ea @ alfa laval - the first 360 days - swean #15, 9-10/12 hans troiza chief enterprise architect +46...

www.alfalaval.comwww.alfalaval.com

EA @ Alfa Laval- the first 360 days -

SWEAN #15, 9-10/12

Hans TroizaChief Enterprise Architect+46 709 [email protected]


Agenda

• Alfa Laval

• One Alfa Laval

• New Corporate IT

• The EA initiative

© Alfa Laval


ALFA LAVAL


Gustaf de Laval (1845-1913)

“The Man of High Speeds”

• 200 projects and inventions

• 92 patents, including the milk separator (1878) and the steam turbine (1883)

• Started 37 companies


Alfa Laval is a leading global provider of specialized products andengineered solutions.

The company


Activities

We help customers to heat, cool, separate and transport products such as oil, water, chemicals, beverages, foodstuff, starch and pharmaceuticals.


Our corporate mission

To optimize the performance of our customers’ processes. Time and time again.


Beverages

Biofuels

Biotech

Chemicals

Food

Heating and ventilation

Hydraulics

Industrial fermentation

Latex

Machinery

Marine and diesel

Metal working

Mining

Oil and gas

Pharmaceutical

Oil refinery

Power

Pulp and paper

Refrigeration and cooling

Semiconductor systems

Textiles

Waste water treatment

We serve most industries


Key Technologies

SeparationFluid Handling

Heat Transfer


Key technologies

Our key technologies are adapted to each customer segment and offered separately or combined into optimized solutions.

Separation

Fluid Handling

Heat Transfer


ONE ALFA LAVAL

© Alfa Laval


The legacy- Up to year 2000 -

• Product-oriented BAs– Separation

– Thermal

– Flow

– Automation

– Food

• Market companies– Sales

– IT

– HR

– Finance

– Etc.

• IT – organized per business area

What is good for the Business Area is good for Alfa Laval!


The Journey- The start of the latest change -

• Industri Kapital main owner from mid 2000

• Product-oriented BAs replaced by customer-centric Segments grouped into Divisions in January 2001

• Alfa Laval re-introduced at Stockholm stock exchange in May 2002


The Journey- Beyond expectations -

• Started -00• ”WHAT we are doing is not that different – what differs is HOW we do it!”

– A learning from the past• Organisation per main Business Type rather than per Product

• Process Technology Division– Long sale´s cycle – projects– Engineered solutions– Relatively few orders, high value per sale

• Equipment Division– Short sale´s cycles– Commodities– Low value per sale

• Operations Division– Manufacturing centres– Distribution centres

- we need effective low cost processes -


The Journey - Centralization & Focus -

• IT Corporate functions with resources centrally organised

• From ”Market Companies” to ”Sales Companies”• Focus on sales only• Finance, and IT organised in ”Shared Service” (WE Sales

Companies only)

- we need effective low cost processes -


NEW CORPORATE IT

© Alfa Laval


New Corporate C-IT organization- pre-study -

• Based on findings from the– Centralization from year 2000– Large initiatives like

• One4AL, PULSE & new .com site

– Offshore initiatives– ITIL implementation– Interviews with C-IT & LoB

• Topics– Enterprise architecture– Sourcing– Project office– IT Governance– ITIL compliance


Some answers from the business

- It would have been easier to control an external part than C-IT because then we could refuse to pay the bill

- Bad delivery precision in cost

- C-IT too introvert

- Result of face to face meeting with C-IT seldom result in solutions with business value

- When the IT solutions are delivered the strategy or business goals have changed.

- No long term view on solutions approved in project specifications.

- Improvements needed in Testing and Training- Bad delivery precision in time

- Service Desk tickets are closed without having confirmed with users that the problem is solved


New C-IT organization- Basic Concept -

Governance

SupplyDemand

Enterprise Architecture


THE EA INITIATIVE

© Alfa Laval


Challenges- for Alfa Laval & IT -

• To optimize our processes – time and time again– IT: More cost effective and robust solutions

• Different industries have different behavior which needs to be satisfied– IT: Business support for different sales & supply demands

• Many combinations of products in our offerings– IT: Many business support solutions – one view for the user

• Global presence– IT: Global business processes needs global support

• Lead time for changes have shortened – substantially– IT: Business support needs to be implemented more rapidly


EA@ Alfa Laval- the first 100 days -

• Re-vitalize the pre-study– Together with Gartner

• Build a communication package for LoB– Communicate, Communicate, Communicate, …

• Create a virtual team & organization– Training by Gartner

• Make an initial prioritization


Business projects- Initial prioritization from EA-

Increase the e-commerce scope

Global Quote to Order process

One4AL – Order to Cash

Improved Claim processes

Life Cycle mgmt of products

TTM


EA@ Alfa Laval- the next 260 days -

• Get EA included in the Alfa Laval's project process

– Established an IT Design authority – facilitated by EA

• Start to work with the prioritized initiatives

– Get buy in for how to prioritize

– Engage the virtual team

• IT board foot print

– Business information requirements for prioritized projects

– First road map for Corporate agenda projects

• Continue to,

– Communicate, Communicate, Communicate, …

• First set of guiding principles


CorporateAgenda

Prioritized initiatives

• The EA work focuses on the main processes and projects extrapolated from the Corporate Agenda that has a direct IT impact.

People Process Innovation Customer

Inititatives

Prime Performance Time to market Prime PerformanceE-Business

Pricing

Projects

Intranet IntranetClaims

TaxonomyGEDS

Quote2Ordere-Commerce

Intranete-Commerce

Quote2Ordere-Commerce

BullseyeOne4AL

GEDS

The intention is to expand the EA future Roadmap as new projects are initiated and prioritized


First set of guiding principles- Challenge -

• We do recognize that this focus implies that we define common shared processes, we create non-redundant information, and we group technology requirements where possible and we reduce solution duplication

Business ChangeDon´t plan to change

the same process more than once

Information Change

Don´t plan to create redundant databases

Technology Change

Consider grouping closely related

technology changes

Solution ChangeReduce (or

eliminate) whole or partial solution redundancies


Next steps- 2011 Outlook -

Some activities• Constitute & Run the IT Design Authority as agreed in IT Board

– Secure target architecture according to a Service oriented approach.

• Develop, Deliver & Communicate strategic project portfolios in a road map format

• Secure Platform/Application roadmaps from Competence centers

• Deliver input to project portfolios to demand

• Support and participate in governance activities

• Run the EA office and its virtual team

• Communicate & Sell

ea @ alfa laval - the first 360 days - swean #15, 9-10/12 hans troiza chief enterprise architect +46...

Documents

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ea initiative alfa laval

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agenda alfa laval

alfa laval new corporate

sales companies

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corporate functions