Lexmark MDM

Lexmark International, Inc. Products and services sold in 170+ countries 2010 Revenue $4.2 Billion 2010 Employees 12,000 Cutting Edge Technology Innovative Software Managed Services Infrastructure Optimization Proactive Management Business Optimization

Transform Lexmark’s Data into an Asset Lexmark MDM Vision We started with a simple vision: Transform Lexmark’s Data into an Asset

Analytical and Operational MDM Strategy Must be Global Centralized Business Driven Governance Structure Improve Analytics Decision Making Embedded in Operations Core Transactions Accountable for Quality Metrics and Process Analytical and Operational

Executing The Strategy We created a methodology that we followed for each rollout Methodology Baseline and Profile Initial Cleansing CRUD Processes Cleanse and Manage Baseline and Profile Timeline Data Governance Set Up Oct 2008 EMEA Oct 2009 North America / Latin America July 2010 Asia Pacific Jan 2011

Domains Customer Vendor Person Material Product Two MDM repositories 150+ attributes Centralization and Harmonization Customer Vendor Person Material Product MDM Repository 125+ Attributes Centralization MDM Repository 30+ attributes Centralization PeopleSoft Repository Centralization Employees and Contractors PLM/MDM Repository 35+ attributes Centralization

Establish Different Processes for the Lifecycle of the Program Processes are Key Establish Different Processes for the Lifecycle of the Program Program Assessment Initial Cleansing Standardize Validate and Load Steady State Submit Request Quality Checks Workflow Approvals Create and Syndicate Governance Global Analysts Regional Stewards Business Owners Governance Council

Data Governance Council Sales & Marketing Human Resources Purchasing R&D Supply Chain Finance Data Governance Council Data Governance Office Data Management Team Data Governance Council CFO, CIO and Business VP’s Monthly Review Quality Metrics, Policies, Projects

Change Management Strong executive enforcement of MDM Policies – CFO mandated Leveraged ERP replacement for process redesign Global / Regional training Never enough communication Cannot be “One and Done”

Metrics Completeness Accuracy Consistency Metrics created weekly and monthly Reviewed with Data Governance Council Completeness Verify that important fields are maintained Conditional validation of completeness Accuracy Validate the accuracy of entered data Validation against external sources Consistency Validate against standards (internal and external) Check for discrepancies across multiple systems Cycle time

Technology SAP MDM Repository PeopleSoft SAP ERP Centralized Master Data Create/Update/Read SAP NW Portal Real Time Enrichment Services Workflow + BODS Legacy Data Migration Legacy Sources Profile, Standardize, Cleanse, Merge, Enrich BODS Data Stage 3rd Party Validate Data Insight SAP MDM Repository Customer Product Vendor Material PeopleSoft Person Consuming Systems SAP ERP Siebel CRM EDW Enovia PLM IDM

Have we turned our data into an asset? Value and Benefits Have we turned our data into an asset? Analytics – Customer/Product P&L Report Operational efficiency (e.g., insights into credit limits and exposures) Reduction in maintenance costs of master data, by migrating only records needed Timely and efficient integration of master data from a newly acquired company

Grow Data Quality Culture Expand Past “Master” Data What’s Next Grow Data Quality Culture Expand Past “Master” Data Increase Usage in Analytics Improve Process Efficiency

Just to get in the game… To win the game… Executive “Participants” Wisdom…?? Just to get in the game… Executive “Participants” Dynamic Ownership To win the game… Create Policies and stick to them Have “Keys to the Kingdom” Progress and Quality vs. Perfection Ability to say “No” Self explanatory

Thank You Joe Young Srikant Dharwad Carol Young Sr Mgr EIS Lexmark Intl youngj@lexmark.com Srikant Dharwad Ent Data Architect Lexmark Intl ssrikant@lexmark.com Carol Young Ent Data Architect Lexmark Intl caroly@lexmark.com