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hello Rob CoombeThe Royal Swaziland Sugar Company (RSSC)
Group IT Manager
The Royal Swaziland Sugar Corporation farms 22 000 hectares of sugar, which is
crushed in two mills producing over 500 000 tons of sugar
We also produce refined sugar and potable ethanol
We generate electricity, run 7 villages,a prep-school, 2 clinics, 3 country clubs, care for the 4 200 workers, their families
and the surrounding community
About Us
Burn to Weighbridge Front-end (Cane to Juice)
Juice to Sugar
Factory Back Office
Field planning and preparation done in VISTEX ABS
Water delivery done in VISTEX ABS
Agronomy planning done in Cane Pro – execution in
VISTEX
Growth task execution done in Vistex ABS
Delivery into Vistex, paid via SAP Factory confirmations and control reporting in SAP
Honeywell & Yokogawa DCSPlant maintenance in SAP SAP
RSSC Operations and IT Landscape - 2016
RSSC Business Transformation
ANALYZED ALL STRATEGIC BUSINESS INITIATIVES
▪ Identified out role in each business initiative
▪ Identified four business cases for IoT
RESEARCHED THE ART OF THE POSSIBLE
▪ What does the future farm look like
▪ What does the future factory look like
▪ What can we do to get there - Strategy
ORGANIZED FOR EFFICIENCY AND THE FUTURE
▪ Consolidated infrastructure and operations
▪ Created a Digital Business Unit – with IoT, BI/BW and Business Process Management
▪ Consolidated all applications
How can I.T. contribute to the strategy
What do we understand as digital?
People Process
Technology
DIGITAL DATA
DIGITAL DECISIONS
DIGITAL DESIGN
Where people and process meet
all information is available,
accurate and complete in a digital
format
All processes should be
designed with digital in mind
MAPPED ALL PROCESSES
▪ Business processes
▪ Include manual as well as I.T. enabled processes
▪ Include decisions taken and data used to take the decisions
LOOK FOR PAPER
▪ We love paper
▪ Paper is used for controls – Analyse controls
LOOK FOR VALUE
▪ Start with concrete value – EG. Recruitment – Time to recruit declined by 50%
▪ Inbound logistics – Huge reduction in no-cane stops
▪ Exam EVERY piece of I.T. work and enforce digital processes
LOOK FOR DATA/REPORTS
▪ Plan all data into a system – Then get it there
▪ Take all reports, especially Excel – Find the data in the systems and put in the Warehouse
▪ Then get your reports built from system data
How do we do digitalisation
What have we achieved with digitalisation
SUCCESS FACTORS – ALL ALIGNED WITH STRATEGY
▪ Recruitment – Reduced time to hire by 50%
▪ Learning Management
▪ Succession planning
SUCROSE (RAW MATERIAL PURCHASE AND PAYMENT PROCESS)
▪ Reduced effort by 2 days a week! – Real value
WE DRANK SOME OF OUR OWN CHAMPAGNE
▪ Improved SDLC process – with some automation and removal of forms
HR – INDIVIDUAL PERFORMANCE MANAGEMENT
▪ Computerised the IPM process for Grades 10 to 22
KRONOS on the farm
▪ Installed fingerprint based authentication on the farm at the field edge.
– Removed 2 days capturing per month
WE PREPARED AN EXECUTIVE BRAINSTORM
▪ 4 Business Cases
▪ Anything is possible
ARRANGED A DESIGN THINKING SESSION
▪ All levels of business, farmers, engineers
BUILT SOME APPS
▪ Agile approach – not too well followed
IoT Process at RSSC
Concepts around design thinking
How can we make our business more Profitable▪ Business Case
▪ Value add – finding that sweet spot
How can we make our business more Personable▪ What does the business want
▪ What does the business need
▪ What pain are the users feeling
▪ What barriers are they facing
Whatever we do must be Practical
▪ Principles
▪ Platforms
▪ Partners
DESIGN
DesirabilityHuman Factors
ViabilityBusiness
Factors
FeasibilityTechnology
Factors
Journey Maps
Cloud Platform | Bulk Water
Cloud Platform | Using Vehicle Insights
Sap Analytics Cloud | Distance and Time
1. Total distance covered by 41 trucks in 14 days
2. Total time recorded (vehicle switched on) over
14 days
3. Average speeds per vehicle. (lower because
when idling speed = 0km/h)
4. Total idling time
1 2 3
4 56
SAP Analytics Cloud | Utilization
Utilization Percentage per day. Note that the highest % is lower than 30% when looking at a day of 24 hours.
PLATFORM (TECHNOLOGY)
▪ Ready made platforms easier than building it yourself
▪ HANA - Anywhere/Everywhere
▪ Integration is the key. Value is created when data from different systems is available in
one place. The water guy needs information from the electrical system, which must
include costs from the ERP.
▪ Buy open devices – not tied to another site – too many point solutions
PEOPLE
▪ Design Thinking, Empathy
▪ Partners - We couldn't do this on our own.
▪ Training – We don’t know what we don’t know – Business, Analytics, Process
▪ New Skills required for everyone
PROCESS
▪ Without process you just have a nice techie solution
▪ Business own the process
Lessons Learnt
VISIBILITY GIVES THE VALUE – Current savings since E13.3m
▪ No-cane stops have decreased by 80% (year-on-year to date) projected to E80m p/a –
Just because of the increased visibility
▪ Able to improve planning by using real data – Average speed on long trips 18km/hr.
▪ Where is that truck / tractor / loader? Maintenance
Business Benefits | IoT
WATER
▪ “I can see all the rivers at the same time”
▪ Analytics – When it rains in this part of the farm, can I lock the valve on the dam
TRANSFORMATION
▪ Data based decision making – even more in picture / graphical format
Future Roadmap
S4 Hana
Improved Planning
Complete Logistics
Analytics
BPA
PEOPLE
▪ Data frees up decision making
▪ Data reveals weaknesses – Expect pushback
▪ Users love the UI
TECHNOLOGY
▪ Forces a move to the cloud
▪ Merge between OT and IT
PROCESS
▪ Digitalisation of processes improves throughput for decent processes
▪ Allows value of a process to be revealed
▪ Value mapping then possible
▪ Reduce cost of processes
Transformation
contactdetailsName : Rob Coombe
Company : The Royal Swaziland Sugar Corporation
Email : [email protected]
Contact # : 082 462 3790 # 002682 313 4503
Website : www.rssc.co.sz
thankyou