Dedicated Computing Implmenting Aras


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Dedicated Computing Implmenting Aras

  1. 1. Our journey implementing ArasNeed, Plan, ImplementSUCCESS!
  2. 2. Agenda• Who is Dedicated Computing?• What drove our need for a Product Lifecycle Management(PLM) Solution?• Search for a PLM Platform• Planning the Aras Implementation• Executing the Aras Implementation• Where are we now? Process/Tools Summary Deep Dive on Projects• What’s Next?• Implementation - What worked well?• Implementation - What challenges did we encounter?• User Feedback• Summary of benefits seen using the Aras platform• Questions2
  3. 3. Who is Dedicated Computing?An innovative technology company dedicated tocreating value for our customers through theapplication of connected, secure and completetechnical computing solutions.339 associates at three Wisconsin locationsOperationsSales & MarketingTechnical Engineering43142154OUR EXPERTISEProducts & Services:Embedded ComputingRemote MonitoringNetworking SolutionsEngineering DesignQuality ProcessesSupply Chain ManagementLife Cycle ManagementProgram Management
  4. 4. Our Technical Computing SolutionsConnected. Secure. Complete.Engineering Servicesincludes unique purpose builthardware feature design &development, software anddriver development, life cyclemanagement andprofessional servicesAdvanced Serversapplication & network readyembedded computingsolutions optimized to deliverthe right balance of powerandperformance, security, network connectivity andmanageabilitySecure Service Systemprovides secure remotefield devicemonitoring, softwarestack management, datacenter access and systemoptimization
  5. 5. Our Market FocusMilitaryFlight Training& SimulationSystemsRadar &SensorSystemsUnmannedSystemsHealthcareImagingSystemsLabDiagnostic &PatientMonitoringComputerAssistedSurgerySystemsOil & GasEngineeringControl SystemsSeismic ImagingSystemsIndustrialAutomationIndustrialAutomationBuildingControlSecurityPhysicalSecurityIntrusionDetection
  6. 6. What drove our need for aProduct Lifecycle Management (PLM) solution?• Many custom tools used to manage multiple Bills Of Material(BOMs)• Lack of part/product searchability• Tools do not support ability to view BOM Revision History• “Projects” within the business were managed in manydifferent ways using custom tools and forms• Business processes managed using a combination of customtools, “word of mouth” and e-mail6
  7. 7. Search for a PLM Platform – road to ArasWe first looked at 4-6 other PLM platforms including:• TeamCenter• Oracle Agile• Omnify• ArenaEach of these solutions had a significant Total Cost of Ownership(TCO) to evaluate which led us to Aras7
  8. 8. Search for a PLM Platform – road to ArasWhy Aras?• Instant use• Configurability• High Value / Low Total Cost of Ownership (TCO)• Support• Roles & Workflows• Searching Options• Revision Control & History8
  9. 9. Planning the Aras Implementation (Q4 2011 & Q1 2012)• Initial review and investigation by a small team• Prepare Project Charter and gain executive buy-in andapproval• Project Planning• Determine which business processes to transfer from existingtools to Aras platform• Form Project Core Team Business Project Manager IT Project Manager 2 IT resources to code and configure Aras• Attended 2012 ACE conference• Determine business process owners Process owners responsible for definition of processes tobe configured in Aras• Decision to use a phased process implementation approach asopposed to a “big bang”• Complete and maintain project schedule Activity Analysis (Work Breakdown Structure)9
  10. 10. Planning the Aras Implementation• WBS (Work Breakdown Structure)10
  11. 11. Aras Implementation Project Plan –Phases & MilestonesPhase 1 - Project Kickoff and Aras Platform Installation/Training(January – March 2012)• Creation of project core team• Identify Business Process Owners• Aras subscription purchase, installation and training for project core teamPhase 2 – Aras Process Configuration / Validation & User Training & Implementation(April 2012 – June 2013)• Business process definition• Aras process configuration• Custom software modifications and integrations coded• Aras process testing• Aras and modified systems software validations• Data mapping and migration• Process documentation updates• Classroom user training Walk through of execution of Aras processes• Aras Implementation Phased process launches in Q4 2012 /Q1 & Q2 2013Phase 3 – Manufactured Parts Implementation(July 2013 – December 2013)• Manufactured parts process definition• ERP modifications and integrations coded• Launch of manufactured partsConfidential 11
  12. 12. Executing the Aras Implementation (Q2 2012 – Q2 2013)• Weekly Project Core Team meetings• Work with Business Process owners and other stakeholders toidentify current processes, improve as needed and defineAras configuration• Configure business processes in Aras• Migration of existing data to Aras• Aras process review sessions with stakeholders to update asneeded• Software validation of Aras processes• Update of Quality documentation to reflect new processesand use of Aras• Aras Training• General (all users)• Process Specific (affected users of process)• Launch of processes in Aras and retirement of old tools12
  13. 13. Where are we now?• 16 business processes now implemented on the Arasplatform• Engineering Pre-production orders Hardware design Software development Hardware validation• Engineering and Project Management Projects• Quality CAPA (Corrective Action / Preventive Action) Customer escalations• Sourcing Qualified supplier list New part creation Part change notices• Manufacturing Continuous improvement ideas13
  14. 14. Where are we now?How many tools and forms have been eliminated so far as aresult of implementation of processes in Aras?• 16 Tools• SharePoint• Webspeck (Custom Tool)• 5 Forms• Excel spreadsheets Checklists for various processes Spreadsheet trackers14
  15. 15. Deep Dive - Projects“Before”:• Many tools/forms used during the execution of a project Many “checklists” existed to ensure project activities werecompleted• Processes were defined but were managed in different ways andproject activities/ownership were not readily apparent• Difficult to see aggregate view of project progress and status15NPI ToolProductBrief Tool3 SharePointTools3 ExcelFormsAras
  16. 16. Deep Dive - Projects• Currently using for mostly Engineering projects• Central view of project owners and status• Use of project templates to drive lead roles and standard sets of activities• Easy stoplight status visibility for management to take actions as needed• Calculation of Engineering hours worked per project• Data is exported and feeds into Engineering Resource Model16
  17. 17. Deep Dive - Projects• Use of projectclassifications todrive specificattributes perproject• Use of “CoreTeams” for quickand easyassignment ofLead Roles forproject activities17
  18. 18. Deep Dive - Projects• Use of project relationships for easy access to other Aras itemsconnected to the project18
  19. 19. Deep Dive - Projects19“After”:• Consolidation of project forms and tools into central area• Standard view of project activities and deliverables required toexecute project plan• Notification and accountability for project activities throughAras InBasket• Visibility to project progress and Engineering hours worked formanagement• Standardized process for executing projects that can bereviewed and improved
  20. 20. What’s Next?• Complete implementation of remainder of business processes perproject plan by end of Q2 2013• Parts Component Platform (hardware)– Link of data to product offerings on our website• Assembly parts• Engineering Change Order (ECO)• Deviations• Complete implementation of Manufactured Parts by end of 2013 Significant tie to ERP system that will require updates• Maintenance/enhancement of current Aras processes• 30+ requests so far for updates to workflows and other Arasitems after process launches• Implementation of Strategic Project process• Review and prioritization of other forms/processes to put into Arasin 2014 and beyond• Potential options:– Utilize Aras document control for Quality Manual documents– Review Requirements management module and apply to projectprocess– Customer/Supplier interaction20
  21. 21. Implementation - What worked well?• Having the business process owners engaged throughout theimplementation process• Ownership of definition of their processes in Aras• Collaborative approach to process definition Led to user buy-in for use of Aras platform• Validation of the configured processes in Aras• Training the affected groups• Combination of workflow/lifecycle reviews and Aras hands-onfor process training• Using a phased process implementation approach• Iterative “learning” with each process launch21
  22. 22. Implementation - What challenges did we encounter?• Training people on Aras is 20% of learning - actual Aras usageis 80%• Despite the training “On the job” assistance required onceprocesses were launched• It is difficult to get people to remember to Save/Unlock/CloseAras items so others can edit them• Be prepared for an immediate round of processenhancements after launch• Retired tool interactions/dependencies on other tools• Perception that executing Aras workflows is “more work”• “I have noticed that while all the checks and balances tomove on to the next step in the workflow are good, they alsomake work more tedious.”• Resistance to workflows due to increased visibility andaccountability• Departure of IT project manager in November 201222
  23. 23. User Feedback• Project Management• “For projects, it is very nice to have everything in one place. Anyrequirements, design or sustaining requests, newparts, documents, orders, etc. are all right there for you.”• “The ease of centralized activity tracking, workflowmanagement, and overall visibility brings a great advantage toproject management.”• “The ability to utilize digital signatures for cross functional reviewswithin projects and workflows decreased our whitespace andhelped move us away from the paper and pen signatures of thepast.”• “Activity management from one InBasket provides associates witha great outlook to their current and future workdays.”• “Dynamic work breakdown structures have increased ourconnectivity across project core team members and provide greatbenefits in portfolio management.”23
  24. 24. User Feedback• Engineering• “The project manager views exactly the same thing that Ido. Everything is real-time and there aren’t multiple revisions ofproject plans stored in different places.”• “You can assign a work package to someone’s Inbasket so themembers of the project team know what they are responsiblefor. Prior to Aras there was no good visibility as to who wasassigned to what.”• “After implementing Aras for management of our Engineeringprojects, we saw a drastic reduction of our activity durations andsignoffs were gathered a lot quicker as people saw the activities intheir inbaskets. Activities are being completed quicker because ofthe status colors since people do not like to see red boxes tied totheir activities.”• “Having every signoff and document in one location makes findingand updating reports so much easier.”24
  25. 25. User Feedback• Information Technology (IT)• “One of the biggest benefits from an IT perspective is that itgives us a single platform to replace many internally developedtools that are often heavy on maintenance.”• “The configuration options are very robust. One does not needto be a software developer to configure Aras items.”• “It has amazing flexibility, especially when coupled with theability to create custom methods.”• “Security is worry free.”• Sourcing• “With Aras, we are able to execute the work in the proper orderand delegate tasks when necessary. It is much more efficientand easier to understand the status and progress.”• Quality/Compliance• “There has been a significant uptick in compliance to responsetime for CAPAs since moving to the Aras platform.”• “We have much better visibility of CAPA items in Aras than wedid in the old system.”• “From an auditing standpoint the linkage between systems inAras is very advantageous.”• “My efficiency has improved as we replace our old tools withmore functionality in Aras.”25
  26. 26. Summary of benefits seen using Aras• Reduction in tools used in the business• Centralization of project and engineering information andactivities• Better visibility of projects (status, progress) to organization• Product/part attribute searchability• System controlled workflows for business processes26
  27. 27. Questions?27