ACCO Brands - Aras · ACCO Brands GLOBAL GROWTH ... • Visual Communication – Dry-Erase Boards,...

ACCO BrandsGLOBAL GROWTH

Innovation & Time to Market Lead the Way

Aras Community NetworkMay 7, 2008

Workspace Tools division of ACCO Brands, Inc. (c) 2008 ACCO Brands, Inc. All rights reserved.

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ACCO Brands Background

Click to edit Master title style• ACCO Brands Corporation is one of the world's largest

suppliers of branded office products with 2007 revenue ofsuppliers of branded office products, with 2007 revenue of $1.9 billion

• Started as Clipper Manufacturing Company founded in pp g p y1903, renamed American Clip Company in 1910 and ACCO in 1922

• Markets products in over 100 countries across the globe through our own sales force and distribution networks

F d d li i ti l l f• Focused on delivering exceptional value for our stockholders and customers by providing unique, leading-edge, branded office products


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Who We Are

Click to edit Master title style• Workspace Tools

– Staplers, Punches, Trimmers, Staples

• Document Finishing– Shredders, Laminators, Binding Machines

• Storage & Organization– Binders, Notebooks, Indexes, File Folders

• Visual Communication– Dry-Erase Boards, Bulletin Boards, Projectors

• Computer Accessories– Computer Mice, Keyboards, Power Adapters, Notebook Cases


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Workspace Tools:

Click to edit Master title style

• Staplers, Punches, Trimmers, Staplesp p


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Global Strategic IntentClick to edit Master title style

•Lead the Market

ven •Deliver meaningful Product Innovations

ket D

riv •Category Management

•Operational Excellence

Mar

k

•Effective Execution

-Continue to Build Organizational Competencies


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Growth Drivers

Click to edit Master title style•Revenue Growth Targets

•Grow New Product ContributionObjectives

•Build on Core through Consumer Alignment

•Grow New Product Contribution

Base

•Leverage Consumer Research to Drive Meaningful InnovationMarketChanging

•Continued Global Expansion

Changing

New Continued Global Expansion

•Continued Market Expansion

NewMarkets


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Evolving our relationship with the consumer



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Expanding Scope

Category Management

Brand Awareness

Click to edit Master title style• National promotional initiatives• Consistent message to consumer and trade and across

product lines

Stapling

product lines


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Speed To Market – A Key to Success

Click to edit Master title stylePrevious State (Just Examples)

Current Medium Complexity Project takes X Months

- Medium Level Largely Mechanical Design- Medium Level, Largely Mechanical, Design- Existing Platform but Complicated ID Redesign

C t Hi h l it j t t k 1 5 2X M thCurrent Higher complexity projects take 1.5-2X Months

- New Electromechanical Designg- New Platform Design


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Speed To Market Opportunities

Click to edit Master title styleDiscrete Task Analysis

Prior ProjectsRevised Process Delta (weeks) Comments

Task

I.D. Definition 8 wk 2 wk 6 Team Decision Making vs. Individualg

Tooling 16 wk 8 wk 8 Supplier selection for speed; tooling in MFG Country

Project Brief 4 wk 1 wk 3 Excess Research v. In-house expertise

Quotation Process 5 wk 2 wk 3 Baseline; will vary by complexity

Product Testing 2 wk 1 wk 1 Baseline; will vary by complexity

Structural Packaging Dev 4 - 6 wk 2 wk 3 More MFG based decision making

Packaging & graphics samples 4 wk 2 wk 2 Vendor-produced samples - Product only


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Task

Discrete Task Analysis (Continued)

CER Approval 5 wk 1 wk 4 Can be Critical Path

Color Approvals (on Product)- Chips and Product 3 wk 1 wk 2 On-site approvalsProduct 3 wk 1 wk 2 On-site approvals

Color Approvals (on Graphics) 3-4 wk 1 wk 2 On-site approvals

Preliminary graphics & y g pProduct Name 6 wk 2 wk 4 Simple intent supplied by Swingline

Structural Testing 1-2 wk 3 days 1.5 Approved on-site

Total Potential Savings: =9 Months


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Click to edit Master title styleGeneral Comments:• Clearly defined decision making is crucial

Mi i h "P " ill l bl• Misconception that a "Process" will solve problems• Process is only a guideline; People run the projects• Tendency to focus on urgency of Timeline only after financial approval

Cultural Comments:• Build more trust between team membersBuild more trust between team members• Fear of failure prevails; Risk aversion• "Second-guessing" of functional areas • Non-empowered team members / Project Leadersp j


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Click to edit Master title style Implementation

• Two Projects were Pilotedj

• Leadership team selects core team for each project

• Clear empowerment from the leadership team at project• Clear empowerment from the leadership team at project initiation

• Includes empowerment of one individual per functionalIncludes empowerment of one individual per functional area with decision making ability and communication to broader team

• Demonstrate success to broader organization and complete roll out


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Consumer Research is Critical

Click to edit Master title styleConsumer Research Focus:1 Continually update our view of the market1. Continually update our view of the market

• Who, Why, How, and Where are people buying our products

2. Develop Strategies that leverage our knowledge of the marketplace• Product (Current and New)• Product (Current and New)• Brand• Promotional / Merchandising• Channel (Current and New)• Channel (Current and New)


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Understanding the consumer drives innovation


More Involved Less Involved

Focus on high involvement

2001 Segments(% Population)

C3

(13%)

C4(27%)

C5(14%)

C6

(18%)

C2(18%)

C1(10%)

2006 Segments(% Population)

C4(24%)

C5

(17%)

C6(18%)

C1

(14%)

C2(13%)

C3(14%)

– Reliability important

Key Shifts/ Themes

– Increased concern over performance


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Configuration Management Improvement

Click to edit Master title styleMixed ModelPros

•None Cons

D li t R R i d

Asia

• Duplicate Resources Required.

• Multiple touch points increases likelihood of different revision levels.

• All design changes require many touches at multiple sites.

Diffi lt t i i i t

Wheeling NogalesLincolnshire

LincolnshireEvolving

• Difficult to ensure revision consistency.

• Change history difficult to track.Supplier A Supplier B

Hong Kong

Wheeling NogalesCentral StoragePros

Supplier A

Storage

Supplier B

•Single location ensures revision control.

•Easy to “share” drawings with multiple sites.

•Design changes to single location only.

Si l t h i t f h

Cons

• IT systems limitations make web access essential.


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•Single touch point for changes.

Standardize Change Management

Click to edit Master title style• First Area of Focus• Reduce Complexity• Reduce Complexity• Increase accessibility and visibility

– Vendors– Traveling personnel– History available to all

• Increase change velocity • Controlled approvals and history


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Standardization of Change Management Processes within Aras as an Example

Click to edit Master title styleApproved by: Operations ManagerReviewed by: Quality Asegurance Manager

P-IN-002 ENGINEERING CHANGE REQUEST/NOTICE

Date: 10/09/03

Revision: APage 1 of 1

P-IN-002ENGINEERING

CHANGEREQUEST/

NOTICE

ECR REQUIREMENT

ORIGINATOR GETS ALL THEDOCUMENTATION NEEDED

ORIGINATOR SEND FORM PLUSATTACHMENTS TO SYSTEM

COORDINATOR

F-IN-002-1ENGINEERING

CHANGE REQUEST/NOTICE

ASSIGN NUMBER IN PRMSSYSTEM, LOG ON “ ECR STATUS”

FILE IN DRIVE I.

SEND DOCUMENTS BACK TOORIGINATOR OR PRODUCT

*ONLY IF ORIGINATOR IS FROMACCO CORPORATION

ECR RESPONSABILITIESPRODUCT ENGINEERING ALLCELL ENGINEER ROUTING, BOM’s,PURCHASING MAT. COST CHANGE OR VENDOR CHANGEMATERIALS OBSOLETE MATERIALMARKETING (CORP) BOM, DESIGN CHANGE, SPEC. CH. OBSOLETE MATERIAL.NPD (CORP) DESIGN CHANGE, SPEC. CHANGE Internal

IS THE ECNAPPROVED?

NO

YES

ORIGINATOR OR PRODUCTENGINEER*

GET APPROPRIATE SIGNATURES

ACCO CORPORATION

PRODUCT ENGINEER MUSTAPPROVE IT IN FIRST PLACE

CLOSE IT AS CANCELED(SYSTEM, FILE & I DRIVE)

CHECK THE TYPE OF CHANGE AND FOLLOWPROCESS ACCORDING WITH NUMBERS:- DESIGN CHANGE OR RELEASE…………….1- SPECIFICATIONS CHANGE OR RELEASE...2- BOM CHANGE OR RELEASE…………………3- ROUTING CHANGE OR RELEASE…………...4- MATERIAL COST CHANGE……………………5OBSOLETE MATERIAL…………………………..6

IF MORE THAN ONECHANGE OCCURSMUST BE FOLLOWAT THE SAME TIME

SYSTEM COORDINATOR CLOSETHE ECR AFTER 2 WEEKS IF NO

STATUS IS RECEIVEDInternal Global

Internal Domestic External

NOTIFYVENDOR

TOOLINGCHANGE

EVALUATINGTOOLINGCHANGE

1 3 4

CHANGE PRMSSYSTEM

P-IN-001DATA

PACKET

IS IT A VENDORCHANGE?

P-IN-008SAMPLES

VALIDATION

5

DELETE ITEMFROM THE

PRMS SYSTEM

IS THEREMATERIAL TO

ADJUST?

P-QA-008 NONCONFORMING

MATERIAL

6

NO

YES

P-IN-008SAMPLES

VALIDATION IF A CHANGE IN DATE IS

SEND NOTIFICATIONTO FINANCES

MAKE ROLL UP

IS IT THECOST

APPROVED?

YES

DATA PACKETIS REQUIRED?

P-IN-001DATA

PACKET

YES

NO

NO

YES

NO

Global External Global

ARE CHANGESOK?

PRINT NEW SPEC, SENDTO DOC. CONTROL TOFILE AND LOAD IT IN I

DRIVE.

VERIFY AND/ORCHANGE

IMPLEMENTATIONDATE

IMPLEMENT CHANGEIN CELL

REVIEWCHANGE AFTERIMPLEMENTATI

ON

COMPLETE F-IN-004 AND F-IN-009COST ANALYSIS

FORM

VERIFY ALLACTIONS

HAVE BEENCOMPLETED

GETSIGNATURES

TO CLOSEECN

END OFPROCEDURE

2

NO

YES

REQUIRED S.A. WILL SEND ANOTIFICATION (F-IN-002-3)TO SYSTEM COORDINATOR

CC PRODUCT ENGINEER

F-IN-002-5ECN

DISTRIBUTIONSHEET

F-QA-002-1QUALITY

RECORDSMASTER LIST

TEMPORALLY FILEORIGINAL ECN UNTILIMPLEMENTATION IS

COMPLETED ANDDISTRIBUTE COPIES

KEEP TRACKINGUNTIL ECN ISCLOSED AND

UNTIL YEAR END

F-IN-002-6ECR/ECN

TRACKINGREPORT


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Consolidating down to a single process change management


One Global Process (Internal and External):


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Ongoing Focus on Business Process Improvement

Click to edit Master title style• Aras Innovator

I l t d i 2004– Implemented in 2004– Run hosted at 3rd party data center

S ifi d t i l l t d• Specified custom service level agreement andup-time requirements

• Administrative functions like back-up, etc off loadedAdministrative functions like back up, etc off loaded from IT

– Process improvements around the world– Expanding usage based on business priorities


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Click to edit Master title style• Aras Innovator (Today)– Global Document ControlGlobal Document Control

• Single consolidated location, master versions• Web-based access and coordination• Secure collaboration• Access for Asia, Europe, and the Americas

– Includes suppliers in Asia– Protects critical IP

• Eliminates miscommunications & mistakesEliminates miscommunications & mistakes– Provides information for ACCO Innovation

process, results in innovative new designs


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Click to edit Master title style• Aras Innovator (Today)– Product Change Managementg g

• Online change workflows with simple email notifications & alertsS• Streamlines international interaction

• Makes status visible (in the office, on the road, etc)• Standardized the process• Standardized the process• Global supplier participation

– Suppliers can initiate a changepp g– Suppliers have opportunity to review proposed changes

– Reduced change cycle time by over 50%


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Reduced change cycle time by over 50%


Click to edit Master title style• Aras Innovator (Today)– Corrective ActionsCorrective Actions

• CAR Forms with workflows and email notifications• Closed-loop corrective actions• Root cause resolution• Supplier CAR (SCAR)

– Better supplier accountability– Global supply chain continuous improvement– Provides data for supplier performance & contract pp p

negotiations

• Faster problem solving overseas and better results and data


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and data



• Aras Innovator (Today)– Information and data in Aras Innovator used to

drive Consumer Product InnovationsI ti E lInnovation Example:• Redesigned electric staplers, making 8 changes in

response to issues identified through Aras Innovatorresponse to issues identified through Aras Innovator, such as changes to the “clinch wings” - arms on the base of the stapler - to reduce instances of jamming

– Faster Time to Market• Cut development time by months


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Click to edit Master title style• Aras Innovator (Tomorrow)

Ne Prod ct Program Management– New Product Program Management –in-process now

• Pilot Starting this month• Pilot Starting this month• Manage phase-gate process• Global collaboration on deliverables• Milestones• Single status dashboard

– Plan is to reduce time to market even more


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ACCO Brands


Thank You

Aras Community NetworkMay 7, 2008


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ACCO Brands - Aras · ACCO Brands GLOBAL GROWTH ... • Visual Communication – Dry-Erase Boards,...

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