agilent book of ideas - hcl technologies...manager (solman) was chosen to build a business process...

AGILENT BOOK OF IDEASValue Through Partnership

Value Through Partnership

Table of ContentFrom Ideas to Innovation

Ideas implemented by HCL

Denali stabilization ...................................................................................................................................................2

SAP SSO .......................................................................................................................................................................4

Logistics Dashboard for Memphis Warehouse ..............................................................................................6

CRM Parts Substitution ..........................................................................................................................................8

Dazel Replacement ................................................................................................................................................ 10

DPI .................................................................................................................................................................................12

Jaguar ......................................................................................................................................................................... 14

Degas ........................................................................................................................................................................... 16

ICE-T ............................................................................................................................................................................ 18

Lynx ............................................................................................................................................................................. 20

Secretariat .................................................................................................................................................................22

HR Portfolio Simplification ................................................................................................................................. 24

HR Service Excellence .......................................................................................................................................... 26

Trade Automation Application / GT upgrade ............................................................................................. 28

Concur SSO ..............................................................................................................................................................30

Future Ideas for Agilent

Digital Assistant ..................................................................................................................................................... 34

Process-as-a-Service ........................................................................................................................................... 36

Connected Services (Service Transformation) ........................................................................................... 38

Digital Ops Center .................................................................................................................................................40

Predictive ASM........................................................................................................................................................ 42

HCL Insights for SAP ............................................................................................................................................44

Service Management Process Automation through HCL DRYiCE ....................................................46

Financial Closing Cockpit (Month /Quarter/ Yearly Closing)................................................................................................... 48

AGILENT BOOK OF IDEAS

Evolving technologies have raised the bar, practically in every aspect—be it consumer demands, user experiences, business expectations, organizational targets, future preparedness, and much more. Today, services providers cannot merely deliver expected solutions. They need to go over and beyond.

At HCL, our employees, whom we call ideapreneurs, are driven by a passion and empowered by an innovation culture to come up with everyday ideas and creative solutions to operational and customer business challenges. In doing so, we are consistently delivering business impact to our customers—and taking relationship beyond the contract.

This booklet is a collection of some of ideas that were implemented and new ideas that HCL will bring at Agilent to provide relevant solution and transformational outcomes.

From ideas to innovation

This document is meant for internal circulation only—within Agilent and HCL.


VALUE THROUGH PARTNERSHIP1

IDEAS IMPLEMENTED BY HCL


2

Redefining Problem Management and Support

Denali stabilization

Pain Point/Business Requirement

Agilent implemented SAP CRM Service to replace Siebel for Life Science Division:

• SAP CRM Service roll-out completed in Jan-2015• SAP CRM Service Solution was highly customized to

address business requirements


3

• Conducted monthly Pareto Analysis and 5-Why Analysis to identify high impact problem management area

• Identified areas for problem management focus:• User Training: 200 Ticket• Data Issues: 150 Tickets• Solution gaps/bugs: 350 Tickets (20

solution gaps/bugs)• Set up a dedicated SWAT team to address

solution gaps/bugs• Created FAQ documents and trained

super users to address user training issues• •Created self-service transactions to

recover transactions stuck due to data issues and trained users to use them

• Conducted weekly stabilization review with business and IT stakeholders to evaluate stabilization progress and prioritization

Solution Implemented

Results Achieved

CRM Service support stabilized 3 MONTHS ahead of planned timeline with no additional budget

Incoming Ticket volume reduced to 500/MONTH

Ticket Backlog reduced 20%

Support CSAT improved from 78% to 95%


4

SAP SSO

• User had to put different credentials for each application

• Poor user experience due to multiple login prompts

• No single sign-on

Elevating Service Excellence



5

• Authenticate once and access SAP and non-SAP applications seamlessly

• Met company and regulatory requirements• SAP SSOX.509 certificate token used• Certificates created by Secure Login

Server (or other PKI providers)


Results AchievedStandard authentication for every application in the business environment, making the process easy to control and implement

Higher productivity and user satisfaction with improved authentication

Simplicity and reduction in effort to protect, reset, and manage password across many systems.

Reduction in time taken by users to log into multiple applications


6

Driving Innovation

Logistics Dashboard for Memphis Warehouse

Pain Point/Business RequirementAgilent had relocated a warehouse from Delaware to Memphis. The new warehouse was facing operational issues that were affecting customer satisfaction. These included:

• Low on-time-delivery (OTD) and process inefficiency• Large volume to handle and unavailability of solution/

tool to prioritize shipments based on due dates• Absence of solution/tool to track and monitor progress• Lack of reliable real-time data affecting real-time

operational decisions and capacity management


7

Created dashboard with KPIs to enhance operational efficiency—Business Process Monitoring, a tool in SAP Solution Manager (SolMan) was chosen to build a Business Process Operations dashboard for logistics execution at Memphis.• Developed the dashboard in a way that

allows the end user to switch between several dashboards (based on user authorization). Each dashboard has up to six panels, which graphically display business process-related KPIs, viewable as one of the following charts or tables: bar/ stacked bar/ column/ stacked column/ pie/ trend chart or statistic/dynamic rating table.

• For the KPIs which were not a part of SAP, standard KPIs were developed using customized KPIs in the format that helps to improve the process visibility.

Dashboard with KPIs to Enhance Operational Efficiency:

Results Achieved

Ability of process owners to review the process at regular intervals

Improved OTD and customer satisfaction

Faster and multi-level decision making

Ability to translate management level requests to actionable transaction level

Enablement of trend analysis and benchmarking by comparing current and historical data

Increased visibility into operational flow and bottlenecks

• Tracking of the throughput and backlog-related data from SAP or non-SAP systems

• Indicators in Red/ Yellow/ Green as per the defined thresholds to alert the person watching the dashboard

Simplified user interface

• All information available on a single screen in different graphical chart types


8

Raising Exchange Parts Utilization Leading to Significant Cost Savings

CRM Parts substitution


• In FY’14 there was reduction of 55% utilization of available Exchange Parts as compared to New Parts for Non-trade calls; increasing the use of Exchange Parts represents a significant cost savings opportunity.

• There were no controls in CRM to drive selection of Exchange Parts for Non-trade calls, nor detailed actionable reporting for the regions.

• From the Exchange Part ordering perspective, there was a need for a solution in CRM system to increase the use of Exchange Parts on Non-trade calls to achieve significant cost savings for Agilent.

• In addition to prioritization of Exchange Parts, there are additional features required for parts prioritization including the RoHS, Multivendor, and Alternate Part Sourcing etc.


9

Due to the cumbersome exchange part ordering process, HCL team proposed a solution which would prompt the CSR with options to select Exchange products. If a CSR chooses to ignore the options provided, they have to flag an override which can be tracked and monitored for better customer experience and service.


Results Achieved

Huge cost savings projected at $5.3MN per year

Increased Exchange Parts utilization from 55% to 77%

Eliminated manual search for Exchange Products


10

Simplifying the Application Landscape

Dazel Replacement

Pain Point/Business RequirementTo save on additional software license / maintenance cost, HCL team implemented a solution to bypass the DAZEL interface in AES transaction flow.


11

• Modified interface flow so that Trade Automation Application System could integrate with AES system using EDI/GXS without the Dazel—removed Dazel client and integrated the Trade System directly with EDI.


Results Achieved

Successfully removed Dazel from the Global Trade Automated Export System (AES) interface

Enabled direct communication between Trade Automation (TA15) and EDI, thus removing Dazel

Helped Agilent achieve cost saving of USD 270K per year from software/server maintenance cost


12

Transforming Warehousing and Shipping Processes

DPI


• Need for real-time shipping/manifesting process• Need for fully integrated shipping and manifesting

along with the ability to produce carrier compliant shipping documents with Agilent configurations (carrier accounts, data mappings, etc.) from SAP


13


Results Achieved

Reduction in Manual Processing which demanded going off line from SAP to Web based tools to book deliveries and assign HAWB

Cost saving by removing EDI fees for GSX

Higher levels of automation in warehouse operations—a significant shift toward truly paperless picking

Improvement in EPOD

Developed and implemented the following:

• Enterprise Centralized Shipping (ECS) Process weaver

• Enterprise Track and Trace (ETT)• Shipping System Carrier Interface(s)


14

Unlocking Online Sales Potential

Jaguar

Pain Point/Business RequirementIntegration of SAP with Amazon to enable the sales of Agilent products through Amazon Store


15

• Created interface with Fusion to enable data transfer from SAP to Amazon via Fusion

• Enables tax calculations in SAP sales order as per Amazon tax calculation


Results Achieved

Simplified sales order creation:• Sales order creation in SAP directly

from Amazon via ATG• Status of the order is updated to

the Amazon website on every

SALES CYCLE


16

Enabling Successful Application and Process Integration

Degas


Degas CSP Project (Agilent-Dako Integration) involved synchronization of large business acquisition of Pathology Business into Agilent Technologies through the following:

• Design Global Price Per Slide (PPS) Solution including Q2C+, R2R, CRM solution

• Integrate Dako (Acquired company on Oracle) to Agilent’s enterprise applications and processes in SAP

• Leverage the “one Agilent” systems and processes• Implement Q2C+ Process from Price Per Slide (PPS)

Quote through Finance, varies by business unit• Minimize impact to customers and business operations


17


Results Achieved

• Successfully brought DAKO’s Oracle system onto Agilent’s SAP instance on time, within budget with minimal planned business disruption

• Drove “pay per slide” solution which is the core of DAKO’s business and key to the success of this integration program

Ensure GxP compliance is not compromised

Minimized enhancements to Dako systems during the CSP project

Enabled greater consistency of reporting and control through SAP BW

Achieved IT cost reductions through consolidating onto a single SAP platform

Replaced a highly complex group of over legacy systems including Oracle, Polaris, MPDB, Agile, etc.


18

Enhancing Reporting Capabilities and Accuracy

ICE-T

Pain Point/Business RequirementAgilent has an Advanced Pricing Agreement (APA) with IRS (Internal Revenue Service). There was a need for accuracy on earnings associated with its separate manufacturing, distributing and selling activities in various jurisdictions


19

Enhanced ERP system to provide gross margin from inventory transactions between Factory Manufacturing Activity (Factory) and Field Selling Activity (Field)

Scope of work

Results Achieved

Met mandatory financial reporting requirements set forth by IRS by implementing organizational hierarchy changes allowing the client to continue to adhere to and benefit from tax code

Improved accuracy of rates to be shared with IRS

Increased IRS confidence on the numbers / reports provided

Eliminated the risk of losing Advance Pricing Agreement

Avoided the increase in Corporate tax rate avoided


20

Automating Service Contract Renewal

Lynx

Pain Point/Business RequirementEnable service contracts to be renewed through online channel [Oracle WEB commerce – ATG] up to a defined value


21

• Developed online renewal tool for service contracts

• Provided the flexibility and seamless experience in order placement

• Accelerate the order processing and from Sales/Marketing, leading to improved productivity


Results Achieved

Automated renewal of Service Contracts


22

Simplifying Process Integration

Secretariat

Pain Point/Business RequirementIn Sep 2015, Agilent completed the acquisition of Seahorse Bioscience, a leader in providing instruments and assay kits for measuring cell metabolism and bioenergetics

Integrate newly acquired Seahorse Bioscience company with Agilent business.


23

• Delivered integration that included Product Lifecycle Management, Order Management, Planning, Procurement, Production, Quality Management, Logistics and Finance


Results Achieved

Successfully integrated Sea Horse processes on Agilent System

Enabled Agilent Technologies to enter business of tools for measuring cell metabolism


24

Rationalizing Applications

HR Portfolio Simplification


• Too many applications with multiple technologies--10 applications in HRIT track

• Support team needed diverse skillset in a lean team size


25

• Identified opportunity for portfolio simplification and proposed plan to phase out four applications of HRIT and transform them into existing applications

• Transformed MRU, OTF, OFIS and People Access into existing applications thereby reducing count to 5 apps in HRIT


Results Achieved

Portfolio simplified to 4 Applications

Phased out old Technologies and Servers

Unification in Agilent application functionalities, for example PeopleAccess was transformed into Points which, OFIS INTO FILENET

savings from servers, licenses and support team


26

Inspiring Greater Efficiencies Through Automation

HR Service Excellence


• Need for automation through self-service features/ auto generated reports/notifications etc.


27


Results Achieved

• We identified multiple areas of automation in HRIT to reduce total cycle time, improve user experience and overall improved efficiency by problem management/automation.

• HCL analyzed the incidents with focus on Functional Value adds rather than technical, and received very good feedback from business.

Below are the key value adds delivered by HCL in HRIT track

Self Service Features:• MEIDAS Reset Security Questions• GHRMS Mass Update Automation • Time and Labour Telnet Mass Update

Automation• GHRMS Extract SCS DATA• GHRMS PfR reports

Notifications:• Employee Delete Auto Notification• MEIDAS GHRMS Website Down

Notification• PGP SSL Keys Expiry Notification

Automation:• Refund Relocation Report Automation• ESPA Report Automation• HRSync US Payroll Report Automation

Enhancements:• Plan Data Validation in GHRMS• Self-help Text in GHRMS for Password

Change

Reduced HRIT monthly ticket volume by more than 125+


28

Optimizing Application Performance

Trade Automation Application / GT upgradePain Point/Business Requirement

• Unstable Trade Automation Application after Go Live

• Incoming Ticket volume increased significantly• Increase in unplanned downtimes after GO LIVE• Application performance and hardware issues

(RAM/Memory/Storage)


29


Results Achieved

• Implemented fixes and workarounds which were out of scope of support tasks

• Set up Hourly Detailed Application, OS and Database Monitoring to track the performance of application and transaction flow (SAP Fusion Trade Automation Application).

Incoming Ticket volume reduced with the upgrade of TC 12.5 to TC 15 upgrade

Volume of unplanned downtimes decreased.


30

Enabling Greater User Experience and Service Excellence

Concur SSO


• Single sign on across multiple applications• SOX compliance in terms of access provisioning


31


Results Achieved

• Improved user experience—User no longer needs to remember separate password for Concur and SOX compliance due to improved access provisioning

Reduction in 240+ tickets per month from Corporate Apps track, resulting in saving of USD 30K


VALUE THROUGH PARTNERSHIP32

FUTURE IDEAS FOR AGILENT


33

Innovation

Digital Assistant

Solution Summary

• A Digital Assistant that would simplify resolution of incidents by providing self-service options for various business and IT users.


34

• Enable self-service of common requests like password reset, login issues, access requests,

• Reduce time to resolution (TTR)

• Eliminate 20%-30% of incidents

Benefits to Agilent


35

Innovation

Process-as-a-Service

Solution Summary

• Process-as-a-Service” approach takes a holistic view of the processes, applications, infrastructure and information required to deliver additional efficiency gains by identifying failure points and improvement opportunities at the process level.


36

HCL’s follows a structured approach and methodology for driving “Process as a Service” starting with prioritizing the business process areas for services adoption, implementing a service-oriented approach to application support for the identified process areas, and driving continuous process improvements through Service Maturity Index (SMI). Key elements are:

• Identification of critical workflow/ sub-processes

• Launch of micro-services for critical workflows using “UBERIZATION APPROACH”

• Process-oriented problem management (PPM) for each area

• Proactive monitoring of workflow for incident elimination

• Feedback to RBE/ project teams for workflow or process improvements

• Service Happiness Index surveys for closed loop feedback

Benefits to Agilent


37

Innovation

Connected Services (Service Transformation)

Solution Summary

• To drive the Next Gen Service Transformation for Agilent by leveraging some of the capabilities HCL has built in recent years through significant investments in IoT and Digital, including Advanced Analytics. HCL proposes to address the future services requirements across the Asset Value Chain, Service Operation, Customer Value Chain dimensions through its Service 360 Framework.


38

• Manage the Asset Value Chain: By leveraging connectivity to the equipment in the installed base and enabling visibility of the equipment lifecycle events through an Equipment/Asset Cloud which could be used by Agilent, its partners, and customers

• Manage Service Operations: Continue to drive operational excellence across its service processes

• Manage Consumer Value Chain: Drive Proactive Insight-based Engagement across internal and external stakeholders through an application layer that incorporates role-based, human-centric design which significantly improves the consumer experience and advanced analytics from the information gathered from the assets and service operations Few of the Potential Use Cases that would be transformed through the above approach are:

1. Next Gen Customer Support – Driven through Context-based Diagnostics

2. Insight-driven Field Service

3. Contract Profitability Analytics through Service Chain Analytics Platform

Benefits to Agilent


39

Digital Ops CenterInnovationInnovationSolution Summary

• Framework and tools that would enable customers to deliver better user experience across channels of engagement and life cycle.


40

• Dedicated focus on user experience across the buying and services lifecycle

• Better IT support for various Marketing and Sales initiatives

• Focus on business-aligned SLA and KPIs

Benefits to Agilent


41

Predictive ASMInnovationInnovationSolution Summary

• Platform that is able to predict Service Level Agreement (SLA) violation/compliance, escalations, and incident response performance.


42

• Faster identification and problem resolution of high impact incidents, thus reducing cost.

• Identification and addressing of process inefficiencies

• Mapping of incidents to the right support person for faster resolution

• Reduction/elimination of high cost incidents

Benefits to Agilent


43

HCL Insights for SAPInnovationInnovationSolution Summary

• Accelerator for analyzing and providing insight into existing SAP systems


44

• Better understanding of existing systems where documentation is outdated, large numbers of custom programs, transactions, reports, master data, and document types which may not be used anymore

• Analytically conclusive HCL Insight+ for SAP™ scorecards containing more than 180 key figures to help evaluate analysis results, e.g. how many customizing settings are configured versus how many are used

Benefits to Agilent


45

Service Management Process Automation through HCL DryiCE Service ExcellenceSolution Summary

• DRYiCE is the most comprehensive HCL’s Autonomics and Orchestration platform: DRYiCE consists of 40+ interconnected modules that can automate any number of standard and non-standard tasks across infrastructure, applications, business processes, and engineering. It is designed for supporting the massive digital transformation that many business-enabling and user-focused applications are going through. By enabling a software-defined, nimble, and programmable infrastructure and bringing the power of service orchestration.


46

• Help modern app developers harness the true power of DevOps

• Use IT Process Automation to simplify application operations

• Reduce issue resolution time and increase FTR Rate

• Enable rapid knowledge gathering for Operations /Transition

• Simplify system administration tasks

• Empower users and reduce IT load through self-help

• Predict and prevent issues before occurrence

Benefits to Agilent


47

Financial Closing Cockpit (Month /Quarter/ Yearly Closing)Value AdditionSolution Summary

• Reduce time taken and improve visibility to financial closing tasks


48

SAP Closing Cockpit is designed for businesses of all sizes and provides company-wide accessibility to accelerate accurate financial closing cycle at any level, spanning the entire close cycle, from the entity to corporate level. Closing Cockpit Scheduling tools help in sequencing, monitor, and control workflows across organization. Benefits include:

• Truly optimized financial close process that provides control over each step of the close cycle in addition to processing postings and producing reports

• Streamlined, more accurate financial close

• Regulatory compliance and greater confidence in financial reports

• Highly automated, standardized functionality supporting accounting, reconciliation, and consolidation activities

Benefits to Agilent

Hello there! I am an Ideapreneur. I believe that sustainable business outcomes are driven by relationships nurtured through values like trust, transparency and flexibility. I respect the contract, but believe in going beyond through collaboration, applied innovation and new generation partnership models that put your interest above everything else. Right now 110,000 Ideapreneurs are in a Relationship Beyond the Contract™ with 500 customers in 31 countries. How can I help you?

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agilent book of ideas - hcl technologies...manager (solman) was chosen to build a business process...

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