefits. It also outlines HP's strategic architecture service to align technical and business requirements and provide a blueprint for introducing new technologies.
1) Gulf Insurance conducted intensive JAD sessions in 1990 to define their computing architecture and critical applications at a high level. This resulted in enterprise data and process models that were used to craft a development plan.
2) Gulf has since implemented 30 projects identified from the JAD sessions, focusing initially on the most critical applications to support the business. This has delivered several successful client/server applications running on a 3-tier architecture using OS/2, Novell, and IBM mainframes.
3) The key applications delivered include Submission, Reinsurance, Producer, Policy and Diary systems. Gulf has had success with their OS/2 desktop environment but may evaluate porting some applications to Windows in the future.
INSORCETM is a product that automates the design of optimal target operating models for financial services firms. It uses sophisticated algorithms and market data to facilitate strategic decision making and tactical implementation. INSORCETM analyzes inputs from all functions as constraints and provides a neutral analysis to help stakeholders. It can model the impact of decisions in real time to help clients transform processes, people, infrastructure, and more to reduce costs while meeting objectives.
The document presents research on the impact of an adaptive user interface on reducing driver distraction. It discusses (1) how in-car communication systems can distract drivers, (2) the development of an adaptive interface called MIMI, and (3) the results of a user study comparing MIMI's adaptive and non-adaptive versions. The study found that the adaptive interface improved usability, safety, and drivers' perceptions of safety when using in-car communication systems.
This document outlines Ingersoll Rand's lean deployment strategy presented at a lean summit in Shanghai. It discusses using lean principles in business strategy and goal deployment to drive operational excellence. Key aspects of the strategy include top leadership commitment, coaching to solve problems, and building a culture of continuous improvement through tools like A3 thinking and a mission control board. The goal is to increase speed, flow, and alignment across the value chain.
2014 incheon asian game smart sustainable mega sport eventCisco Systems
The document proposes a differentiated infrastructure operation and for-profit service model for the 2014 Incheon Asian Games. It suggests developing an optimal operation infrastructure and differentiated service strategies during the games. After the games, sustainable operation strategies would be implemented to ensure services continue for the stadiums and athletes' village. A "Smart Connected" model is proposed utilizing Cisco's integrated infrastructure and services to generate revenue, optimize costs, and provide a sustainable operation model after the games.
The document provides an agenda and presentation materials from Lear Corporation's 30th Annual Gabelli Automotive Aftermarket Symposium. The presentation discusses Lear's strategic evolution from a supplier to a systems integrator, its focus on improving returns by product line. Key targets include annual sales growth of 5% and growing Asian sales by 25% annually. The presentation also reviews financial performance, outlines the outlook and strategic direction for each business segment, and provides a preliminary outlook for 2007 with expectations for continued margin improvement and a return to positive free cash flow.
This document discusses the Agile framework and methodology. It defines Agile as a process and method for delivering strategic business outcomes through concurrent collaboration, communication, and continuous delivery. It emphasizes responding quickly to changing priorities and delivering value to customers iteratively rather than through discrete programs or projects. The document outlines how Agile requires close integration of business requirements, systems artifacts, and development to enable rapid and responsive delivery of solutions.
1) The document discusses developing the necessary employee skills to sustain business process management (BPM) efforts in the long term.
2) It outlines the current challenges with BPM implementation and roles being in flux, and proposes an evolutionary model with migration of roles and development of discipline and professionalism.
3) The document recommends realizing that no one group implements BPM and that senior leadership must share the vision for it to be successful.
Tenneco Automotive is a designer, manufacturer, and marketer of emission control and ride control products for automotive original equipment and aftermarkets. In 1999, Tenneco Automotive reported net sales of $3.279 billion. The CEO focused on improving customer satisfaction, employee satisfaction, and economic value added to drive shareholder value as an independent company. Challenges in 1999 included restructuring charges to right-size operations in Europe and North America, as well as costs associated with becoming an independent company.
The document provides an overview of Sonic Automotive's third quarter 2008 earnings review conference call. It discusses the challenging external environment, impairment charges, realignment efforts, and strategic focus on operational excellence, talent retention, standardized processes, and strengthening the balance sheet. Financial results showed declines in revenue and profits compared to last year. Management aims to control expenses and inventory while executing on initiatives to position the company for long-term success.
Lear provided an overview of its annual meeting and discussed its strategy, priorities, and financial results. It highlighted completing the divestiture of its interior business in 2006, focusing on its core businesses of seating, electronics, and electrical distribution. Lear also discussed expanding its presence in Asia, implementing a global restructuring initiative to reduce costs, and improving its financial results and liquidity position in 2006. For 2007, Lear outlined projections for flat production in North America, 1% growth in Europe, and expectations of $14.8 billion in net sales and $600-640 million in core operating earnings.
5 Ingredients Of The EVM Secret Sauce V Finalphlckb
This document summarizes a presentation about the key ingredients for successful Earned Value Management (EVM). It identifies four main challenges that EVM practitioners face: 1) lack of management buy-in, 2) inability to find qualified people, 3) inconsistency across programs, and 4) difficulty integrating cost and schedule data. For each challenge, it describes solutions implemented in two phases. The main ingredients for EVM success discussed are: 1) obtaining return on investment and executive training, 2) focused recruitment and staff augmentation, 3) establishing a center of excellence, and 4) integrating capture and delivery teams using standardized tools and structures.
The annual shareholder meeting agenda included presentations on Lear's profile and strategic evolution, product line strategies and operating priorities, and financial review and outlook. Lear is a global automotive supplier serving major automakers worldwide. It has undergone a strategic evolution from a seat manufacturer to a systems integrator and provider of total interior capabilities. In recent years, Lear has focused on growing its business in Asia and with Asian customers through new programs, facilities, and joint ventures. It is also working to improve the profitability of its interiors business and achieve a competitive cost structure through restructuring actions.
Alessandro Salvatico - Ingres: il nuovo modello ITBetter Software
L’intervento, a cura di Alessandro Salvatico, è logicamente diviso in due parti distinte. Nella prima si illustra il nuovo modello economico che sta facendo breccia sul mercato e che risponde alle mutate esigenze dettate dalla crisi e dalla conseguente necessità di contenimento dei costi e di rispetto degli standard: Open Source e Open Standard. La seconda parte dell’intervento affronta le tematiche tipiche di un ambiente enterprise e dimostra come Ingres sia oggi l’unico database open source che può essere utilizzato con tranquillità anche in applicazioni business critical.
TXU's fundamental business strategy is to transform into an industrial energy company focused on delivering top quartile financial performance across its three structurally advantaged businesses: generation, transmission & distribution, and retail. TXU has significant exposure to natural gas prices and heat rates due to its large baseload coal generation fleet, but this exposure is partially offset by its integrated retail business. TXU sees opportunities for mid and long term growth by improving operational excellence, implementing performance management, and optimizing its risk/return profile.
TXU's fundamental business strategy is to transform into an industrial energy company focused on delivering top quartile financial performance across its three structurally advantaged businesses: generation, transmission & distribution, and retail.
TXU has significant exposure to natural gas prices and heat rates due to its large baseload coal generation fleet, which produces power at a lower marginal cost than gas plants. However, the integration of its generation and retail businesses helps reduce volatility as the businesses' margins move in opposite directions with changing gas prices.
In the mid to long term, TXU aims to continue improving operational excellence across its businesses to enhance financial performance and total returns for shareholders.
Conjoint analysis is a market research technique that determines how consumers value different product features and attributes. It does this by having consumers make choices between hypothetical product profiles that vary features. This allows determining the relative value or "part-worth" of each feature. Conjoint analysis can then predict preferences for new product combinations and simulate market share between competitors. It provides insights into trade-offs that can help with pricing, product design, segmentation and other strategic decisions.
This document discusses Celanese Corporation's use of non-GAAP financial measures and forward-looking statements in company presentations. It provides definitions and explanations for key performance metrics used by Celanese, such as operating EBITDA, adjusted earnings per share, and adjusted free cash flow. It also notes that Celanese is unable to reconcile forecasts for these non-GAAP measures to GAAP measures. The document aims to explain these non-GAAP measures to investors and how management uses them for planning, budgeting, and evaluating financial and operating results.
This document discusses Celanese Corporation's use of non-GAAP financial measures and forward-looking statements in company presentations. It provides definitions and explanations for key performance metrics used by Celanese, such as operating EBITDA, adjusted earnings per share, and adjusted free cash flow. It also notes that Celanese is unable to reconcile forecasts for these non-GAAP measures to GAAP measures. The document aims to explain these non-GAAP measures to investors and how management uses them for planning, budgeting, and evaluating financial and operating results.
This document discusses Celanese Corporation and provides non-GAAP financial measures. It defines operating EBITDA, adjusted earnings per share, and adjusted free cash flow. It states that Celanese is a leading global producer of chemicals and advanced materials with a geographically balanced global presence and diversified end market exposure. The document also provides an overview of Celanese's integrated businesses aligned to accelerate growth.
Manufacturers face challenging times in optimizing organizations for innovation against low-cost international competition. While most executives plan to increase innovation spending, many are disappointed with their returns. Lean innovation tools can help by enabling companies to source ideas from employees, prioritize and track ideas efficiently to achieve faster cost savings, efficiency and time-to-market results. Selected clients, such as Advanced Views and Visions, Honeywell, Harley Davidson, and Emerson Process Management, have used lean innovation to streamline manufacturing, improve safety, drive continuous improvement, and demonstrate engagement and value across organizations.
This document provides consolidated financial highlights for Burlington Northern Santa Fe Corporation for the years 1991-1995. Some key points:
- Revenues grew from $4.559 billion in 1991 to $6.183 billion in 1995. Operating income improved from a loss of $239 million in 1991 to income of $526 million in 1995, excluding unusual merger-related charges.
- Net income was $92 million in 1995 but would have been $416 million without accounting changes and debt retirement costs related to the merger.
- Capital expenditures were $1.042 billion in 1995 and are planned to be nearly $1.7 billion in 1996 to support revenue growth and cost reduction initiatives.
This document summarizes the financial performance of Burlington Northern Santa Fe Corporation for the years 1992-1996. It reports that in 1996:
- Operating income increased 14% to $1.75 billion compared to 1995 on a comparable basis.
- Revenues reached $8.19 billion despite a drop in agricultural commodities revenues.
- Operating expenses were $178 million below 1995 levels, lowering the operating ratio to 78.6%.
- Net income grew 21% to $889 million, or $5.70 per share, compared to $733 million in 1995.
This annual report summarizes Burlington Northern Santa Fe Corporation's financial and operational performance in 1998. Some key highlights include:
- Revenues reached a record $8.94 billion, a 6.8% increase over 1997.
- Adjusted operating income grew 16% to a record $2.16 billion.
- Adjusted net income exceeded $1.12 billion, a 19% improvement over 1997.
- The operating ratio improved to 75.9%, nearly 2 points better than 1997's adjusted ratio.
- Safety continued to improve, with reductions in reportable injuries and rail accidents.
Burlington Northern Santa Fe Corporation's 1999 Annual Report summarizes the company's performance in 1999 and compares it to 1994, the year before the BNSF merger. Key points:
1) BNSF achieved record results in safety, customer service, efficiency and financial performance in 1999 compared to 1994.
2) Safety metrics like lost workdays and injuries dropped significantly. Customer service improved with 91% on-time performance. Operating expenses per ton-mile dropped 20-25%.
3) Financial results were also much stronger, with operating income reaching a record $2.24 billion, up 14% annually from 1994. The operating ratio improved 9 points to 75.4%.
Burlington Northern Santa Fe Corporation's 2000 Annual Report summarizes the company's performance for the year. Key points include:
- Revenues grew to $9.2 billion while operating expenses only increased 1% despite a $230 million rise in fuel costs.
- Intermodal revenues increased 6% to a record level while safety and efficiency improvements were made.
- However, weak coal demand, high fuel prices, and a slow US economy impacted results for the year.
- Over the past five years since the Burlington Northern and Santa Fe merger, significant progress has been made in safety, service, efficiency and financials.
This document is the 2001 Annual Report to Shareholders for Burlington Northern Santa Fe Corporation. It contains the following key information:
1) The CEO discusses BNSF's progress on its strategic priorities of People, Growth, Ease of Doing Business, Service, and Efficiency in 2001, noting challenges from the economic slowdown but some record achievements.
2) Safety improvements were made but injuries remained level, while discussions progressed with unions on safety agreements.
3) Revenues were flat in 2001 due to economic conditions, but some business lines like Mexico grew, and new customers and services helped capture additional market share.
4) Financial results disappointed expectations for revenue and operating ratio goals, though costs
BNSF is a major railroad network in the United States that transports a variety of goods. In 2003, BNSF saw revenue growth of 5% driven by strong intermodal growth, though on-time performance fell short of goals. Safety performance reached record levels with injury rates down significantly. Looking forward, BNSF aims to continue revenue growth through initiatives like expanding intermodal capacity and pursuing market-based pricing across all business lines.
Burlington Northern Santa Fe Corporation reported earnings of $0.36 per diluted share for the first quarter of 2001, compared to $0.55 per diluted share for the same period in 2000. Freight revenues were $2.26 billion, up slightly due to a 4% increase in ton-miles. Operating expenses increased 7% to $1.87 billion due to higher fuel costs, severe winter weather, and increased energy costs. The operating ratio was 81.5% compared to 77.3% in 2000. Revenue from agricultural commodities increased 11% while industrial revenues declined 3% and coal revenues declined 1% compared to the first quarter of 2000.
The document is Burlington Northern Santa Fe Corporation's 2nd Quarter 2001 Investors' Report. It summarizes that:
1) Earnings were $0.50 per diluted share compared to $0.53 per diluted share in the same period last year, with revenues remaining even despite 2% higher ton-miles.
2) Operating expenses were $65 million higher due to factors like flooding in the Midwest and higher fuel costs.
3) Operating income decreased to $428 million from $483 million last year, and the operating ratio increased to 80.9% from 78.4% last year.
The document is Burlington Northern Santa Fe Corporation's third quarter 2001 investors' report. Key points:
- Earnings per share were $0.58 compared to $0.64 in third quarter 2000. Freight revenues were $2.31 billion, even with last year.
- Operating expenses were higher by $69 million due to increased compensation, benefits, and fuel costs. Operating income was $502 million versus $571 million in 2000.
- 4.1 million shares were repurchased in the quarter, bringing the total under the buyback program to 101.1 million shares.
- The report provides financial statements and statistics on revenues, expenses, operations, and capital expenditures for
This document provides an annual investors' report for Burlington Northern Santa Fe Corporation for 2001. It includes key financial information such as earnings results for Q4 and full year 2001, operating revenues and expenses, balance sheet information, and cash flow information. Specifically, it notes that Q4 2001 earnings were $0.46 per share including workforce reduction costs, or $0.57 per share excluding those costs. For the full year, earnings were $1.87 per share including unusual items, or $2.08 per share excluding unusual items. It also highlights free cash flow of $443 million for the full year, up 3% from 2000.
1. Burlington Northern Santa Fe reported first quarter 2002 earnings of $0.45 per share, up from $0.34 per share in first quarter 2001, which included non-recurring losses.
2. Freight revenues decreased 6% to $2.14 billion due to softer demand across all major product sectors and mild winter weather reducing coal shipments.
3. Operating expenses decreased 4% to $1.8 billion due to reductions in fuel costs, compensation, and equipment rents, partially offsetting the revenue decline.
Burlington Northern Santa Fe reported earnings of $0.51 per share for Q2 2002, up slightly from $0.50 per share in Q2 2001. Freight revenues were $2.18 billion, down 3% from the previous year, with declines in coal, agricultural products, and industrial products offsetting growth in consumer products. Operating expenses decreased 2% despite lower fuel prices, helping maintain the operating ratio at 81.4%. The company also repurchased 4.2 million shares during the quarter.
The document is Burlington Northern Santa Fe Corporation's third quarter 2002 investors' report. It includes:
- BNSF reported earnings of $0.51 per share for Q3 2002, even with adjusted earnings of $0.56 per share for the same period in 2001.
- Freight revenues were $2.28 billion for Q3 2002, even with adjusted revenues of $2.28 billion for Q3 2001.
- Operating income decreased to $421 million for Q3 2002 compared to adjusted operating income of $470 million for Q3 2001, with the operating ratio increasing to 81.6% from 79.4%.
This document provides an annual investors' report for Burlington Northern Santa Fe Corporation for 2002. It includes:
1) Key financial highlights for Q4 2002 including $0.54 earnings per share, $2.27 billion in freight revenues, and $436 million in operating income.
2) Annual 2002 results including $2.00 earnings per share, $8.87 billion in freight revenues, and $1.66 billion in operating income.
3) Details of common stock repurchases totaling approximately 116 million shares under their repurchase program.
The Universal Account Number (UAN) by EPFO centralizes multiple PF accounts, simplifying management for Indian employees. It streamlines PF transfers, withdrawals, and KYC updates, providing transparency and reducing employer dependency. Despite challenges like digital literacy and internet access, UAN is vital for financial empowerment and efficient provident fund management in today's digital age.
1. Elemental Economics - Introduction to mining.pdfNeal Brewster
After this first you should: Understand the nature of mining; have an awareness of the industry’s boundaries, corporate structure and size; appreciation the complex motivations and objectives of the industries’ various participants; know how mineral reserves are defined and estimated, and how they evolve over time.
Solution Manual For Financial Accounting, 8th Canadian Edition 2024, by Libby...Donc Test
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Discover the Future of Dogecoin with Our Comprehensive Guidance36 Crypto
Learn in-depth about Dogecoin's trajectory and stay informed with 36crypto's essential and up-to-date information about the crypto space.
Our presentation delves into Dogecoin's potential future, exploring whether it's destined to skyrocket to the moon or face a downward spiral. In addition, it highlights invaluable insights. Don't miss out on this opportunity to enhance your crypto understanding!
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5 Tips for Creating Standard Financial ReportsEasyReports
Well-crafted financial reports serve as vital tools for decision-making and transparency within an organization. By following the undermentioned tips, you can create standardized financial reports that effectively communicate your company's financial health and performance to stakeholders.
Vicinity Jobs’ data includes more than three million 2023 OJPs and thousands of skills. Most skills appear in less than 0.02% of job postings, so most postings rely on a small subset of commonly used terms, like teamwork.
Laura Adkins-Hackett, Economist, LMIC, and Sukriti Trehan, Data Scientist, LMIC, presented their research exploring trends in the skills listed in OJPs to develop a deeper understanding of in-demand skills. This research project uses pointwise mutual information and other methods to extract more information about common skills from the relationships between skills, occupations and regions.
"Does Foreign Direct Investment Negatively Affect Preservation of Culture in the Global South? Case Studies in Thailand and Cambodia."
Do elements of globalization, such as Foreign Direct Investment (FDI), negatively affect the ability of countries in the Global South to preserve their culture? This research aims to answer this question by employing a cross-sectional comparative case study analysis utilizing methods of difference. Thailand and Cambodia are compared as they are in the same region and have a similar culture. The metric of difference between Thailand and Cambodia is their ability to preserve their culture. This ability is operationalized by their respective attitudes towards FDI; Thailand imposes stringent regulations and limitations on FDI while Cambodia does not hesitate to accept most FDI and imposes fewer limitations. The evidence from this study suggests that FDI from globally influential countries with high gross domestic products (GDPs) (e.g. China, U.S.) challenges the ability of countries with lower GDPs (e.g. Cambodia) to protect their culture. Furthermore, the ability, or lack thereof, of the receiving countries to protect their culture is amplified by the existence and implementation of restrictive FDI policies imposed by their governments.
My study abroad in Bali, Indonesia, inspired this research topic as I noticed how globalization is changing the culture of its people. I learned their language and way of life which helped me understand the beauty and importance of cultural preservation. I believe we could all benefit from learning new perspectives as they could help us ideate solutions to contemporary issues and empathize with others.
How Does CRISIL Evaluate Lenders in India for Credit RatingsShaheen Kumar
CRISIL evaluates lenders in India by analyzing financial performance, loan portfolio quality, risk management practices, capital adequacy, market position, and adherence to regulatory requirements. This comprehensive assessment ensures a thorough evaluation of creditworthiness and financial strength. Each criterion is meticulously examined to provide credible and reliable ratings.
Understanding how timely GST payments influence a lender's decision to approve loans, this topic explores the correlation between GST compliance and creditworthiness. It highlights how consistent GST payments can enhance a business's financial credibility, potentially leading to higher chances of loan approval.
Fabular Frames and the Four Ratio ProblemMajid Iqbal
Digital, interactive art showing the struggle of a society in providing for its present population while also saving planetary resources for future generations. Spread across several frames, the art is actually the rendering of real and speculative data. The stereographic projections change shape in response to prompts and provocations. Visitors interact with the model through speculative statements about how to increase savings across communities, regions, ecosystems and environments. Their fabulations combined with random noise, i.e. factors beyond control, have a dramatic effect on the societal transition. Things get better. Things get worse. The aim is to give visitors a new grasp and feel of the ongoing struggles in democracies around the world.
Stunning art in the small multiples format brings out the spatiotemporal nature of societal transitions, against backdrop issues such as energy, housing, waste, farmland and forest. In each frame we see hopeful and frightful interplays between spending and saving. Problems emerge when one of the two parts of the existential anaglyph rapidly shrinks like Arctic ice, as factors cross thresholds. Ecological wealth and intergenerational equity areFour at stake. Not enough spending could mean economic stress, social unrest and political conflict. Not enough saving and there will be climate breakdown and ‘bankruptcy’. So where does speculative design start and the gambling and betting end? Behind each fabular frame is a four ratio problem. Each ratio reflects the level of sacrifice and self-restraint a society is willing to accept, against promises of prosperity and freedom. Some values seem to stabilise a frame while others cause collapse. Get the ratios right and we can have it all. Get them wrong and things get more desperate.
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LEAR aany
1. ®
Auto Analysts of
New York Conference
January 11, 2007
Agenda
2006 Accomplishments
Bob Rossiter, Chairman and CEO
Operating Priorities
Doug DelGrosso, President and COO
2007 Outlook and Sales Backlog Update
Jim Vandenberghe, Vice Chairman and CFO
2
®
2. Major 2006 Accomplishments
Repositioned our product portfolio for future success
Core Dimension product and technology strategy
TM
Continued to aggressively grow total Asian sales
Completed refinancing of near-term debt maturities
Significantly Strengthened The Company’s
Financial Flexibility And Competitive Position
3
®
Repositioned Our Product
Portfolio For Future Success*
Strategic Investment
Core Products
Electronic
Seating Interior
and Electrical
Lear’s Product
Portfolio
2006 Initiatives Maintained superior quality levels Agreements to contribute Lear’s
• •
New product-focused organization operations to IAC joint ventures
•
Increased technology focus Retained minority interest
• •
Further diversified sales mix
•
Restructuring actions
•
Increased low-cost sourcing
•
Cost and efficiency improvements
•
Outlook Margins Improve Further Global Consolidation;
Improving Financial Results
4
* Please see slide titled “Forward-Looking Statements” at the end of this presentation for further information.
®
3. Core DimensionTM
Product And Technology Strategy
SAFETY ENVIRONMENTAL COMMONIZATION INFOTAINMENT FLEXIBILITY
COMFORT & CRAFTSMANSHIP
SYSTEMS SYSTEMS SYSTEMS
CONVENIENCE
• Cushion Tilt 2nd
• ComforTecTM • EnviroTecTM • Lear Premium • Lear Flexible Seat
• ProTecTM PLuS
Row
Leather Architecture Gen 2
• SoyFoamTM
• Climate Seat
• Remote Release
• Sculpted Seat • Quick Connect
2nd Row Easy
• Pneumatic Seat Technology Seat Assembly Entry
• Integrated Seat • Trim Clip • Modular Rear Seat • Thin Profile
Adjuster Module Folding Rear
• SmartFoldTM
3rd Row
• RF Passive Entry • Ambient Lighting • Gateway Module • Premium
• Adaptive Front • Battery
Audio
Light System Monitoring
• Car2UTM Home • Flat Flexible • Passive / Smart Amplifier
System
Automation Cable Junction Boxes
• IntelliTire®
System • Family
• DC/AC
• Car2UTM Two- • Solid-State Smart Entertainment
Inverters
Way Remote • RF CarFinder Junction Box System
Keyless Entry Technology
• DC/DC
• TV Receiver
Converters
• RF Vehicle • Smart Trailer Tow Analog
Immobilizer Module
5
Electronic and Electrical
Seating
®
Continued To Aggressively
Grow Total Asian Sales **
Revenue in Asia and with Lear’s Targeted
Asian Manufacturers* Asian Sales by Major Market
(in millions)
Consolidated
y
all
Non-consolidated
nu China
An
%
25 North
of
th America
≈ $3,100
row
tG $2,500
rge Korea &
Ta $2,200
$1,800 India
$1,200
$800 Europe
Other Asia
2002 2003 2004 2005 2006 2007 2010
Forecast Target
Rapid Growth In Asian-Related Sales Led By Expanding
Relationships With Hyundai, Nissan And Toyota,
As Well As Growth In Emerging Markets Such As China
6
* Total Asian-related sales target includes consolidated and non-consolidated sales.
** Please see slide titled “Forward-Looking Statements” at the end of this presentation for further information.
®
4. Completed Refinancing
Of Near-Term Debt Maturities
Lear’s Maturity Profile – as of 12/31/06
($ in millions)
$2,000
$1,700
$1,500
$1,000
$1,000
$600
$400
$500 $300
$73 * $41
$0
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
Term Loan Public Bonds Revolving Credit Facility
* Assumes 12/31/06 Euro exchange rate of 1.32
Proven access to capital markets with recent debt and equity
issuances
Liquidity remains strong; $1.7 billion revolver committed to 2010
Focused on maintaining a strong and flexible balance sheet
No Significant Debt Maturities Until 2010
7
®
Operating Priorities
8
®
5. Operating Priorities*
World-class quality and customer service
Lowest cost supplier in Seating and Electrical Distribution
Increased focus on innovation and new technology
Continued sales diversification by customer, region and vehicle
segment
Return Business To Historic Levels Of
Operating Margins And Free Cash Flow
* Please see slide titled “Forward-Looking Statements” at the end of this presentation for further information. 9
®
Operating Priorities
World-Class Quality And Customer Service
“Supplier of the Year for Seating Systems” (Global)
“Special Recognition for Customer Service” (Global)
“Outstanding Effort in Design Engagement” (Europe)
“Superior Supplier Diversity and Excellence in Quality” (North America)
“Supplier Award of Excellence” (Sweden)
“Excellence in Quality and Product Development” (Mexico)
“Best Quality and Among Top Three in Cost Reduction” (Brazil)
“Zero Defect Award” (Mexico)
“Value Engineering Award for Number of Ideas Submitted” (Japan)
“Best Supplier Award” (Russia)
“Supplier Cost Reduction Award” (Brazil)
“Superior Quality and Delivery” (Mexico)
10
“Best Performance in Product Development” (India)
®
6. Operating Priorities
Maintaining A Competitive Global Footprint*
England
Slovakia Turkey
TACLE JV - China
Seat Trim
Seating Components
Nissan Seating
Guangzhou
TACLE JV – Nissan Seating
U.S. (Tennessee)
Nanjing
TACLE JV-
Ford / Mazda – Seating
Nissan Seating
Shanghai
Cadillac – Seating
CTO Center
Mexico
Engineering Center
Piedras Negras
Seating Components
Seating Components (2)
Wuhu
Monclova
Chery – Seating
Seating Components
India
Chennai
Honduras BMW/Ford – Seating
Wire Harnesses Hyundai – Seating
Pune
TATA – Seating
Seating Components
Nashik
South Africa M&M/Renault – Seating
Seat Trim Halol
GM – Seating
New Lear Facilities in 2006 and 2007
11
* Please see slide titled “Forward-Looking Statements” at the end of this presentation for further information.
®
Operating Priorities
Evolving Component Manufacturing Footprint*
Number of Component Facilities
Excluding Interior Business
Low-Cost
Traditional Today 30% of Lear’s components
come from 20 low-cost countries
41
(LCC), including essentially all
35
wire harnesses and seat trim
covers
27
Targeting 45% content from LCC
with future sourcing of headrests
16
and increased portions of seat
frames and substructures, as well
as selected electronics
2005 2007 2005 2007
12
* Please see slide titled “Forward-Looking Statements” at the end of this presentation for further information.
®
7. North America
Major 2007 Launches -- High Volume
Chevrolet Silverado GMC Sierra
Car2UTM Home Automation
Premium Seating (Craftsmanship), including Lear’s
Flexible Architecture (Commonization) and Door Panels (Comfort & Convenience) 13
®
North America
Major 2007 Launches -- Premium Vehicle
Advanced Front
Lighting (Safety)
Light Electronics Module
(Commonization)
Passive Junction Box
Module (Commonization)
BMW 3-Series Convertible
Terminals & Connectors
(Commonization)
Prefuse Battery Box
and Powerfuses
(Commonization)
Hifi Amplifier
(Infotainment)
Premium Seating (Craftsmanship)
14
®
8. North America
Major 2007 Launches -- Asian
IntelliTire® (Safety)
Hyundai Veracruz
15
Seating System (Flexibility)
®
North America
Major 2007 Launches -- Crossover Entries
Acura MDX Ford Edge / Lincoln MKX
Wire Harnesses (Commonization) IntelliTire® (Safety)
BMW X5 SAV – Premium Seating (Craftsmanship), Ford Escape / Mercury Mariner
Electronics and Family Entertainment System (Infotainment) Wire Harnesses (Commonization)
Saturn VUE – Seating (Flexibility) 16
Honda CR-V – Wire Harnesses (Commonization)
®
9. Europe And Rest Of World
Major 2007 Launches
Europe Rest of World
Cadillac SLS (China)
Audi A4
Seating, Door Panels, Flooring & Acoustics
Seating, Electronics
Chang'an CV6, CV8, CV11, CM5 (China)
BMW 3-Series M-Sport
Seating, Electronics Seating
Fiat Bravo Fiat Punto (Brazil)
Seating Seating, Electrical Distribution
Ford Mondeo Ford Mondeo (China)
Seating (first common seat architecture program Seating, Door Panels, Overhead System
in Europe)
Hyundai Santro Minicar (India)
Jaguar S-Type
Seating
Seating, Overhead System
Mahindra Scorpio (India)
Mercedes C-Class
Seating
Seating
Nissan Geniss MPV and Sylphy Sedan (China)
Nissan Qashqai
Seating
Seating, Electrical Distribution
Volvo V70 PSA B53 (Argentina) 17
Seating Seating, Electrical Distribution
®
Operating Priorities
Innovation - SoyFoam™
SoyFoam™ is a soybean oil-based flexible foam material for use in
automotive applications
Lear, working in partnership with Ford, has developed market-ready
seating applications for SoyFoam™
Advantages of SoyFoam™
SoyFoam™
Lower environmental impact to produce
Up to 24% renewable vs. traditional non-renewable
petroleum-based foam
Reduces dependency on volatile energy markets
Potential for reducing automotive seating foam
costs as use reaches critical mass
- Lear Markets SoyFoam™ and Other Environmentally-Friendly
Environmentally-
SoyFoam™
Automotive Interior Products Under the EnviroTec™ Trade Name
EnviroTec™
18
®
10. Operating Priorities
Innovation - Solid-State Smart Junction Box
A Smart Junction Box (SJB) is the main hub of a vehicle’s electrical
system
SJBs control power to electrical features, such as power windows, power
door locks, lighting, instrumentation and audio/visual systems
S
M
Advantages of Solid-State SJB
Solid-
A
R
50% to 80% reduction in volume
T
70% reduction in weight
J
Increased packaging flexibility
U
Current
N
5% to 20% reduction in cost
C
T
Improved reliability and durability
I
O Enhanced diagnostics capability
N
B
O
Solid-State
X 19
®
2007 Outlook and Sales
Backlog Update
20
®
11. 2007 Outlook
Industry Production Key Assumptions*
2006 Estimate 2007 Outlook
North American Production
Total Industry ≈ 15.3 mil About Flat
Big Three ≈ 10.2 mil Down ≈ 2%
European Production
Total Industry ≈ 19.0 mil Up ≈ 1%
Lear's Top 5 Customers ≈ 9.6 mil About Flat
Euro $1.25 / Euro $1.30 / Euro
21
* Please see slide titled “Forward-Looking Statements” at the end of this presentation for further information.
®
2007 Outlook
Key Lear Factors Turn Positive*
Definitive direction for Interior business
Continued sales diversification
Growth in Asia and with Asian manufacturers globally
Improved launch efficiency and lower launch-related costs
Potential for moderation in commodity costs
Increasing savings from global restructuring actions
A Number Of Lear Factors Turn Positive In 2007
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* Please see slide titled “Forward-Looking Statements” at the end of this presentation for further information.
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12. 2007 Outlook
Global Restructuring Initiative*
Lear’s major restructuring initiative was launched in mid-2005 in response
to depressed industry conditions, changing market trends and significant
customer restructuring actions and is expected to be completed in 2007
On track to close 15 facilities, consolidate numerous administrative
centers and reduce census by 5% or more and increase sourcing and
engineering in low-cost countries
Restructuring Investments Estimated Annual Savings
(in millions) (in millions)
≈ $125
$104 ≈ $100 ≈ $100 ≈ $100
≈$70
2006 2007 Ongoing
2005 2006 2007
Estimate Outlook Annual
Estimate Outlook 23
* Please see slide titled “Forward-Looking Statements” at the end of this presentation for further information.
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2007 Outlook
Assessment Of Key Financials*
Assuming an industry production environment that is roughly in line
with 2006. . . we see the following outlook for 2007:
Within our core Seating and Electronic and Electrical businesses:
Global new business of about $800 million,
Seating margins continue to improve to the mid-5% level, excluding
restructuring costs and other special items,
Electronic and Electrical margins improve during the course of the
year to the 5.5% to 6% range, also excluding restructuring costs
and other special items,
Capital spending is expected to be approximately $250 million and
Free cash flow is expected to be solidly positive.
* Please see slides titled “Non-GAAP Financial Information” and “Forward-Looking Statements” at the end of this presentation 24
for further information.
®
13. 2007 Outlook
Net Sales – Core Businesses**
Net Sales – Core Businesses* 2007 Net Sales Outlook
(in billions)
≈$15.0
≈ $800 million of new Seating
≈ $14.5
and Electronic and Electrical
$14.0
business
Roughly flat industry volume
Slightly negative platform mix
Favorable foreign exchange,
primarily stronger Euro
2005 2006 2007
Estimate Outlook
* Excludes Interior business:
- 2005 $3.1 billion
- 2006 Approximately $3.2 billion
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** Please see slides titled “Non-GAAP Financial Information” and “Forward Looking Statements” at the end of this presentation for
further information.
®
Margin Improvement Actions
For Core Businesses*
To offset the adverse impact of unfavorable platform mix and a continued
challenging pricing environment, we are implementing the following actions:
Seating Business Electronic & Electrical Business
New global Seating business Savings from restructuring actions
New global Seating business Savings from restructuring actions
Selective vertical integration (e.g., Copper cost recovery
Selective vertical integration (e.g., Copper cost recovery
seat structures, trim and foam)
seat structures, trim and foam)
Ongoing cost and efficiency actions
Ongoing cost and efficiency actions
Savings from restructuring actions
Savings from restructuring actions
Increased low-cost sourcing
Increased low-cost sourcing
Ongoing cost and efficiency actions
Ongoing cost and efficiency actions
Proprietary products and technology
Proprietary products and technology
Commercial/commodity negotiations
Commercial/commodity negotiations
New products and technology
New products and technology
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* Please see slides titled “Forward Looking Statements” at the end of this presentation for further information.
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14. 2007 Outlook
Core Operating Earnings – Core Businesses**
2007 Core Operating
Core Operating Earnings*
Earnings Outlook
(Core Businesses)
(in millions)
+ New global business
$560 - $600
$520 - $550
+ Improving Margins
$401
+ Lower launch activity and cost
+ Restructuring savings
+ Moderating commodity prices
Adverse platform mix
–
2005 2006 2007
Challenging pricing environment
–
Guidance Outlook
* Excludes Interior Business:
- 2005 $(77) million
- 2006 Approximately $(175) million
** Core Operating Earnings reflects income before interest, other expense, income taxes, impairments, restructuring costs and other special items.
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Please see slides titled “Non-GAAP Financial Information” and “Forward Looking Statements” at the end of this presentation for further information.
®
Sales Backlog Update*
Three-year sales backlog down from
2007 – 2009 Sales Backlog recent levels, reflecting:
– Majority of Lear’s North American
$1.4
(in billions)
production volume recently changed
over to new models
– Evolving business model, with fewer
pass-through sales and increased
$0.8
emphasis on components
– Downsizing by the Big Three
– N.A. market shift away from pickups
and large SUVs
Composition of sales backlog is also
changing, reflecting:
– Increased importance of
non-consolidated sales from strategic
Base Base Plus
Sales Backlog Non-Consolidated
joint ventures
Sales Backlog
Key sourcing decisions over planning
horizon still open
New Business in Asia and with
Asian Manufacturers Globally.
* For a definition of sales backlog and underlying backlog development assumptions, please see slide titled “Forward-Looking 28
Statements” at the end of this presentation.
®
15. Q and A Session
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®
Non-GAAP Financial Information
In addition to the results reported in accordance with accounting principles generally accepted in the United States (“GAAP”) included
throughout this presentation, the Company has provided information regarding certain non-GAAP financial measures. These measures
include “core operating earnings – core businesses” (income before interest, other expense, income taxes, impairments, restructuring costs
and other special items), “net sales – core businesses” and “free cash flow.” Free cash flow represents net cash provided by operating
activities before the net change in sold accounts receivable, less capital expenditures. The Company believes it is appropriate to exclude
the net change in sold accounts receivable in the calculation of free cash flow since the sale of receivables may be viewed as a substitute
for borrowing activity.
Management believes that the non-GAAP financial measures used in this presentation are useful to both management and investors in their
analysis of the Company’s financial position and results of operations. In particular, management believes that core operating earnings –
core businesses and net sales – core businesses are useful measures in assessing the Company’s financial performance by excluding
certain items that are not indicative of the Company’s core operating earnings or that may obscure trends useful in evaluating the
Company’s continuing operating activities. Management also believes that these measures are useful to both management and investors in
their analysis of the Company's results of operations and provide improved comparability between fiscal periods. Management believes that
free cash flow is useful to both management and investors in their analysis of the Company’s ability to service and repay its debt. Further,
management uses these non-GAAP financial measures for planning and forecasting in future periods.
These non-GAAP financial measures should not be considered in isolation or as substitutes for net income (loss), pretax income (loss), cash
provided by operating activities or other income statement or cash flow statement data prepared in accordance with GAAP or as measures
of profitability or liquidity. In addition, the calculation of free cash flow does not reflect cash used to service debt and therefore, does not
reflect funds available for investment or other discretionary uses. Also, these non-GAAP financial measures, as determined and presented
by the Company, may not be comparable to related or similarly titled measures reported by other companies.
Set forth on the following slides are reconciliations of historical non-GAAP financial measures to the most directly comparable financial
measures calculated and presented in accordance with GAAP. Given the inherent uncertainty regarding special items and the net change
in sold accounts receivable in any future period, a reconciliation of forward-looking financial measures is not feasible. The magnitude of
these items, however, may be significant.
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®
16. Non-GAAP Financial Information
Reconciliations of net sales – core businesses
and core operating earnings – core businesses
2005
Subtotal -
Electronic and Corporate Core
(in millions) Seating Electrical and Other Businesses Interior Consolidated
Net sales $ 11,035.0 $ 2,956.6 $ - $ 13,991.6 $ 3,097.6 $ 17,089.2
Segment earnings $ 323.3 $ 180.0 $ (206.8) $ 296.5 $ (191.1) $ 105.4
Fixed asset impairment charges - - - 82.3 82.3
Costs related to restructuring actions 33.0 39.0 2.0 74.0 32.3 106.3
Litigation charges 30.5 - 30.5 - 30.5
Adjusted segment earnings
$ 386.8 $ 219.0 $ (204.8) $ 401.0 $ (76.5) $ 324.5
(core operating earnings)
31
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Non-GAAP Financial Information
Reconciliation of segment earnings to
loss before income taxes and cumulative effect of a
change in accounting principle
(in millions) 2005
Seating $ 323.3
Electronic and Electrical 180.0
Interior (191.1)
Segment earnings $ 312.2
Corporate and geographic headquarters and
elimination of intercompany activity (206.8)
Income before goodwill impairment charge,
interest, other expense and income taxes $ 105.4
Goodwill impairment charge 1,012.8
Interest expense 183.2
Other expense, net 38.0
Loss before income taxes and cumulative effect
of a change in accounting principle $ (1,128.6) 32
®
17. Forward-Looking Statements
This presentation contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995,
including statements regarding anticipated financial results and liquidity. Actual results may differ materially from anticipated results as
a result of certain risks and uncertainties, including but not limited to, general economic conditions in the markets in which the Company
operates, including changes in interest rates or currency exchange rates, the financial condition of the Company’s customers or
suppliers, fluctuations in the production of vehicles for which the Company is a supplier, disruptions in the relationships with the
Company’s suppliers, labor disputes involving the Company or its significant customers or suppliers or that otherwise affect the
Company, the Company's ability to achieve cost reductions that offset or exceed customer-mandated selling price reductions, the
outcome of customer productivity negotiations, the impact and timing of program launch costs, the costs and timing of facility closures,
business realignment or similar actions, increases in the Company's warranty or product liability costs, risks associated with conducting
business in foreign countries, competitive conditions impacting the Company's key customers and suppliers, raw material costs and
availability, the Company's ability to mitigate the significant impact of increases in raw material, energy and commodity costs, the
outcome of legal or regulatory proceedings to which the Company is or may become a party, unanticipated changes in cash flow,
including the Company’s ability to align its vendor payment terms with those of its customers, the finalization of the Company's
restructuring strategy and other risks described from time to time in the Company's Securities and Exchange Commission filings. In
particular, the Company’s financial outlook for 2007 is based on several factors, including the Company’s current vehicle production and
raw material pricing assumptions. The Company’s actual financial results could differ materially as a result of significant changes in
these factors. In addition, the Company’s agreement to contribute essentially all of its North American interior business to IAC North
America is subject to various conditions, including the receipt of required third-party consents, as well as other closing conditions
customary for transactions of this type. No assurances can be given that the proposed transaction will be consummated on the terms
contemplated or at all.
This presentation also contains information on the Company’s sales backlog. The Company’s incremental sales backlog reflects:
anticipated net sales from formally awarded new programs and open replacement programs, less phased-out and cancelled programs.
The calculation of backlog does not reflect customer price reductions on existing or newly awarded programs. The backlog may be
impacted by various assumptions embedded in the calculation, including vehicle production levels on new and replacement programs,
foreign exchange rates and the timing of major program launches. Lear’s 2007 – 2009 sales backlog is based on an exchange rate of
$1.30/per Euro and the following industry production assumptions: in North America, 15.3 million units in 2007; 15.7 million in 2008 and
16 million in 2009 and, in Europe, 19.1 million units in 2007; 19.5 million in 2008 and 19.9 million in 2009.
The forward-looking statements in this presentation are made as of the date hereof, and the Company does not assume any obligation
to update, amend or clarify them to reflect events, new information or circumstances occurring after the date hereof.
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