McKee Foods - Case Study - Atlanta...

2015 Hitachi Consulting Corporation. All rights reserved. Proprietary and confidential.

McKee Foods - Case Study

12.2.3 OPM Upgrade

1

Atlanta OAUG 8/28/2015


Agenda

1. Introduction McKee Foods, Hitachi Consulting

2. Project Drivers, Objectives

3. Application Footprint

4. OPM, Finance

Statistics, Challenges, Best Practices and Key upgrade issues

5. DBA , Technical

Challenges, Best Practices and Key upgrade issues

6. Project - Cutover Strategy

7. Project Success Factors

8. Customer Appreciations

9. Q&A


McKee Foods McKee Foods Corporation (MFC) is a privately held snack food manufacturer headquartered in

Collegedale, TN founded in 1934. The corporation is the maker of the Little Debbie Snacks,

Sunbelt Bakery snacks & cereals, Drakes Cakes, Heartland and Fieldstone Bakery food

products.

McKee has grown from a three-person bakery to a group of companies that provides a livelihood for

more than 6,000 employees, and has annual sales in excess of $1 billion. Their products are available

across the U.S., in Canada, Mexico, and Puerto Rico, and on U.S. military bases around the world.

3

Plants 5

Distribution Centers 4

Total Employees 6000+

IT, ERP Support 15+

No of ERP/Legacy Systems 14

McKee - Oracle Journey

1994 GEMMS

2005 Oracle 11i OPM, Financials

2014 Oracle 12.2.3 Upgrade


McKee Foods Brands, Products

4


Hitachi Consulting

Hitachis Global Management Consulting and IT Services Business

5

Pragmati

c

Innovativ

e

$740M FY13 Revenue

Committed to

deliverable and

measureable

results

6,500 experienced and dedicated

professionals

Focused

Clear

$12B delivered in overall

business

improvements

End-to-end

Solutions: strategy, consulting, technology and outsourcing

We speak

25 languages and work in over

50 countries

More than

25 years of consulting

experience

Bold

Bold


R12 Upgrade Experience

6

Overall R12 Experience

157 Oracle R12 projects

Cross-functional teams with technical and industry expertise

15 year co-development partner relationship with Oracle

R12 Upgrade Advantage

88 projects with 100% delivery track record

Over 500 consultants across regions expertise in

upgrade

Predictable delivery with proven tools, accelerators and

methodology

We are Oracle preferred partners for OPM upgrade

Upgrade Implementation

86

56

2

17

R12 Experience Live

In Process

2

6

13

6

2

4

16

11

1

7

16

3

1

0 5 10 15 20

Banking

Communication Media & Entertainment

Consumer Products

Engineering & Construction

Financial Services

High-Tech Industry

Industrial Products

Manufacturing

Medical Devices

Oil & Gas

Others

Public Sector

Retail

R12 Upgrade Projects by Industry


Hitachi R12 Upgrades

7

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McKee R12 Project

Drivers, Footprint, Highlights

8


McKee R12 Upgrade Drivers End of Oracle extended support for 11.5.10

Business continuity to ensure core legacy systems/ processes are untouched

To be on latest Oracle version to build foundation to support best processes

Project Objectives

Maintain focus on quality, timeline and budget

Minimize the downtime window keep less business interruptions

As-Is upgrade Sustain the 11i functionality

Focus on business needs Vs system needs Dont force fit solutions

Use proper blend of resources (Hitachi and McKee) during the project execution

Start with the End in Mind Build knowledge during the execution to prepare for eventual support

No room for getting back to 11i if R12 fails


OPM Upgrade Why is it different ?

Before upgrade

(11.5.10)

After upgrade (R12)


Project Highlights o First ever OPM R12.2.3 Upgrade Project

o Project was done in 3 phases

Phase I Assessment (6 Weeks)

All Oracle modules upgrade (OR) Upgrade Financials with 11i OPM/SCM

Phase II Trial Upgrade (6 Weeks)

Phase III Upgrade Project (11 Months)

o Direct access to the Oracle OPM Development Team and Support

Hitachi was part of original GEMMS product and co-development to Oracle OPM product

Expert knowledge of upgrade drivers and procedures

o Accommodated 3 more trial builds within project timelines

To ensure the seamless integration of legacy system through various test cases

Fine-tune the migration path for Logical Apps rules

o Well Orchestrated Cutover Activities

Practiced the activities/sequences Resulted in gaining 10 hours in Cutover window 11


Oracle Process

Manufacturing

Inventory

Financials

Process

Execution

PD

MPS/MRP

Quality Mgmt

Oracle Financials

General Ledger

Fixed Assets

Payables

Project Costing

Time and Labor

iExpense

HR, GRC,

Reporting

Oracle Purchasing

Scheduling

Workbench

(P2D)

Visa

Retail AR

(RAR)

Backhaul System

(PRPD)

Work Day

(HR)

Distributor AR

(DAR)

IHolds

System

Maximo (Asset

Mgmt) EDI

Warehouse Mgmt

WMS

McKee Order

Mgmt Sys

Product Data

System (PDS)

Mixing Control

System (MCS)

Label Printing

(LPS)

Application Footprint

12


OPM

Finance

13


OPM, Finance - Upgrade Statistics Inventory Convergence

48 Warehouses (11i) 19 Organizations (R12)

24 iterations to get accurate inventory convergence structure and map transactions

Oracle Scope Vs Business Functions

Complex mapping of legacy systems to Oracle on Organization structure

Few Core OPM functions are handled outside of Oracle

(FG Batch creation*, WIP Completion*, PO Receipts, etc.)

Legacy WMS was single source of truth of Inventory onhand and not Oracle

Oracle was not used in Customer order and Invoicing

Total Oracle Service Requests (SR) 228 Total Custom Objects 9000+

Total Upgrade Issues 450

14

* Plant specific variations


Key Challenges (OPM, Finance) 1. Unsupported R12 structure to handle Batch Variances at item level

Issue 11i OPM Product will generate Item level Usage /Substitution Variances during the Production Batch

Close Event. This functionality is lost in R12 - these variances are generated at Batch level

Solution a) Reorganize MAC rules on batch close variance in SLA

b) Analyze history and dollar impact to make accounting decisions

2. Period close performance issues

Issue The first run of OPM preprocessor itself took 30+ hours for all sources

Solution a) The OPM preprocessor is made to run 3 times during the period

b) Periodic review of corrections to keep the load less during period end

Achieved the level of One day period close in R12 (Same as 11i) but highly resource intensive

3. Other critical challenges

o Prolonged Trial upgrade Oracle driver and migration procedure issues

o Item attributes management in 11i and R12 (Non Inventory item Inventory Item, etc.)

o Upgrade challenges associated to data issues introduced in GEMMS to 11i

o Mid-Period migration a Not-so-encouraged Oracle upgrade path

15


Best Practices (OPM, Finance) Very strong Super users and Track leads (Expertise in both process and technology)

Highly prepared Project initiation and final cutover

Change management and end-user trainings were independently managed by Local Admins

Generic Hitachi playbook used as baseline in various milestones

Hitachi proprietary Tools and scripts to monitor upgrade health check

o Tools AppGrade, HiCATS and HiFIVE

o Health Monitoring Scripts Used during Pre upgrade & Post upgrade

Custom Mass move programs to reduce cutover window

Fool proof accounting entries test in UAT

o Identical batches created in 11i and R12 and validated for every accounts pennywise

11i like transactions in R12 to ease change management

o R12 equivalent Create/Adjust Immediate

o Exhaustive Responsibilities and Organization restrictions

Constant drive to find options to improve period close performance

16


Key upgrade issues (OPM, Finance) Following are the key issues encountered in different milestones, but addressed in Go-Live.

Item Master performance 23 minutes to query an item, reduced to seconds

Batch recreation process did not work

Cost revaluation scripts failed in Mid-period upgrade

Migrated closed batches were missing item numbers

Inventory accounting periods migrated incorrectly

Batch Edit Text attachments functionality performance issue 30 minutes, reduced to few seconds

Onhand quantity did not get migrated accurately

R12 introduced value set security related upgrade failures

Data corruption in One organization and related entities

17


DBA

Technical


Challenges (DBA, Technical) o Online patching issues with custom Tops naming convention

o FS_CLONE issues

o OPM Upgrade driver had mix-up of post upgrade procedures

o Management of custom indexes and Partitions before, during and after upgrade

o Open invoices migration issues due to table partitions

o Custom solutions to address migration issues

o How to handle 11i shared inventory install during upgrade

o DBA options to address huge performance issues with period close

o Poor performance on GMFG6P03.sql

19


Best Practices (DBA, Technical) o Prepared exhaustive process steps to rename custom tops to comply Oracle prerequisites

o Separate DBA playbook was maintained with detailed steps including legacy system architecture

cutover

o Freeze on new technical development, enhancements in 11i

o Exception handling - Manual method to add context files in FS1 and FS2

o Shared execution of DBA activities between McKee and Hitachi teams

o Parallel project was initiated to enhance hardware storage and speed

o Planned clones and backup restores were efficiently handled to re-do upgrade at various milestones

Snap Backup

o Plan to de-register the unused custom schemas to reduce migration nervousness

20


Key upgrade issues (Technical) GRC Rules (Logical Apps):

Logical Apps was not certified with 12.2.3 version as per Oracle disclaimer

GRC Rules import did not work correctly even after 5 trial upgrade attempts

Closely worked with Oracle and identified editioning issue with standard tables

All unplanned last minute instance upgrade requests were supported by DBA with quick

turnaround time

Performance Issue:

OPM Pre Processor performance issue Approx. 15 hours

The performance issue still hurt the period close process in spite of all baby step improvements

21


Project Cutover 1. Mid-period cutover

The Need:

To reduce the risk of cutover downtime and handling upgrade issues

To plan for cutover one week after the previous close in 11i

It allows maximum time to prepare for first period close in R12

How was it achieved

Tailor made cutover steps to monitor previous period close in 11i and Preupgrade steps

A custom process was devised to address one specific failures and was proven in multiple test cycles

2. Exhaustive playbook activities

The playbook was drafted to include all the steps including management of legacy applications

Both the project managers (McKee and Hitachi) acted as hand-off agents

Every action owner and the backup person was kept on stand-by to handle any unplanned issues

24X7 open bridge for the entire cutover window with regular standup meeting

3. Reduction of cutover window

Programmatic post inventory moves

Caught up transactions during blackout window (in 3rd party systems)

Overstock products, Slow down production lines, cut work shifts

22


Project Success Factors A. One Team : A True partnering model

Project bottlenecks and critical paths efficiently identified shared

McKee and Hitachi Technical teams worked shoulder to shoulder in code remediation and fixing issues

McKee DBA Manager provided Instances and efficient infrastructure when requested

B. Highly acclaimed Super users

Handpicked MFC project team with both Domain and Oracle experience

The plant Super users (a.k.a Local Admins) actively participated in Design and driven Training/Change

management.

C. Highly Informed decisions

Fact based decisions (both at Track level and Project level) based on clearly laid out options and

pros/cons

Critical decisions had extremely quick turn-around time

D. Positive working atmosphere - Family culture

No pointing fingers

23


Customer appreciation

From McKee News Letter:

Hitachi helped us greatly by assessing the costs and risks of the upgrade and helping us to

understand what to expect during the go-live phase. said Phil. Preparation was key.

Because our user-groups did a lot of pre-testing for us, we eliminated many issues before

they became problems.

Not only did the R12 Team pull off a major feat, they did so during a crucial time on several

fronts: during an ice storm in Tennessee and Virginia; during a week of record sales for

McKee Foods, and with most production lines running during the software blackout

24


Oracle Support Notes (initiated by the project) Oracle R12 OPM Playbook Version 48

Very Poor Performance When Saving Edit Text on Batches (Doc ID 1931403.1)

Patch 18688087 Poor performance GMFG6P03.SQL tasks during R12 upgrade driver

Custom solution - OPM SLA tables data purge and archive options in R12

Oracle Patches

o Item Master performance issue

o Inventory period migration issue

o Create accounting performance issue

o Lot quantity not driven negative

25


Q&A

26

2015 Hitachi Consulting Corporation. All rights reserved. Proprietary and confidential. 27

Presenters

Core Team

Debkrishna Acharya (Delivery Manager)

Vikranth Nayini (Hitachi PM)

Sudhakar Allamsetti

Palanivel Shanmugavelu

Praveen Kumar


Appendix

28

29

hindsite APPGrade

R12 Upgrade technical

assessment tool which provides

a complete list of custom objects,

the impact of each object being

migrated to R12, list of modules

installed, volumes of master

data, and many other technical

information used to more

accurately estimate the migration

effort to Oracle EBS R12.

APPGrade Impact Analyzer

identifies changed table

structures and identifies

impacted custom code as high,

medium, or low complexity and

priority between source and

target releases of the installation.

Our hindsite tool was developed

to give clients a roadmap

specifically designed for Oracle

R12 Migrations.

Web Based decision assessment

tool with over 2,500 questions.

High level technical and detailed

functional Assessment of your

current Oracle environment.

Detailed questionnaire asking

about the functionality to be used

in R12.

Helps clients define their scope

and understand their complexities

/ risk.

Hitachi Consulting can deliver a rapid, high quality Oracle EBS R12 Migration implementation by leveraging our proprietary

R12 Migration Tools and proprietary HFusion Methodology to provide the business processes and framework needed for

efficient solution delivery.

Hi-Shrink

Frees up precious DB capacity.

Improved user response times.

Designed to move all File type

attachments across various

Applications in Oracle e Business

Suite to any file system.

Post shrink, attachments are

converted to URL based links

allowing seamless access to

authorized users from within the

Application.

Intelligent simulations, Predictive

analysis of Applications

recommended for shrink with

drilldown.

Hi-Five

Hi-Five provides 360* view into

Enterprise Applications

environment with qualitative

information which helps to

assess the Complexity of

business processes.

An analysis which would be

handy to evaluate options of

Re- Implementation, Upgrade,

Roll Out, Annual Sustenance

engagements.

Differentiators for R12 Assessments

30

R12 Upgrade Methodology 3-R CEMLI ANALYSIS CEMLI

Re-Certification Approach

Downtime Optimization

Modeling

An all-encompassing framework

involving multiple tracks.

The Define & Design Phase

involves the assessment of current

state and planning for the upgrade

The Develop Phase involves

performing two to three trial

upgrades along with CEMLI

remediation. This is followed by

extensive testing in User

Acceptance Testing

The Deploy and Transition Phase

involves transition to the upgraded

R12 instance and Post Production

Support

Identify the customizations

that McKee Foods can retire

or eliminate in view of the

new and enhanced R12

Oracle Applications

functionality.

Retire / Retain / Replace

Approach is a unique

accelerator in expediting the

overall re-certification

process of the

customizations impacted by

this R12 migration initiative

Proven Framework in arriving

at the CEMLI Groups,

prioritizing and scheduling the

right set of the customizations

that can be progressively

tested in different conference

room pilot (CRP) iterations .

Assessing the impact of

architectural / process changes

in Release 12 on the specific

object.

Modifying the CEMLI object to

make it work in an R12 version

and documenting.

Hitachi Consulting has in-depth

understanding of factors that

influence downtime and steps /

best practices that need to be

considered to mitigate the

downtime during upgrades.

Cutover Options

Sequential Model (Platform

Migration and Upgrade)

Staggered Model (Platform

Migration and Production

Upgrade)

Hybrid Model

Hitachi Consulting can deliver a rapid, high quality Oracle EBS R12 Migration implementation by leveraging our proprietary

R12 Migration Tools and proprietary HFusion Methodology to provide the business processes and framework needed for

efficient solution delivery.

Differentiators for R12 Projects


Deep industry insight Management Consulting | Technology Solutions | Outsourcing Services

31

Industrials, Metals &

Mining
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