Case Study: Waste Management
Recycling your Integration Landscape and
the Evolution of Middleware
October 16, 2012
Sang Peiris
Senior Director, Information Technology
Bryan Jones
Senior Manager, Information Technology
October 24, 2012 | 2
Table of contents
Overview of Waste Management
Business Transformation Drives Integration
The Middleware Journey
Process Evolution
Technology Evolution
People Evolution
What’s Next
Q&A
October 24, 2012 | 3
Waste Management Overview
Breadth & Scale
Fortune
45,000
Sample of Market Offerings
$13
u Traditional Collection & Disposal
200 EMPLOYEES BILLION
v Recycling - Paper, plastic, metals,
electronics, bulbs, batteries, etc.
1200 21,000 +22
Vehicles MILLION
w Green Energy – landfill-gas-to8.6
energy, pelletized fuel, etc.
CUSTOMERS
MILLION
735
95 M  Portfolio of Conversion
MW
REVENUE
GLOBAL OFFICES`
PRODUCED
THROUGH WASTE
BASED ENERGY
COLLECTION
& DISPOSAL
OPERATIONS
TONS
OF COMMODITIES
PROCESSED
Technologies – Process engineered
fuels, organics, ARC Reactor, etc.
Waste Management Strives to be a Leader in the Environmental Services Industry
October 24, 2012 | 4
Our customers span all possible market segments
Residential
• Individuals
and Families
• Home Owner
Associations
Public Sector
• Municipalities
• Federal & State
Governments
• Schools &
Universities
Commercial
Business
• Construction
• Healthcare
Organizations
• Commercial
Properties
• Manufacturing
and Industrial
Companies
• Food and Retail
Businesses
Customers are the core focus of Waste Management
October 24, 2012 | 5
There are several factors driving the need to transform
Changing
Market
• “Zero Waste” strategies
• Packaging & Technology
• Awareness & Sustainability
Transformation
Competitive
Landscape
The
Opportunity
•
•
•
•
Growth to be had
Efficiencies to be gained
Technology to be leveraged
Strength & financial
resources
• Challenges from nontraditional players
October 24, 2012 | 6
Business transformation is an evolutionary journey enabled by
middleware
SNEAKER NET
POINT-TO-POINT
PUBLISH/SUBSCRIBE
SOA
PROCESS MANAGEMENT
• Typically, an organization the size of Waste Management,
requires 5 to 8 years to evolve the middleware space
• We have challenged ourselves to drive middleware
enablement in a 3 to 5 year timespan
• Rapid evolution of middleware is required to support
business transformation needs
October 24, 2012 | 7
A clear definition of “Transformation” is a required first step
Business transformation is a change management initiative
that aligns an organization's people, process and technology
closely with its business strategy and vision.
The initiative aims to innovate new business strategies and
meet long-term objectives.
People, Process and Technology must evolve hand-in-hand to enable
transformation
Process Evolution
October 24, 2012 | 9
Process evolution: Current state customer setup process
requires the same information to be entered multiple times
1•
2•
ICR is required to search and rekey
customer service and quote information
multiple times in different systems
Manual Process
3•
Setup Coordinator
completes pre and post
quality checks
Data Entry Clerk then re-enters
all previously captured
information
AMP
RMC/CAS
Paper/Notes
Price
ezPay
Credit Approval
Credit Check
SFDC
Payment
Billing
Approvals
MAS
Search
2x-5x Data
GreenPages Serviceability Re-Entry
Check
Paper/Email
Documents
forwarded
All Data
Re-Entered
Paper/Email
Documents
forwarded
2
Phone Call
Customer
ICR/Sales
MAS
Quality Check
Welcome
Packet
Maps
1
•Service Agrmt
•Job Info Sheet
•Credit App
Setup
Coordinator
Review, Deliver,
& Service
3
•Service Agreement
•Job Info Sheet
Data Entry Rep
•Credit App
Operations
October 24, 2012 | 10
Integration, automation and validation utilizing webMethods
reduces the need for duplicate/triplicate data entry
1•
ICR can utilize a single point of entry to enter
customer setup and quote information
Setup Agent only enters a limited amount of data to
complete the setup process
Single Point of Entry
Phone Call
Customer
2•
SFDC
Siebel
Setup Agent
ICR/Sales
Automated
Data Transfer
GreenPages
Billing
Review &
Complete
Serviceability
Check
webMethods
Process Automation / Data Validation / Integration
Automated
Data
Transfer
MAS
Service Customer
Price
Credit Check
Payment
Master Data
AMP
RMC/CAS
ezPay
MDM
Operations
October 24, 2012 | 11
Value Lever Example: A Lean Six Sigma approach was leveraged
to capture business value
Pop Up 1
Add New Customer
2
4
Pop Up 3
Sales Information
5
7
Pop Up 5
Reason / Price
8
10
Pop Up 7
Contract / Segment
13
Screen 4
Routing Instructions
11
Capture
Service
Agreement
Screen 1
Biographical Info
Pop Up 4
Credit Information
Screen 5
Service Information
Pop Up 8
Sales / Service
Generate
Service
Agreement
3
Pop Up 2
Duplicate Check
6
Screen 2
Billing Information
9
12
Pop Up 6
Equipment Information
Screen 3
Comments / Instructions
Pre-Quality
Check
Setup
Data
Entry
Create
Cases
Post-Quality
Check
webMethods
Multiple MAS screens & Pop Ups
1
Determine
Pricing
Process Automation / Data Validation /
Integration
Create
Customer
Profile
Screen
BEFORE: Manually Enter 40-90 Fields
AFTER: Manually Enter 12 Fields
October 24, 2012 | 12
Business value defined: Measuring quantifiable savings was a
critical success factor – no one can deny numbers!
<1
Minute
System
SFDC
SFDC
AMP
AMP
SFDC
SFDC
SFDC
System
Improvements
5
Minute
AMP
MAS
2
Minute
No Change
Step
Time
Improved
Efficiency
3
Minutes
Manual
Eliminated
<1
Minute
Siebel
MAS
3
Minutes
Data Entry Clerk
8
Minutes
4
Minutes
MAS
MAS
MAS
MAS
Efficiency /
Effectiveness
Automation
4
Minutes
Real-time
Siebel
MAS
4
Minutes
Siebel
MAS
Post-Quality
Check
Data Entry
Clerks
2
Minutes
MAS
MAS
No Change
3
Minutes
Create
Cases
7 – 30 Day Delay
7
Minutes
Setup
Coordinator
Data
Entry
7 – 30 Day Delay
3
Minutes
Pre-Quality
Check
1-3 Hour Delay
Step
Time
Benefit
Driver
After
Generate
Service
Agreement
ICR / Inside Sales Rep
No Change
Before
Role
Capture
Service
Agreement
1-3 Hour Delay
Determine
Pricing
4-20 Hour Delay
Create
Customer
Profile
4
Minutes
The first release of webMethods has resulted in a 65% improvement in New
Customer Setup and a 12% improvement in Sales productivity
Technology Evolution
October 24, 2012 | 14
Create or Update Activity
SIEBEL
Send Activity
Get MAS ID
Acorn
MAS
Get Ticket ID
Get MAS ID
OCS
Send Agreement
publishContractEvents
publishQuoteEvents
Get Pricing Matrix Info
publishSvcReqEvents
Get Geocode
GIS
Get Ticket ID
Provide Caller Info
Upload Documents
Provide Caller Info
Upload Documents
eBusiness
Create/Update Location
getServiceAbilityInfo
Create/Update Account
Get Customer Info
Get Customer Account Info
Search Account
Send Payment Confirmation
Get Route Info
Get Customer Info
eRL
Get Pricing Info
Process Automation / Data Validation / Integration Send Opportunity
Get Customer Info
Get Contract Info
CCDB
Perform Address Validation
webMethods
sendCallerIdToCRM
Netezza
DB
AMP/PING
Get ZoneInfo
Merge / Unmerge Account
Fastlane
Get ServiceAbility
processZoneInfo
Perform Credit Check
processMsgRequest
validateAddress
SFDC
CAS
(Credit Check)
JADE
MDM
Documentation
October 24, 2012 | 15
Business Services provide an abstraction layer from end points
Façade Pattern
Orchestration Pattern
Bridge Pattern
Map
Source1
Enterprise Canonical
Worker Class1
Source2
MTOM
Source3
Map
Worker Class2
Business
Service
Map
Adapter Pattern
Canonical Model Pattern
Pub-Sub
Model Pattern
Map
Worker Class3
Target1
Service
Target2
Service
Target3
Service
October 24, 2012 | 16
Reusable integration patterns developed and made possible by
webMethods components
Notify Source
Svc
Remedy
Broker
Ack
Error Handling
Svc
Business
Source
Error
Handling
DB
Service
Map
SOAP Fault
Worker Class1
Target
Re-try
Suspend service
Re-tries exhausted
Check Heart beat
People Evolution
October 24, 2012 | 18
People evolution: End-to-end visibility and accountability will
take three or more steps to achieve
• Integration is a transaction with defined inputs and outputs
• Middleware is a black box and no visibility is available
• Integration is a process and at each step there is visibility to all
• Everyone understands all the details including all boundary
systems
• The process automation is architected by the middleware team
• Middleware owns the root cause analysis regardless of what
systems is broken
October 24, 2012 | 19
What’s next?
We have come a long way, but still have a lot to accomplish!
1. Canonical Based Services – True canonical based web
service rather than what’s just required to integrate two
system
2. Process Automation – End-to-end process automation with
true canonical based web services
3. Process Management – Instrumentation to proactively
manage and predict the behavior of a process
October 24, 2012 | 20
Questions & Answers
Thank you for attending