Process Improvements pays back
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1 Process Improvements pays back Jasmin Brandl, Head of Projects, IT department Kneipp-Werke
2 Agenda 01 Kneipp and its business requirements 02 Strategy 03 Improvements 04 Plan 2011 Seite Februar 2011
3 Agenda 01 Kneipp and its business requirements 02 Strategy 03 Improvements 04 Plan 2011 Seite Februar 2011
4 The Kneipp Group Traditional company Sebastian Kneipp Revolutionized the natural medicine Pharmaceutical products, dietary products, body care and bath products Midsize company, 400 emloyees worldwide Dr.No3 International oriented (Germany, Holland, France, Japan, USA, China..) Seite Februar 2011
5 Folie 4 Dr.No3 Zusammenrücken Dr. No, 2/11/2011
6 Business requirements Over 30 product types (pharma vs. consumer goods) Cremes, bath oil, bath salts, etc.. 20% regulated and 80% non-regulated processes (requirements regarding process quality & traceability) Multi channel business Direct (6 subsidiaries & 1 online store) Partner business (2000+ orders per day) GxP, Basel II etc Time-to-Market (e.g. innovation & product launch) Complexity similar to large enterprises but SME budgets Seite Februar 2011
7 Agenda 01 Kneipp and its business requirements 02 Strategy 03 Improvements 04 Plan 2011 Seite Februar 2011
8 Strategy 2 core systems: ERP System - Standard Processes (Order management, Production, Warehousing and delivery of products) BPM System - for all other processes & integration subjects (product launch, product elimination, integration etc.) SAP, IDS Scheer and Software AG as partners Seite Februar 2011
9 Strategy Project Roadmap Defining goals & strategy Creating transparency SAP Implementation Take special processes into action Today Seite Februar 2011
10 Agenda 01 Kneipp and its business requirements 02 Strategy 03 Improvements 04 Plan 2011 Seite Februar 2011
11 Improvements General Process transparency through ARIS Central and unique documentation Solved delivery problem Prozessübersicht neu letzte Änderung: :41:13 Ebene: 1 Status: In Bearbeitung Führungsprozesse Budgetplanung Personal/ Schulung/ Qualifiaktion Prozessmanagement Strategie Strategie Controlling/Reviews Notfallplan/ Stufenplan Projektmanagement Kernprozesse Produktlebenszyklus K U N D E Supplay Chain K U N D E Kundenbetreuung Unterstützungsprozesse Interne Kommunikation Regulative Vorgaben Informatationstechnologie Facility Management Qualitätsmanagement Seite Februar 2011
12 Improvements General EDI via WebMethods EDI (Electronic Data Interchange) Fast business data exchange Few error-proneness Standard but also integration with SAP No additional invest for standard application Seite Februar 2011
13 Improvements Special Process WebMethods Used for building a workflow based process Elimination process How to eliminate package material, raw & half prepared material? Starting situation Documentation via Excel Written approval through different authorities Distributed through company mail & no transparency Seite Februar 2011
14 Improvements Special Process Current situation Workflow based permit process with WebMethods Cost savings of 50% Transparency & new sense of responsibilty Workflow based approval Task lists Escalation mangement Competitive Supply: Seite Februar 2011
15 Improvements Special Process Workflow based elimination process Seite Februar 2011
16 Improvements Integration tool WebMethods as an integration tool New Online Shop Integration of Shop with SAP through WebMethods Bidirectional data transfer (Shop <-> SAP) Working flawless Elimination process EDI Seite Februar 2011
17 Agenda 01 Kneipp and its business requirements 02 Strategy 03 Improvements 04 Plan 2011 Seite Februar 2011
18 Plan 2011 Process Monitoring and Measurement At the moment, no yet real measurement Plan: implement some KPI`s for measuring the process quality and optimize E.g. cycle time of products from ordering to delivery Using Model to execute Software Special Process Product launch First customer program Start End of March 2011 Seite Februar 2011
19 Thank you very much for your attention Seite Februar 2011
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