Utilizing Hyperion in a Downturn Economy September, 2009

1. Utilizing Hyperion in a Downturn Economy September, 2009

2. DENSO & Hyperion Topics • Background about DENSO • Utilizing Planning During a Downturn • Where did we go from there? © 2009 2

3. Background - DENSO in the Americas DENSO is a leading global supplier of automotive technology, systems and components • DENSO International America, Inc.:100% Owned by DENSO Global in Japan • N.A. Regional Headquarters: Southfield, Mich. • Companies: 38 • Employees: 17,000 • Net Sales: US$6.5 billion • Operating Income: US$247.4 million As of March 31, 2007 U.S. dollar amounts have been translated from Japanese yen for convenience only at the rate of 118yen= US$1 Sales figures represent total sales by DENSO company locations, including sales between DENSO companies. © 2009 3 3

4. Background - DENSO Products CLIMATE CONTROL ENGINE MANAGEMENT DRIVING CONTROL & SAFETY BODY ELECTRONICS HYBRID VEHICLE COMPONENTS INFO. & COMMUNICATIONS © 2009 4

5. Background - Hyperion @ DENSO Hyperion Planning has been in use at DENSO for the past four years supporting about 500 users. • Introduced at NA HQ in Southfield, Mich. – 2004 • Implemented at two plants in Tenn. – 2005 • Implemented at plant in Battle Creek, Mich. – 2006 • Implemented at plant in Arkansas - 2007 © 2009 5

6. Background - Hyperion @ DENSO Hyperion Essbase – since 2005 (previously used Enterprise)Note: HFM used for Global Consolidations • NA Consolidations • Treasury Cash Flow • Quality PPM Reporting • Credit Limit Analysis • AR Analysis • BOD Dashboard Related Technology in Use at DENSO • JDE – General Ledger • Oracle – HR (Benefits & Performance Management) © 2009 6

7. CPM Scope Across an Enterprise ENTERPRISE STRATEGY EXECUTION Formulation Implementation Control and Evaluation Scorecard IT STRATEGY EXECUTION FINANCE STRATEGY EXECUTION HR STRATEGY EXECUTION SALES / MARKETING STRATEGY EXECUTION OPERATIONS STRATEGY EXECUTION Scorecard Scorecard Scorecard Scorecard Scorecard Dashboards IT Forecasting Workforce Forecasting Sales Forecasting Production Planning Initiative Management Financial Reporting Recruiting/Retention Sales Analytics Supply Chain Analytics ANALYTICAL SOLUTIONS ANALYTICAL SOLUTIONS ANALYTICAL SOLUTIONOS ANALYTICAL SOLUTIONS ANALYTICAL SOLUTIONS IT Financial Analytics P&L Analysis Diversity/Demographics Customer Analytics Productivity Analytics IT Operations Analytics Consolidation Compensation/Benefits Promotion Analytics Other … Rolling Forecast Dashboards Dashboards Dashboards Dashboards BUSINESS INTELLIGENCE & DATA WAREHOUSE COMPETENCY WHAT • Planning the work • Planning expenditures • Ongoing Prioritization Process and Sponsorship HOW • Data Architecture • Data Management Disciplines • Tools • Methodology /Processes/Governance WHO • Organization structure design • Roles and Responsibilities Definitions • Talent Management • Skills Optimization • Recruiting © 2009 * Areas DENSO is involved in. Source: Hitachi Consulting

8. Planning @ DENSO © 2009

9. Dept plan Dept plan Dept plan Dept plan ORACLE (wage) JDE (FA) JDE (P/L) Summarize OCEANS (std cost) Manual calc Manual calc Manual calc Create Plan P/L Manual Collection of data Plan Analysis (return to each source file) Follow-up Actual vs. Plan (return to each source file) Planning @ DENSO: Problem Solving Why Planning? Escape from Excel (only) Hell © 2009 9

10. Planning @ DENSO:Centralized Planning Environment JDE © 2009 10

11. Planning @ DENSO:Core Benefits • Data accuracy improvements from an increased amount of iterations that can be performed in a planning cycle (10 weeks to 5 weeks) • Calculation and consolidation consistency (removes the spreadsheet errors issue, manual consolidation) • Capability for monthly forecasting • Data integrity • Security • Versions (Working, Final, What-if’s) & Scenarios (Actual, Plan, Forecast) © 2009 11

12. Utilizing Planning during a Downturn © 2009

13. Economic Slowdown: Backdrop NA HQ Challenges - Southfield Mich. • In FY08, by the end of the mid-year Planning cycle we realized we needed to re-vamp our reporting process • Contingency Planning (from Cuts to Give Backs): • Economic situation was getting worse month by month • Forced into a monthly forecasting mode • Three cut/give-back cycles before end of fiscal year © 2009 13

14. Economic Slowdown: Reporting Updating Management Reporting • New Director of Corporate Planning needed to take action: • Updated what core expenses should be managed closerFrom list of 300+ Accounts to ~100 with Categories © 2009 14

15. Economic Slowdown: Reporting Updating Management Reporting • New Director of Corporate Planning and Finance Controller • Learned how to utilize the Hyperion tools to navigate the Planning database himself • Hyperion Essbase Excel Add-In and Smart View • Hyperion Financial Reporting – automated reports • Hyperion Web Analysis – Expense Trending by Year © 2009 15

16. Economic Slowdown: Reporting Updating Management Reporting • New Director of Corporate Planning needed to take action: • Improve Department Management and Divisional monthly review of Actual to Plan • Process re-engineering on how departmental and divisional financials are reviewed • Newly Designed Reports © 2009 16

17. Economic Slowdown: Management Reporting Cont. Updating Management Reporting • Report allows user to expanding the category down to the account level by clicking the arrow © 2009 17

18. Economic Slowdown: Management Reporting Cont. Department users download their report to Excel to input Variance Explanations or Identify Give-Back opportunities: © 2009 18

19. Economic Slowdown: Management Reporting Cont. In addition, the department managers can sign-up to receive a report automatically when we load actual data every month: © 2009 19

20. Where did we go from there? © 2009

21. Where did we go from there? Fiscal Year 2009 Process Change: • Implement a ‘Quarterly Commitment’ Scenario next to Plan to help us stay on budget for the year. • Commitment amount will be captured at a department total level. • Eliminate budget variances at the end of each quarter. © 2009 21

22. Where did we go from there? Moving to a permanent change in budgeting & forecasting for Fiscal Year 2009: • Utilize web input form & Smart View to capture Commitment amounts at a Quarter level. • The amount is a by department for all accounts. © 2009 22

23. Where did we go from there? Moving to a permanent change in budgeting & forecasting for Fiscal Year 2009: • Smart View Option: © 2009 23

24. Where did we go from there? Fiscal Year 2009 Process Change: • Eliminate budget variances at the end of each quarter: • Under budget depts. dollars will be reallocated to division top • Over spending will be carried forward to be offset by reallocations • Planning Business rules will automatically reallocate variances by dept into divisional placeholder © 2009 24

25. Plan – Commitment – Actual QTD Actual to Plan - QTD Where did we go from there? Divisional Review Template – Used by Marketing, Engineering and Corporate Function Division Tops © 2009 25

26. Where did we go from there? Departmental Review Template – Used by all Department Managers in their divisional reviews QTD Actual to Commitment Monthly Actual to Plan (by Acct) QTD Actual to Plan (by Acct) © 2009 26

27. Where did we go from there? FY09 Additions to DNABPS – “Project Checkbook” • Including ‘Purchase Requisition’ and ‘Purchase Order’ summary information • Purpose is to help departments understand their ‘Committed Funds’ big picture • Provide Financial Reports that assist the end user in submitting their Quarterly Form requests (Rollovers) © 2009 27

28. Where did we go from there? Checkbook Visibility - Committed Funds • Purchase Request = approved/denied, can be modified • Purchase Order = generated from PR’s to-be posted (typically 2-3 days or scheduled) • Actual = JDE Posted ‘spent’ #’s Committed Funds PR PO JDE + + = © 2009 28

29. Where did we go from there? Financial Reports Additions Three reports to assist the department manager: Key is to help manager have visibility to the bigger picture and balance the ‘Checkbook’ © 2009 29

30. Where did we go from there? Presenting the ‘Checkbook-Committed Funds’ Big Picture © 2009 30

31. Where did we go from there? Presenting the ‘Checkbook-Committed Funds’ Big Picture © 2009 31

32. Q&A © 2009