Kathleen DonahueKathleen DonahueDamodar Rao GummadapuDamodar Rao Gummadapu
Aspiring High. Above and Beyond, Our Journey to “Be the Best”
Business Process IntelligenceBusiness Process Intelligence
2
Introductions
Name
Company
Areas of Interest
3
Company Profile
Pfizer is headquartered in Manhattan, New York
Global leader in;
Prescription Pharmaceuticals
Non-prescription Consumer Health Care Products
Pharmaceuticals for Animal Health
Acquired Wyeth Pharmaceuticals in 2009
4
“One Team, One Goal”
We share a common mission: apply science and our global resources to improve health and well-being at every stage of life.
Working together for a healthier world
5
Era of Opportunity for Pharmaceutical Industry
Changing regulatory environment
New technologies
Growth of manufacturing platforms
Enlightened operating mindset
Robust IT tools and systems
Step Changes Are Not Enough….Step Changes Are Not Enough….A Paradigm Shift is RequiredA Paradigm Shift is Required
6
“Be the Best”
Legacy Wyeth Vision for TO&PS
Focus on product quality
Leaders in cGMP & compliance
100% customer service
Patient, stakeholder & shareholder value
Site Network & Plant Investments
Sustainable Compliance
Organizational Effectiveness
Integrated Standard Processes and Systems
Business Analytics
7
ERP Facilitates Business Strategy
Goals
Improve operating efficiency
Facilitate execution of business strategy
Achieve targeted financial return
Strategy
Standardize and integrate key business processes, data and controls globally
Improve timely access to consistent, reliable information to run and manage the business
8
ERP Value Drivers
Enables One View of the Company
Single consistent source of enterprise data; facilitated by standard processes and master data across all business units, functions and divisions
Provides Robust Analytics
Online financial analysis with multiple views of business results as needed
Cross-functional, drill down capabilities from management reporting through source transactions
9
SAP ERP Landscape
SAP CRM (Customer
Relationship Management)
SAP SRM (Supplier Relationship
Management)
CRM data SRM data
SAP NW PI (Process Integration)
SAP MII (Manufacturing Integration & Intelligence)
To other Systems and Devises
Integration
BI data
SAP NW BI (Business Intelligence)
SAP ECC (ERP Central Component)
ERP data
ERP OPS
SD (Sales &
Distribution)
PP (Production Planning)
QM (Quality
Management)
MM (Materials
Management)
LE (Logistics Execution)
Cross Application Components BASIS Components
SAP SNC (Supply Network Collaboration)
SAP SCM (Supply Chain Management)
SAP APO (Advanced Planning & Optimization)
SAP GTS (Global Trade Services)
SAP EWM (Extended Warehouse
Management)
SCM data
Currently
Not in Use
PlanningDirect
Procurement and
Manufacturing
Reporting and Analytics
Quality
Finance
Sales Order Management and
Logistics
10
• Agility based on Business Drivers
• Continuous Improvement
• Knowledge Management
• Performance Monitoring
Assess Process
Maturity
Form Process Focused
Networks
Institute Process
Governance
Functional Organization
Align Processes and Metrics. Improve
Processes
Implement Process Architecture in Improvement
Processes
Process Performance Monitoring
Continuous Improvement
via OE
Roadmap
Process Focused Organization
11
Product
Manager A
Product
Manager B
Product
Manager C
Product
Manager D
Directorof ProductOperations
DesignVice
President
MfgVice
President
MarketingVice
PresidentController
Procure-ment
Manager
President
Functional Matrix Organization: Functions x Businesses
12
FUNCTIONS[Departments, Centers of Excellence)
Process Management:A 3rd Dimension in Management
WO
RK
PROCESSES[Source, Make, Fulfill, etc.]
Business Units own customers and profitability
Functions own the people and cost centers
Process Owners own work designs and IT spending
BUSINESSES[Business Unit, Region, focused on P&L’s & markets]
FUNCTIONS[Departments, Centers of Excellence]
13
• Agility based on Business Drivers
• Continuous Improvement
• Knowledge Management
• Performance Monitoring
Assess Process
Maturity
Form Process Focused
Networks
Institute Process
Governance
Functional Organization
Align Processes and Metrics. Improve
Processes
Implement Process Architecture in Improvement
Processes
Process Performance Monitoring
Continuous Improvement
via OE
Process Metrics
Process Focused Organization
14
Process Metrics enableDecision Excellence and Operational Excellence
RUN THE BUSINESS
Aligning processes with metrics to monitor and deliverreliable information, produce timely actionable results, and support Decision Excellence - enabling efficient and effective operations.
IMPROVE THE BUSINESS
Providing fact based information to support the operational, tactical and strategic reporting and analysis needs of OE initiatives - delivering continuous improvement of processes.
15
Metrics Measure Enterprise Excellence
Business Operating Expense
Reduction
Additional Net Income
0
50
100
150
200
250
300
350
400
450
500
Ben
efit
s ($
M)
Process Standardization
Operational Excellence
Reduced Materials Costs
2/3 of B
enefit
Source: AMR Research “Leveraging ERP for Ongoing Business Benefit”
16
Balance Scorecard Methodology
Analy
ze t
he v
isio
n a
nd Inp
ut
Und
ers
tan
d T
O&
PS
Vis
ion
Launch Metrics
Iden
tify
Though
t Le
aders
Gath
er
Inpu
t
Dete
rmin
e S
ele
ctio
n C
rite
ria
Pro
pose
Metr
ics
Gain
Conse
nsu
s w
ith
Thought
Leaders
Metrics Development
Re-assess
Re-assessDesign
Analyze& Plan
Construct& Deploy
Understand the revised TO&PS Vision
Gather additional input from thought leaders
Proposed revised Metrics Gain Consensus Deploy revised Metrics
Collect data from Affiliates/OPUs
Calculate the Metrics Provide the Metrics
through single access mechanism along with the necessary details
Report Metrics
17
Analytics CategoriesUsed to understand value creation and to improve the business.
High Level Metrics - translate strategy into measurable goals, includes: Fist time quality Product availability End to end cycle time
Operational Analytics - Leading and lagging indicators such as trending, process control charts and simulation, includes:
Inventory levels Inventory targets
Process Performance Monitoring – monitors use of standards vs non-standard processes across functional teams, includes:
Production Schedule Stability Adherance to supplier lead times
Adoption measures – measure the use of standard sub processes in a functional team Number of times reports are run Time saved on each report Use of emergency purchase orders
18
0.0
0.1
0.2
0.3
0.4
0.5
0.6
0.7
0.8
2004 2005 2006 2007
Ob
serv
atio
ns
/ In
spec
tio
n
Improving Compliance
Inspection Results 2004 - 2007
19
Increasing Efficiency
$
40%40%ImprovementImprovement
40%40%ImprovementImprovement
Net Sales / Employee
20
Reducing End-to-End Cycle Time Across Sites
456
320
245
197
0
50
100
150
200
250
300
350
400
450
500
2004 2005 2006 2007
Cyc
le T
ime
in D
ays
21
The Power of Business Analytics…
Leverage all data – and advanced statistical tools – to achieve Quality By Design
Continuous process-performance monitoring Reduction in review time for product release by providing a single
access point for information Leverage data for operational excellence
Six sigma analysis Lean principles End to end process optimization
Provide tools for Decision Making Excellence at all levels of the organization
… … Is Limited Only By Your ImaginationIs Limited Only By Your Imagination
Questions
Top Related