R EALIZING V ALUE T HROUGH ERP 5 K EY S TRATEGIES TO D RIVE B USINESS P ROCESS I MPROVEMENT P r e s e n t e d b y J e f f C a r r & R i c h S i d e s u l t r a c o n s u l t a n t s . c o m
B EFORE WE WE BEGIN … 5 K EY S TRATEGIES TO D RIVE B USINESS P ROCESS I MPROVEMENT u l t r a c o n s u l t a n t s . c o m
Q UESTIONS ? P l e a s e u s e t h e c h a t f e a t u r e u l t r a c o n s u l t a n t s . c o m
U LT R A C O N S U LTA N T S Helping organizations select the right technology, improve business performance, and manage their transformation Fou n d e d in 1 9 9 4 Clie nts T h rou ghout N or th Ame r ica 1 0 0 % Ve n d or In d e p e nd ent Focu s e d on Ma n u fa ctur ing a n d Distribution Ove r 3 0 0 S u cce s sfu l Proje cts u l t r a c o n s u l t a n t s . c o m u l t r a c o n s u l t a n t s . c o m u l t r a c o n s u l t a n t s . c o m
J EFF C ARR ARR C H I E F E X E C U T I V E O F F I C E R , U L T R A C O N S U L T A N T S • CEO and Founder • Extensive industry experience: distribution and manufacturing • Served over 1000 manufacturing and distribution companies • Author of industry leading enterprise technology insights • Founded Ultra in 1994 Jeff has OVER ER 40 40 YE IENCE in manufacturing and technology. He is a LE ON E NTERPRIS YEARS OF OF EXP EXPERIE LEADIN ING EXP EXPERT ON ISE TE TECHNOLOGY vendors and Enterprise Systems best practices. u l t r a c o n s u l t a n t s . c o m
R ICHARD S IDES C H I E F O P E R A T I O N S O F F I C E R , U L T R A C O N S U L T A N T S • Operational, management consulting, ERP system implementation, senior executive roles • Process, food & beverage and discrete manufacturing • Developing IT strategies, designing production and inventory systems, implementing business process improvements Rich has OVER ER 25 25 YE IENCE in manufacturing and technology industry as a SEN TIVE within manufacturing, YEARS OF OF EXP EXPERIE ENIO IOR EXE EXECUTIV management consulting, and the software industries. u l t r a c o n s u l t a n t s . c o m u l t r a c o n s u l t a n t s . c o m
Agenda • “The How To” of Evaluating a Company • Real World Examples • What’s Key to Consider During Acquisition? u l t r a c o n s u l t a n t s . c o m
8 T HE “H OW T O ” OF E VALUATING A C OMPANY u l t r a c o n s u l t a n t s . c o m u l t r a c o n s u l t a n t s . c o m
E VALUATE THE B USINESS P ROCESSES • Document a systems context diagram • Build a current state maps • Level 0 – value stream of processes • Level 1 – integration • Level 2 map – shows the integration points, waste and redundancies • Identify opportunities for improvement • Allow us to clearly see issues in an enterprise wide system u l t r a c o n s u l t a n t s . c o m u l t r a c o n s u l t a n t s . c o m
C URRENT S TATE A NALYSIS Cu Current State e Revie views • Process Owners and Teams • Process Review Workshops Do Document Cu Current t State • Level 0: Business Model & Value Streams • Level 1: Business Process Inventory • Level 2: Functional Process Flows u l t r a c o n s u l t a n t s . c o m u l t r a c o n s u l t a n t s . c o m
C URRENT S TATE A NALYSIS Cu Current State e Revie views • Process Owners and Teams • Process Review Workshops Do Document Cu Current t State • Level 0: Business Model & Value Streams • Level 1: Business Process Inventory • Level 2: Functional Process Flows u l t r a c o n s u l t a n t s . c o m u l t r a c o n s u l t a n t s . c o m
C URRENT S TATE A NALYSIS Cu Current State e Revie views • Process Owners and Teams • Process Review Workshops Do Document Cu Current t State • Level 0: Business Model & Value Streams • Level 1: Business Process Inventory • Level 2: Functional Process Flows u l t r a c o n s u l t a n t s . c o m u l t r a c o n s u l t a n t s . c o m
C URRENT S TATE A NALYSIS Cu Current State e Revie views • Process Owners and Teams • Process Review Workshops Do Document Cu Current t State • Level 0: Business Model & Value Streams • Level 1: Business Process Inventory • Level 2: Functional Process Flows u l t r a c o n s u l t a n t s . c o m u l t r a c o n s u l t a n t s . c o m
M ORE THAN “ TRANSACTIONAL EFFICIENCY ” Typic ical l Oper erational l Im Improvemen ent t Areas • Inventory • Planning • Scheduling • Forecasting u l t r a c o n s u l t a n t s . c o m u l t r a c o n s u l t a n t s . c o m
M ORE THAN “ TRANSACTIONAL EFFICIENCY ” Typic ical l Oper erational l Im Improvemen ent t Areas • Inventory • Planning • Scheduling • Forecasting u l t r a c o n s u l t a n t s . c o m u l t r a c o n s u l t a n t s . c o m
B USINESS P ROCESS M ATURITY Why analyze your current state? • Understand the issues and opportunities • Address needs for change • Inventory all processes and data • Compare to best practices • Assess business process maturity u l t r a c o n s u l t a n t s . c o m u l t r a c o n s u l t a n t s . c o m
B USINESS P ROCESS M ANAGEMENT u l t r a c o n s u l t a n t s . c o m
E VALUATE BUSINESS PROCESS MATURITY Process - Technology - Culture Capability Maturity u l t r a c o n s u l t a n t s . c o m u l t r a c o n s u l t a n t s . c o m
C APABILITY M ATURITY D EFINITION S UMMARY u l t r a c o n s u l t a n t s . c o m u l t r a c o n s u l t a n t s . c o m
P ROCESS C APABILITY M ATURITY M ODEL (CMMI) Process performance continually improved through Level 5 – Optimizing incremental and innovative technological improvements. Processes are controlled using statistical and other Level 4 – Quantitatively Managed quantitative techniques. Processes are well characterized and understood. Processes, Level 3 – Defined standards, procedures, tools, etc. are defined at the organizational level. Proactive. Processes are planned, documented, performed, monitored, and Level 2 – Managed controlled at the individual process level. Processes are unpredictable, poorly controlled, reactive. Level 1 – Ad-Hoc u l t r a c o n s u l t a n t s . c o m
L OOKING D EEPER • Manufacturer of truck accessories to OEM, aftermarket • Best in Class vs. Current State Gap Identification u l t r a c o n s u l t a n t s . c o m u l t r a c o n s u l t a n t s . c o m
H OW DO YOU STACK UP AT THE STARTING GATE ? Yo u v s . U l t ra C l i e nt s Summary 2.50 • You are in good shape at starting line 2.00 • Pro-active discussion & 1.50 planning at forefront 1.00 • Open minded to 0.50 change; engaged in alternative thinking & 0.00 approaches Leadership Process / Culture Technology Resources 14 Ultra Comparitive Clients DeeZee • Comparative Analysis Industries • • 14 Ultra Clients Distribution – 6 • Manufacturing – 8 u l t r a c o n s u l t a n t s . c o m 22
L EADERSHIP – A SSESSMENT S UMMARY Ul Ultr tra Asses ssessment – Le Level 2 Leadership (Summary) • Leadership team is actively engaged & supports 4.00 project efforts & requirements 3.50 • Demonstrated support of the project company wide 3.00 • Lack of ownership enabling “cultural hangover” of 2.50 previous leadership practices (Level 1) 2.00 • Lack of executive presence 1.50 1.00 0.50 Goal Goa l Requir irements – Le Level 3 - • Continually engage team at all levels – embody your Apr-18 Kick Off Go-Live Go-Live +6m Leadership Goal company • Continue down the path of building out strong leadership team • Prepare to own and lead Company through implementation u l t r a c o n s u l t a n t s . c o m 23
L EADERSHIP – C RITICAL S UCCESS F ACTORS (CSF’ S ) Business Plan, Vision & Strategy Executive Commitment Project Management 3.50 3.50 4.50 3.00 3.00 4.00 2.50 2.50 3.50 3.00 2.00 2.00 2.50 2.00 1.50 1.50 1.50 1.00 1.00 1.00 0.50 0.50 0.50 - - - Apr-18 Kick Off Go-Live Go-Live +6m Apr-18 Kick Off Go-Live Go-Live +6m Apr-18 Kick Off Go-Live Go-Live +6m Vision, Plan & Strategy Goal Executive Commitment Goal Project Management Goal u l t r a c o n s u l t a n t s . c o m 24
P ROCESS /R ESOURCES – A SSESSMENT S UMMARY Ul Ultr tra Asses ssessment – Le Level 2 Process/Resources (Summary) • Processes are documented but remain siloed across company 3.50 • 3.00 Current state processes are well understood within each 2.50 function 2.00 • Process management based on output and expectations 1.50 1.00 • KPIs are not fully defined with inconsistent application across 0.50 processes - Apr-18 Kick Off Go-Live Go-Live +6m Goal Requir Goa irements – Le Level 3 Process / Resources Goal • Through the implementation project company will define and document processes at a detailed level • KPIs should be defined against new processes with tools (reports/dashboard/alerts/workflow) enabled to monitor KPI value to target u l t r a c o n s u l t a n t s . c o m 25
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