1. 1Copyright © 2013, Oracle and/or its affiliates. All rights reserved.
Insert Information Protection Policy Classification from Slide 12
#ovcs

2. IND-3 – Moving up the PVC
Maturity Curve in Industrial
Manufacturing
Steve Porter – CEO, Zero Wait State
Scott Evans – Corporate IT Manager, Sub Zero
Miah Finley – Business Systems Analyst, Sub Zero
Michael Ger – Director, Oracle
#ovcs

3. The preceding is intended to outline our general product direction. It is intended
for information purposes only, and may not be incorporated into any contract.
It is not a commitment to deliver any material, code, or functionality, and should
not be relied upon in making purchasing decisions. The development, release,
and timing of any features or functionality described for Oracle’s products
remains at the sole discretion of Oracle.
3Copyright © 2014, Oracle and/or its affiliates. All rights reserved.
insert instruction from slide 7
#ovcs

4. Agenda
 Trends and PLM Maturity
– Zero Wait State
 Moving up Maturity Curve (Including Compliance Management)
– Sub Zero
 Market-Driven Innovation
– Oracle
 Q&A
4Copyright © 2013, Oracle and/or its affiliates. All rights reserved.

5. Trends and PLM Maturity
Steve Porter – CEO, Zero Wait State
5Copyright © 2014, Oracle and/or its affiliates. All rights reserved.
insert instruction from slide 7
#ovcs

7. What We Do
Solutions
• PLM Implementation
• CRM & ERP Integration
• Data Migration
Products
• DesignState Integration
• PDXState PDX Viewer
• LoadState
Specialties
• Agile PLM Compliance
• Engineering Collaboration
• Hi-Tech, Industrial & Med
Device Companies

8. Our Customers

9. Engineering Collaboration
•
•
•
Zero Wait-State is Oracle’s
Go-To Partner for
Engineering Collaboration
ZWS is staffed with
Engineering Resources that
have experience with both
CAD data Management and
Enterprise PLM
ZWS has an extensive track
record implement Edge and
Pro/Engineer/CREO

10. Compliance
• Assembled a team of
industry experts who
specialize in PG&C
• Leverage automation tools
to streamline importing
information
• LoadState Compliance
Accelerator
• Ensure a quick and
successful implementation
experience

11. PDXState Stand-Alone PDX Viewer
• Works with all PLM solutions
• Handles large PDX files
• Based on new technology and
provides a simple user interface and
is easy to use
• Platform for future supply chain
management capabilities including
change management and cost
analysis
• Saves time, and reduces the risk of
costly errors, omissions and version
mismatch in your product data
• Enhances PDX functionality with
intuitive product structure browsing
and item BoM comparison
Import, view, and export PDX files from
one PLM System to another to increase
your Supply Chain Efficiency.

12. The PLM Voyage

13. Moving up the Maturity
Curve (including
Compliance Management)
Scott Evans – Corporate IT Manager, Sub Zero
Miah Finley – Business Systems Analyst, Sub Zero
13Copyright © 2014, Oracle and/or its affiliates. All rights reserved.
insert instruction from slide 7
#ovcs

14. Agenda
Who Is Sub-Zero
1
Roadmap
2
Requirements &
Opportunities
3

15. Sub-Zero Group is the leading manufacturer of luxury appliances
Sub-Zero - Refrigeration, freezers and wine storage products
Wolf - Ranges, ovens, cooktops and grills
Founded in 1945
Corporate Headquarters
– Madison, WI
Manufacturing/Distribution
– Madison, WI
– Fitchburg, WI
– Goodyear, AZ

16. • Sub-Zero/Wolf needs to decrease time to market and increase
accuracy to stay competitive
• Continues strive for better product quality
• Reduction in prototyping costs
• Provide better tools to allow for significant process change
opportunities
• Reduce custom applications
Summary
Application Based
Database
MS Excel Based
Delta
~2
~14
~3

18. Thank You
Presenter: Scott Evans
Corp IT Manager

19. PG & C
Presenter: Miah Finley
Business Systems Analyst
Sub-Zero Group, Inc.

20. Agenda
Implementation &
Execution
International
Administration
1
2
Requirements &
Opportunities
3
Staying the
Course
4
Impact &
Rewards
5

21. International
Administration

22. • Sub-Zero exports to 24 countries
• Annual volume
o 300 Ocean Containers
o 200 Air Freight
o 300 Parcel
o Import/Export Regulations
o Foreign Trade Zone in Arizona
o ROHS, REACH & Conflict Minerals
• Source material from 250 suppliers across 25 countries

23. Requirements
&
Opportunities

24. • Answer the question… ‘Can we ship to that country?’
• Confidence to welcome an audit
• Track & report all export compliance in one place
• Stable, secure & easy to use application
• Minimum of staff support

25. Implementation
&
Execution

26. o No enhancements
o Converted all legacy data
o Minimum dedicated staff requirements
o 2 internal staff, 2 sourced specialists
o Flexible configuration
o Add additional compliance independently
o LoadState upload tool
o Supplier Entry spreadsheet tool
o Upload substance info and documents to PG&C

27. Impact
&
Rewards

28. • Compliance management evolved from a response to a
strategy
• Full audit preparedness
• Consolidated staff & decreased effort
– Less chatter on regulations
• Swiftly answer… ‘YES! We can ship to that country.’

29. Before PG&C
After PG&C

30. Staying the
Course

31. • Sub-Zero Group, Inc can better incorporate
International trade into design projects
o Helps remove hidden/surprise costs
• New product timelines become more accurate
o Existing system for tracking compliance removes the ‘how’
o As more and more info is collected, we have a larger base of
transferrable information

32. Thank You
Presenter: Miah Finley
Business Systems Analyst

33. Market Driven Innovation
Michael Ger – Director, Oracle
33Copyright © 2014, Oracle and/or its affiliates. All rights reserved.
insert instruction from slide 7
#ovcs

34. Your Innovation Portfolio…..
Are you getting your money’s worth?
64% feel efforts to convert ideas to
development projects were ineffective
Large Spend….
Industry
R&D Spend*
(% of Sales)
Software & Internet
13.0%
Healthcare
12.0%
Computer & Electronics
6.5%
Aerospace & Defense
4.2%
Automotive
3.7%
Industrials
2.2%
Chemicals and Energy
0.9%
Booz & Company, 2012
*Source: Booz Allen, 2011
34Copyright © 2013, Oracle and/or its affiliates. All rights reserved.
66% of projects fail to meet expectations
And Yet….
IDC, 2013
45% of companies dissatisfied with Return
on Innovation spending
Business Week/BCG Survey, 2010
Top 20 R&D spenders are not leading
innovators
Forbes, 2011

35. How Do You Make Innovation Decisions?
The “Fuzzy” front-end
Fuzzy Front-End
Development
All too often, companies make innovation decisions based on
gut-feel rather than on true, quantifiable decision-making criteria
35Copyright © 2013, Oracle and/or its affiliates. All rights reserved.

36. Market-Driven Innovation
What’s Required?
Market-Focus
Profitable Portfolios
Rapid Development Cycles
Portfolio
Mix
REVENUE
Lost Revenue Potential
Financial
Objectives
Understand
Customer Needs
TIME
 Single, Long-Duration Development Cycle
 Multiple, Short-Duration Development Cycles
Requires information-driven decisions across entire innovation lifecycle
36Copyright © 2013, Oracle and/or its affiliates. All rights reserved.

37. Innovation Management Challenges
Challenges
Lead To….
Generating
“next-big-thing” ideas
Missed opportunities,
competitive disadvantage
Aligning offerings
with market requirements
Market “Duds”, poor sales,
customer dissatisfaction
Aligning portfolio with corporate
strategy and budgets
37Copyright © 2013, Oracle and/or its affiliates. All rights reserved.
Poor Return on Innovation
Investment (ROII)

38. Innovation Management Solution
Aligning Innovation to Market Needs and Corporate Objectives
$$
OPTIMIZE
OPTIMIZE
INVESTMENT
INVESTMENT
PORTFOLIO
PORTFOLIO
38Copyright © 2013, Oracle and/or its affiliates. All rights reserved.
• Business Justification
• Requirements
• Concepts
Fund
Fund
$$
Idea
Idea
Screen
Screen
TO DEVELOPMENT
GENERATE
GENERATE
PROPOSALS
PROPOSALS
Profitable
Portfolios
MARKET INSIGHTS
CAPTURE &
CAPTURE &
RATIONALIZE
RATIONALIZE
IDEAS
IDEAS

39. Capture and Rationalize Ideas
PROPOSED
IDEA
APPROVED
Define
• Create ideas via user interface or import from external
sources
• Combine, correlate and rationalize ideas
• Embedded Social Collaboration workspaces
Collaborate
‐ With group discussions, security and document attachments
• Track individual IP contribution for recognition/reward
• Collaboratively review, enrich and score new ideas
Benefits
Score
Increase rate of ideation and ideation pipeline
Improve idea quality through collaborative screening
Increase idea retention and reuse
39Copyright © 2013, Oracle and/or its affiliates. All rights reserved.

40. Proposal Collaboration
PROPOSED
PROPOSAL
APPROVED
Justify (Including Financials)
• Collaboratively define and review project proposals
• Justify projects including budget and resources
Define Requirements and Concepts
• Define and validate market requirements
‐ Traceability of requirements to proposed solutions
• Propose and evaluate concept solutions
• Approve proposals
Analyze and Approve
Benefits
Reduce risk via clearly defined assumptions and scope
Better align offerings to market requirements
Increase revenues and customer satisfaction
40Copyright © 2013, Oracle and/or its affiliates. All rights reserved.

41. Optimize Portfolio
PROPOSED
PORTFOLIO
APPROVED
Create Portfolio Scenarios
• Create portfolio scenarios (proposed groupings of
proposals)
Score Scenarios
• Score scenarios against common enterprise metrics
• Analyze and compare scenarios
• Select scenario best meeting corporate objectives
Analyze and Approve
• Approve portfolio scenario and release funding
Benefits
Align portfolio to corporate requirements
Increase Return on Innovation Investment (ROII)
Optimize short, mid and long-term portfolio strategies
41Copyright © 2013, Oracle and/or its affiliates. All rights reserved.

42. Summary
 What is your company’s innovation performance?
 Innovation Management is “Pre-Development”
 Focus on following areas:
– “Next Big Thing” Ideas
– Collaborative Proposal Review
– Align Portfolio to Market Needs and Corporate Objectives
 Solution complements current PLM investments
 Solution available now!
42Copyright © 2013, Oracle and/or its affiliates. All rights reserved.

43. 43Copyright © 2013, Oracle and/or its affiliates. All rights reserved.

44. 44Copyright © 2013, Oracle and/or its affiliates. All rights reserved.
Insert Information Protection Policy Classification from Slide 12
#ovcs