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Best Practices for Global MES Rollouts
Best Practices for Global MES Rollouts
Best Practices for Global MES Rollouts
Best Practices for Global MES Rollouts
Best Practices for Global MES Rollouts
Best Practices for Global MES Rollouts
Best Practices for Global MES Rollouts
Best Practices for Global MES Rollouts
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Best Practices for Global MES Rollouts


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To implement a manufacturing execution system (MES) across a global manufacturer's numerous sites, establish a core baseline solution as a basis for global rollout, use the implementation as an …

To implement a manufacturing execution system (MES) across a global manufacturer's numerous sites, establish a core baseline solution as a basis for global rollout, use the implementation as an opportunity for process improvement and optimization, and choose carefully between a phased or a big bang deployment.

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  • 1. Best Practices for Global MES RolloutsMultisite, global manufacturing execution system implementations canbe optimized by applying Agile methods to development and programgovernance.Executive SummaryThere is now agreement that effective rollout ofa global manufacturing execution system (MES)is critical to achieving manufacturing excellenceacrosstheenterpriseandrapidlyscalingupproduc-tion to meet customer demands for new products.Nevertheless, manufacturers still struggle to rep-licate MES benefits across all of their productionfacilities. As a result, standardization of processesand activities across sites has become one of thetop priorities for global manufacturers.In addition to standardization, many manufactur-ers lack a solution development methodology thatcan bring additional agility for meeting dynamicmarket requirements and the realization ofincreased value in shorter time spans. Abstractedfrom our experience deploying global systems,this white paper presents the best practices in apractical, global program management frameworkfor MES deployments, with special focus on Agilesolution development adoption in MES implemen-tation. This white paper also offers examples oftypical global implementation challenges and waysmanufacturers can effectively mitigate them.Global MES System:A Business PerspectiveGlobal players generally tend to have multiplesites manufacturing multiple products. Theobjective is always to churn out maximum ROIfrom installed assets across sites.Global visibility, in addition to site-specific vis-ibility, becomes important to consistently devisecontinuous improvement strategies to achievemaximum ROI. The magnitude of complexity asorganizations move from single site to multipleproduction sites is typically enormous. Establish-ing a suitable integration strategy for all sitesis therefore key for manufacturers seeking toenhance visibility and take steps necessary forimproving operational efficiency and reducingproduction cycle times.An Operations PerspectiveTo retain market leadership and to ensure better-quality responses to customer demands, leadingmanufacturing organizations are normally laserfocused on achieving global excellence. Accordingto our observations, most companies report thatthey already have a global strategy in place to unifyprocesses and systems across locations. However,they typically fall short of achieving this vision.Although they acknowledge an absolute need fora global MES system, numerous challenges mustbe overcome for smooth deployment of the rightsolution. Moreover, they face obstacles meetingdiverse needs across functions and locationsthat span multiple stakeholders. Business processimprovement through standardization is a majordriver for transitioning from a local to a globalMES strategy.• Cognizant 20-20 Insightscognizant 20-20 insights | may 2013
  • 2. 2First,itisessentialtomanagethecommonrequire-ments and identify the best practices. Second isthe challenge of conceptualizing a global solutionwithin architectural boundaries and complexities,with a perfect balance between cost, functionalityand schedule, and making it work. Finally, there isa need to look closely at these inputs to managethe change and acceptance of the deployed globalsystem in order to achieve operational excellence.Other challenges include:• Lack of an effective program/projectgovernance model.• Barriers in cascading best practices acrosssites.• Cultural and mindset challenges aroundtraining and change management.• Conflicting and changing requirements acrosssites.• Legacy systems working in isolation.• High operational interdependencies amongsites.• Availability of the right subject matter expertsat the right time during solution development.Overcoming these challenges can yield thefollowing benefits:• Integrated sites with a smooth flow of informa-tion.• Continuous improvement through replicationof best practices across sites.• Standard reusable templates.• Multisite visibility for important parameters.• Better control of load balancing across sitesbased on demand.• Seamless information exchange with legacysystems.• Statistics from multiple sites enablingcorrective action and preventive action (CAPA).• Lower system maintenance costs.• Improved KPIs focused on operationalexcellence.• Reduced production cycle time and reducedwaste.An Agile Governance ModelThe first step in any successful MES imple-mentation is determining clear governancefor the project. Deliberate thought should begiven to how manufacturing processes will begoverned throughout the entire MES implemen-tation in tandem with the site ecosystem, froma program management and execution perspec-tive. Governance topics should address who hasauthority to change a process, and how will thatprocess change be tested, implemented andmeasured across the entire application infra-structure. The answers to these questions willultimately determine operational agility.Having a clear governance plan in hand requiresthe input and involvement of all stakeholders,even if some of them will not be directly involvedin the implementation process (see Figure 1). Toestablish a proper governance process, organiza-tions need to look beyond IT and production andinto quality, validation, operations, maintenanceand executive management. Governance is wherethe project should start, and it’s where it willbreak down if not properly instituted.An Agile MethodologyAs with any conventional implementation project,opinions on which specific steps to follow varywidely. In general, most organizations whendeploying MES tend to follow a classic projectplanning methodology involving design, configu-ration, testing, deployment and the post-go-livemaintenance lifecycle. To smoothen the imple-mentation process, some companies have begunto apply Agile development methodologies tothe process of architecting the implementa-tion plan. By using an iterative and incrementalapproach with smaller “chunks” of functionalitydelivered and managed by the governance team,miscommunications and the inability to identifynecessary scope criteria can be quickly andeffectively minimized (see Figure 2). Operationalreadiness, therefore, becomes very important forthe adoption of Agile methodology and should bepart of the initial project review.As listed below, a dramatic shift is under way inmanufacturers’ expectations in MES capabilities.• Deliver accelerated results, with reduced totalcost of ownership.• Holistic, quality implementation focused onquick time-to-value.• Early and frequent confirmation of the deliveryof benefits.• Demonstrate capability to solve customer painpoints early in the deployment.Many manufacturers have adopted a combina-tion of Agile methodologies and lean practicescognizant 20-20 insights
  • 3. in recent times. This provides them with theagility required to respond to changes that resultfrom lean methodology best practices. Typically,solution building is achieved by using Agiletechniques across the design/build/test phases,where small chunks of the solution are developed,tested and demonstrated to relevant stake-holders before moving to the next Sprint. Oncethe solution is developed and is complete in allrespects, system test and validation is performedin non-Agile fashion before MES goes live at aparticular site.If manufacturers plan to use a COTS productrather than building the solution from scratch,then the Agile methodology depicted in Figure 4(on page 4) should be adopted.To effectively leverage Agile in a global MES3cognizant 20-20 insightsFigure 1Governance Model for an All-Inclusive Team Approachto MES ImplementationProgramManagementBusiness PortfolioRoleWho Product Project Project Change Change Release OperationPortfolio & ProductManagementDefine Sprint Backlog,Deliver potentially shippable solutionBusinessProcessOwnerPortfolioManagerSolutionOwnerProductOwnerScrumMasterSolutionDeveloperQualityManagerReleaseManagerTechnicalOperatorExecutedeployment.Plan schedulesand controlsdeployment.Coordinateactivities tomeet qualitystandards.Performsolutiondevelopmentandcustomization.Removeimpediments,manageAgiledevelopment.Definereleasebacklogincludingpriorities.Defineproductbacklogincludingpriorities.Makeinvestmentdecision andallocatefunds.Planning andexecution ofthe operationalprocessachievement.ResponsibilitiesFigure 2MES Global Implementation: Agile MethodologyRequirementstoScopeScopetoBuildBuildtoQualification(IQ/OQ/PQ)TesttoDeploySprint 1Sprint 2Sprint 3Sprint..nGlobal SolutionProgram ManagementTraining and Change ManagementSite SolutionSite 1 Site 2Site ..nRequirement Scoping Design, Build, TestTransition(Multisite)Site 1Site 2Site 3Site …nSign Off & CutOverPerformanceTestSystem TestOQTestIntegrationTestBuild Release(Release Manager)ExecuteDeployment(TechnicalOperator)Define BusinessRequirement(Business ProcessOwner)Define PortfolioScope Project(Portfolio Manager)Define Product Backlog(Solution Owner)AcceleratorsIterative BaselineBuildAgileDevelopmentReleaseBacklogMustShouldCouldWouldPriority [d]161514131211100908070605040302014518273422433645DemoGo Live & Support(Multisite)DevelopFunctionality1DevelopFunctionality2DevelopFunctionalityNDemoReleaseClient’sFeedbackMakeChangesSystemTrainingAllfunctionalitiesComplete?IntegrateandTestIntegrateandTestIntegrateandTestNextIterationNoYes
  • 4. cognizant 20-20 insights 4rollout, the following best practices should beconsidered:• Iterative delivery of business value throughcapability demonstrations.• Early and incremental visualization of thesolution.• Time-boxed and inspected delivery of incre-mental MES capabilities.• Simplicity and elimination of “waste.”• Improved visibility and better control of projectprogress.• Development iterations conducted in shorttime frames that are time-boxed.• Working solution as a measure of progress.Figure 3Sample Agile Implementation Project PlanM onth #1 M onth #2 M onth #3 M onth #4 M onth #5 M onth #61 Requirem ent Requirem entAnalysisand Assessm entofURS2 Requirem ent Analysisand UnderstandingofexistingSystem3 Requirem ent Requirem entSign-Offand Approval4 Planning ProjectPlan5 Design Build Test Generation ofUseCaseand IterativePlanning6 Design Build Test Design Specification Creation7 Design Build Test Deploym entPlan Creation8 Design Build Test Verification StrategyDocum entGeneration9 Design Build Test Sprint # 110 Design Build Test Sprint # 211 Design Build Test Sprint # 312 Design Build Test Sprint # 413 Design Build Test Sprint # 514 Design Build Test Sprint # ..n15 Docum entation Documentation - User Guide16 System Testing Integration Testing17 System Testing Performance Testing18 System Testing Deploym entatSite19 System Testing SiteTestingand Go Live2013HighLevelImplementationPlan(ProjectID:PJ00XXXX)S.No Phase M ilestonesSAMPLEFigure 4MES Global Implementation: Agile Methodology (COTS)DevandQAEnvironmentSetupSprintPlanningandStoryPointEstimationTransporttoQualityPrepareGoLiveGo LiveSite SolutionSite # 1SprintReviewSprintRetrospectiveSprintPlanningSprint3-5 weeksSite # 2 Site # ..nTraining and Change ManagementIQOQValidationQualityUAT QualitySprintReviewSprintRetrospectiveSprintPlanningSprint3-5 weeksSprintReviewSprintRetrospectiveSprintPlanningSprint3-5 weeksSprint 1Sprint NSprint 2Global SolutionProgram ManagementInstallation& SetupRequirement, Scope,Configuration and ValidationTransition(Multisite)Site 1Site 2Site 3Site …nSign Off &Cut OverPerformanceTestIntegrationTestExecuteDeployment(TechnicalOperator)Go Live & Support(Multisite)Part of Product BacklogBecomes Sprint BacklogDailyScrumEvery 24 HoursReleaseEvery SprintPart of Product BacklogBecomes Sprint BacklogDailyScrumEvery 24 HoursReleaseEvery Sprint Part of Product BacklogBecomes Sprint BacklogDailyScrumEvery 24 HoursReleaseEvery Sprint
  • 5. cognizant 20-20 insights 5• Value prototyping.• Flexibility, as in the ability to respond to changebuilt into the methodology where change is nota surprise but rather is anticipated.• Close engagement of business users in theentire process of defining, designing, buildingand validating the solution.Best Practices: An In-Depth LookA global approach to MES necessitates theformation of a “core solution group” at the start ofthe program with inputs from various productionsites. This group is endowed with the respon-sibility and accountability for designing andbuilding the solution that can be used at multiplesites. This core group drives the standardiza-tion across sites by using consistent templates.The core group is responsible for capturing themajority of the functionalities, key performancematrices, reports, etc. that are required at eachplant in a single standard reusable form. This willensure standardization of processes/practicesacross business units and amalgamation of theoperation strategy.In a validated environment, such as pharmaceu-ticals or food and beverage manufacturing, thisapproach helps in terms of effort reduction byusing validated core solutions. The core groupalso helps to cascade the best practices capturedfrom various sites, which in turn helps in achievingglobal manufacturing excellence.The most important aspect of this approach is theadvantage that it provides in terms of decreasingimplementation expenses, reducing the total costof ownership and minimizing deployment risks.Development and deployment cost is minimizedby reusing the global core solution after the firstsite is implemented. The implementation risk isminimized by maintaining high usage of globaltemplates and standard operating proceduresas well as the involvement of the core team forlocal implementation and support for the rolled-out sites. The following are strategies to consideradopting to ensure successful global MESdeployment:• The scope must be informed by two or threekey business drivers. All requirements andfunctionalities should trace back to thesebusiness drivers.• One common global template should be used tofoster consistency, and to make future changeseasier.• Standards in developing a baseline solutionmust be enforced. Organizations thereforemust leverage core product functionality.• A program management framework should beimplemented with projects coordinated by thecentral core team, with adequate participationfrom sites.• Organizations need to provide “hooks” orplug-ins to address site-specific requirements.• The core team must create a robust releasemanagement and version control process forbaseline enhancement and deployment.MES deployment should be treated as anindividual project for each site deployment.This needs to be imple-mented through a robustprogram managementframework. Every globalMES deployment projectstarts with a baselinesolution that becomes astepping stone for globaldeployment. It is veryimportant to developa standard yet flexiblebaseline solution in orderto ensure success of theglobal MES deployment.Organizations should invest time during the initialphase of the program to ensure the core solutionmeets the business requirements of the first plantbefore rolling it out to therest. Ideally, the choice ofthis first plant should berepresentative of all thecomplexities that can beenvisioned in the entireset of plants across theglobal business. This coresolution is then appliedto the next plant insuccession.In the requirementanalysis phase, only thegaps between the coresolution and the plantprocesses should becaptured for given plant-specific developmentand deployment. Each plant should count onreusing the functionalities from the core solutionwherever possible and customizing capabilitiesfor any site-specific requirements. Best practicesThe core groupis responsible forcapturing the majorityof the functionalities,key performancematrices, reports, etc.that are required ateach plant in a singlestandard reusable form.Every global MESdeployment projectstarts with a baselinesolution that becomesa stepping stone forglobal deployment. Itis very important todevelop a standardyet flexible baselinesolution in order toensure success of theglobal MES deployment.
  • 6. cognizant 20-20 insights 6and customizations at each plant that areidentified during solution deployment are thenincorporated and fed back to the core solutionto be used by future plants. However, provisionsof time and money associated with this exerciseneed to be thoroughly considered.Project deployment is coordinated by the centralcore team, along with the local deploymentspecialists. The core team is responsible forharnessing the knowledgebase, maintaining aglobal solution approachand change control.Figure 5 depicts a typicalteam organization andexecution track for globaldeployment.MES installations are chal-lenging, and a flawed imple-mentation strategy willprevent the system fromachieving its full potentialreturn on investment. Itis especially importantto look carefully atunderlying work processesto determine where inefficiencies reside, or theorganization will merely transfer these inefficien-cies from a paper to an electronic medium. Thus,MES implementation is actually an opportunity toexamine fundamental ways of working and processimprovements. Since the system will affect variousfunctions and departments across a manufactur-ing plant, a multifunctional approach is essentialfor any MES implementation. Success also requiresthat people working at the facility understand themanufacturing process, as well as the issues thatcurrently impede efficiency or compliance.Once problems have been identified, teamscan match them with available MES functional-ities. Most MES systems are modular, with eachmodule focused on a given function such asfinite scheduling, dispensing, electronic batchrecords (EBR), equipment management, per-formance monitoring or recipe management.Modules include interfaces to ERP, documentmanagement, laboratory information and plant-floor automation systems.Moving from Paper to DigitalWhen moving from a paper-based manufactur-ing system to an electronic one, it is critical not toblindly map from one medium to the other. Theremay be inherent inefficiencies in the process thatwill result, whether your organization uses a paperor an electronic system. Thus, an MES implemen-tation offers an opportunity for process improve-ment and optimization by converting all paper-based records to electronic records, reducinghuman error, increasing data accuracy andreducing the cycle time for batch manufacturing.If the MES implementation is part of a globalcorporate rollout, many of the functional require-ments will be identical for numerous plants. Insuch cases, adopting one core solution will resultin benefits of scale. This is particularly true forvalidation documentation. The core functional-ity can be documented and validated for all sitesby a corporate team, so individual sites are onlyresponsible for their own local configurations.Figure 5Core Site Model for Managing MES RolloutsVersion Control Release ManagementCore TeamDeployment TeamSupport TeamSite # 1Site # 5Release # 1Release # 2Level 3 SupportDeploymentTrackSolutionTrackSupportTrackProgram/ProjectManagementPortfolioManagementLevel 1 and Level 2 SupportIt is especiallyimportant to lookcarefully at underlyingwork processes todetermine whereinefficiencies reside,or the organizationwill merely transferthese inefficienciesfrom a paper to anelectronic medium.
  • 7. cognizant 20-20 insights 7Taking this approach can drastically reduce thetime, cost and resources required for validation.Not only will the benefits be related to the MESfunctionality of the particular package used, butit is also highly likely that the interfaces to othersystems (e.g., ERP) will be the same across sites.Furthermore, if any customizations are required,they can be bundled into a core package, enablinggreater control to be maintained and allowingmore leverage for the user organization toobtain vendor support for these through systemupgrades.Phased vs. Big Bang ApproachIf multiple MES modules are being implemented,the question arises as to whether to adopt agradual, phased approach versus a “big bang”implementation. A phased approach allows theorganization to use fewer project resources overa longer period of time. This can be an importantconsideration if experienced, cross-functionalresources are hard to come by.Furthermore, a phased approach may reduce thetime-to-benefit for key modules. Other aspectsof phased approaches may be to deploy the MESsolution on one line, or train, and then, once it isrunning successfully, to roll it out to the remainderof the plant. This approach has the benefit ofreducing risk to the entire manufacturing facility,should any unforeseen problems arise.On the other hand, a big bang approach canprovide all the benefits in a single “go live.” Whilethis approach will take more time and resourcesbefore any MES benefits are realized, it may besuitable for a new green-field site, where impactsto the current manufacturing processes wouldnot exist.Additional ConsiderationsTraining and Change ManagementUser training and change management arecritical aspects of a successful MES implemen-tation that are often overlooked. Not only mustusers be trained in the technical aspects of thesystem, they must also be made fully aware of theimplications of their actions.Although training may seem a trivial task,scheduling it so that all operators are fully trainedbefore the MES system goes live in a working plantrequires careful planning. And it is every bit asvital to a successful MES rollout as the technicalaspects of the particular system being installed.The Mandate: Keep ERP andMES Integration SimpleDue diligence is necessary when it comes tochoosing application integration interfaces. Aninterface that provides value on either side shouldbe part of the integration strategy. There could benumerous data that can be exchanged but could beof little value and relevance, thus overloading thenetwork. MES software typically manages produc-tion orders on the shop floor, collecting informa-tion on what materials are used, process param-eters and errors. It compiles a detailed record ofhow something was built — and how well. An ERPsystem models a product and the materials thatgo into it from an accounting point of view.When setting up a data flow between these twosystems, companies need to determine a divisionof labor to ensure that each does what it doesbest, and that no conflict results from bothattempting to performthe same functions.Companies should limitinformation exchangeto what’s needed for col-laboration when linkingERP and MES systems.The message is clear:“Keep it simple!”To reduce both short- and long-term risk,interfaces should be kept as simple as possible,and the amount of data transferred betweenthem should be kept to a minimum. When usinginterfaces, even standard ones, follow the meth-odology laid down by industry standards. TheISA-95 Standard Enterprise — Control SystemIntegration provides a framework within which asystem in an integrated solution should performcertain functionalities, together with the key dataexchange that should occur between interfaces.Accelerators: Replication Tools DevelopmentIn large multisite implementations, it is usuallyimportant to maintain the sanctity and integrity ofexisting large volumes of data. This requires rep-licating the data from the old system to the newone. This could be a major task if done manually.In situations like this, organizations should alwayslook for an opportunity to develop a replicationtool to automate migration of data to the newsystem. This will help to dramatically reducedeployment time, which in turn will result in ahuge amount of cost savings. These tools can alsoA phased approachallows the organizationto use fewer projectresources over a longerperiod of time.
  • 8. About CognizantCognizant (NASDAQ: CTSH) is a leading provider of information technology, consulting, and business process out-sourcing services, dedicated to helping the world’s leading companies build stronger businesses. Headquartered inTeaneck, New Jersey (U.S.), Cognizant combines a passion for client satisfaction, technology innovation, deep industryand business process expertise, and a global, collaborative workforce that embodies the future of work. With over 50delivery centers worldwide and approximately 162,700 employees as of March 31, 2013, Cognizant is a member of theNASDAQ-100, the S&P 500, the Forbes Global 2000, and the Fortune 500 and is ranked among the top performingand fastest growing companies in the world. Visit us online at or follow us on Twitter: Cognizant.World Headquarters500 Frank W. Burr Blvd.Teaneck, NJ 07666 USAPhone: +1 201 801 0233Fax: +1 201 801 0243Toll Free: +1 888 937 3277Email: inquiry@cognizant.comEuropean Headquarters1 Kingdom StreetPaddington CentralLondon W2 6BDPhone: +44 (0) 20 7297 7600Fax: +44 (0) 20 7121 0102Email: infouk@cognizant.comIndia Operations Headquarters#5/535, Old Mahabalipuram RoadOkkiyam Pettai, ThoraipakkamChennai, 600 096 IndiaPhone: +91 (0) 44 4209 6000Fax: +91 (0) 44 4209 6060Email:­­© Copyright 2013, Cognizant. All rights reserved. No part of this document may be reproduced, stored in a retrieval system, transmitted in any form or by anymeans, electronic, mechanical, photocopying, recording, or otherwise, without the express written permission from Cognizant. The information contained herein issubject to change without notice. All other trademarks mentioned herein are the property of their respective owners.About the AuthorAlok Shrivastava is an Associate Director within Cognizant’s Engineering and Manufacturing Solutions(EMS) Practice. He has 18-plus years of professional experience, with a focus on MES, EMI and industrialautomation solutions. Alok has designed and deployed global control systems and MES solutionsfor large manufacturing companies across geographies, primarily in pharma, power, chemicals,food and beverage, petrochemical and refineries. He has also led MES and EMI product develop-ment groups and was responsible for the development of batch, track, MES, OEE and manufacturingintelligence products for one of the major industrial automation companies. He can be reached maintained and kept up to date with futurereleases of core solutions.Learning Logs and Knowledge-Based ArticlesKnowledge-based articles (KBAs) are very handytools to increase the collaboration among varioussite teams. All the issues, technical or functional,that are resolved at the site by the team can besubmitted as a knowledge article and stored in acentral repository. Other site teams can leveragethem at their sites to deal with issues of a similarnature.