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Knowledge in implementing/managing the IS/IT project CASE-The Brose Group Implements Page.396-398

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Title: Knowledge in implementing/managing the IS/IT project CASE-The Brose Group Implements Page.396-398


1
Knowledge in implementing/managing the IS/IT
projectCASE-The Brose Group Implements
Page.396-398
  • 971619 ??? 971640 ???
    971627 ??? 971652 ???971632 ??? 971655
    ???971634 ??? 971659 ???971636 ???

2
971655 ???
3
The Brose Group Implements SAP One Site at a
Time (1)
  • The Brose Group supplies windows, doors, seat
    adjusters, and related products for more than 40
    auto brands.
  • In the 1990s, Brose enjoyed rapid growth but
    found that existing information system were
    unable to support the companys emerging needs.
  • Too many different information systems meant a
    lack of standardization and hampered
    communication among suppliers, plants, and
    customers.

4
The Brose Group Implements SAP One Site at a
Time (2)
  • Brose decided to standardize operations on SAP
    R/3, an ERP application licensed by SAP that
    supports more than a thousand different business
    processes.
  • The Brose/SAP Consulting team decided on a pilot
    approach.
  • The team constructed the implementation to be
    used as a prototype for installations at
    additional plants.

5
The Brose Group Implements SAP One Site at a
Time (3)
  • The first time that Brose/SAP consulting team
    installed system was in a new plant in Curitiba,
    Brazil. Developing the first implementation was
    no small feat, because it involved information
    systems for sales and distribution, material
    management, production planning, quality
    management, and financial accounting and control.
  • The second implementation, in Puebla, Mexico,
    required just 6 months for first operational
    capability.
  • And the next implementation, in Meerane, Germany,
    was operational in just 19 weeks.

6
The Brose Group Implements SAP One Site at a
Time (4)
  • Modern manufacturing seeks to improve
    productivity by reducing waste, which means
    eliminating
  • -- Overproduction that leads to excess
    inventories
  • -- Unavailable needed and parts, which idle
    workers and facilities
  • -- Wasted motion and processing due to
    poorly planned
  • materials handling and operations
    activities
  • Manufacturing that eliminates these wastes is
    called lean manufacturing.

7
The Brose Group Implements SAP One Site at a
Time (5)
  • To accomplish lean manufacturing, SAP has
    invented a business process it calls
    just-in-sequence(JIS)manufacturing.
  • JIS is an extension of just-in-time(JIT), the
    pull manufacturing philosophy.
  • Parts not only arrive just in time, but also
    arrive in just the correct sequence.
  • To achieve JIS, Brose used SAP R/3 combined with
    a supplementary SAP module called SAP for
    Automotive with JIS.

8
Question 1
  • Reflect on the nature of JIS planning. In
    general terms, what kinds of data must Brose have
    in order to provide JIS to its customers? What
    does Brose need to know? It certainly needs a
    bill of materials for the items it produces. What
    other categories of information will Brose need?

9
What does Brose need to know? (1)
  • What kinds of data that will be used in the
    production.
  • -- the name of Parts
  • -- the quantity of Parts
  • -- where the parts will be used
  • -- when the parts will be needed
  • -- what categories the parts belong
  • -- products pattern

10
What does Brose need to know? (2)
  • What other categories of information will Brose
    need
  • -- product scheduling
  • -- the bill of materials specifying the
  • components needed for the product being
  • made
  • -- the time that product manufacture cost

11
971632 ???
12
Question 2
  • According to the description on page 396, the
    SAP system included applications for sales and
    distribution, materials management, production
    planning, quality management, and financial
    accounting and control. Describe, in general
    terms, features and functions of these
    applications that are necessary to provide JIS.

13
The Description of JIS
  • Just in Sequence (JIS) is an inventory strategy
    that matches Just In Time and complete fit in
    sequence with variation of assembly line
    production.
  • When implemented successfully, JIS improves a
    company's return on assets (ROA), without loss in
    quality or overall efficiency.
  • JIS is mainly implemented with automobile
    manufacturing.

14
The Efficiency of Sequencing
  • The sequencing allows companies to eliminate
    supply buffers as soon as the quantity in
    component part buffers necessary is reduced to a
    minimum.
  • If not sequencing according to scheduled variety
    of production, all required components must be
    stocked in buffers.

15
Implementing JIS concepts
  • A production sequence or final assembly sequence
    must be shared upwards to suppliers and
    sub-contractors.
  • Feedback to customers must be organized according
    to the scheduled output to earn all positive
    financial effects.
  • For this reason, the actual production sequence
    must be "broadcast" out to all relevant parties
    once it is firm.

16
Limitations of JIS
  • In many manufacturing operations, the actual
    production sequence cannot be planned ahead of
    time with enough certainty to enable sequencing.
  • The main reason is that some manufacturing
    processes require re-work frequently so that a
    scheduled sequence becomes irrelevant.

17
The Features and Functions of Sales and
Distribution
  • The turnkey solution for the integrated handling
    of all tasks for sales, shipping and billing.
  • This covers
  • (1) fix a price
  • (2) enter customer orders
  • (3) set up deliveries
  • (4) update stock levels
  • (5) pack
  • (6) monitor delivery
  • (7) report on customers current balances
  • (8) manage all billing and accounts
    receivables
  • (9) risk management

18
Features and Functions of SD that are necessary
to provide JIS
  • (1) set up delivers
  • -- When the delivery was set up, it will send a
    signal to production planning.
  • (2) update stock levels
  • -- When finding out the inventory is not
    enough, it will send a signal to material
    management.

19
The Features and Functions of Material
Management
  • It can deal with logistics that deal with the
    tangible components of a supply chain .
  • It covers
  • (1)acquire spare parts and replacements
  • (2)control the quality purchasing and
    ordering such parts
  • (3)the standards involved in ordering,
    shipping, and warehousing the said parts.

20
Features and Functions of MM that are necessary
to provide JIS
  • (1)acquire spare parts and replacements
  • -- Materials management notifies the
  • suppliers of the material requirements
  • and the sequence in which they will be needed.

21
The Features and Functions of Production
Planning
  • Production planning performs capacity planning
    and creates a daily/weekly/monthly production
    schedule for a companys manufacturing plants.
  • It involves
  • (1)forecast
  • (2)schedule production
  • (3)plan material

22
Features and Functions of PP that are necessary
to provide JIS
  • (1)schedule production
  • -- Production planning uses the
  • demand signal to schedule product
  • production.

23
The Features and Functions of Quality
Management
  • The system for quality assurance in all areas of
    the logistic chain throughout their entire
    product life cycle and react quickly when
    unexpected issues arise.
  • It covers
  • (1) plan quality
  • (2) inspect quality
  • (3) certificate quality
  • (4) notify quality
  • (5) control quality
  • (6) test equipment management

24
Features and Functions of QM that are necessary
to provide JIS
  • (1) inspect quality
  • (2) certificate quality
  • -- Quality Management needs to inspect and
    certificate the quality of components.
  • Improper components wont be used even though
    they reached the customers at the right time, in
    the right sequence.

25
The Features and Functions of Financial
accounting
  • Handle all your financial transactions in one
    system, with comprehensive tools and reports.
  • It involves
  • (1)handle financial transactions, including
    general ledger, journal entries, budgeting
  • (2)setup account

26
Features and Functions of FI that are necessary
to provide JIS
  • (1)handle financial transactions, including
  • general ledger, journal entries, budgeting
  • -- When transactions occur, Financial
  • Accounting need to make records for them.

27
The Features and Functions of Controlling
  • It covers
  • (1)provide all function activities from
    controlling and planning, such as budget planning
    (expense) and sales planning (income)
  • (2)provide standard reporting system in
    coordinating all finance/accounting internal
    process and documents.

28
Features and Functions of CO that are necessary
to provide JIS
  • (1)provide all function activities from
    controlling and planning
  • -- Controlling Module controls the sequence to
    ensure components reach customers at the right
    time, in the right sequence.

29
971659 ???
30
Question 3
  • The Brose factory in Brazil produces more than
    doors for General Motors.The factory must
    coordinate the door orders with orders for other
    products and orders from other manufacturers.Wha
    t kinds of IS are necessary to provide such
    coordinated manufacturing planning?

31
Outline
  • IS that provide coordinated manufacturing
    planning1. Manufacturing Execution Systems
    (MES) ? What is MES ? Function of MES2.
    Advanced Planning and Scheduling (APS) ? What is
    APS ? Function of MES
  • Compare MES APS ? Similarity ? Difference

32
What Is MES
  • MES is an modular information system that can
    manage operations from receiving the order,
    internal production began to product completion,
    planning and coordinating all production
    activities.
  • It can make products on-time delivery, improve
    inventory turns by making manufacturing schedule.
  • When production activities in an emergency, you
    can also provide on-site emergency treatment
    information.

33
Function of MES
  • Function for coordinated manufacturing planning
    1. Manufacturing/Operations Scheduling
  • Collecting and analyzing data from orders, and
    concluding useful information like priority or
    characteristic of orders. Then making
    manufacturing scheduling by those information.
  • 2. Dispatching production orders
  • Assigning operations that are necessary. Allow
    modifying schedule that has made if there had any
    exception event occurring.

34
What Is APS
  • APS has powerful manufacturing planning and
    scheduling functions. Because it uses many
    progressive management planning techniques,
    including Theory of Constraints (Theory of
    Constraints, TOC), Operations Research
    (Operations Research, OR), genetic algorithms
    play (Genetic Algorithms, GA), etc.
  • Its used to support and coordinate the
    manufacturing planning-related decisions. Limited
    resources, the pursuit of the balance between
    supply and demand planning the same time, the
    use of information storage and analysis
    capabilities in the shortest possible time, to
    achieve the most effective planning.

35
Function of APS(1)
  • Function for coordinated manufacturing planning
    1.Synchronized planning
  • According to business objectives, while
    considering the company's overall supply and
    demand conditions, it makes supply planning and
    demand planning.2. Optimization planning
  • At the same time taking into consideration
    corporate limits, to work out a feasible and
    optimized manufacturing planning.

36
Function of APS(2)
  • 3. Real-time planning
  • Collecting a variety of real-time production
    data and real-time analysis and planning
    immediately, so planners can deal with many
    unexpected situations. It can deal with
    exception event such as delays in the supply of
    materials or emergency plug single immediately
    and quickly.4. Provide decision support
    capabilitiesAPS predicted by simulation, and
    analysis tools available will help planners to
    use in the analysis, and then made ??the right
    decisions.

37
Compare MES APS(1)
  • Similarity

Advantage
MES Reducing manufacturing cycle. Reducing order processing error. Reducing time of managing schedule. Dealing with exception event . Satisfying customers order rapidly and Flexibility.
APS Reducing manufacturing cycle. Reducing order processing error. Reducing time of managing schedule. Dealing with exception event . Satisfying customers order rapidly and Flexibility.
38
Compare MES APS(2)
  • Difference

Advantage Disadvantage
MES MES is a huge system, which includes all operations in the production process, not just the scheduling plan. Selecting it at the same time, also get other functions such as collect information, coordination, implementation and supervision of production functions. However, if you just want to find a system for schedule planning, many of its features may be with your original system to produce conflict.
APS After comparing with MES, APS as a system for schedule planning, which can be both its advantages, but also can be a disadvantage, depending on the needs of the administrator why. After comparing with MES, APS as a system for schedule planning, which can be both its advantages, but also can be a disadvantage, depending on the needs of the administrator why.
39
971640 ???
40
Question 4
  • Brazilians speak Portuguese, workers in the
    United States speak English and Spanish, and
    personnel at the Brose headquarters speak German.
    Summarize challenges to Brose and SAP Consulting
    when implementing a system for users who speak
    four different languages and live in (at least)
    four different cultures.

41
Challenge Aspects
  • Language Differences
  • Cultural Differences

42
Language Differences(1)
  • 1.Communication and understanding problem
  • Cause users may not understand how to operate
    system
  • Solution need to provide multi-languages
    functions, but some translation may not be very
    accurate.(e.g. computerlaptopdesk-top
    computernotebook but laptop focus on putting
    it on the lap, desk-top computer usually put on
    the desk, notebook is focus on it's portable
    ,even it means all the same thing, but it focus
    on different things. Cause Americans call it
    based on it's use.)

43
Language Differences(2)
  • 2.Accent problem
  • Cause users may make misunderstanding when
    contacting company talking about the system
    problems
  • Solution use automatic online translators
    (Portuguese?English?German?Spanish) or use emails
    instead of phone.
  • (link someone is asking for help and saying we
    are sinking, but the one get this message heard
    wrongly as the word thinking, so he asked what
    are you thinking about?)

44
Language Differences(3)
  • 3. Dialect problem
  • Cause users may make misunderstanding or not
    understand when contacting company talking about
    the system problems
  • Solution use each country's official language,
    rather than 1 standard language(e.g. Brazil use
    Portuguese Germany use German USA use English
    )and use automatic online translators
    (Portuguese?English?German?Spanish)

45
Cultural Differences(1)
  • Thoughts problem
  • Jokes 1 If theres a fly in the beer, Chinese
    may drink it half then ask for compensate , then
    do it again at next store, put fly in the beer
    American will find lawyer immediately French
    wont pay England people may say something
    humorous but German may pick fly out ,and test
    seriously whether there are germs in the beer.
    (link)

46
Cultural Differences(2)
  • Joke 2 If losing one dollar in the street ,
    Chinese spit and say the one who pick it up then
    buy some medicine American may call police,
    report case and left phone number, then leaving
    with chewing gum England people never panic,
    just walk away gentlemanly Japanese must hate
    himself without carefulness, and Examines himself
    repeatedly at home German may draw coordinate
    within losing 100 meter square , and using
    magnifier to search it .(link)

47
Cultural Differences(3)
  • 1.Thoughts problem
  • Cause the ways users operate system may
    different
  • Solution Ask them why they do things this way,
    maybe the system need to correct to be more
    simple to use ,train users how to use, and
    communicate more(e.g. of communicate more Make
    presentation, e-mail, write reportsetc.)

48
Cultural Differences(4)
  • 2. Habits problem
  • Cause the ways users operate system may
    different
  • (e.g. Germans are more careful than others)
  • Solution make guidelines for operating system
    and train users how to manipulate
  • system

49
Cultural Differences(5)
  • 3. Management form problem
  • Cause Brose headquarters may cause management
    system failure
  • Solution There are 3 management types
  • 1.Arbitrary 2.democracy 3.mixed
  • Choose what it suits for users, and train users
    how to manage and maintain system .

50
Cultural Differences(6)
  • 4 . Emphasize on products problem
  • Cause the needs of function when users operate
    system may different.
  • Solution After hearing all users opinions,
    making the best method to fit different
    needs.(e.g. US focus on efficiency , but Germany
    focus on quality, then find a way to manage
    system and produce very few defection to make it
    safely and high production.)

51
971627 ???
52
Question 5
  • Visit http//sap.com/industries/automotive and
    investigate SAP for Automotive with JIS. What
    features and functions does this product have
    that standard SAP R/3 does not have? What
    advantages does SAP obtain by creating and
    licensing this product? What advantages do SAPs
    customers obtain from this product? In your
    response, consider both R/3 customers who are and
    who are not automotive manufacturing.

53
SAP for Automotive Overview Video
  • SAP for Automotive Technology to Drive the
    Future (video link)

54
SAP for Automotive Users
  • Automotive component and material suppliers
  • Automotive manufacturers
  • Automotive dealers
  • Automotive sales and service organizations

55
SAP for Automotive Business Process
  • Workforce and Talent Management
  • Financial Performance Management
  • Operations Management
  • Product Management
  • Sales and Service

56
Workforce and Talent Management
  • Core human resources and payroll
  • Standardize and consolidate all workforce-related
    process and data onto one platform.
  • Talent Management
  • Increase organizational performance, avoid loss
    of key talent, and reduce recruiting and training
    costs.
  • Workforce scheduling and optimization
  • Improve the productivity of the field service
    workforce.
  • Optimize the usage of resources for field service
    and plant maintenance scheduling.

57
Financial Performance Management (1)
  • Enterprise performance management
  • Provide optimal control and empower all
    stakeholders to respond quickly to dynamic
    business conditions.
  • Financial close
  • Automate and standardize labor-intensive tasks,
    and then enable faster cycle times, greater
    accuracy, and lower operating costs.

58
Financial Performance Management (2)
  • Financial analytics and reporting
  • Give users the information and analytical tools
    that they need to conduct value-added analysis.
  • Risk management
  • Automate and monitor key risks and controls to
    maximize strategic and operational effectiveness.

59
Operations Management (1)
  • Make-to-order manufacturing
  • Make-to-order is a manufacturing process in which
    manufacturing starts only after a customer's
    order is received.
  • Improve capacity utilization while reducing
    work-in-process inventories, material cost, and
    working capital requirements.

60
Operations Management (2)
  • Inbound logistics
  • Save time and money and improve operational
    efficiency when users order parts using forecast,
    just-in-time, or supplier-managed inventory.
  • Outbound logistics
  • Facilitate internal and external logistics
    collaboration to increase speed and efficiency,
    improve capacity utilization, and reduce
    logistics cost.

61
Product Management
  • Continuous product and service innovation
  • Improve competitive differentiation and help
    ensure profitable growth by responding quickly
    and successfully to customer and market needs.
  • Integrated product development
  • Integrate product development processes to
    accelerate time to profit for new products.

62
Sales and Service
  • Aftersales support and service
  • Align all aftersales service to maximize revenue,
    improve customer service, and reduce costs.
  • Dealer business management
  • Streamline and automate dealer operations, making
    it easier for customers to buy automobile and
    acquire need services or accessories.

63
Question 5-1
  • What features and functions does this product
    (SAP for Automotive) have that standard SAP R/3
    does not have?

Answer 5-1
  • Operations Management Make-to-order
    manufacturing
  • Reason
  • Make-to-Order is a manufacturing process, so
    this function is suitable for manufacturing
    industry, such as the automotive manufacturing
    industry.

64
Answer 5-1
  • Product Management Continuous product and
    service innovation
  • Reason
  • The above-mentioned words, product and
    service, mean that automotive product and
    service. SAP for Automotive would investigate the
    demand of automotive customers and market, enable
    the automotive industry to continue product and
    service innovation.
  • Product Management Integrated product
    development
  • Reason
  • The above-mentioned word, product , means that
    automotive product. SAP for Automotive must
    understand the automotive manufacturing process,
    enable automotive industry to integrate the
    product development.

65
Question 5-2
  • What advantages does SAP obtain by creating and
    licensing this product (SAP for Automotive) ?

Answer 5-2
  • Stable customer source and income
  • Customers and buyers who belong to the
    automotive industry are locked in, and SAP will
    have the stable customer source and income.
  • Promote the other products
  • At the same time, SAP can promote the other
    products to the users of SAP for Automotive.

66
Question 5-3
  • What advantages do SAPs customers obtain from
    this product (SAP for Automotive) ?
  • In your response, consider both R/3 customers who
    are and who are not automotive manufacturing.

67
Answer 5-3
  • ? For the customer who are automotive
    manufacturing
  • Improved efficiency
  • This product allows user to maximize revenue
    opportunity, manage and control costs, improve
    quality, and accelerate time to delivery.
  • Reduce risk
  • This product allows user to get early warning of
    variation in demand, customer requirement, and
    economic conditions.

68
Answer 5-3
  • 3. Higher sales
  • This product enables user to anticipate and adapt
    to market needs, identify new business
    opportunities, and explore new ways to grow
    market share revenues, and profits.
  • 4. Faster time to market
  • This product accelerate time to market by
    enhancing communication, improving collaboration.

69
Answer 5-3
  • 5. Improved supply chain management
  • Locate-to-Order, make-to-order, and make-to-stock
    processes provide insights into demand,
    inventory, and capacity.
  • 6. Enhanced aftermarket service
  • With this product, user can understand customer
    needs, enhance customer service, and provide
    better support to maximize revenues.

70
Answer 5-3
  • ? For the customer who are not automotive
    manufacturing
  • Customers in other industries do not have to
    purchase a product with specific functionality
    for automotive that do not apply to them.

71
971619 ???
72
Question 6
  • 6.1 Brose seeks to provide JIS service to its
    customers. Does this goal necessitate that Brose
    suppliers also provide JIS service to Brose?
  • 6.2 What can Brose do if its suppliers do not
    provide such service?
  • 6.3 Is there any reason why Brose would not want
    them to provide such service?

73
  • 6.1 Brose seeks to provide JIS service to its
  • customers. Does this goal necessitate that
  • Brose suppliers also provide JIS service
    to
  • Brose?
  • Yes, this goal necessitates that Brose suppliers
    also provide JIS service to Brose.
  • 1. Pick-to-sequenceReduce buffers in production
    area, improving wip and cycle time.
  • 2. Ship-to-sequence then Receive-to-sequenceReduc
    e the amount of component and semi-finished goods
    inventory overall in the plant, freeing up cash,
    and reducing carrying costs.
  • 3. Make-Assemble-Build-to-sequenceReduce the
    amount of finished goods or semi-finished goods
    in inventory, freeing up additional cash, and
    reducing carrying costs.

74
  • 6.2 What can Brose do if its suppliers do not
  • provide JIS service?
  • Brose can
  • 1. Zero inventory makes Brose dosent need to
    spend any cost on building storehouse.
  • 2. Efficient productions by JIS service.
  • 3. Show the SAP Appraisal table to Brose
    suppliers to prove Brose have had a lower cost by
    JIS service.

75
  • 6.3 Is there any reason why Brose would not want
    Brose suppliers to provide JIS service?
  • If the inflation of raw materials is happened,
    the zero inventory will make Brose get the raw
    materials more expensive, that is, if the
    suppliers have the stocks, Brose will get much
    cheaper raw materials to save its costs.

76
How Brose suppliers provide JIS to Brose
  • 1. A production sequence or final assembly
    sequence must be shared upwards to suppliers and
    sub-contractors.
  • 2. Production sequence must be "broadcast" out to
    all relevant parties once it is firm. This
    "broadcast" can be done over the phone, paper,
    email, or other automated IT system.
  • 3. Once the sequence is broadcast, each party
    must immediately take action to deliver sequenced
    parts in time.
  • 4. Quality inspection and poka-yoke must be
    implemented in the sequencing step to guarantee
    that the sequenced components match the assembly
    sequence perfectly.

77
Poka-yoke
  • 1. A poka-yoke is any mechanism in a lean
    manufacturing process that helps an equipment
    operator avoid (yokeru) mistakes (poka).
  • 2. Its purpose is to eliminate product defects by
    preventing, correcting, or drawing attention to
    human errors as they occur.

78
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79
Question 7
  • Describe Three Specific Ways That Broses
    Investment In SAP Will Help It Survive The
    Automotive Crisis.

80
Crisis
  • Brose found that too many IS will cause lack of
    standardization and hampered communication.
  • When using the new ERP application, Broses
    employers do not really know how it works.
  • Brose increased productivity, but cause some
    problem.
  • Overproduction
  • Unavailable needed parts.
  • Wasted process

81
Specific Ways
  1. Use SAP R/3- an ERP application licensed by SAP
  2. SAP lead the project
  3. Lean Manufacturing
  4. Just in Sequence

82
SAP R/3
  • Definition
  • SAP R/3 is the former name of the main enterprise
    resource planning software produced by SAP AG.
  • An enterprise-wide information system designed to
    coordinate all the resources, information, and
    activities needed to complete business process.

83
SAP R/3
  • SAP R/3 solve crisis 1.
  • Brose use SAP R/3 to standardize operations.

84
SAP lead the project
  • SAP team provided process consulting and
    implementation support and it trained users.
  • SAPs consultant and Broses experts worked
    openly , flexibly and constructively.

85
Lean manufacturing
  • Definition
  • Lean Manufacturing , referred to as lean ,
    eliminate waste non-use of continuous rather
    than batch processes
  • Solve crisis 3
  • It can eliminate excess inventories
  • It can eliminate idle workers and facilities
  • It can eliminate wasted process

86
JIS
  • Definition
  • JIS extends JIT so that parts not only arrive
    just in time , but also arrive in just the
    correct sequence
  • To achieve JIS , Brose used SAP R/3 combined with
    a supplementary SAP module called SAP for
    Automotive with JIS
  • JIS solve crisis 3
  • .

87
971636 ???
88
Question B
Describe the ERP system implementation
methodology provided by SAP Oracle for
E-Business Suite
89
Accelerated SAP Implementation Methodology
90
Introduction (1)
  • Accelerated SAP (ASAP) is SAPs standard
    implementation methodology.
  • It contains the Roadmap, a step-by-step guide
    that incorporates experience from many years of
    implementing R/3.

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Introduction (2)
  • The ASAP methodology adheres to a specific road
    map that addresses the following five general
    phases

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Phase 1 Project Preparation
During this phase the team goes through initial
planning and preparation for SAP project.
1 Goal Setting Define project goals and objectives
2 Implementation strategy 1.Clarify the scope of implementation 2.Establish the project organization and relevant committees and assign resources
3 Implementation Sequence Define sequence in project has to be executed
4 Team Core team project team consultant team
5 Sign Off At the end of phase every above steps will be documented and will be signed off with the client
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Phase 2 Business Blueprint
  • The purpose of this phase is to achieve a common
    understanding of how the company intends to run
    SAP to support their business.
  • The result is the Business Blueprint, a detailed
    documentation of the results gathered during
    requirements workshops.

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Phase 3 Realization
  • The purpose of this phase is to implement all the
    business process requirements based on the
    Business Blueprint.
  • The system configuration methodology is provided
    in 2 work packages
  • 1.Baseline (major scope)
  • 2.Final configuration (remaining scope).

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Phase 4 Final Preparation
The purpose of this is to complete the final
preparation, which includes to the following.
1 Unit Testing Testing within each module.
2 Integration Testing Integrate testing of module ie., combine testing of all the modules which is implemented.
3 User training and Testing End users of each module will be provided training by corresponding module consultant. End user training document and user manuals has to be prepared. This documents has to be taken sign of f from the client
4 Cut over Strategy Before Go Live phase there will cut-over period for business process is carried. During Cut-Over period the master data and transaction data from legacy system will be migrated to SAP system. There are various tools available for this purpose LSMW, SCAT, BDC.
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Phase 5 Go Live and Hyper care
  • The purpose of this phase is to move from a
    project-oriented, pre-production environment to
    live production operation.
  • After Go Live the system is kept under motoring
    for support for a small period, Hyper care.

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Oracle E-Business Suite Implementation Methodology
98
Implementation Flow Overview
99
Phase 1 Planning (1)
Planning Phase consists of two Activities
Project Setup
Project Kick Off
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Phase 1 Planning (2)
  • Project Setup
  • This step consists of working with the Project
    board to plan all future activities, agreeing the
    scope of project, roles and responsibilities,
    resources and setting up project controls.

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Phase 1 Planning (3)
  • Project Kick Off
  • A kick off meeting is organized which introduces
    the team resources from both client and
    implementer, setting the scene and briefing all
    resources on their roles and responsibilities.

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Phase 2 Design (1)
Design Phase consists of 3 steps
Initial Training
Business Flow Demos
Answer Questionnaire
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Phase 2 Design (2)
  • Initial Training
  • This is a high level training of the clients
    resources of the Accelerator process being
    followed, ensuring that they all understand the
    steps involved and their involvement in that
    process.

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Phase 2 Design (3)
  • Business Flow Demos
  • This is designed to facilitate user understanding
    of how the processes operate, identify
    differences to their own processes, so that the
    consultants can identify configuration settings
    and changes required to meet the customer needs.

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Phase 2 Design (4)
  • Answer Questionnaire
  • The Questionnaire is pre-loaded with industry
    standard setup information, such as the
    Organization Structure, the Chart of Accounts and
    standard value sets for account codes.

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Phase 3 Build (1)
Build Phase has 5 steps
Gap Analysis
Adjust Design As Required
Run Setup Tool
Run Setup Tool on new instance
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Phase 3 Build (2)
  • Run Setup Tool
  • Based on the answers in the questionnaire, a
    setup script will be created which is run on a
    test instance.

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Phase 3 Build (3)
  • Gap Analysis
  • The consultants will review the issues and gaps
    and determine what course of action is required
    to overcome the issues.
  • Depending on the nature and severity of the
    change required these may be handled as change
    notices to the project scope.

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Phase 3 Build (4)
  • Run Setup tool on new instance if changes are
    required to the core design.
  • If changes to the setup tool are required, then a
    second run of the tool can be carried out on a
    clean database.

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Phase 4 Testing (1)
The Testing Phase consists of 3 steps
Review/Modify Testing Scripts
Perform System Testing
System Acceptance
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Phase 4 Testing (2)
  • Review/Modify Test Scripts
  • Test scripts should reflect the implemented
    business processes with user data and should
    cover all business scenarios to ensure the
    business needs are met.

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Phase 4 Testing (3)
  • Perform System Testing
  • System Acceptance Testing is carried out by the
    Client users, supported by the consultants to
    ensure that the system functions as designed.

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Phase 4 Testing (4)
  • System Acceptance
  • Once the system acceptance testing is
    satisfactorily completed, the system is ready to
    be implemented.

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Phase 5 Transition and Go-Live
  • Final Data Load
  • The transition period also needs to be carefully
    managed to ensure smooth transition between use
    of legacy systems and use of the new
    implementation system.
  • Go Live
  • This is the ramping up of activity within the new
    system, and involves ensuring that all
    transactions are working correctly and that all
    users understand the activities they need to
    follow.

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116
(iii) Describe the ERP system implementation
methodology provided by Oracle for PeopleSoft
Enterprise

117
(iii) Describe the ERP system implementation
methodology provided by Oracle for PeopleSoft
Enterprise(1)
  • 1.Project Planning
  • Plan the engagement to the task level based
    upon the current information
  • 2.Analysis and Design
  • Gather additional data in order to prepare
    preliminary designs to meet the desired results

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(iii) Describe the ERP system implementation
methodology provided by Oracle for PeopleSoft
Enterprise(2)
  • 3.Configuration and Programming Configure the
    application to process in such a manner to meet
    expectations using best practices
  • 4.Testing
  • Test the functionality of the configured
    system and the operational readiness

119
(iii) Describe the ERP system implementation
methodology provided by Oracle for PeopleSoft
Enterprise(3)
  • 5.Transition
  • Coordinate and inform all organizations of the
    solution
  • 6.Post Production
  • Make appropriate adjustments and fine tune the
    solution

120
(iv) Describe the ERP system implementation
methodology provided by Oracle for JD Edwards
EnterpriseOne
  • (1)ASSESS
  • (2)PLAN ANALYZE
  • (3)DESIGN CONSTRUCT
  • (4)TEST
  • (5)DEPLOY SUPPORT

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1.ASSESS - (1)
  • Business drivers which business issues are
    motivating action
  • Stakeholders who will benefit and are investing
    in the solution
  • Project objectives what are the specific
    objectives that must be met to achieve success
  • Functional review identify business
    requirements for system alignment

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1.ASSESS (2)
  • Technical review assess current and
    desired-state infrastructure requirements
  • Resources assess the organizational capacity to
    support a change initiative
  • Assess project risks, assumptions and constraints
  • Definition of preliminary scope

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2.PLAN ANALYZE (1)
  • Project strategy workshop
  • Definition of final project scope
  • Identification/commitment of project resources
  • Definition of project roles/responsibilities
  • Development of communications plan

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2.PLAN ANALYZE (2)
  • Assessment of project risk
  • Determination of project documentation standards
  • Project kickoff meeting
  • Installation of software
  • Data conversion

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3.DESIGN CONSTRUCT
  • Net change/technical staff training
  • Software configuration
  • Development of preliminary menus
  • Development of security strategy
  • Validation of data conversions
  • Development of custom code (reports, interfaces,
    modifications) requirements and specifications
  • Development/unit tests of custom code
  • Development of technical documentation
  • Development of end-user documentation

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4.TEST
  • Development of test scripts
  • Integration testing
  • Performance testing
  • User acceptance testing
  • Adjustments to software configuration
  • Adjustments to custom code
  • Adjustments to security
  • Performance tuning

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5.DEPLOY SUPPORT
  • Review and resolve outstanding issues
  • Deliver remaining end-user training
  • Develop cutover plan
  • Deliver cutover communications
  • Perform final data conversion
  • Validate final data conversion
  • Provide post go-live support
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