Presented to the Procurement Community

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

• Solution Overview MAS
• Delivery Methodology
• Phase 5 Scope
• Defence Force and Public Security Capabilities
• Performance Measurement

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Outline

• Solution Overview MAS
• Delivery Methodology
• Phase 5 Scope
• Defence Force and Public Security Capabilities
• Performance Measurement

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Supporting Operationsan Enterprise View
Core Business Is Supported
Integrated Information Environment
HR
Supply
Finance
Engineering Maintenance
Business / Capability Planning
Operations Planning
Accurate, Real-time Big Picture
Transformation Of CF Sustainment Capability
Conduct Operations
Acquire
Maintain
Change
Dispose
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Overview of the Solution Scope Business
Conceptual Model
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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

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MASIS Solution OverviewSAP R/3 (version 4.6b)
and Omega PS
MASIS
Plant Maintenance
Business Warehouse
Materials Management
Environ. Health Safety
Controlling
Work Force Management
Project Systems
Omega PS
Quality Management
Asset Accounting
Business Warehouse
Production Planning
Financials
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Integrated Model
BP Objective
Capital Program
Cost Centre Activity Type SWE OM Overhead
MAS Process
Project
Work Order
National Procurement
Business Plan Activities
Workforce Management
Inventory
Functional Location - Equipment Bill of
Material - Material Platform and Class
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From turning wrenches to EM 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
• RO
• etc.

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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

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National Procurement

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

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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

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Plant Maintenance

• Work order Management processes
• Notifications
• Work Orders
• Canadian Forces Equipments
• Functional locations
• Equipments
• BOM
• Materials

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Project Systems

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

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Integrated Model
BP Objective
Capital Program
Cost Centre Activity Type SWE OM Overhead
MAS Process
Project
Work Order
National Procurement
Business Plan Activities
Workforce Management
Inventory
Functional Location - Equipment Bill of
Material - Material Platform and Class
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(No Transcript)
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Outline

• Solution Overview MAS
• Delivery Methodology
• Phase 5 Scope
• Defence Force and Public Security Capabilities
• Performance Measurement

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

• Solution Overview MAS
• Delivery Methodology
• Phase 5 Scope
• Defence Force and Public Security Capabilities
• Performance Measurement

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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

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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

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Outline

• Solution Overview MAS
• Delivery Methodology
• Phase 5 Scope
• Defence Force and Public Security Capabilities
• Performance Measurement

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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

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The Force Element Modeling of Capability
Tasks Capabilities
Description Classification
Authorized Personnel
Authorized Material
ForceElement
Actual Personnel
Actual Material
Accounting
SAP AG 2005, Planning Support of Operations /
Lincourt / 24
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System Architecture for Defense
Central Domestic System
SAP Mobile Infrastructure Client Component
SAP MI Permanent Online or Dial-In or File
Transfer
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Relationships between Force Elements
Examples
X
In Command
II
various command controlrelationships (time-depe
ndent)
M
maintenance
II
Supply
different support relationships(time-dependent)
SAP AG 2005, Planning Support of Operations /
Lincourt / 26
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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
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Outline

• Solution Overview MAS
• Delivery Methodology
• Phase 5 Scope
• Defence Force and Public Security Capabilities
• Performance Measurement

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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)

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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

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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.
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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

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Operationalized Benefits Realization - 2
Enterprise Processes
BR Outcomes
KPIs
Query
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Gains in Effectiveness
Results Efficiencies
Area of Efficiency
Rationale
Time Reduction (pers days)
Reporting
From 30d down to 0.5d 29.5 person days 48
reports / year
1400 d
Time to generate major reports
From 1200 reports _at_1.5d management each to 150
reports with same data _at_ 1 day to manage
1600 d
Reduction in of reports by using BW
Planning
From 30d down to 1d 29d person day 20 reports
annually
Approx 600 d
Planning Cycle reduction Corporate Business Plan
Planning Cycle reduction Fleet Support
Plan
From 20d down to 1d 19d person day 32 reports
annually
Approx 600 d
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Lessons Learned

• Senior championship is critical
• Know what really counts Focus on what management
  care about most
• If its not worth managing and sustaining, its
  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
  Whats-behind- the-numbers? to
  What-action-do-we-need-to-take?

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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 MAS
organizations Range of Plant-related KPIs
Resource effort of pre- and post-deployment MA S
activities by shipPre 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
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Performance Measurement Query
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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
Benefits Register
Main Dashboard
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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
Benefits Register
Main Dashboard
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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