Gartner MDM Event Lexmark Case Study Preso v8 · Jan 2011 Timeline. Domains Customer Product Vendor...
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Lexmark MDM Lexmark Confidential
Transcript of Gartner MDM Event Lexmark Case Study Preso v8 · Jan 2011 Timeline. Domains Customer Product Vendor...
Lexmark MDM
Lexmark Confidential
Lexmark International, Inc.
ManagedInnovativeCutting Edge
2010 Revenue
$4.2 Billion
2010 Employees
12,000
Products and services sold in 170+ countries
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ManagedServices
InnovativeSoftware
Infrastructure Optimization
Proactive Management
Business Optimization
Cutting EdgeTechnology
Lexmark MDM Vision
We started with a simple vision:
Transform Lexmark’s Data into an Asset
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MDM Strategy
• Must be Global• Centralized
• Business Driven• Governance Structure
• Improve Analytics
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Analytical and
Operational
• Improve Analytics• Decision Making
• Embedded in Operations• Core Transactions
• Accountable for Quality• Metrics and Process
Executing The Strategy
Baseline and
Profile
Initial
Cleansing
CRUD
Processes
Cleanse and
Manage
Baseline
and Profile
Methodology
We created a methodology that we followed for each rollout
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Data Governance
Set Up
Oct 2008 EMEA
Oct 2009 North America / Latin America
July 2010 Asia Pacific
Jan 2011
Timeline
Domains
Customer
VendorProduct
•MDM Repository•125+ Attributes•Centralization
•Two MDM repositories•150+ attributes•Centralization and Harmonization
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PersonMaterial
•PLM/MDM Repository•35+ attributes•Centralization
•MDM Repository•30+ attributes•Centralization
•PeopleSoft Repository•Centralization• Employees and Contractors
Processes are Key
Program
Assessment
Steady State
Submit Request
Governance
Global Analysts
Establish Different Processes for the Lifecycle of the Program
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Initial Cleansing
Standardize
Validate and Load
Quality Checks
Workflow Approvals
Create and Syndicate
Regional Stewards
Business Owners
Governance Council
Governance
Sales & Marketing
Human Resources
Supply Chain
Finance
Data Governance
Council
Data Governance
Office
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• Data Governance Council
– CFO, CIO and Business VP’s
– Monthly Review Quality Metrics, Policies, Projects
PurchasingR&D
Data Management
Team
Change Management
• Strong executive enforcement of MDM Policies –CFO mandated
• Leveraged ERP replacement for process redesign
• Global / Regional training
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• Global / Regional training
• Never enough communication
• Cannot be “One and Done”
Metrics
• Completeness– Verify that important fields are maintained
– Conditional validation of completeness
• Accuracy
Metrics created weekly and monthlyReviewed with Data Governance Council
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• Accuracy– Validate the accuracy of entered data
– Validation against external sources
• Consistency– Validate against standards (internal and external)
– Check for discrepancies across multiple systems
– Cycle time
Technology
Centralized Master Data Create/Update/Read
SAP NW Portal
Real Time Enrichment Services
Workflow + BODS
Legacy Data Migration
Legacy
Sources
BODS
Data
Stage
Data
Insight
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SAP MDM Repository
Customer Product
Vendor Material
SAP ERP
Siebel CRM
EDWEnovia
PLMIDM
Profile, Standardize,
Cleanse, Merge, Enrich
Stage
3rd Party
Validate
Consuming Systems
PeopleSoft
Person
Value and Benefits
• Analytics – Customer/Product P&L Report
• Operational efficiency (e.g., insights into
credit limits and exposures)
Have we turned our data into an asset?
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credit limits and exposures)
• Reduction in maintenance costs of master
data, by migrating only records needed
• Timely and efficient integration of master
data from a newly acquired company
What’s Next
• Grow Data Quality Culture
• Expand Past “Master” Data
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• Increase Usage in Analytics
• Improve Process Efficiency
Wisdom…??
• Just to get in the game…
– Executive “Participants”
– Dynamic Ownership
• To win the game…
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• To win the game…
– Create Policies and stick to them
– Have “Keys to the Kingdom”
– Progress and Quality vs. Perfection
– Ability to say “No”
Thank You
Joe YoungSr Mgr EIS
Lexmark Intl
Srikant DharwadEnt Data Architect
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Ent Data Architect
Lexmark Intl
Carol YoungEnt Data Architect
Lexmark Intl
