5 Totalamber Support Centre We have changed as a business ...Totalamber Lawson CoRETotalamber UNIT4 CoRETotalamber IFS CoREWebQuarters®Totalamber Support CentreSoftware VendorsTechnologyPartnersCoREConsultantsClientsTotalamberPillarsThinkImplement & SupportProductised Service OfferingsReplaceMarket ResearchProducts& ServicesGo ToMarketWorkshops & WebexOnsite ReviewCBA ProposalDeliveryAccountDevelopment
6 We have created a support centre ... Director of Support Services David HartshorneDirector of Support ServicesHelpdeskAdministratorSystem AdministratorTechnical ConsultantReport WriterBusiness AnalystFull time staffRemote SupportOnsite SupportSystems AdministrationSLAsWorking with vendors and users
7 Totalamber Lawson CoRE Team Lawson Business Unit ...Nick DevineDirector of Lawson ServicesProfessional ServicesSales SupportLawsonPre-SalesMarket ResearcherTotalamber Lawson CoRE Team
9 What is LPR?LPRThe Lawson Performance Review (LPR) checks if M3 is configured appropriately to meet the business needs – its strategy, processes and people.An impartial fit-gap assessmentRoadmap for change – enhance, upgrade or re-evaluateTypical LPR Structure:One to two days on site (depending on scope / complexity)One to two days write upHalf day Presentation & Agreeing Next Steps
15 How did the LPRs go?Met the business and IT managers / sponsors for an hourSet up interviews (1 hour long) with each business key user / process owner where we:Asked about the processes and related issuesChecked the M3 configurations – check data / screens / outputsHighlighted potential alternative solutions – quick wins / initiativesDay 1Documented the quick wins and 4-8 initiatives with estimates and ownersValidated the quick wins and initiatives list with the business and IT sponsorsDocumented the final report giving improvement plan and costsDay 2Present the full report to stakeholdersCommence improvements – quick wins / plan initiativesDay 3
17 “AS IS” – Understanding & Capturing the landscape EXAMPLEImplemented M3 few years ago with promise to enhance usability after Go-LiveBusiness changed since initial implementation – e.g. Becoming more project basedNo KPIs agreed – too many reports but little measurement and improvementsInconsistency of implementation between sites / regions (moving away from blueprint)BusinessPeopleProcessesTechnologyDiamondMethodologyNo process flow, maps or docsTeams working in silosLimited appreciation of process and M3 touch pointsNo up-to-date mods documentationDifficulty in audit trail – back tracking a process / dataVery few people know how the current system is set-upKey individuals left the organisationNo formal training was provided to the workforceLimited level of confidence in data / M3 – slave to systemM3 is under utilised: 50%-65% of functionality is still unusedSeveral major and relevant M3 modules & features not understood (e.g. MOM)Too many manual systems and interventions – spreadsheets and databases still used(Finance Controller) spends too much time consolidating data and filling gaps
18 “TO BE” – where the organisation needs to be with M3? EXAMPLESenior Sponsors – Introduce and cement the right management and culture (e.g. Project Oriented)M3 for new business model - Redefine and re-configure M3 to support new changesMeasure & manage each business activities - Formalise KPI and link to new processesRegional capabilities - Group standards vs. Local site requirementsBusinessPeopleProcessesTechnologyDiamondMethodologyEfficiencies - Streamline processes between teamsUpdate guidelines – update manuals to meet new approachIntegrated Plan - Process to manage a single plan detailing all project activitiesTrack project time - Time recording policy and processes to calculate true project costsRaise M3 Confidence - Raise team awareness of what is available in M3M3 Training - full team and develop tailored training sessions (2-3 hours each session)Involvement – Get more people involved in shaping M3 and its use going forwardAutomation of integration - Automated feeds between M3 and external systemsNew Modules / Capabilities – Implement new capabilities to minimise manual interventions (e.g. E-Invoicing)Shop Floor Data Capture - Implement the M3 data capture (touch screen)
20 20 to 30 Quick wins / 4 to 8 initiatives Implementation Benefits EXAMPLE20 to 30 Quick wins / 4 to 8 initiatives#Quick WinQuick Win DescriptionImplementation BenefitsSet Up / ActivitiesTA EffortBusiness Priority1Demand Planner – a number of (12) customers not coming throughReview of setup/config to identify why these customers do not get included from Sales StatisticsFull, complete Demand Planner database to support forecastingInvestigateCommunicateCorrect4 hrs2Orders viaAbility to order confirmations through appropriate Streamserve setupImproved efficiency reduced postage/stationery costs.Set up server / Educate users / Configure / Test Script / Engage supplierxxTotal man-days
22 Role-based Tailored Training We proposed two strands of work – (1) Quick Win Strand - to raise confidence and improve M3 usability in the short term and (2) longer term Improvement Initiatives Strand to implement necessary M3 functionality/modules (e.g. Upgrade Initiative)“Raising Confidence in M3”Role-based Tailored Training“Streamlining Processes”Process DefinitionAdditional Quick Wins(Based on priorities)“Improving M3 know-how / Raising user confidence / Simplifying processes / Implementing new functionalityQuick Wins: Part 1Quick Wins: Part 2Quick Wins: Part 3Strand 1Improvements InitiativeKick off(Based on priorities)ImprovementInitiativesReview and plan M3 improvement InitiativesStrand 2EXAMPLE
23 M3 Training – Tips & Tricks (3 hours) Role-based Tailored Training Everyone would benefit from an overall M3 presentation to show what is possible and how best to navigate and simplify the M3 tool.EXAMPLE“Raising Confidence”M3 Training – Tips & Tricks (3 hours)Target Attendees: All M3 UsersType: Presentation / Demo / hands-onAim: Raise Awareness / ConfidenceTopics Covered:Structure of M3 WorkplaceWorking with Workplace User SettingsUsing the NavigatorLaunching and working with M3 ContentM3 CompanionWorking with User Personalisation DefaultsWorking with Basic Panel FunctionsWorking with the “P” SettingsPanel SequencesPanel ActionsWorking with Text PanelsExercises“Raising Confidence in M3”Role-based Tailored Training! A set of eight (3 hour) sessions would be scheduled to allow the users to book into a suitable slotduring week 1.
26 My Messages & Lessons...1) Initial Implementation is not always perfect! – calibration is needed2) User Training is not sufficient – targeted role/task based education is needed3) M3 is not appreciated – not surprise because of the above two points factor4) Key users need coaching and training – as key implementation personnel left5) End to end process need streamlining to remove duplication and redundancy6) Still too many spreadsheets and manual interventions7) M3 support need to be enhanced to deal with business demands and expectations8) Senior management and sponsors needed to secure improvement and M3 direction9) M3 Inductions to new joiners is hardly given – so no wonder bad habits being picked up
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