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The Lawson Performance Review (LPR) Identifying quick wins and initiatives to maximise the M3 implementation.

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Presentation on theme: "The Lawson Performance Review (LPR) Identifying quick wins and initiatives to maximise the M3 implementation."— Presentation transcript:

1 The Lawson Performance Review (LPR) Identifying quick wins and initiatives to maximise the M3 implementation

2 Fuaad Buras Professional Services Director

3 Presentation Aim Update you on the LPR product which I launched in the LUA UK Key Lessons / Messages from a number of customers as a result of these M3 reviews

4 Presentation Content The LPR Launch... 5 minutes Recent LPR Examples minutes Key Messages from LPRs conducted... 5 minutes Q&A... 5 minutes Totalamber Changes... 5 minutes

5 Think Replace Market Research Products & Services Go To Market Workshops & Webex Onsite Review CBA Proposal Delivery Account Development Software Vendors Technology Partners Technology Partners CoRE Consultants CoRE Consultants Clients Totalamber Pillars Totalamber Lawson CoRE Totalamber UNIT4 CoRE Totalamber IFS CoRE WebQuarters® Totalamber Support Centre We have changed as a business... Implement & Support Productised Service Offerings 5

6 David Hartshorne Director of Support Services David Hartshorne Director of Support Services Technical Consultant Business Analyst Report Writer System Administrator Helpdesk Administrator Helpdesk Administrator Full time staff Remote Support Onsite Support Systems Administration SLAs Working with vendors and users We have created a support centre... 6

7 Nick Devine Director of Lawson Services Nick Devine Director of Lawson Services Sales Support Market Researcher Lawson Pre-Sales Lawson Pre-Sales Professional Services Totalamber Lawson CoRE Team Lawson Business Unit... 7

8 Presentation Content The LPR Launch... Recent LPR Examples... Key Messages from LPRs conducted... Q&A... Totalamber Developments...

9 The Lawson Performance Review (LPR) checks if M3 is configured appropriately to meet the business needs – its strategy, processes and people. An impartial fit-gap assessment Roadmap for change – enhance, upgrade or re-evaluate LPR What is LPR? Typical LPR Structure: One to two days on site (depending on scope / complexity) One to two days write up Half day Presentation & Agreeing Next Steps

10 People Local Culture Languages Skill Sets Buy-in Roles & Responsibilities Business Market Strategy – Products / Services Customers Strategy Key Priorities Constraints Entities Performance Measures Lawson M3 Delivery Model – e.g. SaaS Modules Infrastructure Operating System Database Customisations Integration Information Reporting Processes Business Development Project Mgt Manufacturing Services Fulfilment Logistics Finance Customer Service Quality Assurance Human Resources M3 Landscape – Issues, Quick Wins & Initiatives LPR BALANCING ACT

11 BUSINESS ModelKPIsSites EntitiesLocal Regulations Priorities PEOPLE CultureRolesSkill sets TrainingBuy-inCapacity M3 ModulesHardwareDatabase InformationNetworkSupport PROCESSES DepartmentsPoliciesProcedures FlowsRulesControls LPR AreaLPR ValidationScore (1) Business Strategy Company Vision Market Strategy Functional Objectives Measures (2) Interaction Channels Customer Channels Employee Channels Supplier Channels Partner Channels (3) People Buy-in Ownership Roles Structures (4) Business processes Definition Documentation Rules Controls (5) Information Management Master Data Meta Data Reports Business Intelligence (6) Integration Management Process Integration Data Consolidation Legacy Interfacing The LPR Layers

12 BUSINESS ModelKPIsSites EntitiesLocal Regulations Priorities PEOPLE CultureRolesSkill sets TrainingBuy-inCapacity M3 ModulesHardwareDatabase InformationNetworkSupport PROCESSES DepartmentsPoliciesProcedures FlowsRulesControls LPR AreaLPR ValidationScore (7) IT Strategy Operating Models IT Architecture Hardware Databases Support Organisation (8) Lawson ERP Modules Interaction Types Users Profiles Security Strategy Technologies Middleware Data Architecture Reporting Tools Development Configuration Upgrade Path The LPR Layers

13 Enhance Upgrade Re-evaluate Quick Wins Initiatives Define Set up Build & Test Rollout Support Requirements Selection Contractual Simplify GUI Smart Office Search Queries Module Implementation Documentation Mgt Reporting Improvements Technical Tuning Process Streamlines Feasibility Process Plan Governance Hardware Software Database Data Business rules Configuration Reports Customisation Integration UAT Training Data Cutover Live Handholding Helpdesk DR Operations Projects New Joiners Evaluation Business Process Technical People Plans RFI RFP Market Research Demos Due Diligence Negotiations Decision making Communications Terms & conditions Legal Payment Users Education Hours/Days Weeks/Months LPR Customer Options

14 Presentation Content The LPR Launch... Recent LPR Examples... Key Messages from LPRs conducted... Q&A... Totalamber Developments...

15 Met the business and IT managers / sponsors for an hour Set up interviews (1 hour long) with each business key user / process owner where we: Asked about the processes and related issues Checked the M3 configurations – check data / screens / outputs Highlighted potential alternative solutions – quick wins / initiatives Day 1 Documented the quick wins and 4-8 initiatives with estimates and owners Validated the quick wins and initiatives list with the business and IT sponsors Documented the final report giving improvement plan and costs Day 2 Present the full report to stakeholders Commence improvements – quick wins / plan initiatives Day 3 How did the LPRs go?

16 LPR Output 1: Validation of AS-IS & TO-BE

17 Diamond Methodology AS IS – Understanding & Capturing the landscape Implemented M3 few years ago with promise to enhance usability after Go-Live Business changed since initial implementation – e.g. Becoming more project based No KPIs agreed – too many reports but little measurement and improvements Inconsistency of implementation between sites / regions (moving away from blueprint) No process flow, maps or docs Teams working in silos Limited appreciation of process and M3 touch points No up-to-date mods documentation Difficulty in audit trail – back tracking a process / data Very few people know how the current system is set-up Key individuals left the organisation No formal training was provided to the workforce Limited level of confidence in data / M3 – slave to system M3 is under utilised: 50%-65% of functionality is still unused Several 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 EXAMPLE

18 Diamond Methodology TO BE – where the organisation needs to be with M3? Senior 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 changes Measure & manage each business activities - Formalise KPI and link to new processes Regional capabilities - Group standards vs. Local site requirements Raise M3 Confidence - Raise team awareness of what is available in M3 M3 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 forward Automation of integration - Automated feeds between M3 and external systems New Modules / Capabilities – Implement new capabilities to minimise manual interventions (e.g. E-Invoicing) Shop Floor Data Capture - Implement the M3 data capture (touch screen) Efficiencies - Streamline processes between teams Update guidelines – update manuals to meet new approach Integrated Plan - Process to manage a single plan detailing all project activities Track project time - Time recording policy and processes to calculate true project costs EXAMPLE

19 LPR Output 2: Quick Wins & Initiatives Summaries What? Benefits? How? Effort? (Cost)

20 20 to 30 Quick wins / 4 to 8 initiatives #Quick WinQuick Win DescriptionImplementation Benefits Set Up / ActivitiesTA EffortBusiness Priority 1 Demand Planner – a number of (12) customers not coming through Review of setup/config to identify why these customers do not get included from Sales Statistics Full, complete Demand Planner database to support forecasting Investigate Communicate Correct 4 hrs 1 2 Orders via Ability to order confirmations through appropriate Streamserve setup Improved efficiency reduced postage/stationery costs. Set up server / Educate users / Configure / Test Script / Engage supplier 4 hrs 2 Total man-days xx EXAMPLE

21 LPR Output 3: Improvement Approach & Roadmap

22 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 Definition Additional Quick Wins (Based on priorities) Improving M3 know-how / Raising user confidence / Simplifying processes / Implementing new functionality Quick Wins: Part 1 Quick Wins: Part 2 Quick Wins: Part 3 Strand 1 Improvements Initiative Kick off (Based on priorities) Improvement Initiatives Review and plan M3 improvement Initiatives Strand 2 EXAMPLE

23 Everyone would benefit from an overall M3 presentation to show what is possible and how best to navigate and simplify the M3 tool. Raising Confidence M3 Training – Tips & Tricks (3 hours) Target Attendees: All M3 Users Type: Presentation / Demo / hands-on Aim: Raise Awareness / Confidence Topics Covered: 1.Structure of M3 Workplace 2.Working with Workplace User Settings 3.Using the Navigator 4.Launching and working with M3 Content 5.M3 Companion 6.Working with User Personalisation Defaults 7.Working with Basic Panel Functions 8.Working with the P Settings 9.Panel Sequences 10.Panel Actions 11.Working with Text Panels 12.Exercises ! A set of eight (3 hour) sessions would be scheduled to allow the users to book into a suitable slot during week 1. Raising Confidence in M3 Role-based Tailored Training EXAMPLE

24 Overall Quick Wins & Initiatives Roadmap Project Mobilisation Quick Win Part 1 Quick Win Part 2 Quick Win Part 3 Improvement Initiatives 1 st Sep108 th Sep1015 th Sep1010 th Oct1016 th Mar11 £1.5K£3.9K£4.1K£7.8K£17.5K Total Investment: £34.8K EXAMPLE

25 Presentation Content The LPR Launch... Recent LPR Examples... Key Messages from LPRs conducted... Q&A... Totalamber Developments...

26 My Messages & Lessons... 1) Initial Implementation is not always perfect! – calibration is needed 2) User Training is not sufficient – targeted role/task based education is needed 3) M3 is not appreciated – not surprise because of the above two points factor 4) Key users need coaching and training – as key implementation personnel left 6) Still too many spreadsheets and manual interventions 5) End to end process need streamlining to remove duplication and redundancy 7) M3 support need to be enhanced to deal with business demands and expectations 8) Senior management and sponsors needed to secure improvement and M3 direction 9) M3 Inductions to new joiners is hardly given – so no wonder bad habits being picked up

27 Presentation Content The LPR Launch... Recent LPR Examples... Key Messages from LPRs conducted... Q&A... Totalamber Developments...


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