Victoria WoodCustomer Care Supervisor

Team Overview January

Admin Pool

LEADERSHIP COMMITMENT FOR COMPETITIVE ADVANTAGELEADERSHIP COMMITMENT FOR COMPETITIVE ADVANTAGE

SUPERB HUMAN RESOURCE PRACTICES

SUPERB HUMAN RESOURCE PRACTICES

CUSTOMER DRIVEN BUSINESS PROCESSES

• Continuous Improvement in Quality, Speed, and Simplicity

CUSTOMER DRIVEN BUSINESS PROCESSES

• Continuous Improvement in Quality, Speed, and Simplicity

RAPIDLYRAPIDLYDELIVERINGDELIVERING

NEWNEWPRODUCTSPRODUCTS

&&SERVICESSERVICES

DEVELOPING DEVELOPING OPERATIONAOPERATIONA

L L EXCELLENCEEXCELLENCE

PLANNINGPLANNINGEXCELLENCEEXCELLENCE

&&ANNUALANNUAL

DEPLOYMENDEPLOYMENTT

ACHIEVINGACHIEVINGINTENSEINTENSE

CUSTOMERCUSTOMERFOCUSFOCUS

TEREXBUSINESS SYSTEM

TEREXBUSINESS SYSTEM

Admin Pool

• Small administrative team, supporting intense customer satisfaction both

internal and external

• Continued growth in our customer base on a variety of requests

• Research and fulfill requests in a timely professional manner

• Maintain ownership of processes: Daily invoices; Certificates; Intermediate

to advanced software skills. E-PO account to include file management and

SOX audits. Manage all MIS requests for our organization, monitor

requests daily for status and manage expectations.

• Issuing all customer credits and rebates (250+ per month)

• Tracking all organization metrics and communicating findings

Intense Customer Focus

• Striving to continually identify & implement Lean Genie Admin practices

• Maintaining ownership of sales administrative processes

• E-PO & Fleet PO Accounts

• PO Files and Archives

• Genie & Terex Certificates

• Notary Public

• TIP Support & Implementations

• Genie Industries Invoices

• Sales Admin Desk; Fleet Services; E-PO; Service Technical

• SOX Audits

• Software Expertise

Customer Driven Business Processes

• From (2004): 2.5 switchboard operators with no daily supervision. No

administrative headcount.

• To (2005): Leadership implemented: Admin team grew to four and

switchboard to six team members; two lobby receptionists and one temp.

• Weekly 1:1’s with supervisor. Supervisor ensured continued training

opportunities to include shadowing other positions.

• Change (04-09) : Team member retention/growth. 1 earned a full ride

scholarship; 3 promotions into admin roles; 1 promotion into parts

department; 1 promotion into logistics; 1 promotion to sales rep; 1

promotion to quality analyst; one specialized in TBS support.

Superb Human Resource Practices

Team: Admin Pool

Victoria CahoonCustomer Service

Administrative Supervisor

Eydie JohnsonAdmin Coordinator

Admin Pool

2008 Customer Service Administrative Staffing

Anne JiminezAdmin Coordinator

Admin Pool

EDI / Catalog: Daily order entry; quoting; invoicing in EDI tools Annually pricing tool updates Back up on sales phone queue Post RIF: Splits daily Heijunka duties with Eydie

Administrative: (*new additional duties to be assigned 2009)

Supervisor: Supervision of B17 Admin Pool; B18 Receptionist; B17 Call Center & Reception Training / Mentoring: Behaviorial; Technical; Career Planning; Team Building. Delegate and mentor TMs to achieve new successes. Staffing: Planning; Interviewing; Hiring; Schedules; Supervision; Coaching; Dismissal if necessary Goals and metrics. (Create; Manage and visually track and report data; identify areas that require improvements).

Improvements: Participate in TIPs, staff participates in two TIPs per year. Continue to improve tools and resources in support of eliminating waste for our internal and external customers. Daily – B17 Contact (building problems; space planning and safety evacuation processes; coffee options)

Best practices: Support other teams on special requests where able; include other TMs in our staff meetings/trainings

Administrative: Continue to monitor SalesAdminDesk and help with inbound requests. *Admin pool will share the inbox Daily - Support Executives on confidential or urgent project requests. Create AWP Originator Codes in AS400 Manage customer service IS request forms Notary

Administrative: SalesAdminDesk Alias: Research inquiries; resolve or escalate to supervisor. Conference room calendar management. Office supplies; food; deliverables Continued education (technical skill sets); improvement processes SOPs – Update and log on G drive. Assist other TMs with SOPs and update to SalesTool Updates to various contact lists Assist with SOX PO file audits Back up to Certificate of Origin and MSO Requests Notary Post RIF: trained as back up switchboards; process daily Heijunka duties

Keith BrowneAdmin SpecialistB18 Receptionist

Wil ConsbrockAdmin SpecialistB17 Call Center

Coral HarperAdmin SpecialistB17 Call Center

Joshna SudraAdmin SpecialistB17 Call Center

Shanika DoageAdmin SpecialistB17 Call Center

Specific: Keith BrowneB18 ReceptionGreeting; directing guestsDaily invoice processing for mailSign for packagesClericalBack up to call center team

B17 Call Center & Reception: Answering inbound corporate calls / Aprox. 42K per month Greeting; directing guests; receiving packages Avotis metric reports – Daily report/data entry (all phone queues) Clerical

Victoria Wood 091508

**Bintu – not on our team, but is our back up. VW includes Bintu on all admin meetings/trainings

Specific: Wil ConsbrockProvides all call queue managers with Monthly Avotis reportingPulls Sales daily queue metricsDaily monitors the corporate VM systemUpdates call center reference sheetsManages call center calendar

Specific: Coral HarperDaily updates to the corporate phone listsSalesAdminDesk – Call Center requestsMaintains multiple survey data logs

Specific: Joshna SudraDaily Avotis Reporting (All Queue Mgr’s.

Photo not avail

Call Center TeamProfessional Switchboard Team

Admin specialists: Entry level PC skills; Exemplary customer service phone skills.

Corporate image: Live voice on the phone; professional; friendly; setting the customers expectations as the 1st point of contact.

Six team members staffed Monday – Friday 5:00am-6:00pm.

Call center averages 2800 inbound calls per day or up to 46K per month.

Expertise in customer care; and corporate functions

Supported three customer facing lobbies.

All staff participates in two TIPs a year and minimum of two continued education opportunities each year. Minimum of one opportunity per year of shadowing in another area of the company.

Admin Pool

Staffing changes; Reset team dynamics and skill sets; Continued education; each TM in one TIP by year end; Take on more support of outside sales; help each team in customer service generate updated SOPs.

Snapshot 2007 Q3: # of emails saved in Sales Admin Desk account:

MIS # 2683 ADMIN # 953

Breakdown of requests:MIS 50% – Certificate of origins (print daily), ones from Rock Hill, Trailer Certs, Reprints, MSO (mostly for Canada or going overseas), Business Card requests for Outside sales or from anyone in the company, MIS request from Outside sales or Inside Sales – new laptop, new Blackberry, new monitor, keyboard, phone, mouse, printer, fax, copy machine, software, etc.

Other 35% – Helping Executives, originator code, Guest Visit Program, New Hire Outside Sales, Agenda and training, Catering requests, Price lists request, Event planning, Training new hires

Admin requests 15% – Facilities, lights out, move information, conference room sign up, ordering office supplies, projector/laptop checkout, organization chart changes, ARA ordering; creating originator codes; distributing weekly reports.

Admin Coordinator Team

Standard Work / Admin CoordinatorsAdministrative Lean: Daily Lean Focus

(example of administrative lean project see Heijunka slide)

Shared Resources: Applied lean administrative practices by creating several shared e-mail accounts. Sales Admin Desk; Hot List; Sales Info; Sales PO Desk; Admin TIP; Service Technical; Fleet Services; Int’l Sales. Lost Opportunity & Quality voicemail.

Sales Admin Desk alias: Shared outlook e-mail account. Supervisor and the admin pool monitor the email account daily 5am – 5pm. All requests are one touch (no duplication) and same day response. Complete or communicate expectations the same day of each request. No duplication. No delay.

E-PO / Fleet Services / Hot List: Monitored all inbound PO’s; distributed work; audited work completion; ensured technology constraints were addressed.

Service Technical / Sales Info: Customer questions from the corporate website. Responded to all requests within 2-4 hours; assigned technical questions to appropriate team for resolution.

Back up / cross training / shadowing: Trained as back up to each other on specific tasks as well as to back up the catalog ISR; credits issued; ML order entry and switchboards. Shadows with other TMs to understand daily work and identify areas were we can take over tasks, keeping the best expertise where most needed.

SOP’s/Metric Boards – Admin Pool maintains up-to-date SOPs on all admin duties and has begun working with remaining customer service teams on updating their SOP’s. Each team has visual metric boards to identify key priorities for the year.

Continued Education: All admin staff participates in two TIPs a year. Able to take continued education courses; shadow in other teams.

Certificate Specialist

2005: Only printing TML’s and TZ”s (aprox. 5-20 a day)

2006: Pace picked up toward the mid-year with Terex Light Towers and Generators (aprox.150 a

month)

2007: Began printing all Certificates in Redmond (including Generators and Load King Rental Trailers)

Volume of certificates processed when from a max of 20 per day to anywhere from 200-700 a month.

SOP’s are continually evolving and being updated. Minimum of 2-3 hours per day to process all

certificates.

S2 2008 – we moved our admin to logistics and the certificates as well. Admin Pool is the back up on

certificates if logistics is short staffed.

0

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400

600

800

1000

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JAN FEB MAR APR MAY JUN JUL AUG SEP

2007 Certificate of Origins

Traffic GFS Salesman Overnight Daily Mailed Late Total

Heijunka Admin

One of the keys to Intense Customer Focus is the ability to obtain timely and professional responses to all manner of requests. The admin pool has “standard work” as well as “non standard” requests.

STANDARD WORK

• E-PO’s: Manage inbound PO’s. Confirm receipt internally; rename inbound PO’s in shared electronic account for access by ISR’s. Confirm completed PO’s are in AS400 and file all PO’s day of completion.

• File Management: Scanning BOL’s; Daily filing of completed PO’s; Manage 2 yr’s PO files on-site; Yearly archive and reset of files.

• Audits: Internal accounting audits performed; SOX PO; BOL Credit audits. Must pass audit at 100% or auditors increase the audit amount.

• Next slide

TBS Admin

Be the resource to TBS facilitators that ensures all calendar requests are managed along with appropriate documentation.

STANDARD WORK

• Scheduling events and meal planning

• Planning resources accordingly

• Documentation of all TIP documentation requiring exemplary skills in

Outlook; Excel; PowerPoint and Visio

Quality Analyst

Timely execution of customer credits & rebates

STANDARD WORK

• Timely response to all requests

• Research and validate request

• Process all credits in the AS400 system ensuring accuracy

• Communicating metrics to executive staff via Excel or PowerPoint

• Requiring exemplary skills in Outlook; Excel and AS400

Catalog Sales RepAccount management of EDI accounts

STANDARD WORK

• Timely response to all requests <24 hr

• Research and validate request

• Enter purchase orders in the AS400 system ensuring accuracy

• Contacting the plant scheduler on all EDI orders

• Daily invoicing via EDI tools

• Processing requests to analyst of any account rebates earned

• Issuing all RGAs

• Yearly pricing to implement within EDI tools

From: “As Is” 2005. Poor customer service; order entry errors; weeks behind in entering orders

Inbound PO’s 2005

Where did we go…

MONDAY 10/15

TOTAL PO'S ENTERED INTO AS400 43

HEIJUNKA CURRENT

UNPROCESSED PO'S 14

NON-COMPLIANT 0

EXCEPTIONS 2

HEIJUNKA AFTER 48 HOURS

UNPROCESSED PO'S 11

NON-COMPLIANT 9

EXCEPTIONS 4

FLEET ORDERS

OUTLOOK EPO

TOTAL EPO'S 56

CANCELLATIONS 0

REVISIONS 8

NEW PO'S 48

Terex Improvement Process (TIP) Plan; Do; Check; Adjust (PDCA)

Under 48 hour order entry; SOX compliant; Standard Work; Working Heijunka

Variety of Requests

PowerPoint Presentations

Data Entry (Excel & Word)

Contact Sheets

Flow Charts

Calendars

Research

Audits

SOPs

Meeting Planning

Technical (MIS)

Facilities

Form Creation

Day:

Date of DeliveryGenie Contact:

Type

Guest Count

GV Coordinator

Breakfast

Coffee break AM

Lunch

Coffee break PM

CostQTY

cost

Cost

QTYcost

Breakfast:

Continental

$4.75 pp

$0.00 Appetizers Fresh Vegetable Crudite

$1.95 pp

$0.00

Deluxe Continental

$5.25 pp

$0.00

Med. Antipasto Plater

$4.50 pp

$0.00

Healthy Choice

$5.75 pp

$0.00

Cheese Plater w/fruit

$5.25 pp

$0.00Delivery Location: Building/Floor

Name of Meeting/event

Genie GL Account code:

Set Up /

Meeting Time

Phone: E-Fax:Toll Free: E-mail:

Contact InformationPhone: 425-497-5615 Fax: 800-595-2024 Phone: Fax: 800-595-2024Toll Free: 800-536-1800 E-mail: olberm@genieind.com Toll Free: 800-536-1800 E-mail: thompj@genieind.com

Contact Information Contact InformationPhone: 425-556-6504 Fax: 800-595-2024 Phone: 425-556-8574 Fax: 800-595-2024Toll Free: 800-536-1800 E-mail: victoria.wood@genieind.com Toll Free: 800-536-1800 E-mail: greenj@genieind.com

Victoria Wood J oel Green

J ames Thompson

Supervisor - Customer Service Administration

Direct Team Management - Customer Service Administrative Support; Tools & Resources

What Can We Do For You?

Manager - Integration

Direct Team Management - Scheduling; Crediting & TEX Integration Projects

Executive Leadership/ Strategic Planning - Customer Service Organization. Direct Management of Customer Service Team Leaders.

Pic

Director of Customer ServiceTBD

Contact Information

Direct Team Management - Customer Serivce Domestic & International Sales Staff.

Marty Olberding

Contact Information

Manager - Domestic; International and Fleet Services Inside Sales

THOR WICKSTROM'S - DIRECT REPORTS

Manager - Domestic; International Traffic

Direct Team Management - Domestic and International traffic and shipping teams

Marty OlberdingManager

Merry ParisottoSupervisorDomestic

Silvina FirthSupervisor

International

Joe HarperSupervisor

Fleet Services / Domestic

Betsy PratherSupervisor

AWP Call Center

Charlie RheaTeam Lead

Fleet Services

DeeDee StobbTeam LeadDomestic

Jaren GrenfelFleet Services

Keith RiesRSC/H&E

Antonio JuradoCummins / Fleet

Sue FergusonNorth Central/SouthEast

Jim Robertson

Andy WorkmanUnited Rentals

Rob ParsonsCanadian

TBD Backfill

Lew EgtsHertz

Jeremy TrammellS.E./Sunbelt/Volvo

Steve TowneN.E./NES

Mitch CarlsonCAT

Anne JimenezCatalog

Shannon Cox

Chris VanDerVliet

Shea StimacLatin America

Kumiko LloydAsia Pacific

Jaime AcevedoUK/MidEast

Lynn AngAsia Pacific

Keith BrowneAdmin Specialist

Geri GoryaAdmin Specialist

“Wil” ConsbrockAdmin Specialist

Alycia LeightyAdmin Specialist

Coral HarperAdmin Specialist

Joshna SudraAdmin Specialist

Menu

2nd Annual Day

CITRUS; CUSTARD & CREAMY FLAVORS

French Style Lemon Tarts

Southern Chess Pie

Southern Sour Cream Raisin Pie

Bryan T

SAVORY FLAVORS *Meat & Veggies

Sheppard’s Pie

Cornish Pasty

John F

LIGHT & COOL FLAVORS

Sugar-free Strawberry Pie

Victoria W

The symbol for pi: was introduced mathematician William Jones in 1706. This symbol was adopted by Euler in 1737 and became the standard symbol for pi.

3.14159 =

Revised Came in ReloadedIn Compliance

Physical Saw & Load Compliant

Non-Compliant

Entered & Filed

Lew is Entering

Dual Fuel

ProductName

Channel brainstorming diagram

Facilities management

Operations and security

Partner Name 7

Partner Name 12

Vertical engineering applications

Partner Name 10

Drawing management

Manufactured product

configuration

Sales tools

Mobility

Development

Integration

Servers and storage

Document management

systems

Compatibility with other CAD

Personal home design

Consumer

Entertainment

Visualization applications

Rules-based system

Knowledge-based system

Partner Name 5

Partner Name 2

Partner Name 21

Partner Name 20

Partner Name 19

Partner Name 4

Partner Name 17

Partner Name 16

Partner Name 9

Partner Name 8

Enterprise resource planning

Partner Name 11

Partner Name 3 Partner Name 1

Partner skills

Mature

Learning

Need partner

EncourageFocus Neutral

Market opportunity priority

Partner Name 6

Partner Name 13

Partner Name 14

Partner Name 15

Partner Name 18

Company sells consumer-level design software

Need electrical, HVAC, piping,

structural solutions

Need database system

Partner’s product should support ours

Web-based solution

Link to databases

Process Description:

Date: 4/29/05

Department:

SOP # :

Owner:

SOP - Description / CommentsA typical credit request for data entry error, freight adjustment etc.

STEP # Section VISUAL AID DESCRIPTION OF STEPS TO FOLLOWTOOLS

NEEDED

1G:\Sales\Sales Tools\Sales Tool.htm Admin Request Forms "Credit-invoice-transfer master" form FORM

2Complete the form and then select "send as attachment", email it to the Sales Admin alias Email

SOP Process Form

Process a credit request

Admin

Victoria Cahoon

A23

CHECK NAME EXT. DIRECT LINE CELLULARAdam R. 8624 556-8624 206-498-2312Amy C. 8617 556-8617 206-459-5566Andy W. 6857 497_6857Anne J. 6572 556-6572 206.214.8005

EMERGENCY EVACUATION ROLL CALL LIST ROLL CALL LIST

SALES AND ADMIN

Name:Manager:

Week Of: Day City Customers Goal/Objective Accomplishement/Follow-Up

January 1, 2008 Tuesday Los Angeles ABC Lifts, Inc.Sell 2 5519's & 4 S-60's

Successful Mtg. PO expected 1/5/08. Check in with customer 1/5/08

Long Beach ZZZ Lifting Corp.Cold Call - Appointment at 10am Rumored they need 3 5519's.

RedmondFly to Redmond this evening.

Shadow with ISR's on phone queue Flight lands at 6:30pm

Template

2008 Rolling Calendar

Template

Lost Opportunity Reporting

425-867-8842

Provide the following

Your Name Account Name Account City Product Family Number Units lost Dollar Lost Reason for loss:

Examples Availability Pricing Quality Financing Specification/ Features Model Offering

Name Goes HereDepartment Goes Here

Location Name Goes HereDepartment Goes Here

LocationGenie Plant Director TM Survey Submitted to Bruce Jarrard: April 08Plant Director: Victoria Wood on behalf of B17 TMsBuilding No: Building 17 - TM Tallies

New Open Positions Existing TM's Future TM's Location in Bldg? Cubicle? Office? Remarks(Immediate Need) (Shared Desks, Etc.) (Long Term Need)

Suppliers

ORDER ENTRY

OXOX

IFab

Customer

FabPaintWeld FabAssy FabTest/Audit

N. America

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(3 mo ro

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Europe

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Brazil

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Asia

Administrative Pool – In Summary

To Summarize the VALUE PROPOSITION OF THE SALES ADMIN POOL:

1. Visualize that snapshot of where we were in 2005, with improvements in admin processes & following SOP’s we’ve vastly improved our customers expectation of true customer service.

2. Who are our customers? Inside Sales Reps; Outside Sales Reps; Executives; I.S. Department; EDI Accounts and customers requiring Certificates of origin and Manufacturer Statement of Origin.

3. Bottom line, take a look at the Terex SEP thermometer! Our motto has been “Help me help you sell”. What can we do for you to keep you on the phone selling and building relationships.

4. We have been successful in providing the ISRs with the ability to focus on sharing their true skill sets, building strong customer relationships while selling PRODUCTS; SERVICES AND THE GENIE EXPERIENCE.

5. We may not have glamorous roles, but we are passionate about what we can do to help our entire organization work together to deliver true value to our customers.