REMINDER

Check in on the

COLLABORATE mobile app

Our Upgrade Strategy and

JDE Rollout Story

Prepared by: Melissa Penfield President-SCUG Sr. Manager, Applications – Fluidmaster, Inc.

Tuesday, April 14th, 2015 4:30 PM South Pacific G

Session ID#: 100810

@MelissaPenfield Mpenfield@fluidmaster.com

• Silence Audible Devices • Note Fire Exits • Partake of Refreshments • Note Quest Staffers (green shirts) and

Room Monitors • Complete Feedback Form Session ID#: 100810

• Ask Questions

Administrative Notes Please:

Agenda Introduction General Upgrade Strategies Fluidmaster’s JDE Rollout Story Fluidmaster’s JDE Upgrade Strategy Q&A

• Melissa Penfield Sr. Manager, Applications – Fluidmaster Inc.

• Former JD Edwards & Deloitte Consultant • Customer Employee at:

• Amgen – Biotech • Majestic Realty – Commercial Real Estate • Now Fluidmaster, Inc.

• Involved with JDE since 1995 • President of the JDE Southern California RUG

Contact: Email mpenfield@fluidmaster.com Twitter @MelissaPenfield LinkedIn www.linkedin.com/in/melissapenfield

Introduction

Corporate Overview

• Founded in 1957 • Best Selling Toilet Fill Valve

in the World • Serve 3 Customer Sets:

• OEM Toilet Manufacturers • Large National Home Improvement Retailers • Wholesalers serving plumbing industry

San Juan Capistrano, USA Global Headquarters, Engineering, Testing, R&D

6 Proprietary and Confidential

Fluidmaster Overview

MANUFACTURING HEADQUARTERS KEY DISTRIBUTION

7 Proprietary and Confidential

Fluidmaster Global Footprint

Fluidmaster Overview

8 Proprietary and Confidential

Fluidmaster Overview

■ Corporate Overview Video

https://www.youtube.com/watch?v=e-Q1TiNSecc

Community

Solar Initiative

• Electricity generation is THE largest USER of water in the United States

• Only takes .03 gallons of water to produce 1 kWh of electricity using solar energy.

• It takes 14x more water to produce that same kWh using oil; 16x more water using coal and 21x more water using nuclear.

Solar Initiative

Fluidmaster Overview

IT Landscape

Nick Zou IT Manager

(FMC)

IT Applications IT Operations

IT Landscape

■ Headquarters in San Juan Capistrano ▪ Data Center Location ▪ VP of IT and 9 IT Personnel; 5 Apps, 4 Ops

■ Global Manufacturing Sites ▪ Mexico (DR Site), China, UK, Slovenia ▪ Roughly 1 Business Analyst and 1 Desktop Support

per non US site e ■ My Role

▪ Sr. Manager of Business Applications, Reports to VP of IT, Manages Global JDE apps and other business applications.

Agenda Introduction General Upgrade Strategies Fluidmaster’s JDE Rollout Story Fluidmaster’s JDE Upgrade Strategy Q&A

www.jdescug.org

General Upgrade Strategies - Schedule

■ In a perfect World… ■ Follow Oracle’s release schedule by three to six months or so

▪ ~Tools Upgrade or Updates every one to two years ▪ ~Full Tools/Applications Upgrade every 3 years

General Upgrade Strategies - Simple

■ Not taking new enhancements unless easy or must

■ Ensure existing processes work in upgraded environment

■ Utilize Subsequent Project(s) for: ▪ Business Process

Improvements

▪ Taking Enhancements

▪ Removal of Custom Code and Workarounds in favor of new/vanilla code

■ User perception is ‘upgrade will fix everything’, when in fact it won’t

■ User perception is ‘upgrade will provide all new features’ available in the software version.

■ Little to no training required ■ Easier Project to Contain and

Complete ■ Regular communication

needed about what is and isn’t included

Simple Risks / Benefits

General Upgrade Strategies - Complex

■ “Do it all” ■ Implement new features and

functionality ■ Assess and Include Business

process improvements ■ Remove custom code in favor

of enhanced/new vanilla code ■ More difficult to assess, hard

to contain, where does it end? ■ May need to treat as re-

implementation

■ Many more tangible benefits to this type of upgrade ▪ End user efficiencies

▪ Fewer customizations

▪ Easier to Support After

■ Higher burden of training ■ More variables to determine

and decide upon

Complex Risks / Benefits

High Level Considerations for Upgrades

■ Tools or Apps or Both? Oracle Best Practices / MTR compliance

■ Hardware, Virtualizing, DR considerations ■ Same or different platform, database, operating system, web

server software ■ On Premise vs. Cloud ■ Install / Roll-out new features such as;Mobile,E1 Pages,OVR ■ Decommission Third Party for New Built-in ERP Features;

such as Forms/BI Publisher ■ Upgrade third party software ■ Microsoft Office Versions (Excel Mainly) and & Browsers

Compatibility ■ And the list goes on…

Barriers to Upgrading, to Being / Staying Code Current

■ Specific Dates of Releases Not Known Far in Advance ■ Competing Projects and Initiatives ■ Resource Bandwidth ■ Analysis Paralysis ■ Too Difficult to Update as Often as Recommended ■ Too Many Customizations / Difficult Project ■ ROI Justification Difficult to Measure in Hard Dollars ROI

Typical Reasons for Upgrading / Updating ERP

■ Expanding - Plans to Rollout to Another Site ■ Consolidate Instances at Sites ■ Aging Release, Going Out of Support ■ Current Environment Customized / Support Intensive ■ Unable to Take Desired Enhancements on Current Release ■ Keep Running Into Pre-Req ESU Problems:

▪ Implementing a New Module ▪ Growing List of Bug Fixes and Workarounds

■ Employee Satisfaction – or is it Dissatisfaction? ■ Give your people something to do… (not really!)

The Upgrade Paradox

0

5

10

15

20

25

30

Nice Should

Need Mandatory

Few Customizations/ Bugs, Newer Release

Moderate Customizations/ Bugs, Release Somewhat Dated

Highly Customized, Out of Support, Pending Projects for other sites/modules

The more an upgrade is needed, the more difficult and costly that project becomes.

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Agenda Introduction General Upgrade Strategies Fluidmaster’s JDE Rollout Story Fluidmaster’s JDE Upgrade Strategy Q&A

www.jdescug.org

MANUFACTURING HEADQUARTERS

24 Proprietary and Confidential

Fluidmaster Global Footprint – Phased Rollout

Fluidmaster Overview

Phase 1 North America

July 2013

San Juan Capo - HQ Monterrey Mex-Mfg

Dallas, TX-Dist. Ctr.

Phase 2 England-Mfg January 2014

Phase 3 China-Mfg

February 2014

Phase 4 Slovenia-Mfg

February 2015

Included Germany and Italy-Whs/Dist.

MANUFACTURING HEADQUARTERS

25 Proprietary and Confidential

Phased Rollout – High Level

Fluidmaster Overview

Phase 1 North America

July 2013

San Juan Capo - HQ Monterrey Mex-Mfg

Dallas, TX-Dist. Ctr.

Phase 2 England-Mfg January 2014

Phase 3 China-Mfg

February 2014

Phase 4 Slovenia-Mfg

February 2015

Included Germany and Italy-Whs/Dist.

Phase 1 to be the Global Standard for Site Rollouts

Single Instance Database, SQL, Time Zone Servers

EnterpriseOne 9.1, Tools 9.1.2 – Orig Install in 2012

Financials, Distribution, Manufacturing, WMS, UPK

Localizations & Languages, Multi-Currency, EDI Expansion

Oracle BSSV Leveraged for Scan Gun Applications

Partner (Denovo) Managed All Phases, FM Core Team

MANUFACTURING HEADQUARTERS

26 Proprietary and Confidential

Phased Rollout – Along the Way

Fluidmaster Overview

Phase 1 North America

July 2013

San Juan Capo - HQ Monterrey Mex-Mfg

Dallas, TX-Dist. Ctr.

Phase 2 England-Mfg January 2014

Phase 3 China-Mfg

February 2014

Phase 4 Slovenia-Mfg

February 2015

Included Germany and Italy-Whs/Dist.

Adopted Qsoftware – Security Mgmt & SoD Reporting

Licensed Capital Asset Mgmt But Not Implemented

CNC, DBA, Development Managed Services - Denovo

Offshore Microsoft Dev MSA for Intranet, etc. – Annet Tech.

Oracle’s Customer Experience Application

Hired IT Help Desk and Analysts UK and Slovenia Sites

Licensed QI Systems FCM and AB to Expand Adv Pricing

Phase 1 – North America

■ Six Month Project ■ Financials, Distribution, Manufacturing ■ Global Standard for Phased Site Rollouts ■ Developed Custom BSSV Scan Gun Applications ■ Developed EDI Platform within JDE (BizLink Mapping SW) ■ FMI Core Team Became the Global Core Team ■ UPK and OneView Reporting ■ Challenges:

▪ EDI was overlooked until late in the project ▪ Many reports were needed, were they really? ▪ Initial set of a few label requirements turned into 16 ▪ A bit of a scramble at the end, but successful due to team

dedication and collaboration; Denovo and FMI team

Phase 2 and 3 – UK and China

■ Two Projects in Parallel, Staggered Go-Live’s ■ Financials, Distribution, Manufacturing ■ First Time Attempting ‘Global Standard’ Model ■ Partner Recommended Tools update – Deferred ■ Custom Scan Gun Apps and EDI Not Included ■ UPK and OneView Reporting Included ■ All in All successful and ‘uneventful’ implementations ■ Challenges:

▪ Global Standard difficult when each site has unique requirements.

▪ Resources from Core Team and Denovo could not be in 2 Locations at Once

▪ China had more Core Team attention and therefore more global standards put in.

▪ UK required a lot of post go-live ‘finishing up / configuration’ ▪ Core Team becoming ‘ERP Fatigued’

Phase 2 and 3 – UK and China Continued…

■ Developed ERP Change Approval Board ■ Hired Business Analyst for UK to cover Europe ■ Instituted Global IST Procedures for Global

Changes ■ Began Phase 1.1 and 1.2 ERP Projects ■ Denovo Recommended Tools Upgrade again ■ Slovenia Acquisition Announced

▪ Began Due Diligence and ERP Planning ■ Tools Upgrade Planning to Include Mobile

Foundation and UPK Upgrade & Usage Tracking ■ Tools Ultimately Deferred Due to Urgency of

Slovenia Implementation Needed.

Phase 4 – Slovenia

Phase 4 – Slovenia (including Germany and Italy)

Phase 4 – Slovenia

Phase 4 – Slovenia

Phase 4 – Slovenia

Phase 4 – Slovenia (including Germany and Italy)

■ Financials, Dist., Manufacturing, Warehousing ■ No Slovenian Language or Localization Pack ■ Mostly New (to FMI) Partner Implementation Team ■ Heavy Global FMI Core Team Participation Required

On Site ■ Warehousing & LPN Module to be Implemented

▪ Scan Gun Apps from Phase 1 Could not be Reused ■ ESU Baselines Required for Full WMS Functionality

▪ Akin to an Unplanned Upgrade within the Implementation ▪ Needed Oracle POC’s, Custom Fixes and Workarounds

■ Oracle Escalations and POCs Painful to Go Through ■ Project Delayed by 2 Months ■ Unplanned but Needed to Hire Dedicated JDE Analyst Even with a VERY experienced and skilled team, this project presented

new challenges many had not encountered before.

Agenda Introduction General Upgrade Strategies Fluidmaster’s JDE Rollout Story Fluidmaster’s JDE Upgrade Strategy Q&A

Recall The Upgrade Paradox

0

5

10

15

20

25

30

Nice Should

Need Mandatory

Few Customizations/ Bugs, Newer Release

Moderate Customizations/ Bugs, Release Somewhat Dated

Highly Customized, Out of Support, Pending Projects for other sites/modules

The more an upgrade is needed, the more difficult and costly that project becomes.

SUP

PO

RT

Envi

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Co

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Upgrade Strategy

■ Plan It, Sell It, Budget It ■ Stick to the Plan ■ Implement the Plan

■ Plan It, Sell It, Budget It ■ Revise the Plan, Resell, Re-Budget ■ Revise, Resell, Re-Budget again ■ Right before the Project, Revisit,

Revise, Resell and Re-Budget the Plan Again

Recommended Reality

Fluidmaster’s Upgrade Strategy – Still Refining

■ Still in Refinement ■ At This Point, Anticipating 9.2 To Be Released ■ Considering Options of Tools at the end of 2015, Apps in 2016 ■ Alternatively, Considering One Project with a Tools Phase and

Apps Phase in 2016 ■ Determine the ‘Simple’ vs. ‘Complex’ Approach

▪ Dismantle Custom Programmed Workarounds in Favor of Bug Fixes and Enhancements

▪ Do We Implement Mobile Foundation, and Upgrade UPK? ■ Still To Be Researched, Cloud / Hosting Options ■ Undergoing ‘JDE Systems Audit’ for Oracle Best Practices &

Support Compliance

What is Clear: Need to do a ‘Simple’ Upgrade as Bare Minimum Before Additional Site or Module Rollout

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Session ID# 100820

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