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Case Study: Philips Medical Systems’ SAP Global Implementation

Case Study: Philips Medical Systems’ SAP Global Implementation. Larry Simanak Director of Customer Service Philips Medical Systems. The Scope. Solution architecture for PMS HSG. Integrated Client SAP 4.6c. SSD. Field Operations. RoW. Japan. ALE. Factory Andover SAP 4.6c.

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Case Study: Philips Medical Systems’ SAP Global Implementation

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  1. Case Study: Philips Medical Systems’ SAP Global Implementation Larry Simanak Director of Customer Service Philips Medical Systems

  2. The Scope

  3. Solution architecture for PMS HSG Integrated Client SAP 4.6c SSD Field Operations RoW Japan ALE Factory Andover SAP 4.6c Factory Böblingen SAP 4.6c PMG Factory HeartStream Factory Zymed

  4. United States: 95 sites, 3000 users • Europe: 55 sites, 1400 users • Asia/Pacific: 40 sites, 540 users • Latin America: 12 sites, 120 users • Canada: 10 sites, 90 users • Complicated Program • Many Users & • Many Countries & • Many Languages & • High Deadline Pressure Americas EMEA ASPAC Argentina Brazil Canada Mexico Puerto Rico US Factory US Field US Miami Venezuela Austria Belgium Finland France Germany Italy Netherlands Poland Portugal Russia Spain Sweden Switzerland Geneva UK Australia China Hong Kong India Japan Korea Malaysia Singapore Taiwan Thailand

  5. Gap Res ~20/3 Bus Sign -off 22/5 France Live 1/6 Tier 2 + 3 Live Tier 1 + 4 Live Dec Jan Feb Mar Apr May Jun July Aug Sep Oct Nov CMS Pilot France Live Test Factory Live Tier 2 18.7% UK / HK-Ch Italy Germany Benelux/India Iberia (Sp/Po) / Australia/NZ Tier 3 Tier 1 64.5% USA Canada, Mex Japan Direct Export Hubs:Geneva (1/9) : Andover (1/9) Freeze IC –Fixes Yes / New functionality No 2001 2002 HSG/CMS Rollout Planning - Final Inegral Testing 22/4 Master Data ~29/3 Bus W/house Austria-Switz/Swe/Fin/ Tai/Kor/Thai/Mal/Sing Tier 4 Poland: Nov or Dec Direct Export Countries Agilent will extract data for all current legal entities. This will cover both current & Day 2 Direct Export countries. Merge Centres: Boeb 1/9 :And 1/9 SLI: Boeb 1/7 : Memphis 1/9

  6. The Restraints

  7. HSG IT Separation replaces the IT Business systems under agreement with Agilent. Key Business Driver: Get Off SLAs by September 1, 2002 Situation: CMS/ISY has one year from Day 1 to replace all information technology systems that are maintained by Service Level Agreements with Agilent or HP. Over the same period, CMS/ISY must integrate into the Philips system architecture. This presents an enormous challenge and opportunity to standardize our processes and systems, and improve both customer satisfaction and organization efficiency.

  8. 18,000 16,000 14,000 12,000 Millions $ / Month 10,000 8,000 6,000 4,000 2,000 0 Aug-01 Sep-01 Oct-01 Nov-01 Dec-01 Jan-02 Feb-02 Mar-02 Apr-02 May-02 Jun-02 Jul-02 Aug-02 Sep-02 Oct-02 We are paying 10 M$ per month to Agilent for SLAs ! Total: $154 million If we extend the SLAs beyond September 1st, we pay substantial penalties

  9. Complexity

  10. Rollout Project Plans USA/CA Global Overview Plan JP Inverse information flow for drill on status exceptions Ger IT HK / CH UK FR Document Index (1/plan): Supports & Explains Statuses for Drill Down Workstream Project Plans Note: 0nly Tier 1 & 2 countries being tracked Factory SAP IC Gap Office Moves Other Infrastructure Emails Comp. Sol. MS Project Plan Interfaces Scoping Data Extraction SAP IC Rollout Direct Export BW SLI Rollout Country 1..7 Country 1..7 Cutover Plan Summary Overview Stream 1..8 Stream 1..8 Detailed Cutover Plan Cutover Tracking Plans

  11. Integrated Client • The SAP Integrated Client is the single SAP standard for PMS • OAP/ORP • Finance • Service Management • Service Logistics International • Direct Export

  12. Integrated Client • PMS has decided to develop and implement Integrated Client • To reduce management and maintenance costs • To improve reporting capabilities (speed) • To standardize business processes worldwide while keeping regional flexibility • To reduce interfacing problems • To facilitate connection to worldwide PMS data • Integrated Client v3.0 is rolled out to the SSDs.

  13. Data Warehouse Build Heartstream, Zymed Deliver Product Generation • Defoa • DOA • Laser Labeling • PTM • JetForms eDHR/eDHT • Fourth Shift • Epicor • SSUI • NAP • Target SAP R/3 4.6c NERDD DAWG TV Freq. Mgmt Demand Planning SFC IPP Marketing • CVR Finance TER/EER Product Data Management Supply Planning Other/HR • Kronos • TRECS • EDM • Soli • Employee Survey • CDA Tracking Q & R Workplace Services • Vamp • Nessie • ERMT • EDS • CDM/CDQS • CAPA • QSMT • TEDS HPDL (2) Design Gateway Gecko* Replacemnt Performance Mgmt XMS EDI Gateway CRS2000 Replacement* eDMR Insight Complaint Handling NOVA Web Req Get Smart (EOQ/ SS) Odessa HPDL-MSM Dly Upds PERSEUS MSM Suite (5) Supplier Mgmt Hermes MSM-GEM Master Totals Clone = 11 Interface = 6 Modify = 14 New = 1 (excludes 2 D2+) Status Quo = 25 KEY: = Modify = Interface = Clone = New • KEY: • Bulleted text = Status Quo • * Waiting on replacement decision Lotus Notes - Various As of 04/02/02

  14. PMG SSD SAP Factory and SAP IC are closely linked PMG prices SSD local currency list price calc. Material Master data Solutions (>6w) basic product info Material Master data • Enconcert • Agilent Info Center • CareVue • OBTraceView configurable product info Build to Order (2-6w) sales orders (SD) Variant Configurator PMG product repr. • Ultrasound 4500/5500 • CMS • Telemetry • Codemaster defibs purchasing orders (MM) sales order management quote management sales order purch. order Build to Stock (1-5d) • Cardiographs • AEDs • OptiGo • A1, A3 monitors • Holter Sales Order invoice Var. Conf. installed base configuration manufacturing product SSD catalogue local/ regional stock Off the shelf (same day) • paper • electrodes • Point-of-Caresupplies • defib pads • stethods • AEDs SAP PMG CMS/ISY SAP SSD IC

  15. Ying & Yang • What went right • Improvements • Take away’s

  16. Project Structure Project team was formed early and experienced as part of previous initiative towards ERP Full-time Project Manager assigned with Key subproject leads assigned full-time at critical point in project Business team and Consultants located together with Project Mgr. Cross-functional team formed at project level with weekly review meetings (Sales, Logistics, Service and Finance) Consistent project review meetings-weekly conference calls with CS project team. Face to face approx. once/mth. Clear ownership for project team-MRC, Field Delivery, Data Migration, etc. Business Steering Committee in place made up of Senior Support Management team to provide quick policy decisions and provide direction when needed. Prototyping allowed testing of processes, although this was done on legacy tools. Committed team members, willing to work very extended hours based on compressed nature of the project Commitment to attending training courses CLIC newsletter developed for Field communications What went right?

  17. Complexity of the project Project design phase continued well into implementation phase. Made knowledge transfer difficult Affected ability to prototype and test Affected documentation-many work instruction incomplete late into the project, which impacted training. Design isolated from roll-out teams Very time constrained project limited time in all phases do to SLA’s Lack of local control over data cleanup efforts made it difficult to monitor and control status Competing field activities prevented fully focused field data cleanup efforts Data migration was not tied to business (migration team being formed for next project phase) A large discrepancy in the accuracy of the installed base (clean-up early) Design flaws in the logistic (SLI/SSD processes) Logistics process (being redesigned) Not using SAP Not enough emphasis on change management as necessary early in the project Senior Management communication Focused owner for communication Early development of most effective tool (CLIC Newsletter) Numerous fixes created (issues being resolved by issue management) Ability of roll-out teams to create effective design changes based on clear SAP practices Challenges/areas for Improvement?

  18. Project Close connection between design and roll-out Forced completion of issue management within the team Keep consultants and business organized together (centralized) Control of critical path issues within the roll-out teams Settle data migration issues early Training Learn the process Understand the tools Committed staff Business Change management Communication Data migration Clean up the installed base Close all transactional data early Reduce unnecessary inventory Clear up Financial transactions Training Learn the process Understand the tools Management commitment to the principles and processes Take a ways

  19. ! PARIS Comon System SISY R “Integrated Client” for Customer Services The future is today ... ..... but a lot of additional work is still necessary ! We worked very hard for Release # 3 .......

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