Presentation on theme: "Introduction Kevin Pahnke – B2B Integration Team Leader for Appvion, Inc. Work with trading partners on a variety of B2B integration opportunities Company."— Presentation transcript:
1IntroductionKevin Pahnke – B2B Integration Team Leader for Appvion, Inc.Work with trading partners on a variety of B2B integration opportunitiesCompany has used JD Edwards since 2002 (XE)Upgrade to 9.1 in May of 2013NOT a seasoned JD Edwards developer (work on the fringes)
2Introducing Appvion, Inc. Appvion, Inc. creates product solutions through its development and use of coating formulations, coating applications and microencapsulation technology.Founded in 1907 in Appleton, Wis., on site of its current headquartersEmploys 1,700 people and has manufacturing facilities in Wisconsin, Ohio and PennsylvaniaSells into more than 70 countries; 2012 net sales were $850 millionHas been a 100% employee-owned company since 2001
3Appvion U.S. OperationsOhio Coating plant in West Carrollton and distribution center in Monroe.Wisconsin Company headquarters, coating and converting plant, and distribution center in Appleton; capsule plant in PortagePortlandKansas CityLos AngelesPennsylvania Pulp and paper mill in Roaring Spring and distribution center in HarrisburgAtlantaAppleton – 627 employees, West Carrollton – 111, Roaring Spring – 462, Portage – 42Appleton – 12 off machine coaters – 325,000 tons per year, sheet converting and finishing, Carbonless, Thermal, Security, SpecialtyWest Carrollton – 1 off machine thermal coater, 125,000 tons per year, thermal onlyRoaring Spring – 3 paper machines with on-machine coaters, 128,000 tons per year, Carbonless and SecurityPortage – 60,000 wet metric tons of microcapsules/yearAll facilities ISO compliantDistribution centerManufacturing facility
4Thermal Paper Products Appvion is North America’s largest producer of direct thermal mediaOur thermal products are used forPoint-of-sale receipts and couponsEntertainment & transportation ticketsLottery and gaming ticketsTags, label and charts
5Carbonless Paper Products Appvion is world’s largest producer carbonless paper, a product we helped introduce in 1954.Appvion is the sole producer of the world’s leading brand of carbonless paper, the NCR PAPER* brand.Our carbonless paper products are used for multipart business forms such as invoices and purchase orders.Microcapsules on back of first sheet, reactive clay layer on top of second sheet for image.*NCR PAPER is a registered trademark licensed to Appvion, Inc.
6Security ProductsAppvion’s security products contain features that resist forgery, tampering and counterfeiting:Watermarks & taggantsEmbedded threads and fibersOur products are used to make checks and secure business and government documents.
7Encapsys Microencapsulation Appvion’s Encapsys® division applies the company’s extensive knowledge of the microencapsulation process in creative and collaborative ways.Encapsys is working with partners in agricultural, paints and coatings, food, building and construction, paper, textiles, personal & household care, adhesives, and oil & gas industries.Developed from our use of microcapsules in carbonless paperEncapsulate perfumes, solvents, pesticides, dyes, cosmetics, sugars, acids, pigments, nutrients, pharmaceuticals, biocides
8BackgroundCustomer service processes around 1200 total line items per day. 13 CSR’s to take and schedule all types of orders.55% of the line items are received electronically. One person is dedicated each day to electronic ordersMerchant customers place orders in the afternoon, once they have accumulated orders from their customers. This accounts for over half of the EDI line items entered dailyStress on customer service to complete orders by 5:00PMCustomers are awaiting acknowledgments. Many expect them within 1 hour of order placement. Calls made to CSR’s to confirmExplain merchant customersExplain why one person is dedicated to EDI orders onlyExplain pressure from Traffic Dept. They have visibility to unplaced orders. They are waiting to plan loads for next day delivery.
9Between 600 and 700 Order Lines per day via EDI/Web Volume for 2012Per DayVolume through Sept. 2013OrdersEDI33,44313223,2301225,934234,15022Fax20,5578114,83578Phone3,450142,29912Web2,22691,5068Totals65,61025946,020241%Electronic54.37%14153.75%130Lines160,503634109,71557432,05812721,15411193,10736867,63635411,261456,7293513,262528,664310,1911226213,898112056.02%68755.34%620
10Kaizen EventEvent held in late 2011 to enhance EDI ordering processing. Purpose was to determine ways in which waste could be removed from the process.Event focused all EDI and Web Site orders (both processed as EDI)CSR’s were spending much time reviewing orders that had flagged as in error during processing, forcing manual review and entry.The one CSR assigned to EDI orders had a difficult task since they must deal with over half of the line item volumeKaizen = “good change” Any improvement, one time or continuous, large or small. Originated with Toyota.Speak about direct printers, merchants and ordering patterns throughout the day.
11State before KaizenOrders are mapped to the EDI Input tables by IBM B2B Integrator one minute before the batch process executes (F47011, F4714, F47012, F4715). CSR’s do not modify data using P47010 (Work with Inbound EDI Orders)EDI Batch Process (R ) is scheduled to run every 20 minutes between 7:00AM and 6:00PM. Updates orders as successfully processed regardless of error conditions.The report prints automatically to a printer in the customer service area. One CSR is designated for “EDI Orders” on a daily basis. Their function is to pick up the report, review all errors, and manually enter the information from the report into JD Edwards.Approximately 75% of orders processed were not added due to some type of error. Many only were rejected due to one or two items that were in error, resulting in late order acknowledgments and customers calling about order statuses.CSR’s do not correct data in the interface tables. Any errors are handled off-line and information is entered manually into P4210.Errors were Min/Trim, Stockout based on date requested, bad parts, obsolete parts, no AB numbers
12Example: Entire order rejected due to error we want CSR’s to address Explain Min/Trim – CSR must review size and yardage for the SKU to determine if there should be an upchargeExplain dates/times from recent order. In the past this would not have processed successfully. Since all orders were
13Future State Reduction in number of errors on batch report (cleanup) Increase frequency of EDI Batch Process (R ) from every 20 minutes to every 10 minutesAdd line items not in error for each order to JD Edwards, not rejecting the entire orderAllow selected orders to “auto-schedule” if there are no errors. CSR would not have to click the “Place Order” button for orders that process cleanly.Do NOT auto-schedule orders with detail text on line itemsCreate the acknowledgment automatically for auto-scheduled ordersDevise a more efficient method for delivery the report for processed EDI orders rather than printing the report after each processing runCleanup – Errors due to out of date xref tables, bad AB number xref in B2BiExplain difficulty of reducing batch processing time from 20 to 10 minutes
14Actions TakenCreated another UDC in P00092 (Work with Supplemental Data)
15Entry is for SHIP-TO customer Entry is for SHIP-TO customer. Gives CSR’s control over which customer’s orders can be auto-scheduled. Some require additional review.Ship-to was the method devised by customer service. Afforded more control over the feature.
16Processing Changes in R5547011 (EDI Inbound Purchase Order Edit/Update) – Non Auto-Scheduled Orders Supplemental data is checked to determine if ship-to customer is an auto-schedule customerOrder is created for lines without errors and the lines are placed in a next status of 521 (Send Order Acknowledgment)Remaining order lines are reviewed by CSR’s for errors and added manually to the orderOrder is manually scheduled in JD Edwards when complete to generate the order acknowledgment
18All lines added for the order, awaiting “scheduling” by CSR.
19Processing Changes in R5547011 (EDI Inbound Purchase Order Edit/Update) – Auto-Scheduled Orders Supplemental data is checked to determine if ship-to customer is an auto-schedule customer. If so, a notation is made on the report for this order.If an auto-schedule customer and there are no errors, the order is “scheduled”. The line items are at a last status 530, next status 533 (Approve Load). At this point the order is ready for planning by our traffic departmentDuring the auto-schedule function the Order Acknowledgement UBE (R ) is called to generate the acknowledgement (FAX, , EDI) automatically.The EDI extract for order acknowledgments occurs two minutes after R executes, we will turn around the order acknowledgment just after the order is added.
22What happens in WSJ (Work with Submitted Jobs) R executes at 12:50:04Calls R twice to generate acknowledgments for two orders that were auto-scheduled
23Example where ship-to is set up for auto-schedule but error encountered
24Line item 1 was added successfully, but since the auto-schedule did not execute, the line is left at a next status 521 until customer service investigates the error and adds the additional line.
25Results since implementation Since the process runs every 10 minutes, the calls related to late order acknowledgments have dropped considerably. Most are now transmitted within the hour“Hours” per day saved by customer service teams on re-entry of information, error checkingVast reduction in errors due to information added correctly the first time. Estimated cost savings of approximately $1500/week due to increased efficiencies
26Sample Day of Orders – Results of Modifications Adding Lines Not in Error142 orders, 613 items – 66 line items contained an error (11%)216 items would have required manual entry due to these errors. Because of the change, only the 66 must be addressed, a reduction in manual entry of 69%Auto-Scheduling Feature62 orders auto-scheduled, 221 items auto-scheduled216, since all orders with one error would not have had any line items added prior to the change44% of electronic orders required no action by CSR’s in JD Edwards
27Upcoming enhancements to the process Discontinue printing the results from RCreated another UBE that calls R and breaks on customer P.O. numberEach P.O. is an individual unit of work and is distributed to an address through our Customer Interaction Center phone network.Will evenly distribute EDI orders to individual CSR’s and allow all to participate in the processing of these ordersCustomer service has now been divided into groups by “Value Stream”. Carbonless Rolls, Carbonless Sheets, Thermal TLE, and Thermal POS are all separate value streams.Will make changes to JD Edwards to identify customers by primary value stream, then the UBE will be modified to distribute by this new identifier
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