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Introduction Kevin Pahnke – B2B Integration Team Leader for Appvion, Inc. Work with trading partners on a variety of B2B integration opportunities Company.

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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:

1 Introduction Kevin Pahnke – B2B Integration Team Leader for Appvion, Inc. Work with trading partners on a variety of B2B integration opportunities Company has used JD Edwards since 2002 (XE) Upgrade to 9.1 in May of 2013 NOT a seasoned JD Edwards developer (work on the fringes)

2 Introducing 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 headquarters Employs 1,700 people and has manufacturing facilities in Wisconsin, Ohio and Pennsylvania Sells into more than 70 countries; 2012 net sales were $850 million Has been a 100% employee-owned company since 2001

3 Appvion U.S. Operations Ohio 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 Portage Portland Kansas City Los Angeles Pennsylvania Pulp and paper mill in Roaring Spring and distribution center in Harrisburg Atlanta Appleton – 627 employees, West Carrollton – 111, Roaring Spring – 462, Portage – 42 Appleton – 12 off machine coaters – 325,000 tons per year, sheet converting and finishing, Carbonless, Thermal, Security, Specialty West Carrollton – 1 off machine thermal coater, 125,000 tons per year, thermal only Roaring Spring – 3 paper machines with on-machine coaters, 128,000 tons per year, Carbonless and Security Portage – 60,000 wet metric tons of microcapsules/year All facilities ISO compliant Distribution center Manufacturing facility

4 Thermal Paper Products
Appvion is North America’s largest producer of direct thermal media Our thermal products are used for Point-of-sale receipts and coupons Entertainment & transportation tickets Lottery and gaming tickets Tags, label and charts

5 Carbonless 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.

6 Security Products Appvion’s security products contain features that resist forgery, tampering and counterfeiting: Watermarks & taggants Embedded threads and fibers Our products are used to make checks and secure business and government documents.

7 Encapsys 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 paper Encapsulate perfumes, solvents, pesticides, dyes, cosmetics, sugars, acids, pigments, nutrients, pharmaceuticals, biocides

8 Background Customer 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 orders Merchant 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 daily Stress on customer service to complete orders by 5:00PM Customers are awaiting acknowledgments. Many expect them within 1 hour of order placement. Calls made to CSR’s to confirm Explain merchant customers Explain why one person is dedicated to EDI orders only Explain pressure from Traffic Dept. They have visibility to unplaced orders. They are waiting to plan loads for next day delivery.

9 Between 600 and 700 Order Lines per day via EDI/Web
Volume for 2012 Per Day Volume through Sept. 2013 Orders EDI 33,443 132 23,230 122 5,934 23 4,150 22 Fax 20,557 81 14,835 78 Phone 3,450 14 2,299 12 Web 2,226 9 1,506 8 Totals 65,610 259 46,020 241 %Electronic 54.37% 141 53.75% 130 Lines 160,503 634 109,715 574 32,058 127 21,154 111 93,107 368 67,636 354 11,261 45 6,729 35 13,262 52 8,664 310,191 1226 213,898 1120 56.02% 687 55.34% 620

10 Kaizen Event Event 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 volume Kaizen = “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.

11 State before Kaizen Orders 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

12 Example: 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 upcharge Explain dates/times from recent order. In the past this would not have processed successfully. Since all orders were

13 Future State Reduction in number of errors on batch report (cleanup)
Increase frequency of EDI Batch Process (R ) from every 20 minutes to every 10 minutes Add line items not in error for each order to JD Edwards, not rejecting the entire order Allow 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 items Create the acknowledgment automatically for auto-scheduled orders Devise a more efficient method for delivery the report for processed EDI orders rather than printing the report after each processing run Cleanup – Errors due to out of date xref tables, bad AB number xref in B2Bi Explain difficulty of reducing batch processing time from 20 to 10 minutes

14 Actions Taken Created another UDC in P00092 (Work with Supplemental Data)

15 Entry 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.

16 Processing 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 customer Order 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 order Order is manually scheduled in JD Edwards when complete to generate the order acknowledgment

17 Example of a non auto-scheduled order

18 All lines added for the order, awaiting “scheduling” by CSR.

19 Processing 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 department During 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.

20 Example of an Auto-Scheduled Order


22 What happens in WSJ (Work with Submitted Jobs)
R executes at 12:50:04 Calls R twice to generate acknowledgments for two orders that were auto-scheduled

23 Example where ship-to is set up for auto-schedule but error encountered

24 Line 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.

25 Results 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 checking Vast reduction in errors due to information added correctly the first time. Estimated cost savings of approximately $1500/week due to increased efficiencies

26 Sample Day of Orders – Results of Modifications
Adding Lines Not in Error 142 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 Feature 62 orders auto-scheduled, 221 items auto-scheduled 216, since all orders with one error would not have had any line items added prior to the change 44% of electronic orders required no action by CSR’s in JD Edwards

27 Upcoming enhancements to the process
Discontinue printing the results from R Created another UBE that calls R and breaks on customer P.O. number Each 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 orders Customer 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

28 Questions?

29 Registration OPEN! Early Bird rates end February 12, 2014.
April 7-11, 2014 The Venetian and Sands Expo Center Las Vegas, Nevada Attend COLLABORATE 14 to hear high-level, strategic education for the JD Edwards audience. Register through Quest to receive exclusive JD Edwards updates, materials and networking events. Registration OPEN! Early Bird rates end February 12, 2014.

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