Dedicated Computing Implmenting Aras
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- 1. Our journey implementing ArasNeed, Plan, ImplementSUCCESS!
2. Agenda Who is Dedicated Computing? What drove our need for a Product Lifecycle Management(PLM) Solution? Search for a PLM Platform Planning the Aras Implementation Executing the Aras Implementation Where are we now? Process/Tools Summary Deep Dive on Projects Whats Next? Implementation - What worked well? Implementation - What challenges did we encounter? User Feedback Summary of benefits seen using the Aras platform Questions2 3. Who is Dedicated Computing?An innovative technology company dedicated tocreating value for our customers through theapplication of connected, secure and completetechnical computing solutions.339 associates at three Wisconsin locationsOperationsSales & MarketingTechnical Engineering43142154OUR EXPERTISEProducts & Services:Embedded ComputingRemote MonitoringNetworking SolutionsEngineering DesignQuality ProcessesSupply Chain ManagementLife Cycle ManagementProgram Management 4. Our Technical Computing SolutionsConnected. Secure. Complete.Engineering Servicesincludes unique purpose builthardware feature design &development, software anddriver development, life cyclemanagement andprofessional servicesAdvanced Serversapplication & network readyembedded computingsolutions optimized to deliverthe right balance of powerandperformance, security, network connectivity andmanageabilitySecure Service Systemprovides secure remotefield devicemonitoring, softwarestack management, datacenter access and systemoptimization 5. Our Market FocusMilitaryFlight Training& SimulationSystemsRadar &SensorSystemsUnmannedSystemsHealthcareImagingSystemsLabDiagnostic &PatientMonitoringComputerAssistedSurgerySystemsOil & GasEngineeringControl SystemsSeismic ImagingSystemsIndustrialAutomationIndustrialAutomationBuildingControlSecurityPhysicalSecurityIntrusionDetection 6. What drove our need for aProduct Lifecycle Management (PLM) solution? Many custom tools used to manage multiple Bills Of Material(BOMs) Lack of part/product searchability Tools do not support ability to view BOM Revision History Projects within the business were managed in manydifferent ways using custom tools and forms Business processes managed using a combination of customtools, word of mouth and e-mail6 7. Search for a PLM Platform road to ArasWe first looked at 4-6 other PLM platforms including: TeamCenter Oracle Agile Omnify ArenaEach of these solutions had a significant Total Cost of Ownership(TCO) to evaluate which led us to Aras7 8. Search for a PLM Platform road to ArasWhy Aras? Instant use Configurability High Value / Low Total Cost of Ownership (TCO) Support Roles & Workflows Searching Options Revision Control & History8 9. Planning the Aras Implementation (Q4 2011 & Q1 2012) Initial review and investigation by a small team Prepare Project Charter and gain executive buy-in andapproval Project Planning Determine which business processes to transfer from existingtools to Aras platform Form Project Core Team Business Project Manager IT Project Manager 2 IT resources to code and configure Aras Attended 2012 ACE conference Determine business process owners Process owners responsible for definition of processes tobe configured in Aras Decision to use a phased process implementation approach asopposed to a big bang Complete and maintain project schedule Activity Analysis (Work Breakdown Structure)9 10. Planning the Aras Implementation WBS (Work Breakdown Structure)10 11. Aras Implementation Project Plan Phases & MilestonesPhase 1 - Project Kickoff and Aras Platform Installation/Training(January March 2012) Creation of project core team Identify Business Process Owners Aras subscription purchase, installation and training for project core teamPhase 2 Aras Process Configuration / Validation & User Training & Implementation(April 2012 June 2013) Business process definition Aras process configuration Custom software modifications and integrations coded Aras process testing Aras and modified systems software validations Data mapping and migration Process documentation updates Classroom user training Walk through of execution of Aras processes Aras Implementation Phased process launches in Q4 2012 /Q1 & Q2 2013Phase 3 Manufactured Parts Implementation(July 2013 December 2013) Manufactured parts process definition ERP modifications and integrations coded Launch of manufactured partsConfidential 11 12. Executing the Aras Implementation (Q2 2012 Q2 2013) Weekly Project Core Team meetings Work with Business Process owners and other stakeholders toidentify current processes, improve as needed and defineAras configuration Configure business processes in Aras Migration of existing data to Aras Aras process review sessions with stakeholders to update asneeded Software validation of Aras processes Update of Quality documentation to reflect new processesand use of Aras Aras Training General (all users) Process Specific (affected users of process) Launch of processes in Aras and retirement of old tools12 13. Where are we now? 16 business processes now implemented on the Arasplatform Engineering Pre-production orders Hardware design Software development Hardware validation Engineering and Project Management Projects Quality CAPA (Corrective Action / Preventive Action) Customer escalations Sourcing Qualified supplier list New part creation Part change notices Manufacturing Continuous improvement ideas13 14. Where are we now?How many tools and forms have been eliminated so far as aresult of implementation of processes in Aras? 16 Tools SharePoint Webspeck (Custom Tool) 5 Forms Excel spreadsheets Checklists for various processes Spreadsheet trackers14 15. Deep Dive - ProjectsBefore: Many tools/forms used during the execution of a project Many checklists existed to ensure project activities werecompleted Processes were defined but were managed in different ways andproject activities/ownership were not readily apparent Difficult to see aggregate view of project progress and status15NPI ToolProductBrief Tool3 SharePointTools3 ExcelFormsAras 16. Deep Dive - Projects Currently using for mostly Engineering projects Central view of project owners and status Use of project templates to drive lead roles and standard sets of activities Easy stoplight status visibility for management to take actions as needed Calculation of Engineering hours worked per project Data is exported and feeds into Engineering Resource Model16 17. Deep Dive - Projects Use of projectclassifications todrive specificattributes perproject Use of CoreTeams for quickand easyassignment ofLead Roles forproject activities17 18. Deep Dive - Projects Use of project relationships for easy access to other Aras itemsconnected to the project18 19. Deep Dive - Projects19After: Consolidation of project forms and tools into central area Standard view of project activities and deliverables required toexecute project plan Notification and accountability for project activities throughAras InBasket Visibility to project progress and Engineering hours worked formanagement Standardized process for executing projects that can bereviewed and improved 20. Whats Next? Complete implementation of remainder of business processes perproject plan by end of Q2 2013 Parts Component Platform (hardware) Link of data to product offerings on our website Assembly parts Engineering Change Order (ECO) Deviations Complete implementation of Manufactured Parts by end of 2013 Significant tie to ERP system that will require updates Maintenance/enhancement of current Aras processes 30+ requests so far for updates to workflows and other Arasitems after process launches Implementation of Strategic Project process Review and prioritization of other forms/processes to put into Arasin 2014 and beyond Potential options: Utilize Aras document control for Quality Manual documents Review Requirements management module and apply to projectprocess Customer/Supplier interaction20 21. Implementation - What worked well? Having the business process owners engaged throughout theimplementation process Ownership of definition of their processes in Aras Collaborative approach to process definition Led to user buy-in for use of Aras platform Validation of the configured processes in Aras Training the affected groups Combination of workflow/lifecycle reviews and Aras hands-onfor process training Using a phased process implementation approach Iterative learning with each process launch21 22. Implementation - What challenges did we encounter? Training people on Aras is 20% of learning - actual Aras usageis 80% Despite the training On the job assistance required onceprocesses were launched It is difficult to get people to remember to Save/Unlock/CloseAras items so others can edit them Be prepared for an immediate round of processenhancements after launch Retired tool interactions/dependencies on other tools Perception that executing Aras workflows is more work I have noticed that while all the checks and balances tomove on to the next step in the workflow are good, they alsomake work more tedious. Resistance to workflows due to increased visibility andaccountability Departure of IT project manager in November 201222 23. User Feedback Project Management For projects, it is very nice to have everything in one place. Anyrequirements, design or sustaining requests, newparts, documents, orders, etc. are all right there for you. The ease of centralized activity tracking, workflowmanagement, and overall visibility brings a great advantage toproject management. The ability to utilize digital signatures for cross functional reviewswithin projects and workflows decreased our whitespace andhelped move us away from the paper and pen signatures of thepast. Activity management from one InBasket provides associates witha great outlook to their current and future workdays. Dynamic work break