How Keurig Brews Up Data Governance for SAP Success
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Keurig Green Mountain's rapid growth demanded a high-performance ERP to support New Product Introduction and partnering. A successful roll-out of SAP required a solid foundation of accountability focused on products and materials. Learn how Keurig is deploying the operating model for information success in scaling to meet market demand. Learn How Keurig: -Deployed a data governance operating model in conjunction with a ERP roll out -Transitioned from a "hero culture" to a structured MDM organization -Delivered higher executive confidence in data resulting in more informed decision making
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How Keurig Brews Up Data Governance for SAP Success
- 1. Mike Quinn Eileen Hanafin SESSION CODE: CP138 Will Crump
- 4. Growth drove call to action Two primary growth axes A Keurig® brewer on every counter and a beverage for every occasion INSTALLEDBASEOFBREWERS 1992 2007 2010 2014 View the Full Case Study CLICK HERE
- 5. The Gateway to Growth program will touch every aspect of our business and will change Keurig Green Mountain “ways of working”. Business transformation will streamline, standardize and optimize our processes, enhance operational efficiency, and restructure IT architectures and IT strategies. Transforming the way Keurig Green Mountain does business View the Full Case Study CLICK HERE
- 6. Systems the way we interconnect & enable Strategy the way we think & plan People the way we lead & motivate Processes the way we create value & manage Transform the Business – Competitive Position – Operations • Common processes • Consistency • Shared services – Technology • Supportable Platform • Standard Architecture • Scalability to support growth “This Program is Mission Critical” Foundation to Transformation View the Full Case Study CLICK HERE
- 7. Gateway to Growth Structure MASTER DATA MANAGEMENT TRAINING ORGANIZATIONAL CHANGE MANAGEMENT BUSINESS INTELLIGENCE REPORTING APPLICATION DEVELOPMENT TECHNICAL SOLUTIONS AND ARCHITECTURE SELL TO ORDER DISTRIBUTION TO CASH FORECAST TO PLAN DESIGN TO PRODUCE PROCURE TO PAY RECORD TO REPORT PROGRAM MANAGEMENT OFFICE INTEGRATION LEADERSHIP PROGRAM MANAGEMENT OFFICE EXECUTIVE LEADERSHIP View the Full Case Study CLICK HERE
- 8. InformationTrustworthiness Time ERP Data Readiness Mobilization Point Organization Data Gov. Policy Recognition of Lost ROI The Scramble How Could That Be? We Own It Let’s Start with Data! RISK REDUCTION VALUE CREATION Mobilize Earlier! The Trusted Information ERP Lifecycle View the Full Case Study CLICK HERE
- 9. Mobilize your Organization at least 3 months before Go live Engage business leaders early and update often Socialize your MDM strategy early in the project Document Key Decisions Develop and deploy new Business Processes Know and target the critical business fields Spend focused time with your data validation resources Establish an End User Network engaged in testing and training Schedule business readiness reviews with executive leadership Master Data Best Practices View the Full Case Study CLICK HERE
- 10. Master Data Scope & Structure Migration Team Developers & Technical resources Development of conversion objects Technical Specifications Functional specifications Generation of validation and cleansing reports Conversion and cutover execution Defect resolution Business Process Team Process Definition Documents Data cleansing Defect resolution Change Impacts Business processes Standard Operating procedures Job functions & Security roles Organizational readiness Operations Team End User Network resources Testing resources Functional Trainers Business process training Built a Central MDM team Started with existing resources Built capability Order to Cash – Corporate Financials View the Full Case Study CLICK HERE
- 11. View the Full Case Study CLICK HERE Enabling Technologies Leveraged SAP Data Services Extraction • From ERP and Data Construction Worksheets Transforms and rule validations Loads and Queries SAP IDocs LSMW SQL • Identify Cleansing • Validation Reports SAP Information Steward Profiling to support Cleansing Efforts Post Go Live Reporting • Consistency Reports (Compare counts and fields) • Data Audits DATUM Information Value Management (IVM) Design center for Business Rules – Standards – Resources – Operating model
- 12. Transition to a New Culture2013–Present2000–2013 Data Providers Data ConsumersMaster Data Management Information Validation Feedback New Product Introduction Fix data Plan, Procure Order Ship & Bill Share Trusted Data Consuming processes Improved Visibility Better decisions Improved results People: Clear Ownership Defined Processes & Standards Tools: Automation Manage Rules & Standards Governance Processes Scorecard Quality Build Organization Capability Educate Data Providers Govern Hero Culture View the Full Case Study CLICK HERE
- 13. Our Methodology Delivers a Consistent Process for Prioritizing Business Value and Information Governance Insights Information Data KPI’s / Measures Our governance focus needs to be on the attributes and information that drive key insights – what we call a “Decision Data Model” Selection of data at the system level (tables and fields) e.g., SAP ECC – VBAK – GBSTA – Overall Processing Status As required to satisfy business stage gates and processes e.g., Order Fulfillment, Deliver Ready To monitor the effectiveness of our processes e.g., Order Fill Rate To shape strategy and drive continuous improvement e.g., Improving order cycle time View the Full Case Study CLICK HERE
- 14. Tactical MDM Focus Strategic MDM Governance Focus Transition to a Governance Council and expand beyond Item. Currently the GTG PMO. Transition to the ELT Keurig Organization Framework New Item Steering Committee • Establishes Business Process Strategy and Accountability • Aligns Data Management and IT efforts in support of business needs, corporate strategies and initiatives • Provides decision making and oversight for governing master data • Provides direction and escalation support from the Master Data Governance Board Executive Sponsors Provide strategic business direction and handles escalations MDM Master Data Support Organization • Tactical data management activities aligned with processes, standards, and business rules • Govern master data within area of ownership • Provide support for master data applications MDM Governance Organization • Defines data and processes consistent with Council’s strategy • Develops, monitors and prioritizes master data standards, maintenance processes and quality metrics for measurement • Provides direction for data standardization and reliability improvement efforts View the Full Case Study CLICK HERE
- 15. View the Full Case Study CLICK HERE RoadmapAutomation/Standardization Immediate Near Term Sustainment Refine Data Strategy Establish DG Framework DG Council and Org Model Agree to the Data Roadmap and Success Criteria Develop Shared Services >Data Stewards Institutionalize an Operating Model Business Rules, Standards & Policies KPI’s and Metrics for EDM and Business 2H - 20151H- 2015 2016 + Leverage Info Steward / DS, MDG Strategy/Framework Refine and Adapt Establish Data Governance Operating Model Connect metrics to standards & rules to drive data trust and measure impact Expand beyond initial key data objects Refine, adapt, promote
- 16. Integration Managers were key to solving cross stream conflicts Early identification of data standards, operating rules and owners Define clear R&R between the migration and business teams Never do too much testing – set entry and exit criteria Freeze data sets for test cycles to assist in validation Code change approvals by IT3 - freeze code changes by UAT UAT mimics production cutover Impose Data Moratorium during cutover and communicate broadly Ensure validation process meets SOX requirements ( Really important) Key Learnings View the Full Case Study CLICK HERE
- 17. Take good care of your team! “No business transformation is successful if you burn out your resources along the way “ Build black out dates into your schedule Everyone loves to be fed, lunch and dinner were a hit Encourage breaks, walks ,stress relievers Data Best Practices View the Full Case Study CLICK HERE
- 18. Read the full Case Study Learn More Just click here View the Full Case Study CLICK HERE
- 19. DATUM LLC simplifies information complexity to enable digital transformation. By empowering enterprises to simplify their processes, systems, and data initiatives, DATUM delivers greater competitive advantage and profitability. Our unique methodology is built into the Information Value Management® data governance software platform that delivers visibility to what data matters the most to your organization. Check out our Website: www.datumllc.com Click & follow us! Complexity. Simplified. View the Full Case Study CLICK HERE
Editor's Notes
- We are an innovative, technology-driven, values-based, personal beverage system company. Drop in a logo
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- Thank you Will Today I will walk you through our journey for bot the migration and the governance and hope that you can take one or two things back with you that will help your organization. Organization came from different functions – we centralized them and trained them prior to go live Leadership alignment is a given Strategy - Really important because as you get further into the project topics get reopened and if you don’t have a key decision logged you end up reworking. Example SAP numbering. SAP numbering sequential non logical numbers You have to define who has ownership over the business processes and provide support needed to complete them We spent a lot of time with validators because our reports were not that easy to use. This release we are leveraging SAP’s information steward it has really helped. Keurig Training organized led by Missy Parks is being recognized at this conference as an SAP Best practice for their training program . Example we used EUSN resources as functional trainers. Business readiness reviews drove engagement with leadership to emphasize that they owned the readiness of the business not the project team. This takes awhile for them to understand so you really need to start early with them providing their assessment of readiness. One of the Key Best practices we deployed.
- We organized our team into Technical and business process The technical team was responsible for data migration The business process team was responsible for developing processes , Standard Operating procedures and Organizational readiness We centralized our Operations 3 months prior to go live - would recommend a bit earlier and engaged this team in cleansing, training, testing. One miss we had is our Business process team members were most familiar with the legacy system and did a lot of the mapping. Therefor they got involved in the defect resolution and they kept getting pulled away from the business process. We finally separated a few of the business process folks into a different location and they focused 100% on business process development. As an example we had 58 new create and change processes for Customer master alone.
- SAP Data Services was our extraction and transformation tool. We used it to run validation rules. We had a mix of tools we used for loads and queries SAP information steward was primarily used for profiling. However, we have used this tool extensively since go live and have many data consistency and quality reports. Biggest gotcha is the reliance on the functional design to have a successful MDG launch. – Phase 1 we did not have a good handle on our data ownership and the operating rules – There is so much to capture and you can only do so much. Now in our second phase of our journey, we are using Datum’s IVM tool to capture our functional design, Data standards, operating rules . It’s a data dictionary plus your functional design. This is our prerequisite for MDG Start Migration event – overlay it with the functional specifications and carry it forward and automate with MDG
- If you refer back to Mike’s slide on the growth of Keurig I think you can appreciate that we are going through a culture change. In the top model you have data maintainers and people in the consuming processes fixing the data- What happens is you don’t know the data is wrong so it repeats itself and sometimes the right data never comes back to the maintainers… It happens over and over. Data Is not right the first time The Data Maintenance model works fine for a smaller organization. But as the Company grew the model is not sustainable and not scalable - without supplementing with additional resources. These people fixing the data are typically the best and the brightest and they are used to getting rewarded for this behavior.. Often referred to as the Hero culture. Keurig is transitioning to a Data Governance model not Data Maintenance We govern the data, identify data trustees and providers. We have standard processes and operating rules This is a difficult transition changing culture and takes time. Now our super stars get frustrated because they cannot fix the data anymore it has to come back to the Governance organization and the providers to correct it and resend it.
- Not all data is created equal. We realized that we need to focus on the most master Data Master that is business impactful MD is the foundation that enables the business process to operate We really need to start focusing on the business metrics/outcomes.. Case fill right, perfect orders, Daily sales outstanding and tie these metrics into the quality of the data. That leads to Insights that allows us to make sound business decisions As an example, no one really cares how many products you set up. But the business does care about the key outcomes and the ability to meet customer demands and operate an efficient supply chain. As a data organization anywhere you can tie the quality of MD to business results the better.
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- This is a high level road map 1. Build out your strategy and roadmap. It may change along the way based on company priorities and you adjust accordingly 2. Establish your Governance operating Model. As I mentioned we are doing that now with Datum IVM tool. 3. Leverage the tools available, Data Services, Information steward as you prepare for MDG 4. Expand to MDG and sustain.. This is our current plan and we have only just begun… we have a long way to go we will hit more bumps along the way but we really have made great progress since ewe started our journey
- UAT 875 Scenarios passed out of 879 17 of 18 End to End Scenarios completed 6314 scripts passed out of 6353 ITC4 798 Scenarios passed out of 800 11 of 11 End to End Scenarios completed 5037 scripts passed out of 5052 ITC3 705 Scenarios passed out of 776 8 of 8 End to End Scenarios completed 3843 scripts were passed out of a total plan of 4156
- Last but not least be sue you take care of your people. Everyone has their breaking points.