Guldsponsorer
MDM:
The Quick Way
Silvia Zachrisson
Perstorp AB
Tobias Nilsson
Content
•
Short introduction to Perstorp & PCS
Project
•
Origin of the MDM need
•
The challenge and our solution
•
Result of initial MDM work
•
Problems after May go-live
•
Way forward
How to have a Master Data Management
group up and running in 30 days
Perstorp in brief
•
World leader in several sectors of the
specialty chemicals market
•
Annual turnover of more than 10 billion SEK
in 2013
•
About 1,400 employees in 22 countries
•
Production plants in Europe, Asia and
North America
•
SAP is being rolled out as from May 2014
•
Concept of central MDM did not exist
Everywhere – same but different
ERP systems
Perstorp is the operator of
9 production units
in Asia, Europe and North
America. Most sites have PRISM as the system for order entry and material
information, but each site has its own system for vendors and transactions.
Production sites 1. Bruchhausen, Germany 2. Castellanza, Italy 3. Gent, Belgium 4. Perstorp, Sweden 5. Stenungsund, Sweden 6. Toledo, the US 7. Warrington, the UK 8. Waspik, the Netherlands 9. Zibo, China
Background to the MDM need
•
Ongoing SAP implementation at Perstorp globally
–
Smaller go-live on May 5th 2014 (3 financial companies, no production, indirect flows)
–
Take over of existing SAP vendor and customer MD in Warrington
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Major go-live site Perstorp (with production) in March 2015
–
Another site (TBD) go live in 2016
–
All other sites will follow after
•
During preparation phase the SAP project and upper management felt there was a need for high quality
master data to ensure successful implementation and continuous use of the SAP system
•
Strong master data governance was also highlighted as needed to act as a control function
•
Decision to have a MDM group was taken in mid-March 2014
MDM’s initial mission
•
Get ready for first go-live in May 2014
–
focus on handling vendor and customer master at site Perstofor the 3 financial
companies
–
take over vendor and customer master at site Warrington as soon as possible
•
Prepare for second go-live in March 2015 (include material MD)
To do this:
•
Train staff in SAP and Master Data
•
Ensure existing basic MD processes are in place
•
Create essential request forms for new vendors/customers; lists of
authorised users
The Challenges
The Stranger
•
The MDM concept came late, when the SAP project had
already been running for some time
Timing
•
Very little time – prioritizing essential
The Team and Its Skills
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MDM Manager could only start in April 2014, no SAP skills
•
½ Master Data officer available, no SAP skills or experience
with Master Data
•
Rest of team on loan to SAP project in expert roles with
little
time to spend on line assignments
Vendor master data
•
Processes and organisation around Vendor information
were not yet mature for a central MD concept
The Solution
Expert and Experienced Support
Tobias Nilsson (Acando) came to our rescue with a 90 hour crash
course on ”Master Data Basics”. Backed by 50% management
support for implementation.
Lay the Foundation
WHAT
is Master Data
HOW
do you set it up and manage it
WHERE
do we want to go
WHEN
do we need to be there
•
Helped mapping the vendor and customer objects
•
Set priorities for go-live in May (get the new vendors request
forms ready, have a process in place, established dialogue with
purchasing)
•
Helped MDM get in touch with the SAP project
The Staff
•
Involve staff as much as possible and get them to be really
dedicated
The Result of the Crash Course:
Perstorp MDM Operating Model
Purpose
Perstorp MDM operating model
–
provides a best practice way-of-working with MDM at Perstorp.
–
creates structure in the work with MDM
Getting Ready for May go-live:
Customer Master Data
May 2014
•
Only financial flow part of go-live in May
•
MDM group responsible for maintenance of SAP customer master from May 2014;
•
3 financial companies with <200 customers (1-2 new customers a month)
•
Site Warrington (1 new customer every 2 weeks, few changes)
•
EXTRA
: All PRISM sites by 15
thOctober 2014 (-> ½ resource joined the team)
•
Authorised requesters to be identified and trained
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Request flow to be developed:
–
Create New Customer
–
Update Customer
Getting Ready for May go-live:
Supplier Master Data
May 2014
•
Suppliers for indirect purchases part of go-live
•
A “new vendor” request form was created in cooperation with
Purchasers.
–
Mandatory fields were mapped to achieve this
•
A process was agreed on how to handle new vendors
•
Authorized requesters for new suppliers were identified
Getting Ready for May go-live:
Material Master Data
May 2014
•
Not included in May 2014 go-live
The Result
•
MDM was able to go live in May 2014 and did so successfully but not
without hickups.
•
Critical to the success was:
Initial basic training
MDM operating model as check list
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Focusing on what is essential
o
Develop a process
o
Develop request forms
•
!!! Dedicated and able staff !!!
Have a VISION of what you want to achieve and communicate it to
staff, to keep you and them motivated when things get TOUGH
Problem 1 after May go-live: Vendors!
The new Vendor Process
The new process for entering new vendors was not followed. People continued to work as before – new vendors were called without controls or checks and entered when their invoice reached Perstorp.
On top of this, the migration from Oracle to SAP had been less than good, with hundreds of active vendors missing.
Consequences
MDM could not follow the approved process for entering new vendors, and vendors had to be entered without control, based on invoice information. A back-log of vendors that needed to be entered was created which lasted for a couple of months. Acando
consultants had to help MDM enter the new vendors.
MDM/Acando also had to take care of the unplanned back-log of existing vendors that were not properly migrated to SAP.
The Long-Term Solution
MDM tracked those groups that had statistically the highest number of “wild vendors” and trained them on the new process. A “no entry” policy is now being enforced.
Lessons learned: the importance of training and change management. The importance of preparing migration work. The importance of measuring the quality of incoming data.
The Problem
Because of an internal re-organisation MDM was asked to take on board PRISM customer master from May 2014, despite lack of resources.
There was no time to focus on Material Master or on governance issues.
Change management went well with all parties involved (Sales and Customer Service – both organisations have a structure and mature processes).
Problem 2 after go-live Customer MD
The Solution
A ½ resource was temporarily added from June to November.
Customer Master Data was taken over gradually and the take over will be completed in January 2015.
The Positive side of this: MDM is ready for go-live in March 2015, and will have control on all Master Data (PRISM and SAP).
