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Global Workflow

Extract From Rolls Royce (Aero Engines)


SAP Presentation
Gareth Bowen

Why did Rolls Royce attempt to converge our


SAP software systems?

Historically, Rolls-Royce factories and acquired companies operated


largely independently of one another
This is inefficient.

Convergence is a powerful force which we hoped would lead to:


Creation of a manufacturing network which would better utilise capacity

Standardisation of processes, resulting in more cost efficient


manufacturing
Faster financial reporting, common people processes etc.
Maybe even Enterprise Resource Planning across the enterprise!
In short, SAP convergence was a platform for globalisation

Heidelberger Druckmaschinen AG

Adoption of best practices, leading to better performance

Governance
Strong governance was essential
The project was driven hard by the Chief Operating Officer
No tolerance for internal politics
COO assigned senior executives to remove obstacles
The overall governance board sat on top of several work streams

The structure and organisation of the project was clear to everyone and all
aspects of the project were tightly aligned to the goals

Heidelberger Druckmaschinen AG

Each work stream had a strong project board and a set of guiding principles

How did we do it?


Initiative seen as a process change rather than IT project
Governance
Project management
Skilled personnel

Heidelberger Druckmaschinen AG

Controlled release

Project Management
The Project Managers were drawn from the business not IT
Rolls-Royce is a projects-based company
A jet engine costs 1bn to develop and 12 have been successfully delivered in
the last 10 years to time, budget and specification

Project management generally considered too weak in IT industry


Clear schedules
Realistically aggressive planning with zero-tolerance for missing deadlines

Defined SPOC (Single Point of Contact) for each business. Involve them fully in
the Governance.

Heidelberger Druckmaschinen AG

Very detailed plans, each rolling up into a master schedule

Skills
Business team of up to 300 people
Change Management
Data
Process Design

Rolls-Royce SAP competency centre of 40 based in


Derby, UK Berlin, Germany

Indianapolis, USA

EDS team of up to 250 based on Rolls-Royce sites


SAP application specialists
Computing infrastructure designers

Project team was over 600 people at the peak

Heidelberger Druckmaschinen AG

Bristol, UK Montreal, Canada

Use of Consultancies and Solutions


providers
A single service provider (partner) provides support on SAP functionalities and
integration into the existing template, undertake the SAP functional design and
build and production provide incident support.

Very limited use was made of other consultants or solution providers


except to support business based activities i.e. Change Management

Heidelberger Druckmaschinen AG

They have been involved in all of the previous implementations and flexed the
skilled team globally to cope with the demands of the project.

Heidelberger Druckmaschinen AG

Process is the horse and the IT system is the


cart

Controlled Release I
Process
We used to do it that way. Now we do it this way

Testing
Strong testing methodology with multiple testing cycles
All parties involved, super-users in the middle of everything
Testing NEVER, EVER reduced it was only allowed to get longer

Data required a lot of cleaning, particularly across geographies


Data integrity was the most difficult issue
Three FULL dress rehearsals for every deployment (parallel shifts, weekend working
etc etc)

Heidelberger Druckmaschinen AG

Data Migration and Dress rehearsals

Controlled Release II
Configuration and Coding
Keep it vanilla customisation required explicit CIO approval
Lift and shift existing code, rather than rewriting
Focus on reducing customisation and bringing to standard

Security

Support
Moved to production support quickly (<6 weeks) for each deployment
In-country support models replaced with a single global model
Implemented a single set of processes, procedures and toolset

Heidelberger Druckmaschinen AG

Complications with export control licences needed to be surmounted

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Business achievements so far


We are now able to cookie-cut new factories
New repair and overhaul base in Erfurt, Germany brought on stream in 15 weeks
Joint venture with Lufthansa Technik

Single version of truth and single measurement yard-stick.


Some areas which were deemed good were not so-good when the measurements
Our overhaul bases are comparing best practice and implementing improvements

Key metrics standard hours, productivity, throughput, right first time etc.
Now able to simulate production capacity and find optimized values for MRP across
the supply chain.

Heidelberger Druckmaschinen AG

technique became global

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Take Home messages if you are going


to try this then
Senior, highly engaged, sponsorship is vital
Dont customize the system

Project management must be utterly ruthless


Make sure the data has complete integrity, then make sure again.

Engage and train everyone involved, competency test them and issue
licences (which expire if training is not maintained)

Three (not two nor one) full dress rehearsals using live data are necessary

Heidelberger Druckmaschinen AG

If you have good super-users and lots of them, then you will have a good
implementation

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