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Performance Management Presentation to FMI. http://cosmat.ottawa-hull.mil.ca/MASIS/masis.htm. Outline. Solution Overview – MA&S Delivery Methodology Phase 5 Scope Defence Force and Public Security Capabilities Performance Measurement. Outline. Solution Overview – MA&S

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    Presentation Transcript
    1. Performance Management Presentation to FMI http://cosmat.ottawa-hull.mil.ca/MASIS/masis.htm

    2. Outline • Solution Overview – MA&S • Delivery Methodology • Phase 5 Scope • Defence Force and Public Security Capabilities • Performance Measurement

    3. Outline • Solution Overview – MA&S • Delivery Methodology • Phase 5 Scope • Defence Force and Public Security Capabilities • Performance Measurement

    4. Supporting Operations:an Enterprise View Integrated Information Environment Core Business Is Supported Finance Supply HR Engineering & Maintenance Business / Capability Planning Operations Planning Accurate, Real-time ‘Big Picture’ Conduct Operations Transformation Of CF Sustainment Capability Acquire Maintain Change Dispose

    5. Overview of the Solution: Scope Business Conceptual Model …Requirements to support DND/Air Force mandate Requirement …Level of resources required to support existing capabilities to acceptable standards Demand …Selecting the part of the demand that would be executed according to approved requirement Business Planning …Acquire, maintain, change & dispose – Support Operations Execution Performance Measurement …Report

    6. Enterprise Processes • Asset Visibility • Logistics Support Analysis • Materiel Management (links with CFSS) • Performance Measurement • Planning/Scheduling (workshops) • Central Procurement (contracts) • Project Management • Workflow • Work Order Management • Life Cycle Management • Materiel Certification • Corrective / Preventive maintenance • Configuration Management • Deployed Operations • Technical Document Management • Decision Support • Financial (integration with FMAS) • Work Force Management

    7. MASIS Solution Overview:SAP R/3 (version 4.6b) and Omega PS MASIS Plant Maintenance Business Warehouse Environ. Health & Safety Materials Management Controlling Work Force Management Project Systems Omega PS Quality Management Asset Accounting Business Warehouse Production Planning Financials

    8. Integrated Model BP Objective Capital Program Cost Centre: Activity Type SWE O&M Overhead MA&S Process Project Work Order National Procurement Business Plan Activities Workforce Management Inventory Functional Location - Equipment – Bill of Material - Material Platform and Class

    9. From ‘turning wrenches to E&M process to Defence Objectives to Capability Programs’ Defence Program Command & Control Capability Program Conduct Operations Capability Program Sustain Forces Capability Program Generate Forces Capability Program Corporate Policy & Strategy Capability Program Sustain Agenda Change Agenda Sustain Equipment Defence Task Logistics Support to Deployed Operations Provide Equipment Defence Task Objectives Level 1,2,3 Work Order / Project By Capability By Process EQUIPMENT PROCESS • Class / Fleet • Platform • Equipment Group • Sub group • Type • Preventive Maint. • Corrective Maint. • Engineering Changes • R&O • etc.

    10. Managerial Accounting • Cost center accounting • Cost allocations between cost centers • Assessment cycles – Cost drivers for cost elements • Activity types costs • Activity type rates calculation within cost centers • Order and project accounting • Plan costs • Actual costs • Settlements

    11. National Procurement • Procurement solution developed in MM • Inventory management to support maintenance scheduling • Procurement for goods and services

    12. Work Force Management • HR module • Personal organization • Personal administration • Qualification records • Organization units • Work centers • Assignment of positions to work centers to determine capacity and facilitate scheduling • Time accounting • CATS

    13. Plant Maintenance • Work order Management processes • Notifications • Work Orders • Canadian Forces Equipments • Functional locations • Equipments • BOM • Materials

    14. Project Systems • Capital Projects • Non Capital Projects • Project templates • Project costing • Integration with Investment Management with Investment Positions

    15. Integrated Model BP Objective Capital Program Cost Centre: Activity Type SWE O&M Overhead MA&S Process Project Work Order National Procurement Business Plan Activities Workforce Management Inventory Functional Location - Equipment – Bill of Material - Material Platform and Class

    16. Outline • Solution Overview – MA&S • Delivery Methodology • Phase 5 Scope • Defence Force and Public Security Capabilities • Performance Measurement

    17. Implementation Methodology Benefits Realization Air Force Air Force Army Scoping Analysis Design Implementation Upgrade Army Submarine Time

    18. Outline • Solution Overview – MA&S • Delivery Methodology • Phase 5 Scope • Defence Force and Public Security Capabilities • Performance Measurement

    19. Project Status • Phase 1 to 3 completed by December 2003 • 202WD implementation • Asset Accounting • Complex Contracting • Navy • Phase 4 – consolidation • In Service Support • Development • Submarine • Procurement • Phase 5 Planning

    20. Phase 5 Scope • In Scope • Organizational • Army and Air Force • ADM(IM) • DRDC • COS(Mat) • Expansion to Navy solution • Functional • Fully Deployable MASIS • DFPS (Operational Planning and execution) • Complex Configuration Management

    21. Outline • Solution Overview – MA&S • Delivery Methodology • Phase 5 Scope • Defence Force and Public Security Capabilities • Performance Measurement

    22. Canada influence on SAP development • SAP Defence Interest Group (DEIG) • Provides a forum where additional defence requirements are reviewed by defence community and incorporated as standard in the Solution • Canada is logging Development Requests based on specific military requirements emerging from analysis workshops

    23. The Force Element – Modeling of Capability Description & Classification Tasks & Capabilities Authorized Personnel Authorized Material ForceElement Actual Personnel Actual Material Accounting SAP AG 2005, Planning & Support of Operations / Lincourt / 24

    24. System Architecture for Defense LES ALE De-centralizedR/3 Systems SAP APO SAP HR SAP R/3 SAP R/3 SAP BW SAP R/3 SAP MI Client SAP MI Client * Standalone Logistic Execution Systems (Stage 1c) ALE SAP GUI Central Domestic System SAP Mobile Infrastructure Client Component SAP MI: Permanent Online or Dial-In or File Transfer

    25. Relationships between Force Elements CSS In Direct Support medical Examples: X In Command II various command & controlrelationships (time-dependent) M maintenance II Supply different support relationships(time-dependent) SAP AG 2005, Planning & Support of Operations / Lincourt / 26

    26. Readiness and Availability • Readiness and Availability • A level of readiness can be determined for personnel, material, and training on the basis of the resource information. • The availability provides information as to whether a force element is already being used as a force provider. 403 Helicopter Operational Training Squadron 403 Helicopter Operational Training Squadron SAP AG 2005, Planning & Support of Operations / Lincourt / 27

    27. Outline • Solution Overview – MA&S • Delivery Methodology • Phase 5 Scope • Defence Force and Public Security Capabilities • Performance Measurement

    28. Performance Management • Program delivery • Readiness assessment • Program management • Effectiveness • Are we working on the right thing (what) • Efficiencies • Are we doing the best possible (How)

    29. Performance Management • A combination of methodologies • Benefit Realization • Following a method to develop results chain and arrive to desired outcomes from the MASIS solution • R/3 • Enterprise process approach to demonstrate end to end business process that combines multiple transactions and multiple systems • BW • Near live data to mine to report actual information on KPI

    30. Performance Reporting Framework The Reporting Approach Balanced Scorecard Management Dashboard Strategic roll-up for decision makers Performance Measures Benefits Realization Information Architecture Operational roll-up of multiple systems Transaction level user data Central Repository (BW) Data Architecture Associated Corp. Systems Inventory Finance HR Maint.

    31. Performance Management • Dash board • BW data • Determining KPIs based on MASIS solution objects • Presentation with Power points • Delivered on the DWAN • Plans to replace PowerPoint-based dashboard with SEM from SAP

    32. Operationalized Benefits Realization - 2 Enterprise Processes BR Outcomes KPIs Query

    33. Gains in Effectiveness Results: Efficiencies Area of Efficiency Rationale Time Reduction (pers days) Reporting Time to generate major reports From 30d down to 0.5d = 29.5 person days * 48 reports / year 1400+ d Reduction in # of reports by using BW From 1200 reports @1.5d management each to 150 reports with same data @ 1 day to manage 1600 + d Planning Planning Cycle reduction: Corporate Business Plan From 30d down to 1d = 29d person day * 20 reports annually Approx 600 d Planning Cycle reduction: Fleet Support Plan From 20d down to 1d = 19d person day * 32 reports annually Approx 600 d

    34. Lessons Learned • Senior championship is critical • Know what really counts: Focus on what management care about most • If it’s not worth managing and sustaining, it’s not worth measuring • Perfect is the enemy of ‘good enough’: the bad news is the good news • Stay real: ensure top-down framework meets bottom-up measures • Measure once use many times • Move from hands-on to hands-off: technology helps sustainment & credibility • Move from: ‘What-do-the-numbers mean?’ to ‘What’s-behind- the-numbers?’ to ‘What-action-do-we-need-to-take?’

    35. Management Cockpit KPIs for Decision-support Cost by Defence Plan Objective: Cost by DPO from all PM Orders including unassigned Cost by Warfare area: Plan, Budget, Actuals by Class for Group, Equipment Type & Syb-type Main cost drivers: Value Category by Plant [Labour, Materials, Services, Other] Cost by class:Cost by Class [By Plant] & Hours by Class [By Plant] Net effectiveness & efficiency of Navy shore MA&S organizations: Range of Plant-related KPIs Resource effort of pre- and post-deployment MA& S activities by ship:[Pre] FMF by Total Demand Actual Hrs + Closed Actual Hrs + WIP Actual Hrs Vs [Post] SS by Total Demand Actual Hrs + Closed Actual Hrs + WIP Actual Hrs

    36. Performance Measurement Query

    37. O-003: Ability to manage & coordinate generation, employment & sustainment of combat-capable forces increased [FMN] Naval Engineering Maintenance [NEM] work completed in accordance with Formation Capability Plan: Measured by Plan Vs Actuals for DLH/DMB by Class by Plant Amount of ship maintenance completed Vs scheduled: Measured [FMF only] by Scheduled Vs Completed PM & CM Orders by Maintenance Plant % of Preventive Maintenance completed by Ships [and Subs]: Measured by Total PM Orders Vs PM Orders with status TECO Costs of Temporary ECs, that is, Formation directed: Measured [FMF only] by Actual Cost & DLH by Orders with EC Category on Notifications [N005/N006 with N2 Notifs] & Sub-orders by Maintenance Plant Main Dashboard Benefits Register

    38. O-074 KPIs: Ability to meet Fleet readiness targets increased Ability to assess readiness increased: Measured by Total Planned Vs Closed VS WIP by Ship Ability to provide readiness information increased: Measured by overall MASIS usage by key objects by month Ability to assess cost by warfare area:Measured by comparing Plan Vs Actual Vs Budget by Class by Equipment Group’ Fight / Float / Move / General’ Fleet readiness based on equipment availablity: Total equipment by ship less Equipment with MAFs/WOs/Notifications WIP = Available equipment Main Dashboard Benefits Register

    39. Conclusion • Integrated process framework to support KPI determination and interpretation • Enterprise processes • Measuring from near live data • Solution adoption and success is a determining factor to performance measurement success