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Migrating from SAP BusinessObjects to: Oracle Business Intelligence Maria Forney, Director, Customer Programs Venkat Penaganti, (IT Manager), St. Jude Medical
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St. Jude Medical
Business Objects to Oracle BI EE Conversion
SJM Quick Facts
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§ Develop, manufacture, and distribute cardiovascular and neurostimulation medical devices worldwide.
§ Founded 1976, St. Paul ,MN § 16,000 employees. § $5.2 billion sales (50% international,
50%domestic). § Four Key divisions:
§ Cardiac Rhythm Management (CRMD) § Atrial Fibrillation (AF) § Cardio-vascular § Neuro-Modulation
CRMD Major Product Lines § Devices
§ Implantable Cardiac Defibrillators (ICDs) for Tachycardia § Accelerated heart rate
§ Pacemakers (Pacers) for Bradycardia § Slow heart rate
§ Leads § High Volt. Leads (HVL) and Low Volt. Leads
§ Manufacturing is in 7 sites across the globe. § We are part of Sylmar site IT.
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Installed Product
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Our BI Situation (1 year ago) § Site
§ Sylmar has multiple applications – ERP , MES and PDM.
§ No common BI solution / tool. § Each application has it’s own BI tool.
§ MES application § MES (Manufacturing Execution System)
application called Factory Talk Production Center.
§ Used on the manufacturing floor for traceability and processing history.
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Our BI Situation (1 year ago) (contd.) § Used Business Objects 5.3 as it is packaged with MES. § Our user base involves
§ Production supervisors / leads for operational metrics. § Managers / directors to monitor manufacturing for output. § Planners to understand inventory needs.
§ 100 users and 50 reports from two sites. § Reports were mostly operational § Production and Historical schemas are both OLTP (no data-
warehouse). § No dedicated BI team. Application developers were part-time report
writers.
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Issues with Business Objects (MES) § Universe hard to maintain against OLTP.
§ Long lead times to develop reports. § The universe layer complicated queries. § Most reports were ad-hoc queries not analytical.
§ Ad-hoc reports § Operational reports take longer to write because of
universe. § Features
§ Could not build dash-boards.
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Why did we move to Oracle BI? § Business Needs
§ A common BI solution is needed to support business metrics / needs spanning sites and application.
§ Dash-boards and faster ad-hoc reports. § IT needs
§ MES vendor chose another Reporting tool. § Good references for OBIEE from other teams and
independent reports. § Decided to use Oracle BI 11G publisher (only) as faster
operational reports is our priority.
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Execution (Buy-in from management) § Identify key decision makers and make them
aware of current issues. § Better ROI and lower TCO. § Platform suited to meet current and future needs. § Better Report delivery times. No universe § Availability of Dash-boards. § Support
§ We know we could get good support from Oracle based on experience.
§ Agreed to try OBIEE as MES reporting tool as a proof of concept for all future BI needs.
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Execution (Project) § Reduce scope to convert existing reports and
build 2 dash boards. § KPI partners was the contracting partner to
perform conversion and provide guidance. § Steered us towards OBIEE 11G. § Created dev servers for us to replicate
and debug memory issues § Resources for the project
§ KPI partners: 1 Lead and 4 developers
§ St Jude Medical: § 2 developers - programmers § 1 Project manager § 1 middleware admin – Oracle DBA § 3 business users for testing – Prior experience
with Business Objects reports 12
Execution (Project) § Cross-training: During user testing we had
KPI and my team trouble-shoot issues. § Used KPI to create dash-board templates
and later enhance them with my team. § Try to create standard metrics for dash-
boards.
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Results § All 40 reports converted in 6 months. § Users are happy about faster ad-hoc
reports, interactive reports & dashboards. § User base has increased. § Resources for on-going support
§ St Jude Medical § 2 developers – programmers (part-time) § 1 middle-ware admin – Oracle DBA
“The dash-boards are exactly as I thought.
What took us so long? Now we can free up supervisors from collecting data, and focus on manufacturing” - Director of Manufacturing 14
Next Steps § Creating more reports, dash-boards and
also sourcing data from other systems. § Exploring score-cards and KPIs. § Creating common definition for
manufacturing metrics. § Make Oracle BI our standard § Expanding to other sites
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Example (Dashboard) § Shows reworks and work in progress. § Benefits: Helps schedule resources & identify slow moving operations.
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Example (Reports) § Reports are on the web. Submitted to FDA § Aggregate and detail reports are available. § Reports are created from the same data model.
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Lessons Learned § Get better grip on Validation cycle.
§ Business had little incentive as they already had reports. 2 months lost.
§ Keep in mind the organizational maturity in terms of data needs.
§ Common metric definition is key. § Training needs to happen way earlier both for report
developers and administrators. § Make the SOW with contractor very clear for support. § Dashboards need Answers not just Publisher. § Careful with caching parameters. Can be set at
multiple levels. 18
Questions
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20 Copyright © 2011, Oracle and/or its affiliates. All rights reserved. Confidential – Oracle Restricted
21 Copyright © 2011, Oracle and/or its affiliates. All rights reserved. Confidential – Oracle Restricted