The document provides information about Brian Wages, a tax credits and incentives specialist. It summarizes Brian's background, areas of expertise in tax credits, and contact information. It then provides summaries of cost segregation, R&D tax credits, and green energy incentives. Cost segregation allows identifying property costs that can be depreciated faster. R&D tax credits require qualified research activities. Green energy incentives include section 179D deductions and solar investment tax credits. The document aims to educate manufacturers on available tax savings opportunities.

1. Welcome to

2. Rea Manufacturing
Day Presentation
October 7, 2022

3. • Senior Manager at Specialty Tax Group (STG)
• Responsible for technical operations of R&D
• 10+ years of experience in the Specialty Tax Services industry
• Expert:
– R&D Tax Credit, Training Credits, Job Creation Tax
Credits; and
– Federal Work Opportunity Tax Credit, Indian Employment
Tax Credit, Empowerment Zone Tax Credit
• The University of Georgia – Business Management (BA)
Brian Wages
Tax Credits & Incentives Specialist
Phone: (770) 855-2770
Brian.Wages@specialtytaxgroup.com
Brian E. Wages

4. Cost Segregation
R&D
Green Energy Incentives

5. Cost Segregation

6. A detailed analysis of all of the hard and soft cost associated with
construction of an asset into appropriate depreciable life; typically 39 & 27.5
year to a shorter life 5, 7, or 15 year.
Applies to new construction, leasehold improvements or purchase of existing
properties in current AND prior tax years.
A study can be preformed on an asset that was placed in-service as far back
as 1987
Cost Segregation

7. Primary Goal: identify all property related cost that can be depreciated faster then the
Real Property designation (5, 7 or 15 year tax life)
Earlier deductions increase current year cash flow
The net present value (NPV) create a time value of money benefit
Saving a dollar today is worth more then saving a dollar in 27.5 or 39 years from
now.
Benefits: identify all property related cost that can be depreciated faster then the Real
Property designation (5, 7 or 15 year tax life)
Accelerates tax deductions
Increases cash flow in a time that credit is tight
Allows for more accurate bookkeeping of tax fixed assets
Ability to easily utilize partial disposition election moving forward
Cost Segregation

8. Newly constructed facility
Expansion of a facility
Newly purchased facility
Large $ amount in CIP
Many locations (Stat
Sample)
Significant long life property
Taxable entity
Profitable Companies
Companies looking to
improve cash flow
Triggers for Cost Segregation

9. Benefits of Cost Segregation - STG

10. – Concrete walls and floors
– Structural steel
– HVAC for human thermal
comfort
– Plumbing for HVAC and
restrooms
– General building electrical (Non-
dedicated to personal property)
– Base building lighting and
security lighting
– Doors & hardware
– Drywall
– Roofing
– Windows
Anything that is permanent or necessary for the operation of the building
Section 1250 Real Property (39 or 27.5)

11. Tangible Personal Property
– Must not be land or a land improvements
– Often times these are “movable and reusable”
– All items of machinery
– Must not be a structural component
• Examples: Electrical Conduit and Wiring to Process
Equipment, Process Piping, Special Equipment Foundations,
Decorative Accent Lighting, Millwork, Carpet/VTC, Blinds
Section 1245 Real Property (Short Life)

12. $5 million apartment building placed in service in 2022
Without a Cost Segregation Study the costs are depreciated
straight line over 27.5 years.
Purchase Price $5M (excluding land)
Example – Cost Seg

13. Of the $5 Million:
$700,000 depreciated over 5 years
$600,000 depreciated over 15 years
$3,700,000 depreciated over 27.5 years
Increased Depreciation Deductions in the first 5 years: $1,100,000
Short Life assets get 100% bonus
Projected NPV Benefits: $300,000
Example – Cost Seg

14. Bonus Chart

15. How to get started
• General Rule – When does Cost Seg start to
make sense
• Basis over $750,000
• Holding the Property longer than 5 years
• Cost Seg Process:
• NPV & Benefit Proposal – FREE
• Data Gathering
• Data Review / Analysis
• Site Visit
• 30-60 Days to complete a study
• * Accounting Method Change Form 3115
• How can you tell if there is a good Cost Seg
opportunity? Complete the RFI ->

16. R&D

17. What are Qualified Activities?
1
7
 Q: Is my client eligible for the Research & Development Tax Credit?
A: Must do Qualified Research Activity’s (QRA’s)
 Q: How do I know if the activities are Qualified Research Activities?
A: Must satisfy the 4-Part Test

18. The 4-Part Test
1
8

19. Example Qualified Activities for the Manufacturing Industry
1
9
 Developing new or improved products, processes, or formulas
 Designing tools, jigs, molds, and dies
 Improving product quality and/or yields
 Developing, implementing, or upgrading systems and/or software
 Performing alternative material testing
 Testing new concepts and technology
 Developing patents
 Performing environmental testing

20. R&D Tax Credit Steps
2
0
1. Discovery meeting in order to qualify the opportunity.
2. During the call, we will discuss the type of activities that qualify and brainstorm if any
activities that occurred in the tax year qualify.
3. Also during the call, we will discuss the costs that can be included in the calculation
and then provide a template for the taxpayer to provide the data.
4. Once data is provided, we will provide a credit estimate and fee amount, allowing the
taxpayer to make a decision on if it makes sense financially to move forward.
5. Once signed engagement letter is received, taxpayer will provide the project details
using a template sent by STG and the final calculation and/or full study report is
completed and delivered.

21. Qualified
Supply
Costs
• Amounts paid for tangible
property (other than land or
improvements to land) used
in conducting or supporting
qualified research.
Qualified
Wages
• W2 box 1 wages of internal
employees that are engaged in
research, qualified support of
research, or direct supervision
of research multiplied by the
percentage of time spent on
qualified research activities.
Contract
Research
Expenses
• 65% of amounts paid to third
parties vendors for
conducting or supporting
qualified research activities.

22. State Research and Development Tax Credits
22
 In addition to the federal credit, many state governments
have incentives that dovetail with the federal R&D
credit.
 Approximately 36 of the states have this credit: Alaska,
Arizona, Arkansas, California, Connecticut, Colorado,
Delaware, Florida, Georgia, Hawaii, Idaho, Illinois,
Indiana, Iowa, Kansas, Kentucky, Louisiana, Maine,
Maryland, Massachusetts, Minnesota, Nebraska, New
Hampshire, New Jersey, New Mexico, New York, North
Dakota, Ohio, Pennsylvania, Rhode Island, South
Carolina, Texas, Utah, Vermont, Virginia, Wisconsin

23. Ohio R&D Tax Credit
2
3
 Requires same information to calculated as Federal Credit Alternative Simplified Credit (ASC)
 Flat 7% of the difference between current year expenditures minus the previous 3 year
average.
 Only Qualified Research Expenditures for services IN OHIO are included.
 Credit is applied against the Commercial Activity Tax (CAT).

24. R&D Credit for Start Ups
2
4
 Start-Up Companies
– Must have generated revenue for 5 years or less
– Can be used against payroll taxes (employer portion of social
security liability)
– Company must have less than $5 million in revenue each year
that the payroll offset is claimed.
– Up to $250,000 (increasing to $500,000 in 2023 as a part of the
IRA) per year, for 5 years

25. Tax Law Updates – R&D
2
5
 IRS Guidelines released October 15, 2021 specified what must be included for a R&D refund
claim to be valid
– Identify all the business components to which the Section 41 research credit claim relates for
that year.
– For each business component, identify all research activities performed and name the
individuals who performed each research activity, as well as the information each individual
sought to discover.
– Provide the total qualified employee wage expenses, total qualified supply expenses, and total
qualified contract research expenses for the claim year. This may be done using IRS Form 6765.
 IRS will provide a grace period (until January 10, 2022) before requiring the inclusion of this
information
 There will be a one-year transition period during which taxpayers will have 30 days to perfect a
research credit claim for refund prior to the IRS' final determination on the claim.

26. Tax Law Updates – R&D
2
6
 Currently, the tax law states that it will be required to amortize research and development
(R&D) expenses over five years, instead of taking immediate deductions starting in tax year
2022.
 There is still hope that this change will be pushed back (to 2025 or indefinitely).
 How do we plan for this in the meantime?

27. Green Energy Incentives

28. 179D Tax Deduction - Commercial Structures
2
8
 Manufacturing facility building owners can deduct up to $1.80 (adjusted for inflation to
$1.88) per square foot of qualifying buildings through §179D.
 Building owners can qualify for up to $1.88 per square foot deduction for installing
specific improvements (~$0.60 per component).
 Projects must reduce energy consumption in any of the following areas:
• Interior Lighting System
• HVAC System
• Envelope (building shell)

29. 179D Tax Deduction – IRA Impact
2
9
 The current version of §179D will remain in effect for properties placed in service in 2022, the
major changes to the §179D are the following:
– Energy efficient commercial buildings placed in service after January 1, 2023, will have the
opportunity to qualify under the new IRA provisions and with a potential increase in the
§179D deduction up to a maximum $5.00/SF.
– A special provision for an alternate performance-based qualification methodology will be
enacted for retrofitting of commercial buildings.
– Commercial buildings will be able to be certified and qualified for 179D benefits more than
once. Following the original certification, the properties may again be re-certified, for new
capital energy efficient improvements, once every three years.
– Standards for a qualifying property will increase. The degree to which will become more
clear once the guidelines are released by the DOE/Secretary.

30. Solar Investment Tax Credit (ITC-Section 48)
3
0
 A business that installs, develops and/or finances solar property
 Credit is equal to 30% of the cost of the system
 Renewed and improved by IRA

31. Site Selection &
Discretionary Incentives

32. Site Selection Life-Cycle
3
2

33. Negotiated Incentives (Ohio)
3
3
 Must be bargained for and secured with the unit of government. In Ohio, most state level
programs must be agreed upon up-front (Job Creation Tax Credit, CRA, Rural Business Growth
Program).
 It is most advantageous to bring in State Level (see JobsOhio Network Partners below) and Local
(City and County) Economic Development Contacts

34. Negotiated Incentives Factors
3
4
 The authorities are looking for the following in order to make a benefit
offer:
– Job creation (at least 15 over a 3-5 year span)
– Job Retention
– Average wage
– Capital investment (broken down by M&E and building costs)
– Industry
– ROI for the jurisdiction
– Location - Is it a distressed area?

35. Different Types of Negotiated Incentives
3
5
 Income tax credits or refunds
 Real & personal property tax incentives
 Sales tax rebates & exemptions on
purchasing specific items
 Training grants, educational partnerships,
& recruiting assistance
 State owned infrastructure
 Cash grants
 Withholding tax rebates & exemptions
 Leveraged zoning & expedited permitting
 Utility incentives

36. Ohio / USDA Grants for Meat & Poultry Processors
3
6
 Grants and loans from Ohio and the USDA are released periodically.
 Typically, there are 1 or 2 rounds where there is an application deadline and then award
announcements, and then once the funds are gone, the program is over and the taxpayer
waits for another program to be announced.
 This is a competitive process where the best applications receive the award.
 STG’s role: application assistance, government correspondence, & compliance.

37. Questions to Ask
3
7
 Is your company in a tax paying position?
 Has your company acquired, built, or renovated the manufacturing facility in the last 5-7
years?
 Does your company plan to relocate, expand, or build an additional facility in the next 2-3
years?
 Did your company develop a new or improved product or process in 2022?
 Has your company installed or plan to install any green systems such as energy efficient
lighting, HVAC, or solar panels?

39. Contact
Brian Wages
Phone: (770) 855-2770
brian.wages@specialtytaxgroup.com

41. Inventory and
Cashflow Management

42. Dustin M. Raber
Started my 15th year at Rea yesterday!
Principal
Focus at Rea: Consulting, Manufacturing, Auditing and Accounting
CPA, CMP, and Six Sigma Green Belt
Wooster Office Manager
Enjoy hunting, fishing, and spend time with my family.

43. School
Clothes /
Makeup
Sports,
Gymnastics,
Dance
Cars
Weddings
There goes
my Cashflow!
Amazon
Purchases!

44. Current State of the U.S. Economy
Supply Chain Disruption
Rising Inflation
 8.3% as of August 2022
Rising Interest Rates
 3.25% as of September 21, 2022
• Federal Reserve meeting two more times in 2022:
– November 1-2
– December 13-14
Rising Employee Costs
Possible Recession
 Two consecutive quarters of negative GDP growth
Based on U.S. Bureau of Economic Analysis:
– Q1 2022: -1.6%
– Q2 2022: -0.6%

45. How will this impact my business
Inventory:
 Significant balance on the balance sheet
• “Makes me feel good!”
 Eats up cash
 Can dramatically effect profit/loss
Cashflow:
 Result of profitability
 Diminish your competitive advantage
 Limit future opportunities
• “Hamstring my business”

46. Inventory Management vs Supply Chain
Management
Inventory Management:
Umbrella term for the procedures and processes that affect ordering, receiving, storing, tracking and account for all
of the goods a business sells.
Supply Chain Management:
Supply chain management oversees the flow of products from raw goods and production sourcing through final
distribution.
 For a small business, supply chain and inventory management procedures easily blend together.

47. Inventory Management:
What is the right level of inventory to hold?
 “Just-In-Time” or “Just-In-Case”
• Supply Chain Management
Are you actively reviewing inventory movement?
 What is slow moving?
• Slow Moving = Poor Cashflow

48. Inventory Management (Cont.)
Do you prune the bottom 10% of your manufactured products?
 What items should we quit manufacturing?
• Can be part of your slow moving inventory issue!
Do you truly know what your costs are?
 How quick can we push increased costs to our customers!
• “The days of 1-2 price adjustments annually are over!”

49. Cashflow Management:
How are you managing your inventory levels?
 What is the right level of inventory to hold?
How are you monitoring your Accounts Receivable?
 Are you becoming the bank for your customers?
How quickly are you paying on your Accounts Payable?
 Are you trying to match up your payments with when you are receiving customer payments?

50. Cashflow Management (Cont.):
How often are you making distributions out of the Company?
 Are you spreading these out or timing these when cashflow is strong?
How are you managing your relationship with your bank?
 Are you utilizing your Line of Credit periodically to show you still need it?
 Do you have the proper amount of leveraging to help with cashflow?
Are you planning on retaining employees all your employees?
 Are you evaluating your team to know if things begin to tighten who would be let go?

51. Ways you can Improve your Cashflow
Track Your Cashflow
 What KPI’s are you monitoring?
• Inventory Days
• A/R Days
• A/P Days
Review Your Expenses
 Do you prepare a budget?
Reduce Waste
 Have you looked at lean manufacturing?

52. Ways you can Improve your Cashflow (Cont.)
Renegotiate With Suppliers
Offer Discounts For Early Payments
 What discount are you willing to give to help cashflow?
Accept Multiple Forms Of Payment
 Credit, ACH, other electronic payments
Be Proactive With Late Payers
 “Who is your bulldog”
• Is it the right person for the job?

53. Manufacturers are better prepared this time!
2008:
 Weaker Balance Sheets
 Highly Leveraged with Debt
 Were Not Prepared
2022:
 Stronger Balance Sheets
 Low Debt Leverage
 Experience from 2008!
• Let’s learn from our mistakes!
• Better ability to “pivot” or “adapt”
• Recession readiness plan!

54. Questions?

56. Kyle Stemple
Rea & Associates
Phone: (330) 308-6683
Kyle.Stemple@reacpa.com
Brian Kempf
Rea & Associates
Phone: (330) 521-4549
Brian.Kempf@reacpa.com
Succession & Transition Planning Panel
Rich Dyer
Rea & Associates
Phone: (330) 262-0061
Rich.Dyer@reacpa.com

58. Rea Information Services
Rex Moskovitz

59. Agenda
Basic information security
Case study
10 questions to determine risk
How can we help?

60. Basic information security
C
Confidentiality
I
Integrity
Information
security
A
Availability
CIA Triad
a widely used model to
guide an organization’s
efforts and policies aimed
at keeping its data and
systems secure

61. Basic information security
fundamental
controls in
place
On-site data centers
Physical access controls
Restricting access to buildings
and key IT areas coupled with
monitoring
Procedural controls
Security awareness, training,
management oversight, incident
response
Technical controls
Multi-factor authentication, anti-
virus/malware, need-to-know
access, change controls
Compliance controls
Periodic assessments,
imposition of security rules, and
periodic audits
On mobile devices
In the cloud
In backups/copies
wherever the
data is.
To support confidentiality, integrity, and availability, you need…

62. 1. What information and systems are most important to you?
2. What information and systems might you be required to protect?
3. Is access to information and systems properly maintained?
4. How is information and systems protected against threats?
10 questions to determine risk
5. Is data complete and accurate?
6. What change controls exist over information and systems?
7. Is data protected throughout its life cycle?
C
I
A
8. Is data readily available to make business decisions?
9. Are routine, secure, and tested data backup procedures in place?
10. Are systems properly patched and up-to-date?

63. Case study
Client with over $4
billion in assets
Executive laptops
Threat actor got access
Threat actor got admin
access to other stuff &
removed data
Lessons learned
Lack of fundamental control Result
No regular updates or
patching of key systems
A single system was exploited,
allowing threat actor to attack
several other devices
User access was not
managed
A single user was never
removed after termination;
user’s access was used by
threat actor to execute attack
No change control or
monitoring processes
Notifications were not followed-
up on; software added without
IT; logs were deleted
Lack of data management Unable to rapidly gather data
sets to isolate, validate, or
confirm if a breach occurred

64. How can we help you?
PROTECT YOUR DATA & YOUR ORGANIZATION
We are committed to providing you with the right amount of
information security coverage to protect your organization
while providing the tools and peace of mind needed to help
you grow safely – all without having to spend an exorbitant
amount of capital to do it.
WHO DO WE SERVE?
Our service offerings are ideal for organizations that currently
operate without an integrated information security
framework, readily available expertise to build or enhance
their information technology protection practices including
data governance, risk management, and regulatory
compliance, or a strategic capital investment plan to meet all
or part of these objectives.
WHY WORK WITH US?
Our licensed and certified professionals possess extensive
experience in the areas of business process, systems
security architecture, and governance frameworks. We are
known for our technical expertise, integrity, and
demonstrated delivery excellence!
WHAT ARE OUR SERVICES?
We are an IT risk management practice that focuses on what
matters most to you! Our service offerings include:
Virtual Services
• Vendor RFP & selection support • Virtual Chief InfoSec Officer
• Security Awareness Training • Virtual Chief Information Officer
Governance, Risk Management, & Compliance
• Cybersecurity Maturity Model Cert (CMMC) • Financial audit support
• Systems Security Risk Assessments • Third-party risk assessment
• IT General Controls review • SSAE 18 SOC reporting
• Framework controls gap analysis • Cyber data analytics
Technical Security
• Managed Security & IT Services • Penetration testing
• Digital forensics • Vulnerability scanning
• User access reviews

65. Thank you

67. 20-20
VENTURES
5 Lessons In
Digital Transformation
20-20 Ventures

68. 20-20
VENTURES
# 1

69. 20-20
VENTURES
YOU ARE
CHANGING
MINDSET, NOT
TECHNOLOGY.

70. 20-20
VENTURES
“change completely
in form or nature”
TRANSFORMATION

71. 20-20
VENTURES
Denial
Frustration
Depression
Experiment
Acceptance
Integration
“Valley of
Despair”
HOW PEOPLE RESPOND TO CHANGE
TIME
PERFORMANCE

72. 20-20
VENTURES
Company Announcement:
We’re upgrading our systems!
Your
Employees:

73. 20-20
VENTURES
# 2

74. 20-20
VENTURES
ONE THING REALLY
HELPS SHIFT
MINDSET…
CLARITY

75. 20-20
VENTURES
WHAT The Main Point
SO
WHAT
Why It’s Important
NOW
WHAT
What’s Next
A Helpful
Communications Tool
For Clarity:

76. 20-20
VENTURES
# 3

77. 20-20
VENTURES
YOUR CULTURE
DETERMINES THE
SUCCESS OF
YOUR
TECHNOLOGY.

78. 20-20
VENTURES
TAKE A HARD LOOK AT YOUR BUSINESS
Level 5
Level 4
Level 3
Level 2
Level 1 1
2
3
5
4
You are
here.
• Leadership
• Strategy
• Processes
• Roles
• Decisions

79. 20-20
VENTURES
# 4

80. 20-20
VENTURES
TECHNOLOGY
SPOTLIGHTS HARD
DECISIONS.

81. 20-20
VENTURES
ACCOUNTING IS
USUALLY THE
EASIEST THING TO
AUTOMATE.

82. 20-20
VENTURES
ANTICIPATE THE JOURNEY
Leadership Buy-In &
System Impact
Planning
OVER
Communicate
“The What’s Next”
Showcase
Quick Wins
Re-Iterate When
It’s Not Working
Save Time
Save Money
Save Headache

83. 20-20
VENTURES
# 5

84. 20-20
VENTURES
THERE IS NO SUCH
THING AS A
FLAWLESS
IMPLEMENTATION.

85. 20-20
VENTURES
DON’T TRY TO DO
EVERYTHING.

86. 20-20
VENTURES
SHOP FLOOR
SCREENS SHOULD
BE SIMPLE.

87. 20-20
VENTURES
PREACH:
“IF IT DIDN’T
HAPPEN IN THE
SYSTEM, IT DIDN’T
HAPPEN.”

88. 20-20
VENTURES
BE UPFRONT.
“THIS MAY NOT GO
AS PLANNED.”

89. 20-20
VENTURES
We guide business owners into
what’s possible.
20-20ventures.com/get-started

90. 20-20
Analytics
20-20 Analytics
Manufacturing
Education Day

91. 20-20
Analytics
Who We Are
Today’s
Presenters &
Business
Overview

92. 20-20
Analytics
Andrew James
The in-house expert on analytics,
product costing and financial
analysis. A CFO who can write
code is rare. Andrew's done it at
startups and multi-billion-dollar
firms.

93. 20-20
Analytics
We guide business owners into
what’s possible.
Advisory Services &
Change Management
Business
Intelligence &
Financial Analysis
Investments For
Growth or Stability
Digital Marketing &
Sales

94. 20-20
Analytics

95. 20-20
Analytics
How We Help
Accounting &
Finance Is Quickly
Changing

96. 20-20
Analytics
How Finance Teams Spend Their Time
48%
3%
32%
27%
18%
69%
Creating and
updating reports
Analyzing and
interpreting information
Interacting and communicating
with the business
Source: Deloitte. 2018. Amounts do not foot.
Current time spent Preferred time spent

97. 20-20
Analytics
SYSTEMS, PROCESS, PEOPLE, DATA
Most organizations start
here, but insightful
dashboards should be the
result of proper systems,
processes and
organizational culture.
DATA
VISUALIZATION
Does accurate data lives in
a flexible, retrievable
environment?
DATA
INTEGRITY
Does your organization
have common data
management processes?
Or is it siloed by
department? Or do
processes not exist for
insight development?
DATA
PROCESSSES
How leaders rely on data
to make decisions in an
organization indicates how
well an analytics program
will be adopted.
DECISION
MAKING
Do systems and projects
align with strategy? Have
advanced features been
deployed?
SYSTEMS
& DEV
Pillars of Analytics

98. 20-20
Analytics
Our Typical Approach
What reporting are you
using today? Is your
organization ready for
analytics?
DISCOVER
Agree on what we’re
building and the goals
we’re trying to
accomplish.
SCOPE
We build out-of-the-box
or custom solutions
based on scope from
your team.
BUILD
We train your teams how
to use and even build
their own tools.
DEPLOY
1 2 3 4

99. 20-20
Analytics
Eliminate repetitive
human tasks.
Save time gathering
information.
Reduce headcount.
Provide greater insights to
leadership.
Real-time reporting
anywhere.
“One source of truth.”
Lay the foundation for a
culture of analytics.
Train people how to use
analytics tools.
Build with future in view.
Our Goal With Analytics

100. 20-20
Analytics
A DATABASE… IS LIKE A SPREADSHEET.

101. 20-20
Analytics
CODING… IS LIKE FILTERING, ADDING,
SUBTRACTING OR MATCHING
VALUES IN A SPREADSHEET.

102. 20-20
Analytics
POWER BI… IS LIKE POWERPOINT THAT
PULLS THE DATA FOR YOU.

103. 20-20
Analytics
POWER AUTOMATE… IS LIKE HIRING A COMPUTER
TO DO YOUR REPETITIVE
TASKS.
“IF THIS HAPPENS, DO THIS.”

104. 20-20
Analytics
Real-Life Demos
In case you’re
wondering
what this all
means.

105. 20-20
Analytics
45-60 day close cycle. Tedious manual
processes and no time to react.
PROBLEM
AUTOMATE THE
FINANCIAL CLOSE PROCESS
Directly connect to ERP for entire close
process including management reports.
SOLUTION
3-day close cycle. Leaders have insights to
make business decisions timely.
RESULT
Live Demo
Live Demo

106. 20-20
Analytics
Machine operators have no visibility to their
performance on a production line.
PROBLEM
MONITOR MACHINE THRUPUT
Mount TV screens on the production line to
monitor performance and job details.
SOLUTION
Supervisors proactively solve issues. Cost and
production standards are updated for better
planning and profitability analysis.
RESULT
Live Demo

107. 20-20
Analytics
Management had no visibility of productivity
in their business unit.
PROBLEM
EVALUATE TRENDS OVER TIME
A report that pulls in job details and labor
activity from Epicor.
SOLUTION
Benchmarks established by shift. Individuals
and teams try to win their day.
RESULT
Live Demo

108. 20-20
Analytics
Audit teams spend hours digging through
information to find exceptions.
PROBLEM
DON’T HUNT FOR EXCEPTIONS
Exceptions rise to the surface in a real-time
dashboard.
SOLUTION
Teams spend their time solving root causes
for future prevention of mistakes.
RESULT
Live Demo

109. 20-20
Analytics
Managing expenses of a capital project were
manual and hard to find.
PROBLEM
TRACK PROJECT EXPENSES
Match expense details and project budgets
directly in BI.
SOLUTION
Project managers review expenses and in-
service dates proactively.
RESULT
Live Demo

110. 20-20
Analytics
Manual process of saving invoice
attachments from emails.
PROBLEM
A Power Automate flow that
automatically saves off all invoices to
the right folder.
SOLUTION
Invoices are saved into individual
folders allowing AP Processers to key
invoices directly into ERP.
RESULT

111. 20-20
Analytics
“If you always do what you’ve
always done, you’ll always
get what you’ve always got.”
Henry Ford

113. Enterprise Resource Planning Panel
Jim Smucker
Keim Lumber
Phone: (330) 893-2251
Jim.Smucker@keimlumber.com
Mike Swartzentruber
Pioneer Equipment Co.
Phone: (330) 516-1152
Mikes@pioneercorp.us
Cheryl Coblentz
Rea & Associates
Phone: (234) 249-3463
Cheryl.Coblentz@reacpa.com
Colin Neidert
20-20 Ventures
Phone: (937) 218-3510
Colin@20-20Ventures.com