Project – SAP implementation allNorth America 20+ sites Jan07– May08 (17months)

Industry – Chemical (Various Businesses Novecare, Organics, Eco)

Role : North America ProcessPM for 3 Businesses - 10 sites

 

Full life cycle implementation of PM module &related business process (IM) at multiple locations from blueprintto go-live and post implementation support.The full cycle involved hands onconfiguration setting, testing, training, cut over and leading team in manyaspects & activities thru expertise & experience.

Earlier Pilot was tried to be implementedwith very limited functionality of some existing SAPmodules, but it was realized that Business solution needed for North Americavarious business in multi-sites are different. So this project Mustang startedtaking new resources on abroad that are acquainted with SAPand North America Business processes needs, mapping for Successful ProjectImplementation in North America

 

Various Phases ->

·         Knowledgetransfer of existing limited functionality by earlier team – which was tried tobe rolled out earlier

·         Varioussites interactions model bigger plant & Smaller plant “Design” in first lot

·         Globalvalidation of design from Across world

·         Customizationof new process, SAP design ,Testing

·         Integrationtesting , Acceptance testing

·         Masterdata mapping , improvement in existing data ; Training plan creation , Training material review & changessuggested , scheduling & training all users

·         Cutover strategy , Go Live planning

 

Improving & Taking care of various kindsof businesses for North America sites stillmaking sure that existing design for other countries also work. Businessinclude Eco, organic & Novecare.

 

Daily interaction with Enterprise ProcessOwner, Key User; Weekly meetings in different zones. Periodic interaction withPlant correspondent, maintenance managers, Enterprise leaders, Project manager.Making sure that plant maintenance & related business processes work forimprovements in business Also project methodology activities work for rightgoals.

 

Achievements ->

 

• Along with smooth starting for Plant maintenance rollout for Main business responsible handled other business to clear their misconception & correct the design

 

• Highlight SAP functionality required as per site business workshops, Design demo till approval, helping for business case to be approved – use functionality like Plant Section, Location, Refurbishment, bar coding, Warranty etc. Utility process of Equipment construction mgmt., complete order process, overhaul management, refurbishment management.

 

• Mapping the data from Legacy JDE to SAP ; weekly feedback & review as well as monthly meetings to correct the data design ; various load testing

 

• Cross  module raising the different process improvement steps & making sure that North America process needs taken care

 

• Facilitating testing , integration testing , Acceptance testing in very critical condition to achieve milestone date

 

• Achieving all milestones – along with making sure that System & Business process

Improved.

 

·         UsedProject management Methodologies which work in nature of Business , Client& different teams structure – coordinated a diversified multinational team .Usageof eRoom for documentation & Track it for issue log.

 

 

Project –Global Lead SAP QM & PMapplication, implementation SAP QM Aug 06 – Jan07

Industry – Worldwide multinational company having varied industriesof C P Kelco

Role : Global QM, PM Application owner ; implementationwith IBM

 

Full life cycle implementation of QM moduleat multiple locations from blueprint to go-live and post implementationsupport.The full cycle involved hands on configuration setting, testing,training, cut over and leading team in many aspects & activities thruexpertise & experience.

 

QM for Material Management : Procurement& Purchasing; Quality Inspection in MM ;Quality notification withcomplaints against vendors; Information system (Rawmaterial , Semifinished ,Finished)

 

QM in production:Inspection duringproduction, Qulaity inspection for goods receipt from production, Internalquality notification

 

QM in Sales and distribution: Qualityinspection for delivery & return delivery, Certification creation,Q-notificaiton for customer complaint

 

Test equipment management. Calibrationmanagement

 

 

·         ReplacedQM system in LIMS,–Process taken:

·         Inspectionof lot generation - Goods receipts from purchase order (Raw material), productionquality, recurring inspection, recode, manual inspection lots; result recording;retesting; usage decisions; waivers; products under analysis (long term resultsrecording); reports given using standard SAPfor UD failure: daily characteristics failure, released lots, 1+ week pending, andspecific characteristics reports.

·         Shelflife extension

 

·         Adhoctesting

·         Physicalsample handling

·         Waivers

·         Qualitycost

·         Batchinspection

·         Recode

·         Assistedin Master Data transfer and ensured LIMS & SAPdisconnected after Go Live.

 

·         Achievedzero duplication or double lot generation in two systems, no issues in QM postsin Go-Live.

 

·         Suggestedvalue-adds in QM reporting like

Ø  First pass report,

Ø  Dailty UD failurereport,

Ø  Daily successs lotsreport,

Ø  Special Failurereport with special reasons to QM management

Ø  Weekly pending reportAs well as helping PM application.

Ø  Inspection reportanalysis

Ø  UD done report

 

 

·         PlanningBusiness workshops with stake holder

 

·         Designingprocess in SAP, CRP

 

·         Designingvarious test strategy

 

·         Planning& Executing Training,  cutover,master data loads with business

 

·         SmoothGo live & post implementation support

 

·         Automationfor reports for top QM management

 

·         Useof IBM tool Ascendant erp for project management & documentation activities.

Accenture                                                                                                      Feb 06 – June 06

Project:  FoundationSAP Ecc5.0 (mySAP)                                                            

Industry: Baltimore, MA headquarteredCoal Mining Industry

Role: Expert Contractor– PlantMaintenance & related business process (MM)

 

èUnderstanding ofAccenture Project methodology – ADAP for different project phases

èUseof different ERP implementation tools like Share point

èUsageof CRP approach

èDevelopment of solution to remove legacy applications

èIndependently facilitate discussions to resolve complicatedcross-team issues

èIndependently track progress on team activities and directcorrective action in the event that tasks fall behind schedule

·        Hiredas SAP PM Implementation Expert in existing team as client hitchy aboutreplacing legacy system mainly & many open issues.

·        StudiedUS Coal Mining Business (underground & surface) Process in legacy systems.

·        Understoodclient’s existing Enterprisestructure for implemented SD project (SIS) & designed new enterprise structurefor Logistics, along with FI/CO, for optimal benefits.

·        Designedcomplex enterprise structure using centralized planning plant concept to avoidinter-company transactions in MM module, creating ease of use to Material Management& Plant Maintenance personnel.

·        Foundopen issues in prior mapped Business Process. Conducted cross module meetingsto find out related business processes & integration with other departmentslike Material, Finance, Production, Costing and HR. Highlighted open issuesrelevance including PMO solution for client.

·        Designeddocumentation for customization & prototype CRP.

·        Convincedclient of SAP functionality byshowing SAP strengths to replacelegacy systems (eMESA, MIMS, &others), and instilled confidence of SAPknowledge.

·         Applied expertise with various functionalitiessuch as: current equipment numbering system to maintenance planning & orderexecution; used expertise & vast experience in SAPwith Maintenance Plan, Planning Board, technical structuring, BOM.

·        Interfacedfunctionality of SAP with ExternalElectronic Material database, LinkOne, for manufacturing facility part number.

·        Drewout the process for Long wall Move & related Production/Maintenance jobs inthat duration. Suggested FICO functionality can be sued for PM to avoid twotime settlement.

 

Sara Lee Bakery Group                         St. Louis, Missouri                                  Aug 05 – Jan06

Project:  SLBG SAP upgrade from 3.1i to 5.0

Industry:  Food

Role:  Lead Plant Maintenance

·        SAP3.1 I to SAP 5.0 (mySAP) upgrade for 42 sites (all Bread & Bakery sites),while introducing new organization structure for recently acquired meat plants.

·        Understoodclient’s SAP PM & related business process implemented; facilitated PMproject plan activities & documentation.

·        Foundand solved upgrade issues related to customization & screen settings for PMmodule. Coordinated with ABAP expert to resolve screen dumps & technicalissues; also changed the Z–program to suit the upgrade.

·        Logged& interacted with SAP -OSS.

·        IntegratedQM module and issues. Coordinated with other modules like FI/CO, MM, WM (alongwith Basis, Security).

·        Solvedissues and eliminated the threat of delay by clearing 4 months backlog in weeksfor PM work stream.

Trained the users across plants  - on new upgraded mySAP ECC 5.0 system

Infineon Technologies         Richmond, VA (MNC: US, EU, Asia Pacific) Jan 05 – Aug 05

Industry: Semiconductor

Project: SAP PM Implementation in FAB300

Role:  North AmericaSAP In charge for Manufacturing -Maintenance Systems

 

 

è IndependentlyFacilitate discussions to define work breakdown structures, estimate workeffort and resource load project plans utilizing different tools

è  Independently facilitate discussions toresolve complicated cross-team issues

è  Independently track progress on teamactivities and direct corrective action in the event that tasks fall behindschedule

è Independently measureprogress and report results to project leadership

è Ability to buildrelationships with team members and project stakeholders

è Written and verbalcommunication skills

è Formal projectmanagement methodologies (People, Process, Information, and Technology) and theProject Management Lifecycle

è Workedwithin a fast-paced, high pressure project delivery team

·        Coordinated& Lead a team of 5 members--Global & Local level for mySAP Architecture.

·        LedSAP PM & inventoryimplementation in North America along with FABsoftware for FAB300 plant

·        Madechanges to global template common for Germany and Asia Pacific.

·        Customizationof PM module for Preventive maintenance & Corrective maintenance (Repairs)& related Inventory module, MRO;had exposure to GUI XT.

·        Assistedmajor Project Management implementation.

·        Createdand participated in unit and integration testing plans.

·        SupportedSAP existing system monitoring andtracking; resolved customer issues.

·        Ensuredglobal settings did not conflict with North American regional needs.

·        Suggestedbest SAP Architecture forlong-term consideration of upgrades & BW.

·        Communicatedto mgmt. the major issues/impact on the organization & proposed solutions.

·        Changedthe project & SAP implementationmotto, as cost-effective business solution

·        PerformedBPR & added many strong SAPfunctionalities required for the chip industries.

·        Promotedthe concept of inventory reduction using SAPMM functionalities with PM Module

·        Updatedfunctionalities in FAB200 SAP PM – to make it usable.

·        Forpost implementation SAP for Infineon - support coordinated with Accenture.

DuPont Surfaces,Floro business Buffalo, New York andThetford, CanadaJul 03 – Nov 04

 

Project: Surfaces, P5 Sheetmanufacturing (NA, Canada) &Tedlar Floro

 

Industry: Chemical &Process

Role:  Work Stream Lead PM and MRO, Satyam Computers Services

 

Fulllife cycle implementation of PM module at multiple locations from blueprint togo-live and post implementation support.The full cycle involved hands onconfiguration setting, testing, training, cut over and leading team in manyaspects & activities thru expertise & experience.

 

AsLead role->

 

è IndependentlyFacilitated discussions to define work breakdown structures, estimated workeffort and resource load project plans utilizing different tools

è Every week Workstream lead meeting , always green for the area Lead for more than year &half

è Provide milestone statusmatrix for different parameters to relevant, Prepare for steering committeemeetings

è Coordinate withvarious stake holder in business & IT dept. of client

è Preparing for variousaudits including GATE-1 , GATE-2 ;Go – No go audits

 

·        Implementedsuccessful Go-Live, all weekly reviews with steering committee for PM- Green.

·        Fastforwarded Business Blueprint Review; Maintenance System improved from 52% to87%; client-determined world class-based rating.

·        BusinessPerformed Business Impact Analysis (BIA) , DuPont top management appreciatedpositive business impact analysis & improvement - Successfully tested BIT1, BIT2,USer Acceptance Testing –Zero defects in PM/MRO (Total project defects 2500).

·        ImprovedCost of Maintenance potential: configured performance-based maintenance throughMessage Bus so cost at minute level was available for on the spot decisions.

·        HandledWorkflow, Batch jobs, BW, integration with PS CATS,Project /FI/CO, DMS, Asset management, HR, also ABAP (FRICE).

·        ForMaintenance Inventory: Decided Surfaces would run first time MRP concept forInventory. Mapping done to remove sub stores – yet giving full flexibility forBusiness activities & information required.

·        ForPlant Maintenance & Material inventory: Implementation (Customization &dev.); Core PM (Includes Workcentre Capacity utilization; Message Bus);Maintenance Inventory (MM), (MRP + GR+ GI), BW, Batch Jobs, Workflow (includecost base Order release).

·        Maintained& transported configuration of SAParchitecture in all relevant Clusters (C, G, W, T, Q).  Maintained documentation in DSAP -LNDBsystem.

·        Addedvalue in Business Mapping, instead of entry at Realization phase;Surfaces-specific value added suggestions approved at Global level.

·        Trainedtrainers for new SAP designed system.

·        HandledPost Implementation Support.

Project:   SAP implementation in WGSRL & EUPEC(German JV)             Aug 02 – May 03

Industry: Pipe mfg. &Coating - Process (Batch based) / Order based, Vapi

Role: Lead project -Acting Project manager,

PMLead & MM Support from SatyamComputer Services

 

SAP Project Management acting project managerat multiple businesses from blueprint to go-live and post implementationsupport. The full cycle involved hands on configuration setting, testing,training, cut over and leading team in many aspects & activities thruexpertise & experience. Formal mythology , template , milestone delivery.

 

è IndependentlyFacilitated discussions to define work breakdown structures, estimated workeffort and resource load project plans utilizing different tools; Independentlyfacilitated discussions to resolve complicated cross-team issues

è  Independently tracked progress on teamactivities and direct corrective action in the event that tasks fall behindschedule; Independently measured progress and report results to projectleadership

è Built relationshipswith team members and project stakeholders

è Formal projectmanagement methodologies (People, Process, Information, and Technology) and theProject Management Lifecycle ASAP

è Worked within afast-paced, high pressure project delivery team

 

·         ProjectManaged using PMI concept, ASAP methodology.

·         Integratedproject testing: coordinated visible & virtual teams for issue resolution.

·         Coordinatedwith ABAP-lead for solving Master Data issues.

·         FocusedSAP Architecture issues to suggest client optimal solutions.

·         DesignedPost Go-Live strategy for success of Implemented SAP.

·         Acquiredpayment release from client; prepared phase planning & reviews.

·         Released70% consultant before contract time in Project in fix bid project.

·         Customizationand Gap analysis.

·         Trainedpersonnel at various levels of process.

·         Achievedproject sign off for successful Go-Live.

 

·         EnhancedPlant Maintenance:  Delay penalties beingvery high; client could not bear breakdown or machines running with lessefficiency. Maintenance played very crucial role. Plant 1: Order basis. Costeffective opportunity based with calibration maintenance required.Services/repair; various processes, utility.

·         Plant2: If the order was from sister company; plant being over capacity runs &stop intermittently during the order. Integrated with MM, FI/CO, QM, PP, Assetmanagement

·         BusinessProcess Reengineering done to reduce inventory cost by eliminating sub-storeconcept; loan basis issuance of costly equipments to departments &lubricant consumption to be controlled by Maintenance department.

·         AdvancedPreventive Maintenance (Time, counter base), Calibration, Breakdown, Opportunity maintenance system designed. ImprovedEnvironment & Safety activities. Monitoring system given for company to becomplied for ISO 9001/14002, OHS system.

·         Services& repair given through MM & PM integration. Coordinated mapping MMmodule for Enterprisestructure, Purchasing, repair cycle & services; release strategy. Suggestedidea for defining payment terms, configuring pricing & IM.

·         Savingsrealized by 70% of consultants released early–as per conformability withoutissues

·         DesignedPost Implementation Strategy for client.

·         Strategyfor all module users training , user documentation & coordination for same.

·         Improvedmaintenance system rating by 45% (from 40% to 85%); No defects log in PMmodule.