kpis ##33

EMC data Analysis of field data regarding decisions Coded interview comments

Case Level Function Dept ResponsibilityRole Name Cat

KPC GSK Ware Manufacturing General Manager Byron Jones EI












































Observations Process Theme Sub-themeERP impact

we put SAP in first in the year 2000, and there was no NPI template Make Gap virtual vs. physical-

from day one, we had to break the global templates, if we wanted to launch products Make Gap virtual vs. physical-

everybody said weve got all these new product batches which need to be compliant Make Gap virtual vs. physical-

ERP is our production control system, but its our change control system as well Make Accuracy / consistency+

we have developed our planned change process and have now becomes the global model Make Accuracy / consistency+

the core process will define how you run a BOM or a routing, we have a process now for how you change them, in a planned, structured, controlled wayMake Accuracy / consistency+

all our technical people suddenly had to start using MERPS, that used to be done for them by the traditional production departmentMake Granularity Data ownership+

we wanted project managers that were handling new products, to be able to go in and create a plan change, within MERPS, to set up all the templates to control that changeMake Granularity Data ownership+

The advantage was having a common unit of currency to make some of our management decisions by capacity Make Granularity +

SAP is very data hungry, so you had to develop a cut down version for some of this development work Make Granularity -

we got our 5 or 6 scenarios that cover all our developed batches Make Flexibility +

they are rolling out a programme, and they just want to shoot through the sites, here is the template, now take it Make Flexibility -

So we had some interesting tensions early on Make Flexibility -

R&D can't use Manugistics, because Manugistics is there for commercial, for millions of tablets, not batches Quote to cashGap virtual vs. physical-

we have to find another way of getting demand into the systems, and turning that into capacity Quote to cashGap virtual vs. physical-

we have got to find a way of comparing global supply, demand, supply capacity, along with new product introduction, and doing the twoQuote to cashGap virtual vs. physical-

It takes four hours to granulate the batch, why does it take four days to set the data up in SAP Make Latency -

It would be nice that information flow does not hold up material flow, we want information flow out of the constraint of the model.Make Latency -

if they want to change the BOM, they raise a client change, they choose that scenario, which gives them a list of tasks which they have got to doMake Automation +

we use the work flow process of version of 4.6 to trigger that change Make Automation +

I put in a data management organization, SAP, within a year I thought this is wrong Make Skills -

Its too centralized, and the knowledge is with a limited number of people, its not responsive enough for the business going forwardMake Skills -

It was an administration function, so if the BOM were drawn, the technician, fill in the form, and an admin person should understand that he has selected the wrong tablet code for that particular pack?Make Latency -

The individual didnt have a clue, its just a set of numbers, and all we were doing was inputting into the system and tracing up missing dataMake Latency -

process 10 is responsible for BOM's. If you put it in directly in the system, its checked by an independent person, electronically signed, and if its wrong, you are accountableMake Automation +

You can only do that if you educate people. Now we did this to reduce our cycle time, we assigned a data owner to every data object, quite simplyMake Skills +

We looked at, change one then you change the other, and then we standardized the process with these scenarios. So we made it easy for people, because you cant ask people to take on a complex processMake Skills +

So we as a site, have a very different way of doing MERPS change than other sites, other sites do it very centralized, we do it here very devolvedMake Skills +

we believe that gives us the responsiveness and the accountability that we need for the future Make Skills +

we have metrics in place now to control it, so we can look at task overdues as part of work flows, down to individual levelMake KPI +

so if somebody isnt doing their tasks, we know and we have the meeting processes in place to pick up and help where this blockage isMake Accuracy / consistency+

our on-site MERPS team put together metrics Make KPI +

So having worked with SAP for 4 years, we knew the beast, and now we have a platform to help the business with decision making Make Skills +

We use MERPS to support the first two, because there is data in the system and information that allows us to pull these togetherPlan Granularity +

we have schedules tells us what to do, we have plan change because we have task driven, event driven activitiesPlan Automation +

so the information allows us to address demand, whether its demand for a change or demand for a product Plan Automation +

it allows us to make those decisions, and those decisions are made daily and weekly Plan Automation +

We are tending to use far more physical scheduling tools like Kanbans, rather than scheduling everything through MERPSPlan Manual -

But the challenge for us is keeping MERPS aligned with these Kanbans, SAP doesnt like Kanbans Plan Gap virtual vs. physical-

what you have to do is put the flow information back in to SAP, so SAP wants the control, thats the system Make Gap virtual vs. physical-

we get the customer orders through Manugistics, and we allow MERPS to schedule packaging Make Automation +

But we then pull out of manufacturing, which is where you make the bulk tablets, through a Kanban system Plan Manual -

SAP wants to schedule manufacturing as well, what you are going to have to do is, convince it its scheduling Plan Gap virtual vs. physical-

http://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.doc


ERP impact

Like RMA functionality in EMC Cork

Accuracy of process not data, accurate because of ERP and administrative rigour

Data ownership decentralised

ERP puts a planning formalism on NPI, something it didn't have and now needs with growing NPI volumes

MERPS lite necessary because template didn't fit NPI

Process latency to do with division of labour, data ownership centralised away from those who understand it

Making the automation work

Taking ownership away from technostructure

Taking complexity out of highly integrated system by using scenarios

Responsiveness with highly structuring tools comes with an investment in local system /data know how

Responsibility for data ownership gives accountability and control

Controls and processes to rectify parameters that drop out of synch

Developed locally

Control of the ERP tool eventually leads to its use for decision making

Parameters can set these decisions automatically

Is this supporting flexibility, to be able to automate planned changes?

Because it can't cope with a gap?

ERP is the control system, but doesnt allow flexibility? Compare with Martin Steele in Worthing and

Partial use of ERP?

Frigging the system













































KPC GSK Ware Manufacturing General Manager Byron Jones MD


you use the Kanban to decide which process orders you want, and then you manually raise those process orders in SAPPlan Manual -

So Kanban is the lead, and SAP is the lag in manufacturing, but, bulk packaging, its the other way around Make Gap virtual vs. physical-

What we said to the core team is, find better ways to frig process orders please, right? Plan Flexibility -

But, in keeping the system aligned with physically whats happening on the site Make Gap virtual vs. physical-

SAP was producing the schedule, and we were changing that schedule two or three times daily Make Flexibility -

Or our process reliability was shifting, so the planners spend all the time rescheduling Make Flexibility -

if you need a batch of Abacavir tablets, thats a million tablets, its a million on the Kanban card, and its a million in MERPSPlan Manual -

all you have to do is to ensure that the system reflects what Kanban is pulling Make Gap virtual vs. physical-

planners now manually do these planning orders, behind the Kanban cards, not producing a schedule Plan Manual -

they get the physical signal, take that material out of their stock, they de-couple, they produce a Kanban based systemPlan Gap virtual vs. physical-

Manugistics is kept in balance with the physical pull Plan Gap virtual vs. physical-

we use SAP to govern very rigorously our change processes, but less and less our production process Make Manual -

we use SAP very much for our medium term processes, our three to twenty four months Plan Automation +

we take all the demand from our global supply customers, from our NPI customers, we convert it into capacity needed, we look at what capacity we have gotPlan Automation +

that allows us to look at decisions, to say we are under capacity, over capacity, or we need investment decisions going out to 24 monthsPlan Automation +

A lot of the unit cost information, the financial modeling will be done outside MERPS (Excel) Report Manual -

MERPS is there just to generate standard product costing, standard invoicing Report Automation +

MERPS is used for control in the short term process, for decision making in the medium term process and its not used at all in the long term processReport Granularity Timescale+

All three [planning processes] need different tools, different techniques Plan Flexibility +

he may be raising the process order on SAP to replicate that, which will drive materials availability from the warehouse to produce that batchMake Manual +

you havent got a schedule now in MERPS, you have decoupled that Plan Manual -

This is where you then manually raise the process order in SAP Make Manual -

they will release the process order, and that tells the warehouse to deliver 400 kilos of calcium carbonate, batch number so and so, to manufacturing, at 02.00 tomorrow morningMake Manual -

He knows, an API batch will take two hours longer than that, so he has control, and he is accountable for running that systemMake Manual +

So, here is a combination of using the system, and using physical links, very effectively Make Manual +

Well if this is a problem, and we see a blockage, supervisor will say, right, what can we do, can we actually put this batch somewhere elseMake Flexibility +

Information, originally this was only in a supervisors office, and we said, why Make Manual Access+

every morning, the Kanban meeting looks at the queue times, you look at the queue in each center, Make Manual Flexibility+

SAP is a great vehicle, but it keeps information limited to the screens that you can log on Plan Granularity Inaccessible-

Visual signals like this, open up information, and again the danger of SAP, knowledge is power Plan Granularity -

So what we had time to do is spend more time in the long term process, find out what your customers really wantPlan Automation +

OK, well, lets close that planned change down, or do we want to leave it open, but therell be overdues there for a weekMake Automation -

look we have 40 overdues on that batch, we know all about it, its in control even though its overdue Make Automation -

some of the timings that we have put into these templates originally were not right Make Accuracy / consistency-

you wont be allowed to play with white powder until you go on to SAP Make Accuracy / consistency+

If you want to order any materials, or any product, or stationery, I have to go in and authorize it Make Granularity +

Now, you want production capacity, which costs a hell of a lot more than stationery, you have got to go in and book itMake Granularity +

And you can see some of the proposals there, to recruit temps, smooth demand, Now all that data is underpinned by SAP dataMake Granularity +

The problem with our system, is it just handles one set of numbers. It doesnt handle the range, and thats the limitationForecast Flexibility -

if you have a forecast accuracy plus or minus 20% historically, your demand is 72,000 to 96,000, its not 84,000 Forecast Flexibility -

this is where sometimes you have to use spreadsheets, for low and side scenarios, because both Manugistics and SAP can only handle one number.Forecast Flexibility -

you have to revert the spread sheet modeling, outside your systems, when you want to look at range and intelligenceForecast Flexibility -

We may get awarded that tender, and we may not, so you have got two scenarios Forecast Flexibility -

can we actually transfer some of the older products out to other sites, who can actually make them cheaper Make Correlation

http://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.doc


Efficiency

the physical signal is the KanBan card

Both ERP and Manugistics have to be kept in synch with reality, rather than driving the plan

ERP used as a planning function at an aggregate level

Overly integrated?







KPC GSK Ware Manufacturing General Manager Byron Jones MG
























KPC GSK Ware Manufacturing General Manager Byron Jones OG
















R&D work on lead times of days, if it comes through the pipeline, they want to tablet made next week Make Flexibility

this allows us to drive, to put on additional shifts, recruits, buy equipment, decide when to transfer a product out Plan Flexibility

When a markets got three months of stock, what we can say is we want to reduce the stock levels for that month to a lower levelPlan Flexibility

we wont hold any stock of Abacavir, lets hold stock once [in Cork], just keep us supplied guys, just send us what that card tells usPlan Manual

in launch phase, dont expect forecast accuracy. When we launched that in the States after three weeks they were asking 280% morePlan Uncertainty

you have to change how you approach them, it could be a name and shame thing. When we run the change meetings, we assume people want to do these tasksMake KPI

there is the carrot and the stick, we find the carrot more effective because naming and shaming can only produce short termMake KPI

When you are doing all this change, project ways of working becomes a way of life, so you have got to say, like, are we just going to get bigger sticks every week? It doesnt workMake KPI

weve run three levels of planning, the 0 to 3 month operational process, a 3 to 24 month medium term process, and a 24 month to the end of the product on sitePlan Goals

Right, can we re-optimise the line, yeah we can get another 4 or 5% out of it, that changeover reduction. Make Goals

Can we work with the customers to reduce the number of SKUs, so we have more runners and repeaters, not strangersMake Correlation

with the best will in the world, our supply is variable, so you decouple it, as you put in the customer inventory Plan Manual

its hitting the right balance, those three processes are mutually dependant on each other Plan Skills

we have all been trained as managers to be in control, we let that control go, and become leaders Plan Skills

the person that chairs that meeting took a facilitative approach to the meeting to say right, theres all your overdues, have you got a problem?Make Skills

And the person turned from big stick to facilitator, and thats, I believe, the change from being a manager to a leader.Make Skills

Prove to me youre handling it faster, and you are creating capacity for the future. Show me a trend, not the absolute # of overduesMake Aggregation

They may get it down, and they may create a quality issue, so its the balance KPIs, Make Goals

Im interested more about process capability and cycle time, than I am about absolutes Make Goals

Get cycle time down by 30%, dont come to me asking for 30% more people Make Goals

I have a fancy office, and a fancy title, but if I can go into SAP, you can go in to SAP Make Accuracy / consistency

But that starts with us, it starts at site director, we have got to let go of control Make Goals

So what we have done is ensured that the changeover, the clean down between batches, is very slick Make Skills

Youre now trying to second guess what your customer wants because you are making to forecast, not to true demand, and you go down the panMake Correlation

This [Kanban] is just a visual Manugistics Plan Manual

So its not perfect, but we are using our systems and Kanban to give us control, and we are using our systems to support our decision makingMake Aggregation

we have to work closer with our customers to understand that intelligence Forecast Accuracy / consistency

whether a product goes on a prescription list, we can't control that, however, if we know about it, we can have a high side +30% scenario Forecast Accuracy / consistency

thats what cycle time gives you, the responsiveness to get closer to your customer Forecast Accuracy / consistency

at end of lifecycle, cost is everything. At beginning, flexibility is everything, forget about costs, they want it to be able to respond to 300% forecast increasesMake Goals

we wanted more flexibility and agility from Cork, they want fixed production schedules of 3/4 months, and wed like fixed schedules 3/4 weeksPlan Flexibility

the R & D guys want to run new product on production scale equipment, for clinical trials, for registration purposes, for stability batchesMake Flexibility

25% of all our batchs are new product batches, but that consumes 40-45% capacity due to launch inefficiencies Make Flexibility

Global supply batches run smoother, because there is a higher process capability, and they have been optimized because they have been in production for a long timeMake Skills

A new product batch may have a different routing, different ingredients, different item, different quality control parameters, no sales and Distribution dataMake Flexibility

For global supply, weve got 1400 ship-to addresses, for NPI business youve got one Make Flexibility

for NPI batches it actually takes longer to set up the information, than it does to actually process the batch Make Latency

we find that we want to decouple, and we can use physical Kanbans a lot better. Plan Gap virtual vs. physical

When you have a Kanban operation, we smooth the flow, and the planners role now is to control the Kanban cardsMake Manual

We have stopped batching, and weve now got processes in place where Kanbans control the sequence Make Manual

the workload on the planners has gone down considerably, because they are not rescheduling Plan Manual

I could show you on our Intranet, the Kanban boards, because we have got it on camera Plan Manual

Our Dartford site looks at what we have used today on the Kanbans, Kanban cards tell them what to send us tomorrow, they go on the webPlan Manual

the planners at first felt very threatened, because they were going from control, it was losing control Plan Manual

http://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.doc


Exactly what Martin Steele was trying to get away from? The hero mentality

Access to control information allows different management style

Driving wrong behaviour

But trends require the source data

So Kanban is about manual planning but to pull, therefore requires as much discipline as SAP driven scheduling at Worthing

Using systems at the right level

Inbuilt process latency related to the admin overhead?

Decouple setting of virtual plans and implementation of process orders?

Manual methods take better account of vagaries of actual production, especially in fast changing NPI environment

Flow principle instead of batch, is this what Finbarr Lehane meant by flow

A positive effect of manual flow based method (un-integration)?

the opposite of integrated? Doesn't this go against the notion of planning?

Planners not owners of anything?


So Kanban is about manual planning but to pull, therefore requires as much discipline as SAP driven scheduling at Worthing


























KPC GSK Ware Manufacturing General Manager Byron Jones SG















KPC GSK House, BrentfordInformation SystemsMERPS Core teamDirector Dave Montaine EI






So this is where coating pull the Kanban out of compression, pull the Kanban out of coagulation, right, these are our processes to assure tablet manufactureMake Manual

And that tells Dartford what to supply us with tomorrow Plan Manual

Thats Dartfords shopping list, , and this is all controlled by operators Plan Manual

So you calculate Kanban levels and buffer levels slightly differently, depending on your supply chain complexity Plan Flexibility Timescale

In an emergency, they can stick a lorry on and two hours later, we get it from Dartford Plan Flexibility Timescale

this relies on trust, and not on the system Plan Manual

this [Kanban] is only as good as a couple of days Plan Flexibility Timescale

this wont tell you the compression machine 6 is over capacity in four months time Plan Flexibility Timescale

the planners used to have all the information, and they used to just go around kicking people Plan Manual

Planners now join in the customer services conference calls with our major customers every week Plan Skills

we needed people to be quite extroverted, passionate about time, you now need a different breed of person Plan Skills

They have had to become more customer focused, long term focused and they are now working on scenarios Plan Skills

some people enjoy kicking the hell out of people because they hadnt done the previous schedule, they used to love re-planningPlan Skills

its pull not push, everything is pulled by customer demand and through the Kanbans Plan Manual

And this is where we changed the data process, from forms Make Granularity

but boy was it painful, because data aint sexy Make Accuracy / consistency

I want you to own this process data like your salary data, I want you to own it like your holiday data Make Accuracy / consistency

we wrote data objectives into peoples duties Make Accuracy / consistency

The greatest challenge was getting our processes, pack techs, our technical people, to accept that they had to use the systemMake Skills

we got a culture of forward planning with those guys, because they were all last minute Make Goals

you can change software a lot easier than you can change people Make Goals

If you got a single step process you can just run MERPS, with all these unit operations, you can have a schedule for coating, for compression, etcPlan Manual

production generally ignored the schedules, right, and produced what was easy to make, what they wanted to makeMake Manual

The temptation would be to say right, when we do that, well do two, well batch it. Well do bigger batches Make Aggregation

we sell 29 products to 130 markets and one size doesnt fit all Make Goals

Certain products have different value, depending on where it is in the lifecycle Quote to cashSeasonality

in three years time we will not be manufacturing any one of those twenty nine products that we currently manufacturePlan Flexibility

we are the only site that is bringing in new products Make Goals

we always were always a safe pair of hands but an expensive pair of hands Make Goals

80% of our business was global supply and 20% was new products, that will invert Make Goals

if we were to reduce our cycle times, that will drive our process capability up, it would drive our responsiveness up, and we would be making more to demand that to forecastMake Goals

Otherwise, quite frankly, this company would be building another tabletting plant somewhere in the world at the momentMake Goals

we have now got cycle times of 40 to 50 days, for some of the products, that three years ago had cycle times of 150 to 160 daysMake Goals

leaned processes, we did a lot of process robustness and reliability work Make Goals

we did it for costs reasons, not for capacity, because we always thought NPI were going into Cedra Make Goals

we are a very safe pair of hands, but were an expensive pair of hands Make Goals

Thats the strategic decision, should this product be in this site Plan Manual

cost is becoming important for that product because its going to come off patent Plan Manual

MERPS can tell you, its 520 million, or 510, but it doesnt matter, you dont need that degree of accuracy Plan Granularity

Now we implemented this solution very much on a compliance driver Make Compliance +

in some cases those sites were probably, reasonably well computerized beforehand Make Automation -

it was an integrated or well interfaced system, weve not gone from card indexes Make Automation -

If it was 15 years ago, you would have said what a great leap in availability of information Make Granularity -

So we now have standards ways of working across the whole organization Make Centralisation Standardisation+

http://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Byron Jones.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.doc


Stages in manufacture represented by physical presence of the card (order) on certain parts of the Kanban display

No system required other than cards

Timescale

Timescale

Short term only, ERP used for longer term

Short term only, ERP used for longer term

Planning would be too complex, you would spend all day updating the system











































KPC GSK House, BrentfordInformation SystemsMERPS Core teamDirector Dave Montaine MD




We have a standard SAP system, and we have a standard configuration, and we have, in many cases, standard configuration master dataMake Centralisation Standardisation+

What we dont have is an organization with global master data, I cant point you to an inventory code and say its the same across the worldMake Centralisation Standardisation-

We have never grasped that thorn, we never will without good justification, I dont think Make Centralisation Standardisation-

But what we have ended up with, is virtually an identical solution from site to site Make Centralisation Standardisation+

So weve got this utopian situation from the ways of working perspective, but now we are there, we dont know quite know what to do with itMake Centralisation Standardisation+

Standardisation is driven by compliance, transferability of resources, and bloody mindedness of core team Make Compliance Standardisation+

we wanted the business to have global ways of working, transfer of technology, transfer of data, transfer of peopleMake Centralisation Standardisation+

ERP means those sites that operate the same ways of working, and the same systems, they have a common languageMake Centralisation Standardisation+

ERP gives us the opportunity for shared financial services, or for any other share services which we may wish to operateReport Centralisation Standardisation+

it now allows us to start looking across-site performance and across-site benchmarking Report KPI Standardisation+

the throughput of a given site from a QA perspective appears to be, using transactional data within the system, twice that of another siteReport KPI Standardisation+

why is a piece of equipment in Zebulon, many many times less reliable than the same piece of equipment in Evreux,Make KPI +

not only are we getting the mean time between failure, we are also getting the mean time to repair Make KPI +

mean time to repair during a break down situation is actually lost production Make KPI +

its the waste in terms of cleaning the lines out, and the waste in terms of people idle when they should produce Make KPI +

So what weve got now is a great opportunity to exploit, compare performance around the organization Make KPI +

the reason its difficult to get the traction is not because there arent any good ideas, its to get the benefits accrued against the ERP solutionMake KPI Process efficiency+

one of the key ones we are looking at is cycle time (door to door time), one of those is around parallel QA activityMake KPI +

the system has to have enough of an appropriate safeguard in place that allows you to do, to progress at risk while you continue to then test the various stages within the product lifecycleMake KPI +

with system controls in place to allow you to track production batches, cycle time can be reduced by 30% with parallel QA activityMake KPI +

But the system alone doesnt dictate that Make KPI Control-

the variables youve got are product, components and process Make KPI Control+

the further you get down this line and you find a problem, the more rework, waste etc etc you incur Make KPI Control+

its confidence in the material, its confidence in the product and stability but its around how robustly you should process your manufacturing processMake KPI +

so we call this process capability, the systems play an invaluable part in that because it allows you to check trendsMake Aggregation +

we would want to be involved, and if they did have that in isolation, you would find that their solution may or may not fit oursMake Skills +

the discipline of implementing a standard solution has allowed us to hope to do this on a corporate basis Make KPI +

you are not going to simplify the process, you are going to simplify the order, stock and production, Ill call them schedulesPlan Plan vs. actual Planning+

10% of MERPS is MRP, the other piece is integrated financials, integrated batch tracking, integrated plant maintenance, integrated QA and so onMake Automation +

by all means, remove that aspect of scheduling, but dont say you dont need an ERP system Make Automation +

there is an interface Manugistics to SAP, but its down to schedulers to convert orders into production orders, so the manual piece is therePlan Manual -

some sites are ignoring the individual orders, cause we have, within MERPS youve got daily plan, weekly plan Plan Manual -

it almost becomes an art for planning, other sites said, yeah, fantastic, spreadsheet Plan Manual -

BCG think we have one of the best global SAP implementations that they have seen, in terms of quality, stability, and adherence to the templateMake Accuracy / consistency+

We just dont know what to do with it Make Uncertainty -

modular MERPS is a flexible MERPS template that will now go into another 40 plus sites, ending up with 60 plus sites on one templateMake Accuracy / consistency+

the 18 sites weve already got will stick with their single instance, and part of this is because its on an IBM, and its a major mainframeMake Centralisation -

if you then wanted to set up a shared service, the only danger is that one person or one group may actually enter two systemsMake Centralisation -

it sounds a step backwards, and with portal technology evolving, it might be that any of this becomes transparent with respect to the individualMake Centralisation -

exploitation for business benefit, we run business forums, communities of practice, we will continue to derive benefit from itMake Skills +

if you download information from a compliant system, and make a GXP decision on it, then you are out of complianceMake Compliance -

extracting information from MERPS, MES and LIMS to find out what is happening Make Correlation

But its probably quite an intensive process, and its probably when the process isnt running well, that they do thatMake Granularity

from an IT perspective you have got to provide some data repository system Make Granularity

http://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.doc


ERP lays the foundation for further process efficiency gains, but doesn't get the credit

parallel QA activity wouldn't be possible without ERP: it provides the platform of control on which further efficiencies can be built

ERP provides control of these variables, a tool to allow their manipulation would be very sophisticated, given level of interdependence hard wired in ERP?

Can managers be expected to understand the correlation of these variables?

Why does the business go off inventing their own solutions?

ERP's cannot simplify the reality of production, but can make the planning (and the administration of plans) less cumbersome

No gain for manufacturing

Handover from demand to supply is therefore manual

Why the interface so?

What does that say about BCG?

Lack of vision from the core team, beyond compliance

Flexibility learned from other MERPS implementations

Why should technical platform be the basis for the decisions?

18 sites currently implemented using one template but different instances

Not the idea of single instance: no benefits derived from global processes

Process skills just the beginning

Everybody knows this, bit it still happens

How can managers begin to understand the links between these systems? Competence is lacking: Dearden!

Granularity is required to investigate when something is wrong, rarely to foresee a problem

Didn't people implement ERP to get away from data warehouses?


parallel QA activity wouldn't be possible without ERP: it provides the platform of control on which further efficiencies can be built

ERP provides control of these variables, a tool to allow their manipulation would be very sophisticated, given level of interdependence hard wired in ERP?

ERP's cannot simplify the reality of production, but can make the planning (and the administration of plans) less cumbersome


KPC GSK House, BrentfordInformation SystemsMERPS Core teamDirector Dave Montaine MG




KPC GSK House, BrentfordInformation SystemsMERPS Core teamDirector Dave Montaine OG









KPC GSK House, BrentfordInformation SystemsMERPS Core teamDirector Dave Montaine SG

KPC Cork Sales David Ahearne EI























KPC Cork Sales David Ahearne MG



KPC Cork Sales David Ahearne OG





anything you do here, because of the way the factories are, is probably equally applicable elsewhere. You would want to be able to share the facilities. Make Outsource

So, if you start to have home grown solutions, you might find that, well actually, to put it in here its going to take x amount of rework and duplicationMake Outsource

primary processes tend to be bulk processes and longer period processes, its probably more around the chemical composition performance, rather than the physical performanceMake KPI

Global supply chain are now looking at things from a supply chain holistic perspective Make Correlation

well actually build technology that actually has inbuilt QA within it so your packing lines will be perfect, your production lines will be perfect, there will be all sorts of monitoring equipment on the controlsMake Automation

even now we make tweaks to products and processes, and we dont know why it doesnt work Make Uncertainty

we can transfer our products from one site to another and it doesnt work as well Make Uncertainty

they receive orders via Global Supply Chain, but pay no attention to that, I make this year what I made last year, the demand is all the samePlan Manual

I think, in some cases, the penny had dropped, well people arent making to order, they are making to demand as a wholePlan Plan vs. actual

their schedules were up and down, their line changes were up and down, its probably because youve always been driven by a schedule, people didnt always take a step backPlan Manual

most factories just produce certain things, lets simplify it for them, you are going to go on a replenishment basis Plan Goals

Now, what people will say is, oh we dont need a MRP system! Plan Manual

they make a lot of SKUs, and different packs, and different components, and they have to clean the line down, with the regulatory pressure to reconcile everythingMake Flexibility

rather than making factories multi-purpose and able to do anything, well make them more specific Make Goals

The whole idea of the system is that we have, say, a view of at least 3 months in advance of what theyre looking forForecast Centralisation +

Manugistix sends it in to SAP and it automatically firms up the order on SAP. Thats where its a good process because theres no human interventionQuote to cashAutomation +

if they make a change on their side, Manugistix wont make the change in SAP Plan Manual -

youre pulling various information from SAP and various information from Manugistix, so theres no link between themQuote to cashManual -

set up my own Access Database and pull the data from both SAP and Manugistix and put them together in thereQuote to cashManual -

to total demand for the year, shipped so far this year, on SAP, is added to demand for the rest of the year, on ManugistixQuote to cashManual -

if Planners plan for 30 tons as agreed in the PRF, and customer only entering 15 tons, thats flowing into SAP, so its giving an incorrect pictureQuote to cashCorrelation -

Youre kind of double-guessing the customer, it gets messy Quote to cashUncertainty -

theres so much second-guessing because it could just be the simple case that the orders havent gone up yet Quote to cashUncertainty -

there are so many different scenarios that could come out of the fact that youre not seeing the correct agreed figureQuote to cashUncertainty -

if the correct demand was flowing into SAP, the planner could have the process orders created automatically Make Manual -

SAP isnt taking into account that we might have only have 3 buildings where we might make products we have more than thatMake Gap virtual vs. physical-

you need to enforce some kind of personal intervention where youre telling SAP exactly how you want things doneMake Gap virtual vs. physical-

Well thats a big thing around the network too, especially with Manugistix, a lot of people blame the system if something goes wrongMake Gap virtual vs. physical-

its just that it requires more manual intervention, where youre constantly chopping and changing Make Uncertainty -

When looking at SAP, Manugistix has different numbers with regard to product numbers, so Babel translates all the different dataMake Correlation -

if we got another new customer online, Babel is the area where Id set up to say that we can ship to this customerQuote to cashManual -

youd link Cork to that number, to that customer, based on the product youre going to ship Deliver Manual -

new customer data setups youve got to do in Babel, Manugistix and SAP Quote to cashManual -

but things are always chopping and changing so you always have some data changes to do Deliver Skills -

they upgraded MGX to a web-based system, so that completely shattered all my links, the whole lot, it got very messy.Quote to cashCorrelation -

I got the idea from a guy in a different plant who exported stuff to Access Quote to cashManual -

were looking at Forecast Accuracy, its something I just need to find time to sit down and work out Quote to cashSkills +

theres a political element where customers are keeping quiet, they dont broadcast a huge increase like that until they really need toQuote to cashUncertainty

because theyre going to get a slap on the hand too for mis-reading stuff, so it does become political Quote to cashGoals

I set up my own system in Access thats tooled into Manugistix and pulls off all the data and I do various reporting on that informationPlan Manual

Ive got to watch those, for any shift in demand, and Ive got to report back regularly on whats happening Plan Manual

Figures agreed with customers twice a year and obviously if theres a big shift we need to respond to that Plan Manual

the idea is to keep a kind of consistency where they have to contact us and talk to us about changing it Plan Manual

R&D shipments as well, coming below the Supply Chain, theyre dealt with basically through emails, they might need a samplePlan Manual

http://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews UK Sep 05/Dave Montaine.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews July 05/David Ahearne Interview.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews July 05/David Ahearne Interview.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews July 05/David Ahearne Interview.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews July 05/David Ahearne Interview.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews July 05/David Ahearne Interview.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews July 05/David Ahearne Interview.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews July 05/David Ahearne Interview.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews July 05/David Ahearne Interview.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews July 05/David Ahearne Interview.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews July 05/David Ahearne Interview.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews July 05/David Ahearne Interview.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews July 05/David Ahearne Interview.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews July 05/David Ahearne Interview.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews July 05/David Ahearne Interview.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews July 05/David Ahearne Interview.dochttp://afis.ucc.ie/fcarton/Research/FCarton/Desktop/Fergal's stuff/GSK case study/Interviews July 05/David Ahearne Inter

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