Presentation is loading. Please wait.

Presentation is loading. Please wait.

| SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Erik van Daalen, May 12th 2009 1.

Similar presentations


Presentation on theme: "| SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Erik van Daalen, May 12th 2009 1."— Presentation transcript:

1 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Erik van Daalen, May 12th

2 Together. Free your energies Erik van Daalen, 12 May 2009 College Implementation

3 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Introduction  Erik van Daalen  Programme and Project Manager  21 years working experience, 11 years for Capgemini  Main focus areas:  Package selection & implementation  Engagement manager  Trainer Rapid  How to manage large programmes (PMI’s)  Manufacturing Execution Systems  Industries:  SCM, High Tech, Manufacturing, Transport, Financial Sector Erik van Daalen, May 12th

4 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Agenda  Back ground information  Example single site implementation  Example multi site implementation 4 Erik van Daalen, May 12th 2009

5 Together. Free your energies Background information

6 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2009 CSF’s within ERP implementations Strategic CSF  Top management commitment and support  Visioning and planning  Build a business case  Project champion  Implementation strategy and timeframe  Vanilla ERP  Project management  Change management  Managing cultural change Tactical CSF  Balanced team  Project team: the best and brightest  Communication plan  Empowered decision makers  Team morale and motivation  Project cost planning and management  BPR and software configuration  Legacy system consideration  IT infrastructure  Client consultation  Selection of ERP  Consultant selection and relationship  Training and job redesign  Troubleshooting/crises management  Data conversion and integrity  System testing  Post-implementation evaluation Erik van Daalen, May 12th Finney, S. and Corbett, M. (2007), “ERP implementation: a compilation and analysis of critical success factors”, Business Process Management, Vol. 13 no. 3 pp

7 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini Innovation versus 1:1 2.Process thinking 3.Integrated Approach 4.Change Management 5.Improvement Agenda 6.Value proposition 7.Speed 7 Erik van Daalen, May 12th 2009 Key Concepts behind implemenations

8 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini Innovation versus 1:1 Measure of reengineering / business value Make maximal use of package for realization vision of future (business driven, limited by technology) Start from the current situation, only change when required (technology driven) Realization vision without limitation (business driven, real innovation, changes thinking and action of people) 1 on 1 reengineering obv package innovation Implementation speed BPR Difference Quality Management, Risk Management, Project Management, Human Factors, etc. What stays Erik van Daalen, May 12th 2009

9 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Integrated approach Erik van Daalen, May 12th Company Architecture Consists of Method Tools Make use of To integrate Environment Knowledge Processes Technology People Vision

10 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Change Management (The Supportcurve) Erik van Daalen, May 12th Conner en Patterson (1982) Time Level of support from the employee Awareness- phase: Knowledge Acceptation- phase: Attitude Commitment- phase: Behaviour Contact Awareness Understand the change Test Acceptation Adoption Institutionalise I hear that something is going to change I understand what is going to change. I understand what the impact is for me. Is this right, this change? Lets make it a success This is good for myself and for the customers and company.

11 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Improvement Portfolio  Improvement; -Identify Improvements -Estimate benefits versus costs -Score improvements in matrix -Identify which improvements to take in account -Determine impact on People, Process and Technology Erik van Daalen, May 12th 2009 FastSlow Speed of Change Processes Technology People 11

12 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Task driven Implementation TASKS SLOW DELIVERABLES 12 Erik van Daalen, May 12th 2009

13 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Milestone driven Implementation Erik van Daalen, May 12th TASKS DELIVERABLES FASTER

14 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Value Added Implementation Erik van Daalen, May 12th value proposition Deliverables Tasks Faster/Value Adding Value

15 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Erik van Daalen, May 12th 2009 Value Proposition (example) Level of added value LOGISTICSFINANCESALES/ CUSTOMER SERVICE MAINTENANCEPRODUCTION Focus on added value 15

16 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Know the main drivers? Erik van Daalen, May 12th 2009 Know what the main drivers are in your implementation? 16

17 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Multi versus Single Site implementation  Single site: Implementation within one Organisation entity; Change Management (people), one culture; Team located on one location; Faster implementation; Functional changes can be incorporated faster. 17 Erik van Daalen, May 12th 2009

18 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Multi versus Single Site implementation  Multi sites: More then one location or Organisation entity; Change Management: more organisation or/and country cultures involved; Need to develop a core, choose one of the core developments:  Develop on central location with representatives of all sites;  Take one plant/location as development location (pilot). Which implementation strategy will you choose:  Location:  All sites at once (Parallel);  Site for Site (serial);  Hybrid, a few together. Erik van Daalen, May 12th

19 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 How will you go live?  Big bang: The complete solution at once;  Con: The risk is the size of the implementation  Pro: facing out the old system;  Pro: no extra interfaces.  Module for module One or a combination of two/three will be implementated  Con: Throughput time;  Con: complexity in connecting the new system to the old systems;  Pro: a more controlled go live. 19 Erik van Daalen, May 12th 2009

20 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Project management has to do with human factors People, process en technology influence the success Project tracking & tracing is important Project management is not a science, it is based on experience There are different – methods to plan and manage – ways to organize projects – ways to guard the quality of projects These are topics treated in SDM1 The role of the Project Manager 20 Erik van Daalen, May 12th 2009

21 Together. Free your energies MOL Logistics

22 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008  Logistics Service Provider: Airfreight (import/export) Transport (trucks) Distribution See freight Warehouse  325 employees (at the go live)  Four locations: Schiphol, Eindhoven, Rotterdam and Tilburg 22 Erik van Daalen, May 12th 2009

23 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Implementatie 23 DCS TRANSPORT AND LOGISTICS SOLUTIONS Erik van Daalen, May 12th 2009 Independent implementator Project management Project Approach Customer Software supplier The implementation was a success thanks to Colaboration

24 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Relation between people and effort Putnam-Nordon-Rayleigh (PNR) curve putting more people on a project does not decrease time linearly people need time for communication 4 zones in the curve for a certain defined project: 1) it can not be completed within a certain time 2) overstaffed: completed fast, but inefficient 3) linear range: efficient staffing, man-power trade-off with time is good possible 4) understaffed: becomes also inefficient 24 Erik van Daalen, May 12th 2009

25 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Project organisation 25 Steering committee: MOL, DCS, CGEY Management System support: Sponsors: COO, Managers Tarieven/contracten Projectmanager Sea freight: Super: Airfreight Export: Super: Airfreight Import: Super: Warehouse: Super: Finance: Super: Distribution: Super: Customs: Super: Co-ordinators: DCS Directeur Projectmanager Consultants: Erik van Daalen, May 12th 2009

26 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Planning JanuaryFebruaryMarchAprilMonth Week Training of super users Functional impl. of LIMS Writing missing software Defining missing software Writing missing reports Define internal processes Creating manuals Training of end users Testing period Communicated Go Live date Defining management infor. Test Training end users on pc’s. STC date Go Live date 1 april 2001 Erik van Daalen, May 12th 2009

27 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Rapid Implementation Support (RIS) 27 Stap 2 Configure LIMS Stap 2 Configure LIMS Stap 3 Develop processes Stap 3 Develop processes Stap 4 Implement systeem Stap 4 Implement systeem Stap 5 Optimalise organisation Stap 5 Optimalise organisation Defined scope Organisation Planning Budget Acceptation criteria Defined interfaces Train Key Users Develop scenarios Configure parameters Enter Static Data Define Conversion Plan Stap 1 Project Startup Stap 1 Project Startup Execute RIS- sessions Describe procedures Define Improvement agenda Finalise procedures Train End-users Implement IT- environment Conversion Accept system Go Live Detail out improvement agenda Input for RIS sessies; People, proces, mens and technologie; With RIS sessions. Implement improvement agenda Erik van Daalen, May 12th 2009 iteratie

28 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 RIS sessie  Colleborative design and decision taking  Closed number of days  No disturbances  Focus on LIMS  Develop one common language  Iterative developemt of processes  Make use of growing insights 28 Erik van Daalen, May 12th 2009

29 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Demostrations  Key user shows package  Why? Determine progress Define what is missing Outcome used for go/ no go decision Probably adding builds/bolt ons 29 Erik van Daalen, May 12th 2009

30 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Success factors for this project  Sense of Urgency  Need for structured approach  Only focus on software package LIMS  Good cooperation between three involved parties  Good use of resources  High level of commitment from key-users  Strong/Tight management  Method 30 Erik van Daalen, May 12th 2009

31 Together. Free your energies NXP Semiconductors founded by Philips

32 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Positioning of ERP-domain 32 Planning Execution Control ERP-domain MES-domain PMA-domain Raw Material Products Quality Management Maintenance Management Data Collection And acquisition PLC SCADA Procurement Planning Strategy Sales ERP MES SCADA PLC Erik van Daalen, May 12th 2009

33 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 NXP Semiconductors A leading Connected Consumer company Revenues of around 6.32 B € in 2007 Focus on semiconductor solutions for Connected Consumer applications 3700 employees More than 7500 engineers. 25,000+ patents. 26 R&D centers located in 12 countries Global organization, sales force delivering to 60 countries, and 20 manufacturing sites 33 Erik van Daalen, May 12th 2009

34 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini Erik van Daalen, May 12th 2009 What is a Wafer A wafer is a slice of “sand” (Si) Could have different Diameters e.g. 4”, 5”, 6”, 8” within NXP Maximum size at this moment: 12”, 18” Wafers are produced in the NXP fabs: Fishkill, Hamburg, Jilin and Nijmegen

35 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 What is a Die Erik van Daalen, May 12th  A Die is one Integrated Circuit on a wafer.  Number of Die’s on a wafer depends on the product.

36 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 The Project  Standardised integrated ERP system for the NXP Semiconductors manufacturing environment.  Single legacy system.  Reducing the cost of future development, maintenance and support.  Common set of interfaces were needed to enable each site to communicate more effectively with the rest of the NXP global network.  Flexible enough to allow implementation of selected modules in individual sites.  The deployment also needed to be delivered on time, every time, to accommodate a tight timeframe for global roll-out. 36 Globalization of business processes, standardization of data and one integrated information system using the best practices must deliver the platform for a lot of benefits and savings Erik van Daalen, May 12th 2009

37 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 The Project  First phase started in February 2001, Release I Kernel by Capgemini and NXP Semiconductors.  Modules for Financial & Accounting, Controlling, Asset Management and Materials Management.  Release I rolled out at every Site, except same MDS site  Release II-lite Fishkill, Boeblingen, Hazelgrove, Grandkorn and Zurich  Biggest Site live on Release II are Hamburg and Nijmegen. 37 Erik van Daalen, May 12th 2009

38 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Locaties (2004) NXP Semiconductors 38 Calamba Hazel Grove Nijmegen Böblingen Hong Kong Guangdong Bangkok Crolles Le Mans Southampton Milton Keynes Sunnyvale San Jose Tempe Cabuyao Zurich Fishkill Headquarters Gratkorn Vienna Böblingen LCOS Seremban Hamburg Caen Kaohsiung Shanghai Beijing Shenzhen Heerlen Suzhou Kobe Erik van Daalen, May 12th 2009

39 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Programme organisation instead of a project organisation 39 Supply Demand TL Support Application Control Kernel Development Implementations Management Erik van Daalen, May 12th 2009

40 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Fasering project 40 Feasibility Study Business Blueprint Kernel Development Implementation Application control Kernel DevelopmentImplemetation Management Erik van Daalen, May 12th 2009

41 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Project Methodology - Roll Outs 41 Set-up and Scoping Blueprint finalization Core system realization Core system construction Implemen- tation Scope Level 1 and 2 process design Architecture and systems landscape Detailed plan next phase Detailed enterprise model / business blueprint Data conversion plan Interface high level functional design Script list SAP configuration Data conversion designs Interface & enhancements functional and technical specs Organisation model role and job Interface & enhancement programs Data conversion programs User documentatio n and training material Integration testing (IT) User acceptance testing (UAT) Data conversion User training Start-up and go-live Initial post go-live support Go live local support group Erik van Daalen, May 12th 2009

42 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Project Methodology - Roll Outs 42 Set-up and Scoping Blueprint finalization Core system realization Core system constructio n Implemen- tation Kick Off Deliverable and timeboxed driven, not value added Erik van Daalen, May 12th 2009

43 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 What are the main drivers? Erik van Daalen, May 12th 2009 The driver by NXP where Change Management, Data migration and interfaces ? 43

44 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Package implementation – A few remarks Implementing an information system is custom-made A good preparation is essential Methods and Tools are not enough Implementing an information system is also changing organizations Management participate active in project Project leader is director, not project owner! Erik van Daalen, May 12th

45 | SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Vragen…. 45 Erik van Daalen, May 12th 2009

46 The success of an implementation is determined by the people

47 Together. Free your energies


Download ppt "| SCM-IT transformation, Consulting Together. Free your energies © Capgemini 2008 Erik van Daalen, May 12th 2009 1."

Similar presentations


Ads by Google