1. Lexmark MDM

2. 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

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

4. 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

5. 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

6. 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

7. 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

8. 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

9. 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”

10. 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

11. 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

12. 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

13. 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

14. 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

15. Thank You Joe Young Srikant Dharwad Carol Young Sr Mgr EIS
Lexmark Intl
Srikant Dharwad
Ent Data Architect
Lexmark Intl
Carol Young
Ent Data Architect
Lexmark Intl