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c t i m o l e c u l a r i m a g i n g

Oracle at CTI Molecular Imaging, Inc. March 19, 2004. c o m p a s s i o n > t h a t i n s p i r e s a c t i o n. i n n o v a t i o n > t h a t i m p r o v e s p a t i e n t c a r e. t e c h n o l o g y > t h a t d e l i v e r s r e s u l t s.

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c t i m o l e c u l a r i m a g i n g

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  1. Oracle at CTI Molecular Imaging, Inc. March 19, 2004 c o m p a s s i o n > t h a t i n s p i r e s a c t i o n i n n o v a t i o n > t h a t i m p r o v e s p a t i e n t c a r e t e c h n o l o g y > t h a t d e l i v e r s r e s u l t s c t i m o l e c u l a r i m a g i n g c t i m o l e c u l a r i m a g i n g

  2. Who is CTI? CTI enables providers, physicians and their patientsto discover real life answersthrough innovative molecular imaging solutionsthat improve the diagnosis and treatment ofcancer, heart disease, and neurological disorders. CTI has been in business since 1983 and employs over 900 people. We are headquartered in Knoxville, TN and listed on the Nasdaq: CTMI, Web Site: http://www.ctimi.com Growing ~ 50% annually

  3. What is Positron Emission Tomography & How Does it Work? Before she ever feels a symptom Before her x-ray would show a shadow Before her CT could reveal a mass there’s a cancer cell with a distinct molecular signature

  4. Positron Emission Tomography (PET)

  5. What Is PET & How Does It Work? Cyclotrons FDG Molecule PETNETDistribution Scanners 4

  6. The PET Advantage 5

  7. PET PET PET / CT PET / CT PET / CT Aids Diagnosis And Therapy Management TIME Magazine’s “Medical Invention of the Year” in 2000. Society of Nuclear Medicine Conference’s “Image of the Year” in 2003. 6

  8. CTI Provides AllProducts And Services For PET Scanners Molecular Probes Cyclotrons Services Detector Materials 14

  9. Why Oracle? • Existing systems would not support our expansion • They were: • Client / server • Non-existent • Out of business! • Information was • Unavailable • Inaccurate • Managed in Excel

  10. We had a Runaway Architecture

  11. Oracle Technology Conceptual Solution:Virtual Enterprise Employees • Internet centric • Common data model architecture • Scalable • Secure Customers Service Insurers PET Providers Investors Distributors Patients Suppliers Stockholders

  12. Project Timeline and Modules Phase I - PETNET Phase II – CTI, CPS, & PETNET Phase III 10/1/01 2003 2004 • Financials • General Ledger • Purchasing • Accounts Payable • Invoicing • Advanced Pricing • Project Costing • Financials • Shipping Manifest • Globalization • Discrete Manufacturing • Bar coding • PETNET • LEAN / Kanban • Electronic Device History • Process Manufacturing • DIS & CIS Interface • CRM • Quoting • Service Contracts • Spares Management • Call Center • Field Service • Depot Repair • Sales Force Automation • Marketing • Financials • General Ledger • Purchasing • Accounts Payable • Invoicing • Advanced Pricing • Project Costing • Project Billing • I-Procurement • Oracle Time & Labor • I-Expense • Order Management • Sales Tax Interface • Discrete Manufacturing • Master Production Schedule • MRP • Bills of Materials • Inventory • Agile Interface • Costing • WIP • Quality

  13. Project Resources • Outside consulting used to provide project management and Oracle knowledge • CTI business staff for CTI business knowledge • CTI IT developed an Oracle team as the project progressed • When phase 1 began on June 15, 2001, CTI IT did not have any Oracle people on staff • The CTI IT Oracle staff now consists of • Three Oracle DBAs (shared with other projects) • Two Oracle applications developers • Three Oracle applications specialists

  14. CTI Project • Advantages • Employees aren’t in love with the current system • Good software • Good people • Available funding • Business project • Disadvantages • High growth environment • Separation requirements between units • Heavy matrixed resource plan • Competition with other high importance projects • Hard to get good data from legacy systems

  15. Phase 1 - PETNet • PETNet produces the radiopharmaceutical (FDG) used in PET scans • FDG has a half-life of 112 minutes • Typical dose has 10~15 mCi activity • Project started 6/15/01 and system was live 10/1/01 with 11.5.4 • Independent pharmacy management system at 35+ sites was integrated to Oracle through OM open interface – changed the game from monthly upload of field data to a daily upload • Advanced Pricing was implemented – eliminated time consuming, error prone manual pricing and review process • Projects was implemented to track costs of capital and R&D efforts better • About 50% reduction in billing time and monthly closing

  16. Since the Go-Live for PETNet • We’ve implemented • iProcurement for all PETNet employees and all PETNet facilities globally • Cash Management • Added a UK subsidiary – new books and consolidation • Added joint ventures • Setup additional inventory organizations • Completed two successful upgrades and now run 11.5.7+

  17. Phase 2 – Everybody Else! • Started 5/6/02 • Business driven project • Extends system to 3 more operating units with about 12 inventory organizations • Six functional teams: • Procure to Pay • Plan to Produce • Financial • Order to Cash • Projects • Cost • Heavily matrixed project organization • Big bang implementation

  18. A Complex Project • 200 people to train • 250 Tutor Documents • 500 Business Processes • 22 Test Case Scenarios and Scripts • 24 Data Conversions • Rapidly growing company • FDA controlled • Over 100 Custom Extensions • 1,100 employees • 100 people directly involved • Over $8,000,000

  19. Supply Chain TransactionsA Simple Overview

  20. Project Organization Structure

  21. Phase 2 Key Process Improvements • Automated the transfer of released items and bills of materials from the PDM system to ERP • Automated material sourcing • Improved material planning capabilities • Intercompany requisition and supply processes • Automation of expense report, time and labor and requisition processes • Elimination of 28 Lotus Notes applications • Use of workflow notifications, alerts and approvals • Implementation of better controls

  22. Vanilla vs. Customization Issues • Project accounting used to collect product service costs and bill out-of-warranty and non-contract support labor, materials, etc. – substantial effort • Basic changes to approval routings for iExpense and iProcurement to allow shared services to buy for other units • Intercompany supply chain – could not accomplish the way we wanted to

  23. Phase 2 Status • In production Feb 2nd, 2004 • Over 500 classroom hours of user training completed • Very few major issues encountered • Notifications of backordered spare parts orders • Startup of integration with the product data management system • Document printing hiccups • E-mail approvals of iExpense, OTL and iProcurement didn’t work at first – e-mail configuration issue

  24. Technology Overview • Sun hardware and O/S • EMC storage area network • 10/100 mbs ethernet network • 99% Windows-based PCs for users • Extensive wireless networking in place • Oracle used in a multi-node environment

  25. Testing Strategy • CTI is an FDA governed company – testing is very formal • Unit –> System -> Business process • Business people owned testing • Tutor was used to define the procedures • Test scripts were developed from Tutor procedures • Business process testing was conducted in small teams with cross-functional representation • Results were clearly documented and signoffs were required • Documentation was reviewed for completeness • Management signoff was required before go-live

  26. Communicating for Success • Regular steering committee updates • Daily “tidbits” to all employees via e-mail in the last three months • Monthly employee newsletter stories throughout the project • Live “Orientation to Oracle” sessions

  27. Training Overview • CTI team managers were responsible for planning training • CTI and consultants were the instructors • Most classes were hands on the software • Three types of courses • Orientation • General overview of Oracle and the project, processes, etc. • Navigation • Basic “How to Navigate” class – required before taking other classes • Functional and Detailed • Detailed module and process training

  28. Patch Management • Process was clearly defined due to FDA requirements • Requests and approval formalized • Encountered problems with ability to patch an instance without impacting anyone else – created some delays • Typical patch problems • Dependencies and pre-requisites • Need for one-off’s vs. family packs • Patches breaking something else

  29. Summary • Phase 1 went well • Tight scope • Resources were committed • No competition with other initiatives • Phase 2 was much harder but successful so far! • Resources unavailable – caused delay • Competition from IPO, LEAN initiative, growth • Much more consensus building required • Larger scope – more learning – more innovation • On to Phase 3!

  30. “Life is full of obstacle illusions.” - Grant Frazier

  31. c o m p a s s i o n > t h a t i n s p i r e s a c t i o n i n n o v a t i o n > t h a t i m p r o v e s p a t i e n t c a r e t e c h n o l o g y > t h a t d e l i v e r s r e s u l t s c t i m o l e c u l a r i m a g i n g c t i m o l e c u l a r i m a g i n g

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