the lawson performance review (lpr) identifying quick wins and initiatives to maximise the m3...
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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 customersas a result of these M3 reviews
Presentation Content
The LPR Launch... 5 minutes
Recent LPR Examples... 10 minutes
Key Messages from LPRs conducted... 5 minutes
Q&A ... 5 minutes
Totalamber Changes... 5 minutes
Think Replace
Market Research
Products& Services
Go To Market
Workshops& Webex
Onsite Review
CBAProposal Delivery
AccountDevelopment
Software Vendors
Technology
Partners
CoREConsultant
s
Clients
TotalamberPillars
Totalamber Lawson CoRE
Totalamber UNIT4 CoRE
Totalamber IFS CoRE
WebQuarters®
Totalamber Support Centre
We have changed as a business ...
Implement & Support
Productised Service Offerings
5
David HartshorneDirector of Support
Services
Technical Consultant
Business AnalystReport Writer
System Administrator
HelpdeskAdministrator
Full time staff Remote Support Onsite Support Systems Administration SLAs Working with vendors and users
We have created a support centre ...
6
Nick DevineDirector of Lawson
Services
Sales Support Market Researcher
Lawson Pre-Sales
Professional Services
Totalamber Lawson CoRE Team
Lawson Business Unit ...
7
Presentation Content
The LPR Launch...
Recent LPR Examples...
Key Messages from LPRs conducted...
Q&A ...
Totalamber Developments ...
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
LPR
What is LPR?
Typical LPR Structure:
One to two days on site (depending on scope / complexity)One to two days write upHalf day Presentation & Agreeing Next Steps
People
Local Culture Languages Skill Sets Buy-in Roles & Responsibilities
Business
Market Strategy – Products / Services Customers Strategy Key Priorities Constraints Entities Performance Measures
LawsonM3 Delivery Model – e.g. SaaS
Modules Infrastructure Operating System Database Customisations Integration Information Reporting
Processes
Business Development Project Mgt Manufacturing Services Fulfilment Logistics Finance Customer Service Quality Assurance Human Resources
M3 Landscape – Issues, Quick Wins & Initiatives
LPRBALANCING
ACT
BUSINESS
Model KPIs Sites
Entities Local Regulations
Priorities
PEOPLE
Culture Roles Skill sets
Training Buy-in Capacity
M3
Modules Hardware Database
Information Network Support
PROCESSES
Departments
Policies Procedures
Flows Rules Controls
LPR Area LPR Validation Score
(1) Business Strategy
•Company Vision•Market Strategy•Functional Objectives•Measures
(2) Interaction Channels
•Customer Channels•Employee Channels•Supplier Channels•Partner Channels
(3) People •Buy-in•Ownership•Roles•Structures
(4) Business processes
•Definition•Documentation•Rules•Controls
(5) Information Management
•Master Data•Meta Data•Reports•Business Intelligence
(6) Integration Management
•Process Integration•Data Consolidation•Legacy Interfacing
The LPR Layers
BUSINESS
Model KPIs Sites
Entities Local Regulations
Priorities
PEOPLE
Culture Roles Skill sets
Training Buy-in Capacity
M3
Modules Hardware Database
Information Network Support
PROCESSES
Departments
Policies Procedures
Flows Rules Controls
LPR Area LPR Validation Score
(7) IT Strategy Operating ModelsIT ArchitectureHardwareDatabasesSupport Organisation
(8) Lawson ERP ModulesInteraction TypesUsers ProfilesSecurity StrategyTechnologiesMiddlewareData ArchitectureReporting ToolsDevelopmentConfigurationUpgrade Path
The LPR Layers
Enhance
Upgrade
Re-evaluate
Quick Wins
Initiatives
Define Set up Build & Test Rollout Support
Requirements Selection Contractual
Simplify GUISmart OfficeSearchQueries Module Implementation
Documentation MgtReporting ImprovementsTechnical TuningProcess Streamlines
FeasibilityProcessPlanGovernance
HardwareSoftwareDatabaseDataBusiness rules
ConfigurationReportsCustomisationIntegrationUAT
TrainingData CutoverLiveHandholding
HelpdeskDROperationsProjectsNew Joiners
Evaluation
BusinessProcessTechnicalPeoplePlans
RFIRFPMarket ResearchDemos
Due DiligenceNegotiationsDecision makingCommunications
Terms & conditionsLegalPayment
Users Education
Hours/Days
Weeks/Months
LPR
Customer Options
Presentation Content
The LPR Launch...
Recent LPR Examples...
Key Messages from LPRs conducted...
Q&A ...
Totalamber Developments ...
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
Highlighted potential alternative solutions – quick wins / initiatives
Day
1
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
Documented the final report giving improvement plan and costs
Day
2
Present the full report to stakeholders
Commence improvements – quick wins / plan initiativesDay
3
How did the LPRs go?
LPR Output 1: Validation of AS-IS & TO-BE
DiamondMethodology
“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
Teams working in silos
Limited appreciation of process and M3 touch points
No up-to-date mods documentation
Difficulty in audit trail – back tracking a process / data
Very few people know how the current system is set-up
Key individuals left the organisation
No formal training was provided to the workforce
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
EXAMPLE
DiamondMethodology
“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
Raise M3 Confidence - Raise team awareness of what is available in M3
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)
Efficiencies - Streamline processes between teams
Update guidelines – update manuals to meet new approach
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
EXAMPLE
LPR Output 2: Quick Wins & Initiatives SummariesWhat?
Benefits?How?
Effort? (Cost)
20 to 30 Quick wins / 4 to 8 initiatives
# Quick Win Quick Win Description
Implementation Benefits
Set Up / Activities
TA Effort
Business
Priority
1 Demand Planner – a number of (12) customers not coming through
Review of setup/config to identify why these customers do not get included from Sales Statistics
Full, complete Demand Planner database to support forecasting
InvestigateCommunicateCorrect
4 hrs
1
2 Email Orders via email
Ability to email order confirmations through appropriate Streamserve setup
Improved efficiency reduced postage/stationery costs.
Set up server / Educate users / Configure Email / Test Script / Engage supplier
4 hrs
2
Total man-days xx
EXAMPLE
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)
“Raising Confidence in M3”Role-based Tailored Training
“Streamlining Processes”Process Definition
Additional Quick Wins(Based on priorities)
“Improving M3 know-how / Raising user confidence / Simplifying processes / Implementing new functionality
Quick Wins: Part 1 Quick Wins: Part 2 Quick Wins: Part 3
Strand 1
Improvements InitiativeKick off
(Based on priorities)
ImprovementInitiatives
Review and plan M3 improvement Initiatives
Strand 2
EXAMPLE
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 UsersType: Presentation / Demo / hands-onAim: Raise Awareness / Confidence
Topics Covered:
1. Structure of M3 Workplace2. Working with Workplace User Settings3. Using the Navigator4. Launching and working with M3 Content5. M3 Companion6. Working with User Personalisation
Defaults7. Working with Basic Panel Functions8. Working with the “P” Settings9. Panel Sequences10. Panel Actions11. Working with Text Panels12. Exercises
! A set of eight (3 hour) sessions would be scheduled to allow the users to book into a suitable slotduring week 1.
“Raising Confidence in M3”Role-based Tailored Training
EXAMPLE
Overall Quick Wins & Initiatives Roadmap
ProjectMobilisation
Quick WinPart 1
Quick WinPart 2
Quick WinPart 3
Improvement Initiatives
1st Sep10 8th Sep10 15th Sep10 10th Oct10 16th Mar11
£1.5K £3.9K £4.1K £7.8K £17.5K
Total Investment: £34.8K
EXAMPLE
Presentation Content
The LPR Launch...
Recent LPR Examples...
Key Messages from LPRs conducted...
Q&A ...
Totalamber Developments ...
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
6) Still too many spreadsheets and manual interventions
5) End to end process need streamlining to remove duplication and redundancy
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
The LPR Launch...
Recent LPR Examples...
Key Messages from LPRs conducted...
Q&A ...
Totalamber Developments ...