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Leadership Presentation July 22, 2008

Leadership Presentation July 22, 2008. BCG Key Success Metrics - MBP’s. Project Milestones Release 1 1.00 (+.02) Release 2 .99 ( +.08) Release 3 .55 (+.05) Benefits Post design roll-up will be delayed until later in 2008 Voluntary Turnover Lost short-term employee

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Leadership Presentation July 22, 2008

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  1. Leadership PresentationJuly 22, 2008

  2. BCG Key Success Metrics - MBP’s • Project Milestones • Release 1 1.00 (+.02) • Release 2 .99 ( +.08) • Release 3 .55 (+.05) • Benefits • Post design roll-up will be delayed until later in 2008 • Voluntary Turnover • Lost short-term employee • Team Member Satisfaction • Survey is being revised to create more actionable information

  3. Release 2 Cedar Hill Update • Order Management • Began order entry processes on 6/23 with a slow ramp-up plan • All orders going through Oracle as of 7/3 • Staffing has been augmented with temps to allow for slower order entry time with the Oracle Configurator • Cross-functional team working with Oracle to improve speed • Inventory Processes • Inventory count was performed 6/30 • Began WIP issues and receiving transactions 7/1 • Shop Floor production transactions began the same week • Shipping and Invoicing • Shipping began in Oracle on 7/10 • Invoicing commenced 7/14 bt2 is Live for Quality Doors, Cedar Hill Operations, and Miter Door Manufacturing

  4. Scope Changes • MCS Branch Consolidation • Develop an Oracle “light” for Branches (similar to how DCD is running on Frontier) • Working with PIT team to determine if timing will allow this • Acquisition of TFI • Advantage to do some design elements early next year – while external resources are still engaged • Opportunity to integrate financial systems in the near term • Accelerate New Product Development During Blackouts • Working with Operations Team to identify approach, impacts, and risks

  5. Lessons Learned The bt2 project team leads indentified key lessons learned that need to be considered for future roll-outs: • Internal Team • Stricter Entry/Exit Criteria for Integration Test and UAT • All critical go-live RICEW elements & boundary applications must be tested in Integration Test, including reports • Timely completion of specifications & RICEW objects • Prep Test for UAT is a must before bringing in users; this needs additional prep week between Integration Test and UAT • Last minute design changes must be avoided; if additional design changes come in, the plan needs to be revisited • Code Freeze needs to be in place prior to cut over • Organize teams by implementation not by process • Run CRP to validate design & improve handoff’s between teams • Extended team • Begin data clean up earlier, run more test conversions and use converted data in integrated testing • Bring in users early and often to review/test process designs • Bring in users early and often into testing • Transfer operational ownership earlier in each roll out

  6. Next Steps • Complete Cedar Hill implementation • Revise schedule • Organize teams • Identify and incorporate additional SME’s from the business • Continue Implementations • RMF and RMP at Duncanville Components • Mt. Sterling & First MCS Branch – Mid 4th Quarter 2008 • Duncanville Components & Cabinets – Early 1st Quarter 2009 • Ocala – Mid 1st Quarter 2009 • Remaining Roll Outs – through 2009

  7. Key Customer Changes • New Electronic order entry system • Centralized Customer Care Centers • No changes to orders (24 hour hold) • New nomenclature and part numbering system • Orders can’t be processed without ship-to address • Two order acknowledgements • First confirms order • Second confirms ship date • New credit check process • New look to documents – invoice, acknowledgements, labels will have standardized BCG appearance

  8. Key Customer Changes • New Quality Cabinets payment terms • Proposals will not have terms and conditions attached • Account numbers will change for some customers • New trade leads tracking system • New bank remittance address • Pricing will be changed eventually to attribute based • Freight costs will be calculated and invoiced differently to dealers (will include fuel and delivery extras) • All BCG incentive or promotional programs will be paid by credit memo

  9. Customer Touch Points 1. Initial Customer communication and account set-up 2. Customer creates a design/quote for their client using 20/20 or Planit 3. Order placed by customer 4. Order acknowledgment from BCG 5. Order needs to be changed 6. Ship notice from BCG 7. Order received by customer 8. Order reconciliation 9. Invoice from BCG 10. Payment to BCG 11. Past Due/Collections 12. Rebate or promotional funds 13. BCG Follow-up

  10. Customer Touch Point Assessment Process • For each customer touch point we will assess: • Current State -before bt2 implementation • Transition State – during bt2 implementation • Future state - after bt2 implementation • Customer benefit in future state • Communication and training necessary • Responsibilities for completion • Timing for completion • Key messages from customer perspective

  11. Most Noticeable Customer Changes presented at June RPAT • A new system and processes for ordering products • New product nomenclature • Existing design layouts will require revisions to include new nomenclature • Acknowledgements, invoices, packing lists, statements and labels will look different • Order numbers will not “roll over” – moving from 6 to 8 digits • Online, self-service ordering system puts you in control • New acknowledgement (will be sent by your preference, and available online) • A second order acknowledgement will be sent with confirmed ship date • Once the order is placed, no changes to the order will be possible • During a timeframe, systems and support tools will identify dual nomenclature (old and new) • Any new products launched will only have the new nomenclature • eStatus replaced by customer portal to view order status and historical information

  12. Major Customer Benefits Presented at June RPAT • This is an opportunity to totally wipe the slate clean and start fresh with everything • The software enterprise architecture is an integral component to launching new products • The ability to put both Woodstar, Quality Cabinets, and Designer Doors on the same P.O. • Improved access, better and more timely information to make intelligent decisions, helps with product purchase history and designing displays and model homes • Improved facility to facility communication and processes all around the country (e.g. End Raised Panel (ERP’s) issues will be eliminated) • One invoice, one acknowledgement helps you manage your operating costs

  13. June RPAT Major Customer Questions • How will Oracle work with my system? • Will 20/20 and Planit have the ability to send the order? • What will be the order entry system capability and enhancements from the current system? • How will I update drawings from the old to the new nomenclature? • How will the new carton labels impact my scanning equipment and warehouse personnel? • How do you intend to communicate and train these changes? • Will we have a dedicated BCG contact for technical issues?

  14. Customer Communication Map • Define the audience and purpose of the communication - Customer classification (dealer, direct builder, MCS, other) - Brand (Quality Cabinets, Quality Doors, Merillat, TFI, DCD • Determine best delivery method - Video, letter, webinar, power point, newsletter, instructional aids, other • Clarify the timing for each item • Identify other business issues or communications not related to bt2 which could affect directly or be affected by timing or message • Verify appropriate internal BCG audience is alerted and knowledgeable prior to the customer receiving communications

  15. Internal Customer Learning Map • Focus first on the internal BCG members who touch the customer • Customer Care • Sales • Marketing • PIT team • MCS • Select BCG team to be Subject Experts and Trainers of the BCG personnel in the above departments – they would also be active in training customers • Prepare necessary assessment tools, instructional guides and methods plus train the trainers • Develop a comprehensive training schedule

  16. Customer Learning Map • Complete customer assessments • How will the customer be impacted • Who will be impacted in each area of the customer’s business • Risk and growth evaluation • Create a prioritization list of customers based on assessment • Develop a comprehensive training schedule prior to the customer’s go-live date • Survey the readiness of the customer and also do a post- live survey to determine acceptance of changes and where more work would be necessary • Develop action plan to ensure customer is capturing the benefits

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