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Cedar Hill Update August 14, 2008. Release 2 Cedar Hill Go Live Timing. Order Management Began order entry processes on 6/23 with a slow ramp-up plan All orders going through Oracle as of 7/3
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Release 2 Cedar Hill Go Live Timing • Order Management • Began order entry processes on 6/23 with a slow ramp-up plan • All orders going through Oracle as of 7/3 • Staffing has been augmented with temps to allow for slower order entry time with the Oracle Configurator • Cross-functional team working with Oracle to improve speed • Inventory Processes • Inventory count was performed 6/30 • Began WIP issues and receiving transactions 7/1 • Shop Floor production transactions began the same week • Shipping and Invoicing • Shipping began in Oracle on 7/10 • Invoicing commenced 7/14 bt2 is Live for Quality Doors, Cedar Hill Operations, and Miter Door Manufacturing
Key Issues • Production and Miter Door Shipping Process • Custom Door Late Shipments • Sales Order Entry Performance • Tracking of ERP’s, Frame and Mullion and Designer • Accessory Pick/Shipping Transactions • Oracle Transportation Management • Shipments missing carrier • Wrong carrier assigned (product weight issues) • Month-End close – error transactions • ASCP Errors (Planning)
Production and Miter Door Shipping Process • Flow of orders through shipping process is a pinch point • Business and bt2 have added resources to manage the segregation of orders by destination at the end of the line • Solution defined as “Masco” Assemble to Order (MAtO) • Deployed for new orders as of 7/30/2008 • MAtO Report changes will be implemented tonight (8-14) and reports will be available beginning tomorrow
Production and Miter Door Late Orders Past due Follow up action to validate method (John, Gary, and Brook)
Custom Doors - Late Shipments • Key difficulties • ERP’s and Designer Doors • Frame and Mullion • Accessories • OTM planning issues • Orders falling between the cracks between Customer Care and Production Scheduling • Team of around 6 people are focused on expediting orders • Customer Complaints on the rise • Anticipate some sales loss – up to 10%
Custom Doors - Late Shipments • Chart in progress – Quality Doors Revenue by Month and % change YOY
Custom Orders – Late Shipments Bench mark 98% - Goal 95%
Sales – Order Entry Performance Order Entry timing is running around one half of the efficiency prior to Oracle. Additional resources in place currently to deal with order entry speed and additional call volume.
Sales – Order Entry Performance Orders Entered Goal = 400
Tracking of ERP’s, Frame and Mullion, and Designer Doors • Matching internal work orders from volume departments to Custom shipping has been hampered greatly for ERP’s. F&M, and Designer • bt2 team members are still completing a minimal amount of incremental movement transactions daily • During the week of 7/21 items with no orders were changed to ATO (Assemble to Order) to connect external sales orders to work orders • On 7/30 with the introduction of MAtO all items in Cedar Hill should be visible with connected sales orders to work orders • Should begin seeing more efficient outbound orders the week of 7/28 as orders start flushing through • As of 8/14, all have been connected to six digit and converted to ATO (Will need the current orders to flush through the process)
Custom Door – Accessory Items • Picking and shipping of accessory items is a very transaction heavy process • Items are sold under one part number and stocked under another • “Pick” and “Pack” to LPN transactions required • 8000 items, only 3,000 connected with BOM info • Resolution: Move to ATO status to avoid pick/pack with “boxing” extension • As of 8/14 all have been connected to six digit and converted to ATO (Will need the current orders to flush through the process)
Oracle Transportation Management (OTM) • Orders in Custom are reaching the shipping dock with unplanned carriers and also may be planned LTL although true weight would dictate FedEx Ground selection • Unplanned order • Extension will need to be adjusted to correct condition where an unplanned order causes all subsequent orders to be ignored for planning • Code fix in production 8/5 • Wrong weights driving inappropriate carriers • Working to build query to compare predicted weights to rules of thumb • Models will be updated to bring estimates closer to reality • Attempting to identify orders with errors and correct in advance of reaching shipping
Month End Close • The team is working with Oracle to resolve around 1400 transactions that are in error – Sev 1 SR with Oracle • The Finance Team has moved forward with closing activities, and has booked an estimate for the impact of the error transactions ($10-$15K) • Corrected transactions will be reflected in August and actual impact identified • As of 8/11 a patch was received from Oracle that cleared the issues in test. Will move to production and expect to close the week of the 8/18.
ASCP – Planning Changes • Workaround was put in place 8/7 for Veneer Panel planning after orders for 8/5 and 8/6 did not come through the interface correctly • Also had Door orders held up for 8/5 and 8/6 • Monitoring put in place to kick out errors if order does not book or schedule • ASCP is experiencing errors related to invalid information in the database • Data errors being cleaned • Workaround in place • ASCP bombing when run over a normal time fence due to memory errors • Sev 1 SR open with Oracle for ASCP • Currently running over smaller time fence
Lessons Learned The bt2 project team leads indentified key lessons learned that need to be considered for future roll-outs: • Internal Team • Stricter Entry/Exit Criteria for Integration Test and UAT • All critical go-live RICEW elements & boundary applications must be tested in Integration Test, including reports • Timely completion of specifications & RICEW objects • Prep Test for UAT is a must before bringing in users; this needs additional prep week between Integration Test and UAT • Last minute design changes must be avoided; if additional design changes come in, the plan needs to be revisited • Code Freeze needs to be in place prior to cut over • Organize teams by implementation not by process • Run CRP to validate design & improve handoff’s between teams • Extended team • Begin data clean up earlier, run more test conversions and use converted data in integrated testing • Bring in users early and often to review/test process designs • Bring in users early and often into testing • Transfer operational ownership earlier in each roll out
Deferred Actions • Missed Requirements • Additional Functionality • Deliver in Later Release • SABRIX
Team Exit Strategy • Current Resource Plan • Week of 8/4 • Will continue at the current level of support • Week of 8/11 • Plan to reduce level based on certain solutions being in place • Exit Criteria • Late shipments below 25 orders • MAtO solution clearly working • Accessory changes made to move to WIP process • OTM errors on orders eliminated for “ignore for planning” and trending positively for weight errors • OTC at 95% • Capability to enter 400 orders per day • Production / Miter Doors on Schedule to Quality Cabinets <1,000 Doors • Follow up on reports Site Action List
