Showing posts with label Innovation. Show all posts
Showing posts with label Innovation. Show all posts

Better Resource Utilization - Using Business Applications?

In an earlier post, I had outlined an idea to improve the usability of enterprise systems by creating a unified task dashboard. By having one dashboard for all activities, which could span multiple applications, users/resources can get a holistic view.

In this post, I want to extend this idea and would like to propose to the software companies/product manager’s work on expanding the capabilities of their tasks/work flows and start looking into unified resource utilization!

The first step would be to capture business process execution with accurate tasks within workflows. The second step would be to accurately estimate the time required to perform the tasks.

If and when we can track all tasks across all applications, we should be able to generate data, reports and metrics on resource utilization and be able to estimate current and future work loads accurately and be able to assign the right resources to the right problem and thus improve effectiveness and efficiency of the organization.

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

Data Migration: A summary of my posts!

Over the last 3+ months, I have outlined my thoughts on data migration. In order to be successful with large scale implementations of business systems like (ERP, PLM, CRM, BPM etc.), data migration is a key element.

Data migration is often ignored and not enough attention is paid to this portion of the overall project.

The methodology I have outlined in these posts can be applied to a number of projects including data consolidation, server consolidation, migration from one application to another and the list goes on.

The key is to pay attention to the business needs and to make them successful by taking care of the technology and project management issues!

Good Luck.


1. Data Migration: Challenges & Joy!
http://improveprocess.blogspot.com/2009/07/data-migration-challenges-joy.html

2. Data Migration: Challenges & Joy!
http://improveprocess.blogspot.com/2009/07/data-migration-challenges-joy-part-2.html

3. Rules For Successful Data Migration
http://improveprocess.blogspot.com/2009/07/rules-for-successful-data-migration.html

4. Phases of Data migration
http://improveprocess.blogspot.com/2009/07/phases-of-data-migration.html

5. Phases of Data migration
http://improveprocess.blogspot.com/2009/07/phases-of-data-migration.html

6. Phases of Data migration: Analysis
http://improveprocess.blogspot.com/2009/07/phases-of-data-migration-analysis.html

7. Phases of Data migration: Design
http://improveprocess.blogspot.com/2009/07/phases-of-data-migration-design.html

8. Phases of Data migration: Test
http://improveprocess.blogspot.com/2009/08/phases-of-data-migration-test.html

9. Phases of Data migration: Validation
http://improveprocess.blogspot.com/2009/09/phases-of-data-migration-validation.html

10. Data migration: Risks
http://improveprocess.blogspot.com/2009/09/data-migration-risks.html

11. Tips for Successful Data Migration.
http://improveprocess.blogspot.com/2009/10/tips-for-successful-dat-migration.html

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

Intelligent part numbers! Why and Why Not, Can PLM / ERP systems help?

All companies that make and sell products have to make this decision very early on. Some companies might not have the maturity or business processes in place when this decision needs to be made. Changes to policies done at a later time could result in additional complications so most companies chose to remain on their current policy and process.

Intelligent part numbers are used to clearly identify the type of part, its commodity or sometimes even the location of use in the overall product. Typically companies develop a matrix mapping commodity to specific sequences of part numbers. For example 12-???? Could represent sheet metal, 13-??? could represent PCBs and so on.

Unintelligent part numbers on the other hand are based on ERP/PLM system’s ability to automatically generate the next higher number.

Companies that develop intelligent part numbers can clearly distinguish between top level products and lower level assemblies easily, in addition be able to develop logic to drive procurement, review and approval cycles based on part number sequences.

Developing part number sequences can be costly, they require manual setup, customization of applications (ERP, PLM etc.) and require due diligence on the part of engineers to follow a defined process. Depending upon the rules, the business groups must pay attention to number of possible parts for a given commodity (by projecting in to the future) and also plan on adding new commodities as the need arises. Typically this could require an additional head count to manage the process and tools. In my experience, a lot of engineers would rather focus on innovation and turn out their designs and go quickly from concept to prototype to production release and not be bogged down by having to pull a new number and update their documentation and slow things down.

Unintelligent part numbers provide engineers with the ability to conceptualize their design and generate new numbers easily with minimal data in the beginning and quickly release their designs and then provide additional data. Often engineers might not know what the right commodity / material needs to be when they are working on a concept. This lack of knowledge typically results in non value added work in recreating parts with the right material and commodity if they had made a mistake. Unintelligent part numbers do have a drawback which is that it doesn’t provide any information on the part type or any other data.

As ERP & PLM systems have matured, most have introduced a classification scheme / module with which parts can be classified. Typically classification systems capture information like whether the part is OEM or not, commodity, material, assembly or not, compliant or not (for RoHS, WEE, Reach etc.), Critical part or not, in addition the description can be broken down to clearly identify the parts. For e.g., socket head cap screw could be classified into a class of screws with a sub group of socket head or not and so on.

So if we can get so granular and capture all the information we need, we could use the classification system to drive activities like procurement based on commodity, ABC coding by commodity / part class and conditional workflows for ECO cycles based on part type and whether a full review is required or not. In addition, there are other uses like knowledge management and capturing the right questions when quality issues occur based on type of part/product.

New part creation could be streamlined by checking against classification schema and existing parts to see existing parts can be re-used. This re-use has a lot of benefits. I have seen/heard of benchmarks done by a number of companies where they have found that the cost of a part through its lifecycle (concept to obsolescence) is around $3000 to $5000.

Implementing a classification system is more complex than implementing intelligent part numbers. If you chose to do this mid stream, you will need to launch a data quality / clean up program to ensure data integrity and adherence to rules of classification and then launch this activity.

In summary, there is no easy answer for the debate on intelligent vs. unintelligent part numbers. Classification systems provide a lot of merit which outweigh the effort required clean up existing data and setup a new system.

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

Unified Task Dashboard! Utopia?

In an earlier post, I had listed a number of emerging or new TLA's (three letter acronyms) in the enterprise application space like ERP, PLM, PDM, CRM, SCM, SRM, BPM etc...As the usage of these of applications and technologies mature within different organizations, users will soon have a set of task dashboards which outline the tasks they have been assigned within each of these applications and when it is due.

this begs the question, if we can integrate applications and have strategies like data integration / master data integration why cant we integrate the applications and create a unified task dashboard?

Most of the integrated software vendors could provide this capability but companies which have chosen best of breed applications will struggle with this unless they learn to federate and build services which can kick off / complete tasks and seamlessly integrate the applications and provide their users with one interface.

This could impact user adoption and greatly increase speed to proficiency of users and is rarely considered during software selection, planning and implementation!

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

Primer to ERP

Enterprise resource planning (ERP) is a company-wide computer software system used to manage and coordinate all the resources, information, and functions of a business from shared data stores.

The origins of ERP lie with MRP systems which was primarily focused on production planning, inventory control and manufacturing processes. Over the last 20 years, the industry has matured and adopted a number of best practices and has significantly increased the scope and functionality offered. Today the higher end ERP systems offer an integrated package or a suite of functionality which includes Product lifecycle management, Supply chain management (e.g. Purchasing, Manufacturing and Distribution), Warehouse Management, Customer Relationship Management (CRM), Sales Order Processing, Online Sales, Financials, Human Resources, and Decision Support System.

In a number of companies, ERP systems form the backbone of the IT application infrastructure. In terms of architecture most ERP systems have 3 tiers, a presentation layer, a business logic layer and a database layer. Some of the software vendors offer a number of options for the presentation layer like windows based GUI or a web based interface. In terms of business logic or application layer, proprietary code is used in addition to some common standards. Programming might have to be done in the proprietary language…recently most of the vendors have embraced J2EE standards and allow programmers access to their APIs to enhance capabilities.


Some of the benefits of ERP systems include
(1) real time information for all functional areas of the enterprise
(2) data standardization and accuracy
(3) best practices and one location for all business process execution
(4) analysis and reporting to support strategic planning

Popular ERP Vendors
• Microsoft Dynamics
• Oracle e-Business Suite
• SAGE
• SAP Business One
• Infor Global Solutions
• NetERP from NetSuite
• Lawson Software
Overall revenue of the ERP software market is in excess of $21.4 billion worldwide. This is a huge space, with a lot of consolidation occurring. As SaaS adoption grows, hosted solutions are becoming increasing competitive and look very attractive to CIO’s under pressure to reduce costs.
This is a mature space and a number of software providers offer a wide portfolio of capabilities which encompass the whole enterprise including
(1) financials (general ledger, accounts payable, accounts receivable, cost accounting, project accounting, fixed assets…)
(2) human resources (workforce management, payroll, benefits, personnel management, training)
(3) sales management
(4) quality management
(5) Supply chain management
(6) Manufacturing management (product costing, shop floor control, production planning…)
(7) Quality management
(8) Field service and repairs

In addition, most of the ERP software vendors have invested heavily into technologies/modules to support PLM, CRM, and Portals to increase their footprint within customers by offering integrated solutions.

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

Best of Breed vs. Integrated Systems

You have probably had to make this decision several times in your professional and personal lives…for example a vacation plan where you have to decide if you want to create your own itinerary and define the trails that would provide you with maximum comfort or adventure (whatever floats your boat) or be part of an overall tour targeted at a group of people who have varied interests…
The decision needs to be based on what each package offers you, cost benefit, return on investment, future value/costs etc.
For most of the processes used within the enterprise, a number of software solutions exist. If you are in the market for a software solution to address current problems / revamp existing application framework or implement a solution based on future requirements you will have to make this decision!
Integrated systems provide multiple applications with a common architecture and consistent user interface so that all modules/functionality have a familiar look and feel. The downside is that some applications may not have the maturity or capability to address all functional areas, causing users in these areas to become disgruntled or slow down adoption.
Best of breed systems, designed specifically to address processes and common problems in certain functional areas, generally provide the maximum functionality to a set of business process. They pose challenges, such as increased training and support, complex integrations with other systems, possible duplicate data entry / redundant data.
There a number of factors to be considered if you want to thoroughly assess the differences between “best of breed” and integrated systems. These factors are
(1) Implementation Cost
a. Software cost / licenses
b. Integration
c. Customization
d. Hardware
e. Resources
f. Consulting
(2) Implementation timeline
(3) Value to business
(4) Return on investment and Payback period
(5) Fit / Adaptability to company specific business processes
(6) Quality
(7) Maturity
(8) Vendor capability and lifecycle
(9) User
(10) Future Support costs
a. Need for additional hardware
b. Software maintenance fees
c. Need for additional headcount
“Best of breed” applications typically have a shorter implementation cycle with an accelerated payback period. I have seen numbers like 6-12 month implementation time as opposed to 18-24 month for integrated systems…12 month payback for best of breed as opposed to 2-4 years for integrated systems.
In summary, the decision needs to be based on business needs and constraints placed by budget and resource availability. Be mindful that each system has its own benefits and shortcomings and plan accordingly.

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

How many applications do you need to run your business?

Over the last 10+ years, a number of acronyms have popped up in the enterprise application space. Traditionally most companies started out with in an ERP system and depending upon their business added additional applications to support the business.
What is ERP?
ERP stands for Enterprise Resource Planning. ERP is a way to integrate the data and processes of an organization into one single system. This seems to be the commonly accepted definition of ERP systems, if that is true then why do we need so many other applications?
I am going to post a series of blogs on the different applications and describe their roles, capabilities, maturity and why the need for them appeared and who the “big players” of these markets are.
In this post, I am going to list out the applications seen in the landscape and briefly describe their function.
Some of the applications that you would see in the IT landscape are
• CAD (Computer aided design) to support modeling of hardware and electrical/electronics
• PDM (Product data management) systems to support data management
• PLM (Product lifecycle management) systems to support workflow, engineering change, bill of material management, release to manufacturing etc.
• MES (Manufacturing execution systems) to manage work in progress on the manufacturing floor
• CRM (Customer relationship management) systems manage, track and organize its data / contacts with its current and prospective customers
• BPM (Business process management) systems provide process management capability with workflows
• SCM (Supply chain management) systems provide the ability to manage the entire supply chain and support planning, sourcing, manufacturing, delivery and return logistics.
• KM (Knowledge management) to support knowledge sharing of best practices and lessons learned.
• SRM (Supplier relationship management) to support managing vendor relations and lifecycle.
• PPM (Project Portfolio Management) systems used for analyzing and collectively managing a group of current or proposed projects.
• BI (Business intelligence) systems help the business acquire a better understanding of its commercial context.
• EMM (Enterprise Marketing Management) systems manage marketing’s end-to-end internal processes including Web Analytics, Campaign Management, Digital Asset Management, Web Content Management, Marketing Resource Management, Marketing Dashboards, Lead Management, Event-driven Marketing, Predictive Modeling etc.
• HRMS (Human resource management system) or HRIS (Human resource information system) manage all processes within human resources.
Though this list is long, this list is not complete. Depending upon the industry many other applications exists for e.g. LIMS (Laboratory Information Management System) is important to healthcare, drug and the food industry…In addition, almost all companies have a suite of internal applications to manage issue tracking and resolution, portals to share information with their customers, suppliers and different organizations…
Now if you step back and wonder why so many systems exist, and perform a root cause analysis the usual culprit is lack of capability to support all facets of the business within one application resulting implementation of best of breed / internal applications as opposed to one integrated systems.
In later posts, I will describe the factors driving “best of breed” Vs integrated systems.
With all these different applications, IT organizations are challenged with (1) integration and seamless of flow of information (2) managing application portfolio and associated costs (3) managing platform obsolescence and ensuring that the whole application portfolio is on the current/latest release levels. These challenges would make an interesting post as well :)

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

Convert Failures into Success!

I recently came across an article from CIO.com , on why IT projects fail.

It had some data on a study conducted in 2007 study by Dynamic Markets Limited of 800 IT managers across eight countries which showed that:
• 62 percent of organizations experienced IT projects that failed to meet their schedules
• 49 percent suffered budget overruns
• 47 percent had higher-than-expected maintenance costs, and
• 41 percent failed to deliver the expected business value and ROI

This got me thinking about the failure rates…in my opinion these numbers are on the low side. After all, no one wants to admit they were late or did a poor job on key company wide initiatives…

If you are trying to implement a new system, how should you go about it?

I would start with assessing

(1) Drivers for change: why do we need to change our current modus operandi for executing business process? Is there a clear advantage of the new system? Is it going to add value? Are we at risk due to obsolescence of existing platform(s)

(2) Are we ready for change? Even if the new system is the right thing to do, are we ready for change? Do we have the resources required to plan, define, test and implement this new system in addition to taking of care of day to day business? Do we have the discipline to adhere to the rules and logic built within this new system or are we going to modify it so that we can continue with business as usual but in a new locale? Is this a key initiative? If so is executive management aligned with requirements, costs and possible impact on performance?

(3) Do we really understand our current business processes and systems? In most cases, it is easy to blame the instrument (business solutions) and not the musician. If you truly understand your business process and can clearly identify the flow of information, material and finance at each and every step of your end to end processes, then proceed with scoping, feasibility, selection and vendor assessments. If you understand your system (process and business solutions), then in some cases, you may not need a new tool, you can super charge your existing toolset and reap the same benefits.

(4) Software selection, my approach would be is establish a budget based on fund availability. Then benchmark with companies within your space and similar sized companies not in your space. Analyze their success and failure stories, gather as much information as possible on how much they spent and on what. Get information on what vendors they reviewed and why they selected a particular vendor. Now that you are armed, create a check list of must have capabilities to support business process! Don’t focus on technology rather focus on capabilities to bring about success by implementing a new business solution. Be

(5) Implementation, ensure that your change is well socialized and aligned to at all levels, use best practices in IT change management, project management and run the implementation as you would run your business. Focus on your customers and ensure that their success is an integral theme of your implementation. Ensure you test well and properly to ensure that all your processes will execute well within the new system. Establish a super user community ahead of time and implement a “train the trainer” program. This will ensure that your support group doesn’t get overwhelmed upon go-live.

These points are general guidelines, over the next few weeks I will add more details on best practices for each of the bullets.

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

Design for Manufacturability

According to Wikipedia, Design for manufacturability (DFM) is the general engineering art of designing products in such a way that they are easy to manufacture.

The keywords to pay attention to are “art of designing products” and “easy to manufacture”. How many times have you bought a piece of furniture or toys for your kids and been stuck in the middle of the instructions because it wasn’t intuitive or if you were questioning the use of some material. For example recently I had to assemble safety gates to prevent my toddler from going up or down the stairs and I was puzzled by the use of plastic to fasten the gates to the walls.

In my mind IKEA has mastered the art of design for manufacturability. Some of the key features of their products that I like are
(1) simple design with minimal parts
(2) common parts and materials
(3) design for ease of assembly
(4) modular design with sub-assemblies
(5) mistake proof instructions (poke yoke)
(6) tools /kits necessary are clearly identified if not provided within the package


Companies embark on this process improvement methodology to
(1) reduce costs
(2) standardize manufacturing process
(3) reduce churn in design through ECO cycles which could be expensive if done later in the product life cycle
(4) get better control over product configuration and architecture
(5) eliminate/control risks related to reliability, manufacturability, feasibility, quality and liability

Some of the other benefits include
(1) get it right the first time
(2) lower production cost
(3) higher quality
(4) quicker time to market
(5) increased potential for automation
(6) increased re-use of components and fewer parts to manage via MRP/procurement cycles
(7) fewer ECO cycles

How do we go about design for manufacturability?
(1) Get your requirements clearly defined using MRD process
(2) Start to simplify designs and embark on optimizing product configuration and architecture
(3) Develop strategy for options / replacements per customer request
(4) Minimize number of parts and re-use components whenever feasible
(5) Reduce the number of specials manufacturing instructions (tolerance, surface finishes)
(6) Use the right materials to get the job done
(7) Increase collaboration between engineering/product development teams and the manufacturing teams
(8) Review design often and use a cross functional audience to explore options to reduce costs, increase re-use, reduce development time
(9) Use lessons learned from the past on failures and shortcomings of similar designs and avoid making the same mistakes

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

Career Advice from Top CIOs

Great article from CIO.com with great insights and tips from great mentors.

the key takeaways: take ownership, don't be afraid of details, get your hands dirty, pick the projects that nobody else wants, admit your shortcomings, focus on your managers needs and fulfil their needs!

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

What is operational excellence?

As usual I will start by quoting the definition from Wikipedia, “Operational Excellence is a philosophy of leadership, teamwork and problem solving resulting in continuous improvement throughout the organization by focusing on the needs of the customer, empowering employees, and optimizing existing activities in the process.”

If you read through the definition, you can clearly identify the key tenets: leadership, continuous improvement, focus on customer, and optimizing current processes. Simply put, operational excellence is executing in an efficient and effective manner across the value chain with a focus on delivering value to customers.

The Operational Excellence program provides a framework to understand why and how performance needs to improve. The road to achieving operational excellence is by identifying value chain business processes, identifying strengths/weaknesses of them (based on key measurements and benchmarks) and redesigning these processes to align with corporate / strategic goals and ensure that organizations, resources and assets are utilized in the best possible manner.

When you pore through the reference material on operational excellence, you will see terms/phrases like “on par with industry”, “best in class”, “world class”. There are differences in all these phrases, if you choose to embark on operational excellence, focus first to meet/exceed your competition’s performance and then become the best of your peers and then become the best among organizations outside of your industry and region.

Each and every industry and organization/business unit within each company can create and run their operational excellence program. In most cases, value chain processes span across multiple organizations, so the focus should be on process execution (related to handoffs) and ensure the best use of assets and resources across the enterprise. Automation and business process re-engineering have great potential so does streamlining / integrating data and business system like ERP, CRM etc.

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

How to manage knowledge within CAD

In a series of posts, I will discuss my thoughts on how we can manage knowledge and leverage lessons learned to effectively and efficiently manage the product design process. In this post, I have outlined a few ideas and technology on promoting knowledge management and design re-use within the CAD domain.

CAD users, like engineers and designers, work in a fast paced environment with the pressures of reduced time to market and faster design cycles. In most cases, this results in little or no design re-use. Over the last 10 years, CAD vendors have come up with many features like
(1) shape indexing
(2) user defined features
(3) saved sketches/profiles

Shape indexing is an excellent feature by which the CAD system indexes shapes used within 3D models and alerts users when they are trying to recreate a similar shape. This can be tricky to implement and manage but has many advantages once you overcome the teething pains. Much like document/metadata indexing, shape indexing can be configured for optimum performance.

Multiple studies have indicated that 25-40% of designs are duplicates. While this might be warranted per business processes like interchangeability, we should be mindful of unintentional waste of resources. Shape indexing can be the key to improving efficiencies. In the past, I setup PTC’s ModelCHECK and was impressed with the results.

User defined features and saved sketches are similar in scope. These capture certain pieces of design that are often repeated. By creating these using best practices for design, users can embed these in a plug and play manner by just specifying the references. This saves $$$ in wasted repeated non value added tasks.

Metadata, like part/assembly description (or names), revision, manufacturer name and number are often not standardized. These tidbits of information when managed properly can support design re-use greatly. In most cases, since manufacturer part #/descriptions are not properly managed, engineers waste valuable time in modeling hardware like nuts/bolts/washers etc, when they could be focused on design and adding capability to their products. Again, tools like ModelCHECK can greatly contribute significantly by ensuring that standards are followed and adhered to.

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

Customer Experience Management!

With increased focus on systems and internal processes within most companies, customer experience seems to have been missed.

While addressing issues within business systems and business processes to improve efficiency, cycle time and efficiency is good, the focus should be placed on the customer first. Ensure that you have
(1) the right offers/experiences setup for your customers
(2) processes and systems by which the offers/experiences can be served to your customers
(3) focus on end to end execution of business processes and not within individual organizations to ensure customer satisfaction, in most cases hand-offs between organizations cause significant delays and adversely impact customer experiences
(4) ensure repeated delivery of value to your customers

These 4 points apply to all types of customers (not just the ones buying the products/services of your company...)

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

Do you know what your customers want?

I read an interesting blog post on "How Knowledge Can Hurt Innovation", which clearly illustrated how most of us assume that others are aware of what we know and what we are talking about.

After years of managing of technology and business processes, I have learned to listen to my customers (internal and external) and make sure that I have understood their requirements and follow up with multiple sessions of deep dives and alignment to ensure that my understanding matches their requirements.

What you say may not match what your customers heard, and the converse is true, what you heard may not be what the customer told you. Don't make assumptions in important projects. Constantly challenge yourself and your teams to check if your assumptions and views are aligned with customer expectations.

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

Cost Benefit Analysis

As part of problem solving approach, you will end up with multiple solution options, how would you evaluate each of these and pick the optimum solution?

Cost Benefit Analysis (CBA) is one of the evaluation techniques to identify the right solution; it is a widely used technique to analyze solution options and decide on an approach to remedy a problem or implement a solution for an opportunity. CBA provides a means for systematically comparing the value of outcomes with the value of resources required to achieve the outcome.

Generally feasibility studies analyze viability of projects and solutions; technical feasibility looks at factors like architecture and scalability primarily from a technical perspective. CBA focuses on economical feasibility and determines if a solution is cost effective and economically sound.

Best practices:

(1) CBA must document all assumptions

(2) CBA must contains at least 3 solution options, one of the options would be “no change” or “as is” condition, to highlight cost of avoidance.

(3) Customers /Stakeholder must be the ones to identify and determine how to measure and evaluate the benefits.

(4) Customers/Stakeholder must be interviewed to identify the potential impacts of new or modified systems.

(5) CBA must have data for 3-5 year time frame to paint a better picture of one time and ongoing costs and benefits.

Be mindful of the fact that both costs and benefits are made up of one time and ongoing elements.

Costs are made of the following elements:

Labor /Services- labor costs include the salaries and benefits of employees and contractors/consultants assigned to the project. Sometimes this may also be referred to as services costs.

Software – All applications or software which has to be purchased or programmed. This may include not only price of procurement but also cost of licenses over the maintenance time frame.

Hardware- Equipment required to implement solutions for e.g. CPU, storage, RAM, servers, laptops, desktops, workstations etc.

Training – costs related to training project team members, stakeholders, super users and the larger user community. This could include monies spent on training material, instructors, software, training delivery and workshops/conferences.

Depending upon the project type, you might need to look into additional cost items like materials, supplies, facilities, travel, lodging and telecommunications related costs. There might be projects or software implementations which would involve additional headcount requirements which may involve additional costs related to recruitment and so on.

A good place to start the documentation of costs would be the current setup Review activities and resources engaged in the current process this indicates the labor/service costs. Review current system architecture and identify all software applications, this will lead you to software costs, resources costs for administration and license/maintenance costs, hardware used and then to hardware’s cost, depreciation, maintenance.

Benefits are the services, capabilities, and qualities of each alternative system, and can be viewed as the return from an investment. To estimate benefits, first identify the benefits for both the customers and the organization that provides the service(s) to the customers. Start by analyzing a number of factors to thoroughly review all potential benefits like: Accuracy, Availability, Performance, Compatibility, Efficiency, Maintainability, Modularity, Reliability and Security. Some might refer to benefits as return on investment (ROI).

At a simplistic level, if you compare the costs and benefits of each of the solution options then you are doing cost benefit analysis. In later posts, I will discuss how this type of analysis can be combined with other techniques to evaluate all solution options for e.g. maturity of solutions, impact to business process, technical feasibility etc.

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

A CAD World without Standards

an excellent article on impact of no standards...

http://www.caddmanager.com/CMB/2009/03/a-cad-world-without-standards/

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

CAD standards, What/Why

Standards in CAD (computer aided design) can be important enablers. Sometimes, designers and engineers complain about standards and the burden placed on them to adhere to standards and how this impacts their productivity.

I can emphatically state that CAD without standards is a recipe for disaster.

How can I back this up?
(1) I have over 10 years of experience in designing and managing CAD implementation (multi CAD, multi locations)
(2) I wrote the training manual for CAD standards and system administration and taught CAD/PDM administrators how to efficiently setup CAD environments and manage them effectively.

Benefits of CAD Standards include,
(1) Repeatability and quality of design
(2) Increased efficiency of drafters, designers and engineers
(3) Reduced costs by enabling reliable, standards-conformed, data

What should be included in CAD standards?
(1) Best practices for modeling

Include all aspects of design for e.g. casting, molding, chamfer, rounds, tolerances, inseparable assemblies, mirror etc. Document the processes with references to part number conventions used within the organization so that all users can name their assemblies, parts, features in a consistent manner and follow the same process/procedure to create 3d models.

(2) Best practices per CAD software

Every CAD package manages parent-child relationships in a different manner. Parent child relationships sometimes cause extensive problems in CAD data management and upgrades of PDM systems. Try and leverage the best practices per the vendor or the user community.

(3) Design drafting standards

Modify templates (for parts, assemblies and drawings) and configuration files to use the right units, views, drawing conventions like symbols, notes, tolerances, arrows, cross sections etc.

(4) Attributes/Metadata

Include attributes into the templates (for parts, assemblies and drawings) and prompt the user to enter this information as part of the creation process, this will ensure that the information entered is consistent. In most cases, if this is not entered during creation, it never gets captured. Most CAD packages have the capability to allow the drawing tables to be populated based on part/assemblies linked to them. In addition, this information can be passed from CAD into PDM systems and then into PLM/ERP systems.

(5) Software Configuration

Ensure that the software configuration on client's machines are consistent. If you dont control this configuration, then users can modify the settings and you will end up with standards not being followed.

If you don't include internal best practices/design drafting standards and match them with CAD vendors' best practices, you could end up with a mess on your hands. CAD systems are complex, and if you allow your users to have a free reign, data management becomes a hassle and will have a significant impact on down stream processes used within supply chain and manufacturing.

In a later post, I will discuss how to go about setting standards & how to go about cleaning a messy situation!

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

Overcome Your Fear of Trying Something New

Great article on empowering yourself to expand your horizons.

Be Real, Be Whole and Be Innovative!

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

Knowledge management

I have long been a proponent of knowledge management – documenting insights, experiences and lessons learnt so that we don’t reinvent the wheel. In most cases, organizations and individuals tend to forget the lessons learnt in the past…

Over the last two decades or so, with the advent of enhanced document, content and metadata management solutions (ERP, PDM, PLM, Sharepoint, etc.) organizations have been able to document their best practices and lessons learnt to enable faster collaboration, innovation and problem solving.

There have been challenges such as the (1) need to classify and tag knowledge,(2) the need to clearly document experiences so that relative newcomers can come up to speed, (3) ability to search and find relevant data amongst thousands of documents (4) enforce creators and audiences of knowledge sharing to use the knowledge management system and positive value over time.

I was surprised to read an article on “When Knowledge Management Hurts” from http://blogs.harvardbusiness.org/vermeulen/2009/03/when-knowledge-management-hurt.html. An excerpt from this page “The advice to derive from this research? Shut down your expensive document databases; they tend to do more harm than good. They are a nuisance, impossible to navigate, and you can’t really store anything meaningful in them anyway, since real knowledge is quite impossible to put onto a piece of paper.”

I dug a little deeper and found “Does Knowledge Sharing Deliver on Its Promises?” from http://knowledge.wharton.upenn.edu/article.cfm?articleid=1841. This article clearly identified some of the shortcomings and listed some reasons why! The key takeaways from this article (my $0.02) are:
The first key implication is that it is unsafe to assume that more knowledge sharing is always better.
The second key implication is that it unsafe to assume that the net effects of using even the right type of knowledge are always positive. Instead, the design of a project team affects its ability to achieve the desired advantages of knowledge sharing.

As long as we continue to generate data, we should be able to leverage this! This will mean that users, employees and organizations will need to step back and understand the value in maintaining knowledge and experience within their boundaries and implement steps to capture, share and use knowledge effectively.

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"

The Business Case for Data Management (MDM, Data Quality, Data Governance)!

In an earlier post, I had outlined impact of poor data management. In this post I would like to discuss the data quality and need for governance/accountability systems and technological solutions like MDM (Master Data Management).
Characteristics of good data
In order to analyze the data stored with applications and used by end to end business processes, let us review certain characteristics to check if our data is of good quality and where/what do we need to work on:
Completeness: Is all the requisite information available? Are data values missing, or in an unusable state?
Conformity: Are there expectations that data values conform to specified formats? If so, do all the values conform to those formats? Are these formats specified in the same way across all your applications (data silos)?
Consistency: Do you have conflicting information about the same object? Are values consistent across applications and business processes (data silos)? Do interdependent attributes always appropriately reflect their expected consistency?
Accuracy: Do data objects accurately represent the “real-world” values they are expected to model? Are there variations in spelling or reference information (id related to customer, supplier and employees)?
Duplication: Are there multiple instances of the same data objects within your data set?
Integrity: What data is missing important relationship linkages? Does the data adhere to a predefined set of rules?
Timeliness: Can the right people access the right data at the right time?

The fundamental nature of data is that it changes continuously making it difficult for organizations to put the data to the best possible use and achieve benefits. Furthermore, much of the data within organizations resides on different systems (for example, ERP, CRM, Order management, Customer service, PDM, PLM etc). And it is often difficult to keep all these systems in sync.

Poor data quality isn’t always apparent in processing your day-to-day business transactions. The purchasing department, for example, may not see the difference between entering “3M” or “3M Corporation” or “3MCorp.” in a database. All of these seem to get the job done. But if you dig deep, you will find that this could potentially save $$$ in time and resources utilized in creating duplicates of data.

In most organizations, most resources are fully utilized and certain “nice to have” functions are dropped as a result. One such item that is commonly ignored is data quality!

The benefits of accurate data are clear. They include decreased product development and sales costs, better customer service and increased employee productivity. However, building the business case in order to launch a data quality management initiative has traditionally been a challenge!

As organizations face stiff demand and need to churn out products and services faster, there is an increased demand placed on the availability of good data to support faster and better decision making! Without a doubt, data has become the raw material of the information economy, and data governance is a strategic imperative.

In addition, increased requirements on timely and accurate data placed by regulatory compliances like (SOX, FDA 21 CFR Part 11, RoHS, WEE, Reach, HiPAA, Osha) have stretched the capabilities of process and business systems owners.

These demands have resulted in the development of data governance and technological solutions like MDM. Master Data Management (MDM) is the technology, tools, and processes required to create and maintain consistent and accurate lists of master data.

Some organizations hope to improve data quality by moving data from legacy systems (or consolidating data silos) to (ERP) and (CRM) packages. Other organizations use data profiling or data cleansing tools to unearth dirty data, and then cleanse it with an extract/transform/load (ETL) tool for data warehouse (DW) applications.

A word of caution: unless data quality and governance is approached from a top down manner with alignment from all levels, we will not be able to achieve accurate, complete and timely data! A program to address data quality is not to fix a business system or application, neither is it an implementation of technology solution like MDM, BI, DW. This program is to fix behavior, flow of information across the enterprise and improve operational effectiveness, efficiency, control and success. Merely focusing on technology will result in the same problems but in a different application.

"Disclaimer: The views and opinions expressed here are my own only and in no way represent the views, positions or opinions - expressed or implied - of my employer (present and past) "
"Please post your comments - Swati Ranganathan"