How to analyze your sap data and optimize your workforce


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How to analyze your sap data and optimize your workforce

  1. 1. A collaboration of: How to analyze your SAP Work Management Data and Optimize your Workforce Joseph Conti Southern California Edison Dennis Tu Deloitte Consulting
  2. 2. • One of the nation’s largest investor-owned electric utilities • More than 13-million people served across 50,000 square miles • Approximately 16,000 employees • Serves 400+ cities/communities • Over 125 years of service Southern California Edison (SCE)
  3. 3. 3 Transmission & Distribution Business Unit (TDBU) • Responsible for the delivery of safe, reliable power through SCE's transmission, substation and distribution system • ~3,200 field employees • 4 Major Operational Business Lines (Power Delivery) o Distribution o Transmission o Substation o Grid Operations Today’s focus
  4. 4. • Rate-challenged climate for SCE (and other utilities) • The Rate Challenge Project o Comprehensive effort to review and optimize SCE's cost structure and operating efficiency as part of a company‐wide focus on operational excellence (OpX) • SAP ERP  WISER  Rate Challenge  OpX • Resource planning and performance management Time of transition
  5. 5. • Visibility – workloads (demands) and resources (capacity) o Proactively optimize planning/scheduling/execution  end-to-end • Increased precision/foresight – meeting goals/objectives • Managing costs – contractor / overtime usage • Forecasting – historical/future demands  baseline plans • Plan vs. Actuals – compare actuals to plan and adjust What is Resource Planning?
  6. 6. Resource Planning – a practitioner’s guide 6 • Tactical: compare plan vs. actual for specific demands against future periods to identify gaps • Tactical: compare plan vs. actual for demands that may or may not have been completed • Strategic: compare plan vs. actual for completed work  Adjust plan to close gap  Re-prioritize demands/re-allocate resources  Refine forecasts  re-baseline  refine plans
  7. 7. SCE TDBU Resource Planning Vision 7 Operational Tactical Scheduling Coordinators/Supervisors Scheduling Procedures for Click Soft 3-Week Scheduling Window ClickSchedule Scheduling Metrics C TeamsDistrict Resource Plans Relative Performance Strategic SC & M 5/10 yr. Plan E&TS 5/10 yr. Plan Vehicle Strategy Design 5/10 yr. Plan Trans 5/10 yr. Plan Contractor Strategy DCM 5/10 yr. Plan Grid Ops 5/10 yr. Plan Facility Strategy Labor Strategy PWRD 5/10 yr. Plan GRC Strategy & Resource Planning TDBU Bus. Strategy & Plan E&TS Res. Plan PWRD Res. Plan Grid Ops SOLO Plan Trans RW Res. Plan DCM Civil Res. Plan Design Res. Plan DCM Res. Plan SC&M Res. Plan Trans Res. Plan Grid Ops Res. Plan Trans Design Plan Grid Ops Sub Plan Performance Management Finance Links to R.P Resource planning arena
  8. 8. 8 T O S Operational Plans/Apps Resource Plans & Applications Enabling the Vision – Now and Into the Future Business Strategy & Goals
  9. 9. 9 T O SStrategic Operational Tactical Integrated Performance Management Alignment towards Company objectives
  10. 10. • Resource Planning & Performance Management • Performance Management & Analysis o Dedicated o Independent o Technical capability o Key stewardship Analytics is Key 10 function group
  11. 11. How do we achieve this vision?
  12. 12. Overview of SAP Work Management Initiate Plan Schedule Execute Close
  13. 13. Overview of SAP Work Management Initiate Plan Schedule Execute Close Notification Work Order Maintenance Plan Service Entry Sheets Time Entry Measurement Docs
  14. 14. 2-Step Filtering Process SAP Work Management Data Planned vs. Actual Categorization of Work
  15. 15. • Actual Work o Notifications that are completed o Measurement Docs o Service Entry Sheets o Time Entry • Planned Work o Maintenance Plans o Work Orders that are open Planned vs. Actual Data
  16. 16. • Who • What • Where • When • How much (time and quantity) Categorization of Work
  17. 17. Data Actual Planned Who Order Type / Time Entry Order Type What Maintenance Activity Type Maintenance Activity Type Where Functional Location Functional Location When Dates Dates How much time Time Entry / Service Entry Sheet Planned hours on the Work Order How much quantity Notifications / Meas Docs Number of eq. on Maint Plan Standardized Data Set All of our data boils down to a standardized set of information
  18. 18. 9/1/2013 2LINE 46 Pole Replacement 5 200 Real-World Example (Enhancement Output) Slide 18 When the work was performed Who performed the work Where the work was performed What work was performed How much time (hours) How much in quantity
  19. 19. Data Flow through SAP and ClickSoftware Slide 19
  20. 20. • Build on a stable work management solution • Allow for future flexibility and scalability • Performance test the application with production volumes Implementation Challenges Slide 20
  21. 21. Challenges Overcome & Lessons Learned Technical • Specific/flexible Development process • Key experts (SMEs) Overall solution • Integrate with other efforts Implementation • Training/super-user model
  22. 22. • Reduced processing time • Integrated view o Multiple plans  single hierarchy • Increased precision/foresight o Contractors vs. internal resource (ramp-up) • Tie to KPIs/strategic goals o Infrastructure replacement/compliance o Cost efficiency o Throughput Business Benefits Key performance drivers
  23. 23. Key Takeaways • BPR vs. standard SAP functionality • Funnel your data (standard data sets) • Establish strong business sponsorship • Involve end-users early/often • Set specific implementation goals (usage) • Anticipate changes (defects/enhancements) • Drive change through plans, not persons
  24. 24. A collaboration of: Joseph Conti Southern California Edison Dennis Tu Deloitte Consulting