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Este documento contém material que é propriedade da PAS.A divulgação ou distribuição deste documento fica estritamente proibido sem autorização por escrito da PAS.

1

ERP

DW

KPI’s

SAP - Lessons Learned

2Este documento contém material que é propriedade da PAS.A divulgação ou distribuição deste documento fica estritamente proibido sem autorização por escrito da PAS.

Formação

Formação profissional:

• Gerente de Projetos SAP (Brasil e exterior)

• Empresas que atuou: Villares, Mannesmann, Polenghi, Robert Bosch e PAS

• Estágios no Exterior: USA, Alemanha e Japão

• Consultor CO – Academia SAP

• MBA em Gestão Empresarial Baseada em Sistemas ERP – Pontifícia Universidade Católica e SAP

• Pós-graduação em sistemas aplicados a engenharia CAD/CAE/CAM – MIT

• Pós-graduação em Processos de Laminação – IPT – USP

• Graduação em Engenharia Mecânica – FEI

Experiência prática aliada às boas práticas de mercado associadas a implementação de Tecnologia da Informação.


Contato

www.grupos.com.br

Grupo: sapccc

Experiência prática aliada às boas práticas de mercado associadas a implementação de Tecnologia da Informação.

http://www.grupos.com.br/


Visualização Gráfica do SAP

MySAPMySAPClient / ServerClient / Server

ABAP/4ABAP/4

FIFIFinancialFinancial

COCOControllingControlling

AAAAAsset Asset

AdministrationAdministration

PSPSProject Project

SystemsSystemsWFWF

WorkflowWorkflow

ISISIndustry Industry SolutionSolution

MMMMMaterial Material

ManagementManagement

HRHRHuman Human

ResourcesResources

SDSDSales & Sales &

DistributionDistribution

PPPPProduction Production PlanningPlanning

QMQMQuality Quality

ManagementManagementPMPMPlaint Plaint

MaintenanceMaintenance

AliensFiscal I/E/R …

Res

ult

Con

trol

ling Product

Customer

Channel of distribution

BW

SAP Portal

New Dimension


LIÇÕES APRENDIDAS

ImplementaçãoPré-Implementação Pós Implementação


LIÇÕES APRENDIDASImplementaçãoPré-Implementação Pós

ImplementaçãoTópicos:

Gerenciamento do ProjetoSistemas LegadosProcessos de NegócioGestores do NegócioComunicaçãoGarantia da QualidadeRecursos (TI e Usuários)Dados MestresMigração de DadosTestes de Integração


LIÇÕES APRENDIDASImplementaçãoPré-Implementação Pós

Implementação

• Limpeza dos dados mestres e dos dados transacionais• Escolha do time de projeto baseado em pessoas com bom entendimento de processos de

negócio existentes• Entendimento do nível de compromisso requerido por cada membro do time e dos outros

membros da companhia • Melhorar a precisão do inventário• Evitar competir com outros projetos da Empresa, especialmente outros projetos grandes• Alinhar os processos de negócio antes de implementação (administração de mudança)• Estabelecer expectativas claras do time de projeto antes, durante, e depois da implementação. • Assegurar que os consultores tenham experiência empresarial• Treinamento do Time de Projeto


LIÇÕES APRENDIDAS

• Processo de decisão rápido• Desenvolver um plano de corte detalhado antes do go live• Participação da alta Administração e Gerencia• Desenvolver uma boa documentação de usuário• O projeto deve estar alinhado com as prioridades do negócio • Providências urgentes devem ser mantidas e comunicadas • Transferência de conhecimento• Estressar a importância dos dados mestres e qualidade dos dados transacionais• Espere por esforços adicionais e administração de crises• Desenvolva planos de contingência • Analise as deficiências do Sistema (GAP’s) e como resolvê-los • Crie boletim informativo de comunicação a empregados - “Resumo de notícias”• Tente evitar a mudança de membros do time de projeto• Administrar reuniões regularmente marcadas (exemplo: nossa reunião noturna de 5aF) • Treinando do Time

ImplementaçãoPré-Implementação PósImplementação


LIÇÕES APRENDIDAS

• Estabelecer um processo de suporte bom, principalmente quando a consultoria for embora

• Mantenha o time para outros projetos• Ter uma política de governança de TI bem definida

• Treinar, treinar, treinar…

ImplementaçãoPré-Implementação Pós Implementação


SAP Lessons Learned

Topics:Project ManagementLegacy SystemsBusiness ProcessesBusiness ManagersCommunicationQAResources (IT and Users)Master dataData MigrationIntegration TestGDC

Information's received from:WorldwidePlant 1Plant 2


SAP Projects: General (1)

Description General Worldwide Plant 1 Plant 2Project Management

1. Project management should official state that additional hours of work (overtime and weekends) will be essential for a successful implementation. Due to this subject, the key users and key user coordinators should be chosen from. If a member does not accepting working in these environment, he/she is not acceptable for being a key user

2. Introduce templates as early as possible

3. Define the responsibilities as early as possible

4. Keep transparency and the commitment for the project scope of supply

1. Avoid competing company demands during project, specially other large projects

2. Establish clear expectations of key users before, during, and after implementation

3. Need speedy resolution of cross divisional issues

4. Develop detailed cut over plan before Go-Live

5. The SAP project should be parallel in priority to on-going business

6. “Urgency” attitude must be maintained and constantly communicated

7. Expect overtime and crisis management issues, develop contingency plans

8. Conduct regularly scheduled meetings ( example: our every Thursday night meeting)

9. Establish cycle counting team and procedures before Go-Live

1. Good support from the team

2. Satisfy the SC requirements as soon they appear

3. Bring the Seniors managers inside the project

4. Keep the k-users meetings after go live

5. Check all special reports as much as possible before go live, because the ABAP team will go out after the project

6. Keep all documents, also you don’t implement, because the people can leave and the company remain

7. Fix the scope of supply and the schedule before the project, because during the project is very difficult to change.

8. We have a lot of Extra hours, in order to fix the project and the schedule



Description General Worldwide Plant 1 Plant 2Legacy Systems

1. Gain knowledge about the Legacy System right up the start

2. Produce early Test downloads3. Check Test downloads

immediately after getting them (Format, Duplicates, etc.)

4. ‘Special’ letters should not be in downloads. The format of a downloads should be a tab delimited text

1. IBM Main Frame 1. AS 400 with MRP without SOP, but a Integrated System

2. The AS400 team know very well the system

3. Don’t include the legacy system customization

Business Processes

1. Prepare a business process alignment before the project

2. Be sure that the most of the processes are stable

1. Fix processes before implementation (change management)

2. Develop good user documentation

3. Analyze the GAPS in SAP and how you will fill them

4. Change the process in order to get more close to SAP and SAP, you have less problems

1. Prepared process mapping before the project

2. The authorization will limit the range of the users inside the projects

3. Contact other k-user or facilities I order to improve the processes and SAP features

Business Managers

1. Define workshops \ Meetings before official kick-off

2. Keep involved and committed since the beginning

1. Need timely access and participation by senior management

1. Try to handle the decisions before go live and don’t after the project



Description General Worldwide Plant 1 Plant 2Communication 1. Define Rules a.s.a.p.

(Communication between ALL participants!)

2. The communication within the different teams should be improved. Especially the FI/CO team should be involved more. That means also that the module specialists should involve the FI/CO team when needed, e.g. materials, vendors and customers are objects where their knowledge is urgently needed! It should not be the case that the module specialist waits until the FI/CO team comes to ask if their help is required!

3. Direct and personal contact to all responsibilities should be possible seen

1. Comprehensive knowledge transfer should be achieved

2. Create communication newsletter to employees-“SAP In Brief news letter”

3. Establish coordination with BR AG/ BRI Lohr in reference to FICO issues

1. Keep a clear communication with all team members

QA - Quality Assurance

1. The Acceptance Protocols should be given to the key users and coordinators as early as possible to show them their responsibility.

2. With stressing the responsibilities it should result into improved checking routines


SAP Projects: Resources

Description General Worldwide Plant 1 Plant 2IT 1. Assure and assign enough resources

capacity also within the SAP team!2. A Basis member (programmer)

should always be available for the teams.

3. Consultants with knowledge in SAP4. Consultants with knowledge in SAP5. Consultants must speak the local

language in order to avoid communication problems

1. Check to insure the SAP consultants also have business experience

1. The RCC works about 75% during the implementation.

2. They have a lot of turnover in the team

3. They don’t have a maintenance team (lousing time with the maintenance problems) , only an implementation team

4. Keep a local team for supporting the business.

Users 1. Key-users with great experience in the business

2. Key-users with knowledge in the business processes

3. The integrations must be done by the key-users

4. Contract temporary people for the substitution of the key-users

5. Improve the English language in order to decrease the communications problems

6. Train the team in SAP before the project

7. Train the k-users in a SAP location before the project

1. Choose project team members who have a good understanding of existing business processes

2. Understand the level of commitment required by each key user, along with other members of the company

3. Need on-going continuous training of employees

4. Try to avoid team member turnover

5. Training, training, training6. Establish good key user support

system when RCC team leaves

1. The team must have a full time commitment

2. The users know better the business

3. The k-user must revise the documentation after go live

4. Need a good tool for preparing the documentation

5. Prepare a good training before the project and keep the training after the project.

6. Keep the knowledge inside the company

7. Keep at least 1 full time k-user for FI and 1 for CO

8. After go live the k-users expend around 10% (1 year later) and much more in the first 9 months after go live

9. Lost 3 k-users.Team Team:

• 15 Key users• 19 part-time key users• 16 Business experts• 18 RCC SAP internal and

external consultants

Team (50 persons):• 17 Key users full time• 10 Business Experts• 15 RCC SAP + 5 ABAP’s


SAP Projects: Master Data (1)

Description General Worldwide Plant 1 Plant 2General 1. Stress, that data should be provided

in a specific way2. Stress, that the data migration of

master data should be at least 3 weeks BEFORE going-lives

3. Clean Data:1. close as many old orders as possible2. problem specs: clean materials

without material number3. analyze data for duplicates

(customer/vendor/materials) consistency within downloads

4. compare FI (system) values vs. Logistics value (WIP/stock value and quantity)

5. be aware that some rules are misleading, if there was an earlier migration of data!

1. Clean up or establish required master data

2. Clean up historical transactional data

3. Continue to stress the importance of inventory accuracy, master data and transactional data quality, ownership of system and data, and the Integration aspects of SAP which requires close cooperation between departments

1. We are a manufacturing plant and we don’t create local numbers

2. No historical data migrated to SAP only some sales data after go live

3. Keep the fields clean before and also maintain clean during the project. If you do this during the project you don’t have time for learning the system.

Material 1. Define, explain and stress differences between local and global materials

2. Start matching as early as possible against GDC

3. After the PRE migration of master data, the TOP100 materials should be tested as first priority

4. Be careful: base unit and price differ perhaps to GDC one’s

5. Clarify the importance of the XREF table

6. Problems concerning spec materials7. Account assignment group !8. Distinguished local and global

materials clarifies and defines" - the User want to use local materials order also in the Sales, this is IMPOSSIBLE

1. Material creation is centralized2. Material master = 26.000

1. Material master = 17.000


SAP Projects: Master Data (2)

Description General Worldwide Plant 1 Plant 2Customer 1. Clean data (Address, VAT-number,…)

2. Start matching as early as possible against GDC

3. Define partner roles (ship-to, bill-to, send-to) [if wanted]

4. Clarify and define the account group, trading partner as correct as possible (triple check!) (due to the reason that corrections are nearly impossible / very difficult after migration)

5. Clarify the importance of the XREF table

6. Explanation of Complete Delivery/Order Combination fields

7. Street and street number should be maintained in two separate fields

Vendor 1. Clean data (Address, VAT-number,…)2. Start matching as early as possible

against GDC 3. Define partner roles (ship-to, bill-to,

send-to) [if wanted]4. Clarify and define the account group,

trading partner as correct as possible (triple check!) (due to the reason that corrections are nearly impossible \very difficult after migration)

5. Define group vendors 6. Define partner roles 7. Clarify the importance of the XREF

table8. Street and street number should be

maintained in two separate fieldsStock 1. Check the diversification of initial

stock, customer specific stock and batches

1. Improve inventory accuracy beforehand

2. Need to instill discipline for Inventory accuracy if missing in plant

1. Take a look in the units of measure

2. 99% inventory accuracy in the Warehouse and 70% in the plant


SAP Projects: Data Migration (1)Description General Worldwide Plant 1 Plant 2Data Migration 1. Check from downloads:

1. Materials2. Materials vs. BOMs3. Materials vs. Stock4. Materials vs. sales orders5. Materials vs. purchase orders6. Materials vs. service orders7. Materials vs. production orders8. Customers9. Customers vs. open customers items10. Customers vs. sales orders11. Customers vs. service orders12. Customers vs. production orders13. Vendors14. Vendors vs. open vendor items15. Vendors vs. purchase orders

2. Final Integration test with ‘real’ data migration

3. Start of preparations of migration concept earlier

4. Define more detailed what migration objects should be used

5. Define early enough specific country migration objects

6. Be aware that the SAP language is misleading, therefore define specific SAP language (e.g. open orders / local materials)

7. Keep the conversion rules as simple as possible! If the rules get too complex, better start with a simple rule and after migration mass change.

8. Not only the checks by the users is needed, Re-checks from the side of the consultant need to be scheduled as well!

9. Prepare a folder only for checking reasons with downloads from the most important tables (XREF, MARC,MAPOV etc.)

1. Detailed cut over plan was made at home

1. Don’t migrate partial purchase orders, create new purchase orders, instead of migrating, after go live.


SAP Projects: Data Migration (2)

Description General Worldwide Plant 1 Plant 2Data Migration 1. The concept, that the CU has also two

responsible persons for data migration (migration coordinators), who organize and monitor the progress of their tasks of their teams, was a great success. Further more due to their position as managers, they had the task to present the progress / delay to the local management. They were in the position to make fast decisions, to ask the management for support and to delegate people if necessary.

2. Materials is one of the most important tasks, especially the cleaning and matching (or creating new) materials. It is enormous time consuming.

3. Therefore it should be a must, that there is one responsible person from the business side who is only doing materials and nothing else.

4. The weekly meeting with the two responsible managers for migration and the PMs to talk about process and delays were important to monitor the success of migration.

5. The managers had at first a weekly meeting with their users (key-users) and at the end on a daily basis. Therefore the communication was much better between the teams.

6. The data migration team SAP was only responsible for the technical migration, the test were coordinated by the key-users and the migration coordinators.

7. Inforecords: The following fields do have a global influence:

1. MEINS: Order unit2. IDNLF : Material number used by vendor3. LTSNR: Vendor sub-range4. IDNLF : Material number used by vendor5. Ltxt1: Inforecord Note Before updating these fields, please check if there

are already values maintained.


SAP Projects: Integration Test

Description General Worldwide Plant 1 Plant 2Integration test 1. Sales Order: After the test

migration as well as after the productive migration, BW should be able and should be used to help analyse the sales orders.

1. analyse of values SAP / Legacy System

2. per customer / per profit center3. Therefore it is suggested to use

BW to check these values before the system is opened for changes.

2. Sales order costing:1. a detailed and integrated testing in

co-operation with PP is urgently needed

2. if errors occur -> Re-Test is needed

3. Do not valuate Text and bulk items!

4. a realistic testing environment is needed

5. suggestion: create a sap client only for migration purposes


Project - GDC

Description General Worldwide Plant 1 Plant 2GDC 1. Improve communication with GDC

and migration team2. Start matching the master data as

early as possible against GDC3. The project plan should be

communicated4. Migrating updates in GDC should be

communicated from the GDC members to the migration teams

5. Issue should be addressed to GDC!6. The BUs have a lot of knowledge they

could share with the CUs. Their input will be crucial to set standards and improve the quality of data in the GDC.

7. Clean up is required in the GDC and regional systems for materials customers and vendors. Belgium, Spain and Netherlands came with a lot of master data which was not mapped correctly with the GDC. For that reason duplication on master data exists. The reason of this is lack of time for data cleansing.

8. Clean up is required on local materials. To do this the material movement (transfer material to material) can be used. Material can be flagged for deletion.

1. Need a lot of training and keep a good contact with Germany

Documents

SAP LicoesAprendidas