Collaborate 15 Session ID 100810 Tue Apr 14 15 FMI Upgrade Strat and JDE Rollout Story
- 1. REMINDER Check in on the COLLABORATE mobile app Our Upgrade Strategy and JDE Rollout Story Prepared by: Melissa Penfield President-SCUG Sr. Manager, Applications – Fluidmaster, Inc. Tuesday, April 14th, 2015 4:30 PM South Pacific G Session ID#: 100810 @MelissaPenfield Mpenfield@fluidmaster.com
- 2. • Silence Audible Devices • Note Fire Exits • Partake of Refreshments • Note Quest Staffers (green shirts) and Room Monitors • Complete Feedback Form Session ID#: 100810 • Ask Questions Administrative Notes Please:
- 3. Agenda Introduction General Upgrade Strategies Fluidmaster’s JDE Rollout Story Fluidmaster’s JDE Upgrade Strategy Q&A
- 4. • Melissa Penfield Sr. Manager, Applications – Fluidmaster Inc. • Former JD Edwards & Deloitte Consultant • Customer Employee at: • Amgen – Biotech • Majestic Realty – Commercial Real Estate • Now Fluidmaster, Inc. • Involved with JDE since 1995 • President of the JDE Southern California RUG Contact: Email mpenfield@fluidmaster.com Twitter @MelissaPenfield LinkedIn www.linkedin.com/in/melissapenfield Introduction
- 5. Corporate Overview • Founded in 1957 • Best Selling Toilet Fill Valve in the World • Serve 3 Customer Sets: • OEM Toilet Manufacturers • Large National Home Improvement Retailers • Wholesalers serving plumbing industry
- 6. San Juan Capistrano, USA Global Headquarters, Engineering, Testing, R&D 6 Proprietary and Confidential Fluidmaster Overview
- 7. MANUFACTURINGHEADQUARTERS KEY DISTRIBUTION 7 Proprietary and Confidential Fluidmaster Global Footprint Fluidmaster Overview
- 8. 8 Proprietary and Confidential Fluidmaster Overview ■ Corporate Overview Video https://www.youtube.com/watch?v=e-Q1TiNSecc
- 9. Community
- 10. Solar Initiative
- 11. • Electricity generation is THE largest USER of water in the United States • Only takes .03 gallons of water to produce 1 kWh of electricity using solar energy. • It takes 14x more water to produce that same kWh using oil; 16x more water using coal and 21x more water using nuclear. Solar Initiative
- 13. IT Landscape Nick Zou IT Manager (FMC) IT Applications IT Operations
- 14. IT Landscape ■ Headquarters in San Juan Capistrano ▪ Data Center Location ▪ VP of IT and 9 IT Personnel; 5 Apps, 4 Ops ■ Global Manufacturing Sites ▪ Mexico (DR Site), China, UK, Slovenia ▪ Roughly 1 Business Analyst and 1 Desktop Support per non US site e ■ My Role ▪ Sr. Manager of Business Applications, Reports to VP of IT, Manages Global JDE apps and other business applications.
- 15. Agenda Introduction General Upgrade Strategies Fluidmaster’s JDE Rollout Story Fluidmaster’s JDE Upgrade Strategy Q&A www.jdescug.org
- 16. General Upgrade Strategies - Schedule ■ In a perfect World… ■ Follow Oracle’s release schedule by three to six months or so ▪ ~Tools Upgrade or Updates every one to two years ▪ ~Full Tools/Applications Upgrade every 3 years
- 17. General Upgrade Strategies - Simple ■ Not taking new enhancements unless easy or must ■ Ensure existing processes work in upgraded environment ■ Utilize Subsequent Project(s) for: ▪ Business Process Improvements ▪ Taking Enhancements ▪ Removal of Custom Code and Workarounds in favor of new/vanilla code ■ User perception is ‘upgrade will fix everything’, when in fact it won’t ■ User perception is ‘upgrade will provide all new features’ available in the software version. ■ Little to no training required ■ Easier Project to Contain and Complete ■ Regular communication needed about what is and isn’t included Simple Risks / Benefits
- 18. General Upgrade Strategies - Complex ■ “Do it all” ■ Implement new features and functionality ■ Assess and Include Business process improvements ■ Remove custom code in favor of enhanced/new vanilla code ■ More difficult to assess, hard to contain, where does it end? ■ May need to treat as re- implementation ■ Many more tangible benefits to this type of upgrade ▪ End user efficiencies ▪ Fewer customizations ▪ Easier to Support After ■ Higher burden of training ■ More variables to determine and decide upon Complex Risks / Benefits
- 19. High Level Considerations for Upgrades ■ Tools or Apps or Both? Oracle Best Practices / MTR compliance ■ Hardware, Virtualizing, DR considerations ■ Same or different platform, database, operating system, web server software ■ On Premise vs. Cloud ■ Install / Roll-out new features such as;Mobile,E1 Pages,OVR ■ Decommission Third Party for New Built-in ERP Features; such as Forms/BI Publisher ■ Upgrade third party software ■ Microsoft Office Versions (Excel Mainly) and & Browsers Compatibility ■ And the list goes on…
- 20. Barriers to Upgrading, to Being / Staying Code Current ■ Specific Dates of Releases Not Known Far in Advance ■ Competing Projects and Initiatives ■ Resource Bandwidth ■ Analysis Paralysis ■ Too Difficult to Update as Often as Recommended ■ Too Many Customizations / Difficult Project ■ ROI Justification Difficult to Measure in Hard Dollars ROI
- 21. Typical Reasons for Upgrading / Updating ERP ■ Expanding - Plans to Rollout to Another Site ■ Consolidate Instances at Sites ■ Aging Release, Going Out of Support ■ Current Environment Customized / Support Intensive ■ Unable to Take Desired Enhancements on Current Release ■ Keep Running Into Pre-Req ESU Problems: ▪ Implementing a New Module ▪ Growing List of Bug Fixes and Workarounds ■ Employee Satisfaction – or is it Dissatisfaction? ■ Give your people something to do… (not really!)
- 22. The Upgrade Paradox 0 5 10 15 20 25 30 Nice Should Need Mandatory Few Customizations/ Bugs, Newer Release Moderate Customizations/ Bugs, Release Somewhat Dated Highly Customized, Out of Support, Pending Projects for other sites/modules The more an upgrade is needed, the more difficult and costly that project becomes. SUPPORT EnvironmentComplexity
- 23. Agenda Introduction General Upgrade Strategies Fluidmaster’s JDE Rollout Story Fluidmaster’s JDE Upgrade Strategy Q&A www.jdescug.org
- 24. MANUFACTURINGHEADQUARTERS 24 Proprietary and Confidential Fluidmaster Global Footprint – Phased Rollout Fluidmaster Overview Phase 1 North America July 2013 San Juan Capo - HQ Monterrey Mex-Mfg Dallas, TX-Dist. Ctr. Phase 2 England-Mfg January 2014 Phase 3 China-Mfg February 2014 Phase 4 Slovenia-Mfg February 2015 Included Germany and Italy-Whs/Dist.
- 25. MANUFACTURINGHEADQUARTERS 25 Proprietary and Confidential Phased Rollout – High Level Fluidmaster Overview Phase 1 North America July 2013 San Juan Capo - HQ Monterrey Mex-Mfg Dallas, TX-Dist. Ctr. Phase 2 England-Mfg January 2014 Phase 3 China-Mfg February 2014 Phase 4 Slovenia-Mfg February 2015 Included Germany and Italy-Whs/Dist. Phase 1 to be the Global Standard for Site Rollouts Single Instance Database, SQL, Time Zone Servers EnterpriseOne 9.1, Tools 9.1.2 – Orig Install in 2012 Financials, Distribution, Manufacturing, WMS, UPK Localizations & Languages, Multi-Currency, EDI Expansion Oracle BSSV Leveraged for Scan Gun Applications Partner (Denovo) Managed All Phases, FM Core Team
- 26. MANUFACTURINGHEADQUARTERS 26 Proprietary and Confidential Phased Rollout – Along the Way Fluidmaster Overview Phase 1 North America July 2013 San Juan Capo - HQ Monterrey Mex-Mfg Dallas, TX-Dist. Ctr. Phase 2 England-Mfg January 2014 Phase 3 China-Mfg February 2014 Phase 4 Slovenia-Mfg February 2015 Included Germany and Italy-Whs/Dist. Adopted Qsoftware – Security Mgmt & SoD Reporting Licensed Capital Asset Mgmt But Not Implemented CNC, DBA, Development Managed Services - Denovo Offshore Microsoft Dev MSA for Intranet, etc. – Annet Tech. Oracle’s Customer Experience Application Hired IT Help Desk and Analysts UK and Slovenia Sites Licensed QI Systems FCM and AB to Expand Adv Pricing
- 27. Phase 1 – North America ■ Six Month Project ■ Financials, Distribution, Manufacturing ■ Global Standard for Phased Site Rollouts ■ Developed Custom BSSV Scan Gun Applications ■ Developed EDI Platform within JDE (BizLink Mapping SW) ■ FMI Core Team Became the Global Core Team ■ UPK and OneView Reporting ■ Challenges: ▪ EDI was overlooked until late in the project ▪ Many reports were needed, were they really? ▪ Initial set of a few label requirements turned into 16 ▪ A bit of a scramble at the end, but successful due to team dedication and collaboration; Denovo and FMI team
- 28. Phase 2 and 3 – UK and China ■ Two Projects in Parallel, Staggered Go-Live’s ■ Financials, Distribution, Manufacturing ■ First Time Attempting ‘Global Standard’ Model ■ Partner Recommended Tools update – Deferred ■ Custom Scan Gun Apps and EDI Not Included ■ UPK and OneView Reporting Included ■ All in All successful and ‘uneventful’ implementations ■ Challenges: ▪ Global Standard difficult when each site has unique requirements. ▪ Resources from Core Team and Denovo could not be in 2 Locations at Once ▪ China had more Core Team attention and therefore more global standards put in. ▪ UK required a lot of post go-live ‘finishing up / configuration’ ▪ Core Team becoming ‘ERP Fatigued’
- 29. Phase 2 and 3 – UK and China Continued… ■ Developed ERP Change Approval Board ■ Hired Business Analyst for UK to cover Europe ■ Instituted Global IST Procedures for Global Changes ■ Began Phase 1.1 and 1.2 ERP Projects ■ Denovo Recommended Tools Upgrade again ■ Slovenia Acquisition Announced ▪ Began Due Diligence and ERP Planning ■ Tools Upgrade Planning to Include Mobile Foundation and UPK Upgrade & Usage Tracking ■ Tools Ultimately Deferred Due to Urgency of Slovenia Implementation Needed.
- 30. Phase 4 – Slovenia
- 31. Phase 4 – Slovenia (including Germany and Italy)
- 32. Phase 4 – Slovenia
- 33. Phase 4 – Slovenia
- 34. Phase 4 – Slovenia
- 35. Phase 4 – Slovenia (including Germany and Italy) ■ Financials, Dist., Manufacturing, Warehousing ■ No Slovenian Language or Localization Pack ■ Mostly New (to FMI) Partner Implementation Team ■ Heavy Global FMI Core Team Participation Required On Site ■ Warehousing & LPN Module to be Implemented ▪ Scan Gun Apps from Phase 1 Could not be Reused ■ ESU Baselines Required for Full WMS Functionality ▪ Akin to an Unplanned Upgrade within the Implementation ▪ Needed Oracle POC’s, Custom Fixes and Workarounds ■ Oracle Escalations and POCs Painful to Go Through ■ Project Delayed by 2 Months ■ Unplanned but Needed to Hire Dedicated JDE Analyst Even with a VERY experienced and skilled team, this project presented new challenges many had not encountered before.
- 36. Agenda Introduction General Upgrade Strategies Fluidmaster’s JDE Rollout Story Fluidmaster’s JDE Upgrade Strategy Q&A
- 37. Recall The Upgrade Paradox 0 5 10 15 20 25 30 Nice Should Need Mandatory Few Customizations/ Bugs, Newer Release Moderate Customizations/ Bugs, Release Somewhat Dated Highly Customized, Out of Support, Pending Projects for other sites/modules The more an upgrade is needed, the more difficult and costly that project becomes. SUPPORT EnvironmentComplexity
- 38. Upgrade Strategy ■ Plan It, Sell It, Budget It ■ Stick to the Plan ■ Implement the Plan ■ Plan It, Sell It, Budget It ■ Revise the Plan, Resell, Re-Budget ■ Revise, Resell, Re-Budget again ■ Right before the Project, Revisit, Revise, Resell and Re-Budget the Plan Again Recommended Reality
- 39. Fluidmaster’s Upgrade Strategy – Still Refining ■ Still in Refinement ■ At This Point, Anticipating 9.2 To Be Released ■ Considering Options of Tools at the end of 2015, Apps in 2016 ■ Alternatively, Considering One Project with a Tools Phase and Apps Phase in 2016 ■ Determine the ‘Simple’ vs. ‘Complex’ Approach ▪ Dismantle Custom Programmed Workarounds in Favor of Bug Fixes and Enhancements ▪ Do We Implement Mobile Foundation, and Upgrade UPK? ■ Still To Be Researched, Cloud / Hosting Options ■ Undergoing ‘JDE Systems Audit’ for Oracle Best Practices & Support Compliance What is Clear: Need to do a ‘Simple’ Upgrade as Bare Minimum Before Additional Site or Module Rollout
- 40. Q&A Please complete the session evaluation We appreciate your feedback and insight Session ID# 100820 You may complete the session evaluation either on paper or online via the mobile app
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