EMC Data Analysis of GSK Ware Manufacturing Decisions

EMC data Analysis of field data regarding decisions Coded interview comments
Case Level Function Dept Responsibility Role Name Cat

KPC GSK Ware Manufacturing General Manager Byron Jones EI
Observations Process Theme Sub-theme ERP impact
we put SAP in first in the year 2000, and there was no NPI template Make Gap virtual vs. physical -
from day one, we had to break the global templates, if we wanted to launch products Make Gap virtual vs. physical -
everybody said weve got all these new product batches which need to be compliant Make Gap virtual vs. physical -
ERP is our production control system, but its our change control system as well Make Accuracy / consistency+
we have developed our planned change process and have now becomes the global model Make Accuracy / consistency+
the core process will define how you run a BOM or a routing, we have a process now for how you change them, in a planned, structured, controlled way Make Accuracy / consistency+
all our technical people suddenly had to start using MERPS, that used to be done for them by the traditional production department Make Granularity Data ownership +
we wanted project managers that were handling new products, to be able to go in and create a plan change, within MERPS, to set up all the templates to control that change Make Granularity Data ownership +
The advantage was having a common unit of currency to make some of our management decisions by capacity Make Granularity +
SAP is very data hungry, so you had to develop a cut down version for some of this development work Make Granularity -
we got our 5 or 6 scenarios that cover all our developed batches Make Flexibility +
they are rolling out a programme, and they just want to shoot through the sites, here is the template, now take it Make Flexibility -
So we had some interesting tensions early on Make Flexibility -
R&D can't use Manugistics, because Manugistics is there for commercial, for millions of tablets, not batches Quote to cash Gap virtual vs. physical -
we have to find another way of getting demand into the systems, and turning that into capacity Quote to cash Gap virtual vs. physical -
we have got to find a way of comparing global supply, demand, supply capacity, along with new product introduction, and doing the two Quote to cash Gap virtual vs. physical -
It takes four hours to granulate the batch, why does it take four days to set the data up in SAP Make Latency -
It would be nice that information flow does not hold up material flow, we want information flow out of the constraint of the model. Make Latency -
if they want to change the BOM, they raise a client change, they choose that scenario, which gives them a list of tasks which they have got to do Make Automation +
we use the work flow process of version of 4.6 to trigger that change Make Automation +
I put in a data management organization, SAP, within a year I thought this is wrong Make Skills -
Its too centralized, and the knowledge is with a limited number of people, its not responsive enough for the business going forward Make Skills -
It was an administration function, so if the BOM were drawn, the technician, fill in the form, and an admin person should understand that he has selected the wrong tablet code for that particular pack? Make Latency -
The individual didnt have a clue, its just a set of numbers, and all we were doing was inputting into the system and tracing up missing data Make Latency -
process 10 is responsible for BOM's. If you put it in directly in the system, its checked by an independent person, electronically signed, and if its wrong, you are accountable Make Automation +
You can only do that if you educate people. Now we did this to reduce our cycle time, we assigned a data owner to every data object, quite simply Make Skills +
We looked at, change one then you change the other, and then we standardized the process with these scenarios. So we made it easy for people, because you cant ask people to take on a complex process Make Skills +
So we as a site, have a very different way of doing MERPS change than other sites, other sites do it very centralized, we do it here very devolved Make Skills +
we believe that gives us the responsiveness and the accountability that we need for the future Make Skills +
we have metrics in place now to control it, so we can look at task overdues as part of work flows, down to individual level Make KPI +
so if somebody isnt doing their tasks, we know and we have the meeting processes in place to pick up and help where this blockage is Make Accuracy / consistency+
our on-site MERPS team put together metrics Make KPI +
So having worked with SAP for 4 years, we knew the beast, and now we have a platform to help the business with decision making Make Skills +
We use MERPS to support the first two, because there is data in the system and information that allows us to pull these together Plan Granularity +
we have schedules tells us what to do, we have plan change because we have task driven, event driven activities Plan Automation +
so the information allows us to address demand, whether its demand for a change or demand for a product Plan Automation +
it allows us to make those decisions, and those decisions are made daily and weekly Plan Automation +
We are tending to use far more physical scheduling tools like Kanbans, rather than scheduling everything through MERPS Plan Manual -
But the challenge for us is keeping MERPS aligned with these Kanbans, SAP doesnt like Kanbans Plan Gap virtual vs. physical -
what you have to do is put the flow information back in to SAP, so SAP wants the control, thats the system Make Gap virtual vs. physical -
we get the customer orders through Manugistics, and we allow MERPS to schedule packaging Make Automation +
But we then pull out of manufacturing, which is where you make the bulk tablets, through a Kanban system Plan Manual -
SAP wants to schedule manufacturing as well, what you are going to have to do is, convince it its scheduling Plan Gap virtual vs. physical -
ERP impact
Like RMA functionality in EMC Cork
Accuracy of process not data, accurate because of ERP and administrative rigour
Data ownership decentralised
ERP puts a planning formalism on NPI, something it didn't have and now needs with growing NPI volumes
MERPS lite necessary because template didn't fit NPI
Process latency to do with division of labour, data ownership centralised away from those who understand it
Making the automation work
Taking ownership away from technostructure
Taking complexity out of highly integrated system by using scenarios
Responsiveness with highly structuring tools comes with an investment in local system /data know how
Responsibility for data ownership gives accountability and control
Controls and processes to rectify parameters that drop out of synch
Developed locally
Control of the ERP tool eventually leads to its use for decision making
Parameters can set these decisions automatically
Is this supporting flexibility, to be able to automate planned changes?
Because it can't cope with a gap?
ERP is the control system, but doesnt allow flexibility? Compare with Martin Steele in Worthing and
Partial use of ERP?
Frigging the system
KPC GSK Ware Manufacturing General Manager Byron Jones MD
you use the Kanban to decide which process orders you want, and then you manually raise those process orders in SAP Plan Manual -
So Kanban is the lead, and SAP is the lag in manufacturing, but, bulk packaging, its the other way around Make Gap virtual vs. physical -
What we said to the core team is, find better ways to frig process orders please, right? Plan Flexibility -
But, in keeping the system aligned with physically whats happening on the site Make Gap virtual vs. physical -
SAP was producing the schedule, and we were changing that schedule two or three times daily Make Flexibility -
Or our process reliability was shifting, so the planners spend all the time rescheduling Make Flexibility -
if you need a batch of Abacavir tablets, thats a million tablets, its a million on the Kanban card, and its a million in MERPS Plan Manual -
all you have to do is to ensure that the system reflects what Kanban is pulling Make Gap virtual vs. physical -
planners now manually do these planning orders, behind the Kanban cards, not producing a schedule Plan Manual -
they get the physical signal, take that material out of their stock, they de-couple, they produce a Kanban based system Plan Gap virtual vs. physical -
Manugistics is kept in balance with the physical pull Plan Gap virtual vs. physical -
we use SAP to govern very rigorously our change processes, but less and less our production process Make Manual -
we use SAP very much for our medium term processes, our three to twenty four months Plan Automation +
we take all the demand from our global supply customers, from our NPI customers, we convert it into capacity needed, we look at what capacity we have got Plan Automation +
that allows us to look at decisions, to say we are under capacity, over capacity, or we need investment decisions going out to 24 months Plan Automation +
A lot of the unit cost information, the financial modeling will be done outside MERPS (Excel) Report Manual -
MERPS is there just to generate standard product costing, standard invoicing Report Automation +
MERPS is used for control in the short term process, for decision making in the medium term process and its not used at all in the long term process Report Granularity Timescale +
All three [planning processes] need different tools, different techniques Plan Flexibility +
he may be raising the process order on SAP to replicate that, which will drive materials availability from the warehouse to produce that batch Make Manual +
you havent got a schedule now in MERPS, you have decoupled that Plan Manual -
This is where you then manually raise the process order in SAP Make Manual -
they will release the process order, and that tells the warehouse to deliver 400 kilos of calcium carbonate, batch number so and so, to manufacturing, at 02.00 tomorrow morning Make Manual -
He knows, an API batch will take two hours longer than that, so he has control, and he is accountable for running that system Make Manual +
So, here is a combination of using the system, and using physical links, very effectively Make Manual +
Well if this is a problem, and we see a blockage, supervisor will say, right, what can we do, can we actually put this batch somewhere else Make Flexibility +
Information, originally this was only in a supervisors office, and we said, why Make Manual Access +
every morning, the Kanban meeting looks at the queue times, you look at the queue in each center, Make Manual Flexibility +
SAP is a great vehicle, but it keeps information limited to the screens that you can log on Plan Granularity Inaccessible -
Visual signals like this, open up information, and again the danger of SAP, knowledge is power Plan Granularity -
So what we had time to do is spend more time in the long term process, find out what your customers really wantPlan Automation +
OK, well, lets close that planned change down, or do we want to leave it open, but therell be overdues there for a week Make Automation -
look we have 40 overdues on that batch, we know all about it, its in control even though its overdue Make Automation -
some of the timings that we have put into these templates originally were not right Make Accuracy / consistency-
you wont be allowed to play with white powder until you go on to SAP Make Accuracy / consistency+
If you want to order any materials, or any product, or stationery, I have to go in and authorize it Make Granularity +
Now, you want production capacity, which costs a hell of a lot more than stationery, you have got to go in and book it Make Granularity +
And you can see some of the proposals there, to recruit temps, smooth demand, Now all that data is underpinned by SAP data Make Granularity +
The problem with our system, is it just handles one set of numbers. It doesnt handle the range, and thats the limitation Forecast Flexibility -
if you have a forecast accuracy plus or minus 20% historically, your demand is 72,000 to 96,000, its not 84,000 Forecast Flexibility -
this is where sometimes you have to use spreadsheets, for low and side scenarios, because both Manugistics and SAP can only handle one number. Forecast Flexibility -
you have to revert the spread sheet modeling, outside your systems, when you want to look at range and intelligence Forecast Flexibility -
We may get awarded that tender, and we may not, so you have got two scenarios Forecast Flexibility -
can we actually transfer some of the older products out to other sites, who can actually make them cheaper Make Correlation
Efficiency
the physical signal is the KanBan card
Both ERP and Manugistics have to be kept in synch with reality, rather than driving the plan
ERP used as a planning function at an aggregate level
Overly integrated?
KPC GSK Ware Manufacturing General Manager Byron Jones MG
KPC GSK Ware Manufacturing General Manager Byron Jones OG
R&D work on lead times of days, if it comes through the pipeline, they want to tablet made next week Make Flexibility
this allows us to drive, to put on additional shifts, recruits, buy equipment, decide when to transfer a product out Plan Flexibility
When a markets got three months of stock, what we can say is we want to reduce the stock levels for that month to a lower level Plan Flexibility
we wont hold any stock of Abacavir, lets hold stock once [in Cork], just keep us supplied guys, just send us what that card tells us Plan Manual
in launch phase, dont expect forecast accuracy. When we launched that in the States after three weeks they were asking 280% more Plan Uncertainty
you have to change how you approach them, it could be a name and shame thing. When we run the change meetings, we assume people want to do these tasks Make KPI
there is the carrot and the stick, we find the carrot more effective because naming and shaming can only produce short term Make KPI
When you are doing all this change, project ways of working becomes a way of life, so you have got to say, like, are we just going to get bigger sticks every week? It doesnt work Make KPI
weve run three levels of planning, the 0 to 3 month operational process, a 3 to 24 month medium term process, and a 24 month to the end of the product on site Plan Goals
Right, can we re-optimise the line, yeah we can get another 4 or 5% out of it, that changeover reduction. Make Goals
Can we work with the customers to reduce the number of SKUs, so we have more runners and repeaters, not strangers Make Correlation
with the best will in the world, our supply is variable, so you decouple it, as you put in the customer inventory Plan Manual
its hitting the right balance, those three processes are mutually dependant on each other Plan Skills
we have all been trained as managers to be in control, we let that control go, and become leaders Plan Skills
the person that chairs that meeting took a facilitative approach to the meeting to say right, theres all your overdues, have you got a problem? Make Skills
And the person turned from big stick to facilitator, and thats, I believe, the change from being a manager to a leader. Make Skills
Prove to me youre handling it faster, and you are creating capacity for the future. Show me a trend, not the absolute # of overdues Make Aggregation
They may get it down, and they may create a quality issue, so its the balance KPIs, Make Goals
Im interested more about process capability and cycle time, than I am about absolutes Make Goals
Get cycle time down by 30%, dont come to me asking for 30% more people Make Goals
I have a fancy office, and a fancy title, but if I can go into SAP, you can go in to SAP Make Accuracy / consistency
But that starts with us, it starts at site director, we have got to let go of control Make Goals
So what we have done is ensured that the changeover, the clean down between batches, is very slick Make Skills
Youre now trying to second guess what your customer wants because you are making to forecast, not to true demand, and you go down the pan Make Correlation
This [Kanban] is just a visual Manugistics Plan Manual
So its not perfect, but we are using our systems and Kanban to give us control, and we are using our systems to support our decision making Make Aggregation
we have to work closer with our customers to understand that intelligence Forecast Accuracy / consistency
whether a product goes on a prescription list, we can't control that, however, if we know about it, we can have a high side +30% scenario Forecast Accuracy / consistency
thats what cycle time gives you, the responsiveness to get closer to your customer Forecast Accuracy / consistency
at end of lifecycle, cost is everything. At beginning, flexibility is everything, forget about costs, they want it to be able to respond to 300% forecast increases Make Goals
we wanted more flexibility and agility from Cork, they want fixed production schedules of 3/4 months, and wed like fixed schedules 3/4 weeks Plan Flexibility
the R & D guys want to run new product on production scale equipment, for clinical trials, for registration purposes, for stability batches Make Flexibility
25% of all our batchs are new product batches, but that consumes 40-45% capacity due to launch inefficiencies Make Flexibility
Global supply batches run smoother, because there is a higher process capability, and they have been optimized because they have been in production for a long time Make Skills
A new product batch may have a different routing, different ingredients, different item, different quality control parameters, no sales and Distribution data Make Flexibility
For global supply, weve got 1400 ship-to addresses, for NPI business youve got one Make Flexibility
for NPI batches it actually takes longer to set up the information, than it does to actually process the batch Make Latency
we find that we want to decouple, and we can use physical Kanbans a lot better. Plan Gap virtual vs. physical
When you have a Kanban operation, we smooth the flow, and the planners role now is to control the Kanban cards Make Manual
We have stopped batching, and weve now got processes in place where Kanbans control the sequence Make Manual
the workload on the planners has gone down considerably, because they are not rescheduling Plan Manual
I could show you on our Intranet, the Kanban boards, because we have got it on camera Plan Manual
Our Dartford site looks at what we have used today on the Kanbans, Kanban cards tell them what to send us tomorrow, they go on the web Plan Manual
the planners at first felt very threatened, because they were going from control, it was losing control Plan Manual
Exactly what Martin Steele was trying to get away from? The hero mentality
Access to control information allows different management style
Driving wrong behaviour
But trends require the source data
So Kanban is about manual planning but to pull, therefore requires as much discipline as SAP driven scheduling at Worthing
Using systems at the right level
Inbuilt process latency related to the admin overhead?
Decouple setting of virtual plans and implementation of process orders?
Manual methods take better account of vagaries of actual production, especially in fast changing NPI environment
Flow principle instead of batch, is this what Finbarr Lehane meant by flow
A positive effect of manual flow based method (un-integration)?
the opposite of integrated? Doesn't this go against the notion of planning?
Planners not owners of anything?
So Kanban is about manual planning but to pull, therefore requires as much discipline as SAP driven scheduling at Worthing
KPC GSK Ware Manufacturing General Manager Byron Jones SG
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI
So this is where coating pull the Kanban out of compression, pull the Kanban out of coagulation, right, these are our processes to assure tablet manufacture Make Manual
And that tells Dartford what to supply us with tomorrow Plan Manual
Thats Dartfords shopping list, , and this is all controlled by operators Plan Manual
So you calculate Kanban levels and buffer levels slightly differently, depending on your supply chain complexity Plan Flexibility Timescale
In an emergency, they can stick a lorry on and two hours later, we get it from Dartford Plan Flexibility Timescale
this relies on trust, and not on the system Plan Manual
this [Kanban] is only as good as a couple of days Plan Flexibility Timescale
this wont tell you the compression machine 6 is over capacity in four months time Plan Flexibility Timescale
the planners used to have all the information, and they used to just go around kicking people Plan Manual
Planners now join in the customer services conference calls with our major customers every week Plan Skills
we needed people to be quite extroverted, passionate about time, you now need a different breed of person Plan Skills
They have had to become more customer focused, long term focused and they are now working on scenarios Plan Skills
some people enjoy kicking the hell out of people because they hadnt done the previous schedule, they used to love re-planning Plan Skills
its pull not push, everything is pulled by customer demand and through the Kanbans Plan Manual
And this is where we changed the data process, from forms Make Granularity
but boy was it painful, because data aint sexy Make Accuracy / consistency
I want you to own this process data like your salary data, I want you to own it like your holiday data Make Accuracy / consistency
we wrote data objectives into peoples duties Make Accuracy / consistency
The greatest challenge was getting our processes, pack techs, our technical people, to accept that they had to use the system Make Skills
we got a culture of forward planning with those guys, because they were all last minute Make Goals
you can change software a lot easier than you can change people Make Goals
If you got a single step process you can just run MERPS, with all these unit operations, you can have a schedule for coating, for compression, etc Plan Manual
production generally ignored the schedules, right, and produced what was easy to make, what they wanted to make Make Manual
The temptation would be to say right, when we do that, well do two, well batch it. Well do bigger batches Make Aggregation
we sell 29 products to 130 markets and one size doesnt fit all Make Goals
Certain products have different value, depending on where it is in the lifecycle Quote to cash Seasonality
in three years time we will not be manufacturing any one of those twenty nine products that we currently manufacture Plan Flexibility
we are the only site that is bringing in new products Make Goals
we always were always a safe pair of hands but an expensive pair of hands Make Goals
80% of our business was global supply and 20% was new products, that will invert Make Goals
if we were to reduce our cycle times, that will drive our process capability up, it would drive our responsiveness up, and we would be making more to demand that to forecast Make Goals
Otherwise, quite frankly, this company would be building another tabletting plant somewhere in the world at the moment Make Goals
we have now got cycle times of 40 to 50 days, for some of the products, that three years ago had cycle times of 150 to 160 days Make Goals
leaned processes, we did a lot of process robustness and reliability work Make Goals
we did it for costs reasons, not for capacity, because we always thought NPI were going into Cedra Make Goals
we are a very safe pair of hands, but were an expensive pair of hands Make Goals
Thats the strategic decision, should this product be in this site Plan Manual
cost is becoming important for that product because its going to come off patent Plan Manual
MERPS can tell you, its 520 million, or 510, but it doesnt matter, you dont need that degree of accuracy Plan Granularity
Now we implemented this solution very much on a compliance driver Make Compliance +
in some cases those sites were probably, reasonably well computerized beforehand Make Automation -
it was an integrated or well interfaced system, weve not gone from card indexes Make Automation -
If it was 15 years ago, you would have said what a great leap in availability of information Make Granularity -
So we now have standards ways of working across the whole organization Make Centralisation Standardisation +
Stages in manufacture represented by physical presence of the card (order) on certain parts of the Kanban display
No system required other than cards
Timescale
Timescale
Short term only, ERP used for longer term
Short term only, ERP used for longer term
Planning would be too complex, you would spend all day updating the system
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine MD
We have a standard SAP system, and we have a standard configuration, and we have, in many cases, standard configuration master data Make Centralisation Standardisation +
What we dont have is an organization with global master data, I cant point you to an inventory code and say its the same across the world Make Centralisation Standardisation -
We have never grasped that thorn, we never will without good justification, I dont think Make Centralisation Standardisation -
But what we have ended up with, is virtually an identical solution from site to site Make Centralisation Standardisation +
So weve got this utopian situation from the ways of working perspective, but now we are there, we dont know quite know what to do with it Make Centralisation Standardisation +
Standardisation is driven by compliance, transferability of resources, and bloody mindedness of core team Make Compliance Standardisation +
we wanted the business to have global ways of working, transfer of technology, transfer of data, transfer of people Make Centralisation Standardisation +
ERP means those sites that operate the same ways of working, and the same systems, they have a common language Make Centralisation Standardisation +
ERP gives us the opportunity for shared financial services, or for any other share services which we may wish to operate Report Centralisation Standardisation +
it now allows us to start looking across-site performance and across-site benchmarking Report KPI Standardisation +
the throughput of a given site from a QA perspective appears to be, using transactional data within the system, twice that of another site Report KPI Standardisation +
why is a piece of equipment in Zebulon, many many times less reliable than the same piece of equipment in Evreux, Make KPI +
not only are we getting the mean time between failure, we are also getting the mean time to repair Make KPI +
mean time to repair during a break down situation is actually lost production Make KPI +
its the waste in terms of cleaning the lines out, and the waste in terms of people idle when they should produce Make KPI +
So what weve got now is a great opportunity to exploit, compare performance around the organization Make KPI +
the reason its difficult to get the traction is not because there arent any good ideas, its to get the benefits accrued against the ERP solution Make KPI Process efficiency +
one of the key ones we are looking at is cycle time (door to door time), one of those is around parallel QA activityMake KPI +
the system has to have enough of an appropriate safeguard in place that allows you to do, to progress at risk while you continue to then test the various stages within the product lifecycle Make KPI +
with system controls in place to allow you to track production batches, cycle time can be reduced by 30% with parallel QA activity Make KPI +
But the system alone doesnt dictate that Make KPI Control -
the variables youve got are product, components and process Make KPI Control +
the further you get down this line and you find a problem, the more rework, waste etc etc you incur Make KPI Control +
its confidence in the material, its confidence in the product and stability but its around how robustly you should process your manufacturing process Make KPI +
so we call this process capability, the systems play an invaluable part in that because it allows you to check trends Make Aggregation +
we would want to be involved, and if they did have that in isolation, you would find that their solution may or may not fit ours Make Skills +
the discipline of implementing a standard solution has allowed us to hope to do this on a corporate basis Make KPI +
you are not going to simplify the process, you are going to simplify the order, stock and production, Ill call them schedules Plan Plan vs. actual Planning +
10% of MERPS is MRP, the other piece is integrated financials, integrated batch tracking, integrated plant maintenance, integrated QA and so on Make Automation +
by all means, remove that aspect of scheduling, but dont say you dont need an ERP system Make Automation +
there is an interface Manugistics to SAP, but its down to schedulers to convert orders into production orders, so the manual piece is there Plan Manual -
some sites are ignoring the individual orders, cause we have, within MERPS youve got daily plan, weekly plan Plan Manual -
it almost becomes an art for planning, other sites said, yeah, fantastic, spreadsheet Plan Manual -
BCG think we have one of the best global SAP implementations that they have seen, in terms of quality, stability, and adherence to the template Make Accuracy / consistency+
We just dont know what to do with it Make Uncertainty -
modular MERPS is a flexible MERPS template that will now go into another 40 plus sites, ending up with 60 plus sites on one template Make Accuracy / consistency+
the 18 sites weve already got will stick with their single instance, and part of this is because its on an IBM, and its a major mainframe Make Centralisation -
if you then wanted to set up a shared service, the only danger is that one person or one group may actually enter two systems Make Centralisation -
it sounds a step backwards, and with portal technology evolving, it might be that any of this becomes transparent with respect to the individual Make Centralisation -
exploitation for business benefit, we run business forums, communities of practice, we will continue to derive benefit from it Make Skills +
if you download information from a compliant system, and make a GXP decision on it, then you are out of compliance Make Compliance -
extracting information from MERPS, MES and LIMS to find out what is happening Make Correlation
But its probably quite an intensive process, and its probably when the process isnt running well, that they do that Make Granularity
from an IT perspective you have got to provide some data repository system Make Granularity
ERP lays the foundation for further process efficiency gains, but doesn't get the credit
parallel QA activity wouldn't be possible without ERP: it provides the platform of control on which further efficiencies can be built
ERP provides control of these variables, a tool to allow their manipulation would be very sophisticated, given level of interdependence hard wired in ERP?
Can managers be expected to understand the correlation of these variables?
Why does the business go off inventing their own solutions?
ERP's cannot simplify the reality of production, but can make the planning (and the administration of plans) less cumbersome
No gain for manufacturing
Handover from demand to supply is therefore manual
Why the interface so?
What does that say about BCG?
Lack of vision from the core team, beyond compliance
Flexibility learned from other MERPS implementations
Why should technical platform be the basis for the decisions?
18 sites currently implemented using one template but different instances
Not the idea of single instance: no benefits derived from global processes
Process skills just the beginning
Everybody knows this, bit it still happens
How can managers begin to understand the links between these systems? Competence is lacking: Dearden!
Granularity is required to investigate when something is wrong, rarely to foresee a problem
Didn't people implement ERP to get away from data warehouses?
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine MG
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine OG
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine SG
KPC Cork Sales David Ahearne EI
KPC Cork Sales David Ahearne MG
KPC Cork Sales David Ahearne OG
anything you do here, because of the way the factories are, is probably equally applicable elsewhere. You would want to be able to share the facilities. Make Outsource
So, if you start to have home grown solutions, you might find that, well actually, to put it in here its going to take x amount of rework and duplication Make Outsource
primary processes tend to be bulk processes and longer period processes, its probably more around the chemical composition performance, rather than the physical performance Make KPI
Global supply chain are now looking at things from a supply chain holistic perspective Make Correlation
well actually build technology that actually has inbuilt QA within it so your packing lines will be perfect, your production lines will be perfect, there will be all sorts of monitoring equipment on the controls Make Automation
even now we make tweaks to products and processes, and we dont know why it doesnt work Make Uncertainty
we can transfer our products from one site to another and it doesnt work as well Make Uncertainty
they receive orders via Global Supply Chain, but pay no attention to that, I make this year what I made last year, the demand is all the same Plan Manual
I think, in some cases, the penny had dropped, well people arent making to order, they are making to demand as a whole Plan Plan vs. actual
their schedules were up and down, their line changes were up and down, its probably because youve always been driven by a schedule, people didnt always take a step back Plan Manual
most factories just produce certain things, lets simplify it for them, you are going to go on a replenishment basis Plan Goals
Now, what people will say is, oh we dont need a MRP system! Plan Manual
they make a lot of SKUs, and different packs, and different components, and they have to clean the line down, with the regulatory pressure to reconcile everything Make Flexibility
rather than making factories multi-purpose and able to do anything, well make them more specific Make Goals
The whole idea of the system is that we have, say, a view of at least 3 months in advance of what theyre looking for Forecast Centralisation +
Manugistix sends it in to SAP and it automatically firms up the order on SAP. Thats where its a good process because theres no human intervention Quote to cash Automation +
if they make a change on their side, Manugistix wont make the change in SAP Plan Manual -
youre pulling various information from SAP and various information from Manugistix, so theres no link between them Quote to cash Manual -
set up my own Access Database and pull the data from both SAP and Manugistix and put them together in thereQuote to cash Manual -
to total demand for the year, shipped so far this year, on SAP, is added to demand for the rest of the year, on Manugistix Quote to cash Manual -
if Planners plan for 30 tons as agreed in the PRF, and customer only entering 15 tons, thats flowing into SAP, so its giving an incorrect picture Quote to cash Correlation -
Youre kind of double-guessing the customer, it gets messy Quote to cash Uncertainty -
theres so much second-guessing because it could just be the simple case that the orders havent gone up yet Quote to cash Uncertainty -
there are so many different scenarios that could come out of the fact that youre not seeing the correct agreed figure Quote to cash Uncertainty -
if the correct demand was flowing into SAP, the planner could have the process orders created automatically Make Manual -
SAP isnt taking into account that we might have only have 3 buildings where we might make products we have more than that Make Gap virtual vs. physical -
you need to enforce some kind of personal intervention where youre telling SAP exactly how you want things done Make Gap virtual vs. physical -
Well thats a big thing around the network too, especially with Manugistix, a lot of people blame the system if something goes wrong Make Gap virtual vs. physical -
its just that it requires more manual intervention, where youre constantly chopping and changing Make Uncertainty -
When looking at SAP, Manugistix has different numbers with regard to product numbers, so Babel translates all the different data Make Correlation -
if we got another new customer online, Babel is the area where Id set up to say that we can ship to this customer Quote to cash Manual -
youd link Cork to that number, to that customer, based on the product youre going to ship Deliver Manual -
new customer data setups youve got to do in Babel, Manugistix and SAP Quote to cash Manual -
but things are always chopping and changing so you always have some data changes to do Deliver Skills -
they upgraded MGX to a web-based system, so that completely shattered all my links, the whole lot, it got very messy. Quote to cash Correlation -
I got the idea from a guy in a different plant who exported stuff to Access Quote to cash Manual -
were looking at Forecast Accuracy, its something I just need to find time to sit down and work out Quote to cash Skills +
theres a political element where customers are keeping quiet, they dont broadcast a huge increase like that until they really need to Quote to cash Uncertainty
because theyre going to get a slap on the hand too for mis-reading stuff, so it does become political Quote to cash Goals
I set up my own system in Access thats tooled into Manugistix and pulls off all the data and I do various reporting on that information Plan Manual
Ive got to watch those, for any shift in demand, and Ive got to report back regularly on whats happening Plan Manual
Figures agreed with customers twice a year and obviously if theres a big shift we need to respond to that Plan Manual
the idea is to keep a kind of consistency where they have to contact us and talk to us about changing it Plan Manual
R&D shipments as well, coming below the Supply Chain, theyre dealt with basically through emails, they might need a sample Plan Manual
cf. Frank Cronin for finance processes at EMC
Is this the missing benefit?
Therefore not as transferable?
Old way of working instead of building to demand
Others have admitted you cant drive production via demand, it's too variable?
Why wouldn't being driven by a schedule be as efficient as building to demand? Because it's so manual? Is that what abstraction is?
This is the Finbarr Lehane view of the new "flow" factory
Planning has to constantly re-adjust for quite low volume runs
Good, but no need for ERP so
MGX
Reality is high maintenance!
Why wouldn't being driven by a schedule be as efficient as building to demand? Because it's so manual? Is that what abstraction is?
KPC GSK House, Brentford Distribution Primary Supply Logistics Process Manager David Massie EI
KPC GSK House, Brentford Distribution Primary Supply Logistics Process Manager David Massie MD
KPC GSK House, Brentford Distribution Primary Supply Logistics Process Manager David Massie MD
KPC GSK House, Brentford Distribution Primary Supply Logistics Process Manager David Massie MG
KPC GSK House, Brentford Distribution Primary Supply Logistics Process Manager David Massie OG
KPC GSK House, Brentford Distribution Primary Supply Logistics Process Manager David Massie SG
KPC GSK House, Brentford Distribution Primary Supply Logistics Process Manager David Massie SG
KPC Cork Manufacturing Data Maintenance Team lead Denis Barry EI
its gone crazy in the last month, I think weve shipped out approximately 100 shipments Deliver Volume
for the moment now I look at up to the end of 2005 on an order-by-order basis Deliver Granularity
I look at totals for each customer, what was agreed, is that still the case Deliver Aggregation
It happened recently, where we agreed approximately 40 tons and over the space of a week, and it went up to 60 tons Plan Flexibility
we had to contact everyone, had a load of tele-conferences and find out why this was happening Plan Manual
they might increase it and the following week they might decrease it again Forecast Uncertainty
they predicted that the drug would die off, but in fact the life of it is prolonged a bit so demand drove up Forecast Uncertainty
Were constantly in and out of production, were finishing production at the end of the year, so were currently stock-building Make Flexibility
One day you could have a line of demand for 100kgs of a product for 1st October. The next day that could be 250kgs for 10th October Quote to cash Uncertainty
No trace of that change, its changing all the time so literally if you had a trace for it, youd be receiving hundreds of lines a day Quote to cash Volume
the idea is supposed to be that they only up-date it once a month Quote to cash Uncertainty
Each customer has their own screen. Its actually per customer per product Quote to cash Granularity
one or two customers whose forecasting is so poor that once it comes in, they nearly 100% of the time change that Quote to cash Uncertainty
with some customers, what they tell you 3 months in advance is completely different to what theyll take 3 months down the line Quote to cash Uncertainty
Once a month I have teleconferences with each of the main customers Quote to cash Manual
when things are flowing OK, thats when its boring Quote to cash Skills
when things are jumping thats when it does get interesting when you have to respond and use your brain Quote to cash Skills
if Quality detects fails a batch then they may have to make another 2 or 3 batches towards the end of a campaignMake Uncertainty
copy of Manugistix put it in a different database so people can go and play in that area Forecast Plan vs. actual =
the information is getting better and more robust Report Accuracy / consistency+
can you draw out whats the key management data you require in an easy and user-friendly manner Report Aggregation -
so long as the inventory levels kept within certain parameters, it didnt matter when they delivered Buy Flexibility
a lot of the volatility of that particular market is reflected in the Forecast Accuracy Plan Uncertainty
they normally tell us how many packs they require, we dont have visibility of their sales Plan Uncertainty
sites talk to customers to agree whats best for their particular part of the business Deliver Flexibility
by product theres a Customer Service Agreements with their customers Deliver Goals
Finbarr would have a target for Internal Delivery Performance Deliver KPI
some of the sites spend more time than is justified actually trying to manage those numbers Make KPI
A beauty-contest element to it rather than what might one use the data for Make KPI
As a supply chain, whats their performance to their customers, rather than an individual sites performance Make Goals
It becomes fairly routine after a while so I think they need to be refreshed, theyre serving their purpose Make KPI
it can fluctuate quite a lot, its normally anything up to 60% or 70% really, Forecast Uncertainty
for 3rd parties were moving away from Buy/Sell/Order/Placement relationship towards collaborative one Buy Flexibility
we were looking to see their Forward Supply Plans in more detail perhaps Buy Granularity
they [business users] never spec anything out for you Make Skills Bureacracy -
but, in taking those steps, would they be prepared to put the documentation together, thats sometimes difficult Make Skills Bureacracy -
The days of getting something for nothing are gone, unless its a very quick fix Make Flexibility -
if business are going to use a report to make decisions, that report has to be shown its providing you with valid data Make Compliance Bureacracy +
show me how you developed this report, what methodology did you follow, show me your functional specifications, show me the tests Make Compliance Bureacracy +
companies have so heavily modified their ERP systems, they mightnt be able to upgrade Make Flexibility Standardisation -
we all work off the same MERPS procedures, but youll still find slight differences, but thats the nature of business Make Flexibility -
any report in SAP would have been created following the correct standards Report Compliance Standardisation +
Whats lacking afterwards is the ability of the ERP systems to provide reports quickly for the business Report Flexibility Efficiency -
with regards to regional requirements the business suffers Report Accuracy / consistency-
Like the poor forecasters in EMC, cf. Mike Terry "people who give poor forecast"
cf. Kristina Fileva and how team get bored doing the same stuff
Unwilling to formalise requirements, why? Information not thought of as a resource that costs money
So if it's costly to get, but of better quality, has decision making improved?
ERP facilitates the reporting of information in a compliant manner
Facilitates compliance
KPC Cork Manufacturing Data Maintenance Team lead Denis Barry MD
KPC Cork Manufacturing Data Maintenance Team lead Denis Barry MG
KPC Cork Manufacturing Data Maintenance Team lead Denis Barry SG
KPC Cork Materials Planning Manager Denise O'Mahony EI
KPC Cork Materials Planning Manager Denise O'Mahony GS
KPC Cork Materials Planning Manager Denise O'Mahony MD
door to door times, so from the receipt of raw materials to shipping the goods, theres no standard report Report Flexibility -
ideally we would like to be able to do those things locally Report Flexibility -
Business Warehouse is more than sufficient for your ad-hoc reporting, which can be done locally Make Flexibility +
If anybody requires a report at a point which is real time, then I think youre looking at standard reporting Make Centralisation +
when you show them a standard report, people dont actually sit back and think exactly what they need Report Skills -
Procurement is a good example, they are looking for spend on certain materials, vendors, SAP is not giving them that Buy Granularity -
I suppose part of the problem is that people are comfortable with certain tools, its not something we like to see Report Manual -
we have access to transaction SSP, which allows us to query tables, but there is only 2 of us on site with access to that Report Skills -
quality and plant maintenance would require real time enquiry on screen Report Accuracy / consistency+
the structure of the BW tables is completely different from SAP Report Skills +
So instead of having your tables named x, y, z, theyre actually named in English Report Skills -
if you had one product that was tracable to 10 sites, they could all modify a GSP object (eg. shelf life) Make Compliance -
You could have a global code for a vendor used in Cork, in the UK and in Singapore, but you could also use a local code Buy Accuracy / consistency-
The value of inventory is not going to be a lot different from 4pm to 8am the next morning Make Accuracy / consistency
Business warehouse works on daily extracts, so mostly youre looking at 24 hour old data, which is fine Make Gap virtual vs. physical
Whats frustrating for people is they know the information is there. Make Granularity
I wouldnt advocate users querying the main database, absolutely not. Report Latency
wed try to do it ourselves, pulling off 2 or 3 standard reports, download them into Excel Report Manual
And the business wouldnt want everybody to do that. Thats the purpose of the group I have Report Skills
of them we turn around and say, get lost, youre not getting that Report Skills
We actually sit down and talk to them and say, what exactly do you want, they dont know Make Skills Bureacracy
our role is to provide information to the business, part of what we do is to find those solutions in existing reports Make Skills
were regulated so heavily, for a simple report youre not talking minutes, youre talking months Make Compliance Access
corporations go through periods of change, and as a result of that change, then were looking to do things, measure Report KPI
To measure where we want to get to, and measure it when we get there Make KPI
Lean, reducing our variability, improving our processes, Make Goals
I suppose one of the areas changing in the future, is in training, we have metrics to see who is trained Report Skills
what GSK want would be different to what Pfizer want [in terms of SAP mods] Make Flexibility Standardisation
where you have change on that scale, everyone (to succeed) is in it for the long haul Make Goals
by leaning your processes and reducing variability,as well as making the product better, youre also making it cheaper Make Goals
its a strategy of having common coding, its been through the mill several times, theres absolute business benefit Report Accuracy / consistency
we had an instance back in June, where there were no orders on the system for July Quote to cash Gap virtual vs. physical -
their system was saying you dont need the inventory, when in reality, they did Quote to cash Gap virtual vs. physical -
you could put safety stock into MERPS, but we dont always maintain it Plan Granularity -
if we had it up on SAP, then it could be driving negatives, it could be driving volumes down Plan Correlation -
Yes, Finance can see a lot more than they used to before Report Centralisation +
Finance could not have reduced their month-end cycle without MERPS Report Automation +
ERP is not for scenario planning, which would be a lot of what we do Plan Flexibility -
numbers are agreed in the UK, at bi-annual PRF, based on sales levels for our products for the next 3 years Forecast Top down culture
2.4 months cover is what I needed as Strategic, and then an extra months cover for "Operational" Plan Manual
They dont marry, the reality of having Days Forward Cover Targets and having to make the product and keep the customer happy Plan Goal conflict
they want us to have low inventories, yet have Strategic and Operational stocks, and still meet demand and keep low Dates Forward Cover. Plan Goal conflict
am I flexible for production volumes, at the same time maintaining customer supply and Strategic Stock Levels Plan Flexibility
can we accommodate a new product and a valuable product in the same bay? Plan Flexibility
Akin to MES, it manages process real time, but you may not have instantaneous access to the data
But they need to think about objective of requirement
Creation of metadata required
Confusion between tool, what it facilitates, and management responsibilities. Real corps can differentiate!
If this was understood by management, maybe more demand would be met. Does ERP create an unrealistic expectation?
Do managers need to understand integration, and relational data models? Kanban approach to MIS?
Cost of resources to obtain report, in a queue for mods
Bureacracy
Managers dont know what they are after, and don't understand what is available: querying in an exploratory manner
Mix of management goal to want to use information, which is natural, information is control, and bureacracy of technostructure
Change breeds requirements for flexible reporting
KPI's vital to facilitate change (ERP or other tools)
Standardisation
And if business is constantly changing, then tools like ERP are a vital catalyst in the change process (CI idea)
role of integrated systems in this?
Mix of management goal to want to use information, which is natural, information is control, and bureacracy of technostructure
KPC Cork Materials Planning Manager Denise O'Mahony MG
KPC Cork Materials Planning Manager Denise O'Mahony OG
KPC Cork Materials Planning Manager Denise O'Mahony OG
KPC Cork Procurement Diarmuid MurphyEI
KPC Cork Procurement Diarmuid MurphyMD
find me somewhere where we can make it Plan Flexibility
if they had to take a building down for 3 months, whats the knock-on effect Plan Flexibility
a power outage might mean you have lost a batch Plan Flexibility
60% of our workload would be scenario planning Plan Flexibility
were the focal point of the customer on the site Plan Goals
we have a stock re-evaluation, so weve been asked to drive the stock as low as we possibly can Plan Goals
for a product in shared bays, you do keep a stock level at the end of the year Plan Goals
would we have a stockout, that would be a big concern Plan Goals
you have a Firm Horizon where customers are not supposed to change their orders, and Im enforcing that a bit more Plan Uncertainty
Production plan drives headcounts, resources, utilities, capital expenditure, furniture, everything Plan Correlation
2 or 3 changes within the one week, even daily, its not the way to work Plan Uncertainty
because theyre not dedicated bays, youve got to make as much as you can in the time period you get Make Goals
you may have to hold anything from 1 to 9 months of that product in stock at any one time Plan Uncertainty
you are allowed dip below Strategic Stock Level but you bring it back up again once you get your bay back Plan Flexibility
you might build stock that might cover you while the other product is in your bay Plan Flexibility
Sales low, stock level high, Days Forward Cover would be high, but if sales high, Days Forward Cover driven lowPlan Correlation
we get a target of 160 days Plan KPI
if the production people dont achieve plan, we do another re-iteration Plan Manual
we dont actually make to order, we kind of more make to stock Make Goals
you make enough to see you through the time that you would be doing those mods Plan Manual
because plans change so much, and SAP requires such detail, you continuously maintain the system, we don'y have the resources Buy Skills -
when we went live, we were looking at the exception messages situation Buy Automation -
because youve built in your safety stock, youve built in your usage etc. and your plan, you get these messages Buy Automation -
because our plan change so much, messages coming through on a daily basis Buy Automation -
MRP is updated nightly, you get messages, move it in, move it out, move it out, move it in, move it in, move it out. Its impossible Buy Automation -
MRP run to follow changes planners make daily, eg. after the review of the previous weeks performance Buy Flexibility +
we dont have the resources on SAP, on a daily basis, to kind of, moving in, moving out, sort of thing Buy Skills -
So unless theres a major change to the plan, we would leave it as it is Buy Gap virtual vs. physical -
when that plan catches up, the stock would sort of come back down again to the right level Buy Gap virtual vs. physical -
if we were to go in to every one of them, youd spend your day reviewing these sort of messages Buy Granularity -
MRP not really giving us a true reflection, unless, every time plan changed, someone would go in and adjust the MRP Buy Gap virtual vs. physical -
more tightening up procedures Buy Compliance +
approval of requisitions and purchase orders, thats more structured Buy Compliance +
The historical data is more transparent Buy Accuracy / consistency Visibility +
you can see the whole picture, visibility of the whole situation is more readily available and clearer Buy Accuracy / consistency Visibility +
a lot more approvals, theres a lot more data sets Buy Granularity Data maintenance overhead -
youre much more dependent on other people to have their information right, as well, before you can actually proceed Buy Automation Integration +
I cant actually allocate a PO with a stock item against that supplier, until theyve got their back up information Buy Compliance Limiting -
for 10 batches this week they will create 10 MBRs, if only 8 achieved, there will be 2 MBRs that will be have to be closed off Make Accuracy / consistency Data maintenance overhead -
unless its maintained on a regular basis, youre going to have to manipulate the information Buy Accuracy / consistency-
the actual adherence to that plan by production impacts us to an extent Buy Accuracy / consistency
have enough material passed out by QC such that the next batch can be done Buy Correlation
if wed a campaign to do 30 batches, and someone decides, seeing as were in it now, we can actually do an extra week Buy Flexibility
wed have 2, 3 or 4 campaigns a year, so any materials unused in campaign #1, you just carry forward to campaign #2 Buy Flexibility
BI is required for reporting, because of the data maintenance overhead? No a priori estimate of this workload
KPC Cork Procurement Diarmuid MurphyMG
KPC Cork Procurement Diarmuid MurphyOG
KPC Cork Engineering Manager Ed Collins EI
towards the end of your last campaign obviously you might have some excess material left over, you just buy according to that situation Buy Flexibility
QC might only analyse it maybe 2 days before theyre actually going to use it, a just-in-time sort of situation Buy Flexibility
Theyll look at it on a longer term basis Buy Gap virtual vs. physical
is there any sort of strategically limiting material that we cant get for 2 or 3 months Buy Granularity
its not our job to ring up QC, they have their own system of notification that tells them, you know, you can run a report for the next week Buy Skills
but if demand went from 500 kilos to 550 or 450 kilos, wed know form the safety stock that we could cater for it Buy Skills
because of manpower, they decide well cut process Y on Friday and start it up again on Monday Buy Uncertainty
you bought for 30 batches, they might cut it at 20 batches, or they might decide, OK, well do 35 batches Buy Uncertainty
we can afford to come out of this campaign earlier, go into the next campaign, or vice versa Buy Uncertainty
they could make 9 batches a week for 3 weeks, and suddenly, in week 4, go down to 4 batches a week Buy Uncertainty
theres very few processes where we actually do a once off single campaign Make Flexibility
our supply volume for the year has actually gone up 5 or 6 tonnes, but that could come back down again next month Plan Flexibility
customer increases by 5 tonnes the annual demand, but we look at safety / strategic stock, or postpone decision to later Plan Flexibility
Charlie and Vivian and their spreadsheets, they look at safety stock, what they need to supply, what they are making, safety stock Plan Manual
the planners have a fair idea, whether forecasts are accurate, or whether somebody's covering themselves Plan Skills
theyve built up a certain expertise, knowing whether its a true reflection rather than an estimated demand Plan Skills
our overall objective from the procurement perspective is to, have the right materials, at the right time in the right place Buy Goals
we get quality acceptable material, when we need it, at an acceptable price Buy Goals
our activity is centered around the sales and planning function Buy Correlation
quarterly PRF, whcih discusses product requirements updates, feeds into our quarterly review of our annual volumes Buy Correlation
we are going to make process A in equipment Y, that has a knock on effect for process B, that is also using equipment Y Buy Correlation
with Vision Factory, if production commit to making those 9 batches a week, theyve got to make those 9 batchesMake Accuracy / consistency
What we are trying to do is to get the supplier to match our uptake internally Buy Goals
hes providing a certificate of dispatch, and hes already tested it, why are we going re-testing it Buy Goals
automatically qualify for material to be received on cert of analysis Buy Goals
if they made 9 batches by Saturday, theyd probably do maybe 10 or 11 over Saturday and Sunday Make Gap virtual vs. physical
the waste of people having to decide on what to order, and then create the requisition, thats all done away with Buy Automation +
we have a quick review of the MRP items, identify any issues, like out for repair items, then they just release the orders Buy Automation +
it should be looking at our usage pattern, and stockholding, and saying look, review this stock level. Its not smart enough Make Correlation -
we may be going too close to the line, we may be ordering too much stock, the system isnt giving us this information Make Correlation -
Weve identified stock-outs when somebody goes to request a quantity that we dont have, but the system wont record stock outs for us Buy Manual -
SAP should produce this automatically, it should have a correct valuation Buy Manual -
the analysis of our re-order points and our re-order quantities, based on usage and so on [should be possible in SAP] Buy Skills -
the MRP, or cycle counting functionality very good, we are very pleased with that too Make Automation +
we need somebody to set aside the time, you have all this information in your system, it should be able to issue a report Buy Skills -
you print your cycle sheets, the missing point was to be able to select the materials you want, to do this, to pick out these 20% Make Manual -
we take a download from stock into Excel, pick the 2,000 items and use SAP to generate cycle count sheets and do the variances Make Automation +
MERPS is supporting the introduction of those KPIs Make KPI +
We find we have to do a lot of work, behind the scenes, to make the bridge between SAP (MERPS) and the KPIs Make Manual -
on the mean time between failure, there is a lot of data work to do on Excel to produce the figure Make KPI -
we certainly find we have to put it through the data analysis, the Excel type wringer before we actually have a KPI Make Manual -
one module in SAP to record hours, another to record work orders to notification data, correlated in Excel Make Manual -
there is no hard link, no hard wiring between hours and work orders Make Correlation -
we have do all our work in Excel because very few people have access to the query tool in SAP Make Manual -
Good basic example of not setting parameters to ERP systems, where people make the call on tolerances, not system
Internal changes affect the forecasted consumption of materials
Second guessing based on experience and relationships, cf. Mike Terry
cf. Martin Steele and trusting the plan
KPC Cork Engineering Manager Ed Collins MG
KPC Cork Engineering Manager Ed Collins OG
KPC Cork Quality Manager Finbarr Calnan EI
we had developed a customized tool for that to assign jobs to crafts Make Manual -
on balance certainly weve gained more than we have lost Make Automation +
we are still doing a lot of our budgeting and monitoring down at Excel level, SAP just was not going to give us the budgeting Make Manual -
site director sets his objectives , and those objectives are rolled down to the site leadership team, and then to the group leaders Make Goals
inventory to be reduced by a certain % Make Goals
to achieve the 4 Sigma level, in relation to stock outs Make Goals
in Engineering, weve KPIs around costs, routine maintenance, compliance, mean time between failures Make KPI
actually looking at it you say it doesnt look too complicated but to actually get there, quite a bit of effort Make KPI
getting value from maintenance, and part of it is focusing on and looking at your whole maintenance organizationMake Goals
in an ideal world, every notification comes in correctly, is converted into a work order, in the same way, the work order is completed in the same way, but it doesnt happen. Make Gap virtual vs. physical
planned versus unplanned, is a big issue, how much time is spent firefighting, versus time is spent on planned work Make KPI
we need to start measuring, so now we have a radar chart so we can see exactly where we are, and we can see improvement Make KPI
one big benefits of SAP was that, open deviations are now triggered, when you approve your batch, until you delete the batch Quality Accuracy / consistency+
the whole batch history kept in one place, deviations, faults, unplanned events, planned events (eg. recipe change) Quality Centralisation +
when passing out the batches now, it will automatically do a search in the background Quality Automation +
its checking that there was no problem all the way through the whole supply chain Quality Granularity +
we can restrict a raw material, thatll automatically restrict all the final product, wherever material is, even on another site Quality Compliance +
once we ship it on a pallet there, they receipt it, they just scan it, so theres no re-packing, re-labelling Quality Automation +
the one minute goods receipt: once we create an outbound delivery here, it creates an inbound delivery on their plant Quality Automation +
So Id have no qualms about common article coding, if the material is bad, its going to get returned to the site Quality Centralisation +
Ware have to change a piece of master data, we would have the same issue here. As long as its working off the same specifications Quality Granularity +
so we generate a report off every month, the incidents that are past their due date Quality Automation +
we produce a 100 k batch, we use 99 k in next stage, that one kilo doesnt exist, probably clung to the bag, or the bins Quality Gap virtual vs. physical -
If that kilo is not written off, the re-evaluation date comes around, we logged the sample into the lab one-kilo Quality Gap virtual vs. physical -
all the materials are automatically moved from one location to another Quality Automation +
itll treat 100 k the same as 1 k, the system doesnt know that that doesnt exist. Quality Gap virtual vs. physical -
So that has generated a lot of waste, I would say, if you dont write these small quantities off Quality Gap virtual vs. physical -
theres a lot of work canceling all those samples Quality Compliance -
you cant just go in and purge those, they have to be closed out properly, its a lot of work Quality Compliance -
So we generate a lot of reports out of SAP, and Finbarr would take those to the OpCom Quality Aggregation +
we use it for tracking all our qality audit actions as well Quality Granularity +
its a bit like the deviations, they can be then tracked, which are overdue Quality Automation +
we use a visibility tool in SAP, which tells us, youve enough material tested for the next 5 days, 10 days Quality Granularity Visibility +
it highlights these are the urgent material to test, both from a customer point of view, and from a production point of view Quality Automation Visibility +
I dont think any ERP system would have solved [demand variability] problem Plan Flexibility =
The big plus is control, it does force people to do their job Quality Compliance +
if warehouse people dont put away the pallets in the right location, itll prevent you approving that batch Quality Compliance +
we put in a resource in the production area, to ensure that the system was being updated Quality Skills +
they run a report showing the materials to go into the batch, where they all go in, and if they didnt it highlights them Quality Automation +
you roll this out to 400 operators, and expect them all to have the high level knowledge Make Skills =
a lot of people will be good at system, but theres certain people are not good at it, and you wont change them now Make Skills -
Youll end up doing a lot of re-work, you know Make Skills -
that was a key decision, as well, not to roll out the full amount of transactions to production Make Skills =
weve got 8 people, 2 people on all the shifts who are the experts Make Accuracy / consistency+
KPC Cork Quality Manager Finbarr Calnan MG
KPC Cork Quality Manager Finbarr Calnan OG
KPC Cork Logisitics Director Finbarr Lehane EI
cycle time, measuring door to door as we call it, when a raw material comes in, to when it goes through all the stages and goes out the door Make KPI -
All the information is there, but to try and get it, run 3 or 4 reports, put them in Excel, and then doing Vlookup Make Manual -
I compare in-process checks (IPC) data with your quality data at end Quality Correlation +
weve been audited 4 times since go-live, which is key. Internal and one external source. Quality Compliance +
MERPS controls procurement, the warehouse, material in production and in shipment Quality Compliance +
it does control vendor approvals and all that Buy Automation +
But we have got 3 or 4 bits of key functionality since go-live Quality Flexibility +
We have a benefits review forum, every 6 to 8 weeks, you put forward ideas, with other sites, theres money there, and they get it Make Flexibility +
I think you have a better business case if you get the sites organized together Make Flexibility +
if we increase the knowledge of the support group, so that we can solve more of the issues, even doing change control Make Skills +
we did a lot of training a year ago, weve a lot of experience now, we want to raise the bar a bit, and do some more work Make Skills +
Business Warehouse is only there for Finance at the moment Report Skills +
Catriona does a lot of the reports, how many samples in backlog, where are those samples, Quality Skills +
monitor deviations from plan, put plans in place to correct them, and to prevent them happening again Quality Compliance
a deviation could be anything, even down to your batch recipe, so if someone set up the data incorrectly Quality Goals
Accuracy, Finance might say keep it low, we would say keep it accurate Quality Accuracy / consistency
so trending now has become a key factor, of quality data, in-process checks (IPC), calibration, Quality Aggregation
How capable my process is, control charts Quality KPI
am I getting the same results all the time, or is it just all passing, but theres a trend up and down all the time Quality KPI
And thats ideally what youd want, show me the history of that piece of equipment [inspections] Quality Manual
In terms of lead time, SAP has all the data, order receipt date, into the warehouse, sitting on the shelf, into manufacturing, back sitting on the shelf, testing and QC Quote to cash Granularity +
Now lead time is not neatly in SAP to tell you the truth. It requires somebody to analyse it Quote to cash Skills -
Now the defect rate, comes from our quality system and our paper work control systems Make Granularity -
you can see what inventory you have in SAP that is restricted and why Make Granularity Visibility +
Vision Factory is going to test, its going to stress test our ERP system quite a bit Make Latency Bureacracy -
if something could be done in one step they would have twenty steps to do it Make Latency Bureacracy -
we are now talking KanBan, moving things at the pull of the customer while ERP systems wasnt going to do thatMake Flexibility -
I think they over-engineered it when they did it Make Latency -
Now we put in the dispensary with MERPS, right? Now if were really smart we would take it back out again Make Latency Efficiency -
you still need your ERP, to track all the materials, receive goods, pay for goods, move them from A to B Make Granularity +
SAP can be actually configured to do a KanBan operation Make Flexibility +
the transactions still go ahead, its just the ways of working may need to be modified a little bit Make Gap virtual vs. physical +
The fact of life is that what we have at the moment is like a patchwork quilt of all sorts of systems Make Centralisation +
we are going to carry on aligning those and improving them, and improving the flow, streamlining the whole thingMake Centralisation +
we did MERPS because we were instructed to do it, Make Compliance +
we have better traceability on our customers, we have less write-offs Make Accuracy / consistency+
We have more control over manufacturing Make Goals +
MERPS is only highlighting what is wrong with our current system Make Accuracy / consistency Visibility +
Since we took on MERPS, we have actively challenged the template Make Skills +
Driven by Cork, we wanted these tools, and we forced these tools, Make Skills +
They are also allowing more interfaces Make Flexibility +
the core team, they spent huge sums of money, and people werent seeing the value in this Make Centralisation -
So the taking of the template is far more site driven Make Centralisation -
So there has been a sort of a shifting of the guard, from core to site Make Skills +
Catriona, 24 months experience, doing basic op reports, probably using Access like DA?
The data integrity shows up processes in better light, allowing managers to see inefficiencies
Process skills generated through resistance to the template
Experience and connections to resist ERP steamroller
More local say in functionality, this makes a single instance even less likely?
A hypothesis could be that ERP induces a transfer of skills from core to site? But BI skills are still very centralised?
KPC Cork Logisitics Director Finbarr Lehane MD
KPC Cork Logisitics Director Finbarr Lehane MD
KPC Cork Logisitics Director Finbarr Lehane MG
KPC Cork Logisitics Director Finbarr Lehane OG
the door is slightly ajar, and we can get enhancements to the template Make Flexibility +
Now the one big issue with this is that its very hard to get everybody to agree to one way of working Make Centralisation Standardisation -
MERPS will be used to facilitate a lot of this functional working Make Accuracy / consistency Visibility +
You manipulate it, right, and also you have to, like, ERP systems are not very smart Make Flexibility -
MERPS should be the work horse, to give us all the data, and then there should be very little work to be done after Make KPI +
And were after an invoice planning system, in maintenance, I want to know what I spent today Report Automation +
Accounting systems tell me what Ive spent, probably about two months back, which leaves a lag, between your accounting syste and actual orders Report Gap virtual vs. physical -
to the end of April, spend comes from the accounting system, as orders, but they may already have more commitment Report Gap virtual vs. physical -
you may have commitments in your head but there mightnt be any hard data yet, you dont raise speculative requisitions Report Gap virtual vs. physical -
if its breakdown maintenance, the price of the job comes in afterwards. There might be a guesstimate go in Report Gap virtual vs. physical -
Lorraine has this visibility tool, generated from SAP, but its an Excel tool, so everybody (lab, warehouse, ) knows whats the next shipment. Deliver Manual -
we have struggled, quite a bit, looking for a, a kind of intelligent planning system Plan Automation -
And of course what does that do to manpower loading. How do you set your manpower levels Make Uncertainty
In actual fact, we have probably got too much information Make Volume
increasing your productivity, thats basically, thats doing things smarter, thats standard work. Now thats outside of an ERP system Make Goals
that [over-engineered processes for compliance] was the drive at the time, so you accept the drive Make Latency
there was a gap analysis between what the Vision Factory tells us, and what the ERP system tells us Make Gap virtual vs. physical
we have to change some of our processes, so its not one single element, they are all relevant, all linked togetherMake Correlation
KanBans with 2 tonnes of material in them may not necessarily make that much sense Make Granularity
This isnt starting with the cost and driving everything here Make Goals
Why dont we discharge Stage 1 at the size to suit Stage 2? So therefore you avoid the whole dispensing Make Goals
at the moment we do it because you get the cycle time though Stage 1, big batches, its quicker, faster Make KPI
were just transferring the complexity somewhere else Make Latency
we are trying to apply process manufacturing technology, like defect rate, to this kind of chemical process Make Goals
one of the objectives this year for the logistics group is to reduce the inventory holding by 10 million euros Make Goals
our budget is focused on the incremental type of changes Make Goals
they are continuous improvement programmes (incremental changes) Make Goals
KanBan, flow principles, and different sites working to a drum beat, it will be quite interesting to be working in a similar fashion Make Centralisation Standardisation
today, what Ive got is that, 30% of the plant is dedicated, and 70% is flexible Make Goals
Sapatnet demand has gone from two tonnes up to 7 tonnes to 5 tonnes to 4 tonnes at the moment Deliver Uncertainty
one product change will impact on up to eleven other streams Make Correlation
were not that smart, we cant outsmart it, we cant keep chopping and changing and twisting and turning Make Uncertainty
we know that our current models pose us severe difficulties Plan Uncertainty
a multi-market warehouses feeds hospitals, feeds customers and feeds doctors Deliver Flexibility
you might have a multi-market warehouse and then you would have a distributor linking up to that, and primary feeds this Deliver Sales order complexity
everybody agrees in the chain what the tack time is, once its agreed, then it stays there Make Goals
secondary sites are forcing customers to be more informed, straightening their own schedule, and agreeing with me the tack time Make Goals
depending on compound, its normally Jan-Mar that huge bulk comes, the end of the year is usually slack Buy Seasonality
what Visual Factory is trying to do is we can have this peak here, and drop it in there, take that peak and drop it in there Plan Goals
stabilize as much as you can and then, put your people that you need in there, get there, and thats the bread and butter Make Skills
then get the other team of people to focus on the ones we all know will continue to change and swing Make Skills
the early stages sometimes you produce large volume, because the way the volume goes down, it implodes on itself Plan Seasonality
the secondary sites are trying to fit NPI down the same line Make Flexibility
so whats happening is that 3 individual nodes are optimizing their schedule (Primary, Secondary, MMW) Make Goal conflict
Permits process improvements
Better suited to secondary sites?
Not cost focused without regard for everythign else
Smart working is practical, common sense, not related to an ERP system
Measuring the wrong KPI
Complexity in transcational work creates latency
Standardisation
cf. Joe Pesta and global supply scenario "another source of supply". Not a changing business issue for GSK, just a parameter of business.
So planning is not influenced by demand at all, rather supply patterns?
Isn't this where plannig tools should be taking over?
cf. Joe Pesta and global supply scenario "another source of supply". Not a changing business issue for GSK, just a parameter of business.
KPC Cork Logisitics Director Finbarr Lehane SG
KPC Cork Manufacturing Operational Excellence Team Lead Gillian MorrisseyEI
KPC Cork Manufacturing Operational Excellence Team Lead Gillian MorrisseyMD
Tack time is the rate at which you need to make a product to satisfy the customer needs Make KPI
if you look at our demand profile, huge bulk made in the first half of the year, huge come forward, Make Seasonality
its not based on demand, its based on when the suppliers buy, because they buy speculatively, right? Buy Seasonality
thats our profile, a huge manufacturing build to meet the demand of the secondary sites Make Seasonality
really what we want to do is to make the materials flow Make Latency Reduce invenotry latency
Anything smart about the way you work, that is not actually about a system Make Goals
For Vision Factory we have to do physical re-engineering because we are going to have to do physical plant changes Make Goals
in the future I am going to have 3 distinct areas (fixed, mixed and NPI) Make Goals
at the moment, all of these are playing against each other. Make Manual
by 2008 we could have 2 operating models in this plant, you could have 2 companies even Make Flexibility
All of the variability, we all know the problems with it, we are good at doing it, we are too good at doing it actually, we like doing it, right? Make Skills
business is getting tougher, tenders are becoming an issue now Plan Flexibility
US army will buy $600 m worth of goods, theres the basket of goods, you bid for that Quote to cash Flexibility
And were not that flexible to respond to that kind of market Quote to cash Flexibility
if we get a super MERPS person, we will be able to collect all the data we need Make Skills +
you have to have some work on the definition of what youre looking for, so youre all working off the same definitions Make Skills +
sometimes you can get something quite close to what youre looking for, which is good enough for the discussionMake Granularity +
you need to be very clear on what youre looking for, then sit down with the MERPS / SAP person, and between you youll come up with something relatively easy to get at Make Skills +
If you ask for something very explicit, it could be a lot of work to get Make Granularity -
the more data you have, and the better you can get at it, thats key to the success of, so obviously the ERP has been a big improvement Make Granularity Visibility +
now we have it, its there, its accurate, its real time and theres loads of it, so its just a change that way Make Granularity Visibility +
I want to find out all batches that started on sunny afternoons Make Flexibility Visibility +
youve a creativity element to it as well Make Flexibility +
The data is actually done for one, and once they get the hang of it, they can do it another time, a quick way of getting at it Make Skills Visibility +
you can get all the batches that had this input used, you can see what batch went into what, you can see the genealogy, it gives you that as standard Make Granularity Visibility +
to get the cost of the different components, the consumables and stuff like that Report Granularity Visibility +
instead of the traditional way of going measuring or log books, to go to the MERPS and see what that can pull out Make Granularity Visibility +
You see 10 tonnes of inventory, then break it down into categories, then, by dates Make Granularity Visibility +
it suits R&D nicely to have all their stuff, reports, in one system, its an improvement on what they had Make Centralisation +
quality [of ERP data] is the most [important], then quantity then real-timeness Make Accuracy / consistency+
because I worked on the project, I knew all of the stuff, when I went back to do my OE work, it didnt hold any fears for me, SAP Make Skills +
the biggest thing when dealing with different teams is oh but SAP wont allow you that, or well have to see if it will allow you to do it Make Skills -
Its designed to make you do it in the best way, I dont see any conflict at all. Theres a lot of people would see it as a barrier Make Centralisation Standardisation +
get the person who has the SAP experience, to work with you, decide on the best way to get it out Make Skills Access +
or trying to change something, theres a lot of people I suppose that it holds terror for them Make Flexibility -
To get that understanding, its expensively bought, I have it from the project Make Skills -
So you have to know the system, you have to have someone to explain it to you Make Skills +
sit with system expert, zone in on what they are looking for, getting a close match, better match than original specMake Skills +
trust them to get to a solution, and then testing on the test system, and then, doing it on the live system Make Skills Trust+
Denis was supposed to work with us full-time for 2 weeks, sure he had all the work done by Tuesday! Make Skills Efficiency +
the data collection team were actually ahead of the OE team Make Granularity Efficiency +
when you get it up and running then you really get the stuff very fast Make Granularity Efficiency +
They have finally got to grips with why they see the carton in the warehouse, and yet it hasnt come up in the planned Make Accuracy / consistency
theyre using it to identify where things are going slow or theyve problems Make Correlation Process efficiency
Not cycle time! The equivalent of lead time in a pull operation
Reduce invenotry latency
Process understanding: ERP is like looking in a mirror (Martin Steele)
Process efficiency
KPC Cork Manufacturing Operational Excellence Team Lead Gillian MorrisseyOG
KPC Cork Finance Director Joe Donovan EI
So theyre looking at it in a much more holistic picture of all the different activities Make Granularity Visibility
You need to truckloads of stuff out for that, to make those decisions, and its great for it Make Granularity Visibility
you couldnt ask someone at an operations level, they wouldnt know the easiest way of getting it Make Skills
they thought originally that it was MERPS stopping them, but that shows now clearly what is wrong with, and theyll get trace on those reasonings Make Granularity
certainly since we went live on SAP, our month-end turn around time has improved Report Automation Efficiency +
Management Accounting things have become a lot more transparent Report Accuracy / consistency Visibility +
data quality has improved Report Accuracy / consistency+
we werent analyzing the data, always fire-fighting, now some of this time being generated, which is great. Report Correlation Analysis +
Not alone the data but the time to sit back and analyze the data Report Accuracy / consistency Efficiency +
we are all doing things now in a similar fashion, not one hundred percent exactly the same but a lot closer than we were previously Report Accuracy / consistency Standardisation +
we are still struggling with experts Report Skills -
nobody new really on the team has taken on that mantle Report Skills -
John has taken an objective this year to share that technical expertise Report Skills -
we really took 12-14 months to get used to the system, its only now that John is thinking about passing on that expertise Report Skills -
that if John left in the morning we would have a problem, theres no doubt about that Report Skills -
the technical support offsite is atrocious Report Centralisation Support -
Reaction time is very slow, they are showing very little interest in some of our key issues Report Centralisation Support -
Except I really hit overhead, and told that, for example, it might be an internal audit issue. Theyll work on it then. Report Centralisation Support -
Since the core team moves away, and since the next wave started for SAP implementation, they lost interest Report Centralisation Support -
Audit corrections had to be done by core, and they are still outstanding, 8 or 9 months later Report Centralisation Support -
We report back on these open audit issues every quarter, its a bit embarrassing Report Centralisation Support -
They are certainly using some sort of prioritization of these issues off site, I dont think its acceptable Report Centralisation Support -
we have this formal procedure of logging remedies, somebody in UK might look at it, before you just rang IT on site here Report Centralisation Support -
GIA when they came to visit last year, they were able to interrogate SAP very, very easily Report Skills -
they brought in a SAP expert, he knew the system better than we did Report Skills -
thirty people across the site could put journal entries into the system Report Skills -
the information flow out of Management Accounting has certainly improved Report Accuracy / consistency+
variance analysis was very manual on JDE, we downloaded the information onto Excel to analyze it, we can do it all on SAP now Report Correlation Analysis +
for Mgt Accounting, the generic reports are very good, so you dont need to download the information to Excel Report Correlation +
we can stand over the data now, which is important Report Accuracy / consistency+
stock-day calculations can be done very very quickly Report Aggregation Visibility +
Previously stock provisioning was very manual, ad hoc, SAP will generate provisions for you now automatically Report Automation Visibility +
a batch of products gets stuck in QA, with a chance of failure, it will be provided for automatically on SAP Report Automation +
SAP has some good internal control improvements, PWC have come in they see a huge improvement Report Accuracy / consistency+
Data integrity, I think Finbarr Whyte is a lot more comfortable with the Management Accounting information Report Accuracy / consistency+
FW is more comfortable that its more or less being generated automatically, by SAP, rather than fudging it in Excel Report Accuracy / consistency+
Fixed Asset accounting has become a lot more complicated Report Manual -
reporting for capital accruals is very poor, we get that data directly from engineering rather than SAP Report Manual -
the formality in Financial Accounting that SAP has delivered, its helped us hugely Report Accuracy / consistency+
without SAP we would be struggling with a lot of the controls imposed on us out of Sarbanes Oxeley Report Accuracy / consistency Control +
key modules are reconciled automatically on SAP, particularly stock, FA, AP Report Automation +
Chart of accounts was up to ourselves, we could add in as many local accounts as we wanted, but we decided we wouldnt. Report Accuracy / consistency+
Unison link, for Financial Reporting, never delivered, and thats been a big gripe Report Aggregation -
what we have to do is take the data out of SAP, download it into Excel, and then upload into Unison, which is a complete disaster Report Aggregation -
Management decsions from downloading could be done at a managerial level, not lower
Like exception reporting?
For a major plant to rely on one person seems risky: is the transfer of skills into the hands of a few a sub-plot?
cf BOS at EMC and post go-live support: this from the function which stands to gain the most
No global CoA reporting possible through SAP, consolidation done in Unison
KPC Cork Finance Director Joe Donovan MG
the data warehouse is is just a kind of bundle of new reports, that never got used Report Aggregation -
there is no work being done on Unison interface at the moment, I find it incredible Report Aggregation -
Talking to other companies, they are allowed link directly with SAP for local interfaces, its just GSK policy that you are not Report Correlation Interface -
Stock days, stock provision., PPV analysis, its all coming out of the warehouse Report Aggregation +
Links with other external systems, a good example is AIB, again, continue to be problematic Report Correlation Interface +
that was supposed to be a seamless interface, as such, it turned out very messy Report Correlation Interface +
business roles, thats a minefield Report Compliance -
AR and AP roles are over-lapping and that gives us a problem, and it certainly gives the auditor a problem Report Compliance -
AP has improved, it has certainly become more efficient, certainly the way we are matching invoices and paying suppliers Report Accuracy / consistency+
Inventory definitely improved, particularly in terms of reconciliations and cycle counting Report Accuracy / consistency+
we are doing over 300 cycle counts, before you had SAP we were only doing 50 or 60 (80 lines of stock) Report Accuracy / consistency+
for high value stock we count it a number of times, now its a big exercise for the warehouse, but the Accounting visibility is superb Report Accuracy / consistency Visibility +
The actual count done by the individuals in the warehouse fully visible, who does what. PWC love that, segregation of duties Report Compliance Visibility +
we are paying our employees expenses through SAP, it just links into the bank module and it is paid directly into your account Report Automation +
Banking cash, we were hoping for a huge improvement there, automatic bank reconciliations still hasnt happened Report Manual -
month-end is working very well, and we are achieving 3.5 days close comfortably, thanks to SAP Report Automation -
the forecasting has improved significantly, again due to SAP, because the data now is readily available Report Granularity Visibility +
the forecasting exercise used to take a week and a half, we can turn it around now in three or four days Report Granularity Visibility +
Reports out of SAP are very good for PPV calculations Report KPI +
Again the yield data coming out of SAP is very good Report KPI +
the recovery data coming out of SAP is very very good Report KPI +
we need to push enough product through the plant to recover that overhead, by product Report KPI +
And the funny thing about PPP, yield and recovery, theyre all in management accounting Report KPI +
the production of the data that populates dashboard (Excel) is being output by SAP a lot more efficiently than previously Report KPI Efficiency +
The problem is the data coming out of SAP mightnt give you a complete trial balance ie. a balanced trial balance, thats why we have to tweak Report Manual -
Dashboards, you are only seeing one side, you are only seeing a P&L account really, there is no balance sheet in dashboard Report Manual -
Dashboard production takes three and a half days Report Latency -
theres about ninety plants, and they are all consolidated at head office Report Manual Consolidation -
some of the reports are being tailored in business warehouse to feed these lines on dashboard but they are not at that stage yet Report Automation -
there was talk way back, when they get every plant on SAP, therell be no need to use Dashboard Report Automation -
I cant see that SAP driven dashboard happening, not for a long time Report Automation -
most of the improvements have been in terms of efficiency, efficiency with the production of the data, rather than the data itself Report Automation +
No, at the month end, the Yield report takes 3 or 4 minutes Report Automation +
We havent missed a deadline since we transfered over to SAP, which is great. Report Automation +
were negative on yield at the end of April, we can go back and interrogate SAP, and we can answer why very very quickly Make Granularity +
the data in JD Edwards fed directly into Unison, we never had to change anything, its since we moved to SAP we are after moving backwards Report Manual -
So eventually Dashboard should be populated automatically from the Business Warehouse Report Automation =
Finbarr Whyte, hes no interest in Financial Accounting. Hes more interested in the dashboard, ie. Management Accounting, and the variances Report KPI
we have about fifteen key products here on the site, but we set a standard cost for the product Report KPI
for the 14 products, we multiply standard costs by the volume for each of the 14 products to derive our recovery, its our absorption Report KPI
site expenses, labour costs, overhead costs and raw material costs cant be any greater than the recovery Report KPI Visibility
standard cost is made up of raw material cost, labour cost and overhead cost Report KPI
so lets assume that costs go up with inflation, our standard costs have to come down, or else we are going to have a gap Report KPI
we would expect to be positive to budget at the end of the year, ie. positive variances Report KPI
Huge gains in virtual processes that require granularity (number crunching) at expense of physical process
Like a revenue figure, it is supposed to cover overheads
ERP facilitates management accounting (cost accounting side) better than revenue side, which is subject to more variance?
The granularity on costs is the justification?
Same not true of SIT, where Mfg are acutely aware of revenue side
KPC Cork Finance Director Joe Donovan SG
KPC Cork Manufacturing Team Lead Joe Langan EI
KPC Cork Manufacturing Team Lead Joe Langan MD
Hes not interested in sales, P&L account. And the reason being that we have no control over our sales. Report KPI
So the very bottom line of dashboard, we call it operating profit, but its really a sum of all our variances, and we are measured directly against plan Report KPI
Everybody is working from exactly the same template. So from a corporate point of view it makes a lot of sense Report Manual
we have had a dashboard (Excel) for the last 17 years, it hasnt changed that much at all Report Manual
Unison (Fin Reports) started the year I started here which was 1991. Its a long time, for one of the key packagesReport Manual
when we set the plan last year, we set very aggressive yields for our products Make Stretch goals
yield is a production issue, but production would be counting on Finance to get the right information Report Granularity
None of the team leaders like seeing me put up any negative numbers at month end Report Goals
For stock day provisions, we notice that some other sites are just taking gross stocks, they are not taking off any provisions Report KPI
We have two key products here, one is coming off patent, and new products arent really kicking in until 2008-2009, so we are going through a gap period Report Seasonality
the next two years are going to be tough for us, in terms of costs, so we are very much focused on cost containment Report Goals
when Tagamet went off patent the sales dropped within the first year, by 60% Quote to cash Goals
And if youre a one product company youve a problem. You cant cut your costs by 60%. Make Goals
GSK plc will be very careful as to where they push the product, strategically Make Goals
they are paying zero tax in Singapore, and labour costs are low, but strategically it mightnt be the right reason Make Goals
SAP controls movement of materials from warehouse, up to the stage where you charge it, and from the stage where you discharge it from the equipment back to the warehouse. Make Granularity Visibility +
when you create your order you print off what we call a manufacturing batch record, which gives the instructions on how to manufacture a batch Make Accuracy / consistency Standardisation +
When the material is required the transfer orders are created, and the warehouse guy then goes and moves the material to a particular area Make Automation Visibility +
The production operators use that material, as they use it, they use an RF gun, confirming that they are using this material Make Automation Visibility +
you assign that material to the order, that checks that the material is OK , quality tested, and that its the correct material for the batch they are making Make Automation Visibility +
as you charge it into the vessel, youre issuing it, effectively implying it no longer exists as this material, so youre issuing it off Make Granularity Visibility +
then when you dig it out, at the other end, take it out of the filter dryer, you would label it up, and receipt it onto SAP Make Granularity Visibility +
Its receipted onto the system, and the transfer is created automatically, and that goes back into the warehouse between individual stages. Make Automation Visibility +
for each palette movement there is a transfer order, and you assign that material to the process order, and you issue it as you need it Make Granularity Visibility +
at end of process, you receipt the batch, you close the order at that point, and then, you create the transfer orderMake Granularity Visibility +
The Shift Material Compliance Force (SMCF)'s job is to organize it all and ensure SAP transactions are completed, the operators do some SAP transactions with the RF devices Make Skills Bureacracy +
The process order is put up in the background to make sure youve enough made, but at any point you can see on-hand, youre not waiting on a backlog of orders to be cleared, so its very real time Make Gap virtual vs. physical Integration +
Theres better visibility of what stock you have Make Granularity Visibility +
The other big improvement is the real time quality checks, from a compliance perspective Quality Compliance +
we are using the Handling Units, which is a 20 digit number, you dont have to type them Make Automation +
Its really just getting familiar with RF scanning, it was just the fact that it was something new Make Automation +
SMCF do most tx, but the issues, and the signing are done by the people at the charger Make Automation +
We dont generally pull reports off SAP, at the moment, we need to start looking at this Make Aggregation -
during the first year we were definitely more focused on the operational aspects, and making sure it was workingMake Automation =
we plan at a resource level, you can plan at a vessel level if you want, but, it just created too much complexity for what we needed Make Granularity =
all our documentation now is controlled in SAP, so its excellent from that point of view Make Compliance +
The scanning of material and goods issuing, theres a quality check in place there, so you have no compliance issues Make Compliance +
we need to do is balance the complexity of the Yield report with its usefulness Make Aggregation =
the range of products change, and the way the chemistry works will have a slightly different way of calculating yield Make Aggregation =
because we have a year and a half of information now, you can use it to try the report as youre developing it Make Aggregation +
we can use that information to trial the report, as opposed to getting to the end point and not getting what you want Make Aggregation +
Just looking at the big picture, theres a lot of stuff that needs balancing Make Aggregation +
Well its easier to manage it if youre closer to the market, you can respond faster Make Flexibility
you will configure the processes the same every time, but how long you run them for is dictated by demand and inventory Make Manual
Why is this different to EMC, and is the difference significant for the success of ERP?
The reporting process, Excel based, is not judged any differently than an ERP report. There is little expectation of an automatic dashboard
2 key reports produced manually, despite arrival of ERP?
As long as Finance have the data and the resources to exploit it, then they can serve the other departments?
different views of corporate KPI's
High overhead in terms of data entry!
Workaround for data maintenance overhead: works well with notion of centralising ERP process know how: power users
Good integration ERP-MES, because of RF scanning for issuing
The reporting process, Excel based, is not judged any differently than an ERP report. There is little expectation of an automatic dashboard
KPC Cork Manufacturing Team Lead Joe Langan OG
KPC Cork Warehouse Manager Martin Deegan EI
KPC Cork Warehouse Manager Martin Deegan MG
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI
the nature of my job at the moment (shift based), you react to the situation, you see the problems which will occur, and your focus is much more short term Make Uncertainty
we never plan on a weekly basis for more than that week Make Goals
And then we have a group on shift, that release those orders, stage materials for those orders Make Goals
processs control system runs the plant, but we monitor on a per shift basis, set targets, and that we achieve those targets Make Goals
it has put more of a structure on what we do, and that structure is understood by the key players Make Accuracy / consistency Structure +
they realize what needs to be done at what time in advance, they cant be looking to generate net orders on the morning of the shipment Make Accuracy / consistency Structure +
youre getting everything in a more orderly flow, and it does give the opportunity to carry the occasional one that comes in with a lead time for tomorrow. The other stuff is under control Make Flexibility +
weve also put in a very visual spreadsheet, a 2-week forecast of all the upcoming orders Make Granularity Visibility +
Inventory accuracy has improved greatly Make Accuracy / consistency+
Im very unhappy in MERPS ability to meet SarBox requirements, it is very unwieldy Report Manual -
We have an operational template of SAP that is a couple of years out of date Report Manual -
Im delighted otherwise, what the system has delivered Make Granularity Visibility +
Slice and dice, I can go down to individual tray level, Make Granularity +
It has helped, in terms of optimum inventory holding, reducing days sales cover, I can look back at check on supplier performance Make Goals +
On the inventory side, overall radical improvement, not just accuracy of inventory, but allowing us to make improvements Make Skills +
We are putting more focus on when we planned to ship, thats becoming a KPI Deliver KPI +
theres very few instances of common codes Make Correlation -
if you want to make some change to master data on a common code, then youd have to get agreement across all sites Make Centralisation -
our customer gets what he wants, when he wants it, at the right price Make Goals
Because all the informality that exists between functions has been taken out Make Accuracy / consistency Standardisation +
Were all using the same data set, the data set is under control, ownership for that is now established Make Accuracy / consistency Data ownership +
ERP systems give you due dates for everything, so you need to observe those due dates Make Automation Control +
its been really good for the site, to bring stability to everything Make Centralisation Standardisation +
if you finished your work by lunchtime on Friday, the tendency was to bring work forward, and it screws everything up Make Flexibility -
ERP will force you in to this stable thinking approach, actually managing demand and smoothing it Make Automation Process efficiency +
If you hold your nerve on that, and use the system that is designed in the planning sense, everything starts to flowPlan Automation Efficiency +
And the benefits come from reduction of noise Make Automation Efficiency +
the great thing about an integrated system, it ties you down to some extent, is that you get that oneness of approach Make Centralisation Standardisation +
at the end of it, we had very little knowledge of how to get management information out of the system, it was there that we needed to get the training Make Skills Analysis -
theres a capability which is very carefully restricted, called SE16, where you can develop tour own reporting Make Skills Access -
but the timeline was 6 to 7 months before we got to grips with SE16 Make Skills Timescale -
all MERPS sites saying the same thing, which is, we feel like weve got a car, but it hasnt got a steering wheel Make Skills Analysis -
Weve got this power, this huge amount of static and dynamic data, but we cant get the reports we want to run our business out of it Make Aggregation Analysis -
if you cant keep score, then youre only practicing Make KPI Control -
Now thats been rectified, were finding tremendous power both at the local and at the site level, absolutely tremendous Make Aggregation Analysis +
you can observe the inventory, you can pivot tables and download tables into Excel Make Aggregation Analysis +
check that the material necessary for the products set to be shipped, is indeed going to be available Plan Automation Control +
weve got some assurance, that, with all these linkages in the chain, that product's going to arrive at the right place at the right time Make Automation Integration +
when you release a process order at the very start, it sets out dates, right the way through, including date of shipping Make Automation Integration +
you are is measuring schedule adherence, in each section, so that the baton is passed on, in timely fashion Make Automation Timescale +
And nodes like QA, the warehouse, supply, dispensary supply, and receipts coming in off the lorry, that is kept running in synch, due date adherence Make Automation Timescale +
we are all heroes, and thats the old culture Make Stretch goals +
we want to be doing, everything, each day, so my people, are not manning the peaks. Make Automation Efficiency +
The old culture was, there was always a huge rush in dispatch and shipping, Thursday and Friday, heroics every week. Make Stretch goals +
Flexibility gained from having most work under control
And that means that, I have a chance, of reducing my headcount, because I now man to an average, not the peaks Make Automation Efficiency +
a moot point as to whether or not it would have made much difference if we had that reporting capability at the start Make Aggregation =
its like taking the wings off, and changing them, while the planes in flight Make Stretch goals =
it takes 9 weeks to ramp up, and you need it because there is such a cultural adjustment Make Skills Trust=
respect for the data, and the data being spot on, one field is not right, then you cant release the process order, Make Skills Trust=
we had bugs in our data, everyone does, thats why we have ramp-up Make Granularity -
You have to have respect for the data, the number of fields that we have now is gone up many many fold Make Granularity Trust+
four fifths of it was new data, we sent people out with clip boards to provide information on engineering items and so on, just a huge change Make Granularity Data ownership =
And once youve got it, you will maintain it, so you have got to set up process to do that Make Granularity Data maintenance overhead +
we have a monolithic central control point, because that suits our culture Make Centralisation Data ownership +
we have an iron grip on this precious data, because it is not possible, or realistic, to train enough people, in how to deal with it, around the site, to keep control over it. Make Centralisation Data ownership =
the size of the team that we have to implement was more than double Corks, there was so much data Make Volume Data ownership =
the work on master recipes, and core data, is very good, thats enabled us to be confident, when we run MRP, so that its right Plan Accuracy / consistency Trust+
We had huge obsolescence in our old data, so we didnt transfer it Make Accuracy / consistency Data maintenance overhead +
At the time of doing it you dont really understand the implications of not doing it, its like an act of faith Make Accuracy / consistency Trust+
you cant, its just too much to understand Make Volume Data maintenance overhead -
Its only when you get to actually running the system, you start to realize, ah, thats how it uses that field, thats why its important Make Accuracy / consistency Trust+
Theres always an element of learning by doing, Make Accuracy / consistency Trust+
you have to learn as you go, and the penny drops Make Accuracy / consistency Trust+
so it was a lot of data maintainers working to fix things, even though we had a really good prep time of a year Make Accuracy / consistency Data maintenance overhead -
theres some data we havent used yet, like a product we havent made for a while, and when we open the process order, something will happen Make Accuracy / consistency Data maintenance overhead +
we have done a squeaky clean implementation, and we actually, in all naivety, have done what we were told to do Make Accuracy / consistency Trust+
The big advantage here is the template, we have 156 GDPs out of 162, of all the sites Make Compliance +
The programmes been quite well managed, actually, there are 17 sites on now, there is determination to do another 30 Make Centralisation +
It forces behavior that is hard to get without someone tying you down Make Hard vs. soft target Control +
If an organization takes due date seriously, it will succeed with SAP Make Automation Trust+
But you have to have the discipline and the nerve to keep on top of data, keep on top of capacity in that area, really understand your capacity Make Granularity Data maintenance overhead +
Capacity management has become a big deal here in the last year, since MERPS Make Accuracy / consistency+
2 weeks ago we made the biggest number of packs we have ever made in a week, 880,000 packs, we finished by Friday lunchtime, no overtime Make Volume Efficiency +
people will always blame the data, and youre thinking, hang on a minute, how many data issues have there beenMake Accuracy / consistency+
Came to me in October, still struggling with certain things, it occurred to me its not the data Make Accuracy / consistency+
we had to get people in to forums to accept that they are going to work to what the systems due dates were saying Make Plan vs. actual Trust+
they now all have work-to lists printed off, you dont just have a weekly bucket of stuff you have to make, you actually have a work-to list Make Automation +
SAP sets a start time and a finish time, and you do it then, you dont do it when you feel like it, you do it then Make Plan vs. actual +
if you dont meet that day, that time, you dont get a score, so thats why you are back to 30% Make KPI +
you can get 100% schedule adherence, with low due date adherence, its untidy, its wasteful, its overtime Make Plan vs. actual +
The only way to be efficient, and keep costs under control, is to follow due dates in SAP Make Automation Efficiency +
MERPS is a mirror that you hold up yourself, that says, youre shit, and you cannot get away from the reflection Make Accuracy / consistency+
Were going to do an audit sometime to look out for workarounds, sure as eggs are eggs, someone out there is processing stuff offline Make Manual -
but its like zero tolerance, you have got to strive for compliance on the template Make Compliance +
SAPs showing you all the time, you are not doing it right, you will suffer, do it the right you wont suffer, accept it and move on, change your ways of working Make Compliance +
if you work with SAP itll sing for you, if you dont it will screw you and make your life miserable and drag you down Make Compliance +
If you take the attitude that the template is God, and everything else has to flow around it, dont fight it Make Compliance +
And static data is fundamental to it all, I make that as an assumption Make Accuracy / consistency+
Change management is difficult, ERP is the big stick
It's not the data, it's the trust in stable thinking
Huge leap of faith? Means relinquishing control in the face of complexity
Managers prefer the comfort of vagueness
Enforced compliance through extreme visibility
KPC Worthing Manufacturing Warehousing Manager Martin Steele MG
KPC Worthing Manufacturing Warehousing Manager Martin Steele OG
KPC Worthing Manufacturing Warehousing Manager Martin Steele SG
KPC GSK House, Brentford Finance Above site Paul Blackburn EI
But the other part of that, the thinking, the ways of working bit, is harder to do, it requires people to behave differently Make Compliance +
its not about science, this is about doing what youre told Make Compliance +
any big site has got a history like that, I mean I wonder what happened to Ware, refused to accept template Make Compliance -
Ware are flying in the face of some of the things that are indispensable Make Compliance -
having SAP already, they didnt want to go backwards, so they kept on going, and they are paying for it now Make Compliance -
the template is simply, this is how you run your business, from start to finish, its fixed Make Compliance Standardisation +
the focus in Cork I think, is probably on getting the engineering side of it straight, very big on maintenance, very large equipment Make Goals
SAP is interfaced to Manugistix, the data sort of comes in in sort of average monthly amounts, it is churned out here in sort of lumps Plan Plan vs. actual
when you are looking at managing demand, this is very unstable Quote to cash Uncertainty
you always have to have somebody whos talking to the markets all the time, to understand what is actually going on out there Quote to cash Manual
we have to have constant discussions with our markets about what they really mean Quote to cash Manual
Somewhere, a huge spike occurs, in Italy Quote to cash Uncertainty
maybe they dont trust us Quote to cash Uncertainty
you get public tenders as well, it can be a bit complicated, there is a lot happening, and stuff like that stuff might not happen at all Quote to cash Uncertainty
with the best will in the world, people dont try to screw things up, but they do show maverick behaviors, doing what they think is right Make Flexibility
Individualism allows you to re-write the rules Make Flexibility
we decided to develop this stable thinking philosophy, we put a couple of key forums in, that enabled us to move forward Make Plan vs. actual Trust
all we need to do here is take care of, pay respect to the due date Make Automation Trust
you go out there, asked the folks how many batches we can do a week, we get different numbers from different people Make Accuracy / consistency Data ownership
how many weeks do you have to perform, at that level, before you are confident, that you can up your capacity Make Accuracy / consistency Efficiency
management culture to be bullish and to be bold Make Stretch goals
we dont want heroes now, we want facts and data to drive that position Make Granularity
planning something reasonable, and a little bit of catch up time built in, nothing should be more than 85% loaded anyway, and the stable thinking Make Stretch goals
people thinking for themselves and being empowered, and to some extent, there is a clash Make Skills Standardisation
They can be made to work together, but there are the fundamental rules of the game Make Accuracy / consistency Standardisation
if you keep changing things, you get noise Make Manual
The noise, changing horses in midstream, absorbs resource and cause chaos and confusion Make Flexibility
In steriles, a QA issue can mean all of a sudden having a whole months production under threat Make Uncertainty
Daily thinking, we call it, the daily commitment Make Plan vs. actual
now you can actually achieve 100% schedule adherence but only, like 30 or 40% due date adherence Make Hard vs. soft target
you are behind by Wednesday, and through heroics and overtime you finish by Friday and its all done Make Stretch goals
the amount of data because of packs, markets, print notes etc, compared to sending up a keg, is another order of magnitude greater Make Volume
weve got 120 markets around the world, and 6 million packs, Irvine have got about 8 or 9 SKUs, so its another ball game Make Granularity Data maintenance overhead
the worse thing you have on lines is stopping and starting, told to shut off Make Uncertainty
were a declining business, our current main product is 25 years old, the curves show a decline Plan Market aspirations
historically it all started with the Finance community trying to put in place a common platform using a common code Report Centralisation Standardisation +
the use of the ERP system has very much automated and facilitated the documentation of their key business processes Make Compliance +
ERP systems help facilitate documenting your processes, your key controls and that kind of stuff Make Compliance +
Food & Drug Administration, theyre obviously looking for very robust processes within a company like Quality Assurance, Quality Control, Manufacturing Processes, Release of Inventory Make Compliance +
whole process is supported by ERP, from amount and quality dispensed to events in manufacturing process to QA results of end product Make Compliance +
the deployment of an ERP system in manufacturing has been definitely a governance-driven obligation Make Compliance +
if you dont have an FDA-compliant plant, ultimately they can close your plant Make Compliance +
10 years ago it financial drivers, we needed to know cost of what we produced in the plant, wheres the inventory, what did we sell Report Aggregation +
ERP are starting to diagnose that there is a clear segregation of duties within the financial applications Report Compliance +
Data cleanliness OK, process adherence harder
Like EMC, it's not about Engineering
All manufacturing sites are by definition big and centralised and have a culture
Like EMC, they didn't want to make the necessary sacrifices to the business processes
Inherently difficult to standardise human beings, except Germans
ERP tries to set the rules globally = anti-individualist, yet companies require individuals (eg. Byron Jones)
Going and trusting in plan (stability) rather than continually firefighting reality
Capacity has to be accurate in ERP. Not even used in SIT?
ERP facilitates capacity calculations
Decision making based on level of data. Do decisions change or does data go out of date because of business model
Stretch goals are a mind-set opposed to stable thinking. ERP can't work in a stretch goal approach. But do managers understand this?
The clash is because people are confused about what is being asked of them. Remedy is in training / education?
Standardisation
Data maintenance overhead
Plants want steady flow
Stretch goals are a mind-set opposed to stable thinking. ERP can't work in a stretch goal approach. But do managers understand this?
KPC GSK House, Brentford Finance Above site Paul Blackburn GS
its a mind-boggling exercise to make sure that operators have just the appropriate level of access and responsibility for their position Report Compliance -
a simple control would be, in ERP system you set credit terms for a customer at 60 days, SARBOX wants a change control process and proof that terms are valid Report Compliance +
when a manager reviews a report for that customer, SARBOX wants proof that its aged correctly Report Compliance +
historically ERP gave us a historical record of what we produced, how much it cost and what was still on the balance sheet Report Granularity +
ERP systems tell you that your key processes are all working well and that your key risks are properly managed Report Compliance +
its giving management a sense that key processes are running effectively, key risks are properly managed and that key controls are in place Report Compliance +
The basics around any ERP is to know your costs, your income, your assets and your liabilities in simple terms Report Aggregation +
to have those assets, liabilities, income and expenses coded on a common basis throughout GSK Report Accuracy / consistency+
youve got to put in core financials, all those applications do at some point in space act as the core financials Report Accuracy / consistency+
weve invested hundreds of millions of dollars in these applications but actually the return on investment is difficult to quantify Report Compliance +
the belief is if we dont do it, we run a higher risk of one of our plants being closed, which is catastrophic Report Compliance +
So its risk mitigation. So you wouldnt have a tactical internal rate of return on it. Report Compliance +
Instead of tons of spreadsheets all over the place and sub-systems. You can try and get it all integrated then its one source of data for everybody Report Centralisation +
when you deploy, people are reluctant to go to a global template, theres always a reason why theyre different Report Flexibility -
the Revenue cycle around pricing, you need flexibility, and you need flexibility on your tax and fiscal aspects Quote to cash Flexibility -
people will convince you that we should have a different way of paying suppliers or employees in one country to another Approve & Pay Flexibility -
And then they all have their own little sub-systems that theyll want to keep Report Flexibility -
where a business is fully ERP integrated, then theres one source of data for Finance, General Management, Manufacturing, Marketing. Report Accuracy / consistency+
If you have fractured systems, theyre not interfaced then youve got to reconcile and keep them aligned and so on Report Accuracy / consistency+
make sure that we have an integrated application covering scope of business and not a series of non-integrated systems which are only visible to owners Report Centralisation Visibility +
with non-integrated systems people are making decisions based on maybe data thats not correct Report Accuracy / consistency+
anybody who wants to look at data, or use it for decision making, everyones looking at the same data. Report Accuracy / consistency+
So its an integrated database. Financial performance of any operation is in there. Theres robust integrity around the system. Report Manual -
Manufacturing, we have one environment that all the plants operate to, so its a single instance Make Centralisation Standardisation +
In Commercial, the idea would be that you use one instance of SAP, used by multiple businesses Quote to cash Centralisation -
Each EU country budgets and plans for requirements for year: ERP approach reflects the decision-making of line organisations Report Flexibility +
when the country applications send an order to a supplier, using a conversion table, they speak in the same code as the supplier Buy Accuracy / consistency-
orders and demand must be sent in the Cork code, but product will be accepted into inventory using own local code, as application will have conversion table Buy Accuracy / consistency-
The only reason why people dont align to that supplier code typically is that theres usually a major cost in getting all your applications on that same code Buy Skills -
we try to build into ERP a capability to access our historical sales, to get a machine prediction going forward Plan Aggregation +
We use ERP to store for History, for Short Term Forecasting and for Long Term Numbers in one place Forecast Centralisation +
a lot of them are offering the capability for the forecasting process Forecast Accuracy / consistency+
ERP applications are going up the value chain, adding on more decisions Forecast Automation +
At the moment consolidation, is via an interface, once a month Forecast Manual -
you want more real-time understanding of where you are Forecast Manual -
If you had more frequent updating of the consolidation database youd know more readily where you were. Forecast Manual -
they always want to be a hero on the revenue model, youre a villain if you run out of stock in pharmaceuticals Quote to cash Hard vs. soft target
The cost of carrying the inventory is relatively cheap Plan Stretch goals
how does volume demand coming into the network correlate to the financial predictions for top line performance Forecast Uncertainty
Weve segmented our top line, products gone generic, mature products and new ones Forecast Aggregation
probably 80% of the SKUs are on either old or matured products, let the system calculate the demand Forecast Automation
Product Managers focus on last 20% of SKUs, which is 80% of value, use their own judgements Forecast Manual
the problem with a company this big is that because historically forecasting accuracy was poor, they second guess it Forecast Accuracy / consistency
The trick is get a robust demand forecast, improve its accuracy, then theyll rely on it more going forward Forecast Accuracy / consistency
Evolution of the goal of ERP from resource visibility to process integrity
Does this not ignore the reality of the workarounds and non-compliant downloads that support much DM?
Centralisation = visibility. Bad thing about local systems is not their existence, but their lack of access from HQ level
But integration creates its own anomalies (due to gap), and makes it difficult to get access to any data
Not anybody can get access, and even with access, you need advanced skills to pull right data
Different to planning systems at site level (Adaytum). Looks like the reason no-one can do a single planning system is business is too complex (no one can spec it, a la Dearden)
But sites don't even share a common article file, so the meaning and significance of "single instance" is not well understood?
Doesnt exist yet. Single instance would be as big a project as MERPS, people think you put in ERP and then go single instance?
This is a good thing, in that ERP at least allows a template? But a bad thing, in that trying to integrate is pointless?
But why bother with the cost of ERP at all if you don't tackle the coding issues? The compliance ticket has blinded these folk?
cf. JB on sand-bagging
and why penalise managers for not making targets that were, by definition, stretch?
is this a problem of scale of the company? Would a smaller company have the same issue?
But everything points to the impossibility of predicting demand
KPC GSK House, Brentford Finance Above site Paul Blackburn MD
KPC GSK House, Brentford Finance Above site Paul Blackburn MG
KPC GSK House, Brentford Finance Above site Paul Blackburn OG
KPC GSK House, Brentford Finance Above site Paul Blackburn SG
KPC Cork Planning ERP team Rose McCullough EI
Its all about behaviours and reliability Forecast Accuracy / consistency
Putting more effort into accurate forecasting at front end so that the back end guys can rely on the data and take the second-guessing out of the system Forecast Manual
we could bring market data into the application as well Forecast Correlation
the next step is trending the History forward, keeping an eye on the evolution on our business, propagate some intelligence on it Forecast Correlation
What weve been trying to do is establish a management process for forecasting supported by the ERP application Plan Automation
he could put local knowledge into that and he could sign off on a particular projection for that compound Plan Manual
The machine would use statistical models to do a best fit. Product Manager adds knowledge of external issues influencing compound performance Plan Manual
If a generic entry was expected, he could go in and over-ride the application-generated forecast Plan Manual
Then the way the above-country approach works in this company, were skimming off the top section of the triangle of data Report Aggregation
if we had a look at selling costs, for example, wed have a total selling number Report Aggregation
its much more a regular process of reviewing where you are and where youre going, rather than just looking where youve come from. Report Aggregation
you then have to find out which business is driving the 20% cost increase, weed out that visibility Report Correlation
If we wanted to understand why selling had gone up by 40%, we wouldnt have enough information above-country Report Granularity
ERP approach would suport daily decisions at LA level on travel, salaries, entertainment, sales by SKU. Report Granularity
Brazil GM is responsible for daily decisions in Brazil. LA focused instead on more longer-term decision-making Report Granularity
Then if youre not going to meet your targets you either cut costs or you have a look at what your options are Report KPI
above country we set up a common code, the businesses have to populate a consolidation system which gathers data in a common format Report Manual
above country, if you want to know anything about GSK or our results or financials, how were performing, we would access that system Report Manual
and in that we have our actuals, we have our forecasts and we have our plans Report Manual
the set-up on JD Edwards is different from market to market Report Manual
For consolidation, the books close and then they send us the data Report Manual
There is a cost benefit on that, because the more data we get in, the more expensive it is Report Skills
how much do we spend on travel or consultants globally? Then weve got to do special data exercises to get that data Report Skills
test that those key risks and key controls are operating effectively and therefore you can certify your effectiveness over financial reporting Report Compliance
Sarbanes Oxley forces management to test that internal controls framework is working effectively Report Compliance
For results, or financials, how were performing, we would access bespoke system. Report Manual
if a business was not trending to its total year obligation, we could see that in the level of detail that we get at the moment. Report Aggregation
at unit level, theyll be looking more in detail, their decision-making is more short-term and tactical Report Granularity
defer that promotional campaign or hire for 3 months, to see how top line performs, are we going to deliver our current year commitments Report Granularity
Forecasting 10 years ago, people would say Weve got to do a forecast because Headquarters need this Forecast Manual
you should be running a Forecasting Demand Review every month, seeing where your business is, seeing where its trending Forecast Aggregation
We measure forecast accuracy, they lowball forecast but are aggressive on product ordered from plants. It's a disconnect. Forecast Accuracy / consistency
Theres a gross margin of over 80%, you miss a sale of a dollar, itll cost you eighty cents. Quote to cash Stretch goals
due to long lead times, plants carry significant intermediary stock, if demand suddenly goes up, they can release buffer stock Deliver Flexibility
keep an eye on how things are trending through simple mechanisms, run rates, growth versus prior year, Report KPI
we encourage local subsidiaries to adopt a more robust forecasting process Forecast Accuracy / consistency
were looking at 10m 20m. profit-type issues. At unit level, theyd be interested in 0.5m or less Report Granularity
for a United States of Europe, the ERP requirement would focus on facilitating European-wide decision making Report Granularity
if Europe was one business unit and had one GM, we would need clear visibility of detailed costs and sales, to influence perforformance, to align the 2 Report Granularity
What happens is were a victim of our history and changing SKU codes is a major challenge Quote to cash Accuracy / consistency
if Latin America ever became one economic unit and one country then our ERP approach would change Quote to cash Granularity
youre growing strongly on the top line, then the focus is more on maximising the opportunity Quote to cash Volume
when you start to slow up, you wish you didnt have such big overheads. Quote to cash Granularity
MRP systems dont have the intelligence required behind the scenes to get out a capacity plan Plan Flexibility -
But as enterprise centralises, data becomes more important than relationships, confidence is hard to keep?
Override machine predicition with managerial experience
If finance wanted a certain granularity for reporting, that would be implemented, regardless of other needs?
But is that a constraint of the data collection, or an organisational choice?
Bespoke system, apparently interfaced to ERP, but they still have to "send" data
Doesnt sound like an interface, and anyway JDE is different in each country. People get around lack of integration with donkey work
Like EMC, corp people claim good visibility with ERP, yet use an off-line systen for consolidation
EMC don't seem to ping sales on forecast accuracy cf. Mike Terry "I know who's going to lie to me" and JB "organisational disconnect"
Does this happen with information too?
US don't understand EU complexity, so expectation of acceptance of single template will always be disappointed
Control, which is a strategic goal, because control allows performance to be driven, is possible through detail
Control is compromised by coding consistency, due to legacy apps: doing ERP but not addressing data integrity issues
Maybe it's the same for ERP, people only bother about them when times are tough. In good times, who needs detail?
Doesnt sound like an interface, and anyway JDE is different in each country. People get around lack of integration with donkey work
EMC don't seem to ping sales on forecast accuracy cf. Mike Terry "I know who's going to lie to me" and JB "organisational disconnect"
KPC Cork Planning ERP team Rose McCullough MG
KPC GSK House, Brentford Logistics Strategy and Supply Chain Strategy Above site Sarita Kotek MD
KPC GSK House, Brentford Logistics Strategy and Supply Chain Strategy Above site Sarita Kotek MG
KPC GSK House, Brentford Logistics Strategy and Supply Chain Strategy Above site Sarita Kotek SG
KPC GSK House, Brentford Global Supply Chain GroupLogistics Strategy Director Stephen Blackledge EI
the higher level planning is still maintained on Excel, because its a lot more flexible than the ERP systems Plan Manual -
If you effect change then youre essentially changing the whole plan, rather following the outcome of a query Plan Correlation -
the planning module is geared towards secondary, who would make to order, and who dont have long campaigns and many changeovers Plan Automation +
demand coming in from the market is inaccurate, so what were getting isnt an accurate demand picture Quote to cash Accuracy / consistency-
You effectively bump-up demand in SAP with a stock build requirement to get an accurate reflection of annual demand Plan Manual -
it is actual demand, but were not just seeing it come in over the global supply chains Plan Accuracy / consistency Visibility -
the Planning module didnt fit in, so while it is being used its not being used as well as it might Plan Gap virtual vs. physical -
the complexity of the plant, theres nothing you can do with that so you have to make it fit as best you can Plan Gap virtual vs. physical -
To do it [scenario planning] on the spreadsheet could take you half an hour, to do it on the system could take you half a morning Plan Flexibility -
a lot of that would be done on Excel spreadsheets again if were talking the outer months Plan Manual -
if they start running out, we start shipping. So effectively were managing their inventory for them Plan Manual -
Babel translates demand back to primary, but its fundamentally flawed because the customer is getting inaccurate data from the market Plan Gap virtual vs. physical -
we are using common material codings with Ware. For other customers were not Plan Correlation +
If you part-ship a batch, and you want to send the balance elsewhere, in the meantime, they adjust the Quality information, Deliver Centralisation -
last week we sent a part-batch to them and we were trying to send the balance of it to another country and we couldnt send it Deliver Centralisation -
they had changed the Batch Master which meant that the customer criteria we had set up didnt match Deliver Centralisation -
There have been a number of other things when theyve put in text thats appearing on our outputs that we dont want Deliver Centralisation -
if you have one material to one customer and you ship full batches the whole time its probably a better way of working Deliver Centralisation -
When they receive it on to their systems, the date of manufacture is updated with the date of receipt Deliver Centralisation -
wed send half of it to Ware at their request because they want 50kgs for example and it comes in batch sizes of 100kgs Deliver Granularity -
the hope was that the demand picture would improve once we went to MERPS, because the majority of sites would be on MERPS Quote to cash Uncertainty -
the whole point of the global supply chain and ERP is that demsnd would flow back to us but its not coming through Quote to cash Uncertainty -
moving around from month to month shouldnt be a part of the agreed business but it happens Plan Flexibility
having to re-jig the Production Plans has a knock-on effect to almost every other area, like Production, Plant Maintenance, Procurement Plan Correlation
Theres a real reluctance on the site to say no, I dont think they ever really have, for big requirements theyll always try to facilitate it Make Goal culture
The fluctuations you can accept, but what were seeing is nothing for the outer months of the year Plan Uncertainty
We could have a month to two months if were lucky for some customers and then nothing Plan Uncertainty
Rightly so, but compliance becomes extremely bureaucratic. Make Compliance
significant social or commercial pressures to push the prices down Quote to cash Market aspirations
as Europe integrates, politically and commercially, reasons for there being different ways of working disappear Quote to cash Centralisation
before, there was interest in maintaining different structures and prices, but this will fade away over the years Quote to cash Centralisation
we are going to see an integration of the European countries, that also has an impact on the Supply Chain Quote to cash Centralisation
products are extremely regulated and as time goes by, that increases Make Compliance
goal to bring in new products, leverage them for their life cycle, and then be good at exiting them Quote to cash Market aspirations
the emergence of products that would be patient group specific Quote to cash Flexibility
Instead of producing zillions of packs of the same thing, we may set up completely different supply chains Make Flexibility
Number one, we are extremely integrated vertically Make Centralisation
We also have a supply chain that is, for tax reason, scattered around the world Make Market aspirations
good tax management brings in more money to the company than reducing the costs of manufacturing Report Market aspirations
financial decision making has a direct impact on the supply chain Report Market aspirations
we have a significant number of third party manufacturers, we need to improve the way we manage them Make Outsource
It is taking longer and longer simply because the FDA or other European bodies dont want to take any risk Make Compliance
the need is to drive information systems that are integrated across all 3 levels to meet those drivers Make Goals +
we have designed a standard set of processes in the markets, in our commercial organisations Make Accuracy / consistency+
Ware used KanBan, Worthing uses SAP
All outer level planning is manual, SAP only sees weekly process orders as firm, but modelling needs to see whole picture
downside for single integrated product master with Ware
EMC don't have primary / secondary so don't have this issue. Cross dock and partial shipments however are corresponding problems?
Shouldnt be an issue for production, why isnt it dealt with at a managerial level? Isnt that the purpose of management
KPC GSK House, Brentford Global Supply Chain GroupLogistics Strategy Director Stephen Blackledge GS
KPC GSK House, Brentford Global Supply Chain GroupLogistics Strategy Director Stephen Blackledge MD
demand forecasts are fed from whatever system the commercial entity has, and there are many Forecast Centralisation -
trying to implement the same ERP system in 600 odd places, it would go on forever Forecast Centralisation -
And that standard set of data is demand forecast, their in-market stock holding, and its their actual sales Forecast Manual -
demand forecast = the movement to the first distribution points, which isnt the same as consumption Forecast Granularity -
Mgx calculates requirements based on forecast, sales and stock, removing some artificial variability Forecast Automation +
requirements are fed from central system to each supply node that makes the items concerned Plan Automation +
we calculate replenishment requirements, send them a replenishment proposal, an agreed collaborative processPlan Automation +
That replenishment proposal becomes the trigger to plan execution in the sites Plan Automation +
any one commercial organisation will be supplied by 20-40 different factories Plan Volume +
replenishment proposal, agreed by the market, becomes the factory demand profile Plan Automation +
thats what a Ware or one of the other 2ndary sites will be seeing as its demand forecast Forecast Automation +
MRP run in 2ndary sites and feeds back to Manugistix the demand requirements for the primary sites Plan Automation +
clearly that is not in the conventional sense of the word, an ERP system Plan Correlation +
its a means by which we link effectively multiple ERP systems and multiple DRP systems Plan Correlation +
In our world it would be an absolute impossibility to put in a single ERP system Plan Centralisation -
we have 82 factories, 400 suppliers of finshed goods, and many thousand of suppliers to those factories Plan Centralisation -
Single ERP would cost billions, and youd never finish doing it. Plan Centralisation -
acquisitions would mean re-implementing ERP, now we just implement the interfaces. Plan Centralisation -
systems support model because of volumes of data and geographic spread: same data served to same people at same time Plan Accuracy / consistency+
exactly the same thing happens to data as happens to products Plan Latency -
you end up "campaigning" information processing, like product Plan Latency -
markets update forecast, Manugistix kicks in, drops down to 2ndary sites, MERPS, then to primary for analysis, each process taking days Plan Latency -
because weve got the entire worlds stock in our Manugistix system, we can do that pretty quickly Plan Flexibility +
for supply chain performance, you would be unlikely to put conventional MRP systems in at all Plan Flexibility -
execution system that would be based on flow, and triggers about what stock we had at what nodes Plan Flexibility -
MRP systems hard-wire lead times, they hard wire production against forecast not actual demand, and they hard wire the latency Plan Flexibility -
MRP systems hardwire a set of worst case scenarios Plan Flexibility -
pharma patients do not find themselves unable to use our product when it is prescribed for them Plan KPI
all 3 levels have to be designed to achieve those service levels Plan Flexibility
there will almost never be a case, where it is economically better to fail to supply Deliver Goals
most products are alternatives, if we fail to supply we lose the sale, gross margins 55 to 100+% Deliver Goals
products are lifesaving, it would be ethically unthinkable to be out of stock on them Plan Goals
other businesses decide how much capacity to put in, then sell that capacity. We are the opposite Deliver Top down culture
an ethical pharmaceutical company, with high margin products, will size capacity to ensure supply at all times Plan Goals
a standard process produces demand forecast monthly, but updated daily if necessary Forecast Flexibility
we are not looking at real demand, it is already distorted by distribution stocks Forecast Gap virtual vs. physical
the stockholdings in the external distribution networks are amplifying movements Forecast Gap virtual vs. physical
stocking practices, discounting practices, create artificial movements Forecast Gap virtual vs. physical
he will increase his orders, in order to avoid the price increase, and well get an articifial spike Forecast Gap virtual vs. physical
not being able to plan on the basis of actual consumption means there is an artificial variability Forecast Gap virtual vs. physical
we feed into the data warehouse, by exception, demand and supply mis-matches identified by Manugistix Plan Automation
alerts sent to commercial orgs, and if they are not resolved within the week, they come up for review by GSCG Plan Automation
It is entirely reliant on the quality of the data that is in the local ERP and DRP systems. If the planners havent updated their plans then it doesnt happen Plan Automation
any one supply node supplies multiple outlets, and any one outlet is supplied by multiple supply nodes Plan Centralisation
also about latency, how long does it take to deal with volume of data?
same thing happens information as happens inventory
Process latency rather than uniquely systems latency
exactly what EMC are trying to achieve?
Many to many relationship argues for decentralisation of decision making to local point?
KPC GSK House, Brentford Global Supply Chain GroupLogistics Strategy Director Stephen Blackledge MG
KPC GSK House, Brentford Global Supply Chain GroupLogistics Strategy Director Stephen Blackledge OG
if a supply node or a market has a major event, it's escalated to the above site GSCG, who assess impact and intiate issue mgt process Plan Centralisation
make the information available simultaneously to everybody, with a set of rules about how they interpret it Plan Flexibility
we would bring down stocks in commercial entities who are above safety level, and re-allocate the production to where it's needed Plan Flexibility
to my knowledge this is unique, on the scale that we do it, but issue is to identify the events that require it Plan Flexibility
how you knit the various nodes of the supply chain together in an organisation as large as ours Plan Goals
how much we can minimise the excess capacity that results without damaging service Plan Goals
we would delay launches in markets in order to ensure we take 100%, if capacity restriced Plan Goals
if demand outstrips forecast, we would delay launches to secure supply to already launched Plan Goals
demand swings arise in 10-12 high volume markets (US, Japan, big European markets) Plan Goals
there are some 600 different sources of our forecast demand (commercial orgs, distributors, licencees) Plan Granularity
1st level events : break down at execution level (batch failure, technical problem, ) or at market level (competitor goes off market, hurricane, ) Plan Granularity
challenge is to pick the event up quickly, assess response quickly, so sales and stock availability don't suffer Plan Granularity
between a market change and understanding its impact, its likely to be 5 or 6 weeks Plan Latency
The big difficulty with ERP systems is that you hardwire latency, thereby hardwiring inefficiency Plan Latency
you can trigger execution on the basis of more up to date and more accurate understanding of whats happeningPlan Latency
event identification and management is the other huge challenge of an execution level that is as complicated as ours Plan Latency
Theres a 1 to 3-week time-lag before, as you roll through the various nodes planning systems, before the mismatch becomes evident, Plan Latency
And that does rely on human beings identifying that something has just happened which could threaten our ability to supply Plan Manual
We have yet to be able to come up with any semi-automated signals to allow us to react Plan Manual
dont have data driven triggers for events as opposed to human intelligence just saying, weve got a problem herePlan Manual
there is only limited value in trying to think of automated event management systems, they are just too complex Plan Manual
primary plan is adulterated by stockholding, batch rules and campaigning process in secondary site: Forrester effect Plan Uncertainty
AI goes to multiple formulation sites, then to multiple packaging sites, then to multiple distribution sites Plan Goals
the above site level is concerned with execution of the supply chain as a whole Plan Goals
performance levels that mean we are on the shelf, whatever the retail outlet happens to be Plan KPI
One of the difficulties of our business is that we cant measure either of those things Plan Granularity
no way that we can know if we are on the supermarket shelf, the hospital shelf, the pharmacy shelf Plan Uncertainty
external shipment performance, do we have the goods in stock when the wholesale / retail network orders it from us Plan KPI
we set ourselves targets, in % terms, by order line Plan KPI
if we are out of stock for more than 3 weeks in wholesaler network, there will be a patient impact Plan KPI
if we are out of stock for more than 1 week for a hospital product, there will be a patient impact Plan KPI
the 2nd level performance criteria is that our service level at those break points is 100%. Plan Flexibility
obviously there is a requirement to be as cost effective as possible in that context Plan Goals
put in place mechanisms that enable us to plan across what we call value streams Plan Centralisation
visualise end to end demand information and supply information, to model changes: size the pipe correctly Plan Flexibility
plan it over the medium and long term, rather than execution, week to week Plan Hard vs. soft target
model sets rules for one node replenishing another, and through review of model, any need to change the rules Plan Automation
we set objectives that are almost unattainable, because forecasts arent accurate enough, the latency of the dataMake Stretch goals
youre certainly creating a target that puts immense stress on people, given the imperfections of the tools that they have Make Stretch goals
it would be too strong a word for it to say were setting them up to fail Make Stretch goals
when you look across our network, you see some spectacular differences in performance, against the same measure Make KPI
So in a less black and white world than corporate capitalism, you might set some sort of goal that is within 10% of the best. Make KPI
successful execution of manufacturing in a factory Make Goals
when you get to the execution level, its horrendously complex Plan Volume
skills to set and interpret rules: moving away from automated processing?
Flexibility and reactivity in decision making require knowledge of events, which require granularity, which introduces latency
too complex to model in a centralised way: process too slow to model in an integrated way?
Inventory build up in supply nodes gives rise to granularity which leads to information latency, which in turn does nothing to help inventory movement
Uncertainty / granularity / complexity of relationships : it's business relationships that are too complex to model
end to end can only be provided if BOM's implemented? Or common article files?
a halfway house needed between soft plans in medium term and hard targets in short term
beginning to sound like soft skills required to monitor gap?
Inventory build up in supply nodes gives rise to granularity which leads to information latency, which in turn does nothing to help inventory movement
KPC GSK House, Brentford Global Supply Chain GroupLogistics Strategy Director Stephen Blackledge SG
KPC GSK House, Brentford Information Systems Steve Golding EI
Every one of those 600 sources could be ordering anything from 300-600 SKUs each (GSK has 36,000 SKU's) Plan Volume
1000 shipments a day move product across a border between 2 supply chain nodes Deliver Volume
execution level is a huge challenge, working out what the factories have to make, organising shipment, distribution etc. Make Volume
We measure the supply nodes on 2 things in essence: one is did they meet their plan, and two is, did they keep the next node in stock Make KPI
you can meet the plan and yet sub-optimise the supply chain, and clearly that happens Make KPI
"next node in stock measure ties objectives of 2 nodes, creating correct behaviour and discussions between nodes Make KPI
"next node in stock measure can drive you to spend money where it wasn't needed Make KPI
what capacity, what countries: how you size the capability, in machine terms, building terms, and location Plan Goals
those business objectives are much more about our overall cost base, about our investment, make buy decisionsReport Goals
optimising factory network, in terms of physical size and location, and in terms of internal vs.external Plan Goals
make our factories and distribution network as efficient as possible in our day to day operations Make Goals
at the strategic level we can afford to focus on a relatively small number of demand signals Plan Volume
need to optimise the flows through the various nodes Plan Automation
ERP not actually to bring the supply chain under control, its to bring execution in the factory under control, in a compliant manner Make Accuracy / consistency
compliance is twofold: making sure that the right ingredients went into the right product, that the systems used are reliable Make Goals
all the sites that supply the USA needed to have a plan to implement the same version of SAP Make Compliance +
But I would say that we havent exploited that global view at all Make Centralisation -
all manufacturing sites on one system creates competition between sites, should we want to rationalise Make Centralisation +
so you can compare sites within the ERP system Make Centralisation +
can you show what your factory looks like, on the MERPS system Make KPI +
setting up metrics to show how the sites were dealing with the core template Make KPI +
days of inventory, sales orders released on time, sales orders delivered here, there and everywhere Deliver KPI +
if some site seemed to be out of sync with the others then questions were raised Deliver KPI +
is poor performance on completion on time due to a variation on the model or are they really having difficulties? Deliver KPI +
why are you not using the template in a consistent way Deliver KPI +
that senior management could set realistic targets for all sites and then measure them appropriately Make KPI +
how are you using all the technologies to get the best out of what weve got Make KPI +
how does that move you forward to a lower cost base and a better performance Make KPI +
the Process Order is twice as long at Cork as elsewhere because template not followed Make KPI -
we should release Process Orders 1 day before due, Cork releases them 1 week before, for visibility Make KPI -
A Senior Manager will say Youre bottom of the list but theyre just doing it a different way Make KPI -
it makes the internal competition a bit more fierce than it should be Make KPI -
If theyre all using the same templates, youd hope that theyd all share best practices Make Accuracy / consistency+
2 competing sites may not want to share best practice because that might be the edge theyve got Make Flexibility +
we start looking at cheaper parts of the world to do manufacturing, other sites might close down Make KPI -
Id be telling him I dont need you to tell me, I can go and find out Make Centralisation +
before, only people in your system would know how youre doing, from reports youd generate Make Centralisation +
its almost isolated the sites because they dont need to communicate to tell them the basic information Make Centralisation -
sites have not got a readiness to exploit centralised performance reporting Make Centralisation -
the new system now globally gives us the opportunity to cut inventory down to weeks and months Plan Accuracy / consistency+
getting MERPS to work with automated KanBan warehouse systems in newer sites has been tricky Plan Flexibility -
In our industry we were carrying years worth of inventory, rather than months or weeks. Plan Centralisation Visibility +
Manugistix is a global demand and it is automated, it refreshes in the ERP system every night Plan Correlation +
demand at top level of BOM hits supply plant, they run MRP to create a 2nd demand lower down BOM Plan Latency =
Goal conflict
too difficult to get lean either centrallly or locally, so break up the global chain into a series of one on one relationships?
Centralisation means single instance, standardisation of processes and visibility
KPC GSK House, Brentford Information Systems Steve Golding SG
KPC GSK House, Brentford Information Systems Steve Golding SG
KPC GSK House, Brentford Information Systems Manufacturing Quality IT Architect Tour Ala EI
Manugistix is done as the long-term planning, whereas within SAP theres a short-term scheduling Plan Correlation =
you wouldnt necessarily expect the Manugistix refresh to change that short-term plan Plan Correlation =
If theres a short-term change in Manugistix thatll be dealt with on an exception basis Plan Manual =
MERPS template designed for secondary, far too sensitive for primary sites Make Flexibility -
primary want the time it takes on the line to reflect the Process Order, rather than the other way around. Make Plan vs. actual -
A Process Order to them is a days worth of work and they cant define that depending on how well the plant runsMake Gap virtual vs. physical -
the question theyll always ask is if its worth getting that data that correct Make Accuracy / consistency=
I think they can use it even more to drive what theyre doing than they currently do Make Automation +
its easier to criticise system picture, than to accept consequences or re-look at data Report Gap virtual vs. physical +
you helped design the system so stop finding ways to work around it, be committed to it Make Gap virtual vs. physical +
data warehouse only downloads financial data from SAP, not sales Report Correlation +
local systems gave any information about anything, supporting really good business decisions quickly Make Centralisation -
Now, in SAP, its an absolute nightmare Report Manual -
they download this and that out of it and juggle it about in an offline spreadsheet or database Report Manual -
report might take 3 months and cost you 10,000 Report Manual -
the availability of information has been impaired because of the Compliance nature of the system Report Flexibility -
All I want to know is how many orders weve sent to Brazil that was also sent to Spain in last 6 months. Report Flexibility -
you dont know what you want to know until you have a first look at it Report Correlation -
Im amazed that we havent a big Access database and let people loose on it Report Correlation -
use non-ERP tools to narrow down decisions, but check data on host system Report Manual -
weve actually 200 orders for Brazil and 4 for Spain, therefore Brazil gets priority Deliver Manual -
If I cant get that report enquiry out of SAP, dump the data and narrow down scope Deliver Manual -
dont go back to back of your fag packet to make your decisions, but use it to point you in the right direction Deliver Manual -
they dont have business modelling capacity because requirements change on a week-by-week basis Deliver Flexibility -
reporting is a weakness that nobody could ever identify up-front Deliver Flexibility -
spend another 20million to get reporting capacity without knowing saving because we might never use it Report Flexibility -
there are some quite good tools in SAP, but they never seem to be quite what everybody wants, Report Flexibility -
thats not as good as the Access Database that Fred wrote Report Flexibility -
they preferred legacy system because they were able to fiddle it to give them the information they wanted Report Flexibility -
the global model will never be as good as the local model for any one individual Report Centralisation -
Nobody on the site particularly wants consistency because it doesnt give them individually any benefits Report Accuracy / consistency-
However, for the site as a whole it should give a better picture Report Centralisation Visibility +
site benefitted most where they re-organised at the same time they did the implementation Make Flexibility +
our locations for manufacturing arent necessarily strategic from a GSK point of view, Make Centralisation
theres constantly a review of whether were manufacturing in the right place Make Uncertainty
So thats a fundamental problem for us because you can imagine the flexibility of an information system is its value Make Flexibility -
with local data analysis, if method not correct, then perhaps not compliant Make Compliance -
we have locked down or pre-designed all the possible different combinations of information that you might wantMake Compliance +
the pendulum is right up against the bar the other way, and first of all it prevents you from making good decisions based on good information Make Compliance -
it encourages Excel Syndrome, extracting data from big transactional systems Make Flexibility -
you cant have a situation where part of the system is not validated Make Compliance +
I think were slow learners. Our starting position was to record the information to help suppliers actually Buy Accuracy / consistency+
I think were just about getting our head around trying to improve the lot of the person transacting Make Automation +
they realised that auditing everything for 100% compliance was actually a serious headache Make Compliance +
KPC GSK House, Brentford Information Systems Manufacturing Quality IT Architect Tour Ala MD
just by virtue of the fact that compliancy was affecting the volume of data recorded, if nothing else Make Compliance -
we have it as a design step you cant pass, you cant get approval of a system until youve done Archiving needsMake Compliance +
we have a Record Retention Policy within the Company, most systems we have today do not or cannot meet thatMake Compliance +
weve spent huge amounts on standardisation, whether one big ERP, or lots of standard systems but with the same template Make Compliance +
We rarely draw data from standard system into one location and say Let me do some data warehousing on it Make Aggregation -
weve focused on making the business processes the same, IT cost is as low as possible, and compliance is as high as possible Make Compliance +
the energy hasnt been there to say Right, now that Ive this foundation in place, I can now aggregate and do something with it Make Aggregation -
Weve typically got exhausted and then asked is it time to replace them again yes. So we start at the beginning of the bridge again Make Skills -
we have typically not taken the quite frightening step of looking at data from the enterprise perspective Make Aggregation -
When I say batch, what do you mean by batch? When I say Supplier X, do you mean Supplier X? Make Accuracy / consistency+
weve come from a legacy of multiple different instances, but heading towards a lower number of instances Make Centralisation +
the energy it takes to have all those instances the same is pretty high, but we dont squeeze the value out of it Make Aggregation -
given more information, you could make much better decisions but we dont expend that extra energy, its not the original objective Make Correlation +
we do all of the things we have to do, around ERP manufacturing wide reporting through SAP BW Make Aggregation +
nobody really has the ability to toy with it, partly for good performance reasons Report Skills -
we could get a lot more value out of it if we just opened up our thoughts on it Make Skills -
use of SAP BW is more around financial reporting, as opposed to re-work or state of the inventory in respect to Stockout Report Aggregation +
the way we design ERP or DW, is not flexible enough to allow that site to innovate in reporting Report Flexibility -
youll still be stuck with that standard report that they originally asked for Report Flexibility -
If they want to change it, they know itll cost them another 20,000 so they wont do it. Report Skills -
auditing information so theyre not making GXP decisions based on things that arent validated Make Compliance +
make sure that they dont do a search on the whole warehouse so that it comes to a grinding halt Make Latency -
If you didnt have a warehouse then youd need an audit expert whod understand how ERP database worked Report Skills -
with a warehouse youd still need an understanding of the function of that data and the structure of that data Report Skills -
knowledge requirement monstrous, especially when you start mixing the data from one system with another Report Skills -
collect data from ERP and compare to data from to SCM, LIMS, MES it becomes fundamentally a new gearshift upwards Report Skills -
complexity created by a) transactional interfaces that keeps the business operating and then b) the extraction of that data Report Correlation -
you had to crash them (ERP and legacy applications) together as best you could Report Accuracy / consistency-
each occurrence of an analytical test in SAP is seen as a new entity. In LIMS, if its the same kind of test, its a repeat of same entity Make Correlation -
youre crashing these two different rules together of data where you have to match it as best you can Make Correlation -
Often you cant influence it too much because its actually a vendor whos done this Make Accuracy / consistency-
LIMS / ERP interface is a nightmare at any dimension, the physical IT bit, the data bit, the transactional bit Make Accuracy / consistency-
self-managed (greater risk in compliance) or locked-down (but in reality full of Access and Excel) Report Flexibility -
Not to say its wrong to use Excel, its just that its an element of risk. Report Flexibility -
ERP improves compliance in material management, notifications, material control for a site like Cork Make Compliance +
the integration between ERP and the analytical environment in the Laboratory is complex Make Correlation -
ERP data piles on from only one aspect of Quality, so its distinct from the analytical environment Make Volume -
Were actually very poor at planning our Quality steps in our manufacturing process Plan Manual -
if you dont have good integration between ERP and operational tools (MES / LIMS), the overall planner, the ERP system, cant predict very well whats going on Plan Correlation -
SAP recipes wont tell you that you have to heat this thing for half an hour and that and the whole process will last three and a half days Plan Correlation -
you need good information going back and forth between these external systems and your ERP system Plan Correlation -
in NPI you are developing a recipe, an analytical method, looking at some plant equipment Make Accuracy / consistency
NPI buys materials, schedules production, sets basic recipe for inputs and outputs Make Accuracy / consistency
we allegedly cannot make decisions based on information that has not had the rigorous exercise of validation put upon the system it comes from Make Compliance
Energy = resources / skills
zipper
don't have energy / skills to exploit because they are tied up with latency, inflexibility and manual workarounds
Corelation gives the value, and this can influence high level objectives, closing the loop between ERP output and goals
rarest commodity in 2 cases is willingness / vision to see utility and skills to implement (cf. Filava / Cashman)
also the case at EMC, because Finance can seekt he utility and can pay for the skills?
having skills is just a matter of budget? Real ERP investment should be in soft skills (local) while infrastrucutre put in by HQ
BW has replicated all the logic of the ERP app
Correlation doubly complicated?
Fundamental design differences between legacy and ERP: workarounds not just about ERP
in either case, the solution is not giving compliance, and not giving sustainable management information
imbalance in gathering data for something that it's not useful for?
Production planning is not supported for primary, either! What use is for planning in general?
Need for integration, but downside is latency?
Same issue for APC in EMC? Without this integration, is the notion of planning useless?
KPC GSK House, Brentford Information Systems Manufacturing Quality IT Architect Tour Ala MG
KPC GSK House, Brentford Information Systems Manufacturing Quality IT Architect Tour Ala OG
KPC GSK House, Brentford Information Systems Manufacturing Quality IT Architect Tour Ala SG
KPC Cork Materials Plannner Vivian Scanlon EI
if its going to have a direct impact on the quality of the material were making, then it must come from a validated source. Make Compliance
youd have to show that you werent just making it up as you went along Make Compliance
you might draw out information to a management information layer and make some fairly critical decisions about the next ten years of the product Make Correlation
Im a libertarian, I think people should be able to do what they need from a reporting perspective Make Flexibility
people who run the factory floor dont have good enough automation systems to give them accurate data Make Granularity
nobody has good enough Quality information to give an accurate figure to planners Plan Accuracy / consistency
people try to do job well, but are hampered by the fact that they dont have good enough information Plan Accuracy / consistency
the Laboratory is a good borderline situation, some data is in SAP and some isnt, its very difficult for Planners to know what on earths going on Plan Aggregation
even if theres less rigour in respect of Planning or Finance, compliancy is still going to make your life difficult Plan Compliance
a pile of things that go on in the Analytical Laboratory that isnt under the eye of ERP Plan Granularity
the Laboratory has lots of different systems so they actually dont even know themselves whats going on from an hour-to-hour basis Plan Granularity
people in Lab dont have good enough systems with total scope of what they do to give accurate data of how long it takes them to operate Plan Granularity
It would be interesting across all the sites, how many of them have anything apart from standard time slots for certain work centres Plan Plan vs. actual
if you knew how long material would be in the Lab, then you schedule more accurately the start and finish of batches Plan Uncertainty
we need a tool for making analytical decisions, should we give flexibility or not Report Flexibility
Were transaction-based rather than information-based Make Granularity
same product made in two different factories and one does it really well and the other doesnt do it really well Make Correlation
same stability study being performed on a material in two factories:has anyone ever compared the results? Make Correlation
its so difficult to pre-predict what its going to want Make Aggregation
a new guy comes in and says I want to find out information by a different means or Search it this way rather than that way Report Flexibility
Theres no silver bullet unfortunately with this. It needs organisational, managerial and process design Report Goals
you can't just let people loose on a great big database, you have to put checks and balances and controls Report Centralisation
the pharmaceutical industry and planning are not two terms that traditionally go hand-in-hand Plan Uncertainty
youll do a whole stack of blending, tableting and coating, and in between theyll go back and sit in the warehouse for a while. Plan Uncertainty
They run flat out and then retrospectively connect the order with what the demand was Make Manual
theres a very high percentage of rework or failures in a batch due to its documentation Make Compliance
One-dimensional KPI is creating the behaviour that you dont really want (checking paperwork 15 times) Make KPI
significant growth in NPI, getting new products from R&D to manufacturing as fast and as best as we can Make Flexibility
especially in Manufacturing where we have so many sites were trying to make them behave in a standard way Make Compliance
it takes a courageous, innovative and visionary person to think outside typical activity and push it to new boundaries Make Skills
analysis has shown that we really dont have that many variables or variations in our manufacturing business Make Accuracy / consistency
we should be able to manufacture to one beat and not have huge spikes in inventory in different parts of the supply chain Plan Accuracy / consistency
we do a lot of the planning, external to SAP, we do it on Excel spread sheets Plan Manual -
there is a lot of interaction with the buildings and bays, a lot of products impact on each other, and I dont think that SAP has the flexibility that we need Plan Flexibility -
when you are sharing a bay you can do one product at a time. Its difficult to plan that in SAP Plan Flexibility -
you need to be able to see where one is starting, one is ending, and also the volume, the quantity Plan Flexibility -
you need to be able to see the impact on the volumes of the product, Plan Manual -
you are making it here but you are not actually having it available until here Plan Manual -
They are colour coordinated, eg. all the pinks would be the different stages of the one product family Plan Manual -
Theres is a lot of intelligence behind it, things SAP wouldnt take account of, you need someone experienced Plan Manual -
for this there isnt a standard way you can set in SAP, eg. number of days for a decon Plan Manual -
every 6 months, we use the Excel spreadsheet to pump in the PRF demand, we work out our plans Plan Manual -
we would create the demand in SAP by using the screen, the daily tables Plan Manual -
if you were manually creating orders youd be there for ever Plan Granularity -
Despite integration efforts and huge budget for ERP systems?
Planners can't see information with the right lens?
interfaces multiply up the uncertainty
Plan versus actual
back to age old conflict between tringency required by DP and flexibility requred by MIS
But ERP comes from the Pharma industry? 2 cases show huge demand planning uncertainty
Is this really a bad impact, or just an oberved facet of using ERP: it doesn't do scenario planning?
Scenario setting, parallel production, why couldn't SAP be configured to work that way?
SAP expects process orders, planners workaround this using daily tables
were stock building, and if you need 10 tonnes, then SAP thinks that you will have orders for ten tones Plan Flexibility -
you need ten tonnes, plus but you need to close at five tones, so you need process orders for fifteen tonnes Plan Flexibility -
if demand was 8 thousand, but we knew it was going to be 10, we can put in a fake demand of 2 to bring it up to 10 Plan Gap virtual vs. physical -
it allows us the flexibility that we can modify the demand Plan Flexibility -
a lot of problems are systems problems, customers are getting information off another third party, and the systems will be feeding into each other Plan Correlation -
Or, a lot of the time, the system hasnt been maintained properly, small little things, but they all filter through Plan Skills -
if they are giving us a figure, and we need to have the system reflect it straight away Plan Gap virtual vs. physical -
like it may not be their top priority to have that side of their system up to date, even though its feeding through to us Plan Correlation -
the daily tables reflect the exact demand, be it that the system sent it in correctly, or that we have to adjust it Plan Gap virtual vs. physical -
once the volume is in, you run a job, and it creates then the number of orders that you need to meet that Plan Automation +
the planned orders are on SAP, so anyone who is working off SAP can see, this is what we are planning Plan Gap virtual vs. physical -
a week in advance, you convert them, into process orders Plan Automation -
the planned I suppose is when, it is scheduled but nothing is pulled Plan Gap virtual vs. physical +
you would literally spend twenty four hours a day just modifying it, tweaking it, adding in, taking away Plan Hard vs. soft target -
we have a figure in this daily table, you have your firm orders, you have the adjusted figure, and the forecast is going to vary Plan Hard vs. soft target -
and then, there is this column, where you can just add in then, the difference, or the, you know, its a safety stock really, is what wed call it Plan Manual -
So obviously you can modify this, but these are coming in from external links so thats the difficulty Plan Manual -
once the MBR (batch record) is printed, that launches everything, and they suddenly want to adjust something, its difficult Make Automation -
planned orders, which havent been converted, can be adjusted, converted orders are kind of set in stone Plan Flexibility +
so you pick the building, and then you have a visual, you can see each process order (batch) Plan Granularity +
OK, you dont have the stock situation, you cant see the stocks, but you can always flick between screens Plan Correlation -
a lot of what you would do is, maybe moving these around, there is the functions to just take them out Make Flexibility +
we were planning on another batch, but we are not going to make it, so we drop one, we can pull it out and delete it Make Flexibility +
you are making more stage 5, but you need more stage 3, or stage 4, so when MRP is run, it will create the planned orders Make Automation +
you need 10 batches more of stage 4, and if theres 8 there already, it will create the 2 Make Automation +
you can schedule them in wherever you need, wherever there is space or wherever you are planning on making them Make Manual -
the inbound logistics guy, Dave, he is reviewing that on a daily basis, if anything major comes in through the system he will alert us to it Quote to cash Manual -
for decons, shut-downs, etc. suddenly your capacity is getting smaller, so SAP doesn't necessarily manage this Plan Granularity -
the PRF volume is put up on the system, and then the maintenance of it is where you are looking to tweak thingsPlan Plan vs. actual -
actual production figures via a communication e-mail sent every Monday morning Plan Manual -
we can go see what the last batch delivered was, but that doesnt tell you at what stage in the process they are inPlan Granularity Visibility -
they might have delivered up to batch 30, but there could be batch 31 to 34, still in a vessel somewhere, that is considered started Plan Plan vs. actual Visibility -
thats one of the reasons, I suppose, why SAP isnt necessarily, we dont use it 100% Plan Gap virtual vs. physical -
you have a stock figure, but you know that a certain quantity of it is validation material, SAP won't have this categorised Make Gap virtual vs. physical -
you could have 1000 k of material, but you know, for a fact, there is only 900 k you can use Make Gap virtual vs. physical -
there is a lot of times where theres issues, that you know about, but that are not necessarily reflected [in SAP] Make Gap virtual vs. physical -
if it kind of falls between categories, so its not pushed out completely to a re-work category or anything Make Gap virtual vs. physical -
SOX screen could have 2.4 tonnes, but there's only 2.3 tonnes usable, so SAP mightnt be 100% accurate Make Gap virtual vs. physical -
the stock is perfect, you could ship it tomorrow, but customer doesn't want that batch, so in that sense, Excel is a lot more flexible Deliver Flexibility -
you can track back to the start, when it started, when a batch started you can get the detail, who did what, everything Make Granularity Tracability +
the system doesnt recognize something, because it falls between parameters Make Gap virtual vs. physical -
a normal process order, is like a ZP01, a ZPC1 is an actual event order [decon], so that you can differentiate between it Make Latency -
You adjust it to make sure that there is enough orders on the system, just to meet this week and next week Make Manual -
it has defined everyones role a lot more, it has made things a lot clearer, a lot more visibility Plan Compliance Visibility +
Lack of integration is the issue, yet ERP integration could not work?
SAP is populated with planned orders but these don't drive production
Manually converted
ERP is too literal, planning requires some degrees of "hardness", that don't trigger anything automatically
Planners require the flexibility to be able to manually change "buffer" stock levels
cf. Production Status report from CF: reports interfaced from several sources hard to understand? Users will tend to tweak the piece they have control over. The harder the data, the more users will be driven to tweak the elements they have control over, compensating for other data elements?
The Automation / Integration is binding when changes are required. Funny that the lock-in is "printing the MBR", the understanding of ERP is transmitted via the language used, people talk about the system like a slave driver
Superb visualisation of complexity
To see related data requires extra navigation (in and out of views, responsibilities, )
Highly granular, structured, but is the automation understood alongside the non-automated bit? Same user ammends planned orders.
An uneasy alliance of automated and manual: people end up doing things not because of an ERP logic, instead of their own
Resources are used up unnecessarily, reviewing data from a system, that is, integration creating redundant data maintenance overhead
called data "maintenance", but really it means adjusting a hard plan figure to reality of producton contingency
Email?
WIP visibility
Integration with MES would be the only solution? Trade-off between data maintenance overhead and visibility
Can an integrated system be used gainfully less than 100%?
Gap! Solution: adapt ERP. Problem: expense / resource. Result: workaround and redundant ERP
The problem is that you know this, but SAP doesn't or can't. What can a system know?
Structuredness of information
Comliance issue!
Significant coding in SAP
KPC Cork Materials Plannner Vivian Scanlon MD
KPC Cork Materials Plannner Vivian Scanlon MG
KPC Cork Materials Plannner Vivian Scanlon MG
KPC Cork Materials Plannner Vivian Scanlon OG
SIT Cork Finance Customer Operations Manager Bert Murphy EI
SIT Cork Finance Customer Operations Manager Bert Murphy GS
SIT Cork Finance Customer Operations Manager Bert Murphy MD
Its inflexible, to a certain degree, but because of the inflexibility, you can kind of count on it a lot more Plan Accuracy / consistency+
its more in depth, the amount of information in there, you can just dig and dig and dig Plan Granularity +
sometimes you think there is too much there, but I suppose everyone is looking at the same thing just looking at it from a different angle Plan Centralisation +
most of the things that we would be doing, we need like the SOX report, you can pull that off, there is no bother there Plan Aggregation +
for an MBR change, they would coordinate with us, we tell them at what point in the campaign they can make the change Make Accuracy / consistency
if we are supposed to make 10 a week, then you are saying there should be 20 orders on the system, because you are doing this week and next week Make Manual
but if you only made 5 last week, then youve 5 to carry over, so you are going by the number, as well as the amount per week Make Manual
there is intelligence outside [ERP], there is people knowledge, people notes, putting it in someones head Make Skills
if we say this then theyll say that Make Skills
we have customer agreements with certain parameters, time fence but we do hold a certain amount of safety stock in case something does happen Plan Flexibility
things fall behind, some things you get ahead in, you are tweaking it the whole time Plan Flexibility
Within the available capacity, what we are able to do, the manning, whatever issues like that Plan Gap virtual vs. physical
you go by week not even by month, and you are saying the number of batches that you are making Plan Granularity
just because demand goes down, we won't necessarily make less, demand could go up tomorrow, so we dont decide like that, we decide twice a year Plan Hard vs. soft target
working with Finance and working with Process we would decide what we are able to make Plan Manual
once we have our plan uploaded onto the system, then this pool here, this order pool can change on a day to day basis Plan Plan vs. actual
unless a customer comes in and says, OK, actually, there is an extra 10 tonne in there, and it is real, then, we dont necessarily react Plan Plan vs. actual
if demand time fence set at 6 weeks, and customer requirement is 2 weeks time, there has to be a manual acceptance of the order Plan Skills
not with all the customers, there are customers that what they say is what we see Plan Gap virtual vs. physical Trust
planning are trying to co-ordinate finance, production, quality and shipping Plan Correlation
customers could say, demand is 10 tonnes for the year, but the numbers they send through the system could be rubbish Plan Uncertainty
what we are getting through the system could be completely different to what they are saying Plan Uncertainty
if there was a product recall or anything like that, obviously demand can drop Quote to cash Uncertainty
maybe additional marketing might be done on a product in the States, and we suddenly see demand going up Quote to cash Uncertainty
you have one process order per batch Make Granularity
every Decon then is a separate Decon order Make Granularity
on a Monday, to make 10 batches this week, we have to convert the orders so that Process can see the orders now become available, 1 per batch Make Manual
The demand is never exactly 100% accurate, but there is no one necessarily looking to have it 100%, Make Gap virtual vs. physical
They can change mid-campaign, once the order is planned not converted, Make Flexibility
youre making 10 next week, youre only converting 5, dont go too far ahead in case something changes Make Flexibility
our targets would be more trying to get our sheets and stuff in order before the budget Plan Goals
we would be measuring stock, the stock value that we have, the stock against the safety stock, are we below it, above it Plan Goals
there is no benefit to be derived from measuring the number of times the forecast fluctuates, or how it fluctuates Plan Goals
Consolidation into one system Quote to cash Correlation -
Downside of integration Report Latency -
ERP giving us revolutionary information Quote to cash Granularity +
Require end-user data for revenue recognition and service Deliver Flexibility -
System is past its sell-by date Quote to cash Latency -
Visibility of backlog Deliver Granularity +
$ by region is focus, regardless of product Quote to cash Plan vs. actual
Mfg work to BRM, not customer demand Make Plan vs. actual
Targets based on average price Quote to cash Accuracy / consistency
Unit mix targets can be badly wrong Plan Accuracy / consistency
Constraints on product depends on BRM accuracy Deliver Hard vs. soft target
Negotiation skills
Opposite of trusting in the process, and certainly not helping the lean approach
Planning decisions much more about what am I able to produce over a period of time, rather than tacking to actual demand
Demand is hard figure, because its actual sales orders, but it's too granular, no decision dashboards available from ERP
Collaboration required
Problem is that people at transactional end are asked to make judgements on meaningfulness of data, DM responsibility is decentralised
System won't tell you what is real. ERP assumes everything is real. Only people can be a judge of what is real
DA is a graduate with 18 months experience, making calls on allowing customer orders to jump the queue?
cf. Second guessing Martin Steele
Sounds clunky? How should this work? MRP not used to create orders
Like steering a straight course over bumpy ground, you have to keep a general direction and hang on: cyclist analogy?
Problem is that people at transactional end are asked to make judgements on meaningfulness of data, DM responsibility is decentralised
SIT Cork Finance Customer Operations Manager Bert Murphy MG
SIT Cork Finance Customer Operations Manager Bert Murphy OG
SIT Cork Finance Customer Operations Manager Bert Murphy SG
SIT Cork Materials Director Bill O'Connell CC
SIT Cork Materials Director Bill O'Connell CC
SIT Cork Materials Director Bill O'Connell EI
SIT Cork Materials Director Bill O'Connell GS
SIT Cork Materials Director Bill O'Connell GS
SIT Cork Materials Director Bill O'Connell MD
SIT Cork Materials Director Bill O'Connell MG
SIT Cork Materials Director Bill O'Connell OG
SIT Cork Materials Director Bill O'Connell OG
SIT Cork Materials Director Bill O'Connell SG
SIT Cork Materials Planning Manager Bob Costelloe CC
SIT Cork Materials Planning Manager Bob Costelloe EI
Customer is told product is not available Deliver Manual
Customers don't care what decisions Deliver Manual
Demand picture changes every day Deliver Uncertainty
Going through deals line by line Deliver Manual
High value deals with best margin Deliver Manual
Predicting back-log at qtr end Deliver Granularity
Revenue not recognised, though stock paid for Quote to cash Latency
Sales Ops can't make clear decisions Deliver Gap virtual vs. physical
Sales Ops don't know what will be available Deliver Uncertainty
SarBox effect: revenue recognition 30 days late Report Correlation
Distributors buying Piranha to stock Quote to Cash Flexibility
Baby-sitting large deals at qtr end Deliver Manual
Build to BRM ignores customer requirement Quote to cash Plan vs. actual
Distributors deal with unknown re-sellers Deliver Granularity
Distributors send POS report to confirm end-users Deliver Manual
Sales Ops facilitate field Sales on the product side Quote to cash Manual
Unable to ship all deals due to volume Deliver Latency
Distributors give access to smaller companies Deliver Granularity
Growth of partner business Quote to Cash Flexibility
Partner business strongest in Commercial segment Quote to Cash Goals
Product mix change: Clariion sales growing Quote to Cash Flexibility
Full range of products Plan Flexibility
Ship Clariion drive as Symm Deliver Flexibility
ERP 1.5 hours behind real time Plan Latency -
Conflict Quality vs. Production (Organisational) Plan Goal conflict
Matrix management (Organisational) Plan Goal conflict
Component issues and false starts Make Uncertainty
Quarter end decisions made on the fly Deliver Gap virtual vs. physical
Should cost / clean sheeting Buy Granularity
Total landed cost Buy Goals
Achieved availability Plan KPI
Cost reduction Buy Goals
Inventory turns Plan KPI
Lean philosphy - Kanban Make Goals
% spend on lean pull basis Buy Goals
Close off SSP for performance Deliver Latency
Commodity management Buy Goals
Getting the cost out of the product Buy Goals
Sourcing decisions Buy Centralisation
Auditing sources of supply Plan Manual
Netting of shipments Plan Manual
Substitute part numbers Plan Manual
Custom built planning solution Plan Flexibility =
Global view supports commodity shortage decisions Plan Centralisation +
SIT Cork Materials Planning Manager Bob Costelloe GS
SIT Cork Materials Planning Manager Bob Costelloe MD
SIT Cork Materials Planning Manager Bob Costelloe OG
SIT Cork Manufacturing Director, Assembly & Test Bob Gee CB
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI
SIT Cork Manufacturing Director, Assembly & Test Bob Gee GS
SIT Cork Manufacturing Director, Assembly & Test Bob Gee MD
Interface directly from BRM Plan Automation +
MMIS standardised planning processes Plan Centralisation +
MRP tells you what you need, but assumes you can get it Plan Gap virtual vs. physical -
Net changes to MRP are not re-run through Oracle Plan Manual -
People have to stop 'doing their own thing' Plan Accuracy / consistency+
PO's not automated because of post-MRP changes Buy Manual -
Relying on people for their piece of the story Plan Accuracy / consistency+
EMC mentality is 'load and chase' Plan Stretch goals
Planning decisions remain intuitive Plan Manual
Meet both availability and inventory goals Plan Goals
Visibility of all demand and all supply Plan Granularity
Why MRP does not work for EMC Plan Plan vs. actual
Centralised supply means longer lead times Buy Flexibility
Allocating high volume products must be automated Make Correlation -
APEX use Oracle to check cab config against Sales Order Make Correlation +
Capacity planning spreadsheet based Make Manual -
ERP data is converted into DSS Make Correlation -
ERP didn't do a whole lot for manufacturing Make Automation -
ERP doesn't support different functional goals Make Flexibility -
ERP hasn't made a huge difference Make Automation =
ERP not designed for changing SO allocation Make Gap virtual vs. physical -
Information latency puts pressure on production Make Latency -
It's hard to say are we overall doing better Make Automation =
Operations Data Warehouse Make Manual -
Oracle gives inventory location Make Granularity +
Serial number locking for purges Make Granularity +
Starts plan is not from ERP Make Manual -
System 6 hours behind, no finished goods visibility Make Latency -
System can fall several hours behind at qtr end Make Latency -
Tracking of component fixes by serial number Make Granularity +
Finance set the production goal from BRM Make Granularity
Capacity and staffing Plan Correlation
Do we have the manpower? Make Correlation
Enough testers and ESS chambers? Make Correlation
Have we capacity left to hit build plan? Make Flexibility
How to deal material supply changes? Make Uncertainty
How to deal with build plan changes? Make Uncertainty
Managing supply hand to mouth Make Centralisation
Must have enough_drives to populate starts Make Correlation
Problems tend to get pushed to quarter end Make Latency
Quality issue can mean more work Make Correlation
Variations on build schedule from Materials Make Uncertainty
We might actually take in defective material, to keep our starts going Make Correlation
What is the impact of a purge? Make Uncertainty
SIT Cork Manufacturing Director, Assembly & Test Bob Gee MG
SIT Cork Manufacturing Director, Assembly & Test Bob Gee OG
SIT Cork Manufacturing Director, Assembly & Test Bob Gee SG
SIT Corporate Finance Customer Operations Americas Director Bob Sliney CB
SIT Corporate Finance Customer Operations Americas Director Bob Sliney CC
SIT Corporate Finance Customer Operations Americas Director Bob Sliney EI
'Don't be the obstacle' mentality Make Goals
Output per head Make KPI
Serial supply issue Make Centralisation
Yield from each of your inputs Make KPI
Allocating cabs to orders Deliver Manual
Distribution misses goal due to lack of visibility of data Deliver Latency
Technicians manually match cabs to Sales Order Deliver Manual
Test and Distribution don't always agree on allocation Make Goals
Test take re-config instructions from GA Make Manual
The organisation wants to physically touch every SO Make Manual
KanBan puts more inventory into pipeline Make Latency
4 segments, enterprise, corporate, commercial and SMB Quote to cash Granularity
80% of the commercial revenue would go through partners Quote to cash Granularity
combination of sales operations and sales finance Report Centralisation
commercial is the fastest growing market in our business Quote to cash Volume
costs to support through the commercial channel group Quote to cash Volume
Finance and Operations come together Report Centralisation
finance to get involved earlier in the transaction Quote to cash Accuracy / consistency
in the SMB space, its all through re-seller organisations Quote to cash Correlation
Inside Sales group which does telephone calls Quote to cash Centralisation
introducing a more complex solution oriented business Quote to cash Sales order complexity
need to be working off the same data Quote to cash Accuracy / consistency
No. 1 we had to find a more efficient business model Quote to cash Volume
now the measurement is closer to 1.5 SEs to every rep Quote to cash Correlation
Pre-2002, Finance and Sales worked independently Report Centralisation
rules had changed on accounting Report Flexibility
Sales not good at forecasting bad news Forecast Accuracy / consistency
Service was a cost centre, not a profit center Service Sales order complexity
software lifeblood is service Service Granularity
solutions sale vs. selling a box at a margin Quote to cash Correlation
the service business as a profit centre Service Granularity
we have a pre-sales and a delivery organisation Quote to cash Correlation
managers must evaluate & communicate quotas & resources Quote to cash Hard vs. soft target
Partners dont yet have support expertise Quote to cash Correlation
profit generation becomes much more complex Quote to cash Correlation
re-learn the whole process of selling maintenance Quote to cash Correlation
we had the wrong people forecasting Quote to cash Hard vs. soft target
EMC hasnt integrated Legato / Documentum systems Quote to cash Flexibility -
ERP doesn't accommodate dynamic changes of business Quote to cash Flexibility -
I think people can hide behind the system Quote to cash Gap virtual vs. physical -
infrastructure stage was critical, ERP an enabling stage Report Granularity +
market complexity increases sharing of field resources: OVOTT Quote to cash Accuracy / consistency-
OVOTT: more a people issue than IS Report Skills =
we need to have one set of information Quote to cash Accuracy / consistency-
SIT Corporate Finance Customer Operations Americas Director Bob Sliney GS
SIT Corporate Finance Customer Operations Americas Director Bob Sliney GS
SIT Corporate Finance Customer Operations Americas Director Bob Sliney MD
SIT Corporate Finance Customer Operations Americas Director Bob Sliney MG
SIT Corporate Finance Customer Operations Americas Director Bob Sliney OG
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan CB
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI
JT says growth 14%, twice the market rate Report Stretch goals
results (JT & BT) call sets goals for the quarter Report Top down culture
biggest challenge is execution at local management : belief in OVOTT Quote to cash Correlation
Its very much forcing people to work together Quote to cash Uncertainty
much higher level of capability in evaluating their businesses Report Granularity
mushrooming headcount to support channel sales: danger! Quote to cash Latency
not all revenue is created equally Quote to cash Manual
tendency to take data and form it to their own needs and measurements Quote to cash Manual
Wed get 120% of plan, then sort through 20% Quote to cash Manual
biggest challenge to organisation maturity is matrix management Quote to Cash Goals
country level profitability model Report Granularity
disconnect between owning the plan and owning the delivery Quote to Cash Goals
get share of resources to achieve your goals, and company goals Quote to Cash Goals
getting people to take responsibility for a plan that they dont feel ownership of Quote to Cash Goals
getting the people to work together is the challenge Quote to Cash Skills
more complex management environment: TS, PS, channel support Quote to Cash Goals
moving towards a geographic P&L Report Granularity
Revenue, profitability and measurement to plan Report Goals
Sales ops facilitate revenue goals from comp side Quote to Cash Goals
we have our business goals: product, $ rev and margin Quote to Cash Goals
you want me to manage it, let me control it Quote to Cash Goals
costs was somebody elses job, I deliver the revenue Quote to cash Goals
Finance role to ensure transaction meets new rev rec rules Quote to cash Accuracy / consistency
Finances responsibility to sort out the good deals Quote to cash Manual
Sales generate maximum amount of rev transactions Quote to cash Goals
financial consolidation for BV is entwined with any legal re-structure Report Flexibility
before youd have been dependent on reports, now, you can go directly into the system Report Granularity +
consolidated trial balance, bringing US Gaap and local accounts together, as basis for preparing the local accounts Report Aggregation +
consolidating financial statements for entities plus 22 subsidiaries, data from Oracle Report Aggregation +
ERP introduced purchasing into non-manufacturing part of international, more global contracts, more visibility Buy Centralisation +
e-segment piece, a shadow ledger within set of books, so that statutory adjustments can be booked Report Correlation +
for FA, there is a consistent depreciation policy across the company Report Centralisation +
France & Belgium can write adjustments straight into Oracle, without impacting global consolidation Report Correlation +
helping the consolidation process, better FX reporting, more visibility in planning Report Aggregation +
in a position to create more stringent approvals, without it being a paper trail Buy Accuracy / consistency+
it also would be very hard to create controls to limit access Report Centralisation -
it brought on-line a lot of things that were on local systems like fixed assets Report Centralisation +
it has allowed the ability to globally report on different lines in the balance sheet Report Aggregation +
more real time reporting off consolidated system, so its easier to see the impact of changes Report Correlation +
more visibility to spend, and more visibility at transaction level as to whats going on Buy Granularity +
Oracle financials doesnt break it down in the same level of detail thats required Report Correlation -
Oracle is the feeder system, the system of audit, Essbase is only a reporting tool Report Granularity +
Oracle really hasnt worked for Intrastat report, people like to relate report back to the revenue Report Correlation -
Oracle reporting is poor, we got to query on Mac-Pac Report Aggregation -
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan GS
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan MD
our ERP system does everything in compliance with US GAAP Report Accuracy / consistency+
Paul Sanchez would say its hard to get information, he would rely a lot on Paul Cregan Report Skills -
SharePlex is only available in Cork and in the US, because of sensitivity Report Centralisation -
so if we make a change in Ireland, and transfer it to consolidation, its in there in 15 minutes Report Aggregation +
so now you have more information, that makes it easier to make better decisions Report Granularity +
statutory adjustments is currently done off-line on Excel, could use e-segment Report Manual -
the ERP system doesnt have the reporting capability to run the business Report Aggregation -
the only problem with reporting tools is you have refresh time so you have down time Report Latency -
the way EMC looks at its business is always shifting, so custom reports would require a lot of modification Report Flexibility -
there is now more consistency worldwide in the actual use of accounts Report Accuracy / consistency+
They might have their own Oracle report, I wouldnt know Report Aggregation +
too much reporting on ERP impacts performance of transaction processing Report Latency -
weve encouraged the countries to use Monarch Report Flexibility -
when the deliverables were too heavy, a lot of the reporting became nice to have Report Manual -
you cant any more name accounts, you cant customize them for a specific subsidiary Report Centralisation +
you have a lot of real time reports from Oracle that you didnt have before Report Accuracy / consistency+
you have the ability to add accounts, if you add them they are available to everyone Report Flexibility +
you have visibility now to the detail behind the figure in the ledger Report Granularity +
you know they may need to re-categorise stuff for presentation Report Flexibility -
you now have visibility to ledgers of acquired subsidiaries outside international jurisdiction Report Correlation +
youve less dependency on IS in that regard, more real time Report Skills +
function sets goal, it gets divided, US and International, so country has to be within target forecast Forecast Top down culture
goals come down through the organisation, thats why reporting is key Report Plan vs. actual
spend goals come down from Corp, same as revenue goals, right out into the field Forecast Top down culture
a SharePlex query that is used a lot becomes a report Report Flexibility
because the forecast is now in Oracle as well Report Hard vs. soft target
buying contracts and foreign exposure, they are in a better position to hedge Report Skills
commissions supports decision making related to the compensation plan Report Granularity
finance analyst compares req to budget, thats where the efficiency gain is Forecast Hard vs. soft target
for a decision, business wants to look at information differently, eg. split hardware, software, PS Report Flexibility
how efficient the commissions plan is in splitting target earnings per rep Quote to cash Granularity
in Q1 and Q3, first of all your revenue number needs to be met, then your margin number needs to be met Deliver Manual
integration is by a cross functional team, Legal, Tax, PPMG, Finance and IS working closely together Report Skills
issue may not be to make a decision, but to be compliant locally eg. Intrastat returns Report Flexibility
it can be run cost center by cost center, but they want it by function, actuals against forecast Report Hard vs. soft target
its now easier to gather the facts Report Aggregation
journals in Oracle before 11 am, in order to see refreshed data on Essbase by 2pm Report Latency
management likes information to be rolled up in a concise way Report Aggregation
on a close day it's critical, if you re-enter or change something, youve to wait till the following am to see that change Forecast Latency
PCs: lease or buy, you have visibility to spend on computer equipment Buy Granularity
reporting tools are managements way of making decisions Report Correlation
to review their forecast and actuals, countries depend on Essbase, so they lose a few hours Report Latency
understanding capital spend Buy Granularity
we are looking at functional reports they can run directly off Oracle Report Latency
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan MG
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan OG
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan SG
SIT Corporate Finance FP&A Director Cherie Dentiste CB
SIT Corporate Finance FP&A Director Cherie Dentiste CB
SIT Corporate Finance FP&A Director Cherie Dentiste EI
SIT Corporate Finance FP&A Director Cherie Dentiste MD
SIT Corporate Finance FP&A Director Cherie Dentiste MD
SIT Corporate Finance FP&A Director Cherie Dentiste MG
SIT Corporate Finance Enterprise Software Group Controller Chris Barry CB
SIT Corporate Finance Enterprise Software Group Controller Chris Barry EI
when you're on catch up with ERP, but the business is moving on, not easy to pick up data, so you look for other ways Report Manual
you need revenue first, then margin, then you look by product, revenue stream, revenue mix, territory mix Deliver Manual
BV consolidation is an Ireland goal, to some extent in parallel to tax planning goals from US Report Goals
consolidation under different General Accounting standards and restrictions Report Aggregation
consolidation, driven by tax issues, and integration, driven by growth Report Centralisation
each country has a spend goal, a revenue goal, and a cash goal Report Goals
EMC manages spend and target by comparing with actuals, so every function has goals Report Goals
Legato integration Report Centralisation
local chart of accounts fits within ERP, becomes basis of separation for local statutory reporting Report Flexibility
only a very small % of non-PO purchasing Buy Gap virtual vs. physical
Paul Sanchez would have a functional goal for EMEA Report Goals
Smarts integration workload isn't huge because of headcount and volume of activity Report Centralisation
you have to watch spend before youre committed Approve & Pay Goals
increased # of balance sheet accounts to reduce use of one account like miscellaneous Report Granularity
Integration of acquisitions is a way of life at EMC Report Centralisation
add Essbase cost center for new account or customer, especially for new acquisition Forecast Accuracy / consistency
we have cost center, account, geography, and business unit Forecast Granularity
acquired companies still rely on Essbase for forecasting, budgeting Forecast Manual -
Acquired company's AP, purchasing and GL moved to ERP right away Approve & Pay Centralisation +
close process for acquired divisions means feeds from their ERP Report Centralisation -
hardest thing is bringing revenue piece of acquired company onto ERP Quote to cash Centralisation -
if PeopleSoft feed fails, feed to Essbase fails, so you wait for next cycle Forecast Latency -
planning applications from ERP vendors not very robust Forecast Flexibility -
P'Soft for Documetum orders, 11i for Legato, complex to move OA, billing, invoicing Quote to cash Centralisation -
a lot of that digging is done by people, analysts Report Skills
feed planned data back into Oracle, reconciling a/c's, to see variance to actual Report Hard vs. soft target
maintain separate P&Ls for acquisitions Report Granularity
need to report externally the performance of acquired company Report Granularity
needed system mechanism to pull the P&Ls together Report Aggregation
slow to drill down and investigate, so many different systems Report Latency
we dont have full P&L for the top line Symm and Clariion Report Granularity
todays processes cant handle the complexity of selling solutions Quote to cash Sales order complexity
1 year negotiation to get access to SharePlex Report Flexibility -
90% of enhancements to ERP relate to revenue reporting, the rest are ignored Quote to cash Flexibility -
corporation can look at all assets for a given cost centre across all countries Report Aggregation +
FA benefits (common accounts, rules for depreciation ) is a huge step forward Report Centralisation +
FARM downloads "hidden" detail (eg. Tx creator & email under Help) Buy Correlation -
FARM extracts from Gelco and Procurement card spend Report Skills -
FARM more up to date than NRT (runs 4 times daily) Report Latency -
FARM uses Essbase for roll-up of cost centres to functional level Report Correlation -
FARM: draws transactional information from SharePlex Report Correlation -
great value of having raw data on spend to be able to review with business Approve & Pay Correlation +
Much of the integration and control has been implemented on the cost side Approve & Pay Correlation +
One Chart of Accounts means company can rapidly integrate acquisitions Report Centralisation +
SIT Corporate Finance Enterprise Software Group Controller Chris Barry GS
SIT Corporate Finance Enterprise Software Group Controller Chris Barry MD
SIT Corporate Finance Enterprise Software Group Controller Chris Barry MG
SIT Cork Finance Customer Operations Director Ciaran Long CB
SIT Cork Finance Customer Operations Director Ciaran Long CC
SIT Cork Finance Customer Operations Director Ciaran Long EI
SIT Cork Finance Customer Operations Director Ciaran Long GS
SIT Cork Finance Customer Operations Director Ciaran Long MD
SIT Cork Finance Customer Operations Director Ciaran Long MG
SIT Cork Finance Customer Operations Director Ciaran Long SG
SIT Cork Distribution Manager Colman O'FlynnCC
One CoA meant ripping out a plethora of local systems, which was a significant win Report Centralisation +
users require more flexibility in reporting by company, product or product category Report Flexibility -
the ERP infrastructure permitted the strengthening of a goal focused management model Report Goal culture
FARM pivots display Oracle data at any functional level (eg. LGTO, DCTM, ). Report Aggregation
FARM tool : collation of all expenditure items by functional level with drill down Report Granularity
why no price book? Margin on products varies depending on composition of deal? Report Manual
6 functional levels in Essbase but little consistency in their use Report Granularity
Essbase doesnt relate roll-up to physical organisation Report Gap virtual vs. physical
FARM uses authorisation hierarchies in SSP to deduce the roll-up Report Correlation
40% of revenue on last day is partner business Deliver Volume
As Clariion grows, qtr end # shipments increases Deliver Volume
Change mindset to deal with partner orders Quote to cash Volume
Eastern Europe, China, Asia are growth markets Quote to cash Volume
EMC needs to price for global customers Quote to cash Flexibility
Exploit the commercial and SME market (mainly Clariion) Quote to cash Volume
Investing in partner business infrastructure Deliver Centralisation
Post-mortems to examine what happened last qtr Deliver Correlation
Public sector and Healthcare in EMEA are growth areas Quote to cash Volume
Sales coverage depends on segment: a/c mgr, rep, partner a/c mgr Quote to cash Skills
Enterprise customer still get special treatment Quote to cash Goals
Future IS needs to be good at services? Deliver Skills
Mfg Cork more complex with multiple products Make Correlation
Can be difficult to drag the data out of ERP Deliver Flexibility -
EMC try to align information to decisions via Brio Deliver Correlation -
ESE: sales rep access to all customer data Quote to cash Centralisation +
Haven't really got their arms around the BRM process Plan Manual -
No system can cope with market complexity Deliver Manual -
Still in same boat wrt Mac-Pac and hockey stick Deliver Automation =
System can't deal with "today's" parameters Deliver Gap virtual vs. physical -
System provides raw data Deliver Granularity +
System will not manipulate the data for you Deliver Manual -
There is no system that can keep up with it Deliver Manual -
You can't predict criteria of mgt decisions Deliver Flexibility -
Goals for software included in overall goals Quote to cash Market aspirations
A different decision given imperatives of moment Deliver Uncertainty
An awful lot of trading-off between APJ and EMEA guys Deliver Manual
With backlog & recent orders: maximise revenue next 2 days? Deliver Manual
Bookings: 70% by week 10, 5% last day ( = $30m) Deliver Seasonality
Hockey stick isn't going to get better Deliver Seasonality
How do we make revenue with the product Quote to Cash Correlation
If product short, how to ensure margin goal? Quote to Cash Flexibility
Revenue goals are by region Quote to Cash Goals
Make revenue number Quote to Cash Goals
Order anything Deliver Flexibility
SIT Cork Distribution Manager Colman O'FlynnCC
SIT Cork Distribution Manager Colman O'FlynnEI
SIT Cork Distribution Manager Colman O'FlynnMD
SIT Cork Distribution Manager Colman O'FlynnOG
SIT Franklin Materials Director Dave Fraser CC
SIT Franklin Materials Director Dave Fraser EI
SIT Franklin Materials Director Dave Fraser GS
SIT Franklin Materials Director Dave Fraser MD
Single sales order Deliver Gap virtual vs. physical
60% data from ERP Deliver Correlation +
Agreed global metrics Deliver KPI +
Built around ledger Report Granularity -
Capturing data at right stage Deliver Granularity =
Change process to match ERP Deliver Gap virtual vs. physical -
Data losing meaning Deliver Granularity -
Finance benefit Report Aggregation +
Keying shipments Deliver Manual -
Multiple Ship-to's Deliver Granularity -
Revenue not on ERP! Deliver Manual -
Shipping moves 1000 records Deliver Automation -
Simplify accounting Report Accuracy / consistency+
Work orders Make Latency -
Automating management decisions Deliver Manual
Complete ship report Deliver KPI
Partial shipment Deliver Goals
Production Status Report Deliver Manual
Separation of raw data and its meaning Deliver Granularity
Unstructured nature of decisions Deliver Manual
Balancing capacity against demand Deliver Manual
Complete shipment Deliver KPI
Expedite sales order Deliver Goals
Manual production scheduling Deliver Manual
Production visibility & process rigidity Deliver Gap virtual vs. physical
Revenue Deliver Goals
SO tunraround time Deliver KPI
Tracking revenue out the door Deliver Manual
figuring out how to get the stuff with no lead times Buy Manual
ERP system cant give exactly what you want, MMIS does Plan Flexibility -
if we make adjustments, Ctrl-M must be re-run to update MMIS Plan Latency -
Inventory Report from MMIS: all raw data really coming from Oracle Plan Granularity +
MMIS downloads back into Oracle, then buyers get planning reports Plan Correlation -
fired for missing availability, yelled at for excess inventory Plan Goal conflict
buyers dont get involved in costs, thats the commodity angle (downstairs) Buy Goals
buyers solely responsible for availability, but take CM flak for price changes Buy Centralisation
CM's dont see old plan and therefore deltas, but they work it out anyway Buy Manual
I can just go to the starts plan (spreadsheet) and see where we are Buy Manual
Im not a fan of on-time delivery Buy Goals
most key measurement for our group is how the floor is keeping up with the MPS Buy Goals
on-time delivery is 99%, but one part could hold up the whole plant Buy Goals
planners and buyers are speaking to each other, not blaming each other Plan Hard vs. soft target
planners and buyers work together so are aware of re-gens Plan Hard vs. soft target
we got to check the checks Buy Manual
SIT Franklin Materials Director Dave Fraser MG
SIT Franklin Materials Director Dave Fraser OG
SIT Corporate Finance Global Finance Operations SVP & Corporate Controller Denis CashmanCB
SIT Corporate Finance Global Finance Operations SVP & Corporate Controller Denis CashmanEI
SIT Corporate Finance Global Finance Operations SVP & Corporate Controller Denis CashmanGS
$50 m. more on order than we need, but will be $10 m. by Monday Buy Gap virtual vs. physical
accuracy of the inventory is a big deal Plan Gap virtual vs. physical
accuracy of the MRP, not sure how you measure it though Plan KPI
catch 22: stuff has to be available, even if they don't believe plan Buy Hard vs. soft target
demand forecasting: maybe a dartboard would be better Plan Uncertainty
fluctuations screw CM's up the most, theyre throwing the money out Buy Uncertainty
If you run MRP you got to give buyers time to react to POs Buy Gap virtual vs. physical
inventory revaluation 25% upwards, +$90m for scrap Plan Gap virtual vs. physical
Inventory turns, now the new thing is Days of Supplies Plan KPI
KanBan works great in a repetitive environment Plan Uncertainty
meeting availability, inventory reduction, inventory turns Plan Goals
overcomplicated price book: 1400 products Plan Granularity
pre-BRM to figure it out, BRM to present it, post-BRM to tell us Plan Manual
so far this year CMs qtr end has fallen one day after ours Buy Seasonality
sometimes hold Brocade, McData product on inventory Deliver Granularity
this qtr end were really going to have to micro manage it Buy Manual
wait till commodity price goes lowest, then lock them in Buy Goals
we also figure out what we call alternative source of supply Plan Correlation
we pay them to manage our variability in demand Buy Uncertainty
when things change, they dont care about lead times Plan Gap virtual vs. physical
you get the revenue and we keep it out, its funny money, really Buy Gap virtual vs. physical
buyers working to get it the way they want, and then they switch deals Buy Manual
every week we do an inventory status Plan Granularity
guys who build wash out old parts at higher price, up to end 2nd month Plan Gap virtual vs. physical
I/O report: the plan, your inventory number, upcoming receipts Plan Granularity
KanBan process not our core competency Plan Flexibility
last 2 weeks of qtr, people move from building to preparing ship Plan Seasonality
new pricing doesnt kick in till the 1st October Buy Plan vs. actual
one guy saying KanBan, another saying reduce inventory, I cant do both! Buy Flexibility
PO to cover potential cost (buy backs), they dont want PPV hit Buy Gap virtual vs. physical
Prices updated quarterly at a minimum Buy Seasonality
reasons buyers might have a little extra (yields, rounding up, ) Buy Plan vs. actual
Standard costs are incorrect Plan Gap virtual vs. physical
the inventory game: please dont bring any more stuff in! Buy Plan vs. actual
we really murder our suppliers, by doing all these changes Buy Uncertainty
what plan says should be on POs vs. what is actually on POs Buy Plan vs. actual
with product transitions, $ 00,000's of CM that could be bad all of a sudden Plan Uncertainty
integration not great eg. Dell orders downloaded to Excel and re-keyed into Oracle Deliver Manual
Finance spend more time analysing, less time arguing about data validity Report Accuracy / consistency+
Hackett report 86% more time collecting & compiling information than World Class Report Aggregation -
Smart people like Kristina Fileva in reporting is vital Report Skills +
2-in-a-box makes Finance & Sales Ops partners in achieving goals. Report Goal conflict
analysts reward / respect ability to give detailed performance information Report Granularity
during strong growth, detail less important, now its critical Report Granularity
SIT Corporate Finance Global Finance Operations SVP & Corporate Controller Denis CashmanMD
SIT Corporate Finance Global Finance Operations SVP & Corporate Controller Denis CashmanMG
SIT Corporate Finance Global Finance Operations SVP & Corporate Controller Denis CashmanMG
SIT Cork Human Resources Director Denis Cronin CB
SIT Cork Human Resources Director Denis Cronin CB
SIT Cork Human Resources Director Denis Cronin EI
SIT Cork Human Resources Director Denis Cronin MD
SIT Cork Human Resources Director Denis Cronin MG
SIT Cork Human Resources Director Denis Cronin OG
EMC have reputation of providing analysts with good analytic data Report Granularity
Enterprise Planning & Efficiency set & monitor goals Report Top down culture
Finance should be social enough to collaborate with, not be seen as spies Report Goal conflict
Markets set growth targets in great detail Report Market aspirations
Performance in large corps must be driven by goal setting for everything Report Goal culture
Revenue, Reporting, FP&A and Cost joined to build synergy Report Goal culture
Strategic Business Partners deliver target revenues Quote to cash Granularity
there is perhaps too much focus on individual figures Report Goal culture
we control everything that is going on Report Goal culture
Demand doubts (eg. Symm 7): Manufacturing asked to take $40m off inventory value Report Hard vs. soft target
Finance requires good information collection, then the ability & resources to analyse it Report Skills
re-negotiating contracts so purchasing plans are staggered to new demand picture Buy Flexibility
Finance analysts partner with the business to make goals happen Report Goals
review sales and expenditure at an aggregated level twice a week Report Aggregation
sales guys 5 years ago sold Symm, now it's a different bag of solutions Quote to cash Skills
we had to produce a single invoice, once we bought Legato, from a tax point of view Quote to cash Sales order complexity
10 people in Finance manually consolidating invoices from 5 different EMC companies Quote to cash Manual -
40% of HR time spent on data maintenance HR Accuracy / consistency-
difficult to have a system to plan the stuff that happens out of the blue Make Flexibility -
I hear on the grapevine that were looking at SAP HR Accuracy / consistency+
if the data is inaccurate in P'Soft you do really get crap out of it HR Accuracy / consistency-
most of our lives are spent keeping the data clean and correct HR Accuracy / consistency-
Synergy: there are a couple of hundred IT guys being siphoned off to improve our processes Quote to cash Skills -
workaround: get invoices transferred to Int'l finance, consolidate manually Quote to cash Centralisation +
cant predict level of activity required to produce target # boxes Make Uncertainty
even if you had hockey stick on its own, you could definitely plan it better Plan Seasonality
it amazes me we cant get a better handle on it, with so many purges going through Make Uncertainty
it would be rare for demand to change so much that it would have a huge effect Make Uncertainty
Its very difficult to predict the issues that happen in this place Make Uncertainty
more likely to have an effect is the stuff thats happening in the middle, the materials Make Uncertainty
qtr end: material shortages, purge has happened, lead times get stretched Deliver Uncertainty
theres not a quarter that goes by where shit happens Make Uncertainty
were paying for people when we dont need them, but dont have enough when we do Make Flexibility
when orders happen is the only variable, we always make the quarter Deliver Uncertainty
you have to recover that weeks work because of a purge Make Latency
half our people are tied up in administrative duties, maintenance of data, very basic, purely transactual, mechanical stuff HR Gap virtual vs. physical
Ive got manpower in place to maintain data integrity HR Gap virtual vs. physical
if you dont get data integrity right, nobody wants to talk to you HR Gap virtual vs. physical
its part of my goals to support any people development change (eg. towards TCE) HR Goals
make sure that our people know what they are talking about HR Goals
our managers know that they have responsibility for incoming data for PeopleSoft HR Gap virtual vs. physical
the level of administrative stuff that goes on was amazing HR Manual
fine to measure metrics when everything is going fine, another story at end of quarter HR KPI
the hockey stick is mad, it doesnt allow any system to support it Make Seasonality
SIT Cork Human Resources Director Denis Cronin SG
SIT Cork Manufacturing Vice President Dick Lehane CC
SIT Cork Manufacturing Vice President Dick Lehane EI
SIT Cork Manufacturing Vice President Dick Lehane MD
SIT Cork Manufacturing Vice President Dick Lehane MG
SIT Cork Manufacturing Vice President Dick Lehane OG
we dont have systems to support the workload that is required even to manage people HR Seasonality
corporate big goals like TCE or ILM Quote to Cash Goals
Data integrity HR Gap virtual vs. physical
Every function is on an ILM/TCE target HR KPI
how do we make ourselves a company of choice HR Goals
people development, training development HR Goals
TCE: to make the customer experience simple, efficient and short Quote to Cash Correlation
to end up with a people ILM strategy HR Goals
yearly strategic goals set by Mollen cover Comp & Bens HR Goals
Local process skills Make Skills
Acquisitions can be integrated rapidly Buy Centralisation +
Use SAP to support Pirahna project? Deliver Flexibility
What is TCO, including failure and returns Buy Goals
Why is MTBF increasing? Make Correlation
Availability to revenue BRM Make KPI
BRM units / head Make KPI
Cost of poor quality Make KPI
Coverage for test & debug Make KPI
Current improvement projects Make Skills
Customer Complaint Index Quote to Cash KPI
Customer Complaint Resolution Cycle Quote to Cash KPI
Data accuracy Make Gap virtual vs. physical
FA Cycle time Make KPI
Fixed & Variable Cost per Box Make KPI
Inventory turns Make KPI
Inventory velocity Make KPI
Manufacturing P & P (97.5%) Make KPI
MTBPR Make KPI
MWD Part replacement time Make KPI
NPI & Mfg readiness for Symm 7 Make KPI
Operations Cost per box Make KPI
Output / sq meter Make KPI
Process & equipment Cycle time (throughput) Make KPI
SARBOX compliance Make KPI
Spend & headcount targets Make KPI
Supplier Quality Index Buy KPI
Training plan HR Goals
Yield and GA (for product) Make KPI
Complete shipment Deliver KPI
Customer Satisfaction Quote to cash KPI
Electronic distribution of software products Deliver Flexibility
Performance to Commit Make KPI
Post Sales Service Quote to cash KPI
Sales Order Turnaround Deliver KPI
SIT Cork Manufacturing Manager, EngineeringDonal Downey CB
SIT Cork Manufacturing Manager, EngineeringDonal Downey EI
SIT Cork Manufacturing Manager, EngineeringDonal Downey MD
How an ERP system can keep pace with the dramatic change in business Make Flexibility
1000 serial numbers in a Bison cab checked in seconds for ECOs, purges Make Automation +
all Oracle knows is what you tell it, but APC reads electronically the serial numbers Make Gap virtual vs. physical -
APC is more important to Colman in terms of allocated product, whats coming through Deliver Granularity -
at worst Oracle is just a little bit behind Make Latency +
customizing the system for transactions, but not to get information Make Flexibility -
downside of APC is that it only covers intelligent parts Make Correlation -
During Catalyst, the worst thing we could do was build an interface Make Gap virtual vs. physical -
ERP can transact and be the information repository, but not provide information Make Correlation -
flow control customization prevents parts moving to certain locations without the fixes being applied Make Automation +
for emergencies global inventory view is typically done outside of the system Make Centralisation -
For implementing changes we would just look through our inventory records on Oracle Make Granularity +
I can see how difficult it is going to be to upgrade Oracle Make Flexibility -
I cant think of a situation where the single instance has been of benefit Deliver Centralisation -
Im not sure theres anyone globally merging the tables Deliver Manual -
If transaction piece was taken away, and the results were fed back into Oracle? Make Flexibility +
information probably not better, but transactional stuff is a hell of a lot better Make Automation +
option to do reporting elsewhere, no option where to do transacting Make Automation +
Oracle doesnt know when were planning on shipping the material we have Make Correlation -
Oracle link with WindChill is now in two directions Make Correlation +
our spares, parts in debug, etc. dont show in APC Make Accuracy / consistency-
process is better, because some of the functionality and flow control features Make Automation +
so decisions are based on information we have to get from both Oracle and GA Make Correlation +
the fascinating debate is customization vs standard Make Flexibility =
the inventory record in Oracle, will tell me whats there, but wont stop it from moving Make Correlation +
they actually did a very, very good job to build the flow control Make Automation +
we do an inventory transaction just before one-key shipping for flow control Make Latency +
we get some inventory related information from ODS, or IDW-Prod before ODS Make Flexibility +
We have our own inventory org, I can log on to the other orgs Make Granularity +
We still track every piece of inventory in Oracle. Its the unique record, and the financial record Make Granularity +
without the customisation, we would have had to build another system Make Flexibility -
you can extract information at the drop of a hat Make Correlation +
a delayed installation can be a bigger impact on customer than a "just in case" change Make Manual
almost every one of these changes is unique Make Manual
also using Oracle information, how fast can we apply these changes Make Correlation
do we have alternative component on hand, and whats their lead time Make Correlation
Even an hour old information is good enough for us Make Latency
for customer impact, in reality we would ask Distribution for that Make Manual
GA wouldnt know which customer is hot, which can wait another week Make Manual
how fast its going to be to apply the change may not be easy to get Make Uncertainty
how much bad product, where it is, customer impact if stopped Make Manual
how much of bad product is allocated, and Oracle doesnt actually tell us that Make Uncertainty
in making big decisions, we need to provide the VP with right information Make Granularity
is it better to be a day late with the shipment with the enhanced part, or not Deliver Manual
SIT Cork Manufacturing Manager, EngineeringDonal Downey OG
SIT Cork Manufacturing Manager, EngineeringDonal Downey SG
SIT Cork Finance Order to Cash Ireland Finance Director Frank Cronin EI
SIT Cork Finance Order to Cash Ireland Finance Director Frank Cronin GS
SIT Cork Finance Order to Cash Ireland Finance Director Frank Cronin MG
SIT Cork Finance Order to Cash Ireland Finance Director Frank Cronin SG
maybe theres only 1000 of these parts that we need available worldwide Make Centralisation
Oracle was never for slicing and dicing data Make Granularity
to minimize cost of up rev, exhaust all old parts before implementing new part Make Granularity
we cant swap it with anything else because we dont have an enhanced part Make Manual
we need to, almost real time, get a picture of the impact of flying this change Make Correlation
were making decisions to basically override a purge on a ship-to customer Deliver Manual
what is very important for that decision, is the lead time information Make Correlation
Whats important there is when we are planning on shipping bad product Make Granularity
3 people in my group doing emergency changes Make Manual
a Clariion unit has a different model for Dell, we control the different BOMs Make Accuracy / consistency
change control management, Purge Make Granularity
changes to existing products due to quality or improvement Make Flexibility
fixing a problem versus an enhancement Make Granularity
improvement changes can be phased in Make Granularity
model management in terms of ensuring BOMs are correct Make Granularity
Quality are in a more investigative mode Make Correlation
quality issue means stopping it and replacing with new revision Make Granularity
theres 40 up revs a week, 1 purge a week Make Flexibility
we apply our fixes from the back end, so as we move back, we close these other bays Make Granularity
we make changes in implementation date of a new BOM on Oracle Make Correlation
we may have 2 suppliers for the same part Make Correlation
Theres a major focus on quality management in the corporation Make Goals
it takes good systems to generate variance analysis reports, to budget at a very significant and detailed level, to forecast Report Granularity +
effectiveness: X initiatives, with Y successes, and people aspects developed well Report Top down culture
Excellence is far away from costs, and closer to people Report Goal culture
I think we get much closer to our effectiveness by looking at localized issues Report Top down culture
my own assessment of my effectiveness is more important than anybody elses assessment Report Top down culture
So the goals should work downwards, but in reality they actually work upwards Report Top down culture
that Id feel that Id been effective rather than the corporation thinks Im effective Report Top down culture
the more educated people the better, creating a climate for people being stretched Report Stretch goals
you feed out the theory and you get the practical back Report Top down culture
an audit relationship that is working on a very acceptable level Report Goals
Building people, confidence, where they can take jobs abroad Report Skills
business is sliced and diced so that budgets and forecasts flow up to correct ownership level Report Granularity
execution is expected Deliver Goals
forecasting, re-forecasting, budgeting, variance analysis, giving people their costs Report Granularity
I am marketing Cork because the skill level here is good for the corporation Report Skills
its a continuing cycle out of Cork, weve got this quality Report Skills
local projects are Shannon transfer costs or canteen prices Report Goals
Once you can handle images and approval process, you can do it anywhere Quote to Cash Centralisation
so wed keep very close eye on succession planning Report Goals
worldwide Six Sigma projects are T&E and Accounts Payable, for example Report Goals
youve got the effectiveness of other things such as our tax structure Report Goals
6 Sigma: specific projects targeting savings or benefits for the corporation Report Goals
SIT Corporate Information Systems Senior Director PPMGJB McCarthy EI
SIT Corporate Information Systems Senior Director PPMGJB McCarthy GS
SIT Corporate Information Systems Senior Director PPMGJB McCarthy MD
SIT Corporate Information Systems Senior Director PPMGJB McCarthy MG
a lot of the strategies would be linked around Relationships and Effectiveness Report Goals
a Senior VP responsible for Six Sigma, who has a savings goal essentially Report Goals
it has to be exceptionally simple, intuitive, with little training required Report Centralisation
Its a very painful process, every mistake would be because the centre was created Report Centralisation
tendency towards ultra low cost countries, so SSP will be Cork and then out to India Report Centralisation
That is the important strategy, that there is a management of it through Cork Report Centralisation
We have to look at long term, not Cork is best, do it in Cork and let the devil take the hindmost. Report Goals
were centralising here to make processes mobile so that you can do them anywhere Report Centralisation
Catalyst was for Finance only, I absolutely disagree with that Report Accuracy / consistency+
core ERP elemental to big performance indicators Report KPI +
development process means report seen only at very end Report Skills -
EMC real time is probably as good as youre going to get Report Latency +
even if you could get it every hour, you couldnt digest it every hour Quote to cash Aggregation -
Global Allocator ran differently in each place, not really "global" Deliver Centralisation =
lack of consistency in mfg is absolutely not a system issue Make Accuracy / consistency=
Mfg did not change management processes to drive consistency and common metrics across plants Make Centralisation =
We built Catalyst as a foundation for integration, but never really did integration Quote to cash Centralisation -
we put in a TP system, but not management indicators to say whether it was good or bad Report KPI -
we were positioned to transact more, but not be more intelligent about it Deliver Automation -
youre always changing TP system, then you have to report on the change Report Flexibility -
3 plants looking at inventory, in 3 different ways Report Accuracy / consistency
Control oriented and cost conscious Report Goal culture
Immediate gratification Report Goal culture
more controls in place, forecasting has gotten better, but sand-bagging still there Forecast Accuracy / consistency
organisational disconnect between TP people and forecasting people Forecast Plan vs. actual
P&L impact for this quarter is #1, no matter which line you got it in Report Granularity
potential for cost savings or increased revenue not in ERP Forecast Plan vs. actual
Sales got consistent about reporting 'cos they blew a goal by $10 m. Quote to cash Accuracy / consistency
engineering looking at cost of more features vs expected revenues Make Centralisation
for spend, ERP gives historical perspective, not a good predictive indicator. Report Hard vs. soft target
getting better expense to revenue decisions, the concept of a product line P&L Report Granularity
left money on the table because we didnt get aggressive enough on inbound logistics Buy Goals
manufacturing behind the curve in adoption of global reporting Make Centralisation
modelling in Essbase, sales forecast impact on EPS Report Hard vs. soft target
not enough governance on how you execute on the metric, as long as you make the bottom number Make Goals
plants do things differently, so how can you have consistency of analytics? Make Centralisation
real time would be nice, but unless youre Tucci, you cant make a call on it Deliver Centralisation
thered be a huge amount of latitude in what the different plants do Make Flexibility
we dont have a solid sustainable model on the cost side Report Manual
certain commodity codes will line up with certain levels on the Essbase forecast Approve & Pay Correlation
everyone looking at same numbers, calculated same way, interpreted same way Quote to Cash KPI
I wont get intensive drill down and questioning, as long as I make the bottom number Quote to Cash KPI
Reprting structures not there to understand performance differences between plants Make KPI
revenue per employee less relevant now, because employee cost could be outsourced Report KPI
SIT Corporate Information Systems Senior Director PPMGJB McCarthy OG
SIT Corporate Information Systems Senior Director PPMGJB McCarthy SG
SIT Cork Distribution Director Jerry Sheehan CC
SIT Cork Distribution Director Jerry Sheehan EI
SIT Cork Distribution Director Jerry Sheehan MD
SIT Cork Distribution Director Jerry Sheehan OG
SIT Corporate Finance Customer Operations Manager Jim Milton CB
run everyone together, 12 midday, to get consistency Quote to Cash KPI
same TP, then drive same behaviour with same metrics, interpreted same way, from same sources Quote to Cash KPI
you get everyone measured on the baseline, then figure out where you should be Quote to Cash KPI
any sales rep can book any product Quote to cash Flexibility
licence management means better CRM, who has registered what, licence #, version Quote to Cash Granularity
Synergy goal : know everything about customer, so we can sell more stuff that fits that profile Quote to Cash Correlation
theyre telling sales to increase 7%, theyre looking for 5% Quote to Cash Goals
Tucci will look at EPS, gross revenue, gross margin, attrition, # people, revenue / employee and stuff Report KPI
Support 100 different countries Deliver Flexibility
Allocation of product not manufactured in Cork Deliver Flexibility -
Automate allocation process for high volume product Deliver Manual -
Avoiding real issue by asking business to change Deliver Flexibility -
Customized ERP instead of meeting it halfway Deliver Flexibility -
Enhancements become critical with volume Deliver Gap virtual vs. physical -
ERP capability limited for production Deliver Flexibility -
ERP didn't meet customer / logisitics requirements Deliver Flexibility -
ERP works but not at quarter end Deliver Latency -
Focus on generating additional reports Deliver Correlation -
Had to become part of logistics control system Deliver Manual -
Inventory, receiving, backlog and availability Deliver KPI =
IT asks business to change instead of fixing issue Deliver Flexibility -
Manual complete ship report Deliver Manual -
Material shortages for non-serialised product Deliver Gap virtual vs. physical -
No enhancement if not a global requirement Deliver Centralisation -
not as user flexible as SAP for logisitcs Deliver Flexibility -
Packing list didn't work Deliver Flexibility -
Poor IT performance at most critical time in quarter Deliver Latency -
Standardise the number of configurable options Deliver Flexibility =
Status of the order Deliver Latency +
Systems not fast enough to process SO's Deliver Latency -
Template did not include stock location capability Deliver Granularity -
Template processes developed for Symmetrix Deliver Flexibility -
Performance to commit to customers Deliver KPI
Reporting on operational metrics not available Deliver Manual
Sales order turnaround time Deliver KPI
Customer management - ship commitments Deliver Manual
Inventory accuracy Deliver Goals
Order allocation Deliver Manual
Responsible from order book to ship Deliver Manual
RTV and receiving process Deliver Goals
Ship-confirm Deliver Goals
Visibility of FGI by stock item location Deliver Granularity
Working with materials on availability Deliver Goals
considerate of the perception in the market with the customers Quote to cash Flexibility
SIT Corporate Finance Customer Operations Manager Jim Milton CC
SIT Corporate Finance Customer Operations Manager Jim Milton CC
SIT Corporate Finance Customer Operations Manager Jim Milton EI
SIT Corporate Finance Customer Operations Manager Jim Milton GS
SIT Corporate Finance Customer Operations Manager Jim Milton MD
SIT Corporate Finance Customer Operations Manager Jim Milton MG
SIT Corporate Finance Customer Operations Manager Jim Milton MG
SIT Corporate Finance Customer Operations Manager Jim Milton OG
SIT Corporate Materials Non-production purchasing Joe Biagioni EI
SIT Corporate Materials Supply Base Management, Non-production purchasing Joe Biagioni EI
SIT Corporate Materials Non-production purchasing Joe Biagioni MD
SIT Corporate Materials Supply Base Management, Non-production purchasing Joe Biagioni MD
SIT Corporate Materials Non-production purchasing Joe Biagioni MG
dont want to freak Sales out with all these new systems Quote to cash Uncertainty
now we have this concept of sales teams Quote to cash Centralisation
more exchange between business and IS Quote to cash Skills
now the projects should be becoming 2nd nature Quote to cash Skills
canned reports are too standard and not in a summary format Quote to cash Flexibility -
ERP = building block for integration of acquisitions onto one platform Report Centralisation +
Improved accuracy, traceability and efficiency (fulfilment & manufacturing) Deliver Accuracy / consistency+
More cross functional development of the company Buy Skills -
no missed shipments, no re-shipments, no shipping errors, a better forecast Deliver Accuracy / consistency+
order management system much easier, smoother, easier to track Quote to cash Accuracy / consistency+
Perception of ERP was over budget, and "what has it delivered to me?" Quote to cash Centralisation -
SarbOx requirements mean rigidity in processing orders, revenue, and deals Quote to cash Accuracy / consistency+
scaled back development of resources to write canned reports Quote to cash Skills +
We develop our own reports over here, were more revenue Quote to cash Skills +
we were able to get Smarts on our systems rather quickly Report Centralisation +
comping sales teams for acquired companies Quote to cash Goal conflict
a lot of the forecasting is done off-line, Excel Plan Manual
forecast not visible, only certain people are aware of them Plan Goals
how revenue looks in different product sets, delivery picture over next 6 weeks Quote to cash Aggregation
selling only hardware is not a great message for the street Report Goals
we need to protect the revenue number Quote to Cash Goals
get products from acquired company into price book Quote to cash Correlation
metrics: are we selling enough services, s/w, product sets Quote to cash KPI
Sales are measured on the "right" revenue Quote to cash Correlation
sales would like to be notified of a customer problem (Sub 1) Quote to cash Correlation
very difficult to monitor cross vector selling Quote to cash Correlation
$1.2 million a year worth, using D&B to help drive that parentage Buy Accuracy / consistency-
80%+ of my spend is in Oracle Buy Granularity +
an ERP system is not a competitive advantage, it is basically the cost of doing business Buy Automation -
ERP gives me is spend data better than weve ever had Buy Granularity +
my business system is already set up, it can handle the incremental volume Buy Centralisation +
my ERP system, allows me to take on to those acquisitions in a second Buy Centralisation +
realised saving in a separate database, ties to PO, but ERP doesnt have a place for savings Buy Granularity -
suppliers don't peg to each other in Oracle, the customer one isnt pegged well either Buy Granularity -
systems have to accept more information faster, and give results to support decisions Buy Granularity -
under representing what we purchase, because we were looking at the PO side Buy Gap virtual vs. physical -
controllers dont have visibility, and only look at their cost centers Buy Granularity
exception reporting, why is this in here, why are we miscoding? Buy Granularity
Finance look at Essbase, they got no detail, nothing to make a decision on Buy Granularity
how much we buy from them, they also know how much we sell to them Buy Flexibility
people want to know they have the best plan, they are more informed Buy Granularity
the speed with which we have to deliver the Information is getting greater Buy Latency
I get compensated based on driving cost savings Buy Goals
intellectual property, indemnification, limitation of liability, if people outside purchasing sign contracts Buy Centralisation
SIT Corporate Materials Supply Base Management, Non-production purchasing Joe Biagioni MG
SIT Corporate Materials Non-production purchasing Joe Biagioni OG
SIT Corporate Materials Supply Base Management, Non-production purchasing Joe Biagioni OG
SIT Corporate Materials Supply Base Management, Non-production purchasing Joe Biagioni SG
SIT Corporate Materials Non-production purchasing Joe Biagioni SG
SIT Franklin Materials BRM availability and Inventory Manager Joe Collins CB
SIT Franklin Materials BRM availability and Inventory Manager Joe Collins CB
SIT Franklin Materials BRM availability and Inventory Manager Joe Collins EI
SIT Franklin Materials BRM availability and Inventory Manager Joe Collins GS
SIT Franklin Materials BRM availability and Inventory Manager Joe Collins MG
SIT Cork Materials Indirect Purchasing Manager Joe Healy GS
our main goal is cost saving, negotiated and realised Approve & Pay Goals
SA generates auto-classification and supplier parentage Buy Correlation
SA takes ERP data, T&E spend, procurement card data, any other spend data Buy Correlation
this is traditional type methodology that is just being automated Quote to Cash Granularity
you cant expect a deflationary model to exist for more than x number of years Buy Goals
$137 million worth of spend, through one reverse auction, took out 18% Buy Goals
direct materials is $2.8 billion, going through the system Buy Goals
my budget alone for IT is $350 million of that $1.3 billion Buy Goals
spend for indirect purchasing in manufacturing is probably less than 10% Buy Goals
we are influencing about 66% of non-production spend Buy Goals
we do about $1.3 billion dollars of non- production spend Buy Goals
80% of our spend is in the US Approve & Pay Centralisation
the only saving left, after productivity and raw materials, is labour Approve & Pay Centralisation
manufacturing's sole purpose is to make product available Make Goals
youre going to get resistance to a global allocation process Deliver Centralisation
2,000 responsibilities in ERP, confusing for new hires, so copy a profile? Plan Granularity -
a company that is publicly traded is very sensitive to whats going on Report Market aspirations
how do we make ourselves look good in those trends Report Market aspirations
same solution sold to 2 customers, with same total price, but the apportioning is different Quote to cash Market aspirations
E&O, Excess and Obsolete inventory Plan KPI
GA: meaning manufacturing meets parts available for sales, quarterly Plan Goals
manufacturing inventory balance, at the end of quarter Plan KPI
more supplier visibility, access to their inventory levels Buy Granularity
CFO will turn around and say we want to take x% out of the costs this year Buy Top down culture
consistently high ESMS score: do you understand where your role fits in to the overall objectives of EMC? Buy Goal culture
each location has a $ saving target, each commodity has a target % of savings Buy Granularity
every attempt is made to keep inventory at a minimum because that is something that the markets watch Plan Market aspirations
for share price to progress, this needs to be our sales, headcount, gross margin, and net margin (P&L targets) Report Market aspirations
go back and analyse what happened share price in quarters where we missed inventory targets Report Market aspirations
goal conflict: preferable to break down the barriers either with the business, or coming from the top Buy Goal conflict
Goals roll down from CEO to functional VP, then to people with worldwide responsibilities, then to local level Buy Top down culture
Inventory target comes from what the markets expect in terms of inventory turn Plan Market aspirations
look at P&L and Balance Sheet, and market expectation, everything the company does is driven from that Report Market aspirations
mix of goals that are very hard, controllable by managers, and others that require negotiation and agreement Buy Goal culture
once you know your five or six metrics that you are being measured on, thats what you work towards Buy Goal culture
Sales measure distribution, who measure manufacturing, who measure materials Buy Goal culture
share price goal breaks into goals for inventory, sales targets, days receivables, margins, overhead costs Report Market aspirations
the business may not want to tender a particular commodity, they are comfortable with the existing vendor Buy Goal conflict
The difficulty is if your goals conflict with other peoples goals Buy Goal conflict
the goal here is ultimately the sales goal, but that translates into various goals back along Buy Top down culture
the object of the financial managers is to maximise share price to shareholders Report Market aspirations
this should be our debtors (DSO), inventory, cash, long term debt (BS targets) Report Market aspirations
too many negotiation goals in mix: that is a scenario that you try to avoid Buy Goal conflict
ultimately that share price drives everything Report Market aspirations
SIT Cork Materials Indirect Purchasing Manager Joe Healy MG
SIT Cork Materials Indirect Purchasing Manager Joe Healy OG
SIT Franklin Manufacturing Global Order Integration BRM Manager Joe Pesta EI
SIT Franklin Manufacturing Global Order Integration BRM Manager Joe Pesta MD
SIT Franklin Manufacturing Global Order Integration BRM Manager Joe Pesta MG
Very very clear how day to day work feeds into monthly and global goals in terms of savings Buy Granularity
where we develop our mgt sys and what we report on comes from the goals at corporate level that filter down Buy Granularity
worldwide group breaks down x% into commodities and location Buy Top down culture
WW agreements negotiated by commodity specialist eg. Dell, Xerox, Accenture, Oracle Buy Top down culture
you get location goal relief from WW agreements, if its negotiated centrally Buy Top down culture
You try and develop goal congruence where you can meet both parties goals at the same time Buy Goal conflict
And specific goals within the manufacturing function are material availability, inventory Make Goals
Backlog is a customer requirement, where we havent got the material yet to ship it (unfulfilled customer) Deliver KPI
Backlog may be caused by material shortage, purge, labour capacity, server downtime, Deliver Uncertainty
But ultimately it all has to be fixed, so that these functions can meet their material availability goal Make Goals
Dist issue weekly metric of shipped, approved orders, backlog (daily towards quarter end) Deliver KPI
Material availability = ability to have product in place to meet manufacturing targets Buy Goals
Purge: product thats in-house has to be re-worked for a particular reason Make Uncertainty
we as a group would be measured in terms of our "contract coverage %" Buy Goals
we would negotiate certain commodities locally (eg. Liquid Nitrogen, electricity, packaging), with savings targets on each Buy Goals
WW savings goal: its a percentage of budgeted spend for the year Buy Goals
product engineering group each week details purges required Make Correlation
production control department each week lists where we are versus our targets for starts Make Hard vs. soft target
Test will put their metrics in terms of cycle times of cabs Make KPI
Catalyst hasnt provided information we use to monitor performance Deliver KPI -
each site tailored the basic Brio backlog report to how business is done Deliver Accuracy / consistency-
short-sighted by Catalyst, didnt know how we'd manage backlog, thought we'd use Oracle report Deliver Aggregation -
when system starts running behind, it just blows us out of the water Deliver Latency -
$ backlog doesnt translate to the physical, and you got to talk to them in the physical Deliver Correlation
$100 m. in backlog, $50 m. approved, can we do $50m? Deliver Correlation
arbitrary call, should be OK, we can process the $50m Deliver Uncertainty
can process 200 cabs from here on, have 300 left to go, if whole plan ships Deliver Manual
created a war room with constant feeds showing if system was up to date or not Deliver Latency
he always talks to backlog drain, so he must be collecting the data Deliver Correlation
Jerry presents $, no-one can ever ascertain is that good or bad Deliver Correlation
making decisions on upgrades still showing in finished goods, and it wasnt really there Deliver Gap virtual vs. physical
making decisions, and we dont realise that the information we are looking at is 2, 3 hours old Deliver Gap virtual vs. physical
people start making decisions off of what they see on the screen Deliver Gap virtual vs. physical
report tracks drain rate by day Deliver KPI
so youre talking at the unit level, not the dollar level Deliver Correlation
start sending cabs through as BTSs or pre-allocations or pVals from sales ops Deliver Manual
talking to Sales, you better be talking at a unit level, but be able to talk $ equivalent Quote to cash Granularity
the tough thing is, now they tell you, its 3 hours behind, well what do you do? Deliver Uncertainty
US preference is do it on Day 32. Cork preference is transact the pVal Deliver Flexibility
we either need more orders for cabs, or start sending BTSs over the lines Deliver Uncertainty
we manage backlog via Brio, we need a certain format, Oracle one just too massive Deliver Aggregation
we need to drain this # cabs per day, to FGI, or were in trouble Deliver KPI
when you talk to floor in just dollars, it means nothing to them Deliver Correlation
Im measured on my performance on meeting my commit Deliver KPI
SIT Franklin Manufacturing Global Order Integration BRM Manager Joe Pesta OG
SIT Franklin Manufacturing Global Order Integration BRM Manager Joe Pesta SG
SIT Corporate Finance Req to cheque Director Joe Scott EI
SIT Corporate Finance Req to cheque Director Joe Scott GS
SIT Corporate Finance Req to cheque Director Joe Scott GS
SIT Corporate Finance Req to cheque Director Joe Scott MD
20 different suppliers that fall under the overall umbrella of EMC Select Deliver Flexibility
average lead time to ship = velocity with which we are processing orders Deliver KPI
backlog aging Deliver KPI
challenge to hide from customer McData product source (Denver, Co) Deliver Gap virtual vs. physical
Cork manages 3rd party requirements directly through stateside supplier Buy Centralisation
Dell require us to ship consolidated shipments Deliver Correlation
EMC Select Phase 2 will allow us to electronically send demand to any site Deliver Correlation
GRO routes order, based on capacity, material availability or whatever Deliver Centralisation
growth in 3rd party suppliers is too much of a management drain on the factory Deliver Latency
idle time, average throughput time, performance to commit, short ships Make KPI
if customer has visibility of commit, you cant just change the lead time matrix Deliver Hard vs. soft target
maintaining a lead time matrix Deliver Hard vs. soft target
making it appear that 3rd party components are going through the factory Deliver Gap virtual vs. physical
multi-source model proliferating: every week a new supplier comes on board Buy Flexibility
software drop ship, aka electronic fulfilment Deliver Flexibility
theoretically they go in and adjust the lead time for qtr end Deliver Manual
trying to manage product sourced outside, as if it was manufactured inside Deliver Gap virtual vs. physical
we are vertically integrated, and that's how Oracle was set up Deliver Gap virtual vs. physical
what is the floors performance to their lead time commit Deliver KPI
GBMG group handle all the outward customer communications Deliver Centralisation
globalise the whole allocate to fulfil process Deliver Centralisation
Purchasing go for more global base, for economies of scale Buy Centralisation
use factories as source of supply, one consolidated delivery to the customer Deliver Goals
challenge is to get at detail, so weve got a lot of bolt-ons Approve & Pay Granularity -
fo commissions we have OIC, but not in place in all US groups Approve & Pay Centralisation -
Mars for approval of headcount, contract labour, numbers, costs, off-shoring Approve & Pay Aggregation -
need "one stop shopping" on heads, contractors, interns, temps, T&E, payroll Approve & Pay Centralisation +
Oracle 11.03 not easy to streamline routing, upgrade or look at SAP Approve & Pay Granularity -
Oracle not flexible to get at detail, which you need to do the close Approve & Pay Granularity -
Oracle not source for operational data Approve & Pay Granularity -
our challenge is how to interface to reporting if we bolt on 2 ERP systems Approve & Pay Aggregation -
purchasing bought Spend Analytics, which adds to the complexity of the environment Approve & Pay Flexibility -
SAP as approval vehicle, Oracle for GL, replace SSP with external catalog Approve & Pay Flexibility -
so we end up pulling the data into Access type format Approve & Pay Manual -
SSP challenges are in flexibility and functionality of routing (eg. streamlining) Approve & Pay Flexibility -
want an absolute metrics package, can't currently get real time information Approve & Pay Latency -
we dont get real time reporting out of either T&E system Approve & Pay Granularity -
we dont have global ERP (for payroll, T&E, ) Approve & Pay Centralisation -
we have separate systems for Brio to track Oracle Approve & Pay Aggregation -
you could use SAPs electronic invoicing, Xions discount management tool Approve & Pay Flexibility -
6Sigma format for processes, policies & organisation Approve & Pay Top down culture
have 500 processes, 100 critical, challenge is to streamline Approve & Pay Top down culture
can't report today on #x of people earning over $y, globally Approve & Pay Correlation
have model comparing discretionary T&E spend with commissionable quota Quote to cash Correlation
SIT Corporate Finance Req to cheque Director Joe Scott MG
SIT Corporate Finance Req to cheque Director Joe Scott SG
SIT Cork Information Systems Manager, PPMG John Byrne CB
SIT Cork Information Systems Manager, PPMG John Byrne CB
SIT Cork Information Systems Manager, PPMG John Byrne EI
SIT Cork Information Systems Manager, PPMG John Byrne MD
heres a guys quota, heres what hes realised, heres his discretionary spend Approve & Pay Granularity
how much cheques cost, how many used, what is back end cost? Approve & Pay Granularity
looking at electronic payment for suppliers, would have to interface to Oracle Approve & Pay Flexibility
need 2 sources of data for indirect and direct spend, non-headcount related Approve & Pay Granularity
need to look # contractors, the cost, the premium, should they be converted Approve & Pay Granularity
on the headcount, you could come out of your PeopleSoft Approve & Pay Granularity
payroll practices and activity that are causing inherent costs: need real time data Approve & Pay Granularity
we bought SAP licences already, otherwise we would upgrade Oracle Approve & Pay Flexibility
we end up focusing on labour portion of the US, because we have data Approve & Pay Granularity
# FTEs and costs, # FTEs vs. transactional volume Approve & Pay KPI
4 day close operationally, then 6 days spent by GL group consolidating data Report Aggregation
a small supplier can avail of powerful discounting tool Approve & Pay Goals
analysts do too much transacting, versus analytical work Approve & Pay Manual
incentivise vendors to move to p-cards or ACHs, with discount structure Approve & Pay Goals
measure # of employees and cost, # employees vs. # contractors Approve & Pay KPI
opportunities in cost / FTE, tx vol / FTE and operational excellence Approve & Pay KPI
So the challenge is to get a centralised reporting structure Approve & Pay Centralisation
streamlining on the front end of the close process Report Gap virtual vs. physical
use SAP supplier portal, give vendors invoice visibility Approve & Pay Granularity
what is the discretionary spend Approve & Pay Manual
a common interface to the business query (payroll, AP, T&E or Comm) Approve & Pay Centralisation
bring back office groups together, part of shared service strategy Approve & Pay Centralisation
co-locate payroll, T&E, travel, AP, Commissions & FA Approve & Pay Centralisation
common IS architecture to support e-invoicing, global discounts Approve & Pay Centralisation
identify non-value add and overlap processes for elimination Approve & Pay Centralisation
move transactional work to shared service centers Approve & Pay Centralisation
5 projects: ESE, CSI, Quote to Cash, EIN and PS Quote to cash Goals
the whole new system will bring in global reporting Quote to cash Centralisation
A lot of reporting is still manual driven Buy Manual -
ad-hoc reports can run off each local database (31), one refresh per day on the global cube Service Flexibility +
because corporate have full view of this, sales dont actually put them in until they're sure Service Gap virtual vs. physical -
CS reporting: Essbase has forecast, Oracle has pre-paid maintenance, Winpeak has pre-paid warranty Service Accuracy / consistency-
Finance wont be on it for the moment, they are still on 11.03 Report Accuracy / consistency-
hardware / software split (software is allocated to the country, hardware to Cork) Quote to cash Automation +
Italy produce the invoice out of Oracle because of the sequence number Quote to cash Manual -
lead, prospect, quote, site, opportunity, sales order, install base, warranty, maintenance, all integrated Service Centralisation +
on both sides of the fence (Services and Sales) reporting is huge Service Manual -
On the CS side, theres a whole team working on reporting Service Skills +
putting in place a PPMG model for CS reporting Service Skills +
Service want to keep the invoice in Winpeak. They can control it better. Quote to cash Flexibility -
Theyd feel that they are being hounded on deals Quote to cash Gap virtual vs. physical -
because the target is moving, so what you have to do is to standardise on something Report Uncertainty
From the CS side report update could be once a day Report Latency
If you look at the sale side, you dont really want real-time Report Latency
SIT Cork Information Systems Manager, PPMG John Byrne MG
SIT Cork Information Systems Manager, PPMG John Byrne MG
SIT Cork Information Systems Manager, PPMG John Byrne OG
SIT Corporate Finance Order to Cash Director John Curran CB
SIT Corporate Finance Order to Cash Director John Curran CB
SIT Corporate Finance Order to Cash Director John Curran EI
SIT Corporate Finance Order to Cash Director John Curran MD
people are responsible for full P&L for EMEA, APJ & the Americas Quote to cash Aggregation
the important thing is for everyone to use that format Report Centralisation
there are different countries not integrated on Winpeak, so global view tricky Service Centralisation
you run an AR feed at 4pm on the last day of quarter for maintenance Service Latency
Sales report has 7 buckets: pipeline, current qtr forecast, next qtr forecast, billings, bookings, backlog, evals Quote to Cash Hard vs. soft target
Services is in the region of 25% of sales, including PS Quote to Cash Goals
an average of 6 cases closed in an 8 hour day Service KPI
CSAT measured by customer surveys, responses to calls, # calls, how long to close them Service KPI
how many closed, touched, passed on, its a huge analytical piece of CS Service Granularity
productivity, CSAT and revenue would be the 3 big ones Service KPI
sales volume and changing business model is driving exponential growth in number of data elements Quote to cash Volume
transactional volume that has doubled / tripled in the last 4 years Quote to cash Volume
added a certain amount of automation, for channel partners Quote to cash Automation +
but were always surprised at how difficult it is to get the system to play nice Quote to cash Flexibility -
commissions functionally rich, but creates more data that is difficult to tie back to revenue Quote to cash Correlation -
DW's built to follow process, very clunky to use Quote to cash Aggregation -
ERP = tool to create data, BI = tool to organise it, then analysis Quote to cash Aggregation -
ERP infrastructure promotes success with auditors, success with Sarbanes Oxeley Report Accuracy / consistency+
ERP is very granular, other tools needed on top of that, to connect to it Quote to cash Granularity -
everything goes through Catalyst 11.03, Project Accounting is 11i, Commissions is 11i Quote to cash Correlation -
have fastest servers you can buy, only so many you can manage operationally Quote to cash Latency -
processing time starts to lengthen, then reporting is impacted, then visibility Deliver Latency -
survive without ERP? No way, we wouldnt be here today Quote to cash Automation +
the same for Oracle, the connections arent great, relative to how we do business Quote to cash Flexibility -
using technology to do the same amount of revenue, next quarter, with more volume Quote to cash Automation +
wasting time with incomplete transactions, it shows itself in clean up afterwards Deliver Latency -
weve made tremendous efficiency gains in our process Quote to cash Automation +
you can put controls on an ERP system, restrict access, process controls, data validation, Quote to cash Accuracy / consistency+
you come in in the morning and have a clean view of the mess you created Deliver Gap virtual vs. physical -
because of lack of visibilityof true revenue figure, you can undershoot it, and if you dont ship it, its not revenue Deliver Gap virtual vs. physical
correlations are not necessarily those you would expect from ERP system Quote to cash Correlation
efficient processes, to the right level of detail, so that you can understand issues quickly Quote to cash Granularity
linkage is at transaction level, then bring it back up to a quarter, or a customer Quote to cash Granularity
logical relationships are re-built, you should get the data to come out that way Quote to cash Correlation
manage thru critical end of qtr, that really tests the infrastructure Quote to cash Latency
partially shipped orders, physically shipped not transacted, things transacted not shipped Deliver Gap virtual vs. physical
people need the information to tie raw data together again Quote to cash Correlation
revenue cycle has x, Im going to correlate it to y from procurement cycle Quote to cash Correlation
should we build systems to handle end of qtr volumes? Quote to cash Latency
that time lag means people are making bad decisions Deliver Gap virtual vs. physical
that would be great if you could have some of that pre-sorted for us Quote to cash Aggregation
theres so much detail, the expertise in tying the pieces together Quote to cash Skills
trying to align revenue from product (core) with revenue from PS (subsystem) Quote to cash Correlation
understanding when patterns go out of whack, when margins are constrained, when prices are improving or declining Quote to cash Aggregation
SIT Corporate Finance Order to Cash Director John Curran MG
SIT Corporate Finance Order to Cash Director John Curran OG
SIT Cork Information Systems Reporting group Jonathan McCarthy EI
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'SullivanEI
auditors want complete and accurate of information in a control environment Report Granularity
faster time to information from the data Report Latency
not just the number itself, but understanding what happens behind the number Report Gap virtual vs. physical
revenue cycle drives all the detail Quote to Cash Correlation
you dont know what your revenue figure is Quote to Cash Aggregation
Day 32: physically shipment doesnt match order, because final detailed order wasn't visible Deliver Gap virtual vs. physical
10 PC's dedicated to running SharePlex reports Report Latency -
biggest challenge is volume (reports for KBM with 1 million records) Report Latency -
Brio front-end links to different db's (invisible to user) Report Granularity +
business doesn't realise it can work at summary level Report Skills -
can take 30 mins to open a large report Report Latency -
for users querying one table in NRT, SQL is more efficient Report Latency -
key question for new report template is frequency required (determines db used) Report Granularity =
new project with PPMG / Accenture (no IS) to re-write NRT / IDW (100-10 plan, now EIM) Report Skills -
NRT and IDW have front ends, and are updated daily (IDW once daily) Report Accuracy / consistency+
NRT contains the whole order lifecycle, not just the last value Report Correlation -
NRT has code to bring everything together (orders from Oracle, leads from Siebel) Report Correlation +
NRT refresh takes 2 hours to execute Report Latency -
NRT refreshes 3 times daily, every 7 hours (24h00, 08h00 and 15h00 US time) Report Latency -
Oracle PL SQL expertise required to exploit SharePlex Report Skills -
revenue detail global report contained 9m records, re-architected to 3m records Report Skills -
SharePlex difficult for users to manipulate, no code for business rules Report Correlation -
SharePlex is not a data warehouse, just raw Oracle data Report Aggregation -
SharePlex is real time (with no front end) Report Latency +
SharePlex should be used for ad-hoc reporting, NRT for summary reports Report Flexibility +
stress on database from volume of info, complexity of processing and need for real time Report Latency -
the scarce resource is knowledge about what's in the system Report Skills -
troubleshooting Brio reports is problematic Report Flexibility -
to-be processes based on ERP data but you couldnt get it straight from ERP Report Gap virtual vs. physical -
allocations functionality is there in Oracle, just not there at go-live Report Flexibility -
big Shared Service issue is converting local systems to common processes Approve & Pay Centralisation Standardisation +
Commissions, Legato, PS on 11i Report Accuracy / consistency-
common processes means we can go to another country and work there Approve & Pay Centralisation Standardisation +
didn't gain anything over Mac-Pac, except ability to do more volume Report Flexibility -
every time we add a new account number, they have to add it manually to 11i Report Manual -
gave up Mac-Pac because it wasnt upgradable, and now where are we? Report Accuracy / consistency-
half our systems are on 11i and half are on 11.03 Report Accuracy / consistency-
Id forgotten AP completely, those dark days, it was an absolute nightmare Approve & Pay Aggregation -
if we got what the US had at go-live, we wouldnt have got Chriss report Approve & Pay Centralisation -
in Australia, because interfaces stopped, no reforecast on Day 1 Forecast Latency -
Irrespective of where people are, you can generate a routing Approve & Pay Centralisation +
is there functionality out there that we dont know about or dont use Report Skills -
it took something like 20 minutes to go from one screen to another Report Latency -
Joe McIntyre wanted nobody involved Report Skills -
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'SullivanGS
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'SullivanMG
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'SullivanOG
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'SullivanSG
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'SullivanSG
SIT Corporate Customer service VP Kathy Lyons CB
SIT Corporate Customer service VP Kathy Lyons EI
manager in AP worked and slogged to get unmatched receipts report working Approve & Pay Skills -
most of the pre-go-live resources were gone after go-live Report Skills -
not a decisions making tool from our point of view Report Correlation -
only now that we are seeing some of the promised advantages of ERP Report Correlation +
Oracle has allowed shared services to become a reality Approve & Pay Centralisation +
Oracle has transactions, but you rely on other systems for decision making Report Flexibility -
print statutory accounts OK if there is only 2 companies in the set of books Report Flexibility -
reports there at go-live, but never materialized as they were supposed to Report Aggregation -
revenue is staying on 11.03, because of serialisation and commissionaire Quote to cash Accuracy / consistency-
Sinead leaving meant loss of expertise and a lack of understanding of original requirements Approve & Pay Skills -
so the scalable thing I worry about it Report Latency -
they go on to the next big thing, and small things dont get done Report Flexibility -
they took away all the interfaces so that Oracle could catch up Report Latency -
trying to get something fixed, it wouldnt happen Report Skills -
very user friendly, very intuitive, account / journal enquiries, drill down is all good Report Granularity +
we put it in this way, intending to modify it, then lost expertise on how it was put in Report Skills -
with Oracle, all we got was, brown paper processes and all that Report Flexibility -
you have to resort to Excel, based on Oracle Report Manual -
EMC is a very functionally driven organization Report Top down culture
another goal is integrate VMWare and convert Documentum to Oracle Report Centralisation
Bridget has to run these reports, to mirror Essbase changes Forecast Manual
by the budget being in Oracle we wont be dependent on Essbase uploads Report Correlation
Cork mfg forecast rolls up to US mfg functional controller Report Aggregation
Essbase downloads actuals, from which forecast is created Forecast Hard vs. soft target
Essbase is 3-dimensional, allows roll-up by geography, by function, by currency Report Correlation
great idea, taking Oracle actuals, reality is Essbase works at summary level Report Aggregation
one goal is BV consolidation, that wont be done on Oracle Report Manual
they took away the full departmental report for each country Report Centralisation
today is 15th April, the information in Essbase is only year to date end of March Forecast Latency
ERP took us in strategic direction of Shared Services Report Centralisation
the idea is to standardise and centralize Report Centralisation
Clariion service is not EMC, so accuracy is even more important Service Outsource
for smaller sites, serviced by Unisys and Bull, people depend on the reports Service Outsource
if were paying Unisys an hourly rate to confirm if the stuff is there Service Outsource
to integrate Legato / Documentum into EMC s/w support, major changes needed on both sides Service Flexibility
accurate by genealogy, what has shipped to what site Service Granularity +
all the billing goes through one system Quote to cash Centralisation +
at some point you are going to change obsolete systems anyhow Report Centralisation +
costing for spares in ERP, depreciated and reconciled for consumed / returned Service Accuracy / consistency+
CS benefits : serial number tracking, and ability to get more material faster Service Granularity +
customer service uses ERP as a trigger for back end processes (warranty period, ) Service Automation +
Day 32 helps them close the books Report Flexibility -
earlier visibility to whats missing from shipment, saves wasted install trip Service Granularity +
ERP forces consistency that forces data accuracy, so roll up is accurate Service Accuracy / consistency+
SIT Corporate Customer service VP Kathy Lyons MD
SIT Corporate Customer service VP Kathy Lyons MG
SIT Corporate Customer service VP Kathy Lyons OG
SIT Franklin Distribution Worldwide Distribution Snr Director Kevin Campbell CB
SIT Cork Distribution Snr Director Kevin Campbell CB
I dont think they ever actually put ERP in for the workers Make Latency -
integration of Mfg and CS eg. automated returning of serial numbers Service Automation +
It did drive better data, in that it had to be consistent Report Accuracy / consistency+
manufacturing were able to judge benefit of ERP vesus extra transactions Make Latency -
more accuracy around it because of one key shipping Service Accuracy / consistency+
move to a single instance of MacPac, youd go through the same pain Report Centralisation +
need a layer of specialised reporting skills with ERP Report Skills -
no more manual entry, everything had to be done at the source Report Accuracy / consistency+
that's the biggest thing, its faster so you can do more, more levers to pull Service Automation +
triggers for over-config, engineer sees the RMA, takes the stuff out and returns it Service Automation +
Clarify data warehouse exists, also a Clarify BCV, plus a bunch of reporting tools Service Correlation
figuring out how to be more profitable and cut expenses, you know data is visble Service Centralisation
I wouldnt think any analysis time was saved Report Correlation
there is more scrutiny across the board, but I think that is the right thing Service Granularity
you are taking out the massage factor Report Centralisation
you have more time to put the story around what the numbers say Report Correlation
youre given more time to do a deeper analysis (costs, turns, lead times, ) Service Granularity
ERP shows earlier how often vendors are hitting their goals Approve & Pay Granularity
CS spares forecast keyed into Catalyst for manufacturing and planning Service Manual
customer satisfaction (especially post-incident feedback Service KPI
diligence of sales in updating install at address Service Accuracy / consistency
real time report for operations : how many calls on the queue by severity by product Service Latency
2 of 6 acquisitions alone use 6,000 transactions per quarter Deliver Volume
adaptation is a challenge where business model is based on current structure Quote to cash Flexibility
allocation tools only handle Symm cabs, not upgrades, and not non-EMC products Deliver Granularity
almost every order today has something other than standard EMC product on it Quote to cash Sales order complexity
Cork has planners for big customers eg. Fujitsu Siemens, US sites manage by product Deliver Centralisation
factories are just another source of supply Deliver Sales order complexity
factories have their own allocation rules Deliver Centralisation
get the order scheduled through one day (merge or direct) Deliver Latency
Ive seen orders that had 100 releases Deliver Sales order complexity
looking at how an order gets washed to a source of supply Deliver Centralisation
no reservation or ATP system for upgrades means multiple shipments, multiple back order, multiple releases Deliver Automation
now selling $1000 type server, plus s/w, boards + misc, sold as a solution Quote to cash Sales order complexity
order should come to one allocation group, order managed by customer or by region Deliver Centralisation
reservation system and available to promise are not really readily available Deliver Flexibility
send order to best feasible source of supply is, and availability Deliver Centralisation
shipping complete and delivering complete is very difficult Deliver Sales order complexity
should manage Clariion orders by using work orders Make Automation
software is a different beast than hardware Quote to cash Sales order complexity
today, we dont maintain lead times across the whole supply chain Buy Granularity
vendor managed inventory model : you own it till I consume it Buy Outsource
we treat software like its a typical item, with serial no. Quote to cash Sales order complexity
we want it transacted and off our books, but the customer complete ship Deliver Flexibility
SIT Franklin Distribution Worldwide Distribution Snr Director Kevin Campbell EI
SIT Cork Distribution Snr Director Kevin Campbell EI
SIT Cork Distribution Snr Director Kevin Campbell MD
SIT Cork Distribution Snr Director Kevin Campbell MG
SIT Franklin Distribution Worldwide Distribution Snr Director Kevin Campbell MG
SIT Franklin Distribution Worldwide Distribution Snr Director Kevin Campbell OG
SIT Cork Distribution Snr Director Kevin Campbell OG
SIT Franklin Distribution Worldwide Distribution Snr Director Kevin Campbell SG
SIT Cork Distribution Snr Director Kevin Campbell SG
SIT Cork Sales Manager, Inside SalesKevin Flanagan CB
SIT Cork Sales Manager, Inside SalesKevin Flanagan EI
SIT Cork Sales Manager, Inside SalesKevin Flanagan GS
well probably have regional fulfilment bases Deliver Centralisation
were going from a factory centric to a supply centric network of suppliers Deliver Centralisation
you can recognize revenue on an email Deliver Automation
article lead times, one of things we chose not to use in Catalyst Deliver Flexibility -
data elements that are part of the quotation are not required fields Deliver Granularity -
ERP fitted around current process without looking at scalability Deliver Flexibility -
ERP hinders our ability to change Deliver Flexibility -
ERP system today doesnt address change in business Deliver Flexibility -
order can draw supply from Cork, Franklin, Apex or field Deliver Flexibility -
orders can get split in 3, and never get back together again Deliver Flexibility -
orders from 7 or 8 different sources, but Catalyst structured by factory Deliver Flexibility -
system built for Symm fulfilment, rather multi-sourced scenario Deliver Flexibility -
we automate the process instead of changing it Deliver Automation -
to maintain responisveness on shipping, youve got to have some minimal lead time Deliver Flexibility
complete shipments Deliver KPI
cost of bringing product in, total cost of ownership Deliver Goals
inventory turns and inventory accuracy Deliver KPI
product quality, and out of the box quality Deliver Goals
were expected to ship whatever comes in, no matter what time Deliver Flexibility
if mfg / OA out of synch will get orders that might not be legal Deliver Accuracy / consistency
mirrored inventory, item master, lead times, part #'s, configuration rules Deliver Accuracy / consistency
overhead in stocking s/w : physical logistics, storage, picking & packing Deliver Manual
sending orders to Cisco, they need accurate data, for servicing Deliver Granularity
should be mirror image between manufacturing and the order side Deliver Accuracy / consistency
we buy inventory, stage it, and ship it, without adding value Deliver Gap virtual vs. physical
1 allocation rule, clean order, schedule it, send to best factory Deliver Centralisation
changed from h/w to a multi-sourced product and s/w company Deliver Flexibility
order must be clean to automate wash to sources of supply Deliver Granularity
ship date scheduled by planner, before fulfillment by sites Deliver Centralisation
AX100 $10 k, the CX300 $30-50 k Quote to cash Volume
EMC has now brought out lower end products Quote to cash Volume
we become more and more integrated with the countries that we support Quote to cash Correlation
ESE = having the right information at the right time to make a decision Quote to cash Granularity -
ESE well run, a lot of people are being asked for input Quote to cash Skills +
everything we do here has to be exported to Excel and sent to the field Quote to cash Manual -
facilitate sales planning and better communication with factory Quote to cash Accuracy / consistency-
IS give us averages and trends, as we start to do more business in Comm & SME Quote to cash Aggregation -
not overly crisp on parent / subsidiary at the moment Quote to cash Granularity -
we dont have common systems, for inside sales and outside sales Quote to cash Accuracy / consistency-
we have created a repository to store and access information easily Buy Correlation -
EMC sales lead times long, quarter focus not sensible Quote to cash Accuracy / consistency
frequency of goals dictated by customer, product, and sales cycle Quote to cash Flexibility
have x people, each has revenue target of $2.8m Quote to cash Granularity
more work managing quarterly goals, but more nimble on your feet Quote to cash Goal culture
SIT Cork Sales Manager, Inside SalesKevin Flanagan MD
SIT Cork Sales Manager, Inside SalesKevin Flanagan MG
SIT Cork Sales Manager, Inside SalesKevin Flanagan OG
SIT Cork Sales Manager, Inside SalesKevin Flanagan SG
SIT Cork Finance Revenue Controller Kieran Barry Murphy CB
quantifying the opportunity Quote to cash Top down culture
resources based on an overall business plan Quote to cash Top down culture
youre on a trajectory to get you to $3m per person Quote to cash Stretch goals
decisions are related to target, how am I going to achieve that Quote to cash Goals
do we focus on more revenue from existing customers or new prospects Quote to cash Goals
for every 100 customers we probably need an Inside Sales person Quote to cash Goals
how many customers / prospects have you got, segment by segment Quote to cash Granularity
how many resources do you need to drive your country targets Quote to cash Goals
I think the decision was very much made on where have we got coverage Quote to cash Goals
key decision for Inside Sales is what segment are we going to focus on Quote to cash Goals
some sort of business intelligence rules to select the best partner for the customer Quote to cash Manual
target for Inside Sales will be same as for those external sales Quote to cash Goals
the decision was made very much in collaboration with the country Quote to cash Goals
the other thing that would impact us would be your market share Quote to cash Manual
trying to decide which channel partner you want to involve in which deal Quote to cash Manual
we are actually sizing the opportunity country by country Quote to cash Goals
# companies per sector, target per sector, # people for that sector Quote to Cash KPI
EMC focused on a small # of big firms, didnt need complex IS for trackinig Quote to Cash Granularity
focusing on the Clariion based products Quote to Cash Goals
make an office team relevant and integrated with country team Quote to Cash Centralisation
need very good systems to keep track of a much larger number of companies Quote to Cash Granularity
our pain is their pain, if they succeed we succeed Quote to Cash Goals
segmented on turnover (> $1b. = ent, > $100m. = comm) Quote to Cash Goals
working with Dun & Bradstreet on company hierarchy information Quote to Cash Granularity
# customers per segment not always clear, due to different segmentation rules Quote to cash Flexibility
engineers might put in whopping levels of detail about serial numbers Quote to cash Granularity
if I make my pipeline look good Im going to end up with a whopping target Quote to cash Hard vs. soft target
important customers require a good service level even for small deals Quote to cash Manual
in commercial space our job would be about prospecting Quote to cash Goals
sales guy doesnt have access to installed info in a user friendly way Quote to cash Granularity
subs of enterprise a/c's considered commercial a/c's in some countries Quote to cash Correlation
the average selling price we have around here is probably $30-40k Quote to cash Goals
the people who need it any particular time, dont have it Quote to cash Granularity
there hasnt been a system in the past where you could actually log it Quote to cash Granularity
they are trying to internalize and fight against the targets Quote to cash Hard vs. soft target
they dont have good visibility of what the customer has installed on site Quote to cash Granularity
you will end-up with individuals with very different targets Quote to cash Flexibility
we sell to the subs, who are decentralized Quote to Cash Centralisation
2 in a box, job is too big for one person, but neither is going to report to the other Quote to cash Centralisation
Hauch is more delivering the number and Goulden is more strategic Quote to cash Centralisation
I think EMC has always struggled with the customer Quote to cash Granularity
I would put it down to more evolution than grand plan Quote to cash Flexibility
keep the strategic initiatives running throughout the quarter, alongside operations Quote to cash Goals
no-one expected the downturn, so getting rid of some of the management, and getting them out selling Quote to cash Flexibility
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI
SIT Cork Finance Revenue Controller Kieran Barry Murphy MD
orders are coming through Direct Express, or Channel Express Quote to cash Automation
orders are more complex, thats why they take longer to put in Quote to cash Sales order complexity
some Legato integration work was done by programmers in India Report Skills
were gone to a matrix management as opposed to a line up Quote to cash Centralisation
before ERP you probably have lots of feelings, where as now you have lots of data Report Granularity +
Brio allows OA to see opportunities Quote to cash Correlation +
but normally when you change a process its going to cost money anyway Quote to cash Flexibility -
corporate are now happy that they own the process, so now they would be relinquishing more decision making locally Quote to cash Centralisation +
corporate have the data to get to anything they want to get to Quote to cash Centralisation Visibility +
Direct Express (Oracle 11i) lodges order to pending Quote to cash Correlation -
distribution getting it tonight as distinct from tomorrow morning, makes a big difference at end of quarter Deliver Latency -
EAG know what the system can or can't do, instead of, thats what we want, how about if we did this Quote to cash Skills -
I couldnt care less if you buy twice as many machines, thats not my problem, my problem is to complain about itQuote to cash Latency -
in Catalyst, it was out of scope, in Quote to cash they say not in scope Report Centralisation -
interface errors: de-booking an order when cash is applied to it, or they set up a new order type, and it doesnt work Quote to cash Latency -
invoicing is the biggest problem that we still have, the most manual Quote to cash Manual -
maybe customer has SAP and it only accepts one invoice per PO Quote to cash Flexibility -
my answer to it will be, get used to it, its not going to go away, I want the reports, you deal with the volume of records Quote to cash Latency -
now, you log a SIR, you get it prioritized, it would go to Bill Tueber for approval Quote to cash Centralisation -
PS can only be invoiced by the country, it cant be invoiced by Ireland Quote to cash Flexibility -
senior management want to own the process and how it works in the system Quote to cash Centralisation +
the customer wants Project Y on the invoice, nothing else Quote to cash Flexibility -
there are things in the system that you can turn off to give you extra capacity Deliver Latency +
they probably do create all the data that you need, but by doing that, they create a problem Quote to cash Granularity -
tweaks in every country, different invoicing entities, entities cant invoice in certain currencies Quote to cash Flexibility -
volume has been increasing at a huge pace Quote to cash Latency -
we couldnt do shared services without ERP in place Quote to cash Centralisation +
we have so many different Oracle versions, were after going back to the same thing Quote to cash Accuracy / consistency-
we put in OIC, now Oracle have a new version of OIC out that we probably wrote for them Report Flexibility -
we talk to PPMG, they talk to EAG, we're not supposed to talk to programmers Quote to cash Centralisation -
we use the ERP solution in addition with FileNet, which routes it automatically Quote to cash Automation +
we wanted a new order type, for pVals, Maria said fine, pVal was created and implemented Quote to cash Centralisation -
you can see the value of ERP, in that all the screens are the same, it must make it easier for programmers as well Quote to cash Centralisation +
that would be Oracle, CS looked at Oracle but it doesnt really suit them, and we said well it didnt really suit the rest of us either Report Centralisation
before, all the controllers reported to Finance, whereas now they report to regional controllers Quote to cash Centralisation
before, if expenses were over, theyd go and contact every country, now Denis rings Paul Report Centralisation
Brio cant keep up, at 1 oclock you are looking at information that was there at 8 oclock Quote to cash Latency
conversely, in Q2 and Q4 is probably where you need your information even more Quote to cash Latency
decision making is more decentralised, they are given their goals, they are probably left alone if they deliver on them Report Centralisation
Distribution probably didnt get them in time to ship them Deliver Latency
evidence of decentralisation: change in the organisation chart, goals, or approval routings Report Centralisation
execution now being sales bringing in the orders on time Quote to cash Latency
hiring the people, training the people, and then transitioning the work Quote to cash Centralisation
if we were very rich in margin, we take all the bad margin orders, and leave the high margin orders for next quarter Quote to cash Manual
SIT Cork Finance Revenue Controller Kieran Barry Murphy MG
SIT Cork Finance Revenue Controller Kieran Barry Murphy OG
SIT Corporate Finance Order to Cash Global Revenue Reporting Manager Kristina Fileva EI
its a decision tree in OA process to decide what type of order it is Quote to cash Manual
its not volume, its volume within a deadline Quote to cash Hard vs. soft target
its the quarter thats most critical that you need it updating even faster Quote to cash Latency
OA receive most of the orders in the afternoon, so work late to process them Quote to cash Latency
on the last day you wouldnt even review the order just approve it Quote to cash Flexibility
order type governs the revenue and tracking the revenue and where it is Quote to cash Correlation
orders backing up in pending, awaiting approval, or volume bottleneck Quote to cash Latency
Q1 and Q3 are tougher quarters than Q2 and Q4 Quote to cash Manual
Sanchez & team are working to EMEA number, we want to do this, it'll cost 5 million, now where do we get 5mReport Centralisation
so backlog increases in the afternoon, but manufacturing have gone home Deliver Latency
the information is there, getting it out on a timely basis is the problem Report Latency
the shifts didnt suit when the volume of work is coming in Quote to cash Latency
there was a greater backlog number than what was expected Deliver Latency
US would have the executive machine, they might have the reports faster Report Latency
we are now very much a theatre driven company, we have EMEA, APJ and the Americas Deliver Centralisation
we didnt have a good qtr end from an execution point of view Quote to cash Latency
which order they may ship, or which order they will not ship Quote to cash Manual
Compliance is #1 goal (Sarbanes Oxeley, internal audit, external audit) Quote to Cash Goals
integration for acquired companies (Legato, VMWare, Documentum, Dantz, Smarts) Report Centralisation
OA, revenue accounting, commissions, costs Quote to Cash Centralisation
revenue would be highly watched throughout the quarter, especially last days of quarter Report Seasonality
Sarbanes was now more that you were doing it right on every transaction Report Granularity
shared services Report Centralisation
supporting projects (Quote to Cash and Customer Service integration) Report Goals
the process for approving the order, whether its the first day or the last day, you know, Sarbanes doesnt care Quote to Cash Flexibility
when all OA is on one ERP system, you can manage the people, you get better efficiencies Quote to Cash Centralisation
a majority of invoices are manual as opposed to system driven Quote to cash Manual
caught in the middle, both sales and distribution want to get pending orders approved Deliver Manual
Cork does 90% system invoices, other countries would be 10% system invoices Quote to cash Manual
customer will want one PO, hell want to deal with one person, he gets justification for one project Quote to cash Correlation
Italy needs a red stamp on every invoice, and numerical sequence is a huge problem Quote to cash Manual
links set up correctly eg. tie the maintenance to the right software line Quote to cash Correlation
pending orders should be zero Quote to cash Goals
sure that everything on the customer paperwork is on the order Quote to cash Manual
the invoice is the biggest piece of revenue information, its in there, and you need it out of there Quote to cash Manual
you have to make sure that the revenue is allocated correctly Quote to cash Latency
youre an easy account to work with, so if you asked them for a favour Quote to cash Flexibility
Brio group works well because its small and they know everything thats there Quote to cash Skills +
data moved from many different places, no one reporting tool perfect, ended up with 5 versions of revenue Report Correlation -
if youre looking for something within one system module, youre fine Quote to cash Granularity +
in IDW group, maybe CS dont understand revenue report, so they ask to create one Quote to cash Skills +
NRT and IDW, with the same logic, aggregate and interpret into increments Quote to cash Correlation -
when you want information from multiple modules, then Oracle Quote to cash Correlation -
you should be able to link orders to contracts, we dont have all of that Quote to cash Correlation -
SIT Corporate Finance Order to Cash Global Revenue Reporting Manager Kristina Fileva MD
SIT Corporate Finance Order to Cash Global Revenue Reporting Manager Kristina Fileva MG
SIT Corporate Finance Order to Cash Global Revenue Reporting Manager Kristina Fileva OG
SIT Corporate Finance Order to Cash EIM Project Director Lee DeVries EI
at order level, you need a recording aggregation layer to pull the individual systems together Quote to cash Aggregation
BMT cube application for revenue forecasting (Essbase) Quote to cash Aggregation
BMT has revenue forecast and local actuals, pulling from IDW Quote to cash Aggregation
BMT is a multi-dimensional calculation so it's very productive Quote to cash Aggregation
data on product sales has to be manually worked to reflect complex sales relationships Quote to cash Manual
different perspectives, different buckets Quote to cash Aggregation
eg. different roll up methods rep to DM area, date dependent Quote to cash Manual
ensure your revenue does make sense, get confidence in the data Quote to cash Correlation
every time its more time, more people Quote to cash Skills
flexibility in defining geographies, how product rolls up, how you define your customers Quote to cash Aggregation
for goaled people you may provide pre-defined views Quote to cash Aggregation
in many cases we will structure the data, with an indication of the structure Quote to cash Aggregation
managers use reports to "reveal" issues, depending on way it's cut Quote to cash Correlation
need 3 levels to aggregate data (product type, roll-up, and new products) Quote to cash Aggregation
one of our roles is to educate our customers about what it is they are looking at Quote to cash Skills
people have different perceptions, especially when you end up in a roll-up methodology Quote to cash Aggregation
revenue is low on some products, what is the problem, what is happening? Quote to cash Correlation
the more data you have the more confident you become, requesting changes Quote to cash Skills
the more information you provide, the more questions they raise Quote to cash Skills
their job is not reporting, their job should be I need to drive to this Quote to cash Skills
user community varies, so not everyone gets full reporting capability Quote to cash Aggregation
we want to be flexible, talk about solutions, but how do we define solutions Quote to cash Skills
we want to do analysis, these tasks become very tedious Quote to cash Aggregation
whats my revenue by geography, by product? Report Aggregation
when acquiring companies, the methodology to present EMC changes Quote to cash Aggregation
you make changes on the data warehouse side Quote to cash Aggregation
all customers are finance (corporate, Cork) Report Skills
metric becomes obsolete, something else becomes current Report KPI
old metrics can affect performance of the system Report Latency
organise a reporting system to deal with demand for reports Report Skills
picking up CS revenue from installed base will increase demand for information Report Granularity
solution process: identify a metric to track, and make it visible Report KPI
trying to find out why, pulling different data points, talking to different people Report Gap virtual vs. physical
you show variance on prior year forecast, but to get to the "why" its 5 more reports Report KPI
30% of our time is data analysis and report structuring Report Correlation
ensure integrity in how data aggregated and fed from one system to another Report Accuracy / consistency
ensure product or customer detail makes sense, roll up is aligned Report Manual
ensure reporting systems numbers same as financial reporting tools Report Accuracy / consistency
our main process is quarter close and earnings call preparation Report Goals
reconciliation, making sure data makes sense, more like data integrity Report Accuracy / consistency
Customer Service integration, focus is now on profitability Service Correlation +
ERP data lacking in completeness, conciseness, free of error, understandability, appropriate amount Report Accuracy / consistency-
ERP has been process focused rather than decision focused Report Automation -
Problem at order entry: deals linking up to other deals Report Correlation -
SIT Cork Distribution Customer commit Maoliosa Curtin CB
SIT Cork Distribution Customer commit Maoliosa Curtin EI
SIT Cork Distribution Customer commit Maoliosa Curtin MD
SIT Cork Distribution Customer commit Maoliosa Curtin OG
Problem with territorial management of sales (definitions) Report Accuracy / consistency-
requirement for revenue recognition, is that goods are delivered to sites by 31st Deliver Seasonality
revenue recognition rules have tightened up massively Quote to cash Accuracy / consistency
So theres a load of cut-offs, and then theres Dell. So its getting more aggressive Deliver Seasonality
we have our own quarter end, we support the Dell quarter end Deliver Seasonality
- how many DMXs are in the UK operating unit Deliver Granularity -
- how many orders do I have now Deliver KPI -
- whats the total backlog Deliver KPI -
And at all times, each person hitting the backlog, it has to be up to date Deliver Latency -
Brio doesnt give us additional information, but the way it shows us information is critical Deliver Flexibility +
Brio report modified to show if there's anything hanging in one-key shipping (Yes / No) Deliver Latency -
closing a quarter with a high backlog is messy Deliver KPI =
ERP report fine if youre doing a country like Norway, that has 12 orders Deliver Aggregation -
for us the value add is that it comes out in report format Deliver Correlation +
If it happens one of 90 nights, unfortunately that is the one night that is important. Deliver Latency -
no OA issues, order entered in Direct Express, so they come on fairly automatically Deliver Automation +
so we had a lack of visibility on how much of our backlog we were actually shipping Deliver Latency -
The transaction was running, but the batch job was hanging Buy Latency -
using up inventory on an order but not automatically updating inventory Deliver Latency -
weve got a standalone system, its obviously not tied in to our Oracle system at all Deliver Manual -
when an order gets keyed off the system, it was hanging in the system Deliver Latency -
you can view your entire backlog on Oracle, but only 12 lines at a time Deliver Aggregation -
you cant see any of the following on Oracle: Deliver KPI -
as you get towards the last day your ship date is the 31st Deliver Hard vs. soft target
at times backlog is not right, because of shortages, priorities, purges you cant tell them about, Deliver Gap virtual vs. physical
Cabinet Availability Tool (CAT) will tell us when its due down in test Deliver Correlation
Colman wouldnt look at the same backlog as us Deliver Granularity
countries access Brio report, so they see scheduled ship date Deliver Granularity
EMC offices see the backlog data and they are working from that Deliver Centralisation
equally wed push it backwards, and sometimes theyll push back Deliver Manual
I export backlog to Excel, tidy it up, so that its easier to read Deliver Manual
pivots we look at are approved orders, revenue orders Deliver Flexibility
So we have a number of cut-offs Deliver Goals
stock levels on Oracle are different from actual stock levels Deliver Gap virtual vs. physical
theyd have visibility before we would along the chain Deliver Correlation
you call it off 2 or 3 days beforehand, allowing you to catch any shortages Deliver Manual
All of your orders, within 24 hours, need to have a date or a comment Deliver Granularity
Cork revenue group doing up a lot of the EMEA orders Deliver Accuracy / consistency
Distribution (my group) owns the order once its approved Deliver Correlation
ERP is fine for the hands-on person, to see the commit, and start releasing it Deliver Granularity
Every single order would have a call off from Glanmire Deliver Manual
from the pick released order, you see what peripherals are required Deliver Manual
if its revenue at risk, youd put that in a comment, youre not going to get a date Deliver Latency
looking at open orders and applying Commit dates Deliver Manual
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan CB
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan EI
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan GS
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan MD
planners work off Maintain Backlog Comments, and use it live Deliver Flexibility
those commit dates are critical at all times, thats what drives us Deliver Hard vs. soft target
we are front-end to the customer Deliver Goals
were responsible for ship date and getting it out on committed day or last day of qtr Deliver Goals
you assign commit date on Oracle to your backlog, thats what countries look at Deliver Manual
a lean supply chain is fine when you are pulling to real demand, to actual orders Buy Plan vs. actual
as soon as we say to a supplier go build, thats a liability Buy Hard vs. soft target
most of what we buy is custom (PCB, drives, sheet metal) Buy Accuracy / consistency
nobody in factories first 8 weeks of quarter, then 1,000 people last 4 weeks, if you went lean SCM Make Seasonality
pull to demand is fine, but that is assuming that you have infinite capacity to pull from Buy Hard vs. soft target
supply chain theory means everyone pulling at a rate, and that people are seeing real demand Buy Gap virtual vs. physical
we are putting in pull strategies to stuff that we dont actually add value to here Buy Uncertainty
were pulling to availability to be able to utilize our capacity Buy Uncertainty
an integrated view would help, instead of getting just emails or reports on what everyone has in the supply chainBuy Manual -
ERP re-routes PO changes all the way back for re-approval again (SIR to change) Buy Automation -
ERP systems are only as good as the data in them Buy Accuracy / consistency-
purchase orders arent automatically driven by Oracle Buy Manual -
supply chain modeling is on ERP, you have an integrated pull and see it along Buy Correlation +
the problem with Brio was that refresh was every 24 hours so you werent having live data Buy Latency -
the reporting out of Oracle was terrible, terrible Buy Aggregation -
there is an open order report there but you would want to be Einstein to be able to understand it Buy Granularity -
BRM tries to second guess, through marketing, actuals etc. make up of revenue Buy Plan vs. actual
EMC in bottom quartile, from a forecast accuracy point of view Forecast Accuracy / consistency
it starts off that weve a revenue goal, $2.5 bn next quarter, thats the stretch goal Buy Stretch goals
so our whole model of forecasting is inherently wrong Forecast Accuracy / consistency
2 weeks to quarter end, we've only pulled 30% of the build plan, vendor will say, OK, use it or lose it Buy Hard vs. soft target
are you going to make the BRM, or are you going to second guess it Buy Uncertainty
because were sub-contracting so much, that 10 days is being very optimistic Buy Latency
before I could come back with a committed MRP it could take me 10 working days Buy Latency
before you get an SO, you have to make an intellectual decision, yes, go and build it Buy Manual
eg. boards from Thailand, bring at normal service ( 7 days) or premium service (2 days): impact on TLC goal! Buy Goals
from the time that we get a BRM feed to the time that Ill get an MRP, it takes 4 to 5 days Buy Latency
if forecast is wrong, factories take into account total landed cost from suppliers, including premium cost Buy Hard vs. soft target
if we had just one product change, we would do a manual change, we wouldnt re-do MRP Buy Manual
if we see that BRM is off, we will re-run MRP again, we can run MRPas often as we want Buy Manual
itll take me probably a good 4 days probably for me to get everything out to my vendors Buy Manual
my clock is stopped basically, because theyll have to come back to me with their commit Buy Latency
once MRP is released to us, we run planning detail reports, netting the receipts manually Buy Manual
our next MRP run showed we were netting all this in finished goods Buy Uncertainty
planning would do a simple blow down thing on a spreadsheet for us Buy Manual
pricing was local, but post McKinsey, pricing and contractual stuff was done at a global point of view Buy Centralisation
so youre going to have to give me a false pull, to make it Buy Manual
thats for us to prove, the goal will be there, we've to justify higher TLC Buy Manual
then at end Q2, ERP or no ERP, sales didnt happen, we had a lot of finished goods Buy Uncertainty
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan MG
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan OG
SIT Cork Information Systems Manager, PPMG Marie Cooney EI
SIT Cork Information Systems BRM Manager, PPMG Marie Cooney EI
SIT Cork Information Systems Manager, PPMG Marie Cooney MD
then I have to re-capture all my receipts from the time that he took his snapshot Buy Manual
then theyll have to wait a day or 2 days or 4 days, to run their MRPs Buy Latency
theres still a lot of hockey stick for everything, its not just Dell Buy Seasonality
we hadnt done numbers in Q1, Q2 had also reduced were bringing that number back down Buy Manual
with a good forecast, I could put capacity in place without incurring huge cost Buy Uncertainty
another goal that we would have is making the availability plan Buy Goals
at a local level a lot of us were questioning the ERP output Buy Hard vs. soft target
but were left with a lot of finished goods Buy Goals
changing to a new product family, and old vendor isnt getting new business Buy Uncertainty
making the plan meant going after vendors, whether we believed numbers or not Buy Hard vs. soft target
no backlog at start of quarter, so BRM is all forecast, rather than hard data Forecast Hard vs. soft target
should cost based on linear plan, but in Q1, we had to get our suppliers on 2nd shifts, overtime Buy Uncertainty
we can question, but cant change, because availability plan is what we are measured on Buy Goals
were building to an availability plan, versus real customer demand Make Goals
a bottoms up costing analysis, based on an ideal level load Buy Plan vs. actual
go from 20 cabs a week to 60 cabs a week incurred premium costs Buy Uncertainty
our forecast is certainly not level loaded Buy Uncertainty
the whole McKinsey thing as related to cost was changed to should cost Buy Goals
we do use blanket POs ($ value) Buy Plan vs. actual
we were negotiating capacity in Q1 and Q2, so that helped in getting capacity Buy Hard vs. soft target
backlog runs slower on Oracle, because of the CPU utilization Deliver Latency -
backlog showing orders that have shipped already Deliver Latency -
Clariion volumes went through the roof, so one key shipping was slowing down Deliver Latency -
Cork works by operating unit but Apex cares about area and district Deliver Accuracy / consistency-
export data, process query (10), write it up to server (5), then pull back report to PC (3) Buy Latency -
in Oracle, youd have to write a different report for every plant: nightmare! Deliver Flexibility -
Melissa exports them to Excel and emails them to Jerry, every half hour Deliver Manual -
problem not CPU utilization, its the huge data volumes going through Deliver Latency -
SharePlex is real-time, its every 10 minutes, its a copy of 200 Oracle tables Deliver Correlation -
the data is only 20 minutes old, if SharePlex is up to date Deliver Latency -
the data set is structured, just the views are different Deliver Flexibility +
the EOQ backlog report runs automatically every 20 minutes for them Deliver Automation +
there is so much data, to run it for a quarter on your PC, it would hang it Deliver Latency -
they can also miss revenue because they dont see approved orders coming in Deliver Latency -
user interface to data is critical, not just how quickly you get data back Report Flexibility -
weve tuned that thing to within an inch of its life Report Latency -
a month has 500,000 shipment records, so they export it month by month Deliver Granularity
approved orders run on Oracle because revenue will be missed otherwise Deliver Latency
Brio gives access to all this data and lets user manipulate it Report Flexibility
but he is using this, along with other data, soft and hard, to make decisions Deliver Manual
day old data is often good enough, for quality, for engineering Report Latency
every 20 minutes that data is updated, all they have to do is shut Brio down, open it up Report Latency
for Oracle, by the time you get out to go in and look at the answer, it will be there Report Latency
have right responsibility in Oracle, click reports, find report, select it, select parameters Report Latency
SIT Cork Information Systems BRM Manager, PPMG Marie Cooney MD
SIT Cork Information Systems Manager, PPMG Marie Cooney MG
SIT Cork Information Systems Manager, PPMG Marie Cooney OG
SIT Cork Information Systems BRM Manager, PPMG Marie Cooney OG
SIT Corporate Finance Financial Accounting TreasuryAssistant Treasurer Mark Glenn EI
how many of this model, how much dollar value, how many orders impacted by that model Deliver KPI
I run the quarter shipment data the first week of the next quarter Deliver Granularity
Im trying to get him a dollar shipped report Deliver Centralisation
if you could see the revenue shipped worldwide, it would be insider knowledge Deliver Centralisation
Melissa chucks data around, because shes asking different questions Deliver Flexibility
nothing stops users taking out other stuff, because they can manipulate the data Deliver Manual
Oracle report is instantaneous but can't be manipulated Report Flexibility
they are not going to be prepared to run a gazillion reports in Oracle Report Flexibility
they are trying to work off this one suite of reports only, this is their life Deliver Skills
they cant run this kind of report and have time to analyse the data Report Latency
this is all going down to every line on every order Deliver Granularity
we give them hard data to make decisions, they just dont know whats coming Deliver Uncertainty
you always have to wait for the sales rep holding back Deliver Latency
you cant action stuff correctly unless you know what the dollar figure is Deliver Gap virtual vs. physical
you know you cant look at it on Oracle on screen, you have to print it out Report Manual
dont want to miss target, but not trying to hit it on the nose either Deliver Goals
forecasts are never accurate, its not about meeting your forecast Deliver Hard vs. soft target
Jerry knows product balance, and is trying to get as many matches to the orders as possible Deliver Manual
JS trying to reduce backlog, given that $20 m more is coming in Deliver Goals
left over with backlog means youre left over with inventory that didnt ship Deliver Goals
most critical piece of information : how many million are left? Deliver KPI
Performance to Commit is SharePlex, because the data is there Deliver KPI
this is how it works, trying to get the highest dollars out Deliver Manual
US wont try to complete ship, international customers wont tolerate a partial ship Deliver Flexibility
a separate team are allocating in parallel Deliver Manual
APEX include professional services in backlog, other sites dont Deliver Accuracy / consistency
at the end of quarter, we ask customers to accept partial shipments Deliver Flexibility
backlog is by definition all open orders Deliver Flexibility
Day 32: you can keep keying, as long as product physically packed and shipped Deliver Gap virtual vs. physical
different backlog reports are different views of same data, but the rules are the same Deliver Accuracy / consistency
for last minute orders, you can Day-32 key it, you can drop-ship Deliver Gap virtual vs. physical
hes trying to see the orders as soon as they come in approved Deliver Latency
Jerry doesnt know what the next order to come in is going to be looking for Deliver Uncertainty
Melissa distributes that immediately to planners, and they can pick release it Deliver Manual
new approved orders come into backlog, and are sent to planners for pick release Deliver Manual
orders come in at 11.30 and are shipped by midnight Deliver Flexibility
Sales Ops are calling the priority orders with distribution Deliver Manual
the decisions have to be made here by our midnight Deliver Hard vs. soft target
the next day when you come in, you cant pick release, you can only ship Deliver Flexibility
there was a call, OK, this customer order, needs to go, can you get it out Deliver Manual
they put reason codes against the orders on backlog Deliver Manual
when order pick released it also calls off the material from IEC Deliver Correlation
100 EMC legal entities, 100 balance sheets revalued each month for currency movement Report Automation +
accuracy, timeliness and format of information, is critical in meeting goal Report Accuracy / consistency+
SIT Corporate Finance Financial Accounting TreasuryAssistant Treasurer Mark Glenn MG
SIT Corporate Information Systems CIO Mark Quigley CB
SIT Corporate Information Systems CIO Mark Quigley EI
SIT Corporate Information Systems CIO Mark Quigley GS
SIT Corporate Information Systems CIO Mark Quigley MD
SIT Corporate Manufacturing Vice President Mike Kerouac CB
SIT Corporate Manufacturing Vice President Mike Kerouac CB
SIT Corporate Manufacturing Vice President Mike Kerouac EI
by the time youve gathered data manually the dollars moved 10% and youve lost a hundred million dollars Report Automation +
every balance sheet balance is in the ERP system Report Granularity +
import Catalyst data into our models that allow very fast analysis and very fast decisions Report Centralisation +
No its Shareplex. Ger Corkery wrote it Report Skills -
one place for all information, know its accurate, and extraction capability to a workable format Report Accuracy / consistency+
adopt a hedging accounting standard so that we can hedge longer data out further Treasury Goals
determine whether we want to change our insurance broker Treasury Goals
goal is no exchange impact on all these balances Treasury Goals
its forecasted, were all accountable for it, and I get paid for it Treasury Goals
the profitability of our currency hedging programme Treasury Goals
we aggregate all balances to get a # per currency, so that we can hedge it Treasury Aggregation
we have to expense stock options starting January 2006 Treasury Goals
breadth of the h/w, s/w and service offerings, throw on acquisitions, it's a complicated business Quote to cash Sales order complexity
DW works when we first do it, but it continues to evolve Quote to cash Flexibility
EIM will try to meet requirements, but 6 months after go-live, there'll be 3 more holes, because things change Report Flexibility
organisation, market and business model shifts, so timely information for DM to support goals is difficult Report Flexibility
re-inventing ourselves to stand in front of the market, drives us to ask for information in a different way Report Flexibility
we change organisational structure, we may need information in a different way Report Flexibility
at EMC's size, have to put a stake in the ground, or get out of control in terms of information Report Centralisation +
Best of breed is more expensive and more difficult to keep it working properly Report Centralisation +
Catalyst, Go To Market, these are incremental steps, information is better than it ever was Report Automation +
creation of data warehouse, and sorting, cutting, reporting based on what you think you know Report Flexibility -
disparate IT groups in each of function was not scalable, cost efficient, or integrated Report Centralisation +
it can frustrate people that they cant do something quick and dirty Report Flexibility -
new DW should be inclusive and flexible (manipulate and cut information in different ways) Report Flexibility -
Oracle has transactions, key is data warehouse, is it giving the information run the business Report Flexibility -
problems of governance, costs going out of control, and people with different sets of information Report Centralisation +
when weve done major programmes, reporting gets crunched, kept to back end Report Correlation -
your business says maybe youre not quick enough to give them what they need. Report Flexibility -
Joe and EVP's Joe set priorities for year and review every quarter Report Top down culture
make sure goals are lined up properly for each function Report Goal culture
people need to have co-shared goals Report Goal conflict
spend a lot of time making sure goals align properly Report Goal culture
EIM work stream working on data warehouse structure, first time doing this up front Report Centralisation
little front-end thinking about getting management information, once solution installed Report Manual
reporting of information is one of the biggest things were always trimming around with Report Flexibility
EMC is not yet a high volume business like Dell Quote to cash Volume
reality is that if you don't re-invent your business. It doesnt work. Quote to cash Flexibility
dont see ERP delivering much "standard" reporting, advanced stuff is off the radar Make Flexibility -
ERP benefits "over promised" by vendors, had to strip out functionality to meet deadlines Make Flexibility -
ERP has an incredible amount of embedded content Make Granularity -
ERP is transactional only, not good in planning or logistics, getting operational information not easy Make Correlation -
Finance got what they want, Bill Tueber gets his data within 1/2 days Report Automation +
good core functionality is reports on budget and inventory turns Make Aggregation +
SIT Corporate Manufacturing Vice President Mike Kerouac GS
SIT Corporate Manufacturing Vice President Mike Kerouac MG
SIT Corporate Manufacturing Vice President Mike Kerouac OG
SIT Corporate Manufacturing Vice President Mike Kerouac SG
SIT Cork Manufacturing Assembly & Test Mike Regan CB
SIT Cork Manufacturing Assembly & Test Mike Regan CB
SIT Cork Manufacturing Assembly & Test Mike Regan EI
SAP have demoed a new inventory tool, 1 transaction per cab, instead of 1,000's Make Latency -
we cripple Oracle with transaction levels, yet we have fastest kit in the world Make Latency -
we customised it, it's gone too far, we're all out of whack, we're screwed Make Gap virtual vs. physical -
attitude to achieving goals: depends on how money focused you are Make Goal culture
but things can change in a week in this business Make Flexibility
details don't matter of how you get there, just get there Make Granularity
doesnt matter if metric not achieved, it's the effort that counts Make Goal culture
drivers should be set at corporate level and behaviour adapted to these drivers Make Top down culture
each site submits it's own goals, they are reviewed and best are shared to all sites Make Top down culture
EMC Corp also has it's own goals, as do SPO divisioin (Storage Platform Operations) Make Top down culture
establish levers that create an adaptable environment Make Goal culture
External factors on goals: the cost / quality see-saw (costs down, quality down & quality up, costs up) Make Goal conflict
goal culture of quantifying everything come from academics, business schools Make Goal culture
goals are collaborative (corporate) or control (core function) Make Goal culture
goals are top down and bottom up Make Top down culture
goals can drive behaviour that is not in the company's interest Make Goal culture
goals shared eg. 3 plants accountable for quality Make Goal conflict
have seen people renege on good process improvements because of goal focus Make Goal conflict
lean goals improvements are orders of magnitude (+50%, +100%) Make Granularity
site has: best site goals + Corp + SPO + own site goals - any duplicates (eg. 15 goals) Make Top down culture
some goals eg. Revenue / head can drive wrong behaviour Make Goal culture
Wall St. never cares about quality Report Goal conflict
eg. cycle time from 5 mins to 2.5 mins, floorspace from 20k ft. workspace to 10k ft. Make KPI
eg. Franklin do yield reporting their way, too decentralised Make Centralisation
same for planning, done differently in 3 plants Plan Flexibility
TCE: end to end customer tracability, visibility of orders, transport / logistics visibility Deliver Granularity
tools we would like: order tracking, shipped $ per hour, advanced planning rules, forecast variability, can-build analysis Make Correlation
we need "stewardship" or data ownership, instead of multiple versions of data Make Gap virtual vs. physical
Metrics are measured differently by 3 plants eg. ESS yield Make Accuracy / consistency
Yield 1: Franklin measures movement between inventory stages in test cycle Make Accuracy / consistency
Yield 2: pass / fail stats in Excel Make Accuracy / consistency
Yield 3: uses embedded tool in Oracle quality module Make Accuracy / consistency
6 Sigma corporate goal, plant implements some aspect Make Goals
no one person can get a handle on the whole picture Make Granularity
strategic drivers: right people, right place, right time, right skills Make Goals
to be effective we also need the right data, in the right place, at the right time Make Granularity
if Pirhana came in, theyd want new start reports Make Automation
theres a whole bureaucratic process to get access to some of these tables Make Centralisation
Access used to download from GA because easier to programme Make Manual -
as you become aware of whats there, potential for time saving increases Make Skills +
because well only kill the goose that laid the golden egg Make Aggregation -
can a transactional system make a production process go faster? Make Gap virtual vs. physical -
do an ad-hoc, then work on automating that Make Automation +
generate a report for last month, and you tell me if its what you want Make Skills +
SIT Cork Manufacturing Assembly & Test Mike Regan MD
SIT Cork Manufacturing Assembly & Test Mike Regan OG
SIT Corporate Finance Customer Operations Product Allocation Manager Mike Terry EI
SIT Corporate Finance Customer Operations Product Allocation Manager Mike Terry GS
SIT Corporate Finance Customer Operations Product Allocation Manager Mike Terry MD
I understand why stuff happened, politics basically, it makes the difference Make Gap virtual vs. physical -
it takes a bit of time to understand whats happening Make Gap virtual vs. physical -
IT, itself, wont have the resource to do it Make Skills -
its not like youd see someone walking into a meeting with an Oracle report Make Aggregation -
just do the Special Copy on Oracle report, then clean it up in Excel Make Manual -
like Id walk out on the floor and Id say, alright lads, whats the story here Make Skills -
no access to linked servers so GA queried via Access Make Aggregation -
now I can report on 3 plants at one time, using the same criteria Make Aggregation +
SharePlex in US, so on-hand inventory is in Slocaz Make Accuracy / consistency-
so by the time you have a report done, the process is out of date Make Gap virtual vs. physical -
some of the purge reports in Oracle are good Make Granularity +
theres performance issues with SharePlex Make Latency -
users end up doing reporting for Mfg, Eng and Inv Make Centralisation -
we have restricted connections to SharePlex Make Aggregation -
business cycle time should reflect need for real time reporting Make Latency
they want a live NAD report in the last week of the quarter Make Latency
whats wrong now, how to fix it, how to pull it back, what are implications Make Manual
does it help your box to get from receiving to the shipping dock, probably not Make Latency
itll tell you where it is, whats in it, and how long it took to get there Make Granularity
on-hand report, stock movement report, nesting report, nesting validation report, cycle time report Make Flexibility
$1.2 million of that $3 million of pVals was transaction error Deliver Gap virtual vs. physical -
OA try to go too fast, doesnt transact every line Deliver Latency -
original data dodgy + people under pressure = inaccuracy Deliver Accuracy / consistency-
RMA returns: no information Deliver Granularity -
shipped but not transacted: revenue wrong, inventory wrong Deliver Latency -
theres a website that we can go to and see what the commit date Deliver Manual -
they take the Access database of what we have shipped and allocated Deliver Manual -
accessible information has multiplied # different cuts Deliver Granularity
It was easier to lie your way out of it before Deliver Granularity
meet target, youll be fine, otherwise, youre not paid Quote to cash Goal culture
Metrics on s/w content, NAS content, Deliver Granularity
transactional integrity and process result in inaccuracy Deliver Accuracy / consistency
allocation iterations and delays dont give ample time to make decisions Deliver Latency
BRM is monthly, but Sales Ops also work it real time Deliver Manual
can plan availability on components (channels, memory, ) but not collectively Plan Manual
can't project what repairs would be coming back in from Seagate Plan Uncertainty
Cleveland Ohio, Detroit, I trust your word : youre going to get it Deliver Manual
Customer Ops negotiate with CS for drives a piecemeal thing Plan Manual
decision process doesnt get communicated very well, internally Plan Centralisation
fewer orders at qtr end require specific date delivery (except FOB, certification, ) Deliver Manual
it's sales ops that need to ask DM's "are we OK to let this thing slip?" Quote to cash Manual
just so as we can make that invoice, so as we dont lose the revenue Deliver Manual
manufacturing planning respond to BRM, even if Customer Ops need something else Plan Goals
Mfg can't predict returns from customer service due to variable churn Plan Uncertainty
SIT Corporate Finance Customer Operations Product Allocation Manager Mike Terry MG
SIT Corporate Finance Customer Operations Product Allocation Manager Mike Terry OG
negotiation with mfg on a blow by blow basis: more poker than DM! Deliver Manual
No MRP: whats my longest lead time item Plan Manual
one big deal can skew demand for the quarter Deliver Granularity
planning ignores actual demand: happens a lot, particularly on transitions Plan Latency
Sales Ops look at "hit rate", how many allocates come in with good configs Quote to cash Goals
so you got to mix and match, maybe take 20 of these, and make 10 of those Make Manual
so you throw it out, and you look at a bunch of different scenarios Deliver Manual
spreadsheets, not ERP, tell you how many more do you have to go Quote to cash Manual
square away enough for this guy so he can make his number Quote to cash Goals
tactical short term information on RMA's isnt available Plan Uncertainty
take one thats allocated ahead of it, or some of its components Deliver Manual
taking the frame that you have, pushing it all the way through: build to stock Deliver Uncertainty
they plan on overall mix (based on average configs) Plan Manual
we kind of cut that by area, so its not as gut, theres data behind it Quote to cash Goals
we need to do this deal to use up drives / frame types, and then margin rules Quote to cash Manual
what big deals are in these actuals that are kinda skewing it Deliver Granularity
worst thing is committing, then config didnt come in, or as a different frame Deliver Hard vs. soft target
you kind of look at the product line (performance) Quote to cash Manual
you need something, I need something from you, it's leverage Quote to cash Manual
Mfg goal: we made the plan Make Goals
planned more drives / cab than shipped = spare drives! Plan Uncertainty
Sales Ops pressure to have a minimum amount of backlog Deliver Goals
We tweak the BRM, but it happens after the fact Deliver Manual
a "hot order" due to supply issue (purge, execution issue) Deliver Manual
acid test: shipped frame, and it has 30 extra drives Deliver Plan vs. actual
cheapest component can ruin everything because you dont have it Deliver Granularity
COPS metrics: how many Siebel quotes & how many SO's closed Quote to cash KPI
Cork Sales Ops deal with country managers, US with everyone Deliver Flexibility
customer service is another demand source Deliver Gap virtual vs. physical
dont tell anybody, I dont have it in my commit Quote to cash Hard vs. soft target
every deal you do gets coded 10 different ways (best margin) Quote to cash Flexibility
for capacity of 50 a day in mfg, sales ops work hard to fill it Deliver Manual
good revenue demand but Symm drives held for CS Deliver Manual
hot order because customer accounting year end is approaching Deliver Seasonality
I know whos going to lie to me Deliver Accuracy / consistency
Importance of relationship in securing material Deliver Manual
just push it through the way it is, well hopefully match it up later Deliver Accuracy / consistency
key metric: # pre-allocated, # go away, # came in but different Deliver KPI
lets see if we can leapfrog it and put it ahead Deliver Manual
manufacturing getting material off RMA (unofficially) Plan Gap virtual vs. physical
Mfg and revenue goals tied together by the mix. Quote to cash Correlation
Mfg metrics: inventory and quality Make KPI
orders Im 85% sure will come in, and 65% sure config will change Deliver Uncertainty
people who give poor forecast are same who dont help on RMA Deliver Plan vs. actual
SIT Cork Finance FP&A Manager Paul Cregan EI
SIT Cork Finance FP&A Manager Paul Cregan GS
SIT Cork Finance FP&A Manager Paul Cregan MD
SIT Cork Finance FP&A Manager Paul Cregan MG
SIT Cork Finance FP&A Manager Paul Cregan OG
pre-allocation of order agreed because it's "hot" Deliver Manual
RMA returns forecasting unreliable Deliver Plan vs. actual
ship this one and maybe ship drives or channels on the side Deliver Manual
SO configged but still owe 100 drives, because we only had 200 Deliver Hard vs. soft target
some certification orders that need to be physically be there by a date Deliver Seasonality
subbing is manual Deliver Manual
subbing them with the 7310, huge price difference Deliver Correlation
swallow extra cost of more expensive component to close deal Deliver Manual
the customer changes his requirement every day (cheapest deal) Deliver Correlation
they will be asked to do more 'cos a peer is doing less Quote to cash Flexibility
walk a fine line with manufacturing's capacity model Quote to cash Gap virtual vs. physical
we do forecast orders to book manufacturing capacity Deliver Gap virtual vs. physical
we publish lead times every week to DM's Quote to cash Manual
you look at, whos struggling, whos at 50% of their goal Deliver Manual
because of commissionaire, Brio / NRT feeds Essbase, and includes correct breakout by country Forecast Flexibility -
ERP allows us to have that conversation Forecast Granularity +
Essbase is a very powerful tool, a lot more user friendly than Oracle, spreadsheet based Forecast Flexibility -
forecasting always left to the end, should be done with financial information package Forecast Correlation -
NRT is reconciled back to GL Forecast Accuracy / consistency-
product revenue goes to Ireland entity in Oracle, if Essbase took feed from Oracle, Ireland would have all revenue for the region Report Flexibility -
we do have influence, via ERP, to be able to ask for those adjustments to plan Forecast Granularity +
corporate FP&A agree on a worldwide number by function, rolled out worldwide by the functional controllers in the US Forecast Top down culture
functions in the US, then split them by region, EMEA, AsiaPac, Latein America, North America Forecast Top down culture
there would be a bottoms up planning process as well, to try and involve the countries in the planning process Forecast Top down culture
we would receive those goals by region, we would be involved splitting them by country with the regional managers Forecast Top down culture
well have then the overall EMEA target, from the US, and we have to try bridge the gap Forecast Top down culture
Essbase allows roll-up changes very easily, in Oracle it's not that easy, its not as flexible Forecast Flexibility
historical trends may be affected by constant roll-up changes Report Aggregation
if roll-ups change monthly youve got to go into Oracle and adjust your FSG reports Forecast Correlation
in an organisation like EMC, you need to look at costs and revenues in many different ways Report Flexibility
should only have +'s or -'s between quarters, but revenue doesnt follow plan, a big driver on sales office expenseForecast Uncertainty
difficulty getting controllers and regional management to buy into the numbers that roll up by region Forecast Aggregation
getting them to buy in to goals set each quarter is difficult, the yearly plan is the yearly plan, thats not a problem Forecast Hard vs. soft target
in month 2 they already have one months actuals in there, so they are only forecasting 2 months out of 3 Forecast Hard vs. soft target
manufacturing have higher costs in month 3, overtime, for example, but you do your planning around that. Forecast Seasonality
the bigger expense involves the sales driven functions Forecast Correlation
the revenue related expense level is quite low for months 1 and 2 Forecast Seasonality
they also have a monthly re-forecasting process to compare against these goals by country Forecast Hard vs. soft target
we only review the numbers on a quarter by quarter basis, not month by month Forecast Seasonality
we use Essbase to forecast on margin for each customer operation Forecast Granularity
actuals during the month wont mean much until certain systems have run, eg. depreciation (Day 3 following month) Report Latency
customer operations (incl. G&A, Marketing, excl. mfg) spend 80 to 90% of our overall OpEx Forecast Goals
if activity exceeds forecast, we wont see related expense till Day 3 or 4 Forecast Latency
it updates during month end accounts, when it recalculates, it picks up Oracle actuals Forecast Correlation
SIT Corporate Finance Order to Cash Business Planning and Cost Accounting Controller Russ Kassalty CB
SIT Corporate Finance Order to Cash Business Planning and Cost Accounting Controller Russ Kassalty EI
SIT Corporate Finance Order to Cash Business Planning and Cost Accounting Controller Russ Kassalty MD
SIT Corporate Finance Order to Cash Business Planning and Cost Accounting Controller Russ Kassalty MD
SIT Corporate Finance Order to Cash Business Planning and Cost Accounting Controller Russ Kassalty MG
SIT Corporate Finance Order to Cash Business Planning and Cost Accounting Controller Russ Kassalty OG
SIT Cork Distribution Inventory control Tim Hourihan CB
SIT Cork Distribution Inventory control Tim Hourihan CB
SIT Cork Distribution Inventory control Tim Hourihan CC
SIT Cork Distribution Inventory control Tim Hourihan EI
new tool called Hyperion Business Planning, that builds up the goals for customer operations Forecast Granularity
separate Oracle feed to Hyperion Business Planning for modelling Forecast Correlation
so theres about a week gap after month end where Essbase isnt really up to date Forecast Latency
the first time Oracle, for any given month, is really up to date is Day 4 or Day 5, of the following month Forecast Latency
the only slight problem is the amount of time it takes to calculate, otherwise it's perfect Forecast Latency
we have copy to prior, on a monthly basis, all the actual information from Oracle into Essabse Forecast Plan vs. actual
wed have an idea on Day 1, if revenue is 20% over forecast, you know what to expect Forecast Manual
well be able to have an estimate of it by looking at commissions and bonuses Forecast Uncertainty
have something in ERP that distinguished between Dell and EMC orders? Quote to cash Sales order complexity
a third of the business deserves 3-6 months delay in order to figure it out Quote to cash Flexibility -
Dell sale is denoted in the bill to address marking it Dell * Quote to cash Accuracy / consistency-
I want to make sure we have some one as good as KF on the EIM team Quote to cash Skills +
many enhancements because Catalyst designed for Symm Quote to cash Flexibility -
problems with quality of data, are where business process has changed Quote to cash Accuracy / consistency-
how much will transact in total today, because Im as of midnight last night Report Latency
our systems are not in synch, cos NRT and BRMSMDM could not give you Dell revenue Report Correlation
about 14 BRM extracts, including bookings, billings, backlog, Evals, inventory, RMA Report Skills
bookings used to forecast demand trends, not billings Report Hard vs. soft target
we re-set BRM on the 2nd of the month Plan Seasonality
day 1 and 2 we also try to understand which Evals did or didnt convert Report Gap virtual vs. physical
Evals come in and out of RMA pool, that view should be real time Report Latency
everything has to be revalued each quarter Report Manual
for inventory we reconcile reports out of BRMSMDM with Oracle Report Gap virtual vs. physical
if margin is 65%, it might be $35 million at cost, but my % could be off Report Manual
need to ensure that corporate accounting use the same inventory balance as well Report Gap virtual vs. physical
on morning of 2nd my inventory comes down by 50 cabinets, or $20 million Report Uncertainty
real time inventory for 2 weeks of quarter would be excellent Report Granularity
sales say "you can buy it 40 grand cheaper next quarter, on a $400, 000 shipment" Quote to cash Granularity
so we up Symm 7 standard costs a little bit artificially Quote to cash Gap virtual vs. physical
we probably didnt have our step inventory number till the 5th July Report Latency
we try to manage falling margins for older products with standard cost Report Flexibility
Merge in transit process Deliver Outsource
Same day order turnaround for Clariion Deliver Flexibility
Configuration accuracy controlled manually Deliver Manual
Customising Oracle reduced its value Deliver Flexibility -
ERP ignores availability of product when releasing orders Deliver Correlation -
Need for global processes, not Cork only Deliver Centralisation -
Oracle could not ship confirm as material arrives at X dock Deliver Flexibility -
Oracle does not manage bin locations in warehouse Deliver Granularity -
Oracle genealogy limits flexibility Deliver Correlation -
Oracle inventory not accurate for non-serialised parts Deliver Accuracy / consistency-
Order Admin are still making errors on 15-20% of the orders Deliver Accuracy / consistency-
Order status under 5 pages of information Deliver Latency -
Process improvements compromised Deliver Flexibility -
SIT Cork Distribution Inventory control Tim Hourihan MD
SIT Cork Distribution Inventory control Tim Hourihan MD
SIT Cork Distribution Inventory control Tim Hourihan OG
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz GS
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz MD
Workarounds_not_scalable Deliver Gap virtual vs. physical -
You cant assign inventory to a specific order Deliver Correlation -
$25,000 adjust on non-serialised inventory Deliver Gap virtual vs. physical
Decision on EDI interface delayed Deliver Latency
50% configuration errors when named orders go pending Deliver Latency
If it's buildable, you can order it, but it may blow up! Deliver Gap virtual vs. physical
Keyers will override Configuration Incorrect flag Deliver Gap virtual vs. physical
No time to verify configuration at quarter end Deliver Gap virtual vs. physical
Non serialised raw materials inventory can go negative Deliver Gap virtual vs. physical
Non serialised raw materials MRP calculated manually Deliver Manual
Opportunities generate named orders, built without SO Deliver Gap virtual vs. physical
Orders interpreted into real product by Distribution Deliver Gap virtual vs. physical
Picked order is keyed according to packing and weights Deliver Gap virtual vs. physical
Purchasing decision for non serialised inventory relies on 3PL Buy Manual
We flag product in WMS as quarantined to reserve it Deliver Manual
a wrong config that is returned, and re-shipped counts twice against stock Plan Correlation -
all transactions do not affect inventory, thats what the problem is Deliver Flexibility -
cab damaged in transit, returns to ship later, counts twice against stock Plan Accuracy / consistency-
challenge of customer master integrity and its maintenance not resolved Quote to cash Correlation -
difficult to keep de-books and re-books tied together to relevant deal Quote to cash Correlation -
in IDW transactions are sales orders, but we need deals Quote to cash Aggregation -
inventory turns comes from Excel spreadsheets Make Manual -
it's often not clear from sales order if its legit on its own Quote to cash Gap virtual vs. physical -
no systematic way to consume inventory for de-book / re-books Quote to cash Automation -
order to date #'s are tricky due to upgrades, de-book & re-books. Quote to cash Gap virtual vs. physical -
Our biggest issue with the data is #1, our idea of what a customer is Report Gap virtual vs. physical -
plants give shipped #, compared to booking #, large gaps need audit Quote to cash Gap virtual vs. physical -
revenue numbers can be skewed as well, particularly in terms of software content Quote to cash Flexibility -
RMA tracking is a point in time system, doesn't keep history Plan Aggregation -
systems should track reality, but theres different realities in most groups Quote to cash Gap virtual vs. physical -
theres unique things in our transactions (how customers buy, how order is booked) Quote to cash Flexibility -
timing of transactions is critical, eg. order de-booked but not yet re-booked Quote to cash Latency -
to understand where the system matches reality at a given point is nearly impossible Quote to cash Gap virtual vs. physical -
upgrade order may happen next day, or through a re-seller, or transferring s/w Quote to cash Flexibility -
Month 1: historical analysis, months 2 & 3: >50% on actuals Quote to cash Plan vs. actual
one big deal can skew the mix Quote to cash Plan vs. actual
SRM = what field should sell, BRM = what plants should build Quote to cash Plan vs. actual
we get very little information from the field Quote to cash Plan vs. actual
demand for RMA raises revenue expectations (loaners, migrations, new customers) Quote to cash Correlation
Early in qtr we use SQL report : Siebel (forecast), IDW (day to day) and NRT (pending) Plan Correlation
forecasting, given the extent of product set, is nearly impossible Plan Hard vs. soft target
hesitant to share raw data, as it could lead to wrong conclusions Quote to cash Correlation
its hard to get that clean cut, particularly during the course of the day Plan Granularity
material costs, COGS, RMA pool: pretty hard categories to determine Report Hard vs. soft target
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz MG
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz SG
SIT Cork Information Systems Manager, PPMG Valerie GleesonEI
SIT Cork Information Systems Manager, PPMG Valerie GleesonMD
SIT Cork Information Systems Manager, PPMG Valerie GleesonMG
pulling all data, weeding out what doesnt fit, snapshotting it = manual each time Plan Manual
SQL developer moved on, can't now adapt report to change in roll-up structures Plan Skills
there is overlap across solutions, forcing sales to commit to a config is unfair Quote to cash Uncertainty
there's always pressure on the RMA pool (complexity, breadth, new products) Plan Uncertainty
we can't just rely on system data, constant manipulation to get to our reality Plan Flexibility
we have a systematic way to get a kind of number in the middle, to suggest my reality Plan Manual
you need to be able to manipulate the data to meet your reality Plan Flexibility
at qtr end everybody starts talking revenue & meeting objectives Quote to Cash Hard vs. soft target
estimated COGS to meet the companys target = inventory Report Goals
it costs money to finance inventory out in the field Quote to Cash Goals
monitor RMA pool size, the health of it, making sure its turning Quote to Cash Granularity
Our group own field inventory, RMA, and FGI Quote to Cash Goals
revenue number - margin = cost of material consumed for revenue Quote to Cash KPI
turns calculated by quarterly balances, not transactions Make KPI
we can now show what happened $ of inventory (returned, sold, activated) Quote to Cash KPI
we have to put the material out there, but we stress getting it back quickly Quote to Cash Goals
We try to accelerate returns, make sure field is looking for opportunities to find revenue Deliver Goals
were trying to keep Sales in line so that we can stay in business Quote to Cash Goals
whether you want more RMA vs FGI depends on time of the quarter, and material supply Make Uncertainty
you would consume more costs, to hit that same revenue number Deliver Goals
provide the most flexible product plan possible & keep inventory down Deliver Goals
ERP systems allow holistic reporting, but if you use the information correctly Report Correlation +
if information is used optimally, it should tell you what you need to know Report Correlation +
inventory, once received, is keyed and therefore provided for as an expense automatically Buy Automation +
SharePlex was really to fill the reporting gap Report Correlation -
are we going to have to tighten our belts in month 3 Forecast Goals
bookings and backlog are high, but billings are low, some problem with manufacturing? Deliver KPI
bookings are up but billings are down, something wrong with the approval process? Deliver KPI
Finance looking at forecast per function, and going way over budget, what to do? Forecast Hard vs. soft target
have planners, buyers and quality looking at backlog Deliver KPI
have we expenditure this quarter that has not been accounted for Approve & Pay Latency
high backlog means you need to clear it, and get it out to the customer Deliver KPI
high backlog might be because you havent got the product built yet Deliver KPI
in every function decisions can be made there that will impact your bottom line Forecast Goals
were going to have to drop our expenses below forecast, where do we cut expenses? Forecast Hard vs. soft target
you shouldnt be making decisions on any other information other than ERP sourced Report Hard vs. soft target
as well as booking of orders for top line, Finance also ensures the bottom line Report Goals
backlog is low, good for mfg, but your billings might be low as well, bad for corp Deliver KPI
decisions by certain organisations may not drive overall corporate goal Quote to Cash Goals
Finance goal is to record everything correctly, and on time, and close on time Report Goals
in months one and two of the quarter they have a soft close Report Hard vs. soft target
no good manufacturing building the product, if Finance cant transact the orders Quote to Cash Latency
OK itll drive revenue, but it may not drive profitability Quote to Cash Goals
orders are received in and processed in a timely manner Report Goals
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt CC
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt EI
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt GS
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt MD
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt MG
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt OG
responsibility of shipping is to make sure product is there and shipped out Deliver Goals
Revenue Ops goal is to meet demand, to process orders, get them approved Quote to Cash Goals
sales met revenue targets, manufacturing shipped everything to plan, but profitability? Report Correlation
why do you need information: how are we doing against forecast? Deliver Hard vs. soft target
Corporation is so secretive about BRM process Plan Manual
Back to delivery on promises as measure of success Plan KPI -
BRM not integrated with ERP Plan Manual -
ERP caused BOM sequencing issues for production Make Gap virtual vs. physical -
ERP goal was to get rid of some of the paperwork Make Automation +
ERP was for Finance and Sales, not manufacturing Make Automation -
Live data at Qtr end not necessarily from ERP Deliver Manual -
No cost savings in manufacturing because no process change Deliver Gap virtual vs. physical =
There was stuff coming in and going out, whats real time? Deliver Latency -
You dont build a system for the exception Deliver Flexibility -
Getting ERP in became political Make Centralisation
Average selling price, and other key data, in BRM Plan Manual
BRM is worldwide number, then it's split to produce MPS per plant Plan Hard vs. soft target
BRM vs MPS would show churn in components, but tracked manually Plan Hard vs. soft target
Estimating usability of RMA material is difficult Plan Uncertainty
Many changes to plan are not systemized Plan Hard vs. soft target
Massive changes to allocation at qtr end Deliver Latency
Mfg figure for end of life product less than sales Plan Hard vs. soft target
Mfg say we dont have it because of a key component Plan Granularity
Not everybody would need to know how BRM figure derived Plan Centralisation
Planning and distribution meet before going to Sales Deliver Latency
Test times and related quality issues main concern during quarter Make Uncertainty
There is so much churn at Qtr end Deliver Latency
Under normal circumstances the system works Deliver Latency
We had to go back and create a BRM number Plan Goals
Yellow sheets and white sheets and green sheets Plan Centralisation
If BRM process is right, there should be no finished goods Plan Goals
Everything sales has an order for, ships Deliver Goals
Labour planning is done manually Make Manual
Quality data is taken off APC Make Correlation
Sales keep on allocating irregardless of finished goods Deliver Gap virtual vs. physical
Count of Observations Case
Name SIT KPC Grand Total
Bert Murphy 32 32
Bill O'Connell 18 18
Bob Costelloe 17 17
Bob Gee 43 43
Bob Sliney 58 58
Bridget O'Sullivan 78 78
Cherie Dentiste 16 16
Chris Barry 22 22
Ciaran Long 34 34
Colman O'Flynn 29 29
Dave Fraser 53 53
Denis Cashman 21 21
Denis Cronin 39 39
Dick Lehane 35 35
Donal Downey 66 66
Frank Cronin 30 30
JB McCarthy 44 44
Jerry Sheehan 35 35
Jim Milton 27 27
Joe Biagioni 31 31
Joe Collins 10 10
Joe Healy 40 40
Joe Pesta 48 48
Joe Scott 47 47
John Byrne 28 28
John Curran 40 40
Jonathan McCarthy 22 22
Karen O'Sullivan 47 47
Kathy Lyons 35 35
Kevin Campbell 51 51
Kevin Flanagan 53 53
Kieran Barry Murphy 87 87
Kristina Fileva 47 47
Lee DeVries 5 5
Maoliosa Curtin 48 48
Margaret O'Sullivan 59 59
Marie Cooney 66 66
Mark Glenn 14 14
Mark Quigley 24 24
Mike Kerouac 44 44
Mike Regan 28 28
Mike Terry 82 82
Paul Cregan 38 38
Russ Kassalty 23 23
Tim Hourihan 28 28
Tim Stotz 50 50
Valerie Gleeson 27 27
Veronica Perdisatt 31 31
Denise O'Mahony 33 33
Diarmuid Murphy 50 50
David Massie 16 16
Steve Golding 64 64
Stephen Blackledge 105 105
Paul Blackburn 96 96
Tour Ala 85 85
Vivian Scanlon 89 89
Gillian Morrissey 34 34
Denis Barry 41 41
Sarita Kotek 15 15
Dave Montaine 63 63
Byron Jones 170 170
Joe Langan 33 33
Finbarr Lehane 82 82
David Ahearne 48 48
Finbarr Calnan 52 52
Rose McCullough 28 28
Martin Deegan 15 15
Joe Donovan 99 99
Ed Collins 30 30
Martin Steele 104 104
Grand Total 1850 1352 3202
Case Level Function Cat Process Theme ERP impact
SIT Site Customer service MG (RQ1) Plan Goals -
KPC HQ Distribution OG (RQ1) Buy Compliance +
Engineering SG (RQ1) Make Top down culture =
Finance GS (RQ1) Deliver Goal culture
Global Supply Chain Group MD (RQ2) Quality Market aspirations
Human Resources EI (RQ3) Quote to Cash Goal conflict
Information Systems Service Stretch goals
Logisitics Report KPI
Logistics & Supply Strategy Forecast Gap virtual vs. physical
Manufacturing Approve & Pay Hard vs. soft target
Materials Treasury Centralisation
Planning HR Manual
Procurement Flexibility
Quality Outsource
Sales Uncertainty
Warehouse Granularity
Accuracy / consistency
Correlation
Automation
Plan vs. actual
Seasonality
Volume
Sales order complexity
Aggregation
Latency
Skills
26
Count of Name Case
Business Process Function KPC SIT Grand Total
Plan Materials 122 228 350
Global Supply Chain Group 105 105
Planning 28 28
Logistics Strategy and Supply Chain Strategy 15 15
Buy Procurement 50 50
Make Manufacturing 382 295 677
Quality 52 52
Warehouse 15 15
Engineering 30 30
Deliver Distribution 16 191 207
Logisitics 82 82
Quote to cash Customer service 35 35
Sales 48 53 101
Report Finance 195 798 993
HR Human Resources 39 39
IS Information Systems 212 211 423
Grand Total 1352 1850 3202
Count of Observations Process2
P
r
o
c
e
s
s
Group1 Group2 Group3
Theme
P
l
a
n
B
u
y
M
a
k
e
Q
u
a
l
i
t
y
D
e
l
i
v
e
r
Q
u
o
t
e

t
o

C
a
s
h
S
e
r
v
i
c
e
R
e
p
o
r
t
Manual 80 23 49 1 87 40 2 39
Flexibility 55 12 67 1 58 41 2 58
Granularity 26 24 75 4 36 32 8 47
Goals 29 34 68 1 26 48 26
Centralisation 14 10 50 2 29 32 3 61
Correlation 23 9 48 1 23 45 2 40
Accuracy / consistency 12 12 62 2 16 20 5 50
KPI 14 1 80 2 40 14 4 28
Latency 12 9 32 46 21 2 38
Skills 11 8 63 2 3 24 2 53
Gap virtual vs. physical 23 11 36 4 40 14 1 14
Automation 25 11 54 8 8 9 4 21
Uncertainty 25 17 27 14 19 2
Aggregation 4 1 26 2 5 24 38
Compliance 2 3 48 9 15
Hard vs. soft target 11 8 3 10 9 10
Plan vs. actual 9 8 7 3 6 1
Top down culture 6 5 1 2 10
Volume 4 7 5 14
Seasonality 4 5 4 7 1 2
Goal culture 4 8 2 10
Market aspirations 3 1 4 12
Goal conflict 5 5 4 1 4
Stretch goals 2 1 10 2 2
Sales order complexity 4 10 1
Outsource 1 3 1 3
Total 393 223 837 39 462 434 39 581
Group3 Treasury HR
T
o
t
a
l
A
p
p
r
o
v
e

&

P
a
y
F
o
r
e
c
a
s
t
T
r
e
a
s
u
r
y
H
R
3 10 1 335
7 10 311
14 6 272
4 3 6 7 252
18 4 223
4 7 202
15 4 198
3 2 188
2 8 170
2 168
5 5 153
4 144
6 110
4 3 1 108
77
8 59
4 38
2 8 34
30
3 1 27
24
20
19
17
15
8
63 104 7 20 3202
Theme
category Theme
P
l
a
n
B
u
y
M
a
k
e
D
e
l
i
v
e
r
Q
u
a
l
i
t
y
R
e
p
o
r
t
A
p
p
r
o
v
e

&

P
a
y
F
o
r
e
c
a
s
t
T
r
e
a
s
u
r
y
Q
u
o
t
e

t
o

C
a
s
h
S
e
r
v
i
c
e
H
R
T
o
t
a
l
Performance Goals 29 34 68 26 1 26 4 3 6 48 7 252
Compliance 2 3 48 9 15 77
Top down culture 6 5 1 10 2 8 2 34
Volume 4 7 5 14 30
Seasonality 4 5 4 7 2 3 1 1 27
Goal culture 4 8 10 2 24
Market aspirations 3 1 12 4 20
Goal conflict 5 5 4 4 1 19
Stretch goals 2 1 10 2 2 17
Sales order complexity 4 10 1 15
Sub Total 49 58 155 43 10 81 6 14 6 84 1 8 515
Virtualisation KPI 14 1 80 40 2 28 3 14 4 2 188
Gap virtual vs. physical 23 11 36 40 4 14 5 14 1 5 153
Hard vs. soft target 11 8 3 10 10 8 9 59
Plan vs. actual 9 8 7 3 1 4 6 38
Sub Total 57 28 126 93 6 53 3 17 43 5 7 438
Centralisation Centralisation 14 10 50 29 2 61 18 4 32 3 223
Outsource 1 3 1 3 8
Sub Total 14 11 53 30 2 61 18 4 32 6 231
Decision Manual 80 23 49 87 1 39 3 10 40 2 1 335
making Flexibility 55 12 67 58 1 58 7 10 41 2 311
Uncertainty 25 17 27 14 2 6 19 110
Sub Total 160 52 143 159 2 99 10 26 100 4 1 756
Integration Granularity 26 24 75 36 4 47 14 6 32 8 272
Correlation 23 9 48 23 1 40 4 7 45 2 202
Accuracy / consistency 12 12 62 16 2 50 15 20 5 4 198
Latency 12 9 32 46 38 2 8 21 2 170
Skills 11 8 63 3 2 53 2 24 2 168
Automation 25 11 54 8 8 21 4 9 4 144
Aggregation 4 1 26 5 2 38 4 3 1 24 108
Sub Total 113 74 360 137 19 287 26 43 1 175 23 4 1262
Grand Total 393 223 837 462 39 581 63 104 7 434 39 20 3202
Theme Category Theme KPC SIT
T
o
t
a
l
Performance Goals 93 159 252
Compliance 77 77
Top down culture 2 32 34
Goal culture 1 23 24
Market aspirations 6 14 20
Goal conflict 3 16 19
Stretch goals 12 5 17
Seasonality 7 20 27
Volume 15 15 30
Total 217 298 515
% of case observations 16% 16%
Theme Category Theme KPC SIT
T
o
t
a
l
Performance Goals 93 159 252
Compliance 77 77
Top down culture 2 32 34
Goal culture 1 23 24
Market aspirations 6 14 20
Goal conflict 3 16 19
Stretch goals 12 5 17
Seasonality 7 20 27
Volume 15 15 30
Total 217 298 515
Use of KPI's Case
Process KPC SIT Total
Plan 7 7 14
Buy 1 1
Make 53 27 80
Deliver 6 34 40
Quality 2 2
Report 21 7 28
Approve & Pay 3 3
Quote to Cash 14 14
Service 4 4
HR 2 2
Total 89 99 188
Gap Virtual vs. Physical Case
Plan 16 7 23
Buy 4 7 11
Make 25 11 36
Deliver 40 40
Quality 4 4
Report 5 9 14
Quote to Cash 5 9 14
Service 1 1
HR 5 5
Forecast 5 5
Total 64 89 153
Soft vs. Hard data Case
Plan 12 8 20
Buy 16 16
Make 8 2 10
Deliver 13 13
Report 11 11
Forecast 1 11 12
Total 22 75 97
Centralisation Case
Plan 9 5 14
Buy 10 10
Make 38 12 50
Deliver 6 23 29
Quality 2 2
Service 3 3
Report 16 45 61
Forecast 4 4
Approve & Pay 18 18
Total 79 144 223
Uncertainty Case
Plan 16 9 25
Buy 4 13 17
Make 11 16 27
Deliver 1 13 14
Report 2 2
Forecast 4 2 6
Total 52 58 110
Flexibility Case
Plan 48 7 55
Buy 7 5 12
Make 49 18 67
Deliver 6 52 58
Quality 1 1
Service 2 2
Report 18 40 58
Forecast 6 4 10
Approve & Pay 1 6 7
Total 140 171 311
Manual theme Case
Plan 63 17 80
Buy 2 21 23
Make 31 18 49
Deliver 5 82 87
Quality 1 1
Service 2 2
Report 26 13 39
Forecast 7 3 10
Approve & Pay 3 3
HR 1 1
Total 145 190 335
Integration theme
P
r
o
c
e
s
s
Theme Category Theme
P
l
a
n
B
u
y
M
a
k
e
D
e
l
i
v
e
r
Q
u
a
l
i
t
y
Q
u
o
t
e

t
o

C
a
s
h
S
e
r
v
i
c
e
R
e
p
o
r
t
F
o
r
e
c
a
s
t
A
p
p
r
o
v
e

&

P
a
y
H
R
T
r
e
a
s
u
r
y
Total
Quality Granularity 26 24 75 36 4 32 8 47 6 14 272
Accuracy / consistency 12 12 62 16 2 20 5 50 15 4 198
Quality Total 38 36 137 52 6 52 13 97 21 14 4 470
Benefits Correlation 23 9 48 23 1 45 2 40 7 4 202
Automation 25 11 54 8 8 9 4 21 4 144
Aggregation 4 1 26 5 2 24 38 3 4 1 108
Benefits Total 52 21 128 36 11 78 6 99 14 8 1 454
Impact Latency 12 9 32 46 21 2 38 8 2 170
Skills 11 8 63 3 2 24 2 53 2 168
Impact Total 23 17 95 49 2 45 4 91 8 4 338
Total 113 74 360 137 19 175 23 287 43 26 4 1 1262
Quality theme Case
Plan 26 12 38
Buy 13 23 36
Make 105 32 137
Deliver 2 50 52
Quality 6 6
Service 13 13
Report 42 55 97
Forecast 10 11 21
Approve & Pay 14 14
HR 4 4
Total 210 260 470
Automation theme Case
Plan 24 1 25
Buy 8 3 11
Make 40 14 54
Deliver 8 8
Quality 8 8
Quote to Cash 1 8 9
Service 4 4
Report 16 5 21
Forecast 4 4
Total 101 43 144
Aggregation & Correlation Case
Plan 21 6 27
Buy 4 6 10
Make 40 34 74
Deliver 1 27 28
Quality 3 3
Service 2 2
Report 25 53 78
Forecast 4 6 10
Approve & Pay 8 8
Treasury 1 1
Total 100 210 310
Latency Case
Plan 9 3 12
Buy 9 9
Make 14 18 32
Deliver 46 46
Quote to Cash 21 21
Service 2 2
Report 2 36 38
Forecast 8 8
Approve & Pay 2 2
Total 25 145 170
Skills Case
Plan 10 1 11
Buy 7 1 8
Make 57 6 63
Deliver 1 2 3
Service 2 2
Report 24 29 53
Approve & Pay 2 2
Quality 2 2
Total 105 63 168
Impact Case
ERP impact KPC SIT Total
- 377 378 755
+ 402 173 575
= 21 15 36
Total 800 566 1366
% of case observations 59% 31% 43%
KPC case study
E
R
P

i
m
p
a
c
t
SIT case study
E
R
P

i
m
p
a
c
t
Process - + = Total Process - + = Total
Plan 82 38 5 125 Plan 13 6 1 20
Buy 22 10 32 Buy 20 10 30
Make 134 235 14 383 Make 50 28 5 83
Deliver 16 5 21 Deliver 103 13 7 123
Quality 6 26 32 Quote to cash 71 26 97
Quote to cash 23 3 26 Service 3 15 18
Report 81 79 1 161 Report 87 64 2 153
Approve & Pay 1 1 Approve & Pay 20 8 28
Forecast 12 6 1 19 Forecast 8 2 10
Total 377 402 21 800 HR 3 1 4
Total 378 173 15 566
KPC and SIT
E
R
P

i
m
p
a
c
t
Process2 Process - + = Total Process + = - Total
Group1 Plan 95 44 6 145 Plan 44 6 95 145
Buy 42 20 62 Buy 20 42 62
Make 184 263 19 466 Make 263 19 184 466
Quality 6 26 32 Deliver 18 7 119 144
Group2 Deliver 119 18 7 144 Quality 26 6 32
Quote to Cash 94 29 123 Quote to Cash 29 94 123
Service 3 15 18 Service 15 3 18
Group3 Report 168 143 3 314 Report 143 3 168 314
Approve & Pay 21 8 29 Approve & Pay 8 21 29
Forecast 20 8 1 29 Forecast 8 1 20 29
HR HR 3 1 4
Total 755 575 36 1366 Total 575 36 755 1366
44
20
263
18
26
29
15
143
8 8
6
19
7
3
1
95
42
184
119
6
94
3
168
21
20
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Plan Buy Make Deliver Quality Quote to
Cash
Service Report Approve
& Pay
Forecast
% coded observations
relating to ERP
impact
(data labels
show count
of entries)
Processes
% Negative impact
% Neutral
% Positive impact
KPC and SIT
E
R
P

i
m
p
a
c
t
Business cycle Process - + = Total
Supply cycle Plan 95 44 6 145
Buy 42 20 62
Make 184 263 19 466
Quality 6 26 32
Supply cycle Total 327 353 25 705
Demand cycle Quote to Cash 94 29 123
Deliver 119 18 7 144
Service 3 15 18
Demand cycle Total 216 62 7 285
Finance cycle Forecast 20 8 1 29
Report 168 143 3 314
Approve & Pay 21 8 29
Finance cycle Total 209 159 4 372
Total 752 574 36 1362
Count of Observations ERP impact
Theme - + Grand Total Theme
Flexibility 37 22 59 Flexibility
Automation 15 70 85 Automation
Manual 56 5 61 Manual
Granularity 20 48 68 Granularity
Accuracy / consistency 15 44 59 Accuracy / consistency
Centralisation 19 31 50 Centralisation
Gap virtual vs. physical 47 4 51 Gap virtual vs. physical
Latency 27 2 29 Latency
Skills 23 28 51 Skills
Compliance 11 40 51 Compliance
Correlation 26 12 38 Correlation
KPI 10 23 33 KPI
Aggregation 12 12 24 659 Aggregation
Grand Total 318 341 659 1
0.03641882
90
Supply cycle (Plan, Buy, Make and Quality)
Flexibility
Automation
Granularity
Accuracy

Skills
Central-
isation
Gap
virtual vs
physical
Latency
Compliance
Correlation
KPI
Aggreg-
ation
-30
-10
10
30
50
70
-10 10 30 50
P
o
s
i
t
i
v
e

E
R
P

i
m
p
a
c
t

Negative ERP impact
- + Grand Total
37 22 59
15 70 85
56 5 61
20 48 68
15 44 59
19 31 50
47 4 51
27 2 29
23 28 51
11 40 51
26 12 38
10 23 33
12 12 24
Supply cycle (Plan, Buy, Make and Quality)
Manual
Gap
virtual vs
physical
50 70 90
Negative ERP impact
Theme - + Grand Total Flexibility 47
Flexibility 47 3 50 Latency 31
Latency 31 2 33 Manual 31
Manual 31 31 Centralisation 17
Centralisation 17 9 26 Accuracy / consistency 15
Accuracy / consistency 15 8 23 Granularity 13
Granularity 13 8 21 Gap virtual vs. physical 20
Gap virtual vs. physical 20 20 Correlation 17
Correlation 17 4 21 Automation 4
Automation 4 13 17 Skills 4
Skills 4 9 13 KPI 4
KPI 4 6 10
Grand Total 203 62 265
0 0
Flexibility
Automation
Manual
Granularity
Latency
Centralisation
Gap virtual
vs. physical
Correlation
Skills
-10
0
10
20
30
40
50
60
-20 0 20 40
P
o
s
i
t
i
v
e

E
R
P

i
m
p
a
c
t

Negative ERP impact
Demand cycle processes (Quote to cash, Deliver and Service)
1 Flexibility
2 Automation
3 Manual
3 50 4 Granularity
2 33 5 Accuracy / consistency
0 31 6 Centralisation
9 26 7 Gap virtual vs. physical
8 23 8 Latency
8 21 9 Skills
0 20 10 Compliance
4 21 11 Correlation
13 17 12 KPI
9 13 13 Aggregation
6 10
Flexibility
60
Demand cycle processes (Quote to cash, Deliver and Service)
Gap virtual vs. physical
Theme - + Grand Total
Flexibility 50 3 53
Accuracy / consistency 10 37 47
Centralisation 18 29 47
Skills 34 4 38
Correlation 16 16 32
Aggregation 14 13 27
Manual 26 26
Granularity 7 17 24
Automation 5 18 23
Latency 19 2 21
Compliance 3 10 13
KPI 1 9 10
Gap virtual vs. physical 6 1 7
Grand Total 209 159 368
Centralisation
Correlation
Aggregation
Manual
Granularity
Automation
Latency
Compliance
-10
0
10
20
30
40
50
60
-10 0 10 20
P
o
s
t
i
t
i
v
e

E
R
P

i
m
p
a
t

Negative ERP impact
ERP impact on Finance cycle processes (Report, Forecast, Approve & Pay)
Flexibility 50 3 53
Accuracy / consistency 10 37 47
Centralisation 18 29 47
Skills 34 4 38
Correlation 16 16 32
Aggregation 14 13 27
Manual 26 0 26
Granularity 7 17 24
Automation 5 18 23
Latency 19 2 21
Compliance 3 10 13
Flexibility
Skills
Manual
30 40 50 60
Negative ERP impact
ERP impact on Finance cycle processes (Report, Forecast, Approve & Pay)
x Level Function Dept
SIT Corporate Information Systems
SIT Cork Finance Financial Accounting
SIT Cork Information Systems
SIT Cork Finance Revenue
SIT Corporate Finance Enterprise Software Group
KPC GSK House, Brentford Information Systems
KPC GSK House, Brentford Distribution Primary Supply
SIT Cork Finance FP&A
SIT Corporate Finance Order to Cash
SIT Corporate Finance Customer Operations
SIT Corporate Finance Financial Accounting
SIT Corporate Customer service
KPC GSK House, Brentford Finance Above site
SIT Corporate Finance Global Finance Operations
SIT Cork Finance Customer Operations
SIT Corporate Finance FP&A
SIT Cork Distribution
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC GSK Ware Manufacturing
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
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KPC Cork Materials
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SIT Cork Finance Order to Cash
SIT Corporate Manufacturing
KPC GSK House, Brentford Information Systems MERPS Core team
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KPC GSK House, Brentford Global Supply Chain Group
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Responsibility Role Name Cat
CIO Mark Quigley EI
Senior Director PPMG JB McCarthy EI
Consolidation Manager Bridget O'Sullivan EI
AP and General Ledger Controller Karen O'Sullivan EI
CIO Mark Quigley EI
Manager, PPMG Marie Cooney EI
Controller Kieran Barry Murphy EI
Controller Chris Barry EI
Reporting group Jonathan McCarthy EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Manager, PPMG Valerie Gleeson EI
Logistics Process Manager David Massie EI
Manager Paul Cregan EI
EIM Project Director Lee DeVries EI
BRM Manager Tim Stotz EI
CIO Mark Quigley EI
Treasury Assistant Treasurer Mark Glenn EI
CIO Mark Quigley EI
Manufacturing Quality IT Architect Tour Ala EI
VP Kathy Lyons EI
CIO Mark Quigley EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
SVP & Corporate Controller Denis Cashman EI
Manager, PPMG John Byrne EI
Manager Bert Murphy EI
VP Kathy Lyons EI
Global Revenue Reporting Manager Kristina Fileva EI
CIO Mark Quigley EI
Director Cherie Dentiste EI
Manager Colman O'Flynn EI
Director Joe Donovan EI
General Manager Byron Jones EI
Team Lead Denis Barry EI
Manager Martin Deegan EI
Director Finbarr Lehane EI
Planning Manager Denise O'Mahony EI
Manager Jim Milton EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
CIO Mark Quigley EI
VP Kathy Lyons EI
VP Kathy Lyons EI
Ireland Finance Director Frank Cronin EI
VP Kathy Lyons EI
Paul Blackburn EI
Americas Director Bob Sliney EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Vice President Mike Kerouac EI
Director Dave Montaine EI
Director John Curran EI
CIO Mark Quigley EI
CIO Mark Quigley EI
CIO Mark Quigley EI
VP Kathy Lyons EI
CIO Mark Quigley EI
Team Lead Gillian Morrissey EI
Manager Finbarr Calnan EI
Logistics Strategy Director Stephen Blackledge EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
David Ahearne EI
Director Joe Scott EI
Paul Blackburn EI
Observations
your business says maybe youre not quick enough to give them what they need.
youre always changing TP system, then you have to report on the change
you know they may need to re-categorise stuff for presentation
you have to resort to Excel, based on Oracle
with Oracle, all we got was, brown paper processes and all that
when weve done major programmes, reporting gets crunched, kept to back end
when the deliverables were too heavy, a lot of the reporting became nice to have
weve tuned that thing to within an inch of its life
weve encouraged the countries to use Monarch
we put it in this way, intending to modify it, then lost expertise on how it was put in
we put in OIC, now Oracle have a new version of OIC out that we probably wrote for them
we put in a TP system, but not management indicators to say whether it was good or bad
users require more flexibility in reporting by company, product or product category
user interface to data is critical, not just how quickly you get data back
trying to get something fixed, it wouldnt happen
troubleshooting Brio reports is problematic
too much reporting on ERP impacts performance of transaction processing
they took away all the interfaces so that Oracle could catch up
they go on to the next big thing, and small things dont get done
the way EMC looks at its business is always shifting, so custom reports would require a lot of modification
the scarce resource is knowledge about what's in the system
the only problem with reporting tools is you have refresh time so you have down time
the ERP system doesnt have the reporting capability to run the business
stress on database from volume of info, complexity of processing and need for real time
statutory adjustments is currently done off-line on Excel, could use e-segment
so the scalable thing I worry about it
Now, in SAP, its an absolute nightmare
they download this and that out of it and juggle it about in an offline spreadsheet or database
report might take 3 months and cost you 10,000
the availability of information has been impaired because of the Compliance nature of the system
All I want to know is how many orders weve sent to Brazil that was also sent to Spain in last 6 months.
you dont know what you want to know until you have a first look at it
Im amazed that we havent a big Access database and let people loose on it
use non-ERP tools to narrow down decisions, but check data on host system
spend another 20million to get reporting capacity without knowing saving because we might never use it
there are some quite good tools in SAP, but they never seem to be quite what everybody wants,
thats not as good as the Access Database that Fred wrote
they preferred legacy system because they were able to fiddle it to give them the information they wanted
the global model will never be as good as the local model for any one individual
Nobody on the site particularly wants consistency because it doesnt give them individually any benefits
SharePlex was really to fill the reporting gap
can you draw out whats the key management data you require in an easy and user-friendly manner
SharePlex is only available in Cork and in the US, because of sensitivity
SharePlex is not a data warehouse, just raw Oracle data
SharePlex difficult for users to manipulate, no code for business rules
revenue detail global report contained 9m records, re-architected to 3m records
reports there at go-live, but never materialized as they were supposed to
product revenue goes to Ireland entity in Oracle, if Essbase took feed from Oracle, Ireland would have all revenue for the region
Problem with territorial management of sales (definitions)
Problem at order entry: deals linking up to other deals
print statutory accounts OK if there is only 2 companies in the set of books
Paul Sanchez would say its hard to get information, he would rely a lot on Paul Cregan
Our biggest issue with the data is #1, our idea of what a customer is
Oracle reporting is poor, we got to query on Mac-Pac
Oracle really hasnt worked for Intrastat report, people like to relate report back to the revenue
Oracle PL SQL expertise required to exploit SharePlex
Oracle has transactions, key is data warehouse, is it giving the information run the business
Oracle has transactions, but you rely on other systems for decision making
Oracle financials doesnt break it down in the same level of detail thats required
NRT refreshes 3 times daily, every 7 hours (24h00, 08h00 and 15h00 US time)
NRT refresh takes 2 hours to execute
NRT contains the whole order lifecycle, not just the last value
not a decisions making tool from our point of view
No its Shareplex. Ger Corkery wrote it
new project with PPMG / Accenture (no IS) to re-write NRT / IDW (100-10 plan, now EIM)
new DW should be inclusive and flexible (manipulate and cut information in different ways)
nobody really has the ability to toy with it, partly for good performance reasons
need a layer of specialised reporting skills with ERP
the way we design ERP or DW, is not flexible enough to allow that site to innovate in reporting
youll still be stuck with that standard report that they originally asked for
If they want to change it, they know itll cost them another 20,000 so they wont do it.
If you didnt have a warehouse then youd need an audit expert whod understand how ERP database worked
with a warehouse youd still need an understanding of the function of that data and the structure of that data
knowledge requirement monstrous, especially when you start mixing the data from one system with another
collect data from ERP and compare to data from to SCM, LIMS, MES it becomes fundamentally a new gearshift upwards
complexity created by a) transactional interfaces that keeps the business operating and then b) the extraction of that data
you had to crash them (ERP and legacy applications) together as best you could
most of the pre-go-live resources were gone after go-live
self-managed (greater risk in compliance) or locked-down (but in reality full of Access and Excel)
Not to say its wrong to use Excel, its just that its an element of risk.
Joe McIntyre wanted nobody involved
it took something like 20 minutes to go from one screen to another
it can frustrate people that they cant do something quick and dirty
it also would be very hard to create controls to limit access
is there functionality out there that we dont know about or dont use
its a mind-boggling exercise to make sure that operators have just the appropriate level of access and responsibility for their position
when you deploy, people are reluctant to go to a global template, theres always a reason why theyre different
in Catalyst, it was out of scope, in Quote to cash they say not in scope
And then they all have their own little sub-systems that theyll want to keep
So its an integrated database. Financial performance of any operation is in there. Theres robust integrity around the system.
half our systems are on 11i and half are on 11.03
Hackett report 86% more time collecting & compiling information than World Class
gave up Mac-Pac because it wasnt upgradable, and now where are we?
for users querying one table in NRT, SQL is more efficient
Finance wont be on it for the moment, they are still on 11.03
FARM: draws transactional information from SharePlex
FARM uses Essbase for roll-up of cost centres to functional level
FARM more up to date than NRT (runs 4 times daily)
FARM extracts from Gelco and Procurement card spend
every time we add a new account number, they have to add it manually to 11i
ERP has been process focused rather than decision focused
ERP data lacking in completeness, conciseness, free of error, understandability, appropriate amount
Downside of integration
didn't gain anything over Mac-Pac, except ability to do more volume
development process means report seen only at very end
Day 32 helps them close the books
data moved from many different places, no one reporting tool perfect, ended up with 5 versions of revenue
creation of data warehouse, and sorting, cutting, reporting based on what you think you know
Commissions, Legato, PS on 11i
close process for acquired divisions means feeds from their ERP
can take 30 mins to open a large report
business doesn't realise it can work at summary level
Built around ledger
biggest challenge is volume (reports for KBM with 1 million records)
allocations functionality is there in Oracle, just not there at go-live
10 PC's dedicated to running SharePlex reports
1 year negotiation to get access to SharePlex
to-be processes based on ERP data but you couldnt get it straight from ERP
the data in JD Edwards fed directly into Unison, we never had to change anything, its since we moved to SAP we are after moving backwards
I cant see that SAP driven dashboard happening, not for a long time
there was talk way back, when they get every plant on SAP, therell be no need to use Dashboard
some of the reports are being tailored in business warehouse to feed these lines on dashboard but they are not at that stage yet
theres about ninety plants, and they are all consolidated at head office
Dashboard production takes three and a half days
Dashboards, you are only seeing one side, you are only seeing a P&L account really, there is no balance sheet in dashboard
The problem is the data coming out of SAP mightnt give you a complete trial balance ie. a balanced trial balance, thats why we have to tweak
month-end is working very well, and we are achieving 3.5 days close comfortably, thanks to SAP
Banking cash, we were hoping for a huge improvement there, automatic bank reconciliations still hasnt happened
AR and AP roles are over-lapping and that gives us a problem, and it certainly gives the auditor a problem
business roles, thats a minefield
A lot of the unit cost information, the financial modeling will be done outside MERPS (Excel)
Talking to other companies, they are allowed link directly with SAP for local interfaces, its just GSK policy that you are not
there is no work being done on Unison interface at the moment, I find it incredible
the data warehouse is is just a kind of bundle of new reports, that never got used
what we have to do is take the data out of SAP, download it into Excel, and then upload into Unison, which is a complete disaster
Unison link, for Financial Reporting, never delivered, and thats been a big gripe
reporting for capital accruals is very poor, we get that data directly from engineering rather than SAP
Fixed Asset accounting has become a lot more complicated
thirty people across the site could put journal entries into the system
they brought in a SAP expert, he knew the system better than we did
GIA when they came to visit last year, they were able to interrogate SAP very, very easily
we have this formal procedure of logging remedies, somebody in UK might look at it, before you just rang IT on site here
They are certainly using some sort of prioritization of these issues off site, I dont think its acceptable
We report back on these open audit issues every quarter, its a bit embarrassing
Audit corrections had to be done by core, and they are still outstanding, 8 or 9 months later
Since the core team moves away, and since the next wave started for SAP implementation, they lost interest
Except I really hit overhead, and told that, for example, it might be an internal audit issue. Theyll work on it then.
Reaction time is very slow, they are showing very little interest in some of our key issues
the technical support offsite is atrocious
that if John left in the morning we would have a problem, theres no doubt about that
we really took 12-14 months to get used to the system, its only now that John is thinking about passing on that expertise
John has taken an objective this year to share that technical expertise
nobody new really on the team has taken on that mantle
we are still struggling with experts
So instead of having your tables named x, y, z, theyre actually named in English
we have access to transaction SSP, which allows us to query tables, but there is only 2 of us on site with access to that
I suppose part of the problem is that people are comfortable with certain tools, its not something we like to see
when you show them a standard report, people dont actually sit back and think exactly what they need
ideally we would like to be able to do those things locally
door to door times, so from the receipt of raw materials to shipping the goods, theres no standard report
with regards to regional requirements the business suffers
Whats lacking afterwards is the ability of the ERP systems to provide reports quickly for the business
We have an operational template of SAP that is a couple of years out of date
Im very unhappy in MERPS ability to meet SarBox requirements, it is very unwieldy
if its breakdown maintenance, the price of the job comes in afterwards. There might be a guesstimate go in
you may have commitments in your head but there mightnt be any hard data yet, you dont raise speculative requisitions
to the end of April, spend comes from the accounting system, as orders, but they may already have more commitment
Accounting systems tell me what Ive spent, probably about two months back, which leaves a lag, between your accounting syste and actual orders
youve less dependency on IS in that regard, more real time
you now have visibility to ledgers of acquired subsidiaries outside international jurisdiction
Yes, Finance can see a lot more than they used to before
Finance could not have reduced their month-end cycle without MERPS
you have visibility now to the detail behind the figure in the ledger
you have the ability to add accounts, if you add them they are available to everyone
you have a lot of real time reports from Oracle that you didnt have before
you cant any more name accounts, you cant customize them for a specific subsidiary
we were able to get Smarts on our systems rather quickly
very user friendly, very intuitive, account / journal enquiries, drill down is all good
They might have their own Oracle report, I wouldnt know
there is now more consistency worldwide in the actual use of accounts
its easier to criticise system picture, than to accept consequences or re-look at data
data warehouse only downloads financial data from SAP, not sales
so now you have more information, that makes it easier to make better decisions
so if we make a change in Ireland, and transfer it to consolidation, its in there in 15 minutes
Smart people like Kristina Fileva in reporting is vital
Simplify accounting
However, for the site as a whole it should give a better picture
the information is getting better and more robust
SharePlex should be used for ad-hoc reporting, NRT for summary reports
SharePlex is real time (with no front end)
problems of governance, costs going out of control, and people with different sets of information
our ERP system does everything in compliance with US GAAP
Oracle is the feeder system, the system of audit, Essbase is only a reporting tool
only now that we are seeing some of the promised advantages of ERP
one place for all information, know its accurate, and extraction capability to a workable format
One CoA meant ripping out a plethora of local systems, which was a significant win
One Chart of Accounts means company can rapidly integrate acquisitions
NRT has code to bring everything together (orders from Oracle, leads from Siebel)
NRT and IDW have front ends, and are updated daily (IDW once daily)
no more manual entry, everything had to be done at the source
use of SAP BW is more around financial reporting, as opposed to re-work or state of the inventory in respect to Stockout
move to a single instance of MacPac, youd go through the same pain
more real time reporting off consolidated system, so its easier to see the impact of changes
it takes good systems to generate variance analysis reports, to budget at a very significant and detailed level, to forecast
it has allowed the ability to globally report on different lines in the balance sheet
It did drive better data, in that it had to be consistent
historically it all started with the Finance community trying to put in place a common platform using a common code
it brought on-line a lot of things that were on local systems like fixed assets
infrastructure stage was critical, ERP an enabling stage
10 years ago it financial drivers, we needed to know cost of what we produced in the plant, wheres the inventory, what did we sell
ERP are starting to diagnose that there is a clear segregation of duties within the financial applications
a simple control would be, in ERP system you set credit terms for a customer at 60 days, SARBOX wants a change control process and proof that terms are valid
when a manager reviews a report for that customer, SARBOX wants proof that its aged correctly
historically ERP gave us a historical record of what we produced, how much it cost and what was still on the balance sheet
ERP systems tell you that your key processes are all working well and that your key risks are properly managed
its giving management a sense that key processes are running effectively, key risks are properly managed and that key controls are in place
The basics around any ERP is to know your costs, your income, your assets and your liabilities in simple terms
to have those assets, liabilities, income and expenses coded on a common basis throughout GSK
youve got to put in core financials, all those applications do at some point in space act as the core financials
weve invested hundreds of millions of dollars in these applications but actually the return on investment is difficult to quantify
the belief is if we dont do it, we run a higher risk of one of our plants being closed, which is catastrophic
So its risk mitigation. So you wouldnt have a tactical internal rate of return on it.
Instead of tons of spreadsheets all over the place and sub-systems. You can try and get it all integrated then its one source of data for everybody
where a business is fully ERP integrated, then theres one source of data for Finance, General Management, Manufacturing, Marketing.
If you have fractured systems, theyre not interfaced then youve got to reconcile and keep them aligned and so on
make sure that we have an integrated application covering scope of business and not a series of non-integrated systems which are only visible to owners
with non-integrated systems people are making decisions based on maybe data thats not correct
anybody who wants to look at data, or use it for decision making, everyones looking at the same data.
import Catalyst data into our models that allow very fast analysis and very fast decisions
Each EU country budgets and plans for requirements for year: ERP approach reflects the decision-making of line organisations
if information is used optimally, it should tell you what you need to know
helping the consolidation process, better FX reporting, more visibility in planning
France & Belgium can write adjustments straight into Oracle, without impacting global consolidation
for FA, there is a consistent depreciation policy across the company
Finance spend more time analysing, less time arguing about data validity
Finance got what they want, Bill Tueber gets his data within 1/2 days
ERP gives us the opportunity for shared financial services, or for any other share services which we may wish to operate
it now allows us to start looking across-site performance and across-site benchmarking
the throughput of a given site from a QA perspective appears to be, using transactional data within the system, twice that of another site
Finance benefit
FA benefits (common accounts, rules for depreciation ) is a huge step forward
every balance sheet balance is in the ERP system
e-segment piece, a shadow ledger within set of books, so that statutory adjustments can be booked
ERP systems allow holistic reporting, but if you use the information correctly
ERP infrastructure promotes success with auditors, success with Sarbanes Oxeley
ERP = building block for integration of acquisitions onto one platform
EMC real time is probably as good as youre going to get
disparate IT groups in each of function was not scalable, cost efficient, or integrated
corporation can look at all assets for a given cost centre across all countries
core ERP elemental to big performance indicators
consolidating financial statements for entities plus 22 subsidiaries, data from Oracle
consolidated trial balance, bringing US Gaap and local accounts together, as basis for preparing the local accounts
Catalyst, Go To Market, these are incremental steps, information is better than it ever was
Catalyst was for Finance only, I absolutely disagree with that
by the time youve gathered data manually the dollars moved 10% and youve lost a hundred million dollars
Brio front-end links to different db's (invisible to user)
Best of breed is more expensive and more difficult to keep it working properly
before youd have been dependent on reports, now, you can go directly into the system
before ERP you probably have lots of feelings, where as now you have lots of data
at some point you are going to change obsolete systems anyhow
at EMC's size, have to put a stake in the ground, or get out of control in terms of information
accuracy, timeliness and format of information, is critical in meeting goal
100 EMC legal entities, 100 balance sheets revalued each month for currency movement
We havent missed a deadline since we transfered over to SAP, which is great.
No, at the month end, the Yield report takes 3 or 4 minutes
most of the improvements have been in terms of efficiency, efficiency with the production of the data, rather than the data itself
the production of the data that populates dashboard (Excel) is being output by SAP a lot more efficiently than previously
And the funny thing about PPP, yield and recovery, theyre all in management accounting
we need to push enough product through the plant to recover that overhead, by product
the recovery data coming out of SAP is very very good
Again the yield data coming out of SAP is very good
Reports out of SAP are very good for PPV calculations
the forecasting exercise used to take a week and a half, we can turn it around now in three or four days
the forecasting has improved significantly, again due to SAP, because the data now is readily available
we are paying our employees expenses through SAP, it just links into the bank module and it is paid directly into your account
The actual count done by the individuals in the warehouse fully visible, who does what. PWC love that, segregation of duties
for high value stock we count it a number of times, now its a big exercise for the warehouse, but the Accounting visibility is superb
we are doing over 300 cycle counts, before you had SAP we were only doing 50 or 60 (80 lines of stock)
Inventory definitely improved, particularly in terms of reconciliations and cycle counting
AP has improved, it has certainly become more efficient, certainly the way we are matching invoices and paying suppliers
that was supposed to be a seamless interface, as such, it turned out very messy
Links with other external systems, a good example is AIB, again, continue to be problematic
Stock days, stock provision., PPV analysis, its all coming out of the warehouse
MERPS is there just to generate standard product costing, standard invoicing
MERPS is used for control in the short term process, for decision making in the medium term process and its not used at all in the long term process
Chart of accounts was up to ourselves, we could add in as many local accounts as we wanted, but we decided we wouldnt.
key modules are reconciled automatically on SAP, particularly stock, FA, AP
without SAP we would be struggling with a lot of the controls imposed on us out of Sarbanes Oxeley
the formality in Financial Accounting that SAP has delivered, its helped us hugely
FW is more comfortable that its more or less being generated automatically, by SAP, rather than fudging it in Excel
Data integrity, I think Finbarr Whyte is a lot more comfortable with the Management Accounting information
SAP has some good internal control improvements, PWC have come in they see a huge improvement
a batch of products gets stuck in QA, with a chance of failure, it will be provided for automatically on SAP
Previously stock provisioning was very manual, ad hoc, SAP will generate provisions for you now automatically
stock-day calculations can be done very very quickly
we can stand over the data now, which is important
for Mgt Accounting, the generic reports are very good, so you dont need to download the information to Excel
variance analysis was very manual on JDE, we downloaded the information onto Excel to analyze it, we can do it all on SAP now
the information flow out of Management Accounting has certainly improved
we are all doing things now in a similar fashion, not one hundred percent exactly the same but a lot closer than we were previously
Not alone the data but the time to sit back and analyze the data
we werent analyzing the data, always fire-fighting, now some of this time being generated, which is great.
data quality has improved
Management Accounting things have become a lot more transparent
certainly since we went live on SAP, our month-end turn around time has improved
the structure of the BW tables is completely different from SAP
quality and plant maintenance would require real time enquiry on screen
any report in SAP would have been created following the correct standards
to get the cost of the different components, the consumables and stuff like that
Business Warehouse is only there for Finance at the moment
And were after an invoice planning system, in maintenance, I want to know what I spent today
OVOTT: more a people issue than IS
key question for new report template is frequency required (determines db used)
So eventually Dashboard should be populated automatically from the Business Warehouse
demand forecasts are fed from whatever system the commercial entity has, and there are many
trying to implement the same ERP system in 600 odd places, it would go on forever
And that standard set of data is demand forecast, their in-market stock holding, and its their actual sales
demand forecast = the movement to the first distribution points, which isnt the same as consumption
planning applications from ERP vendors not very robust
NRT is reconciled back to GL
in Australia, because interfaces stopped, no reforecast on Day 1
if PeopleSoft feed fails, feed to Essbase fails, so you wait for next cycle
At the moment consolidation, is via an interface, once a month
you want more real-time understanding of where you are
If you had more frequent updating of the consolidation database youd know more readily where you were.
forecasting always left to the end, should be done with financial information package
Essbase is a very powerful tool, a lot more user friendly than Oracle, spreadsheet based
because of commissionaire, Brio / NRT feeds Essbase, and includes correct breakout by country
acquired companies still rely on Essbase for forecasting, budgeting
The problem with our system, is it just handles one set of numbers. It doesnt handle the range, and thats the limitation
if you have a forecast accuracy plus or minus 20% historically, your demand is 72,000 to 96,000, its not 84,000
this is where sometimes you have to use spreadsheets, for low and side scenarios, because both Manugistics and SAP can only handle one number.
you have to revert the spread sheet modeling, outside your systems, when you want to look at range and intelligence
We may get awarded that tender, and we may not, so you have got two scenarios
we do have influence, via ERP, to be able to ask for those adjustments to plan
Mgx calculates requirements based on forecast, sales and stock, removing some artificial variability
thats what a Ware or one of the other 2ndary sites will be seeing as its demand forecast
We use ERP to store for History, for Short Term Forecasting and for Long Term Numbers in one place
a lot of them are offering the capability for the forecasting process
ERP applications are going up the value chain, adding on more decisions
ERP allows us to have that conversation
The whole idea of the system is that we have, say, a view of at least 3 months in advance of what theyre looking for
copy of Manugistix put it in a different database so people can go and play in that area
you could use SAPs electronic invoicing, Xions discount management tool
we have separate systems for Brio to track Oracle
we dont have global ERP (for payroll, T&E, )
we dont get real time reporting out of either T&E system
want an absolute metrics package, can't currently get real time information
SSP challenges are in flexibility and functionality of routing (eg. streamlining)
so we end up pulling the data into Access type format
Sinead leaving meant loss of expertise and a lack of understanding of original requirements
SAP as approval vehicle, Oracle for GL, replace SSP with external catalog
purchasing bought Spend Analytics, which adds to the complexity of the environment
our challenge is how to interface to reporting if we bolt on 2 ERP systems
Oracle not source for operational data
Oracle not flexible to get at detail, which you need to do the close
Oracle 11.03 not easy to streamline routing, upgrade or look at SAP
Mars for approval of headcount, contract labour, numbers, costs, off-shoring
manager in AP worked and slogged to get unmatched receipts report working
people will convince you that we should have a different way of paying suppliers or employees in one country to another
if we got what the US had at go-live, we wouldnt have got Chriss report
Id forgotten AP completely, those dark days, it was an absolute nightmare
fo commissions we have OIC, but not in place in all US groups
challenge is to get at detail, so weve got a lot of bolt-ons
Oracle has allowed shared services to become a reality
need "one stop shopping" on heads, contractors, interns, temps, T&E, payroll
Much of the integration and control has been implemented on the cost side
Irrespective of where people are, you can generate a routing
great value of having raw data on spend to be able to review with business
common processes means we can go to another country and work there
big Shared Service issue is converting local systems to common processes
Acquired company's AP, purchasing and GL moved to ERP right away
Process Theme Sub-theme ERP impact
Report Flexibility -
Report Manual -
Report Correlation -
Report Manual -
Report Latency -
Report Skills -
Report KPI -
Report Skills -
Report Latency -
Report Latency -
Report Skills -
Report Latency -
Report Aggregation -
Report Latency -
Report Manual -
Report Latency -
Report Manual -
Report Manual -
Report Manual -
Report Manual -
Report Centralisation -
Report Accuracy / consistency -
Report Skills -
Report Skills -
Report Gap virtual vs. physical -
Report Skills -
Report Latency -
Report Latency -
Report Skills -
Report Skills -
Report Skills -
Report Skills -
Report Skills -
Report Skills -
Report Skills -
Report Skills -
Report Skills -
Report Skills -
Report Skills -
Report Latency -
Report Skills -
Report Compliance -
Report Manual -
Report Latency -
Report Latency -
Report Skills -
Report Manual -
Report Automation -
Report Latency -
Report Skills -
Report Latency -
Report Skills -
Report Granularity -
Report Latency -
Report Latency -
Report Manual -
Report Automation -
Report Automation -
Report Automation -
Report Manual Consolidation -
Report Latency -
Report Manual -
Report Manual -
Report Automation -
Report Manual -
Report Compliance -
Report Compliance -
Report Manual -
Report Correlation Interface -
Report Manual -
Report Manual -
Report Skills -
Report Skills -
Report Skills -
Report Centralisation Support -
Report Skills -
Report Skills -
Report Skills -
Report Skills -
Report Skills -
Report Skills -
Report Skills -
Report Manual -
Report Skills -
Report Flexibility Efficiency -
Report Manual -
Report Manual -
Report Skills +
Report Correlation +
Report Centralisation +
Report Automation +
Report Granularity +
Report Flexibility +
Report Accuracy / consistency +
Report Aggregation +
Report Gap virtual vs. physical +
Report Skills +
Report Centralisation Visibility +
Report Latency +
Report Centralisation Standardisation +
Report Compliance +
Report Compliance +
Report Compliance +
Report Compliance +
Report Compliance +
Report Compliance +
Report Compliance +
Report Compliance +
Report Automation +
Report KPI Standardisation +
Report Latency +
Report KPI +
Report Automation +
Report Automation +
Report Automation +
Report Automation +
Report Automation +
Report Automation +
Report KPI Efficiency +
Report KPI +
Report KPI +
Report KPI +
Report KPI +
Report KPI +
Report Granularity Visibility +
Report Automation +
Report Compliance Visibility +
Report Accuracy / consistency Visibility +
Report Correlation Interface +
Report Automation +
Report Granularity Timescale +
Report Automation +
Report Accuracy / consistency Control +
Report Automation +
Report Automation Visibility +
Report Aggregation Visibility +
Report Correlation Analysis +
Report Accuracy / consistency Standardisation +
Report Accuracy / consistency Efficiency +
Report Automation Efficiency +
Report Skills +
Report Compliance Standardisation +
Report Skills +
Report Automation +
Report Skills =
Report Granularity =
Report Automation =
Forecast Centralisation -
Forecast Manual -
Forecast Granularity -
Forecast Flexibility -
Forecast Accuracy / consistency -
Forecast Latency -
Forecast Latency -
Forecast Manual -
Forecast Manual -
Forecast Manual -
Forecast Correlation -
Forecast Manual -
Forecast Granularity +
Forecast Automation +
Forecast Centralisation +
Forecast Accuracy / consistency +
Forecast Plan vs. actual =
Approve & Pay Flexibility -
Approve & Pay Aggregation -
Approve & Pay Centralisation -
Approve & Pay Granularity -
Approve & Pay Latency -
Approve & Pay Manual -
Approve & Pay Skills -
Approve & Pay Centralisation +
Approve & Pay Correlation +
Approve & Pay Centralisation Standardisation +
Business cycle Process - + = Total
Supply cycle Plan 95 44 6 145
Buy 42 20 62
Make 184 263 19 466
Quality 6 26 32
Supply cycle Total 327 353 25 705
Demand cycle Quote to cash 94 29 123
Deliver 119 18 7 144
Service 3 15 18
Demand cycle Total 216 62 7 285
Finance cycle Forecast 20 8 1 29
Report 168 143 3 314
Approve & Pay 21 8 29
Finance cycle Total 209 159 4 372
Total 752 574 36 1362
Case Level Function Dept Responsibility Role Name Cat Observations Process
KPC Cork Materials Planning Manager Denise O'Mahony EI we had an instance back in June, where there were no orders on the system for July Quote to cash
KPC Cork Materials Planning Manager Denise O'Mahony EI their system was saying you dont need the inventory, when in reality, they did Quote to cash
KPC Cork Materials Planning Manager Denise O'Mahony EI you could put safety stock into MERPS, but we dont always maintain it Plan
KPC Cork Materials Planning Manager Denise O'Mahony EI if we had it up on SAP, then it could be driving negatives, it could be driving volumes down Plan
KPC Cork Materials Planning Manager Denise O'Mahony EI Yes, Finance can see a lot more than they used to before Report
KPC Cork Materials Planning Manager Denise O'Mahony EI Finance could not have reduced their month-end cycle without MERPS Report
KPC Cork Materials Planning Manager Denise O'Mahony EI ERP is not for scenario planning, which would be a lot of what we do Plan
KPC GSK House, Brentford Information Systems Steve Golding EI all the sites that supply the USA needed to have a plan to implement the same version of SAP Make
KPC GSK House, Brentford Information Systems Steve Golding EI But I would say that we havent exploited that global view at all Make
KPC GSK House, Brentford Information Systems Steve Golding EI all manufacturing sites on one system creates competition between sites, should we want to rationalise Make
KPC GSK House, Brentford Information Systems Steve Golding EI so you can compare sites within the ERP system Make
KPC GSK House, Brentford Information Systems Steve Golding EI can you show what your factory looks like, on the MERPS system Make
KPC GSK House, Brentford Information Systems Steve Golding EI setting up metrics to show how the sites were dealing with the core template Make
KPC GSK House, Brentford Information Systems Steve Golding EI days of inventory, sales orders released on time, sales orders delivered here, there and everywhere Deliver
KPC GSK House, Brentford Information Systems Steve Golding EI if some site seemed to be out of sync with the others then questions were raised Deliver
KPC GSK House, Brentford Information Systems Steve Golding EI is poor performance on completion on time due to a variation on the model or are they really having difficulties? Deliver
KPC GSK House, Brentford Information Systems Steve Golding EI why are you not using the template in a consistent way Deliver
KPC GSK House, Brentford Information Systems Steve Golding EI that senior management could set realistic targets for all sites and then measure them appropriately Make
KPC GSK House, Brentford Information Systems Steve Golding EI how are you using all the technologies to get the best out of what weve got Make
KPC GSK House, Brentford Information Systems Steve Golding EI how does that move you forward to a lower cost base and a better performance Make
KPC GSK House, Brentford Information Systems Steve Golding EI the Process Order is twice as long at Cork as elsewhere because template not followed Make
KPC GSK House, Brentford Information Systems Steve Golding EI we should release Process Orders 1 day before due, Cork releases them 1 week before, for visibility Make
KPC GSK House, Brentford Information Systems Steve Golding EI A Senior Manager will say Youre bottom of the list but theyre just doing it a different way Make
KPC GSK House, Brentford Information Systems Steve Golding EI it makes the internal competition a bit more fierce than it should be Make
KPC GSK House, Brentford Information Systems Steve Golding EI If theyre all using the same templates, youd hope that theyd all share best practices Make
KPC GSK House, Brentford Information Systems Steve Golding EI 2 competing sites may not want to share best practice because that might be the edge theyve got Make
KPC GSK House, Brentford Information Systems Steve Golding EI we start looking at cheaper parts of the world to do manufacturing, other sites might close down Make
KPC GSK House, Brentford Information Systems Steve Golding EI Id be telling him I dont need you to tell me, I can go and find out Make
KPC GSK House, Brentford Information Systems Steve Golding EI before, only people in your system would know how youre doing, from reports youd generate Make
KPC GSK House, Brentford Information Systems Steve Golding EI its almost isolated the sites because they dont need to communicate to tell them the basic information Make
KPC GSK House, Brentford Information Systems Steve Golding EI sites have not got a readiness to exploit centralised performance reporting Make
KPC GSK House, Brentford Information Systems Steve Golding EI the new system now globally gives us the opportunity to cut inventory down to weeks and months Plan
KPC GSK House, Brentford Information Systems Steve Golding EI getting MERPS to work with automated KanBan warehouse systems in newer sites has been tricky Plan
KPC GSK House, Brentford Information Systems Steve Golding EI In our industry we were carrying years worth of inventory, rather than months or weeks. Plan
KPC GSK House, Brentford Information Systems Steve Golding EI Manugistix is a global demand and it is automated, it refreshes in the ERP system every night Plan
KPC GSK House, Brentford Information Systems Steve Golding EI demand at top level of BOM hits supply plant, they run MRP to create a 2nd demand lower down BOM Plan
KPC GSK House, Brentford Information Systems Steve Golding EI Manugistix is done as the long-term planning, whereas within SAP theres a short-term scheduling Plan
KPC GSK House, Brentford Information Systems Steve Golding EI you wouldnt necessarily expect the Manugistix refresh to change that short-term plan Plan
KPC GSK House, Brentford Information Systems Steve Golding EI If theres a short-term change in Manugistix thatll be dealt with on an exception basis Plan
KPC GSK House, Brentford Information Systems Steve Golding EI MERPS template designed for secondary, far too sensitive for primary sites Make
KPC GSK House, Brentford Information Systems Steve Golding EI primary want the time it takes on the line to reflect the Process Order, rather than the other way around. Make
KPC GSK House, Brentford Information Systems Steve Golding EI A Process Order to them is a days worth of work and they cant define that depending on how well the plant runs Make
KPC GSK House, Brentford Information Systems Steve Golding EI the question theyll always ask is if its worth getting that data that correct Make
KPC GSK House, Brentford Information Systems Steve Golding EI I think they can use it even more to drive what theyre doing than they currently do Make
KPC GSK House, Brentford Information Systems Steve Golding EI its easier to criticise system picture, than to accept consequences or re-look at data Report
KPC GSK House, Brentford Information Systems Steve Golding EI you helped design the system so stop finding ways to work around it, be committed to it Make
KPC GSK House, Brentford Information Systems Steve Golding EI data warehouse only downloads financial data from SAP, not sales Report
KPC GSK House, Brentford Information Systems Steve Golding EI local systems gave any information about anything, supporting really good business decisions quickly Make
KPC GSK House, Brentford Information Systems Steve Golding EI Now, in SAP, its an absolute nightmare Report
KPC GSK House, Brentford Information Systems Steve Golding EI they download this and that out of it and juggle it about in an offline spreadsheet or database Report
KPC GSK House, Brentford Information Systems Steve Golding EI report might take 3 months and cost you 10,000 Report
KPC GSK House, Brentford Information Systems Steve Golding EI the availability of information has been impaired because of the Compliance nature of the system Report
KPC GSK House, Brentford Information Systems Steve Golding EI All I want to know is how many orders weve sent to Brazil that was also sent to Spain in last 6 months. Report
KPC GSK House, Brentford Information Systems Steve Golding EI you dont know what you want to know until you have a first look at it Report
KPC GSK House, Brentford Information Systems Steve Golding EI Im amazed that we havent a big Access database and let people loose on it Report
KPC GSK House, Brentford Information Systems Steve Golding EI use non-ERP tools to narrow down decisions, but check data on host system Report
KPC GSK House, Brentford Information Systems Steve Golding EI weve actually 200 orders for Brazil and 4 for Spain, therefore Brazil gets priority Deliver
KPC GSK House, Brentford Information Systems Steve Golding EI If I cant get that report enquiry out of SAP, dump the data and narrow down scope Deliver
KPC GSK House, Brentford Information Systems Steve Golding EI dont go back to back of your fag packet to make your decisions, but use it to point you in the right direction Deliver
KPC GSK House, Brentford Information Systems Steve Golding EI they dont have business modelling capacity because requirements change on a week-by-week basis Deliver
KPC GSK House, Brentford Information Systems Steve Golding EI reporting is a weakness that nobody could ever identify up-front Deliver
KPC GSK House, Brentford Information Systems Steve Golding EI spend another 20million to get reporting capacity without knowing saving because we might never use it Report
KPC GSK House, Brentford Information Systems Steve Golding EI there are some quite good tools in SAP, but they never seem to be quite what everybody wants, Report
KPC GSK House, Brentford Information Systems Steve Golding EI thats not as good as the Access Database that Fred wrote Report
KPC GSK House, Brentford Information Systems Steve Golding EI they preferred legacy system because they were able to fiddle it to give them the information they wanted Report
KPC GSK House, Brentford Information Systems Steve Golding EI the global model will never be as good as the local model for any one individual Report
KPC GSK House, Brentford Information Systems Steve Golding EI Nobody on the site particularly wants consistency because it doesnt give them individually any benefits Report
KPC GSK House, Brentford Information Systems Steve Golding EI However, for the site as a whole it should give a better picture Report
KPC GSK House, Brentford Information Systems Steve Golding EI site benefitted most where they re-organised at the same time they did the implementation Make
KPC GSK House, Brentford DistributionPrimary Supply Logistics Process Manager David Massie EI copy of Manugistix put it in a different database so people can go and play in that area Forecast
KPC GSK House, Brentford DistributionPrimary Supply Logistics Process Manager David Massie EI the information is getting better and more robust Report
KPC GSK House, Brentford DistributionPrimary Supply Logistics Process Manager David Massie EI can you draw out whats the key management data you require in an easy and user-friendly manner Report
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI the need is to drive information systems that are integrated across all 3 levels to meet those drivers Make
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI we have designed a standard set of processes in the markets, in our commercial organisations Make
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI demand forecasts are fed from whatever system the commercial entity has, and there are many Forecast
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI trying to implement the same ERP system in 600 odd places, it would go on forever Forecast
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI And that standard set of data is demand forecast, their in-market stock holding, and its their actual sales Forecast
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI demand forecast = the movement to the first distribution points, which isnt the same as consumption Forecast
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI Mgx calculates requirements based on forecast, sales and stock, removing some artificial variability Forecast
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI requirements are fed from central system to each supply node that makes the items concerned Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI we calculate replenishment requirements, send them a replenishment proposal, an agreed collaborative process Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI That replenishment proposal becomes the trigger to plan execution in the sites Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI any one commercial organisation will be supplied by 20-40 different factories Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI replenishment proposal, agreed by the market, becomes the factory demand profile Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI thats what a Ware or one of the other 2ndary sites will be seeing as its demand forecast Forecast
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI MRP run in 2ndary sites and feeds back to Manugistix the demand requirements for the primary sites Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI clearly that is not in the conventional sense of the word, an ERP system Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI its a means by which we link effectively multiple ERP systems and multiple DRP systems Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI In our world it would be an absolute impossibility to put in a single ERP system Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI we have 82 factories, 400 suppliers of finshed goods, and many thousand of suppliers to those factories Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI Single ERP would cost billions, and youd never finish doing it. Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI acquisitions would mean re-implementing ERP, now we just implement the interfaces. Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI systems support model because of volumes of data and geographic spread: same data served to same people at same time Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI exactly the same thing happens to data as happens to products Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI you end up "campaigning" information processing, like product Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI markets update forecast, Manugistix kicks in, drops down to 2ndary sites, MERPS, then to primary for analysis, each process taking days Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI because weve got the entire worlds stock in our Manugistix system, we can do that pretty quickly Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI for supply chain performance, you would be unlikely to put conventional MRP systems in at all Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI execution system that would be based on flow, and triggers about what stock we had at what nodes Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI MRP systems hard-wire lead times, they hard wire production against forecast not actual demand, and they hard wire the latency Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI MRP systems hardwire a set of worst case scenarios Plan
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI So thats a fundamental problem for us because you can imagine the flexibility of an information system is its value Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI with local data analysis, if method not correct, then perhaps not compliant Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI we have locked down or pre-designed all the possible different combinations of information that you might want Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI the pendulum is right up against the bar the other way, and first of all it prevents you from making good decisions based on good information Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI it encourages Excel Syndrome, extracting data from big transactional systems Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI you cant have a situation where part of the system is not validated Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI I think were slow learners. Our starting position was to record the information to help suppliers actually Buy
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI I think were just about getting our head around trying to improve the lot of the person transacting Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI they realised that auditing everything for 100% compliance was actually a serious headache Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI just by virtue of the fact that compliancy was affecting the volume of data recorded, if nothing else Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI we have it as a design step you cant pass, you cant get approval of a system until youve done Archiving needs Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI we have a Record Retention Policy within the Company, most systems we have today do not or cannot meet that Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI weve spent huge amounts on standardisation, whether one big ERP, or lots of standard systems but with the same template Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI We rarely draw data from standard system into one location and say Let me do some data warehousing on it Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI weve focused on making the business processes the same, IT cost is as low as possible, and compliance is as high as possible Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI the energy hasnt been there to say Right, now that Ive this foundation in place, I can now aggregate and do something with it Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI Weve typically got exhausted and then asked is it time to replace them again yes. So we start at the beginning of the bridge again Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI we have typically not taken the quite frightening step of looking at data from the enterprise perspective Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI When I say batch, what do you mean by batch? When I say Supplier X, do you mean Supplier X? Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI weve come from a legacy of multiple different instances, but heading towards a lower number of instances Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI the energy it takes to have all those instances the same is pretty high, but we dont squeeze the value out of it Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI given more information, you could make much better decisions but we dont expend that extra energy, its not the original objective Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI we do all of the things we have to do, around ERP manufacturing wide reporting through SAP BW Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI nobody really has the ability to toy with it, partly for good performance reasons Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI we could get a lot more value out of it if we just opened up our thoughts on it Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI use of SAP BW is more around financial reporting, as opposed to re-work or state of the inventory in respect to Stockout Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI the way we design ERP or DW, is not flexible enough to allow that site to innovate in reporting Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI youll still be stuck with that standard report that they originally asked for Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI If they want to change it, they know itll cost them another 20,000 so they wont do it. Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI auditing information so theyre not making GXP decisions based on things that arent validated Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI make sure that they dont do a search on the whole warehouse so that it comes to a grinding halt Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI If you didnt have a warehouse then youd need an audit expert whod understand how ERP database worked Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI with a warehouse youd still need an understanding of the function of that data and the structure of that data Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI knowledge requirement monstrous, especially when you start mixing the data from one system with another Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI collect data from ERP and compare to data from to SCM, LIMS, MES it becomes fundamentally a new gearshift upwards Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI complexity created by a) transactional interfaces that keeps the business operating and then b) the extraction of that data Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI you had to crash them (ERP and legacy applications) together as best you could Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI each occurrence of an analytical test in SAP is seen as a new entity. In LIMS, if its the same kind of test, its a repeat of same entity Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI youre crashing these two different rules together of data where you have to match it as best you can Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI Often you cant influence it too much because its actually a vendor whos done this Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI LIMS / ERP interface is a nightmare at any dimension, the physical IT bit, the data bit, the transactional bit Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI self-managed (greater risk in compliance) or locked-down (but in reality full of Access and Excel) Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI Not to say its wrong to use Excel, its just that its an element of risk. Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI ERP improves compliance in material management, notifications, material control for a site like Cork Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI the integration between ERP and the analytical environment in the Laboratory is complex Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI ERP data piles on from only one aspect of Quality, so its distinct from the analytical environment Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI Were actually very poor at planning our Quality steps in our manufacturing process Plan
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI if you dont have good integration between ERP and operational tools (MES / LIMS), the overall planner, the ERP system, cant predict very well whats going on Plan
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI SAP recipes wont tell you that you have to heat this thing for half an hour and that and the whole process will last three and a half days Plan
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI you need good information going back and forth between these external systems and your ERP system Plan
KPC GSK House, Brentford Finance Above site Paul Blackburn EI historically it all started with the Finance community trying to put in place a common platform using a common code Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI the use of the ERP system has very much automated and facilitated the documentation of their key business processes Make
KPC GSK House, Brentford Finance Above site Paul Blackburn EI ERP systems help facilitate documenting your processes, your key controls and that kind of stuff Make
KPC GSK House, Brentford Finance Above site Paul Blackburn EI Food & Drug Administration, theyre obviously looking for very robust processes within a company like Quality Assurance, Quality Control, Manufacturing Processes, Release of Inventory Make
KPC GSK House, Brentford Finance Above site Paul Blackburn EI whole process is supported by ERP, from amount and quality dispensed to events in manufacturing process to QA results of end product Make
KPC GSK House, Brentford Finance Above site Paul Blackburn EI the deployment of an ERP system in manufacturing has been definitely a governance-driven obligation Make
KPC GSK House, Brentford Finance Above site Paul Blackburn EI if you dont have an FDA-compliant plant, ultimately they can close your plant Make
KPC GSK House, Brentford Finance Above site Paul Blackburn EI 10 years ago it financial drivers, we needed to know cost of what we produced in the plant, wheres the inventory, what did we sell Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI ERP are starting to diagnose that there is a clear segregation of duties within the financial applications Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI its a mind-boggling exercise to make sure that operators have just the appropriate level of access and responsibility for their position Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI a simple control would be, in ERP system you set credit terms for a customer at 60 days, SARBOX wants a change control process and proof that terms are valid Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI when a manager reviews a report for that customer, SARBOX wants proof that its aged correctly Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI historically ERP gave us a historical record of what we produced, how much it cost and what was still on the balance sheet Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI ERP systems tell you that your key processes are all working well and that your key risks are properly managed Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI its giving management a sense that key processes are running effectively, key risks are properly managed and that key controls are in place Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI The basics around any ERP is to know your costs, your income, your assets and your liabilities in simple terms Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI to have those assets, liabilities, income and expenses coded on a common basis throughout GSK Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI youve got to put in core financials, all those applications do at some point in space act as the core financials Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI weve invested hundreds of millions of dollars in these applications but actually the return on investment is difficult to quantify Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI the belief is if we dont do it, we run a higher risk of one of our plants being closed, which is catastrophic Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI So its risk mitigation. So you wouldnt have a tactical internal rate of return on it. Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI Instead of tons of spreadsheets all over the place and sub-systems. You can try and get it all integrated then its one source of data for everybody Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI when you deploy, people are reluctant to go to a global template, theres always a reason why theyre different Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI the Revenue cycle around pricing, you need flexibility, and you need flexibility on your tax and fiscal aspects Quote to cash
KPC GSK House, Brentford Finance Above site Paul Blackburn EI people will convince you that we should have a different way of paying suppliers or employees in one country to another Approve & Pay
KPC GSK House, Brentford Finance Above site Paul Blackburn EI And then they all have their own little sub-systems that theyll want to keep Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI where a business is fully ERP integrated, then theres one source of data for Finance, General Management, Manufacturing, Marketing. Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI If you have fractured systems, theyre not interfaced then youve got to reconcile and keep them aligned and so on Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI make sure that we have an integrated application covering scope of business and not a series of non-integrated systems which are only visible to owners Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI with non-integrated systems people are making decisions based on maybe data thats not correct Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI anybody who wants to look at data, or use it for decision making, everyones looking at the same data. Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI So its an integrated database. Financial performance of any operation is in there. Theres robust integrity around the system. Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI Manufacturing, we have one environment that all the plants operate to, so its a single instance Make
KPC GSK House, Brentford Finance Above site Paul Blackburn EI In Commercial, the idea would be that you use one instance of SAP, used by multiple businesses Quote to cash
KPC GSK House, Brentford Finance Above site Paul Blackburn EI Each EU country budgets and plans for requirements for year: ERP approach reflects the decision-making of line organisations Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI when the country applications send an order to a supplier, using a conversion table, they speak in the same code as the supplier Buy
KPC GSK House, Brentford Finance Above site Paul Blackburn EI orders and demand must be sent in the Cork code, but product will be accepted into inventory using own local code, as application will have conversion table Buy
KPC GSK House, Brentford Finance Above site Paul Blackburn EI The only reason why people dont align to that supplier code typically is that theres usually a major cost in getting all your applications on that same code Buy
KPC GSK House, Brentford Finance Above site Paul Blackburn EI we try to build into ERP a capability to access our historical sales, to get a machine prediction going forward Plan
KPC GSK House, Brentford Finance Above site Paul Blackburn EI We use ERP to store for History, for Short Term Forecasting and for Long Term Numbers in one place Forecast
KPC GSK House, Brentford Finance Above site Paul Blackburn EI a lot of them are offering the capability for the forecasting process Forecast
KPC GSK House, Brentford Finance Above site Paul Blackburn EI ERP applications are going up the value chain, adding on more decisions Forecast
KPC GSK House, Brentford Finance Above site Paul Blackburn EI At the moment consolidation, is via an interface, once a month Forecast
KPC GSK House, Brentford Finance Above site Paul Blackburn EI you want more real-time understanding of where you are Forecast
KPC GSK House, Brentford Finance Above site Paul Blackburn EI If you had more frequent updating of the consolidation database youd know more readily where you were. Forecast
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI Now we implemented this solution very much on a compliance driver Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI in some cases those sites were probably, reasonably well computerized beforehand Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI it was an integrated or well interfaced system, weve not gone from card indexes Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI If it was 15 years ago, you would have said what a great leap in availability of information Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI So we now have standards ways of working across the whole organization Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI We have a standard SAP system, and we have a standard configuration, and we have, in many cases, standard configuration master data Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI What we dont have is an organization with global master data, I cant point you to an inventory code and say its the same across the world Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI We have never grasped that thorn, we never will without good justification, I dont think Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI But what we have ended up with, is virtually an identical solution from site to site Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI So weve got this utopian situation from the ways of working perspective, but now we are there, we dont know quite know what to do with it Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI Standardisation is driven by compliance, transferability of resources, and bloody mindedness of core team Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI we wanted the business to have global ways of working, transfer of technology, transfer of data, transfer of people Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI ERP means those sites that operate the same ways of working, and the same systems, they have a common language Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI ERP gives us the opportunity for shared financial services, or for any other share services which we may wish to operate Report
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI it now allows us to start looking across-site performance and across-site benchmarking Report
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI the throughput of a given site from a QA perspective appears to be, using transactional data within the system, twice that of another site Report
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI why is a piece of equipment in Zebulon, many many times less reliable than the same piece of equipment in Evreux, Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI not only are we getting the mean time between failure, we are also getting the mean time to repair Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI mean time to repair during a break down situation is actually lost production Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI its the waste in terms of cleaning the lines out, and the waste in terms of people idle when they should produce Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI So what weve got now is a great opportunity to exploit, compare performance around the organization Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI the reason its difficult to get the traction is not because there arent any good ideas, its to get the benefits accrued against the ERP solution Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI one of the key ones we are looking at is cycle time (door to door time), one of those is around parallel QA activity Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI the system has to have enough of an appropriate safeguard in place that allows you to do, to progress at risk while you continue to then test the various stages within the product lifecycle Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI with system controls in place to allow you to track production batches, cycle time can be reduced by 30% with parallel QA activity Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI But the system alone doesnt dictate that Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI the variables youve got are product, components and process Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI the further you get down this line and you find a problem, the more rework, waste etc etc you incur Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI its confidence in the material, its confidence in the product and stability but its around how robustly you should process your manufacturing process Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI so we call this process capability, the systems play an invaluable part in that because it allows you to check trends Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI we would want to be involved, and if they did have that in isolation, you would find that their solution may or may not fit ours Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI the discipline of implementing a standard solution has allowed us to hope to do this on a corporate basis Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI you are not going to simplify the process, you are going to simplify the order, stock and production, Ill call them schedules Plan
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI 10% of MERPS is MRP, the other piece is integrated financials, integrated batch tracking, integrated plant maintenance, integrated QA and so on Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI by all means, remove that aspect of scheduling, but dont say you dont need an ERP system Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI there is an interface Manugistics to SAP, but its down to schedulers to convert orders into production orders, so the manual piece is there Plan
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI some sites are ignoring the individual orders, cause we have, within MERPS youve got daily plan, weekly plan Plan
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI it almost becomes an art for planning, other sites said, yeah, fantastic, spreadsheet Plan
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI BCG think we have one of the best global SAP implementations that they have seen, in terms of quality, stability, and adherence to the template Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI We just dont know what to do with it Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI modular MERPS is a flexible MERPS template that will now go into another 40 plus sites, ending up with 60 plus sites on one template Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI the 18 sites weve already got will stick with their single instance, and part of this is because its on an IBM, and its a major mainframe Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI if you then wanted to set up a shared service, the only danger is that one person or one group may actually enter two systems Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI it sounds a step backwards, and with portal technology evolving, it might be that any of this becomes transparent with respect to the individual Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI exploitation for business benefit, we run business forums, communities of practice, we will continue to derive benefit from it Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI if you download information from a compliant system, and make a GXP decision on it, then you are out of compliance Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI we put SAP in first in the year 2000, and there was no NPI template Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI from day one, we had to break the global templates, if we wanted to launch products Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI everybody said weve got all these new product batches which need to be compliant Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI ERP is our production control system, but its our change control system as well Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI we have developed our planned change process and have now becomes the global model Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI the core process will define how you run a BOM or a routing, we have a process now for how you change them, in a planned, structured, controlled way Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI all our technical people suddenly had to start using MERPS, that used to be done for them by the traditional production department Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI we wanted project managers that were handling new products, to be able to go in and create a plan change, within MERPS, to set up all the templates to control that change Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI The advantage was having a common unit of currency to make some of our management decisions by capacity Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI SAP is very data hungry, so you had to develop a cut down version for some of this development work Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI we got our 5 or 6 scenarios that cover all our developed batches Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI they are rolling out a programme, and they just want to shoot through the sites, here is the template, now take it Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI So we had some interesting tensions early on Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI R&D can't use Manugistics, because Manugistics is there for commercial, for millions of tablets, not batches Quote to cash
KPC GSK Ware Manufacturing General Manager Byron JonesEI we have to find another way of getting demand into the systems, and turning that into capacity Quote to cash
KPC GSK Ware Manufacturing General Manager Byron JonesEI we have got to find a way of comparing global supply, demand, supply capacity, along with new product introduction, and doing the two Quote to cash
KPC GSK Ware Manufacturing General Manager Byron JonesEI It takes four hours to granulate the batch, why does it take four days to set the data up in SAP Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI It would be nice that information flow does not hold up material flow, we want information flow out of the constraint of the model. Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI if they want to change the BOM, they raise a client change, they choose that scenario, which gives them a list of tasks which they have got to do Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI we use the work flow process of version of 4.6 to trigger that change Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI I put in a data management organization, SAP, within a year I thought this is wrong Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI Its too centralized, and the knowledge is with a limited number of people, its not responsive enough for the business going forward Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI It was an administration function, so if the BOM were drawn, the technician, fill in the form, and an admin person should understand that he has selected the wrong tablet code for that particular pack? Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI The individual didnt have a clue, its just a set of numbers, and all we were doing was inputting into the system and tracing up missing data Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI process 10 is responsible for BOM's. If you put it in directly in the system, its checked by an independent person, electronically signed, and if its wrong, you are accountable Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI You can only do that if you educate people. Now we did this to reduce our cycle time, we assigned a data owner to every data object, quite simply Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI We looked at, change one then you change the other, and then we standardized the process with these scenarios. So we made it easy for people, because you cant ask people to take on a complex process Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI So we as a site, have a very different way of doing MERPS change than other sites, other sites do it very centralized, we do it here very devolved Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI we believe that gives us the responsiveness and the accountability that we need for the future Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI we have metrics in place now to control it, so we can look at task overdues as part of work flows, down to individual level Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI so if somebody isnt doing their tasks, we know and we have the meeting processes in place to pick up and help where this blockage is Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI our on-site MERPS team put together metrics Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI So having worked with SAP for 4 years, we knew the beast, and now we have a platform to help the business with decision making Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI We use MERPS to support the first two, because there is data in the system and information that allows us to pull these together Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI we have schedules tells us what to do, we have plan change because we have task driven, event driven activities Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI so the information allows us to address demand, whether its demand for a change or demand for a product Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI it allows us to make those decisions, and those decisions are made daily and weekly Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI We are tending to use far more physical scheduling tools like Kanbans, rather than scheduling everything through MERPS Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI But the challenge for us is keeping MERPS aligned with these Kanbans, SAP doesnt like Kanbans Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI what you have to do is put the flow information back in to SAP, so SAP wants the control, thats the system Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI we get the customer orders through Manugistics, and we allow MERPS to schedule packaging Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI But we then pull out of manufacturing, which is where you make the bulk tablets, through a Kanban system Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI SAP wants to schedule manufacturing as well, what you are going to have to do is, convince it its scheduling Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI you use the Kanban to decide which process orders you want, and then you manually raise those process orders in SAP Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI So Kanban is the lead, and SAP is the lag in manufacturing, but, bulk packaging, its the other way around Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI What we said to the core team is, find better ways to frig process orders please, right? Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI But, in keeping the system aligned with physically whats happening on the site Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI SAP was producing the schedule, and we were changing that schedule two or three times daily Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI Or our process reliability was shifting, so the planners spend all the time rescheduling Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI if you need a batch of Abacavir tablets, thats a million tablets, its a million on the Kanban card, and its a million in MERPS Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI all you have to do is to ensure that the system reflects what Kanban is pulling Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI planners now manually do these planning orders, behind the Kanban cards, not producing a schedule Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI they get the physical signal, take that material out of their stock, they de-couple, they produce a Kanban based system Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI Manugistics is kept in balance with the physical pull Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI we use SAP to govern very rigorously our change processes, but less and less our production process Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI we use SAP very much for our medium term processes, our three to twenty four months Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI we take all the demand from our global supply customers, from our NPI customers, we convert it into capacity needed, we look at what capacity we have got Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI that allows us to look at decisions, to say we are under capacity, over capacity, or we need investment decisions going out to 24 months Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI A lot of the unit cost information, the financial modeling will be done outside MERPS (Excel) Report
KPC GSK Ware Manufacturing General Manager Byron JonesEI MERPS is there just to generate standard product costing, standard invoicing Report
KPC GSK Ware Manufacturing General Manager Byron JonesEI MERPS is used for control in the short term process, for decision making in the medium term process and its not used at all in the long term process Report
KPC GSK Ware Manufacturing General Manager Byron JonesEI All three [planning processes] need different tools, different techniques Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI he may be raising the process order on SAP to replicate that, which will drive materials availability from the warehouse to produce that batch Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI you havent got a schedule now in MERPS, you have decoupled that Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI This is where you then manually raise the process order in SAP Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI they will release the process order, and that tells the warehouse to deliver 400 kilos of calcium carbonate, batch number so and so, to manufacturing, at 02.00 tomorrow morning Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI He knows, an API batch will take two hours longer than that, so he has control, and he is accountable for running that system Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI So, here is a combination of using the system, and using physical links, very effectively Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI Well if this is a problem, and we see a blockage, supervisor will say, right, what can we do, can we actually put this batch somewhere else Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI Information, originally this was only in a supervisors office, and we said, why Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI every morning, the Kanban meeting looks at the queue times, you look at the queue in each center, Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI SAP is a great vehicle, but it keeps information limited to the screens that you can log on Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI Visual signals like this, open up information, and again the danger of SAP, knowledge is power Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI So what we had time to do is spend more time in the long term process, find out what your customers really want Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI OK, well, lets close that planned change down, or do we want to leave it open, but therell be overdues there for a week Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI look we have 40 overdues on that batch, we know all about it, its in control even though its overdue Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI some of the timings that we have put into these templates originally were not right Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI you wont be allowed to play with white powder until you go on to SAP Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI If you want to order any materials, or any product, or stationery, I have to go in and authorize it Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI Now, you want production capacity, which costs a hell of a lot more than stationery, you have got to go in and book it Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI And you can see some of the proposals there, to recruit temps, smooth demand, Now all that data is underpinned by SAP data Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI The problem with our system, is it just handles one set of numbers. It doesnt handle the range, and thats the limitation Forecast
KPC GSK Ware Manufacturing General Manager Byron JonesEI if you have a forecast accuracy plus or minus 20% historically, your demand is 72,000 to 96,000, its not 84,000 Forecast
KPC GSK Ware Manufacturing General Manager Byron JonesEI this is where sometimes you have to use spreadsheets, for low and side scenarios, because both Manugistics and SAP can only handle one number. Forecast
KPC GSK Ware Manufacturing General Manager Byron JonesEI you have to revert the spread sheet modeling, outside your systems, when you want to look at range and intelligence Forecast
KPC GSK Ware Manufacturing General Manager Byron JonesEI We may get awarded that tender, and we may not, so you have got two scenarios Forecast
KPC Cork Sales David Ahearne EI The whole idea of the system is that we have, say, a view of at least 3 months in advance of what theyre looking for Forecast
KPC Cork Sales David Ahearne EI Manugistix sends it in to SAP and it automatically firms up the order on SAP. Thats where its a good process because theres no human intervention Quote to cash
KPC Cork Sales David Ahearne EI if they make a change on their side, Manugistix wont make the change in SAP Plan
KPC Cork Sales David Ahearne EI youre pulling various information from SAP and various information from Manugistix, so theres no link between them Quote to cash
KPC Cork Sales David Ahearne EI set up my own Access Database and pull the data from both SAP and Manugistix and put them together in there Quote to cash
KPC Cork Sales David Ahearne EI to total demand for the year, shipped so far this year, on SAP, is added to demand for the rest of the year, on Manugistix Quote to cash
KPC Cork Sales David Ahearne EI if Planners plan for 30 tons as agreed in the PRF, and customer only entering 15 tons, thats flowing into SAP, so its giving an incorrect picture Quote to cash
KPC Cork Sales David Ahearne EI Youre kind of double-guessing the customer, it gets messy Quote to cash
KPC Cork Sales David Ahearne EI theres so much second-guessing because it could just be the simple case that the orders havent gone up yet Quote to cash
KPC Cork Sales David Ahearne EI there are so many different scenarios that could come out of the fact that youre not seeing the correct agreed figure Quote to cash
KPC Cork Sales David Ahearne EI if the correct demand was flowing into SAP, the planner could have the process orders created automatically Make
KPC Cork Sales David Ahearne EI SAP isnt taking into account that we might have only have 3 buildings where we might make products we have more than that Make
KPC Cork Sales David Ahearne EI you need to enforce some kind of personal intervention where youre telling SAP exactly how you want things done Make
KPC Cork Sales David Ahearne EI Well thats a big thing around the network too, especially with Manugistix, a lot of people blame the system if something goes wrong Make
KPC Cork Sales David Ahearne EI its just that it requires more manual intervention, where youre constantly chopping and changing Make
KPC Cork Sales David Ahearne EI When looking at SAP, Manugistix has different numbers with regard to product numbers, so Babel translates all the different data Make
KPC Cork Sales David Ahearne EI if we got another new customer online, Babel is the area where Id set up to say that we can ship to this customer Quote to cash
KPC Cork Sales David Ahearne EI youd link Cork to that number, to that customer, based on the product youre going to ship Deliver
KPC Cork Sales David Ahearne EI new customer data setups youve got to do in Babel, Manugistix and SAP Quote to cash
KPC Cork Sales David Ahearne EI but things are always chopping and changing so you always have some data changes to do Deliver
KPC Cork Sales David Ahearne EI they upgraded MGX to a web-based system, so that completely shattered all my links, the whole lot, it got very messy. Quote to cash
KPC Cork Sales David Ahearne EI I got the idea from a guy in a different plant who exported stuff to Access Quote to cash
KPC Cork Sales David Ahearne EI were looking at Forecast Accuracy, its something I just need to find time to sit down and work out Quote to cash
KPC Cork Procurement Diarmuid Murphy EI because plans change so much, and SAP requires such detail, you continuously maintain the system, we don'y have the resources Buy
KPC Cork Procurement Diarmuid Murphy EI when we went live, we were looking at the exception messages situation Buy
KPC Cork Procurement Diarmuid Murphy EI because youve built in your safety stock, youve built in your usage etc. and your plan, you get these messages Buy
KPC Cork Procurement Diarmuid Murphy EI because our plan change so much, messages coming through on a daily basis Buy
KPC Cork Procurement Diarmuid Murphy EI MRP is updated nightly, you get messages, move it in, move it out, move it out, move it in, move it in, move it out. Its impossible Buy
KPC Cork Procurement Diarmuid Murphy EI MRP run to follow changes planners make daily, eg. after the review of the previous weeks performance Buy
KPC Cork Procurement Diarmuid Murphy EI we dont have the resources on SAP, on a daily basis, to kind of, moving in, moving out, sort of thing Buy
KPC Cork Procurement Diarmuid Murphy EI So unless theres a major change to the plan, we would leave it as it is Buy
KPC Cork Procurement Diarmuid Murphy EI when that plan catches up, the stock would sort of come back down again to the right level Buy
KPC Cork Procurement Diarmuid Murphy EI if we were to go in to every one of them, youd spend your day reviewing these sort of messages Buy
KPC Cork Procurement Diarmuid Murphy EI MRP not really giving us a true reflection, unless, every time plan changed, someone would go in and adjust the MRP Buy
KPC Cork Procurement Diarmuid Murphy EI more tightening up procedures Buy
KPC Cork Procurement Diarmuid Murphy EI approval of requisitions and purchase orders, thats more structured Buy
KPC Cork Procurement Diarmuid Murphy EI The historical data is more transparent Buy
KPC Cork Procurement Diarmuid Murphy EI you can see the whole picture, visibility of the whole situation is more readily available and clearer Buy
KPC Cork Procurement Diarmuid Murphy EI a lot more approvals, theres a lot more data sets Buy
KPC Cork Procurement Diarmuid Murphy EI youre much more dependent on other people to have their information right, as well, before you can actually proceed Buy
KPC Cork Procurement Diarmuid Murphy EI I cant actually allocate a PO with a stock item against that supplier, until theyve got their back up information Buy
KPC Cork Procurement Diarmuid Murphy EI for 10 batches this week they will create 10 MBRs, if only 8 achieved, there will be 2 MBRs that will be have to be closed off Make
KPC Cork Procurement Diarmuid Murphy EI unless its maintained on a regular basis, youre going to have to manipulate the information Buy
KPC Cork Logisitics Director Finbarr Lehane EI In terms of lead time, SAP has all the data, order receipt date, into the warehouse, sitting on the shelf, into manufacturing, back sitting on the shelf, testing and QC Quote to cash
KPC Cork Logisitics Director Finbarr Lehane EI Now lead time is not neatly in SAP to tell you the truth. It requires somebody to analyse it Quote to cash
KPC Cork Logisitics Director Finbarr Lehane EI Now the defect rate, comes from our quality system and our paper work control systems Make
KPC Cork Logisitics Director Finbarr Lehane EI you can see what inventory you have in SAP that is restricted and why Make
KPC Cork Logisitics Director Finbarr Lehane EI Vision Factory is going to test, its going to stress test our ERP system quite a bit Make
KPC Cork Logisitics Director Finbarr Lehane EI if something could be done in one step they would have twenty steps to do it Make
KPC Cork Logisitics Director Finbarr Lehane EI we are now talking KanBan, moving things at the pull of the customer while ERP systems wasnt going to do that Make
KPC Cork Logisitics Director Finbarr Lehane EI I think they over-engineered it when they did it Make
KPC Cork Logisitics Director Finbarr Lehane EI Now we put in the dispensary with MERPS, right? Now if were really smart we would take it back out again Make
KPC Cork Logisitics Director Finbarr Lehane EI you still need your ERP, to track all the materials, receive goods, pay for goods, move them from A to B Make
KPC Cork Logisitics Director Finbarr Lehane EI SAP can be actually configured to do a KanBan operation Make
KPC Cork Logisitics Director Finbarr Lehane EI the transactions still go ahead, its just the ways of working may need to be modified a little bit Make
KPC Cork Logisitics Director Finbarr Lehane EI The fact of life is that what we have at the moment is like a patchwork quilt of all sorts of systems Make
KPC Cork Logisitics Director Finbarr Lehane EI we are going to carry on aligning those and improving them, and improving the flow, streamlining the whole thing Make
KPC Cork Logisitics Director Finbarr Lehane EI we did MERPS because we were instructed to do it, Make
KPC Cork Logisitics Director Finbarr Lehane EI we have better traceability on our customers, we have less write-offs Make
KPC Cork Logisitics Director Finbarr Lehane EI We have more control over manufacturing Make
KPC Cork Logisitics Director Finbarr Lehane EI MERPS is only highlighting what is wrong with our current system Make
KPC Cork Logisitics Director Finbarr Lehane EI Since we took on MERPS, we have actively challenged the template Make
KPC Cork Logisitics Director Finbarr Lehane EI Driven by Cork, we wanted these tools, and we forced these tools, Make
KPC Cork Logisitics Director Finbarr Lehane EI They are also allowing more interfaces Make
KPC Cork Logisitics Director Finbarr Lehane EI the core team, they spent huge sums of money, and people werent seeing the value in this Make
KPC Cork Logisitics Director Finbarr Lehane EI So the taking of the template is far more site driven Make
KPC Cork Logisitics Director Finbarr Lehane EI So there has been a sort of a shifting of the guard, from core to site Make
KPC Cork Logisitics Director Finbarr Lehane EI the door is slightly ajar, and we can get enhancements to the template Make
KPC Cork Logisitics Director Finbarr Lehane EI Now the one big issue with this is that its very hard to get everybody to agree to one way of working Make
KPC Cork Logisitics Director Finbarr Lehane EI MERPS will be used to facilitate a lot of this functional working Make
KPC Cork Logisitics Director Finbarr Lehane EI You manipulate it, right, and also you have to, like, ERP systems are not very smart Make
KPC Cork Logisitics Director Finbarr Lehane EI MERPS should be the work horse, to give us all the data, and then there should be very little work to be done after Make
KPC Cork Logisitics Director Finbarr Lehane EI And were after an invoice planning system, in maintenance, I want to know what I spent today Report
KPC Cork Logisitics Director Finbarr Lehane EI Accounting systems tell me what Ive spent, probably about two months back, which leaves a lag, between your accounting syste and actual orders Report
KPC Cork Logisitics Director Finbarr Lehane EI to the end of April, spend comes from the accounting system, as orders, but they may already have more commitment Report
KPC Cork Logisitics Director Finbarr Lehane EI you may have commitments in your head but there mightnt be any hard data yet, you dont raise speculative requisitions Report
KPC Cork Logisitics Director Finbarr Lehane EI if its breakdown maintenance, the price of the job comes in afterwards. There might be a guesstimate go in Report
KPC Cork Logisitics Director Finbarr Lehane EI Lorraine has this visibility tool, generated from SAP, but its an Excel tool, so everybody (lab, warehouse, ) knows whats the next shipment. Deliver
KPC Cork Logisitics Director Finbarr Lehane EI we have struggled, quite a bit, looking for a, a kind of intelligent planning system Plan
KPC Cork Materials Plannner Vivian Scanlon EI we do a lot of the planning, external to SAP, we do it on Excel spread sheets Plan
KPC Cork Materials Plannner Vivian Scanlon EI there is a lot of interaction with the buildings and bays, a lot of products impact on each other, and I dont think that SAP has the flexibility that we need Plan
KPC Cork Materials Plannner Vivian Scanlon EI when you are sharing a bay you can do one product at a time. Its difficult to plan that in SAP Plan
KPC Cork Materials Plannner Vivian Scanlon EI you need to be able to see where one is starting, one is ending, and also the volume, the quantity Plan
KPC Cork Materials Plannner Vivian Scanlon EI you need to be able to see the impact on the volumes of the product, Plan
KPC Cork Materials Plannner Vivian Scanlon EI you are making it here but you are not actually having it available until here Plan
KPC Cork Materials Plannner Vivian Scanlon EI They are colour coordinated, eg. all the pinks would be the different stages of the one product family Plan
KPC Cork Materials Plannner Vivian Scanlon EI Theres is a lot of intelligence behind it, things SAP wouldnt take account of, you need someone experienced Plan
KPC Cork Materials Plannner Vivian Scanlon EI for this there isnt a standard way you can set in SAP, eg. number of days for a decon Plan
KPC Cork Materials Plannner Vivian Scanlon EI every 6 months, we use the Excel spreadsheet to pump in the PRF demand, we work out our plans Plan
KPC Cork Materials Plannner Vivian Scanlon EI we would create the demand in SAP by using the screen, the daily tables Plan
KPC Cork Materials Plannner Vivian Scanlon EI if you were manually creating orders youd be there for ever Plan
KPC Cork Materials Plannner Vivian Scanlon EI were stock building, and if you need 10 tonnes, then SAP thinks that you will have orders for ten tones Plan
KPC Cork Materials Plannner Vivian Scanlon EI you need ten tonnes, plus but you need to close at five tones, so you need process orders for fifteen tonnes Plan
KPC Cork Materials Plannner Vivian Scanlon EI if demand was 8 thousand, but we knew it was going to be 10, we can put in a fake demand of 2 to bring it up to 10 Plan
KPC Cork Materials Plannner Vivian Scanlon EI it allows us the flexibility that we can modify the demand Plan
KPC Cork Materials Plannner Vivian Scanlon EI a lot of problems are systems problems, customers are getting information off another third party, and the systems will be feeding into each other Plan
KPC Cork Materials Plannner Vivian Scanlon EI Or, a lot of the time, the system hasnt been maintained properly, small little things, but they all filter through Plan
KPC Cork Materials Plannner Vivian Scanlon EI if they are giving us a figure, and we need to have the system reflect it straight away Plan
KPC Cork Materials Plannner Vivian Scanlon EI like it may not be their top priority to have that side of their system up to date, even though its feeding through to us Plan
KPC Cork Materials Plannner Vivian Scanlon EI the daily tables reflect the exact demand, be it that the system sent it in correctly, or that we have to adjust it Plan
KPC Cork Materials Plannner Vivian Scanlon EI once the volume is in, you run a job, and it creates then the number of orders that you need to meet that Plan
KPC Cork Materials Plannner Vivian Scanlon EI the planned orders are on SAP, so anyone who is working off SAP can see, this is what we are planning Plan
KPC Cork Materials Plannner Vivian Scanlon EI a week in advance, you convert them, into process orders Plan
KPC Cork Materials Plannner Vivian Scanlon EI the planned I suppose is when, it is scheduled but nothing is pulled Plan
KPC Cork Materials Plannner Vivian Scanlon EI you would literally spend twenty four hours a day just modifying it, tweaking it, adding in, taking away Plan
KPC Cork Materials Plannner Vivian Scanlon EI we have a figure in this daily table, you have your firm orders, you have the adjusted figure, and the forecast is going to vary Plan
KPC Cork Materials Plannner Vivian Scanlon EI and then, there is this column, where you can just add in then, the difference, or the, you know, its a safety stock really, is what wed call it Plan
KPC Cork Materials Plannner Vivian Scanlon EI So obviously you can modify this, but these are coming in from external links so thats the difficulty Plan
KPC Cork Materials Plannner Vivian Scanlon EI once the MBR (batch record) is printed, that launches everything, and they suddenly want to adjust something, its difficult Make
KPC Cork Materials Plannner Vivian Scanlon EI planned orders, which havent been converted, can be adjusted, converted orders are kind of set in stone Plan
KPC Cork Materials Plannner Vivian Scanlon EI so you pick the building, and then you have a visual, you can see each process order (batch) Plan
KPC Cork Materials Plannner Vivian Scanlon EI OK, you dont have the stock situation, you cant see the stocks, but you can always flick between screens Plan
KPC Cork Materials Plannner Vivian Scanlon EI a lot of what you would do is, maybe moving these around, there is the functions to just take them out Make
KPC Cork Materials Plannner Vivian Scanlon EI we were planning on another batch, but we are not going to make it, so we drop one, we can pull it out and delete it Make
KPC Cork Materials Plannner Vivian Scanlon EI you are making more stage 5, but you need more stage 3, or stage 4, so when MRP is run, it will create the planned orders Make
KPC Cork Materials Plannner Vivian Scanlon EI you need 10 batches more of stage 4, and if theres 8 there already, it will create the 2 Make
KPC Cork Materials Plannner Vivian Scanlon EI you can schedule them in wherever you need, wherever there is space or wherever you are planning on making them Make
KPC Cork Materials Plannner Vivian Scanlon EI the inbound logistics guy, Dave, he is reviewing that on a daily basis, if anything major comes in through the system he will alert us to it Quote to cash
KPC Cork Materials Plannner Vivian Scanlon EI for decons, shut-downs, etc. suddenly your capacity is getting smaller, so SAP doesn't necessarily manage this Plan
KPC Cork Materials Plannner Vivian Scanlon EI the PRF volume is put up on the system, and then the maintenance of it is where you are looking to tweak things Plan
KPC Cork Materials Plannner Vivian Scanlon EI actual production figures via a communication e-mail sent every Monday morning Plan
KPC Cork Materials Plannner Vivian Scanlon EI we can go see what the last batch delivered was, but that doesnt tell you at what stage in the process they are in Plan
KPC Cork Materials Plannner Vivian Scanlon EI they might have delivered up to batch 30, but there could be batch 31 to 34, still in a vessel somewhere, that is considered started Plan
KPC Cork Materials Plannner Vivian Scanlon EI thats one of the reasons, I suppose, why SAP isnt necessarily, we dont use it 100% Plan
KPC Cork Materials Plannner Vivian Scanlon EI you have a stock figure, but you know that a certain quantity of it is validation material, SAP won't have this categorised Make
KPC Cork Materials Plannner Vivian Scanlon EI you could have 1000 k of material, but you know, for a fact, there is only 900 k you can use Make
KPC Cork Materials Plannner Vivian Scanlon EI there is a lot of times where theres issues, that you know about, but that are not necessarily reflected [in SAP] Make
KPC Cork Materials Plannner Vivian Scanlon EI if it kind of falls between categories, so its not pushed out completely to a re-work category or anything Make
KPC Cork Materials Plannner Vivian Scanlon EI SOX screen could have 2.4 tonnes, but there's only 2.3 tonnes usable, so SAP mightnt be 100% accurate Make
KPC Cork Materials Plannner Vivian Scanlon EI the stock is perfect, you could ship it tomorrow, but customer doesn't want that batch, so in that sense, Excel is a lot more flexible Deliver
KPC Cork Materials Plannner Vivian Scanlon EI you can track back to the start, when it started, when a batch started you can get the detail, who did what, everything Make
KPC Cork Materials Plannner Vivian Scanlon EI the system doesnt recognize something, because it falls between parameters Make
KPC Cork Materials Plannner Vivian Scanlon EI a normal process order, is like a ZP01, a ZPC1 is an actual event order [decon], so that you can differentiate between it Make
KPC Cork Materials Plannner Vivian Scanlon EI You adjust it to make sure that there is enough orders on the system, just to meet this week and next week Make
KPC Cork Materials Plannner Vivian Scanlon EI it has defined everyones role a lot more, it has made things a lot clearer, a lot more visibility Plan
KPC Cork Materials Plannner Vivian Scanlon EI Its inflexible, to a certain degree, but because of the inflexibility, you can kind of count on it a lot more Plan
KPC Cork Materials Plannner Vivian Scanlon EI its more in depth, the amount of information in there, you can just dig and dig and dig Plan
KPC Cork Materials Plannner Vivian Scanlon EI sometimes you think there is too much there, but I suppose everyone is looking at the same thing just looking at it from a different angle Plan
KPC Cork Materials Plannner Vivian Scanlon EI most of the things that we would be doing, we need like the SOX report, you can pull that off, there is no bother there Plan
KPC Cork Quality Manager Finbarr Calnan EI one big benefits of SAP was that, open deviations are now triggered, when you approve your batch, until you delete the batch Quality
KPC Cork Quality Manager Finbarr Calnan EI the whole batch history kept in one place, deviations, faults, unplanned events, planned events (eg. recipe change) Quality
KPC Cork Quality Manager Finbarr Calnan EI when passing out the batches now, it will automatically do a search in the background Quality
KPC Cork Quality Manager Finbarr Calnan EI its checking that there was no problem all the way through the whole supply chain Quality
KPC Cork Quality Manager Finbarr Calnan EI we can restrict a raw material, thatll automatically restrict all the final product, wherever material is, even on another site Quality
KPC Cork Quality Manager Finbarr Calnan EI once we ship it on a pallet there, they receipt it, they just scan it, so theres no re-packing, re-labelling Quality
KPC Cork Quality Manager Finbarr Calnan EI the one minute goods receipt: once we create an outbound delivery here, it creates an inbound delivery on their plant Quality
KPC Cork Quality Manager Finbarr Calnan EI So Id have no qualms about common article coding, if the material is bad, its going to get returned to the site Quality
KPC Cork Quality Manager Finbarr Calnan EI Ware have to change a piece of master data, we would have the same issue here. As long as its working off the same specifications Quality
KPC Cork Quality Manager Finbarr Calnan EI so we generate a report off every month, the incidents that are past their due date Quality
KPC Cork Quality Manager Finbarr Calnan EI we produce a 100 k batch, we use 99 k in next stage, that one kilo doesnt exist, probably clung to the bag, or the bins Quality
KPC Cork Quality Manager Finbarr Calnan EI If that kilo is not written off, the re-evaluation date comes around, we logged the sample into the lab one-kilo Quality
KPC Cork Quality Manager Finbarr Calnan EI all the materials are automatically moved from one location to another Quality
KPC Cork Quality Manager Finbarr Calnan EI itll treat 100 k the same as 1 k, the system doesnt know that that doesnt exist. Quality
KPC Cork Quality Manager Finbarr Calnan EI So that has generated a lot of waste, I would say, if you dont write these small quantities off Quality
KPC Cork Quality Manager Finbarr Calnan EI theres a lot of work canceling all those samples Quality
KPC Cork Quality Manager Finbarr Calnan EI you cant just go in and purge those, they have to be closed out properly, its a lot of work Quality
KPC Cork Quality Manager Finbarr Calnan EI So we generate a lot of reports out of SAP, and Finbarr would take those to the OpCom Quality
KPC Cork Quality Manager Finbarr Calnan EI we use it for tracking all our qality audit actions as well Quality
KPC Cork Quality Manager Finbarr Calnan EI its a bit like the deviations, they can be then tracked, which are overdue Quality
KPC Cork Quality Manager Finbarr Calnan EI we use a visibility tool in SAP, which tells us, youve enough material tested for the next 5 days, 10 days Quality
KPC Cork Quality Manager Finbarr Calnan EI it highlights these are the urgent material to test, both from a customer point of view, and from a production point of view Quality
KPC Cork Quality Manager Finbarr Calnan EI I dont think any ERP system would have solved [demand variability] problem Plan
KPC Cork Quality Manager Finbarr Calnan EI The big plus is control, it does force people to do their job Quality
KPC Cork Quality Manager Finbarr Calnan EI if warehouse people dont put away the pallets in the right location, itll prevent you approving that batch Quality
KPC Cork Quality Manager Finbarr Calnan EI we put in a resource in the production area, to ensure that the system was being updated Quality
KPC Cork Quality Manager Finbarr Calnan EI they run a report showing the materials to go into the batch, where they all go in, and if they didnt it highlights them Quality
KPC Cork Quality Manager Finbarr Calnan EI you roll this out to 400 operators, and expect them all to have the high level knowledge Make
KPC Cork Quality Manager Finbarr Calnan EI a lot of people will be good at system, but theres certain people are not good at it, and you wont change them now Make
KPC Cork Quality Manager Finbarr Calnan EI Youll end up doing a lot of re-work, you know Make
KPC Cork Quality Manager Finbarr Calnan EI that was a key decision, as well, not to roll out the full amount of transactions to production Make
KPC Cork Quality Manager Finbarr Calnan EI weve got 8 people, 2 people on all the shifts who are the experts Make
KPC Cork Quality Manager Finbarr Calnan EI cycle time, measuring door to door as we call it, when a raw material comes in, to when it goes through all the stages and goes out the door Make
KPC Cork Quality Manager Finbarr Calnan EI All the information is there, but to try and get it, run 3 or 4 reports, put them in Excel, and then doing Vlookup Make
KPC Cork Quality Manager Finbarr Calnan EI I compare in-process checks (IPC) data with your quality data at end Quality
KPC Cork Quality Manager Finbarr Calnan EI weve been audited 4 times since go-live, which is key. Internal and one external source. Quality
KPC Cork Quality Manager Finbarr Calnan EI MERPS controls procurement, the warehouse, material in production and in shipment Quality
KPC Cork Quality Manager Finbarr Calnan EI it does control vendor approvals and all that Buy
KPC Cork Quality Manager Finbarr Calnan EI But we have got 3 or 4 bits of key functionality since go-live Quality
KPC Cork Quality Manager Finbarr Calnan EI We have a benefits review forum, every 6 to 8 weeks, you put forward ideas, with other sites, theres money there, and they get it Make
KPC Cork Quality Manager Finbarr Calnan EI I think you have a better business case if you get the sites organized together Make
KPC Cork Quality Manager Finbarr Calnan EI if we increase the knowledge of the support group, so that we can solve more of the issues, even doing change control Make
KPC Cork Quality Manager Finbarr Calnan EI we did a lot of training a year ago, weve a lot of experience now, we want to raise the bar a bit, and do some more work Make
KPC Cork Quality Manager Finbarr Calnan EI Business Warehouse is only there for Finance at the moment Report
KPC Cork Quality Manager Finbarr Calnan EI Catriona does a lot of the reports, how many samples in backlog, where are those samples, Quality
KPC Cork Planning ERP team Rose McCullough EI MRP systems dont have the intelligence required behind the scenes to get out a capacity plan Plan
KPC Cork Planning ERP team Rose McCullough EI the higher level planning is still maintained on Excel, because its a lot more flexible than the ERP systems Plan
KPC Cork Planning ERP team Rose McCullough EI If you effect change then youre essentially changing the whole plan, rather following the outcome of a query Plan
KPC Cork Planning ERP team Rose McCullough EI the planning module is geared towards secondary, who would make to order, and who dont have long campaigns and many changeovers Plan
KPC Cork Planning ERP team Rose McCullough EI demand coming in from the market is inaccurate, so what were getting isnt an accurate demand picture Quote to cash
KPC Cork Planning ERP team Rose McCullough EI You effectively bump-up demand in SAP with a stock build requirement to get an accurate reflection of annual demand Plan
KPC Cork Planning ERP team Rose McCullough EI it is actual demand, but were not just seeing it come in over the global supply chains Plan
KPC Cork Planning ERP team Rose McCullough EI the Planning module didnt fit in, so while it is being used its not being used as well as it might Plan
KPC Cork Planning ERP team Rose McCullough EI the complexity of the plant, theres nothing you can do with that so you have to make it fit as best you can Plan
KPC Cork Planning ERP team Rose McCullough EI To do it [scenario planning] on the spreadsheet could take you half an hour, to do it on the system could take you half a morning Plan
KPC Cork Planning ERP team Rose McCullough EI a lot of that would be done on Excel spreadsheets again if were talking the outer months Plan
KPC Cork Planning ERP team Rose McCullough EI if they start running out, we start shipping. So effectively were managing their inventory for them Plan
KPC Cork Planning ERP team Rose McCullough EI Babel translates demand back to primary, but its fundamentally flawed because the customer is getting inaccurate data from the market Plan
KPC Cork Planning ERP team Rose McCullough EI we are using common material codings with Ware. For other customers were not Plan
KPC Cork Planning ERP team Rose McCullough EI If you part-ship a batch, and you want to send the balance elsewhere, in the meantime, they adjust the Quality information, Deliver
KPC Cork Planning ERP team Rose McCullough EI last week we sent a part-batch to them and we were trying to send the balance of it to another country and we couldnt send it Deliver
KPC Cork Planning ERP team Rose McCullough EI they had changed the Batch Master which meant that the customer criteria we had set up didnt match Deliver
KPC Cork Planning ERP team Rose McCullough EI There have been a number of other things when theyve put in text thats appearing on our outputs that we dont want Deliver
KPC Cork Planning ERP team Rose McCullough EI if you have one material to one customer and you ship full batches the whole time its probably a better way of working Deliver
KPC Cork Planning ERP team Rose McCullough EI When they receive it on to their systems, the date of manufacture is updated with the date of receipt Deliver
KPC Cork Planning ERP team Rose McCullough EI wed send half of it to Ware at their request because they want 50kgs for example and it comes in batch sizes of 100kgs Deliver
KPC Cork Planning ERP team Rose McCullough EI the hope was that the demand picture would improve once we went to MERPS, because the majority of sites would be on MERPS Quote to cash
KPC Cork Planning ERP team Rose McCullough EI the whole point of the global supply chain and ERP is that demsnd would flow back to us but its not coming through Quote to cash
KPC Cork Warehouse Manager Martin Deegan EI it has put more of a structure on what we do, and that structure is understood by the key players Make
KPC Cork Warehouse Manager Martin Deegan EI they realize what needs to be done at what time in advance, they cant be looking to generate net orders on the morning of the shipment Make
KPC Cork Warehouse Manager Martin Deegan EI youre getting everything in a more orderly flow, and it does give the opportunity to carry the occasional one that comes in with a lead time for tomorrow. The other stuff is under control Make
KPC Cork Warehouse Manager Martin Deegan EI weve also put in a very visual spreadsheet, a 2-week forecast of all the upcoming orders Make
KPC Cork Warehouse Manager Martin Deegan EI Inventory accuracy has improved greatly Make
KPC Cork Warehouse Manager Martin Deegan EI Im very unhappy in MERPS ability to meet SarBox requirements, it is very unwieldy Report
KPC Cork Warehouse Manager Martin Deegan EI We have an operational template of SAP that is a couple of years out of date Report
KPC Cork Warehouse Manager Martin Deegan EI Im delighted otherwise, what the system has delivered Make
KPC Cork Warehouse Manager Martin Deegan EI Slice and dice, I can go down to individual tray level, Make
KPC Cork Warehouse Manager Martin Deegan EI It has helped, in terms of optimum inventory holding, reducing days sales cover, I can look back at check on supplier performance Make
KPC Cork Warehouse Manager Martin Deegan EI On the inventory side, overall radical improvement, not just accuracy of inventory, but allowing us to make improvements Make
KPC Cork Warehouse Manager Martin Deegan EI We are putting more focus on when we planned to ship, thats becoming a KPI Deliver
KPC Cork Warehouse Manager Martin Deegan EI theres very few instances of common codes Make
KPC Cork Warehouse Manager Martin Deegan EI if you want to make some change to master data on a common code, then youd have to get agreement across all sites Make
KPC Cork Manufacturing Team LeadJoe LanganEI SAP controls movement of materials from warehouse, up to the stage where you charge it, and from the stage where you discharge it from the equipment back to the warehouse. Make
KPC Cork Manufacturing Team LeadJoe LanganEI when you create your order you print off what we call a manufacturing batch record, which gives the instructions on how to manufacture a batch Make
KPC Cork Manufacturing Team LeadJoe LanganEI When the material is required the transfer orders are created, and the warehouse guy then goes and moves the material to a particular area Make
KPC Cork Manufacturing Team LeadJoe LanganEI The production operators use that material, as they use it, they use an RF gun, confirming that they are using this material Make
KPC Cork Manufacturing Team LeadJoe LanganEI you assign that material to the order, that checks that the material is OK , quality tested, and that its the correct material for the batch they are making Make
KPC Cork Manufacturing Team LeadJoe LanganEI as you charge it into the vessel, youre issuing it, effectively implying it no longer exists as this material, so youre issuing it off Make
KPC Cork Manufacturing Team LeadJoe LanganEI then when you dig it out, at the other end, take it out of the filter dryer, you would label it up, and receipt it onto SAP Make
KPC Cork Manufacturing Team LeadJoe LanganEI Its receipted onto the system, and the transfer is created automatically, and that goes back into the warehouse between individual stages. Make
KPC Cork Manufacturing Team LeadJoe LanganEI for each palette movement there is a transfer order, and you assign that material to the process order, and you issue it as you need it Make
KPC Cork Manufacturing Team LeadJoe LanganEI at end of process, you receipt the batch, you close the order at that point, and then, you create the transfer order Make
KPC Cork Manufacturing Team LeadJoe LanganEI The Shift Material Compliance Force (SMCF)'s job is to organize it all and ensure SAP transactions are completed, the operators do some SAP transactions with the RF devices Make
KPC Cork Manufacturing Team LeadJoe LanganEI The process order is put up in the background to make sure youve enough made, but at any point you can see on-hand, youre not waiting on a backlog of orders to be cleared, so its very real time Make
KPC Cork Manufacturing Team LeadJoe LanganEI Theres better visibility of what stock you have Make
KPC Cork Manufacturing Team LeadJoe LanganEI The other big improvement is the real time quality checks, from a compliance perspective Quality
KPC Cork Manufacturing Team LeadJoe LanganEI we are using the Handling Units, which is a 20 digit number, you dont have to type them Make
KPC Cork Manufacturing Team LeadJoe LanganEI Its really just getting familiar with RF scanning, it was just the fact that it was something new Make
KPC Cork Manufacturing Team LeadJoe LanganEI SMCF do most tx, but the issues, and the signing are done by the people at the charger Make
KPC Cork Manufacturing Team LeadJoe LanganEI We dont generally pull reports off SAP, at the moment, we need to start looking at this Make
KPC Cork Manufacturing Team LeadJoe LanganEI during the first year we were definitely more focused on the operational aspects, and making sure it was working Make
KPC Cork Manufacturing Team LeadJoe LanganEI we plan at a resource level, you can plan at a vessel level if you want, but, it just created too much complexity for what we needed Make
KPC Cork Manufacturing Team LeadJoe LanganEI all our documentation now is controlled in SAP, so its excellent from that point of view Make
KPC Cork Manufacturing Team LeadJoe LanganEI The scanning of material and goods issuing, theres a quality check in place there, so you have no compliance issues Make
KPC Cork Manufacturing Team LeadJoe LanganEI we need to do is balance the complexity of the Yield report with its usefulness Make
KPC Cork Manufacturing Team LeadJoe LanganEI the range of products change, and the way the chemistry works will have a slightly different way of calculating yield Make
KPC Cork Manufacturing Team LeadJoe LanganEI because we have a year and a half of information now, you can use it to try the report as youre developing it Make
KPC Cork Manufacturing Team LeadJoe LanganEI we can use that information to trial the report, as opposed to getting to the end point and not getting what you want Make
KPC Cork Manufacturing Team LeadJoe LanganEI Just looking at the big picture, theres a lot of stuff that needs balancing Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI if we get a super MERPS person, we will be able to collect all the data we need Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI you have to have some work on the definition of what youre looking for, so youre all working off the same definitions Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI sometimes you can get something quite close to what youre looking for, which is good enough for the discussion Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI you need to be very clear on what youre looking for, then sit down with the MERPS / SAP person, and between you youll come up with something relatively easy to get at Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI If you ask for something very explicit, it could be a lot of work to get Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI the more data you have, and the better you can get at it, thats key to the success of, so obviously the ERP has been a big improvement Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI now we have it, its there, its accurate, its real time and theres loads of it, so its just a change that way Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI I want to find out all batches that started on sunny afternoons Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI youve a creativity element to it as well Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI The data is actually done for one, and once they get the hang of it, they can do it another time, a quick way of getting at it Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI you can get all the batches that had this input used, you can see what batch went into what, you can see the genealogy, it gives you that as standard Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI to get the cost of the different components, the consumables and stuff like that Report
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI instead of the traditional way of going measuring or log books, to go to the MERPS and see what that can pull out Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI You see 10 tonnes of inventory, then break it down into categories, then, by dates Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI it suits R&D nicely to have all their stuff, reports, in one system, its an improvement on what they had Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI quality [of ERP data] is the most [important], then quantity then real-timeness Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI because I worked on the project, I knew all of the stuff, when I went back to do my OE work, it didnt hold any fears for me, SAP Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI the biggest thing when dealing with different teams is oh but SAP wont allow you that, or well have to see if it will allow you to do it Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI Its designed to make you do it in the best way, I dont see any conflict at all. Theres a lot of people would see it as a barrier Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI get the person who has the SAP experience, to work with you, decide on the best way to get it out Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI or trying to change something, theres a lot of people I suppose that it holds terror for them Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI To get that understanding, its expensively bought, I have it from the project Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI So you have to know the system, you have to have someone to explain it to you Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI sit with system expert, zone in on what they are looking for, getting a close match, better match than original spec Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI trust them to get to a solution, and then testing on the test system, and then, doing it on the live system Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI Denis was supposed to work with us full-time for 2 weeks, sure he had all the work done by Tuesday! Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI the data collection team were actually ahead of the OE team Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI when you get it up and running then you really get the stuff very fast Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI they [business users] never spec anything out for you Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI but, in taking those steps, would they be prepared to put the documentation together, thats sometimes difficult Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI The days of getting something for nothing are gone, unless its a very quick fix Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI if business are going to use a report to make decisions, that report has to be shown its providing you with valid data Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI show me how you developed this report, what methodology did you follow, show me your functional specifications, show me the tests Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI companies have so heavily modified their ERP systems, they mightnt be able to upgrade Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI we all work off the same MERPS procedures, but youll still find slight differences, but thats the nature of business Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI any report in SAP would have been created following the correct standards Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI Whats lacking afterwards is the ability of the ERP systems to provide reports quickly for the business Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI with regards to regional requirements the business suffers Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI door to door times, so from the receipt of raw materials to shipping the goods, theres no standard report Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI ideally we would like to be able to do those things locally Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI Business Warehouse is more than sufficient for your ad-hoc reporting, which can be done locally Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI If anybody requires a report at a point which is real time, then I think youre looking at standard reporting Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI when you show them a standard report, people dont actually sit back and think exactly what they need Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI Procurement is a good example, they are looking for spend on certain materials, vendors, SAP is not giving them that Buy
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI I suppose part of the problem is that people are comfortable with certain tools, its not something we like to see Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI we have access to transaction SSP, which allows us to query tables, but there is only 2 of us on site with access to that Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI quality and plant maintenance would require real time enquiry on screen Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI the structure of the BW tables is completely different from SAP Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI So instead of having your tables named x, y, z, theyre actually named in English Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI if you had one product that was tracable to 10 sites, they could all modify a GSP object (eg. shelf life) Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI You could have a global code for a vendor used in Cork, in the UK and in Singapore, but you could also use a local code Buy
KPC Cork Finance Director Joe Donovan EI certainly since we went live on SAP, our month-end turn around time has improved Report
KPC Cork Finance Director Joe Donovan EI Management Accounting things have become a lot more transparent Report
KPC Cork Finance Director Joe Donovan EI data quality has improved Report
KPC Cork Finance Director Joe Donovan EI we werent analyzing the data, always fire-fighting, now some of this time being generated, which is great. Report
KPC Cork Finance Director Joe Donovan EI Not alone the data but the time to sit back and analyze the data Report
KPC Cork Finance Director Joe Donovan EI we are all doing things now in a similar fashion, not one hundred percent exactly the same but a lot closer than we were previously Report
KPC Cork Finance Director Joe Donovan EI we are still struggling with experts Report
KPC Cork Finance Director Joe Donovan EI nobody new really on the team has taken on that mantle Report
KPC Cork Finance Director Joe Donovan EI John has taken an objective this year to share that technical expertise Report
KPC Cork Finance Director Joe Donovan EI we really took 12-14 months to get used to the system, its only now that John is thinking about passing on that expertise Report
KPC Cork Finance Director Joe Donovan EI that if John left in the morning we would have a problem, theres no doubt about that Report
KPC Cork Finance Director Joe Donovan EI the technical support offsite is atrocious Report
KPC Cork Finance Director Joe Donovan EI Reaction time is very slow, they are showing very little interest in some of our key issues Report
KPC Cork Finance Director Joe Donovan EI Except I really hit overhead, and told that, for example, it might be an internal audit issue. Theyll work on it then. Report
KPC Cork Finance Director Joe Donovan EI Since the core team moves away, and since the next wave started for SAP implementation, they lost interest Report
KPC Cork Finance Director Joe Donovan EI Audit corrections had to be done by core, and they are still outstanding, 8 or 9 months later Report
KPC Cork Finance Director Joe Donovan EI We report back on these open audit issues every quarter, its a bit embarrassing Report
KPC Cork Finance Director Joe Donovan EI They are certainly using some sort of prioritization of these issues off site, I dont think its acceptable Report
KPC Cork Finance Director Joe Donovan EI we have this formal procedure of logging remedies, somebody in UK might look at it, before you just rang IT on site here Report
KPC Cork Finance Director Joe Donovan EI GIA when they came to visit last year, they were able to interrogate SAP very, very easily Report
KPC Cork Finance Director Joe Donovan EI they brought in a SAP expert, he knew the system better than we did Report
KPC Cork Finance Director Joe Donovan EI thirty people across the site could put journal entries into the system Report
KPC Cork Finance Director Joe Donovan EI the information flow out of Management Accounting has certainly improved Report
KPC Cork Finance Director Joe Donovan EI variance analysis was very manual on JDE, we downloaded the information onto Excel to analyze it, we can do it all on SAP now Report
KPC Cork Finance Director Joe Donovan EI for Mgt Accounting, the generic reports are very good, so you dont need to download the information to Excel Report
KPC Cork Finance Director Joe Donovan EI we can stand over the data now, which is important Report
KPC Cork Finance Director Joe Donovan EI stock-day calculations can be done very very quickly Report
KPC Cork Finance Director Joe Donovan EI Previously stock provisioning was very manual, ad hoc, SAP will generate provisions for you now automatically Report
KPC Cork Finance Director Joe Donovan EI a batch of products gets stuck in QA, with a chance of failure, it will be provided for automatically on SAP Report
KPC Cork Finance Director Joe Donovan EI SAP has some good internal control improvements, PWC have come in they see a huge improvement Report
KPC Cork Finance Director Joe Donovan EI Data integrity, I think Finbarr Whyte is a lot more comfortable with the Management Accounting information Report
KPC Cork Finance Director Joe Donovan EI FW is more comfortable that its more or less being generated automatically, by SAP, rather than fudging it in Excel Report
KPC Cork Finance Director Joe Donovan EI Fixed Asset accounting has become a lot more complicated Report
KPC Cork Finance Director Joe Donovan EI reporting for capital accruals is very poor, we get that data directly from engineering rather than SAP Report
KPC Cork Finance Director Joe Donovan EI the formality in Financial Accounting that SAP has delivered, its helped us hugely Report
KPC Cork Finance Director Joe Donovan EI without SAP we would be struggling with a lot of the controls imposed on us out of Sarbanes Oxeley Report
KPC Cork Finance Director Joe Donovan EI key modules are reconciled automatically on SAP, particularly stock, FA, AP Report
KPC Cork Finance Director Joe Donovan EI Chart of accounts was up to ourselves, we could add in as many local accounts as we wanted, but we decided we wouldnt. Report
KPC Cork Finance Director Joe Donovan EI Unison link, for Financial Reporting, never delivered, and thats been a big gripe Report
KPC Cork Finance Director Joe Donovan EI what we have to do is take the data out of SAP, download it into Excel, and then upload into Unison, which is a complete disaster Report
KPC Cork Finance Director Joe Donovan EI the data warehouse is is just a kind of bundle of new reports, that never got used Report
KPC Cork Finance Director Joe Donovan EI there is no work being done on Unison interface at the moment, I find it incredible Report
KPC Cork Finance Director Joe Donovan EI Talking to other companies, they are allowed link directly with SAP for local interfaces, its just GSK policy that you are not Report
KPC Cork Finance Director Joe Donovan EI Stock days, stock provision., PPV analysis, its all coming out of the warehouse Report
KPC Cork Finance Director Joe Donovan EI Links with other external systems, a good example is AIB, again, continue to be problematic Report
KPC Cork Finance Director Joe Donovan EI that was supposed to be a seamless interface, as such, it turned out very messy Report
KPC Cork Finance Director Joe Donovan EI business roles, thats a minefield Report
KPC Cork Finance Director Joe Donovan EI AR and AP roles are over-lapping and that gives us a problem, and it certainly gives the auditor a problem Report
KPC Cork Finance Director Joe Donovan EI AP has improved, it has certainly become more efficient, certainly the way we are matching invoices and paying suppliers Report
KPC Cork Finance Director Joe Donovan EI Inventory definitely improved, particularly in terms of reconciliations and cycle counting Report
KPC Cork Finance Director Joe Donovan EI we are doing over 300 cycle counts, before you had SAP we were only doing 50 or 60 (80 lines of stock) Report
KPC Cork Finance Director Joe Donovan EI for high value stock we count it a number of times, now its a big exercise for the warehouse, but the Accounting visibility is superb Report
KPC Cork Finance Director Joe Donovan EI The actual count done by the individuals in the warehouse fully visible, who does what. PWC love that, segregation of duties Report
KPC Cork Finance Director Joe Donovan EI we are paying our employees expenses through SAP, it just links into the bank module and it is paid directly into your account Report
KPC Cork Finance Director Joe Donovan EI Banking cash, we were hoping for a huge improvement there, automatic bank reconciliations still hasnt happened Report
KPC Cork Finance Director Joe Donovan EI month-end is working very well, and we are achieving 3.5 days close comfortably, thanks to SAP Report
KPC Cork Finance Director Joe Donovan EI the forecasting has improved significantly, again due to SAP, because the data now is readily available Report
KPC Cork Finance Director Joe Donovan EI the forecasting exercise used to take a week and a half, we can turn it around now in three or four days Report
KPC Cork Finance Director Joe Donovan EI Reports out of SAP are very good for PPV calculations Report
KPC Cork Finance Director Joe Donovan EI Again the yield data coming out of SAP is very good Report
KPC Cork Finance Director Joe Donovan EI the recovery data coming out of SAP is very very good Report
KPC Cork Finance Director Joe Donovan EI we need to push enough product through the plant to recover that overhead, by product Report
KPC Cork Finance Director Joe Donovan EI And the funny thing about PPP, yield and recovery, theyre all in management accounting Report
KPC Cork Finance Director Joe Donovan EI the production of the data that populates dashboard (Excel) is being output by SAP a lot more efficiently than previously Report
KPC Cork Finance Director Joe Donovan EI The problem is the data coming out of SAP mightnt give you a complete trial balance ie. a balanced trial balance, thats why we have to tweak Report
KPC Cork Finance Director Joe Donovan EI Dashboards, you are only seeing one side, you are only seeing a P&L account really, there is no balance sheet in dashboard Report
KPC Cork Finance Director Joe Donovan EI Dashboard production takes three and a half days Report
KPC Cork Finance Director Joe Donovan EI theres about ninety plants, and they are all consolidated at head office Report
KPC Cork Finance Director Joe Donovan EI some of the reports are being tailored in business warehouse to feed these lines on dashboard but they are not at that stage yet Report
KPC Cork Finance Director Joe Donovan EI there was talk way back, when they get every plant on SAP, therell be no need to use Dashboard Report
KPC Cork Finance Director Joe Donovan EI I cant see that SAP driven dashboard happening, not for a long time Report
KPC Cork Finance Director Joe Donovan EI most of the improvements have been in terms of efficiency, efficiency with the production of the data, rather than the data itself Report
KPC Cork Finance Director Joe Donovan EI No, at the month end, the Yield report takes 3 or 4 minutes Report
KPC Cork Finance Director Joe Donovan EI We havent missed a deadline since we transfered over to SAP, which is great. Report
KPC Cork Finance Director Joe Donovan EI were negative on yield at the end of April, we can go back and interrogate SAP, and we can answer why very very quickly Make
KPC Cork Finance Director Joe Donovan EI the data in JD Edwards fed directly into Unison, we never had to change anything, its since we moved to SAP we are after moving backwards Report
KPC Cork Finance Director Joe Donovan EI So eventually Dashboard should be populated automatically from the Business Warehouse Report
KPC Cork Engineering Manager Ed Collins EI the waste of people having to decide on what to order, and then create the requisition, thats all done away with Buy
KPC Cork Engineering Manager Ed Collins EI we have a quick review of the MRP items, identify any issues, like out for repair items, then they just release the orders Buy
KPC Cork Engineering Manager Ed Collins EI it should be looking at our usage pattern, and stockholding, and saying look, review this stock level. Its not smart enough Make
KPC Cork Engineering Manager Ed Collins EI we may be going too close to the line, we may be ordering too much stock, the system isnt giving us this information Make
KPC Cork Engineering Manager Ed Collins EI Weve identified stock-outs when somebody goes to request a quantity that we dont have, but the system wont record stock outs for us Buy
KPC Cork Engineering Manager Ed Collins EI SAP should produce this automatically, it should have a correct valuation Buy
KPC Cork Engineering Manager Ed Collins EI the analysis of our re-order points and our re-order quantities, based on usage and so on [should be possible in SAP] Buy
KPC Cork Engineering Manager Ed Collins EI the MRP, or cycle counting functionality very good, we are very pleased with that too Make
KPC Cork Engineering Manager Ed Collins EI we need somebody to set aside the time, you have all this information in your system, it should be able to issue a report Buy
KPC Cork Engineering Manager Ed Collins EI you print your cycle sheets, the missing point was to be able to select the materials you want, to do this, to pick out these 20% Make
KPC Cork Engineering Manager Ed Collins EI we take a download from stock into Excel, pick the 2,000 items and use SAP to generate cycle count sheets and do the variances Make
KPC Cork Engineering Manager Ed Collins EI MERPS is supporting the introduction of those KPIs Make
KPC Cork Engineering Manager Ed Collins EI We find we have to do a lot of work, behind the scenes, to make the bridge between SAP (MERPS) and the KPIs Make
KPC Cork Engineering Manager Ed Collins EI on the mean time between failure, there is a lot of data work to do on Excel to produce the figure Make
KPC Cork Engineering Manager Ed Collins EI we certainly find we have to put it through the data analysis, the Excel type wringer before we actually have a KPI Make
KPC Cork Engineering Manager Ed Collins EI one module in SAP to record hours, another to record work orders to notification data, correlated in Excel Make
KPC Cork Engineering Manager Ed Collins EI there is no hard link, no hard wiring between hours and work orders Make
KPC Cork Engineering Manager Ed Collins EI we have do all our work in Excel because very few people have access to the query tool in SAP Make
KPC Cork Engineering Manager Ed Collins EI we had developed a customized tool for that to assign jobs to crafts Make
KPC Cork Engineering Manager Ed Collins EI on balance certainly weve gained more than we have lost Make
KPC Cork Engineering Manager Ed Collins EI we are still doing a lot of our budgeting and monitoring down at Excel level, SAP just was not going to give us the budgeting Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI Because all the informality that exists between functions has been taken out Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI Were all using the same data set, the data set is under control, ownership for that is now established Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI ERP systems give you due dates for everything, so you need to observe those due dates Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI its been really good for the site, to bring stability to everything Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI if you finished your work by lunchtime on Friday, the tendency was to bring work forward, and it screws everything up Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI ERP will force you in to this stable thinking approach, actually managing demand and smoothing it Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI If you hold your nerve on that, and use the system that is designed in the planning sense, everything starts to flow Plan
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI And the benefits come from reduction of noise Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI the great thing about an integrated system, it ties you down to some extent, is that you get that oneness of approach Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI at the end of it, we had very little knowledge of how to get management information out of the system, it was there that we needed to get the training Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI theres a capability which is very carefully restricted, called SE16, where you can develop tour own reporting Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI but the timeline was 6 to 7 months before we got to grips with SE16 Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI all MERPS sites saying the same thing, which is, we feel like weve got a car, but it hasnt got a steering wheel Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI Weve got this power, this huge amount of static and dynamic data, but we cant get the reports we want to run our business out of it Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI if you cant keep score, then youre only practicing Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI Now thats been rectified, were finding tremendous power both at the local and at the site level, absolutely tremendous Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI you can observe the inventory, you can pivot tables and download tables into Excel Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI check that the material necessary for the products set to be shipped, is indeed going to be available Plan
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI weve got some assurance, that, with all these linkages in the chain, that product's going to arrive at the right place at the right time Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI when you release a process order at the very start, it sets out dates, right the way through, including date of shipping Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI you are is measuring schedule adherence, in each section, so that the baton is passed on, in timely fashion Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI And nodes like QA, the warehouse, supply, dispensary supply, and receipts coming in off the lorry, that is kept running in synch, due date adherence Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI we are all heroes, and thats the old culture Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI we want to be doing, everything, each day, so my people, are not manning the peaks. Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI The old culture was, there was always a huge rush in dispatch and shipping, Thursday and Friday, heroics every week. Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI And that means that, I have a chance, of reducing my headcount, because I now man to an average, not the peaks Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI a moot point as to whether or not it would have made much difference if we had that reporting capability at the start Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI its like taking the wings off, and changing them, while the planes in flight Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI it takes 9 weeks to ramp up, and you need it because there is such a cultural adjustment Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI respect for the data, and the data being spot on, one field is not right, then you cant release the process order, Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI we had bugs in our data, everyone does, thats why we have ramp-up Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI You have to have respect for the data, the number of fields that we have now is gone up many many fold Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI four fifths of it was new data, we sent people out with clip boards to provide information on engineering items and so on, just a huge change Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI And once youve got it, you will maintain it, so you have got to set up process to do that Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI we have a monolithic central control point, because that suits our culture Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI we have an iron grip on this precious data, because it is not possible, or realistic, to train enough people, in how to deal with it, around the site, to keep control over it. Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI the size of the team that we have to implement was more than double Corks, there was so much data Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI the work on master recipes, and core data, is very good, thats enabled us to be confident, when we run MRP, so that its right Plan
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI We had huge obsolescence in our old data, so we didnt transfer it Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI At the time of doing it you dont really understand the implications of not doing it, its like an act of faith Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI you cant, its just too much to understand Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI Its only when you get to actually running the system, you start to realize, ah, thats how it uses that field, thats why its important Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI Theres always an element of learning by doing, Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI you have to learn as you go, and the penny drops Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI so it was a lot of data maintainers working to fix things, even though we had a really good prep time of a year Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI theres some data we havent used yet, like a product we havent made for a while, and when we open the process order, something will happen Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI we have done a squeaky clean implementation, and we actually, in all naivety, have done what we were told to do Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI The big advantage here is the template, we have 156 GDPs out of 162, of all the sites Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI The programmes been quite well managed, actually, there are 17 sites on now, there is determination to do another 30 Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI It forces behavior that is hard to get without someone tying you down Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI If an organization takes due date seriously, it will succeed with SAP Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI But you have to have the discipline and the nerve to keep on top of data, keep on top of capacity in that area, really understand your capacity Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI Capacity management has become a big deal here in the last year, since MERPS Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI 2 weeks ago we made the biggest number of packs we have ever made in a week, 880,000 packs, we finished by Friday lunchtime, no overtime Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI people will always blame the data, and youre thinking, hang on a minute, how many data issues have there been Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI Came to me in October, still struggling with certain things, it occurred to me its not the data Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI we had to get people in to forums to accept that they are going to work to what the systems due dates were saying Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI they now all have work-to lists printed off, you dont just have a weekly bucket of stuff you have to make, you actually have a work-to list Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI SAP sets a start time and a finish time, and you do it then, you dont do it when you feel like it, you do it then Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI if you dont meet that day, that time, you dont get a score, so thats why you are back to 30% Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI you can get 100% schedule adherence, with low due date adherence, its untidy, its wasteful, its overtime Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI The only way to be efficient, and keep costs under control, is to follow due dates in SAP Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI MERPS is a mirror that you hold up yourself, that says, youre shit, and you cannot get away from the reflection Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI Were going to do an audit sometime to look out for workarounds, sure as eggs are eggs, someone out there is processing stuff offline Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI but its like zero tolerance, you have got to strive for compliance on the template Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI SAPs showing you all the time, you are not doing it right, you will suffer, do it the right you wont suffer, accept it and move on, change your ways of working Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI if you work with SAP itll sing for you, if you dont it will screw you and make your life miserable and drag you down Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI If you take the attitude that the template is God, and everything else has to flow around it, dont fight it Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI And static data is fundamental to it all, I make that as an assumption Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI But the other part of that, the thinking, the ways of working bit, is harder to do, it requires people to behave differently Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI its not about science, this is about doing what youre told Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI any big site has got a history like that, I mean I wonder what happened to Ware, refused to accept template Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI Ware are flying in the face of some of the things that are indispensable Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI having SAP already, they didnt want to go backwards, so they kept on going, and they are paying for it now Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI the template is simply, this is how you run your business, from start to finish, its fixed Make
SIT Cork Distribution Customer commit Maoliosa Curtin EI - how many DMXs are in the UK operating unit Deliver
SIT Cork Distribution Customer commit Maoliosa Curtin EI - how many orders do I have now Deliver
SIT Cork Distribution Customer commit Maoliosa Curtin EI - whats the total backlog Deliver
SIT Corporate Materials Non-production purchasing Joe Biagioni EI $1.2 million a year worth, using D&B to help drive that parentage Buy
SIT Corporate Finance Customer Operations Product Allocation Manager Mike Terry EI $1.2 million of that $3 million of pVals was transaction error Deliver
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI to-be processes based on ERP data but you couldnt get it straight from ERP Report
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI 1 year negotiation to get access to SharePlex Report
SIT Cork Information Systems Reporting group Jonathan McCarthy EI 10 PC's dedicated to running SharePlex reports Report
SIT Cork Human Resources Director Denis Cronin EI 10 people in Finance manually consolidating invoices from 5 different EMC companies Quote to cash
SIT Corporate Finance Financial Accounting Treasury Assistant Treasurer Mark GlennEI 100 EMC legal entities, 100 balance sheets revalued each month for currency movement Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI 1000 serial numbers in a Bison cab checked in seconds for ECOs, purges Make
SIT Franklin Materials BRM availability and Inventory Manager Joe Collins EI 2,000 responsibilities in ERP, confusing for new hires, so copy a profile? Plan
SIT Cork Human Resources Director Denis Cronin EI 40% of HR time spent on data maintenance HR
SIT Cork Distribution Manager Colman O'Flynn EI 60% data from ERP Deliver
SIT Corporate Materials Non-production purchasing Joe Biagioni EI 80%+ of my spend is in Oracle Buy
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI 90% of enhancements to ERP relate to revenue reporting, the rest are ignored Quote to cash
SIT Cork Information Systems Manager, PPMG John ByrneEI A lot of reporting is still manual driven Buy
SIT Corporate Finance Order to Cash Business Planning and Cost Accounting Controller Russ Kassalty EI a third of the business deserves 3-6 months delay in order to figure it out Quote to cash
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI a wrong config that is returned, and re-shipped counts twice against stock Plan
SIT Cork Manufacturing Assembly & Test Mike ReganEI Access used to download from GA because easier to programme Make
SIT Corporate Finance Financial Accounting Treasury Assistant Treasurer Mark GlennEI accuracy, timeliness and format of information, is critical in meeting goal Report
SIT Corporate Customer service VP Kathy LyonsEI accurate by genealogy, what has shipped to what site Service
SIT Corporate Finance FP&A Director Cherie Dentiste EI acquired companies still rely on Essbase for forecasting, budgeting Forecast
SIT Corporate Finance FP&A Director Cherie Dentiste EI Acquired company's AP, purchasing and GL moved to ERP right away Approve & Pay
SIT Cork Manufacturing Vice President Dick LehaneEI Acquisitions can be integrated rapidly Buy
SIT Corporate Finance Order to Cash Director John CurranEI added a certain amount of automation, for channel partners Quote to cash
SIT Cork Information Systems Manager, PPMG John ByrneEI ad-hoc reports can run off each local database (31), one refresh per day on the global cube Service
SIT Cork Distribution Manager Colman O'Flynn EI Agreed global metrics Deliver
SIT Cork Manufacturing Manager, Engineering Donal Downey EI all Oracle knows is what you tell it, but APC reads electronically the serial numbers Make
SIT Corporate Customer service VP Kathy LyonsEI all the billing goes through one system Quote to cash
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI all transactions do not affect inventory, thats what the problem is Deliver
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI Allocating high volume products must be automated Make
SIT Cork Distribution Director Jerry Sheehan EI Allocation of product not manufactured in Cork Deliver
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI allocations functionality is there in Oracle, just not there at go-live Report
SIT Corporate Materials Non-production purchasing Joe Biagioni EI an ERP system is not a competitive advantage, it is basically the cost of doing business Buy
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan EI an integrated view would help, instead of getting just emails or reports on what everyone has in the supply chain Buy
SIT Cork Distribution Customer commit Maoliosa Curtin EI And at all times, each person hitting the backlog, it has to be up to date Deliver
SIT Cork Manufacturing Manager, Engineering Donal Downey EI APC is more important to Colman in terms of allocated product, whats coming through Deliver
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI APEX use Oracle to check cab config against Sales Order Make
SIT Franklin DistributionWorldwide Distribution Snr DirectorKevin Campbell EI article lead times, one of things we chose not to use in Catalyst Deliver
SIT Cork Manufacturing Assembly & Test Mike ReganEI as you become aware of whats there, potential for time saving increases Make
SIT Corporate Information Systems CIO Mark Quigley EI at EMC's size, have to put a stake in the ground, or get out of control in terms of information Report
SIT Corporate Customer service VP Kathy LyonsEI at some point you are going to change obsolete systems anyhow Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI at worst Oracle is just a little bit behind Make
SIT Cork Distribution Director Jerry Sheehan EI Automate allocation process for high volume product Deliver
SIT Cork Distribution Director Jerry Sheehan EI Avoiding real issue by asking business to change Deliver
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt EI Back to delivery on promises as measure of success Plan
SIT Cork Information Systems Manager, PPMG Marie Cooney EI backlog runs slower on Oracle, because of the CPU utilization Deliver
SIT Cork Information Systems Manager, PPMG Marie Cooney EI backlog showing orders that have shipped already Deliver
SIT Cork Information Systems Manager, PPMG John ByrneEI because corporate have full view of this, sales dont actually put them in until they're sure Service
SIT Cork Finance FP&A Manager Paul CreganEI because of commissionaire, Brio / NRT feeds Essbase, and includes correct breakout by country Forecast
SIT Cork Manufacturing Assembly & Test Mike ReganEI because well only kill the goose that laid the golden egg Make
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI before ERP you probably have lots of feelings, where as now you have lots of data Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI before youd have been dependent on reports, now, you can go directly into the system Report
SIT Corporate Information Systems CIO Mark Quigley EI Best of breed is more expensive and more difficult to keep it working properly Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI big Shared Service issue is converting local systems to common processes Approve & Pay
SIT Cork Information Systems Reporting group Jonathan McCarthy EI biggest challenge is volume (reports for KBM with 1 million records) Report
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI Brio allows OA to see opportunities Quote to cash
SIT Cork Distribution Customer commit Maoliosa Curtin EI Brio doesnt give us additional information, but the way it shows us information is critical Deliver
SIT Cork Information Systems Reporting group Jonathan McCarthy EI Brio front-end links to different db's (invisible to user) Report
SIT Corporate Finance Order to Cash Global Revenue Reporting Manager Kristina Fileva EI Brio group works well because its small and they know everything thats there Quote to cash
SIT Cork Distribution Customer commit Maoliosa Curtin EI Brio report modified to show if there's anything hanging in one-key shipping (Yes / No) Deliver
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt EI BRM not integrated with ERP Plan
SIT Cork Distribution Manager Colman O'Flynn EI Built around ledger Report
SIT Cork Information Systems Reporting group Jonathan McCarthy EI business doesn't realise it can work at summary level Report
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI but normally when you change a process its going to cost money anyway Quote to cash
SIT Corporate Finance Order to Cash Director John CurranEI but were always surprised at how difficult it is to get the system to play nice Quote to cash
SIT Corporate Finance Financial Accounting Treasury Assistant Treasurer Mark GlennEI by the time youve gathered data manually the dollars moved 10% and youve lost a hundred million dollars Report
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI cab damaged in transit, returns to ship later, counts twice against stock Plan
SIT Cork Manufacturing Assembly & Test Mike ReganEI can a transactional system make a production process go faster? Make
SIT Cork Finance Customer Operations Director Ciaran LongEI Can be difficult to drag the data out of ERP Deliver
SIT Cork Information Systems Reporting group Jonathan McCarthy EI can take 30 mins to open a large report Report
SIT Corporate Finance Customer Operations Manager Jim Milton EI canned reports are too standard and not in a summary format Quote to cash
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI Capacity planning spreadsheet based Make
SIT Cork Distribution Manager Colman O'Flynn EI Capturing data at right stage Deliver
SIT Franklin Manufacturing Global Order Integration BRM Manager Joe Pesta EI Catalyst hasnt provided information we use to monitor performance Deliver
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI Catalyst was for Finance only, I absolutely disagree with that Report
SIT Corporate Information Systems CIO Mark Quigley EI Catalyst, Go To Market, these are incremental steps, information is better than it ever was Report
SIT Corporate Finance Req to cheque Director Joe Scott EI challenge is to get at detail, so weve got a lot of bolt-ons Approve & Pay
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI challenge of customer master integrity and its maintenance not resolved Quote to cash
SIT Cork Distribution Manager Colman O'Flynn EI Change process to match ERP Deliver
SIT Cork Information Systems Manager, PPMG Marie Cooney EI Clariion volumes went through the roof, so one key shipping was slowing down Deliver
SIT Corporate Finance FP&A Director Cherie Dentiste EI close process for acquired divisions means feeds from their ERP Report
SIT Cork Distribution Customer commit Maoliosa Curtin EI closing a quarter with a high backlog is messy Deliver
SIT Corporate Finance Order to Cash Director John CurranEI commissions functionally rich, but creates more data that is difficult to tie back to revenue Quote to cash
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI Commissions, Legato, PS on 11i Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI common processes means we can go to another country and work there Approve & Pay
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI consolidated trial balance, bringing US Gaap and local accounts together, as basis for preparing the local accounts Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI consolidating financial statements for entities plus 22 subsidiaries, data from Oracle Report
SIT Cork Finance Customer Operations Manager Bert MurphyEI Consolidation into one system Quote to cash
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI core ERP elemental to big performance indicators Report
SIT Cork Information Systems BRM Manager, PPMG Marie Cooney EI Cork works by operating unit but Apex cares about area and district Deliver
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI corporate are now happy that they own the process, so now they would be relinquishing more decision making locally Quote to cash
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI corporate have the data to get to anything they want to get to Quote to cash
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI corporation can look at all assets for a given cost centre across all countries Report
SIT Corporate Customer service VP Kathy LyonsEI costing for spares in ERP, depreciated and reconciled for consumed / returned Service
SIT Corporate Information Systems CIO Mark Quigley EI creation of data warehouse, and sorting, cutting, reporting based on what you think you know Report
SIT Corporate Customer service VP Kathy LyonsEI CS benefits : serial number tracking, and ability to get more material faster Service
SIT Cork Information Systems Manager, PPMG John ByrneEI CS reporting: Essbase has forecast, Oracle has pre-paid maintenance, Winpeak has pre-paid warranty Service
SIT Cork Materials Planning Manager Bob Costelloe EI Custom built planning solution Plan
SIT Corporate Finance Order to Cash EIM ProjectDirector Lee DeVriesEI Customer Service integration, focus is now on profitability Service
SIT Corporate Customer service VP Kathy LyonsEI customer service uses ERP as a trigger for back end processes (warranty period, ) Service
SIT Cork Distribution Inventory control Tim Hourihan EI Customising Oracle reduced its value Deliver
SIT Cork Distribution Director Jerry Sheehan EI Customized ERP instead of meeting it halfway Deliver
SIT Cork Manufacturing Manager, Engineering Donal Downey EI customizing the system for transactions, but not to get information Make
SIT Franklin DistributionWorldwide Distribution Snr DirectorKevin Campbell EI data elements that are part of the quotation are not required fields Deliver
SIT Cork Distribution Manager Colman O'Flynn EI Data losing meaning Deliver
SIT Corporate Finance Order to Cash Global Revenue Reporting Manager Kristina Fileva EI data moved from many different places, no one reporting tool perfect, ended up with 5 versions of revenue Report
SIT Corporate Customer service VP Kathy LyonsEI Day 32 helps them close the books Report
SIT Corporate Finance Order to Cash Business Planning and Cost Accounting Controller Russ Kassalty EI Dell sale is denoted in the bill to address marking it Dell * Quote to cash
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI development process means report seen only at very end Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI didn't gain anything over Mac-Pac, except ability to do more volume Report
SIT Cork Human Resources Director Denis Cronin EI difficult to have a system to plan the stuff that happens out of the blue Make
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI difficult to keep de-books and re-books tied together to relevant deal Quote to cash
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI Direct Express (Oracle 11i) lodges order to pending Quote to cash
SIT Corporate Information Systems CIO Mark Quigley EI disparate IT groups in each of function was not scalable, cost efficient, or integrated Report
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI distribution getting it tonight as distinct from tomorrow morning, makes a big difference at end of quarter Deliver
SIT Cork Manufacturing Assembly & Test Mike ReganEI do an ad-hoc, then work on automating that Make
SIT Corporate Manufacturing Vice President Mike Kerouac EI dont see ERP delivering much "standard" reporting, advanced stuff is off the radar Make
SIT Cork Manufacturing Manager, Engineering Donal Downey EI downside of APC is that it only covers intelligent parts Make
SIT Cork Finance Customer Operations Manager Bert MurphyEI Downside of integration Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI During Catalyst, the worst thing we could do was build an interface Make
SIT Corporate Finance Order to Cash Director John CurranEI DW's built to follow process, very clunky to use Quote to cash
SIT Franklin Manufacturing Global Order Integration BRM Manager Joe Pesta EI each site tailored the basic Brio backlog report to how business is done Deliver
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI EAG know what the system can or can't do, instead of, thats what we want, how about if we did this Quote to cash
SIT Corporate Customer service VP Kathy LyonsEI earlier visibility to whats missing from shipment, saves wasted install trip Service
SIT Corporate Finance Customer Operations Americas Director Bob Sliney EI EMC hasnt integrated Legato / Documentum systems Quote to cash
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI EMC real time is probably as good as youre going to get Report
SIT Cork Finance Customer Operations Director Ciaran LongEI EMC try to align information to decisions via Brio Deliver
SIT Cork Distribution Director Jerry Sheehan EI Enhancements become critical with volume Deliver
SIT Corporate Finance Customer Operations Manager Jim Milton EI ERP = building block for integration of acquisitions onto one platform Report
SIT Corporate Finance Order to Cash Director John CurranEI ERP = tool to create data, BI = tool to organise it, then analysis Quote to cash
SIT Cork Materials Director Bill O'Connell EI ERP 1.5 hours behind real time Plan
SIT Cork Finance FP&A Manager Paul CreganEI ERP allows us to have that conversation Forecast
SIT Corporate Manufacturing Vice President Mike Kerouac EI ERP benefits "over promised" by vendors, had to strip out functionality to meet deadlines Make
SIT Cork Manufacturing Manager, Engineering Donal Downey EI ERP can transact and be the information repository, but not provide information Make
SIT Cork Distribution Director Jerry Sheehan EI ERP capability limited for production Deliver
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt EI ERP caused BOM sequencing issues for production Make
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI ERP data is converted into DSS Make
SIT Corporate Finance Order to Cash EIM ProjectDirector Lee DeVriesEI ERP data lacking in completeness, conciseness, free of error, understandability, appropriate amount Report
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI ERP didn't do a whole lot for manufacturing Make
SIT Cork Distribution Director Jerry Sheehan EI ERP didn't meet customer / logisitics requirements Deliver
SIT Corporate Finance Customer Operations Americas Director Bob Sliney EI ERP doesn't accommodate dynamic changes of business Quote to cash
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI ERP doesn't support different functional goals Make
SIT Franklin DistributionWorldwide Distribution Snr DirectorKevin Campbell EI ERP fitted around current process without looking at scalability Deliver
SIT Corporate Customer service VP Kathy LyonsEI ERP forces consistency that forces data accuracy, so roll up is accurate Service
SIT Corporate Materials Non-production purchasing Joe Biagioni EI ERP gives me is spend data better than weve ever had Buy
SIT Cork Finance Customer Operations Manager Bert MurphyEI ERP giving us revolutionary information Quote to cash
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt EI ERP goal was to get rid of some of the paperwork Make
SIT Corporate Manufacturing Vice President Mike Kerouac EI ERP has an incredible amount of embedded content Make
SIT Corporate Finance Order to Cash EIM ProjectDirector Lee DeVriesEI ERP has been process focused rather than decision focused Report
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI ERP hasn't made a huge difference Make
SIT Franklin DistributionWorldwide Distribution Snr DirectorKevin Campbell EI ERP hinders our ability to change Deliver
SIT Cork Distribution Inventory control Tim Hourihan EI ERP ignores availability of product when releasing orders Deliver
SIT Corporate Finance Order to Cash Director John CurranEI ERP infrastructure promotes success with auditors, success with Sarbanes Oxeley Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI ERP introduced purchasing into non-manufacturing part of international, more global contracts, more visibility Buy
SIT Corporate Manufacturing Vice President Mike Kerouac EI ERP is transactional only, not good in planning or logistics, getting operational information not easy Make
SIT Corporate Finance Order to Cash Director John CurranEI ERP is very granular, other tools needed on top of that, to connect to it Quote to cash
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI ERP not designed for changing SO allocation Make
SIT Cork Distribution Customer commit Maoliosa Curtin EI ERP report fine if youre doing a country like Norway, that has 12 orders Deliver
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan EI ERP re-routes PO changes all the way back for re-approval again (SIR to change) Buy
SIT Franklin Materials Director Dave Fraser EI ERP system cant give exactly what you want, MMIS does Plan
SIT Franklin DistributionWorldwide Distribution Snr DirectorKevin Campbell EI ERP system today doesnt address change in business Deliver
SIT Cork Information Systems Manager, PPMG Valerie Gleeson EI ERP systems allow holistic reporting, but if you use the information correctly Report
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan EI ERP systems are only as good as the data in them Buy
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt EI ERP was for Finance and Sales, not manufacturing Make
SIT Cork Distribution Director Jerry Sheehan EI ERP works but not at quarter end Deliver
SIT Cork Sales Manager, Inside Sales Kevin Flanagan EI ESE = having the right information at the right time to make a decision Quote to cash
SIT Cork Sales Manager, Inside Sales Kevin Flanagan EI ESE well run, a lot of people are being asked for input Quote to cash
SIT Cork Finance Customer Operations Director Ciaran LongEI ESE: sales rep access to all customer data Quote to cash
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI e-segment piece, a shadow ledger within set of books, so that statutory adjustments can be booked Report
SIT Cork Finance FP&A Manager Paul CreganEI Essbase is a very powerful tool, a lot more user friendly than Oracle, spreadsheet based Forecast
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI even if you could get it every hour, you couldnt digest it every hour Quote to cash
SIT Corporate Finance Financial Accounting Treasury Assistant Treasurer Mark GlennEI every balance sheet balance is in the ERP system Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI every time we add a new account number, they have to add it manually to 11i Report
SIT Corporate Finance Order to Cash Director John CurranEI everything goes through Catalyst 11.03, Project Accounting is 11i, Commissions is 11i Quote to cash
SIT Cork Sales Manager, Inside Sales Kevin Flanagan EI everything we do here has to be exported to Excel and sent to the field Quote to cash
SIT Cork Information Systems Manager, PPMG Marie Cooney EI export data, process query (10), write it up to server (5), then pull back report to PC (3) Buy
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI FA benefits (common accounts, rules for depreciation ) is a huge step forward Report
SIT Cork Sales Manager, Inside Sales Kevin Flanagan EI facilitate sales planning and better communication with factory Quote to cash
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI FARM downloads "hidden" detail (eg. Tx creator & email under Help) Buy
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI FARM extracts from Gelco and Procurement card spend Report
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI FARM more up to date than NRT (runs 4 times daily) Report
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI FARM uses Essbase for roll-up of cost centres to functional level Report
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI FARM: draws transactional information from SharePlex Report
SIT Cork Distribution Manager Colman O'Flynn EI Finance benefit Report
SIT Corporate Manufacturing Vice President Mike Kerouac EI Finance got what they want, Bill Tueber gets his data within 1/2 days Report
SIT Corporate Finance Global Finance Operations SVP & Corporate Controller Denis Cashman EI Finance spend more time analysing, less time arguing about data validity Report
SIT Cork Information Systems Manager, PPMG John ByrneEI Finance wont be on it for the moment, they are still on 11.03 Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI flow control customization prevents parts moving to certain locations without the fixes being applied Make
SIT Corporate Finance Req to cheque Director Joe Scott EI fo commissions we have OIC, but not in place in all US groups Approve & Pay
SIT Cork Distribution Director Jerry Sheehan EI Focus on generating additional reports Deliver
SIT Cork Manufacturing Manager, Engineering Donal Downey EI for emergencies global inventory view is typically done outside of the system Make
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI for FA, there is a consistent depreciation policy across the company Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI For implementing changes we would just look through our inventory records on Oracle Make
SIT Cork Distribution Customer commit Maoliosa Curtin EI for us the value add is that it comes out in report format Deliver
SIT Cork Information Systems Reporting group Jonathan McCarthy EI for users querying one table in NRT, SQL is more efficient Report
SIT Cork Finance FP&A Manager Paul CreganEI forecasting always left to the end, should be done with financial information package Forecast
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI France & Belgium can write adjustments straight into Oracle, without impacting global consolidation Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI gave up Mac-Pac because it wasnt upgradable, and now where are we? Report
SIT Cork Manufacturing Assembly & Test Mike ReganEI generate a report for last month, and you tell me if its what you want Make
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI Global Allocator ran differently in each place, not really "global" Deliver
SIT Cork Materials Planning Manager Bob Costelloe EI Global view supports commodity shortage decisions Plan
SIT Corporate Manufacturing Vice President Mike Kerouac EI good core functionality is reports on budget and inventory turns Make
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI great value of having raw data on spend to be able to review with business Approve & Pay
SIT Corporate Finance Global Finance Operations SVP & Corporate Controller Denis Cashman EI Hackett report 86% more time collecting & compiling information than World Class Report
SIT Cork Distribution Director Jerry Sheehan EI Had to become part of logistics control system Deliver
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI half our systems are on 11i and half are on 11.03 Report
SIT Corporate Finance FP&A Director Cherie Dentiste EI hardest thing is bringing revenue piece of acquired company onto ERP Quote to cash
SIT Cork Information Systems Manager, PPMG John ByrneEI hardware / software split (software is allocated to the country, hardware to Cork) Quote to cash
SIT Corporate Finance Order to Cash Director John CurranEI have fastest servers you can buy, only so many you can manage operationally Quote to cash
SIT Cork Finance Customer Operations Director Ciaran LongEI Haven't really got their arms around the BRM process Plan
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI helping the consolidation process, better FX reporting, more visibility in planning Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI I can see how difficult it is going to be to upgrade Oracle Make
SIT Cork Manufacturing Manager, Engineering Donal Downey EI I cant think of a situation where the single instance has been of benefit Deliver
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI I couldnt care less if you buy twice as many machines, thats not my problem, my problem is to complain about it Quote to cash
SIT Corporate Customer service VP Kathy LyonsEI I dont think they ever actually put ERP in for the workers Make
SIT Cork Human Resources Director Denis Cronin EI I hear on the grapevine that were looking at SAP HR
SIT Corporate Finance Customer Operations Americas Director Bob Sliney EI I think people can hide behind the system Quote to cash
SIT Cork Manufacturing Assembly & Test Mike ReganEI I understand why stuff happened, politics basically, it makes the difference Make
SIT Corporate Finance Order to Cash Business Planning and Cost Accounting Controller Russ Kassalty EI I want to make sure we have some one as good as KF on the EIM team Quote to cash
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI Id forgotten AP completely, those dark days, it was an absolute nightmare Approve & Pay
SIT Cork Manufacturing Manager, Engineering Donal Downey EI Im not sure theres anyone globally merging the tables Deliver
SIT Cork Information Systems Manager, PPMG Valerie Gleeson EI if information is used optimally, it should tell you what you need to know Report
SIT Cork Distribution Customer commit Maoliosa Curtin EI If it happens one of 90 nights, unfortunately that is the one night that is important. Deliver
SIT Corporate Finance FP&A Director Cherie Dentiste EI if PeopleSoft feed fails, feed to Essbase fails, so you wait for next cycle Forecast
SIT Cork Human Resources Director Denis Cronin EI if the data is inaccurate in P'Soft you do really get crap out of it HR
SIT Cork Manufacturing Manager, Engineering Donal Downey EI If transaction piece was taken away, and the results were fed back into Oracle? Make
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI if we got what the US had at go-live, we wouldnt have got Chriss report Approve & Pay
SIT Franklin Materials Director Dave Fraser EI if we make adjustments, Ctrl-M must be re-run to update MMIS Plan
SIT Corporate Finance Order to Cash Global Revenue Reporting Manager Kristina Fileva EI if youre looking for something within one system module, youre fine Quote to cash
SIT Corporate Finance Financial Accounting Treasury Assistant Treasurer Mark GlennEI import Catalyst data into our models that allow very fast analysis and very fast decisions Report
SIT Corporate Finance Customer Operations Manager Jim Milton EI Improved accuracy, traceability and efficiency (fulfilment & manufacturing) Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI in a position to create more stringent approvals, without it being a paper trail Buy
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI in Australia, because interfaces stopped, no reforecast on Day 1 Forecast
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI in Catalyst, it was out of scope, in Quote to cash they say not in scope Report
SIT Corporate Finance Order to Cash Global Revenue Reporting Manager Kristina Fileva EI in IDW group, maybe CS dont understand revenue report, so they ask to create one Quote to cash
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI in IDW transactions are sales orders, but we need deals Quote to cash
SIT Cork Information Systems Manager, PPMG Marie Cooney EI in Oracle, youd have to write a different report for every plant: nightmare! Deliver
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI Information latency puts pressure on production Make
SIT Cork Manufacturing Manager, Engineering Donal Downey EI information probably not better, but transactional stuff is a hell of a lot better Make
SIT Corporate Finance Customer Operations Americas Director Bob Sliney EI infrastructure stage was critical, ERP an enabling stage Report
SIT Corporate Customer service VP Kathy LyonsEI integration of Mfg and CS eg. automated returning of serial numbers Service
SIT Cork Materials Planning Manager Bob Costelloe EI Interface directly from BRM Plan
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI interface errors: de-booking an order when cash is applied to it, or they set up a new order type, and it doesnt work Quote to cash
SIT Franklin Materials Director Dave Fraser EI Inventory Report from MMIS: all raw data really coming from Oracle Plan
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI inventory turns comes from Excel spreadsheets Make
SIT Cork Information Systems Manager, PPMG Valerie Gleeson EI inventory, once received, is keyed and therefore provided for as an expense automatically Buy
SIT Cork Distribution Director Jerry Sheehan EI Inventory, receiving, backlog and availability Deliver
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI invoicing is the biggest problem that we still have, the most manual Quote to cash
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI Irrespective of where people are, you can generate a routing Approve & Pay
SIT Cork Sales Manager, Inside Sales Kevin Flanagan EI IS give us averages and trends, as we start to do more business in Comm & SME Quote to cash
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI is there functionality out there that we dont know about or dont use Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI it also would be very hard to create controls to limit access Report
SIT Cork Distribution Director Jerry Sheehan EI IT asks business to change instead of fixing issue Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI it brought on-line a lot of things that were on local systems like fixed assets Report
SIT Corporate Information Systems CIO Mark Quigley EI it can frustrate people that they cant do something quick and dirty Report
SIT Corporate Customer service VP Kathy LyonsEI It did drive better data, in that it had to be consistent Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI it has allowed the ability to globally report on different lines in the balance sheet Report
SIT Cork Manufacturing Assembly & Test Mike ReganEI it takes a bit of time to understand whats happening Make
SIT Cork Finance Order to Cash Ireland Finance Director Frank Cronin EI it takes good systems to generate variance analysis reports, to budget at a very significant and detailed level, to forecast Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI it took something like 20 minutes to go from one screen to another Report
SIT Cork Manufacturing Assembly & Test Mike ReganEI IT, itself, wont have the resource to do it Make
SIT Cork Manufacturing Assembly & Test Mike ReganEI its not like youd see someone walking into a meeting with an Oracle report Make
SIT Cork Information Systems Manager, PPMG John ByrneEI Italy produce the invoice out of Oracle because of the sequence number Quote to cash
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI It's hard to say are we overall doing better Make
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI it's often not clear from sales order if its legit on its own Quote to cash
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI Joe McIntyre wanted nobody involved Report
SIT Cork Manufacturing Assembly & Test Mike ReganEI just do the Special Copy on Oracle report, then clean it up in Excel Make
SIT Cork Information Systems Reporting group Jonathan McCarthy EI key question for new report template is frequency required (determines db used) Report
SIT Cork Distribution Manager Colman O'Flynn EI Keying shipments Deliver
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI lack of consistency in mfg is absolutely not a system issue Make
SIT Cork Information Systems Manager, PPMG John ByrneEI lead, prospect, quote, site, opportunity, sales order, install base, warranty, maintenance, all integrated Service
SIT Cork Manufacturing Assembly & Test Mike ReganEI like Id walk out on the floor and Id say, alright lads, whats the story here Make
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt EI Live data at Qtr end not necessarily from ERP Deliver
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI manager in AP worked and slogged to get unmatched receipts report working Approve & Pay
SIT Cork Distribution Director Jerry Sheehan EI Manual complete ship report Deliver
SIT Corporate Customer service VP Kathy LyonsEI manufacturing were able to judge benefit of ERP vesus extra transactions Make
SIT Corporate Finance Order to Cash Business Planning and Cost Accounting Controller Russ Kassalty EI many enhancements because Catalyst designed for Symm Quote to cash
SIT Corporate Finance Customer Operations Americas Director Bob Sliney EI market complexity increases sharing of field resources: OVOTT Quote to cash
SIT Corporate Finance Req to cheque Director Joe Scott EI Mars for approval of headcount, contract labour, numbers, costs, off-shoring Approve & Pay
SIT Cork Distribution Director Jerry Sheehan EI Material shortages for non-serialised product Deliver
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI maybe customer has SAP and it only accepts one invoice per PO Quote to cash
SIT Cork Information Systems Manager, PPMG Marie Cooney EI Melissa exports them to Excel and emails them to Jerry, every half hour Deliver
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI Mfg did not change management processes to drive consistency and common metrics across plants Make
SIT Franklin Materials Director Dave Fraser EI MMIS downloads back into Oracle, then buyers get planning reports Plan
SIT Cork Materials Planning Manager Bob Costelloe EI MMIS standardised planning processes Plan
SIT Corporate Customer service VP Kathy LyonsEI more accuracy around it because of one key shipping Service
SIT Corporate Finance Customer Operations Manager Jim Milton EI More cross functional development of the company Buy
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI more real time reporting off consolidated system, so its easier to see the impact of changes Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI more visibility to spend, and more visibility at transaction level as to whats going on Buy
SIT Cork Human Resources Director Denis Cronin EI most of our lives are spent keeping the data clean and correct HR
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI most of the pre-go-live resources were gone after go-live Report
SIT Corporate Customer service VP Kathy LyonsEI move to a single instance of MacPac, youd go through the same pain Report
SIT Cork Materials Planning Manager Bob Costelloe EI MRP tells you what you need, but assumes you can get it Plan
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI Much of the integration and control has been implemented on the cost side Approve & Pay
SIT Cork Distribution Manager Colman O'Flynn EI Multiple Ship-to's Deliver
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI my answer to it will be, get used to it, its not going to go away, I want the reports, you deal with the volume of records Quote to cash
SIT Corporate Materials Non-production purchasing Joe Biagioni EI my business system is already set up, it can handle the incremental volume Buy
SIT Corporate Materials Non-production purchasing Joe Biagioni EI my ERP system, allows me to take on to those acquisitions in a second Buy
SIT Corporate Finance Req to cheque Director Joe Scott EI need "one stop shopping" on heads, contractors, interns, temps, T&E, payroll Approve & Pay
SIT Corporate Customer service VP Kathy LyonsEI need a layer of specialised reporting skills with ERP Report
SIT Cork Distribution Inventory control Tim Hourihan EI Need for global processes, not Cork only Deliver
SIT Cork Materials Planning Manager Bob Costelloe EI Net changes to MRP are not re-run through Oracle Plan
SIT Corporate Information Systems CIO Mark Quigley EI new DW should be inclusive and flexible (manipulate and cut information in different ways) Report
SIT Cork Information Systems Reporting group Jonathan McCarthy EI new project with PPMG / Accenture (no IS) to re-write NRT / IDW (100-10 plan, now EIM) Report
SIT Cork Manufacturing Assembly & Test Mike ReganEI no access to linked servers so GA queried via Access Make
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt EI No cost savings in manufacturing because no process change Deliver
SIT Cork Distribution Director Jerry Sheehan EI No enhancement if not a global requirement Deliver
SIT Corporate Finance Financial Accounting Treasury Assistant Treasurer Mark GlennEI No its Shareplex. Ger Corkery wrote it Report
SIT Corporate Finance Customer Operations Manager Jim Milton EI no missed shipments, no re-shipments, no shipping errors, a better forecast Deliver
SIT Corporate Customer service VP Kathy LyonsEI no more manual entry, everything had to be done at the source Report
SIT Cork Distribution Customer commit Maoliosa Curtin EI no OA issues, order entered in Direct Express, so they come on fairly automatically Deliver
SIT Cork Finance Customer Operations Director Ciaran LongEI No system can cope with market complexity Deliver
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI no systematic way to consume inventory for de-book / re-books Quote to cash
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI not a decisions making tool from our point of view Report
SIT Cork Distribution Director Jerry Sheehan EI not as user flexible as SAP for logisitcs Deliver
SIT Cork Sales Manager, Inside Sales Kevin Flanagan EI not overly crisp on parent / subsidiary at the moment Quote to cash
SIT Cork Manufacturing Assembly & Test Mike ReganEI now I can report on 3 plants at one time, using the same criteria Make
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI now, you log a SIR, you get it prioritized, it would go to Bill Tueber for approval Quote to cash
SIT Cork Information Systems Reporting group Jonathan McCarthy EI NRT and IDW have front ends, and are updated daily (IDW once daily) Report
SIT Corporate Finance Order to Cash Global Revenue Reporting Manager Kristina Fileva EI NRT and IDW, with the same logic, aggregate and interpret into increments Quote to cash
SIT Cork Information Systems Reporting group Jonathan McCarthy EI NRT contains the whole order lifecycle, not just the last value Report
SIT Cork Information Systems Reporting group Jonathan McCarthy EI NRT has code to bring everything together (orders from Oracle, leads from Siebel) Report
SIT Cork Finance FP&A Manager Paul CreganEI NRT is reconciled back to GL Forecast
SIT Cork Information Systems Reporting group Jonathan McCarthy EI NRT refresh takes 2 hours to execute Report
SIT Cork Information Systems Reporting group Jonathan McCarthy EI NRT refreshes 3 times daily, every 7 hours (24h00, 08h00 and 15h00 US time) Report
SIT Corporate Finance Customer Operations Product Allocation Manager Mike Terry EI OA try to go too fast, doesnt transact every line Deliver
SIT Cork Information Systems Manager, PPMG John ByrneEI on both sides of the fence (Services and Sales) reporting is huge Service
SIT Cork Information Systems Manager, PPMG John ByrneEI On the CS side, theres a whole team working on reporting Service
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI One Chart of Accounts means company can rapidly integrate acquisitions Report
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI One CoA meant ripping out a plethora of local systems, which was a significant win Report
SIT Corporate Finance Financial Accounting Treasury Assistant Treasurer Mark GlennEI one place for all information, know its accurate, and extraction capability to a workable format Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI only now that we are seeing some of the promised advantages of ERP Report
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI Operations Data Warehouse Make
SIT Cork Manufacturing Manager, Engineering Donal Downey EI option to do reporting elsewhere, no option where to do transacting Make
SIT Corporate Finance Req to cheque Director Joe Scott EI Oracle 11.03 not easy to streamline routing, upgrade or look at SAP Approve & Pay
SIT Cork Distribution Inventory control Tim Hourihan EI Oracle could not ship confirm as material arrives at X dock Deliver
SIT Cork Distribution Inventory control Tim Hourihan EI Oracle does not manage bin locations in warehouse Deliver
SIT Cork Manufacturing Manager, Engineering Donal Downey EI Oracle doesnt know when were planning on shipping the material we have Make
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI Oracle financials doesnt break it down in the same level of detail thats required Report
SIT Cork Distribution Inventory control Tim Hourihan EI Oracle genealogy limits flexibility Deliver
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI Oracle gives inventory location Make
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI Oracle has allowed shared services to become a reality Approve & Pay
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI Oracle has transactions, but you rely on other systems for decision making Report
SIT Corporate Information Systems CIO Mark Quigley EI Oracle has transactions, key is data warehouse, is it giving the information run the business Report
SIT Cork Distribution Inventory control Tim Hourihan EI Oracle inventory not accurate for non-serialised parts Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI Oracle is the feeder system, the system of audit, Essbase is only a reporting tool Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI Oracle link with WindChill is now in two directions Make
SIT Corporate Finance Req to cheque Director Joe Scott EI Oracle not flexible to get at detail, which you need to do the close Approve & Pay
SIT Corporate Finance Req to cheque Director Joe Scott EI Oracle not source for operational data Approve & Pay
SIT Cork Information Systems Reporting group Jonathan McCarthy EI Oracle PL SQL expertise required to exploit SharePlex Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI Oracle really hasnt worked for Intrastat report, people like to relate report back to the revenue Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI Oracle reporting is poor, we got to query on Mac-Pac Report
SIT Cork Distribution Inventory control Tim Hourihan EI Order Admin are still making errors on 15-20% of the orders Deliver
SIT Franklin DistributionWorldwide Distribution Snr DirectorKevin Campbell EI order can draw supply from Cork, Franklin, Apex or field Deliver
SIT Corporate Finance Customer Operations Manager Jim Milton EI order management system much easier, smoother, easier to track Quote to cash
SIT Cork Distribution Inventory control Tim Hourihan EI Order status under 5 pages of information Deliver
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI order to date #'s are tricky due to upgrades, de-book & re-books. Quote to cash
SIT Franklin DistributionWorldwide Distribution Snr DirectorKevin Campbell EI orders can get split in 3, and never get back together again Deliver
SIT Franklin DistributionWorldwide Distribution Snr DirectorKevin Campbell EI orders from 7 or 8 different sources, but Catalyst structured by factory Deliver
SIT Corporate Finance Customer Operations Product Allocation Manager Mike Terry EI original data dodgy + people under pressure = inaccuracy Deliver
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI Our biggest issue with the data is #1, our idea of what a customer is Report
SIT Corporate Finance Req to cheque Director Joe Scott EI our challenge is how to interface to reporting if we bolt on 2 ERP systems Approve & Pay
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI our ERP system does everything in compliance with US GAAP Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI our spares, parts in debug, etc. dont show in APC Make
SIT Corporate Finance Customer Operations Americas Director Bob Sliney EI OVOTT: more a people issue than IS Report
SIT Cork Distribution Director Jerry Sheehan EI Packing list didn't work Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI Paul Sanchez would say its hard to get information, he would rely a lot on Paul Cregan Report
SIT Cork Materials Planning Manager Bob Costelloe EI People have to stop 'doing their own thing' Plan
SIT Corporate Finance Customer Operations Manager Jim Milton EI Perception of ERP was over budget, and "what has it delivered to me?" Quote to cash
SIT Corporate Finance FP&A Director Cherie Dentiste EI planning applications from ERP vendors not very robust Forecast
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI plants give shipped #, compared to booking #, large gaps need audit Quote to cash
SIT Cork Distribution Director Jerry Sheehan EI Poor IT performance at most critical time in quarter Deliver
SIT Cork Materials Planning Manager Bob Costelloe EI PO's not automated because of post-MRP changes Buy
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI print statutory accounts OK if there is only 2 companies in the set of books Report
SIT Corporate Finance Order to Cash EIM ProjectDirector Lee DeVriesEI Problem at order entry: deals linking up to other deals Report
SIT Cork Information Systems Manager, PPMG Marie Cooney EI problem not CPU utilization, its the huge data volumes going through Deliver
SIT Corporate Finance Order to Cash EIM ProjectDirector Lee DeVriesEI Problem with territorial management of sales (definitions) Report
SIT Corporate Information Systems CIO Mark Quigley EI problems of governance, costs going out of control, and people with different sets of information Report
SIT Corporate Finance Order to Cash Business Planning and Cost Accounting Controller Russ Kassalty EI problems with quality of data, are where business process has changed Quote to cash
SIT Cork Distribution Inventory control Tim Hourihan EI Process improvements compromised Deliver
SIT Cork Manufacturing Manager, Engineering Donal Downey EI process is better, because some of the functionality and flow control features Make
SIT Corporate Finance Order to Cash Director John CurranEI processing time starts to lengthen, then reporting is impacted, then visibility Deliver
SIT Cork Finance FP&A Manager Paul CreganEI product revenue goes to Ireland entity in Oracle, if Essbase took feed from Oracle, Ireland would have all revenue for the region Report
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI PS can only be invoiced by the country, it cant be invoiced by Ireland Quote to cash
SIT Corporate Finance FP&A Director Cherie Dentiste EI P'Soft for Documetum orders, 11i for Legato, complex to move OA, billing, invoicing Quote to cash
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan EI purchase orders arent automatically driven by Oracle Buy
SIT Corporate Finance Req to cheque Director Joe Scott EI purchasing bought Spend Analytics, which adds to the complexity of the environment Approve & Pay
SIT Cork Information Systems Manager, PPMG John ByrneEI putting in place a PPMG model for CS reporting Service
SIT Corporate Materials Supply Base Management, Non-production purchasing Joe Biagioni EI realised saving in a separate database, ties to PO, but ERP doesnt have a place for savings Buy
SIT Cork Materials Planning Manager Bob Costelloe EI Relying on people for their piece of the story Plan
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI reports there at go-live, but never materialized as they were supposed to Report
SIT Cork Finance Customer Operations Manager Bert MurphyEI Require end-user data for revenue recognition and service Deliver
SIT Cork Information Systems Reporting group Jonathan McCarthy EI revenue detail global report contained 9m records, re-architected to 3m records Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI revenue is staying on 11.03, because of serialisation and commissionaire Quote to cash
SIT Cork Distribution Manager Colman O'Flynn EI Revenue not on ERP! Deliver
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI revenue numbers can be skewed as well, particularly in terms of software content Quote to cash
SIT Corporate Finance Customer Operations Product Allocation Manager Mike Terry EI RMA returns: no information Deliver
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI RMA tracking is a point in time system, doesn't keep history Plan
SIT Corporate Finance Req to cheque Director Joe Scott EI SAP as approval vehicle, Oracle for GL, replace SSP with external catalog Approve & Pay
SIT Corporate Manufacturing Vice President Mike Kerouac EI SAP have demoed a new inventory tool, 1 transaction per cab, instead of 1,000's Make
SIT Corporate Finance Customer Operations Manager Jim Milton EI SarbOx requirements mean rigidity in processing orders, revenue, and deals Quote to cash
SIT Corporate Finance Customer Operations Manager Jim Milton EI scaled back development of resources to write canned reports Quote to cash
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI senior management want to own the process and how it works in the system Quote to cash
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI Serial number locking for purges Make
SIT Cork Information Systems Manager, PPMG John ByrneEI Service want to keep the invoice in Winpeak. They can control it better. Quote to cash
SIT Cork Information Systems Reporting group Jonathan McCarthy EI SharePlex difficult for users to manipulate, no code for business rules Report
SIT Cork Manufacturing Assembly & Test Mike ReganEI SharePlex in US, so on-hand inventory is in Slocaz Make
SIT Cork Information Systems Reporting group Jonathan McCarthy EI SharePlex is not a data warehouse, just raw Oracle data Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI SharePlex is only available in Cork and in the US, because of sensitivity Report
SIT Cork Information Systems Reporting group Jonathan McCarthy EI SharePlex is real time (with no front end) Report
SIT Cork Information Systems Manager, PPMG Marie Cooney EI SharePlex is real-time, its every 10 minutes, its a copy of 200 Oracle tables Deliver
SIT Cork Information Systems Reporting group Jonathan McCarthy EI SharePlex should be used for ad-hoc reporting, NRT for summary reports Report
SIT Cork Information Systems Manager, PPMG Valerie Gleeson EI SharePlex was really to fill the reporting gap Report
SIT Corporate Finance Customer Operations Product Allocation Manager Mike Terry EI shipped but not transacted: revenue wrong, inventory wrong Deliver
SIT Cork Distribution Manager Colman O'Flynn EI Shipping moves 1000 records Deliver
SIT Franklin Manufacturing Global Order Integration BRM Manager Joe Pesta EI short-sighted by Catalyst, didnt know how we'd manage backlog, thought we'd use Oracle report Deliver
SIT Cork Distribution Manager Colman O'Flynn EI Simplify accounting Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI Sinead leaving meant loss of expertise and a lack of understanding of original requirements Approve & Pay
SIT Corporate Finance Global Finance Operations SVP & Corporate Controller Denis Cashman EI Smart people like Kristina Fileva in reporting is vital Report
SIT Cork Manufacturing Assembly & Test Mike ReganEI so by the time you have a report done, the process is out of date Make
SIT Cork Manufacturing Manager, Engineering Donal Downey EI so decisions are based on information we have to get from both Oracle and GA Make
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI so if we make a change in Ireland, and transfer it to consolidation, its in there in 15 minutes Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI so now you have more information, that makes it easier to make better decisions Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI so the scalable thing I worry about it Report
SIT Corporate Finance Req to cheque Director Joe Scott EI so we end up pulling the data into Access type format Approve & Pay
SIT Cork Distribution Customer commit Maoliosa Curtin EI so we had a lack of visibility on how much of our backlog we were actually shipping Deliver
SIT Cork Manufacturing Assembly & Test Mike ReganEI some of the purge reports in Oracle are good Make
SIT Corporate Finance Req to cheque Director Joe Scott EI SSP challenges are in flexibility and functionality of routing (eg. streamlining) Approve & Pay
SIT Cork Distribution Director Jerry Sheehan EI Standardise the number of configurable options Deliver
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI Starts plan is not from ERP Make
SIT Cork Distribution Director Jerry Sheehan EI Status of the order Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI statutory adjustments is currently done off-line on Excel, could use e-segment Report
SIT Cork Finance Customer Operations Director Ciaran LongEI Still in same boat wrt Mac-Pac and hockey stick Deliver
SIT Cork Information Systems Reporting group Jonathan McCarthy EI stress on database from volume of info, complexity of processing and need for real time Report
SIT Corporate Materials Non-production purchasing Joe Biagioni EI suppliers don't peg to each other in Oracle, the customer one isnt pegged well either Buy
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan EI supply chain modeling is on ERP, you have an integrated pull and see it along Buy
SIT Corporate Finance Order to Cash Director John CurranEI survive without ERP? No way, we wouldnt be here today Quote to cash
SIT Cork Human Resources Director Denis Cronin EI Synergy: there are a couple of hundred IT guys being siphoned off to improve our processes Quote to cash
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI System 6 hours behind, no finished goods visibility Make
SIT Cork Distribution Snr DirectorKevin Campbell EI system built for Symm fulfilment, rather multi-sourced scenario Deliver
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI System can fall several hours behind at qtr end Make
SIT Cork Finance Customer Operations Director Ciaran LongEI System can't deal with "today's" parameters Deliver
SIT Cork Finance Customer Operations Manager Bert MurphyEI System is past its sell-by date Quote to cash
SIT Cork Finance Customer Operations Director Ciaran LongEI System provides raw data Deliver
SIT Cork Finance Customer Operations Director Ciaran LongEI System will not manipulate the data for you Deliver
SIT Corporate Materials Non-production purchasing Joe Biagioni EI systems have to accept more information faster, and give results to support decisions Buy
SIT Cork Distribution Director Jerry Sheehan EI Systems not fast enough to process SO's Deliver
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI systems should track reality, but theres different realities in most groups Quote to cash
SIT Cork Distribution Director Jerry Sheehan EI Template did not include stock location capability Deliver
SIT Cork Distribution Director Jerry Sheehan EI Template processes developed for Symmetrix Deliver
SIT Corporate Customer service VP Kathy LyonsEI that's the biggest thing, its faster so you can do more, more levers to pull Service
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI the customer wants Project Y on the invoice, nothing else Quote to cash
SIT Cork Information Systems Manager, PPMG Marie Cooney EI the data is only 20 minutes old, if SharePlex is up to date Deliver
SIT Cork Information Systems Manager, PPMG Marie Cooney EI the data set is structured, just the views are different Deliver
SIT Cork Information Systems Manager, PPMG Marie Cooney EI the EOQ backlog report runs automatically every 20 minutes for them Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI the ERP system doesnt have the reporting capability to run the business Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI the fascinating debate is customization vs standard Make
SIT Cork Manufacturing Manager, Engineering Donal Downey EI the inventory record in Oracle, will tell me whats there, but wont stop it from moving Make
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI the only problem with reporting tools is you have refresh time so you have down time Report
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan EI the problem with Brio was that refresh was every 24 hours so you werent having live data Buy
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan EI the reporting out of Oracle was terrible, terrible Buy
SIT Corporate Finance Order to Cash Director John CurranEI the same for Oracle, the connections arent great, relative to how we do business Quote to cash
SIT Cork Information Systems Reporting group Jonathan McCarthy EI the scarce resource is knowledge about what's in the system Report
SIT Cork Distribution Customer commit Maoliosa Curtin EI The transaction was running, but the batch job was hanging Buy
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI the way EMC looks at its business is always shifting, so custom reports would require a lot of modification Report
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI there are things in the system that you can turn off to give you extra capacity Deliver
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan EI there is an open order report there but you would want to be Einstein to be able to understand it Buy
SIT Cork Finance Customer Operations Director Ciaran LongEI There is no system that can keep up with it Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI there is now more consistency worldwide in the actual use of accounts Report
SIT Cork Information Systems Manager, PPMG Marie Cooney EI there is so much data, to run it for a quarter on your PC, it would hang it Deliver
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt EI There was stuff coming in and going out, whats real time? Deliver
SIT Corporate Finance Customer Operations Product Allocation Manager Mike Terry EI theres a website that we can go to and see what the commit date Deliver
SIT Cork Manufacturing Assembly & Test Mike ReganEI theres performance issues with SharePlex Make
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI theres unique things in our transactions (how customers buy, how order is booked) Quote to cash
SIT Cork Manufacturing Manager, Engineering Donal Downey EI they actually did a very, very good job to build the flow control Make
SIT Cork Information Systems Manager, PPMG Marie Cooney EI they can also miss revenue because they dont see approved orders coming in Deliver
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI they go on to the next big thing, and small things dont get done Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI They might have their own Oracle report, I wouldnt know Report
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI they probably do create all the data that you need, but by doing that, they create a problem Quote to cash
SIT Corporate Finance Customer Operations Product Allocation Manager Mike Terry EI they take the Access database of what we have shipped and allocated Deliver
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI they took away all the interfaces so that Oracle could catch up Report
SIT Cork Information Systems Manager, PPMG John ByrneEI Theyd feel that they are being hounded on deals Quote to cash
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI timing of transactions is critical, eg. order de-booked but not yet re-booked Quote to cash
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI to understand where the system matches reality at a given point is nearly impossible Quote to cash
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI too much reporting on ERP impacts performance of transaction processing Report
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI Tracking of component fixes by serial number Make
SIT Corporate Customer service VP Kathy LyonsEI triggers for over-config, engineer sees the RMA, takes the stuff out and returns it Service
SIT Cork Information Systems Reporting group Jonathan McCarthy EI troubleshooting Brio reports is problematic Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI trying to get something fixed, it wouldnt happen Report
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI tweaks in every country, different invoicing entities, entities cant invoice in certain currencies Quote to cash
SIT Corporate Materials Non-production purchasing Joe Biagioni EI under representing what we purchase, because we were looking at the PO side Buy
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI upgrade order may happen next day, or through a re-seller, or transferring s/w Quote to cash
SIT Cork Information Systems Manager, PPMG Marie Cooney EI user interface to data is critical, not just how quickly you get data back Report
SIT Cork Manufacturing Assembly & Test Mike ReganEI users end up doing reporting for Mfg, Eng and Inv Make
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI users require more flexibility in reporting by company, product or product category Report
SIT Corporate Finance Order to Cash Director John CurranEI using technology to do the same amount of revenue, next quarter, with more volume Quote to cash
SIT Cork Distribution Customer commit Maoliosa Curtin EI using up inventory on an order but not automatically updating inventory Deliver
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI very user friendly, very intuitive, account / journal enquiries, drill down is all good Report
SIT Cork Finance Customer Operations Manager Bert MurphyEI Visibility of backlog Deliver
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI volume has been increasing at a huge pace Quote to cash
SIT Corporate Finance Req to cheque Director Joe Scott EI want an absolute metrics package, can't currently get real time information Approve & Pay
SIT Corporate Finance Order to Cash Director John CurranEI wasting time with incomplete transactions, it shows itself in clean up afterwards Deliver
SIT Franklin DistributionWorldwide Distribution Snr DirectorKevin Campbell EI we automate the process instead of changing it Deliver
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI We built Catalyst as a foundation for integration, but never really did integration Quote to cash
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI we couldnt do shared services without ERP in place Quote to cash
SIT Corporate Manufacturing Vice President Mike Kerouac EI we cripple Oracle with transaction levels, yet we have fastest kit in the world Make
SIT Corporate Manufacturing Vice President Mike Kerouac EI we customised it, it's gone too far, we're all out of whack, we're screwed Make
SIT Corporate Finance Customer Operations Manager Jim Milton EI We develop our own reports over here, were more revenue Quote to cash
SIT Cork Manufacturing Manager, Engineering Donal Downey EI we do an inventory transaction just before one-key shipping for flow control Make
SIT Cork Finance FP&A Manager Paul CreganEI we do have influence, via ERP, to be able to ask for those adjustments to plan Forecast
SIT Corporate Finance Req to cheque Director Joe Scott EI we dont get real time reporting out of either T&E system Approve & Pay
SIT Cork Sales Manager, Inside Sales Kevin Flanagan EI we dont have common systems, for inside sales and outside sales Quote to cash
SIT Corporate Finance Req to cheque Director Joe Scott EI we dont have global ERP (for payroll, T&E, ) Approve & Pay
SIT Cork Manufacturing Manager, Engineering Donal Downey EI we get some inventory related information from ODS, or IDW-Prod before ODS Make
SIT Cork Sales Manager, Inside Sales Kevin Flanagan EI we have created a repository to store and access information easily Buy
SIT Cork Manufacturing Manager, Engineering Donal Downey EI We have our own inventory org, I can log on to the other orgs Make
SIT Cork Manufacturing Assembly & Test Mike ReganEI we have restricted connections to SharePlex Make
SIT Corporate Finance Req to cheque Director Joe Scott EI we have separate systems for Brio to track Oracle Approve & Pay
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI we have so many different Oracle versions, were after going back to the same thing Quote to cash
SIT Corporate Finance Customer Operations Americas Director Bob Sliney EI we need to have one set of information Quote to cash
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI we put in a TP system, but not management indicators to say whether it was good or bad Report
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI we put in OIC, now Oracle have a new version of OIC out that we probably wrote for them Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI we put it in this way, intending to modify it, then lost expertise on how it was put in Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI We still track every piece of inventory in Oracle. Its the unique record, and the financial record Make
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI we talk to PPMG, they talk to EAG, we're not supposed to talk to programmers Quote to cash
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI we use the ERP solution in addition with FileNet, which routes it automatically Quote to cash
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI we wanted a new order type, for pVals, Maria said fine, pVal was created and implemented Quote to cash
SIT Corporate Finance Customer Operations Manager Jim Milton EI we were able to get Smarts on our systems rather quickly Report
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI we were positioned to transact more, but not be more intelligent about it Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI weve encouraged the countries to use Monarch Report
SIT Cork Distribution Customer commit Maoliosa Curtin EI weve got a standalone system, its obviously not tied in to our Oracle system at all Deliver
SIT Corporate Finance Order to Cash Director John CurranEI weve made tremendous efficiency gains in our process Quote to cash
SIT Cork Information Systems Manager, PPMG Marie Cooney EI weve tuned that thing to within an inch of its life Report
SIT Cork Distribution Customer commit Maoliosa Curtin EI when an order gets keyed off the system, it was hanging in the system Deliver
SIT Franklin Manufacturing Global Order Integration BRM Manager Joe Pesta EI when system starts running behind, it just blows us out of the water Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI when the deliverables were too heavy, a lot of the reporting became nice to have Report
SIT Corporate Information Systems CIO Mark Quigley EI when weve done major programmes, reporting gets crunched, kept to back end Report
SIT Corporate Finance Order to Cash Global Revenue Reporting Manager Kristina Fileva EI when you want information from multiple modules, then Oracle Quote to cash
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI with Oracle, all we got was, brown paper processes and all that Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI without the customisation, we would have had to build another system Make
SIT Cork Distribution Manager Colman O'Flynn EI Work ordersMake
SIT Cork Human Resources Director Denis Cronin EI workaround: get invoices transferred to Int'l finance, consolidate manually Quote to cash
SIT Cork Distribution Inventory control Tim Hourihan EI Workarounds_not_scalable Deliver
SIT Cork Manufacturing Manager, Engineering Donal Downey EI you can extract information at the drop of a hat Make
SIT Corporate Finance Order to Cash Director John CurranEI you can put controls on an ERP system, restrict access, process controls, data validation, Quote to cash
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI you can see the value of ERP, in that all the screens are the same, it must make it easier for programmers as well Quote to cash
SIT Cork Distribution Customer commit Maoliosa Curtin EI you can view your entire backlog on Oracle, but only 12 lines at a time Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI you cant any more name accounts, you cant customize them for a specific subsidiary Report
SIT Cork Distribution Inventory control Tim Hourihan EI You cant assign inventory to a specific order Deliver
SIT Cork Distribution Customer commit Maoliosa Curtin EI you cant see any of the following on Oracle: Deliver
SIT Cork Finance Customer Operations Director Ciaran LongEI You can't predict criteria of mgt decisions Deliver
SIT Corporate Finance Order to Cash Director John CurranEI you come in in the morning and have a clean view of the mess you created Deliver
SIT Corporate Finance Req to cheque Director Joe Scott EI you could use SAPs electronic invoicing, Xions discount management tool Approve & Pay
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt EI You dont build a system for the exception Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI you have a lot of real time reports from Oracle that you didnt have before Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI you have the ability to add accounts, if you add them they are available to everyone Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI you have to resort to Excel, based on Oracle Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI you have visibility now to the detail behind the figure in the ledger Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI you know they may need to re-categorise stuff for presentation Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI you now have visibility to ledgers of acquired subsidiaries outside international jurisdiction Report
SIT Corporate Finance Order to Cash Global Revenue Reporting Manager Kristina Fileva EI you should be able to link orders to contracts, we dont have all of that Quote to cash
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI youre always changing TP system, then you have to report on the change Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI youve less dependency on IS in that regard, more real time Report
SIT Corporate Information Systems CIO Mark Quigley EI your business says maybe youre not quick enough to give them what they need. Report
Theme Sub-themeERP impact
Gap virtual vs. physical-
Granularity -
Correlation -
Centralisation +
Automation +
Flexibility -
Compliance +
Centralisation -
Centralisation +
Centralisation +
KPI +
KPI +
KPI +
KPI +
KPI +
KPI +
KPI +
KPI +
KPI +
KPI -
KPI -
KPI -
KPI -
Accuracy / consistency+
Flexibility +
KPI -
Centralisation +
Centralisation +
Centralisation -
Centralisation -
Flexibility -
Centralisation Visibility + Centralisation means single instance, standardisation of processes and visibility
Correlation +
Latency =
Correlation =
Correlation =
Manual =
Flexibility -
Plan vs. actual -
Accuracy / consistency=
Automation +
Gap virtual vs. physical+
Correlation +
Centralisation -
Manual -
Manual -
Manual -
Flexibility -
Flexibility -
Correlation -
Correlation -
Manual -
Manual -
Manual -
Manual -
Flexibility -
Flexibility -
Flexibility -
Flexibility -
Flexibility -
Flexibility -
Centralisation -
Accuracy / consistency-
Centralisation Visibility +
Flexibility +
Plan vs. actual =
Aggregation -
Goals +
Centralisation -
Centralisation -
Manual -
Granularity -
Automation +
Automation +
Automation +
Automation +
Volume +
Automation +
Automation +
Automation +
Correlation +
Correlation +
Centralisation -
Centralisation -
Centralisation -
Centralisation -
Accuracy / consistency+ also about latency, how long does it take to deal with volume of data?
Latency - same thing happens information as happens inventory
Latency -
Latency - Process latency rather than uniquely systems latency
Flexibility + exactly what EMC are trying to achieve?
Flexibility -
Flexibility -
Flexibility -
Flexibility -
Flexibility -
Compliance -
Compliance +
Compliance -
Flexibility -
Compliance +
Automation +
Compliance +
Compliance -
Compliance +
Compliance +
Compliance +
Aggregation -
Compliance +
Aggregation - Energy = resources / skills
Skills - zipper
Aggregation -
Centralisation +
Aggregation - don't have energy / skills to exploit because they are tied up with latency, inflexibility and manual workarounds
Correlation + Corelation gives the value, and this can influence high level objectives, closing the loop between ERP output and goals
Aggregation +
Skills -
Skills - rarest commodity in 2 cases is willingness / vision to see utility and skills to implement (cf. Filava / Cashman)
Aggregation + also the case at EMC, because Finance can seekt he utility and can pay for the skills?
Flexibility -
Flexibility -
Skills - having skills is just a matter of budget? Real ERP investment should be in soft skills (local) while infrastrucutre put in by HQ
Compliance +
Latency -
Skills -
Skills - BW has replicated all the logic of the ERP app
Skills -
Skills -
Correlation - Correlation doubly complicated?
Correlation - Fundamental design differences between legacy and ERP: workarounds not just about ERP
Correlation -
Flexibility - in either case, the solution is not giving compliance, and not giving sustainable management information
Flexibility -
Compliance +
Correlation -
Volume - imbalance in gathering data for something that it's not useful for?
Manual - Production planning is not supported for primary, either! What use is for planning in general?
Correlation - Need for integration, but downside is latency?
Correlation - Same issue for APC in EMC? Without this integration, is the notion of planning useless?
Correlation -
Centralisation Standardisation +
Compliance +
Compliance +
Compliance +
Compliance +
Compliance +
Compliance +
Aggregation +
Compliance +
Compliance -
Compliance +
Compliance +
Granularity +
Compliance + Evolution of the goal of ERP from resource visibility to process integrity
Compliance + Does this not ignore the reality of the workarounds and non-compliant downloads that support much DM?
Aggregation +
Compliance +
Compliance +
Compliance +
Centralisation +
Flexibility -
Flexibility -
Flexibility -
Flexibility -
Centralisation Visibility + Centralisation = visibility. Bad thing about local systems is not their existence, but their lack of access from HQ level
Accuracy / consistency+ But integration creates its own anomalies (due to gap), and makes it difficult to get access to any data
Accuracy / consistency+ Not anybody can get access, and even with access, you need advanced skills to pull right data
Manual - Different to planning systems at site level (Adaytum). Looks like the reason no-one can do a single planning system is business is too complex (no one can spec it, a la Dearden)
Centralisation Standardisation + But sites don't even share a common article file, so the meaning and significance of "single instance" is not well understood?
Centralisation - Doesnt exist yet. Single instance would be as big a project as MERPS, people think you put in ERP and then go single instance?
Flexibility + This is a good thing, in that ERP at least allows a template? But a bad thing, in that trying to integrate is pointless?
Skills - But why bother with the cost of ERP at all if you don't tackle the coding issues? The compliance ticket has blinded these folk?
Aggregation +
Centralisation +
Automation +
Manual -
Manual -
Manual -
Compliance +
Automation -
Automation -
Granularity -
Centralisation Standardisation -
ComplianceStandardisation +
KPI Standardisation +
KPI +
KPI +
KPI +
KPI +
KPI +
KPI Process efficiency + ERP lays the foundation for further process efficiency gains, but doesn't get the credit
KPI +
KPI +
KPI + parallel QA activity wouldn't be possible without ERP: it provides the platform of control on which further efficiencies can be built
KPI Control -
KPI Control + ERP provides control of these variables, a tool to allow their manipulation would be very sophisticated, given level of interdependence hard wired in ERP?
KPI Control + Can managers be expected to understand the correlation of these variables?
KPI +
Aggregation +
Skills + Why does the business go off inventing their own solutions?
KPI +
Plan vs. actual Planning + ERP's cannot simplify the reality of production, but can make the planning (and the administration of plans) less cumbersome
Automation + No gain for manufacturing
Automation +
Manual - Handover from demand to supply is therefore manual
Manual - Why the interface so?
Manual -
Accuracy / consistency+ What does that say about BCG?
Uncertainty - Lack of vision from the core team, beyond compliance
Accuracy / consistency+ Flexibility learned from other MERPS implementations
Centralisation - Why should technical platform be the basis for the decisions?
Centralisation - 18 sites currently implemented using one template but different instances
Centralisation - Not the idea of single instance: no benefits derived from global processes
Skills + Process skills just the beginning
Compliance - Everybody knows this, bit it still happens
Gap virtual vs. physical- Like RMA functionality in EMC Cork
Accuracy / consistency+ Accuracy of process not data, accurate because of ERP and administrative rigour
Granularity Data ownership + Data ownership decentralised
Granularity Data ownership +
Granularity + ERP puts a planning formalism on NPI, something it didn't have and now needs with growing NPI volumes
Granularity - MERPS lite necessary because template didn't fit NPI
Flexibility +
Flexibility -
Flexibility -
Latency -
Latency -
Automation +
Automation +
Skills -
Skills -
Latency - Process latency to do with division of labour, data ownership centralised away from those who understand it
Latency -
Automation + Making the automation work
Skills + Taking ownership away from technostructure
Skills + Taking complexity out of highly integrated system by using scenarios
Skills +
Skills + Responsiveness with highly structuring tools comes with an investment in local system /data know how
KPI + Responsibility for data ownership gives accountability and control
Accuracy / consistency+ Controls and processes to rectify parameters that drop out of synch
KPI + Developed locally
Skills + Control of the ERP tool eventually leads to its use for decision making
Granularity +
Automation + Parameters can set these decisions automatically
Automation + Is this supporting flexibility, to be able to automate planned changes?
Automation +
Manual -
Gap virtual vs. physical- Because it can't cope with a gap?
Gap virtual vs. physical- ERP is the control system, but doesnt allow flexibility? Compare with Martin Steele in Worthing and
Automation + Partial use of ERP?
Manual - Frigging the system
Manual - Efficiency
Flexibility -
Flexibility -
Flexibility -
Manual -
Manual -
Gap virtual vs. physical- the physical signal is the KanBan card
Gap virtual vs. physical- Both ERP and Manugistics have to be kept in synch with reality, rather than driving the plan
Manual -
Automation +
Automation + ERP used as a planning function at an aggregate level
Automation +
Manual -
Automation +
Granularity Timescale +
Flexibility +
Manual +
Manual -
Manual -
Manual -
Manual +
Manual +
Flexibility +
Manual Access +
Manual Flexibility +
Granularity Inaccessible-
Granularity -
Automation +
Automation -
Automation - Overly integrated?
Granularity +
Granularity +
Granularity +
Flexibility -
Flexibility -
Flexibility -
Flexibility -
Flexibility -
Centralisation + MGX
Automation +
Manual -
Manual -
Manual -
Manual -
Correlation -
Uncertainty -
Uncertainty -
Uncertainty -
Manual -
Uncertainty - Reality is high maintenance!
Correlation -
Manual -
Manual -
Manual -
Skills -
Correlation -
Manual -
Skills +
Skills -
Automation -
Automation -
Automation -
Automation -
Flexibility +
Skills -
Granularity -
Compliance +
Compliance +
Accuracy / consistency Visibility +
Granularity Data maintenance overhead -
AutomationIntegration +
ComplianceLimiting -
Accuracy / consistency Data maintenance overhead -
Accuracy / consistency- BI is required for reporting, because of the data maintenance overhead? No a priori estimate of this workload
Granularity +
Skills -
Granularity -
Granularity Visibility +
Latency Bureacracy-
Latency Bureacracy-
Flexibility -
Latency -
Latency Efficiency -
Granularity +
Flexibility +
Centralisation +
Centralisation +
Compliance +
Goals +
Accuracy / consistency Visibility + The data integrity shows up processes in better light, allowing managers to see inefficiencies
Skills + Process skills generated through resistance to the template
Skills + Experience and connections to resist ERP steamroller
Flexibility +
Centralisation -
Centralisation - More local say in functionality, this makes a single instance even less likely?
Skills + A hypothesis could be that ERP induces a transfer of skills from core to site? But BI skills are still very centralised?
Flexibility +
Accuracy / consistency Visibility + Permits process improvements
Flexibility -
KPI +
Automation +
Manual -
Automation -
Manual - Is this really a bad impact, or just an oberved facet of using ERP: it doesn't do scenario planning?
Flexibility -
Flexibility - Scenario setting, parallel production, why couldn't SAP be configured to work that way?
Flexibility -
Manual -
Manual -
Manual -
Manual -
Manual -
Manual -
Manual -
Granularity - SAP expects process orders, planners workaround this using daily tables
Flexibility -
Flexibility -
Flexibility -
Correlation - Lack of integration is the issue, yet ERP integration could not work?
Skills -
Correlation -
Automation +
Gap virtual vs. physical- SAP is populated with planned orders but these don't drive production
Automation - Manually converted
Hard vs. soft target -
Hard vs. soft target - ERP is too literal, planning requires some degrees of "hardness", that don't trigger anything automatically
Manual - Planners require the flexibility to be able to manually change "buffer" stock levels
Manual - cf. Production Status report from CF: reports interfaced from several sources hard to understand? Users will tend to tweak the piece they have control over. The harder the data, the more users will be driven to tweak the elements they have control over, compensating for other data elements?
Automation - The Automation / Integration is binding when changes are required. Funny that the lock-in is "printing the MBR", the understanding of ERP is transmitted via the language used, people talk about the system like a slave driver
Flexibility +
Granularity + Superb visualisation of complexity
Correlation - To see related data requires extra navigation (in and out of views, responsibilities, )
Flexibility +
Flexibility +
Automation + Highly granular, structured, but is the automation understood alongside the non-automated bit? Same user ammends planned orders.
Automation +
Manual - An uneasy alliance of automated and manual: people end up doing things not because of an ERP logic, instead of their own
Manual - Resources are used up unnecessarily, reviewing data from a system, that is, integration creating redundant data maintenance overhead
Granularity -
Plan vs. actual - called data "maintenance", but really it means adjusting a hard plan figure to reality of producton contingency
Manual - Email?
Granularity Visibility - WIP visibility
Plan vs. actual Visibility - Integration with MES would be the only solution? Trade-off between data maintenance overhead and visibility
Gap virtual vs. physical- Can an integrated system be used gainfully less than 100%?
Gap virtual vs. physical- Gap! Solution: adapt ERP. Problem: expense / resource. Result: workaround and redundant ERP
Gap virtual vs. physical- The problem is that you know this, but SAP doesn't or can't. What can a system know?
Gap virtual vs. physical- Structuredness of information
Gap virtual vs. physical- Comliance issue!
Flexibility -
Granularity Tracability +
Latency - Significant coding in SAP
Manual -
ComplianceVisibility +
Granularity +
Centralisation +
Aggregation +
Centralisation +
Automation +
Granularity +
Compliance +
Automation +
Automation +
Centralisation +
Granularity +
Automation +
Automation +
Compliance -
Compliance -
Aggregation +
Granularity +
Automation +
AutomationVisibility +
Flexibility =
Compliance +
Compliance +
Skills +
Automation +
Skills =
Skills -
Skills -
Skills =
KPI -
Manual -
Correlation +
Compliance +
Compliance +
Automation +
Flexibility +
Flexibility +
Flexibility +
Skills +
Skills +
Skills +
Skills + Catriona, 24 months experience, doing basic op reports, probably using Access like DA?
Flexibility -
Manual -
Correlation -
Automation + Ware used KanBan, Worthing uses SAP
Manual -
Accuracy / consistency Visibility -
Flexibility -
Manual - All outer level planning is manual, SAP only sees weekly process orders as firm, but modelling needs to see whole picture
Manual -
Correlation +
Centralisation -
Centralisation -
Centralisation - downside for single integrated product master with Ware
Centralisation -
Centralisation - EMC don't have primary / secondary so don't have this issue. Cross dock and partial shipments however are corresponding problems?
Centralisation -
Granularity -
Uncertainty -
Uncertainty -
Accuracy / consistency Structure +
Flexibility + Flexibility gained from having most work under control
Manual -
Manual -
Granularity +
Goals +
Skills +
KPI +
Correlation -
Centralisation -
Accuracy / consistency Standardisation +
Granularity Visibility + High overhead in terms of data entry!
Skills Bureacracy+ Workaround for data maintenance overhead: works well with notion of centralising ERP process know how: power users
Gap virtual vs. physical Integration + Good integration ERP-MES, because of RF scanning for issuing
Compliance +
Automation +
Automation +
Automation +
Aggregation -
Automation =
Granularity =
Compliance +
Compliance +
Aggregation =
Aggregation =
Aggregation +
Aggregation +
Aggregation +
Skills +
Skills +
Granularity +
Skills +
Granularity -
Flexibility Visibility +
Flexibility +
Skills Visibility +
Centralisation +
Skills +
Skills -
Skills Access +
Flexibility -
Skills -
Skills +
Skills +
Skills Trust +
Skills Efficiency +
Granularity Efficiency +
Skills Bureacracy- cf. Kristina Fileva and how team get bored doing the same stuff
Skills Bureacracy- Unwilling to formalise requirements, why? Information not thought of as a resource that costs money
Flexibility - So if it's costly to get, but of better quality, has decision making improved?
ComplianceBureacracy+ ERP facilitates the reporting of information in a compliant manner
ComplianceBureacracy+
Flexibility Standardisation -
Flexibility -
ComplianceStandardisation + Facilitates compliance
Flexibility Efficiency -
Flexibility -
Flexibility -
Flexibility +
Centralisation + Akin to MES, it manages process real time, but you may not have instantaneous access to the data
Skills -
Granularity - But they need to think about objective of requirement
Manual -
Skills -
Skills +
Skills - Creation of metadata required
Compliance -
Accuracy / consistency- Confusion between tool, what it facilitates, and management responsibilities. Real corps can differentiate!
AutomationEfficiency +
Correlation Analysis +
Accuracy / consistency Efficiency +
Skills -
Skills -
Skills -
Skills -
Skills - For a major plant to rely on one person seems risky: is the transfer of skills into the hands of a few a sub-plot?
Centralisation Support -
Centralisation Support - cf BOS at EMC and post go-live support: this from the function which stands to gain the most
Skills -
Skills -
Skills -
Correlation +
AggregationVisibility +
Automation +
Manual -
Manual -
Accuracy / consistency Control +
Automation +
Accuracy / consistency+ No global CoA reporting possible through SAP, consolidation done in Unison
Aggregation -
Aggregation -
Aggregation -
Aggregation -
Correlation Interface -
Aggregation +
Correlation Interface +
Compliance -
Compliance -
Automation +
Manual -
Automation -
Granularity Visibility + Huge gains in virtual processes that require granularity (number crunching) at expense of physical process
KPI +
KPI +
KPI + Like a revenue figure, it is supposed to cover overheads
KPI +
KPI + ERP facilitates management accounting (cost accounting side) better than revenue side, which is subject to more variance?
KPI Efficiency +
Manual -
Manual -
Latency -
Manual Consolidation -
Automation -
Automation -
Automation -
Automation +
Automation +
Automation +
Granularity + The granularity on costs is the justification?
Manual -
Automation =
Automation +
Automation +
Correlation -
Correlation -
Manual -
Manual -
Skills -
Automation +
Skills -
Manual -
Automation +
KPI +
Manual -
KPI -
Manual -
Manual -
Correlation -
Manual -
Manual -
Automation +
Manual -
Accuracy / consistency Data ownership +
AutomationControl +
Flexibility -
AutomationProcess efficiency +
Skills Analysis -
Skills Access -
Skills Timescale -
Skills Analysis -
AggregationAnalysis -
KPI Control -
AggregationAnalysis +
AutomationControl +
AutomationTimescale +
Stretch goals +
Stretch goals +
Aggregation =
Stretch goals =
Skills Trust =
Skills Trust =
Granularity -
Granularity Trust +
Granularity Data ownership =
Granularity Data maintenance overhead +
Centralisation Data ownership +
Centralisation Data ownership =
Volume Data ownership =
Accuracy / consistency Trust +
Accuracy / consistency Data maintenance overhead +
Volume Data maintenance overhead -
Compliance +
Centralisation +
Hard vs. soft target Control + Change management is difficult, ERP is the big stick
AutomationTrust +
Volume Efficiency +
Accuracy / consistency+ It's not the data, it's the trust in stable thinking
Plan vs. actual Trust +
Automation +
Plan vs. actual + Huge leap of faith? Means relinquishing control in the face of complexity
KPI +
Plan vs. actual +
Accuracy / consistency+ Managers prefer the comfort of vagueness
Manual -
Compliance +
Compliance + Enforced compliance through extreme visibility
Compliance +
Compliance +
Compliance + Data cleanliness OK, process adherence harder
Compliance + Like EMC, it's not about Engineering
Compliance - All manufacturing sites are by definition big and centralised and have a culture
Compliance -
Compliance - Like EMC, they didn't want to make the necessary sacrifices to the business processes
Granularity -
KPI -
KPI -
Flexibility -
Latency -
Manual -
Automation +
Automation +
Granularity -
Correlation +
Granularity +
Flexibility -
Manual -
Flexibility -
Correlation -
Manual -
Granularity +
Manual -
Centralisation +
Centralisation +
Automation +
Flexibility +
KPI +
Centralisation +
Flexibility -
Correlation -
Flexibility -
Flexibility -
Automation -
Manual -
Latency -
Granularity -
Correlation +
Flexibility -
Skills +
Centralisation +
Centralisation +
Latency +
Manual -
Flexibility -
KPI -
Latency -
Latency -
Flexibility -
Aggregation -
Granularity +
Granularity +
Centralisation +
Latency -
Correlation +
Flexibility +
Granularity +
Skills +
Latency -
Manual -
Granularity -
Skills -
Flexibility -
Flexibility -
Automation +
Flexibility -
Latency -
Flexibility -
Manual -
Granularity =
KPI -
Automation +
Granularity -
Correlation -
Latency -
Centralisation -
KPI =
Correlation -
Aggregation +
Aggregation +
Correlation -
KPI +
Centralisation +
Aggregation +
Flexibility -
Granularity +
Flexibility =
Correlation +
Automation +
Flexibility -
Flexibility -
Flexibility -
Granularity -
Granularity -
Correlation -
Flexibility -
Skills -
Flexibility -
Flexibility -
Correlation -
Correlation -
Centralisation +
Latency -
Automation +
Flexibility -
Correlation -
Latency -
Aggregation -
Skills -
Granularity +
Flexibility -
Latency +
Correlation -
Centralisation +
Aggregation -
Latency -
Granularity +
Flexibility -
Correlation -
Flexibility -
Correlation -
Automation -
Flexibility -
Flexibility -
Flexibility -
Flexibility -
Granularity +
Granularity +
Automation +
Granularity -
Automation -
Automation =
Flexibility -
Correlation -
Centralisation +
Correlation -
Granularity -
Aggregation -
Automation -
Flexibility -
Flexibility -
Correlation +
Automation -
Latency -
Granularity -
Skills +
Centralisation +
Correlation +
Flexibility -
Aggregation -
Granularity +
Manual -
Correlation -
Manual -
Latency -
Centralisation +
Correlation -
Skills -
Latency -
Correlation -
Correlation -
Aggregation +
Automation +
Automation +
Centralisation -
Correlation -
Centralisation -
Centralisation +
Granularity +
Correlation +
Latency -
Correlation -
Correlation +
Skills +
Centralisation =
Centralisation +
Aggregation +
Correlation +
Aggregation -
Manual -
Centralisation -
Automation +
Latency -
Manual -
Aggregation +
Flexibility -
Centralisation -
Latency -
Latency -
Skills +
Aggregation -
Manual -
Correlation +
Latency -
Latency -
Flexibility +
Centralisation -
Latency -
Granularity +
Centralisation +
Latency -
Centralisation -
Skills +
Aggregation -
Flexibility -
Latency -
Automation +
Granularity +
Automation +
Automation +
Latency -
Granularity +
Manual -
Automation +
KPI =
Manual -
Centralisation +
Aggregation -
Skills -
Centralisation -
Flexibility -
Centralisation +
Flexibility -
Aggregation +
Granularity +
Latency -
Skills -
Aggregation -
Manual -
Automation =
Skills -
Manual -
Granularity =
Manual -
Centralisation +
Skills -
Manual -
Skills -
Manual -
Latency -
Flexibility -
Aggregation -
Flexibility -
Manual -
Centralisation =
Correlation -
Centralisation +
Skills -
Correlation +
Granularity +
Skills -
Centralisation +
Correlation +
Granularity -
Latency -
Centralisation +
Centralisation +
Centralisation +
Skills -
Centralisation -
Manual -
Flexibility -
Skills -
Aggregation -
Gap virtual vs. physical=
Centralisation -
Skills -
Automation +
Manual -
Automation -
Correlation -
Flexibility -
Granularity -
Aggregation +
Centralisation -
Correlation -
Correlation -
Correlation +
Latency -
Latency -
Latency -
Manual -
Skills +
Centralisation +
Centralisation +
Correlation +
Manual -
Automation +
Granularity -
Flexibility -
Granularity -
Correlation -
Correlation -
Correlation -
Granularity +
Centralisation +
Flexibility -
Flexibility -
Granularity +
Correlation +
Granularity -
Granularity -
Skills -
Correlation -
Aggregation -
Flexibility -
Latency -
Flexibility -
Flexibility -
Aggregation -
Skills =
Flexibility -
Skills -
Centralisation -
Flexibility -
Latency -
Manual -
Flexibility -
Correlation -
Latency -
Centralisation +
Flexibility -
Automation +
Latency -
Flexibility -
Flexibility -
Centralisation -
Manual -
Flexibility -
Skills +
Granularity -
Aggregation -
Flexibility -
Skills -
Manual -
Flexibility -
Granularity -
Aggregation -
Flexibility -
Latency -
Skills +
Centralisation +
Granularity +
Flexibility -
Correlation -
Aggregation -
Centralisation -
Latency +
Correlation -
Flexibility +
Correlation -
Latency -
Automation -
Aggregation -
Skills -
Skills +
Correlation +
Aggregation +
Granularity +
Latency -
Manual -
Latency -
Granularity +
Flexibility -
Flexibility =
Manual -
Latency +
Manual -
Automation =
Latency -
Granularity -
Correlation +
Automation +
Skills -
Latency -
Flexibility -
Latency -
Latency -
Granularity +
Manual -
Granularity -
Latency -
Granularity -
Flexibility -
Automation +
Flexibility -
Latency -
Flexibility +
Automation +
Aggregation -
Flexibility =
Correlation +
Latency -
Latency -
Aggregation -
Flexibility -
Skills -
Latency -
Flexibility -
Latency +
Granularity -
Manual -
Latency -
Latency -
Manual -
Latency -
Flexibility -
Automation +
Latency -
Flexibility -
Aggregation +
Granularity -
Manual -
Latency -
Latency -
Latency -
Granularity +
Automation +
Flexibility -
Skills -
Flexibility -
Flexibility -
Flexibility -
Centralisation -
Flexibility -
Automation +
Latency -
Granularity +
Granularity +
Latency -
Latency -
Latency -
Automation -
Centralisation -
Centralisation +
Latency -
Skills +
Latency +
Granularity +
Granularity -
Centralisation -
Flexibility +
Correlation -
Granularity +
Aggregation -
Aggregation -
KPI -
Flexibility -
Skills -
Granularity +
Centralisation -
Automation +
Centralisation -
Centralisation +
Automation -
Flexibility -
Manual -
Automation +
Latency -
Latency -
Latency -
Manual -
Correlation -
Correlation -
Flexibility -
Flexibility -
Latency -
Centralisation +
Correlation +
Centralisation +
Aggregation -
Centralisation +
Correlation -
KPI -
Flexibility -
Flexibility -
Flexibility -
Flexibility +
Manual -
Granularity +
Flexibility -
Correlation +
Correlation -
Flexibility -
Skills +
Flexibility -
Case Level Function Dept Responsibility
KPC Worthing Manufacturing Warehousing
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC GSK House, Brentford Information Systems Manufacturing Quality
KPC GSK House, Brentford Distribution Primary Supply Logistics Process
SIT Cork Materials
SIT Franklin Materials
SIT Corporate Finance Customer Operations BRM
SIT Cork Materials
SIT Corporate Finance Customer Operations Product Allocation
SIT Cork Finance Financial Accounting Consolidation
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy
SIT Cork Materials
SIT Corporate Finance Customer Operations Americas
SIT Cork Sales
SIT Cork Materials
SIT Cork Materials Indirect Purchasing
SIT Cork Materials
SIT Cork Manufacturing
SIT Cork Materials
SIT Cork Materials
SIT Franklin Manufacturing Global Order IntegrationBRM
SIT Cork Sales
SIT Cork Materials
SIT Franklin Manufacturing Global Order IntegrationBRM
SIT Cork Finance Financial Accounting AP and General Ledger
SIT Corporate Finance Order to Cash Business Planning and Cost Accounting
SIT Cork Materials
SIT Cork Materials
Role Name Cat
Manager Martin Steele EI
Manager Martin Steele MG
Manager Martin Steele OG
Plannner Vivian Scanlon EI
Plannner Vivian Scanlon MD
IT Architect Tour Ala MD
Director Dave Montaine OG
Manager David Massie EI
Steve Golding EI
Manager Bert Murphy GS
Planning Manager Bob Costelloe OG
Director Dave Fraser OG
Manager Paul Cregan OG
Manager Tim Stotz GS
Manager, Direct Purchasing Margaret O'Sullivan OG
Manager Mike Terry OG
Senior Director PPMG JB McCarthy GS
Senior Director PPMG JB McCarthy GS
Manager Bridget O'Sullivan GS
Manager Bert Murphy OG
Manager, Direct Purchasing Margaret O'Sullivan GS
Manager, Direct Purchasing Margaret O'Sullivan CB
Paul Blackburn GS
Director Stephen Blackledge MG
Manager, PPMG Valerie Gleeson MD
Manager Mike Terry MD
Manager, PPMG Valerie Gleeson MG
Director Bob Sliney CC
Customer commit Maoliosa Curtin OG
Manager, Inside Sales Kevin Flanagan OG
Manager Paul Cregan MG
Manager, PPMG Marie Cooney OG
Manager, PPMG John Byrne MG
Manager Joe Healy OG
Director Dave Fraser MD
Manager, Direct Purchasing Margaret O'Sullivan MG
Senior Director PPMG JB McCarthy MD
ex-General Manager Veronica Perdisatt MD
Manager, Direct Purchasing Margaret O'Sullivan MD
Manager Tim Stotz MD
Manager Joe Pesta OG
Controller Kieran Barry Murphy MD
Manager Bridget O'Sullivan MD
Manager, PPMG Marie Cooney MG
Director Cherie Dentiste MD
Controller Karen O'Sullivan MG
SVP & Corporate Controller Denis Cashman MD
Manager Bert Murphy MD
Director Dave Fraser MG
Controller Russ Kassalty MG
Manager Tim Stotz MG
Customer commit Maoliosa Curtin MD
Observations
you can get 100% schedule adherence, with low due date adherence, its untidy, its wasteful, its overtime
SAP sets a start time and a finish time, and you do it then, you dont do it when you feel like it, you do it then
we had to get people in to forums to accept that they are going to work to what the systems due dates were saying
we decided to develop this stable thinking philosophy, we put a couple of key forums in, that enabled us to move forward
SAP is interfaced to Manugistix, the data sort of comes in in sort of average monthly amounts, it is churned out here in sort of lumps
Daily thinking, we call it, the daily commitment
they might have delivered up to batch 30, but there could be batch 31 to 34, still in a vessel somewhere, that is considered started
the PRF volume is put up on the system, and then the maintenance of it is where you are looking to tweak things
unless a customer comes in and says, OK, actually, there is an extra 10 tonne in there, and it is real, then, we dont necessarily react
once we have our plan uploaded onto the system, then this pool here, this order pool can change on a day to day basis
It would be interesting across all the sites, how many of them have anything apart from standard time slots for certain work centres
I think, in some cases, the penny had dropped, well people arent making to order, they are making to demand as a whole
you are not going to simplify the process, you are going to simplify the order, stock and production, Ill call them schedules
copy of Manugistix put it in a different database so people can go and play in that area
primary want the time it takes on the line to reflect the Process Order, rather than the other way around.
$ by region is focus, regardless of product
Why MRP does not work for EMC
what plan says should be on POs vs. what is actually on POs
we have copy to prior, on a monthly basis, all the actual information from Oracle into Essabse
we get very little information from the field
we do use blanket POs ($ value)
the inventory game: please dont bring any more stuff in!
SRM = what field should sell, BRM = what plants should build
RMA returns forecasting unreliable
reasons buyers might have a little extra (yields, rounding up, )
potential for cost savings or increased revenue not in ERP
people who give poor forecast are same who dont help on RMA
organisational disconnect between TP people and forecasting people
one big deal can skew the mix
new pricing doesnt kick in till the 1st October
Month 1: historical analysis, months 2 & 3: >50% on actuals
Mfg work to BRM, not customer demand
goals come down through the organisation, thats why reporting is key
Build to BRM ignores customer requirement
BRM tries to second guess, through marketing, actuals etc. make up of revenue
acid test: shipped frame, and it has 30 extra drives
a lean supply chain is fine when you are pulling to real demand, to actual orders
a bottoms up costing analysis, based on an ideal level load
It forces behavior that is hard to get without someone tying you down
now you can actually achieve 100% schedule adherence but only, like 30 or 40% due date adherence
we have a figure in this daily table, you have your firm orders, you have the adjusted figure, and the forecast is going to vary
you would literally spend twenty four hours a day just modifying it, tweaking it, adding in, taking away
just because demand goes down, we won't necessarily make less, demand could go up tomorrow, so we dont decide like that, we decide twice a year
they always want to be a hero on the revenue model, youre a villain if you run out of stock in pharmaceuticals
plan it over the medium and long term, rather than execution, week to week
you shouldnt be making decisions on any other information other than ERP sourced
worst thing is committing, then config didnt come in, or as a different frame
why do you need information: how are we doing against forecast?
were going to have to drop our expenses below forecast, where do we cut expenses?
we were negotiating capacity in Q1 and Q2, so that helped in getting capacity
we had the wrong people forecasting
those commit dates are critical at all times, thats what drives us
they are trying to internalize and fight against the targets
they also have a monthly re-forecasting process to compare against these goals by country
the decisions have to be made here by our midnight
SO configged but still owe 100 drives, because we only had 200
Sales report has 7 buckets: pipeline, current qtr forecast, next qtr forecast, billings, bookings, backlog, evals
pull to demand is fine, but that is assuming that you have infinite capacity to pull from
production control department each week lists where we are versus our targets for starts
planners and buyers work together so are aware of re-gens
planners and buyers are speaking to each other, not blaming each other
no backlog at start of quarter, so BRM is all forecast, rather than hard data
modelling in Essbase, sales forecast impact on EPS
Mfg figure for end of life product less than sales
2 weeks to quarter end, we've only pulled 30% of the build plan, vendor will say, OK, use it or lose it
material costs, COGS, RMA pool: pretty hard categories to determine
Many changes to plan are not systemized
managers must evaluate & communicate quotas & resources
making the plan meant going after vendors, whether we believed numbers or not
maintaining a lead time matrix
its not volume, its volume within a deadline
it can be run cost center by cost center, but they want it by function, actuals against forecast
in months one and two of the quarter they have a soft close
in month 2 they already have one months actuals in there, so they are only forecasting 2 months out of 3
if I make my pipeline look good Im going to end up with a whopping target
if forecast is wrong, factories take into account total landed cost from suppliers, including premium cost
if customer has visibility of commit, you cant just change the lead time matrix
getting them to buy in to goals set each quarter is difficult, the yearly plan is the yearly plan, thats not a problem
forecasts are never accurate, its not about meeting your forecast
forecasting, given the extent of product set, is nearly impossible
for spend, ERP gives historical perspective, not a good predictive indicator.
Finance looking at forecast per function, and going way over budget, what to do?
finance analyst compares req to budget, thats where the efficiency gain is
feed planned data back into Oracle, reconciling a/c's, to see variance to actual
Essbase downloads actuals, from which forecast is created
dont tell anybody, I dont have it in my commit
Demand doubts (eg. Symm 7): Manufacturing asked to take $40m off inventory value
Constraints on product depends on BRM accuracy
catch 22: stuff has to be available, even if they don't believe plan
BRM vs MPS would show churn in components, but tracked manually
BRM is worldwide number, then it's split to produce MPS per plant
bookings used to forecast demand trends, not billings
because the forecast is now in Oracle as well
at qtr end everybody starts talking revenue & meeting objectives
at a local level a lot of us were questioning the ERP output
as you get towards the last day your ship date is the 31st
as soon as we say to a supplier go build, thats a liability
Make Plan vs. actual +
Make Plan vs. actual Trust +
Make Plan vs. actual Trust
Plan Plan vs. actual
Make Plan vs. actual
Plan Plan vs. actual Visibility -
Plan Plan vs. actual -
Plan Plan vs. actual Planning +
Forecast Plan vs. actual =
Make Plan vs. actual -
Quote to Cash Plan vs. actual
Buy Plan vs. actual
Forecast Plan vs. actual
Buy Plan vs. actual
Buy Plan vs. actual
Deliver Plan vs. actual
Buy Plan vs. actual
Buy Plan vs. actual
Make Plan vs. actual
Report Plan vs. actual
Buy Plan vs. actual
Buy Plan vs. actual
Buy Plan vs. actual
Make Hard vs. soft target Control +
Make Hard vs. soft target
Plan Hard vs. soft target -
Plan Hard vs. soft target
Quote to Cash Hard vs. soft target
Report Hard vs. soft target
Deliver Hard vs. soft target
Forecast Hard vs. soft target
Buy Hard vs. soft target
Make Hard vs. soft target
Case Level Function Dept
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
SIT Cork Materials
SIT Cork Materials
KPC Cork Sales
SIT Cork Materials
KPC Cork Logisitics
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Planning
KPC Cork Planning
SIT Cork Materials
KPC Cork Quality
SIT Cork Sales
SIT Corporate Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
KPC Cork Procurement
SIT Cork Materials
KPC Cork Engineering
SIT Cork Materials
KPC Cork Quality
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
SIT Cork Human Resources
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Warehouse
KPC Cork Warehouse
KPC Cork Manufacturing
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Warehouse
KPC Cork Warehouse
KPC Cork Warehouse
KPC Cork Warehouse
KPC Cork Warehouse
KPC Cork Warehouse
KPC Cork Warehouse
KPC Cork Warehouse
KPC Cork Warehouse
KPC Cork Finance
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
Responsibility Role
Planning Manager
Planning Manager
Planning Manager
BRM Manager
Logistics Strategy Director
Planning Manager
Manufacturing Quality IT Architect
Planning Manager
Director
Director
Director
Director
Director
Director
Director
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
Director
BRM Manager
ex-General Manager
ex-General Manager
Director
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
ERP team
ERP team
ERP team
BRM Manager
ERP team
ERP team
ERP team
ERP team
ERP team
ERP team
ERP team
ERP team
BRM availability and Inventory Manager
Planning Manager
Planning Manager
Planning Manager
Director
Planning Manager
Planning Manager
Director
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
ERP team
ERP team
Manager
Manager
Manager
Planning Manager
Manager
Manager, Inside Sales
Non-production purchasing
Manager, Direct Purchasing
Customer commit
Supply Base Management, Non-production purchasing
Planning Manager
Manager
Controller
Manager, PPMG
Manager, PPMG
Team Lead
Team Lead
Manager
Manager
Manager
Manager
Consolidation Manager
Manager, PPMG
Vice President
Manager
Manager
Manager
Manager
Manager, Engineering
Assembly & Test
Vice President
Vice President
Assembly & Test
Assembly & Test
Director, Assembly & Test
Assembly & Test
Assembly & Test
Vice President
Assembly & Test
VP
Assembly & Test
Assembly & Test
Assembly & Test
Assembly & Test
Assembly & Test
BRM Manager
Assembly & Test
VP
Director
Director
Director
Director
Director
ex-General Manager
Director
Director
Director
Director
Director
Director
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
Vice President
General Manager
General Manager
General Manager
General Manager
General Manager
Vice President
ex-General Manager
Vice President
Vice President
Director
Assembly & Test
Assembly & Test
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Manager
Manager
Manager
Manager
Assembly & Test
Manager
Manager
Manager
Manager
Manager
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Manager
Team Lead
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Assembly & Test
Assembly & Test
Vice President
Assembly & Test
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
ex-General Manager
Assembly & Test
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Assembly & Test
Plannner
Plannner
Plannner
Plannner
Plannner
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Manager
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Manager
Manager
Manager
Manager
Team Lead
Team Lead
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Director
Senior Director PPMG
Manager
Manager
Team Lead
Team Lead
Team Lead
Team Lead
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Team Lead
Name Cat
Denise O'Mahony EI
Denise O'Mahony EI
Denise O'Mahony EI
Steve Golding EI
Tim Stotz EI
Stephen Blackledge EI
Bob Costelloe EI
Tour Ala EI
Tour Ala EI
Tour Ala EI
Tour Ala EI
Bob Costelloe EI
Dave Fraser EI
Dave Fraser EI
Ciaran Long EI
Dave Montaine EI
Dave Montaine EI
Dave Montaine EI
Dave Fraser EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
David Ahearne EI
Bill O'Connell EI
Tim Stotz EI
Veronica Perdisatt EI
Finbarr Lehane EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Rose McCullough EI
Rose McCullough EI
Rose McCullough EI
Tim Stotz EI
Rose McCullough EI
Rose McCullough EI
Rose McCullough EI
Rose McCullough EI
Rose McCullough EI
Rose McCullough EI
Rose McCullough EI
Rose McCullough EI
Joe Collins EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Bob Costelloe EI
Bob Costelloe EI
Bob Costelloe EI
Dave Fraser EI
Bob Costelloe EI
Paul Blackburn EI
Bob Costelloe EI
Dave Montaine EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Rose McCullough EI
Rose McCullough EI
Martin Steele EI
Martin Steele EI
Martin Steele EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Bob Costelloe EI
Finbarr Calnan EI
Kevin Flanagan EI
Joe Biagioni EI
Margaret O'Sullivan EI
Maoliosa Curtin EI
Joe Biagioni EI
Joe Biagioni EI
Joe Biagioni EI
Bob Costelloe EI
Jim Milton EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Chris Barry EI
Marie Cooney EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Joe Biagioni EI
John Byrne EI
Joe Biagioni EI
Denis Barry EI
Denis Barry EI
Ed Collins EI
Ed Collins EI
Ed Collins EI
Ed Collins EI
Tour Ala EI
Joe Biagioni EI
Joe Biagioni EI
Bridget O'Sullivan EI
Valerie Gleeson EI
Joe Biagioni EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Dick Lehane EI
Finbarr Calnan EI
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Observations
you could put safety stock into MERPS, but we dont always maintain it
if we had it up on SAP, then it could be driving negatives, it could be driving volumes down
ERP is not for scenario planning, which would be a lot of what we do
getting MERPS to work with automated KanBan warehouse systems in newer sites has been tricky
RMA tracking is a point in time system, doesn't keep history
In our world it would be an absolute impossibility to put in a single ERP system
we have 82 factories, 400 suppliers of finshed goods, and many thousand of suppliers to those factories
Single ERP would cost billions, and youd never finish doing it.
acquisitions would mean re-implementing ERP, now we just implement the interfaces.
exactly the same thing happens to data as happens to products
you end up "campaigning" information processing, like product
markets update forecast, Manugistix kicks in, drops down to 2ndary sites, MERPS, then to primary for analysis, each process taking days
for supply chain performance, you would be unlikely to put conventional MRP systems in at all
execution system that would be based on flow, and triggers about what stock we had at what nodes
MRP systems hard-wire lead times, they hard wire production against forecast not actual demand, and they hard wire the latency
MRP systems hardwire a set of worst case scenarios
Net changes to MRP are not re-run through Oracle
Were actually very poor at planning our Quality steps in our manufacturing process
if you dont have good integration between ERP and operational tools (MES / LIMS), the overall planner, the ERP system, cant predict very well whats going on
SAP recipes wont tell you that you have to heat this thing for half an hour and that and the whole process will last three and a half days
you need good information going back and forth between these external systems and your ERP system
MRP tells you what you need, but assumes you can get it
MMIS downloads back into Oracle, then buyers get planning reports
if we make adjustments, Ctrl-M must be re-run to update MMIS
Haven't really got their arms around the BRM process
there is an interface Manugistics to SAP, but its down to schedulers to convert orders into production orders, so the manual piece is there
some sites are ignoring the individual orders, cause we have, within MERPS youve got daily plan, weekly plan
it almost becomes an art for planning, other sites said, yeah, fantastic, spreadsheet
ERP system cant give exactly what you want, MMIS does
We are tending to use far more physical scheduling tools like Kanbans, rather than scheduling everything through MERPS
But the challenge for us is keeping MERPS aligned with these Kanbans, SAP doesnt like Kanbans
But we then pull out of manufacturing, which is where you make the bulk tablets, through a Kanban system
SAP wants to schedule manufacturing as well, what you are going to have to do is, convince it its scheduling
you use the Kanban to decide which process orders you want, and then you manually raise those process orders in SAP
What we said to the core team is, find better ways to frig process orders please, right?
if you need a batch of Abacavir tablets, thats a million tablets, its a million on the Kanban card, and its a million in MERPS
planners now manually do these planning orders, behind the Kanban cards, not producing a schedule
they get the physical signal, take that material out of their stock, they de-couple, they produce a Kanban based system
Manugistics is kept in balance with the physical pull
you havent got a schedule now in MERPS, you have decoupled that
SAP is a great vehicle, but it keeps information limited to the screens that you can log on
Visual signals like this, open up information, and again the danger of SAP, knowledge is power
if they make a change on their side, Manugistix wont make the change in SAP
ERP 1.5 hours behind real time
cab damaged in transit, returns to ship later, counts twice against stock
BRM not integrated with ERP
Back to delivery on promises as measure of success
we have struggled, quite a bit, looking for a, a kind of intelligent planning system
we do a lot of the planning, external to SAP, we do it on Excel spread sheets
there is a lot of interaction with the buildings and bays, a lot of products impact on each other, and I dont think that SAP has the flexibility that we need
when you are sharing a bay you can do one product at a time. Its difficult to plan that in SAP
you need to be able to see where one is starting, one is ending, and also the volume, the quantity
you need to be able to see the impact on the volumes of the product,
you are making it here but you are not actually having it available until here
They are colour coordinated, eg. all the pinks would be the different stages of the one product family
Theres is a lot of intelligence behind it, things SAP wouldnt take account of, you need someone experienced
for this there isnt a standard way you can set in SAP, eg. number of days for a decon
every 6 months, we use the Excel spreadsheet to pump in the PRF demand, we work out our plans
we would create the demand in SAP by using the screen, the daily tables
if you were manually creating orders youd be there for ever
were stock building, and if you need 10 tonnes, then SAP thinks that you will have orders for ten tones
you need ten tonnes, plus but you need to close at five tones, so you need process orders for fifteen tonnes
if demand was 8 thousand, but we knew it was going to be 10, we can put in a fake demand of 2 to bring it up to 10
it allows us the flexibility that we can modify the demand
a lot of problems are systems problems, customers are getting information off another third party, and the systems will be feeding into each other
Or, a lot of the time, the system hasnt been maintained properly, small little things, but they all filter through
if they are giving us a figure, and we need to have the system reflect it straight away
like it may not be their top priority to have that side of their system up to date, even though its feeding through to us
the daily tables reflect the exact demand, be it that the system sent it in correctly, or that we have to adjust it
the planned orders are on SAP, so anyone who is working off SAP can see, this is what we are planning
a week in advance, you convert them, into process orders
you would literally spend twenty four hours a day just modifying it, tweaking it, adding in, taking away
we have a figure in this daily table, you have your firm orders, you have the adjusted figure, and the forecast is going to vary
and then, there is this column, where you can just add in then, the difference, or the, you know, its a safety stock really, is what wed call it
So obviously you can modify this, but these are coming in from external links so thats the difficulty
OK, you dont have the stock situation, you cant see the stocks, but you can always flick between screens
for decons, shut-downs, etc. suddenly your capacity is getting smaller, so SAP doesn't necessarily manage this
the PRF volume is put up on the system, and then the maintenance of it is where you are looking to tweak things
actual production figures via a communication e-mail sent every Monday morning
we can go see what the last batch delivered was, but that doesnt tell you at what stage in the process they are in
they might have delivered up to batch 30, but there could be batch 31 to 34, still in a vessel somewhere, that is considered started
thats one of the reasons, I suppose, why SAP isnt necessarily, we dont use it 100%
MRP systems dont have the intelligence required behind the scenes to get out a capacity plan
the higher level planning is still maintained on Excel, because its a lot more flexible than the ERP systems
If you effect change then youre essentially changing the whole plan, rather following the outcome of a query
a wrong config that is returned, and re-shipped counts twice against stock
You effectively bump-up demand in SAP with a stock build requirement to get an accurate reflection of annual demand
it is actual demand, but were not just seeing it come in over the global supply chains
the Planning module didnt fit in, so while it is being used its not being used as well as it might
the complexity of the plant, theres nothing you can do with that so you have to make it fit as best you can
To do it [scenario planning] on the spreadsheet could take you half an hour, to do it on the system could take you half a morning
a lot of that would be done on Excel spreadsheets again if were talking the outer months
if they start running out, we start shipping. So effectively were managing their inventory for them
Babel translates demand back to primary, but its fundamentally flawed because the customer is getting inaccurate data from the market
2,000 responsibilities in ERP, confusing for new hires, so copy a profile?
the new system now globally gives us the opportunity to cut inventory down to weeks and months
In our industry we were carrying years worth of inventory, rather than months or weeks.
Manugistix is a global demand and it is automated, it refreshes in the ERP system every night
Relying on people for their piece of the story
requirements are fed from central system to each supply node that makes the items concerned
we calculate replenishment requirements, send them a replenishment proposal, an agreed collaborative process
That replenishment proposal becomes the trigger to plan execution in the sites
any one commercial organisation will be supplied by 20-40 different factories
replenishment proposal, agreed by the market, becomes the factory demand profile
MRP run in 2ndary sites and feeds back to Manugistix the demand requirements for the primary sites
clearly that is not in the conventional sense of the word, an ERP system
its a means by which we link effectively multiple ERP systems and multiple DRP systems
systems support model because of volumes of data and geographic spread: same data served to same people at same time
because weve got the entire worlds stock in our Manugistix system, we can do that pretty quickly
People have to stop 'doing their own thing'
MMIS standardised planning processes
Inventory Report from MMIS: all raw data really coming from Oracle
Interface directly from BRM
we try to build into ERP a capability to access our historical sales, to get a machine prediction going forward
Global view supports commodity shortage decisions
you are not going to simplify the process, you are going to simplify the order, stock and production, Ill call them schedules
We use MERPS to support the first two, because there is data in the system and information that allows us to pull these together
we have schedules tells us what to do, we have plan change because we have task driven, event driven activities
so the information allows us to address demand, whether its demand for a change or demand for a product
it allows us to make those decisions, and those decisions are made daily and weekly
we use SAP very much for our medium term processes, our three to twenty four months
we take all the demand from our global supply customers, from our NPI customers, we convert it into capacity needed, we look at what capacity we have got
that allows us to look at decisions, to say we are under capacity, over capacity, or we need investment decisions going out to 24 months
All three [planning processes] need different tools, different techniques
So what we had time to do is spend more time in the long term process, find out what your customers really want
once the volume is in, you run a job, and it creates then the number of orders that you need to meet that
the planned I suppose is when, it is scheduled but nothing is pulled
planned orders, which havent been converted, can be adjusted, converted orders are kind of set in stone
so you pick the building, and then you have a visual, you can see each process order (batch)
it has defined everyones role a lot more, it has made things a lot clearer, a lot more visibility
Its inflexible, to a certain degree, but because of the inflexibility, you can kind of count on it a lot more
its more in depth, the amount of information in there, you can just dig and dig and dig
sometimes you think there is too much there, but I suppose everyone is looking at the same thing just looking at it from a different angle
most of the things that we would be doing, we need like the SOX report, you can pull that off, there is no bother there
the planning module is geared towards secondary, who would make to order, and who dont have long campaigns and many changeovers
we are using common material codings with Ware. For other customers were not
the work on master recipes, and core data, is very good, thats enabled us to be confident, when we run MRP, so that its right
check that the material necessary for the products set to be shipped, is indeed going to be available
If you hold your nerve on that, and use the system that is designed in the planning sense, everything starts to flow
demand at top level of BOM hits supply plant, they run MRP to create a 2nd demand lower down BOM
Manugistix is done as the long-term planning, whereas within SAP theres a short-term scheduling
you wouldnt necessarily expect the Manugistix refresh to change that short-term plan
If theres a short-term change in Manugistix thatll be dealt with on an exception basis
Custom built planning solution
I dont think any ERP system would have solved [demand variability] problem
we have created a repository to store and access information easily
under representing what we purchase, because we were looking at the PO side
there is an open order report there but you would want to be Einstein to be able to understand it
The transaction was running, but the batch job was hanging
the reporting out of Oracle was terrible, terrible
the problem with Brio was that refresh was every 24 hours so you werent having live data
systems have to accept more information faster, and give results to support decisions
suppliers don't peg to each other in Oracle, the customer one isnt pegged well either
realised saving in a separate database, ties to PO, but ERP doesnt have a place for savings
purchase orders arent automatically driven by Oracle
PO's not automated because of post-MRP changes
More cross functional development of the company
when the country applications send an order to a supplier, using a conversion table, they speak in the same code as the supplier
orders and demand must be sent in the Cork code, but product will be accepted into inventory using own local code, as application will have conversion table
The only reason why people dont align to that supplier code typically is that theres usually a major cost in getting all your applications on that same code
FARM downloads "hidden" detail (eg. Tx creator & email under Help)
export data, process query (10), write it up to server (5), then pull back report to PC (3)
ERP systems are only as good as the data in them
ERP re-routes PO changes all the way back for re-approval again (SIR to change)
because plans change so much, and SAP requires such detail, you continuously maintain the system, we don'y have the resources
when we went live, we were looking at the exception messages situation
because youve built in your safety stock, youve built in your usage etc. and your plan, you get these messages
because our plan change so much, messages coming through on a daily basis
MRP is updated nightly, you get messages, move it in, move it out, move it out, move it in, move it in, move it out. Its impossible
we dont have the resources on SAP, on a daily basis, to kind of, moving in, moving out, sort of thing
So unless theres a major change to the plan, we would leave it as it is
when that plan catches up, the stock would sort of come back down again to the right level
if we were to go in to every one of them, youd spend your day reviewing these sort of messages
MRP not really giving us a true reflection, unless, every time plan changed, someone would go in and adjust the MRP
a lot more approvals, theres a lot more data sets
I cant actually allocate a PO with a stock item against that supplier, until theyve got their back up information
unless its maintained on a regular basis, youre going to have to manipulate the information
an integrated view would help, instead of getting just emails or reports on what everyone has in the supply chain
an ERP system is not a competitive advantage, it is basically the cost of doing business
A lot of reporting is still manual driven
$1.2 million a year worth, using D&B to help drive that parentage
Procurement is a good example, they are looking for spend on certain materials, vendors, SAP is not giving them that
You could have a global code for a vendor used in Cork, in the UK and in Singapore, but you could also use a local code
we need somebody to set aside the time, you have all this information in your system, it should be able to issue a report
the analysis of our re-order points and our re-order quantities, based on usage and so on [should be possible in SAP]
SAP should produce this automatically, it should have a correct valuation
Weve identified stock-outs when somebody goes to request a quantity that we dont have, but the system wont record stock outs for us
supply chain modeling is on ERP, you have an integrated pull and see it along
I think were slow learners. Our starting position was to record the information to help suppliers actually
my ERP system, allows me to take on to those acquisitions in a second
my business system is already set up, it can handle the incremental volume
more visibility to spend, and more visibility at transaction level as to whats going on
inventory, once received, is keyed and therefore provided for as an expense automatically
in a position to create more stringent approvals, without it being a paper trail
ERP introduced purchasing into non-manufacturing part of international, more global contracts, more visibility
ERP gives me is spend data better than weve ever had
MRP run to follow changes planners make daily, eg. after the review of the previous weeks performance
more tightening up procedures
approval of requisitions and purchase orders, thats more structured
The historical data is more transparent
you can see the whole picture, visibility of the whole situation is more readily available and clearer
youre much more dependent on other people to have their information right, as well, before you can actually proceed
Acquisitions can be integrated rapidly
it does control vendor approvals and all that
80%+ of my spend is in Oracle
we have a quick review of the MRP items, identify any issues, like out for repair items, then they just release the orders
the waste of people having to decide on what to order, and then create the requisition, thats all done away with
Work orders
without the customisation, we would have had to build another system
But I would say that we havent exploited that global view at all
we have restricted connections to SharePlex
the Process Order is twice as long at Cork as elsewhere because template not followed
we should release Process Orders 1 day before due, Cork releases them 1 week before, for visibility
A Senior Manager will say Youre bottom of the list but theyre just doing it a different way
it makes the internal competition a bit more fierce than it should be
we start looking at cheaper parts of the world to do manufacturing, other sites might close down
its almost isolated the sites because they dont need to communicate to tell them the basic information
sites have not got a readiness to exploit centralised performance reporting
MERPS template designed for secondary, far too sensitive for primary sites
A Process Order to them is a days worth of work and they cant define that depending on how well the plant runs
we customised it, it's gone too far, we're all out of whack, we're screwed
local systems gave any information about anything, supporting really good business decisions quickly
we cripple Oracle with transaction levels, yet we have fastest kit in the world
users end up doing reporting for Mfg, Eng and Inv
theres performance issues with SharePlex
System can fall several hours behind at qtr end
System 6 hours behind, no finished goods visibility
Starts plan is not from ERP
so by the time you have a report done, the process is out of date
SharePlex in US, so on-hand inventory is in Slocaz
SAP have demoed a new inventory tool, 1 transaction per cab, instead of 1,000's
So thats a fundamental problem for us because you can imagine the flexibility of an information system is its value
with local data analysis, if method not correct, then perhaps not compliant
the pendulum is right up against the bar the other way, and first of all it prevents you from making good decisions based on good information
it encourages Excel Syndrome, extracting data from big transactional systems
just by virtue of the fact that compliancy was affecting the volume of data recorded, if nothing else
We rarely draw data from standard system into one location and say Let me do some data warehousing on it
the energy hasnt been there to say Right, now that Ive this foundation in place, I can now aggregate and do something with it
Weve typically got exhausted and then asked is it time to replace them again yes. So we start at the beginning of the bridge again
we have typically not taken the quite frightening step of looking at data from the enterprise perspective
the energy it takes to have all those instances the same is pretty high, but we dont squeeze the value out of it
we could get a lot more value out of it if we just opened up our thoughts on it
our spares, parts in debug, etc. dont show in APC
make sure that they dont do a search on the whole warehouse so that it comes to a grinding halt
Oracle doesnt know when were planning on shipping the material we have
Operations Data Warehouse
no access to linked servers so GA queried via Access
each occurrence of an analytical test in SAP is seen as a new entity. In LIMS, if its the same kind of test, its a repeat of same entity
youre crashing these two different rules together of data where you have to match it as best you can
Often you cant influence it too much because its actually a vendor whos done this
LIMS / ERP interface is a nightmare at any dimension, the physical IT bit, the data bit, the transactional bit
the integration between ERP and the analytical environment in the Laboratory is complex
ERP data piles on from only one aspect of Quality, so its distinct from the analytical environment
manufacturing were able to judge benefit of ERP vesus extra transactions
like Id walk out on the floor and Id say, alright lads, whats the story here
just do the Special Copy on Oracle report, then clean it up in Excel
its not like youd see someone walking into a meeting with an Oracle report
IT, itself, wont have the resource to do it
it takes a bit of time to understand whats happening
inventory turns comes from Excel spreadsheets
Information latency puts pressure on production
I understand why stuff happened, politics basically, it makes the difference
I dont think they ever actually put ERP in for the workers
I can see how difficult it is going to be to upgrade Oracle
for emergencies global inventory view is typically done outside of the system
in some cases those sites were probably, reasonably well computerized beforehand
it was an integrated or well interfaced system, weve not gone from card indexes
If it was 15 years ago, you would have said what a great leap in availability of information
What we dont have is an organization with global master data, I cant point you to an inventory code and say its the same across the world
We have never grasped that thorn, we never will without good justification, I dont think
ERP was for Finance and Sales, not manufacturing
But the system alone doesnt dictate that
We just dont know what to do with it
the 18 sites weve already got will stick with their single instance, and part of this is because its on an IBM, and its a major mainframe
if you then wanted to set up a shared service, the only danger is that one person or one group may actually enter two systems
it sounds a step backwards, and with portal technology evolving, it might be that any of this becomes transparent with respect to the individual
if you download information from a compliant system, and make a GXP decision on it, then you are out of compliance
we put SAP in first in the year 2000, and there was no NPI template
from day one, we had to break the global templates, if we wanted to launch products
everybody said weve got all these new product batches which need to be compliant
SAP is very data hungry, so you had to develop a cut down version for some of this development work
they are rolling out a programme, and they just want to shoot through the sites, here is the template, now take it
So we had some interesting tensions early on
ERP not designed for changing SO allocation
It takes four hours to granulate the batch, why does it take four days to set the data up in SAP
It would be nice that information flow does not hold up material flow, we want information flow out of the constraint of the model.
I put in a data management organization, SAP, within a year I thought this is wrong
Its too centralized, and the knowledge is with a limited number of people, its not responsive enough for the business going forward
It was an administration function, so if the BOM were drawn, the technician, fill in the form, and an admin person should understand that he has selected the wrong tablet code for that particular pack?
The individual didnt have a clue, its just a set of numbers, and all we were doing was inputting into the system and tracing up missing data
what you have to do is put the flow information back in to SAP, so SAP wants the control, thats the system
So Kanban is the lead, and SAP is the lag in manufacturing, but, bulk packaging, its the other way around
But, in keeping the system aligned with physically whats happening on the site
SAP was producing the schedule, and we were changing that schedule two or three times daily
Or our process reliability was shifting, so the planners spend all the time rescheduling
all you have to do is to ensure that the system reflects what Kanban is pulling
we use SAP to govern very rigorously our change processes, but less and less our production process
ERP is transactional only, not good in planning or logistics, getting operational information not easy
This is where you then manually raise the process order in SAP
they will release the process order, and that tells the warehouse to deliver 400 kilos of calcium carbonate, batch number so and so, to manufacturing, at 02.00 tomorrow morning
OK, well, lets close that planned change down, or do we want to leave it open, but therell be overdues there for a week
look we have 40 overdues on that batch, we know all about it, its in control even though its overdue
some of the timings that we have put into these templates originally were not right
ERP has an incredible amount of embedded content
ERP doesn't support different functional goals
ERP didn't do a whole lot for manufacturing
ERP data is converted into DSS
ERP caused BOM sequencing issues for production
ERP can transact and be the information repository, but not provide information
ERP benefits "over promised" by vendors, had to strip out functionality to meet deadlines
During Catalyst, the worst thing we could do was build an interface
downside of APC is that it only covers intelligent parts
dont see ERP delivering much "standard" reporting, advanced stuff is off the radar
if the correct demand was flowing into SAP, the planner could have the process orders created automatically
SAP isnt taking into account that we might have only have 3 buildings where we might make products we have more than that
you need to enforce some kind of personal intervention where youre telling SAP exactly how you want things done
Well thats a big thing around the network too, especially with Manugistix, a lot of people blame the system if something goes wrong
its just that it requires more manual intervention, where youre constantly chopping and changing
When looking at SAP, Manugistix has different numbers with regard to product numbers, so Babel translates all the different data
difficult to have a system to plan the stuff that happens out of the blue
customizing the system for transactions, but not to get information
Capacity planning spreadsheet based
can a transactional system make a production process go faster?
for 10 batches this week they will create 10 MBRs, if only 8 achieved, there will be 2 MBRs that will be have to be closed off
because well only kill the goose that laid the golden egg
Now the defect rate, comes from our quality system and our paper work control systems
Vision Factory is going to test, its going to stress test our ERP system quite a bit
if something could be done in one step they would have twenty steps to do it
we are now talking KanBan, moving things at the pull of the customer while ERP systems wasnt going to do that
I think they over-engineered it when they did it
Now we put in the dispensary with MERPS, right? Now if were really smart we would take it back out again
the core team, they spent huge sums of money, and people werent seeing the value in this
So the taking of the template is far more site driven
Now the one big issue with this is that its very hard to get everybody to agree to one way of working
You manipulate it, right, and also you have to, like, ERP systems are not very smart
Allocating high volume products must be automated
once the MBR (batch record) is printed, that launches everything, and they suddenly want to adjust something, its difficult
you can schedule them in wherever you need, wherever there is space or wherever you are planning on making them
all Oracle knows is what you tell it, but APC reads electronically the serial numbers
you have a stock figure, but you know that a certain quantity of it is validation material, SAP won't have this categorised
you could have 1000 k of material, but you know, for a fact, there is only 900 k you can use
there is a lot of times where theres issues, that you know about, but that are not necessarily reflected [in SAP]
if it kind of falls between categories, so its not pushed out completely to a re-work category or anything
SOX screen could have 2.4 tonnes, but there's only 2.3 tonnes usable, so SAP mightnt be 100% accurate
the system doesnt recognize something, because it falls between parameters
a normal process order, is like a ZP01, a ZPC1 is an actual event order [decon], so that you can differentiate between it
You adjust it to make sure that there is enough orders on the system, just to meet this week and next week
a lot of people will be good at system, but theres certain people are not good at it, and you wont change them now
Youll end up doing a lot of re-work, you know
cycle time, measuring door to door as we call it, when a raw material comes in, to when it goes through all the stages and goes out the door
All the information is there, but to try and get it, run 3 or 4 reports, put them in Excel, and then doing Vlookup
Access used to download from GA because easier to programme
having SAP already, they didnt want to go backwards, so they kept on going, and they are paying for it now
Ware are flying in the face of some of the things that are indispensable
any big site has got a history like that, I mean I wonder what happened to Ware, refused to accept template
theres very few instances of common codes
if you want to make some change to master data on a common code, then youd have to get agreement across all sites
We dont generally pull reports off SAP, at the moment, we need to start looking at this
If you ask for something very explicit, it could be a lot of work to get
the biggest thing when dealing with different teams is oh but SAP wont allow you that, or well have to see if it will allow you to do it
or trying to change something, theres a lot of people I suppose that it holds terror for them
To get that understanding, its expensively bought, I have it from the project
they [business users] never spec anything out for you
but, in taking those steps, would they be prepared to put the documentation together, thats sometimes difficult
The days of getting something for nothing are gone, unless its a very quick fix
companies have so heavily modified their ERP systems, they mightnt be able to upgrade
we all work off the same MERPS procedures, but youll still find slight differences, but thats the nature of business
Were going to do an audit sometime to look out for workarounds, sure as eggs are eggs, someone out there is processing stuff offline
if you had one product that was tracable to 10 sites, they could all modify a GSP object (eg. shelf life)
so it was a lot of data maintainers working to fix things, even though we had a really good prep time of a year
you cant, its just too much to understand
we had bugs in our data, everyone does, thats why we have ramp-up
if you cant keep score, then youre only practicing
Weve got this power, this huge amount of static and dynamic data, but we cant get the reports we want to run our business out of it
all MERPS sites saying the same thing, which is, we feel like weve got a car, but it hasnt got a steering wheel
but the timeline was 6 to 7 months before we got to grips with SE16
theres a capability which is very carefully restricted, called SE16, where you can develop tour own reporting
at the end of it, we had very little knowledge of how to get management information out of the system, it was there that we needed to get the training
if you finished your work by lunchtime on Friday, the tendency was to bring work forward, and it screws everything up
we are still doing a lot of our budgeting and monitoring down at Excel level, SAP just was not going to give us the budgeting
we had developed a customized tool for that to assign jobs to crafts
we have do all our work in Excel because very few people have access to the query tool in SAP
there is no hard link, no hard wiring between hours and work orders
one module in SAP to record hours, another to record work orders to notification data, correlated in Excel
we certainly find we have to put it through the data analysis, the Excel type wringer before we actually have a KPI
on the mean time between failure, there is a lot of data work to do on Excel to produce the figure
We find we have to do a lot of work, behind the scenes, to make the bridge between SAP (MERPS) and the KPIs
you print your cycle sheets, the missing point was to be able to select the materials you want, to do this, to pick out these 20%
we may be going too close to the line, we may be ordering too much stock, the system isnt giving us this information
it should be looking at our usage pattern, and stockholding, and saying look, review this stock level. Its not smart enough
you can extract information at the drop of a hat
We still track every piece of inventory in Oracle. Its the unique record, and the financial record
all the sites that supply the USA needed to have a plan to implement the same version of SAP
all manufacturing sites on one system creates competition between sites, should we want to rationalise
so you can compare sites within the ERP system
can you show what your factory looks like, on the MERPS system
setting up metrics to show how the sites were dealing with the core template
We have our own inventory org, I can log on to the other orgs
we get some inventory related information from ODS, or IDW-Prod before ODS
that senior management could set realistic targets for all sites and then measure them appropriately
how are you using all the technologies to get the best out of what weve got
how does that move you forward to a lower cost base and a better performance
If theyre all using the same templates, youd hope that theyd all share best practices
2 competing sites may not want to share best practice because that might be the edge theyve got
Id be telling him I dont need you to tell me, I can go and find out
before, only people in your system would know how youre doing, from reports youd generate
I think they can use it even more to drive what theyre doing than they currently do
we do an inventory transaction just before one-key shipping for flow control
you helped design the system so stop finding ways to work around it, be committed to it
Tracking of component fixes by serial number
they actually did a very, very good job to build the flow control
the inventory record in Oracle, will tell me whats there, but wont stop it from moving
some of the purge reports in Oracle are good
so decisions are based on information we have to get from both Oracle and GA
site benefitted most where they re-organised at the same time they did the implementation
Serial number locking for purges
the need is to drive information systems that are integrated across all 3 levels to meet those drivers
we have designed a standard set of processes in the markets, in our commercial organisations
process is better, because some of the functionality and flow control features
we have locked down or pre-designed all the possible different combinations of information that you might want
you cant have a situation where part of the system is not validated
I think were just about getting our head around trying to improve the lot of the person transacting
they realised that auditing everything for 100% compliance was actually a serious headache
we have it as a design step you cant pass, you cant get approval of a system until youve done Archiving needs
we have a Record Retention Policy within the Company, most systems we have today do not or cannot meet that
weve spent huge amounts on standardisation, whether one big ERP, or lots of standard systems but with the same template
weve focused on making the business processes the same, IT cost is as low as possible, and compliance is as high as possible
When I say batch, what do you mean by batch? When I say Supplier X, do you mean Supplier X?
weve come from a legacy of multiple different instances, but heading towards a lower number of instances
given more information, you could make much better decisions but we dont expend that extra energy, its not the original objective
we do all of the things we have to do, around ERP manufacturing wide reporting through SAP BW
Oracle link with WindChill is now in two directions
Oracle gives inventory location
auditing information so theyre not making GXP decisions based on things that arent validated
option to do reporting elsewhere, no option where to do transacting
now I can report on 3 plants at one time, using the same criteria
ERP improves compliance in material management, notifications, material control for a site like Cork
the use of the ERP system has very much automated and facilitated the documentation of their key business processes
ERP systems help facilitate documenting your processes, your key controls and that kind of stuff
Food & Drug Administration, theyre obviously looking for very robust processes within a company like Quality Assurance, Quality Control, Manufacturing Processes, Release of Inventory
whole process is supported by ERP, from amount and quality dispensed to events in manufacturing process to QA results of end product
the deployment of an ERP system in manufacturing has been definitely a governance-driven obligation
if you dont have an FDA-compliant plant, ultimately they can close your plant
information probably not better, but transactional stuff is a hell of a lot better
If transaction piece was taken away, and the results were fed back into Oracle?
Manufacturing, we have one environment that all the plants operate to, so its a single instance
good core functionality is reports on budget and inventory turns
generate a report for last month, and you tell me if its what you want
For implementing changes we would just look through our inventory records on Oracle
flow control customization prevents parts moving to certain locations without the fixes being applied
Now we implemented this solution very much on a compliance driver
So we now have standards ways of working across the whole organization
We have a standard SAP system, and we have a standard configuration, and we have, in many cases, standard configuration master data
But what we have ended up with, is virtually an identical solution from site to site
So weve got this utopian situation from the ways of working perspective, but now we are there, we dont know quite know what to do with it
Standardisation is driven by compliance, transferability of resources, and bloody mindedness of core team
we wanted the business to have global ways of working, transfer of technology, transfer of data, transfer of people
ERP means those sites that operate the same ways of working, and the same systems, they have a common language
why is a piece of equipment in Zebulon, many many times less reliable than the same piece of equipment in Evreux,
not only are we getting the mean time between failure, we are also getting the mean time to repair
mean time to repair during a break down situation is actually lost production
its the waste in terms of cleaning the lines out, and the waste in terms of people idle when they should produce
So what weve got now is a great opportunity to exploit, compare performance around the organization
the reason its difficult to get the traction is not because there arent any good ideas, its to get the benefits accrued against the ERP solution
one of the key ones we are looking at is cycle time (door to door time), one of those is around parallel QA activity
the system has to have enough of an appropriate safeguard in place that allows you to do, to progress at risk while you continue to then test the various stages within the product lifecycle
with system controls in place to allow you to track production batches, cycle time can be reduced by 30% with parallel QA activity
the variables youve got are product, components and process
the further you get down this line and you find a problem, the more rework, waste etc etc you incur
its confidence in the material, its confidence in the product and stability but its around how robustly you should process your manufacturing process
so we call this process capability, the systems play an invaluable part in that because it allows you to check trends
we would want to be involved, and if they did have that in isolation, you would find that their solution may or may not fit ours
the discipline of implementing a standard solution has allowed us to hope to do this on a corporate basis
10% of MERPS is MRP, the other piece is integrated financials, integrated batch tracking, integrated plant maintenance, integrated QA and so on
by all means, remove that aspect of scheduling, but dont say you dont need an ERP system
BCG think we have one of the best global SAP implementations that they have seen, in terms of quality, stability, and adherence to the template
modular MERPS is a flexible MERPS template that will now go into another 40 plus sites, ending up with 60 plus sites on one template
exploitation for business benefit, we run business forums, communities of practice, we will continue to derive benefit from it
ERP is our production control system, but its our change control system as well
we have developed our planned change process and have now becomes the global model
the core process will define how you run a BOM or a routing, we have a process now for how you change them, in a planned, structured, controlled way
all our technical people suddenly had to start using MERPS, that used to be done for them by the traditional production department
we wanted project managers that were handling new products, to be able to go in and create a plan change, within MERPS, to set up all the templates to control that change
The advantage was having a common unit of currency to make some of our management decisions by capacity
we got our 5 or 6 scenarios that cover all our developed batches
if they want to change the BOM, they raise a client change, they choose that scenario, which gives them a list of tasks which they have got to do
we use the work flow process of version of 4.6 to trigger that change
process 10 is responsible for BOM's. If you put it in directly in the system, its checked by an independent person, electronically signed, and if its wrong, you are accountable
You can only do that if you educate people. Now we did this to reduce our cycle time, we assigned a data owner to every data object, quite simply
We looked at, change one then you change the other, and then we standardized the process with these scenarios. So we made it easy for people, because you cant ask people to take on a complex process
So we as a site, have a very different way of doing MERPS change than other sites, other sites do it very centralized, we do it here very devolved
we believe that gives us the responsiveness and the accountability that we need for the future
we have metrics in place now to control it, so we can look at task overdues as part of work flows, down to individual level
so if somebody isnt doing their tasks, we know and we have the meeting processes in place to pick up and help where this blockage is
our on-site MERPS team put together metrics
So having worked with SAP for 4 years, we knew the beast, and now we have a platform to help the business with decision making
we get the customer orders through Manugistics, and we allow MERPS to schedule packaging
he may be raising the process order on SAP to replicate that, which will drive materials availability from the warehouse to produce that batch
He knows, an API batch will take two hours longer than that, so he has control, and he is accountable for running that system
So, here is a combination of using the system, and using physical links, very effectively
Well if this is a problem, and we see a blockage, supervisor will say, right, what can we do, can we actually put this batch somewhere else
Information, originally this was only in a supervisors office, and we said, why
every morning, the Kanban meeting looks at the queue times, you look at the queue in each center,
you wont be allowed to play with white powder until you go on to SAP
If you want to order any materials, or any product, or stationery, I have to go in and authorize it
Now, you want production capacity, which costs a hell of a lot more than stationery, you have got to go in and book it
And you can see some of the proposals there, to recruit temps, smooth demand, Now all that data is underpinned by SAP data
ERP goal was to get rid of some of the paperwork
do an ad-hoc, then work on automating that
you can see what inventory you have in SAP that is restricted and why
you still need your ERP, to track all the materials, receive goods, pay for goods, move them from A to B
SAP can be actually configured to do a KanBan operation
the transactions still go ahead, its just the ways of working may need to be modified a little bit
The fact of life is that what we have at the moment is like a patchwork quilt of all sorts of systems
we are going to carry on aligning those and improving them, and improving the flow, streamlining the whole thing
we did MERPS because we were instructed to do it,
we have better traceability on our customers, we have less write-offs
We have more control over manufacturing
MERPS is only highlighting what is wrong with our current system
Since we took on MERPS, we have actively challenged the template
Driven by Cork, we wanted these tools, and we forced these tools,
They are also allowing more interfaces
So there has been a sort of a shifting of the guard, from core to site
the door is slightly ajar, and we can get enhancements to the template
MERPS will be used to facilitate a lot of this functional working
MERPS should be the work horse, to give us all the data, and then there should be very little work to be done after
at worst Oracle is just a little bit behind
as you become aware of whats there, potential for time saving increases
APEX use Oracle to check cab config against Sales Order
a lot of what you would do is, maybe moving these around, there is the functions to just take them out
we were planning on another batch, but we are not going to make it, so we drop one, we can pull it out and delete it
you are making more stage 5, but you need more stage 3, or stage 4, so when MRP is run, it will create the planned orders
you need 10 batches more of stage 4, and if theres 8 there already, it will create the 2
you can track back to the start, when it started, when a batch started you can get the detail, who did what, everything
weve got 8 people, 2 people on all the shifts who are the experts
We have a benefits review forum, every 6 to 8 weeks, you put forward ideas, with other sites, theres money there, and they get it
I think you have a better business case if you get the sites organized together
if we increase the knowledge of the support group, so that we can solve more of the issues, even doing change control
we did a lot of training a year ago, weve a lot of experience now, we want to raise the bar a bit, and do some more work
1000 serial numbers in a Bison cab checked in seconds for ECOs, purges
the template is simply, this is how you run your business, from start to finish, its fixed
it has put more of a structure on what we do, and that structure is understood by the key players
they realize what needs to be done at what time in advance, they cant be looking to generate net orders on the morning of the shipment
youre getting everything in a more orderly flow, and it does give the opportunity to carry the occasional one that comes in with a lead time for tomorrow. The other stuff is under control
weve also put in a very visual spreadsheet, a 2-week forecast of all the upcoming orders
Inventory accuracy has improved greatly
its not about science, this is about doing what youre told
But the other part of that, the thinking, the ways of working bit, is harder to do, it requires people to behave differently
Im delighted otherwise, what the system has delivered
Slice and dice, I can go down to individual tray level,
It has helped, in terms of optimum inventory holding, reducing days sales cover, I can look back at check on supplier performance
On the inventory side, overall radical improvement, not just accuracy of inventory, but allowing us to make improvements
And static data is fundamental to it all, I make that as an assumption
SAP controls movement of materials from warehouse, up to the stage where you charge it, and from the stage where you discharge it from the equipment back to the warehouse.
when you create your order you print off what we call a manufacturing batch record, which gives the instructions on how to manufacture a batch
When the material is required the transfer orders are created, and the warehouse guy then goes and moves the material to a particular area
The production operators use that material, as they use it, they use an RF gun, confirming that they are using this material
you assign that material to the order, that checks that the material is OK , quality tested, and that its the correct material for the batch they are making
as you charge it into the vessel, youre issuing it, effectively implying it no longer exists as this material, so youre issuing it off
then when you dig it out, at the other end, take it out of the filter dryer, you would label it up, and receipt it onto SAP
Its receipted onto the system, and the transfer is created automatically, and that goes back into the warehouse between individual stages.
for each palette movement there is a transfer order, and you assign that material to the process order, and you issue it as you need it
at end of process, you receipt the batch, you close the order at that point, and then, you create the transfer order
The Shift Material Compliance Force (SMCF)'s job is to organize it all and ensure SAP transactions are completed, the operators do some SAP transactions with the RF devices
The process order is put up in the background to make sure youve enough made, but at any point you can see on-hand, youre not waiting on a backlog of orders to be cleared, so its very real time
Theres better visibility of what stock you have
we are using the Handling Units, which is a 20 digit number, you dont have to type them
Its really just getting familiar with RF scanning, it was just the fact that it was something new
SMCF do most tx, but the issues, and the signing are done by the people at the charger
all our documentation now is controlled in SAP, so its excellent from that point of view
The scanning of material and goods issuing, theres a quality check in place there, so you have no compliance issues
because we have a year and a half of information now, you can use it to try the report as youre developing it
we can use that information to trial the report, as opposed to getting to the end point and not getting what you want
Just looking at the big picture, theres a lot of stuff that needs balancing
if we get a super MERPS person, we will be able to collect all the data we need
you have to have some work on the definition of what youre looking for, so youre all working off the same definitions
sometimes you can get something quite close to what youre looking for, which is good enough for the discussion
you need to be very clear on what youre looking for, then sit down with the MERPS / SAP person, and between you youll come up with something relatively easy to get at
the more data you have, and the better you can get at it, thats key to the success of, so obviously the ERP has been a big improvement
now we have it, its there, its accurate, its real time and theres loads of it, so its just a change that way
I want to find out all batches that started on sunny afternoons
youve a creativity element to it as well
The data is actually done for one, and once they get the hang of it, they can do it another time, a quick way of getting at it
you can get all the batches that had this input used, you can see what batch went into what, you can see the genealogy, it gives you that as standard
If you take the attitude that the template is God, and everything else has to flow around it, dont fight it
instead of the traditional way of going measuring or log books, to go to the MERPS and see what that can pull out
You see 10 tonnes of inventory, then break it down into categories, then, by dates
it suits R&D nicely to have all their stuff, reports, in one system, its an improvement on what they had
quality [of ERP data] is the most [important], then quantity then real-timeness
because I worked on the project, I knew all of the stuff, when I went back to do my OE work, it didnt hold any fears for me, SAP
Its designed to make you do it in the best way, I dont see any conflict at all. Theres a lot of people would see it as a barrier
get the person who has the SAP experience, to work with you, decide on the best way to get it out
So you have to know the system, you have to have someone to explain it to you
sit with system expert, zone in on what they are looking for, getting a close match, better match than original spec
trust them to get to a solution, and then testing on the test system, and then, doing it on the live system
Denis was supposed to work with us full-time for 2 weeks, sure he had all the work done by Tuesday!
the data collection team were actually ahead of the OE team
when you get it up and running then you really get the stuff very fast
if business are going to use a report to make decisions, that report has to be shown its providing you with valid data
show me how you developed this report, what methodology did you follow, show me your functional specifications, show me the tests
if you work with SAP itll sing for you, if you dont it will screw you and make your life miserable and drag you down
SAPs showing you all the time, you are not doing it right, you will suffer, do it the right you wont suffer, accept it and move on, change your ways of working
but its like zero tolerance, you have got to strive for compliance on the template
MERPS is a mirror that you hold up yourself, that says, youre shit, and you cannot get away from the reflection
Business Warehouse is more than sufficient for your ad-hoc reporting, which can be done locally
If anybody requires a report at a point which is real time, then I think youre looking at standard reporting
The only way to be efficient, and keep costs under control, is to follow due dates in SAP
if you dont meet that day, that time, you dont get a score, so thats why you are back to 30%
they now all have work-to lists printed off, you dont just have a weekly bucket of stuff you have to make, you actually have a work-to list
Came to me in October, still struggling with certain things, it occurred to me its not the data
people will always blame the data, and youre thinking, hang on a minute, how many data issues have there been
2 weeks ago we made the biggest number of packs we have ever made in a week, 880,000 packs, we finished by Friday lunchtime, no overtime
Capacity management has become a big deal here in the last year, since MERPS
But you have to have the discipline and the nerve to keep on top of data, keep on top of capacity in that area, really understand your capacity
If an organization takes due date seriously, it will succeed with SAP
The programmes been quite well managed, actually, there are 17 sites on now, there is determination to do another 30
The big advantage here is the template, we have 156 GDPs out of 162, of all the sites
we have done a squeaky clean implementation, and we actually, in all naivety, have done what we were told to do
theres some data we havent used yet, like a product we havent made for a while, and when we open the process order, something will happen
you have to learn as you go, and the penny drops
Theres always an element of learning by doing,
Its only when you get to actually running the system, you start to realize, ah, thats how it uses that field, thats why its important
At the time of doing it you dont really understand the implications of not doing it, its like an act of faith
We had huge obsolescence in our old data, so we didnt transfer it
we have a monolithic central control point, because that suits our culture
And once youve got it, you will maintain it, so you have got to set up process to do that
You have to have respect for the data, the number of fields that we have now is gone up many many fold
And that means that, I have a chance, of reducing my headcount, because I now man to an average, not the peaks
The old culture was, there was always a huge rush in dispatch and shipping, Thursday and Friday, heroics every week.
we want to be doing, everything, each day, so my people, are not manning the peaks.
we are all heroes, and thats the old culture
And nodes like QA, the warehouse, supply, dispensary supply, and receipts coming in off the lorry, that is kept running in synch, due date adherence
you are is measuring schedule adherence, in each section, so that the baton is passed on, in timely fashion
when you release a process order at the very start, it sets out dates, right the way through, including date of shipping
weve got some assurance, that, with all these linkages in the chain, that product's going to arrive at the right place at the right time
you can observe the inventory, you can pivot tables and download tables into Excel
Now thats been rectified, were finding tremendous power both at the local and at the site level, absolutely tremendous
the great thing about an integrated system, it ties you down to some extent, is that you get that oneness of approach
And the benefits come from reduction of noise
ERP will force you in to this stable thinking approach, actually managing demand and smoothing it
its been really good for the site, to bring stability to everything
ERP systems give you due dates for everything, so you need to observe those due dates
Were all using the same data set, the data set is under control, ownership for that is now established
Because all the informality that exists between functions has been taken out
on balance certainly weve gained more than we have lost
MERPS is supporting the introduction of those KPIs
we take a download from stock into Excel, pick the 2,000 items and use SAP to generate cycle count sheets and do the variances
the MRP, or cycle counting functionality very good, we are very pleased with that too
were negative on yield at the end of April, we can go back and interrogate SAP, and we can answer why very very quickly
the question theyll always ask is if its worth getting that data that correct
the fascinating debate is customization vs standard
Mfg did not change management processes to drive consistency and common metrics across plants
lack of consistency in mfg is absolutely not a system issue
It's hard to say are we overall doing better
ERP hasn't made a huge difference
you roll this out to 400 operators, and expect them all to have the high level knowledge
that was a key decision, as well, not to roll out the full amount of transactions to production
during the first year we were definitely more focused on the operational aspects, and making sure it was working
we plan at a resource level, you can plan at a vessel level if you want, but, it just created too much complexity for what we needed
we need to do is balance the complexity of the Yield report with its usefulness
the range of products change, and the way the chemistry works will have a slightly different way of calculating yield
the size of the team that we have to implement was more than double Corks, there was so much data
we have an iron grip on this precious data, because it is not possible, or realistic, to train enough people, in how to deal with it, around the site, to keep control over it.
four fifths of it was new data, we sent people out with clip boards to provide information on engineering items and so on, just a huge change
respect for the data, and the data being spot on, one field is not right, then you cant release the process order,
it takes 9 weeks to ramp up, and you need it because there is such a cultural adjustment
its like taking the wings off, and changing them, while the planes in flight
a moot point as to whether or not it would have made much difference if we had that reporting capability at the start
we produce a 100 k batch, we use 99 k in next stage, that one kilo doesnt exist, probably clung to the bag, or the bins
If that kilo is not written off, the re-evaluation date comes around, we logged the sample into the lab one-kilo
itll treat 100 k the same as 1 k, the system doesnt know that that doesnt exist.
So that has generated a lot of waste, I would say, if you dont write these small quantities off
theres a lot of work canceling all those samples
you cant just go in and purge those, they have to be closed out properly, its a lot of work
one big benefits of SAP was that, open deviations are now triggered, when you approve your batch, until you delete the batch
the whole batch history kept in one place, deviations, faults, unplanned events, planned events (eg. recipe change)
when passing out the batches now, it will automatically do a search in the background
its checking that there was no problem all the way through the whole supply chain
we can restrict a raw material, thatll automatically restrict all the final product, wherever material is, even on another site
once we ship it on a pallet there, they receipt it, they just scan it, so theres no re-packing, re-labelling
the one minute goods receipt: once we create an outbound delivery here, it creates an inbound delivery on their plant
So Id have no qualms about common article coding, if the material is bad, its going to get returned to the site
Ware have to change a piece of master data, we would have the same issue here. As long as its working off the same specifications
so we generate a report off every month, the incidents that are past their due date
all the materials are automatically moved from one location to another
So we generate a lot of reports out of SAP, and Finbarr would take those to the OpCom
we use it for tracking all our qality audit actions as well
its a bit like the deviations, they can be then tracked, which are overdue
we use a visibility tool in SAP, which tells us, youve enough material tested for the next 5 days, 10 days
it highlights these are the urgent material to test, both from a customer point of view, and from a production point of view
The big plus is control, it does force people to do their job
if warehouse people dont put away the pallets in the right location, itll prevent you approving that batch
we put in a resource in the production area, to ensure that the system was being updated
they run a report showing the materials to go into the batch, where they all go in, and if they didnt it highlights them
I compare in-process checks (IPC) data with your quality data at end
weve been audited 4 times since go-live, which is key. Internal and one external source.
MERPS controls procurement, the warehouse, material in production and in shipment
But we have got 3 or 4 bits of key functionality since go-live
Catriona does a lot of the reports, how many samples in backlog, where are those samples,
The other big improvement is the real time quality checks, from a compliance perspective
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Make Automation Integration +
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KPC Cork Materials
KPC Cork Materials
SIT Cork Sales
SIT Cork Sales
SIT Cork Sales
SIT Cork Sales
SIT Cork Sales
SIT Cork Sales
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Materials
KPC Cork Logisitics
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
SIT Cork Sales
KPC Cork Logisitics
KPC Cork Sales
KPC Cork Sales
SIT Franklin Manufacturing Global Order Integration
SIT Franklin Distribution Worldwide Distribution
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Materials
KPC Cork Logisitics
KPC Cork Sales
KPC Cork Sales
KPC Cork Warehouse
Manager, Inside Sales Kevin Flanagan EI
Director Denis Cronin EI
Business Planning and Cost Accounting Controller Russ Kassalty EI
Paul Blackburn EI
Paul Blackburn EI
ERP team Rose McCullough EI
David Ahearne EI
David Ahearne EI
David Ahearne EI
David Ahearne EI
David Ahearne EI
David Ahearne EI
David Ahearne EI
David Ahearne EI
David Ahearne EI
David Ahearne EI
David Ahearne EI
Director Ciaran Long EI
VP Kathy Lyons EI
David Ahearne EI
David Ahearne EI
ex-General Manager Veronica Perdisatt EI
Customer commit Maoliosa Curtin EI
Inventory control Tim Hourihan EI
BRM Manager Joe Pesta EI
Snr Director Kevin Campbell EI
Product Allocation Manager Mike Terry EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Director Jerry Sheehan EI
Manager, Engineering Donal Downey EI
BRM Manager, PPMG Marie Cooney EI
David Ahearne EI
David Ahearne EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
VP Kathy Lyons EI
VP Kathy Lyons EI
VP Kathy Lyons EI
VP Kathy Lyons EI
VP Kathy Lyons EI
VP Kathy Lyons EI
VP Kathy Lyons EI
VP Kathy Lyons EI
VP Kathy Lyons EI
VP Kathy Lyons EI
Observations
we had an instance back in June, where there were no orders on the system for July
their system was saying you dont need the inventory, when in reality, they did
you should be able to link orders to contracts, we dont have all of that
when you want information from multiple modules, then Oracle
we wanted a new order type, for pVals, Maria said fine, pVal was created and implemented
we talk to PPMG, they talk to EAG, we're not supposed to talk to programmers
we need to have one set of information
we have so many different Oracle versions, were after going back to the same thing
we dont have common systems, for inside sales and outside sales
We built Catalyst as a foundation for integration, but never really did integration
volume has been increasing at a huge pace
upgrade order may happen next day, or through a re-seller, or transferring s/w
tweaks in every country, different invoicing entities, entities cant invoice in certain currencies
to understand where the system matches reality at a given point is nearly impossible
timing of transactions is critical, eg. order de-booked but not yet re-booked
Theyd feel that they are being hounded on deals
they probably do create all the data that you need, but by doing that, they create a problem
theres unique things in our transactions (how customers buy, how order is booked)
the same for Oracle, the connections arent great, relative to how we do business
the customer wants Project Y on the invoice, nothing else
systems should track reality, but theres different realities in most groups
System is past its sell-by date
Synergy: there are a couple of hundred IT guys being siphoned off to improve our processes
Service want to keep the invoice in Winpeak. They can control it better.
revenue numbers can be skewed as well, particularly in terms of software content
revenue is staying on 11.03, because of serialisation and commissionaire
P'Soft for Documetum orders, 11i for Legato, complex to move OA, billing, invoicing
PS can only be invoiced by the country, it cant be invoiced by Ireland
problems with quality of data, are where business process has changed
plants give shipped #, compared to booking #, large gaps need audit
Perception of ERP was over budget, and "what has it delivered to me?"
order to date #'s are tricky due to upgrades, de-book & re-books.
NRT and IDW, with the same logic, aggregate and interpret into increments
now, you log a SIR, you get it prioritized, it would go to Bill Tueber for approval
not overly crisp on parent / subsidiary at the moment
no systematic way to consume inventory for de-book / re-books
my answer to it will be, get used to it, its not going to go away, I want the reports, you deal with the volume of records
maybe customer has SAP and it only accepts one invoice per PO
market complexity increases sharing of field resources: OVOTT
many enhancements because Catalyst designed for Symm
it's often not clear from sales order if its legit on its own
Italy produce the invoice out of Oracle because of the sequence number
IS give us averages and trends, as we start to do more business in Comm & SME
invoicing is the biggest problem that we still have, the most manual
interface errors: de-booking an order when cash is applied to it, or they set up a new order type, and it doesnt work
in IDW transactions are sales orders, but we need deals
I think people can hide behind the system
I couldnt care less if you buy twice as many machines, thats not my problem, my problem is to complain about it
have fastest servers you can buy, only so many you can manage operationally
hardest thing is bringing revenue piece of acquired company onto ERP
facilitate sales planning and better communication with factory
everything we do here has to be exported to Excel and sent to the field
everything goes through Catalyst 11.03, Project Accounting is 11i, Commissions is 11i
even if you could get it every hour, you couldnt digest it every hour
ESE = having the right information at the right time to make a decision
the Revenue cycle around pricing, you need flexibility, and you need flexibility on your tax and fiscal aspects
ERP is very granular, other tools needed on top of that, to connect to it
In Commercial, the idea would be that you use one instance of SAP, used by multiple businesses
ERP doesn't accommodate dynamic changes of business
ERP = tool to create data, BI = tool to organise it, then analysis
EMC hasnt integrated Legato / Documentum systems
EAG know what the system can or can't do, instead of, thats what we want, how about if we did this
DW's built to follow process, very clunky to use
Direct Express (Oracle 11i) lodges order to pending
difficult to keep de-books and re-books tied together to relevant deal
Dell sale is denoted in the bill to address marking it Dell *
Consolidation into one system
commissions functionally rich, but creates more data that is difficult to tie back to revenue
challenge of customer master integrity and its maintenance not resolved
canned reports are too standard and not in a summary format
but were always surprised at how difficult it is to get the system to play nice
but normally when you change a process its going to cost money anyway
a third of the business deserves 3-6 months delay in order to figure it out
90% of enhancements to ERP relate to revenue reporting, the rest are ignored
10 people in Finance manually consolidating invoices from 5 different EMC companies
the whole point of the global supply chain and ERP is that demsnd would flow back to us but its not coming through
the hope was that the demand picture would improve once we went to MERPS, because the majority of sites would be on MERPS
R&D can't use Manugistics, because Manugistics is there for commercial, for millions of tablets, not batches
we have to find another way of getting demand into the systems, and turning that into capacity
we have got to find a way of comparing global supply, demand, supply capacity, along with new product introduction, and doing the two
demand coming in from the market is inaccurate, so what were getting isnt an accurate demand picture
the inbound logistics guy, Dave, he is reviewing that on a daily basis, if anything major comes in through the system he will alert us to it
Now lead time is not neatly in SAP to tell you the truth. It requires somebody to analyse it
I got the idea from a guy in a different plant who exported stuff to Access
they upgraded MGX to a web-based system, so that completely shattered all my links, the whole lot, it got very messy.
new customer data setups youve got to do in Babel, Manugistix and SAP
if we got another new customer online, Babel is the area where Id set up to say that we can ship to this customer
there are so many different scenarios that could come out of the fact that youre not seeing the correct agreed figure
theres so much second-guessing because it could just be the simple case that the orders havent gone up yet
Youre kind of double-guessing the customer, it gets messy
if Planners plan for 30 tons as agreed in the PRF, and customer only entering 15 tons, thats flowing into SAP, so its giving an incorrect picture
to total demand for the year, shipped so far this year, on SAP, is added to demand for the rest of the year, on Manugistix
set up my own Access Database and pull the data from both SAP and Manugistix and put them together in there
youre pulling various information from SAP and various information from Manugistix, so theres no link between them
you can see the value of ERP, in that all the screens are the same, it must make it easier for programmers as well
you can put controls on an ERP system, restrict access, process controls, data validation,
workaround: get invoices transferred to Int'l finance, consolidate manually
weve made tremendous efficiency gains in our process
we use the ERP solution in addition with FileNet, which routes it automatically
We develop our own reports over here, were more revenue
we couldnt do shared services without ERP in place
using technology to do the same amount of revenue, next quarter, with more volume
survive without ERP? No way, we wouldnt be here today
senior management want to own the process and how it works in the system
scaled back development of resources to write canned reports
SarbOx requirements mean rigidity in processing orders, revenue, and deals
order management system much easier, smoother, easier to track
in IDW group, maybe CS dont understand revenue report, so they ask to create one
if youre looking for something within one system module, youre fine
I want to make sure we have some one as good as KF on the EIM team
hardware / software split (software is allocated to the country, hardware to Cork)
ESE: sales rep access to all customer data
ESE well run, a lot of people are being asked for input
ERP giving us revolutionary information
corporate have the data to get to anything they want to get to
corporate are now happy that they own the process, so now they would be relinquishing more decision making locally
Brio group works well because its small and they know everything thats there
Brio allows OA to see opportunities
all the billing goes through one system
added a certain amount of automation, for channel partners
In terms of lead time, SAP has all the data, order receipt date, into the warehouse, sitting on the shelf, into manufacturing, back sitting on the shelf, testing and QC
were looking at Forecast Accuracy, its something I just need to find time to sit down and work out
Manugistix sends it in to SAP and it automatically firms up the order on SAP. Thats where its a good process because theres no human intervention
You dont build a system for the exception
you come in in the morning and have a clean view of the mess you created
You can't predict criteria of mgt decisions
you cant see any of the following on Oracle:
You cant assign inventory to a specific order
you can view your entire backlog on Oracle, but only 12 lines at a time
Workarounds_not_scalable
when system starts running behind, it just blows us out of the water
when an order gets keyed off the system, it was hanging in the system
weve got a standalone system, its obviously not tied in to our Oracle system at all
we were positioned to transact more, but not be more intelligent about it
we automate the process instead of changing it
wasting time with incomplete transactions, it shows itself in clean up afterwards
using up inventory on an order but not automatically updating inventory
they take the Access database of what we have shipped and allocated
they can also miss revenue because they dont see approved orders coming in
theres a website that we can go to and see what the commit date
There was stuff coming in and going out, whats real time?
there is so much data, to run it for a quarter on your PC, it would hang it
There is no system that can keep up with it
weve actually 200 orders for Brazil and 4 for Spain, therefore Brazil gets priority
If I cant get that report enquiry out of SAP, dump the data and narrow down scope
dont go back to back of your fag packet to make your decisions, but use it to point you in the right direction
they dont have business modelling capacity because requirements change on a week-by-week basis
reporting is a weakness that nobody could ever identify up-front
the data is only 20 minutes old, if SharePlex is up to date
Template processes developed for Symmetrix
Template did not include stock location capability
Systems not fast enough to process SO's
System will not manipulate the data for you
System can't deal with "today's" parameters
system built for Symm fulfilment, rather multi-sourced scenario
so we had a lack of visibility on how much of our backlog we were actually shipping
short-sighted by Catalyst, didnt know how we'd manage backlog, thought we'd use Oracle report
Shipping moves 1000 records
shipped but not transacted: revenue wrong, inventory wrong
SharePlex is real-time, its every 10 minutes, its a copy of 200 Oracle tables
RMA returns: no information
Revenue not on ERP!
Require end-user data for revenue recognition and service
processing time starts to lengthen, then reporting is impacted, then visibility
Process improvements compromised
problem not CPU utilization, its the huge data volumes going through
Poor IT performance at most critical time in quarter
Packing list didn't work
original data dodgy + people under pressure = inaccuracy
orders from 7 or 8 different sources, but Catalyst structured by factory
orders can get split in 3, and never get back together again
Order status under 5 pages of information
order can draw supply from Cork, Franklin, Apex or field
Order Admin are still making errors on 15-20% of the orders
Oracle inventory not accurate for non-serialised parts
Oracle genealogy limits flexibility
Oracle does not manage bin locations in warehouse
Oracle could not ship confirm as material arrives at X dock
OA try to go too fast, doesnt transact every line
not as user flexible as SAP for logisitcs
No system can cope with market complexity
No enhancement if not a global requirement
Need for global processes, not Cork only
Multiple Ship-to's
Melissa exports them to Excel and emails them to Jerry, every half hour
Material shortages for non-serialised product
Manual complete ship report
Live data at Qtr end not necessarily from ERP
Keying shipments
IT asks business to change instead of fixing issue
in Oracle, youd have to write a different report for every plant: nightmare!
If it happens one of 90 nights, unfortunately that is the one night that is important.
Im not sure theres anyone globally merging the tables
I cant think of a situation where the single instance has been of benefit
Had to become part of logistics control system
Focus on generating additional reports
ERP works but not at quarter end
ERP system today doesnt address change in business
ERP report fine if youre doing a country like Norway, that has 12 orders
ERP ignores availability of product when releasing orders
ERP hinders our ability to change
ERP fitted around current process without looking at scalability
ERP didn't meet customer / logisitics requirements
ERP capability limited for production
Enhancements become critical with volume
EMC try to align information to decisions via Brio
each site tailored the basic Brio backlog report to how business is done
distribution getting it tonight as distinct from tomorrow morning, makes a big difference at end of quarter
Data losing meaning
data elements that are part of the quotation are not required fields
Customized ERP instead of meeting it halfway
Customising Oracle reduced its value
Cork works by operating unit but Apex cares about area and district
Clariion volumes went through the roof, so one key shipping was slowing down
Change process to match ERP
Catalyst hasnt provided information we use to monitor performance
Can be difficult to drag the data out of ERP
Brio report modified to show if there's anything hanging in one-key shipping (Yes / No)
backlog showing orders that have shipped already
backlog runs slower on Oracle, because of the CPU utilization
Avoiding real issue by asking business to change
Automate allocation process for high volume product
article lead times, one of things we chose not to use in Catalyst
APC is more important to Colman in terms of allocated product, whats coming through
And at all times, each person hitting the backlog, it has to be up to date
Allocation of product not manufactured in Cork
all transactions do not affect inventory, thats what the problem is
$1.2 million of that $3 million of pVals was transaction error
- whats the total backlog
- how many orders do I have now
- how many DMXs are in the UK operating unit
wed send half of it to Ware at their request because they want 50kgs for example and it comes in batch sizes of 100kgs
When they receive it on to their systems, the date of manufacture is updated with the date of receipt
if you have one material to one customer and you ship full batches the whole time its probably a better way of working
There have been a number of other things when theyve put in text thats appearing on our outputs that we dont want
they had changed the Batch Master which meant that the customer criteria we had set up didnt match
last week we sent a part-batch to them and we were trying to send the balance of it to another country and we couldnt send it
If you part-ship a batch, and you want to send the balance elsewhere, in the meantime, they adjust the Quality information,
the stock is perfect, you could ship it tomorrow, but customer doesn't want that batch, so in that sense, Excel is a lot more flexible
Lorraine has this visibility tool, generated from SAP, but its an Excel tool, so everybody (lab, warehouse, ) knows whats the next shipment.
but things are always chopping and changing so you always have some data changes to do
youd link Cork to that number, to that customer, based on the product youre going to ship
days of inventory, sales orders released on time, sales orders delivered here, there and everywhere
if some site seemed to be out of sync with the others then questions were raised
is poor performance on completion on time due to a variation on the model or are they really having difficulties?
why are you not using the template in a consistent way
Visibility of backlog
there are things in the system that you can turn off to give you extra capacity
the EOQ backlog report runs automatically every 20 minutes for them
the data set is structured, just the views are different
System provides raw data
Status of the order
no OA issues, order entered in Direct Express, so they come on fairly automatically
no missed shipments, no re-shipments, no shipping errors, a better forecast
Improved accuracy, traceability and efficiency (fulfilment & manufacturing)
for us the value add is that it comes out in report format
Brio doesnt give us additional information, but the way it shows us information is critical
Agreed global metrics
60% data from ERP
We are putting more focus on when we planned to ship, thats becoming a KPI
Still in same boat wrt Mac-Pac and hockey stick
Standardise the number of configurable options
No cost savings in manufacturing because no process change
Inventory, receiving, backlog and availability
Global Allocator ran differently in each place, not really "global"
closing a quarter with a high backlog is messy
Capturing data at right stage
on both sides of the fence (Services and Sales) reporting is huge
CS reporting: Essbase has forecast, Oracle has pre-paid maintenance, Winpeak has pre-paid warranty
because corporate have full view of this, sales dont actually put them in until they're sure
triggers for over-config, engineer sees the RMA, takes the stuff out and returns it
that's the biggest thing, its faster so you can do more, more levers to pull
putting in place a PPMG model for CS reporting
On the CS side, theres a whole team working on reporting
more accuracy around it because of one key shipping
lead, prospect, quote, site, opportunity, sales order, install base, warranty, maintenance, all integrated
integration of Mfg and CS eg. automated returning of serial numbers
ERP forces consistency that forces data accuracy, so roll up is accurate
earlier visibility to whats missing from shipment, saves wasted install trip
customer service uses ERP as a trigger for back end processes (warranty period, )
Customer Service integration, focus is now on profitability
CS benefits : serial number tracking, and ability to get more material faster
costing for spares in ERP, depreciated and reconciled for consumed / returned
ad-hoc reports can run off each local database (31), one refresh per day on the global cube
accurate by genealogy, what has shipped to what site
Quote to cash Gap virtual vs. physical -
Quote to cash Correlation -
Quote to cash Centralisation -
Quote to cash Accuracy / consistency -
Quote to cash Latency -
Quote to cash Flexibility -
Quote to cash Granularity -
Quote to cash Skills -
Quote to cash Automation -
Quote to cash Manual -
Quote to cash Aggregation -
Quote to cash Uncertainty -
Quote to cash Centralisation +
Quote to cash Accuracy / consistency +
Quote to cash Automation +
Quote to cash Skills +
Quote to cash Granularity +
Quote to cash Centralisation Visibility +
Quote to cash Correlation +
Deliver Flexibility -
Deliver Gap virtual vs. physical -
Deliver KPI -
Deliver Correlation -
Deliver Aggregation -
Deliver Latency -
Deliver Latency -
Deliver Manual -
Deliver Automation -
Deliver Latency -
Deliver Latency -
Deliver Manual -
Deliver Latency -
Deliver Manual -
Deliver Latency -
Deliver Latency -
Deliver Manual -
Deliver Manual -
Deliver Manual -
Deliver Manual -
Deliver Latency -
Deliver Granularity -
Deliver Latency -
Deliver Manual -
Deliver Latency -
Deliver Latency -
Deliver Manual -
Deliver Latency -
Deliver Latency -
Deliver Latency -
Deliver Accuracy / consistency -
Deliver Latency -
Deliver Latency -
Deliver Manual -
Deliver Centralisation -
Deliver Manual -
Deliver Manual -
Deliver Manual -
Deliver Manual -
Deliver Latency -
Deliver Manual -
Deliver Manual -
Deliver Latency -
Deliver Latency -
Deliver Latency -
Deliver KPI -
Deliver Latency -
Deliver Latency -
Deliver Latency -
Deliver Manual -
Deliver Latency -
Deliver KPI -
Deliver KPI -
Deliver Manual -
Deliver Skills -
Deliver Manual -
Deliver KPI +
Deliver KPI +
Deliver KPI +
Deliver KPI +
Deliver Granularity +
Deliver Latency +
Deliver Automation +
Deliver Flexibility +
Deliver Latency +
Deliver Accuracy / consistency +
Deliver Correlation +
Deliver KPI +
Deliver KPI +
Deliver Automation =
Deliver Flexibility =
Deliver Gap virtual vs. physical =
Deliver KPI =
Deliver Centralisation =
Deliver KPI =
Deliver Granularity =
Service Manual -
Service Accuracy / consistency -
Service Gap virtual vs. physical -
Service Automation +
Service Skills +
Service Skills +
Service Accuracy / consistency +
Service Centralisation +
Service Granularity +
Service Correlation +
Service Flexibility +
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Warehouse
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Quality
KPC Cork Quality
KPC Cork Materials
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Sales
KPC GSK House, Brentford Logistics Strategy and Supply Chain Strategy Above site
KPC Cork Materials
SIT Cork Sales
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Sales
SIT Cork Materials
Responsibility Role Name
Manager Martin Steele
Director Joe Donovan
Team Lead Denis Barry
Team Lead Gillian Morrissey
Team Lead Gillian Morrissey
Manager Martin Deegan
ERP team Rose McCullough
Manager Finbarr Calnan
Manager Finbarr Calnan
Plannner Vivian Scanlon
Director Finbarr Lehane
David Ahearne
Director Dave Montaine
Sarita Kotek
Sarita Kotek
Sarita Kotek
Sarita Kotek
Paul Blackburn
Paul Blackburn
Paul Blackburn
Logistics Strategy Director Stephen Blackledge
Paul Blackburn
Paul Blackburn
Paul Blackburn
Manufacturing Quality IT Architect Tour Ala
Manufacturing Quality IT Architect Tour Ala
Steve Golding
Steve Golding
Steve Golding
Steve Golding
Steve Golding
Steve Golding
Steve Golding
Steve Golding
Steve Golding
Steve Golding
Steve Golding
Steve Golding
Planning Manager Denise O'Mahony
Controller Kieran Barry Murphy
Snr Director Kevin Campbell
Supply Base Management, Non-production purchasing Joe Biagioni
Director Joe Scott
Director Cherie Dentiste
Vice President Dick Lehane
BRM availability and Inventory Manager Joe Collins
Consolidation Manager Bridget O'Sullivan
VP Kathy Lyons
VP Kathy Lyons
ex-General Manager Veronica Perdisatt
Director Denis Cronin
Ireland Finance Director Frank Cronin
Manager Jim Milton
Manager, Inside Sales Kevin Flanagan
Director Joe Scott
Senior Director PPMG JB McCarthy
Assembly & Test Mike Regan
AP and General Ledger Controller Karen O'Sullivan
Assembly & Test Mike Regan
Manager, PPMG John Byrne
Non-production purchasing Joe Biagioni
Director Bill O'Connell
Director Joe Scott
Director, Assembly & Test Bob Gee
CIO Mark Quigley
BRM Manager Joe Pesta
VP Kathy Lyons
CIO Mark Quigley
Manager, Direct Purchasing Margaret O'Sullivan
Americas Director Bob Sliney
Manager Jim Milton
Controller Chris Barry
Manager Jim Milton
Director Jerry Sheehan
Inventory control Tim Hourihan
Director Joe Scott
Director Joe Scott
VP Kathy Lyons
Planning Manager Bob Costelloe
Manager, Engineering Donal Downey
Director, Assembly & Test Bob Gee
Manager, Inside Sales Kevin Flanagan
CIO Mark Quigley
Director Ciaran Long
Treasury Assistant Treasurer Mark Glenn
Manager, PPMG Marie Cooney
Director Joe Scott
Director Joe Scott
Manager, PPMG Marie Cooney
Planning Manager Bob Costelloe
Director Joe Scott
VP Kathy Lyons
Director Ciaran Long
Manager Jim Milton
Customer commit Maoliosa Curtin
CIO Mark Quigley
Director Dave Fraser
Vice President Mike Kerouac
CIO Mark Quigley
Product Allocation Manager Mike Terry
Director Joe Scott
Director Joe Scott
Cat
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Observations
we have this formal procedure of logging remedies, somebody in UK might look at it, before you just rang IT on site here
They are certainly using some sort of prioritization of these issues off site, I dont think its acceptable
We report back on these open audit issues every quarter, its a bit embarrassing
Audit corrections had to be done by core, and they are still outstanding, 8 or 9 months later
Since the core team moves away, and since the next wave started for SAP implementation, they lost interest
Except I really hit overhead, and told that, for example, it might be an internal audit issue. Theyll work on it then.
Reaction time is very slow, they are showing very little interest in some of our key issues
the technical support offsite is atrocious
When they receive it on to their systems, the date of manufacture is updated with the date of receipt
if you have one material to one customer and you ship full batches the whole time its probably a better way of working
There have been a number of other things when theyve put in text thats appearing on our outputs that we dont want
they had changed the Batch Master which meant that the customer criteria we had set up didnt match
last week we sent a part-batch to them and we were trying to send the balance of it to another country and we couldnt send it
If you part-ship a batch, and you want to send the balance elsewhere, in the meantime, they adjust the Quality information,
So Id have no qualms about common article coding, if the material is bad, its going to get returned to the site
the whole batch history kept in one place, deviations, faults, unplanned events, planned events (eg. recipe change)
sometimes you think there is too much there, but I suppose everyone is looking at the same thing just looking at it from a different angle
KanBan, flow principles, and different sites working to a drum beat, it will be quite interesting to be working in a similar fashion
The whole idea of the system is that we have, say, a view of at least 3 months in advance of what theyre looking for
ERP gives us the opportunity for shared financial services, or for any other share services which we may wish to operate
Number one, we are extremely integrated vertically
we are going to see an integration of the European countries, that also has an impact on the Supply Chain
before, there was interest in maintaining different structures and prices, but this will fade away over the years
as Europe integrates, politically and commercially, reasons for there being different ways of working disappear
We use ERP to store for History, for Short Term Forecasting and for Long Term Numbers in one place
In Commercial, the idea would be that you use one instance of SAP, used by multiple businesses
if a supply node or a market has a major event, it's escalated to the above site GSCG, who assess impact and intiate issue mgt process
any one supply node supplies multiple outlets, and any one outlet is supplied by multiple supply nodes
make sure that we have an integrated application covering scope of business and not a series of non-integrated systems which are only visible to owners
Instead of tons of spreadsheets all over the place and sub-systems. You can try and get it all integrated then its one source of data for everybody
historically it all started with the Finance community trying to put in place a common platform using a common code
you can't just let people loose on a great big database, you have to put checks and balances and controls
put in place mechanisms that enable us to plan across what we call value streams
acquisitions would mean re-implementing ERP, now we just implement the interfaces.
Single ERP would cost billions, and youd never finish doing it.
we have 82 factories, 400 suppliers of finshed goods, and many thousand of suppliers to those factories
In our world it would be an absolute impossibility to put in a single ERP system
trying to implement the same ERP system in 600 odd places, it would go on forever
demand forecasts are fed from whatever system the commercial entity has, and there are many
However, for the site as a whole it should give a better picture
the global model will never be as good as the local model for any one individual
In our industry we were carrying years worth of inventory, rather than months or weeks.
our locations for manufacturing arent necessarily strategic from a GSK point of view,
Yes, Finance can see a lot more than they used to before
that would be Oracle, CS looked at Oracle but it doesnt really suit them, and we said well it didnt really suit the rest of us either
1 allocation rule, clean order, schedule it, send to best factory
2 in a box, job is too big for one person, but neither is going to report to the other
80% of our spend is in the US
a common interface to the business query (payroll, AP, T&E or Comm)
Acquired company's AP, purchasing and GL moved to ERP right away
Acquisitions can be integrated rapidly
youre going to get resistance to a global allocation process
you cant any more name accounts, you cant customize them for a specific subsidiary
you can see the value of ERP, in that all the screens are the same, it must make it easier for programmers as well
you are taking out the massage factor
all the billing goes through one system
Yellow sheets and white sheets and green sheets
workaround: get invoices transferred to Int'l finance, consolidate manually
when all OA is on one ERP system, you can manage the people, you get better efficiencies
were gone to a matrix management as opposed to a line up
were going from a factory centric to a supply centric network of suppliers
were centralising here to make processes mobile so that you can do them anywhere
well probably have regional fulfilment bases
we were able to get Smarts on our systems rather quickly
we wanted a new order type, for pVals, Maria said fine, pVal was created and implemented
we talk to PPMG, they talk to EAG, we're not supposed to talk to programmers
we sell to the subs, who are decentralized
we dont have global ERP (for payroll, T&E, )
we couldnt do shared services without ERP in place
We built Catalyst as a foundation for integration, but never really did integration
we are now very much a theatre driven company, we have EMEA, APJ and the Americas
they took away the full departmental report for each country
theres a whole bureaucratic process to get access to some of these tables
there are different countries not integrated on Winpeak, so global view tricky
another goal is integrate VMWare and convert Documentum to Oracle
the whole new system will bring in global reporting
the only saving left, after productivity and raw materials, is labour
the important thing is for everyone to use that format
the idea is to standardise and centralize
That is the important strategy, that there is a management of it through Cork
tendency towards ultra low cost countries, so SSP will be Cork and then out to India
Sourcing decisions
So the challenge is to get a centralised reporting structure
Smarts integration workload isn't huge because of headcount and volume of activity
ship date scheduled by planner, before fulfillment by sites
SharePlex is only available in Cork and in the US, because of sensitivity
shared services
Serial supply issue
senior management want to own the process and how it works in the system
send order to best feasible source of supply is, and availability
Sanchez & team are working to EMEA number, we want to do this, it'll cost 5 million, now where do we get 5m
at EMC's size, have to put a stake in the ground, or get out of control in terms of information
real time would be nice, but unless youre Tucci, you cant make a call on it
Purchasing go for more global base, for economies of scale
at some point you are going to change obsolete systems anyhow
P'Soft for Documetum orders, 11i for Legato, complex to move OA, billing, invoicing
problems of governance, costs going out of control, and people with different sets of information
pricing was local, but post McKinsey, pricing and contractual stuff was done at a global point of view
Pre-2002, Finance and Sales worked independently
plants do things differently, so how can you have consistency of analytics?
Perception of ERP was over budget, and "what has it delivered to me?"
order should come to one allocation group, order managed by customer or by region
Oracle has allowed shared services to become a reality
One CoA meant ripping out a plethora of local systems, which was a significant win
One Chart of Accounts means company can rapidly integrate acquisitions
Once you can handle images and approval process, you can do it anywhere
OA, revenue accounting, commissions, costs
now, you log a SIR, you get it prioritized, it would go to Bill Tueber for approval
now we have this concept of sales teams
Not everybody would need to know how BRM figure derived
No enhancement if not a global requirement
Need for global processes, not Cork only
need "one stop shopping" on heads, contractors, interns, temps, T&E, payroll
my ERP system, allows me to take on to those acquisitions in a second
my business system is already set up, it can handle the incremental volume
move transactional work to shared service centers
move to a single instance of MacPac, youd go through the same pain
MMIS standardised planning processes
maybe theres only 1000 of these parts that we need available worldwide
manufacturing behind the curve in adoption of global reporting
Managing supply hand to mouth
make an office team relevant and integrated with country team
looking at how an order gets washed to a source of supply
Legato integration
lead, prospect, quote, site, opportunity, sales order, install base, warranty, maintenance, all integrated
Its a very painful process, every mistake would be because the centre was created
it has to be exceptionally simple, intuitive, with little training required
it brought on-line a lot of things that were on local systems like fixed assets
before, all the controllers reported to Finance, whereas now they report to regional controllers
before, if expenses were over, theyd go and contact every country, now Denis rings Paul
Best of breed is more expensive and more difficult to keep it working properly
big Shared Service issue is converting local systems to common processes
it also would be very hard to create controls to limit access
Irrespective of where people are, you can generate a routing
Investing in partner business infrastructure
intellectual property, indemnification, limitation of liability, if people outside purchasing sign contracts
Integration of acquisitions is a way of life at EMC
integration for acquired companies (Legato, VMWare, Documentum, Dantz, Smarts)
Inside Sales group which does telephone calls
in Catalyst, it was out of scope, in Quote to cash they say not in scope
import Catalyst data into our models that allow very fast analysis and very fast decisions
if you could see the revenue shipped worldwide, it would be insider knowledge
if we got what the US had at go-live, we wouldnt have got Chriss report
identify non-value add and overlap processes for elimination
bring back office groups together, part of shared service strategy
Im trying to get him a dollar shipped report
I cant think of a situation where the single instance has been of benefit
hiring the people, training the people, and then transitioning the work
Hauch is more delivering the number and Goulden is more strategic
hardest thing is bringing revenue piece of acquired company onto ERP
GRO routes order, based on capacity, material availability or whatever
globalise the whole allocate to fulfil process
Global view supports commodity shortage decisions
Global Allocator ran differently in each place, not really "global"
Getting ERP in became political
GBMG group handle all the outward customer communications
for FA, there is a consistent depreciation policy across the company
fo commissions we have OIC, but not in place in all US groups
Finance and Operations come together
figuring out how to be more profitable and cut expenses, you know data is visble
factories have their own allocation rules
FA benefits (common accounts, rules for depreciation ) is a huge step forward
evidence of decentralisation: change in the organisation chart, goals, or approval routings
ESE: sales rep access to all customer data
ERP took us in strategic direction of Shared Services
ERP introduced purchasing into non-manufacturing part of international, more global contracts, more visibility
ERP = building block for integration of acquisitions onto one platform
engineering looking at cost of more features vs expected revenues
EMC offices see the backlog data and they are working from that
EIM work stream working on data warehouse structure, first time doing this up front
buyers solely responsible for availability, but take CM flak for price changes
eg. Franklin do yield reporting their way, too decentralised
disparate IT groups in each of function was not scalable, cost efficient, or integrated
decision process doesnt get communicated very well, internally
decision making is more decentralised, they are given their goals, they are probably left alone if they deliver on them
corporate have the data to get to anything they want to get to
corporate are now happy that they own the process, so now they would be relinquishing more decision making locally
Cork manages 3rd party requirements directly through stateside supplier
Cork has planners for big customers eg. Fujitsu Siemens, US sites manage by product
consolidation, driven by tax issues, and integration, driven by growth
common processes means we can go to another country and work there
common IS architecture to support e-invoicing, global discounts
combination of sales operations and sales finance
co-locate payroll, T&E, travel, AP, Commissions & FA
close process for acquired divisions means feeds from their ERP
Make Centralisation Standardisation
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KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
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KPC Cork Quality
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KPC Cork Quality
KPC Cork Logisitics
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SIT Cork Sales
SIT Cork Materials
SIT Cork Materials
Manager Ed Collins OG
Manager Ed Collins MG
Manager Ed Collins OG
Manager Ed Collins EI
Manager Ed Collins MG
Director Joe Donovan MG
Team Lead Denis Barry MG
Paul Blackburn MD
Manager Finbarr Calnan MG
Director Finbarr Lehane OG
Director Finbarr Lehane MG
General Manager Byron Jones MG
Director Dave Montaine MG
Paul Blackburn OG
Manufacturing Quality IT Architect Tour Ala OG
Logistics Strategy Director Stephen Blackledge MG
Logistics Strategy Director Stephen Blackledge OG
Logistics Strategy Director Stephen Blackledge GS
Logistics Process Manager David Massie MG
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Planning Manager Denise O'Mahony MG
Vice President Mike Kerouac MG
Manager, Inside Sales Kevin Flanagan MG
Director Joe Scott MG
Director Bill O'Connell MG
Global Revenue Reporting Manager Kristina Fileva MG
Senior Director PPMG JB McCarthy MG
Director, Assembly & Test Bob Gee MG
Vice President Dick Lehane MG
Manager, PPMG John Byrne OG
BRM Manager Joe Pesta OG
BRM Manager Joe Pesta MD
BRM Manager Tim Stotz MG
Senior Director PPMG JB McCarthy SG
Manager Colman O'Flynn OG
Director Jerry Sheehan MD
Vice President Dick Lehane OG
Director, Assembly & Test Bob Gee MG
Product Allocation Manager Mike Terry OG
Manager Jim Milton OG
BRM availability and Inventory Manager Joe Collins MG
Manager Joe Healy MG
Snr Director Kevin Campbell MG
Director Bill O'Connell MG
BRM Manager Joe Pesta MG
BRM Manager, PPMG Marie Cooney MD
Director Denis Cronin OG
Director Denis Cronin SG
BRM availability and Inventory Manager Joe Collins MG
VP Kathy Lyons OG
Snr Director Kevin Campbell MG
Manager Colman O'Flynn MD
Observations
we need to start measuring, so now we have a radar chart so we can see exactly where we are, and we can see improvement
actually looking at it you say it doesnt look too complicated but to actually get there, quite a bit of effort
planned versus unplanned, is a big issue, how much time is spent firefighting, versus time is spent on planned work
in Engineering, weve KPIs around costs, routine maintenance, compliance, mean time between failures
For stock day provisions, we notice that some other sites are just taking gross stocks, they are not taking off any provisions
the production of the data that populates dashboard (Excel) is being output by SAP a lot more efficiently than previously
So the very bottom line of dashboard, we call it operating profit, but its really a sum of all our variances, and we are measured directly against plan
Hes not interested in sales, P&L account. And the reason being that we have no control over our sales.
we would expect to be positive to budget at the end of the year, ie. positive variances
so lets assume that costs go up with inflation, our standard costs have to come down, or else we are going to have a gap
standard cost is made up of raw material cost, labour cost and overhead cost
site expenses, labour costs, overhead costs and raw material costs cant be any greater than the recovery
for the 14 products, we multiply standard costs by the volume for each of the 14 products to derive our recovery, its our absorption
we have about fifteen key products here on the site, but we set a standard cost for the product
Finbarr Whyte, hes no interest in Financial Accounting. Hes more interested in the dashboard, ie. Management Accounting, and the variances
And the funny thing about PPP, yield and recovery, theyre all in management accounting
we need to push enough product through the plant to recover that overhead, by product
the recovery data coming out of SAP is very very good
Again the yield data coming out of SAP is very good
Reports out of SAP are very good for PPV calculations
To measure where we want to get to, and measure it when we get there
corporations go through periods of change, and as a result of that change, then were looking to do things, measure
Then if youre not going to meet your targets you either cut costs or you have a look at what your options are
We are putting more focus on when we planned to ship, thats becoming a KPI
am I getting the same results all the time, or is it just all passing, but theres a trend up and down all the time
How capable my process is, control charts
Tack time is the rate at which you need to make a product to satisfy the customer needs
at the moment we do it because you get the cycle time though Stage 1, big batches, its quicker, faster
When you are doing all this change, project ways of working becomes a way of life, so you have got to say, like, are we just going to get bigger sticks every week? It doesnt work
there is the carrot and the stick, we find the carrot more effective because naming and shaming can only produce short term
you have to change how you approach them, it could be a name and shame thing. When we run the change meetings, we assume people want to do these tasks
primary processes tend to be bulk processes and longer period processes, its probably more around the chemical composition performance, rather than the physical performance
the throughput of a given site from a QA perspective appears to be, using transactional data within the system, twice that of another site
it now allows us to start looking across-site performance and across-site benchmarking
keep an eye on how things are trending through simple mechanisms, run rates, growth versus prior year,
One-dimensional KPI is creating the behaviour that you dont really want (checking paperwork 15 times)
So in a less black and white world than corporate capitalism, you might set some sort of goal that is within 10% of the best.
when you look across our network, you see some spectacular differences in performance, against the same measure
"next node in stock measure can drive you to spend money where it wasn't needed
"next node in stock measure ties objectives of 2 nodes, creating correct behaviour and discussions between nodes
you can meet the plan and yet sub-optimise the supply chain, and clearly that happens
We measure the supply nodes on 2 things in essence: one is did they meet their plan, and two is, did they keep the next node in stock
if we are out of stock for more than 1 week for a hospital product, there will be a patient impact
if we are out of stock for more than 3 weeks in wholesaler network, there will be a patient impact
we set ourselves targets, in % terms, by order line
external shipment performance, do we have the goods in stock when the wholesale / retail network orders it from us
performance levels that mean we are on the shelf, whatever the retail outlet happens to be
pharma patients do not find themselves unable to use our product when it is prescribed for them
It becomes fairly routine after a while so I think they need to be refreshed, theyre serving their purpose
A beauty-contest element to it rather than what might one use the data for
some of the sites spend more time than is justified actually trying to manage those numbers
Finbarr would have a target for Internal Delivery Performance
why are you not using the template in a consistent way
is poor performance on completion on time due to a variation on the model or are they really having difficulties?
if some site seemed to be out of sync with the others then questions were raised
days of inventory, sales orders released on time, sales orders delivered here, there and everywhere
we get a target of 160 days
- how many orders do I have now
- whats the total backlog
eg. cycle time from 5 mins to 2.5 mins, floorspace from 20k ft. workspace to 10k ft.
# companies per sector, target per sector, # people for that sector
# FTEs and costs, # FTEs vs. transactional volume
accuracy of the MRP, not sure how you measure it though
Achieved availability
Agreed global metrics
you show variance on prior year forecast, but to get to the "why" its 5 more reports
you get everyone measured on the baseline, then figure out where you should be
you cant see any of the following on Oracle:
Yield from each of your inputs
Yield and GA (for product)
an average of 6 cases closed in an 8 hour day
what is the floors performance to their lead time commit
we put in a TP system, but not management indicators to say whether it was good or bad
we need to drain this # cabs per day, to FGI, or were in trouble
we can now show what happened $ of inventory (returned, sold, activated)
turns calculated by quarterly balances, not transactions
Tucci will look at EPS, gross revenue, gross margin, attrition, # people, revenue / employee and stuff
Test will put their metrics in terms of cycle times of cabs
Supplier Quality Index
Spend & headcount targets
solution process: identify a metric to track, and make it visible
SO tunraround time
SARBOX compliance
same TP, then drive same behaviour with same metrics, interpreted same way, from same sources
Sales order turnaround time
Sales Order Turnaround
run everyone together, 12 midday, to get consistency
revenue per employee less relevant now, because employee cost could be outsourced
revenue number - margin = cost of material consumed for revenue
Reprting structures not there to understand performance differences between plants
report tracks drain rate by day
productivity, CSAT and revenue would be the 3 big ones
Process & equipment Cycle time (throughput)
Post Sales Service
Performance to commit to customers
Performance to Commit is SharePlex, because the data is there
Performance to Commit
Output per head
Output / sq meter
opportunities in cost / FTE, tx vol / FTE and operational excellence
Operations Cost per box
NPI & Mfg readiness for Symm 7
MWD Part replacement time
MTBPR
most critical piece of information : how many million are left?
Mfg metrics: inventory and quality
metrics: are we selling enough services, s/w, product sets
Availability to revenue BRM
average lead time to ship = velocity with which we are processing orders
metric becomes obsolete, something else becomes current
measure # of employees and cost, # employees vs. # contractors
Manufacturing P & P (97.5%)
manufacturing inventory balance, at the end of quarter
Back to delivery on promises as measure of success
backlog aging
Backlog is a customer requirement, where we havent got the material yet to ship it (unfulfilled customer)
key metric: # pre-allocated, # go away, # came in but different
backlog is low, good for mfg, but your billings might be low as well, bad for corp
Inventory, receiving, backlog and availability
Inventory velocity
Inventory turns, now the new thing is Days of Supplies
inventory turns and inventory accuracy
Inventory turns
Inventory turns
idle time, average throughput time, performance to commit, short ships
Im measured on my performance on meeting my commit
I wont get intensive drill down and questioning, as long as I make the bottom number
how many of this model, how much dollar value, how many orders impacted by that model
high backlog might be because you havent got the product built yet
high backlog means you need to clear it, and get it out to the customer
have planners, buyers and quality looking at backlog
Fixed & Variable Cost per Box
fine to measure metrics when everything is going fine, another story at end of quarter
FA Cycle time
everyone looking at same numbers, calculated same way, interpreted same way
Every function is on an ILM/TCE target
E&O, Excess and Obsolete inventory
Dist issue weekly metric of shipped, approved orders, backlog (daily towards quarter end)
customer satisfaction (especially post-incident feedback
Customer Satisfaction
Customer Complaint Resolution Cycle
Customer Complaint Index
CSAT measured by customer surveys, responses to calls, # calls, how long to close them
bookings and backlog are high, but billings are low, some problem with manufacturing?
bookings are up but billings are down, something wrong with the approval process?
Coverage for test & debug
Cost of poor quality
core ERP elemental to big performance indicators
COPS metrics: how many Siebel quotes & how many SO's closed
complete shipments
Complete shipment
Complete shipment
Complete ship report
closing a quarter with a high backlog is messy
Catalyst hasnt provided information we use to monitor performance
BRM units / head
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KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Logisitics
KPC Cork Logisitics
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KPC Cork Logisitics
KPC Cork Materials
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SIT Cork Materials
SIT Cork Materials
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SIT Cork Materials
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SIT Cork Materials
ERP team Rose McCullough MG
General Manager Byron Jones MD
Manufacturing Quality IT Architect Tour Ala MD
Logistics Strategy Director Stephen Blackledge MD
Logistics Process Manager David Massie MD
Planning Manager Denise O'Mahony MD
Plannner Vivian Scanlon OG
David Ahearne OG
David Ahearne EI
David Ahearne EI
David Ahearne EI
David Ahearne EI
David Ahearne OG
David Ahearne OG
David Ahearne OG
David Ahearne OG
David Ahearne MG
David Ahearne OG
David Ahearne OG
Paul Blackburn GS
Manufacturing Quality IT Architect Tour Ala MG
Team Lead Joe Langan MD
Manufacturing Quality IT Architect Tour Ala MG
Director Finbarr Lehane MD
Diarmuid Murphy MD
Diarmuid Murphy MD
Logistics Process Manager David Massie OG
Diarmuid Murphy MD
Diarmuid Murphy MD
Steve Golding SG
Director Ciaran Long MD
Director Denis Cronin MD
Director, Assembly & Test Bob Gee MD
Manager, PPMG Marie Cooney MD
BRM Manager Tim Stotz MD
Product Allocation Manager Mike Terry MD
Manager Paul Cregan MD
Product Allocation Manager Mike Terry MG
Business Planning and Cost Accounting Controller Russ Kassalty OG
Americas Director Bob Sliney MD
Manager, Engineering Donal Downey MD
Manager Jim Milton CB
Director Bill O'Connell MD
Manager, PPMG John Byrne MD
Observations
the worse thing you have on lines is stopping and starting, told to shut off
you get public tenders as well, it can be a bit complicated, there is a lot happening, and stuff like that stuff might not happen at all
maybe they dont trust us
Somewhere, a huge spike occurs, in Italy
when you are looking at managing demand, this is very unstable
In steriles, a QA issue can mean all of a sudden having a whole months production under threat
the whole point of the global supply chain and ERP is that demsnd would flow back to us but its not coming through
the hope was that the demand picture would improve once we went to MERPS, because the majority of sites would be on MERPS
We could have a month to two months if were lucky for some customers and then nothing
The fluctuations you can accept, but what were seeing is nothing for the outer months of the year
in launch phase, dont expect forecast accuracy. When we launched that in the States after three weeks they were asking 280% more
if you knew how long material would be in the Lab, then you schedule more accurately the start and finish of batches
primary plan is adulterated by stockholding, batch rules and campaigning process in secondary site: Forrester effect
a lot of the volatility of that particular market is reflected in the Forecast Accuracy
you have a Firm Horizon where customers are not supposed to change their orders, and Im enforcing that a bit more
maybe additional marketing might be done on a product in the States, and we suddenly see demand going up
if there was a product recall or anything like that, obviously demand can drop
what we are getting through the system could be completely different to what they are saying
customers could say, demand is 10 tonnes for the year, but the numbers they send through the system could be rubbish
we know that our current models pose us severe difficulties
were not that smart, we cant outsmart it, we cant keep chopping and changing and twisting and turning
Sapatnet demand has gone from two tonnes up to 7 tonnes to 5 tonnes to 4 tonnes at the moment
if Quality detects fails a batch then they may have to make another 2 or 3 batches towards the end of a campaign
there are so many different scenarios that could come out of the fact that youre not seeing the correct agreed figure
theres so much second-guessing because it could just be the simple case that the orders havent gone up yet
Youre kind of double-guessing the customer, it gets messy
with some customers, what they tell you 3 months in advance is completely different to what theyll take 3 months down the line
one or two customers whose forecasting is so poor that once it comes in, they nearly 100% of the time change that
the idea is supposed to be that they only up-date it once a month
One day you could have a line of demand for 100kgs of a product for 1st October. The next day that could be 250kgs for 10th October
theres a political element where customers are keeping quiet, they dont broadcast a huge increase like that until they really need to
they predicted that the drug would die off, but in fact the life of it is prolonged a bit so demand drove up
they might increase it and the following week they might decrease it again
we can transfer our products from one site to another and it doesnt work as well
even now we make tweaks to products and processes, and we dont know why it doesnt work
how does volume demand coming into the network correlate to the financial predictions for top line performance
youll do a whole stack of blending, tableting and coating, and in between theyll go back and sit in the warehouse for a while.
the nature of my job at the moment (shift based), you react to the situation, you see the problems which will occur, and your focus is much more short term
the pharmaceutical industry and planning are not two terms that traditionally go hand-in-hand
And of course what does that do to manpower loading. How do you set your manpower levels
they could make 9 batches a week for 3 weeks, and suddenly, in week 4, go down to 4 batches a week
no way that we can know if we are on the supermarket shelf, the hospital shelf, the pharmacy shelf
we can afford to come out of this campaign earlier, go into the next campaign, or vice versa
it can fluctuate quite a lot, its normally anything up to 60% or 70% really,
you bought for 30 batches, they might cut it at 20 batches, or they might decide, OK, well do 35 batches
because of manpower, they decide well cut process Y on Friday and start it up again on Monday
they normally tell us how many packs they require, we dont have visibility of their sales
theres constantly a review of whether were manufacturing in the right place
you may have to hold anything from 1 to 9 months of that product in stock at any one time
2 or 3 changes within the one week, even daily, its not the way to work
with product transitions, $ 00,000's of CM that could be bad all of a sudden
with a good forecast, I could put capacity in place without incurring huge cost
A different decision given imperatives of moment
whether you want more RMA vs FGI depends on time of the quarter, and material supply
when orders happen is the only variable, we always make the quarter
What is the impact of a purge?
were pulling to availability to be able to utilize our capacity
well be able to have an estimate of it by looking at commissions and bonuses
we really murder our suppliers, by doing all these changes
we pay them to manage our variability in demand
we give them hard data to make decisions, they just dont know whats coming
we either need more orders for cabs, or start sending BTSs over the lines
we are putting in pull strategies to stuff that we dont actually add value to here
Variations on build schedule from Materials
there's always pressure on the RMA pool (complexity, breadth, new products)
theres not a quarter that goes by where shit happens
there is overlap across solutions, forcing sales to commit to a config is unfair
then at end Q2, ERP or no ERP, sales didnt happen, we had a lot of finished goods
the tough thing is, now they tell you, its 3 hours behind, well what do you do?
Test times and related quality issues main concern during quarter
taking the frame that you have, pushing it all the way through: build to stock
tactical short term information on RMA's isnt available
should only have +'s or -'s between quarters, but revenue doesnt follow plan, a big driver on sales office expense
should cost based on linear plan, but in Q1, we had to get our suppliers on 2nd shifts, overtime
Sales Ops don't know what will be available
qtr end: material shortages, purge has happened, lead times get stretched
Purge: product thats in-house has to be re-worked for a particular reason
planned more drives / cab than shipped = spare drives!
our next MRP run showed we were netting all this in finished goods
our forecast is certainly not level loaded
orders Im 85% sure will come in, and 65% sure config will change
on morning of 2nd my inventory comes down by 50 cabinets, or $20 million
more likely to have an effect is the stuff thats happening in the middle, the materials
Mfg can't predict returns from customer service due to variable churn
KanBan works great in a repetitive environment
Jerry doesnt know what the next order to come in is going to be looking for
Its very much forcing people to work together
Its very difficult to predict the issues that happen in this place
it would be rare for demand to change so much that it would have a huge effect
it amazes me we cant get a better handle on it, with so many purges going through
How to deal with build plan changes?
How to deal material supply changes?
how much of bad product is allocated, and Oracle doesnt actually tell us that
how fast its going to be to apply the change may not be easy to get
go from 20 cabs a week to 60 cabs a week incurred premium costs
fluctuations screw CM's up the most, theyre throwing the money out
Estimating usability of RMA material is difficult
dont want to freak Sales out with all these new systems
Demand picture changes every day
demand forecasting: maybe a dartboard would be better
Component issues and false starts
changing to a new product family, and old vendor isnt getting new business
can't project what repairs would be coming back in from Seagate
cant predict level of activity required to produce target # boxes
because the target is moving, so what you have to do is to standardise on something
Backlog may be caused by material shortage, purge, labour capacity, server downtime,
are you going to make the BRM, or are you going to second guess it
arbitrary call, should be OK, we can process the $50m
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Make Uncertainty
Plan Uncertainty
Plan Uncertainty
Deliver Uncertainty
Make Uncertainty
Make Uncertainty
Make Uncertainty
Make Uncertainty
Make Uncertainty
Make Uncertainty
Make Uncertainty
Buy Uncertainty
Buy Uncertainty
Plan Uncertainty
Deliver Uncertainty
Plan Uncertainty
Make Uncertainty
Buy Uncertainty
Plan Uncertainty
Make Uncertainty
Report Uncertainty
Deliver Uncertainty
Buy Uncertainty
Deliver Uncertainty
KPC Cork Warehouse
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Sales
KPC Cork Sales
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
SIT Cork Sales
SIT Cork Sales
SIT Cork Materials
SIT Cork Materials
SIT Cork Sales
SIT Cork Materials
Responsibility Role
Manager
Manager
Manager
Manager
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Manager
ERP team
ERP team
ERP team
Manager
Manager
Manager
Manager
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
Director
Plannner
Plannner
General Manager
General Manager
Planning Manager
Planning Manager
Planning Manager
Planning Manager
Planning Manager
Planning Manager
Team Lead
General Manager
Logistics Process Manager
Planning Manager
Planning Manager
Planning Manager
Controller
BRM Manager
Controller
Business Planning and Cost Accounting Controller
Snr Director
Manager, PPMG
BRM Manager
Director
AP and General Ledger Controller
Snr Director
BRM Manager, PPMG
Director
Manager, PPMG
Manager
CIO
Controller
BRM Manager
ex-General Manager
Director
Director
Director
Snr Director
Snr Director
Controller
CIO
BRM Manager
Director
Controller
Manager, PPMG
Vice President
Manager, PPMG
BRM Manager
Customer commit
BRM Manager
Manager, PPMG
Controller
Reporting group
Snr Director
VP
Product Allocation Manager
Manager, PPMG
BRM Manager
Director
Controller
Manager, PPMG
Controller
Vice President
Manager, PPMG
Director
Controller
Director
Snr Director
Director
Director
Director
BRM Manager
Director
Reporting group
Manager, PPMG
Director
Director
Vice President
Inventory control
Americas Director
BRM Manager
Manager
Snr Director
Manager
CIO
SVP & Corporate Controller
CIO
Vice President
Director
Controller
Manager
Manager
Inventory control
Director
Customer commit
Customer commit
Director
CIO
Snr Director
Snr Director
Manager, PPMG
Snr Director
Snr Director
Manager
Manager, PPMG
CIO
Inventory control
Assembly & Test
Director
Controller
Director
Controller
CIO
BRM Manager
Manager, PPMG
Controller
Director
Director
CIO
Director
Manager, PPMG
Manager
Director
Controller
Manager
Manager
Director
Manager
Manager
Snr Director
Director
Snr Director
Snr Director
Americas Director
Director
Director
Vice President
Director
Americas Director
Vice President
CIO
CIO
Vice President
Manager
Director
VP
Director
Inventory control
Planning Manager
CIO
Name Cat
Martin Steele MG
Martin Steele MG
Martin Steele OG
Martin Steele EI
Denis Barry EI
Denis Barry EI
Denis Barry EI
Denis Barry EI
Denis Barry EI
Denis Barry EI
Denis Barry SG
Denis Barry EI
Martin Deegan EI
Rose McCullough EI
Rose McCullough MG
Rose McCullough EI
Finbarr Calnan EI
Finbarr Calnan EI
Finbarr Calnan EI
Finbarr Calnan EI
Tour Ala MD
Vivian Scanlon OG
Vivian Scanlon OG
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Finbarr Lehane SG
Finbarr Lehane SG
Finbarr Lehane SG
Finbarr Lehane OG
Finbarr Lehane MG
Finbarr Lehane SG
Finbarr Lehane EI
Finbarr Lehane EI
Finbarr Lehane EI
Finbarr Lehane EI
Finbarr Lehane EI
Diarmuid Murphy EI
David Ahearne OG
David Ahearne OG
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones OG
Byron Jones OG
Byron Jones OG
Byron Jones OG
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones OG
Byron Jones OG
Byron Jones OG
Byron Jones OG
Byron Jones SG
Byron Jones OG
Dave Montaine OG
Sarita Kotek SG
Sarita Kotek SG
Vivian Scanlon MD
Paul Blackburn OG
Vivian Scanlon MD
Diarmuid Murphy MD
Diarmuid Murphy MD
Byron Jones MD
Byron Jones MD
Stephen Blackledge MD
Paul Blackburn EI
Denise O'Mahony MD
Denise O'Mahony MD
Denise O'Mahony MD
Denise O'Mahony MD
Denise O'Mahony MD
Denise O'Mahony MD
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Tour Ala EI
Tour Ala EI
Tour Ala EI
Tour Ala MG
Tour Ala MG
Tour Ala SG
Tour Ala EI
Tour Ala EI
Joe Langan MD
Diarmuid Murphy MD
Byron Jones MD
Tour Ala MD
Stephen Blackledge MG
Stephen Blackledge GS
David Massie MG
David Massie SG
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Denise O'Mahony EI
Diarmuid Murphy MD
Diarmuid Murphy MD
Diarmuid Murphy MD
Diarmuid Murphy MD
David Massie MD
Denise O'Mahony MG
Denise O'Mahony MG
Kevin Flanagan OG
Chris Barry EI
Joe Pesta OG
Chris Barry EI
Bridget O'Sullivan MD
Russ Kassalty EI
Kevin Campbell CB
John Byrne EI
Tim Stotz EI
Jerry Sheehan EI
Karen O'Sullivan EI
JB McCarthy OG
Kevin Campbell EI
Marie Cooney OG
Jerry Sheehan EI
Marie Cooney OG
Paul Cregan EI
Mark Quigley EI
Kieran Barry Murphy OG
JB McCarthy EI
Kevin Flanagan OG
Tim Stotz MD
Joe Scott EI
Ciaran Long EI
Donal Downey EI
Karen O'Sullivan EI
Denis Cronin MD
Kevin Campbell MG
Kevin Campbell CB
Russ Kassalty OG
Kieran Barry Murphy EI
Donal Downey EI
Mark Quigley CB
Tim Stotz MD
Joe Scott MD
Chris Barry EI
Marie Cooney EI
Dick Lehane MD
Marie Cooney MG
Joe Pesta MD
Maoliosa Curtin EI
Tim Stotz EI
Marie Cooney MD
Jonathan McCarthy EI
Kevin Campbell MD
Kathy Lyons CB
Mike Terry OG
Karen O'Sullivan EI
Marie Cooney MD
Tim Stotz EI
Donal Downey OG
JB McCarthy MD
John Curran EI
Kieran Barry Murphy MG
Marie Cooney OG
Donal Downey EI
Mike Kerouac GS
Marie Cooney EI
John Curran EI
Jerry Sheehan EI
Kevin Campbell EI
Jerry Sheehan CC
Jerry Sheehan EI
Joe Scott EI
Joe Pesta OG
Bill O'Connell CC
John Byrne EI
Joe Scott EI
Ciaran Long EI
Mike Kerouac MG
Tim Hourihan CB
Bob Sliney CB
Tim Stotz EI
Jim Milton EI
Kevin Campbell CB
Bert Murphy EI
Mark Quigley MD
Denis Cashman MD
Mark Quigley CB
Mike Kerouac CB
Joe Scott EI
Paul Cregan EI
Bert Murphy SG
Bob Gee CB
Tim Hourihan EI
Karen O'Sullivan EI
Cherie Dentiste EI
Maoliosa Curtin OG
Maoliosa Curtin MD
Jerry Sheehan EI
Mark Quigley CB
Kevin Campbell EI
Kevin Campbell SG
Donal Downey OG
Marie Cooney OG
Kevin Campbell EI
Kevin Campbell EI
Colman O'Flynn CC
Marie Cooney MD
Mark Quigley EI
Karen O'Sullivan EI
Tim Hourihan EI
Mike Regan OG
Dave Fraser OG
Kieran Barry Murphy MD
Jerry Sheehan EI
Kieran Barry Murphy CB
Mark Quigley EI
Joe Pesta OG
Marie Cooney MD
Russ Kassalty EI
Joe Scott MD
Bridget O'Sullivan MG
Dave Fraser OG
Mark Quigley EI
Jerry Sheehan EI
Marie Cooney EI
Paul Cregan MD
Donal Downey EI
Ciaran Long MG
Jim Milton CB
Donal Downey EI
Joe Biagioni MD
Donal Downey CB
Bob Gee MD
Bert Murphy SG
Bill O'Connell CC
Kevin Flanagan GS
Bridget O'Sullivan CB
Mike Terry OG
Paul Cregan EI
Paul Cregan MD
Kevin Campbell EI
Dave Fraser EI
Kevin Campbell EI
Kevin Campbell EI
Bob Gee EI
Mike Terry OG
Bob Sliney EI
Jerry Sheehan EI
Jerry Sheehan EI
Mike Kerouac EI
Ciaran Long CB
Bob Sliney EI
Dick Lehane OG
Mark Quigley CB
Mark Quigley CB
Mike Kerouac EI
Bert Murphy MG
Denis Cronin EI
Karen O'Sullivan EI
Kathy Lyons EI
Donal Downey EI
Jerry Sheehan EI
Tim Hourihan EI
Bob Costelloe EI
Mark Quigley EI
Observations
Individualism allows you to re-write the rules
with the best will in the world, people dont try to screw things up, but they do show maverick behaviors, doing what they think is right
The noise, changing horses in midstream, absorbs resource and cause chaos and confusion
ideally we would like to be able to do those things locally
door to door times, so from the receipt of raw materials to shipping the goods, theres no standard report
Whats lacking afterwards is the ability of the ERP systems to provide reports quickly for the business
what GSK want would be different to what Pfizer want [in terms of SAP mods]
To do it [scenario planning] on the spreadsheet could take you half an hour, to do it on the system could take you half a morning
moving around from month to month shouldnt be a part of the agreed business but it happens
MRP systems dont have the intelligence required behind the scenes to get out a capacity plan
But we have got 3 or 4 bits of key functionality since go-live
I dont think any ERP system would have solved [demand variability] problem
we need a tool for making analytical decisions, should we give flexibility or not
youre making 10 next week, youre only converting 5, dont go too far ahead in case something changes
They can change mid-campaign, once the order is planned not converted,
the stock is perfect, you could ship it tomorrow, but customer doesn't want that batch, so in that sense, Excel is a lot more flexible
planned orders, which havent been converted, can be adjusted, converted orders are kind of set in stone
it allows us the flexibility that we can modify the demand
you need ten tonnes, plus but you need to close at five tones, so you need process orders for fifteen tonnes
were stock building, and if you need 10 tonnes, then SAP thinks that you will have orders for ten tones
you need to be able to see where one is starting, one is ending, and also the volume, the quantity
when you are sharing a bay you can do one product at a time. Its difficult to plan that in SAP
there is a lot of interaction with the buildings and bays, a lot of products impact on each other, and I dont think that SAP has the flexibility that we need
And were not that flexible to respond to that kind of market
US army will buy $600 m worth of goods, theres the basket of goods, you bid for that
business is getting tougher, tenders are becoming an issue now
the secondary sites are trying to fit NPI down the same line
a multi-market warehouses feeds hospitals, feeds customers and feeds doctors
by 2008 we could have 2 operating models in this plant, you could have 2 companies even
MRP run to follow changes planners make daily, eg. after the review of the previous weeks performance
Were constantly in and out of production, were finishing production at the end of the year, so were currently stock-building
It happened recently, where we agreed approximately 40 tons and over the space of a week, and it went up to 60 tons
We may get awarded that tender, and we may not, so you have got two scenarios
you have to revert the spread sheet modeling, outside your systems, when you want to look at range and intelligence
this is where sometimes you have to use spreadsheets, for low and side scenarios, because both Manugistics and SAP can only handle one number.
if you have a forecast accuracy plus or minus 20% historically, your demand is 72,000 to 96,000, its not 84,000
The problem with our system, is it just handles one set of numbers. It doesnt handle the range, and thats the limitation
All three [planning processes] need different tools, different techniques
this wont tell you the compression machine 6 is over capacity in four months time
this [Kanban] is only as good as a couple of days
In an emergency, they can stick a lorry on and two hours later, we get it from Dartford
So you calculate Kanban levels and buffer levels slightly differently, depending on your supply chain complexity
What we said to the core team is, find better ways to frig process orders please, right?
For global supply, weve got 1400 ship-to addresses, for NPI business youve got one
A new product batch may have a different routing, different ingredients, different item, different quality control parameters, no sales and Distribution data
25% of all our batchs are new product batches, but that consumes 40-45% capacity due to launch inefficiencies
the R & D guys want to run new product on production scale equipment, for clinical trials, for registration purposes, for stability batches
in three years time we will not be manufacturing any one of those twenty nine products that we currently manufacture
we wanted more flexibility and agility from Cork, they want fixed production schedules of 3/4 months, and wed like fixed schedules 3/4 weeks
they make a lot of SKUs, and different packs, and different components, and they have to clean the line down, with the regulatory pressure to reconcile everything
Instead of producing zillions of packs of the same thing, we may set up completely different supply chains
the emergence of products that would be patient group specific
things fall behind, some things you get ahead in, you are tweaking it the whole time
due to long lead times, plants carry significant intermediary stock, if demand suddenly goes up, they can release buffer stock
we have customer agreements with certain parameters, time fence but we do hold a certain amount of safety stock in case something does happen
customer increases by 5 tonnes the annual demand, but we look at safety / strategic stock, or postpone decision to later
our supply volume for the year has actually gone up 5 or 6 tonnes, but that could come back down again next month
When a markets got three months of stock, what we can say is we want to reduce the stock levels for that month to a lower level
this allows us to drive, to put on additional shifts, recruits, buy equipment, decide when to transfer a product out
to my knowledge this is unique, on the scale that we do it, but issue is to identify the events that require it
Each EU country budgets and plans for requirements for year: ERP approach reflects the decision-making of line organisations
we would bring down stocks in commercial entities who are above safety level, and re-allocate the production to where it's needed
make the information available simultaneously to everybody, with a set of rules about how they interpret it
60% of our workload would be scenario planning
a power outage might mean you have lost a batch
if they had to take a building down for 3 months, whats the knock-on effect
find me somewhere where we can make it
can we accommodate a new product and a valuable product in the same bay?
am I flexible for production volumes, at the same time maintaining customer supply and Strategic Stock Levels
And then they all have their own little sub-systems that theyll want to keep
people will convince you that we should have a different way of paying suppliers or employees in one country to another
the Revenue cycle around pricing, you need flexibility, and you need flexibility on your tax and fiscal aspects
when you deploy, people are reluctant to go to a global template, theres always a reason why theyre different
Not to say its wrong to use Excel, its just that its an element of risk.
self-managed (greater risk in compliance) or locked-down (but in reality full of Access and Excel)
youll still be stuck with that standard report that they originally asked for
the way we design ERP or DW, is not flexible enough to allow that site to innovate in reporting
a new guy comes in and says I want to find out information by a different means or Search it this way rather than that way
significant growth in NPI, getting new products from R&D to manufacturing as fast and as best as we can
MRP systems hardwire a set of worst case scenarios
MRP systems hard-wire lead times, they hard wire production against forecast not actual demand, and they hard wire the latency
execution system that would be based on flow, and triggers about what stock we had at what nodes
for supply chain performance, you would be unlikely to put conventional MRP systems in at all
Well its easier to manage it if youre closer to the market, you can respond faster
theres very few processes where we actually do a once off single campaign
R&D work on lead times of days, if it comes through the pipeline, they want to tablet made next week
Im a libertarian, I think people should be able to do what they need from a reporting perspective
because weve got the entire worlds stock in our Manugistix system, we can do that pretty quickly
visualise end to end demand information and supply information, to model changes: size the pipe correctly
a standard process produces demand forecast monthly, but updated daily if necessary
all 3 levels have to be designed to achieve those service levels
the 2nd level performance criteria is that our service level at those break points is 100%.
sites talk to customers to agree whats best for their particular part of the business
for 3rd parties were moving away from Buy/Sell/Order/Placement relationship towards collaborative one
they preferred legacy system because they were able to fiddle it to give them the information they wanted
thats not as good as the Access Database that Fred wrote
there are some quite good tools in SAP, but they never seem to be quite what everybody wants,
spend another 20million to get reporting capacity without knowing saving because we might never use it
reporting is a weakness that nobody could ever identify up-front
they dont have business modelling capacity because requirements change on a week-by-week basis
All I want to know is how many orders weve sent to Brazil that was also sent to Spain in last 6 months.
the availability of information has been impaired because of the Compliance nature of the system
getting MERPS to work with automated KanBan warehouse systems in newer sites has been tricky
ERP is not for scenario planning, which would be a lot of what we do
QC might only analyse it maybe 2 days before theyre actually going to use it, a just-in-time sort of situation
towards the end of your last campaign obviously you might have some excess material left over, you just buy according to that situation
wed have 2, 3 or 4 campaigns a year, so any materials unused in campaign #1, you just carry forward to campaign #2
if wed a campaign to do 30 batches, and someone decides, seeing as were in it now, we can actually do an extra week
so long as the inventory levels kept within certain parameters, it didnt matter when they delivered
you might build stock that might cover you while the other product is in your bay
you are allowed dip below Strategic Stock Level but you bring it back up again once you get your bay back
# customers per segment not always clear, due to different segmentation rules
1 year negotiation to get access to SharePlex
20 different suppliers that fall under the overall umbrella of EMC Select
90% of enhancements to ERP relate to revenue reporting, the rest are ignored
a SharePlex query that is used a lot becomes a report
a third of the business deserves 3-6 months delay in order to figure it out
adaptation is a challenge where business model is based on current structure
ad-hoc reports can run off each local database (31), one refresh per day on the global cube
all transactions do not affect inventory, thats what the problem is
Allocation of product not manufactured in Cork
allocations functionality is there in Oracle, just not there at go-live
any sales rep can book any product
article lead times, one of things we chose not to use in Catalyst
at the end of quarter, we ask customers to accept partial shipments
Avoiding real issue by asking business to change
backlog is by definition all open orders
because of commissionaire, Brio / NRT feeds Essbase, and includes correct breakout by country
your business says maybe youre not quick enough to give them what they need.
youre an easy account to work with, so if you asked them for a favour
youre always changing TP system, then you have to report on the change
you will end-up with individuals with very different targets
you need to be able to manipulate the data to meet your reality
you know they may need to re-categorise stuff for presentation
you have the ability to add accounts, if you add them they are available to everyone
You dont build a system for the exception
you could use SAPs electronic invoicing, Xions discount management tool
You can't predict criteria of mgt decisions
with Oracle, all we got was, brown paper processes and all that
weve encouraged the countries to use Monarch
were paying for people when we dont need them, but dont have enough when we do
were expected to ship whatever comes in, no matter what time
we want it transacted and off our books, but the customer complete ship
we try to manage falling margins for older products with standard cost
we put in OIC, now Oracle have a new version of OIC out that we probably wrote for them
we change organisational structure, we may need information in a different way
we can't just rely on system data, constant manipulation to get to our reality
we bought SAP licences already, otherwise we would upgrade Oracle
users require more flexibility in reporting by company, product or product category
user interface to data is critical, not just how quickly you get data back
Use SAP to support Pirahna project?
US wont try to complete ship, international customers wont tolerate a partial ship
US preference is do it on Day 32. Cork preference is transact the pVal
Brio doesnt give us additional information, but the way it shows us information is critical
upgrade order may happen next day, or through a re-seller, or transferring s/w
Brio gives access to all this data and lets user manipulate it
tweaks in every country, different invoicing entities, entities cant invoice in certain currencies
troubleshooting Brio reports is problematic
to maintain responisveness on shipping, youve got to have some minimal lead time
to integrate Legato / Documentum into EMC s/w support, major changes needed on both sides
they will be asked to do more 'cos a peer is doing less
they go on to the next big thing, and small things dont get done
they are not going to be prepared to run a gazillion reports in Oracle
theres unique things in our transactions (how customers buy, how order is booked)
theres 40 up revs a week, 1 purge a week
thered be a huge amount of latitude in what the different plants do
the way EMC looks at its business is always shifting, so custom reports would require a lot of modification
the same for Oracle, the connections arent great, relative to how we do business
the process for approving the order, whether its the first day or the last day, you know, Sarbanes doesnt care
the next day when you come in, you cant pick release, you can only ship
but normally when you change a process its going to cost money anyway
but things can change in a week in this business
the data set is structured, just the views are different
but were always surprised at how difficult it is to get the system to play nice
the customer wants Project Y on the invoice, nothing else
Template processes developed for Symmetrix
system built for Symm fulfilment, rather multi-sourced scenario
Support 100 different countries
Standardise the number of configurable options
SSP challenges are in flexibility and functionality of routing (eg. streamlining)
software drop ship, aka electronic fulfilment
Ship Clariion drive as Symm
SharePlex should be used for ad-hoc reporting, NRT for summary reports
Service want to keep the invoice in Winpeak. They can control it better.
SAP as approval vehicle, Oracle for GL, replace SSP with external catalog
Can be difficult to drag the data out of ERP
same for planning, done differently in 3 plants
Same day order turnaround for Clariion
rules had changed on accounting
revenue numbers can be skewed as well, particularly in terms of software content
canned reports are too standard and not in a summary format
reservation system and available to promise are not really readily available
Require end-user data for revenue recognition and service
reporting of information is one of the biggest things were always trimming around with
re-negotiating contracts so purchasing plans are staggered to new demand picture
re-inventing ourselves to stand in front of the market, drives us to ask for information in a different way
reality is that if you don't re-invent your business. It doesnt work.
purchasing bought Spend Analytics, which adds to the complexity of the environment
PS can only be invoiced by the country, it cant be invoiced by Ireland
product revenue goes to Ireland entity in Oracle, if Essbase took feed from Oracle, Ireland would have all revenue for the region
Product mix change: Clariion sales growing
Centralised supply means longer lead times
Process improvements compromised
print statutory accounts OK if there is only 2 companies in the set of books
planning applications from ERP vendors not very robust
planners work off Maintain Backlog Comments, and use it live
pivots we look at are approved orders, revenue orders
Packing list didn't work
organisation, market and business model shifts, so timely information for DM to support goals is difficult
orders from 7 or 8 different sources, but Catalyst structured by factory
changed from h/w to a multi-sourced product and s/w company
changes to existing products due to quality or improvement
orders come in at 11.30 and are shipped by midnight
orders can get split in 3, and never get back together again
order can draw supply from Cork, Franklin, Apex or field
Order anything
Oracle report is instantaneous but can't be manipulated
Oracle has transactions, key is data warehouse, is it giving the information run the business
Oracle has transactions, but you rely on other systems for decision making
Oracle could not ship confirm as material arrives at X dock
on-hand report, stock movement report, nesting report, nesting validation report, cycle time report
one guy saying KanBan, another saying reduce inventory, I cant do both!
on the last day you wouldnt even review the order just approve it
not as user flexible as SAP for logisitcs
no-one expected the downturn, so getting rid of some of the management, and getting them out selling
new DW should be inclusive and flexible (manipulate and cut information in different ways)
multi-source model proliferating: every week a new supplier comes on board
Melissa chucks data around, because shes asking different questions
maybe customer has SAP and it only accepts one invoice per PO
many enhancements because Catalyst designed for Symm
looking at electronic payment for suppliers, would have to interface to Oracle
local chart of accounts fits within ERP, becomes basis of separation for local statutory reporting
KanBan process not our core competency
it can frustrate people that they cant do something quick and dirty
IT asks business to change instead of fixing issue
issue may not be to make a decision, but to be compliant locally eg. Intrastat returns
in Oracle, youd have to write a different report for every plant: nightmare!
in an organisation like EMC, you need to look at costs and revenues in many different ways
If product short, how to ensure margin goal?
I would put it down to more evolution than grand plan
considerate of the perception in the market with the customers
how much we buy from them, they also know how much we sell to them
How an ERP system can keep pace with the dramatic change in business
Have we capacity left to hit build plan?
Growth of partner business
Full range of products
frequency of goals dictated by customer, product, and sales cycle
for a decision, business wants to look at information differently, eg. split hardware, software, PS
financial consolidation for BV is entwined with any legal re-structure
every deal you do gets coded 10 different ways (best margin)
Essbase is a very powerful tool, a lot more user friendly than Oracle, spreadsheet based
Essbase allows roll-up changes very easily, in Oracle it's not that easy, its not as flexible
ERP system today doesnt address change in business
ERP system cant give exactly what you want, MMIS does
ERP hinders our ability to change
ERP fitted around current process without looking at scalability
Cork Sales Ops deal with country managers, US with everyone
ERP doesn't accommodate dynamic changes of business
ERP didn't meet customer / logisitics requirements
ERP capability limited for production
EMC needs to price for global customers
EMC hasnt integrated Legato / Documentum systems
Electronic distribution of software products
EIM will try to meet requirements, but 6 months after go-live, there'll be 3 more holes, because things change
DW works when we first do it, but it continues to evolve
Distributors buying Piranha to stock
didn't gain anything over Mac-Pac, except ability to do more volume
Day 32 helps them close the books
Customized ERP instead of meeting it halfway
Customising Oracle reduced its value
Custom built planning solution
creation of data warehouse, and sorting, cutting, reporting based on what you think you know
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KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Warehouse
KPC Cork Warehouse
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Planning
KPC Cork Quality
KPC Cork Quality
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Materials
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Sales
SIT Cork Materials
SIT Cork Sales
SIT Cork Materials
SIT Cork Materials
SIT Cork Sales
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Sales
SIT Cork Materials
SIT Cork Materials
SIT Cork Sales
Team Lead Denis Barry MD
Paul Blackburn MD
Paul Blackburn MD
Paul Blackburn MD
Paul Blackburn MD
Paul Blackburn MD
Manager Finbarr Calnan OG
Director Finbarr Lehane SG
Diarmuid Murphy MD
Paul Blackburn MD
Paul Blackburn MD
Paul Blackburn MD
David Ahearne EI
David Ahearne EI
David Ahearne EI
David Ahearne EI
David Ahearne EI
David Ahearne OG
David Ahearne EI
David Ahearne EI
David Ahearne EI
David Ahearne MG
David Ahearne OG
David Ahearne OG
David Ahearne OG
David Ahearne EI
David Ahearne OG
David Ahearne OG
General Manager Byron Jones OG
General Manager Byron Jones SG
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn MG
Paul Blackburn GS
Paul Blackburn GS
Paul Blackburn EI
Paul Blackburn MG
Manufacturing Quality IT Architect Tour Ala OG
Team Lead Joe Langan MD
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Planning Manager Denise O'Mahony OG
Planning Manager Denise O'Mahony GS
Manager, Engineering Donal Downey OG
Manager Jim Milton MD
Controller Kieran Barry Murphy OG
Assembly & Test Mike Regan EI
Director, Assembly & Test Bob Gee OG
Manager, Direct Purchasing Margaret O'Sullivan EI
Planning Manager Bob Costelloe CC
Consolidation Manager Bridget O'Sullivan MD
Controller Chris Barry MD
AP and General Ledger Controller Karen O'Sullivan MG
Assembly & Test Mike Regan MD
Product Allocation Manager Mike Terry MG
Inventory control Tim Hourihan OG
Manager, Inside Sales Kevin Flanagan MD
Director Denis Cronin MG
Director, Assembly & Test Bob Gee EI
Director Jerry Sheehan OG
Planning Manager Bob Costelloe EI
Planning Manager Bob Costelloe MD
Snr Director Kevin Campbell OG
AP and General Ledger Controller Karen O'Sullivan MG
Inventory control Tim Hourihan CC
CIO Mark Quigley MD
ex-General Manager Veronica Perdisatt OG
SVP & Corporate Controller Denis Cashman CB
ex-General Manager Veronica Perdisatt CC
VP Kathy Lyons OG
Americas Director Bob Sliney OG
Director Dave Fraser CC
Global Revenue Reporting Manager Kristina Fileva OG
Global Revenue Reporting Manager Kristina Fileva MD
Observations
we have to have constant discussions with our markets about what they really mean
you always have to have somebody whos talking to the markets all the time, to understand what is actually going on out there
if you keep changing things, you get noise
SAP should produce this automatically, it should have a correct valuation
Weve identified stock-outs when somebody goes to request a quantity that we dont have, but the system wont record stock outs for us
the data in JD Edwards fed directly into Unison, we never had to change anything, its since we moved to SAP we are after moving backwards
Unison (Fin Reports) started the year I started here which was 1991. Its a long time, for one of the key packages
we have had a dashboard (Excel) for the last 17 years, it hasnt changed that much at all
Everybody is working from exactly the same template. So from a corporate point of view it makes a lot of sense
theres about ninety plants, and they are all consolidated at head office
Dashboards, you are only seeing one side, you are only seeing a P&L account really, there is no balance sheet in dashboard
The problem is the data coming out of SAP mightnt give you a complete trial balance ie. a balanced trial balance, thats why we have to tweak
Banking cash, we were hoping for a huge improvement there, automatic bank reconciliations still hasnt happened
reporting for capital accruals is very poor, we get that data directly from engineering rather than SAP
Fixed Asset accounting has become a lot more complicated
I suppose part of the problem is that people are comfortable with certain tools, its not something we like to see
wed try to do it ourselves, pulling off 2 or 3 standard reports, download them into Excel
For consolidation, the books close and then they send us the data
the set-up on JD Edwards is different from market to market
and in that we have our actuals, we have our forecasts and we have our plans
above country, if you want to know anything about GSK or our results or financials, how were performing, we would access that system
above country we set up a common code, the businesses have to populate a consolidation system which gathers data in a common format
We have an operational template of SAP that is a couple of years out of date
Im very unhappy in MERPS ability to meet SarBox requirements, it is very unwieldy
if they start running out, we start shipping. So effectively were managing their inventory for them
a lot of that would be done on Excel spreadsheets again if were talking the outer months
You effectively bump-up demand in SAP with a stock build requirement to get an accurate reflection of annual demand
the higher level planning is still maintained on Excel, because its a lot more flexible than the ERP systems
And thats ideally what youd want, show me the history of that piece of equipment [inspections]
actual production figures via a communication e-mail sent every Monday morning
the inbound logistics guy, Dave, he is reviewing that on a daily basis, if anything major comes in through the system he will alert us to it
So obviously you can modify this, but these are coming in from external links so thats the difficulty
and then, there is this column, where you can just add in then, the difference, or the, you know, its a safety stock really, is what wed call it
on a Monday, to make 10 batches this week, we have to convert the orders so that Process can see the orders now become available, 1 per batch
we would create the demand in SAP by using the screen, the daily tables
every 6 months, we use the Excel spreadsheet to pump in the PRF demand, we work out our plans
for this there isnt a standard way you can set in SAP, eg. number of days for a decon
Theres is a lot of intelligence behind it, things SAP wouldnt take account of, you need someone experienced
They are colour coordinated, eg. all the pinks would be the different stages of the one product family
you are making it here but you are not actually having it available until here
you need to be able to see the impact on the volumes of the product,
we do a lot of the planning, external to SAP, we do it on Excel spread sheets
at the moment, all of these are playing against each other.
Lorraine has this visibility tool, generated from SAP, but its an Excel tool, so everybody (lab, warehouse, ) knows whats the next shipment.
working with Finance and working with Process we would decide what we are able to make
Charlie and Vivian and their spreadsheets, they look at safety stock, what they need to supply, what they are making, safety stock
we wont hold any stock of Abacavir, lets hold stock once [in Cork], just keep us supplied guys, just send us what that card tells us
If a generic entry was expected, he could go in and over-ride the application-generated forecast
The machine would use statistical models to do a best fit. Product Manager adds knowledge of external issues influencing compound performance
he could put local knowledge into that and he could sign off on a particular projection for that compound
there is only limited value in trying to think of automated event management systems, they are just too complex
dont have data driven triggers for events as opposed to human intelligence just saying, weve got a problem here
We have yet to be able to come up with any semi-automated signals to allow us to react
And that does rely on human beings identifying that something has just happened which could threaten our ability to supply
I got the idea from a guy in a different plant who exported stuff to Access
new customer data setups youve got to do in Babel, Manugistix and SAP
youd link Cork to that number, to that customer, based on the product youre going to ship
if we got another new customer online, Babel is the area where Id set up to say that we can ship to this customer
Once a month I have teleconferences with each of the main customers
to total demand for the year, shipped so far this year, on SAP, is added to demand for the rest of the year, on Manugistix
set up my own Access Database and pull the data from both SAP and Manugistix and put them together in there
youre pulling various information from SAP and various information from Manugistix, so theres no link between them
I set up my own system in Access thats tooled into Manugistix and pulls off all the data and I do various reporting on that information
we had to contact everyone, had a load of tele-conferences and find out why this was happening
R&D shipments as well, coming below the Supply Chain, theyre dealt with basically through emails, they might need a sample
the idea is to keep a kind of consistency where they have to contact us and talk to us about changing it
if they make a change on their side, Manugistix wont make the change in SAP
Figures agreed with customers twice a year and obviously if theres a big shift we need to respond to that
Ive got to watch those, for any shift in demand, and Ive got to report back regularly on whats happening
This [Kanban] is just a visual Manugistics
production generally ignored the schedules, right, and produced what was easy to make, what they wanted to make
If you got a single step process you can just run MERPS, with all these unit operations, you can have a schedule for coating, for compression, etc
its pull not push, everything is pulled by customer demand and through the Kanbans
the planners used to have all the information, and they used to just go around kicking people
you havent got a schedule now in MERPS, you have decoupled that
A lot of the unit cost information, the financial modeling will be done outside MERPS (Excel)
cost is becoming important for that product because its going to come off patent
Thats the strategic decision, should this product be in this site
this relies on trust, and not on the system
with the best will in the world, our supply is variable, so you decouple it, as you put in the customer inventory
Thats Dartfords shopping list, , and this is all controlled by operators
And that tells Dartford what to supply us with tomorrow
So this is where coating pull the Kanban out of compression, pull the Kanban out of coagulation, right, these are our processes to assure tablet manufacture
the planners at first felt very threatened, because they were going from control, it was losing control
Our Dartford site looks at what we have used today on the Kanbans, Kanban cards tell them what to send us tomorrow, they go on the web
I could show you on our Intranet, the Kanban boards, because we have got it on camera
the workload on the planners has gone down considerably, because they are not rescheduling
planners now manually do these planning orders, behind the Kanban cards, not producing a schedule
if you need a batch of Abacavir tablets, thats a million tablets, its a million on the Kanban card, and its a million in MERPS
We have stopped batching, and weve now got processes in place where Kanbans control the sequence
When you have a Kanban operation, we smooth the flow, and the planners role now is to control the Kanban cards
you use the Kanban to decide which process orders you want, and then you manually raise those process orders in SAP
But we then pull out of manufacturing, which is where you make the bulk tablets, through a Kanban system
We are tending to use far more physical scheduling tools like Kanbans, rather than scheduling everything through MERPS
it almost becomes an art for planning, other sites said, yeah, fantastic, spreadsheet
some sites are ignoring the individual orders, cause we have, within MERPS youve got daily plan, weekly plan
there is an interface Manugistics to SAP, but its down to schedulers to convert orders into production orders, so the manual piece is there
Now, what people will say is, oh we dont need a MRP system!
their schedules were up and down, their line changes were up and down, its probably because youve always been driven by a schedule, people didnt always take a step back
they receive orders via Global Supply Chain, but pay no attention to that, I make this year what I made last year, the demand is all the same
If you had more frequent updating of the consolidation database youd know more readily where you were.
you want more real-time understanding of where you are
At the moment consolidation, is via an interface, once a month
Forecasting 10 years ago, people would say Weve got to do a forecast because Headquarters need this
Putting more effort into accurate forecasting at front end so that the back end guys can rely on the data and take the second-guessing out of the system
Product Managers focus on last 20% of SKUs, which is 80% of value, use their own judgements
So its an integrated database. Financial performance of any operation is in there. Theres robust integrity around the system.
For results, or financials, how were performing, we would access bespoke system.
They run flat out and then retrospectively connect the order with what the demand was
Were actually very poor at planning our Quality steps in our manufacturing process
you will configure the processes the same every time, but how long you run them for is dictated by demand and inventory
but if you only made 5 last week, then youve 5 to carry over, so you are going by the number, as well as the amount per week
if we are supposed to make 10 a week, then you are saying there should be 20 orders on the system, because you are doing this week and next week
And that standard set of data is demand forecast, their in-market stock holding, and its their actual sales
dont go back to back of your fag packet to make your decisions, but use it to point you in the right direction
If I cant get that report enquiry out of SAP, dump the data and narrow down scope
weve actually 200 orders for Brazil and 4 for Spain, therefore Brazil gets priority
use non-ERP tools to narrow down decisions, but check data on host system
report might take 3 months and cost you 10,000
they download this and that out of it and juggle it about in an offline spreadsheet or database
Now, in SAP, its an absolute nightmare
If theres a short-term change in Manugistix thatll be dealt with on an exception basis
you make enough to see you through the time that you would be doing those mods
if the production people dont achieve plan, we do another re-iteration
2.4 months cover is what I needed as Strategic, and then an extra months cover for "Operational"
10 people in Finance manually consolidating invoices from 5 different EMC companies
3 people in my group doing emergency changes
a "hot order" due to supply issue (purge, execution issue)
a delayed installation can be a bigger impact on customer than a "just in case" change
A lot of reporting is still manual driven
a lot of the forecasting is done off-line, Excel
a majority of invoices are manual as opposed to system driven
a separate team are allocating in parallel
acquired companies still rely on Essbase for forecasting, budgeting
Allocating cabs to orders
almost every one of these changes is unique
An awful lot of trading-off between APJ and EMEA guys
an integrated view would help, instead of getting just emails or reports on what everyone has in the supply chain
analysts do too much transacting, versus analytical work
Auditing sources of supply
Automate allocation process for high volume product
Automating management decisions
Average selling price, and other key data, in BRM
Baby-sitting large deals at qtr end
Balancing capacity against demand
before you get an SO, you have to make an intellectual decision, yes, go and build it
you need something, I need something from you, it's leverage
you need revenue first, then margin, then you look by product, revenue stream, revenue mix, territory mix
you look at, whos struggling, whos at 50% of their goal
you know you cant look at it on Oracle on screen, you have to print it out
you kind of look at the product line (performance)
you have to resort to Excel, based on Oracle
you call it off 2 or 3 days beforehand, allowing you to catch any shortages
you assign commit date on Oracle to your backlog, thats what countries look at
With backlog & recent orders: maximise revenue next 2 days?
why no price book? Margin on products varies depending on composition of deal?
which order they may ship, or which order they will not ship
when you're on catch up with ERP, but the business is moving on, not easy to pick up data, so you look for other ways
when the deliverables were too heavy, a lot of the reporting became nice to have
Bridget has to run these reports, to mirror Essbase changes
whats wrong now, how to fix it, how to pull it back, what are implications
what is the discretionary spend
weve got a standalone system, its obviously not tied in to our Oracle system at all
were making decisions to basically override a purge on a ship-to customer
wed have an idea on Day 1, if revenue is 20% over forecast, you know what to expect
Wed get 120% of plan, then sort through 20%
We tweak the BRM, but it happens after the fact
we publish lead times every week to DM's
BRM is monthly, but Sales Ops also work it real time
we need to do this deal to use up drives / frame types, and then margin rules
BRM not integrated with ERP
we have a systematic way to get a kind of number in the middle, to suggest my reality
we hadnt done numbers in Q1, Q2 had also reduced were bringing that number back down
we got to check the checks
We flag product in WMS as quarantined to reserve it
we dont have a solid sustainable model on the cost side
we cant swap it with anything else because we dont have an enhanced part
Unstructured nature of decisions
trying to decide which channel partner you want to involve in which deal
Tracking revenue out the door
but he is using this, along with other data, soft and hard, to make decisions
this qtr end were really going to have to micro manage it
this is how it works, trying to get the highest dollars out
they take the Access database of what we have shipped and allocated
they put reason codes against the orders on backlog
they plan on overall mix (based on average configs)
theres a website that we can go to and see what the commit date
there was a call, OK, this customer order, needs to go, can you get it out
buyers working to get it the way they want, and then they switch deals
There is no system that can keep up with it
theoretically they go in and adjust the lead time for qtr end
then I have to re-capture all my receipts from the time that he took his snapshot
the other thing that would impact us would be your market share
The organisation wants to physically touch every SO
the level of administrative stuff that goes on was amazing
the invoice is the biggest piece of revenue information, its in there, and you need it out of there
thats for us to prove, the goal will be there, we've to justify higher TLC
can plan availability on components (channels, memory, ) but not collectively
can process 200 cabs from here on, have 300 left to go, if whole plan ships
Test take re-config instructions from GA
tendency to take data and form it to their own needs and measurements
Technicians manually match cabs to Sales Order
take one thats allocated ahead of it, or some of its components
System will not manipulate the data for you
swallow extra cost of more expensive component to close deal
sure that everything on the customer paperwork is on the order
Substitute part numbers
subbing is manual
statutory adjustments is currently done off-line on Excel, could use e-segment
caught in the middle, both sales and distribution want to get pending orders approved
start sending cabs through as BTSs or pre-allocations or pVals from sales ops
spreadsheets, not ERP, tell you how many more do you have to go
some sort of business intelligence rules to select the best partner for the customer
so youre going to have to give me a false pull, to make it
so you throw it out, and you look at a bunch of different scenarios
so you got to mix and match, maybe take 20 of these, and make 10 of those
so we end up pulling the data into Access type format
ship this one and maybe ship drives or channels on the side
Sales Ops facilitate field Sales on the product side
Sales Ops are calling the priority orders with distribution
Revenue not on ERP!
Responsible from order book to ship
Reporting on operational metrics not available
Q1 and Q3 are tougher quarters than Q2 and Q4
Purchasing decision for non serialised inventory relies on 3PL
purchase orders arent automatically driven by Oracle
Cleveland Ohio, Detroit, I trust your word : youre going to get it
pulling all data, weeding out what doesnt fit, snapshotting it = manual each time
Production Status Report
pre-BRM to figure it out, BRM to present it, post-BRM to tell us
CM's dont see old plan and therefore deltas, but they work it out anyway
pre-allocation of order agreed because it's "hot"
PO's not automated because of post-MRP changes
planning would do a simple blow down thing on a spreadsheet for us
Planning decisions remain intuitive
overhead in stocking s/w : physical logistics, storage, picking & packing
Order allocation
one goal is BV consolidation, that wont be done on Oracle
once MRP is released to us, we run planning detail reports, netting the receipts manually
on both sides of the fence (Services and Sales) reporting is huge
nothing stops users taking out other stuff, because they can manipulate the data
not all revenue is created equally
Non serialised raw materials MRP calculated manually
No system can cope with market complexity
No MRP: whats my longest lead time item
new approved orders come into backlog, and are sent to planners for pick release
Netting of shipments
Configuration accuracy controlled manually
Net changes to MRP are not re-run through Oracle
negotiation with mfg on a blow by blow basis: more poker than DM!
Melissa exports them to Excel and emails them to Jerry, every half hour
Melissa distributes that immediately to planners, and they can pick release it
Manual production scheduling
Manual complete ship report
looking at open orders and applying Commit dates
Live data at Qtr end not necessarily from ERP
little front-end thinking about getting management information, once solution installed
lets see if we can leapfrog it and put it ahead
Labour planning is done manually
Keying shipments
just so as we can make that invoice, so as we dont lose the revenue
Cork does 90% system invoices, other countries would be 10% system invoices
Jerry knows product balance, and is trying to get as many matches to the orders as possible
it's sales ops that need to ask DM's "are we OK to let this thing slip?"
Italy produce the invoice out of Oracle because of the sequence number
Italy needs a red stamp on every invoice, and numerical sequence is a huge problem
its a decision tree in OA process to decide what type of order it is
itll take me probably a good 4 days probably for me to get everything out to my vendors
is it better to be a day late with the shipment with the enhanced part, or not
invoicing is the biggest problem that we still have, the most manual
integration not great eg. Dell orders downloaded to Excel and re-keyed into Oracle
in Q1 and Q3, first of all your revenue number needs to be met, then your margin number needs to be met
Corporation is so secretive about BRM process
important customers require a good service level even for small deals
Importance of relationship in securing material
if we were very rich in margin, we take all the bad margin orders, and leave the high margin orders for next quarter
if we see that BRM is off, we will re-run MRP again, we can run MRPas often as we want
if we had just one product change, we would do a manual change, we wouldnt re-do MRP
if margin is 65%, it might be $35 million at cost, but my % could be off
Im not sure theres anyone globally merging the tables
I export backlog to Excel, tidy it up, so that its easier to read
I can just go to the starts plan (spreadsheet) and see where we are
how much bad product, where it is, customer impact if stopped
High value deals with best margin
Haven't really got their arms around the BRM process
Had to become part of logistics control system
good revenue demand but Symm drives held for CS
CS spares forecast keyed into Catalyst for manufacturing and planning
Going through deals line by line
GA wouldnt know which customer is hot, which can wait another week
from the pick released order, you see what peripherals are required
for customer impact, in reality we would ask Distribution for that
for capacity of 50 a day in mfg, sales ops work hard to fill it
Customer is told product is not available
Customer management - ship commitments
Finances responsibility to sort out the good deals
Customer Ops negotiate with CS for drives a piecemeal thing
figuring out how to get the stuff with no lead times
fewer orders at qtr end require specific date delivery (except FOB, certification, )
everything we do here has to be exported to Excel and sent to the field
everything has to be revalued each quarter
every time we add a new account number, they have to add it manually to 11i
Every single order would have a call off from Glanmire
Customers don't care what decisions
equally wed push it backwards, and sometimes theyll push back
ensure product or customer detail makes sense, roll up is aligned
eg. different roll up methods rep to DM area, date dependent
Distributors send POS report to confirm end-users
data on product sales has to be manually worked to reflect complex sales relationships
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KPC Cork Finance
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Responsibility Role
Manager
Manager
Manager
Director
Director
Director
Director
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Plannner
Plannner
Plannner
Director
Director
Director
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
VP
Manager
Manager
Director
Assembly & Test
Controller
Reporting group
Ireland Finance Director
Director
Americas Director
Global Revenue Reporting Manager
Treasury Assistant Treasurer
Manager
Manager
VP
VP
Name Cat
Martin Steele EI
Martin Steele EI
Martin Steele EI
Joe Donovan MG
Joe Donovan EI
Joe Donovan EI
Joe Donovan EI
Joe Langan EI
Joe Langan EI
Joe Langan EI
Joe Langan EI
Joe Langan EI
Joe Langan EI
Martin Deegan EI
Martin Deegan EI
Martin Deegan EI
Finbarr Calnan EI
Finbarr Calnan EI
Finbarr Calnan EI
Finbarr Calnan EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Finbarr Lehane EI
Finbarr Lehane EI
Finbarr Lehane EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Paul Blackburn EI
Joe Biagioni EI
Kathy Lyons EI
Donal Downey EI
Donal Downey EI
Paul Cregan EI
Bert Murphy EI
Karen O'Sullivan EI
Bob Gee EI
Ciaran Long EI
Mike Regan EI
Bob Gee EI
Bob Gee EI
Frank Cronin EI
Dave Fraser EI
Bob Sliney EI
Kristina Fileva EI
Donal Downey EI
Mark Glenn EI
Bert Murphy EI
Joe Biagioni EI
Paul Cregan EI
Kathy Lyons EI
Kathy Lyons EI
Observations
yield is a production issue, but production would be counting on Finance to get the right information
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SIT Corporate Finance Financial Accounting Treasury
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Role Name Cat
Team Lead Joe Langan EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Diarmuid Murphy EI
David Ahearne EI
Paul Blackburn EI
Paul Blackburn GS
Paul Blackburn MD
Director Stephen Blackledge MD
IT Architect Tour Ala EI
Director Stephen Blackledge SG
Director Stephen Blackledge MG
Director Stephen Blackledge EI
Steve Golding EI
Assistant Treasurer Mark Glenn EI
Non-production purchasing Joe Biagioni EI
Snr Director Kevin Campbell CB
VP Kathy Lyons EI
VP Kathy Lyons EI
Controller Kieran Barry Murphy CB
Manager Tim Stotz EI
VP Kathy Lyons EI
Assembly & Test Mike Regan CB
Director Lee DeVries EI
VP Kathy Lyons EI
CIO Mark Quigley EI
Assistant Treasurer Mark Glenn EI
Observations
all we need to do here is take care of, pay respect to the due date
check that the material necessary for the products set to be shipped, is indeed going to be available
If you hold your nerve on that, and use the system that is designed in the planning sense, everything starts to flow
we have a quick review of the MRP items, identify any issues, like out for repair items, then they just release the orders
the waste of people having to decide on what to order, and then create the requisition, thats all done away with
So eventually Dashboard should be populated automatically from the Business Warehouse
We havent missed a deadline since we transfered over to SAP, which is great.
No, at the month end, the Yield report takes 3 or 4 minutes
most of the improvements have been in terms of efficiency, efficiency with the production of the data, rather than the data itself
I cant see that SAP driven dashboard happening, not for a long time
there was talk way back, when they get every plant on SAP, therell be no need to use Dashboard
some of the reports are being tailored in business warehouse to feed these lines on dashboard but they are not at that stage yet
month-end is working very well, and we are achieving 3.5 days close comfortably, thanks to SAP
we are paying our employees expenses through SAP, it just links into the bank module and it is paid directly into your account
key modules are reconciled automatically on SAP, particularly stock, FA, AP
a batch of products gets stuck in QA, with a chance of failure, it will be provided for automatically on SAP
Previously stock provisioning was very manual, ad hoc, SAP will generate provisions for you now automatically
certainly since we went live on SAP, our month-end turn around time has improved
the planning module is geared towards secondary, who would make to order, and who dont have long campaigns and many changeovers
it does control vendor approvals and all that
they run a report showing the materials to go into the batch, where they all go in, and if they didnt it highlights them
it highlights these are the urgent material to test, both from a customer point of view, and from a production point of view
its a bit like the deviations, they can be then tracked, which are overdue
all the materials are automatically moved from one location to another
so we generate a report off every month, the incidents that are past their due date
the one minute goods receipt: once we create an outbound delivery here, it creates an inbound delivery on their plant
once we ship it on a pallet there, they receipt it, they just scan it, so theres no re-packing, re-labelling
when passing out the batches now, it will automatically do a search in the background
a week in advance, you convert them, into process orders
once the volume is in, you run a job, and it creates then the number of orders that you need to meet that
we have struggled, quite a bit, looking for a, a kind of intelligent planning system
And were after an invoice planning system, in maintenance, I want to know what I spent today
youre much more dependent on other people to have their information right, as well, before you can actually proceed
MRP is updated nightly, you get messages, move it in, move it out, move it out, move it in, move it in, move it out. Its impossible
because our plan change so much, messages coming through on a daily basis
because youve built in your safety stock, youve built in your usage etc. and your plan, you get these messages
when we went live, we were looking at the exception messages situation
Manugistix sends it in to SAP and it automatically firms up the order on SAP. Thats where its a good process because theres no human intervention
So what we had time to do is spend more time in the long term process, find out what your customers really want
MERPS is there just to generate standard product costing, standard invoicing
that allows us to look at decisions, to say we are under capacity, over capacity, or we need investment decisions going out to 24 months
we take all the demand from our global supply customers, from our NPI customers, we convert it into capacity needed, we look at what capacity we have got
we use SAP very much for our medium term processes, our three to twenty four months
it allows us to make those decisions, and those decisions are made daily and weekly
so the information allows us to address demand, whether its demand for a change or demand for a product
we have schedules tells us what to do, we have plan change because we have task driven, event driven activities
well actually build technology that actually has inbuilt QA within it so your packing lines will be perfect, your production lines will be perfect, there will be all sorts of monitoring equipment on the controls
ERP applications are going up the value chain, adding on more decisions
probably 80% of the SKUs are on either old or matured products, let the system calculate the demand
What weve been trying to do is establish a management process for forecasting supported by the ERP application
It is entirely reliant on the quality of the data that is in the local ERP and DRP systems. If the planners havent updated their plans then it doesnt happen
alerts sent to commercial orgs, and if they are not resolved within the week, they come up for review by GSCG
we feed into the data warehouse, by exception, demand and supply mis-matches identified by Manugistix
need to optimise the flows through the various nodes
model sets rules for one node replenishing another, and through review of model, any need to change the rules
MRP run in 2ndary sites and feeds back to Manugistix the demand requirements for the primary sites
thats what a Ware or one of the other 2ndary sites will be seeing as its demand forecast
replenishment proposal, agreed by the market, becomes the factory demand profile
That replenishment proposal becomes the trigger to plan execution in the sites
we calculate replenishment requirements, send them a replenishment proposal, an agreed collaborative process
requirements are fed from central system to each supply node that makes the items concerned
Mgx calculates requirements based on forecast, sales and stock, removing some artificial variability
Finance could not have reduced their month-end cycle without MERPS
100 EMC legal entities, 100 balance sheets revalued each month for currency movement
added a certain amount of automation, for channel partners
an ERP system is not a competitive advantage, it is basically the cost of doing business
you can recognize revenue on an email
weve made tremendous efficiency gains in our process
we were positioned to transact more, but not be more intelligent about it
we use the ERP solution in addition with FileNet, which routes it automatically
we automate the process instead of changing it
using technology to do the same amount of revenue, next quarter, with more volume
triggers for over-config, engineer sees the RMA, takes the stuff out and returns it
the EOQ backlog report runs automatically every 20 minutes for them
that's the biggest thing, its faster so you can do more, more levers to pull
survive without ERP? No way, we wouldnt be here today
Still in same boat wrt Mac-Pac and hockey stick
should manage Clariion orders by using work orders
Shipping moves 1000 records
orders are coming through Direct Express, or Channel Express
no systematic way to consume inventory for de-book / re-books
no reservation or ATP system for upgrades means multiple shipments, multiple back order, multiple releases
no OA issues, order entered in Direct Express, so they come on fairly automatically
inventory, once received, is keyed and therefore provided for as an expense automatically
Interface directly from BRM
integration of Mfg and CS eg. automated returning of serial numbers
if Pirhana came in, theyd want new start reports
hardware / software split (software is allocated to the country, hardware to Cork)
Finance got what they want, Bill Tueber gets his data within 1/2 days
ERP re-routes PO changes all the way back for re-approval again (SIR to change)
ERP has been process focused rather than decision focused
customer service uses ERP as a trigger for back end processes (warranty period, )
Catalyst, Go To Market, these are incremental steps, information is better than it ever was
by the time youve gathered data manually the dollars moved 10% and youve lost a hundred million dollars
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KPC GSK House, Brentford Distribution Primary Supply Logistics Process
SIT Corporate Finance Order to Cash Global Revenue Reporting
SIT Franklin Manufacturing Global Order Integration BRM
SIT Cork Materials
SIT Cork Sales
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KPC Cork Warehouse
KPC Cork Planning
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SIT Cork Sales
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SIT Corporate Finance Order to Cash Business Planning and Cost Accounting
Role Name Cat
Paul Blackburn MD
Paul Blackburn MD
Paul Blackburn MD
David Ahearne OG
Paul Blackburn MG
Paul Blackburn GS
Paul Blackburn EI
Paul Blackburn MG
Paul Blackburn EI
Paul Blackburn EI
IT Architect Tour Ala MG
Manager David Massie EI
Manager Kristina Fileva MD
Director John Curran MG
Manager Joe Pesta MD
Assistant Treasurer Mark Glenn MG
Director John Curran MD
Manager Bridget O'Sullivan EI
Manager Joe Pesta EI
SVP & Corporate Controller Denis Cashman MG
Controller Karen O'Sullivan EI
Director Cherie Dentiste MG
Manager Jim Milton MD
Controller Chris Barry MD
Manager Bridget O'Sullivan MG
Plannner Vivian Scanlon MG
Paul Blackburn MD
Diarmuid Murphy MG
Diarmuid Murphy MG
Diarmuid Murphy MG
David Ahearne EI
David Ahearne EI
David Ahearne EI
Director Dave Montaine MG
Director Dave Montaine MD
Team Lead Gillian Morrissey MD
Paul Blackburn MD
Paul Blackburn MD
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Diarmuid Murphy MD
Manager Kristina Fileva OG
Manager Kristina Fileva EI
VP Kathy Lyons MD
Vice President Dick Lehane MD
CIO Mark Quigley EI
Director Bob Sliney CB
Manager, Inside Sales Kevin Flanagan CB
Vice President Mike Kerouac MG
Director Denis Cronin SG
Senior Director PPMG JB McCarthy SG
Director Bob Sliney
Non-production purchasing Joe Biagioni MG
Non-production purchasing Joe Biagioni MG
ex-General Manager Veronica Perdisatt OG
Director Ciaran Long CB
Controller Russ Kassalty MD
Director Dave Fraser EI
Director Ciaran Long CC
VP Kathy Lyons MD
Director Ciaran Long MG
Director Joe Scott MD
Controller Chris Barry MG
Director Bob Sliney MD
VP Kathy Lyons MD
Director Joe Scott MD
Observations
Stock days, stock provision., PPV analysis, its all coming out of the warehouse
there is no work being done on Unison interface at the moment, I find it incredible
the data warehouse is is just a kind of bundle of new reports, that never got used
what we have to do is take the data out of SAP, download it into Excel, and then upload into Unison, which is a complete disaster
Unison link, for Financial Reporting, never delivered, and thats been a big gripe
stock-day calculations can be done very very quickly
so trending now has become a key factor, of quality data, in-process checks (IPC), calibration,
So we generate a lot of reports out of SAP, and Finbarr would take those to the OpCom
most of the things that we would be doing, we need like the SOX report, you can pull that off, there is no bother there
its much more a regular process of reviewing where you are and where youre going, rather than just looking where youve come from.
if we had a look at selling costs, for example, wed have a total selling number
Then the way the above-country approach works in this company, were skimming off the top section of the triangle of data
I look at totals for each customer, what was agreed, is that still the case
So its not perfect, but we are using our systems and Kanban to give us control, and we are using our systems to support our decision making
The temptation would be to say right, when we do that, well do two, well batch it. Well do bigger batches
Prove to me youre handling it faster, and you are creating capacity for the future. Show me a trend, not the absolute # of overdues
you should be running a Forecasting Demand Review every month, seeing where your business is, seeing where its trending
Weve segmented our top line, products gone generic, mature products and new ones
we try to build into ERP a capability to access our historical sales, to get a machine prediction going forward
if a business was not trending to its total year obligation, we could see that in the level of detail that we get at the moment.
The basics around any ERP is to know your costs, your income, your assets and your liabilities in simple terms
10 years ago it financial drivers, we needed to know cost of what we produced in the plant, wheres the inventory, what did we sell
the Laboratory is a good borderline situation, some data is in SAP and some isnt, its very difficult for Planners to know what on earths going on
its so difficult to pre-predict what its going to want
use of SAP BW is more around financial reporting, as opposed to re-work or state of the inventory in respect to Stockout
can you draw out whats the key management data you require in an easy and user-friendly manner
4 day close operationally, then 6 days spent by GL group consolidating data
you make changes on the data warehouse side
you dont know what your revenue figure is
you can view your entire backlog on Oracle, but only 12 lines at a time
when acquiring companies, the methodology to present EMC changes
whats my revenue by geography, by product?
we want to do analysis, these tasks become very tedious
we manage backlog via Brio, we need a certain format, Oracle one just too massive
we have separate systems for Brio to track Oracle
we aggregate all balances to get a # per currency, so that we can hedge it
user community varies, so not everyone gets full reporting capability
understanding when patterns go out of whack, when margins are constrained, when prices are improving or declining
They might have their own Oracle report, I wouldnt know
the reporting out of Oracle was terrible, terrible
the ERP system doesnt have the reporting capability to run the business
that would be great if you could have some of that pre-sorted for us
so if we make a change in Ireland, and transfer it to consolidation, its in there in 15 minutes
short-sighted by Catalyst, didnt know how we'd manage backlog, thought we'd use Oracle report
SharePlex is not a data warehouse, just raw Oracle data
RMA tracking is a point in time system, doesn't keep history
review sales and expenditure at an aggregated level twice a week
reports there at go-live, but never materialized as they were supposed to
people have different perceptions, especially when you end up in a roll-up methodology
people are responsible for full P&L for EMEA, APJ & the Americas
our challenge is how to interface to reporting if we bolt on 2 ERP systems
Oracle reporting is poor, we got to query on Mac-Pac
needed system mechanism to pull the P&Ls together
need 3 levels to aggregate data (product type, roll-up, and new products)
Mars for approval of headcount, contract labour, numbers, costs, off-shoring
management likes information to be rolled up in a concise way
its now easier to gather the facts
it has allowed the ability to globally report on different lines in the balance sheet
IS give us averages and trends, as we start to do more business in Comm & SME
in many cases we will structure the data, with an indication of the structure
in IDW transactions are sales orders, but we need deals
Id forgotten AP completely, those dark days, it was an absolute nightmare
how revenue looks in different product sets, delivery picture over next 6 weeks
historical trends may be affected by constant roll-up changes
helping the consolidation process, better FX reporting, more visibility in planning
Hackett report 86% more time collecting & compiling information than World Class
great idea, taking Oracle actuals, reality is Essbase works at summary level
for goaled people you may provide pre-defined views
flexibility in defining geographies, how product rolls up, how you define your customers
Finance benefit
FARM pivots display Oracle data at any functional level (eg. LGTO, DCTM, ).
even if you could get it every hour, you couldnt digest it every hour
ERP report fine if youre doing a country like Norway, that has 12 orders
ERP = tool to create data, BI = tool to organise it, then analysis
DW's built to follow process, very clunky to use
difficulty getting controllers and regional management to buy into the numbers that roll up by region
different perspectives, different buckets
corporation can look at all assets for a given cost centre across all countries
Cork mfg forecast rolls up to US mfg functional controller
consolidation under different General Accounting standards and restrictions
consolidating financial statements for entities plus 22 subsidiaries, data from Oracle
consolidated trial balance, bringing US Gaap and local accounts together, as basis for preparing the local accounts
BMT is a multi-dimensional calculation so it's very productive
BMT has revenue forecast and local actuals, pulling from IDW
BMT cube application for revenue forecasting (Essbase)
at order level, you need a recording aggregation layer to pull the individual systems together
that was supposed to be a seamless interface, as such, it turned out very messy
Links with other external systems, a good example is AIB, again, continue to be problematic
Talking to other companies, they are allowed link directly with SAP for local interfaces, its just GSK policy that you are not
for Mgt Accounting, the generic reports are very good, so you dont need to download the information to Excel
variance analysis was very manual on JDE, we downloaded the information onto Excel to analyze it, we can do it all on SAP now
we werent analyzing the data, always fire-fighting, now some of this time being generated, which is great.
we are using common material codings with Ware. For other customers were not
having to re-jig the Production Plans has a knock-on effect to almost every other area, like Production, Plant Maintenance, Procurement
If you effect change then youre essentially changing the whole plan, rather following the outcome of a query
I compare in-process checks (IPC) data with your quality data at end
planning are trying to co-ordinate finance, production, quality and shipping
you then have to find out which business is driving the 20% cost increase, weed out that visibility
OK, you dont have the stock situation, you cant see the stocks, but you can always flick between screens
like it may not be their top priority to have that side of their system up to date, even though its feeding through to us
a lot of problems are systems problems, customers are getting information off another third party, and the systems will be feeding into each other
one product change will impact on up to eleven other streams
we have to change some of our processes, so its not one single element, they are all relevant, all linked together
we are going to make process A in equipment Y, that has a knock on effect for process B, that is also using equipment Y
quarterly PRF, whcih discusses product requirements updates, feeds into our quarterly review of our annual volumes
our activity is centered around the sales and planning function
they upgraded MGX to a web-based system, so that completely shattered all my links, the whole lot, it got very messy.
if Planners plan for 30 tons as agreed in the PRF, and customer only entering 15 tons, thats flowing into SAP, so its giving an incorrect picture
Youre now trying to second guess what your customer wants because you are making to forecast, not to true demand, and you go down the pan
Can we work with the customers to reduce the number of SKUs, so we have more runners and repeaters, not strangers
Global supply chain are now looking at things from a supply chain holistic perspective
you need good information going back and forth between these external systems and your ERP system
SAP recipes wont tell you that you have to heat this thing for half an hour and that and the whole process will last three and a half days
if you dont have good integration between ERP and operational tools (MES / LIMS), the overall planner, the ERP system, cant predict very well whats going on
complexity created by a) transactional interfaces that keeps the business operating and then b) the extraction of that data
same stability study being performed on a material in two factories:has anyone ever compared the results?
same product made in two different factories and one does it really well and the other doesnt do it really well
can we actually transfer some of the older products out to other sites, who can actually make them cheaper
extracting information from MERPS, MES and LIMS to find out what is happening
you might draw out information to a management information layer and make some fairly critical decisions about the next ten years of the product
theyre using it to identify where things are going slow or theyve problems
its a means by which we link effectively multiple ERP systems and multiple DRP systems
clearly that is not in the conventional sense of the word, an ERP system
the next step is trending the History forward, keeping an eye on the evolution on our business, propagate some intelligence on it
we could bring market data into the application as well
Im amazed that we havent a big Access database and let people loose on it
you dont know what you want to know until you have a first look at it
data warehouse only downloads financial data from SAP, not sales
you wouldnt necessarily expect the Manugistix refresh to change that short-term plan
Manugistix is done as the long-term planning, whereas within SAP theres a short-term scheduling
Manugistix is a global demand and it is automated, it refreshes in the ERP system every night
if we had it up on SAP, then it could be driving negatives, it could be driving volumes down
have enough material passed out by QC such that the next batch can be done
Sales low, stock level high, Days Forward Cover would be high, but if sales high, Days Forward Cover driven low
Production plan drives headcounts, resources, utilities, capital expenditure, furniture, everything
$ backlog doesnt translate to the physical, and you got to talk to them in the physical
$100 m. in backlog, $50 m. approved, can we do $50m?
30% of our time is data analysis and report structuring
60% data from ERP
you should be able to link orders to contracts, we dont have all of that
you now have visibility to ledgers of acquired subsidiaries outside international jurisdiction
you have more time to put the story around what the numbers say
You cant assign inventory to a specific order
a wrong config that is returned, and re-shipped counts twice against stock
Why is MTBF increasing?
when you want information from multiple modules, then Oracle
when you talk to floor in just dollars, it means nothing to them
when weve done major programmes, reporting gets crunched, kept to back end
when order pick released it also calls off the material from IEC
what is very important for that decision, is the lead time information
we need to, almost real time, get a picture of the impact of flying this change
We might actually take in defective material, to keep our starts going
we may have 2 suppliers for the same part
we make changes in implementation date of a new BOM on Oracle
we have created a repository to store and access information easily
we have a pre-sales and a delivery organisation
we become more and more integrated with the countries that we support
we also figure out what we call alternative source of supply
very difficult to monitor cross vector selling
trying to align revenue from product (core) with revenue from PS (subsystem)
tools we would like: order tracking, shipped $ per hour, advanced planning rules, forecast variability, can-build analysis
theyd have visibility before we would along the chain
the customer changes his requirement every day (cheapest deal)
the bigger expense involves the sales driven functions
TCE: to make the customer experience simple, efficient and short
Synergy goal : know everything about customer, so we can sell more stuff that fits that profile
supply chain modeling is on ERP, you have an integrated pull and see it along
subs of enterprise a/c's considered commercial a/c's in some countries
subbing them with the 7310, huge price difference
solutions sale vs. selling a box at a margin
so youre talking at the unit level, not the dollar level
SharePlex was really to fill the reporting gap
SharePlex is real-time, its every 10 minutes, its a copy of 200 Oracle tables
also using Oracle information, how fast can we apply these changes
SharePlex difficult for users to manipulate, no code for business rules
separate Oracle feed to Hyperion Business Planning for modelling
SarBox effect: revenue recognition 30 days late
sales would like to be notified of a customer problem (Sub 1)
sales met revenue targets, manufacturing shipped everything to plan, but profitability?
Sales are measured on the "right" revenue
SA takes ERP data, T&E spend, procurement card data, any other spend data
SA generates auto-classification and supplier parentage
revenue is low on some products, what is the problem, what is happening?
revenue cycle has x, Im going to correlate it to y from procurement cycle
revenue cycle drives all the detail
reporting tools are managements way of making decisions
re-learn the whole process of selling maintenance
Quality issue can mean more work
Quality data is taken off APC
Quality are in a more investigative mode
profit generation becomes much more complex
product engineering group each week details purges required
Problem at order entry: deals linking up to other deals
Post-mortems to examine what happened last qtr
people need the information to tie raw data together again
Partners dont yet have support expertise
our systems are not in synch, cos NRT and BRMSMDM could not give you Dell revenue
order type governs the revenue and tracking the revenue and where it is
Oracle really hasnt worked for Intrastat report, people like to relate report back to the revenue
Oracle genealogy limits flexibility
Oracle financials doesnt break it down in the same level of detail thats required
only now that we are seeing some of the promised advantages of ERP
NRT has code to bring everything together (orders from Oracle, leads from Siebel)
NRT contains the whole order lifecycle, not just the last value
NRT and IDW, with the same logic, aggregate and interpret into increments
now the measurement is closer to 1.5 SEs to every rep
not a decisions making tool from our point of view
Must have enough_drives to populate starts
Much of the integration and control has been implemented on the cost side
more real time reporting off consolidated system, so its easier to see the impact of changes
MMIS downloads back into Oracle, then buyers get planning reports
Mfg Cork more complex with multiple products
Mfg and revenue goals tied together by the mix.
managers use reports to "reveal" issues, depending on way it's cut
logical relationships are re-built, you should get the data to come out that way
links set up correctly eg. tie the maintenance to the right software line
Jerry presents $, no-one can ever ascertain is that good or bad
it updates during month end accounts, when it recalculates, it picks up Oracle actuals
in the SMB space, its all through re-seller organisations
if roll-ups change monthly youve got to go into Oracle and adjust your FSG reports
if information is used optimally, it should tell you what you need to know
I wouldnt think any analysis time was saved
How do we make revenue with the product
hesitant to share raw data, as it could lead to wrong conclusions
he always talks to backlog drain, so he must be collecting the data
have model comparing discretionary T&E spend with commissionable quota
great value of having raw data on spend to be able to review with business
get products from acquired company into price book
France & Belgium can write adjustments straight into Oracle, without impacting global consolidation
forecasting always left to the end, should be done with financial information package
for us the value add is that it comes out in report format
Focus on generating additional reports
FARM: draws transactional information from SharePlex
FARM uses Essbase for roll-up of cost centres to functional level
FARM uses authorisation hierarchies in SSP to deduce the roll-up
FARM downloads "hidden" detail (eg. Tx creator & email under Help)
everything goes through Catalyst 11.03, Project Accounting is 11i, Commissions is 11i
Essbase is 3-dimensional, allows roll-up by geography, by function, by currency
e-segment piece, a shadow ledger within set of books, so that statutory adjustments can be booked
biggest challenge is execution at local management : belief in OVOTT
ERP systems allow holistic reporting, but if you use the information correctly
ERP ignores availability of product when releasing orders
ensure your revenue does make sense, get confidence in the data
Enough testers and ESS chambers?
EMC try to align information to decisions via Brio
EMC Select Phase 2 will allow us to electronically send demand to any site
Early in qtr we use SQL report : Siebel (forecast), IDW (day to day) and NRT (pending)
Do we have the manpower?
Brio allows OA to see opportunities
do we have alternative component on hand, and whats their lead time
Distribution (my group) owns the order once its approved
Direct Express (Oracle 11i) lodges order to pending
difficult to keep de-books and re-books tied together to relevant deal
demand for RMA raises revenue expectations (loaners, migrations, new customers)
Dell require us to ship consolidated shipments
data moved from many different places, no one reporting tool perfect, ended up with 5 versions of revenue
customer will want one PO, hell want to deal with one person, he gets justification for one project
Customer Service integration, focus is now on profitability
correlations are not necessarily those you would expect from ERP system
Consolidation into one system
commissions functionally rich, but creates more data that is difficult to tie back to revenue
Clarify data warehouse exists, also a Clarify BCV, plus a bunch of reporting tools
challenge of customer master integrity and its maintenance not resolved
certain commodity codes will line up with certain levels on the Essbase forecast
Capacity and staffing
can't report today on #x of people earning over $y, globally
Cabinet Availability Tool (CAT) will tell us when its due down in test
by the budget being in Oracle we wont be dependent on Essbase uploads
Make Aggregation =
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KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
KPC Cork Finance
KPC Cork Materials
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
SIT Cork Materials
SIT Cork Materials
Director, Assembly & Test Bob Gee SG
Director Cherie Dentiste MG
AP and General Ledger Controller Karen O'Sullivan OG
VP Kathy Lyons OG
Assembly & Test Mike Regan OG
Director Bill O'Connell OG
Non-production purchasing Joe Biagioni MD
Business Planning and Cost Accounting Controller Russ Kassalty MD
Inventory control Tim Hourihan MD
Steve Golding EI
VP Kathy Lyons EI
VP Kathy Lyons EI
Director Bill O'Connell EI
Observations
really what we want to do is to make the materials flow
KanBan puts more inventory into pipeline
were just transferring the complexity somewhere else
that [over-engineered processes for compliance] was the drive at the time, so you accept the drive
slow to drill down and investigate, so many different systems
old metrics can affect performance of the system
no good manufacturing building the product, if Finance cant transact the orders
faster time to information from the data
for NPI batches it actually takes longer to set up the information, than it does to actually process the batch
you have to make sure that the revenue is allocated correctly
we probably didnt have our step inventory number till the 5th July
50% configuration errors when named orders go pending
Unable to ship all deals due to volume
today is 15th April, the information in Essbase is only year to date end of March
the only slight problem is the amount of time it takes to calculate, otherwise it's perfect
the first time Oracle, for any given month, is really up to date is Day 4 or Day 5, of the following month
so theres about a week gap after month end where Essbase isnt really up to date
actuals during the month wont mean much until certain systems have run, eg. depreciation (Day 3 following month)
real time report for operations : how many calls on the queue by severity by product
if its revenue at risk, youd put that in a comment, youre not going to get a date
if activity exceeds forecast, we wont see related expense till Day 3 or 4
hes trying to see the orders as soon as they come in approved
growth in 3rd party suppliers is too much of a management drain on the factory
Evals come in and out of RMA pool, that view should be real time
does it help your box to get from receiving to the shipping dock, probably not
Distribution misses goal due to lack of visibility of data
Close off SSP for performance
get the order scheduled through one day (merge or direct)
I wouldnt advocate users querying the main database, absolutely not.
Theres a 1 to 3-week time-lag before, as you roll through the various nodes planning systems, before the mismatch becomes evident,
event identification and management is the other huge challenge of an execution level that is as complicated as ours
you can trigger execution on the basis of more up to date and more accurate understanding of whats happening
The big difficulty with ERP systems is that you hardwire latency, thereby hardwiring inefficiency
between a market change and understanding its impact, its likely to be 5 or 6 weeks
you run an AR feed at 4pm on the last day of quarter for maintenance
you have to recover that weeks work because of a purge
you always have to wait for the sales rep holding back
we didnt have a good qtr end from an execution point of view
we are looking at functional reports they can run directly off Oracle
US would have the executive machine, they might have the reports faster
Under normal circumstances the system works
to review their forecast and actuals, countries depend on Essbase, so they lose a few hours
they want a live NAD report in the last week of the quarter
they cant run this kind of report and have time to analyse the data
there was a greater backlog number than what was expected
There is so much churn at Qtr end
then theyll have to wait a day or 2 days or 4 days, to run their MRPs
the speed with which we have to deliver the Information is getting greater
the shifts didnt suit when the volume of work is coming in
the information is there, getting it out on a timely basis is the problem
so backlog increases in the afternoon, but manufacturing have gone home
should we build systems to handle end of qtr volumes?
Revenue not recognised, though stock paid for
Problems tend to get pushed to quarter end
planning ignores actual demand: happens a lot, particularly on transitions
allocation iterations and delays dont give ample time to make decisions
Planning and distribution meet before going to Sales
orders backing up in pending, awaiting approval, or volume bottleneck
on a close day it's critical, if you re-enter or change something, youve to wait till the following am to see that change
OA receive most of the orders in the afternoon, so work late to process them
my clock is stopped basically, because theyll have to come back to me with their commit
mushrooming headcount to support channel sales: danger!
Massive changes to allocation at qtr end
manage thru critical end of qtr, that really tests the infrastructure
journals in Oracle before 11 am, in order to see refreshed data on Essbase by 2pm
its the quarter thats most critical that you need it updating even faster
approved orders run on Oracle because revenue will be missed otherwise
If you look at the sale side, you dont really want real-time
how much will transact in total today, because Im as of midnight last night
have we expenditure this quarter that has not been accounted for
have right responsibility in Oracle, click reports, find report, select it, select parameters
from the time that we get a BRM feed to the time that Ill get an MRP, it takes 4 to 5 days
From the CS side report update could be once a day
for Oracle, by the time you get out to go in and look at the answer, it will be there
execution now being sales bringing in the orders on time
every 20 minutes that data is updated, all they have to do is shut Brio down, open it up
Even an hour old information is good enough for us
Distribution probably didnt get them in time to ship them
Decision on EDI interface delayed
day old data is often good enough, for quality, for engineering
created a war room with constant feeds showing if system was up to date or not
because were sub-contracting so much, that 10 days is being very optimistic
conversely, in Q2 and Q4 is probably where you need your information even more
before I could come back with a committed MRP it could take me 10 working days
business cycle time should reflect need for real time reporting
Brio cant keep up, at 1 oclock you are looking at information that was there at 8 oclock
Dashboard production takes three and a half days
10 PC's dedicated to running SharePlex reports
markets update forecast, Manugistix kicks in, drops down to 2ndary sites, MERPS, then to primary for analysis, each process taking days
you end up "campaigning" information processing, like product
exactly the same thing happens to data as happens to products
demand at top level of BOM hits supply plant, they run MRP to create a 2nd demand lower down BOM
Work orders
when system starts running behind, it just blows us out of the water
when an order gets keyed off the system, it was hanging in the system
weve tuned that thing to within an inch of its life
wasting time with incomplete transactions, it shows itself in clean up afterwards
want an absolute metrics package, can't currently get real time information
volume has been increasing at a huge pace
using up inventory on an order but not automatically updating inventory
too much reporting on ERP impacts performance of transaction processing
timing of transactions is critical, eg. order de-booked but not yet re-booked
they took away all the interfaces so that Oracle could catch up
they can also miss revenue because they dont see approved orders coming in
There was stuff coming in and going out, whats real time?
there is so much data, to run it for a quarter on your PC, it would hang it
there are things in the system that you can turn off to give you extra capacity
The transaction was running, but the batch job was hanging
the problem with Brio was that refresh was every 24 hours so you werent having live data
the only problem with reporting tools is you have refresh time so you have down time
the data is only 20 minutes old, if SharePlex is up to date
Systems not fast enough to process SO's
System is past its sell-by date
stress on database from volume of info, complexity of processing and need for real time
Status of the order
so we had a lack of visibility on how much of our backlog we were actually shipping
so the scalable thing I worry about it
shipped but not transacted: revenue wrong, inventory wrong
SharePlex is real time (with no front end)
processing time starts to lengthen, then reporting is impacted, then visibility
problem not CPU utilization, its the huge data volumes going through
Poor IT performance at most critical time in quarter
Order status under 5 pages of information
OA try to go too fast, doesnt transact every line
NRT refreshes 3 times daily, every 7 hours (24h00, 08h00 and 15h00 US time)
NRT refresh takes 2 hours to execute
my answer to it will be, get used to it, its not going to go away, I want the reports, you deal with the volume of records
And at all times, each person hitting the backlog, it has to be up to date
it took something like 20 minutes to go from one screen to another
interface errors: de-booking an order when cash is applied to it, or they set up a new order type, and it doesnt work
in Australia, because interfaces stopped, no reforecast on Day 1
if we make adjustments, Ctrl-M must be re-run to update MMIS
if PeopleSoft feed fails, feed to Essbase fails, so you wait for next cycle
If it happens one of 90 nights, unfortunately that is the one night that is important.
I couldnt care less if you buy twice as many machines, thats not my problem, my problem is to complain about it
have fastest servers you can buy, only so many you can manage operationally
for users querying one table in NRT, SQL is more efficient
FARM more up to date than NRT (runs 4 times daily)
export data, process query (10), write it up to server (5), then pull back report to PC (3)
ERP works but not at quarter end
ERP 1.5 hours behind real time
EMC real time is probably as good as youre going to get
Downside of integration
backlog runs slower on Oracle, because of the CPU utilization
backlog showing orders that have shipped already
distribution getting it tonight as distinct from tomorrow morning, makes a big difference at end of quarter
Clariion volumes went through the roof, so one key shipping was slowing down
can take 30 mins to open a large report
Brio report modified to show if there's anything hanging in one-key shipping (Yes / No)
biggest challenge is volume (reports for KBM with 1 million records)
Make Latency Reduce invenotry latency
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KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Sales
KPC Cork Sales
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Warehouse
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Materials
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Sales
KPC Cork Sales
SIT Cork Sales
Manufacturing Quality IT Architect Tour Ala SG
Business Planning and Cost Accounting Controller Russ Kassalty MG
Ireland Finance Director Frank Cronin MG
Americas Director Bob Sliney MG
David Ahearne OG
David Ahearne OG
Controller Kieran Barry Murphy CB
Director Denis Cronin CB
Director Ciaran Long CB
Manager Jim Milton CC
Manager Jim Milton CC
Vice President Dick Lehane CC
Director Ciaran Long CC
Paul Blackburn MD
Paul Blackburn MD
Diarmuid Murphy MD
Diarmuid Murphy MD
Director Cherie Dentiste MD
Team Lead Gillian Morrissey MD
Diarmuid Murphy MD
Diarmuid Murphy MD
SVP & Corporate Controller Denis Cashman MD
Diarmuid Murphy EI
Diarmuid Murphy EI
David Ahearne EI
David Ahearne EI
Paul Blackburn EI
VP Kathy Lyons EI
Observations
All of the variability, we all know the problems with it, we are good at doing it, we are too good at doing it actually, we like doing it, right?
it takes a courageous, innovative and visionary person to think outside typical activity and push it to new boundaries
people thinking for themselves and being empowered, and to some extent, there is a clash
I suppose one of the areas changing in the future, is in training, we have metrics to see who is trained
our role is to provide information to the business, part of what we do is to find those solutions in existing reports
We actually sit down and talk to them and say, what exactly do you want, they dont know
about 14 BRM extracts, including bookings, billings, backlog, Evals, inventory, RMA
So what we have done is ensured that the changeover, the clean down between batches, is very slick
And the person turned from big stick to facilitator, and thats, I believe, the change from being a manager to a leader.
the person that chairs that meeting took a facilitative approach to the meeting to say right, theres all your overdues, have you got a problem?
we have all been trained as managers to be in control, we let that control go, and become leaders
its hitting the right balance, those three processes are mutually dependant on each other
all customers are finance (corporate, Cork)
organise a reporting system to deal with demand for reports
its a continuing cycle out of Cork, weve got this quality
I am marketing Cork because the skill level here is good for the corporation
getting the people to work together is the challenge
Current improvement projects
Building people, confidence, where they can take jobs abroad
then get the other team of people to focus on the ones we all know will continue to change and swing
stabilize as much as you can and then, put your people that you need in there, get there, and thats the bread and butter
when things are jumping thats when it does get interesting when you have to respond and use your brain
when things are flowing OK, thats when its boring
The greatest challenge was getting our processes, pack techs, our technical people, to accept that they had to use the system
some people enjoy kicking the hell out of people because they hadnt done the previous schedule, they used to love re-planning
They have had to become more customer focused, long term focused and they are now working on scenarios
we needed people to be quite extroverted, passionate about time, you now need a different breed of person
Planners now join in the customer services conference calls with our major customers every week
Global supply batches run smoother, because there is a higher process capability, and they have been optimized because they have been in production for a long time
some Legato integration work was done by programmers in India
sales guys 5 years ago sold Symm, now it's a different bag of solutions
Sales coverage depends on segment: a/c mgr, rep, partner a/c mgr
now the projects should be becoming 2nd nature
more exchange between business and IS
Local process skills
Future IS needs to be good at services?
of them we turn around and say, get lost, youre not getting that
And the business wouldnt want everybody to do that. Thats the purpose of the group I have
how much do we spend on travel or consultants globally? Then weve got to do special data exercises to get that data
There is a cost benefit on that, because the more data we get in, the more expensive it is
if demand time fence set at 6 weeks, and customer requirement is 2 weeks time, there has to be a manual acceptance of the order
theyve built up a certain expertise, knowing whether its a true reflection rather than an estimated demand
the planners have a fair idea, whether forecasts are accurate, or whether somebody's covering themselves
a lot of that digging is done by people, analysts
you couldnt ask someone at an operations level, they wouldnt know the easiest way of getting it
if we say this then theyll say that
there is intelligence outside [ERP], there is people knowledge, people notes, putting it in someones head
but if demand went from 500 kilos to 550 or 450 kilos, wed know form the safety stock that we could cater for it
its not our job to ring up QC, they have their own system of notification that tells them, you know, you can run a report for the next week
we want to be flexible, talk about solutions, but how do we define solutions
they are trying to work off this one suite of reports only, this is their life
theres so much detail, the expertise in tying the pieces together
their job is not reporting, their job should be I need to drive to this
the more information you provide, the more questions they raise
the more data you have the more confident you become, requesting changes
SQL developer moved on, can't now adapt report to change in roll-up structures
one of our roles is to educate our customers about what it is they are looking at
integration is by a cross functional team, Legal, Tax, PPMG, Finance and IS working closely together
Finance requires good information collection, then the ability & resources to analyse it
every time its more time, more people
buying contracts and foreign exposure, they are in a better position to hedge
we need somebody to set aside the time, you have all this information in your system, it should be able to issue a report
the analysis of our re-order points and our re-order quantities, based on usage and so on [should be possible in SAP]
thirty people across the site could put journal entries into the system
they brought in a SAP expert, he knew the system better than we did
GIA when they came to visit last year, they were able to interrogate SAP very, very easily
that if John left in the morning we would have a problem, theres no doubt about that
we really took 12-14 months to get used to the system, its only now that John is thinking about passing on that expertise
John has taken an objective this year to share that technical expertise
nobody new really on the team has taken on that mantle
we are still struggling with experts
So instead of having your tables named x, y, z, theyre actually named in English
the structure of the BW tables is completely different from SAP
we have access to transaction SSP, which allows us to query tables, but there is only 2 of us on site with access to that
when you show them a standard report, people dont actually sit back and think exactly what they need
Catriona does a lot of the reports, how many samples in backlog, where are those samples,
Business Warehouse is only there for Finance at the moment
we put in a resource in the production area, to ensure that the system was being updated
Or, a lot of the time, the system hasnt been maintained properly, small little things, but they all filter through
Now lead time is not neatly in SAP to tell you the truth. It requires somebody to analyse it
we dont have the resources on SAP, on a daily basis, to kind of, moving in, moving out, sort of thing
because plans change so much, and SAP requires such detail, you continuously maintain the system, we don'y have the resources
were looking at Forecast Accuracy, its something I just need to find time to sit down and work out
but things are always chopping and changing so you always have some data changes to do
The only reason why people dont align to that supplier code typically is that theres usually a major cost in getting all your applications on that same code
collect data from ERP and compare to data from to SCM, LIMS, MES it becomes fundamentally a new gearshift upwards
knowledge requirement monstrous, especially when you start mixing the data from one system with another
with a warehouse youd still need an understanding of the function of that data and the structure of that data
If you didnt have a warehouse then youd need an audit expert whod understand how ERP database worked
If they want to change it, they know itll cost them another 20,000 so they wont do it.
nobody really has the ability to toy with it, partly for good performance reasons
youve less dependency on IS in that regard, more real time
we put it in this way, intending to modify it, then lost expertise on how it was put in
We develop our own reports over here, were more revenue
trying to get something fixed, it wouldnt happen
the scarce resource is knowledge about what's in the system
Synergy: there are a couple of hundred IT guys being siphoned off to improve our processes
Smart people like Kristina Fileva in reporting is vital
Sinead leaving meant loss of expertise and a lack of understanding of original requirements
scaled back development of resources to write canned reports
revenue detail global report contained 9m records, re-architected to 3m records
putting in place a PPMG model for CS reporting
Paul Sanchez would say its hard to get information, he would rely a lot on Paul Cregan
OVOTT: more a people issue than IS
Oracle PL SQL expertise required to exploit SharePlex
On the CS side, theres a whole team working on reporting
No its Shareplex. Ger Corkery wrote it
new project with PPMG / Accenture (no IS) to re-write NRT / IDW (100-10 plan, now EIM)
need a layer of specialised reporting skills with ERP
most of the pre-go-live resources were gone after go-live
More cross functional development of the company
manager in AP worked and slogged to get unmatched receipts report working
Joe McIntyre wanted nobody involved
is there functionality out there that we dont know about or dont use
in IDW group, maybe CS dont understand revenue report, so they ask to create one
I want to make sure we have some one as good as KF on the EIM team
FARM extracts from Gelco and Procurement card spend
ESE well run, a lot of people are being asked for input
EAG know what the system can or can't do, instead of, thats what we want, how about if we did this
development process means report seen only at very end
business doesn't realise it can work at summary level
Brio group works well because its small and they know everything thats there
Make Skills
Make Skills
Make Skills Standardisation
Report Skills
Make Skills
Report Skills
Make Skills
Make Skills
Make Skills
Plan Skills
Plan Skills
Report Skills
Report Skills
Report Skills
Report Skills
Quote to Cash Skills
Make Skills
Report Skills
Make Skills
Make Skills
Make Skills
Plan Skills
Plan Skills
Plan Skills
Plan Skills
Make Skills
Report Skills
Make Skills
Deliver Skills
Report Skills
Report Skills
Report Skills
Report Skills
Plan Skills
Plan Skills
Plan Skills
Report Skills
Make Skills
Make Skills
Make Skills
Buy Skills
Buy Skills
Deliver Skills
Plan Skills
Report Skills
Report Skills
Report Skills
Make Skills Trust =
Make Skills Trust =
Buy Skills -
Buy Skills -
Report Skills -
Report Skills -
Report Skills -
Report Skills -
Report Skills -
Report Skills -
Report Skills -
Report Skills -
Report Skills -
Report Skills +
Report Skills -
Report Skills -
Make Skills Bureacracy
Make Skills Trust +
Make Skills +
Make Skills +
Make Skills -
Make Skills -
Make Skills +
Make Skills +
Make Skills +
Make Skills +
Make Skills +
Quality Skills +
Report Skills +
Make Skills +
Make Skills +
Make Skills =
Make Skills -
Make Skills -
Make Skills =
Quality Skills +
Plan Skills -
Make Skills +
Make Skills +
Make Skills +
Quote to Cash Skills -
Buy Skills -
Buy Skills -
Deliver Skills -
Make Skills +
Make Skills +
Make Skills +
Make Skills +
Make Skills +
Make Skills -
Make Skills -
Make Skills +
Make Skills +
Buy Skills -
Report Skills -
Report Skills -
Report Skills -
Report Skills -
Report Skills -
Make Skills -
Report Skills -
Make Skills -
Report Skills +
Report Skills -
Quote to Cash Skills +
Report Skills -
Report Skills -
Report Skills +
Make Skills +
Report Skills -
Service Skills +
Report Skills -
Report Skills =
Report Skills -
Service Skills +
Report Skills -
Report Skills -
Report Skills -
Report Skills -
Buy Skills -
Make Skills -
Report Skills -
Make Skills -
Report Skills -
Make Skills +
Report Skills -
Report Skills -
Report Skills -
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Warehouse
KPC Cork Warehouse
KPC Cork Warehouse
KPC Cork Planning
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Materials
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Materials
KPC Cork Sales
KPC Cork Sales
KPC Cork Materials
SIT Cork Sales
SIT Cork Materials
SIT Cork Sales
SIT Cork Materials
SIT Cork Sales
SIT Cork Sales
SIT Cork Materials
SIT Cork Sales
SIT Cork Sales
SIT Cork Sales
SIT Cork Sales
SIT Cork Sales
SIT Cork Sales
SIT Cork Sales
SIT Cork Sales
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Finance
KPC Cork Warehouse
KPC Cork Warehouse
KPC Cork Warehouse
KPC Cork Planning
KPC Cork Planning
KPC Cork Quality
KPC Cork Quality
KPC Cork Quality
KPC Cork Materials
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Materials
SIT Cork Sales
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
SIT Cork Sales
SIT Cork Materials
SIT Cork Sales
SIT Cork Materials
Responsibility Role
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Director
Director
Director
Director
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Manager
Manager
Manager
ERP team
Manager
Manager
Manager
Manager
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Plannner
Director
Director
Director
Director
Director
Plannner
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
Director
Team Lead
Director
Director
Team Lead
Team Lead
Planning Manager
Customer commit
Americas Director
Controller
Americas Director
Manager, PPMG
VP
Customer commit
Snr Director
VP
Manager
Manager
Director
Director
Director
Director
Manager
Director
Manager
Planning Manager
Manager
Director
Snr Director
Director
Vice President
Manager, PPMG
Controller
VP
Americas Director
Director
Vice President
BRM Manager
Director
Director
Assembly & Test
Americas Director
Director
Controller
Manager
Snr Director
Controller
Manager
Director
Director
Snr Director
Director
Director
Reporting group
Inventory control
Director
Director
Vice President
Manager
Director
Director
Director
Manager
Manager
Americas Director
Americas Director
BRM Manager
ex-General Manager
Director
Director
Vice President
Reporting group
BRM Manager
Assembly & Test
Director
Americas Director
Director
Controller
Manager, PPMG
Director
Manager
Manager, PPMG
Director
Director
Controller
Director
VP
Director
Customer commit
Vice President
Manager
Manager
Customer commit
Director
VP
Manager
Manager
Manager
Vice President
Manager
Snr Director
VP
Americas Director
Customer commit
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Manager
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Director
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Team Lead
Manager
Manager
Manager
ERP team
ERP team
Manager
Manager
Manager
Plannner
Director
Director
Director
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
General Manager
Director
Director
Team Lead
Team Lead
Plannner
Director
Director
Manager, PPMG
Director
Vice President
Vice President
Vice President
Americas Director
Controller
Manager
Manager
Manager
Snr Director
Assembly & Test
Manager
Americas Director
Customer commit
Planning Manager
EIM Project Director
Planning Manager
Manager
Inventory control
Inventory control
Manager
Reporting group
VP
Manager
Americas Director
Director
VP
Snr Director
Vice President
Americas Director
VP
Manager
Director
Snr Director
Director
Manager, PPMG
Americas Director
Americas Director
Director
VP
EIM Project Director
BRM Manager
VP
Manager, PPMG
Manager, PPMG
VP
BRM Manager, PPMG
Customer commit
BRM Manager
Name Cat
Martin Steele MG
Martin Steele EI
Martin Steele OG
Martin Steele EI
Martin Steele EI
Martin Steele EI
Martin Steele EI
Joe Donovan MG
Joe Donovan EI
Joe Donovan EI
Joe Donovan EI
Denis Barry EI
Gillian Morrissey OG
Paul Blackburn MD
Paul Blackburn MD
Joe Langan EI
Paul Blackburn MD
Joe Langan EI
Joe Langan EI
Joe Langan EI
Joe Langan EI
Joe Langan EI
Joe Langan EI
Martin Deegan EI
Martin Deegan EI
Martin Deegan EI
Rose McCullough EI
Finbarr Calnan EI
Finbarr Calnan EI
Finbarr Calnan EI
Finbarr Calnan EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon EI
Vivian Scanlon OG
Vivian Scanlon OG
Vivian Scanlon EI
Finbarr Lehane MG
Finbarr Lehane EI
Finbarr Lehane EI
Finbarr Lehane EI
Finbarr Lehane EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Vivian Scanlon MD
Tour Ala MD
Tour Ala MD
Tour Ala MD
David Ahearne OG
David Ahearne OG
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones OG
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones SG
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Dave Montaine EI
Paul Blackburn SG
Paul Blackburn SG
Paul Blackburn SG
Paul Blackburn SG
Paul Blackburn SG
Paul Blackburn MG
Paul Blackburn MG
Paul Blackburn EI
Tour Ala MG
Denis Barry MD
Dave Montaine MD
Dave Montaine MD
Tour Ala MD
Gillian Morrissey MD
David Massie SG
Denise O'Mahony EI
Diarmuid Murphy MD
Maoliosa Curtin EI
Joe Collins EI
Bob Sliney CB
Chris Barry MG
Bob Sliney CB
Joe Biagioni EI
Marie Cooney MD
Mike Terry GS
Kathy Lyons EI
Maoliosa Curtin OG
Kevin Campbell CB
Denis Cashman GS
Kathy Lyons MD
Donal Downey EI
Kevin Flanagan MG
Joe Healy GS
Donal Downey MD
Mike Terry MD
Paul Cregan MG
Donal Downey EI
Donal Downey EI
Cherie Dentiste CB
Joe Scott MD
Cherie Dentiste MG
Joe Scott EI
Paul Cregan EI
Donal Downey OG
Jerry Sheehan OG
Bert Murphy EI
Bob Costelloe OG
Joe Healy GS
Karen O'Sullivan EI
Joe Scott MG
Bob Gee EI
Kevin Campbell CB
John Curran MG
Donal Downey MD
Mike Kerouac SG
Joe Biagioni MG
Marie Cooney MD
Kevin Flanagan OG
Kathy Lyons MD
Kevin Flanagan OG
Bob Sliney CB
Kevin Flanagan OG
Jerry Sheehan EI
Mike Kerouac MG
Joe Pesta MD
Joe Biagioni EI
Ciaran Long EI
Joe Biagioni EI
Denis Cashman GS
Dave Fraser MG
Mike Regan EI
Bob Sliney CB
Bill O'Connell MD
Bob Gee EI
Colman O'Flynn MD
Kevin Campbell OG
Kieran Barry Murphy MG
Russ Kassalty OG
Kevin Flanagan OG
Mike Terry EI
Joe Biagioni EI
Russ Kassalty OG
Donal Downey OG
Bert Murphy MD
Kristina Fileva MG
Joe Biagioni MD
Joe Scott MD
JB McCarthy GS
Dave Fraser MG
Kevin Campbell SG
Donal Downey MD
Joe Scott EI
Joe Scott EI
Bob Gee EI
Tim Hourihan EI
Joe Scott EI
Mike Terry MD
Joe Scott MD
Kevin Flanagan EI
Mike Kerouac SG
Paul Cregan OG
Kevin Flanagan MG
Cherie Dentiste MG
Joe Scott MD
Joe Scott MD
Colman O'Flynn EI
Colman O'Flynn EI
Bob Sliney MD
Frank Cronin MG
Bob Sliney MG
Joe Collins MG
Tim Stotz MG
Donal Downey OG
Veronica Perdisatt MD
Mike Terry GS
Cherie Dentiste MG
John Curran MD
JB McCarthy SG
Mike Kerouac GS
Tim Stotz MD
Mike Regan OG
Mike Terry GS
Frank Cronin EI
Dave Fraser EI
Bob Sliney EI
Bridget O'Sullivan OG
Donal Downey MD
Donal Downey OG
Kristina Fileva EI
Dave Fraser OG
Marie Cooney MD
Joe Scott MD
Colman O'Flynn EI
Kevin Flanagan MD
John Byrne OG
Joe Scott MD
Kevin Flanagan GS
JB McCarthy MD
Frank Cronin MG
Donal Downey EI
Joe Scott EI
Donal Downey OG
Bob Gee GS
Donal Downey OG
Joe Biagioni MD
Chris Barry MD
Joe Biagioni MD
Dave Fraser OG
Mark Glenn EI
Mike Terry OG
Kevin Flanagan EI
Kathy Lyons MG
John Curran EI
Maoliosa Curtin OG
Mike Kerouac EI
Bert Murphy EI
Joe Biagioni EI
Paul Cregan EI
Maoliosa Curtin MD
Kevin Flanagan OG
Denis Cashman GS
Kevin Flanagan MG
John Curran MD
Kathy Lyons EI
Joe Healy GS
Denis Cashman GS
Bert Murphy SG
Bert Murphy OG
Mike Kerouac GS
Colman O'Flynn EI
Kevin Campbell EI
Kathy Lyons EI
Bob Sliney MG
Maoliosa Curtin MD
Joe Biagioni MD
Martin Steele EI
Martin Steele MG
Martin Steele EI
Martin Steele EI
Martin Steele EI
Martin Steele MG
Martin Steele EI
Martin Steele MG
Martin Steele EI
Martin Steele EI
Martin Steele EI
Martin Steele EI
Martin Steele EI
Martin Steele EI
Martin Steele EI
Martin Steele EI
Martin Steele EI
Martin Steele EI
Martin Steele EI
Joe Donovan EI
Joe Donovan EI
Joe Donovan EI
Joe Donovan EI
Joe Donovan EI
Joe Donovan EI
Joe Donovan EI
Joe Donovan EI
Joe Donovan EI
Joe Donovan EI
Joe Donovan EI
Joe Donovan EI
Joe Donovan EI
Joe Donovan EI
Joe Donovan EI
Joe Donovan EI
Denis Barry EI
Denis Barry SG
Denis Barry EI
Denis Barry EI
Joe Langan EI
Martin Deegan EI
Martin Deegan EI
Martin Deegan EI
Rose McCullough EI
Rose McCullough EI
Finbarr Calnan EI
Finbarr Calnan MG
Finbarr Calnan EI
Vivian Scanlon EI
Finbarr Lehane EI
Finbarr Lehane EI
Finbarr Lehane EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Diarmuid Murphy EI
Diarmuid Murphy MG
Byron Jones MG
Byron Jones MG
Byron Jones MG
Byron Jones MG
Byron Jones EI
Byron Jones OG
Byron Jones OG
Byron Jones OG
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Byron Jones EI
Dave Montaine EI
Dave Montaine EI
Paul Blackburn EI
Paul Blackburn OG
Paul Blackburn GS
Paul Blackburn GS
Paul Blackburn GS
Paul Blackburn OG
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn SG
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Tour Ala SG
Tour Ala SG
Tour Ala MD
Tour Ala MD
Tour Ala EI
Tour Ala EI
Tour Ala EI
Tour Ala EI
Tour Ala EI
Stephen Blackledge SG
Denis Barry MD
Vivian Scanlon MD
Tour Ala MD
Tour Ala MD
David Massie EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Diarmuid Murphy MD
Joe Biagioni EI
JB McCarthy GS
Denis Cronin EI
Donal Downey OG
Mark Glenn EI
Cherie Dentiste CB
Marie Cooney OG
John Curran EI
Mike Kerouac OG
Mike Kerouac OG
Mike Kerouac OG
Bob Sliney EI
Kevin Flanagan EI
Bert Murphy GS
Mike Terry GS
Bert Murphy GS
Margaret O'Sullivan GS
Colman O'Flynn EI
Kevin Campbell OG
Mike Regan EI
Jim Milton EI
Bob Sliney CB
JB McCarthy GS
Maoliosa Curtin CB
Karen O'Sullivan EI
Bob Costelloe EI
Kristina Fileva OG
Russ Kassalty EI
Lee DeVries EI
Bob Costelloe EI
Donal Downey EI
Mike Terry EI
Jim Milton EI
Tim Hourihan EI
Tim Hourihan EI
Mark Glenn EI
Paul Cregan EI
Kathy Lyons EI
Jim Milton EI
Bob Sliney CB
Margaret O'Sullivan CB
Denis Cronin EI
JB McCarthy GS
Kathy Lyons EI
Kevin Campbell OG
Mike Kerouac OG
Bob Sliney EI
JB McCarthy EI
Mike Terry OG
Kathy Lyons EI
Jim Milton EI
Denis Cronin EI
Kevin Campbell OG
Mike Terry OG
Denis Cronin EI
Karen O'Sullivan EI
Karen O'Sullivan EI
John Byrne EI
Bob Sliney CB
Denis Cashman EI
Bob Sliney OG
Kevin Flanagan EI
John Curran EI
Kathy Lyons EI
Lee DeVries EI
Kristina Fileva OG
Kristina Fileva OG
Kevin Flanagan GS
Margaret O'Sullivan GS
Joe Pesta EI
Kathy Lyons OG
Marie Cooney OG
Russ Kassalty EI
John Byrne EI
Kathy Lyons EI
Marie Cooney EI
Maoliosa Curtin OG
Karen O'Sullivan EI
JB McCarthy EI
Tim Stotz EI
Observations
we dont want heroes now, we want facts and data to drive that position
weve got 120 markets around the world, and 6 million packs, Irvine have got about 8 or 9 SKUs, so its another ball game
yield is a production issue, but production would be counting on Finance to get the right information
Procurement is a good example, they are looking for spend on certain materials, vendors, SAP is not giving them that
they thought originally that it was MERPS stopping them, but that shows now clearly what is wrong with, and theyll get trace on those reasonings
Brazil GM is responsible for daily decisions in Brazil. LA focused instead on more longer-term decision-making
ERP approach would suport daily decisions at LA level on travel, salaries, entertainment, sales by SKU.
If we wanted to understand why selling had gone up by 40%, we wouldnt have enough information above-country
wed send half of it to Ware at their request because they want 50kgs for example and it comes in batch sizes of 100kgs
every Decon then is a separate Decon order
you have one process order per batch
KanBans with 2 tonnes of material in them may not necessarily make that much sense
a lot more approvals, theres a lot more data sets
if we were to go in to every one of them, youd spend your day reviewing these sort of messages
you go by week not even by month, and you are saying the number of batches that you are making
people in Lab dont have good enough systems with total scope of what they do to give accurate data of how long it takes them to operate
the Laboratory has lots of different systems so they actually dont even know themselves whats going on from an hour-to-hour basis
a pile of things that go on in the Analytical Laboratory that isnt under the eye of ERP
Each customer has their own screen. Its actually per customer per product
for the moment now I look at up to the end of 2005 on an order-by-order basis
And this is where we changed the data process, from forms
MERPS can tell you, its 520 million, or 510, but it doesnt matter, you dont need that degree of accuracy
challenge is to pick the event up quickly, assess response quickly, so sales and stock availability don't suffer
1st level events : break down at execution level (batch failure, technical problem, ) or at market level (competitor goes off market, hurricane, )
there are some 600 different sources of our forecast demand (commercial orgs, distributors, licencees)
when you start to slow up, you wish you didnt have such big overheads.
if Latin America ever became one economic unit and one country then our ERP approach would change
if Europe was one business unit and had one GM, we would need clear visibility of detailed costs and sales, to influence perforformance, to align the 2
for a United States of Europe, the ERP requirement would focus on facilitating European-wide decision making
were looking at 10m 20m. profit-type issues. At unit level, theyd be interested in 0.5m or less
defer that promotional campaign or hire for 3 months, to see how top line performs, are we going to deliver our current year commitments
at unit level, theyll be looking more in detail, their decision-making is more short-term and tactical
Were transaction-based rather than information-based
Whats frustrating for people is they know the information is there.
from an IT perspective you have got to provide some data repository system
But its probably quite an intensive process, and its probably when the process isnt running well, that they do that
people who run the factory floor dont have good enough automation systems to give them accurate data
You need to truckloads of stuff out for that, to make those decisions, and its great for it
So theyre looking at it in a much more holistic picture of all the different activities
demand forecast = the movement to the first distribution points, which isnt the same as consumption
One of the difficulties of our business is that we cant measure either of those things
we were looking to see their Forward Supply Plans in more detail perhaps
is there any sort of strategically limiting material that we cant get for 2 or 3 months
- how many DMXs are in the UK operating unit
4 segments, enterprise, corporate, commercial and SMB
6 functional levels in Essbase but little consistency in their use
80% of the commercial revenue would go through partners
a month has 500,000 shipment records, so they export it month by month
accessible information has multiplied # different cuts
All of your orders, within 24 hours, need to have a date or a comment
allocation tools only handle Symm cabs, not upgrades, and not non-EMC products
analysts reward / respect ability to give detailed performance information
youre given more time to do a deeper analysis (costs, turns, lead times, )
APC is more important to Colman in terms of allocated product, whats coming through
working with Dun & Bradstreet on company hierarchy information
where we develop our mgt sys and what we report on comes from the goals at corporate level that filter down
Whats important there is when we are planning on shipping bad product
what big deals are in these actuals that are kinda skewing it
we use Essbase to forecast on margin for each customer operation
we have cost center, account, geography, and business unit
we end up focusing on labour portion of the US, because we have data
we dont have full P&L for the top line Symm and Clariion
we dont get real time reporting out of either T&E system
we apply our fixes from the back end, so as we move back, we close these other bays
Visibility of FGI by stock item location
Visibility of all demand and all supply
Very very clear how day to day work feeds into monthly and global goals in terms of savings
use SAP supplier portal, give vendors invoice visibility
understanding capital spend
today, we dont maintain lead times across the whole supply chain
auditors want complete and accurate of information in a control environment
to minimize cost of up rev, exhaust all old parts before implementing new part
to be effective we also need the right data, in the right place, at the right time
this is traditional type methodology that is just being automated
this is all going down to every line on every order
they probably do create all the data that you need, but by doing that, they create a problem
they dont have good visibility of what the customer has installed on site
there is more scrutiny across the board, but I think that is the right thing
there is an open order report there but you would want to be Einstein to be able to understand it
there hasnt been a system in the past where you could actually log it
the service business as a profit centre
the people who need it any particular time, dont have it
Template did not include stock location capability
TCE: end to end customer tracability, visibility of orders, transport / logistics visibility
talking to Sales, you better be talking at a unit level, but be able to talk $ equivalent
systems have to accept more information faster, and give results to support decisions
suppliers don't peg to each other in Oracle, the customer one isnt pegged well either
Strategic Business Partners deliver target revenues
sometimes hold Brocade, McData product on inventory
software lifeblood is service
Should cost / clean sheeting
Separation of raw data and its meaning
sending orders to Cisco, they need accurate data, for servicing
Sarbanes was now more that you were doing it right on every transaction
sales say "you can buy it 40 grand cheaper next quarter, on a $400, 000 shipment"
sales guy doesnt have access to installed info in a user friendly way
RMA returns: no information
realised saving in a separate database, ties to PO, but ERP doesnt have a place for savings
real time inventory for 2 weeks of quarter would be excellent
quality issue means stopping it and replacing with new revision
Predicting back-log at qtr end
picking up CS revenue from installed base will increase demand for information
people want to know they have the best plan, they are more informed
PCs: lease or buy, you have visibility to spend on computer equipment
payroll practices and activity that are causing inherent costs: need real time data
P&L impact for this quarter is #1, no matter which line you got it in
overcomplicated price book: 1400 products
order must be clean to automate wash to sources of supply
Oracle was never for slicing and dicing data
Oracle not source for operational data
Oracle not flexible to get at detail, which you need to do the close
Oracle does not manage bin locations in warehouse
Oracle 11.03 not easy to streamline routing, upgrade or look at SAP
one big deal can skew demand for the quarter
on the headcount, you could come out of your PeopleSoft
not overly crisp on parent / subsidiary at the moment
no one person can get a handle on the whole picture
new tool called Hyperion Business Planning, that builds up the goals for customer operations
need very good systems to keep track of a much larger number of companies
need to report externally the performance of acquired company
need to look # contractors, the cost, the premium, should they be converted
need 2 sources of data for indirect and direct spend, non-headcount related
Built around ledger
Multiple Ship-to's
much higher level of capability in evaluating their businesses
business is sliced and diced so that budgets and forecasts flow up to correct ownership level
moving towards a geographic P&L
more supplier visibility, access to their inventory levels
monitor RMA pool size, the health of it, making sure its turning
model management in terms of ensuring BOMs are correct
Mfg say we dont have it because of a key component
Metrics on s/w content, NAS content,
maintain separate P&Ls for acquisitions
linkage is at transaction level, then bring it back up to a quarter, or a customer
licence management means better CRM, who has registered what, licence #, version
lean goals improvements are orders of magnitude (+50%, +100%)
key question for new report template is frequency required (determines db used)
its hard to get that clean cut, particularly during the course of the day
itll tell you where it is, whats in it, and how long it took to get there
It was easier to lie your way out of it before
increased # of balance sheet accounts to reduce use of one account like miscellaneous
in making big decisions, we need to provide the VP with right information
improvement changes can be phased in
I/O report: the plan, your inventory number, upcoming receipts
I think EMC has always struggled with the customer
I run the quarter shipment data the first week of the next quarter
how much cheques cost, how many used, what is back end cost?
Capturing data at right stage
how many customers / prospects have you got, segment by segment
how many closed, touched, passed on, its a huge analytical piece of CS
how efficient the commissions plan is in splitting target earnings per rep
heres a guys quota, heres what hes realised, heres his discretionary spend
have x people, each has revenue target of $2.8m
getting better expense to revenue decisions, the concept of a product line P&L
forecasting, re-forecasting, budgeting, variance analysis, giving people their costs
challenge is to get at detail, so weve got a lot of bolt-ons
fixing a problem versus an enhancement
Finance set the production goal from BRM
change control management, Purge
Finance look at Essbase, they got no detail, nothing to make a decision on
FARM tool : collation of all expenditure items by functional level with drill down
exception reporting, why is this in here, why are we miscoding?
every week we do an inventory status
cheapest component can ruin everything because you dont have it
ESE = having the right information at the right time to make a decision
ERP shows earlier how often vendors are hitting their goals
ERP is very granular, other tools needed on top of that, to connect to it
ERP is fine for the hands-on person, to see the commit, and start releasing it
Colman wouldnt look at the same backlog as us
engineers might put in whopping levels of detail about serial numbers
EMC have reputation of providing analysts with good analytic data
EMC focused on a small # of big firms, didnt need complex IS for trackinig
efficient processes, to the right level of detail, so that you can understand issues quickly
commissions supports decision making related to the compensation plan
each location has a $ saving target, each commodity has a target % of savings
during strong growth, detail less important, now its critical
Distributors give access to smaller companies
Distributors deal with unknown re-sellers
details don't matter of how you get there, just get there
Data losing meaning
data elements that are part of the quotation are not required fields
country level profitability model
countries access Brio report, so they see scheduled ship date
controllers dont have visibility, and only look at their cost centers
They can be made to work together, but there are the fundamental rules of the game
how many weeks do you have to perform, at that level, before you are confident, that you can up your capacity
you go out there, asked the folks how many batches we can do a week, we get different numbers from different people
for high value stock we count it a number of times, now its a big exercise for the warehouse, but the Accounting visibility is superb
we are doing over 300 cycle counts, before you had SAP we were only doing 50 or 60 (80 lines of stock)
Inventory definitely improved, particularly in terms of reconciliations and cycle counting
AP has improved, it has certainly become more efficient, certainly the way we are matching invoices and paying suppliers
Chart of accounts was up to ourselves, we could add in as many local accounts as we wanted, but we decided we wouldnt.
without SAP we would be struggling with a lot of the controls imposed on us out of Sarbanes Oxeley
the formality in Financial Accounting that SAP has delivered, its helped us hugely
FW is more comfortable that its more or less being generated automatically, by SAP, rather than fudging it in Excel
Data integrity, I think Finbarr Whyte is a lot more comfortable with the Management Accounting information
SAP has some good internal control improvements, PWC have come in they see a huge improvement
we can stand over the data now, which is important
the information flow out of Management Accounting has certainly improved
we are all doing things now in a similar fashion, not one hundred percent exactly the same but a lot closer than we were previously
Not alone the data but the time to sit back and analyze the data
data quality has improved
Management Accounting things have become a lot more transparent
You could have a global code for a vendor used in Cork, in the UK and in Singapore, but you could also use a local code
its a strategy of having common coding, its been through the mill several times, theres absolute business benefit
quality and plant maintenance would require real time enquiry on screen
with regards to regional requirements the business suffers
demand coming in from the market is inaccurate, so what were getting isnt an accurate demand picture
Accuracy, Finance might say keep it low, we would say keep it accurate
one big benefits of SAP was that, open deviations are now triggered, when you approve your batch, until you delete the batch
unless its maintained on a regular basis, youre going to have to manipulate the information
you can see the whole picture, visibility of the whole situation is more readily available and clearer
The historical data is more transparent
with Vision Factory, if production commit to making those 9 batches a week, theyve got to make those 9 batches
thats what cycle time gives you, the responsiveness to get closer to your customer
whether a product goes on a prescription list, we can't control that, however, if we know about it, we can have a high side +30% scenario
we have to work closer with our customers to understand that intelligence
I have a fancy office, and a fancy title, but if I can go into SAP, you can go in to SAP
we wrote data objectives into peoples duties
I want you to own this process data like your salary data, I want you to own it like your holiday data
but boy was it painful, because data aint sexy
a lot of them are offering the capability for the forecasting process
we encourage local subsidiaries to adopt a more robust forecasting process
Its all about behaviours and reliability
The trick is get a robust demand forecast, improve its accuracy, then theyll rely on it more going forward
the problem with a company this big is that because historically forecasting accuracy was poor, they second guess it
We measure forecast accuracy, they lowball forecast but are aggressive on product ordered from plants. It's a disconnect.
orders and demand must be sent in the Cork code, but product will be accepted into inventory using own local code, as application will have conversion table
when the country applications send an order to a supplier, using a conversion table, they speak in the same code as the supplier
What happens is were a victim of our history and changing SKU codes is a major challenge
anybody who wants to look at data, or use it for decision making, everyones looking at the same data.
with non-integrated systems people are making decisions based on maybe data thats not correct
If you have fractured systems, theyre not interfaced then youve got to reconcile and keep them aligned and so on
where a business is fully ERP integrated, then theres one source of data for Finance, General Management, Manufacturing, Marketing.
youve got to put in core financials, all those applications do at some point in space act as the core financials
to have those assets, liabilities, income and expenses coded on a common basis throughout GSK
we should be able to manufacture to one beat and not have huge spikes in inventory in different parts of the supply chain
analysis has shown that we really dont have that many variables or variations in our manufacturing business
people try to do job well, but are hampered by the fact that they dont have good enough information
nobody has good enough Quality information to give an accurate figure to planners
you had to crash them (ERP and legacy applications) together as best you could
I think were slow learners. Our starting position was to record the information to help suppliers actually
ERP not actually to bring the supply chain under control, its to bring execution in the factory under control, in a compliant manner
The value of inventory is not going to be a lot different from 4pm to 8am the next morning
They have finally got to grips with why they see the carton in the warehouse, and yet it hasnt come up in the planned
for an MBR change, they would coordinate with us, we tell them at what point in the campaign they can make the change
NPI buys materials, schedules production, sets basic recipe for inputs and outputs
in NPI you are developing a recipe, an analytical method, looking at some plant equipment
the information is getting better and more robust
Nobody on the site particularly wants consistency because it doesnt give them individually any benefits
the actual adherence to that plan by production impacts us to an extent
$1.2 million a year worth, using D&B to help drive that parentage
3 plants looking at inventory, in 3 different ways
40% of HR time spent on data maintenance
a Clariion unit has a different model for Dell, we control the different BOMs
accuracy, timeliness and format of information, is critical in meeting goal
add Essbase cost center for new account or customer, especially for new acquisition
APEX include professional services in backlog, other sites dont
you have a lot of real time reports from Oracle that you didnt have before
you can put controls on an ERP system, restrict access, process controls, data validation,
Yield 3: uses embedded tool in Oracle quality module
Yield 2: pass / fail stats in Excel
Yield 1: Franklin measures movement between inventory stages in test cycle
we need to have one set of information
we have so many different Oracle versions, were after going back to the same thing
we dont have common systems, for inside sales and outside sales
Unit mix targets can be badly wrong
transactional integrity and process result in inaccuracy
there is now more consistency worldwide in the actual use of accounts
Targets based on average price
so our whole model of forecasting is inherently wrong
Simplify accounting
should be mirror image between manufacturing and the order side
SarbOx requirements mean rigidity in processing orders, revenue, and deals
Sales not good at forecasting bad news
Sales got consistent about reporting 'cos they blew a goal by $10 m.
revenue recognition rules have tightened up massively
revenue is staying on 11.03, because of serialisation and commissionaire
reconciliation, making sure data makes sense, more like data integrity
problems with quality of data, are where business process has changed
Problem with territorial management of sales (definitions)
our ERP system does everything in compliance with US GAAP
original data dodgy + people under pressure = inaccuracy
order management system much easier, smoother, easier to track
Order Admin are still making errors on 15-20% of the orders
Oracle inventory not accurate for non-serialised parts
one place for all information, know its accurate, and extraction capability to a workable format
NRT is reconciled back to GL
NRT and IDW have front ends, and are updated daily (IDW once daily)
no more manual entry, everything had to be done at the source
no missed shipments, no re-shipments, no shipping errors, a better forecast
need to be working off the same data
most of what we buy is custom (PCB, drives, sheet metal)
most of our lives are spent keeping the data clean and correct
more controls in place, forecasting has gotten better, but sand-bagging still there
more accuracy around it because of one key shipping
mirrored inventory, item master, lead times, part #'s, configuration rules
Metrics are measured differently by 3 plants eg. ESS yield
market complexity increases sharing of field resources: OVOTT
just push it through the way it is, well hopefully match it up later
It did drive better data, in that it had to be consistent
in a position to create more stringent approvals, without it being a paper trail
Improved accuracy, traceability and efficiency (fulfilment & manufacturing)
if the data is inaccurate in P'Soft you do really get crap out of it
if mfg / OA out of synch will get orders that might not be legal
I know whos going to lie to me
I hear on the grapevine that were looking at SAP
half our systems are on 11i and half are on 11.03
gave up Mac-Pac because it wasnt upgradable, and now where are we?
Finance wont be on it for the moment, they are still on 11.03
finance to get involved earlier in the transaction
Finance spend more time analysing, less time arguing about data validity
Finance role to ensure transaction meets new rev rec rules
facilitate sales planning and better communication with factory
ERP systems are only as good as the data in them
ERP infrastructure promotes success with auditors, success with Sarbanes Oxeley
ERP forces consistency that forces data accuracy, so roll up is accurate
ERP data lacking in completeness, conciseness, free of error, understandability, appropriate amount
ensure reporting systems numbers same as financial reporting tools
ensure integrity in how data aggregated and fed from one system to another
EMC sales lead times long, quarter focus not sensible
EMC in bottom quartile, from a forecast accuracy point of view
each site tailored the basic Brio backlog report to how business is done
diligence of sales in updating install at address
different backlog reports are different views of same data, but the rules are the same
Dell sale is denoted in the bill to address marking it Dell *
CS reporting: Essbase has forecast, Oracle has pre-paid maintenance, Winpeak has pre-paid warranty
costing for spares in ERP, depreciated and reconciled for consumed / returned
Cork works by operating unit but Apex cares about area and district
Cork revenue group doing up a lot of the EMEA orders
Commissions, Legato, PS on 11i
Catalyst was for Finance only, I absolutely disagree with that
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KPC Cork Materials
KPC Cork Planning
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SIT Cork Materials
SIT Cork Materials
SIT Cork Materials
Steve Golding EI
Manufacturing Quality IT Architect Tour Ala SG
Planning Manager Bob Costelloe OG
BRM availability and Inventory Manager Joe Collins EI
Observations
nobody has good enough Quality information to give an accurate figure to planners
people try to do job well, but are hampered by the fact that they dont have good enough information
we should be able to manufacture to one beat and not have huge spikes in inventory in different parts of the supply chain
One of the difficulties of our business is that we cant measure either of those things
there are some 600 different sources of our forecast demand (commercial orgs, distributors, licencees)
1st level events : break down at execution level (batch failure, technical problem, ) or at market level (competitor goes off market, hurricane, )
challenge is to pick the event up quickly, assess response quickly, so sales and stock availability don't suffer
MERPS can tell you, its 520 million, or 510, but it doesnt matter, you dont need that degree of accuracy
a pile of things that go on in the Analytical Laboratory that isnt under the eye of ERP
the Laboratory has lots of different systems so they actually dont even know themselves whats going on from an hour-to-hour basis
people in Lab dont have good enough systems with total scope of what they do to give accurate data of how long it takes them to operate
you go by week not even by month, and you are saying the number of batches that you are making
Unit mix targets can be badly wrong
every week we do an inventory status
I/O report: the plan, your inventory number, upcoming receipts
its hard to get that clean cut, particularly during the course of the day
Mfg say we dont have it because of a key component
overcomplicated price book: 1400 products
Visibility of all demand and all supply
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SIT Cork Distribution Customer commit Maoliosa Curtin EI - how many DMXs are in the UK operating unit Deliver
SIT Cork Distribution Customer commit Maoliosa Curtin EI - how many orders do I have now Deliver
SIT Cork Distribution Customer commit Maoliosa Curtin EI - whats the total backlog Deliver
SIT Corporate Materials Non-production purchasing Joe Biagioni EI $1.2 million a year worth, using D&B to help drive that parentage Buy
SIT Corporate Finance Customer Operations Product Allocation Manager Mike Terry EI $1.2 million of that $3 million of pVals was transaction error Deliver
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI to-be processes based on ERP data but you couldnt get it straight from ERP Report
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI 1 year negotiation to get access to SharePlex Report
SIT Cork Information Systems Reporting group Jonathan McCarthy EI 10 PC's dedicated to running SharePlex reports Report
SIT Cork Human Resources Director Denis Cronin EI 10 people in Finance manually consolidating invoices from 5 different EMC companies Quote to cash
SIT Corporate Finance Financial Accounting Treasury Assistant Treasurer Mark GlennEI 100 EMC legal entities, 100 balance sheets revalued each month for currency movement Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI 1000 serial numbers in a Bison cab checked in seconds for ECOs, purges Make
SIT Franklin Materials BRM availability and Inventory Manager Joe Collins EI 2,000 responsibilities in ERP, confusing for new hires, so copy a profile? Plan
SIT Cork Human Resources Director Denis Cronin EI 40% of HR time spent on data maintenance HR
SIT Cork Distribution Manager Colman O'Flynn EI 60% data from ERP Deliver
SIT Corporate Materials Non-production purchasing Joe Biagioni EI 80%+ of my spend is in Oracle Buy
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI 90% of enhancements to ERP relate to revenue reporting, the rest are ignored Quote to cash
SIT Cork Information Systems Manager, PPMG John ByrneEI A lot of reporting is still manual driven Buy
SIT Corporate Finance Order to Cash Business Planning and Cost Accounting Controller Russ Kassalty EI a third of the business deserves 3-6 months delay in order to figure it out Quote to cash
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI a wrong config that is returned, and re-shipped counts twice against stock Plan
SIT Cork Manufacturing Assembly & Test Mike ReganEI Access used to download from GA because easier to programme Make
SIT Corporate Finance Financial Accounting Treasury Assistant Treasurer Mark GlennEI accuracy, timeliness and format of information, is critical in meeting goal Report
SIT Corporate Customer service VP Kathy LyonsEI accurate by genealogy, what has shipped to what site Service
SIT Corporate Finance FP&A Director Cherie Dentiste EI acquired companies still rely on Essbase for forecasting, budgeting Forecast
SIT Corporate Finance FP&A Director Cherie Dentiste EI Acquired company's AP, purchasing and GL moved to ERP right away Approve & Pay
SIT Cork Manufacturing Vice President Dick LehaneEI Acquisitions can be integrated rapidly Buy
SIT Corporate Finance Order to Cash Director John CurranEI added a certain amount of automation, for channel partners Quote to cash
SIT Cork Information Systems Manager, PPMG John ByrneEI ad-hoc reports can run off each local database (31), one refresh per day on the global cube Service
SIT Cork Distribution Manager Colman O'Flynn EI Agreed global metrics Deliver
SIT Cork Manufacturing Manager, Engineering Donal Downey EI all Oracle knows is what you tell it, but APC reads electronically the serial numbers Make
SIT Corporate Customer service VP Kathy LyonsEI all the billing goes through one system Quote to cash
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI all transactions do not affect inventory, thats what the problem is Deliver
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI Allocating high volume products must be automated Make
SIT Cork Distribution Director Jerry Sheehan EI Allocation of product not manufactured in Cork Deliver
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI allocations functionality is there in Oracle, just not there at go-live Report
SIT Corporate Materials Non-production purchasing Joe Biagioni EI an ERP system is not a competitive advantage, it is basically the cost of doing business Buy
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan EI an integrated view would help, instead of getting just emails or reports on what everyone has in the supply chain Buy
SIT Cork Distribution Customer commit Maoliosa Curtin EI And at all times, each person hitting the backlog, it has to be up to date Deliver
SIT Cork Manufacturing Manager, Engineering Donal Downey EI APC is more important to Colman in terms of allocated product, whats coming through Deliver
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI APEX use Oracle to check cab config against Sales Order Make
SIT Franklin DistributionWorldwide Distribution Snr DirectorKevin Campbell EI article lead times, one of things we chose not to use in Catalyst Deliver
SIT Cork Manufacturing Assembly & Test Mike ReganEI as you become aware of whats there, potential for time saving increases Make
SIT Corporate Information Systems CIO Mark Quigley EI at EMC's size, have to put a stake in the ground, or get out of control in terms of information Report
SIT Corporate Customer service VP Kathy LyonsEI at some point you are going to change obsolete systems anyhow Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI at worst Oracle is just a little bit behind Make
SIT Cork Distribution Director Jerry Sheehan EI Automate allocation process for high volume product Deliver
SIT Cork Distribution Director Jerry Sheehan EI Avoiding real issue by asking business to change Deliver
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt EI Back to delivery on promises as measure of success Plan
SIT Cork Information Systems Manager, PPMG Marie Cooney EI backlog runs slower on Oracle, because of the CPU utilization Deliver
SIT Cork Information Systems Manager, PPMG Marie Cooney EI backlog showing orders that have shipped already Deliver
SIT Cork Information Systems Manager, PPMG John ByrneEI because corporate have full view of this, sales dont actually put them in until they're sure Service
SIT Cork Finance FP&A Manager Paul CreganEI because of commissionaire, Brio / NRT feeds Essbase, and includes correct breakout by country Forecast
SIT Cork Manufacturing Assembly & Test Mike ReganEI because well only kill the goose that laid the golden egg Make
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI before ERP you probably have lots of feelings, where as now you have lots of data Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI before youd have been dependent on reports, now, you can go directly into the system Report
SIT Corporate Information Systems CIO Mark Quigley EI Best of breed is more expensive and more difficult to keep it working properly Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI big Shared Service issue is converting local systems to common processes Approve & Pay
SIT Cork Information Systems Reporting group Jonathan McCarthy EI biggest challenge is volume (reports for KBM with 1 million records) Report
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI Brio allows OA to see opportunities Quote to cash
SIT Cork Distribution Customer commit Maoliosa Curtin EI Brio doesnt give us additional information, but the way it shows us information is critical Deliver
SIT Cork Information Systems Reporting group Jonathan McCarthy EI Brio front-end links to different db's (invisible to user) Report
SIT Corporate Finance Order to Cash Global Revenue Reporting Manager Kristina Fileva EI Brio group works well because its small and they know everything thats there Quote to cash
SIT Cork Distribution Customer commit Maoliosa Curtin EI Brio report modified to show if there's anything hanging in one-key shipping (Yes / No) Deliver
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt EI BRM not integrated with ERP Plan
SIT Cork Distribution Manager Colman O'Flynn EI Built around ledger Report
SIT Cork Information Systems Reporting group Jonathan McCarthy EI business doesn't realise it can work at summary level Report
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI but normally when you change a process its going to cost money anyway Quote to cash
SIT Corporate Finance Order to Cash Director John CurranEI but were always surprised at how difficult it is to get the system to play nice Quote to cash
SIT Corporate Finance Financial Accounting Treasury Assistant Treasurer Mark GlennEI by the time youve gathered data manually the dollars moved 10% and youve lost a hundred million dollars Report
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI cab damaged in transit, returns to ship later, counts twice against stock Plan
SIT Cork Manufacturing Assembly & Test Mike ReganEI can a transactional system make a production process go faster? Make
SIT Cork Finance Customer Operations Director Ciaran LongEI Can be difficult to drag the data out of ERP Deliver
SIT Cork Information Systems Reporting group Jonathan McCarthy EI can take 30 mins to open a large report Report
SIT Corporate Finance Customer Operations Manager Jim Milton EI canned reports are too standard and not in a summary format Quote to cash
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI Capacity planning spreadsheet based Make
SIT Cork Distribution Manager Colman O'Flynn EI Capturing data at right stage Deliver
SIT Franklin Manufacturing Global Order Integration BRM Manager Joe Pesta EI Catalyst hasnt provided information we use to monitor performance Deliver
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI Catalyst was for Finance only, I absolutely disagree with that Report
SIT Corporate Information Systems CIO Mark Quigley EI Catalyst, Go To Market, these are incremental steps, information is better than it ever was Report
SIT Corporate Finance Req to cheque Director Joe Scott EI challenge is to get at detail, so weve got a lot of bolt-ons Approve & Pay
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI challenge of customer master integrity and its maintenance not resolved Quote to cash
SIT Cork Distribution Manager Colman O'Flynn EI Change process to match ERP Deliver
SIT Cork Information Systems Manager, PPMG Marie Cooney EI Clariion volumes went through the roof, so one key shipping was slowing down Deliver
SIT Corporate Finance FP&A Director Cherie Dentiste EI close process for acquired divisions means feeds from their ERP Report
SIT Cork Distribution Customer commit Maoliosa Curtin EI closing a quarter with a high backlog is messy Deliver
SIT Corporate Finance Order to Cash Director John CurranEI commissions functionally rich, but creates more data that is difficult to tie back to revenue Quote to cash
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI Commissions, Legato, PS on 11i Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI common processes means we can go to another country and work there Approve & Pay
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI consolidated trial balance, bringing US Gaap and local accounts together, as basis for preparing the local accounts Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI consolidating financial statements for entities plus 22 subsidiaries, data from Oracle Report
SIT Cork Finance Customer Operations Manager Bert MurphyEI Consolidation into one system Quote to cash
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI core ERP elemental to big performance indicators Report
SIT Cork Information Systems BRM Manager, PPMG Marie Cooney EI Cork works by operating unit but Apex cares about area and district Deliver
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI corporate are now happy that they own the process, so now they would be relinquishing more decision making locally Quote to cash
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI corporate have the data to get to anything they want to get to Quote to cash
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI corporation can look at all assets for a given cost centre across all countries Report
SIT Corporate Customer service VP Kathy LyonsEI costing for spares in ERP, depreciated and reconciled for consumed / returned Service
SIT Corporate Information Systems CIO Mark Quigley EI creation of data warehouse, and sorting, cutting, reporting based on what you think you know Report
SIT Corporate Customer service VP Kathy LyonsEI CS benefits : serial number tracking, and ability to get more material faster Service
SIT Cork Information Systems Manager, PPMG John ByrneEI CS reporting: Essbase has forecast, Oracle has pre-paid maintenance, Winpeak has pre-paid warranty Service
SIT Cork Materials Planning Manager Bob Costelloe EI Custom built planning solution Plan
SIT Corporate Finance Order to Cash EIM ProjectDirector Lee DeVriesEI Customer Service integration, focus is now on profitability Service
SIT Corporate Customer service VP Kathy LyonsEI customer service uses ERP as a trigger for back end processes (warranty period, ) Service
SIT Cork Distribution Inventory control Tim Hourihan EI Customising Oracle reduced its value Deliver
SIT Cork Distribution Director Jerry Sheehan EI Customized ERP instead of meeting it halfway Deliver
SIT Cork Manufacturing Manager, Engineering Donal Downey EI customizing the system for transactions, but not to get information Make
SIT Franklin DistributionWorldwide Distribution Snr DirectorKevin Campbell EI data elements that are part of the quotation are not required fields Deliver
SIT Cork Distribution Manager Colman O'Flynn EI Data losing meaning Deliver
SIT Corporate Finance Order to Cash Global Revenue Reporting Manager Kristina Fileva EI data moved from many different places, no one reporting tool perfect, ended up with 5 versions of revenue Report
SIT Corporate Customer service VP Kathy LyonsEI Day 32 helps them close the books Report
SIT Corporate Finance Order to Cash Business Planning and Cost Accounting Controller Russ Kassalty EI Dell sale is denoted in the bill to address marking it Dell * Quote to cash
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI development process means report seen only at very end Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI didn't gain anything over Mac-Pac, except ability to do more volume Report
SIT Cork Human Resources Director Denis Cronin EI difficult to have a system to plan the stuff that happens out of the blue Make
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI difficult to keep de-books and re-books tied together to relevant deal Quote to cash
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI Direct Express (Oracle 11i) lodges order to pending Quote to cash
SIT Corporate Information Systems CIO Mark Quigley EI disparate IT groups in each of function was not scalable, cost efficient, or integrated Report
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI distribution getting it tonight as distinct from tomorrow morning, makes a big difference at end of quarter Deliver
SIT Cork Manufacturing Assembly & Test Mike ReganEI do an ad-hoc, then work on automating that Make
SIT Corporate Manufacturing Vice President Mike Kerouac EI dont see ERP delivering much "standard" reporting, advanced stuff is off the radar Make
SIT Cork Manufacturing Manager, Engineering Donal Downey EI downside of APC is that it only covers intelligent parts Make
SIT Cork Finance Customer Operations Manager Bert MurphyEI Downside of integration Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI During Catalyst, the worst thing we could do was build an interface Make
SIT Corporate Finance Order to Cash Director John CurranEI DW's built to follow process, very clunky to use Quote to cash
SIT Franklin Manufacturing Global Order Integration BRM Manager Joe Pesta EI each site tailored the basic Brio backlog report to how business is done Deliver
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI EAG know what the system can or can't do, instead of, thats what we want, how about if we did this Quote to cash
SIT Corporate Customer service VP Kathy LyonsEI earlier visibility to whats missing from shipment, saves wasted install trip Service
SIT Corporate Finance Customer Operations Americas Director Bob Sliney EI EMC hasnt integrated Legato / Documentum systems Quote to cash
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI EMC real time is probably as good as youre going to get Report
SIT Cork Finance Customer Operations Director Ciaran LongEI EMC try to align information to decisions via Brio Deliver
SIT Cork Distribution Director Jerry Sheehan EI Enhancements become critical with volume Deliver
SIT Corporate Finance Customer Operations Manager Jim Milton EI ERP = building block for integration of acquisitions onto one platform Report
SIT Corporate Finance Order to Cash Director John CurranEI ERP = tool to create data, BI = tool to organise it, then analysis Quote to cash
SIT Cork Materials Director Bill O'Connell EI ERP 1.5 hours behind real time Plan
SIT Cork Finance FP&A Manager Paul CreganEI ERP allows us to have that conversation Forecast
SIT Corporate Manufacturing Vice President Mike Kerouac EI ERP benefits "over promised" by vendors, had to strip out functionality to meet deadlines Make
SIT Cork Manufacturing Manager, Engineering Donal Downey EI ERP can transact and be the information repository, but not provide information Make
SIT Cork Distribution Director Jerry Sheehan EI ERP capability limited for production Deliver
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt EI ERP caused BOM sequencing issues for production Make
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI ERP data is converted into DSS Make
SIT Corporate Finance Order to Cash EIM ProjectDirector Lee DeVriesEI ERP data lacking in completeness, conciseness, free of error, understandability, appropriate amount Report
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI ERP didn't do a whole lot for manufacturing Make
SIT Cork Distribution Director Jerry Sheehan EI ERP didn't meet customer / logisitics requirements Deliver
SIT Corporate Finance Customer Operations Americas Director Bob Sliney EI ERP doesn't accommodate dynamic changes of business Quote to cash
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI ERP doesn't support different functional goals Make
SIT Franklin DistributionWorldwide Distribution Snr DirectorKevin Campbell EI ERP fitted around current process without looking at scalability Deliver
SIT Corporate Customer service VP Kathy LyonsEI ERP forces consistency that forces data accuracy, so roll up is accurate Service
SIT Corporate Materials Non-production purchasing Joe Biagioni EI ERP gives me is spend data better than weve ever had Buy
SIT Cork Finance Customer Operations Manager Bert MurphyEI ERP giving us revolutionary information Quote to cash
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt EI ERP goal was to get rid of some of the paperwork Make
SIT Corporate Manufacturing Vice President Mike Kerouac EI ERP has an incredible amount of embedded content Make
SIT Corporate Finance Order to Cash EIM ProjectDirector Lee DeVriesEI ERP has been process focused rather than decision focused Report
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI ERP hasn't made a huge difference Make
SIT Franklin DistributionWorldwide Distribution Snr DirectorKevin Campbell EI ERP hinders our ability to change Deliver
SIT Cork Distribution Inventory control Tim Hourihan EI ERP ignores availability of product when releasing orders Deliver
SIT Corporate Finance Order to Cash Director John CurranEI ERP infrastructure promotes success with auditors, success with Sarbanes Oxeley Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI ERP introduced purchasing into non-manufacturing part of international, more global contracts, more visibility Buy
SIT Corporate Manufacturing Vice President Mike Kerouac EI ERP is transactional only, not good in planning or logistics, getting operational information not easy Make
SIT Corporate Finance Order to Cash Director John CurranEI ERP is very granular, other tools needed on top of that, to connect to it Quote to cash
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI ERP not designed for changing SO allocation Make
SIT Cork Distribution Customer commit Maoliosa Curtin EI ERP report fine if youre doing a country like Norway, that has 12 orders Deliver
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan EI ERP re-routes PO changes all the way back for re-approval again (SIR to change) Buy
SIT Franklin Materials Director Dave Fraser EI ERP system cant give exactly what you want, MMIS does Plan
SIT Franklin DistributionWorldwide Distribution Snr DirectorKevin Campbell EI ERP system today doesnt address change in business Deliver
SIT Cork Information Systems Manager, PPMG Valerie Gleeson EI ERP systems allow holistic reporting, but if you use the information correctly Report
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan EI ERP systems are only as good as the data in them Buy
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt EI ERP was for Finance and Sales, not manufacturing Make
SIT Cork Distribution Director Jerry Sheehan EI ERP works but not at quarter end Deliver
SIT Cork Sales Manager, Inside Sales Kevin Flanagan EI ESE = having the right information at the right time to make a decision Quote to cash
SIT Cork Sales Manager, Inside Sales Kevin Flanagan EI ESE well run, a lot of people are being asked for input Quote to cash
SIT Cork Finance Customer Operations Director Ciaran LongEI ESE: sales rep access to all customer data Quote to cash
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI e-segment piece, a shadow ledger within set of books, so that statutory adjustments can be booked Report
SIT Cork Finance FP&A Manager Paul CreganEI Essbase is a very powerful tool, a lot more user friendly than Oracle, spreadsheet based Forecast
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI even if you could get it every hour, you couldnt digest it every hour Quote to cash
SIT Corporate Finance Financial Accounting Treasury Assistant Treasurer Mark GlennEI every balance sheet balance is in the ERP system Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI every time we add a new account number, they have to add it manually to 11i Report
SIT Corporate Finance Order to Cash Director John CurranEI everything goes through Catalyst 11.03, Project Accounting is 11i, Commissions is 11i Quote to cash
SIT Cork Sales Manager, Inside Sales Kevin Flanagan EI everything we do here has to be exported to Excel and sent to the field Quote to cash
SIT Cork Information Systems Manager, PPMG Marie Cooney EI export data, process query (10), write it up to server (5), then pull back report to PC (3) Buy
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI FA benefits (common accounts, rules for depreciation ) is a huge step forward Report
SIT Cork Sales Manager, Inside Sales Kevin Flanagan EI facilitate sales planning and better communication with factory Quote to cash
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI FARM downloads "hidden" detail (eg. Tx creator & email under Help) Buy
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI FARM extracts from Gelco and Procurement card spend Report
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI FARM more up to date than NRT (runs 4 times daily) Report
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI FARM uses Essbase for roll-up of cost centres to functional level Report
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI FARM: draws transactional information from SharePlex Report
SIT Cork Distribution Manager Colman O'Flynn EI Finance benefit Report
SIT Corporate Manufacturing Vice President Mike Kerouac EI Finance got what they want, Bill Tueber gets his data within 1/2 days Report
SIT Corporate Finance Global Finance Operations SVP & Corporate Controller Denis Cashman EI Finance spend more time analysing, less time arguing about data validity Report
SIT Cork Information Systems Manager, PPMG John ByrneEI Finance wont be on it for the moment, they are still on 11.03 Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI flow control customization prevents parts moving to certain locations without the fixes being applied Make
SIT Corporate Finance Req to cheque Director Joe Scott EI fo commissions we have OIC, but not in place in all US groups Approve & Pay
SIT Cork Distribution Director Jerry Sheehan EI Focus on generating additional reports Deliver
SIT Cork Manufacturing Manager, Engineering Donal Downey EI for emergencies global inventory view is typically done outside of the system Make
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI for FA, there is a consistent depreciation policy across the company Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI For implementing changes we would just look through our inventory records on Oracle Make
SIT Cork Distribution Customer commit Maoliosa Curtin EI for us the value add is that it comes out in report format Deliver
SIT Cork Information Systems Reporting group Jonathan McCarthy EI for users querying one table in NRT, SQL is more efficient Report
SIT Cork Finance FP&A Manager Paul CreganEI forecasting always left to the end, should be done with financial information package Forecast
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI France & Belgium can write adjustments straight into Oracle, without impacting global consolidation Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI gave up Mac-Pac because it wasnt upgradable, and now where are we? Report
SIT Cork Manufacturing Assembly & Test Mike ReganEI generate a report for last month, and you tell me if its what you want Make
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI Global Allocator ran differently in each place, not really "global" Deliver
SIT Cork Materials Planning Manager Bob Costelloe EI Global view supports commodity shortage decisions Plan
SIT Corporate Manufacturing Vice President Mike Kerouac EI good core functionality is reports on budget and inventory turns Make
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI great value of having raw data on spend to be able to review with business Approve & Pay
SIT Corporate Finance Global Finance Operations SVP & Corporate Controller Denis Cashman EI Hackett report 86% more time collecting & compiling information than World Class Report
SIT Cork Distribution Director Jerry Sheehan EI Had to become part of logistics control system Deliver
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI half our systems are on 11i and half are on 11.03 Report
SIT Corporate Finance FP&A Director Cherie Dentiste EI hardest thing is bringing revenue piece of acquired company onto ERP Quote to cash
SIT Cork Information Systems Manager, PPMG John ByrneEI hardware / software split (software is allocated to the country, hardware to Cork) Quote to cash
SIT Corporate Finance Order to Cash Director John CurranEI have fastest servers you can buy, only so many you can manage operationally Quote to cash
SIT Cork Finance Customer Operations Director Ciaran LongEI Haven't really got their arms around the BRM process Plan
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI helping the consolidation process, better FX reporting, more visibility in planning Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI I can see how difficult it is going to be to upgrade Oracle Make
SIT Cork Manufacturing Manager, Engineering Donal Downey EI I cant think of a situation where the single instance has been of benefit Deliver
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI I couldnt care less if you buy twice as many machines, thats not my problem, my problem is to complain about it Quote to cash
SIT Corporate Customer service VP Kathy LyonsEI I dont think they ever actually put ERP in for the workers Make
SIT Cork Human Resources Director Denis Cronin EI I hear on the grapevine that were looking at SAP HR
SIT Corporate Finance Customer Operations Americas Director Bob Sliney EI I think people can hide behind the system Quote to cash
SIT Cork Manufacturing Assembly & Test Mike ReganEI I understand why stuff happened, politics basically, it makes the difference Make
SIT Corporate Finance Order to Cash Business Planning and Cost Accounting Controller Russ Kassalty EI I want to make sure we have some one as good as KF on the EIM team Quote to cash
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI Id forgotten AP completely, those dark days, it was an absolute nightmare Approve & Pay
SIT Cork Manufacturing Manager, Engineering Donal Downey EI Im not sure theres anyone globally merging the tables Deliver
SIT Cork Information Systems Manager, PPMG Valerie Gleeson EI if information is used optimally, it should tell you what you need to know Report
SIT Cork Distribution Customer commit Maoliosa Curtin EI If it happens one of 90 nights, unfortunately that is the one night that is important. Deliver
SIT Corporate Finance FP&A Director Cherie Dentiste EI if PeopleSoft feed fails, feed to Essbase fails, so you wait for next cycle Forecast
SIT Cork Human Resources Director Denis Cronin EI if the data is inaccurate in P'Soft you do really get crap out of it HR
SIT Cork Manufacturing Manager, Engineering Donal Downey EI If transaction piece was taken away, and the results were fed back into Oracle? Make
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI if we got what the US had at go-live, we wouldnt have got Chriss report Approve & Pay
SIT Franklin Materials Director Dave Fraser EI if we make adjustments, Ctrl-M must be re-run to update MMIS Plan
SIT Corporate Finance Order to Cash Global Revenue Reporting Manager Kristina Fileva EI if youre looking for something within one system module, youre fine Quote to cash
SIT Corporate Finance Financial Accounting Treasury Assistant Treasurer Mark GlennEI import Catalyst data into our models that allow very fast analysis and very fast decisions Report
SIT Corporate Finance Customer Operations Manager Jim Milton EI Improved accuracy, traceability and efficiency (fulfilment & manufacturing) Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI in a position to create more stringent approvals, without it being a paper trail Buy
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI in Australia, because interfaces stopped, no reforecast on Day 1 Forecast
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI in Catalyst, it was out of scope, in Quote to cash they say not in scope Report
SIT Corporate Finance Order to Cash Global Revenue Reporting Manager Kristina Fileva EI in IDW group, maybe CS dont understand revenue report, so they ask to create one Quote to cash
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI in IDW transactions are sales orders, but we need deals Quote to cash
SIT Cork Information Systems Manager, PPMG Marie Cooney EI in Oracle, youd have to write a different report for every plant: nightmare! Deliver
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI Information latency puts pressure on production Make
SIT Cork Manufacturing Manager, Engineering Donal Downey EI information probably not better, but transactional stuff is a hell of a lot better Make
SIT Corporate Finance Customer Operations Americas Director Bob Sliney EI infrastructure stage was critical, ERP an enabling stage Report
SIT Corporate Customer service VP Kathy LyonsEI integration of Mfg and CS eg. automated returning of serial numbers Service
SIT Cork Materials Planning Manager Bob Costelloe EI Interface directly from BRM Plan
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI interface errors: de-booking an order when cash is applied to it, or they set up a new order type, and it doesnt work Quote to cash
SIT Franklin Materials Director Dave Fraser EI Inventory Report from MMIS: all raw data really coming from Oracle Plan
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI inventory turns comes from Excel spreadsheets Make
SIT Cork Information Systems Manager, PPMG Valerie Gleeson EI inventory, once received, is keyed and therefore provided for as an expense automatically Buy
SIT Cork Distribution Director Jerry Sheehan EI Inventory, receiving, backlog and availability Deliver
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI invoicing is the biggest problem that we still have, the most manual Quote to cash
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI Irrespective of where people are, you can generate a routing Approve & Pay
SIT Cork Sales Manager, Inside Sales Kevin Flanagan EI IS give us averages and trends, as we start to do more business in Comm & SME Quote to cash
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI is there functionality out there that we dont know about or dont use Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI it also would be very hard to create controls to limit access Report
SIT Cork Distribution Director Jerry Sheehan EI IT asks business to change instead of fixing issue Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI it brought on-line a lot of things that were on local systems like fixed assets Report
SIT Corporate Information Systems CIO Mark Quigley EI it can frustrate people that they cant do something quick and dirty Report
SIT Corporate Customer service VP Kathy LyonsEI It did drive better data, in that it had to be consistent Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI it has allowed the ability to globally report on different lines in the balance sheet Report
SIT Cork Manufacturing Assembly & Test Mike ReganEI it takes a bit of time to understand whats happening Make
SIT Cork Finance Order to Cash Ireland Finance Director Frank Cronin EI it takes good systems to generate variance analysis reports, to budget at a very significant and detailed level, to forecast Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI it took something like 20 minutes to go from one screen to another Report
SIT Cork Manufacturing Assembly & Test Mike ReganEI IT, itself, wont have the resource to do it Make
SIT Cork Manufacturing Assembly & Test Mike ReganEI its not like youd see someone walking into a meeting with an Oracle report Make
SIT Cork Information Systems Manager, PPMG John ByrneEI Italy produce the invoice out of Oracle because of the sequence number Quote to cash
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI It's hard to say are we overall doing better Make
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI it's often not clear from sales order if its legit on its own Quote to cash
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI Joe McIntyre wanted nobody involved Report
SIT Cork Manufacturing Assembly & Test Mike ReganEI just do the Special Copy on Oracle report, then clean it up in Excel Make
SIT Cork Information Systems Reporting group Jonathan McCarthy EI key question for new report template is frequency required (determines db used) Report
SIT Cork Distribution Manager Colman O'Flynn EI Keying shipments Deliver
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI lack of consistency in mfg is absolutely not a system issue Make
SIT Cork Information Systems Manager, PPMG John ByrneEI lead, prospect, quote, site, opportunity, sales order, install base, warranty, maintenance, all integrated Service
SIT Cork Manufacturing Assembly & Test Mike ReganEI like Id walk out on the floor and Id say, alright lads, whats the story here Make
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt EI Live data at Qtr end not necessarily from ERP Deliver
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI manager in AP worked and slogged to get unmatched receipts report working Approve & Pay
SIT Cork Distribution Director Jerry Sheehan EI Manual complete ship report Deliver
SIT Corporate Customer service VP Kathy LyonsEI manufacturing were able to judge benefit of ERP vesus extra transactions Make
SIT Corporate Finance Order to Cash Business Planning and Cost Accounting Controller Russ Kassalty EI many enhancements because Catalyst designed for Symm Quote to cash
SIT Corporate Finance Customer Operations Americas Director Bob Sliney EI market complexity increases sharing of field resources: OVOTT Quote to cash
SIT Corporate Finance Req to cheque Director Joe Scott EI Mars for approval of headcount, contract labour, numbers, costs, off-shoring Approve & Pay
SIT Cork Distribution Director Jerry Sheehan EI Material shortages for non-serialised product Deliver
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI maybe customer has SAP and it only accepts one invoice per PO Quote to cash
SIT Cork Information Systems Manager, PPMG Marie Cooney EI Melissa exports them to Excel and emails them to Jerry, every half hour Deliver
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI Mfg did not change management processes to drive consistency and common metrics across plants Make
SIT Franklin Materials Director Dave Fraser EI MMIS downloads back into Oracle, then buyers get planning reports Plan
SIT Cork Materials Planning Manager Bob Costelloe EI MMIS standardised planning processes Plan
SIT Corporate Customer service VP Kathy LyonsEI more accuracy around it because of one key shipping Service
SIT Corporate Finance Customer Operations Manager Jim Milton EI More cross functional development of the company Buy
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI more real time reporting off consolidated system, so its easier to see the impact of changes Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI more visibility to spend, and more visibility at transaction level as to whats going on Buy
SIT Cork Human Resources Director Denis Cronin EI most of our lives are spent keeping the data clean and correct HR
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI most of the pre-go-live resources were gone after go-live Report
SIT Corporate Customer service VP Kathy LyonsEI move to a single instance of MacPac, youd go through the same pain Report
SIT Cork Materials Planning Manager Bob Costelloe EI MRP tells you what you need, but assumes you can get it Plan
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI Much of the integration and control has been implemented on the cost side Approve & Pay
SIT Cork Distribution Manager Colman O'Flynn EI Multiple Ship-to's Deliver
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI my answer to it will be, get used to it, its not going to go away, I want the reports, you deal with the volume of records Quote to cash
SIT Corporate Materials Non-production purchasing Joe Biagioni EI my business system is already set up, it can handle the incremental volume Buy
SIT Corporate Materials Non-production purchasing Joe Biagioni EI my ERP system, allows me to take on to those acquisitions in a second Buy
SIT Corporate Finance Req to cheque Director Joe Scott EI need "one stop shopping" on heads, contractors, interns, temps, T&E, payroll Approve & Pay
SIT Corporate Customer service VP Kathy LyonsEI need a layer of specialised reporting skills with ERP Report
SIT Cork Distribution Inventory control Tim Hourihan EI Need for global processes, not Cork only Deliver
SIT Cork Materials Planning Manager Bob Costelloe EI Net changes to MRP are not re-run through Oracle Plan
SIT Corporate Information Systems CIO Mark Quigley EI new DW should be inclusive and flexible (manipulate and cut information in different ways) Report
SIT Cork Information Systems Reporting group Jonathan McCarthy EI new project with PPMG / Accenture (no IS) to re-write NRT / IDW (100-10 plan, now EIM) Report
SIT Cork Manufacturing Assembly & Test Mike ReganEI no access to linked servers so GA queried via Access Make
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt EI No cost savings in manufacturing because no process change Deliver
SIT Cork Distribution Director Jerry Sheehan EI No enhancement if not a global requirement Deliver
SIT Corporate Finance Financial Accounting Treasury Assistant Treasurer Mark GlennEI No its Shareplex. Ger Corkery wrote it Report
SIT Corporate Finance Customer Operations Manager Jim Milton EI no missed shipments, no re-shipments, no shipping errors, a better forecast Deliver
SIT Corporate Customer service VP Kathy LyonsEI no more manual entry, everything had to be done at the source Report
SIT Cork Distribution Customer commit Maoliosa Curtin EI no OA issues, order entered in Direct Express, so they come on fairly automatically Deliver
SIT Cork Finance Customer Operations Director Ciaran LongEI No system can cope with market complexity Deliver
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI no systematic way to consume inventory for de-book / re-books Quote to cash
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI not a decisions making tool from our point of view Report
SIT Cork Distribution Director Jerry Sheehan EI not as user flexible as SAP for logisitcs Deliver
SIT Cork Sales Manager, Inside Sales Kevin Flanagan EI not overly crisp on parent / subsidiary at the moment Quote to cash
SIT Cork Manufacturing Assembly & Test Mike ReganEI now I can report on 3 plants at one time, using the same criteria Make
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI now, you log a SIR, you get it prioritized, it would go to Bill Tueber for approval Quote to cash
SIT Cork Information Systems Reporting group Jonathan McCarthy EI NRT and IDW have front ends, and are updated daily (IDW once daily) Report
SIT Corporate Finance Order to Cash Global Revenue Reporting Manager Kristina Fileva EI NRT and IDW, with the same logic, aggregate and interpret into increments Quote to cash
SIT Cork Information Systems Reporting group Jonathan McCarthy EI NRT contains the whole order lifecycle, not just the last value Report
SIT Cork Information Systems Reporting group Jonathan McCarthy EI NRT has code to bring everything together (orders from Oracle, leads from Siebel) Report
SIT Cork Finance FP&A Manager Paul CreganEI NRT is reconciled back to GL Forecast
SIT Cork Information Systems Reporting group Jonathan McCarthy EI NRT refresh takes 2 hours to execute Report
SIT Cork Information Systems Reporting group Jonathan McCarthy EI NRT refreshes 3 times daily, every 7 hours (24h00, 08h00 and 15h00 US time) Report
SIT Corporate Finance Customer Operations Product Allocation Manager Mike Terry EI OA try to go too fast, doesnt transact every line Deliver
SIT Cork Information Systems Manager, PPMG John ByrneEI on both sides of the fence (Services and Sales) reporting is huge Service
SIT Cork Information Systems Manager, PPMG John ByrneEI On the CS side, theres a whole team working on reporting Service
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI One Chart of Accounts means company can rapidly integrate acquisitions Report
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI One CoA meant ripping out a plethora of local systems, which was a significant win Report
SIT Corporate Finance Financial Accounting Treasury Assistant Treasurer Mark GlennEI one place for all information, know its accurate, and extraction capability to a workable format Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI only now that we are seeing some of the promised advantages of ERP Report
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI Operations Data Warehouse Make
SIT Cork Manufacturing Manager, Engineering Donal Downey EI option to do reporting elsewhere, no option where to do transacting Make
SIT Corporate Finance Req to cheque Director Joe Scott EI Oracle 11.03 not easy to streamline routing, upgrade or look at SAP Approve & Pay
SIT Cork Distribution Inventory control Tim Hourihan EI Oracle could not ship confirm as material arrives at X dock Deliver
SIT Cork Distribution Inventory control Tim Hourihan EI Oracle does not manage bin locations in warehouse Deliver
SIT Cork Manufacturing Manager, Engineering Donal Downey EI Oracle doesnt know when were planning on shipping the material we have Make
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI Oracle financials doesnt break it down in the same level of detail thats required Report
SIT Cork Distribution Inventory control Tim Hourihan EI Oracle genealogy limits flexibility Deliver
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI Oracle gives inventory location Make
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI Oracle has allowed shared services to become a reality Approve & Pay
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI Oracle has transactions, but you rely on other systems for decision making Report
SIT Corporate Information Systems CIO Mark Quigley EI Oracle has transactions, key is data warehouse, is it giving the information run the business Report
SIT Cork Distribution Inventory control Tim Hourihan EI Oracle inventory not accurate for non-serialised parts Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI Oracle is the feeder system, the system of audit, Essbase is only a reporting tool Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI Oracle link with WindChill is now in two directions Make
SIT Corporate Finance Req to cheque Director Joe Scott EI Oracle not flexible to get at detail, which you need to do the close Approve & Pay
SIT Corporate Finance Req to cheque Director Joe Scott EI Oracle not source for operational data Approve & Pay
SIT Cork Information Systems Reporting group Jonathan McCarthy EI Oracle PL SQL expertise required to exploit SharePlex Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI Oracle really hasnt worked for Intrastat report, people like to relate report back to the revenue Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI Oracle reporting is poor, we got to query on Mac-Pac Report
SIT Cork Distribution Inventory control Tim Hourihan EI Order Admin are still making errors on 15-20% of the orders Deliver
SIT Franklin DistributionWorldwide Distribution Snr DirectorKevin Campbell EI order can draw supply from Cork, Franklin, Apex or field Deliver
SIT Corporate Finance Customer Operations Manager Jim Milton EI order management system much easier, smoother, easier to track Quote to cash
SIT Cork Distribution Inventory control Tim Hourihan EI Order status under 5 pages of information Deliver
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI order to date #'s are tricky due to upgrades, de-book & re-books. Quote to cash
SIT Franklin DistributionWorldwide Distribution Snr DirectorKevin Campbell EI orders can get split in 3, and never get back together again Deliver
SIT Franklin DistributionWorldwide Distribution Snr DirectorKevin Campbell EI orders from 7 or 8 different sources, but Catalyst structured by factory Deliver
SIT Corporate Finance Customer Operations Product Allocation Manager Mike Terry EI original data dodgy + people under pressure = inaccuracy Deliver
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI Our biggest issue with the data is #1, our idea of what a customer is Report
SIT Corporate Finance Req to cheque Director Joe Scott EI our challenge is how to interface to reporting if we bolt on 2 ERP systems Approve & Pay
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI our ERP system does everything in compliance with US GAAP Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI our spares, parts in debug, etc. dont show in APC Make
SIT Corporate Finance Customer Operations Americas Director Bob Sliney EI OVOTT: more a people issue than IS Report
SIT Cork Distribution Director Jerry Sheehan EI Packing list didn't work Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI Paul Sanchez would say its hard to get information, he would rely a lot on Paul Cregan Report
SIT Cork Materials Planning Manager Bob Costelloe EI People have to stop 'doing their own thing' Plan
SIT Corporate Finance Customer Operations Manager Jim Milton EI Perception of ERP was over budget, and "what has it delivered to me?" Quote to cash
SIT Corporate Finance FP&A Director Cherie Dentiste EI planning applications from ERP vendors not very robust Forecast
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI plants give shipped #, compared to booking #, large gaps need audit Quote to cash
SIT Cork Distribution Director Jerry Sheehan EI Poor IT performance at most critical time in quarter Deliver
SIT Cork Materials Planning Manager Bob Costelloe EI PO's not automated because of post-MRP changes Buy
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI print statutory accounts OK if there is only 2 companies in the set of books Report
SIT Corporate Finance Order to Cash EIM ProjectDirector Lee DeVriesEI Problem at order entry: deals linking up to other deals Report
SIT Cork Information Systems Manager, PPMG Marie Cooney EI problem not CPU utilization, its the huge data volumes going through Deliver
SIT Corporate Finance Order to Cash EIM ProjectDirector Lee DeVriesEI Problem with territorial management of sales (definitions) Report
SIT Corporate Information Systems CIO Mark Quigley EI problems of governance, costs going out of control, and people with different sets of information Report
SIT Corporate Finance Order to Cash Business Planning and Cost Accounting Controller Russ Kassalty EI problems with quality of data, are where business process has changed Quote to cash
SIT Cork Distribution Inventory control Tim Hourihan EI Process improvements compromised Deliver
SIT Cork Manufacturing Manager, Engineering Donal Downey EI process is better, because some of the functionality and flow control features Make
SIT Corporate Finance Order to Cash Director John CurranEI processing time starts to lengthen, then reporting is impacted, then visibility Deliver
SIT Cork Finance FP&A Manager Paul CreganEI product revenue goes to Ireland entity in Oracle, if Essbase took feed from Oracle, Ireland would have all revenue for the region Report
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI PS can only be invoiced by the country, it cant be invoiced by Ireland Quote to cash
SIT Corporate Finance FP&A Director Cherie Dentiste EI P'Soft for Documetum orders, 11i for Legato, complex to move OA, billing, invoicing Quote to cash
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan EI purchase orders arent automatically driven by Oracle Buy
SIT Corporate Finance Req to cheque Director Joe Scott EI purchasing bought Spend Analytics, which adds to the complexity of the environment Approve & Pay
SIT Cork Information Systems Manager, PPMG John ByrneEI putting in place a PPMG model for CS reporting Service
SIT Corporate Materials Supply Base Management, Non-production purchasing Joe Biagioni EI realised saving in a separate database, ties to PO, but ERP doesnt have a place for savings Buy
SIT Cork Materials Planning Manager Bob Costelloe EI Relying on people for their piece of the story Plan
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI reports there at go-live, but never materialized as they were supposed to Report
SIT Cork Finance Customer Operations Manager Bert MurphyEI Require end-user data for revenue recognition and service Deliver
SIT Cork Information Systems Reporting group Jonathan McCarthy EI revenue detail global report contained 9m records, re-architected to 3m records Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI revenue is staying on 11.03, because of serialisation and commissionaire Quote to cash
SIT Cork Distribution Manager Colman O'Flynn EI Revenue not on ERP! Deliver
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI revenue numbers can be skewed as well, particularly in terms of software content Quote to cash
SIT Corporate Finance Customer Operations Product Allocation Manager Mike Terry EI RMA returns: no information Deliver
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI RMA tracking is a point in time system, doesn't keep history Plan
SIT Corporate Finance Req to cheque Director Joe Scott EI SAP as approval vehicle, Oracle for GL, replace SSP with external catalog Approve & Pay
SIT Corporate Manufacturing Vice President Mike Kerouac EI SAP have demoed a new inventory tool, 1 transaction per cab, instead of 1,000's Make
SIT Corporate Finance Customer Operations Manager Jim Milton EI SarbOx requirements mean rigidity in processing orders, revenue, and deals Quote to cash
SIT Corporate Finance Customer Operations Manager Jim Milton EI scaled back development of resources to write canned reports Quote to cash
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI senior management want to own the process and how it works in the system Quote to cash
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI Serial number locking for purges Make
SIT Cork Information Systems Manager, PPMG John ByrneEI Service want to keep the invoice in Winpeak. They can control it better. Quote to cash
SIT Cork Information Systems Reporting group Jonathan McCarthy EI SharePlex difficult for users to manipulate, no code for business rules Report
SIT Cork Manufacturing Assembly & Test Mike ReganEI SharePlex in US, so on-hand inventory is in Slocaz Make
SIT Cork Information Systems Reporting group Jonathan McCarthy EI SharePlex is not a data warehouse, just raw Oracle data Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI SharePlex is only available in Cork and in the US, because of sensitivity Report
SIT Cork Information Systems Reporting group Jonathan McCarthy EI SharePlex is real time (with no front end) Report
SIT Cork Information Systems Manager, PPMG Marie Cooney EI SharePlex is real-time, its every 10 minutes, its a copy of 200 Oracle tables Deliver
SIT Cork Information Systems Reporting group Jonathan McCarthy EI SharePlex should be used for ad-hoc reporting, NRT for summary reports Report
SIT Cork Information Systems Manager, PPMG Valerie Gleeson EI SharePlex was really to fill the reporting gap Report
SIT Corporate Finance Customer Operations Product Allocation Manager Mike Terry EI shipped but not transacted: revenue wrong, inventory wrong Deliver
SIT Cork Distribution Manager Colman O'Flynn EI Shipping moves 1000 records Deliver
SIT Franklin Manufacturing Global Order Integration BRM Manager Joe Pesta EI short-sighted by Catalyst, didnt know how we'd manage backlog, thought we'd use Oracle report Deliver
SIT Cork Distribution Manager Colman O'Flynn EI Simplify accounting Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI Sinead leaving meant loss of expertise and a lack of understanding of original requirements Approve & Pay
SIT Corporate Finance Global Finance Operations SVP & Corporate Controller Denis Cashman EI Smart people like Kristina Fileva in reporting is vital Report
SIT Cork Manufacturing Assembly & Test Mike ReganEI so by the time you have a report done, the process is out of date Make
SIT Cork Manufacturing Manager, Engineering Donal Downey EI so decisions are based on information we have to get from both Oracle and GA Make
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI so if we make a change in Ireland, and transfer it to consolidation, its in there in 15 minutes Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI so now you have more information, that makes it easier to make better decisions Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI so the scalable thing I worry about it Report
SIT Corporate Finance Req to cheque Director Joe Scott EI so we end up pulling the data into Access type format Approve & Pay
SIT Cork Distribution Customer commit Maoliosa Curtin EI so we had a lack of visibility on how much of our backlog we were actually shipping Deliver
SIT Cork Manufacturing Assembly & Test Mike ReganEI some of the purge reports in Oracle are good Make
SIT Corporate Finance Req to cheque Director Joe Scott EI SSP challenges are in flexibility and functionality of routing (eg. streamlining) Approve & Pay
SIT Cork Distribution Director Jerry Sheehan EI Standardise the number of configurable options Deliver
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI Starts plan is not from ERP Make
SIT Cork Distribution Director Jerry Sheehan EI Status of the order Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI statutory adjustments is currently done off-line on Excel, could use e-segment Report
SIT Cork Finance Customer Operations Director Ciaran LongEI Still in same boat wrt Mac-Pac and hockey stick Deliver
SIT Cork Information Systems Reporting group Jonathan McCarthy EI stress on database from volume of info, complexity of processing and need for real time Report
SIT Corporate Materials Non-production purchasing Joe Biagioni EI suppliers don't peg to each other in Oracle, the customer one isnt pegged well either Buy
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan EI supply chain modeling is on ERP, you have an integrated pull and see it along Buy
SIT Corporate Finance Order to Cash Director John CurranEI survive without ERP? No way, we wouldnt be here today Quote to cash
SIT Cork Human Resources Director Denis Cronin EI Synergy: there are a couple of hundred IT guys being siphoned off to improve our processes Quote to cash
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI System 6 hours behind, no finished goods visibility Make
SIT Cork Distribution Snr DirectorKevin Campbell EI system built for Symm fulfilment, rather multi-sourced scenario Deliver
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI System can fall several hours behind at qtr end Make
SIT Cork Finance Customer Operations Director Ciaran LongEI System can't deal with "today's" parameters Deliver
SIT Cork Finance Customer Operations Manager Bert MurphyEI System is past its sell-by date Quote to cash
SIT Cork Finance Customer Operations Director Ciaran LongEI System provides raw data Deliver
SIT Cork Finance Customer Operations Director Ciaran LongEI System will not manipulate the data for you Deliver
SIT Corporate Materials Non-production purchasing Joe Biagioni EI systems have to accept more information faster, and give results to support decisions Buy
SIT Cork Distribution Director Jerry Sheehan EI Systems not fast enough to process SO's Deliver
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI systems should track reality, but theres different realities in most groups Quote to cash
SIT Cork Distribution Director Jerry Sheehan EI Template did not include stock location capability Deliver
SIT Cork Distribution Director Jerry Sheehan EI Template processes developed for Symmetrix Deliver
SIT Corporate Customer service VP Kathy LyonsEI that's the biggest thing, its faster so you can do more, more levers to pull Service
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI the customer wants Project Y on the invoice, nothing else Quote to cash
SIT Cork Information Systems Manager, PPMG Marie Cooney EI the data is only 20 minutes old, if SharePlex is up to date Deliver
SIT Cork Information Systems Manager, PPMG Marie Cooney EI the data set is structured, just the views are different Deliver
SIT Cork Information Systems Manager, PPMG Marie Cooney EI the EOQ backlog report runs automatically every 20 minutes for them Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI the ERP system doesnt have the reporting capability to run the business Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI the fascinating debate is customization vs standard Make
SIT Cork Manufacturing Manager, Engineering Donal Downey EI the inventory record in Oracle, will tell me whats there, but wont stop it from moving Make
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI the only problem with reporting tools is you have refresh time so you have down time Report
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan EI the problem with Brio was that refresh was every 24 hours so you werent having live data Buy
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan EI the reporting out of Oracle was terrible, terrible Buy
SIT Corporate Finance Order to Cash Director John CurranEI the same for Oracle, the connections arent great, relative to how we do business Quote to cash
SIT Cork Information Systems Reporting group Jonathan McCarthy EI the scarce resource is knowledge about what's in the system Report
SIT Cork Distribution Customer commit Maoliosa Curtin EI The transaction was running, but the batch job was hanging Buy
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI the way EMC looks at its business is always shifting, so custom reports would require a lot of modification Report
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI there are things in the system that you can turn off to give you extra capacity Deliver
SIT Cork Materials Manager, Direct Purchasing Margaret O'Sullivan EI there is an open order report there but you would want to be Einstein to be able to understand it Buy
SIT Cork Finance Customer Operations Director Ciaran LongEI There is no system that can keep up with it Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI there is now more consistency worldwide in the actual use of accounts Report
SIT Cork Information Systems Manager, PPMG Marie Cooney EI there is so much data, to run it for a quarter on your PC, it would hang it Deliver
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt EI There was stuff coming in and going out, whats real time? Deliver
SIT Corporate Finance Customer Operations Product Allocation Manager Mike Terry EI theres a website that we can go to and see what the commit date Deliver
SIT Cork Manufacturing Assembly & Test Mike ReganEI theres performance issues with SharePlex Make
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI theres unique things in our transactions (how customers buy, how order is booked) Quote to cash
SIT Cork Manufacturing Manager, Engineering Donal Downey EI they actually did a very, very good job to build the flow control Make
SIT Cork Information Systems Manager, PPMG Marie Cooney EI they can also miss revenue because they dont see approved orders coming in Deliver
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI they go on to the next big thing, and small things dont get done Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI They might have their own Oracle report, I wouldnt know Report
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI they probably do create all the data that you need, but by doing that, they create a problem Quote to cash
SIT Corporate Finance Customer Operations Product Allocation Manager Mike Terry EI they take the Access database of what we have shipped and allocated Deliver
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI they took away all the interfaces so that Oracle could catch up Report
SIT Cork Information Systems Manager, PPMG John ByrneEI Theyd feel that they are being hounded on deals Quote to cash
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI timing of transactions is critical, eg. order de-booked but not yet re-booked Quote to cash
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI to understand where the system matches reality at a given point is nearly impossible Quote to cash
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI too much reporting on ERP impacts performance of transaction processing Report
SIT Cork Manufacturing Director, Assembly & Test Bob Gee EI Tracking of component fixes by serial number Make
SIT Corporate Customer service VP Kathy LyonsEI triggers for over-config, engineer sees the RMA, takes the stuff out and returns it Service
SIT Cork Information Systems Reporting group Jonathan McCarthy EI troubleshooting Brio reports is problematic Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI trying to get something fixed, it wouldnt happen Report
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI tweaks in every country, different invoicing entities, entities cant invoice in certain currencies Quote to cash
SIT Corporate Materials Non-production purchasing Joe Biagioni EI under representing what we purchase, because we were looking at the PO side Buy
SIT Corporate Finance Customer Operations BRM Manager Tim Stotz EI upgrade order may happen next day, or through a re-seller, or transferring s/w Quote to cash
SIT Cork Information Systems Manager, PPMG Marie Cooney EI user interface to data is critical, not just how quickly you get data back Report
SIT Cork Manufacturing Assembly & Test Mike ReganEI users end up doing reporting for Mfg, Eng and Inv Make
SIT Corporate Finance Enterprise Software Group Controller Chris BarryEI users require more flexibility in reporting by company, product or product category Report
SIT Corporate Finance Order to Cash Director John CurranEI using technology to do the same amount of revenue, next quarter, with more volume Quote to cash
SIT Cork Distribution Customer commit Maoliosa Curtin EI using up inventory on an order but not automatically updating inventory Deliver
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI very user friendly, very intuitive, account / journal enquiries, drill down is all good Report
SIT Cork Finance Customer Operations Manager Bert MurphyEI Visibility of backlog Deliver
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI volume has been increasing at a huge pace Quote to cash
SIT Corporate Finance Req to cheque Director Joe Scott EI want an absolute metrics package, can't currently get real time information Approve & Pay
SIT Corporate Finance Order to Cash Director John CurranEI wasting time with incomplete transactions, it shows itself in clean up afterwards Deliver
SIT Franklin DistributionWorldwide Distribution Snr DirectorKevin Campbell EI we automate the process instead of changing it Deliver
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI We built Catalyst as a foundation for integration, but never really did integration Quote to cash
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI we couldnt do shared services without ERP in place Quote to cash
SIT Corporate Manufacturing Vice President Mike Kerouac EI we cripple Oracle with transaction levels, yet we have fastest kit in the world Make
SIT Corporate Manufacturing Vice President Mike Kerouac EI we customised it, it's gone too far, we're all out of whack, we're screwed Make
SIT Corporate Finance Customer Operations Manager Jim Milton EI We develop our own reports over here, were more revenue Quote to cash
SIT Cork Manufacturing Manager, Engineering Donal Downey EI we do an inventory transaction just before one-key shipping for flow control Make
SIT Cork Finance FP&A Manager Paul CreganEI we do have influence, via ERP, to be able to ask for those adjustments to plan Forecast
SIT Corporate Finance Req to cheque Director Joe Scott EI we dont get real time reporting out of either T&E system Approve & Pay
SIT Cork Sales Manager, Inside Sales Kevin Flanagan EI we dont have common systems, for inside sales and outside sales Quote to cash
SIT Corporate Finance Req to cheque Director Joe Scott EI we dont have global ERP (for payroll, T&E, ) Approve & Pay
SIT Cork Manufacturing Manager, Engineering Donal Downey EI we get some inventory related information from ODS, or IDW-Prod before ODS Make
SIT Cork Sales Manager, Inside Sales Kevin Flanagan EI we have created a repository to store and access information easily Buy
SIT Cork Manufacturing Manager, Engineering Donal Downey EI We have our own inventory org, I can log on to the other orgs Make
SIT Cork Manufacturing Assembly & Test Mike ReganEI we have restricted connections to SharePlex Make
SIT Corporate Finance Req to cheque Director Joe Scott EI we have separate systems for Brio to track Oracle Approve & Pay
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI we have so many different Oracle versions, were after going back to the same thing Quote to cash
SIT Corporate Finance Customer Operations Americas Director Bob Sliney EI we need to have one set of information Quote to cash
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI we put in a TP system, but not management indicators to say whether it was good or bad Report
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI we put in OIC, now Oracle have a new version of OIC out that we probably wrote for them Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI we put it in this way, intending to modify it, then lost expertise on how it was put in Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI We still track every piece of inventory in Oracle. Its the unique record, and the financial record Make
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI we talk to PPMG, they talk to EAG, we're not supposed to talk to programmers Quote to cash
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI we use the ERP solution in addition with FileNet, which routes it automatically Quote to cash
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI we wanted a new order type, for pVals, Maria said fine, pVal was created and implemented Quote to cash
SIT Corporate Finance Customer Operations Manager Jim Milton EI we were able to get Smarts on our systems rather quickly Report
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI we were positioned to transact more, but not be more intelligent about it Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI weve encouraged the countries to use Monarch Report
SIT Cork Distribution Customer commit Maoliosa Curtin EI weve got a standalone system, its obviously not tied in to our Oracle system at all Deliver
SIT Corporate Finance Order to Cash Director John CurranEI weve made tremendous efficiency gains in our process Quote to cash
SIT Cork Information Systems Manager, PPMG Marie Cooney EI weve tuned that thing to within an inch of its life Report
SIT Cork Distribution Customer commit Maoliosa Curtin EI when an order gets keyed off the system, it was hanging in the system Deliver
SIT Franklin Manufacturing Global Order Integration BRM Manager Joe Pesta EI when system starts running behind, it just blows us out of the water Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI when the deliverables were too heavy, a lot of the reporting became nice to have Report
SIT Corporate Information Systems CIO Mark Quigley EI when weve done major programmes, reporting gets crunched, kept to back end Report
SIT Corporate Finance Order to Cash Global Revenue Reporting Manager Kristina Fileva EI when you want information from multiple modules, then Oracle Quote to cash
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI with Oracle, all we got was, brown paper processes and all that Report
SIT Cork Manufacturing Manager, Engineering Donal Downey EI without the customisation, we would have had to build another system Make
SIT Cork Distribution Manager Colman O'Flynn EI Work ordersMake
SIT Cork Human Resources Director Denis Cronin EI workaround: get invoices transferred to Int'l finance, consolidate manually Quote to cash
SIT Cork Distribution Inventory control Tim Hourihan EI Workarounds_not_scalable Deliver
SIT Cork Manufacturing Manager, Engineering Donal Downey EI you can extract information at the drop of a hat Make
SIT Corporate Finance Order to Cash Director John CurranEI you can put controls on an ERP system, restrict access, process controls, data validation, Quote to cash
SIT Cork Finance Revenue Controller Kieran Barry Murphy EI you can see the value of ERP, in that all the screens are the same, it must make it easier for programmers as well Quote to cash
SIT Cork Distribution Customer commit Maoliosa Curtin EI you can view your entire backlog on Oracle, but only 12 lines at a time Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI you cant any more name accounts, you cant customize them for a specific subsidiary Report
SIT Cork Distribution Inventory control Tim Hourihan EI You cant assign inventory to a specific order Deliver
SIT Cork Distribution Customer commit Maoliosa Curtin EI you cant see any of the following on Oracle: Deliver
SIT Cork Finance Customer Operations Director Ciaran LongEI You can't predict criteria of mgt decisions Deliver
SIT Corporate Finance Order to Cash Director John CurranEI you come in in the morning and have a clean view of the mess you created Deliver
SIT Corporate Finance Req to cheque Director Joe Scott EI you could use SAPs electronic invoicing, Xions discount management tool Approve & Pay
SIT Cork Manufacturing ex-General Manager Veronica Perdisatt EI You dont build a system for the exception Deliver
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI you have a lot of real time reports from Oracle that you didnt have before Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI you have the ability to add accounts, if you add them they are available to everyone Report
SIT Cork Finance Financial Accounting AP and General Ledger Controller Karen O'Sullivan EI you have to resort to Excel, based on Oracle Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI you have visibility now to the detail behind the figure in the ledger Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI you know they may need to re-categorise stuff for presentation Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI you now have visibility to ledgers of acquired subsidiaries outside international jurisdiction Report
SIT Corporate Finance Order to Cash Global Revenue Reporting Manager Kristina Fileva EI you should be able to link orders to contracts, we dont have all of that Quote to cash
SIT Corporate Information Systems Senior Director PPMG JB McCarthy EI youre always changing TP system, then you have to report on the change Report
SIT Cork Finance Financial Accounting Consolidation Manager Bridget O'Sullivan EI youve less dependency on IS in that regard, more real time Report
SIT Corporate Information Systems CIO Mark Quigley EI your business says maybe youre not quick enough to give them what they need. Report
566
Theme Sub-theme ERP impact
Granularity -
KPI -
KPI -
Flexibility -
Latency -
Manual -
Automation +
Automation +
Granularity -
Correlation +
Granularity +
Flexibility -
Manual -
Flexibility -
Correlation -
Manual -
Granularity +
Manual -
Centralisation +
Centralisation +
Automation +
Flexibility +
KPI +
Centralisation +
Flexibility -
Correlation -
Flexibility -
Flexibility -
Automation -
Manual -
Latency -
Granularity -
Correlation +
Flexibility -
Skills +
Centralisation +
Centralisation +
Latency +
Manual -
Flexibility -
KPI -
Latency -
Latency -
Flexibility -
Aggregation -
Granularity +
Granularity +
Centralisation +
Latency -
Correlation +
Flexibility +
Granularity +
Skills +
Latency -
Manual -
Granularity -
Skills -
Flexibility -
Flexibility -
Automation +
Flexibility -
Latency -
Flexibility -
Manual -
Granularity =
KPI -
Automation +
Granularity -
Correlation -
Latency -
Centralisation -
KPI =
Correlation -
Aggregation +
Aggregation +
Correlation -
KPI +
Centralisation +
Aggregation +
Flexibility -
Granularity +
Flexibility =
Correlation +
Automation +
Flexibility -
Flexibility -
Flexibility -
Granularity -
Granularity -
Correlation -
Flexibility -
Skills -
Flexibility -
Flexibility -
Correlation -
Correlation -
Centralisation +
Latency -
Automation +
Flexibility -
Correlation -
Latency -
Aggregation -
Skills -
Granularity +
Flexibility -
Latency +
Correlation -
Centralisation +
Aggregation -
Latency -
Granularity +
Flexibility -
Correlation -
Flexibility -
Correlation -
Automation -
Flexibility -
Flexibility -
Flexibility -
Flexibility -
Granularity +
Granularity +
Automation +
Granularity -
Automation -
Automation =
Flexibility -
Correlation -
Centralisation +
Correlation -
Granularity -
Aggregation -
Automation -
Flexibility -
Flexibility -
Correlation +
Automation -
Latency -
Granularity -
Skills +
Centralisation +
Correlation +
Flexibility -
Aggregation -
Granularity +
Manual -
Correlation -
Manual -
Latency -
Centralisation +
Correlation -
Skills -
Latency -
Correlation -
Correlation -
Aggregation +
Automation +
Automation +
Centralisation -
Correlation -
Centralisation -
Centralisation +
Granularity +
Correlation +
Latency -
Correlation -
Correlation +
Skills +
Centralisation =
Centralisation +
Aggregation +
Correlation +
Aggregation -
Manual -
Centralisation -
Automation +
Latency -
Manual -
Aggregation +
Flexibility -
Centralisation -
Latency -
Latency -
Skills +
Aggregation -
Manual -
Correlation +
Latency -
Latency -
Flexibility +
Centralisation -
Latency -
Granularity +
Centralisation +
Latency -
Centralisation -
Skills +
Aggregation -
Flexibility -
Latency -
Automation +
Granularity +
Automation +
Automation +
Latency -
Granularity +
Manual -
Automation +
KPI =
Manual -
Centralisation +
Aggregation -
Skills -
Centralisation -
Flexibility -
Centralisation +
Flexibility -
Aggregation +
Granularity +
Latency -
Skills -
Aggregation -
Manual -
Automation =
Skills -
Manual -
Granularity =
Manual -
Centralisation +
Skills -
Manual -
Skills -
Manual -
Latency -
Flexibility -
Aggregation -
Flexibility -
Manual -
Centralisation =
Correlation -
Centralisation +
Skills -
Correlation +
Granularity +
Skills -
Centralisation +
Correlation +
Granularity -
Latency -
Centralisation +
Centralisation +
Centralisation +
Skills -
Centralisation -
Manual -
Flexibility -
Skills -
Aggregation -
Gap virtual vs. physical=
Centralisation -
Skills -
Automation +
Manual -
Automation -
Correlation -
Flexibility -
Granularity -
Aggregation +
Centralisation -
Correlation -
Correlation -
Correlation +
Latency -
Latency -
Latency -
Manual -
Skills +
Centralisation +
Centralisation +
Correlation +
Manual -
Automation +
Granularity -
Flexibility -
Granularity -
Correlation -
Correlation -
Correlation -
Granularity +
Centralisation +
Flexibility -
Flexibility -
Granularity +
Correlation +
Granularity -
Granularity -
Skills -
Correlation -
Aggregation -
Flexibility -
Latency -
Flexibility -
Flexibility -
Aggregation -
Skills =
Flexibility -
Skills -
Centralisation -
Flexibility -
Latency -
Manual -
Flexibility -
Correlation -
Latency -
Centralisation +
Flexibility -
Automation +
Latency -
Flexibility -
Flexibility -
Centralisation -
Manual -
Flexibility -
Skills +
Granularity -
Aggregation -
Flexibility -
Skills -
Manual -
Flexibility -
Granularity -
Aggregation -
Flexibility -
Latency -
Skills +
Centralisation +
Granularity +
Flexibility -
Correlation -
Aggregation -
Centralisation -
Latency +
Correlation -
Flexibility +
Correlation -
Latency -
Automation -
Aggregation -
Skills -
Skills +
Correlation +
Aggregation +
Granularity +
Latency -
Manual -
Latency -
Granularity +
Flexibility -
Flexibility =
Manual -
Latency +
Manual -
Automation =
Latency -
Granularity -
Correlation +
Automation +
Skills -
Latency -
Flexibility -
Latency -
Latency -
Granularity +
Manual -
Granularity -
Latency -
Granularity -
Flexibility -
Automation +
Flexibility -
Latency -
Flexibility +
Automation +
Aggregation -
Flexibility =
Correlation +
Latency -
Latency -
Aggregation -
Flexibility -
Skills -
Latency -
Flexibility -
Latency +
Granularity -
Manual -
Latency -
Latency -
Manual -
Latency -
Flexibility -
Automation +
Latency -
Flexibility -
Aggregation +
Granularity -
Manual -
Latency -
Latency -
Latency -
Granularity +
Automation +
Flexibility -
Skills -
Flexibility -
Flexibility -
Flexibility -
Centralisation -
Flexibility -
Automation +
Latency -
Granularity +
Granularity +
Latency -
Latency -
Latency -
Automation -
Centralisation -
Centralisation +
Latency -
Skills +
Latency +
Granularity +
Granularity -
Centralisation -
Flexibility +
Correlation -
Granularity +
Aggregation -
Aggregation -
KPI -
Flexibility -
Skills -
Granularity +
Centralisation -
Automation +
Centralisation -
Centralisation +
Automation -
Flexibility -
Manual -
Automation +
Latency -
Latency -
Latency -
Manual -
Correlation -
Correlation -
Flexibility -
Flexibility -
Latency -
Centralisation +
Correlation +
Centralisation +
Aggregation -
Centralisation +
Correlation -
KPI -
Flexibility -
Flexibility -
Flexibility -
Flexibility +
Manual -
Granularity +
Flexibility -
Correlation +
Correlation -
Flexibility -
Skills +
Flexibility -
KPC Cork Materials Planning Manager Denise O'Mahony EI we had an instance back in June, where there were no orders on the system for July Quote to cash
KPC Cork Materials Planning Manager Denise O'Mahony EI their system was saying you dont need the inventory, when in reality, they did Quote to cash
KPC Cork Materials Planning Manager Denise O'Mahony EI you could put safety stock into MERPS, but we dont always maintain it Plan
KPC Cork Materials Planning Manager Denise O'Mahony EI if we had it up on SAP, then it could be driving negatives, it could be driving volumes down Plan
KPC Cork Materials Planning Manager Denise O'Mahony EI Yes, Finance can see a lot more than they used to before Report
KPC Cork Materials Planning Manager Denise O'Mahony EI Finance could not have reduced their month-end cycle without MERPS Report
KPC Cork Materials Planning Manager Denise O'Mahony EI ERP is not for scenario planning, which would be a lot of what we do Plan
KPC GSK House, Brentford Information Systems Steve Golding EI all the sites that supply the USA needed to have a plan to implement the same version of SAP Make
KPC GSK House, Brentford Information Systems Steve Golding EI But I would say that we havent exploited that global view at all Make
KPC GSK House, Brentford Information Systems Steve Golding EI all manufacturing sites on one system creates competition between sites, should we want to rationalise Make
KPC GSK House, Brentford Information Systems Steve Golding EI so you can compare sites within the ERP system Make
KPC GSK House, Brentford Information Systems Steve Golding EI can you show what your factory looks like, on the MERPS system Make
KPC GSK House, Brentford Information Systems Steve Golding EI setting up metrics to show how the sites were dealing with the core template Make
KPC GSK House, Brentford Information Systems Steve Golding EI days of inventory, sales orders released on time, sales orders delivered here, there and everywhere Deliver
KPC GSK House, Brentford Information Systems Steve Golding EI if some site seemed to be out of sync with the others then questions were raised Deliver
KPC GSK House, Brentford Information Systems Steve Golding EI is poor performance on completion on time due to a variation on the model or are they really having difficulties? Deliver
KPC GSK House, Brentford Information Systems Steve Golding EI why are you not using the template in a consistent way Deliver
KPC GSK House, Brentford Information Systems Steve Golding EI that senior management could set realistic targets for all sites and then measure them appropriately Make
KPC GSK House, Brentford Information Systems Steve Golding EI how are you using all the technologies to get the best out of what weve got Make
KPC GSK House, Brentford Information Systems Steve Golding EI how does that move you forward to a lower cost base and a better performance Make
KPC GSK House, Brentford Information Systems Steve Golding EI the Process Order is twice as long at Cork as elsewhere because template not followed Make
KPC GSK House, Brentford Information Systems Steve Golding EI we should release Process Orders 1 day before due, Cork releases them 1 week before, for visibility Make
KPC GSK House, Brentford Information Systems Steve Golding EI A Senior Manager will say Youre bottom of the list but theyre just doing it a different way Make
KPC GSK House, Brentford Information Systems Steve Golding EI it makes the internal competition a bit more fierce than it should be Make
KPC GSK House, Brentford Information Systems Steve Golding EI If theyre all using the same templates, youd hope that theyd all share best practices Make
KPC GSK House, Brentford Information Systems Steve Golding EI 2 competing sites may not want to share best practice because that might be the edge theyve got Make
KPC GSK House, Brentford Information Systems Steve Golding EI we start looking at cheaper parts of the world to do manufacturing, other sites might close down Make
KPC GSK House, Brentford Information Systems Steve Golding EI Id be telling him I dont need you to tell me, I can go and find out Make
KPC GSK House, Brentford Information Systems Steve Golding EI before, only people in your system would know how youre doing, from reports youd generate Make
KPC GSK House, Brentford Information Systems Steve Golding EI its almost isolated the sites because they dont need to communicate to tell them the basic information Make
KPC GSK House, Brentford Information Systems Steve Golding EI sites have not got a readiness to exploit centralised performance reporting Make
KPC GSK House, Brentford Information Systems Steve Golding EI the new system now globally gives us the opportunity to cut inventory down to weeks and months Plan
KPC GSK House, Brentford Information Systems Steve Golding EI getting MERPS to work with automated KanBan warehouse systems in newer sites has been tricky Plan
KPC GSK House, Brentford Information Systems Steve Golding EI In our industry we were carrying years worth of inventory, rather than months or weeks. Plan
KPC GSK House, Brentford Information Systems Steve Golding EI Manugistix is a global demand and it is automated, it refreshes in the ERP system every night Plan
KPC GSK House, Brentford Information Systems Steve Golding EI demand at top level of BOM hits supply plant, they run MRP to create a 2nd demand lower down BOM Plan
KPC GSK House, Brentford Information Systems Steve Golding EI Manugistix is done as the long-term planning, whereas within SAP theres a short-term scheduling Plan
KPC GSK House, Brentford Information Systems Steve Golding EI you wouldnt necessarily expect the Manugistix refresh to change that short-term plan Plan
KPC GSK House, Brentford Information Systems Steve Golding EI If theres a short-term change in Manugistix thatll be dealt with on an exception basis Plan
KPC GSK House, Brentford Information Systems Steve Golding EI MERPS template designed for secondary, far too sensitive for primary sites Make
KPC GSK House, Brentford Information Systems Steve Golding EI primary want the time it takes on the line to reflect the Process Order, rather than the other way around. Make
KPC GSK House, Brentford Information Systems Steve Golding EI A Process Order to them is a days worth of work and they cant define that depending on how well the plant runs Make
KPC GSK House, Brentford Information Systems Steve Golding EI the question theyll always ask is if its worth getting that data that correct Make
KPC GSK House, Brentford Information Systems Steve Golding EI I think they can use it even more to drive what theyre doing than they currently do Make
KPC GSK House, Brentford Information Systems Steve Golding EI its easier to criticise system picture, than to accept consequences or re-look at data Report
KPC GSK House, Brentford Information Systems Steve Golding EI you helped design the system so stop finding ways to work around it, be committed to it Make
KPC GSK House, Brentford Information Systems Steve Golding EI data warehouse only downloads financial data from SAP, not sales Report
KPC GSK House, Brentford Information Systems Steve Golding EI local systems gave any information about anything, supporting really good business decisions quickly Make
KPC GSK House, Brentford Information Systems Steve Golding EI Now, in SAP, its an absolute nightmare Report
KPC GSK House, Brentford Information Systems Steve Golding EI they download this and that out of it and juggle it about in an offline spreadsheet or database Report
KPC GSK House, Brentford Information Systems Steve Golding EI report might take 3 months and cost you 10,000 Report
KPC GSK House, Brentford Information Systems Steve Golding EI the availability of information has been impaired because of the Compliance nature of the system Report
KPC GSK House, Brentford Information Systems Steve Golding EI All I want to know is how many orders weve sent to Brazil that was also sent to Spain in last 6 months. Report
KPC GSK House, Brentford Information Systems Steve Golding EI you dont know what you want to know until you have a first look at it Report
KPC GSK House, Brentford Information Systems Steve Golding EI Im amazed that we havent a big Access database and let people loose on it Report
KPC GSK House, Brentford Information Systems Steve Golding EI use non-ERP tools to narrow down decisions, but check data on host system Report
KPC GSK House, Brentford Information Systems Steve Golding EI weve actually 200 orders for Brazil and 4 for Spain, therefore Brazil gets priority Deliver
KPC GSK House, Brentford Information Systems Steve Golding EI If I cant get that report enquiry out of SAP, dump the data and narrow down scope Deliver
KPC GSK House, Brentford Information Systems Steve Golding EI dont go back to back of your fag packet to make your decisions, but use it to point you in the right direction Deliver
KPC GSK House, Brentford Information Systems Steve Golding EI they dont have business modelling capacity because requirements change on a week-by-week basis Deliver
KPC GSK House, Brentford Information Systems Steve Golding EI reporting is a weakness that nobody could ever identify up-front Deliver
KPC GSK House, Brentford Information Systems Steve Golding EI spend another 20million to get reporting capacity without knowing saving because we might never use it Report
KPC GSK House, Brentford Information Systems Steve Golding EI there are some quite good tools in SAP, but they never seem to be quite what everybody wants, Report
KPC GSK House, Brentford Information Systems Steve Golding EI thats not as good as the Access Database that Fred wrote Report
KPC GSK House, Brentford Information Systems Steve Golding EI they preferred legacy system because they were able to fiddle it to give them the information they wanted Report
KPC GSK House, Brentford Information Systems Steve Golding EI the global model will never be as good as the local model for any one individual Report
KPC GSK House, Brentford Information Systems Steve Golding EI Nobody on the site particularly wants consistency because it doesnt give them individually any benefits Report
KPC GSK House, Brentford Information Systems Steve Golding EI However, for the site as a whole it should give a better picture Report
KPC GSK House, Brentford Information Systems Steve Golding EI site benefitted most where they re-organised at the same time they did the implementation Make
KPC GSK House, Brentford DistributionPrimary Supply Logistics Process Manager David Massie EI copy of Manugistix put it in a different database so people can go and play in that area Forecast
KPC GSK House, Brentford DistributionPrimary Supply Logistics Process Manager David Massie EI the information is getting better and more robust Report
KPC GSK House, Brentford DistributionPrimary Supply Logistics Process Manager David Massie EI can you draw out whats the key management data you require in an easy and user-friendly manner Report
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI the need is to drive information systems that are integrated across all 3 levels to meet those drivers Make
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI we have designed a standard set of processes in the markets, in our commercial organisations Make
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI demand forecasts are fed from whatever system the commercial entity has, and there are many Forecast
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI trying to implement the same ERP system in 600 odd places, it would go on forever Forecast
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI And that standard set of data is demand forecast, their in-market stock holding, and its their actual sales Forecast
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI demand forecast = the movement to the first distribution points, which isnt the same as consumption Forecast
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI Mgx calculates requirements based on forecast, sales and stock, removing some artificial variability Forecast
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI requirements are fed from central system to each supply node that makes the items concerned Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI we calculate replenishment requirements, send them a replenishment proposal, an agreed collaborative process Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI That replenishment proposal becomes the trigger to plan execution in the sites Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI any one commercial organisation will be supplied by 20-40 different factories Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI replenishment proposal, agreed by the market, becomes the factory demand profile Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI thats what a Ware or one of the other 2ndary sites will be seeing as its demand forecast Forecast
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI MRP run in 2ndary sites and feeds back to Manugistix the demand requirements for the primary sites Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI clearly that is not in the conventional sense of the word, an ERP system Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI its a means by which we link effectively multiple ERP systems and multiple DRP systems Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI In our world it would be an absolute impossibility to put in a single ERP system Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI we have 82 factories, 400 suppliers of finshed goods, and many thousand of suppliers to those factories Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI Single ERP would cost billions, and youd never finish doing it. Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI acquisitions would mean re-implementing ERP, now we just implement the interfaces. Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI systems support model because of volumes of data and geographic spread: same data served to same people at same time Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI exactly the same thing happens to data as happens to products Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI you end up "campaigning" information processing, like product Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI markets update forecast, Manugistix kicks in, drops down to 2ndary sites, MERPS, then to primary for analysis, each process taking days Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI because weve got the entire worlds stock in our Manugistix system, we can do that pretty quickly Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI for supply chain performance, you would be unlikely to put conventional MRP systems in at all Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI execution system that would be based on flow, and triggers about what stock we had at what nodes Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI MRP systems hard-wire lead times, they hard wire production against forecast not actual demand, and they hard wire the latency Plan
KPC GSK House, Brentford Global Supply Chain Group Logistics Strategy Director Stephen Blackledge EI MRP systems hardwire a set of worst case scenarios Plan
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI So thats a fundamental problem for us because you can imagine the flexibility of an information system is its value Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI with local data analysis, if method not correct, then perhaps not compliant Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI we have locked down or pre-designed all the possible different combinations of information that you might want Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI the pendulum is right up against the bar the other way, and first of all it prevents you from making good decisions based on good information Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI it encourages Excel Syndrome, extracting data from big transactional systems Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI you cant have a situation where part of the system is not validated Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI I think were slow learners. Our starting position was to record the information to help suppliers actually Buy
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI I think were just about getting our head around trying to improve the lot of the person transacting Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI they realised that auditing everything for 100% compliance was actually a serious headache Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI just by virtue of the fact that compliancy was affecting the volume of data recorded, if nothing else Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI we have it as a design step you cant pass, you cant get approval of a system until youve done Archiving needs Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI we have a Record Retention Policy within the Company, most systems we have today do not or cannot meet that Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI weve spent huge amounts on standardisation, whether one big ERP, or lots of standard systems but with the same template Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI We rarely draw data from standard system into one location and say Let me do some data warehousing on it Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI weve focused on making the business processes the same, IT cost is as low as possible, and compliance is as high as possible Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI the energy hasnt been there to say Right, now that Ive this foundation in place, I can now aggregate and do something with it Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI Weve typically got exhausted and then asked is it time to replace them again yes. So we start at the beginning of the bridge again Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI we have typically not taken the quite frightening step of looking at data from the enterprise perspective Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI When I say batch, what do you mean by batch? When I say Supplier X, do you mean Supplier X? Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI weve come from a legacy of multiple different instances, but heading towards a lower number of instances Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI the energy it takes to have all those instances the same is pretty high, but we dont squeeze the value out of it Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI given more information, you could make much better decisions but we dont expend that extra energy, its not the original objective Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI we do all of the things we have to do, around ERP manufacturing wide reporting through SAP BW Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI nobody really has the ability to toy with it, partly for good performance reasons Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI we could get a lot more value out of it if we just opened up our thoughts on it Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI use of SAP BW is more around financial reporting, as opposed to re-work or state of the inventory in respect to Stockout Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI the way we design ERP or DW, is not flexible enough to allow that site to innovate in reporting Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI youll still be stuck with that standard report that they originally asked for Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI If they want to change it, they know itll cost them another 20,000 so they wont do it. Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI auditing information so theyre not making GXP decisions based on things that arent validated Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI make sure that they dont do a search on the whole warehouse so that it comes to a grinding halt Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI If you didnt have a warehouse then youd need an audit expert whod understand how ERP database worked Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI with a warehouse youd still need an understanding of the function of that data and the structure of that data Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI knowledge requirement monstrous, especially when you start mixing the data from one system with another Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI collect data from ERP and compare to data from to SCM, LIMS, MES it becomes fundamentally a new gearshift upwards Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI complexity created by a) transactional interfaces that keeps the business operating and then b) the extraction of that data Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI you had to crash them (ERP and legacy applications) together as best you could Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI each occurrence of an analytical test in SAP is seen as a new entity. In LIMS, if its the same kind of test, its a repeat of same entity Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI youre crashing these two different rules together of data where you have to match it as best you can Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI Often you cant influence it too much because its actually a vendor whos done this Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI LIMS / ERP interface is a nightmare at any dimension, the physical IT bit, the data bit, the transactional bit Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI self-managed (greater risk in compliance) or locked-down (but in reality full of Access and Excel) Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI Not to say its wrong to use Excel, its just that its an element of risk. Report
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI ERP improves compliance in material management, notifications, material control for a site like Cork Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI the integration between ERP and the analytical environment in the Laboratory is complex Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI ERP data piles on from only one aspect of Quality, so its distinct from the analytical environment Make
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI Were actually very poor at planning our Quality steps in our manufacturing process Plan
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI if you dont have good integration between ERP and operational tools (MES / LIMS), the overall planner, the ERP system, cant predict very well whats going on Plan
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI SAP recipes wont tell you that you have to heat this thing for half an hour and that and the whole process will last three and a half days Plan
KPC GSK House, Brentford Information Systems Manufacturing Quality IT ArchitectTour Ala EI you need good information going back and forth between these external systems and your ERP system Plan
KPC GSK House, Brentford Finance Above site Paul Blackburn EI historically it all started with the Finance community trying to put in place a common platform using a common code Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI the use of the ERP system has very much automated and facilitated the documentation of their key business processes Make
KPC GSK House, Brentford Finance Above site Paul Blackburn EI ERP systems help facilitate documenting your processes, your key controls and that kind of stuff Make
KPC GSK House, Brentford Finance Above site Paul Blackburn EI Food & Drug Administration, theyre obviously looking for very robust processes within a company like Quality Assurance, Quality Control, Manufacturing Processes, Release of Inventory Make
KPC GSK House, Brentford Finance Above site Paul Blackburn EI whole process is supported by ERP, from amount and quality dispensed to events in manufacturing process to QA results of end product Make
KPC GSK House, Brentford Finance Above site Paul Blackburn EI the deployment of an ERP system in manufacturing has been definitely a governance-driven obligation Make
KPC GSK House, Brentford Finance Above site Paul Blackburn EI if you dont have an FDA-compliant plant, ultimately they can close your plant Make
KPC GSK House, Brentford Finance Above site Paul Blackburn EI 10 years ago it financial drivers, we needed to know cost of what we produced in the plant, wheres the inventory, what did we sell Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI ERP are starting to diagnose that there is a clear segregation of duties within the financial applications Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI its a mind-boggling exercise to make sure that operators have just the appropriate level of access and responsibility for their position Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI a simple control would be, in ERP system you set credit terms for a customer at 60 days, SARBOX wants a change control process and proof that terms are valid Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI when a manager reviews a report for that customer, SARBOX wants proof that its aged correctly Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI historically ERP gave us a historical record of what we produced, how much it cost and what was still on the balance sheet Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI ERP systems tell you that your key processes are all working well and that your key risks are properly managed Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI its giving management a sense that key processes are running effectively, key risks are properly managed and that key controls are in place Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI The basics around any ERP is to know your costs, your income, your assets and your liabilities in simple terms Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI to have those assets, liabilities, income and expenses coded on a common basis throughout GSK Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI youve got to put in core financials, all those applications do at some point in space act as the core financials Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI weve invested hundreds of millions of dollars in these applications but actually the return on investment is difficult to quantify Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI the belief is if we dont do it, we run a higher risk of one of our plants being closed, which is catastrophic Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI So its risk mitigation. So you wouldnt have a tactical internal rate of return on it. Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI Instead of tons of spreadsheets all over the place and sub-systems. You can try and get it all integrated then its one source of data for everybody Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI when you deploy, people are reluctant to go to a global template, theres always a reason why theyre different Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI the Revenue cycle around pricing, you need flexibility, and you need flexibility on your tax and fiscal aspects Quote to cash
KPC GSK House, Brentford Finance Above site Paul Blackburn EI people will convince you that we should have a different way of paying suppliers or employees in one country to another Approve & Pay
KPC GSK House, Brentford Finance Above site Paul Blackburn EI And then they all have their own little sub-systems that theyll want to keep Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI where a business is fully ERP integrated, then theres one source of data for Finance, General Management, Manufacturing, Marketing. Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI If you have fractured systems, theyre not interfaced then youve got to reconcile and keep them aligned and so on Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI make sure that we have an integrated application covering scope of business and not a series of non-integrated systems which are only visible to owners Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI with non-integrated systems people are making decisions based on maybe data thats not correct Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI anybody who wants to look at data, or use it for decision making, everyones looking at the same data. Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI So its an integrated database. Financial performance of any operation is in there. Theres robust integrity around the system. Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI Manufacturing, we have one environment that all the plants operate to, so its a single instance Make
KPC GSK House, Brentford Finance Above site Paul Blackburn EI In Commercial, the idea would be that you use one instance of SAP, used by multiple businesses Quote to cash
KPC GSK House, Brentford Finance Above site Paul Blackburn EI Each EU country budgets and plans for requirements for year: ERP approach reflects the decision-making of line organisations Report
KPC GSK House, Brentford Finance Above site Paul Blackburn EI when the country applications send an order to a supplier, using a conversion table, they speak in the same code as the supplier Buy
KPC GSK House, Brentford Finance Above site Paul Blackburn EI orders and demand must be sent in the Cork code, but product will be accepted into inventory using own local code, as application will have conversion table Buy
KPC GSK House, Brentford Finance Above site Paul Blackburn EI The only reason why people dont align to that supplier code typically is that theres usually a major cost in getting all your applications on that same code Buy
KPC GSK House, Brentford Finance Above site Paul Blackburn EI we try to build into ERP a capability to access our historical sales, to get a machine prediction going forward Plan
KPC GSK House, Brentford Finance Above site Paul Blackburn EI We use ERP to store for History, for Short Term Forecasting and for Long Term Numbers in one place Forecast
KPC GSK House, Brentford Finance Above site Paul Blackburn EI a lot of them are offering the capability for the forecasting process Forecast
KPC GSK House, Brentford Finance Above site Paul Blackburn EI ERP applications are going up the value chain, adding on more decisions Forecast
KPC GSK House, Brentford Finance Above site Paul Blackburn EI At the moment consolidation, is via an interface, once a month Forecast
KPC GSK House, Brentford Finance Above site Paul Blackburn EI you want more real-time understanding of where you are Forecast
KPC GSK House, Brentford Finance Above site Paul Blackburn EI If you had more frequent updating of the consolidation database youd know more readily where you were. Forecast
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI Now we implemented this solution very much on a compliance driver Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI in some cases those sites were probably, reasonably well computerized beforehand Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI it was an integrated or well interfaced system, weve not gone from card indexes Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI If it was 15 years ago, you would have said what a great leap in availability of information Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI So we now have standards ways of working across the whole organization Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI We have a standard SAP system, and we have a standard configuration, and we have, in many cases, standard configuration master data Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI What we dont have is an organization with global master data, I cant point you to an inventory code and say its the same across the world Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI We have never grasped that thorn, we never will without good justification, I dont think Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI But what we have ended up with, is virtually an identical solution from site to site Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI So weve got this utopian situation from the ways of working perspective, but now we are there, we dont know quite know what to do with it Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI Standardisation is driven by compliance, transferability of resources, and bloody mindedness of core team Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI we wanted the business to have global ways of working, transfer of technology, transfer of data, transfer of people Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI ERP means those sites that operate the same ways of working, and the same systems, they have a common language Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI ERP gives us the opportunity for shared financial services, or for any other share services which we may wish to operate Report
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI it now allows us to start looking across-site performance and across-site benchmarking Report
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI the throughput of a given site from a QA perspective appears to be, using transactional data within the system, twice that of another site Report
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI why is a piece of equipment in Zebulon, many many times less reliable than the same piece of equipment in Evreux, Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI not only are we getting the mean time between failure, we are also getting the mean time to repair Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI mean time to repair during a break down situation is actually lost production Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI its the waste in terms of cleaning the lines out, and the waste in terms of people idle when they should produce Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI So what weve got now is a great opportunity to exploit, compare performance around the organization Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI the reason its difficult to get the traction is not because there arent any good ideas, its to get the benefits accrued against the ERP solution Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI one of the key ones we are looking at is cycle time (door to door time), one of those is around parallel QA activity Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI the system has to have enough of an appropriate safeguard in place that allows you to do, to progress at risk while you continue to then test the various stages within the product lifecycle Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI with system controls in place to allow you to track production batches, cycle time can be reduced by 30% with parallel QA activity Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI But the system alone doesnt dictate that Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI the variables youve got are product, components and process Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI the further you get down this line and you find a problem, the more rework, waste etc etc you incur Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI its confidence in the material, its confidence in the product and stability but its around how robustly you should process your manufacturing process Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI so we call this process capability, the systems play an invaluable part in that because it allows you to check trends Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI we would want to be involved, and if they did have that in isolation, you would find that their solution may or may not fit ours Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI the discipline of implementing a standard solution has allowed us to hope to do this on a corporate basis Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI you are not going to simplify the process, you are going to simplify the order, stock and production, Ill call them schedules Plan
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI 10% of MERPS is MRP, the other piece is integrated financials, integrated batch tracking, integrated plant maintenance, integrated QA and so on Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI by all means, remove that aspect of scheduling, but dont say you dont need an ERP system Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI there is an interface Manugistics to SAP, but its down to schedulers to convert orders into production orders, so the manual piece is there Plan
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI some sites are ignoring the individual orders, cause we have, within MERPS youve got daily plan, weekly plan Plan
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI it almost becomes an art for planning, other sites said, yeah, fantastic, spreadsheet Plan
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI BCG think we have one of the best global SAP implementations that they have seen, in terms of quality, stability, and adherence to the template Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI We just dont know what to do with it Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI modular MERPS is a flexible MERPS template that will now go into another 40 plus sites, ending up with 60 plus sites on one template Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI the 18 sites weve already got will stick with their single instance, and part of this is because its on an IBM, and its a major mainframe Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI if you then wanted to set up a shared service, the only danger is that one person or one group may actually enter two systems Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI it sounds a step backwards, and with portal technology evolving, it might be that any of this becomes transparent with respect to the individual Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI exploitation for business benefit, we run business forums, communities of practice, we will continue to derive benefit from it Make
KPC GSK House, Brentford Information Systems MERPS Core team Director Dave Montaine EI if you download information from a compliant system, and make a GXP decision on it, then you are out of compliance Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI we put SAP in first in the year 2000, and there was no NPI template Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI from day one, we had to break the global templates, if we wanted to launch products Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI everybody said weve got all these new product batches which need to be compliant Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI ERP is our production control system, but its our change control system as well Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI we have developed our planned change process and have now becomes the global model Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI the core process will define how you run a BOM or a routing, we have a process now for how you change them, in a planned, structured, controlled way Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI all our technical people suddenly had to start using MERPS, that used to be done for them by the traditional production department Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI we wanted project managers that were handling new products, to be able to go in and create a plan change, within MERPS, to set up all the templates to control that change Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI The advantage was having a common unit of currency to make some of our management decisions by capacity Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI SAP is very data hungry, so you had to develop a cut down version for some of this development work Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI we got our 5 or 6 scenarios that cover all our developed batches Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI they are rolling out a programme, and they just want to shoot through the sites, here is the template, now take it Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI So we had some interesting tensions early on Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI R&D can't use Manugistics, because Manugistics is there for commercial, for millions of tablets, not batches Quote to cash
KPC GSK Ware Manufacturing General Manager Byron JonesEI we have to find another way of getting demand into the systems, and turning that into capacity Quote to cash
KPC GSK Ware Manufacturing General Manager Byron JonesEI we have got to find a way of comparing global supply, demand, supply capacity, along with new product introduction, and doing the two Quote to cash
KPC GSK Ware Manufacturing General Manager Byron JonesEI It takes four hours to granulate the batch, why does it take four days to set the data up in SAP Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI It would be nice that information flow does not hold up material flow, we want information flow out of the constraint of the model. Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI if they want to change the BOM, they raise a client change, they choose that scenario, which gives them a list of tasks which they have got to do Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI we use the work flow process of version of 4.6 to trigger that change Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI I put in a data management organization, SAP, within a year I thought this is wrong Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI Its too centralized, and the knowledge is with a limited number of people, its not responsive enough for the business going forward Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI It was an administration function, so if the BOM were drawn, the technician, fill in the form, and an admin person should understand that he has selected the wrong tablet code for that particular pack? Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI The individual didnt have a clue, its just a set of numbers, and all we were doing was inputting into the system and tracing up missing data Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI process 10 is responsible for BOM's. If you put it in directly in the system, its checked by an independent person, electronically signed, and if its wrong, you are accountable Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI You can only do that if you educate people. Now we did this to reduce our cycle time, we assigned a data owner to every data object, quite simply Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI We looked at, change one then you change the other, and then we standardized the process with these scenarios. So we made it easy for people, because you cant ask people to take on a complex process Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI So we as a site, have a very different way of doing MERPS change than other sites, other sites do it very centralized, we do it here very devolved Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI we believe that gives us the responsiveness and the accountability that we need for the future Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI we have metrics in place now to control it, so we can look at task overdues as part of work flows, down to individual level Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI so if somebody isnt doing their tasks, we know and we have the meeting processes in place to pick up and help where this blockage is Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI our on-site MERPS team put together metrics Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI So having worked with SAP for 4 years, we knew the beast, and now we have a platform to help the business with decision making Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI We use MERPS to support the first two, because there is data in the system and information that allows us to pull these together Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI we have schedules tells us what to do, we have plan change because we have task driven, event driven activities Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI so the information allows us to address demand, whether its demand for a change or demand for a product Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI it allows us to make those decisions, and those decisions are made daily and weekly Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI We are tending to use far more physical scheduling tools like Kanbans, rather than scheduling everything through MERPS Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI But the challenge for us is keeping MERPS aligned with these Kanbans, SAP doesnt like Kanbans Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI what you have to do is put the flow information back in to SAP, so SAP wants the control, thats the system Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI we get the customer orders through Manugistics, and we allow MERPS to schedule packaging Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI But we then pull out of manufacturing, which is where you make the bulk tablets, through a Kanban system Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI SAP wants to schedule manufacturing as well, what you are going to have to do is, convince it its scheduling Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI you use the Kanban to decide which process orders you want, and then you manually raise those process orders in SAP Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI So Kanban is the lead, and SAP is the lag in manufacturing, but, bulk packaging, its the other way around Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI What we said to the core team is, find better ways to frig process orders please, right? Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI But, in keeping the system aligned with physically whats happening on the site Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI SAP was producing the schedule, and we were changing that schedule two or three times daily Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI Or our process reliability was shifting, so the planners spend all the time rescheduling Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI if you need a batch of Abacavir tablets, thats a million tablets, its a million on the Kanban card, and its a million in MERPS Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI all you have to do is to ensure that the system reflects what Kanban is pulling Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI planners now manually do these planning orders, behind the Kanban cards, not producing a schedule Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI they get the physical signal, take that material out of their stock, they de-couple, they produce a Kanban based system Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI Manugistics is kept in balance with the physical pull Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI we use SAP to govern very rigorously our change processes, but less and less our production process Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI we use SAP very much for our medium term processes, our three to twenty four months Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI we take all the demand from our global supply customers, from our NPI customers, we convert it into capacity needed, we look at what capacity we have got Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI that allows us to look at decisions, to say we are under capacity, over capacity, or we need investment decisions going out to 24 months Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI A lot of the unit cost information, the financial modeling will be done outside MERPS (Excel) Report
KPC GSK Ware Manufacturing General Manager Byron JonesEI MERPS is there just to generate standard product costing, standard invoicing Report
KPC GSK Ware Manufacturing General Manager Byron JonesEI MERPS is used for control in the short term process, for decision making in the medium term process and its not used at all in the long term process Report
KPC GSK Ware Manufacturing General Manager Byron JonesEI All three [planning processes] need different tools, different techniques Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI he may be raising the process order on SAP to replicate that, which will drive materials availability from the warehouse to produce that batch Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI you havent got a schedule now in MERPS, you have decoupled that Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI This is where you then manually raise the process order in SAP Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI they will release the process order, and that tells the warehouse to deliver 400 kilos of calcium carbonate, batch number so and so, to manufacturing, at 02.00 tomorrow morning Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI He knows, an API batch will take two hours longer than that, so he has control, and he is accountable for running that system Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI So, here is a combination of using the system, and using physical links, very effectively Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI Well if this is a problem, and we see a blockage, supervisor will say, right, what can we do, can we actually put this batch somewhere else Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI Information, originally this was only in a supervisors office, and we said, why Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI every morning, the Kanban meeting looks at the queue times, you look at the queue in each center, Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI SAP is a great vehicle, but it keeps information limited to the screens that you can log on Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI Visual signals like this, open up information, and again the danger of SAP, knowledge is power Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI So what we had time to do is spend more time in the long term process, find out what your customers really want Plan
KPC GSK Ware Manufacturing General Manager Byron JonesEI OK, well, lets close that planned change down, or do we want to leave it open, but therell be overdues there for a week Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI look we have 40 overdues on that batch, we know all about it, its in control even though its overdue Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI some of the timings that we have put into these templates originally were not right Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI you wont be allowed to play with white powder until you go on to SAP Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI If you want to order any materials, or any product, or stationery, I have to go in and authorize it Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI Now, you want production capacity, which costs a hell of a lot more than stationery, you have got to go in and book it Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI And you can see some of the proposals there, to recruit temps, smooth demand, Now all that data is underpinned by SAP data Make
KPC GSK Ware Manufacturing General Manager Byron JonesEI The problem with our system, is it just handles one set of numbers. It doesnt handle the range, and thats the limitation Forecast
KPC GSK Ware Manufacturing General Manager Byron JonesEI if you have a forecast accuracy plus or minus 20% historically, your demand is 72,000 to 96,000, its not 84,000 Forecast
KPC GSK Ware Manufacturing General Manager Byron JonesEI this is where sometimes you have to use spreadsheets, for low and side scenarios, because both Manugistics and SAP can only handle one number. Forecast
KPC GSK Ware Manufacturing General Manager Byron JonesEI you have to revert the spread sheet modeling, outside your systems, when you want to look at range and intelligence Forecast
KPC GSK Ware Manufacturing General Manager Byron JonesEI We may get awarded that tender, and we may not, so you have got two scenarios Forecast
KPC Cork Sales David Ahearne EI The whole idea of the system is that we have, say, a view of at least 3 months in advance of what theyre looking for Forecast
KPC Cork Sales David Ahearne EI Manugistix sends it in to SAP and it automatically firms up the order on SAP. Thats where its a good process because theres no human intervention Quote to cash
KPC Cork Sales David Ahearne EI if they make a change on their side, Manugistix wont make the change in SAP Plan
KPC Cork Sales David Ahearne EI youre pulling various information from SAP and various information from Manugistix, so theres no link between them Quote to cash
KPC Cork Sales David Ahearne EI set up my own Access Database and pull the data from both SAP and Manugistix and put them together in there Quote to cash
KPC Cork Sales David Ahearne EI to total demand for the year, shipped so far this year, on SAP, is added to demand for the rest of the year, on Manugistix Quote to cash
KPC Cork Sales David Ahearne EI if Planners plan for 30 tons as agreed in the PRF, and customer only entering 15 tons, thats flowing into SAP, so its giving an incorrect picture Quote to cash
KPC Cork Sales David Ahearne EI Youre kind of double-guessing the customer, it gets messy Quote to cash
KPC Cork Sales David Ahearne EI theres so much second-guessing because it could just be the simple case that the orders havent gone up yet Quote to cash
KPC Cork Sales David Ahearne EI there are so many different scenarios that could come out of the fact that youre not seeing the correct agreed figure Quote to cash
KPC Cork Sales David Ahearne EI if the correct demand was flowing into SAP, the planner could have the process orders created automatically Make
KPC Cork Sales David Ahearne EI SAP isnt taking into account that we might have only have 3 buildings where we might make products we have more than that Make
KPC Cork Sales David Ahearne EI you need to enforce some kind of personal intervention where youre telling SAP exactly how you want things done Make
KPC Cork Sales David Ahearne EI Well thats a big thing around the network too, especially with Manugistix, a lot of people blame the system if something goes wrong Make
KPC Cork Sales David Ahearne EI its just that it requires more manual intervention, where youre constantly chopping and changing Make
KPC Cork Sales David Ahearne EI When looking at SAP, Manugistix has different numbers with regard to product numbers, so Babel translates all the different data Make
KPC Cork Sales David Ahearne EI if we got another new customer online, Babel is the area where Id set up to say that we can ship to this customer Quote to cash
KPC Cork Sales David Ahearne EI youd link Cork to that number, to that customer, based on the product youre going to ship Deliver
KPC Cork Sales David Ahearne EI new customer data setups youve got to do in Babel, Manugistix and SAP Quote to cash
KPC Cork Sales David Ahearne EI but things are always chopping and changing so you always have some data changes to do Deliver
KPC Cork Sales David Ahearne EI they upgraded MGX to a web-based system, so that completely shattered all my links, the whole lot, it got very messy. Quote to cash
KPC Cork Sales David Ahearne EI I got the idea from a guy in a different plant who exported stuff to Access Quote to cash
KPC Cork Sales David Ahearne EI were looking at Forecast Accuracy, its something I just need to find time to sit down and work out Quote to cash
KPC Cork Procurement Diarmuid Murphy EI because plans change so much, and SAP requires such detail, you continuously maintain the system, we don'y have the resources Buy
KPC Cork Procurement Diarmuid Murphy EI when we went live, we were looking at the exception messages situation Buy
KPC Cork Procurement Diarmuid Murphy EI because youve built in your safety stock, youve built in your usage etc. and your plan, you get these messages Buy
KPC Cork Procurement Diarmuid Murphy EI because our plan change so much, messages coming through on a daily basis Buy
KPC Cork Procurement Diarmuid Murphy EI MRP is updated nightly, you get messages, move it in, move it out, move it out, move it in, move it in, move it out. Its impossible Buy
KPC Cork Procurement Diarmuid Murphy EI MRP run to follow changes planners make daily, eg. after the review of the previous weeks performance Buy
KPC Cork Procurement Diarmuid Murphy EI we dont have the resources on SAP, on a daily basis, to kind of, moving in, moving out, sort of thing Buy
KPC Cork Procurement Diarmuid Murphy EI So unless theres a major change to the plan, we would leave it as it is Buy
KPC Cork Procurement Diarmuid Murphy EI when that plan catches up, the stock would sort of come back down again to the right level Buy
KPC Cork Procurement Diarmuid Murphy EI if we were to go in to every one of them, youd spend your day reviewing these sort of messages Buy
KPC Cork Procurement Diarmuid Murphy EI MRP not really giving us a true reflection, unless, every time plan changed, someone would go in and adjust the MRP Buy
KPC Cork Procurement Diarmuid Murphy EI more tightening up procedures Buy
KPC Cork Procurement Diarmuid Murphy EI approval of requisitions and purchase orders, thats more structured Buy
KPC Cork Procurement Diarmuid Murphy EI The historical data is more transparent Buy
KPC Cork Procurement Diarmuid Murphy EI you can see the whole picture, visibility of the whole situation is more readily available and clearer Buy
KPC Cork Procurement Diarmuid Murphy EI a lot more approvals, theres a lot more data sets Buy
KPC Cork Procurement Diarmuid Murphy EI youre much more dependent on other people to have their information right, as well, before you can actually proceed Buy
KPC Cork Procurement Diarmuid Murphy EI I cant actually allocate a PO with a stock item against that supplier, until theyve got their back up information Buy
KPC Cork Procurement Diarmuid Murphy EI for 10 batches this week they will create 10 MBRs, if only 8 achieved, there will be 2 MBRs that will be have to be closed off Make
KPC Cork Procurement Diarmuid Murphy EI unless its maintained on a regular basis, youre going to have to manipulate the information Buy
KPC Cork Logisitics Director Finbarr Lehane EI In terms of lead time, SAP has all the data, order receipt date, into the warehouse, sitting on the shelf, into manufacturing, back sitting on the shelf, testing and QC Quote to cash
KPC Cork Logisitics Director Finbarr Lehane EI Now lead time is not neatly in SAP to tell you the truth. It requires somebody to analyse it Quote to cash
KPC Cork Logisitics Director Finbarr Lehane EI Now the defect rate, comes from our quality system and our paper work control systems Make
KPC Cork Logisitics Director Finbarr Lehane EI you can see what inventory you have in SAP that is restricted and why Make
KPC Cork Logisitics Director Finbarr Lehane EI Vision Factory is going to test, its going to stress test our ERP system quite a bit Make
KPC Cork Logisitics Director Finbarr Lehane EI if something could be done in one step they would have twenty steps to do it Make
KPC Cork Logisitics Director Finbarr Lehane EI we are now talking KanBan, moving things at the pull of the customer while ERP systems wasnt going to do that Make
KPC Cork Logisitics Director Finbarr Lehane EI I think they over-engineered it when they did it Make
KPC Cork Logisitics Director Finbarr Lehane EI Now we put in the dispensary with MERPS, right? Now if were really smart we would take it back out again Make
KPC Cork Logisitics Director Finbarr Lehane EI you still need your ERP, to track all the materials, receive goods, pay for goods, move them from A to B Make
KPC Cork Logisitics Director Finbarr Lehane EI SAP can be actually configured to do a KanBan operation Make
KPC Cork Logisitics Director Finbarr Lehane EI the transactions still go ahead, its just the ways of working may need to be modified a little bit Make
KPC Cork Logisitics Director Finbarr Lehane EI The fact of life is that what we have at the moment is like a patchwork quilt of all sorts of systems Make
KPC Cork Logisitics Director Finbarr Lehane EI we are going to carry on aligning those and improving them, and improving the flow, streamlining the whole thing Make
KPC Cork Logisitics Director Finbarr Lehane EI we did MERPS because we were instructed to do it, Make
KPC Cork Logisitics Director Finbarr Lehane EI we have better traceability on our customers, we have less write-offs Make
KPC Cork Logisitics Director Finbarr Lehane EI We have more control over manufacturing Make
KPC Cork Logisitics Director Finbarr Lehane EI MERPS is only highlighting what is wrong with our current system Make
KPC Cork Logisitics Director Finbarr Lehane EI Since we took on MERPS, we have actively challenged the template Make
KPC Cork Logisitics Director Finbarr Lehane EI Driven by Cork, we wanted these tools, and we forced these tools, Make
KPC Cork Logisitics Director Finbarr Lehane EI They are also allowing more interfaces Make
KPC Cork Logisitics Director Finbarr Lehane EI the core team, they spent huge sums of money, and people werent seeing the value in this Make
KPC Cork Logisitics Director Finbarr Lehane EI So the taking of the template is far more site driven Make
KPC Cork Logisitics Director Finbarr Lehane EI So there has been a sort of a shifting of the guard, from core to site Make
KPC Cork Logisitics Director Finbarr Lehane EI the door is slightly ajar, and we can get enhancements to the template Make
KPC Cork Logisitics Director Finbarr Lehane EI Now the one big issue with this is that its very hard to get everybody to agree to one way of working Make
KPC Cork Logisitics Director Finbarr Lehane EI MERPS will be used to facilitate a lot of this functional working Make
KPC Cork Logisitics Director Finbarr Lehane EI You manipulate it, right, and also you have to, like, ERP systems are not very smart Make
KPC Cork Logisitics Director Finbarr Lehane EI MERPS should be the work horse, to give us all the data, and then there should be very little work to be done after Make
KPC Cork Logisitics Director Finbarr Lehane EI And were after an invoice planning system, in maintenance, I want to know what I spent today Report
KPC Cork Logisitics Director Finbarr Lehane EI Accounting systems tell me what Ive spent, probably about two months back, which leaves a lag, between your accounting syste and actual orders Report
KPC Cork Logisitics Director Finbarr Lehane EI to the end of April, spend comes from the accounting system, as orders, but they may already have more commitment Report
KPC Cork Logisitics Director Finbarr Lehane EI you may have commitments in your head but there mightnt be any hard data yet, you dont raise speculative requisitions Report
KPC Cork Logisitics Director Finbarr Lehane EI if its breakdown maintenance, the price of the job comes in afterwards. There might be a guesstimate go in Report
KPC Cork Logisitics Director Finbarr Lehane EI Lorraine has this visibility tool, generated from SAP, but its an Excel tool, so everybody (lab, warehouse, ) knows whats the next shipment. Deliver
KPC Cork Logisitics Director Finbarr Lehane EI we have struggled, quite a bit, looking for a, a kind of intelligent planning system Plan
KPC Cork Materials Plannner Vivian Scanlon EI we do a lot of the planning, external to SAP, we do it on Excel spread sheets Plan
KPC Cork Materials Plannner Vivian Scanlon EI there is a lot of interaction with the buildings and bays, a lot of products impact on each other, and I dont think that SAP has the flexibility that we need Plan
KPC Cork Materials Plannner Vivian Scanlon EI when you are sharing a bay you can do one product at a time. Its difficult to plan that in SAP Plan
KPC Cork Materials Plannner Vivian Scanlon EI you need to be able to see where one is starting, one is ending, and also the volume, the quantity Plan
KPC Cork Materials Plannner Vivian Scanlon EI you need to be able to see the impact on the volumes of the product, Plan
KPC Cork Materials Plannner Vivian Scanlon EI you are making it here but you are not actually having it available until here Plan
KPC Cork Materials Plannner Vivian Scanlon EI They are colour coordinated, eg. all the pinks would be the different stages of the one product family Plan
KPC Cork Materials Plannner Vivian Scanlon EI Theres is a lot of intelligence behind it, things SAP wouldnt take account of, you need someone experienced Plan
KPC Cork Materials Plannner Vivian Scanlon EI for this there isnt a standard way you can set in SAP, eg. number of days for a decon Plan
KPC Cork Materials Plannner Vivian Scanlon EI every 6 months, we use the Excel spreadsheet to pump in the PRF demand, we work out our plans Plan
KPC Cork Materials Plannner Vivian Scanlon EI we would create the demand in SAP by using the screen, the daily tables Plan
KPC Cork Materials Plannner Vivian Scanlon EI if you were manually creating orders youd be there for ever Plan
KPC Cork Materials Plannner Vivian Scanlon EI were stock building, and if you need 10 tonnes, then SAP thinks that you will have orders for ten tones Plan
KPC Cork Materials Plannner Vivian Scanlon EI you need ten tonnes, plus but you need to close at five tones, so you need process orders for fifteen tonnes Plan
KPC Cork Materials Plannner Vivian Scanlon EI if demand was 8 thousand, but we knew it was going to be 10, we can put in a fake demand of 2 to bring it up to 10 Plan
KPC Cork Materials Plannner Vivian Scanlon EI it allows us the flexibility that we can modify the demand Plan
KPC Cork Materials Plannner Vivian Scanlon EI a lot of problems are systems problems, customers are getting information off another third party, and the systems will be feeding into each other Plan
KPC Cork Materials Plannner Vivian Scanlon EI Or, a lot of the time, the system hasnt been maintained properly, small little things, but they all filter through Plan
KPC Cork Materials Plannner Vivian Scanlon EI if they are giving us a figure, and we need to have the system reflect it straight away Plan
KPC Cork Materials Plannner Vivian Scanlon EI like it may not be their top priority to have that side of their system up to date, even though its feeding through to us Plan
KPC Cork Materials Plannner Vivian Scanlon EI the daily tables reflect the exact demand, be it that the system sent it in correctly, or that we have to adjust it Plan
KPC Cork Materials Plannner Vivian Scanlon EI once the volume is in, you run a job, and it creates then the number of orders that you need to meet that Plan
KPC Cork Materials Plannner Vivian Scanlon EI the planned orders are on SAP, so anyone who is working off SAP can see, this is what we are planning Plan
KPC Cork Materials Plannner Vivian Scanlon EI a week in advance, you convert them, into process orders Plan
KPC Cork Materials Plannner Vivian Scanlon EI the planned I suppose is when, it is scheduled but nothing is pulled Plan
KPC Cork Materials Plannner Vivian Scanlon EI you would literally spend twenty four hours a day just modifying it, tweaking it, adding in, taking away Plan
KPC Cork Materials Plannner Vivian Scanlon EI we have a figure in this daily table, you have your firm orders, you have the adjusted figure, and the forecast is going to vary Plan
KPC Cork Materials Plannner Vivian Scanlon EI and then, there is this column, where you can just add in then, the difference, or the, you know, its a safety stock really, is what wed call it Plan
KPC Cork Materials Plannner Vivian Scanlon EI So obviously you can modify this, but these are coming in from external links so thats the difficulty Plan
KPC Cork Materials Plannner Vivian Scanlon EI once the MBR (batch record) is printed, that launches everything, and they suddenly want to adjust something, its difficult Make
KPC Cork Materials Plannner Vivian Scanlon EI planned orders, which havent been converted, can be adjusted, converted orders are kind of set in stone Plan
KPC Cork Materials Plannner Vivian Scanlon EI so you pick the building, and then you have a visual, you can see each process order (batch) Plan
KPC Cork Materials Plannner Vivian Scanlon EI OK, you dont have the stock situation, you cant see the stocks, but you can always flick between screens Plan
KPC Cork Materials Plannner Vivian Scanlon EI a lot of what you would do is, maybe moving these around, there is the functions to just take them out Make
KPC Cork Materials Plannner Vivian Scanlon EI we were planning on another batch, but we are not going to make it, so we drop one, we can pull it out and delete it Make
KPC Cork Materials Plannner Vivian Scanlon EI you are making more stage 5, but you need more stage 3, or stage 4, so when MRP is run, it will create the planned orders Make
KPC Cork Materials Plannner Vivian Scanlon EI you need 10 batches more of stage 4, and if theres 8 there already, it will create the 2 Make
KPC Cork Materials Plannner Vivian Scanlon EI you can schedule them in wherever you need, wherever there is space or wherever you are planning on making them Make
KPC Cork Materials Plannner Vivian Scanlon EI the inbound logistics guy, Dave, he is reviewing that on a daily basis, if anything major comes in through the system he will alert us to it Quote to cash
KPC Cork Materials Plannner Vivian Scanlon EI for decons, shut-downs, etc. suddenly your capacity is getting smaller, so SAP doesn't necessarily manage this Plan
KPC Cork Materials Plannner Vivian Scanlon EI the PRF volume is put up on the system, and then the maintenance of it is where you are looking to tweak things Plan
KPC Cork Materials Plannner Vivian Scanlon EI actual production figures via a communication e-mail sent every Monday morning Plan
KPC Cork Materials Plannner Vivian Scanlon EI we can go see what the last batch delivered was, but that doesnt tell you at what stage in the process they are in Plan
KPC Cork Materials Plannner Vivian Scanlon EI they might have delivered up to batch 30, but there could be batch 31 to 34, still in a vessel somewhere, that is considered started Plan
KPC Cork Materials Plannner Vivian Scanlon EI thats one of the reasons, I suppose, why SAP isnt necessarily, we dont use it 100% Plan
KPC Cork Materials Plannner Vivian Scanlon EI you have a stock figure, but you know that a certain quantity of it is validation material, SAP won't have this categorised Make
KPC Cork Materials Plannner Vivian Scanlon EI you could have 1000 k of material, but you know, for a fact, there is only 900 k you can use Make
KPC Cork Materials Plannner Vivian Scanlon EI there is a lot of times where theres issues, that you know about, but that are not necessarily reflected [in SAP] Make
KPC Cork Materials Plannner Vivian Scanlon EI if it kind of falls between categories, so its not pushed out completely to a re-work category or anything Make
KPC Cork Materials Plannner Vivian Scanlon EI SOX screen could have 2.4 tonnes, but there's only 2.3 tonnes usable, so SAP mightnt be 100% accurate Make
KPC Cork Materials Plannner Vivian Scanlon EI the stock is perfect, you could ship it tomorrow, but customer doesn't want that batch, so in that sense, Excel is a lot more flexible Deliver
KPC Cork Materials Plannner Vivian Scanlon EI you can track back to the start, when it started, when a batch started you can get the detail, who did what, everything Make
KPC Cork Materials Plannner Vivian Scanlon EI the system doesnt recognize something, because it falls between parameters Make
KPC Cork Materials Plannner Vivian Scanlon EI a normal process order, is like a ZP01, a ZPC1 is an actual event order [decon], so that you can differentiate between it Make
KPC Cork Materials Plannner Vivian Scanlon EI You adjust it to make sure that there is enough orders on the system, just to meet this week and next week Make
KPC Cork Materials Plannner Vivian Scanlon EI it has defined everyones role a lot more, it has made things a lot clearer, a lot more visibility Plan
KPC Cork Materials Plannner Vivian Scanlon EI Its inflexible, to a certain degree, but because of the inflexibility, you can kind of count on it a lot more Plan
KPC Cork Materials Plannner Vivian Scanlon EI its more in depth, the amount of information in there, you can just dig and dig and dig Plan
KPC Cork Materials Plannner Vivian Scanlon EI sometimes you think there is too much there, but I suppose everyone is looking at the same thing just looking at it from a different angle Plan
KPC Cork Materials Plannner Vivian Scanlon EI most of the things that we would be doing, we need like the SOX report, you can pull that off, there is no bother there Plan
KPC Cork Quality Manager Finbarr Calnan EI one big benefits of SAP was that, open deviations are now triggered, when you approve your batch, until you delete the batch Quality
KPC Cork Quality Manager Finbarr Calnan EI the whole batch history kept in one place, deviations, faults, unplanned events, planned events (eg. recipe change) Quality
KPC Cork Quality Manager Finbarr Calnan EI when passing out the batches now, it will automatically do a search in the background Quality
KPC Cork Quality Manager Finbarr Calnan EI its checking that there was no problem all the way through the whole supply chain Quality
KPC Cork Quality Manager Finbarr Calnan EI we can restrict a raw material, thatll automatically restrict all the final product, wherever material is, even on another site Quality
KPC Cork Quality Manager Finbarr Calnan EI once we ship it on a pallet there, they receipt it, they just scan it, so theres no re-packing, re-labelling Quality
KPC Cork Quality Manager Finbarr Calnan EI the one minute goods receipt: once we create an outbound delivery here, it creates an inbound delivery on their plant Quality
KPC Cork Quality Manager Finbarr Calnan EI So Id have no qualms about common article coding, if the material is bad, its going to get returned to the site Quality
KPC Cork Quality Manager Finbarr Calnan EI Ware have to change a piece of master data, we would have the same issue here. As long as its working off the same specifications Quality
KPC Cork Quality Manager Finbarr Calnan EI so we generate a report off every month, the incidents that are past their due date Quality
KPC Cork Quality Manager Finbarr Calnan EI we produce a 100 k batch, we use 99 k in next stage, that one kilo doesnt exist, probably clung to the bag, or the bins Quality
KPC Cork Quality Manager Finbarr Calnan EI If that kilo is not written off, the re-evaluation date comes around, we logged the sample into the lab one-kilo Quality
KPC Cork Quality Manager Finbarr Calnan EI all the materials are automatically moved from one location to another Quality
KPC Cork Quality Manager Finbarr Calnan EI itll treat 100 k the same as 1 k, the system doesnt know that that doesnt exist. Quality
KPC Cork Quality Manager Finbarr Calnan EI So that has generated a lot of waste, I would say, if you dont write these small quantities off Quality
KPC Cork Quality Manager Finbarr Calnan EI theres a lot of work canceling all those samples Quality
KPC Cork Quality Manager Finbarr Calnan EI you cant just go in and purge those, they have to be closed out properly, its a lot of work Quality
KPC Cork Quality Manager Finbarr Calnan EI So we generate a lot of reports out of SAP, and Finbarr would take those to the OpCom Quality
KPC Cork Quality Manager Finbarr Calnan EI we use it for tracking all our qality audit actions as well Quality
KPC Cork Quality Manager Finbarr Calnan EI its a bit like the deviations, they can be then tracked, which are overdue Quality
KPC Cork Quality Manager Finbarr Calnan EI we use a visibility tool in SAP, which tells us, youve enough material tested for the next 5 days, 10 days Quality
KPC Cork Quality Manager Finbarr Calnan EI it highlights these are the urgent material to test, both from a customer point of view, and from a production point of view Quality
KPC Cork Quality Manager Finbarr Calnan EI I dont think any ERP system would have solved [demand variability] problem Plan
KPC Cork Quality Manager Finbarr Calnan EI The big plus is control, it does force people to do their job Quality
KPC Cork Quality Manager Finbarr Calnan EI if warehouse people dont put away the pallets in the right location, itll prevent you approving that batch Quality
KPC Cork Quality Manager Finbarr Calnan EI we put in a resource in the production area, to ensure that the system was being updated Quality
KPC Cork Quality Manager Finbarr Calnan EI they run a report showing the materials to go into the batch, where they all go in, and if they didnt it highlights them Quality
KPC Cork Quality Manager Finbarr Calnan EI you roll this out to 400 operators, and expect them all to have the high level knowledge Make
KPC Cork Quality Manager Finbarr Calnan EI a lot of people will be good at system, but theres certain people are not good at it, and you wont change them now Make
KPC Cork Quality Manager Finbarr Calnan EI Youll end up doing a lot of re-work, you know Make
KPC Cork Quality Manager Finbarr Calnan EI that was a key decision, as well, not to roll out the full amount of transactions to production Make
KPC Cork Quality Manager Finbarr Calnan EI weve got 8 people, 2 people on all the shifts who are the experts Make
KPC Cork Quality Manager Finbarr Calnan EI cycle time, measuring door to door as we call it, when a raw material comes in, to when it goes through all the stages and goes out the door Make
KPC Cork Quality Manager Finbarr Calnan EI All the information is there, but to try and get it, run 3 or 4 reports, put them in Excel, and then doing Vlookup Make
KPC Cork Quality Manager Finbarr Calnan EI I compare in-process checks (IPC) data with your quality data at end Quality
KPC Cork Quality Manager Finbarr Calnan EI weve been audited 4 times since go-live, which is key. Internal and one external source. Quality
KPC Cork Quality Manager Finbarr Calnan EI MERPS controls procurement, the warehouse, material in production and in shipment Quality
KPC Cork Quality Manager Finbarr Calnan EI it does control vendor approvals and all that Buy
KPC Cork Quality Manager Finbarr Calnan EI But we have got 3 or 4 bits of key functionality since go-live Quality
KPC Cork Quality Manager Finbarr Calnan EI We have a benefits review forum, every 6 to 8 weeks, you put forward ideas, with other sites, theres money there, and they get it Make
KPC Cork Quality Manager Finbarr Calnan EI I think you have a better business case if you get the sites organized together Make
KPC Cork Quality Manager Finbarr Calnan EI if we increase the knowledge of the support group, so that we can solve more of the issues, even doing change control Make
KPC Cork Quality Manager Finbarr Calnan EI we did a lot of training a year ago, weve a lot of experience now, we want to raise the bar a bit, and do some more work Make
KPC Cork Quality Manager Finbarr Calnan EI Business Warehouse is only there for Finance at the moment Report
KPC Cork Quality Manager Finbarr Calnan EI Catriona does a lot of the reports, how many samples in backlog, where are those samples, Quality
KPC Cork Planning ERP team Rose McCullough EI MRP systems dont have the intelligence required behind the scenes to get out a capacity plan Plan
KPC Cork Planning ERP team Rose McCullough EI the higher level planning is still maintained on Excel, because its a lot more flexible than the ERP systems Plan
KPC Cork Planning ERP team Rose McCullough EI If you effect change then youre essentially changing the whole plan, rather following the outcome of a query Plan
KPC Cork Planning ERP team Rose McCullough EI the planning module is geared towards secondary, who would make to order, and who dont have long campaigns and many changeovers Plan
KPC Cork Planning ERP team Rose McCullough EI demand coming in from the market is inaccurate, so what were getting isnt an accurate demand picture Quote to cash
KPC Cork Planning ERP team Rose McCullough EI You effectively bump-up demand in SAP with a stock build requirement to get an accurate reflection of annual demand Plan
KPC Cork Planning ERP team Rose McCullough EI it is actual demand, but were not just seeing it come in over the global supply chains Plan
KPC Cork Planning ERP team Rose McCullough EI the Planning module didnt fit in, so while it is being used its not being used as well as it might Plan
KPC Cork Planning ERP team Rose McCullough EI the complexity of the plant, theres nothing you can do with that so you have to make it fit as best you can Plan
KPC Cork Planning ERP team Rose McCullough EI To do it [scenario planning] on the spreadsheet could take you half an hour, to do it on the system could take you half a morning Plan
KPC Cork Planning ERP team Rose McCullough EI a lot of that would be done on Excel spreadsheets again if were talking the outer months Plan
KPC Cork Planning ERP team Rose McCullough EI if they start running out, we start shipping. So effectively were managing their inventory for them Plan
KPC Cork Planning ERP team Rose McCullough EI Babel translates demand back to primary, but its fundamentally flawed because the customer is getting inaccurate data from the market Plan
KPC Cork Planning ERP team Rose McCullough EI we are using common material codings with Ware. For other customers were not Plan
KPC Cork Planning ERP team Rose McCullough EI If you part-ship a batch, and you want to send the balance elsewhere, in the meantime, they adjust the Quality information, Deliver
KPC Cork Planning ERP team Rose McCullough EI last week we sent a part-batch to them and we were trying to send the balance of it to another country and we couldnt send it Deliver
KPC Cork Planning ERP team Rose McCullough EI they had changed the Batch Master which meant that the customer criteria we had set up didnt match Deliver
KPC Cork Planning ERP team Rose McCullough EI There have been a number of other things when theyve put in text thats appearing on our outputs that we dont want Deliver
KPC Cork Planning ERP team Rose McCullough EI if you have one material to one customer and you ship full batches the whole time its probably a better way of working Deliver
KPC Cork Planning ERP team Rose McCullough EI When they receive it on to their systems, the date of manufacture is updated with the date of receipt Deliver
KPC Cork Planning ERP team Rose McCullough EI wed send half of it to Ware at their request because they want 50kgs for example and it comes in batch sizes of 100kgs Deliver
KPC Cork Planning ERP team Rose McCullough EI the hope was that the demand picture would improve once we went to MERPS, because the majority of sites would be on MERPS Quote to cash
KPC Cork Planning ERP team Rose McCullough EI the whole point of the global supply chain and ERP is that demsnd would flow back to us but its not coming through Quote to cash
KPC Cork Warehouse Manager Martin Deegan EI it has put more of a structure on what we do, and that structure is understood by the key players Make
KPC Cork Warehouse Manager Martin Deegan EI they realize what needs to be done at what time in advance, they cant be looking to generate net orders on the morning of the shipment Make
KPC Cork Warehouse Manager Martin Deegan EI youre getting everything in a more orderly flow, and it does give the opportunity to carry the occasional one that comes in with a lead time for tomorrow. The other stuff is under control Make
KPC Cork Warehouse Manager Martin Deegan EI weve also put in a very visual spreadsheet, a 2-week forecast of all the upcoming orders Make
KPC Cork Warehouse Manager Martin Deegan EI Inventory accuracy has improved greatly Make
KPC Cork Warehouse Manager Martin Deegan EI Im very unhappy in MERPS ability to meet SarBox requirements, it is very unwieldy Report
KPC Cork Warehouse Manager Martin Deegan EI We have an operational template of SAP that is a couple of years out of date Report
KPC Cork Warehouse Manager Martin Deegan EI Im delighted otherwise, what the system has delivered Make
KPC Cork Warehouse Manager Martin Deegan EI Slice and dice, I can go down to individual tray level, Make
KPC Cork Warehouse Manager Martin Deegan EI It has helped, in terms of optimum inventory holding, reducing days sales cover, I can look back at check on supplier performance Make
KPC Cork Warehouse Manager Martin Deegan EI On the inventory side, overall radical improvement, not just accuracy of inventory, but allowing us to make improvements Make
KPC Cork Warehouse Manager Martin Deegan EI We are putting more focus on when we planned to ship, thats becoming a KPI Deliver
KPC Cork Warehouse Manager Martin Deegan EI theres very few instances of common codes Make
KPC Cork Warehouse Manager Martin Deegan EI if you want to make some change to master data on a common code, then youd have to get agreement across all sites Make
KPC Cork Manufacturing Team LeadJoe LanganEI SAP controls movement of materials from warehouse, up to the stage where you charge it, and from the stage where you discharge it from the equipment back to the warehouse. Make
KPC Cork Manufacturing Team LeadJoe LanganEI when you create your order you print off what we call a manufacturing batch record, which gives the instructions on how to manufacture a batch Make
KPC Cork Manufacturing Team LeadJoe LanganEI When the material is required the transfer orders are created, and the warehouse guy then goes and moves the material to a particular area Make
KPC Cork Manufacturing Team LeadJoe LanganEI The production operators use that material, as they use it, they use an RF gun, confirming that they are using this material Make
KPC Cork Manufacturing Team LeadJoe LanganEI you assign that material to the order, that checks that the material is OK , quality tested, and that its the correct material for the batch they are making Make
KPC Cork Manufacturing Team LeadJoe LanganEI as you charge it into the vessel, youre issuing it, effectively implying it no longer exists as this material, so youre issuing it off Make
KPC Cork Manufacturing Team LeadJoe LanganEI then when you dig it out, at the other end, take it out of the filter dryer, you would label it up, and receipt it onto SAP Make
KPC Cork Manufacturing Team LeadJoe LanganEI Its receipted onto the system, and the transfer is created automatically, and that goes back into the warehouse between individual stages. Make
KPC Cork Manufacturing Team LeadJoe LanganEI for each palette movement there is a transfer order, and you assign that material to the process order, and you issue it as you need it Make
KPC Cork Manufacturing Team LeadJoe LanganEI at end of process, you receipt the batch, you close the order at that point, and then, you create the transfer order Make
KPC Cork Manufacturing Team LeadJoe LanganEI The Shift Material Compliance Force (SMCF)'s job is to organize it all and ensure SAP transactions are completed, the operators do some SAP transactions with the RF devices Make
KPC Cork Manufacturing Team LeadJoe LanganEI The process order is put up in the background to make sure youve enough made, but at any point you can see on-hand, youre not waiting on a backlog of orders to be cleared, so its very real time Make
KPC Cork Manufacturing Team LeadJoe LanganEI Theres better visibility of what stock you have Make
KPC Cork Manufacturing Team LeadJoe LanganEI The other big improvement is the real time quality checks, from a compliance perspective Quality
KPC Cork Manufacturing Team LeadJoe LanganEI we are using the Handling Units, which is a 20 digit number, you dont have to type them Make
KPC Cork Manufacturing Team LeadJoe LanganEI Its really just getting familiar with RF scanning, it was just the fact that it was something new Make
KPC Cork Manufacturing Team LeadJoe LanganEI SMCF do most tx, but the issues, and the signing are done by the people at the charger Make
KPC Cork Manufacturing Team LeadJoe LanganEI We dont generally pull reports off SAP, at the moment, we need to start looking at this Make
KPC Cork Manufacturing Team LeadJoe LanganEI during the first year we were definitely more focused on the operational aspects, and making sure it was working Make
KPC Cork Manufacturing Team LeadJoe LanganEI we plan at a resource level, you can plan at a vessel level if you want, but, it just created too much complexity for what we needed Make
KPC Cork Manufacturing Team LeadJoe LanganEI all our documentation now is controlled in SAP, so its excellent from that point of view Make
KPC Cork Manufacturing Team LeadJoe LanganEI The scanning of material and goods issuing, theres a quality check in place there, so you have no compliance issues Make
KPC Cork Manufacturing Team LeadJoe LanganEI we need to do is balance the complexity of the Yield report with its usefulness Make
KPC Cork Manufacturing Team LeadJoe LanganEI the range of products change, and the way the chemistry works will have a slightly different way of calculating yield Make
KPC Cork Manufacturing Team LeadJoe LanganEI because we have a year and a half of information now, you can use it to try the report as youre developing it Make
KPC Cork Manufacturing Team LeadJoe LanganEI we can use that information to trial the report, as opposed to getting to the end point and not getting what you want Make
KPC Cork Manufacturing Team LeadJoe LanganEI Just looking at the big picture, theres a lot of stuff that needs balancing Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI if we get a super MERPS person, we will be able to collect all the data we need Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI you have to have some work on the definition of what youre looking for, so youre all working off the same definitions Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI sometimes you can get something quite close to what youre looking for, which is good enough for the discussion Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI you need to be very clear on what youre looking for, then sit down with the MERPS / SAP person, and between you youll come up with something relatively easy to get at Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI If you ask for something very explicit, it could be a lot of work to get Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI the more data you have, and the better you can get at it, thats key to the success of, so obviously the ERP has been a big improvement Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI now we have it, its there, its accurate, its real time and theres loads of it, so its just a change that way Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI I want to find out all batches that started on sunny afternoons Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI youve a creativity element to it as well Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI The data is actually done for one, and once they get the hang of it, they can do it another time, a quick way of getting at it Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI you can get all the batches that had this input used, you can see what batch went into what, you can see the genealogy, it gives you that as standard Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI to get the cost of the different components, the consumables and stuff like that Report
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI instead of the traditional way of going measuring or log books, to go to the MERPS and see what that can pull out Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI You see 10 tonnes of inventory, then break it down into categories, then, by dates Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI it suits R&D nicely to have all their stuff, reports, in one system, its an improvement on what they had Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI quality [of ERP data] is the most [important], then quantity then real-timeness Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI because I worked on the project, I knew all of the stuff, when I went back to do my OE work, it didnt hold any fears for me, SAP Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI the biggest thing when dealing with different teams is oh but SAP wont allow you that, or well have to see if it will allow you to do it Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI Its designed to make you do it in the best way, I dont see any conflict at all. Theres a lot of people would see it as a barrier Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI get the person who has the SAP experience, to work with you, decide on the best way to get it out Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI or trying to change something, theres a lot of people I suppose that it holds terror for them Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI To get that understanding, its expensively bought, I have it from the project Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI So you have to know the system, you have to have someone to explain it to you Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI sit with system expert, zone in on what they are looking for, getting a close match, better match than original spec Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI trust them to get to a solution, and then testing on the test system, and then, doing it on the live system Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI Denis was supposed to work with us full-time for 2 weeks, sure he had all the work done by Tuesday! Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI the data collection team were actually ahead of the OE team Make
KPC Cork Manufacturing Operational ExcellenceTeam LeadGillian Morrissey EI when you get it up and running then you really get the stuff very fast Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI they [business users] never spec anything out for you Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI but, in taking those steps, would they be prepared to put the documentation together, thats sometimes difficult Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI The days of getting something for nothing are gone, unless its a very quick fix Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI if business are going to use a report to make decisions, that report has to be shown its providing you with valid data Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI show me how you developed this report, what methodology did you follow, show me your functional specifications, show me the tests Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI companies have so heavily modified their ERP systems, they mightnt be able to upgrade Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI we all work off the same MERPS procedures, but youll still find slight differences, but thats the nature of business Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI any report in SAP would have been created following the correct standards Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI Whats lacking afterwards is the ability of the ERP systems to provide reports quickly for the business Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI with regards to regional requirements the business suffers Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI door to door times, so from the receipt of raw materials to shipping the goods, theres no standard report Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI ideally we would like to be able to do those things locally Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI Business Warehouse is more than sufficient for your ad-hoc reporting, which can be done locally Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI If anybody requires a report at a point which is real time, then I think youre looking at standard reporting Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI when you show them a standard report, people dont actually sit back and think exactly what they need Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI Procurement is a good example, they are looking for spend on certain materials, vendors, SAP is not giving them that Buy
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI I suppose part of the problem is that people are comfortable with certain tools, its not something we like to see Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI we have access to transaction SSP, which allows us to query tables, but there is only 2 of us on site with access to that Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI quality and plant maintenance would require real time enquiry on screen Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI the structure of the BW tables is completely different from SAP Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI So instead of having your tables named x, y, z, theyre actually named in English Report
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI if you had one product that was tracable to 10 sites, they could all modify a GSP object (eg. shelf life) Make
KPC Cork Manufacturing Data Maintenance Team lead Denis BarryEI You could have a global code for a vendor used in Cork, in the UK and in Singapore, but you could also use a local code Buy
KPC Cork Finance Director Joe Donovan EI certainly since we went live on SAP, our month-end turn around time has improved Report
KPC Cork Finance Director Joe Donovan EI Management Accounting things have become a lot more transparent Report
KPC Cork Finance Director Joe Donovan EI data quality has improved Report
KPC Cork Finance Director Joe Donovan EI we werent analyzing the data, always fire-fighting, now some of this time being generated, which is great. Report
KPC Cork Finance Director Joe Donovan EI Not alone the data but the time to sit back and analyze the data Report
KPC Cork Finance Director Joe Donovan EI we are all doing things now in a similar fashion, not one hundred percent exactly the same but a lot closer than we were previously Report
KPC Cork Finance Director Joe Donovan EI we are still struggling with experts Report
KPC Cork Finance Director Joe Donovan EI nobody new really on the team has taken on that mantle Report
KPC Cork Finance Director Joe Donovan EI John has taken an objective this year to share that technical expertise Report
KPC Cork Finance Director Joe Donovan EI we really took 12-14 months to get used to the system, its only now that John is thinking about passing on that expertise Report
KPC Cork Finance Director Joe Donovan EI that if John left in the morning we would have a problem, theres no doubt about that Report
KPC Cork Finance Director Joe Donovan EI the technical support offsite is atrocious Report
KPC Cork Finance Director Joe Donovan EI Reaction time is very slow, they are showing very little interest in some of our key issues Report
KPC Cork Finance Director Joe Donovan EI Except I really hit overhead, and told that, for example, it might be an internal audit issue. Theyll work on it then. Report
KPC Cork Finance Director Joe Donovan EI Since the core team moves away, and since the next wave started for SAP implementation, they lost interest Report
KPC Cork Finance Director Joe Donovan EI Audit corrections had to be done by core, and they are still outstanding, 8 or 9 months later Report
KPC Cork Finance Director Joe Donovan EI We report back on these open audit issues every quarter, its a bit embarrassing Report
KPC Cork Finance Director Joe Donovan EI They are certainly using some sort of prioritization of these issues off site, I dont think its acceptable Report
KPC Cork Finance Director Joe Donovan EI we have this formal procedure of logging remedies, somebody in UK might look at it, before you just rang IT on site here Report
KPC Cork Finance Director Joe Donovan EI GIA when they came to visit last year, they were able to interrogate SAP very, very easily Report
KPC Cork Finance Director Joe Donovan EI they brought in a SAP expert, he knew the system better than we did Report
KPC Cork Finance Director Joe Donovan EI thirty people across the site could put journal entries into the system Report
KPC Cork Finance Director Joe Donovan EI the information flow out of Management Accounting has certainly improved Report
KPC Cork Finance Director Joe Donovan EI variance analysis was very manual on JDE, we downloaded the information onto Excel to analyze it, we can do it all on SAP now Report
KPC Cork Finance Director Joe Donovan EI for Mgt Accounting, the generic reports are very good, so you dont need to download the information to Excel Report
KPC Cork Finance Director Joe Donovan EI we can stand over the data now, which is important Report
KPC Cork Finance Director Joe Donovan EI stock-day calculations can be done very very quickly Report
KPC Cork Finance Director Joe Donovan EI Previously stock provisioning was very manual, ad hoc, SAP will generate provisions for you now automatically Report
KPC Cork Finance Director Joe Donovan EI a batch of products gets stuck in QA, with a chance of failure, it will be provided for automatically on SAP Report
KPC Cork Finance Director Joe Donovan EI SAP has some good internal control improvements, PWC have come in they see a huge improvement Report
KPC Cork Finance Director Joe Donovan EI Data integrity, I think Finbarr Whyte is a lot more comfortable with the Management Accounting information Report
KPC Cork Finance Director Joe Donovan EI FW is more comfortable that its more or less being generated automatically, by SAP, rather than fudging it in Excel Report
KPC Cork Finance Director Joe Donovan EI Fixed Asset accounting has become a lot more complicated Report
KPC Cork Finance Director Joe Donovan EI reporting for capital accruals is very poor, we get that data directly from engineering rather than SAP Report
KPC Cork Finance Director Joe Donovan EI the formality in Financial Accounting that SAP has delivered, its helped us hugely Report
KPC Cork Finance Director Joe Donovan EI without SAP we would be struggling with a lot of the controls imposed on us out of Sarbanes Oxeley Report
KPC Cork Finance Director Joe Donovan EI key modules are reconciled automatically on SAP, particularly stock, FA, AP Report
KPC Cork Finance Director Joe Donovan EI Chart of accounts was up to ourselves, we could add in as many local accounts as we wanted, but we decided we wouldnt. Report
KPC Cork Finance Director Joe Donovan EI Unison link, for Financial Reporting, never delivered, and thats been a big gripe Report
KPC Cork Finance Director Joe Donovan EI what we have to do is take the data out of SAP, download it into Excel, and then upload into Unison, which is a complete disaster Report
KPC Cork Finance Director Joe Donovan EI the data warehouse is is just a kind of bundle of new reports, that never got used Report
KPC Cork Finance Director Joe Donovan EI there is no work being done on Unison interface at the moment, I find it incredible Report
KPC Cork Finance Director Joe Donovan EI Talking to other companies, they are allowed link directly with SAP for local interfaces, its just GSK policy that you are not Report
KPC Cork Finance Director Joe Donovan EI Stock days, stock provision., PPV analysis, its all coming out of the warehouse Report
KPC Cork Finance Director Joe Donovan EI Links with other external systems, a good example is AIB, again, continue to be problematic Report
KPC Cork Finance Director Joe Donovan EI that was supposed to be a seamless interface, as such, it turned out very messy Report
KPC Cork Finance Director Joe Donovan EI business roles, thats a minefield Report
KPC Cork Finance Director Joe Donovan EI AR and AP roles are over-lapping and that gives us a problem, and it certainly gives the auditor a problem Report
KPC Cork Finance Director Joe Donovan EI AP has improved, it has certainly become more efficient, certainly the way we are matching invoices and paying suppliers Report
KPC Cork Finance Director Joe Donovan EI Inventory definitely improved, particularly in terms of reconciliations and cycle counting Report
KPC Cork Finance Director Joe Donovan EI we are doing over 300 cycle counts, before you had SAP we were only doing 50 or 60 (80 lines of stock) Report
KPC Cork Finance Director Joe Donovan EI for high value stock we count it a number of times, now its a big exercise for the warehouse, but the Accounting visibility is superb Report
KPC Cork Finance Director Joe Donovan EI The actual count done by the individuals in the warehouse fully visible, who does what. PWC love that, segregation of duties Report
KPC Cork Finance Director Joe Donovan EI we are paying our employees expenses through SAP, it just links into the bank module and it is paid directly into your account Report
KPC Cork Finance Director Joe Donovan EI Banking cash, we were hoping for a huge improvement there, automatic bank reconciliations still hasnt happened Report
KPC Cork Finance Director Joe Donovan EI month-end is working very well, and we are achieving 3.5 days close comfortably, thanks to SAP Report
KPC Cork Finance Director Joe Donovan EI the forecasting has improved significantly, again due to SAP, because the data now is readily available Report
KPC Cork Finance Director Joe Donovan EI the forecasting exercise used to take a week and a half, we can turn it around now in three or four days Report
KPC Cork Finance Director Joe Donovan EI Reports out of SAP are very good for PPV calculations Report
KPC Cork Finance Director Joe Donovan EI Again the yield data coming out of SAP is very good Report
KPC Cork Finance Director Joe Donovan EI the recovery data coming out of SAP is very very good Report
KPC Cork Finance Director Joe Donovan EI we need to push enough product through the plant to recover that overhead, by product Report
KPC Cork Finance Director Joe Donovan EI And the funny thing about PPP, yield and recovery, theyre all in management accounting Report
KPC Cork Finance Director Joe Donovan EI the production of the data that populates dashboard (Excel) is being output by SAP a lot more efficiently than previously Report
KPC Cork Finance Director Joe Donovan EI The problem is the data coming out of SAP mightnt give you a complete trial balance ie. a balanced trial balance, thats why we have to tweak Report
KPC Cork Finance Director Joe Donovan EI Dashboards, you are only seeing one side, you are only seeing a P&L account really, there is no balance sheet in dashboard Report
KPC Cork Finance Director Joe Donovan EI Dashboard production takes three and a half days Report
KPC Cork Finance Director Joe Donovan EI theres about ninety plants, and they are all consolidated at head office Report
KPC Cork Finance Director Joe Donovan EI some of the reports are being tailored in business warehouse to feed these lines on dashboard but they are not at that stage yet Report
KPC Cork Finance Director Joe Donovan EI there was talk way back, when they get every plant on SAP, therell be no need to use Dashboard Report
KPC Cork Finance Director Joe Donovan EI I cant see that SAP driven dashboard happening, not for a long time Report
KPC Cork Finance Director Joe Donovan EI most of the improvements have been in terms of efficiency, efficiency with the production of the data, rather than the data itself Report
KPC Cork Finance Director Joe Donovan EI No, at the month end, the Yield report takes 3 or 4 minutes Report
KPC Cork Finance Director Joe Donovan EI We havent missed a deadline since we transfered over to SAP, which is great. Report
KPC Cork Finance Director Joe Donovan EI were negative on yield at the end of April, we can go back and interrogate SAP, and we can answer why very very quickly Make
KPC Cork Finance Director Joe Donovan EI the data in JD Edwards fed directly into Unison, we never had to change anything, its since we moved to SAP we are after moving backwards Report
KPC Cork Finance Director Joe Donovan EI So eventually Dashboard should be populated automatically from the Business Warehouse Report
KPC Cork Engineering Manager Ed Collins EI the waste of people having to decide on what to order, and then create the requisition, thats all done away with Buy
KPC Cork Engineering Manager Ed Collins EI we have a quick review of the MRP items, identify any issues, like out for repair items, then they just release the orders Buy
KPC Cork Engineering Manager Ed Collins EI it should be looking at our usage pattern, and stockholding, and saying look, review this stock level. Its not smart enough Make
KPC Cork Engineering Manager Ed Collins EI we may be going too close to the line, we may be ordering too much stock, the system isnt giving us this information Make
KPC Cork Engineering Manager Ed Collins EI Weve identified stock-outs when somebody goes to request a quantity that we dont have, but the system wont record stock outs for us Buy
KPC Cork Engineering Manager Ed Collins EI SAP should produce this automatically, it should have a correct valuation Buy
KPC Cork Engineering Manager Ed Collins EI the analysis of our re-order points and our re-order quantities, based on usage and so on [should be possible in SAP] Buy
KPC Cork Engineering Manager Ed Collins EI the MRP, or cycle counting functionality very good, we are very pleased with that too Make
KPC Cork Engineering Manager Ed Collins EI we need somebody to set aside the time, you have all this information in your system, it should be able to issue a report Buy
KPC Cork Engineering Manager Ed Collins EI you print your cycle sheets, the missing point was to be able to select the materials you want, to do this, to pick out these 20% Make
KPC Cork Engineering Manager Ed Collins EI we take a download from stock into Excel, pick the 2,000 items and use SAP to generate cycle count sheets and do the variances Make
KPC Cork Engineering Manager Ed Collins EI MERPS is supporting the introduction of those KPIs Make
KPC Cork Engineering Manager Ed Collins EI We find we have to do a lot of work, behind the scenes, to make the bridge between SAP (MERPS) and the KPIs Make
KPC Cork Engineering Manager Ed Collins EI on the mean time between failure, there is a lot of data work to do on Excel to produce the figure Make
KPC Cork Engineering Manager Ed Collins EI we certainly find we have to put it through the data analysis, the Excel type wringer before we actually have a KPI Make
KPC Cork Engineering Manager Ed Collins EI one module in SAP to record hours, another to record work orders to notification data, correlated in Excel Make
KPC Cork Engineering Manager Ed Collins EI there is no hard link, no hard wiring between hours and work orders Make
KPC Cork Engineering Manager Ed Collins EI we have do all our work in Excel because very few people have access to the query tool in SAP Make
KPC Cork Engineering Manager Ed Collins EI we had developed a customized tool for that to assign jobs to crafts Make
KPC Cork Engineering Manager Ed Collins EI on balance certainly weve gained more than we have lost Make
KPC Cork Engineering Manager Ed Collins EI we are still doing a lot of our budgeting and monitoring down at Excel level, SAP just was not going to give us the budgeting Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI Because all the informality that exists between functions has been taken out Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI Were all using the same data set, the data set is under control, ownership for that is now established Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI ERP systems give you due dates for everything, so you need to observe those due dates Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI its been really good for the site, to bring stability to everything Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI if you finished your work by lunchtime on Friday, the tendency was to bring work forward, and it screws everything up Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI ERP will force you in to this stable thinking approach, actually managing demand and smoothing it Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI If you hold your nerve on that, and use the system that is designed in the planning sense, everything starts to flow Plan
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI And the benefits come from reduction of noise Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI the great thing about an integrated system, it ties you down to some extent, is that you get that oneness of approach Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI at the end of it, we had very little knowledge of how to get management information out of the system, it was there that we needed to get the training Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI theres a capability which is very carefully restricted, called SE16, where you can develop tour own reporting Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI but the timeline was 6 to 7 months before we got to grips with SE16 Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI all MERPS sites saying the same thing, which is, we feel like weve got a car, but it hasnt got a steering wheel Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI Weve got this power, this huge amount of static and dynamic data, but we cant get the reports we want to run our business out of it Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI if you cant keep score, then youre only practicing Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI Now thats been rectified, were finding tremendous power both at the local and at the site level, absolutely tremendous Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI you can observe the inventory, you can pivot tables and download tables into Excel Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI check that the material necessary for the products set to be shipped, is indeed going to be available Plan
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI weve got some assurance, that, with all these linkages in the chain, that product's going to arrive at the right place at the right time Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI when you release a process order at the very start, it sets out dates, right the way through, including date of shipping Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI you are is measuring schedule adherence, in each section, so that the baton is passed on, in timely fashion Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI And nodes like QA, the warehouse, supply, dispensary supply, and receipts coming in off the lorry, that is kept running in synch, due date adherence Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI we are all heroes, and thats the old culture Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI we want to be doing, everything, each day, so my people, are not manning the peaks. Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI The old culture was, there was always a huge rush in dispatch and shipping, Thursday and Friday, heroics every week. Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI And that means that, I have a chance, of reducing my headcount, because I now man to an average, not the peaks Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI a moot point as to whether or not it would have made much difference if we had that reporting capability at the start Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI its like taking the wings off, and changing them, while the planes in flight Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI it takes 9 weeks to ramp up, and you need it because there is such a cultural adjustment Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI respect for the data, and the data being spot on, one field is not right, then you cant release the process order, Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI we had bugs in our data, everyone does, thats why we have ramp-up Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI You have to have respect for the data, the number of fields that we have now is gone up many many fold Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI four fifths of it was new data, we sent people out with clip boards to provide information on engineering items and so on, just a huge change Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI And once youve got it, you will maintain it, so you have got to set up process to do that Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI we have a monolithic central control point, because that suits our culture Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI we have an iron grip on this precious data, because it is not possible, or realistic, to train enough people, in how to deal with it, around the site, to keep control over it. Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI the size of the team that we have to implement was more than double Corks, there was so much data Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI the work on master recipes, and core data, is very good, thats enabled us to be confident, when we run MRP, so that its right Plan
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI We had huge obsolescence in our old data, so we didnt transfer it Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI At the time of doing it you dont really understand the implications of not doing it, its like an act of faith Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI you cant, its just too much to understand Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI Its only when you get to actually running the system, you start to realize, ah, thats how it uses that field, thats why its important Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI Theres always an element of learning by doing, Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI you have to learn as you go, and the penny drops Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI so it was a lot of data maintainers working to fix things, even though we had a really good prep time of a year Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI theres some data we havent used yet, like a product we havent made for a while, and when we open the process order, something will happen Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI we have done a squeaky clean implementation, and we actually, in all naivety, have done what we were told to do Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI The big advantage here is the template, we have 156 GDPs out of 162, of all the sites Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI The programmes been quite well managed, actually, there are 17 sites on now, there is determination to do another 30 Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI It forces behavior that is hard to get without someone tying you down Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI If an organization takes due date seriously, it will succeed with SAP Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI But you have to have the discipline and the nerve to keep on top of data, keep on top of capacity in that area, really understand your capacity Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI Capacity management has become a big deal here in the last year, since MERPS Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI 2 weeks ago we made the biggest number of packs we have ever made in a week, 880,000 packs, we finished by Friday lunchtime, no overtime Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI people will always blame the data, and youre thinking, hang on a minute, how many data issues have there been Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI Came to me in October, still struggling with certain things, it occurred to me its not the data Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI we had to get people in to forums to accept that they are going to work to what the systems due dates were saying Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI they now all have work-to lists printed off, you dont just have a weekly bucket of stuff you have to make, you actually have a work-to list Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI SAP sets a start time and a finish time, and you do it then, you dont do it when you feel like it, you do it then Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI if you dont meet that day, that time, you dont get a score, so thats why you are back to 30% Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI you can get 100% schedule adherence, with low due date adherence, its untidy, its wasteful, its overtime Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI The only way to be efficient, and keep costs under control, is to follow due dates in SAP Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI MERPS is a mirror that you hold up yourself, that says, youre shit, and you cannot get away from the reflection Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI Were going to do an audit sometime to look out for workarounds, sure as eggs are eggs, someone out there is processing stuff offline Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI but its like zero tolerance, you have got to strive for compliance on the template Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI SAPs showing you all the time, you are not doing it right, you will suffer, do it the right you wont suffer, accept it and move on, change your ways of working Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI if you work with SAP itll sing for you, if you dont it will screw you and make your life miserable and drag you down Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI If you take the attitude that the template is God, and everything else has to flow around it, dont fight it Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI And static data is fundamental to it all, I make that as an assumption Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI But the other part of that, the thinking, the ways of working bit, is harder to do, it requires people to behave differently Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI its not about science, this is about doing what youre told Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI any big site has got a history like that, I mean I wonder what happened to Ware, refused to accept template Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI Ware are flying in the face of some of the things that are indispensable Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI having SAP already, they didnt want to go backwards, so they kept on going, and they are paying for it now Make
KPC Worthing Manufacturing Warehousing Manager Martin Steele EI the template is simply, this is how you run your business, from start to finish, its fixed Make
800
Theme Sub-themeERP impact
Granularity -
Correlation -
Centralisation +
Automation +
Flexibility -
Compliance +
Centralisation -
Centralisation +
Centralisation +
KPI +
KPI +
KPI +
KPI +
KPI +
KPI +
KPI +
KPI +
KPI +
KPI -
KPI -
KPI -
KPI -
Flexibility +
KPI -
Centralisation +
Centralisation +
Centralisation -
Centralisation -
Flexibility -
Centralisation Visibility + Centralisation means single instance, standardisation of processes and visibility
Correlation +
Latency =
Correlation =
Correlation =
Manual =
Flexibility -
Plan vs. actual -
Automation +
Correlation +
Centralisation -
Manual -
Manual -
Manual -
Flexibility -
Flexibility -
Correlation -
Correlation -
Manual -
Manual -
Manual -
Manual -
Flexibility -
Flexibility -
Flexibility -
Flexibility -
Flexibility -
Flexibility -
Centralisation -
Flexibility +
Plan vs. actual =
Aggregation -
Goals +
Centralisation -
Centralisation -
Manual -
Granularity -
Automation +
Automation +
Automation +
Automation +
Volume +
Automation +
Automation +
Automation +
Correlation +
Correlation +
Centralisation -
Centralisation -
Centralisation -
Centralisation -
Accuracy / consistency+ also about latency, how long does it take to deal with volume of data?
Latency - same thing happens information as happens inventory
Latency -
Latency - Process latency rather than uniquely systems latency
Flexibility + exactly what EMC are trying to achieve?
Flexibility -
Flexibility -
Flexibility -
Flexibility -
Flexibility -
Compliance -
Compliance +
Compliance -
Flexibility -
Compliance +
Automation +
Compliance +
Compliance -
Compliance +
Compliance +
Compliance +
Aggregation -
Compliance +
Aggregation - Energy = resources / skills
Skills - zipper
Aggregation -
Centralisation +
Aggregation - don't have energy / skills to exploit because they are tied up with latency, inflexibility and manual workarounds
Correlation + Corelation gives the value, and this can influence high level objectives, closing the loop between ERP output and goals
Aggregation +
Skills -
Skills - rarest commodity in 2 cases is willingness / vision to see utility and skills to implement (cf. Filava / Cashman)
Aggregation + also the case at EMC, because Finance can seekt he utility and can pay for the skills?
Flexibility -
Flexibility -
Skills - having skills is just a matter of budget? Real ERP investment should be in soft skills (local) while infrastrucutre put in by HQ
Compliance +
Latency -
Skills -
Skills - BW has replicated all the logic of the ERP app
Skills -
Skills -
Correlation - Correlation doubly complicated?
Correlation - Fundamental design differences between legacy and ERP: workarounds not just about ERP
Correlation -
Flexibility - in either case, the solution is not giving compliance, and not giving sustainable management information
Flexibility -
Compliance +
Correlation -
Volume - imbalance in gathering data for something that it's not useful for?
Manual - Production planning is not supported for primary, either! What use is for planning in general?
Correlation - Need for integration, but downside is latency?
Correlation - Same issue for APC in EMC? Without this integration, is the notion of planning useless?
Correlation -
Compliance +
Compliance +
Compliance +
Compliance +
Compliance +
Compliance +
Aggregation +
Compliance +
Compliance -
Compliance +
Compliance +
Granularity +
Compliance + Evolution of the goal of ERP from resource visibility to process integrity
Compliance + Does this not ignore the reality of the workarounds and non-compliant downloads that support much DM?
Aggregation +
Compliance +
Compliance +
Compliance +
Centralisation +
Flexibility -
Flexibility -
Flexibility -
Flexibility -
Centralisation Visibility + Centralisation = visibility. Bad thing about local systems is not their existence, but their lack of access from HQ level
Accuracy / consistency+ But integration creates its own anomalies (due to gap), and makes it difficult to get access to any data
Accuracy / consistency+ Not anybody can get access, and even with access, you need advanced skills to pull right data
Manual - Different to planning systems at site level (Adaytum). Looks like the reason no-one can do a single planning system is business is too complex (no one can spec it, a la Dearden)
Centralisation Standardisation + But sites don't even share a common article file, so the meaning and significance of "single instance" is not well understood?
Centralisation - Doesnt exist yet. Single instance would be as big a project as MERPS, people think you put in ERP and then go single instance?
Flexibility + This is a good thing, in that ERP at least allows a template? But a bad thing, in that trying to integrate is pointless?
Skills - But why bother with the cost of ERP at all if you don't tackle the coding issues? The compliance ticket has blinded these folk?
Aggregation +
Centralisation +
Automation +
Manual -
Manual -
Manual -
Compliance +
Automation -
Automation -
Granularity -
KPI +
KPI +
KPI +
KPI +
KPI +
KPI Process efficiency + ERP lays the foundation for further process efficiency gains, but doesn't get the credit
KPI +
KPI +
KPI + parallel QA activity wouldn't be possible without ERP: it provides the platform of control on which further efficiencies can be built
KPI Control -
KPI Control + ERP provides control of these variables, a tool to allow their manipulation would be very sophisticated, given level of interdependence hard wired in ERP?
KPI Control + Can managers be expected to understand the correlation of these variables?
KPI +
Aggregation +
Skills + Why does the business go off inventing their own solutions?
KPI +
Plan vs. actual Planning + ERP's cannot simplify the reality of production, but can make the planning (and the administration of plans) less cumbersome
Automation + No gain for manufacturing
Automation +
Manual - Handover from demand to supply is therefore manual
Manual - Why the interface so?
Manual -
Accuracy / consistency+ What does that say about BCG?
Uncertainty - Lack of vision from the core team, beyond compliance
Accuracy / consistency+ Flexibility learned from other MERPS implementations
Centralisation - Why should technical platform be the basis for the decisions?
Centralisation - 18 sites currently implemented using one template but different instances
Centralisation - Not the idea of single instance: no benefits derived from global processes
Skills + Process skills just the beginning
Compliance - Everybody knows this, bit it still happens
Gap virtual vs. physical- Like RMA functionality in EMC Cork
Accuracy / consistency+ Accuracy of process not data, accurate because of ERP and administrative rigour
Granularity Data ownership + Data ownership decentralised
Granularity Data ownership +
Granularity + ERP puts a planning formalism on NPI, something it didn't have and now needs with growing NPI volumes
Granularity - MERPS lite necessary because template didn't fit NPI
Flexibility +
Flexibility -
Flexibility -
Latency -
Latency -
Automation +
Automation +
Skills -
Skills -
Latency - Process latency to do with division of labour, data ownership centralised away from those who understand it
Latency -
Automation + Making the automation work
Skills + Taking ownership away from technostructure
Skills + Taking complexity out of highly integrated system by using scenarios
Skills +
Skills + Responsiveness with highly structuring tools comes with an investment in local system /data know how
KPI + Responsibility for data ownership gives accountability and control
Accuracy / consistency+ Controls and processes to rectify parameters that drop out of synch
KPI + Developed locally
Skills + Control of the ERP tool eventually leads to its use for decision making
Granularity +
Automation + Parameters can set these decisions automatically
Automation + Is this supporting flexibility, to be able to automate planned changes?
Automation +
Manual -
Gap virtual vs. physical- Because it can't cope with a gap?
Gap virtual vs. physical- ERP is the control system, but doesnt allow flexibility? Compare with Martin Steele in Worthing and
Automation + Partial use of ERP?
Manual - Frigging the system
Manual - Efficiency
Flexibility -
Flexibility -
Flexibility -
Manual -
Manual -
Gap virtual vs. physical- the physical signal is the KanBan card
Gap virtual vs. physical- Both ERP and Manugistics have to be kept in synch with reality, rather than driving the plan
Manual -
Automation +
Automation + ERP used as a planning function at an aggregate level
Automation +
Manual -
Automation +
Granularity Timescale +
Flexibility +
Manual +
Manual -
Manual -
Manual -
Manual +
Manual +
Flexibility +
Manual Access +
Manual Flexibility +
Granularity Inaccessible-
Granularity -
Automation +
Automation -
Automation - Overly integrated?
Granularity +
Granularity +
Granularity +
Flexibility -
Flexibility -
Flexibility -
Flexibility -
Flexibility -
Centralisation + MGX
Automation +
Manual -
Manual -
Manual -
Manual -
Correlation -
Uncertainty -
Uncertainty -
Uncertainty -
Manual -
Uncertainty - Reality is high maintenance!
Correlation -
Manual -
Manual -
Manual -
Skills -
Correlation -
Manual -
Skills +
Skills -
Automation -
Automation -
Automation -
Automation -
Flexibility +
Skills -
Granularity -
Compliance +
Compliance +
Granularity Data maintenance overhead -
ComplianceLimiting -
Accuracy / consistency- BI is required for reporting, because of the data maintenance overhead? No a priori estimate of this workload
Granularity +
Skills -
Granularity -
Latency Bureacracy-
Latency Bureacracy-
Flexibility -
Latency -
Latency Efficiency -
Granularity +
Flexibility +
Centralisation +
Centralisation +
Compliance +
Goals +
Accuracy / consistency Visibility + The data integrity shows up processes in better light, allowing managers to see inefficiencies
Skills + Process skills generated through resistance to the template
Skills + Experience and connections to resist ERP steamroller
Flexibility +
Centralisation -
Centralisation - More local say in functionality, this makes a single instance even less likely?
Skills + A hypothesis could be that ERP induces a transfer of skills from core to site? But BI skills are still very centralised?
Flexibility +
Accuracy / consistency Visibility + Permits process improvements
Flexibility -
KPI +
Automation +
Manual -
Automation -
Manual - Is this really a bad impact, or just an oberved facet of using ERP: it doesn't do scenario planning?
Flexibility -
Flexibility - Scenario setting, parallel production, why couldn't SAP be configured to work that way?
Flexibility -
Manual -
Manual -
Manual -
Manual -
Manual -
Manual -
Manual -
Granularity - SAP expects process orders, planners workaround this using daily tables
Flexibility -
Flexibility -
Flexibility -
Correlation - Lack of integration is the issue, yet ERP integration could not work?
Skills -
Correlation -
Automation +
Gap virtual vs. physical- SAP is populated with planned orders but these don't drive production
Automation - Manually converted
Hard vs. soft target -
Hard vs. soft target - ERP is too literal, planning requires some degrees of "hardness", that don't trigger anything automatically
Manual - Planners require the flexibility to be able to manually change "buffer" stock levels
Manual - cf. Production Status report from CF: reports interfaced from several sources hard to understand? Users will tend to tweak the piece they have control over. The harder the data, the more users will be driven to tweak the elements they have control over, compensating for other data elements?
Automation - The Automation / Integration is binding when changes are required. Funny that the lock-in is "printing the MBR", the understanding of ERP is transmitted via the language used, people talk about the system like a slave driver
Flexibility +
Granularity + Superb visualisation of complexity
Correlation - To see related data requires extra navigation (in and out of views, responsibilities, )
Flexibility +
Flexibility +
Automation + Highly granular, structured, but is the automation understood alongside the non-automated bit? Same user ammends planned orders.
Automation +
Manual - An uneasy alliance of automated and manual: people end up doing things not because of an ERP logic, instead of their own
Manual - Resources are used up unnecessarily, reviewing data from a system, that is, integration creating redundant data maintenance overhead
Granularity -
Plan vs. actual - called data "maintenance", but really it means adjusting a hard plan figure to reality of producton contingency
Manual - Email?
Granularity Visibility - WIP visibility
Plan vs. actual Visibility - Integration with MES would be the only solution? Trade-off between data maintenance overhead and visibility
Gap virtual vs. physical- Can an integrated system be used gainfully less than 100%?
Gap virtual vs. physical- Gap! Solution: adapt ERP. Problem: expense / resource. Result: workaround and redundant ERP
Gap virtual vs. physical- The problem is that you know this, but SAP doesn't or can't. What can a system know?
Gap virtual vs. physical- Structuredness of information
Gap virtual vs. physical- Comliance issue!
Flexibility -
Granularity Tracability +
Latency - Significant coding in SAP
Manual -
Granularity +
Centralisation +
Aggregation +
Centralisation +
Automation +
Granularity +
Compliance +
Automation +
Automation +
Centralisation +
Granularity +
Automation +
Automation +
Compliance -
Compliance -
Aggregation +
Granularity +
Automation +
Flexibility =
Compliance +
Compliance +
Skills +
Automation +
Skills =
Skills -
Skills -
Skills =
KPI -
Manual -
Correlation +
Compliance +
Compliance +
Automation +
Flexibility +
Flexibility +
Flexibility +
Skills +
Skills +
Skills +
Skills + Catriona, 24 months experience, doing basic op reports, probably using Access like DA?
Flexibility -
Manual -
Correlation -
Automation + Ware used KanBan, Worthing uses SAP
Manual -
Accuracy / consistency Visibility -
Flexibility -
Manual - All outer level planning is manual, SAP only sees weekly process orders as firm, but modelling needs to see whole picture
Manual -
Correlation +
Centralisation -
Centralisation -
Centralisation - downside for single integrated product master with Ware
Centralisation -
Centralisation - EMC don't have primary / secondary so don't have this issue. Cross dock and partial shipments however are corresponding problems?
Centralisation -
Granularity -
Uncertainty -
Uncertainty -
Flexibility + Flexibility gained from having most work under control
Manual -
Manual -
Granularity +
Goals +
Skills +
KPI +
Correlation -
Centralisation -
Granularity Visibility + High overhead in terms of data entry!
Skills Bureacracy+ Workaround for data maintenance overhead: works well with notion of centralising ERP process know how: power users
Gap virtual vs. physical Integration + Good integration ERP-MES, because of RF scanning for issuing
Compliance +
Automation +
Automation +
Automation +
Aggregation -
Automation =
Granularity =
Compliance +
Compliance +
Aggregation =
Aggregation =
Aggregation +
Aggregation +
Aggregation +
Skills +
Skills +
Granularity +
Skills +
Granularity -
Flexibility Visibility +
Flexibility +
Skills Visibility +
Centralisation +
Skills +
Skills -
Skills Access +
Flexibility -
Skills -
Skills +
Skills +
Skills Trust +
Skills Efficiency +
Skills Bureacracy- cf. Kristina Fileva and how team get bored doing the same stuff
Skills Bureacracy- Unwilling to formalise requirements, why? Information not thought of as a resource that costs money
Flexibility - So if it's costly to get, but of better quality, has decision making improved?
ComplianceBureacracy+ ERP facilitates the reporting of information in a compliant manner
ComplianceBureacracy+
Flexibility Standardisation -
Flexibility -
ComplianceStandardisation + Facilitates compliance
Flexibility Efficiency -
Flexibility -
Flexibility -
Flexibility +
Centralisation + Akin to MES, it manages process real time, but you may not have instantaneous access to the data
Skills -
Granularity - But they need to think about objective of requirement
Manual -
Skills -
Skills +
Skills - Creation of metadata required
Compliance -
Accuracy / consistency- Confusion between tool, what it facilitates, and management responsibilities. Real corps can differentiate!
Accuracy / consistency Efficiency +
Skills -
Skills -
Skills -
Skills -
Skills - For a major plant to rely on one person seems risky: is the transfer of skills into the hands of a few a sub-plot?
Centralisation Support - cf BOS at EMC and post go-live support: this from the function which stands to gain the most
Skills -
Skills -
Skills -
Correlation +
AggregationVisibility +
Automation +
Manual -
Manual -
Accuracy / consistency Control +
Automation +
Accuracy / consistency+ No global CoA reporting possible through SAP, consolidation done in Unison
Aggregation -
Aggregation -
Aggregation -
Aggregation -
Correlation Interface -
Aggregation +
Compliance -
Compliance -
Automation +
Manual -
Automation -
Granularity Visibility + Huge gains in virtual processes that require granularity (number crunching) at expense of physical process
KPI +
KPI +
KPI + Like a revenue figure, it is supposed to cover overheads
KPI +
KPI + ERP facilitates management accounting (cost accounting side) better than revenue side, which is subject to more variance?
KPI Efficiency +
Manual -
Manual -
Latency -
Manual Consolidation -
Automation -
Automation -
Automation -
Automation +
Automation +
Automation +
Granularity + The granularity on costs is the justification?
Manual -
Automation =
Automation +
Automation +
Correlation -
Correlation -
Manual -
Manual -
Skills -
Automation +
Skills -
Manual -
Automation +
KPI +
Manual -
KPI -
Manual -
Manual -
Correlation -
Manual -
Manual -
Automation +
Manual -
Accuracy / consistency Data ownership +
AutomationControl +
Flexibility -
AutomationProcess efficiency +
Skills Analysis -
Skills Access -
Skills Timescale -
Skills Analysis -
AggregationAnalysis -
KPI Control -
AutomationControl +
Stretch goals +
Stretch goals +
Aggregation =
Stretch goals =
Skills Trust =
Skills Trust =
Granularity -
Granularity Trust +
Granularity Data ownership =
Centralisation Data ownership +
Centralisation Data ownership =
Volume Data ownership =
Volume Data maintenance overhead -
Compliance +
Centralisation +
Hard vs. soft target Control + Change management is difficult, ERP is the big stick
AutomationTrust +
Volume Efficiency +
Accuracy / consistency+ It's not the data, it's the trust in stable thinking
Plan vs. actual Trust +
Automation +
Plan vs. actual + Huge leap of faith? Means relinquishing control in the face of complexity
KPI +
Plan vs. actual +
Accuracy / consistency+ Managers prefer the comfort of vagueness
Manual -
Compliance +
Compliance + Enforced compliance through extreme visibility
Compliance +
Compliance +
Compliance + Data cleanliness OK, process adherence harder
Compliance + Like EMC, it's not about Engineering
Compliance - All manufacturing sites are by definition big and centralised and have a culture
Compliance -
Compliance - Like EMC, they didn't want to make the necessary sacrifices to the business processes
ERP Impact at KPC
E
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ERP Impact at SIT
E
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Cross case impact
Theme - + = Total Theme - + = Total Theme Category
Goals 3 3 KPI 6 2 2 10 Performance
Compliance 14 50 64 Gap virtual vs. physical 28 1 29
Volume 2 2 1 5 Centralisation 19 36 2 57
Stretch goals 2 1 3 Manual 38 38
KPI 9 36 45 Flexibility 80 7 3 90 Virtualisation
Gap virtual vs. physical 45 5 50 Granularity 24 30 2 56
Hard vs. soft target 2 1 3 Accuracy / consistency 29 24 1 54
Plan vs. actual 3 4 1 8 Correlation 37 20 57
Centralisation 35 33 1 69 Automation 9 26 3 38 Centralisation
Manual 75 5 1 81 Aggregation 23 10 33 Decision making
Flexibility 54 21 1 76 Latency 63 6 69
Uncertainty 7 7 Skills 22 12 1 35
Granularity 16 43 2 61 Total 378 173 15 566 Data quality
Accuracy / consistency 14 66 1 81
Correlation 22 12 2 36 Latency
Automation 15 75 2 92 Reporting
Aggregation 11 15 3 29
Latency 14 1 15 Skills
Skills 39 29 4 72 Automation
Total 377 402 21 800 Total
Theme Category
Performance
Virtualisation
Centralisation
Decision making
Data quality
Latency
Reporting
Skills
Automation
E
R
P

i
m
p
a
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t
Cross case impact
Theme - + = Total Theme Category Theme Total
Goals 3 3 Performance Goals 252
Compliance 14 50 64 Compliance 77
Stretch goals 2 1 3 Top down culture 34
Volume 2 2 1 5 Goal culture 24
KPI 15 38 2 55 Market aspirations 20
Gap virtual vs. physical 73 5 1 79 Goal conflict 19
Hard vs. soft target 2 1 3 Stretch goals 17
Plan vs. actual 3 4 1 8 Seasonality 27
54 69 3 126 Volume 30
Manual 113 5 1 119 Sales order complexity 15
Flexibility 134 28 4 166 Virtualisation KPI 188
Uncertainty 7 7 Gap virtual vs. physical 153
Granularity 40 73 4 117 Hard vs. soft target 59
Accuracy / consistency 43 90 2 135 Plan vs. actual 38
77 6 1 84 Centralisation 223
Correlation 59 32 2 93 Decision making Manual 335
Aggregation 34 25 3 62 Flexibility 311
61 41 5 107 Uncertainty 110
24 101 5 130 Data quality Granularity 272
755 575 36 1366 Accuracy / consistency 198
Latency 170
Reporting Correlation 202
Aggregation 108
- + Count Skills 168
16 57 515 Automation 144
93 48 438 Total 3194
54 69 223
254 33 756
83 163 470
77 6 170
93 57 310
61 41 168
24 101 144
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
KPC Cork Sales
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KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
KPC Cork Logisitics
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KPC Cork Warehouse
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KPC Cork Materials
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KPC Cork Quality
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KPC Cork Logisitics
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KPC Cork Warehouse
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KPC Cork Quality
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Role Name Cat
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
VP Kathy Lyons EI
VP Kathy Lyons EI
David Ahearne EI
David Ahearne EI
David Ahearne EI
David Ahearne EI
David Ahearne EI
David Ahearne EI
Diarmuid Murphy EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Steve Golding EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Paul Blackburn EI
Steve Golding EI
Observations
Work orders
we customised it, it's gone too far, we're all out of whack, we're screwed
A Process Order to them is a days worth of work and they cant define that depending on how well the plant runs
so by the time you have a report done, the process is out of date
it takes a bit of time to understand whats happening
I understand why stuff happened, politics basically, it makes the difference
ERP not designed for changing SO allocation
ERP caused BOM sequencing issues for production
During Catalyst, the worst thing we could do was build an interface
with local data analysis, if method not correct, then perhaps not compliant
the pendulum is right up against the bar the other way, and first of all it prevents you from making good decisions based on good information
just by virtue of the fact that compliancy was affecting the volume of data recorded, if nothing else
can a transactional system make a production process go faster?
all Oracle knows is what you tell it, but APC reads electronically the serial numbers
having SAP already, they didnt want to go backwards, so they kept on going, and they are paying for it now
ERP data piles on from only one aspect of Quality, so its distinct from the analytical environment
Ware are flying in the face of some of the things that are indispensable
any big site has got a history like that, I mean I wonder what happened to Ware, refused to accept template
you cant, its just too much to understand
if you download information from a compliant system, and make a GXP decision on it, then you are out of compliance
we put SAP in first in the year 2000, and there was no NPI template
from day one, we had to break the global templates, if we wanted to launch products
everybody said weve got all these new product batches which need to be compliant
what you have to do is put the flow information back in to SAP, so SAP wants the control, thats the system
So Kanban is the lead, and SAP is the lag in manufacturing, but, bulk packaging, its the other way around
But, in keeping the system aligned with physically whats happening on the site
all you have to do is to ensure that the system reflects what Kanban is pulling
if you had one product that was tracable to 10 sites, they could all modify a GSP object (eg. shelf life)
SAP isnt taking into account that we might have only have 3 buildings where we might make products we have more than that
you need to enforce some kind of personal intervention where youre telling SAP exactly how you want things done
Well thats a big thing around the network too, especially with Manugistix, a lot of people blame the system if something goes wrong
you have a stock figure, but you know that a certain quantity of it is validation material, SAP won't have this categorised
you could have 1000 k of material, but you know, for a fact, there is only 900 k you can use
there is a lot of times where theres issues, that you know about, but that are not necessarily reflected [in SAP]
if it kind of falls between categories, so its not pushed out completely to a re-work category or anything
SOX screen could have 2.4 tonnes, but there's only 2.3 tonnes usable, so SAP mightnt be 100% accurate
the system doesnt recognize something, because it falls between parameters
all the sites that supply the USA needed to have a plan to implement the same version of SAP
you helped design the system so stop finding ways to work around it, be committed to it
the need is to drive information systems that are integrated across all 3 levels to meet those drivers
we have locked down or pre-designed all the possible different combinations of information that you might want
you cant have a situation where part of the system is not validated
they realised that auditing everything for 100% compliance was actually a serious headache
we have it as a design step you cant pass, you cant get approval of a system until youve done Archiving needs
we have a Record Retention Policy within the Company, most systems we have today do not or cannot meet that
weve spent huge amounts on standardisation, whether one big ERP, or lots of standard systems but with the same template
weve focused on making the business processes the same, IT cost is as low as possible, and compliance is as high as possible
auditing information so theyre not making GXP decisions based on things that arent validated
the template is simply, this is how you run your business, from start to finish, its fixed
ERP improves compliance in material management, notifications, material control for a site like Cork
its not about science, this is about doing what youre told
But the other part of that, the thinking, the ways of working bit, is harder to do, it requires people to behave differently
the use of the ERP system has very much automated and facilitated the documentation of their key business processes
ERP systems help facilitate documenting your processes, your key controls and that kind of stuff
Food & Drug Administration, theyre obviously looking for very robust processes within a company like Quality Assurance, Quality Control, Manufacturing Processes, Release of Inventory
whole process is supported by ERP, from amount and quality dispensed to events in manufacturing process to QA results of end product
the deployment of an ERP system in manufacturing has been definitely a governance-driven obligation
if you dont have an FDA-compliant plant, ultimately they can close your plant
If you take the attitude that the template is God, and everything else has to flow around it, dont fight it
if you work with SAP itll sing for you, if you dont it will screw you and make your life miserable and drag you down
SAPs showing you all the time, you are not doing it right, you will suffer, do it the right you wont suffer, accept it and move on, change your ways of working
but its like zero tolerance, you have got to strive for compliance on the template
2 weeks ago we made the biggest number of packs we have ever made in a week, 880,000 packs, we finished by Friday lunchtime, no overtime
The big advantage here is the template, we have 156 GDPs out of 162, of all the sites
Now we implemented this solution very much on a compliance driver
Standardisation is driven by compliance, transferability of resources, and bloody mindedness of core team
The old culture was, there was always a huge rush in dispatch and shipping, Thursday and Friday, heroics every week.
we are all heroes, and thats the old culture
show me how you developed this report, what methodology did you follow, show me your functional specifications, show me the tests
if business are going to use a report to make decisions, that report has to be shown its providing you with valid data
the transactions still go ahead, its just the ways of working may need to be modified a little bit
we did MERPS because we were instructed to do it,
We have more control over manufacturing
The scanning of material and goods issuing, theres a quality check in place there, so you have no compliance issues
all our documentation now is controlled in SAP, so its excellent from that point of view
The process order is put up in the background to make sure youve enough made, but at any point you can see on-hand, youre not waiting on a backlog of orders to be cleared, so its very real time
It has helped, in terms of optimum inventory holding, reducing days sales cover, I can look back at check on supplier performance
the size of the team that we have to implement was more than double Corks, there was so much data
its like taking the wings off, and changing them, while the planes in flight
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EMC Data Analysis of GSK Ware Manufacturing Decisions

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EMC data Analysis of field data regarding decisions Coded interview comments

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