Who is TI Automotive?

1. PLMA catalyst for cultural change and global process standardizationMark HalbishGlobal PLM Directormhalbish@us.tiauto.com

2. GLOBAL PLM Who is TI Automotive?

3. Full Service Fuel Storage and Delivery • Market leading position • $2.5 billion annual sales • Globally diversified • 111 sites globally • 21,100 employees Fluid Carrying Systems Fuel Systems

4. Low Permeation Tank Lines Fuel Module integral to tank Low Permeation Quick Connectors Fuel Rail Filler Pipe Low Permeation Fuel Tank Complex Shape, Composite Low Permeation Lines TI Automotive Systems World leader in Total Storage & Delivery Systems:

5. TI Global Engineering Network • Europe • Rastatt, Germany • Neuss, Germany • Chalons, France • Wapienica, Poland • North America • Auburn Hills, MI • Caro, MI • Warren, MI • Asia-Pacific • Cheonan, Korea • Yokohama, Japan • Manesar, India • South America • Caçapava, Brazil

6. GLOBAL PLM State of the businessPre-PLM

7. Critical Business Problems • Visualization • Multiple tools • No standard for lightweight file format • Still distributing paper • Document Management • Stored literally “everywhere” • Inability to find, approve, release documents related to products and programs • Impediments to document re-use • Change Management • Unique process for each product group / eng center • Manual processes heavily reliant on personal diligence • No executive insight to change metrics • ERP Centric • 20 separate ERP systems • Over-reaching use and scope of ERP • Used as product development item manager rather than Manufacturing Planning and Execution • Part Classification • 24 distinct part numbering schemas • No common part naming conventions • Impediments to component re-use • BOM Management • 10 BOM variants (Customer, Eng, CAD, As Purchased, As Manufactured, As Shipped, Costed, Estimating, Tooling, BOP, ERP) • Predominantly MS-Excel • CAD Data Management • Multiple CAD Systems (Pro-E, NX, NX I-Deas, Catia V4, Catia V5) • Inconsistent and localized CAD data management • Inability to re-use components designs • No association between CAD and Eng BOM’s

8. Single item change – BOM Impact • Pump Impellor • Impacts 27 separate Eng BOM’s • 9 NA Pump Assm’s • 9 Module Assm’s • 9 Tank Assm’s • 27 Eng BOM’s impact 10 BOM variations • 270 BOM variations impacted • Majority of these changes are manually input • 8 departments impacted

9. Resultant Process State • Difficult to tap and implement Best Practices across enterprise • Information is there, but have to go through a maze to get to it • Heavy reliance on manual processes and personal discipline • Silos of information and automation

10. Resultant Business State • Increasing Product Quality Costs • Eroding Profitability Margins • Poor Global Collaboration • Minimal Component Re-use

11. GLOBAL PLM Why is PLM a catalyst for organizational change?

12. PLM is Enterprise Centric • PLM is one of the few applications that transcend the entire organization

13. Strategy Logo innovaTIon PLM enables innovaTIon through a single source of product information integraTIon PLM provides integraTIon through a single source of information with Automated workflow soluTIons PLM is the soluTIon to build our innovation network

14. GLOBAL PLM Developing the PLM VisionbyAligning to Business Strategy

15. Strategic Initiatives • Cost Of Poor Quality (COPQ) • Increase component and design re-use • Product Cost management • Enable off-shore / low cost sourcing

16. Validation Workshops Advertising, Transparency and Involvement Education Stakeholder Workshops Alignment Workshops Go-Live 2003-04 2005 2006 Q1/2 ’07 Q3 2007 Engagement Process • Executive Education • Presentations • Reference Visits • Relevant Industry Articles • Analyst Reports & Quotes • Validation Workshops • Validate business processes and system functionality • Validate training program and web-based training materials • Quarterly Branded Newsletter • Advertise scope and benefits • Management corner • Employee quotes • Functionality examples • Key Stakeholder Workshops • Global and cross-functional attendance • Review business issues • Agree in principle to PLM vision • Alignment Workshops • Global and cross-functional attendance • Define agreements to global processes, data model and solution specifications • Sub-teams with specific scope and objectives • Transparent Project Management • Global access to project documentation • Open and honest issue management • Encourage Input & Suggestions • Open invite for all to help design the future

17. GLOBAL PLM RESULTANT CONFIGURATION

18. Teamcenter EngineeringPLM Modules Document Mgmt BOM Mgmt • Requirements Management • Sourcing Product Cost Mgmt Manage • Manufacturing Engineering • Product Engineering Sharepoint / Teamcenter Community Visualization • Product Validation Launch Change Mgmt • Program Planning • Manufacturing Production Award Multi-CAD Data Mgmt • Business Planning & Proposal • Service & Warranty Management • Advanced Engineering

19. PLM Multi-site Architecture

20. PLM Multi-site Architecture

21. Part Classification

22. Part Classification

23. CAD Data Management IDEAS CATIA V4 UG NX Pro-E CATIA V5

24. Visualization

25. Change Management

26. GLOBAL PLM MAKING THE TRANSITION

27. Making the Transition • Performance Goals & Objectives • Executives, mid-level managers • Mandated participation and usage • TcRA Executive Dashboard • Metrics on usage and effectiveness • Automatic e-mail to Executives & mid-level managers

28. Making the Transition • World Class Training • Designed from the outset • Train-the-Trainer • Web-Based • Field Support • Trainers also Mentor • Dedicated PLM Helpdesk

29. Making the Transition • Data Migration • Developed utilities • Parallel approaches • Project by project / BOM by BOM • Mass migration • Pro-Intralink • Homegrown PDM

30. WRAP-UP : KEY POINTS