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Scott Bader Upgrade from 12.4 Java to 10.1 “It Wasn’t Pretty But it Worked!” (A story of lists) Scott Bader’s One Minute History Composites and Adhesives Key Markets • • • • • • • Marine Automotive Wind Energy Land Transport Decorative Casting Bathroom Pipes Speciality Polymers Key Markets • • • • • Graphic Arts Flexible Packaging Industrial Coatings Building and Decoration Textiles Production and R&D Locations HEADQUARTERS ENGLAND FRANCE Amiens CROATIA Wollaston Capacity 35,000T pa Drummondville, Québec Zagreb Capacity 45,000T pa Employees: 90 Capacity 20,000T pa UNITED ARAB EMIRATES Employees: 22 Employees: 250 Employees: 63 Dubai CANADA Capacity 40,000T pa Employees: 75 USA Stow, Ohio ASIA PACIFIC Capacity Toll Manufacturing Shanghai, China Employees: 8 Employees: 5 INDIA Mumbai, India DISTRIBUTION EIRE/SWEDEN /CZECH REPUBLIC / SPAIN Employees: 20 SOUTH AFRICA Hammarsdale Capacity 9,000T pa Employees: 75 Scott Bader Group Turnover in 2012 was €225m Project Organisation Scott Bader Project Steering Committee SB Project Manager Kathryn McLean Infor Project Manager Derek Parsons Site Super Users 12 KPIT Consultancy Support IT/Systems Team 8 Group Process Owners 9 Approach to Upgrade • Technical upgrade • Upgraded systems such as MEC, LWM etc prior to this project to compatible version. • Reduce number of Modifications • Big bang – all sites simultaneously • Business Process Register • Test Script List • Test Scripts End to End • Monitoring Progress • Logging Issues • Prevent Scope creep! Data Migration • Our experience of data migration by Infor team very good, would recommend highly. – However, beware of migration of modified tables and simulation environment. Resolved but not until final go-live migration, ensure these are discussed at the beginning. • Keep track of issues and data changes on tables from the beginning, start creating protected table list. • Partial protection of table not always possible. (CYSTAB and CYSPAR) Project Plan What’s Good • LSO – Personalisation have simplified the screens and made them much more user friendly. No need to memorise codes! We have only done Globally at this point. – Hyperlinks speeded up movement between screens. – Lots of potential for future. • Quick Note – simple and useful. • Infor Project Manager – added value. • Role based security looks good, but not done yet. – Devil is in the detail, especially if combined with personalisaton. – possibility for horrendous complexity. • Found functionality that we already had, but didn’t know we had! Eg Date logging on CO’s. Main Issues • VAT – major functionality and reporting changes. – Retrieval logic changed. – On-line simulation of VAT report – like this! • Sort Orders and Views now linked, needed to create a lot of views! • Functionality “Improvements” which weren’t! – Supply chain order – needs to have own order type – DO charges – only works if both sites are Standard costed and cannot edit amount on the order. – Change of costing logic for fixed time operations, no longer uses MMS002 order qty – MMS175 / 7 if pick list printed does not allow partial stock qty to be moved. BEWARE if using LWM. • LSO related issues. Screen handling cumbersome, and much less data displaying on screens. • Keeping to scope • Users not checking documents thoroughly enough, a lot of steamfile changes meant changes to documents. • Homework syndrome – with all the best intentions homework sometimes done on Monday at breakfast! So Why “Wasn’t it Pretty”? • • • • • “No fancy PowerPoint, just action lists and plans” Business Process Review - all process group wide Test Script list with all major variants Test Scripts – end to end including finance Dashboard to Monitor Go-Live Plan Outcome “But it Worked!” • Went live 1hr ahead of schedule! • Significantly under budget having used around 50% of the Infor consultancy hours in SOW. • Our Process Owners knowledge reinvigorated, as is their enthusiasm. • Have used some of new functionality, in particular Personalisation. M3 Upgrade Final piece of Advice GET A GREAT TEAM!