Neoris - SAP.com

Transcription

Neoris - SAP.com

Practical Visionaries
Neoris – SAP MII
Converge, collaborate and increase production in real time!
William Noland
VP, National Practice Director
Sep
Confidential
2009
// Neoris
1
Confidential // Do Not Reproduce without prior written permission
from Neoris
Manufacturing today has some key challenges…
•
Global Competitiveness is HERE placing tremendous pressure on
cost, quality and responsiveness
–
Manufacturing nodes are being pushed out to distant locations
leading to a loss of visibility and control
–
Asset efficiency
ffi i
iis a premium,
i
b effective
but
ff
comparative
measures are difficult to achieve
–
Plants use copies of master data creating compliance and quality
issues
–
Production personnel lack the decision support information to
meet their targets
–
Business and financial impact of production exceptions cannot be
monitored or controlled at the enterprise level
Confidential // Neoris
2
What companies need to do…
Operational
Excellence trought
multiple plants
Real Time response to
demand changes and
exceptions
Consistent meet targets
of Cost, Quality and Time
3
What they have today…
Integration Challenges
Management Challenges
“SC Planning (76%), Inbound
Materials(67%), Enterprise
(56%),
), Factory
y Floor
PLM (
(70%)”
“80 percent of manufacturers
want to ensure the same
metrics are used the same way
across all plants”
Aberdeen Group
CIO
VP LN
VP Manufacturing
MESA Metrics
Execution Challenges
Time Lag between event
occurring and actionable
response is 24 hours to a
month”
MESA Metrics
VP Sales
VP Operations
4
Integrating the real-time Plant Floor with the Enterprise poses
formidable challenges…
–
Disparate Plant System Landscape
–
A Typical
yp
manufacturing
g p
plant will have between 10 and 50 shop
p floor
automation systems (SFA)
–
A multi-site manufacturer will have between 40 and 700 SFA systems
across its enterprise
“Less
Less than 1% of respondents indicated
that manufacturing data is automatically
integrated with ERP with no manual
intervention”
Managing Automation and AMR Research
September 2005, Customer Survey
5
Manufacturing and Enterprise business processes need to be
synchronized …
?
ERP
How are we hitting our targets?
Total Cost of Production and Variance
Labor and Resource Productivity
Order Fill Rates and Cycle Times
Fixed and Variable Asset Utilization
DISCONNECT
DISCONNECT
?
MES
SFAC*
?
What’s happening during every shift?
Material availability and consumption
Capacity availability and utilization
Schedule changes
Product Genealogy tracking and QM
What’s happening at each line?
Cycle Times / Operating Efficiencies
Machine Breakdowns / Unplanned Downtime
Quality Index
Predictive Maintenance requirements
SFAC - Shop Floor Automation and Control Systems
MES – Manufacturing Execution Systems
DCS – Distributed Control Systems
6
The Gap
Factory
Enterprise
7
The Gap Impact
Enterprise
SAP ERP (4.6 +)
DCS to
SAP
QM IDI
PI-PCS
P
There is not a single way to
See
EAI tools
Measure
Integrate
Manufacturing Operations
MES to
SAP
Custom
to SAP
LIMS to
SAP
Factory
8
The solution–Manufacturing Operations Management with SAP MII
Adaptive
Manufacturing
Manufacturing Operations
SAP Manufacturing (mySAP ERP)
across the
Enterprise
Manufacturing
Integration
SAP
P MII
Manufacturing
Manufacturing by
SAP MII
enables adaptive manufacturing
Excellencewith the
Synchronization
synchronizing
manufacturing operations
A Single
Version
Reliablyof
produce
enterprise “A
to
deliver
“a
a single version
the truth
truth” and
of the manufacturing
Truth”
to target with
drive
excellence.
year-to-year
process and cost
improvement
Manufacturing
Intelligence
9
MII Capabilities and Components
“SAP MII is the only enterprise class
manufacturing intelligence solution on the
market today.”
Alison J.
J Smith
AMR Research
Shopfloor and other
systems
10
MII Data Sources
Databases
Files
Spreadsheets
BW
11
MII Unification of Manufacturing Analytics
Predefined Manufacturing
Analytics
Manufacturing
Dashboards
in ERP
MII
Decision Support
Applications
MII and VC
Custom Analytics
MII UI
Simplification
MII Six Sigma and
Quality Analytics
MII Dashboard
Components
12
SAP MII and its Impact on Shareholder Value
Business Goal
Increase
Revenues
Increase
Profits
–
Reduce
Operating
Costs
Increase
Shareholder
V l
Value
=
Reduce
Working
Capital
Reduce
Costs
+
Reduce
Fixed Capital
Perfect Plant Levers
Financial Strategies
Meet Time and Volume Targets:

IImproved
d order
d fill rated
t d & on-time
ti
shipments
hi
t
Faster response to changed demand
Higher volumes/yields with shorter lead times
Increased throughput
Minimize Operating Costs:

Reduce overtime & exception resolution costs
Less waste, less WIP, and finished goods inventory
Elimination of redundant manual data entry costs
Reduced cash
cash-to-cash
to cash cycles
Meet Quality and Regulatory Compliance:
Lower quality/EH&S compliance-related penalties
Minimize reject,
j
, rework,, and warranty
y costs
Higher value per product through better quality
Optimize Return on Assets:
Increased overall asset utilization (OEE)
Reduce physical asset base
13
Dashboard of KPI’s Monitoring
14
Dashboard of Equipment’s Monitoring
15
Dashboard of Production Control
16
PDA Application
17
Emails with Alerts and Graphics
18
Dashboard for Safety Monitoring
19
On line process monitoring
20
OEE (Overall Equipment Effectiveness)
21
SAP MII ‐ Selected Client List
22
SAP MII ‐ Print Screens
23
SAP MII ‐ Print Screens (Cont.)
24
Innovation – Videowall
25
Innovation – Videowall
War Room
Video
Remote PC
WWW
LAN
PCs
Controller
iPhone
ERP
BI
CRM
…
26
Innovation – Videowall (Cont.)
Agribusiness / Ethanol
Utilities
Oil & Gas
CPG
27
Innovation – Videowall (Cont.)
28
Innovation – iPhone / Videowall
http://www.youtube.com/watch?v=j3dwOTsR2cs
29
About
Neoris
30
Who we are
Neoris is a global business and IT consulting firm. We establish long-term
relationships with our clients, helping them improve performance throughout the
different stages of their business. Our unique global delivery model, combined with
cutting-edge IT services, allows us to innovate, build, deploy and operate business
solutions that are both practical and visionary.
Employees:
Founded:
Offices:
Fast Facts
Headquarters:
Presence:
Over 3,000
2000
18
Miami, Florida USA
U.S., Latin America, Europe, Middle East, Africa
31
Global Coverage
SAP
SAP Centers
Centers
Software
Software Development Centers
Development Centers
Global
Global Presence
Presence
Monterrey.Mexico Buenos Aires.Argentina Bogota.Colombia Sao Paulo.Brazil Budapest.Hungary Madrid Spain
Madrid.Spain Monterrey.Mexico Culiacan.Mexico Buenos Aires.Argentina Rosario.Argentina Budapest.Hungary Madrid Spain
Madrid.Spain Argentina (*)
Brazil (*)
Colombia (*)
Chile (*)
Peru
Venezuela
Mexico (*)
Trinidad & Tobago
Guatemala
El Salvador
USA (*)
Canada
Spain (*))
Spain (
Portugal
Hungary (*)
Poland
France
United Kingdom
Netherlands
Germany
United Arab Emirates (*)
Morocco
Oman
Turkey
Qatar
Australia
(*) Office locations
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SAP MII - Leadership and Experience
Watch Portal
Comp. App.
OEE and
Production
Notification
Comp. App.
SAP MII
Excellence
Center (Brazil)
First MII project
i LATAM
in
SAP MII
Award
(Petrobras)
20 MII Certified
Resources
2006
SAP MII
Award
(Fosfertil)
2007
Konitech
acquisition in
Brazil
70 MII Certified
Resources
2008
2009
SAP MII
Award
(CINTAC)
SAP MII
Award
(PEMEX)
1st MII 12.0
implementation
in LATAM
SAP Preferred
Partner for LME
Video Wall
Comp. App.
40 MII Certified
Resources
33
Awards
SAP Awards

Strategic Reference Award
ASUG Impact Award
I
Innovative
i
SAP Project
P j
Implementation
I
l
i
New Solution Introduction
Number of certified consultants in Latin America
Strategic Implementation - SAP MII
SAP Award of Excellence
IDC Latin America Semi-annual IT Services Tracker

2nd Largest IT Consulting firm in Latin America
2nd Largest Systems Integration firm in Latin America
1st IT Consulting firm in Mexico
1st Systems Integration firm in Mexico
1st Custom Application Development firm in Argentina
Global Services 100
Leader – South of the Border
Top 10 Best Performing Infrastructure Providers
Brown-Wilson Black Book of Outsourcing
h
O
t
i
ti A
i
B
Bestt N
Nearshore
Outsourcing
company ffrom L
Latin
America
“50 Best Managed Global Outsourcing Vendor”
The IAOP Global Outsourcing 100
Top
p 10 companies
p
by
y Industry
y Focus: Oil & Gas
Companies with most employees in Latin America
34
“Looking to use SAP MII? Consider work by Neoris to
make SAP MII a reality.
reality With a history of improving
SAP implementations in South American operations, we’re
impressed with the company’s ability to make SAP MII
vision a reality.
reality.”
AMR Research
Cool Technologies for Improving Consumer Products Value Networks
Jul, 2009
35
Q&A
Practical Visionaries
Appendix
Case Studies
37
Whirlpool
www.whrilpool.com
Whirlpool Corporation (Whirlpool) is a global manufacturer and marketer of home
appliances. It manufactures and markets a line of appliances and related products,
primarily for home use.
use The Company
Company’s
s principal products are laundry appliances,
appliances
refrigerators and freezers, cooking appliances, dishwashers, air conditioner
equipment, mixers and other small household appliances. Whirlpool also produces
hermetic compressors for refrigeration systems. It manufactures in 12 countries
under 14 brand names and markets products to distributors and retailers around
th
ld
the world.
38
Whirlpool
Project Overview
In order to better align several of its departments and areas – such as Inventory, Raw Materials, Production and Management
– and provide them with better visibility over its internal processes, Whirlpool decided to integrate its shop-floor systems with
the ERP. The solution chosen by the company was SAP MII.
By creating Composite Applications – developed in a web environment – all production and business teams began to have
personalized access to tools that improved the visibility and monitoring of the production process. The implementation of SAP
MII took place gradually, without the need to stop production. Today, all intermediate phases of production are integrated and
accounted for in real-time by scales that use radio-frequency and bar codes.
The project enhanced the shop-floor lay-out and the utilization of raw materials, consequently, improving the efficiency of the
production process as a whole.
Project Results
• Better visibility and real-time control of the process variation (plastic injection).
• More accurate purchases of raw materials, which improved planning and inventory control.
• Production optimization, by avoiding constant pauses in the process to evaluate inventory, which also reduced the
amount of overtime.
• Better control of recycled materials
• Better control and definition of responsibilities among the departments involved
39
Whirpool
40
Klabin
www.klabin.com
Klabin S.A. is a Brazilian company engaged in the integrated production of market
pulp, paper and paper products. The Company owns 17 mills in Brazil, spread in eight
different states,
states and one mill in Argentina.
Argentina Klabin operates in a variety of market
segments related to forest products, market pulp, paper and paper products. Its line
of products comprises papers, folding boxboards for packaging, corrugated cardboard
boxes, industrial bags and logs. In addition to supplying the raw material, wood, to
the pulp and paper mills, Klabin's Forestry Unit is the major Brazilian supplier of logs
for timber and lumber. The Forestry Unit supplies the Company's mills with
approximately six million tons of wood per year.
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Klabin
Project Overview
To maximize quality and cost effectiveness in its plants and enable growth, Klabin determined to replace much of its
analytics software with a single, strong manufacturing monitoring and the SAP Manufacturing Integration and
Intelligence (SAP MII) application. SAP MII was best at satisfying the firm’s criteria, especially tight integration with core
SAP software and the manufacturing execution systems layer. The result was a complete OEE and root cause analysis
system for manufacturing improvement.
Klabin began with the most complex of its plants, Telemaco Borba in the state of Paraná. Systematically a team from
Klabin and its partner Neoris integrated SAP MII with the manufacturing controllers in the plant and rewrote existing
processes. The team finished in five months, on schedule and within budget, before moving on to other Klabin plants.
Altogether
Al
h Klabin’s
Kl bi ’ savings
i
reach
h into
i
the
h millions
illi
off dollars
d ll
annually
ll at just
j
the
h first
fi
plant,
l
with
i h much
h more to come.
Because of its success, the Telemaco Borba plant was honored with a distinction in 2008 – the Total Productive
Maintenance (TPM) Award from the Japan Institute of Plant Maintenance. Klabin is the first Brazilian pulp and paper
company to win the first degree of this award, which recognizes ongoing improvements and standards of industrial
excellence.
Project Results
• Saved millions of dollars annually
• Reduced scrap by 700 tons, worth US$500,000, per year (1st plant only)
• Maximized asset utilization
• Implemented an advanced static process control application fed with accurate, online information
• Improved
p
and streamlined connectivity
y with 1 application
pp
to integrate
g
many
y data sources
42
Klabin
43
Thank you
44
4444