Geoff Segar from GSK shares their training challenges and how they approached and overcame them with cloning technology from Assima in this insightful case study.

1. Assima UK Ltd
GSK Case Study
Learning Technologies - 2014
© 2013 Assima 1

2. GSK M-ERPS Programme
Accelerating excellence in manufacturing across the GSK supply
chain by
•Simplifying and standardising ways of working
and data across the GMS network
•Implementing a single M-ERP template that
enables the future GSK operating model
•Building in scalability that enables ‘core’ ways
of working by all sites
•Implementing a system that is sustainable and
removes obsolescence risk
© 2013 Assima 2

3. An End to End Business Solution
“The current approach is disconnected, inconsistent and results in variable
processes and performance. To ensure that our customers can do more, feel better
and live longer we must deliver a more consistent and efficient service.”
Current State Future State
Standard
process
Standard
process
Standard
process
Standard
capability
Standard
data
Multiple
processes
Inconsistent
data
Resulting in
• Business risk
•Compliance risk
•Unnecessary cost
• Few end to end
KPIs
1
system
Resulting in
• Supported compliant ERP system
• Mitigated business and validation risk
• Platform for driving out cost
• Platform for drive to world class
performance
• End to end KPIs
Variable
capability
140
systems
Obsolete systems Sustainable systems
© 2013 Assima 3

4. Global Scope
 31 Countries
 67 Sites
 Mix of SAP and non-
SAP sites
 Approx 17,000 Users
23%
16% 61%
UK,
Europe,
ME&A
North
America,
Latina
Asia
“The ERP implementation at each site is part of a major programme
across the GSK world. Every site added to ERP will increase the
consistency and efficiency of our operation”
© 2013 Assima 4

5. Functional Scope
“Our new operating model includes everything that is required to meet our
customers needs – from understanding their future requirements to purchasing
materials and planning production. To achieve this we also have various
supporting processes which are part of the model.”
Warehousing &
distribution
SUMMARY BY FAMILY
Demand Supply Inventory
MAJOR ASSUMPTIONS
________________
________________
________________
DECISIONS OUTSTANDING
________________
________________
________________
RECOMMENDATIONS________________
AND COSTS ________________
________________
________________
Budget Current Plan Previous Plan Prior Year
MAJOR CHANGES ________________
________________
________________
________________
DECISIONS MADE ________________
________________
________________
________________
VULNERABILITIES ________________
________________
________________
________________
Supply-Chain
planning
Consensus
forecasting
Plant
maintenance
Order
to cash
Product life
Quality
management
Record to report
Purchase
to pay
cycle
Production
© 2013 Assima 5

6. Training Approach
• Strategy to deal with large, complex user base of
17000 users
– Diverse range of user groups
– Diverse levels of computer literacy and
learning styles
– Multiple countries and languages
• Common materials & consistent knowledge
transfer
• Minimise time away from business as usual
• Effective strategy for the long term
• Easily maintainable solution
• Means of checking user competency
• Integrate and support change communications
• Cost effective solution
• Training toolsets backed by technology expertise &
service capability
© 2013 Assima 6

7. Training Programme Steps
Training Strategy Training Curriculum Training Plan
Dry Run Training
Doc. Standards
Training Needs
Analysis (TNA)
Ongoing Support
/ Retrofit Training
Train the Trainer
(TTT)
Content
Development
End User Training
Translation Training
Evaluation
© 2013 Assima 7

8. Training Challenges
• Deployed toolset not fit for purpose:
• Time consuming to update existing lessons as
system developed/changed
• No practical translation or localisation capability
– re-capture required for all languages
• Licencing based on total SAP licenses -
prohibitive costs given the large user community
• Simulations / System Instructions required in several
languages - both for screens/ fields and guidance text
• Requirement to align tools and templates across two
large ERP programmes with considerable shared
content
• Requirement to update system instructions/
simulations for local markets or sites
© 2013 Assima 8

9. Training Tool Selection
• Tool needs to represent your SAP system as realistically as possible to
engage users
• Key Tool Attributes/Features:
– Ease of maintenance – system will change both pre go-live (testing) and
post go live
– Ease of authoring
– Localisation – site/country/business unit specific data
– Translation – if you going across languages
– The ability to track user access and scores and present management
information via the LMS
• Selection Tips:
– Include 3-4 vendors in your initial assessment
– Ensure providers can demonstrate tool capabilities in front of you on a live
SAP system (ideally get them to work to a scenario you have designed)
– Ask for several references/site visits
© 2013 Assima 9

10. Assima Tools Solution
• Assima Cloning technology (ATS) used to create replica of
our live system – looks, feels, acts the same:
• Capture of GSK SAP environment with working data
• Multiple modes - demo, practice & evaluation
• Excellent end user feedback – significant
improvement on previous elearning solution
• Translation and data localisation capabilities key for
our rollout community
• Effective at familiarising upcoming sites with system
• Creation and maintenance of a full library of learning and
support materials stored on Assima training portal
• Use of experienced professional developers from Assima
to support training team
© 2013 Assima 10

11. DEMONSTRATION
Point of need support and training
© 2013 Assima 1111

12. Questions?
@AssimaPLC www.assima.net AssimaPLC
Assima UK
+44 (0)20 3328 3280
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+1 877 927 7462
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+1 514 282 6678
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+34 91 572 6589
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Olas Ltd – Assima Ireland
+353 (0)1 2790 020
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© 2013 Assima 12