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Process Walkthrough

Process Walkthrough. DAY 1 – Business Engagement. Welcome and Days Objectives. Helen Jameison. HSSE & Welcome!. Welcome to you all! Safety moment: Fire Escapes Fire Bell First Aider. Day 1 Agenda. Objective of the Engagement Session. Set the Strategic Context

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Process Walkthrough

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  1. Process Walkthrough DAY 1 – Business Engagement

  2. Welcome and Days Objectives Helen Jameison

  3. HSSE & Welcome! • Welcome to you all! • Safety moment: • Fire Escapes • Fire Bell • First Aider

  4. Day 1 Agenda

  5. Objective of the Engagement Session • Set the Strategic Context • Market, DCT, Process Fitness (Global Process Design) • Explain the overall UK transformation approach and timelines • Introduce and detail the programme structure, team and people • Ensure everyone attending understands their role in the process walkthrough and this transformation • Detail the outputs and outcomes of the process walkthrough

  6. UK Strategic Context:John Manzoni Video

  7. UK Strategic Context:DCT - DART/GSS Ed Alford

  8. Introduction to the Team Leadership We will be going into the team structure and the key team members in more detail later in the engagement session • UK Business: • Dean • Helen Jameison • You! Global Solution (Ed Alford) Central PMO (Rob Hart) PMO Retail Global Process Design GPD (Metro Malasavage III) Global Process Design Transformation Team: Local Business Units Global System Solution Deployment • Central Guidance Head Office Site Systems Systems (GSS) DART Asset (James Cunningham) • Local Accountability (DART) Retalix SAP Integration (Robert Tarnopolski) GSS Asset (Miguel Pinhiero) Deployment (Stuart Hickey) Transformation Team (Viki Tracey)

  9. Functional Capability Releases from DART/GSS and Global Process Design Each release will build capability on the previous release, adding incremental functionality to the solution that will drive further benefits realisation Release n • TBC • Global Franchise Solution • Full Range & Space Functionality • Requirements deferred from release 3 Release 4 – Franchise phase II • Foodservice Functionality • Phase I of world class Range & Space capabilities • Support of multiple supply chain models, incl. X-docking • A solution that will enable the roll out of the strategic joint venture with M&S in the UK • Enhanced control and reporting capabilities • Start of PPI framework and capabilities • State of the art POS system to release fuller functionality from SAP • Enhanced Pricebook functionality • A platform on which to extend Franchise process and systems capability in future releases Release 3 Functional Capability Release 2.x to enable Franchise phase I • Phase 1 of Franchise to support EOR franchise Release 2 • Item level inventory • Integrated Head Office and Site Merchandising, Supply Chain and Reporting Functionality • Global MI system • Enhanced Promotion Functionality • Wireless Hand Held Terminals • Standard technical platform Today Timeline May06 Oct06 2007

  10. Jan 06 Feb 06 Mar 06 Apr 06 May 06 Jun 06 Jul 06 Aug 06 Sep 06 Oct 06 Nov 06 Dec 06 DART GSS 2006 High Level Plan Release 1 GSS Pilot Stabilisation Release Test & Pilot Germany 30 site extended pilot? Germany – Stabilisation 1 store Stabilisation Release rolled to all GSS Pilot Stores Release 2 DART GSS Release 2 (Base) Build & Test Release 2.1 - ANZ & UK Localisation ANZ Design ANZ Localisation ANZ Test ANZ Pilot ANZ Deploy Scope Locked Build & Test Plan Confirmed Qtr End SAP FI Live SAP MM & GSS Pilot 1 live UK Discovery Localisation UK Test UK Pilot UK Deploy Scope Locked Build & Test Plan Confirmed Qtr End GSS Pilot 1 live Release 3 Release 3 Design Release 3 Build Release 3 Test US COCO Discovery US COCO Localisations US Test Pilot Spain Discovery Spain Localisations Test

  11. UK Strategic Context:What Does This Mean For Us? Dean White

  12. UK: What needs to be done to deliver the strategy… Customers • 10 Critical steps needed: • Network Transformation: 300 COCO Connects, decap of Fuels markets, withdrawal from Exit markets and CoT simplification. • Develop DOFO offer to 150 sites • Upgrade and enhance profitable DODO offer • Implement MWSA strategy • Deliver Strategic Efficiency Initiatives; On site Operational Excellence & Off site, Sustainable Cost Initiatives, GSS, Process Fitness. Control and challengecentral, allocated and functional costs to ensure fit for purpose • Create and deliver truly Distinctive Customer Offers; continued development of best in class food and beverage offer (WBC) , loyalty programme (Nectar/CRM) and differentiated fuels offer (Ultimate) • Develop exclusive arrangement with M&S to provide chilled and fresh food insert within Connect • Improve Hydrocarbon Value Chain via VMI, Commercial Optimisation and Terminal Profitability • Provide best in class core offer elements and delivery combined with continued HSSE & Ethics Leadership • Ensure organisation fully aligned with strategy and be capable and motivated to deliver the steps required- continue to show Market Leadership Competition Market Ultimate, WBC, Loyalty, M&S Distinctive Customer Offers Convenience, Pricing, IST, Wash EFS OpEx Customer Focus Core Offer Elements HSSE & Ethics People DCT Foundation Elements Accelerator, DCT Plan, GSS Process Fitness, Terminal Profitability, VMI, Commercial Optimisation Participation Strategy, Motorway Strategy, DOFO Strategic Initiatives Network Transformation

  13. UK Strategic Context:Global Process Design Metro Malasavage III

  14. Context for Global Design • Retail Process Fitness have been given a mandate from Retail leadership to standardise Retail Processes across US, Europe and ANZ, with a specific focus on the processes which drive our strategic assets DART and GSS • In order to deliver our convenience Retail Strategy in each geography, integrated Process and Systems design, the Retail Accelerator and Franchise will link up together in order to deliver holistic and sustainable transformation of our offer and efficiency in each market where we choose to play. Integrated Market Transformation Plans will demonstrate the coherence of the elements of strategic transformation of our offer in each market • The output will be an integrated set of business processes sitting on a single global systems platform, which will have been designed together with the Regions, Global Franchise and FC&A. Against the backdrop of a flat DCT plan for 2006, this product is necessary to enable the Retail Accelerator and Franchise rollouts to proceed at the pace currently projected.

  15. Merchandising Performance Retail Value Chain Model (scope for process design work) Back Office Operations Planning Execution Performance Monitoring Retail Operations (on-site) Strategy Head Office Head Office Serve Customers Offer Development Network Planning Brand Development Marketing Merchandise Management Supply Chain Management (Dry) Fuels Management HydroCarbon Supply Chain Finance and Accounting Finance and Accounting Manage Retail Operations (Off-Site) Retail Operations (on-site) Support the Retail Business HR Legal Risk, Control and Regulatory Compliance Corporate Finance Manage Business Information Facilities Mgt IT Support

  16. Scope of Integrated DesignThe 163 processes in the RVCM are divided into “Global” and “Regional” Processes Out of 163 Retail Processes, 137 are enabled by systems interfaces, which will be subject to a single Global Platform What do we mean by Global Processes? • All processes that are driven by DART/GSS/Central merchandising systems • All Performance / Monitoring processes will be Global • Global template processes provided to the regions via Accelerator What is Regional? • Regional process not part of Global scope • Manual steps in the Global Processes definition beyond system enablement • Connecting points between global processes and organisational construct (e.g. roles) • Change Management Global Regional

  17. Organisation of the Programme: Derek O’Hagan

  18. BP Retail TransformationProgramme Overview BP Retail are undertaking a major transformation agenda to standardise Processes and Systems across the globe. • UK Business: • Dean • Helen Jameison • You! Global Solution (Ed Alford) Central PMO (Rob Hart) PMO Retail Global Process Design GPD (Metro Malasavage III) Global Process Design Transformation Team: Local Business Units Global System Solution Deployment • Central Guidance Head Office Site Systems Systems (GSS) DART Asset (James Cunningham) • Local Accountability (DART) Retalix SAP Integration (Robert Tarnopolski) GSS Asset (Miguel Pinhiero) Deployment (Stuart Hickey) Transformation Team (Viki Tracey)

  19. What are the key teams involved in DART, GSS & GPD? Process Fitness Frederic Baudry Global Process Design Metro Malasavage III DART GSS Programme Ed Alford Global PMO (DART GSS & GPD) Rob Hart Andrew Pincott Varun Bijlani Transformation Team Viki Tracey GSS Asset Miguel Pinheiro Systems Integration Robert Tarnopolski DART Asset James Cunningham Deployment & Capabilities Stuart Hickey Process Integration Derek O’Hagan Doug Blyth Steve O’Dowd Zita Healy UK Specific Team Transformation Team TBC GSS Asset John Parfit Systems Integration R.Tarnopolski DART Asset Jamie Cole Deployment & Capabilities David Williams UK Business: Helen Jameison

  20. Detailed UK Team Global Management Resource assigned Need for role / resource tbc OR Timelines far out DART / GSS Management Deployment Lead (S. Hickey) Resource required “Central Deployment team” Resource required but we have to confirm timelines OR anticipate need for resource but tbc Deployment Lead Support (Z. Healy) Central Co-ordinators “In-country team” David Williams FOTS Local PMO TBA Jamie Cole (Dart Lead) John Parfit (GSS Lead) Rick Janssen (Data Lead) NCT-T Lead Support Introduction Lead Business Change Lead Catherine McCall Belvedere FI Local FI DMP Data Team Business Change team Local resources Mat Phillips - MI Local MI Peter ver-Hoosel FA Local FA Simon Price SME (TA) Local TA Pete Fetzer & Dany Berkovich Merch Local Merch Local IA Local DCT (& Business resources)

  21. Global Process Design (GPD) Team: Metro Malasavage III

  22. Global Process Design Metro Malasavage III DART GSS Programme Ed Alford Global PMO (DART GSS & GPD) Rob Hart Andrew Pincott Varun Bijlani Transformation Team Viki Tracey GSS Asset M. Pinheiro Systems Integration R. Tarnopolski DART Asset J. Cunningham Deployment & Capabilities Stuart Hickey Process Integration Derek O’Hagan Doug Blyth Steve O’Dowd Zita Healy UK Specific Team Transformation Team TBC GSS Asset John Parfit Systems Integration R.Tarnopolski DART Asset Jamie Cole Deployment & Capabilities David Williams Global Process Design (GPD) Team The GPD Team is divided into four functional areas: • Purchase to Pay • Performance • Merchandising • Operations Metro Malasavage III (Global Process Lead) John Aberson (Purchase to Pay) Robert Spicer (Performance) Andreas Topintzis (Merchandising) David Lahti (Operations) Ted Kolodziej (Performance)

  23. GPD Deliverables –Retail Value Chain Model Retail Value Chain model has been developed to align EAM level 5 activities into a logical business flow for Retail Retail Value Chain EAM One-one mapping to EAM Level 5 activities (joined together)

  24. The Retail Value Chain - Taken to more detail to map processes Systems Related activities relating to DART and GSS programmes have been developed to level 6 Each level 5 process relating to DART-GSS has been documented in detail providing the following information: • Process Overview • Business Assumptions • Functional Capability • Process Variables • Detailed Process Diagram* • Detail Process Description • Inputs • Outputs • Frequency • System • Job Role • Process Performance Indicators

  25. Retail Value Chain Example: Merchandising (Business Scenarios – Range) Planning Execution Performance Monitoring Set up Product Master Data Communicate Product Master Data Maintain Product Master Data Conduct Range Review Monitor Range Effectiveness Add Range to Site Add Article to Range Maintain GMH Discontinue Product Key: Mapped as DART/GSS integrated process DART-GSS Process being reviewed

  26. Add Range to Site

  27. PPI – Definition and Benefits PPI = Process Performance Indicator • PPI is a INPUT measure of the effectiveness of a given process within our business as opposed to measuring what has already happened from strictly financial output standpoint • PPIs generate insight on non-directly apparent value leakage in the distinct elements of the Retail value chain, promoting a measurable response • The implementation of a PPI’s measurement system will form the basis of measurable productivity and improvements. It will provide: • Immediate feedback on process performance, allowing pro-active decisions and corrective actions; • Tool to identify process improvement opportunities and how they impact on value delivery; • Link to Financial Performance Indicators, allowing track benefits realization; • Support for better investment decision as part of part of FM, BCRs etc.; • Move to the process culture and encouragement of positive behaviour.

  28. Baseline R1 Baseline R2 Check R1 data Dev. measuring processes Benchmark internally Define targets Timeline The high level timeline for PPI project plan in 2006 with focus on Test Phase 3 month Mobilise Phase 6 month Test Phase with R2 in UK and Australia UK Walkthrough Re-define PPIs final list PPI hierarchy and accountability levels Australian Readiness CR3 Prepare Deployment Plan Prepare Change Management Program Develop PPI reporting scorecard 4 month Deploy with R3 country PF6 Dev. measuring processes Baseline with Process Fitness Accelerators Deploy Jan ‘06 Apr ‘06 June ‘06 Sep ‘06 Jan ‘07 *The Test Phase was planned to be run without additional resources and minimal additional travel costs.

  29. DART Team: Jamie Cole

  30. Global Process Design Metro Malasavage III DART GSS Programme Ed Alford Global PMO (DART GSS & GPD) Rob Hart Andrew Pincott Varun Bijlani Transformation Team Viki Tracey GSS Asset M. Pinheiro Systems Integration R. Tarnopolski DART Asset J. Cunningham Deployment & Capabilities Stuart Hickey Process Integration Derek O’Hagan Doug Blyth Steve O’Dowd Zita Healy UK Specific Team Transformation Team TBC GSS Asset John Parfit Systems Integration R.Tarnopolski DART Asset Jamie Cole Deployment & Capabilities David Williams DART Team Global DART Lead James Cunningham UK DART Lead Jamie Cole

  31. Overview of DART Changes • The UK is currently operating with DART Release 1 • There are relatively few changes between DART R1 and R2. However, there are some changes and these need to be covered in the walkthrough. Examples of a changes between R1 & R2 • Article Maintenance - Open Department Key articles (article type ODKA) will not be supported anymore • MI – Modifications to Basket Analysis

  32. Global Site Systems (GSS) Team: John Parfit

  33. Global Process Design Metro Malasavage III DART GSS Programme Ed Alford Global PMO (DART GSS & GPD) Rob Hart Andrew Pincott Varun Bijlani Transformation Team Viki Tracey GSS Asset M. Pinheiro Systems Integration R. Tarnopolski DART Asset J. Cunningham Deployment & Capabilities Stuart Hickey Process Integration Derek O’Hagan Doug Blyth Steve O’Dowd Zita Healy UK Specific Team Transformation Team TBC GSS Asset John Parfit Systems Integration R.Tarnopolski DART Asset Jamie Cole Deployment & Capabilities David Williams Global Site System (GSS) Team Global GSS Lead Miguel Pinheiro Global GSS Functional Arch. Mark Blyth UK GSS Lead John Parfit

  34. Overview of GSS The current legacy site systems will be replaced with GSS (Global Site System). The GSS architecture is composed of IBM hardware with Retalix Storepoint (c-store) software/application. The components of GSS are: • POS – Point of Sale • BOS – Back Office System • RPO – Retalix Pocket Office (Hand Held Terminal) • Retalix Host - Retalix Head Office (Keyboard Layouts) The current developed version of GSS is Global Template 2. • Global Template 2 baselines GSS to a global design

  35. Retalix BOS • Cashier/ POS Shift Management • Cash Office Management and Reconciliation • Wet Stock Management • Receiving • Inventory • Fuel Reconciliation • Dry Stock Management • Automated Ordering • Receiving • Waste • Transfers • Stock Counts • Store Reports • Electronic Journal • Foreign Currency Management • BOS EOD • Retalix Pocket Office • Dry Stock Inventory Management Functional Overview of GSS Back Office Head Office Retalix Host • POS Keyboard Maintenance Shop Floor Retalix POS • Wet stock sales • Dry stock sales • Pay in/out • Refunds • Sign in/out • Open/close bank • POS Report • POS Loans • Cash drops • Cashier report • End of shift/day • Electronic Journal • Discounts • Save & Recall • Waste • Foreign Currency

  36. Transformation Team: Andy Pincott

  37. Benefits Realisation Business Enablement Business Readiness Transformation Summary Approach Central Team: Internal Programme Communication Template & Toolkit Development Central Stakeholder Management Post Go Live Support • Templates capture roles and processes impacted by upcoming software release (as well level of that impact) • Training Needs Analysis completed on the basis of this information • Process training includes the development of supporting process cards / job aids Comms & Engagement Local Team: Programme Communication Stakeholder Management Comms Effectiveness Measurements Central Team: Development of Business Readiness Approach Integration of Business Readiness with FMs and PPIs Align Business Readiness with Programme Go/No Go criteria Local Team: Undertake Business Readiness assessments Create action plans and manage actions to closure Report progress against criteria Central Team: Process Embedding templates developed Integrated Training Curriculum developed and managed Work with GPD to refine processes if needed Local Team: Process Embedding workshops Localise Training (systems) and process training dev Ensure ongoing training approach (for new staff) in place Central Team: Generate Benefits Realisation framework Align with PPIs / Business Case / FM /IMTP Local Team: Collect Benefits Realisation data Assess results / handover to business Go Live

  38. Objectives of the Process Walkthrough: David Williams

  39. Why are you here? The aims and objectives of Process Walkthrough are: • To communicate the upgraded DART system to key UK resources • To communicate the new Global Site System (GSS) to key UK resources • To communicate the DART/GSS integrated solution to key UK resources • To walk through the Global Release 2 processes and systems and identify further level of detail required for local system configuration • To validate and select key Process Performance Indicators • To finalise options and solutions for gaps identified in Discovery • To discuss next steps for progressing the process gaps between Release 2 and the regional solution To achieve the aims and objectives we need you to actively: • Involve yourselves in the walkthrough sessions • gain an understanding of the changes that will happen • Raise to us any issues/questions that you identify with the changes

  40. Target Zone Expectations of the Participants & Meeting Ground Rules • What we expect the participants to do • Ask questions • Raise issues • Assign actions to people and follow these through Slip intoa coma Fallasleep Readyourmail Listenquietlyandpolitely Askquestionsfor clarification Interruptandobject Startanargument Throwfood Startariot

  41. How the sessions will be run Derek O’Hagan

  42. Workshop Agenda • Today’s Session has been all about: • Setting the Strategic Context • Market, SPU, DCT • Explain the overall UK transformation approach and timelines • Providing the opportunity for “hopes and fears” to be raised and built into the program management activities. • Explaining how the walkthrough will be run and your role in it • The sessions over the coming weeks are all about: • Validating the global processes enabled by DART-GSS • Understanding the change management activities required to move to these processes. • Identifying UK local process requirements that require further analysis and may require modifications/additions to the template

  43. How will these sessions be run? • Standard format for each session, split by process e.g. Setup Product Master Data • Describe the Process Boundaries • Scope of process, starting point, end point • Take the business through the global DART-GSS process • Changes from DART R1 and R2 • Focus on principles, manual inputs and outputs, roles • Review change impact to get to the “to be” • Present local view of key business changes • Lead into Storyboard / Demo • More in depth discussion of future state • Extract key design decisions • Review Issues/Gaps/Benefits and measure key feedback

  44. Documentation and Measurement The scribe will capture these points throughout the process walkthrough • At the end of each session we need to ensure: • All issues/gaps have been correctly documented and understood • Follow up actions (e.g. separate meeting) logged and assigned to both to a business person and member of the DART/GSS team • Process Performance Indicators assessed • Change Matrix completed • Any potential changes to the global template will be identified and passed to Global Process Design for approval. • This documentation will form the basis of a local change management plan • Additionally it is important to measure a number of key parameters: • Process Fit – how well will the global process fit to the UK Business? • Scale of Change – how much change is there for the business? • Business Involvement – how much business involvement is required? • Manageability – how easy will it be to implement the new process? • Results will be used to prioritise the change management activities during deployment Matrix used to capture this information

  45. Example of Completed Change Matrix H = HIGH/GOOD M = MEDIUM / OK L = LOW / POOR Local Process Owner(s): A. N. CONTROLLER

  46. Outputs & Outcomes From the Process Walkthrough Derek O’Hagan

  47. Scribe will create an issue/action log on a daily basis. This will then be consolidated into an overall UK issue/action log Business resource and DART/GSS/Implementation resource assigned to each issue/action with clear timeline for resolution Identification of all the key areas that will change as a result of the implementation – Change Matrix: feeds into the change plan Outputs

  48. UK business has a good understanding of the new business processes and the changes these will bring UK business has a good understanding of the functional capability available to them as part of DART R2 and GSS Deployment team has a clear understanding of all issues, questions and process changes with regards to the UK DART R2 and GSS implementation Change team has a clear understanding of the key change areas and the scale of these changes Outcomes

  49. Overview of the weekly agenda David Williams

  50. Business WalkthroughAgenda – week 1 and 2

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