How to analyze your sap data and optimize your workforce

A collaboration of:

How to analyze your SAP Work Management

Data and Optimize your Workforce Joseph Conti

Southern California Edison

Dennis Tu

Deloitte Consulting

• One of the nation’s largest

investor-owned electric utilities

• More than 13-million people served

across 50,000 square miles

• Approximately 16,000 employees

• Serves 400+ cities/communities

• Over 125 years of service

Southern California Edison (SCE)

3

Transmission & Distribution Business Unit (TDBU)

• Responsible for the delivery of safe, reliable power through

SCE's transmission, substation and distribution system

• ~3,200 field employees

• 4 Major Operational Business Lines (Power Delivery)

o Distribution

o Transmission

o Substation

o Grid Operations

Today’s focus

• Rate-challenged climate for SCE (and other utilities)

• The Rate Challenge Project

o Comprehensive effort to review and optimize SCE's cost structure and

operating efficiency as part of a company‐wide focus on operational

excellence (OpX)

• SAP ERP WISER Rate Challenge OpX

• Resource planning and performance management

Time of transition

• Visibility – workloads (demands) and resources (capacity)

o Proactively optimize planning/scheduling/execution end-to-end

• Increased precision/foresight – meeting goals/objectives

• Managing costs – contractor / overtime usage

• Forecasting – historical/future demands baseline plans

• Plan vs. Actuals – compare actuals to plan and adjust

What is Resource Planning?

Resource Planning – a practitioner’s guide

6

• Tactical: compare plan vs. actual for specific demands

against future periods to identify gaps

• Tactical: compare plan vs. actual for demands that may

or may not have been completed

• Strategic: compare plan vs. actual for completed work

Adjust plan to close gap

Re-prioritize demands/re-allocate resources

Refine forecasts re-baseline refine plans

SCE TDBU Resource Planning Vision

7

Operational

Tactical

Scheduling

Coordinators/Supervisors

Scheduling Procedures

for Click Soft 3-Week

Scheduling Window ClickSchedule

Scheduling

Metrics C Teams District

Resource Plans Relative

Performance

Strategic

SC & M

5/10 yr.

Plan

E&TS

5/10 yr.

Plan

Vehicle

Strategy

Design

5/10 yr.

Plan

Trans

5/10 yr.

Plan

Contractor

Strategy

DCM

5/10 yr.

Plan

Grid Ops

5/10 yr.

Plan

Facility

Strategy

Labor

Strategy

PWRD

5/10 yr.

Plan

GRC Strategy

& Resource Planning

TDBU

Bus.

Strategy

& Plan

E&TS

Res. Plan

PWRD

Res. Plan

Grid Ops

SOLO Plan

Trans

RW Res. Plan

DCM

Civil Res. Plan

Design

Res. Plan

DCM

Res. Plan

SC&M

Res. Plan Trans

Res. Plan

Grid Ops

Res. Plan

Trans

Design Plan Grid Ops

Sub Plan

Performance

Management

Finance

Links to R.P

Resource planning

arena

8

T

O

S

Operational Plans/Apps

Resource Plans

& Applications

Enabling the Vision – Now and Into the Future

Business Strategy

& Goals

9

T

O

S Strategic

Operational

Tactical

Integrated Performance Management

Alignment towards Company objectives

• Resource Planning & Performance Management

• Performance Management & Analysis

o Dedicated

o Independent

o Technical capability

o Key stewardship

Analytics is Key

10

function

group

How do we achieve this vision?

Overview of SAP Work Management

Initiate Plan Schedule Execute Close

Overview of SAP Work Management

Initiate Plan Schedule Execute Close

Notification

Work Order

Maintenance Plan

Service Entry Sheets

Time Entry

Measurement Docs

2-Step Filtering Process

SAP Work Management Data

Planned vs. Actual

Categorization of Work

• Actual Work

o Notifications that are completed

o Measurement Docs

o Service Entry Sheets

o Time Entry

• Planned Work

o Maintenance Plans

o Work Orders that are open

Planned vs. Actual Data

• Who

• What

• Where

• When

• How much (time and quantity)

Categorization of Work

Data Actual Planned Who Order Type / Time Entry Order Type

What Maintenance Activity Type Maintenance Activity Type

Where Functional Location Functional Location

When Dates Dates

How much time Time Entry / Service Entry Sheet

Planned hours on the Work Order

How much quantity Notifications / Meas Docs Number of eq. on Maint Plan

Standardized Data Set

All of our data boils down to a standardized set of information

9/1/2013 2LINE 46 Pole Replacement 5 200

Real-World Example (Enhancement Output)

Slide 18

When the

work was

performed

Who

performed

the work

Where the

work was

performed

What work was

performed

How much

time (hours)

How much

in quantity

Data Flow through SAP and ClickSoftware

Slide 19

• Build on a stable work management solution

• Allow for future flexibility and scalability

• Performance test the application with production volumes

Implementation Challenges

Slide 20

Challenges Overcome & Lessons Learned

Technical

• Specific/flexible

Development process

• Key experts (SMEs)

Overall solution

• Integrate with other efforts

Implementation

• Training/super-user model

• Reduced processing time

• Integrated view o Multiple plans single hierarchy

• Increased precision/foresight o Contractors vs. internal resource (ramp-up)

• Tie to KPIs/strategic goals o Infrastructure replacement/compliance

o Cost efficiency

o Throughput

Business Benefits

Key performance drivers

Key Takeaways

• BPR vs. standard SAP functionality

• Funnel your data (standard data sets)

• Establish strong business sponsorship

• Involve end-users early/often

• Set specific implementation goals (usage)

• Anticipate changes (defects/enhancements)

• Drive change through plans, not persons

A collaboration of:

Joseph Conti Southern California Edison

[email protected]

Dennis Tu Deloitte Consulting

[email protected]