deploying and controlling global processes

Deploying and Controlling Global ProcessesEmitra Nelson, Global Close Coordinator

September 27, 2011

Agenda•Shared Services Evolution

•Month End Close

•ERP Implementation

•Lessons Learned

•Questions

Cameron is a leading provider of flow equipment products, systems and services to worldwide oil, gas and process industries…

•177 years continuous history

• Headquartered in Houston

• $8.0+ billion in annualized orders

• 2/3 of business non-USA

• 22,000+ employees

• 300+ locations worldwide

• 60+ strong product brands More information at www.c-a-m.com

2008

Global Monthly Close Process

2009

A/P & A/R US Only

2010

Fixed Assets US Only

2011

International A/P A/R and Fixed

Assets

Future

Developing Global Master

Data Governance

10% 35% 45% 75% 100%

Shared Services Evolution

The Problem

• Excel Spreadsheet - 12 pages, 247 steps• 210 Controllers - Domestic and International• No way to ensure consistency• Changes in process = changing colors, renumbering, adding

all new tabs (1 man week)• Controllers verified completion by emailing signed copy

Multiple Colors, Multiple Tabs

The Objectives

• Minimize manual effort to maintain spreadsheet

• Increase % of batch jobs

• Decrease # of steps in close process

• Training

• Consistent process

The Solution: Technical Updates• Analyzed for efficiency• Tripled # of batch jobs (1200 to 6000)• Limited change access in SAP

Users with Change Access

Before After

Exchange Rate Table 1,043 4

Open & Close the Books 392 8

Open & Close Costing 314 8

The Solution: Process & Training Updates

• Chose Nimbus Control to deploy processes based on:• Practicality• End user friendliness• Sustainability• Cost

• Attached supporting information into process flow including:• Training materials• Work instructions • SAP transactions

• Created process pain point storyboards

• Converted spreadsheet into Nimbus Control process map

Deploying Processes• Sent out acknowledgment requests for new process

• Monitored results…

The Key to Success The Right Resources:• Management support to get the job done• Software to meet business requirements• Team with business and technical expertise

2008

• Global Monthly Close Process

2009

• Added A/P & A/R US Only

2010

• Added Fixed Assets US Only

2011

• Added International A/P A/R and Fixed Assets

Future

• Developing Global Master Data Governance

• 235 company codes• 1,042 profit centers and• 11,000+ cost centers • Over 5 million material master records• 30,000 manual journal entries per month• 250+ custom pricing conditions• 100+ custom pricing procedures

“As we implement the enterprise system there will be an ability to improve our customer experience. We are changing tools to create a common platform and speak the same language.”

- Jack Moore, Cameron CEO

Any resemblance to current or future Cameron employees is totally accidental

The Objectives of the ERP Implementation

• Leading practices• Organizational Beliefs, Values, and

Norms• Processes• Management Controls• Technology

• Standard way to work globally• Consolidation of systems to one system

of record• Sustainable results

Processes(Defined by business)

Configuration

Training Testing Security

SAP / Solution Manager / Nimbus Integration

Lessons Learned• Choose a tool that is user friendly and flexible

Reduces the learning curveRequires less technical staffCommon language between business and IT

• Business needs drive the process, not consultants or ITPromotes ownershipEmpowers business to manage processUser adoption is quicker

• Governance is criticalMore integration requires more governance

Emitra NelsonEmitra.Nelson@c-a-m.com