The document provides an overview of Macsteel Services Centers Group's implementation of an Oracle E-Business Suite (EBS) system. Key points:
- Macsteel is implementing Oracle EBS R12 to standardize processes across 30+ locations in North America and replace legacy systems.
- The implementation includes Oracle applications for commercial, manufacturing, and financial processes. It uses a hybrid approach with both discrete and process manufacturing organizations.
- A gap analysis identified areas where standard Oracle functionality did not meet requirements. Many extensions were required.
- The project launched in 2009 and has been rolling out in phases by geography. Status updates and lessons learned are provided.
- Macsteel chose Oracle On-Demand hosting
IBM Rational - Från skriptbaserad ALM till "ALM as a Service" och ALM i Cloud...IBM Sverige
Vi diskuterar erfarenheter och fördelar med implementerandet av C-ALM och agila utvecklingsmiljöer. Vi går igenom både implementationer av skriptbaserade ALM-integrationer i befintliga utvecklingsmiljöer, migreringen till Jazz-baserade utvecklingsmiljöer samt lösningar för Jazz-baserade "ALM as a Service"; DPaaS. Talare: Per Engman, Tieto. Denna presentation hölls vid ett seminariepass för Rational på IBM Software Day 2010.
The document outlines a chapter about the design of goods and services. It discusses key topics like product strategy options, product life cycles, product development, and defining products. The learning objectives are to understand concepts such as the product life cycle, product development systems, time-based competition, and how products and services are defined. It also provides examples of companies that implement different product strategies.
The document describes building an ALM roadmap using SAP's Business Process Repository (BPR). It shows how the BPR can be used to map ALM processes to scenarios, provide linked documentation, and detail applications, transactions, and configuration at the process and step levels. Various ALM adoption paths are illustrated, including for test management, change and release management, and incident/problem management.
The document outlines the key concepts and methods for short-term scheduling. It discusses scheduling issues like forward versus backward scheduling and scheduling criteria. It also covers scheduling processes for process-focused facilities and the use of tools like input-output control, Gantt charts, and the assignment method to schedule jobs and resources in the short term. The learning objectives focus on explaining short-term scheduling relationships, applying scheduling tools and techniques, and using methods like Johnson's rule and finite capacity scheduling.
This document outlines topics related to quality management and total quality management (TQM). It includes definitions of quality, discussions of quality standards like ISO 9000 and Baldrige criteria. It also summarizes quality tools and strategies like cost of quality analysis, continuous improvement, Six Sigma, and Just in Time. The overall document provides an overview of key concepts in quality management.
Itm116 using cha rm csol and retrofit to support a dual project and productionRobert Max
ChaRM from Solution Manager supports Novelis' development and configuration processes by:
1) Imposing discipline on the change management process through workflows and approvals.
2) Supporting a dual production and project landscape by managing transports between environments.
3) Automating previously manual change documentation and linking it to transport status.
This document provides an overview of the capabilities and services offered by The Productivity Team. They implement solutions to help companies reduce costs, increase revenue, improve efficiency, and accelerate new product development. Their services include lean manufacturing, supply chain management, quality engineering, and facilities optimization. They have over 400 staff with expertise in engineering and supply chain management. Their process-driven approach aims to deliver a return on investment within 6 months and 5 times return within the first year.
The document outlines concepts related to Just-in-Time (JIT) and lean operations, including:
1) JIT aims to have materials arrive where and when needed to eliminate waste using techniques like partnerships between suppliers and purchasers, small lot sizes, and reduced setup times.
2) The Toyota Production System emphasizes removing variability and waste through continuous improvement, respect for employees, and standard work practices.
3) Implementing JIT, TPS, and lean concepts can improve a company's throughput and competitiveness by exposing problems, reducing costs and inventory, and improving quality.
IBM Rational - Från skriptbaserad ALM till "ALM as a Service" och ALM i Cloud...IBM Sverige
Vi diskuterar erfarenheter och fördelar med implementerandet av C-ALM och agila utvecklingsmiljöer. Vi går igenom både implementationer av skriptbaserade ALM-integrationer i befintliga utvecklingsmiljöer, migreringen till Jazz-baserade utvecklingsmiljöer samt lösningar för Jazz-baserade "ALM as a Service"; DPaaS. Talare: Per Engman, Tieto. Denna presentation hölls vid ett seminariepass för Rational på IBM Software Day 2010.
The document outlines a chapter about the design of goods and services. It discusses key topics like product strategy options, product life cycles, product development, and defining products. The learning objectives are to understand concepts such as the product life cycle, product development systems, time-based competition, and how products and services are defined. It also provides examples of companies that implement different product strategies.
The document describes building an ALM roadmap using SAP's Business Process Repository (BPR). It shows how the BPR can be used to map ALM processes to scenarios, provide linked documentation, and detail applications, transactions, and configuration at the process and step levels. Various ALM adoption paths are illustrated, including for test management, change and release management, and incident/problem management.
The document outlines the key concepts and methods for short-term scheduling. It discusses scheduling issues like forward versus backward scheduling and scheduling criteria. It also covers scheduling processes for process-focused facilities and the use of tools like input-output control, Gantt charts, and the assignment method to schedule jobs and resources in the short term. The learning objectives focus on explaining short-term scheduling relationships, applying scheduling tools and techniques, and using methods like Johnson's rule and finite capacity scheduling.
This document outlines topics related to quality management and total quality management (TQM). It includes definitions of quality, discussions of quality standards like ISO 9000 and Baldrige criteria. It also summarizes quality tools and strategies like cost of quality analysis, continuous improvement, Six Sigma, and Just in Time. The overall document provides an overview of key concepts in quality management.
Itm116 using cha rm csol and retrofit to support a dual project and productionRobert Max
ChaRM from Solution Manager supports Novelis' development and configuration processes by:
1) Imposing discipline on the change management process through workflows and approvals.
2) Supporting a dual production and project landscape by managing transports between environments.
3) Automating previously manual change documentation and linking it to transport status.
This document provides an overview of the capabilities and services offered by The Productivity Team. They implement solutions to help companies reduce costs, increase revenue, improve efficiency, and accelerate new product development. Their services include lean manufacturing, supply chain management, quality engineering, and facilities optimization. They have over 400 staff with expertise in engineering and supply chain management. Their process-driven approach aims to deliver a return on investment within 6 months and 5 times return within the first year.
The document outlines concepts related to Just-in-Time (JIT) and lean operations, including:
1) JIT aims to have materials arrive where and when needed to eliminate waste using techniques like partnerships between suppliers and purchasers, small lot sizes, and reduced setup times.
2) The Toyota Production System emphasizes removing variability and waste through continuous improvement, respect for employees, and standard work practices.
3) Implementing JIT, TPS, and lean concepts can improve a company's throughput and competitiveness by exposing problems, reducing costs and inventory, and improving quality.
This document outlines the key topics in a chapter on supply chain management. It begins with an overview of Darden Restaurants as a global company case study. It then discusses the strategic importance of supply chains and how supply chain decisions impact different business strategies. Several supply chain strategies are presented, along with issues in global and integrated supply chains. The document also covers supply chain economics, vendor selection processes, logistics management, and metrics for measuring supply chain performance.
The document outlines the process of material requirements planning (MRP) which involves determining gross requirements by working backwards from a master production schedule, accounting for bills of materials, lead times, and offsetting requirements by lead times to determine the necessary timing and quantities of orders. MRP provides a structure and process for planning dependent demand across a company based on end item requirements, component relationships, and timing constraints. The example shows how MRP is used to generate a gross requirements plan by exploding bills of materials levels and accounting for different item lead times.
The document outlines the key topics to be covered in Chapter 2, which includes operations strategy in a global environment. Some of the major sections covered are global company profiles of Boeing and other multinational corporations, achieving competitive advantage through operations, developing missions and strategies, and global operations strategy options. The learning objectives are also provided which indicate students should be able to define operations management concepts and strategies used by global companies.
Apresentação de Sandre Massé da empresa Talend no Evento SugarCRM Road Show Lisbon 2009.
O evento foi organizado pela DRI(www.dri.pt) no dia 19 de Maio no Fórum Tecnológico de Lisboa, um espaço situado numa zona central de Lisboa. Este evento contou com a presença de cerca de 270 participantes e teve como principal objectivo a discussão de toda a temática envolvente do CRM (Customer Relationship Management), com especial foco na solução SugarCRM.
This document outlines the key concepts and steps for statistical process control using control charts. It discusses control charts for variables, which use x-charts to monitor central tendency and R-charts to monitor dispersion. The document explains how to set control limits for these charts using factors from tables, and the importance of using both charts together. It also briefly introduces control charts for attributes and concepts like process capability. The overall goal is to distinguish natural from assignable causes of variation.
The document outlines chapter 1 of an operations management textbook. It includes:
1) An introduction to operations management and the distinction between goods and services.
2) A description of the key functions of operations management including production, organizing production processes, and increasing productivity.
3) An overview of what operations managers do, including basic management functions like planning, organizing, staffing, leading, and controlling.
The document discusses inventory management and the economic order quantity (EOQ) model. It explains that the EOQ model aims to minimize total inventory costs by balancing setup costs from ordering too frequently and holding costs from ordering too infrequently. The model assumes known, constant demand and costs. It describes how the optimal order quantity is calculated based on annual demand, setup cost per order, and holding cost per unit.
Omnex specializes in Management Systems implementation and software solutions encompassing Quality, Environmental, Occupational Health and Safety, Cyber / IT Security, Sustainability, Supply Chain Management, Global Sourcing, Functional Safety, and Performance Enhancement by providing integrated consulting, training and software to an extensive array of industry and service sectors. Omnex training and consulting services address, specifically Management Systems including Business Operating System, New Product Development Integrating APQP, Core Tools with Lean, Agile Product Development, Functional Safety, Cybersecurity, Automotive SPICE, SOTIF, Omnex Product Design specific support for Electric and Autonomous Vehicle Development, Lean Six Sigma and Industrial Internet of Things IIOT, Problem Solving and use of all relevant Statistical Tools, ISO 27001 Cybersecurity, ISO 26000 Social Responsibility, Certified Auditor Training in ISO 9001, ISO 14000, ISO 45001, ISO 13485, IATF 16949, AS 9100, ISO 26262, ISO 27001 and other Standards.
This document provides an overview of Linkroad's corporate portfolio. It establishes that Linkroad has been in business since 2005, is headquartered in Shanghai with additional presences, and creates business advantages for enterprises through proven IT implementations. It outlines Linkroad's vision to be a leading regional provider with IT consulting expertise, as well as its mission to maximize clients' effectiveness. The document also describes Linkroad's methodology, major alliances, differences compared to others, and thanks the reader.
The document discusses key concepts in supply chain management. It defines supply chain management as integrating activities involved in procuring materials, transforming them into products, and delivering products to customers. It also discusses how supply chain decisions impact business strategies like low-cost, differentiation, and responsiveness strategies. The document notes that supply chains present risks and outlines ways to mitigate risks in processes, controls, and the operating environment. Finally, it discusses ethics, sustainability, and economics in supply chain management.
The document is an outline for a PowerPoint presentation about product design and services. It includes topics like product strategy options, product life cycles, generating new products, product development systems, quality function deployment for product design, defining products and services, and applying decision trees to product issues. The outline contains learning objectives that focus on defining products and services, production documents, customer participation in design and production of services, and applying decision trees to product design.
Anglo American Preliminary Financial Results for 2011Anglo American
Chief Executive Cynthia Carroll and Finance Director René Médori present Anglo American's annual results for 2011 to analysts on 17 February 2012 in London.
You can find out more about Anglo American here:
http://www.angloamerican.com/
http://www.facebook.com/angloamerican
http://www.twitter.com/angloamerican
http://www.youtube.com/angloamerican
http://www.flickr.com/photos/angloamerican
http://www.linkedin.com/company/anglo-american
The document discusses maintenance and reliability in operations management. It outlines key topics like improving individual components, providing redundancy, implementing preventive maintenance, and increasing repair capabilities. The document uses the example of Orlando Utilities Commission, which takes its power plants offline for weeks of maintenance each year and overhauls systems every three years to complete over 1,800 tasks, to illustrate the strategic importance of maintenance and reliability.
Here is a process to minimize material handling costs for arranging 6 departments in a factory layout:
1. Map the material flow between each department pair and estimate the volume of material (Xij) and cost per load (Cij) moved between each pair.
2. Calculate the total material handling cost (MHC) for each possible layout arrangement by summing the costs between each department pair:
MHC = ΣΣ XijCij
3. Try arranging the departments in different layouts that vary the distances between department pairs to minimize the total MHC. For example, arrange departments with the highest material flow closest together.
4. Compare the total MHC for each layout arrangement and select the one with the lowest cost
TRC Construction is a leading contractor in Thailand that provides engineering, procurement, and construction services for natural gas pipelines, petrochemical plants, and other energy projects. The presentation discusses TRC's vision, ongoing projects, financial highlights, and future plans. Key ongoing projects include a pipeline project for Gulf JP worth over 2 billion baht, an ethanol plant project, and a multiproduct pipeline for PTTAR-IRPC. TRC aims to expand further in Oman and invest in neighboring countries' energy and natural resource projects.
Standards based interoperability g gorbach arc orlando 2008ARC Advisory Group
This document provides an update on standards-based interoperability for process to business (P2B) integration in manufacturing. It summarizes the status of efforts by various groups since 2006 to converge ISA-95 and OAGIS standards for P2B integration. Both standards are being updated to more closely align their representations of the ISA-95 data models for production scheduling and performance. OAGIS is incorporating the ISA-95 models into its standard, while B2MML is aligning more closely with OAGIS messaging. The collaborative work is proceeding to provide users a consistent way to map between the standards.
The document outlines concepts related to capacity planning, including:
1. It defines design capacity, effective capacity, and utilization, and provides an example to calculate these metrics for a bakery.
2. It discusses different approaches to managing capacity, such as leading or lagging demand, and making incremental vs. one-time capacity expansions.
3. It introduces break-even analysis as a technique to evaluate capacity alternatives by finding the point where total costs equal total revenue. Key variables in the analysis include fixed costs, variable costs, price, and production volume.
OPTEAMATES is a consulting firm that aims to help manufacturing customers achieve operational excellence through process and energy optimization, enterprise asset management, and advanced technologies. It was founded in 2009 by experienced industry experts and provides software solutions, implementation services, and consulting for process optimization, energy management, asset optimization, and supply chain optimization.
The document describes the Supply Chain Operations Reference (SCOR) model, which contains three levels of process detail for planning, sourcing, making, delivering, and returning goods and services. It provides a standardized structure and notation for describing supply chain processes and their relationships. The model was developed by the Supply Chain Council to provide a framework for communication between supply chain partners and to improve supply chain management.
Macsteel Service Centers USA is a leading metals processor and distributor with over 30 locations across North America. The company implemented Oracle E-Business Suite for financials, order management, manufacturing, and other functions. It developed a data warehouse using Oracle Analytics Cloud and Informatica to integrate data from various systems and provide self-service analytics and reporting. This improved decision making and user satisfaction while reducing IT costs compared to a custom data warehouse. Lessons included focusing user requirements on abilities rather than reports and fine-tuning data extraction layers.
Oracle Configurator integration with oracle process manufacturing (OPM)Spiro (Stuart) Patsos
Macsteel, a large metal service center company, implemented Oracle Configurator to integrate its order processing with Oracle Process Manufacturing. Keste helped with the integration. The configurator allows customers to specify product dimensions to dynamically create inventory items and recipes. It can be invoked from different forms and links the order entry to manufacturing. The project was completed within 6-8 weeks and has been in production for over 8 months, providing benefits like a unified user experience and improved integration between order entry, inventory, and manufacturing.
This document outlines the key topics in a chapter on supply chain management. It begins with an overview of Darden Restaurants as a global company case study. It then discusses the strategic importance of supply chains and how supply chain decisions impact different business strategies. Several supply chain strategies are presented, along with issues in global and integrated supply chains. The document also covers supply chain economics, vendor selection processes, logistics management, and metrics for measuring supply chain performance.
The document outlines the process of material requirements planning (MRP) which involves determining gross requirements by working backwards from a master production schedule, accounting for bills of materials, lead times, and offsetting requirements by lead times to determine the necessary timing and quantities of orders. MRP provides a structure and process for planning dependent demand across a company based on end item requirements, component relationships, and timing constraints. The example shows how MRP is used to generate a gross requirements plan by exploding bills of materials levels and accounting for different item lead times.
The document outlines the key topics to be covered in Chapter 2, which includes operations strategy in a global environment. Some of the major sections covered are global company profiles of Boeing and other multinational corporations, achieving competitive advantage through operations, developing missions and strategies, and global operations strategy options. The learning objectives are also provided which indicate students should be able to define operations management concepts and strategies used by global companies.
Apresentação de Sandre Massé da empresa Talend no Evento SugarCRM Road Show Lisbon 2009.
O evento foi organizado pela DRI(www.dri.pt) no dia 19 de Maio no Fórum Tecnológico de Lisboa, um espaço situado numa zona central de Lisboa. Este evento contou com a presença de cerca de 270 participantes e teve como principal objectivo a discussão de toda a temática envolvente do CRM (Customer Relationship Management), com especial foco na solução SugarCRM.
This document outlines the key concepts and steps for statistical process control using control charts. It discusses control charts for variables, which use x-charts to monitor central tendency and R-charts to monitor dispersion. The document explains how to set control limits for these charts using factors from tables, and the importance of using both charts together. It also briefly introduces control charts for attributes and concepts like process capability. The overall goal is to distinguish natural from assignable causes of variation.
The document outlines chapter 1 of an operations management textbook. It includes:
1) An introduction to operations management and the distinction between goods and services.
2) A description of the key functions of operations management including production, organizing production processes, and increasing productivity.
3) An overview of what operations managers do, including basic management functions like planning, organizing, staffing, leading, and controlling.
The document discusses inventory management and the economic order quantity (EOQ) model. It explains that the EOQ model aims to minimize total inventory costs by balancing setup costs from ordering too frequently and holding costs from ordering too infrequently. The model assumes known, constant demand and costs. It describes how the optimal order quantity is calculated based on annual demand, setup cost per order, and holding cost per unit.
Omnex specializes in Management Systems implementation and software solutions encompassing Quality, Environmental, Occupational Health and Safety, Cyber / IT Security, Sustainability, Supply Chain Management, Global Sourcing, Functional Safety, and Performance Enhancement by providing integrated consulting, training and software to an extensive array of industry and service sectors. Omnex training and consulting services address, specifically Management Systems including Business Operating System, New Product Development Integrating APQP, Core Tools with Lean, Agile Product Development, Functional Safety, Cybersecurity, Automotive SPICE, SOTIF, Omnex Product Design specific support for Electric and Autonomous Vehicle Development, Lean Six Sigma and Industrial Internet of Things IIOT, Problem Solving and use of all relevant Statistical Tools, ISO 27001 Cybersecurity, ISO 26000 Social Responsibility, Certified Auditor Training in ISO 9001, ISO 14000, ISO 45001, ISO 13485, IATF 16949, AS 9100, ISO 26262, ISO 27001 and other Standards.
This document provides an overview of Linkroad's corporate portfolio. It establishes that Linkroad has been in business since 2005, is headquartered in Shanghai with additional presences, and creates business advantages for enterprises through proven IT implementations. It outlines Linkroad's vision to be a leading regional provider with IT consulting expertise, as well as its mission to maximize clients' effectiveness. The document also describes Linkroad's methodology, major alliances, differences compared to others, and thanks the reader.
The document discusses key concepts in supply chain management. It defines supply chain management as integrating activities involved in procuring materials, transforming them into products, and delivering products to customers. It also discusses how supply chain decisions impact business strategies like low-cost, differentiation, and responsiveness strategies. The document notes that supply chains present risks and outlines ways to mitigate risks in processes, controls, and the operating environment. Finally, it discusses ethics, sustainability, and economics in supply chain management.
The document is an outline for a PowerPoint presentation about product design and services. It includes topics like product strategy options, product life cycles, generating new products, product development systems, quality function deployment for product design, defining products and services, and applying decision trees to product issues. The outline contains learning objectives that focus on defining products and services, production documents, customer participation in design and production of services, and applying decision trees to product design.
Anglo American Preliminary Financial Results for 2011Anglo American
Chief Executive Cynthia Carroll and Finance Director René Médori present Anglo American's annual results for 2011 to analysts on 17 February 2012 in London.
You can find out more about Anglo American here:
http://www.angloamerican.com/
http://www.facebook.com/angloamerican
http://www.twitter.com/angloamerican
http://www.youtube.com/angloamerican
http://www.flickr.com/photos/angloamerican
http://www.linkedin.com/company/anglo-american
The document discusses maintenance and reliability in operations management. It outlines key topics like improving individual components, providing redundancy, implementing preventive maintenance, and increasing repair capabilities. The document uses the example of Orlando Utilities Commission, which takes its power plants offline for weeks of maintenance each year and overhauls systems every three years to complete over 1,800 tasks, to illustrate the strategic importance of maintenance and reliability.
Here is a process to minimize material handling costs for arranging 6 departments in a factory layout:
1. Map the material flow between each department pair and estimate the volume of material (Xij) and cost per load (Cij) moved between each pair.
2. Calculate the total material handling cost (MHC) for each possible layout arrangement by summing the costs between each department pair:
MHC = ΣΣ XijCij
3. Try arranging the departments in different layouts that vary the distances between department pairs to minimize the total MHC. For example, arrange departments with the highest material flow closest together.
4. Compare the total MHC for each layout arrangement and select the one with the lowest cost
TRC Construction is a leading contractor in Thailand that provides engineering, procurement, and construction services for natural gas pipelines, petrochemical plants, and other energy projects. The presentation discusses TRC's vision, ongoing projects, financial highlights, and future plans. Key ongoing projects include a pipeline project for Gulf JP worth over 2 billion baht, an ethanol plant project, and a multiproduct pipeline for PTTAR-IRPC. TRC aims to expand further in Oman and invest in neighboring countries' energy and natural resource projects.
Standards based interoperability g gorbach arc orlando 2008ARC Advisory Group
This document provides an update on standards-based interoperability for process to business (P2B) integration in manufacturing. It summarizes the status of efforts by various groups since 2006 to converge ISA-95 and OAGIS standards for P2B integration. Both standards are being updated to more closely align their representations of the ISA-95 data models for production scheduling and performance. OAGIS is incorporating the ISA-95 models into its standard, while B2MML is aligning more closely with OAGIS messaging. The collaborative work is proceeding to provide users a consistent way to map between the standards.
The document outlines concepts related to capacity planning, including:
1. It defines design capacity, effective capacity, and utilization, and provides an example to calculate these metrics for a bakery.
2. It discusses different approaches to managing capacity, such as leading or lagging demand, and making incremental vs. one-time capacity expansions.
3. It introduces break-even analysis as a technique to evaluate capacity alternatives by finding the point where total costs equal total revenue. Key variables in the analysis include fixed costs, variable costs, price, and production volume.
OPTEAMATES is a consulting firm that aims to help manufacturing customers achieve operational excellence through process and energy optimization, enterprise asset management, and advanced technologies. It was founded in 2009 by experienced industry experts and provides software solutions, implementation services, and consulting for process optimization, energy management, asset optimization, and supply chain optimization.
The document describes the Supply Chain Operations Reference (SCOR) model, which contains three levels of process detail for planning, sourcing, making, delivering, and returning goods and services. It provides a standardized structure and notation for describing supply chain processes and their relationships. The model was developed by the Supply Chain Council to provide a framework for communication between supply chain partners and to improve supply chain management.
Macsteel Service Centers USA is a leading metals processor and distributor with over 30 locations across North America. The company implemented Oracle E-Business Suite for financials, order management, manufacturing, and other functions. It developed a data warehouse using Oracle Analytics Cloud and Informatica to integrate data from various systems and provide self-service analytics and reporting. This improved decision making and user satisfaction while reducing IT costs compared to a custom data warehouse. Lessons included focusing user requirements on abilities rather than reports and fine-tuning data extraction layers.
Oracle Configurator integration with oracle process manufacturing (OPM)Spiro (Stuart) Patsos
Macsteel, a large metal service center company, implemented Oracle Configurator to integrate its order processing with Oracle Process Manufacturing. Keste helped with the integration. The configurator allows customers to specify product dimensions to dynamically create inventory items and recipes. It can be invoked from different forms and links the order entry to manufacturing. The project was completed within 6-8 weeks and has been in production for over 8 months, providing benefits like a unified user experience and improved integration between order entry, inventory, and manufacturing.
Macsteel Service Centers USA is a leading metals processor and distributor in North America with over 30 locations. It processes and distributes various metal types including carbon, stainless steel, aluminum, and specialty metals. It uses Oracle E-Business Suite for financials, order management, inventory, procurement and other applications across its various legal entities and divisions. Landed cost management (LCM) of freight, fuel, material surcharges is challenging due to different units of measure for items, charges, and pricing. The Oracle LCM functionality addresses these challenges but some pain points remain around data entry, inclusion of estimates in purchase orders, integration with transportation management and reporting.
This document discusses Macsteel Service Centers USA's implementation of Oracle applications including Financials, Order Management, Inventory, and Landed Cost Management. Key points include:
- Macsteel is a leading metals processor and distributor with over 30 locations in North America.
- They implemented Oracle E-Business Suite Release 12 to replace a customized system and address needs like lot costing, landed cost management, and multi-unit of measure inventory.
- The implementation included adopting best practices, integrating multiple legal entities and divisions, and future-proofing for international expansion.
Stuart Patsos has over 20 years of experience working with Oracle. He is currently the CIO/VP of IT at Macsteel Service Centers USA, a leading metals distributor. Macsteel outsourced their Oracle E-Business Suite environment to Oracle Cloud to gain access to Oracle's resources and expertise while reducing costs and improving scalability. Moving to Oracle Cloud has provided benefits such as increased reliability, scalability, lower costs, and faster time to value for Macsteel. Patsos provides advice on clearly defining expectations, timelines, and governance when moving applications to the cloud.
Macsteel Service Centers USA is a leading metals processor and distributor with over 30 locations in North America. They implemented Oracle EBS R12 and Oracle Transportation Management (OTM) to standardize processes, replace legacy systems, and gain efficiencies. Some key benefits seen include better management of shipping costs and carrier rates/contracts. However, challenges included a steep learning curve for their user base and additional labor needs. Next steps include further automating processes and expanding the use of OTM and analytics capabilities.
Céline started as a children's shoe business and grew into women's shoes and accessories. Bulgari opened international locations in major cities in the 1970s and maintained a New York showroom for years. Donna Karan remained chairwoman and designer of her line after leaving as CEO in 1997. Fendi is known for its baguette handbags and is owned by LVMH. Givenchy was founded in 1952 and achieved $176 million in sales by 1993.
Macsteel Service Centers USA outsources some of its manufacturing to processing vendors. It needs its IT system to support outsourced manufacturing by tracking purchase orders, material costs, inventory, and processing details for outsourced jobs. The system must allow referencing raw materials and finished goods, capturing multiple costs, and providing full visibility of outsourced production statuses and balances. It also requires flexibility to handle multiple items, conversions, transfers between vendors, and adding product item numbers.
Roy Halston Frowick was a famous American fashion designer in the 1970s known for his minimalist yet elegant designs. He created the pillbox hat that Jacqueline Kennedy popularized. Halston founded his own fashion house in the 1960s and became very successful, dressing many celebrities. However, he lost control of his company in 1984. In 2008, the Halston brand was revived under new leadership seeking to recreate the original designs while also expanding into new product lines.
Transportation myths and sacred cows restoring our citiesTheLastMile
This document discusses several transportation myths and "sacred cows" that have negatively impacted cities and towns. It debunks the myths that traditional cities are obsolete, that networks are no longer important, and that good transportation means fast transportation. It argues that providing excessive parking and prioritizing traffic growth over all else has not led to more prosperous cities. Some international examples show how developing transportation systems that serve cities, rather than prioritizing cars, has been more successful.
El documento presenta cinco títulos de fotografías que Mónica Delgado del Corral ha tomado recientemente. Los títulos son "Cristalina", "Naturaleza", "Siguelo...", "Sin Rumbo" y "Sobre El Cielo", que parecen describir paisajes acuáticos, naturales y arquitectónicos.
Wolfgang Pauli was an Austrian physicist born in 1900 who made significant contributions to quantum physics. He discovered the Pauli exclusion principle, which states that no two electrons in an atom can have the same quantum state, and the neutrino, a particle with no charge or mass. Pauli won the 1945 Nobel Prize in Physics and made other discoveries about the Zeeman effect. He studied under Neils Bohr and Max Born and received his PhD in theoretical physics.
Céline started as a children's shoe business and grew into women's shoes and accessories. Bulgari opened international locations in major cities in the 1970s and maintained a New York showroom for years. Donna Karan remained chairwoman and designer of her line after leaving as CEO in 1997. Fendi is known for its "Baguette" handbags and is owned by LVMH. Givenchy was founded in 1952 by designer Hubert de Givenchy and is owned by LVMH.
El documento presenta cinco títulos de fotografías que Mónica Delgado del Corral ha tomado recientemente. Los títulos son "Cristalina", "Naturaleza", "Siguelo...", "Sin Rumbo" y "Sobre El Cielo", que parecen describir paisajes acuáticos, naturales y arquitectónicos.
Support de formation pour les ateliers menés à l'atelier Canopé 90 Belfort pour la journée des Professeurs Documentalistes du Nord Franche-Comté #jdoc90.
Atul_Oracle Functional Distribution and WMS ConsultantAtul Kumar
The document provides a summary of Atul Kumar's work experience and qualifications. It details his 6 years of experience as an Oracle functional consultant implementing Oracle Applications modules like Procure to Pay, Order to Cash, and Warehouse Management. It lists his skills in Oracle modules like INV, WMS, PO, and OM. It also provides details of 5 Oracle implementation projects he has worked on for General Electric in various countries, outlining his responsibilities and achievements. The document highlights his education qualifications and certifications like a PGDBA from IIM Lucknow and Six Sigma Green Belt.
Jade Global’s Cloud 360 Assessment for Hi-Tech Networking Company Provides De...Jade Global
Jade Global proposed its specialized service “Cloud 360” solution, which helps organizations create a practical path in upgrading to Oracle Cloud. As the name indicates, Jade performed a complete and thorough review of Riverbed’s business processes and applications, along with its change management aspects.
This document discusses troubleshooting Oracle Transportation Management (OTM) issues. It covers understanding the problem, reviewing OTM logs, and researching support resources. Troubleshooting steps include simplifying test cases, reviewing log files, and searching the knowledge base. It also provides tips for working effectively with Oracle support, such as providing thorough service request details, monitoring request status, and escalation procedures.
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This resume summarizes the experiences of an Oracle DBA with over 4 years of experience. The individual has worked on various Oracle database administration projects for companies like Logitech, 7-Eleven, and Alcoa. Responsibilities included supporting Oracle databases, performing regular maintenance, resolving issues, automating backup and monitoring scripts, and addressing performance problems. The resume lists technical skills, certifications, and education to qualify for Oracle DBA roles.
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Successfully Working with Oracle as a Customer and Partner
1. T H E P A S S I O N R U NS D E E P
Stuart Patsos, CIO / Vice President of IT
Successfully working with Oracle as a
customer and partner
2. Agenda
The Company – Introduction and Background
Project Objectives
Project Scope
Project Approach
Implementation Approach
Change Management
Oracle On Demand
Partnering with Oracle
How Should Oracle Partners Work with Customers
2
3. Company Background
The Macsteel Services Centers Group (MSG) is one of the largest international
steel conglomerates active in the trading and processing of steels and metals all
over the world. The companies are active in the Steel Service Center, Steel
Trading, Shipping, and Manufacturing industries
Macsteel Holdings
Mittal SA Kumba
Resources
Steel Service Centers
100%
Macsteel Macsteel ISKOOR Macsteel Trans Orient Ore
Service Service Group International Supplies
Centers Centers Israel (Trading) 50%
SA USA 50%
MUR
Shipping
3
3
4. Company Background (Cont.)
Macsteel Service Centers USA is one of the leading metals
processors and distributors in North America.
● 30+ locations throughout North America and Puerto Rico
● processes and distributes
► carbon ► aluminum
► stainless ► specialty metals
● Products include a full range of
► flat rolled ► pipe
► plate ► bar
► tubing ► structurals
● The company also supplies a full range of
► Coated ► steel building products
► prepainted metals
4
4
5. Macsteel Operations
Distribution and Trading
Buy in Sell - No Processing - Pipe, Beams, Rod, Bar
Coil Processing
Purchase Coil from Integrated Mills - Process to Sheet, Plate, Tube,
Roll Form Shapes
Tube Manufacturing, Roll Forming
Building Products
Roofing Panels and Hardware
Plate Burning
Atlanta – Dedicated to Plate Burning
York, Charlotte – smaller scale
Outside Processing
Contract with other companies to warehouse or process our material
Large scale at some facilities
5
7. Global Project Objectives
Key objectives for this project
Replace legacy ERP and Mgt Reporting systems
Standardize key business processes across all plants
Transition to and Implement Oracle EBS R12
Adopt industry best practice processes to speed
implementation and reduce risk
Facilitate statutory compliance
Provide easy access of data
Provide one true complete picture of information across
the entire organization
7
7
11. Project Scope
The project scope includes implementation of Oracle R12 business flows in
following three areas:
Commercial Manufacturing Financial
• Procure to Pay Forecast to Plan • Accounting to Financial
Inventory Management Reports
• Order to Cash
Manufacturing Hybrid
• Process Manufacturing
• Discrete Manufacturing
Shipping / Transportation
11
12. Applications Footprint
Version of EBS currently Implemented: 12.1.2
Oracle products implemented:
Financials (GL, AP, AR, Advanced Collections)
Order Management (including Configurator)
OPM (Process Manufacturing, Inventory)
Discrete Inventory
Procurement (including LCM – Landed Cost
Management)
OTM (version 6.04)
eBus Tax (with Vertex O series)
On Demand since Sept 20, 2010
Future implementation
OBIEE – Piloting now with AR and Procurement
Warehouse Management
EAM
ASCP
12
13. Application Usage
Scope of implementation
Multiple legal entities, 8 Divisions, 30+ branches / Offices
US & Mexico Ledgers
Hybrid of Process Manufacturing and Discrete Inv. Orgs.
13
14. Key Challenges / Drivers
Multiple units of measure
Average Costing Raw Materials & Finished Good Stock
Lot Costing cut to order steel
Management of Freight (OTM)
Management of Acquisition Costs (LCM)
Management of Sales Taxes (Vertex)
Management Reporting (OBIEE)
14
15. Gap Analysis
Performed Business Requirements Mapping
Gathered, reviewed and summarized 1071 Business Requirements
Mapped each Requirement to Oracle Standard Functionality
Result: Standard Functionality exists or there is a GAP
Performed Gap Analysis
Functionality Workaround to meet Business Requirement?
Change in Business Requirement to meet Standard Functionality?
Otherwise, Extension Required
Categorized Each Requirement
Standard, Workaround, Process Change, Extension
15
16. Gap Analysis (Cont.)
Mapping Results Total
Total Business Requirements 1071 100%
Standard Functionality Meets 656 61%
Gap in Functionality 415 39%
Gap Analysis Results Total
Total Gaps 415 100%
Oracle Workaround 96 23%
Business Process Change 25 6%
Extension Required 294 71%
16
18. Hybrid Approach
Discrete
Buy and sell only
Perpetual Average Costing
Landed Cost Management (LCM)
Desire to do lot costing in discrete
Processing performed in OPM
Desire to do Perpetual Average Costing in OPM and not periodic
Desire to do LCM in OPM
18
19. Hybrid Approach
Discrete
Buy and sell only
Perpetual Average Costing
Landed Cost Management (LCM)
Desire to do lot costing in discrete
Processing performed in OPM
Desire to do Perpetual Average Costing in OPM and not periodic
Desire to do LCM in OPM
19
20. Hybrid Approach Challenges
Material transfers between OPM and discrete
Costing
Visibility to detailed component costs required
Transfer price is used to carry the cost but is not updated by perpetual
average costing (extremely dynamic) (Advanced Pricing?)
Cost allocation methods
Double the inventory organizations
How to manage the sale, purchase, and production of random
dimension items?
Create an item for each new combination of dimensions /
attributes using Oracle Configurator (enabled in Sales Entry, PO
Entry, Process Manufacturing,
20
20
22. Implementation Approach
Strong Oracle Project Manager (must know Oracle)
Engage an experienced Oracle team (must be business process
savvy)
Have properly documented requirements and map them to
Standard Oracle Process Flows
Gap analysis will determine the number and complexity of the
extensions that were required
Do not under any circumstances change Oracle or do any direct
table writes.
Only customizations are where Oracle does not have
functionality – can develop separate tables
Develop fully integrated footprint of the entire solution
Rollout by Geography - multiple branches at a time after the
initial proofing
22
23. Implementation Approach (cont.)
Goal was to get the base system implemented first
Phase II and III to do further process reengineering later
Identified areas to reduce the number of steps due to the lean
workforce e.g.
Sales Entry
Blanket Agreement and Quotes releases
Manufacturing Batch
Shipping Execution - Transact Move Order (reservations, prints
documents, moves material to stages, allocates full lot)
Reports development – look to use OBIEE which provides multi
use of reports than single use custom development
23
24. Current Status
We first went live with Western Division Dec 14, 2009
Other Divisions have gone live
Atlanta Division – May 1
Midwest Division – July 1
CS&T Division – August 1
Hawaii – September 1
Southeast Division – October 1
Planned Rollouts
Eastern Division – February 1
Southwest Division – December 1
Ongoing Issues
Managing enhancement requests
Managing report requests – 250+ reports on the list
Closing help desk tickets and supporting live users
24
25. Change Management
Executive Support
Build a comprehensive budget
Get business involvement – this is not an IT Project
Select a core team early of “doers” that perform the business
processes
Be realistic on what should be in the system and what can be
accommodated through business process change
Training will be extensive
General Computer training
More keystrokes and processes
Develop training on Oracle UPK
Build Job Aids
25
27. Oracle On-Demand
Key Drivers to choosing Hosting
Hardware – Servers and Storage were undersized when purchased 4 ½ years ago
Insufficient internal resources to manage the system – we needed 24 x 7 support
and only have 1 DBA
27
28. Why Oracle On-Demand
Reduced Risk
Access to unmatched oracle expertise
Proven best practices and automation
Security, auditing, governance, standards
Accelerated implementation timeline
Up and running faster (90 days)
Run most current software – including Vertex
Lower, Predictable costs
We pay for what we use
Global sourcing model to optimize costs
Reduce data center complexity
Avoided capital expense of new servers and storage
Lower, Predictable costs
Scalable, proven cloud infrastructure
Integration platform
28
30. How do we work with Oracle
Close partnering with Oracle Sales teams
Alignment with Oracle Industry Verticals
Oracle CAB involvement
Critical Accounts support
Involved SIG groups
Involvement with Oracle marketing
Customer reference calls
Presentations
30
32. Considerations
Strong Project Management
Project Team should be process driven not just configuration experts
Plan Plan Plan
Make sure to get business involvement
Get clear requirements (not wish lists)
Map / Gap against standard Oracle
Determine how to meet gaps
Business Process change
Extensions
Customization
Steel companies have an unsophisticated user base
Change Management
Training – including PC skills training
Effect of unionized labor on the project and team availability
32