oow 2011 simplifying work order management in the utility market with oracle bpm
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Léon Smiers, Capgemini Björn Ampting, Stedin October 4th 2011
Simplifying Work Order management in the utility market with Oracle BPM
| Capgemini Technology Services
Agenda
Introduction Stedin metering company and Smart Metering The Project Case Implementation choices with Oracle BPM Results for the Business & Lessons learned
Introduction
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Léon Smiers
Solution Architect for Capgemini Oracle ACE Over 20 years experience in Oracle Technology Oracle BPM Thought leader for Capgemini
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Björn Ampting
Project manager / Consultant With the company since 2006 Project role: responsible for demand management:
• Ensuring communication between management – end-users – implementation partners
Stedin metering company and Smart Metering
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Stedin Meetbedrijf
Stedin Meetbedrijf is responsible for servicing gas and electricity meters for 2 million customers in the Netherlands. (250 employees)
Main tasks are exchanging & installing meters & collection of meter readings
Part of Stedin Netbeheer – Grid operator with 3 of the 4 largest dutch cities, highly urbanized area, including the port of Rotterdam (1500 employees)
Part of Eneco Holding (5500 employees) turnover: $ 7 billion
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Rollout of smart meters 2007: Dutch government decided on obligatory rollout of smart meters for every household by 2013, starting in 2009
Accurate billing Meter reading (site visit or by customer) no longer needed Insight in energy consumption Saving of energy More reliable electricity grids
2010: Bill passed to start with rollout on customer demand.
2012: Start of rollout on customer demand
2013: Evaluation of goals
2014: Possible start of complete rollout of smart meters
2020: EU goal: 80% of households smart meter installed
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Rollout of smart meters
Stedin Meetbedrijf is leader in the Netherlands in the number of installed smart meters:
Current installed base: 110.000 smart meters using GPRS-technology
Project Case
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2006
100.000 site visits per year involving meter exchange
Majority of the work: • Maintenance • Newly built housing • 50% done by internal installation department
2014
600.000+ site visits per year involving meter exchange
Majority of the work: • Smart meter installation • 10% done by in-house installation department
Business transformation 2006-2014
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Original timeline (2006-2010)
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Project and Oracle
GRIP – Grand rollout improvement program
Two projects within the program:
1 - Workordermanagement (Oracle) 2 - Field force automation
Capgemini was chosen to be the implementation partner for the Oracle implementation.
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Project GRIP - Demonstration
Implementation choices with Oracle BPM
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Process Control in practice Utility company, Work Order Management
What is needed • Better control of internal processes • More efficient and effective operations • Less failure in the processes • Higher first time right when visiting customers
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Utility company Work Order Management Functionality
Finish
Execute
Prepare
Insight
CRM
Planning
Financial
Product catalogue
CRM
Work Order
Process
Call Center Interface
Functional exception handling
Tasks Portal
Completion
Process quality
Process control
Chain optimization
Improved client satisfaction
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BPM Essentials
Helps in getting control work that needs to be done across applications, departments and even companies
Helps in structuring work that needs to be done, whether this be automated or manually.
Be able to get insight in work that has been done, learn from it and improve your current work process.
Be able to change your processes and know where a process change impact your systems and what people need to do
Shift towards ‘build-to-change’ processes, as opposed to ‘build-to-last’ back-office applications
Ensure that compliance is maintained during any changes to processes. Faster time-to-market for innovative solutions
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The BPM Closed loop & Oracle implementation
1.Design
2.Modeling
3.Execution 4.Monitoring
5.Optimization
Meta Data Store
BPA Suite BPM Process Composer BPM Studio
BPM Studio BPM Process Composer
Unified run-time Enterprise Manager Workspace Process Spaces
BAM Process Cubes Enterprise Manager Process Spaces
BPM Suite simulation BPA Suite Simulation JDeveloper simulation Complex Event Processing
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Business Catalog
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Value of the process information
Days Weeks
>Weeks Months
Tactical level (‘learn & leverage’) BI
Information about the performance of the processes used to better tune the operation – in combination with the forecast
Governance level (‘read & react’) BAM
Dashboard function, where progress of the process is monitored and exceptions are alerted
Operational level (‘sense & respond’) Alerts
Direct feedback to the operational employee to approve or disapprove a certain action
Back-end applications
Process quality
Process control
Chain optimization
Improved client satisfaction
< sec
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Governance
Presentation ADF Exception handling Human tasks
Composition BPM
Integration OSB
Application CRM Fin Planning Products
Data Work order
BPM Repository
BAM
BAM
Utility company, Work Order Management Technical architecture
Security
Company LDAP
Results for the Business & Lessons learned
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Oracle ADF
• To allow modifications on workorders a new application needed to be built • During design Oracle ADF (Application Development Framework) was
introduced • ADF proved to be an agile tool to create applications
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Oracle ADF – Callcenter UI
24
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Oracle ADF – Web selfservice
25
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Oracle ADF – Regular BPM Workspace
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Oracle ADF – Workspace in ADF
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Oracle ADF – Workspace in ADF
• Early into the project we started using BAM • 2 departments installed televisions • Insight into the BPM processes for end-users
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BAM – Example case of immediate benefit
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Another department responsible for processing workorders with customers with extreme usage.
Working for Meetbedrijf was one of the many tasks of this department.
Proces before: Weekly reports via email to measure performance
=
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BAM – Example case of immediate benefit
30
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BAM – Example case of immediate benefit
31
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BAM – Example case of immediate benefit
32
Main focus was to get the right events + data into the BAM-database, not to get the flashiest reports possible from the start.
Projectteam challenged end-users to think ahead about future information requirements
Try to show data/exceptions users can act upon
Amazed about the amount of customizing that can be done by a knowledgeable user of BAM
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Oracle BPM - Results
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Oracle BPM - Results
Functionality across applications, departments, companies Multiple stakeholder involvement KPI driven
• Include BAM in an early phase in the project, • It helps improve end-user acceptance
Use BPM as lean-and-mean layer, keep business functionality contained in related applications
BPM development is Agile by nature • Run through BPM Lifecycle multiple times • End-users/stakeholder involvement is essential • Start simple • Learn from results from first releases
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Questions?
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More information
With 115,000 people in 40 countries, Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services. The Group reported 2010 global revenues of EUR 8.7 billion
Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want.
A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business ExperienceTM, and draws on Rightshore®, its worldwide delivery model.
Learn more about us at: www.capgemini.com.
About Capgemini
Rightshore® is a trademark belonging to Capgemini
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More information
Please contact:
• Björn Ampting
bjorn.ampting@stedinmeetbedrijf.nl
• Léon Smiers
leon.smiers@capgemini.com
http://twitter.com/leonsmiers
http://www.nl.capgemini.com/oracleblog/
www.capgemini.com
The information contained in this presentation is proprietary. ©2011 Capgemini. All rights reserved
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