MIS2 Group Presentation
Reporter : Group 4
Instructor: Dr. Celeste Ng
1
Group Members
1
971760 林鈺樺
6
971708 鍾其璟
2
971738 張佳惠
7
971736 范恕端
3
971747 陳玉珮
8
971731 顏漢軒
4
971714 卓知儀
9
961764 楊佳樺
5
971730 戴瑜廷
2
The Brose Group (1)
 Brose Group supplies windows,doors,seat adjusters,and
related products for more than 40 auto bands.
 Brose Group today employs more than 13,000 employees
at more than 51 location in 21 different countries.
 Brose hopes that relies on the science and technology, the
quality and the service, occupies the leading position in the
auto market.
 Brose use the SAP R/3,an ERP application licensed by SAP
that supports more bussiness process.Because the existing
information system were unable to support the company’
emering need.
(http://big5.51job.com/gate/big5/search.51job.com/hot/11498949,0.html)
971760林鈺樺
3
The Brose Group (2)
 To accomplish lean manufacturing, SAP has invented a business
process it calls JIS(Just In Sequence).JIS is extension of JIT(Just In
Time)
 JIS extends JIT so the parts not only arrive just in time,but also in
just the correct sequence.
(http://big5.51job.com/gate/big5/search.51job.com/hot/11498949,0.html)
http://www.youtube.com/user/brosegroup
4
ERP(Enterprise resource planning)
 ERP integrates internal and external management information
across an entire organization, finance/accounting,
manufacturing, sales and service, etc.
 ERP systems automate this activity with an integrated
software application.
 ERP advantages : immediately、Integration、foresighted
 Its purpose is to facilitate the flow of information between all
business functions inside the boundaries of the organization
and manage the connections to outside stakeholders
(http://tw.wrs.yahoo.com/_ylt=A8tUwYuTi.RNnGkABt5r1gt.;_ylu=X3oDMTE1cW9sbTg5BHNlYwNzcgRwb3MDNQRjb2xvA3R3
MQR2dGlkA1RXQzA3Ml8yODQ-/SIG=11jud5o5h/EXP=1306852371/**http%3a//wiki.mbalib.com/wiki/ERP)
5
SAP
 SAP R/3 is a well-known enterprise resource planning
(Enterprise Resource Planning, adoption of ERP) software
from Germany SAP company research.
http://www.youtube.com/watch?v=EO2Df1p_tcw
6
JIT(Just-In-Time)
 JIT is only when needed, only for the space required by the
required quantity and quality of the products needed for
production.(http://wiki.mbalib.com/zh-tw/JIT)
 JIT is a production, but the core inventory reduction, until
the realization of zero inventory.
(http://wiki.mbalib.com/zh-tw/JIT)
 While allowing the production smoothly. The idea is a
response to the logistics function, and JIT logistics
application, means the right to correct the number of
goods at the right time to the right place.
(http://wiki.mbalib.com/zh-tw/JIT)
7
JIS (Just-In-Sequence)
 JIS (Just-In-Sequence) in the JIT delivery system is
evolved on the basis of the forthcoming material good
order by the assembly to the production line.
( http://xyh95021.blog.163.com/blog/static/12879412520107310433324/)
 System requirements JIS supplier of production systems
and the equalization process.
( http://xyh95021.blog.163.com/blog/static/12879412520107310433324/)
8
Question 1
1-1 What kinds of data must Brose have in
order to provide JIS to its customers?
1-2.It cetainly needs a bill of materials
(BOM)for the items it produces.What other
categories of imformation will Brose need?
9
1-1 What kinds of data must Brose
have in order to provide JIS to its
customers?
Daily inventory status
Shipment processing load pickup and
delivery capacity
Packaging schedule
Distribution load situation
Distribution operations design
10
BOM
 BOM is a list of the raw materials, sub-assemblies,
intermediate assemblies, sub-components, components,
parts and the quantities of each needed to manufacture
an end product.
 It may be used for communication between
manufacturing partners,or confined to a single
manufacturing plant.
(http://wiki.mbalib.com/wiki/BOM)
11
1-2 It cetainly needs a bill of
materials (BOM)for the items it
produces.What other categories of
imformation will Brose need?
Human resource
Machine schedule
Production schedule
Production quantity
Product design
Production specification
12
According to the description on page 396,the
SAP system included applications for sales and
distribution,materials management,production
planning,quality management,and financial
accounting and control.Describe,in general
terms,features and functions of these
applications that are necessary to Provide JIS
971738張佳惠
13
 When an order proposal is made ,After approval by the
customer,the goods completed during the day would have been
shipped immediately to customers.
 The supplier delivers the components and parts to the
production line “just in time”and “just in sequence” to be
assembled
 For the JIS method to work, a number of requirements must be
fulfilled:
˙There must be dependable relationships and smooth
cooperation with suppliers.
˙The suppliers should be located near the company, with
dependable transportation available.
14
Sales and distribution (2)
JITD flow diagram
15
Zero Inventories: Maintaining a minimum level of
inventory as part of a goal to reduce costs and
increase profitability
Eliminate any waste: eliminate factor which lead
to unqualified materials.
Purchase only enough materials each day to meet
that days needs.
16
According how many buyer do we have,have to
arrange productive plan .
Produce units only as needed to meet actual
customers demand
To reduce WIP(Work In Process ) inventories
thorughout production system
To reduce manufacturing lead times, mainly
achieved by drastically reduce WIP
17
Eliminating waste:
 Overproduction- producing more than what is needed.
 Waiting time-the waste of machinery waiting time or idle time
 Transportation time-moving product but adds no value to
product.
 Unneeded processing- using the wrong process to do a job.
 Unnecessary Inventory-idle resources, occupy space and
increase cost
 Unnecessary Motion -waste of motion can be defined as
whatever time is spent not adding value to the product or
process
 Defective product – defect are a major source of waste in
manufacturing environments
18
Concentrates on quality including the purchase of
raw material.
To increase the supplier quality two methods are
used in a JIT system:
 supplier quality engineering (SQE) : evaluate supplier
capability, help suppliers develop process control, resolve
quality issues.
 receiving inspection (RI): provides an inspection service for
purchasing.
19
Financial and Accounting are most important to firm.
Most accounting systems focus on determining
product costs for inventory valuation.
Make information of product cost more correct
It is important to have cost entry
When JIT manufacturing systems come across to
accounting, it result in a low inventory holding costs.
Increase the profit of the firm, result in more attractive
financial statement to the end users.
20
The JIS concept is a process for optimizing
manufacturing processes by eliminating waste
This process should improve profits and return on
investments
This is done by reducing inventory levels, increasing
the inventory turnover rate, improving product
quality, reducing production and delivery lead times,
machine setup and equipment breakdowns
21
In the business progress, the control is important:
 Raw materials and components from suppliers
 Work in progress or part finished goods made within the
business
 Finished goods ready to dispatch to customers
To meet customer orders, product has to be available
from stock. Otherwise, this can lead to a loss of sales and
a damaged business reputation.This is sometimes called a
‘stock-out’.
22
Question 3
The Brose factory in Brazil produces more than
doors for General Motors. The factory must
coordinate the door orders with orders for
other products and orders from other
manufacturers. What kinds of IS are necessary
to provide such coordinated manufacturing
planning?
971747陳玉珮
23
What does coordinated
manufacturing planning mean?
coordinated: to organize an activity so that
the people involved in it work well together
and achieve a good result
manufacturing: the business or industry of
producing goods in large quantities in
factories, etc.
planning: the act or process of making plans
for something
http://zhidao.baidu.com/question/192312493.html?an=0&si=1
24
Material Requirements Planning
(1)
MRP is a production planning
and inventory control system used
to manage manufacturing processes.
Most MRP systems are software-based.
http://en.wikipedia.org/wiki/Material_requirements_planning
25
Material Requirements Planning
(2)
A MRP system is intended to simultaneously
meet three objectives:
Ensure materials are available
for production and products are available
for delivery to customers.
Maintain the lowest possible level of inventory.
Plan manufacturing activities, delivery schedules
and purchasing activities.
Back to MRP II
26
Manufacturing Resource Planning
(1)
MRP II is defined by APICS as a method for the
effective planning of all resources of a
manufacturing company.
APICS is a not-for-profit international education
organization. http://en.wikipedia.org/wiki/APICS
Addresses operational planning in units and
financial planning in dollars.
A simulation capability to answer "what-if"
questions and extension of closed-loop MRP.
http://en.wikipedia.org/wiki/Manufacturing_resource_planning
27
Manufacturing Resource Planning
(2)
Not exclusively a software function, but a
marriage of people skills, dedication to data
base accuracy, and computer resources.
MRP II systems provide:
Better control of inventories
Improved scheduling
Productive relationships with suppliers
28
Manufacturing Resource Planning
(3)
Benefits:
Improved design control
Better quality and quality control
Reduced working capital for inventory
Improved cash flow through quicker deliveries
Accurate inventory records
29
Manufacturing Execution Systems
(1)
MES are information technology systems
that manage manufacturing operations in
factories.
Originated from data collection systems.
A wide variety of systems arose using
collected data for a dedicated purpose.
http://en.wikipedia.org/wiki/Manufacturing_Execution_Systems
30
Manufacturing Execution Systems
(2)
 International standards and models include:
Management of product definitions
Management of resources
Scheduling (production processes)
Dispatching production orders
Execution of production orders
Collection of production data
Production performance analysis
Production Track & Trace
31
Manufacturing Execution Systems
(3)
Benefits:
Connect the enterprise to the plant for greater
visibility and control
Reduce lead time and manufacturing costs
Increase production throughput and product
quality
Reduce efforts involved in compliance and
governance
http://global.wonderware.com/EN/Pages/WonderwareManufacturingExecutionSystem.aspx
32
Comparison of MRPII and MES
MRPII
MES
Human
X
X
Better Quality Control
O
O
Save Time
O
O
Reduce Cost
O
O
Real Time Information
O
O
33
Question 4
Brazilians speak Portuguese, workers in the
United States speak English and Spanish, and
personnel at the Brose headquarters speak
German. Summarize challenges to Brose and
SAP Consulting when implementing a system
for users who speak four different languages
and live in (at least) four different cultures.
34
The challenges to Brose and SAP
Consulting when implementing a system
(1)
People Communication
Inconvenience to communicate because users
speak four different languages.
Difficulties in education and training employees
because the materials need to be prepared in the
four languages.
35
The challenges to Brose and SAP
Consulting when implementing a system
(2)
Culture difference in thinking
Difficulties to understand information raise the
barrier to cooperate.
Difficulties to integrate all the information into
what users need.
Different company culture and process cause
conflict.
36
The challenges to Brose and SAP
Consulting when implementing a system
(3)
Time differences
When New York, U.S.A is 12:00 p.m., Brasilia,
Brazil is 1:00 a.m. and Berlin, Germany is 6:00 a.m..
If unexpected situations happened, the staff can
not discuss in the same place together.
37
Question 5
Visit http://sap.com/industries/automotive and
investigate SAP for Automotive with JIS.
5-1 What features and functions does this product
have that standard SAP R/3 does not have?
5-2 What advantages does SAP obtain by creating
and licensing this product?
5-3 What advantages do SAP’s customers obtain
from this product?
971714卓知儀
38
Why SAP need to create the “SAP
for Automotive”?
Cars are highly complex industrial products,
manufactured by highly complex companies
with networks that span the entire world.
The automotive industry has complex
business processes ranging from design,
development, manufacturing to sales and
service.
39
5-1 What features and functions does this product
have that standard SAP R/3 does not have?
Flexible Manufacturing Technology (FMT)
Produce different types of products on the same
production line
Can be individually tailored for customers
Just-in-Sequence (JIS)
JIS extends JIT so that parts not only arrive just in
time, but also arrive in just the correct sequence
Reduced cycle time and inventory
40
5-2 What advantages does SAP obtain by
creating and licensing this product?
Get new customers
Different products can attract different customers
Increase market share
Increase income
Increase customer satisfaction
41
5-3 What advantages do SAP’s customers
obtain from this product? (1)
Improve efficiency
Manage and control costs, improve quality,
improve profit margins, reduce cycle time and
inventory.
Reduce risk
Give real-time information and early warning of
shifts in demand, customer requirements, and
economic conditions.
42
5-3 What advantages do SAP’s customers
obtain from this product? (2)
Faster time to market
Accelerate time to market by enhancing
communication, improving collaboration design
over the product life cycle.
Increase sales
Anticipate and adapt to market needs, identify
new business opportunities, and explore new
ways to grow market share, revenues, and profits.
43
5-3 What advantages do SAP’s customers
obtain from this product? (3)
Enhanced aftermarket service
With SAP solutions, you can understand customer
needs, enhance customer service.
Improved supply chain management
Locate-to-order, make-to-order, and make-tostock processes provide insights into demand,
inventory, and capacity – enabling you to respond
to customer needs.
44
5-3 What advantages do SAP’s customers
obtain from this product? (4)
Increased visibility and control
Advanced analytics allow you to identify precisely
where you're incurring product and production
costs, enabling you to increase efficiencies across
all assets.
Lower total cost of ownership
Reduces total cost by providing best-of-breed
functionality and eliminating the need for the
costly interfaces required by point solutions.
45
5-3 What advantages do SAP’s customers
obtain from this product? (5)
Expanded reach
Manage the entire value chain, communicating
through enterprise portals and enabling global
collaboration among employees, partners, and
customers.
46
Question 6
6-1 Brose seeks to provide JIS to its customers.
Does this goal necessitate that Brose suppliers
provide JIS to Brose?
6-2 What can Brose do if suppliers do not
provide such service?
6-3 Is there any reason why Brose would not
want then to provide such service?
971730戴瑜廷
47
6-1 Does this goal necessitate that
Brose suppliers provide JIS to Brose?
Yes, Brose’s suppliers necessitate to provide
JIS to Brose, too.
The reason is:
Inter-enterprise Integration can increase
enterprise’s profit efficiently.
Services relate to JIS that Brose provide to
customers need Brose Suppliers’ support.
48
How can inter-enterprise Integration
increase enterprise’s profit?
 The goal of only maximizing company profits can
sometimes lead to conflict between stages of a supply
chain.
 For example: One manufacturer force their suppliers to
hold part inventory, so they don`t need to raise money
for their inventory. But if do so, suppliers have to raise the
price they sell to manufacturer. That manufacturer
doesn`t increase its own profits efficiently.
 Each organization integrate with each other and operate
at less than its own maximum profitability will let
profitability of supply chain increase.
49
Source: Chopra, S. & Meindl, P. (2004), Supply Chain Management (3rd ed. ), Pearson
What Suppliers’ support does Brose
need?
 quality constant ─ JIS implicitly assumes that input parts
quality remains constant over time.
 suppliers should help to improve their processes to reduce variation.
 Total Quality Control (TQL) should be implement.
 price stability ─ JIS implicitly assumes a level of input price
stability that obviates the need to buy parts in advance of
price rises.
 Supply Stability ─ Supplier should provide part stability to its
customers.
 Frequent deliveries ─ shipments of the same part can come in
several times per day.
 Frequent deliveries will reduce lead time.
Source: Wikipedia, http://en.wikipedia.org/wiki/Just_In_Time_(business), Data
Accessed 2011/5/27
50
6-2 What can Brose do if suppliers
do not provide such service?
To make suppliers provide JIS to Brose, Brose
have to construct close suppliers relationship.
Close suppliers relationship base on:
 long-term contract with supplier
 Information sharing
 Eliminated multiple suppliers
Source: 劉文良(2008)，供應鏈管理。基峰資訊。
51
Supplier Relationship
Aspect
Adversary
(In competitive relationship)
Partner
(In close relationship)
Number of suppliers
Many ; play one off against the
others
One or a few
Length of relationship May be brief
Long-term
Low price
Major consideration
Moderately important
Reliability
May not be high
High
Openness
Low
High
Quality
May be unreliable; buyer inspects
At the source; vendor
certified
Volume of business
May be low due to many suppliers High
Flexibility
Relatively low
Relatively high
Location
Widely dispersed
Nearness is important for
short lead times and
quick service
Source: Stevenson(2009), Operations Management(10th ed. ), McGraw Hill
52
Supplier Relationship
Take Toyota and its suppliers for example of
Close suppliers relationship :
 Toyota uses this long-term relationship to send
Toyota staff to help suppliers improve their processes.
 These interventions have been going on for twenty
years
 The relationship have created a more reliable supply
chain, improved margins for Toyota and suppliers,
and lowered prices for customers.
53
6-3 Is there any reason why Brose
would not want them to provide JIS?
No, the reason is:
The business in the same supply chain will reduce
their cost separately if they provide JIS.
If the whole supply chain provide JIS, the final
product`s price will be more competitive.
The whole supply chain will manufacture more
efficiently.
54
Brose Supplier requirements (1)
Suppliers to the Brose Group have to fulfill the
following requirements:
 Oriented to world market and capable of supplying all of
Brose's international locations
 Highly competitive in terms of price, supply reliability and
flexibility
 Determined to save costs and to provide price
transparency as well to increase productivity
 Innovation-driven, intent on continuous product and
process improvement
 Capable of producing prototypes
 Compliant with Brose purchasing terms
55
Brose Supplier requirements (2)
 Focused on zero defect principle with all deliveries
 Compliant with all current quality requirements
 Capable of updating data in the International Material
Data System (IMDS)
 Capable of IT-enabled data management (e.g. EDI)
compatible with the Brose organization
To establish contacts with Brose, the first step is to
submit a supplier application. If we decide that we
need your products or services, we will get in touch
with you.
56
Source: Brose, http://www.brose.net/ww/en/pub/purchasing.htm, Data Accessed 2011/5/27
Question 7
Describe three specific way that Brose`s
investment in SAP will help it survive the
automotive crisis.
971708鍾其璟
57
Introduction of the auto crisis
The auto industry can produce 90 million
autos in 2009, but the demand was only 65
million autos in 2008.
The auto industry analysts estimate demand
of auto will fall further.
58
The reason cause the auto crisis and
its influence on Brose
 environmental protection
 The auto`s exhaust will cause global warming.
 Brose should develop the better process to reduce its pollution.
 energy resources
 Petroleum is getting less and less.
 Brose should develop different process to avoid consuming large
quantities of oil.
 Consuming too much energy
 The auto consumes petroleum too much and petroleum is getting
more expensive.
 Brose should develop more eco-friendly and lighter product to make
auto consume less energy.
59
Brose`s strategy against the auto crisis
Brose seek to have a long-term partnership
with the automakers.
Why do they think so?
Because the customer(automaker) is the
reason that Brose exists.
60
Three ways that Brose`s investment in
SAP help it survive the automotive crisis
Customer Relationship Management(CRM)
 a long-term partnership with the automakers
Human resource management (HRM)
 To do the best Inside organization
Supply Chain Management(SCM)
 The whole Supply Chain integrate to maximize the profit
61
Introduction of Customer Relationship
Management
CRM helps companies acquire and retain customers,
gain marketing and customer insight.
(Wiki, http://en.wikipedia.org/wiki/SAP_AG)
CRM also increases revenues through better sales
and marketing performances.
CRM manages client relationships and increase their
loyalty through better, and more personal service.
62
Customer Relationship Management
software
 Analyzing Customer Data：
 Data Mining
– to find some important hiding message for example
customer`s habit
 Identifying Best Customers
– to make the best profit
63
Introduction of Human resource
management

HRM helps companies to let the most suitable people to do
the fittest job according to employee`s ability to arrange
job vacancy for them to make the companies best profit.
(Wiki, http://en.wikipedia.org/wiki/Human_resource_management)

HRM could be supportive of the organization by various
function：

skills management , employee benefits administration,
personnel cost planning, performance appraisal and so
on.
(Wiki, http://en.wikipedia.org/wiki/Human_resource_management)
64
What Human resource
management can do?
Skills management can train the employees to let their
skills match job roles require.
Employee benefits administration helps companies to
attract and retain the best employees.
Personnel cost planning helps companies to minimize
the personnel cost.
Performance appraisal rewards staff for good
performance to motivate employees for better
performance and make staff for bad performance
being alert.
65
Introduction of Supply Chain
Management
Supply chain Management could integrate
management of supply and demand by collaborative
planning, forecasting and replenishment.
SCM helps companies with the process of resourcing
its manufacturing and service processes.
(Wiki, http://en.wikipedia.org/wiki/SAP_AG)
SCM deals with linking the organizations within the
supply chain by sharing information in order to meet
demand across the chain as efficiently as possible.
66
What supply chain management
can do?
 To gain efficiencies from procurement, distribution and
logistics
 To make outsourcing more efficient
 To increase competitiveness from shorter development
times, more new products, and demand for more
customization
 To reduce transportation costs of inventories
 To meet the new challenges from e-commerce
 To meet the challenge of globalization and longer supply
chains
 To manage the inventories needed across the supply chain
67
Question 8
Describe the ERP system implementation
methodology provided by SAP
971736范恕端
68
SAP Implementation
Methodology
ASAP Implementation Roadmap
1.http://www.r3now.com/literature/ASAPOverview.pdf
2.https://service.sap.com/~form/sapnet?_SHORTKEY=01100035870000725253&_SC
ENARIO=01100035870000000202& (Need to account)
69
Phase1:Project Preparation (1)
1. Design and initially staff the SAP
TSO(Technical Support Organization)
TSO is the organization that is charged with
addressing, designing, implementing and
supporting the SAP solution.
The focus should be at staffing the key positions of
the TSO. E.g:
(1) The high-level project team - Much people
work together towards the implementation of SAP.
70
Phase1:Project Preparation (2)
(2) Senior database administrator - A person
responsible for the design, implementation,
maintenance and repair of an organization‘s
database.
(3) The solution architect - Take ownership of a
particular solution offering.
2. Craft solution vision
The main focus within the vision should be on the
company ’s core business and how the SAP
solution will better.
71
Phase2:Business Blueprint (1)
 1. Perform cost of ownership analysis
To determine how to get the best business solution at
the lowest costs.
 2. Identify high availability and disaster recovery
requirements
To plan what to do with later downtime of the SAP
system, caused by e.g:
(1) Hardware failures
(2) Application failures
(3) Power outages
72
Phase2:Business Blueprint (2)
• 3. Engage SAP solution stack vendors
To select the best SAP hardware and software
technology partners for all layers.
SAP solution stack included:
(1) SAP Application Layer
(2) Database Layer
(3) OS Layer
(4) Disk Subsystem Layer
(5) Server Layer
(6) Data Center Layer
73
Phase2:Business Blueprint (3)
4. Develop Technical Support Organization
The organization should develop the bulk of the
TSO.
To fill the positions that directly support the nearterm objectives of the implementation.
74
Phase2:Business Blueprint (4)
5. Execute Training
Below of these people need to acquire the
required SAP knowledge and skills through
training.
(1) SAP Network Specialists - A person responsible
for the maintenance of computer hardware and
software that comprises a computer network.
(2) SAP Database Administrators - A person
responsible for the design, implementation,
maintenance and repair of SAP's database.
75
Phase2:Business Blueprint (5)
(3) SAP Security specialists - prevents unauthorized
persons from having access to business information.
(4) Documentation specialists - Develop technical
publication include user guides, installation manuals,
and troubleshooting/repair/replace procedures.
(5) End-users - An end-user as the person who uses
a SAP system.
76
Phase2:Business Blueprint (6)
6. Setup SAP data center
To build a new data center facility or transform the
current data center into a foundation capable of
supporting the SAP solution stack.
7. Perform installations
 To install the required SAP software parts which
are called components and technological
foundations like a:
(1)web application server
(2)enterprise portals
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Phase2:Business Blueprint (7)
8. Round out support for SAP
Before moving into the next phase, the
organization should identify and develop the
remaining TSO roles.
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Phase3:Realization (1)
1. Address change management
To develop a planned approach to the changes the
organization faces.
To maximize the collective efforts of all people
involved in the change.
It is most important to create a solid project team
dedicated to change management.
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Phase3:Realization (2)
2. SAP systems and operations management
Creating a SAP operations manual and evaluating
SAP management applications.
The manual is a collection of:
(1) Current state system documentation
(2) Regularly scheduled operations tasks
(3) Various installation and operations checklists
(4) How-to process documents
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Phase3:Realization (3)
3. Functional, integration and regression
testing
Important types of testing are:
(1) Regression testing - Rerunning previously run
tests.
(2) Integration testing - The phase in software
testing in which individual software modules are
combined and tested as a group.
(3) Functional testing - a set of conditions or
variables under which a tester will determine if a
certain business process works.
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Phase4:Final Preparation
• 1. Prepare for cutover
 The organization needs to plan, prepare and
execute the cutover.
 Examples of cutover tasks are:
(1) Review and update all systems-related operations
procedures.
(2) Assign ownership of SAP’s functional processes to
individuals.
(3) Let SAP AG do a GoingLive check.
(4) Don’t make any more changes to the SAP system.
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Phase5:Go Live & Support
1. Go live
Go-live means to turn on the SAP system for the
end-users and to obtain feedback on the solution.
83
Question 9
Describe the ERP system implementation
methodology provided by Oracle for EBusiness Suite
971731顏漢軒
84
Application Implementation
Method
This is a depiction of the A.I.M. methodology
life cycle:
85
Processes of implementation (1)
1. Business Process Architecture :
Define Business and Process Strategy
Develop Future Process Model
2. Business Requirement Definition
Identify Current Financial and Operating
Structure
Identify Business Availability Requirements
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Processes of implementation (2)
3. Business Requirements Mapping
Map Business requirements
Define Applications Setup
4. Application and Technical Architecture
Define Architecture Requirements and
Strategy
Define Application Deployment Plan
87
Processes of implementation (3)
5. Build and Module Design
Define Application Extension Strategy
Create Database extensions
6. Data Conversion
Define data conversion requirements and
strategy
Convert and verify data
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Processes of implementation (4)
7. Documentation
Define documentation requirements and
strategy
Define Documentation standards and
procedures
8. Business System Testing
Define testing requirements and strategy
Perform system test
89
Processes of implementation (5)
9. Performance Testing
Define Performance Testing Strategy
Execute Performance Test
10. Adoption and Learning
Conduct User Learning Events
Conduct Effectiveness Assessment
90
Processes of implementation (6)
11. Production Migration
Maintain System
Propose Future Technical Direction
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Phases of A.I.M (1)
A. Definition:
 During this phase ,we plan the project ,review the
organization’s business objectives.
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Phases of A.I.M (2)
B. Operations Analysis:
The project team develops the business
requirement scenarios based on deliverable
drawn out of the definition stages
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Phases of A.I.M (3)
C. Solution Design:
The purpose of the solution design is to develop
the detailed design to meet the future business
requirements.
94
Phases of A.I.M (4)
D. Build:
The coding and testing of all customizations, data
conversions and interfaces are done in this phase.
95
Phases of A.I.M (5)
E. Transition:
During transition,the project team deploys the
new system into the organization
96
Phases of A.I.M (6)
F. Production:
It marks the last phase of the implementation
and the beginning of system support cycle.
97
Question 10
Describe the ERP system
implementation methodology provided
by Oracle for PeopleSoft Enterprise
961764楊佳樺
98
Oracle for PeopleSoft Enterprise
Implementation Methodology
Computerized Operation
and
Management Process
Improvement
• Standard Operation
Process Walkthrough
• Conference Room
Pilot
• Customization
Phase 4-1
Phase 1
Phase 2
Phase 3
Solution
Operation
Implementation
Design
Analysis
Strategy
• Implementation the • Training
• Business
Strategy
• Operation Analysis Requirement
Mapping
• Implementation the
project organization
• Configuration
and planning
• Standard Operation
• Kick-Off Meeting
Process
• Customization Scope
Build
Phase 4-2
Documentati
on
• Customer
Documentation
Phase 5
Phase 6
Transit
On-Production
• End User Training • Production
• End User
• Post Support
Conference Room
Pilot
• Data Preparation
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Phase 1 Implementation Strategy
In the Implementation Strategy phase of implementation project
planning and project team composition is conducted.
The necessary project environment, sources and infrastructure
are designed and planned.
There are two main parts in this phase:
 Currently Based Business & Data Conversion
Complete business analysis of current business flow such as sales,
procurement, accounting and manufacturing, and data conversion
requirements are studied in this phase.
 Key User Training
In the end in the phase project team members are trained about
the ERP package.
100
Phase 2 Operation Analysis (1)
Business requirement are analyzed and system mapping
to fit requirements with ERP package is carried out.
 Future Process Model & Business Requirements Scenarios
Future process mapping is created in order to represent all
business processes on the new system.
 Reporting Requirements
Reporting needs of organization is studies and decisions on
how these requirements will be held are made.
These reports can involve monthly sales reports or invoices.
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Phase 2 Operation Analysis (2)
 Information access model
This model represents a structure for definition of system
users within the organization. This indicates who will access
which module or responsibilities.
 Application architecture
Application architecture represents overall module
integration with other systems.
 Transition strategy
The strategy for transition to new system is studied and rick
and contingency plans are executed in this phase.
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Phase 3
Solution Design
In this phase test environment is arranged and data
conversion need are analyzed.
 Application set-up
Definition lists are prepared and the application test setup is
done according to operational analysis phase is done in
solution design phase.
 Conversion environment
The conversion requirements of old system are analyzed and
conversion environment is prepared.
 Conversion data mapping
According to conversion requirements data mapping is held
by technical team for data mapping between the ERP system
and the conversion data.
103
Phase 4-1
Build
In this phase complete tests for application, data
conversion, integration and customization are carried out.
 Test/Live installation
Key users and consultants perform unit and system test
in this phase. At the end of the phase complete working
system is delivered when the necessary system,
customization and integration tests are completed.
 Transition & contingency plan
transition plans, which include time lines and needs for
smooth transition, and contingency plans for rick
assessment are conducted and reviewed.
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Phase 4-2 Documentation
Project team of Oracle ERP create the test environment and
process function; meanwhile, customers can finish
reference of document to support follow-up of system online by consultancy company.
 Configuration Setup Documentation
 System Operation Procedure Manual
 End-User Operation Manual
105
Phase 5
Transit
Completion of build phase successfully allows transition phase to
begin.
 Production environment
Production environment is completed by the technical team.
 Set-up applications
Set ups for production environment is completed by key user and
consultants.
 End-user training
End-user training are held by key users in accordance with business
requirement mapping of the system held in operational analysis
phase.
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Phase 6
On-Production
This phase begins with usage of the system. In this phase
information technology personnel and key user work as help desk
for all system users. In this phase organizations usually get
consultant support for problems. This phase is usually composed
of refinement and measurement activities.
 Go-live
This is starting point of system usage in daily operation of
organization. In the early stages, consultants provide help for
users.
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Oracle Customer Snapshot
for PeopleSoft in Taiwan (1)
Challenges
• Install a global human resources (HR) management system to
replace Microsoft Office and disparate local packages used by
subsidiaries.
• Avoid the need for managers to e-mail subsidiaries to collect
information on their HR plans, which was particularly timeconsuming for managers responsible for multiple locations.
• Support frequent organizational changes such as the addition of
new business units, which require changes to HR planning.
• Eliminate paper-based performance evaluation and allow
colleagues to rate each other’s performances.
• Expand the range of available HR reports.
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Oracle Customer Snapshot
for PeopleSoft in Taiwan (2)
Solution
•
Adopted Oracle’s PeopleSoft Human Resources as its global HR platform, which
supports multiple languages, home offices, and mobile staff.
•
Supported multilevel approval for HR managements required by Taiwanese
companies.
•
Improved performance management by aligning strategic goals with key
performance indicators; for example the objectives of each department can be
allocated to individual staff members.
•
Provided senior managers with a complete view of performance across the group,
enabling them to make informed decisions about staff levels and HR costs across its
design, manufacturing, and marketing business units.
•
Enabled online approvals for procedures such as job transfers, promotions, and
biannual performance reviews, so staff receive faster feedback on their job status
and performance.
•
Gave managers online access to HR-related information and reports without the
need to call on the HR service department for assistance.
•
Reduced the amount of paper consumed by the HR tea.
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