EMC

Problem Management - An Effective Way to

Business Process Improvement

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Agenda

About EMC

Major Support Challenges – Post Go-Live

Problem Management & RCA

Well Defined Criteria & Process for RCAs

Key Business Processes Addressed

Benefits to EMC

Benefits to CSC & Recognition

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About EMC

EMC is a global leader in enabling businesses and service providers to transform their operations and deliver information technology as a service (ITaaS)

Fundamental to this transformation is cloud computing. Through innovative products and services, EMC accelerates the journey to cloud computing, helping IT departments to store, manage, protect and analyze their most valuable asset — information

EMC caters to a wide array of customers ranging from start - ups to Fortune 500 companies comprising of leading financial services, health care, manufacturing, telecom, airlines etc to list some

EMC itself ranked 128 in Fortune 500 companies in 2014 and recently Dell has acquired it at whopping $67B thus synergizing into a behemoth in terms of market capitalization

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Major Support Challenges for CSC

CSC started supporting EMC from September 2012 after SAP implementation went live

In EMC the processes span across multiple applications, interfaces, IDOCs / BDOCs and the inherent processes within the processes like creation of production orders thru triggering IDOCs from Sales Orders, populating prices thru Vendavo, etc thus lending a high degree of complexity

Some of the major challenges we encountered were Very high number of IDOCs failing thus impeding the creation of Sales

Orders Incorrect customer master data Issues in Warranty Process Field Inventory Process (Consignment Process) Credit Management (FSCM) Huge backlog of Revenue Recognition Pricing issues Invoice Outputs

Besides above there were issues related to Serial Number genealogy, Production Orders, interface failures

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Problem Management and RCA

Problem Management aims at minimizing the adverse impact of incidents or problems arising out of the errors in IT Infrastructure and to prevent recurrence of incidents due to these errors and streamlining and stabilizing the applications.

A Problem can be –

An occurrence of an error which impacts large number of users Occurrence of same incident several times

Our support team has two pronged approach towards providing long term and permanent solutions thru Problem Management –

Reactive i.e. resolving the issues when they are occurring multiple times Proactive i.e. identifying and problems and known errors before the incidents occur in

first place itself

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Well Defined Criteria and Process for RCA

Problem Management Process - Criteria

Well defined CI Close Codes• Having well defined CI Close Codes is the bedrock of RCA. This helps in closing the

tickets in right area and at the time of analysis gives precise details of major areas where the ticket trends are high and helps in prioritizing the RCA

• Criticality i.e. if its impacting the system or large audience (P1 & P2 tickets)• High recurrence Requests (10 times)• High impact issue recurring time to time and no WR has been logged for solution• High impact issues requiring cross functional/ application coordination

Problem Management Process – SLAs

Priority Expected Resolution Time of Problem (Business Days)

1 – Critical 1 day

2 – High 3 days

3 – Moderate 10 days

4 – Low 20 days

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Well Defined Criteria and Process for RCA

Problem Management Process Template Before a PRB is initiated we submit the following template detailing the issue, number of

tickets raised, it’s impact on business and work around (if any) for review by PRB lead, BA leads and service operations team

Application: <SAP> Related ServiceNow Tickets: > 01

Sample Tickets:INC1721081

Summary of Issue: <First Delivery Dates and Material Availability Dates not match in some of the instances when delivery priority is set to 99 and customer is on credit hold> 

Impact to Business: <As of now 8 orders are impacted as listed above>

Workaround:(If applicable, please specify actions taken by IT or the users to resolve the issue)

<User is manually changing the dates>

Service Operations Team

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Well Defined Criteria and Process for RCA

Problem Management - Process Flow

Issue is identified for Root Cause

Problem Ticket in Unity is created

Ptask with reference to the PRB is logged and assigned

to a resource

In case of multiple resources are working then PTasks are

created and assigned to those resources

For cross module/ applications multiple Ptasks are created

and assigned to the resources of respective module/

application

Progress of Ptasks are tracked through due dates

and telecons and fortnightly meeting with Service

Operations and BA team

RCA can lead to following conclusions

- Issue can be process related- User education

- Issue requires fixing

Once RCA is complete then solution is recommended for

fixing the problem. If required, fixing through WR is also

proposed

Problem ticket is closed with solution

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Key Business Processes Addressed

RCA thru Problem Management is an ongoing process however, following are the key business processes addressed to list a few

Addressed the tower issues in Oracle to ensure correct linkages of HW / SW / Maintenance items in Sales Orders. This resulted in commendable decline in IDOC failures thus resulting in seamless creation of sales orders

FSCM – Cleared over 3.60 Lakhs incorrect credit exposure entries and implemented SAP note for Authorization Check

Correction of customer master data in excess of 60K Field Inventory process entailing various combination of scenarios Warranty Process Revenue Recognition Process

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Benefits to EMC

Incident Trends

Intensive RCA activities resulted in lowest ticket volumes in February 2014 In April 2015 the number of incidents increased with R2 going live however, consistent Problem

Management to address R2 incidents resulted in lowest ever ticket volumes in December 2015 which is not only Quarter end month but also Financial Year end month for EMC

Problem Management has addressed several key issues in Q1-16. A 20% increase was forecast for Q1 in OTC due to R3 going live. However, Consistent Problem Management over the quarter has resulted in OTC area coming in under that 20% forecasted increase

Cost Benefits to EMC

Had the IDOC issues that were resolved through Problem Management in Q1-14 persisted each quarter until Q4-15, the overall cost to EMC would have been an extra USD $744K

In 2015 estimated cost savings through Problem Management were USD $466K. Together, since 2014, Problem Management has resulted in a cost saving for EMC in the OTC space of USD

$1.2M ($744K + $466K) Stabilized the system by eliminating major bugs from the system by effective problem management

process

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Benefits to CSC & Recognitions

Impact To organization

With intensive and consistent Problem Management there is an increase in customer satisfaction, confidence and reliability

Developed mutual trust between consultants, EMC BA leads and business users Rapport with client resulted in hassle free and seamless working environment for the team which resulted

in improved efficiency, agility and reliability of the team

With intensive Problem Management and RCA we were able to suggest process improvements which we addressed by implementing solutions through Enhancements and Process Improvements thus converting the savings to EMC in our business opportunity

Feedback from Client

“Pankaj spear headed and streamlined the RCA process which is critical in reducing the ticket volumes and stabilization of problem prone processes”

“Outstanding management of EMC’s Order-To-Cash Problem Management process. Drive to reduce the issues in this area has resulted in Q4-2015 having lowest quarterly ticket volume since records began in Jan-13. Pankaj’s leadership skills are apparent in his guidance of Job Monitoring Team”

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Annexures

ANNEXURES

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OTC Ticket Trend Milestone – Q4 - 15

Thank You