1. MIS2 Group Presentation Reporter : Group 4 Instructor: Dr. Celeste Ng 1

2. Group Members 2 1234 971760 林鈺樺 971738 張佳惠 971747 陳玉珮 971714 卓知儀 6789 971708 鍾其璟 971736 范恕端 971731 顏漢軒 961764 楊佳樺 5 971730 戴瑜廷

3. The Brose Group (1)  Brose Group supplies windows,doors,seat adjusters,and related products for more than 40 auto bands.  Brose Group today employs more than 13,000 employees at more than 51 location in 21 different countries.  Brose hopes that relies on the science and technology, the quality and the service, occupies the leading position in the auto market.  Brose use the SAP R/3,an ERP application licensed by SAP that supports more bussiness process.Because the existing information system were unable to support the company’ emering need. (http://big5.51job.com/gate/big5/search.51job.com/hot/11498949,0.html) 971760 林鈺樺 3

4. The Brose Group (2) http://www.youtube.com/user/brosegroup  To accomplish lean manufacturing, SAP has invented a business process it calls JIS(Just In Sequence).JIS is extension of JIT(Just In Time)  JIS extends JIT so the parts not only arrive just in time,but also in just the correct sequence. (http://big5.51job.com/gate/big5/search.51job.com/hot/11498949,0.html) 4

5. ERP(Enterprise resource planning)  ERP integrates internal and external management information across an entire organization, finance/accounting, manufacturing, sales and service, etc.  ERP systems automate this activity with an integrated software application.  ERP advantages : immediately 、 Integration 、 foresighted  Its purpose is to facilitate the flow of information between all business functions inside the boundaries of the organization and manage the connections to outside stakeholders (http://tw.wrs.yahoo.com/_ylt=A8tUwYuTi.RNnGkABt5r1gt.;_ylu=X3oDMTE1cW9sbTg5BHNlYwNzcgRwb3MDNQRjb2xvA3R3 MQR2dGlkA1RXQzA3Ml8yODQ-/SIG=11jud5o5h/EXP=1306852371/**http%3a//wiki.mbalib.com/wiki/ERP) 5

6. SAP  SAP R/3 is a well-known enterprise resource planning (Enterprise Resource Planning, adoption of ERP) software from Germany SAP company research. http://www.youtube.com/watch?v=EO2Df1p_tcw 6

7. JIT(Just-In-Time)  JIT is only when needed, only for the space required by the required quantity and quality of the products needed for production. (http://wiki.mbalib.com/zh-tw/JIT)  JIT is a production, but the core inventory reduction, until the realization of zero inventory. (http://wiki.mbalib.com/zh-tw/JIT)  While allowing the production smoothly. The idea is a response to the logistics function, and JIT logistics application, means the right to correct the number of goods at the right time to the right place. (http://wiki.mbalib.com/zh-tw/JIT) 7

8. JIS (Just-In-Sequence)  JIS (Just-In-Sequence) in the JIT delivery system is evolved on the basis of the forthcoming material good order by the assembly to the production line. ( http://xyh95021.blog.163.com/blog/static/12879412520107310433324/)  System requirements JIS supplier of production systems and the equalization process. ( http://xyh95021.blog.163.com/blog/static/12879412520107310433324/) 8

9. Question 1 1-1 What kinds of data must Brose have in order to provide JIS to its customers? 1-2.It cetainly needs a bill of materials (BOM)for the items it produces.What other categories of imformation will Brose need? 9

10. 1-1 What kinds of data must Brose have in order to provide JIS to its customers?  Daily inventory status  Shipment processing load pickup and delivery capacity  Packaging schedule  Distribution load situation  Distribution operations design 10

11. BOM  BOM is a list of the raw materials, sub-assemblies, intermediate assemblies, sub-components, components, parts and the quantities of each needed to manufacture an end product.  It may be used for communication between manufacturing partners,or confined to a single manufacturing plant. (http://wiki.mbalib.com/wiki/BOM) 11

12. 1-2 It cetainly needs a bill of materials (BOM)for the items it produces.What other categories of imformation will Brose need?  Human resource  Machine schedule  Production schedule  Production quantity  Product design  Production specification 12

13. 971738 張佳惠 13 According to the description on page 396,the SAP system included applications for sales and distribution,materials management,production planning,quality management,and financial accounting and control.Describe,in general terms,features and functions of these applications that are necessary to Provide JIS

14.  When an order proposal is made,After approval by the customer,the goods completed during the day would have been shipped immediately to customers.  The supplier delivers the components and parts to the production line “just in time”and “just in sequence” to be assembled  For the JIS method to work, a number of requirements must be fulfilled: ˙There must be dependable relationships and smooth cooperation with suppliers. ˙The suppliers should be located near the company, with dependable transportation available. 14

15. Sales and distribution Sales and distribution (2) JITD flow diagram JITD flow diagram 15

16.  Zero Inventories: Maintaining a minimum level of inventory as part of a goal to reduce costs and increase profitability  Eliminate any waste: eliminate factor which lead to unqualified materials.  Purchase only enough materials each day to meet that days needs. 16

17.  According how many buyer do we have,have to arrange productive plan.  Produce units only as needed to meet actual customers demand  To reduce WIP(Work In Process ) inventories thorughout production system  To reduce manufacturing lead times, mainly achieved by drastically reduce WIP 17

18. Eliminating waste:  Overproduction- producing more than what is needed.  Waiting time-the waste of machinery waiting time or idle time  Transportation time-moving product but adds no value to product.  Unneeded processing- using the wrong process to do a job.  Unnecessary Inventory-idle resources, occupy space and increase cost  Unnecessary Motion -waste of motion can be defined as whatever time is spent not adding value to the product or process  Defective product – defect are a major source of waste in manufacturing environments 18

19.  Concentrates on quality including the purchase of raw material.  To increase the supplier quality two methods are used in a JIT system:  supplier quality engineering (SQE) : evaluate supplier capability, help suppliers develop process control, resolve quality issues.  receiving inspection (RI): provides an inspection service for purchasing. 19

20.  Financial and Accounting are most important to firm.  Most accounting systems focus on determining product costs for inventory valuation.  Make information of product cost more correct  It is important to have cost entry  When JIT manufacturing systems come across to accounting, it result in a low inventory holding costs.  Increase the profit of the firm, result in more attractive financial statement to the end users. 20

21.  The JIS concept is a process for optimizing manufacturing processes by eliminating waste  This process should improve profits and return on investments  This is done by reducing inventory levels, increasing the inventory turnover rate, improving product quality, reducing production and delivery lead times, machine setup and equipment breakdowns 21

22.  In the business progress, the control is important:  Raw materials and components from suppliers  Work in progress or part finished goods made within the business  Finished goods ready to dispatch to customers  To meet customer orders, product has to be available from stock. Otherwise, this can lead to a loss of sales and a damaged business reputation.This is sometimes called a ‘stock-out’. 22

23. Question 3 The Brose factory in Brazil produces more than doors for General Motors. The factory must coordinate the door orders with orders for other products and orders from other manufacturers. What kinds of IS are necessary to provide such coordinated manufacturing planning? 23 971747 陳玉珮

24. What does coordinated manufacturing planning mean?  coordinated: to organize an activity so that the people involved in it work well together and achieve a good result  manufacturing: the business or industry of producing goods in large quantities in factories, etc.  planning: the act or process of making plans for something http://zhidao.baidu.com/question/192312493.html?an=0&si=1 24

25. Material Requirements Planning (1)  MRP is a production planning and inventory control system used to manage manufacturing processes.  Most MRP systems are software-based. http://en.wikipedia.org/wiki/Material_requirements_planning 25

26. Material Requirements Planning (2)  A MRP system is intended to simultaneously meet three objectives:  Ensure materials are available for production and products are available for delivery to customers.  Maintain the lowest possible level of inventory.  Plan manufacturing activities, delivery schedules and purchasing activities. Back to MRP II 26

27. Manufacturing Resource Planning (1)  MRP II is defined by APICS as a method for the effective planning of all resources of a manufacturing company.  APICS is a not-for-profit international education organization. http://en.wikipedia.org/wiki/APICS http://en.wikipedia.org/wiki/APICS  Addresses operational planning in units and financial planning in dollars.  A simulation capability to answer "what-if" questions and extension of closed-loop MRP. http://en.wikipedia.org/wiki/Manufacturing_resource_planning 27

28. Manufacturing Resource Planning (2)  Not exclusively a software function, but a marriage of people skills, dedication to data base accuracy, and computer resources.  MRP II systems provide:  Better control of inventories  Improved scheduling  Productive relationships with suppliers 28

29. Manufacturing Resource Planning (3)  Benefits:  Improved design control  Better quality and quality control  Reduced working capital for inventory  Improved cash flow through quicker deliveries  Accurate inventory records 29

30. Manufacturing Execution Systems (1)  MES are information technology systems that manage manufacturing operations in factories.  Originated from data collection systems. A wide variety of systems arose using collected data for a dedicated purpose. http://en.wikipedia.org/wiki/Manufacturing_Execution_Systems 30

31. Manufacturing Execution Systems (2)  International standards and models include:  Management of product definitions  Management of resources  Scheduling (production processes)  Dispatching production orders  Execution of production orders  Collection of production data  Production performance analysis  Production Track & Trace 31

32. Manufacturing Execution Systems (3)  Benefits:  Connect the enterprise to the plant for greater visibility and control  Reduce lead time and manufacturing costs  Increase production throughput and product quality  Reduce efforts involved in compliance and governance http://global.wonderware.com/EN/Pages/WonderwareManufacturingExecutionSystem.aspx 32

33. Comparison of MRPII and MES MRPIIMES HumanXX Better Quality ControlOO Save TimeOO Reduce CostOO Real Time InformationOO 33

34. Question 4 Brazilians speak Portuguese, workers in the United States speak English and Spanish, and personnel at the Brose headquarters speak German. Summarize challenges to Brose and SAP Consulting when implementing a system for users who speak four different languages and live in (at least) four different cultures. 34

35. The challenges to Brose and SAP Consulting when implementing a system (1)  People Communication  Inconvenience to communicate because users speak four different languages.  Difficulties in education and training employees because the materials need to be prepared in the four languages. 35

36. The challenges to Brose and SAP Consulting when implementing a system (2)  Culture difference in thinking  Difficulties to understand information raise the barrier to cooperate.  Difficulties to integrate all the information into what users need.  Different company culture and process cause conflict. 36

37. The challenges to Brose and SAP Consulting when implementing a system (3)  Time differences  When New York, U.S.A is 12:00 p.m., Brasilia, Brazil is 1:00 a.m. and Berlin, Germany is 6:00 a.m..  If unexpected situations happened, the staff can not discuss in the same place together. 37

38. Question 5  Visit http://sap.com/industries/automotive and investigate SAP for Automotive with JIS.http://sap.com/industries/automotive 5-1 What features and functions does this product have that standard SAP R/3 does not have? 5-2 What advantages does SAP obtain by creating and licensing this product? 5-3 What advantages do SAP’s customers obtain from this product? 38 971714 卓知儀

39. Why SAP need to create the “SAP for Automotive”?  Cars are highly complex industrial products, manufactured by highly complex companies with networks that span the entire world.  The automotive industry has complex business processes ranging from design, development, manufacturing to sales and service. 39

40. 5-1 What features and functions does this product have that standard SAP R/3 does not have?  Flexible Manufacturing Technology (FMT)  Produce different types of products on the same production line  Can be individually tailored for customers  Just-in-Sequence (JIS)  JIS extends JIT so that parts not only arrive just in time, but also arrive in just the correct sequence  Reduced cycle time and inventory 40

41. 5-2 What advantages does SAP obtain by creating and licensing this product? 5-2 What advantages does SAP obtain by creating and licensing this product?  Get new customers  Different products can attract different customers  Increase market share  Increase income  Increase customer satisfaction 41

42. 5-3 What advantages do SAP’s customers obtain from this product? (1)  Improve efficiency  Manage and control costs, improve quality, improve profit margins, reduce cycle time and inventory.  Reduce risk  Give real-time information and early warning of shifts in demand, customer requirements, and economic conditions. 42

43. 5-3 What advantages do SAP’s customers obtain from this product? (2)  Faster time to market  Accelerate time to market by enhancing communication, improving collaboration design over the product life cycle.  Increase sales  Anticipate and adapt to market needs, identify new business opportunities, and explore new ways to grow market share, revenues, and profits. 43

44. 5-3 What advantages do SAP’s customers obtain from this product? (3)  Enhanced aftermarket service  With SAP solutions, you can understand customer needs, enhance customer service.  Improved supply chain management  Locate-to-order, make-to-order, and make-to- stock processes provide insights into demand, inventory, and capacity – enabling you to respond to customer needs. 44

45. 5-3 What advantages do SAP’s customers obtain from this product? (4)  Increased visibility and control  Advanced analytics allow you to identify precisely where you're incurring product and production costs, enabling you to increase efficiencies across all assets.  Lower total cost of ownership  Reduces total cost by providing best-of-breed functionality and eliminating the need for the costly interfaces required by point solutions. 45

46. 5-3 What advantages do SAP’s customers obtain from this product? (5)  Expanded reach  Manage the entire value chain, communicating through enterprise portals and enabling global collaboration among employees, partners, and customers. 46

47. Question 6 6-1 Brose seeks to provide JIS to its customers. Does this goal necessitate that Brose suppliers provide JIS to Brose? 6-2 What can Brose do if suppliers do not provide such service? 6-3 Is there any reason why Brose would not want then to provide such service? 971730 戴瑜廷 47

48. 6-1 Does this goal necessitate that Brose suppliers provide JIS to Brose?  Yes, Brose’s suppliers necessitate to provide JIS to Brose, too.  The reason is:  Inter-enterprise Integration can increase enterprise’s profit efficiently.  Services relate to JIS that Brose provide to customers need Brose Suppliers’ support. 48

49. How can inter-enterprise Integration increase enterprise’s profit?  The goal of only maximizing company profits can sometimes lead to conflict between stages of a supply chain.  For example: One manufacturer force their suppliers to hold part inventory, so they don`t need to raise money for their inventory. But if do so, suppliers have to raise the price they sell to manufacturer. That manufacturer doesn`t increase its own profits efficiently.  Each organization integrate with each other and operate at less than its own maximum profitability will let profitability of supply chain increase. 49 Source: Chopra, S. & Meindl, P. (2004), Supply Chain Management (3rd ed. ), Pearson

50. What Suppliers’ support does Brose need?  quality constant ─ JIS implicitly assumes that input parts quality remains constant over time.  suppliers should help to improve their processes to reduce variation.  Total Quality Control (TQL) should be implement.  price stability ─ JIS implicitly assumes a level of input price stability that obviates the need to buy parts in advance of price rises.  Supply Stability ─ Supplier should provide part stability to its customers.  Frequent deliveries ─ shipments of the same part can come in several times per day.  Frequent deliveries will reduce lead time. Source: Wikipedia, http://en.wikipedia.org/wiki/Just_In_Time_(business), Data Accessed 2011/5/27 50

51. 6-2 What can Brose do if suppliers do not provide such service?  To make suppliers provide JIS to Brose, Brose have to construct close suppliers relationship.  Close suppliers relationship base on:  long-term contract with supplier  Information sharing  Eliminated multiple suppliers 51 Source: 劉文良 (2008) ，供應鏈管理。基峰資訊。

52. Supplier Relationship AspectAdversary (In competitive relationship) Partner (In close relationship) Number of suppliersMany ; play one off against the others One or a few Length of relationshipMay be briefLong-term Low priceMajor considerationModerately important ReliabilityMay not be highHigh OpennessLowHigh QualityMay be unreliable; buyer inspectsAt the source; vendor certified Volume of businessMay be low due to many suppliersHigh FlexibilityRelatively lowRelatively high LocationWidely dispersedNearness is important for short lead times and quick service Source: Stevenson(2009), Operations Management(10th ed. ), McGraw Hill 52

53. Supplier Relationship  Take Toyota and its suppliers for example of Close suppliers relationship :  Toyota uses this long-term relationship to send Toyota staff to help suppliers improve their processes.  These interventions have been going on for twenty years  The relationship have created a more reliable supply chain, improved margins for Toyota and suppliers, and lowered prices for customers. 53

54. 6-3 Is there any reason why Brose would not want them to provide JIS?  No, the reason is:  The business in the same supply chain will reduce their cost separately if they provide JIS.  If the whole supply chain provide JIS, the final product`s price will be more competitive.  The whole supply chain will manufacture more efficiently. 54

55. Brose Supplier requirements (1)  Suppliers to the Brose Group have to fulfill the following requirements:  Oriented to world market and capable of supplying all of Brose's international locations  Highly competitive in terms of price, supply reliability and flexibility  Determined to save costs and to provide price transparency as well to increase productivity  Innovation-driven, intent on continuous product and process improvement  Capable of producing prototypes  Compliant with Brose purchasing terms 55

56. Brose Supplier requirements (2)  Focused on zero defect principle with all deliveries  Compliant with all current quality requirements  Capable of updating data in the International Material Data System (IMDS)  Capable of IT-enabled data management (e.g. EDI) compatible with the Brose organization  To establish contacts with Brose, the first step is to submit a supplier application. If we decide that we need your products or services, we will get in touch with you. 56 Source: Brose, http://www.brose.net/ww/en/pub/purchasing.htm, Data Accessed 2011/5/27

57. Question 7 Describe three specific way that Brose`s investment in SAP will help it survive the automotive crisis. 971708 鍾其璟 57

58. Introduction of the auto crisis  The auto industry can produce 90 million autos in 2009, but the demand was only 65 million autos in 2008.  The auto industry analysts estimate demand of auto will fall further. 58

59. The reason cause the auto crisis and its influence on Brose  environmental protection  The auto`s exhaust will cause global warming.  Brose should develop the better process to reduce its pollution.  energy resources  Petroleum is getting less and less.  Brose should develop different process to avoid consuming large quantities of oil.  Consuming too much energy  The auto consumes petroleum too much and petroleum is getting more expensive.  Brose should develop more eco-friendly and lighter product to make auto consume less energy. 59

60. Brose`s strategy against the auto crisis  Brose seek to have a long-term partnership with the automakers.  Why do they think so? Because the customer(automaker) is the reason that Brose exists. 60

61. Three ways that Brose`s investment in SAP help it survive the automotive crisis  Customer Relationship Management(CRM)  a long-term partnership with the automakers  Human resource management (HRM)  To do the best Inside organization  Supply Chain Management(SCM)  The whole Supply Chain integrate to maximize the profit 61

62. Introduction of Customer Relationship Management  CRM helps companies acquire and retain customers, gain marketing and customer insight. (Wiki, http://en.wikipedia.org/wiki/SAP_AG)http://en.wikipedia.org/wiki/SAP_AG  CRM also increases revenues through better sales and marketing performances.  CRM manages client relationships and increase their loyalty through better, and more personal service. 62

63. Customer Relationship Management software  Analyzing Customer Data ：  Data Mining – to find some important hiding message for example customer`s habit  Identifying Best Customers – to make the best profit 63

64. Introduction of Human resource management  HRM helps companies to let the most suitable people to do the fittest job according to employee`s ability to arrange job vacancy for them to make the companies best profit. (Wiki, http://en.wikipedia.org/wiki/Human_resource_management)http://en.wikipedia.org/wiki/Human_resource_management  HRM could be supportive of the organization by various function ：  skills management, employee benefits administration, personnel cost planning, performance appraisal and so on. (Wiki, http://en.wikipedia.org/wiki/Human_resource_management)http://en.wikipedia.org/wiki/Human_resource_management 64

65. What Human resource management can do?  Skills management can train the employees to let their skills match job roles require.  Employee benefits administration helps companies to attract and retain the best employees.  Personnel cost planning helps companies to minimize the personnel cost.  Performance appraisal rewards staff for good performance to motivate employees for better performance and make staff for bad performance being alert. 65

66. Introduction of Supply Chain Management  Supply chain Management could integrate management of supply and demand by collaborative planning, forecasting and replenishment.  SCM helps companies with the process of resourcing its manufacturing and service processes. (Wiki, http://en.wikipedia.org/wiki/SAP_AG)  SCM deals with linking the organizations within the supply chain by sharing information in order to meet demand across the chain as efficiently as possible. 66

67. What supply chain management can do?  To gain efficiencies from procurement, distribution and logistics  To make outsourcing more efficient  To increase competitiveness from shorter development times, more new products, and demand for more customization  To reduce transportation costs of inventories  To meet the new challenges from e-commerce  To meet the challenge of globalization and longer supply chains  To manage the inventories needed across the supply chain 67

68. 68 971736 范恕端 Question 8 Describe the ERP system implementation methodology provided by SAP

69. 69 SAP Implementation Methodology ASAP Implementation Roadmap 1.http://www.r3now.com/literature/ASAPOverview.pdfhttp://www.r3now.com/literature/ASAPOverview.pdf 2.https://service.sap.com/~form/sapnet?_SHORTKEY=01100035870000725253&_SC ENARIO=01100035870000000202& (Need to account)https://service.sap.com/~form/sapnet?_SHORTKEY=01100035870000725253&_SC ENARIO=01100035870000000202&

70. Phase1:Project Preparation (1)  1. Design and initially staff the SAP TSO(Technical Support Organization)  TSO is the organization that is charged with addressing, designing, implementing and supporting the SAP solution.  The focus should be at staffing the key positions of the TSO. E.g: (1) The high-level project team - Much people work together towards the implementation of SAP. 70

71. Phase1:Project Preparation (2) (2) Senior database administrator - A person responsible for the design, implementation, maintenance and repair of an organization‘s database. (3) The solution architect - Take ownership of a particular solution offering.  2. Craft solution vision  The main focus within the vision should be on the company ’s core business and how the SAP solution will better. 71

72. Phase2:Business Blueprint (1) 1. Perform cost of ownership analysis  To determine how to get the best business solution at the lowest costs. 2. Identify high availability and disaster recovery requirements  To plan what to do with later downtime of the SAP system, caused by e.g: (1) Hardware failures (2) Application failures (3) Power outages 72

73. Phase2:Business Blueprint (2) 3. Engage SAP solution stack vendors  To select the best SAP hardware and software technology partners for all layers. SAP solution stack included: (1) SAP Application Layer (2) Database Layer (3) OS Layer (4) Disk Subsystem Layer (5) Server Layer (6) Data Center Layer 73

74. Phase2:Business Blueprint (3)  4. Develop Technical Support Organization  The organization should develop the bulk of the TSO.  To fill the positions that directly support the near- term objectives of the implementation. 74

75. Phase2:Business Blueprint (4)  5. Execute Training  Below of these people need to acquire the required SAP knowledge and skills through training. (1) SAP Network Specialists - A person responsible for the maintenance of computer hardware and software that comprises a computer network. (2) SAP Database Administrators - A person responsible for the design, implementation, maintenance and repair of SAP's database. 75

76. Phase2:Business Blueprint (5) (3) SAP Security specialists - prevents unauthorized persons from having access to business information. (4) Documentation specialists - Develop technical publication include user guides, installation manuals, and troubleshooting/repair/replace procedures. (5) End-users - An end-user as the person who uses a SAP system. 76

77. Phase2:Business Blueprint (6)  6. Setup SAP data center  To build a new data center facility or transform the current data center into a foundation capable of supporting the SAP solution stack.  7. Perform installations  To install the required SAP software parts which are called components and technological foundations like a: (1)web application server (2)enterprise portals 77

78. Phase2:Business Blueprint (7)  8. Round out support for SAP  Before moving into the next phase, the organization should identify and develop the remaining TSO roles. 78

79. Phase3:Realization (1)  1. Address change management  To develop a planned approach to the changes the organization faces.  To maximize the collective efforts of all people involved in the change.  It is most important to create a solid project team dedicated to change management. 79

80. Phase3:Realization (2)  2. SAP systems and operations management  Creating a SAP operations manual and evaluating SAP management applications.  The manual is a collection of: (1) Current state system documentation (2) Regularly scheduled operations tasks (3) Various installation and operations checklists (4) How-to process documents 80

81. Phase3:Realization (3)  3. Functional, integration and regression testing  Important types of testing are: (1) Regression testing - Rerunning previously run tests. (2) Integration testing - The phase in software testing in which individual software modules are combined and tested as a group. (3) Functional testing - a set of conditions or variables under which a tester will determine if a certain business process works. 81

82. Phase4:Final Preparation 1. Prepare for cutover  The organization needs to plan, prepare and execute the cutover.  Examples of cutover tasks are: (1) Review and update all systems-related operations procedures. (2) Assign ownership of SAP’s functional processes to individuals. (3) Let SAP AG do a GoingLive check. (4) Don’t make any more changes to the SAP system. 82

83. Phase5:Go Live & Support  1. Go live  Go-live means to turn on the SAP system for the end-users and to obtain feedback on the solution. 83

84. Describe the ERP system implementation methodology provided by Oracle for E- Business Suite 84 Question 9 971731 顏漢軒

85. Application Implementation Method  This is a depiction of the A.I.M. methodology life cycle: 85

86. Processes of implementation (1) 1. Business Process Architecture :  Define Business and Process Strategy  Develop Future Process Model 2. Business Requirement Definition  Identify Current Financial and Operating Structure  Identify Business Availability Requirements 86

87. Processes of implementation (2) 3. Business Requirements Mapping  Map Business requirements  Define Applications Setup 4. Application and Technical Architecture  Define Architecture Requirements and Strategy  Define Application Deployment Plan 87

88. Processes of implementation (3) 5. Build and Module Design  Define Application Extension Strategy  Create Database extensions 6. Data Conversion  Define data conversion requirements and strategy  Convert and verify data 88

89. Processes of implementation (4) 7. Documentation  Define documentation requirements and strategy  Define Documentation standards and procedures 8. Business System Testing  Define testing requirements and strategy  Perform system test 89

90. Processes of implementation (5) 9. Performance Testing  Define Performance Testing Strategy  Execute Performance Test 10. Adoption and Learning  Conduct User Learning Events  Conduct Effectiveness Assessment 90

91. Processes of implementation (6) 11. Production Migration  Maintain System  Propose Future Technical Direction 91

92. Phases of A.I.M (1) A. Definition:  During this phase,we plan the project,review the organization’s business objectives. 92

93. Phases of A.I.M (2) B. Operations Analysis:  The project team develops the business requirement scenarios based on deliverable drawn out of the definition stages 93

94. Phases of A.I.M (3) C. Solution Design:  The purpose of the solution design is to develop the detailed design to meet the future business requirements. 94

95. Phases of A.I.M (4) D. Build:  The coding and testing of all customizations, data conversions and interfaces are done in this phase. 95

96. Phases of A.I.M (5) E. Transition:  During transition,the project team deploys the new system into the organization 96

97. Phases of A.I.M (6) F. Production:  It marks the last phase of the implementation and the beginning of system support cycle. 97

98. 98 Question 10 Describe the ERP system implementation methodology provided by Oracle for PeopleSoft Enterprise 961764 楊佳樺

99. Oracle for PeopleSoft Enterprise Implementation Methodology Phase 1 Implementation Strategy Implementation the Strategy Implementation the project organization and planning Kick-Off Meeting Phase 2 Operation Analysis Training Operation Analysis Phase 3 Solution Design Business Requirement Mapping Configuration Standard Operation Process Customization Scope Phase 4-1 Build Standard Operation Process Walkthrough Conference Room Pilot Customization Phase 4-2 Documentati on Customer Documentation Phase 5 Transit End User Training End User Conference Room Pilot Data Preparation Phase 6 On-Production Production Post Support Computerized Operation and Management Process Improvement Computerized Operation and Management Process Improvement 99

100. Phase 1 Implementation Strategy In the Implementation Strategy phase of implementation project planning and project team composition is conducted. The necessary project environment, sources and infrastructure are designed and planned. There are two main parts in this phase:  Currently Based Business & Data Conversion Complete business analysis of current business flow such as sales, procurement, accounting and manufacturing, and data conversion requirements are studied in this phase.  Key User Training In the end in the phase project team members are trained about the ERP package. 100

101. Phase 2 Operation Analysis(1) Business requirement are analyzed and system mapping to fit requirements with ERP package is carried out.  Future Process Model & Business Requirements Scenarios Future process mapping is created in order to represent all business processes on the new system.  Reporting Requirements Reporting needs of organization is studies and decisions on how these requirements will be held are made. These reports can involve monthly sales reports or invoices. 101

102. Phase 2 Operation Analysis (2)  Information access model This model represents a structure for definition of system users within the organization. This indicates who will access which module or responsibilities.  Application architecture Application architecture represents overall module integration with other systems.  Transition strategy The strategy for transition to new system is studied and rick and contingency plans are executed in this phase. 102

103. Phase 3 Solution Design In this phase test environment is arranged and data conversion need are analyzed.  Application set-up Definition lists are prepared and the application test setup is done according to operational analysis phase is done in solution design phase.  Conversion environment The conversion requirements of old system are analyzed and conversion environment is prepared.  Conversion data mapping According to conversion requirements data mapping is held by technical team for data mapping between the ERP system and the conversion data. 103

104. Phase 4-1 Build In this phase complete tests for application, data conversion, integration and customization are carried out.  Test/Live installation Key users and consultants perform unit and system test in this phase. At the end of the phase complete working system is delivered when the necessary system, customization and integration tests are completed.  Transition & contingency plan transition plans, which include time lines and needs for smooth transition, and contingency plans for rick assessment are conducted and reviewed. 104

105. Phase 4-2 Documentation Project team of Oracle ERP create the test environment and process function; meanwhile, customers can finish reference of document to support follow-up of system on- line by consultancy company.  Configuration Setup Documentation  System Operation Procedure Manual  End-User Operation Manual 105

106. Phase 5 Transit Completion of build phase successfully allows transition phase to begin.  Production environment Production environment is completed by the technical team.  Set-up applications Set ups for production environment is completed by key user and consultants.  End-user training End-user training are held by key users in accordance with business requirement mapping of the system held in operational analysis phase. 106

107. Phase 6 On-Production This phase begins with usage of the system. In this phase information technology personnel and key user work as help desk for all system users. In this phase organizations usually get consultant support for problems. This phase is usually composed of refinement and measurement activities.  Go-live This is starting point of system usage in daily operation of organization. In the early stages, consultants provide help for users. 107

108. Oracle Customer Snapshot for PeopleSoft in Taiwan (1) Challenges Install a global human resources (HR) management system to replace Microsoft Office and disparate local packages used by subsidiaries. Avoid the need for managers to e-mail subsidiaries to collect information on their HR plans, which was particularly time- consuming for managers responsible for multiple locations. Support frequent organizational changes such as the addition of new business units, which require changes to HR planning. Eliminate paper-based performance evaluation and allow colleagues to rate each other’s performances. Expand the range of available HR reports. 108

109. Oracle Customer Snapshot for PeopleSoft in Taiwan (2) Solution Adopted Oracle’s PeopleSoft Human Resources as its global HR platform, which supports multiple languages, home offices, and mobile staff. Supported multilevel approval for HR managements required by Taiwanese companies. Improved performance management by aligning strategic goals with key performance indicators; for example the objectives of each department can be allocated to individual staff members. Provided senior managers with a complete view of performance across the group, enabling them to make informed decisions about staff levels and HR costs across its design, manufacturing, and marketing business units. Enabled online approvals for procedures such as job transfers, promotions, and biannual performance reviews, so staff receive faster feedback on their job status and performance. Gave managers online access to HR-related information and reports without the need to call on the HR service department for assistance. Reduced the amount of paper consumed by the HR tea. 109