manufacturing it for multi-country & multi-site companies · accenture plant and commercial...
TRANSCRIPT
Manufacturing IT for Multi-Country & Multi-Site Companies
Copyright © 2013 Accenture All rights reserved.
Today’s Agenda
For the coming 30 minutes:
• Introduction
• Accenture, APCS & References
• Trends & Challenges in Multi-Country, Multi-Site Companies
• Success Factors
• The Template Approach
• Accenture Innovations
• Business Benefits
2
Copyright © 2013 Accenture All rights reserved.
Presenting Ed Smits…
20 years of passion for Manufacturing IT Systems
3
Functional Expertise:
• Solution architect multi-site
• Delivery & Program Management
• Data Historians & DCS-Level Integration
Industry Expertise:
• Chemicals
• Metals
• Pharmaceuticals
• Batch & Continuous Processing
• OPC, UML, ISA95
Experience:
• Global Manufacturing IT
• Transformation Programs
Copyright © 2013 Accenture All rights reserved.
APCS is a suite of offerings designed for asset-intensive companies across industries
such as chemical, steel, metals and mining, pulp and paper, oil and gas, and utilities.
• We collaborate strategically with companies to assess opportunities to address their
challenges and determine strategies for optimally aligning plans with overall corporate
priorities
• We work toward the overarching objectives of seeking the highest return on
investments and achieving high performance
• We implement industry best practices and leading
solutions that connect the shop floor to the C-Suite
• We can work with clients from strategy through operations
Presenting APCS
Acccenture Plant & Commercial Services (APCS)
4
Copyright © 2013 Accenture All rights reserved.
Presenting APCS: Trends in Multi-Country,
Multi-Site Companies
6 industry trends drive the adoption of APCS capabilities in Chemicals &
Natural Resources
5
Mining
Metals
Chemicals
Aging legacy Programmatic
approach Plant efficiency
Technology
Evolution
Environment,
Sustainability Talent shortage
• Difficult to sustain
• Penalized by talent
retirement /
shortage
• CIO led / COO
supported
programmatic
approach in FC /
DC´s in MES, EHS
and M&R areas
• Need to gain
further plant
operational
excellence
− Quality
− Service
− Costs
• Remote operations
• Adoption of
standard solutions
• Integration with
ERP
• Better Process
control
• Better visibility and
reporting / analytic
capabilities
• Licence to operate
becoming
demanding in EHS
• Need to operate
with less people
• Need to leverage
deeply skilled
people
• Ability to attract
talent
APAS impacts the entire industry value chain (sample Mining > Metals)
Copyright © 2013 Accenture All rights reserved.
Commercial Optimization
• Commodity Trading & Risk Management
(CTRM)
• Manufacturing Supply Chain
Plant Optimization
• Operational Excellence
• Maintenance & Reliability
• Manufacturing Execution & Automation
• Environment Health & Safety
Accenture Plant and Commercial Services
Energy (Downstream and Upstream)
Chemicals & Natural Resources
Utilities
From feedstock to retail, Commercial
Optimization brings together pieces of the value
chain by implementing a collaborative
environment that supports fast & proactive
decision making & responds to the need of a
highly dynamic & volatile market.
Plant Optimization is comprised of solutions and
services to help companies managing their
plants improving uptime of plant and equipment,
increasing operational performance and
supporting compliance with environment, health
and safety regulations.
Presenting APCS
6
Copyright © 2013 Accenture All rights reserved.
Presenting APCS: Presence in Process Automation
Long term commitment to strategic initiatives with global dynamic right-
sized teams
Customer Project Outcome
Major Chemical Companies
Joint Venture
• Implementation lead
• Greenfield MES
• Template, 42 plants
• Aspentech SAAS
• Decreased in implementation
time, adapted to local go-live
• Vendor part of team
Global Top 20 Chemical
Company
• MES SAP Rollout,
based on 30 functions
• CoE 300 persons
• Standards reduce functions
• Increased usability and reliability
Global Top 20 Chemical
Company
• MES Global rollout
60 plants,
• 2 BU’s
• GE Embedded partner
• Second BU at half the time (30
extra sites)
• Reduced project risk
7
Copyright © 2013 Accenture All rights reserved.
Context of Manufacturing IT & MES
We follow the trends according to International Standards
(ISA 88 & 95 & 99)
8
Manufacturing Operations Business Processes
Integration Security
Maintenance
Management
Quality
Operations
Production
Operations
Inventory
Management
Performance
Management (KPI)
Performance
Analysis Document Control
Visualization &
Decision Support Collaboration
Raw Materials
Products
Energy/Utilities
Configurations
Management
Regulatory
Compliance
Activities of a manufacturing facility that coordinate the personnel, equipment, material &
energy in the conversion of raw materials and/or parts into products ISA-95
Copyright © 2013 Accenture All rights reserved.
Trends & Challenges: MES Challenges
The Recognised Approach is to create a MES Template and to roll-out
programs
MES Challenges
• BU Initiatives
• Site initiatives
• Differences between sites
• Hard to define/quantify a MES business case
9
Reduced Operational Excellence
• Slow Implementation hinders product development
• Fragmented landscape with many vendors
high IT maintenance
Copyright © 2013 Accenture All rights reserved.
Trends & Challenges: A practical case
What were the main MES themes?
• Context: Global specialty chemical company; with
roughly 200 plants, constant carve in/out & new
strategy (reorganization)
• MES themes; Operational Excellence:
− Maximum use of limited reactors and operators
− Minimum working capital, optimal
logistics/inventory
− Optimize Product Development
− Optimize quality, minimize rework, minimize
degrades
− Reporting: Load balancing, benchmarking,
environmental license, OEE
− Maintenance concept (from scheduled to
predictive)
10
Copyright © 2013 Accenture All rights reserved.
Success Factors
From our past experience, success has originated from:
11
Copyright © 2013 Accenture All rights reserved.
The Template Approach: The Project Approach
12
Design & Template & Pilot Roll-out, Monitor & Improve
Q4 Q3 Q2 Q1 Q4 Q3 Q2 Q1 Q2 Q3 Q4
Type 1 Medium Complexity Low Complexity Type 2 Type 3 High Complexity
Pro
ject
Initia
tion
Template Realization
And Acceptance
Value identification and realization of early benefits
Value Realisation
1 – Develop
BPM Templates
3 – Industria-
lized Roll-out
BPM Center of
Excellence
2 – Pilot
Implementation
Maturity level 1 Maturity level 2 Maturity level 3 Maturity level 4
Solu
tion P
lannin
g
Incidental Template Extension & Acceptance Multi-Year Roadmap
BPM Life cycle
management Monitor and improve BPM at deployed locations
Program Management Program Management / Integrated Change Management / PMO
Value Realization
Roll-Out
Toolbox
Roll-Out
Toolbox
Roll-Out
Toolbox
NL EUR Latin America Notth America
NL EUR
Europoort
NL
Maas
Vlakte
NL
Banyan
(Asia)
Sebarok
(Asia)
Fujairah
(UAE)
Terminal simple/ small
Terminals marine/ multi type
Terminals large/complex
Copyright © 2013 Accenture All rights reserved.
The Template Approach: The Roll-Out
Approach to the roll-out: The business owns the roll-out,BPM drives the
project, supports and governs the roll-out.
13
Input Prepare Build Deploy Follow up Output
Mobilize
deploy team
Progress
reporting
Progress
Reporting
Lessons
learned
Prepare
Build
Execute
Build Modify Build
Lessons
learned
Business
Impact
Assessment
Change
Interventions
Business
Readiness
Lessons
Learned
Kick off
meeting
Newsletters/
Status calls Celebration
Lessons
learned
Prepare
testing
Execute
testing Fix issues
Lessons
Learned
Prepare
Training
Prepare
Training
Execute
Training
Evaluate
Training Training
Technical
Testing
Project Mgt
Comms
Change Mgt
BPM Support
BPM CoE Support
BPM COE
Support
Business Benefits
Site Configuration
Lessons Learned
Site Sign Off
Site Readiness Plan
Planning
Local Team
Roll Out Package
Copyright © 2013 Accenture All rights reserved.
The Template Approach: Wave Planning & Deployment
(Terminal) Dashboard
14
Rollout Status (Simple/Small)
On Site
Division Terminal In P B D F Out
NL
NL
NL
EMEA
EMEA
EMEA
EMEA
EMEA
EMEA
Asia
Asia
Latin
Latin
Latin
Latin
Latin
Latin
Latin
Latin
Latin
Latin
Latin
VNA
VNA
VNA
VNA
VNA
VNA
VNA
Rollout Status (Medium)
On Site
Division Terminal In P B D F Out
NL
NL
NL
NL
EMEA
EMEA
EMEA
China
Asia
Asia
VNA
Rollout Status (Large / Complex)
On Site
Division Terminal In P B D F Out
NL
NL
EMEA
Asia
Asia
Copyright © 2013 Accenture All rights reserved.
The Accenture Innovations: Change Management
Organizational transformation or improvement, assume correct
behaviors to sustain successful use of technological solutions and new
processes
15
Manage performance and
realise benefits
Manage change and
mitigate risk
Mobilise leaders
Engage & communicate
with stakeholders
Align the organisation Prepare the workforce
Drive ongoing behaviour
change
Plan change
Change
approach
Copyright © 2013 Accenture All rights reserved.
Business Benefits
MES Capabilities1
16
ISA95 Dimensions Production Maintenance Quality Inventory
Trend comparison
Tank-level publication, enable
VMI
Less manual, less faults
Insight finished goods,
production progress
OEE
Sustainability
Environmental License
Regulatory Compliance
Production Information
Process Reporting
Quality Management
Production Execution
Maintenance
Management
Waste Management
Dashboard
Operational performance
management
P
M Q
I
P I
P
Q
P
M
P
M Q
I
P
M Q
I
P
Q
I
P
M
Increase Information
Availability
Increase Information
Usage
Increase Process
Awareness
Increase Revenues
Decrease Costs
Ind
ire
ct
€
MES objectives Business benefits
Copyright © 2013 Accenture All rights reserved.
Wrap-Up
Prepare for transformation!
Multi-site, multi-country also means:
Multi-year and multi-function!
Thank you for
your attention
17
Copyright © 2013 Accenture All rights reserved.
Appendix: The Accenture Innovations: Change
Management
The success of an implementation is the result of both the solution and
the execution.
18
Awareness Understanding
Acceptance
Commitment
Lev
el o
f accep
tan
ce
Confusion
Negative Perception
Decision not to support
Implementation Change Aborted after
Implementation
Time
Robust Change Management approach
Stakeholders are supported and engaged which reinforces a
positive change journey
Risk of limited Change Support
Stakeholders are not supported appropriately during the change
process, which increases resistance and causes the failure of
the programme
“I heard that the
capability phase of
TAS is happening in
the Programme
Launch session”
“I understand what TAS
will mean for Vopak and
me personally and know
where to find more
information”
“After the day-in-a-Iife
simulations I am willing to
begin working in new
ways and adopt new
processes and systems
and make them work”
“I support the changes
TAS brings and am
committed to doing what
it takes to make it a
success” Ownership
“I don’t understand
why Vopak is
implementing TAS” “TAS mainly means
more work and less
autonomy”
“I will keep working as I
am used to do”
“As soon as the programme
has ended we start doing the
real work again”
“I fully utilize TAS in my
daily work and
experience the
benefits”
Copyright © 2013 Accenture All rights reserved.
Appendix: Value tracking – Program and Individual
Measuring the progress of the transformation with hard data ensures successful
business change against the objectives that were set in the business case
19
Change Measurement
• Regular temperature check during each
phase.
• Employee feedbacks are effective ways
of measuring change and can generate
important insights about the change
process.
• Employees fill in survey of 20 questions.
• Call 10 end users per week per Change
Team member to get an indication of the
engagement of the end users and to have
a dialogue (listen to feedback and clarify
business reason and where to find more
information).
Performance Management on a daily
basis
• Using team meetings, reporting and
dashboards for process management
and optimization.
• From reactive to proactive, explaining to
forecasting; from understanding process
drivers to using right levers for
continuous improvement.
• Managers are asked to discuss their
groups performance on TAS KPIs (use of
the tool, quality of the data, etc.)
Business Value (Individual level)
• Understand the level of engagement of
the end users and stakeholder groups to
adapt the change interventions
accordingly to ensure a successful
adoption of the new way of working.
• Employees can have the option to give
continuous feedback on possible
improvements or negative situations,
hence feeling involved in the growth of
company during the process of change
Business Value (Program level)
• Team meeting is heartbeat of the
organisation, output driven on KPI’s,
actions and roles & responsibilities.
• Clear accountability and clear information
on TAS performance (in first instance:
adoption of the new tool and way of
working)
• Quick adoption of TAS on the selected
sites for roll-out.
How will we track Success?
Copyright © 2013 Accenture All rights reserved.
Appendix: Setup a CoE for Manufacturing IT
Ownership and competence needs to be governed
20
Current Situation
• TAS systems are at the centre of the
operation
• Multiple disciplines involved, AT and IT
• Ownership rarely clearly defined
• Change management and aftercare
essential
Feasibility Check
• Change management integral part of the
approach
• Organize community: BPO, Ambassador,
site contact
Accenture Vision
• The technology itself is not the bottleneck
• A multi disciplinary approach required
• Involvement of Vendor in the right role
required
• Alignment of AT & IT
• CoE to enable roadmap & future proof
architecture
Business Value
• Utilize the right persons and parties at the
right place
• Harmonized processes, harmonized
information, enabling operational
excellence
• Long term Business benefits by
supported transformation
Ability to manage
infrastructure MES patterns
and concept
knowledge Ability to support
applications
professionally
IT skills: network,
databases, etc.
Operates with low
total cost of ownership
Global vision
aligned with
business
Centralized
management Better level
4 APP knowledge
Familiarity with the
infrastructure required by MEs
Presence
in the plant
Experience in real-time environments
24x7 plant support
Better knowledge
of level 1 and 2
applications
Better knowledge of
manufacturing processes
0%
100% 0%
100%
AI IT
Copyright © 2013 Accenture All rights reserved.
Appendix: Setup a CoE for Manufacturing IT (Cont’d)
21
High
Low
Operational
Performance
and Value
Data
Capability Range and Collaboration Breadth
Models Applications Work Process High
Data
Aggregation
Data
Information
Knowledge
Understanding
Increasing Value
of Knowledge
Inbound Supply
Chain Synchronization
Planning and Scheduling
Advanced Process
Control
Operational
Decision Support
Modeling and
Simulation Process Monitoring
Equipment
Monitoring Analysis
Contextualized
Data
Data
Collection Data
Visualization
Reporting
Fault
Detection
Predictive
Analytics
Process
Optimization
Outbound
Supply
Chain
Synchronization
Copyright © 2013 Accenture All rights reserved.
Appendix: Ramp up an MES CoE
Delivery of an MES CoE either internally or as a managed service
22
Current Situation
• Vopak is planning the roll out of a new
component in their system architecture.
This will require creation of a new MES
capability in their organization.
• Given the business benefit, a rapid roll
out would be desirable. This would have
the following implications:
Implementation of an MES CoE in a
very short timeframe
Flexibility in resourcing levels
• MES Skills are scarce in the market
Feasibility Check
• Accenture Plant & Automation Solutions
has over 1500 people within our
communities of practice (Netherlands,
India, Brazil)
• Outsourced support of MES is currently
being delivered by Accenture in the
metals industry
Accenture Vision
• Support a rapid MES deployment
program through leveraging the
Accenture MES capability
• Depending on the business need the
ramping up of an MES CoE could be
achieved to various extents from:
Organizational design, recruiting,
training and deployment of an internal
MES CoE
to
The delivery of MES serviced as part
of a BPO service
Business Value
• Business benefits of MES is not delayed
by operational requirements of a ramping
up a CoE to sustain these benefits
• Learning curve of growing a new
capability is bypassed through accessing
high maturity processes and capabilities
through Accenture
• Flexible resourcing levels
• Delivery from low cost geographies
• Global footprint means that skills can be
delivered in the location and language
required
Copyright © 2013 Accenture All rights reserved.
Accenture Vision
• Requirements gathering and change
combined, holistic approach
• Integral team to find commonalities and
respect differences
• Treat integration as a separate
workstream
• Isolate aspects in PoC separate from
common Template
Appendix: Requirements management
Ownership and governance during project life cycle
23
Current Situation
• Scattered Manufacturing IT landscape
• Unclear ownership, often local initiatives
• Carve in / carve out complications
• Different ways of working
• No clear information, Analytics
unsupported by shopfloor
Feasibility Check
• Often more commonalities are found than
expected
• Pilot plants are pivotal for technology and
team alignment
Business Value
• Futureproof setup for Template beyond
go-live
Copyright © 2013 Accenture All rights reserved.
Appendix: Accenture Change Management: A
Differentiator
24
Rati
on
al
Em
oti
on
al
Rich ‘Change Enablement’
Methodology & Estimator
• Captures our global CE
experience
• Toolkit + templates and
examples (‘change
management in a box)
• Don’t reinvent the wheel
Robust change
management
methodology and
box of tools as the
foundation for our
work
Creativity & Engaging Solutions
• Balance ‘method’ with need
for creative solutions
• Partnering for innovative
solutions and
credential/door-openers
Creative
‘Interventions with
teeth’ & partnering
for innovation Change
Branding
Creative
‘engagement’
Complementary change
partners
Serious
Gaming
Data-driven:
• Turning art into science
• Increase predictability
• Repeatable
Data-driven/
proven tools
Change Readiness
Scorecards
Learning Approach and
Curriculum
ChangeTracking®