Transcript Upgrade and Reconfiguration

Upgrade and
Reconfiguration
ATC Lasham
www.peralconsultng.co.uk
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Intro to ATC
• Film Clip
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About ATC
• ATC provides scheduled and unscheduled heavy
maintenance for the Boeing and Airbus families of
aircraft. With10 bays across our two sites at Lasham
and Southend.
• New Engine facility at Hounslow.
• Were using M3 7.1
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150 Users
PC based system for recording engineers time
Printing and photocopying task card packs to issue
Pre-printed stationary for Non Routine Cards
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Prior to Upgrade
• Modifications
• Only processing materials
• No use of Learning Accelerator
o Very limited training of staff
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Why Upgrade
• Unable to load fixes – had to pay Infor
• Re-launch M3
o Business Ownership
• Everything was M3’s fault
o Hangar involvement
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Future Support
Rising list of issues
Replace pc based hours recording system
Smart Office
Increase M3 Foot print – Hours and Planning
o Better to do in latest version of M3
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5
User Group
• Reference Visit
o Canada
• Kelowna Flightcraft - using M3 for time and materials recording
• User sub Group
o Meeting in Sweden
• Several Aviation Group customers
• Understand common enhancements
o Open and informative discussion with Infor Product Development
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6
Project Structure
Steering
Committee
Group IT/IS
Manager
Ian Jones
Infor PM
Fergus Cross
Monthly
Dashboard
RAID + Progress
& Budget
Project Manager
Jeffery Legg
Consultant
Joe Walker
KPIT
Jayesh Menon
Process Owners
Monthly Newsletter
to all staff
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How the upgrade was
planned
• Roadmap for overall timings
o Clear objectives and goals
o Helped with Communication
• Split the upgrade into Phases
o Phase kick off
o Phase closure before next one starts
• Detail Plan each Phase
o Clear task ownership
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8
Roadmap for ATC
Q3 12
Q4 12
Q1 13
H2 2013
Q2 13
Clear Existing
Issues
Demanding
SEN
10.1 Upgrade
SW
Inst
ATC Sign
Off
Process Improvements
Key User Testing
FST
Go
Live
Log Hours Worked & Change to WO structure
Smart Office
Knowledge Transfer
Deploy Learning Accelerator
Boot
Camp
MRO
course
M3
Day
Key User & User Training
Business Intelligence
Upgrade Phases
Phase 1 Create 10.1
Lawson Lead
Boot Camp
Phase 2 enhance and test
ATC Lead
Final Test, User
Training & GO Live
ATC Lead
Refine and improve processes Go Live 31 March
e.g. hours recording
Process Owners Trained
Key Users Trained
Train Users
10.1 environment
Available for ATC
copy of
7.1 database
Test Scripts
Need for 1st
Test
1st UAT
database
Test Scripts
Used
2nd UAT
database
FST db
Final go live db
Test Scripts Test Scripts
Used
Used
Phase 1
• Stabilise
o Reduce outstanding issues
• Sort into pre and post upgrade priorities
• Project Kick Off
• Education
o Process Owners
• Boot Camp
• MRO Workshop
• Write test scripts
• Test current processes in 10.1
o Gap Analysis
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Phase 2
• Reconfigure to accommodate labour recording
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Time consuming but essential
Testing
Documenting
Each Process Owner had detail issue list to work with
• Training of Key Users
o First pass with LA
• Test under 10.1
o LA used to produce and record results of testing
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Phase 3
• Train Users
o LA plus class room sessions
• Full Scale Test
o Used a previous aircraft check to bench mark figures
• Cut Over
o Detail Cut Over Plan hour by hour
o Verification Tests
o Progressive introduction of new method into hangar bays – as new aircraft
arrived
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Result
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A great team to build on for the future
No modifications
Trained staff
Training Materials
Test Scripts
Labour being recorded
1 hour late handing back to Users on 18 month time
frame
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Standard MOS 195
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Smart Office MOS 195
From/To removed
Reg no/site removed
Change
Text
Calls to other
programs
Calls to
reports
Status now
descriptive
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16
Loading Task Cards
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Communications
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Newsletter – monthly
Group Manager Briefings
Weekly Process Owner Meetings
Monthly Steering Committee Meetings
Sitting in the Lion’s Den – crew chief briefings
Walking the floor
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Education and Training
• We were putting together a team, we were only
going to be as good as the team so we invested in
them:
o Boot Camp (3days)
o MRO Workshop (2 days)
o Preparing Test Scripts
• Learning Accelerator
• Short process workshops
o Where most help desk calls were coming from
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Services and Support
• Lawson Consultants
o Specialist in subject area and Smart Office scripts etc.
• KPIT specialist
o Full time experienced with MRO
o Detail knowledge of M3
• Make good use of Xtreme support
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Challenge every answer
Prepare the business case documents and submit.
Progress chase regularly
Escalate when necessary
• Make full use of Stepwise
o Really good for tracking actions on issues
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Lessons Learned
• What we did well:
o Vision for the project was good. Management had a vision to bring the
business process of various functional departments like Planning, Card
Control, Hangar, and Commercial (Invoicing) etc. with M3.
o Project Management team’s vision of no modification was executed well,
where completed business process has been designed based on std. M3
o Enough time line was dedicated towards testing, where various previously
processed aircrafts were trialled with new business process.
o Heavily used Infor Smart Office functionality of Scripts and Personalization
to avoid any system modification and improve / simplify the processes.
o Wherever bugs or incomplete functionality were found in M3, all got
logged with Infor and corrected each of them through continued
persistence and rigid testing, which helped M3 as a product.
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Lessons Learned
• What we can de better next time:
o Better communications between sites & departments. Because M3 is so
integrated between departments, we need to have better
understandings of how each departments processes effect other areas of
the business.
o Ask more questions; put the emphasis on people to supply as much
information as possible
o Documentation is essential
o User setup, access issues as well as settings, canvas and personalisation’s
needed a bit more thought.
o Since Process Owners were not able dedicate much needed time for
trials, it was left for M3 team to carry on the trial and complete it.
• What we should do more of:
o Process Owners continue to work together to improve processes further
o Increase the communication between departments and sites
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What Next
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Post Go-Live support
Direct entry of time by engineers
Tooling
Business Intelligence
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Take Away
• Tea Time
oTraining
oTest Scripts
oTesting
oTrial Run Cut Over
oTime Table for Cut Over
oTeam
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