ASQ Milwaukee Section 1202 May 21, 2012

1. ASQ Milwaukee Section 1202May 21, 2012 Business Process Transformation at Harley-Davidson

2. Topics for Tonight Business Process Management Defined Harley-Davidson Business Process Transformation Group Structure Example of Managing a Process Answer Your Questions

3. Our History

4. Where we are headed

5. Aspects of Business Process Management (BPM)

6. Harley-Davidson�s Process Transformation

7. Global Process Management: A 3rd Dimension in Management

8. Provide strategic alignment and prioritization of overarching global processes for standardization and improvement Lead the development of the Enterprise Capabilities Roadmap (i.e. ERP, PLM, HDDS) in alignment with Company priorities Define, standardize and improve global processes Prepare business units for implementation Lead and execute ERP initiatives Continuously improve our capabilities and processes for implementation Harley-Davidson Business Process Transformation Group Purpose

9. We provide leadership in process thinking and deliver robust end-to-end global business solutions. Our employees engage our stakeholders to ensure standardized work is planned, designed, and implemented with operational silence.

10. More than a �systems� implementationAll Work Centered Around Integrating the �Four Gears�

11. New Structure to Support Process Transformation

12. Purpose: Develop and manage the process of mapping the company�s strategies to major business processes (e.g. Supply Chain, Sales, Finance) and identify a sequence of projects aimed at developing or enhancing the set of capabilities to deliver the strategies.  Areas of Focus: Manage the Enterprise Business Capabilities (EBC) Roadmap process Facilitate the governance process to deliver the EBC Roadmap Provide process ownership for the enterprise process framework

13. Purpose: Identify and develop the future state Processes, Data, and People Skills aligned with Enabling Technologies to deliver or advance the capabilities identified in the EBC Roadmap. Areas of Focus: Establish global process ownership and governance to drive process standardization and alignment across regions, business units and functions Facilitate decision making with Executive Business Process Owners  Ensure the processes, data and people aspects are prepared before the systems work begins

14. Purpose: Specify, develop and deploy the future-state processes and information technology specified in a prior Prepare project. Areas of Focus: Complete detailed design of business and data processes aligned with enabling technologies. Lead deployment teams to ensure organizational readiness Provide oversight of testing processes Launch and support new business processes

15. Purpose of a Centralized CI Department: Establish common thinking, integration, tools and evaluation to drive a sustainable CI culture. Areas of Focus: Provide a foundation for standardized work (ISO/QMS) Provide support to Global Process Owners & HDMC prioritized strategic initiatives Embedded support in HDMC SG&A functions to support projects and drive the CI Culture Provide CI assessments and action plans Knowledge management and Six Sigma training

16. Purpose: Prepare our people for the change through a comprehensive change management plan that moves them up the change curve from awareness to understanding to adoption to ownership. Areas of Focus: Change Management End User Training Communication Stakeholders: Leadership, End Users (people impacted by change) and Project Team Members

17. Sales & Operations Planning(S&OP) Process

18. S&OP is a decision-making process that balances demand and supply and integrates financial and operations plans

19. Lots of competing forces Finance � wants control and predictability of operations Sales and Marketing � wants guaranteed product availability Supply Chain � wants to minimize risk and disruption Operations � wants to minimize demand uncertainty Healthy dialogue between stakeholdersLots of competing forces Finance � wants control and predictability of operations Sales and Marketing � wants guaranteed product availability Supply Chain � wants to minimize risk and disruption Operations � wants to minimize demand uncertainty Healthy dialogue between stakeholders

20. S&OP Process Management Old approach: Had us looking at our jobs in silos New approach: Encourages a holistic view (e.g., How are you impacting internal customers and external customers?) Managing a process means we need to work horizontally, west to east, manage sideways� Process managers understand how all their job activities, in their process, fit together and interconnect with other processes to ultimately serve the customer S&OP is a great example of managing the entire process including the �white space�

21. S&OP �White Space� The white space is the handoff or connection points in a process White space is the area where all too often quality suffers, time slips, costs go up and customer value gets damaged S&OP is the glue that keeps accountability and quality in the process, especially in the white space S&OP white space examples: Manage the hand off of the forecast between Sales and Manufacturing Facilitate the creation of a common S&OP dashboard for North American Sales and International Tie the entire process together to produce an operations schedule that supports Dealer orders

22. The Bottom Line � Business Process Transformation comes to the table with a bias toward finding integrated solutions with common processes that will make the company�not just a specific function�more effective overall.

23. What questions do you have?