The Lawson Performance Review
(LPR)
Identifying quick wins and initiatives
to maximise the M3 implementation
Fuaad Buras
Professional Services Director
Presentation Aim
Update you on the LPR product which I launched
in the LUA UK 2010...
... Key Lessons / Messages from a number of customers
as a result of these M3 reviews
Presentation Content
Totalamber Changes...
5 minutes
The LPR Launch...
5 minutes
Recent LPR Examples...
10 minutes
Key Messages from LPRs conducted...
5 minutes
Q&A ...
5 minutes
We have changed as a business ...
WebQuarters®
Totalamber
Pillars
Software
Vendors
CoRE
Consultants
Totalamber
UNIT4 CoRE
Technology
Partners
Totalamber
Support Centre
Think
Clients
Totalamber
Lawson CoRE
Totalamber IFS
CoRE
Implement & Support
Replace
Productised Service Offerings
Market
Research
Products
& Services
Go To
Market
Workshops
& Webex
Onsite
Review
CBA
Proposal
Delivery
Account
Development
5
We have created a support centre ...
David Hartshorne
Director of Support
Services
Helpdesk
Administrator
System
Administrator






Technical
Consultant
Report Writer
Business
Analyst
Full time staff
Remote Support
Onsite Support
Systems Administration
SLAs
Working with vendors and users
6
Lawson Business Unit ...
Nick Devine
Director of Lawson
Services
Professional
Services
Sales Support
Totalamber Lawson
CoRE Team
Lawson
Pre-Sales
Market
Researcher
7
Presentation Content
Totalamber Developments ...
The LPR Launch...
Recent LPR Examples...
Key Messages from LPRs conducted...
Q&A ...
What is LPR?
LPR
The Lawson Performance Review (LPR) checks if M3 is configured
appropriately to meet the business needs – its strategy, processes and people.
 An impartial fit-gap assessment
 Roadmap for change – enhance, upgrade or re-evaluate
Typical LPR Structure:
One to two days on site (depending on scope / complexity)
One to two days write up
Half day Presentation & Agreeing Next Steps
M3 Landscape – Issues, Quick Wins & Initiatives
Business
 Business Development
 Project Mgt
 Manufacturing
 Services
 Fulfilment
 Logistics
 Finance
 Customer Service
 Quality Assurance
 Human Resources
Processes
LPR
BALANCING
ACT
Lawson
M3
 Market Strategy – Products / Services
 Customers Strategy
 Key Priorities
 Constraints
 Entities
 Performance Measures
 Local Culture
People
 Delivery Model – e.g. SaaS
 Modules
 Infrastructure
 Operating System
 Database
 Customisations
 Integration
 Information Reporting
 Languages
 Skill Sets
 Buy-in
 Roles &
Responsibilities
The LPR Layers
BUSINESS
Model
KPIs
Sites
Entities
Local
Regulations
Priorities
LPR Area
LPR Validation
(1) Business
Strategy
•Company Vision
•Market Strategy
•Functional Objectives
•Measures
(2) Interaction
Channels
PROCESSES
Departments
Policies
Procedures
Flows
Rules
Controls
PEOPLE
Culture
Roles
Skill sets
Training
Buy-in
Capacity
(3) People
(4) Business
processes
Hardware
Database
Information
Network
Support
•Buy-in
•Ownership
•Roles
•Structures
•Definition
•Documentation
•Rules
•Controls
(5) Information
Management
•Master Data
•Meta Data
•Reports
•Business Intelligence
(6) Integration
Management
•Process Integration
•Data Consolidation
•Legacy Interfacing
M3
Modules
•Customer Channels
•Employee Channels
•Supplier Channels
•Partner Channels
Score
The LPR Layers
BUSINESS
Model
KPIs
Sites
Entities
Local
Regulations
Priorities
PROCESSES
Departments
Policies
Procedures
Flows
Rules
Controls
PEOPLE
Culture
Roles
Skill sets
Training
Buy-in
Capacity
M3
Modules
Hardware
Database
Information
Network
Support
LPR Area
LPR Validation
(7) IT Strategy
Operating Models
IT Architecture
Hardware
Databases
Support Organisation
(8) Lawson ERP
Modules
Interaction Types
Users Profiles
Security Strategy
Technologies
Middleware
Data Architecture
Reporting Tools
Development
Configuration
Upgrade Path
Score
Customer Options
Enhance
Quick Wins
Simplify GUI
Smart Office
Search
Queries
Users Education
Hours/Days
Initiatives
Module Implementation
Documentation Mgt
Reporting Improvements
Technical Tuning
Process Streamlines
Weeks/Months
LPR
Upgrade
Define
Feasibility
Process
Plan
Governance
Re-evaluate
Set up
Hardware
Software
Database
Data
Business rules
Build & Test
Rollout
Configuration
Reports
Customisation
Integration
UAT
Training
Data Cutover
Live
Handholding
Requirements
Evaluation
Business
Process
Technical
People
Plans
RFI
RFP
Market Research
Demos
Selection
Due Diligence
Negotiations
Decision making
Communications
Support
Helpdesk
DR
Operations
Projects
New Joiners
Contractual
Terms &
conditions
Legal
Payment
Presentation Content
Totalamber Developments ...
The LPR Launch...
Recent LPR Examples...
Key Messages from LPRs conducted...
Q&A ...
How did the LPRs go?
Day 1
Met the business and IT managers / sponsors for an hour
Set up interviews (1 hour long) with each business key user / process
owner where we:
Asked about the processes and related issues
Checked the M3 configurations – check data / screens / outputs
Day 2
Highlighted potential alternative solutions – quick wins / initiatives
Documented the 20-30 quick wins and 4-8 initiatives with estimates and owners
Validated the quick wins and initiatives list with the business and IT sponsors
Day 3
Documented the final report giving improvement plan and costs
Present the full report to stakeholders
Commence improvements – quick wins / plan initiatives
LPR Output 1: Validation of AS-IS & TO-BE
“AS IS” – Understanding & Capturing the landscape
 Implemented M3 few years ago with promise to enhance usability after Go-Live
 Business changed since initial implementation – e.g. Becoming more project based
 No KPIs agreed – too many reports but little measurement and improvements
 Inconsistency of implementation between sites / regions (moving away from blueprint)
 No process flow, maps or docs
Business
 Very few people know how the
current system is set-up
 Teams working in silos
 Limited appreciation of process
and M3 touch points
Processes
Diamond
Methodology
People
 Key individuals left the
organisation
 No formal training was
provided to the workforce
 No up-to-date mods
documentation
 Difficulty in audit trail – back
tracking a process / data
Technology
 Limited level of confidence in
data / M3 – slave to system
 M3 is under utilised: 50%-65% of functionality is still unused
 Several major and relevant M3 modules & features not understood (e.g. MOM)
 Too many manual systems and interventions – spreadsheets and databases still used
 (Finance Controller) spends too much time consolidating data and filling gaps
“TO BE” – where the organisation needs to be with M3?
 Senior Sponsors – Introduce and cement the right management and culture (e.g. Project Oriented)
 M3 for new business model - Redefine and re-configure M3 to support new changes
 Measure & manage each business activities - Formalise KPI and link to new processes
 Regional capabilities - Group standards vs. Local site requirements
 Efficiencies - Streamline
processes between teams
Business
 Raise M3 Confidence - Raise team
awareness of what is available in M3
 Update guidelines – update
manuals to meet new approach
Processes
 Integrated Plan - Process to
manage a single plan detailing all
project activities
 Track project time - Time
recording policy and processes to
calculate true project costs
Diamond
Methodology
Technology
People
 M3 Training - full team and develop
tailored training sessions (2-3 hours
each session)
 Involvement – Get more people
involved in shaping M3 and its use
going forward
 Automation of integration - Automated feeds between M3 and external systems
 New Modules / Capabilities – Implement new capabilities to minimise manual
interventions (e.g. E-Invoicing)
 Shop Floor Data Capture - Implement the M3 data capture (touch screen)
LPR Output 2: Quick Wins & Initiatives Summaries
What?
Benefits?
How?
Effort? (Cost)
20 to 30 Quick wins / 4 to 8 initiatives
#
Quick Win
Quick Win Description
Implementation
Benefits
Set Up / Activities
1 Demand Planner Review of setup/config
– a number of to identify why these
(12) customers customers do not get
not coming
included from Sales
through
Statistics
Full, complete
Demand Planner
database to
support
forecasting
Investigate
Communicate
Correct
2 Email Orders via Ability to email order
email
confirmations through
appropriate
Streamserve setup
Improved
efficiency reduced
postage/stationery
costs.
Set up server /
Educate users /
Configure Email /
Test Script / Engage
supplier
TA Effort
Business
Priority
4 hrs
1
Total man-days
4 hrs
2
xx
LPR Output 3: Improvement Approach & Roadmap
We proposed two strands of work – (1) Quick Win Strand - to raise confidence and
improve M3 usability in the short term and (2) longer term Improvement Initiatives
Strand to implement necessary M3 functionality/modules (e.g. Upgrade Initiative)
Strand 1
“Improving M3 know-how / Raising user confidence / Simplifying processes / Implementing new functionality
 Quick Wins: Part 1
“Raising Confidence in M3”
Role-based Tailored Training
 Quick Wins: Part 2
“Streamlining Processes”
Process Definition
Strand 2
 Quick Wins: Part 3
Additional Quick Wins
(Based on priorities)
 Improvement
Initiatives
Review and plan M3 improvement Initiatives
Improvements Initiative
Kick off
(Based on priorities)
Everyone would benefit from an overall M3 presentation to show what is
possible and how best to navigate and simplify the M3 tool.
“Raising Confidence”
M3 Training – Tips & Tricks (3 hours)
Target Attendees: All M3 Users
Type: Presentation / Demo / hands-on
Aim: Raise Awareness / Confidence
Topics Covered:
“Raising Confidence in M3”
Role-based Tailored Training
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
Structure of M3 Workplace
Working with Workplace User Settings
Using the Navigator
Launching and working with M3 Content
M3 Companion
Working with User Personalisation
Defaults
Working with Basic Panel Functions
Working with the “P” Settings
Panel Sequences
Panel Actions
Working with Text Panels
Exercises
! A set of eight (3 hour) sessions would be scheduled to allow the users to book into a suitable slot
during week 1.
Overall Quick Wins & Initiatives Roadmap
1st Sep10
8th Sep10
15th Sep10
10th Oct10
16th Mar11
Project
Mobilisation
Quick Win
Part 1
Quick Win
Part 2
Quick Win
Part 3
Improvement
Initiatives
£1.5K
£3.9K
£4.1K
£7.8K
£17.5K
Total Investment: £34.8K
Presentation Content
Totalamber Developments ...
The LPR Launch...
Recent LPR Examples...
Key Messages from LPRs conducted...
Q&A ...
My Messages & Lessons...
1) Initial Implementation is not always perfect! – calibration is needed
2) User Training is not sufficient – targeted role/task based education is needed
3) M3 is not appreciated – not surprise because of the above two points factor
4) Key users need coaching and training – as key implementation personnel left
5) End to end process need streamlining to remove duplication and redundancy
6) Still too many spreadsheets and manual interventions
7) M3 support need to be enhanced to deal with business demands and expectations
8) Senior management and sponsors needed to secure improvement and M3 direction
9) M3 Inductions to new joiners is hardly given – so no wonder bad habits being picked up
Presentation Content
Totalamber Developments ...
The LPR Launch...
Recent LPR Examples...
Key Messages from LPRs conducted...
Q&A ...