1. Credit Management zonder verspilling
Wilma Arends, 22 maart 2012

2. Corporate Fact Sheet 2010 Over $1.62 billion revenues 2010
6600 employees
16+ Manufacturing Plants Globally
20+ Sales Offices Globally
Corporate Headquarters: St Louis, MO, USA
CEO: John S. Stroup
Ticker Symbol: BDC (NYSE)
Electronics and Communications markets
Key markets:
industrial automation,
broadcast and
Enterprise

3. Belden Company Values
Belden is committed to fulfilling the highest standards in terms of ethical conduct and integrity at all times and in all places.
Customers define our success.
We invest in our people.
We succeed together through teamwork.
We play to win.
Continuous improvement is our way of life.
We reach for greatness.
John S. Stroup
President Belden Inc.

4. Belden Worldwide Headquarters Production bases
Sales subsidiaries and offices
Joint-Venture-sites
Austria Vienna
Canada Cobourg
Czech Republic Horni Pudluzi
China Beijing Dalian Huizhou Shanghai
Denmark Gjern
France Colmar Domont Horbourg-Wihr Lyon
Germany Ettlingen Neckartenzlingen Schalksmuehle
Great Britain Littleborough Manchester
Wessex
Hungary Budapest
Italy Bagnacavallo Lugo Milan Torino
Japan Tokyo
Mexico Tijuana Nogales
Netherlands Hilversum
Venlo
Russia Moscow
Singapore Singapore
Spain Barcelona Madrid
Sweden Malmö Switzerland Dachsen
UAE Dubai
USA St. Louis, MO (Headquarters) Chambersburg, PA Leominster, PA Richmond, IN Washington, PA 4

5. Belden European Sales Footprint
Austria Vienna
Belgium Brussels
France Domont Horbourg-Wihr Lyon
Germany Ettlingen Neckartenzlingen Schalksmühle
Great Britain Littleborough Manchester Wessex
Hungary Budapest
Italy Agrate Brianza Giaveno
Netherlands
Hilversum Venlo
Russia Moscow
Spain Barcelona Madrid
Sweden Malmö
Switzerland Dachsen

6. Belden Manufacturing Footprint EMEA
Czech Republic Horni Pudluzi
Denmark
Gjern
United Kingdom
Littleborough
Germany Ettlingen Neckartenzlingen
Hungary Budapest
Italy Bagnacavallo
Netherlands Venlo 6

7. History
In 1902, Belden is foun-ded by Joseph Belden in Chicago, Illinois.
In 1993, Belden expands into Europe.
In 2004, Belden and Cable Design Techno-logies merge to form Belden CDT Inc.
In 2006, Belden CDT Inc. is renamed Belden Inc.
In 1924, Hirschmann company is founded by Richard Hirschmann in Esslingen near Stuttgart, Southern Germany.
In 2005, Hirschmann Automation and Control GmbH is formed.
In 2007, Belden Inc. acquires Hirschmann Automation and Control.
In 1933, Lumberg com- pany is founded by Karl and Erich Lumberg in Schalksmühle near Düsseldorf, Germany.
In 2002, Lumberg Automation Components GmbH is formed.
In 2007, Belden Inc. acquires Lumberg Automation.

8. Credit Management Belden EMEA
Belden strategie:
Identify opportunities for enhanced revenue generation by making risk transparent and acceptable by Belden Strategy, and keeping receivables at a low level.
Wees pro-actief: ken het land waar je verkoopt, je markt en je potentiele klant!

9. Lean Management
Definitie: Het vastleggen van processen welke onze teams en leiders in een lijn zetten van constante vooruitgang.

10. Het Team
Susan Sun. Junnie Zhu. Wilma Arends. Eric Chan. John Einwalter. Brent White. Tom Hale. Dennis Yang. Wayne Shen. Barry Leung. Chad Kibler. Blue Li 10

11. Scope & target sheet Kaizen Event Scope & Target Sheet Basic Data
Kaizen Event Scope & Target Sheet
Basic Data
Kaizen Team
Kaizen Location
Suzhou Shared Services
Process Owner
John Einwalter
Process Boundaries
AR Credit Policy and related procedures
Team Leader
Eric Chan/Chad Kibler
Tool
Transactional Process Improvement (TPI)
Co-Leader
Start Date
09/12/11
End Date
09/16/11
Facilitator
Brent White
Daily Start Time
8:30 AM
Daily End Time
TBD
Co-Facilitator
Team Meeting Area
Suzhou Meeting Room
Team Members
(1) Wilma Arends (EMEA), (2) Tom Hale (BAG), (3) Wayne Shen (APAC) (4) Blue Li (APAC) (5) Susan Sun (APAC) (6) Barry Leung (APAC) (7) Dennis Yang (APAC) (8) Junnie Zhu (APAC) (9) Eric Chan (APAC) (10) John Einwalter (Corp) (11) Chad Kibler (Corp)
Kick-Off Meeting Room
via teleconference
Kick-Off Meeting Date
9/12/2011
Kick-Off Meeting Time
Report-Out Meeting Room
Report-Out Meeting Date
Report-Out Meeting Time
9:30 AM
Team Resources
Problem Statement
In 2011, the global organization has struggled to meet free cashflow and OWC targets. A large contributor to not meeting those targets is the amount of Account Receivable that are past due. As a global organization the past due amount has ranged from USD 35.2 million to 54.6 million. The company does not have a global risk profile when extending credit to customers or a standard decision process that each location follows.
How Is The Need For This Kaizen Tied To A VSM? How Is the VSM Tied To SDP and an AIP, TTI's, or KPI's?
In order to reduce the amount of Past Due AR, we must understand and standardize the approaches we take to customer credit risk as a global organization. A reduction in Past Due AR will improve OWC.
Kaizen Objectives (Related To VSM, SD, AIP, TTI's, Or KPI's)
The objective would be to review current credit policies and potentially create standardized policy/template approach that can be utilized globally. Standard processes can be used in determining how we grant and review customer credit lines to prevent the potential for past due receivables. The focus will be on how we determine when and amount of credit to extend to customers and the tools used in the process to make a quality decision.

12. Roadmap Management Process – Operational Cash flow
Accounts Receivable Management
Standard Work
Risk
Profile
Standard Work
Standard Work
Credit
Approval Process
Invoicing
Cash Application
Dunning

13. De huidige realiteit

14. External customer 外部客戶
Waar willen we heen?
External customer 外部客戶
Sales 銷售
Finance Leadership 財務決策者
Credit Risk/Collection team 信貸風險&催收團隊
Sales Leadership 銷售領導者
Division Management 各部門參與者
Marketing 市場

15. Policy

16. Checklist en tools

17. Proces

18. Key Kaizen Breakthrough
Identified Issue
Process Change in Kaizen
Lack of a standard method globally to evaluate data.
A standard checklist for data evaluation was established.
Differing approval levels and personnel existed globally.
Standardized our approach to approval globally.
We lacked a standard tool to evaluate customer credit risk.
Leveraged the EMEA tool, and put it into the global process. 18

19. $3.1 Million for the remainder of 2011
Results
Metric
Pre-Event Baseline
Pre-Event Target
Est. Post Kaizen Actual
Improvement*
AR Past Due
$55.9 Mil. (Jun)
$43.1 Mil. (Dec)
$40.0 Mil. (Dec)
$3.1 Million for the remainder of 2011
* Improvements from credit policy and collection changes versus previous KPI targets 19

20. Communications Plan
Audience
Objective
Focused Key Messages
Media
Frequency
Assigned
Due date
CFO
Engagement
Need senior management support coming out of the Kaizen
Various
Treasury
ASAP
Regional VP Finance
Commitment
Implementation support, follow approach consistently
FLT
Project / Newspaper Item
Oct in STL
BU Leadership
Acceptance
Sell benefits of Faster Credit Decisions, Less Negotiations, Shared Standards (customer treatment, systems), Admin Savings, Lower OWC
SLT Meeting
One-time
Next meeting after Oct 20
Sales Leadership
Understanding
Meeting with VP, Finance
One-Time - includes presentation/instruction on escalation
VP Finance & Credit Leader
Soon after FLT
Sales
, CBT Training?
Ongoing
Sales LT for the Region
TBD
Credit Teams
Important new enhancements to the credit process. Will require training on new process (Checklist, Matrix, Escalation)
Tom Hale, Wilma Arends, Eric Chan
A structured communication plan has been put together to insure success
in implementation.

21. Lessons Learned
Wilma’s Law: The warmer the climate, the higher the Days Sales Outstanding.
We have much better understanding and agreement among our three divisions.
I learned about the tools and processes that we can leverage.
We accomplished far more than I dreamed possible.
We learned that we were similar in our approaches. 21

22. Vandaag: Minimaliseren van risico
Kredietwaardigheid van klanten, landen en markten
Continue monitoring, bezoeken, informeren
Country rating
Marktonderzoek

23. Bedrijfsprocessen Controle over leveringen:
Verlagen leveringstijd: openen warehouse op locatie
Harmonisatie incoterms: CIP-CPT
Track & trace
Check
Point
Rotterdam
Check
Point
Dubai
Check
Point
Agent
Check
Point
Customer

24. Bedrijfsprocessen Klachten
Twee wekelijkse vergaderingen met kwaliteit- logistiek-inside sales afdeling
Root-cause analyse

25. Collection OnGuard Business Units
Profielen: risico groepering per klant
Assessment
Benadering
Regio’s
Totale risico Belden: customer groups

26. Vandaag: Marketing Sales Supply Chain BU Sales & Complaints
Sales Toolbox
Cretix Credit Assessment
External information sources
Shows the relationship with OS and the interrelatedness of each role as they provide strategic Customer Account Management
Customer creditworthiness Country risk Market risk 26

27. STAP
VOOR