ectr w/nx and how molex is deploying plm & ppm ... - sapfm.sap.com/data/upload/files/11_molex...

ECTR w/NX and how Molex is deploying PLM & PPM across New Product Development

SAP Manufacturing Industry Forum – The Westin Lombard

Lombard, IL | June 23-25, 2015

© 2015 SAP SE or an SAP affiliate company. All rights reserved. 2 Confidential

Agenda

About Molex

Company

PLM Case Study & Success Tips

About GyanSys

Who we are

SAP Product Lifecycle Management (PLM)

Road Map & Overview of Functionality

Best Practices

Lessons Learned

Tips & Tricks

Live Demo


Speaker Introductions

• John Koester – Molex Director of Molex Technical Information Systems

• John Hoover – GyanSys PLM/PPM Practice Director

About Molex


Molex is a leading one-source supplier for total

interconnect solutions with over $4B in annual revenue

Our team of more than 40 thousand highly skilled

individuals are focused on the design, development and

distribution of innovative solutions critical to products

that touch virtually every walk of life.

We are a truly global company with 45 manufacturing locations in 17 countries

Our portfolio is among the world's largest with over 100,000 reliable products supporting the Automotive, InfoTech, Telecom, Mobile, Consumer Electronics, Industrial, Medical & Military Industries

Molex Today


Products and Solutions to Meet the Needs of a Wide Range of Industries

LCD and TV Panel 1. Input/Output

2. FPC

3. Wire-to-Board

4. Backlight Wire-to-Board

5. Board-to-Board

6. Memory Card

7. Micro Coaxial

Mobile Phone 1. Internal Antenna

2. Microphone/Antenna

3. Keypad/Side Switch

4. Earpiece

5. LCD

6. Camera

7. Hinge

8. Speakers

9. Battery

10. Memory Card

11. SIM

12. Input/Output

Desktop Computer 1. Input/Output

2. Power Supply

3. CPU Socket

4. Storage Drive

5. Memory Module Socket

6. Edge Cards

7. Thermal Acoustic

8. Integrated Product

Car Audio 1. Detachable Board-to-Board

2. Floating Board-to-Board

3. Wire-to-Board

4. Power/Fuse

5. FFC/FPC

6. Back I/O

7. Front

Data/Com

Consumer

Telecom-Mobile

Automotive


Why do over half of all PLM projects fail to meet their objectives, are not delivered on time, or cost more money than the budget planned for?

• A PLM Implementation is not a single project but a grouping of several interrelated projects and activities where the objectives, time commitments and costs can never be fully defined nor completely understood by all stakeholders at the start of the program.

• Successful implementations typically require changing how people work. This can be more of an art then a science, especially when the capabilities of the new technology are not fully understood at the beginning of the project.

What is the solution for success?

• Unfortunately, there is no simple answer. However, there are specific actions that can be taken during each phase of a PLM implementation that can help you overcome these challenges and greatly improve your probability of success.

Case Study

ID LIKE TO KICK OFF THE PROJECT BY

ASSIGNING BLAME FOR ITS EVENTUAL

FAILURE

“The beginning of knowledge is the discovery of something

that we do not understand”

Frank Herbert


Organize the Program

Super User

Blue Printing

Team

Legend

Support & Training

Global Application

Owner

IPD

Configuration & Development

Change Management Deployment & Support

Finance CPD MPD

?

?

Global Engineering Council

ITC

Regional IT Support (AME, EUR, FES, FEN)

Ops Quality

Supply Chain

Sales

RIT

Product

Die

Mold

Automation/

Application Tooling

Data Quality Team

Project Manager

Functional Lead

Information Technology Coordinator’s

(Business Process Owner)

( Solution Architect )

– (Subject Matter Experts)

(Program Management)

(IT System Support)

Organize the Program by creating a Program Governance Model.

• Business Process Owner

• Program Management

• Solution Architect

• Subject matter expert(s)

• IT Support

Hire an experienced independent project manager from outside your organization to help keep the project on track.

Establish a cross functional team and utilize a Decision Matrix or Pugh Diagram to objectively measure and select the solution that is the best fit for your organization.

Identify and select the appropriate consulting resources to make your project a success.


Estimate the total cost of your PLM program

• Create a 5 year Rough-cut cost analysis and share it with the team early on.

• Document all major costs including internal resources in your analysis.

• This is a good first step and ensures you have the commitment to support the initiative with the right balance of IT and business resources.

Define and agree on the scope of your PLM program.

• Create a roadmap to visually outline the timing of the major PLM initiatives in your program and review it regularly with all stakeholders.

• Utilize an effective project-sequencing methodology prior to creating your roadmap to identify the order and duration of each major activity

• This is key to breaking your program down into smaller more manageable deliverables that can be published on your roadmap.

Identify the costs and define the Scope


Blueprint your solution

• Create a detailed description of your business processes and system requirements

• Don’t forget the business rules and engineering change management

Build the Foundation first

• Utilize an agile methodology

• Focus on what is absolutely needed to stand up the system for go-live.

• Don’t gold plate the system with changes or features out of the scope of the foundation.

• Separate the initial release to production from the go-live event.

Fine tune during implementation

• Once you are in production, walk through and tune up all “out of box” functionality utilizing inputs from the rest of the team.

• Integrate with other areas of your PLM landscape

• This provides a great opportunity for process harmonization across your organization.

Configure, Test and Validate


Perform disciplined change management

• Meet regularly with your team & encourage them to bring up and discuss issues when they arise.

• Track and prioritize (L,M,H & SS) all issues using a defect tracking tool.

• Appropriately engage external consulting resource to resolve issues quickly

Optimize your testing process

• Improve quality and eliminate lag by adding an additional layer of testing (Development Testing) between development and QA testing.

• Don’t wait until the last day for test results. Implement “Virtual Conference Room Testing”

Improve software quality & delivery

• Establish a regular cadence for solution delivery and hit the date!

• Implement software version control (Subversion) to manage your source code

• Utilize application packaging (SCCM) to improve the quality and delivery of the solution.

Refine your process


Train your users

• Set up a dedicated training environment avoid using QA

• Utilize a train the trainer approach for all basic training.

• Don’t under estimate the value of “Stick Time”.

• Supplement training with eLearning and lunch & learns

• Encourage your user community to attend off-site vendor workshops and seminars

Implement the solution

• Make sure your users understand their Role and Responsibilities with respect to the implementation.

• Regularly measure and communicate progress to all stakeholders

• Conduct focused user surveys to keep implementation on track

Communicate, communicate, communicate

• Be deliberate and plan your communication strategy.

• Utilize a communication matrix to provide information in the right format, at the right time, and with the right impact.

• Identify and share success stories with the rest of the user community

Train, Implement & Communicate

About GyanSys


GyanSys Fact sheet

14


15

2005: GyanSys

incorporated

2008: Became SAP

Services Partner

2010: Certified as

runSAP Partner

2011: Signed the Consulting Partnership

2012: Became SAP

Channel Partner

2013:

SAP’s Cloud Partners

2014: Certified as

PCoE

• Largest North American PLM 7.01 Ramp Up deployment

• GyanSys instructors provided several training at SAP Education Centers

• GyanSys employees became part of Ramp-Up testing of new product suites

SAP Relationship - Snapshot


GyanSys - SAP PLM/PPM Practice

GyanSys has over a dozen successful PLM/PPM implementations, including Pulse Electronics, Bose Radio, Molex, Fujitsu, Hunter Douglas, Allison Transmissions, Haas, Avaya Profession Services, Scotts Miracle Grow, Wabash and Computer Associates.

Our US-based employee consultants have over 200 years combined experience in PLM/PPM area. We go beyond SAP and focus on best practices and business processes as part of our standard implementation methodology.

• Global Resources in PLM, PPM, EC, EH&S, RM, RD, CPM, NWBC (USA - Functional and Technical 25; India - Functional and Technical 25)

• 10 Demo servers to simulate almost any environment in PLM/PPM

• Recent Ramp Up Experience with PLM 7.03, PPM 6.1, Commercial Project Management (CPM 1.0)

SAP PLM

• PLM Roadmap & Overview

• Best Practices

• Lessons Learned

• Tips & Tricks


PLM: A Journey from Start to End

As with any journey, we want to start out with a roadmap

The roadmap contains each functional area and a high-level timeline for

implementation tied to the sub modules

For each submodule, we will review a high-level understanding and benefits as we

go down the roadmap in order to understand the lessons learned at the end

Why would you want to start with a roadmap?

Organize what comes first, especially without a big bang

Perhaps your current PLM system is out of support?

Product or Project costing need (should cost)?

Now lets get moving down the roadmap


Deployment 2

Where Used

DMS (Structure)

ECM/ECR/ECN

PSS

Redlining

Portfolio Management

Document

Storage (Instead

of SharePoint)

High-Level Resource/Cost

Planning/ Forecast

Project Cost

Automation

Portfolio Dashboards/

Analytics

Project Cost

MGMT

Service Management

BI/BW Integration

PLM/PDM

PPM

Legend

Capacity Planning (SCM)

DMS/Content

Server

(Unstructured)

PSM

Basis/IT

Business/

Data Prep

Timesheet

Tracking

Product Costing

Excess & Obsolete

Data Cleansing

EHP7 Upgrade

Content Server

Infrastructure

Deployment 1 Deployment 3 Deployment 5

Workflow/

Process Routes

Deployment 4

Plant

Maintenance

2015 2016

Resource

Management

Process

Cleansing

Data Conversion

Data Cleansing

Process

Cleansing

ECTR/CAD

Integration

Collaborative

Folders

SAP PLM Implementation Roadmap Example

Visual Enterprise


PLM manages the process lifecycle of a new/existing product

PLM manages the data lifecycle of new/existing BOMs and Parts through PED/ECR

SAP will hold one single data repository for all PLM & PPM

Integrated Business Processes

Portfolio & Project Management (PPM)

Product Data Management (PDM)

Product Lifecycle Management (PLM)

PLM

PPM

NPD Project Cost Tracking

Portfolio Management

Project Schedule Tracking

ECR, DMS, PDM

eBOM – mBOM

Eng Change Management

Document Mgt

SAP PLM Simplified Module Stack


Basis and Landscape

First things first: Basis!

What are the current versions and recommendations? Please do ask questions at

the end on this, as each customer landscape can be a mix of what is best for them.

Current versions: Dependency on some for EHP7

PPM 6.1

NWBC 7.4

PLM 7.03

DMS EHP7 for ECC

Content Server (Used for un-structured and structured documents)

TREX 7.1 (Auto-search/auto-fill)

SAP PLM

• Overview


PPM Basis Component Install

Component Install or separate instance

Pros Cons

Integration with ECC: No need to set

up ALE/RFC connections

System performance depending on

data and other functionality; the

performance can be higher in a

separate instance (Non-HANA)

No extra configuration for instance

pointers

Landscape is tied to ECC

upgrades. If separate instance

outages/upgrades can be done at

any time without impacting ECC.

No separate server hardware,

monitoring, and maintenance


PLM: SAP NetWeaver Business Client

It all starts with the new GUI for SAP NetWeaver® 7.4; much better than SAP GUI

With this, you do not need to deploy SAP GUI, as T-Codes can be added to the left navigation or tab for any older ECC transaction

Live reporting dashboards

Instant Excel extracts from most screens

Custom views


Document Management System (DMS)

DMS is the foundation of PLM

SAP Document Management system is the single source for documents in SAP PLM if an SAP-centric solution is the target. DMS is capable of storing Engineering drawings and reference documents.

SAP DMS system is integrated with CAD throughout the new Engineering Control Center and will have object links available for these objects across SAP modules. DMS utilizes the underlying content server to store the originals in SAP.

Work center is a document dashboard available to user. This one screen will provide much functionality and queuing to the users.

Quick search and advance search is available


Document Management System (DMS) (cont.)

Inbox for work Items is standard with workflow logging

Two Interfaces for DMS:

Document Browser: This application is available to all users for managing private

and public document folders. Expand and collapse document structure. Change or

create document on same screen.

Easy DMS: This application should be available to document Admins at minimum

for managing documents. Additional features of eDMS are offline access of

document and structure, Mass Check-in, drag and drop.

Document can have embedded viewer for design document visualization. Visual Viewer (VEG) can be used for design visualization and markup.


Engineering Control Center (ECTR)

ECTR: what is it?

It integrates easily with VEG

DMS & XML is the configuration setup

Which CAD systems will it be available for?

PTC Creo, CATIA 5, AutoCAD, NX, SolidWorks, Solid Edge

Universal Ribbon in the desktop CAD


Engineering Control Center (ECTR) (cont.)

Architecture summary (Plug in from third-party still required)


Engineering Change Record (ECR/ECO)

If DMS is the foundation of PLM, ECR is the building on top

Attributes at the header and item level can be added/removed using the

configuration

Implement validations on required fields (attributes) at each status transition

Navigation to the change objects from Engineering Record

Effectivity dates!

Integration with Business Context View (BCV) would give 360 view of change object upon selection. This helps in approval process to make decisions.


Engineering Change Record

Example of a ECR & ECO Status flow


Workflows Using Process Routes

Predefined process route steps

Decide to process individually or load from a template

Dynamic workflow

Ad hoc additions


Product Structure Synchronization (PSS)

Product Structure Synchronization is used to map source structure from one application area to another, such as Engineering to Manufacturing

Synchronization Unit created for source and target structure to reflect up-to-date data

Synchronization unit status gives quick info about the mBOM associated with the eBOM

If BOMS are in or not in alignment, it monitors and shows the structure synchronization and the conflict(s)

Resolving conflict using pre-defined, rule-based actions

Change Number can be used for BOM Synchronization


PSS: How Do Structures (E-BOM, M-BOM) Evolve Over Time?

Product Development

Manufacturing

ECN1 Valid to

MCN1 Valid to

ECN2

MCN2

Handover Handover


Portfolio and Project Management

Integrated to Product Development

NPDI Project Scheduling & Monitoring

HCM Integration & CATS Time tracking

PO integration via FICO internal orders or Project Systems

Actual project cost tracking with links to all ECR objects for product costing

RDS is available

Match PPM to your maturity of the PMO processes; it can grow with your company easily


PPM with PLM NPD Summary Process

SAP PLM

• Best Practices

• Lessons Learned

• Tips & Tricks


Lessons Learned: Data Conversion

Data conversion of in-flight documents, BOMs, projects should not be underestimated …

1. Start data cleansing ASAP

2. Archive old data if possible

3. Migrate non-WIP data early

The data conversion effort should start before the project kicks off

Plan to load data in several logical sets prior to go-live. Ensure a good delta process is maintained and tracked in the legacy system for new documents, BOMs, etc.


Data Conversion (cont.)

Additional steps for a successful data conversion:

Attribute Cleansing: delete or mark obsolete any attributes no longer required in

legacy systems

Come up with the mapping of new (if needed) Document Classification/Types

Agree to the age of the product/documents to be migrated

Post-blueprint (design), map the documents and attributes to SAP fields

Agree to a data conversion plan, including mock go-live and dry runs in the QA

system. QA system should match the production system in size and processing

power to reduce risk of timings and other errors not captured correctly.


Workflow Lessons

Clean up burdensome processes for approvals, e.g., if it takes 10 approvals to make a R&D part production-ready and 7 approvals for a $5,000,000 PO, you may want to look at that approval level

Avoid batch workflows; if you’re not reviewing each, why batch approve?

Avoid nested workflows, as these are too complex; keep it simple

Identify and assign a workflow business administrator

Use process routes and route templates where possible vs. hardcoding workflows. Sometimes, strict workflows are needed, but not always.

A process route can be changed/added to even when the workflow has already begun. A process route can be saved as template, which is a separate reusable object that provides basic functions that can be integrated into any application.


PLM Team

Have the team be full-time. For example, if a team member is too valuable to miss their daily job duties, that is the person you want assigned to the project as much as possible.

Make sure to include representatives and subject matter experts, one from each of these areas for the project:

• Marketing

• Purchasing

• Engineering

• PMO

• Finance

• Service

• Manufacturing/Operations


General PLM Project Lessons

Don’t go big bang; use the roadmap from earlier as a guide. You can pull items forward or push some out that you don’t need.

Start using the SAP solution in a meaningful way and retire the legacy system once you go-live

Do not try to run parallel production systems, as this puts strain on the business team and you risk have broken data in two systems. Fight through the bumps and do not be tempted to run parallel or roll back or you will never go forward from a legacy system.

Turn the legacy system to read-only at Go-Live


General Project Tips

Conduct a kick-off meeting to get everyone on the same page for the project. This should include the roadmap discovery sessions and each project and phase of deployment.

Have weekly and, if needed, daily project lead rhythm meetings; a project slips one day at a time

Get at least some training early for project team members before the blueprint of the project. This is a true project accelerator.


7 Key Points to Take Home

1. Start with a roadmap for the journey!

2. Cleanse and normalize your data, including documents; start now

3. Plan several data conversion dry runs & a mock go-live

4. Take advantage of the project re-engineer your processes and workflow approvals

5. Break up large projects into manageable chunks, e.g., DMS, ECR, PPM vs. going big bang

6. Don’t underestimate the effort of a PLM project

7. Don’t run parallel production systems post go-live

© 2015 SAP SE or an SAP affiliate company. All rights reserved.

Contact information:

John Koester

[email protected]

John Hoover

[email protected]

480-215-4935

Thank you.

Q & A

mailto:[email protected]

mailto:[email protected]

ectr w/nx and how molex is deploying plm & ppm ... - sapfm.sap.com/data/upload/files/11_molex...

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