EWS ® BR I GS&T G STRAT O N. Overview l Who are the EWS core team members? l What is EWS? l Why EWS? l Why SAP? l What is your involvement? l How will.

EWS®

BRIG S & TG STRA TON

OverviewOverview

Who are the EWS core team members? What is EWS? Why EWS? Why SAP? What is your involvement? How will it affect you? When will it affect you?

EWS®

BRIG S & TG STRA TON

Who are the Core Team members ?Who are the Core Team members ?

EWS Core Implementation TeamEWS Core Implementation Team

Linda BottLinda Bott

Ed ClarkEd Clark

Grant FelsingGrant Felsing

Dan KulbeckDan Kulbeck

Jim MaciolekJim Maciolek

Art NelsonArt Nelson

Bob ReynoldsBob Reynolds

Jim SmithJim Smith

Dale SundayDale Sunday

Linda WittmannLinda Wittmann

EWS®

BRIG S & TG STRA TON

What’s EWS & Why Now ?What’s EWS & Why Now ?

What’s EWS & Why now ?What’s EWS & Why now ?

Terminology EWS - In the Beginning Why EWS now? EWS - Evolves EWS - Today

TerminologyTerminology

EWS (Enterprise Wide System)– Briggs & Stratton terminology for a class

of application software commonly known as ERP (Enterprise Requirements Planning)

– Multi-phase project to scope, define, select, and implement new software to support Briggs & Stratton’s core business functions.

Terminology Terminology (continued)(continued)

Supply Chain (Customer/Supplier Chain) – All necessary activities to take customer orders,

process them through manufacturing, purchase needed material from suppliers, and ship product to the customer.

Year 2000 Issue– Old computer systems are not designed to handle

dates properly past the year 1999. Old date format 10/20/96. New date format 10/20/1996.

EWS - In the BeginningEWS - In the Beginning

Initial scope set by a cross functional, cross divisional team in July 1995.

Integrated software package(s) that supports the core business functions of the B&S customer/supplier chain.– Order Entry - Distribution - Financials

– Manufacturing - Purchasing

EWS - In the Beginning EWS - In the Beginning (Continued)(Continued)

Defined a multi-phase project.– Scope, July 1995– Define requirements, December 1995– Select software, September 1996– Implement software, October 1996 - December

1998. Must be a client/server based system due to

technology & market changes.

Why EWS now?Why EWS now?

Business Changes.– Divisionalization - Service/Distribution– New plants - International Initiatives

New system requests– Product Configurator - Pricing– Warehouse Management - Financials

Why EWS now? Why EWS now? ((continued)continued)

Year 2000 changes.– $1.5 million non-value added cost

Current, core, business systems are 10 - 15 years old.

Doing nothing is not an option. Comprehensive, Integrated, Planned

replacement of the system is better than an Ad-hoc replacement.

EWS EvolvesEWS Evolves

Originally for core business systems Include others February 1996. Additional Objective.

– Eliminate mainframe computer by December 1998.

EWS Evolves EWS Evolves (Continued)(Continued)

Additional applications impacted.– Email– Permac – Warranty– Burleigh FPPR– Regional Plant’s Time & Attendance/Points– others

EWS Evolves EWS Evolves (Continued)(Continued)

Why expand the scope of the project?

– Very costly to support both client/server and mainframe environments.

$2 million annually

– Year 2000 Issues for still remain for non-SAP systems.

EWS - TodayEWS - Today

EWS - Customer/Supplier Chain– Objective: Implement integrated software

package(s) that supports the core business functions of the B&S customer/supplier chain functions.

– SAP package – Who’s Leading? EWS core team– Preventive Maintaince, Work Order Tracking

(Permac) part of SAP package.

EWS -Today EWS -Today (Continued)(Continued)

EWS - Eliminate Mainframe Initiative.– Objective: Eliminate the mainframe by migrating

and/or replacing all mainframe based applications with client/server based applications by December 1998.

– Who’s Leading? I/S department– Short term milestones.

Select new Email system by 12/1/97. Move Warranty system from mainframe to client/server

by 2/28/97.

EWS Customer-Supplier EWS Customer-Supplier Chain ScopeChain Scope

Order Entry Purchasing Pricing PayablesProduction

Planning

AccountReceivables

InventoryMangmt

WarehouseMangmt

BOM MRP MPS ShippingECR/ECO Mfg. Quality Cost Acctng ReceivingSupplier

Quality

SupplierScheduling

Shop FloorScheduling

SalesForecasting

Consignmnt Fixed Assets Gen. Ledger BudgetingWork Order

Tracking

PreventiveMaintenance

EWS Eliminate Mainframe EWS Eliminate Mainframe ScopeScope

Email Warranty BurlieghFPPR

Time &Attend. /Points

InfoPac SASReports

SuperNatural

Debit /Credit ???

DrawingMangmt ??

Metrology??

Commisions??

EWS®

BRIG S & TG STRA TON

Why SAP ?Why SAP ?

Best Fit for B&SBest Fit for B&S

EWS Teams– User Driven, Cross-Divisional, TQM

Areas Represented– Accounting, Customer, Materials, Manf.

Business Requirements Request For Information Scripted Demonstrations

Enterprise Wide Integrated Enterprise Wide Integrated SolutionSolution

Enterprise Wide Integrated Purchase Receipt Example

- Receiving & Purchasing Modules

- Inventory

- A/P

- G/L

Supports Current & Future Supports Current & Future BusinessBusiness

Current– Requirements of Divisions & Business Units

Future– Business Perspective– Multi-Industry– Highly Configurable

Workflow CapabilitiesWorkflow Capabilities

Requisitions and Approvals Adapts SAP to Briggs & Stratton Coordination of:

– People– Work Steps– Data

Industry Centers of Expertise Industry Centers of Expertise (ICOE)(ICOE)

Industry Specific ICOE– Automotive– High-Tech– Chemical– Consumer Products– Financial Services– Healthcare– Utilities

TechnologyTechnology

Architecture and Construction– 3 Tier– 4 GL– Message Based

SAP BackgroundSAP Background Leading Software Vendor for EWS Sales of $1.3 billion R&D of $400 million (30%) Over 6000 Companies Using SAP

- John Deere - Toro

- Remington - Polaroid

- IBM - Hewlett Packard

- Goodyear - Andrew Corp

- Varian - Convex

Why SAP?Why SAP? Best Fit for Briggs & Stratton Enterprise Wide Integrated Solution Supports Current & Future Business Workflow Capabilities Industry Centers of Expertise (ICOE) Technology SAP Background

EWS®

BRIG S & TG STRA TON

What is your involvement ?What is your involvement ?

Burleigh

Statesboro

Auburn

Poplar Bluff

Murray

Rolla

West Allis

Grey Iron

RavennaCorporate

Men. Falls

Abbott, Sue Acevedo, Herman Arndt, Paul Bagin, Daniel Barrett, Al Bazzell, Bobby Beck, Mike Bradley, Jack Brenn, Jim Brown, Jim Burton, Tom Burczyk, Renee Clark, Edward Dahms, Pete DeBaets, Dave DeCloux, Neil Denk, Cindy Dethloff, Vivian Dunphy, Mike Felsing, Grant Futrell, Jeff

Garczynski, Celine Guy, John Guzewski, George Hartmann, Charles Hoch, Steve Hoefler, Barb Holbrook, Diane Huth, Chuck Janke, Jim Jingst, Doug Kernwein, Don Klenk, Don Klisch, Dennis Kluchka, John Kostopulos, Mary Kowalewski, Dick Kroeger, Alan Kroll, Mary Kulbeck, Dan Lawhorn, Tanzy Lunowa, Cathy

Lynch, Roger Maciolek, Jim Madsen, Mary McLeod, Linda Moore, Tom Morisse, Jeffrey Nawrocik, Barb Neureuther, Bill O'Shea, Judy Opala, Carl Pagelsdorf, Arnie Plutschack, Sharon Ramm, Maureen Regall, Linda Reynolds, Robert Roeder, Ted Rozga, Thomas Salsbury, Larry Sanders, Dale Schaffer, Dean Sczesny, Gene

Seflow, Kent Shaffer, Jay Shefchik, John Sippel, Lloyd Smith, James Smith, Jim Staudinger, Frank Sunday, Dale Szukalski, Karen Thompson, Mike Thompson, Ross Twinem, Carita Williams, Ken Wucinski, Dave Wittmann, Linda Zizis, Karla

Customer Materials Mgmt, Manuf, Planning Accounting

Decide what tolook for in a software package, (Scope)

Document whatB&S needs fromthe software, (Requirements)

Select software package,

Next?Next?

- Customer - Procurement - Manufacturing - Accounting - Plant Maint - Warehousing

Configure

ConferenceConferenceRoomRoomPilotPilot

*Review questions that the software asks. . . *Answer them as Briggs & Stratton needs.

Verify

ConferenceConferenceRoomRoomPilotPilot

- Customer - Procurement - Manufacturing - Accounting - Plant Maint, - Warehousing

*Exercise the system to assure it fits our needs*Fine tune the system to match all business units

Burleigh

Statesboro

Auburn

Poplar Bluff

Murray

Rolla

West Allis

Grey Iron

RavennaCorporate

Men. Falls

Rollout

Train ‘EVERYONE’

EWS®

BRIG S & TG STRA TON

How will it affect you ?How will it affect you ?

What will EWS mean to you?What will EWS mean to you? What happens while we work on the new

system? Today compared with the future What will be different? What will be the same? New Terminology Communication and Feedback Change Management

While we work on the new While we work on the new SystemSystem

‘Freezing’ conventional I/S systems Enhancements on hold Minimal fixes Not much in the way of new reports

Today compared to the futureToday compared to the future Today

– Mainframe terminals do the job

– Character based presentation Future

– 500 mainframe terminals replaced by PCs

– Some PCs will need to be upgraded

– Windows based environment

What will be different?What will be different? Process customer orders Schedule orders See/print Bill of Material Do inventory transactions Write maintenance work orders Do requisitions and approvals Generate Bar-coded labels

What will be different?What will be different? Changing to Client/Server

– E-Mail– Supersession– Infopac

Internet/Intranet communication capabilities Customers & Suppliers get new dial-in

What will be the same?What will be the same?

We will still make engines!We will still make engines!

New TerminologyNew Terminology Client Server Environment

– Client is your PC, Server is a controlling device in Milwaukee

Network– Bunch of PCs wired together to share software

and hardware Graphical User Interface - GUI

– Using pictures on the screen (Icon) and a mouse, graphics, colors and special fonts

Communication and FeedbackCommunication and Feedback

Employees at all levels who are affected by the new system need to be informed by a rigorous communications program. The key to success in this effort is repetition and accurate setting of expectations.

Implementing SAP R/3 - Nancy Bancroft

Change Management Change Management

Magnitude of change will be greater than imagined.

The most resistance will not appear until after implementation.

Managed change may be expensive, but the costs are minor compared to unmanaged change.

Implementing SAP R/3 - Nancy Bancroft

EWS®

BRIG S & TG STRA TON

When will it affect you ?When will it affect you ?

Core

Team

Training

11-96

Nov Jan ‘97 Apr Jul Oct Jan ‘98 Apr Jul

Conference

Room

Pilots

20%

40%

60%

80%

SystemValidation

User

Training

Roll-

Out

2-98Through

12-98

Rapid

Fire

EWS®

BRIG S & TG STRA TON