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					                                                                case study




                          Kimberly-Clark

   “     ...using EPM makes the difference between having a vague sense that there’s room for
improvement, and knowing exactly what is and isn’t working. EPM shows us the ‘who, what, when, where,
        why, and how’ we need to know to optimize user performance – and reap the rewards.




                                       – Bonnie Hillsberg, Team Leader
                                         Kimberly-Clark Corporation
                                                                                                ”
INDUSTRY                                                                 For K-C, Knoa EPM’s User Performance
Health & Hygiene
                                                                         Gains are Nothing to Sneeze At.
CLIENT
Kimberly-Clark, a global, $16.7B source of personal care, consumer
tissue, professional, and healthcare products.                           Kimberly-Clark Corporation (NYSE:KMB) is one of the world’s premier
                                                                         health and hygiene organizations. Annually, nearly one in four people
CHALLENGE                                                                around the globe use one or more K-C products – Kleenex and Huggies,
                                                                         professional products such as Kimtech and Wypall, and surgical gowns,
Optimize SAP user performance throughout the corporation.
                                                                         gloves, sterile wraps, and medical devices. But competition to serve the
                                                                         world’s noses, baby bottoms, auto shops and ORs is intense and unrelent-
SOLUTION                                                                 ing, with well-known, branded products slugging out share points in every
Use Knoa’s EPM™ – Experience and Performance Monitor – to monitor        market.
real end-user experience received and performance achieved by all
users, in all locations, at all times.                                   To hold and hone its competitive edge, K-C is focusing great attention and
                                                                         resources on lean manufacturing, distribution efficiency, simplified and
Knoa EPM RESULTS                                                         standardized processes and practices, integrated decision making, and
• Revealed five transactions causing approximately 90% of user           integration with K-C business partners, leveraging SAP enterprise systems
  errors, transforming annual re-training from week-long review to       against all these initiatives.
  one-hour focused class – saving nearly $395K per year.
                                                                         A massive, high-stakes effort
• Identified SAP EBP users with the greatest challenges, enabling        In K-C’s North American SAP deployment, the corporation planned for
  remediation that reduced their average response times from five        success with intense preparation: training 16,000 executives, plant man-
  minutes to 20 seconds!                                                 agers, line managers, supervisors, and line workers – encompassing dozens
                                                                         of locations and hundreds of job roles – to master 1,049 key procedures
• Focused IT on practical, high-impact improvements – e.g., clarifying
                                                                         on brand-new SAP systems.
  confusing screens – netting productivity improvements valued at
  approximately $20K per month.
                                                                         K-C and SAP spared no effort, developing training materials in consultation
• Steered IT away from no-return projects such as upgrading unused       with 2,500 subject matter experts and shaping these into courses that
  functions and analyzing “slow” response times that were actually       ranged from eight to 140+ hours. K-C’s learner-centric approach built on
  well within the global norm.                                           adult learning theory and SAP’s concise, commonsensical five-phase
                                                                         process: Prepare Me, Tell Me, Show Me, Let Me, Help Me.

                                                                         How do you measure the maximum?
                                                                         By go-live, all indications looked good. Everyone who needed training
                                                                         received it, and threw themselves into the learning. Through consistent use
                                                                         of real business processes in training, K-C ensured that each learner knew
                                                                         his or her job. Trainees performed well in simulations. But even after the
                                                                         best training attainable, a question loomed that cut to the heart of K-C’s
                                                                         corporate culture.

                                                                         For Kimberly-Clark, “Maximize the Contribution of Every Employee” is a
                                                                         core imperative and the driving quest behind SAP deployment. Yet unless




“
                                                                         go-live ushered in outright disaster or unlikely perfection – neither of
      Our goals were to reveal and correct                               which transpired – how could K-C know whether its new system was
                                                                          delivering on its full potential to maximize employee contributions?
the impediments to optimal user performance
                                                                         How much more added productivity was K-C leaving on the table? Which
 and response times – not to micro-manage                                users were falling short of full efficiency and effectiveness? When, where,
                                                                         how, and why did they lag? Most importantly, how could K-C best address
     online behavior or single out users for                             these shortfalls?




                                                 ”
                      praise or blame.                                   Kimberly-Clark could not come to know all this – could not hope to know
                                                                         all this – with conventional methods and tools. And in a project of this
                                                                         magnitude and import, not knowing was not acceptable.
Experience Received. Performance Achieved.                                      Another EPM nugget was the revelation that just five transactions were
At an SAP Sapphire conference, K-C Team Leader Bonnie Hillsberg                 accounting for approximately 90% of all user errors. Discovering this
encountered a radically more powerful solution for assessing and                enabled K-C to transform its annual user refresher course from a week-
 improving enterprise application end user performance: Knoa Software’s         long classroom program to a one-hour e-learning module. This one
Experience and Performance Manager (EPM).                                       change alone helped generate annual, recurring savings of nearly
                                                                                $395,000!
Knoa’s EPM monitors real end-user experience and captures end-to-end
transaction response times, ecosystem and applications errors, and a            Don’t just do something
time-synchronized workflow – from all users, at all locations, at all times.    Sometimes doing nothing is the wisest and most cost-saving course.
In short, EPM captures the end users’ experience received and performance       But to do nothing with confidence and conviction, you have to know
achieved, the keys to achieving business value and ROI.                         when nothing is needed. Enter Knoa EPM.

K-C embraces deep knowledge                                                     Not long ago, one K-C mill began complaining that its system response
After discovering Knoa’s EPM and seeing live demos at Sapphire, Hillsberg       times were slower than other mills – if true, an issue for both productivity
came back to K-C as an energized EPM advocate. EPM, she believed, was           and morale. In reality, comparing Knoa EPM response time metrics across
the missing element that could synergize with K-C’s great pre-go-live           the various mills demonstrated that this mill’s response times were right in
preparation to create continual performance improvements – throughout           line with other facilities. As a result, K-C avoided spending unnecessary
the life of the system, and despite endless churn among users through           time and funds on root cause analysis of a non-issue.
new hires, promotions, attrition, and other organizational changes.
                                                                                In a similar vein, Knoa EPM metrics helps K-C focus its resources where
Interestingly, getting organizational buy-in throughout Kimberly-Clark          they make the most difference. Out of six SAP transactions exceeding the
did not require extensive proof of EPM’s power, as this was clearly evident.    warning threshold for system errors, Knoa EPM showed that only two of
“Rather, the key step was to assure Legal, HR, and stakeholders throughout      these transactions involved a significant number of daily users, so these
the corporation that we planned to us EPM for good, not evil,” Hillsberg        got the immediate attention they deserved. Without EPM, complaints from
says. “Our goals were to reveal and correct the impediments to optimal          a few users of the less-important transactions might have misappropriated
user performance and response times – not to micro-manage online                this effort.
behavior or single out users for praise or blame.”
                                                                                Likewise, Knoa EPM revealed that several custom transactions in the
Watching as no watches can                                                      system were consistently receiving little or no use. By disabling these
User and system response times are Key Performance Indicators (KPIs)            transactions in a timely way, K-C avoided the need – and costs – to test
that are too important to ignore and too labor- intensive so K-C employs        them for upgrade compatibility.
EPM’s robust capabilities to capture response times in their full context,
flag responses that exceed threshold levels, and monitor performance            Civilizing a last frontier
changes over time.                                                              Gene Bernier, Information Technology Solutions Director of Kimberly-
                                                                                Clark joins Bonnie Hillsberg and others throughout K-C who recognize the
By defining response-time benchmarks and then monitoring actual                 value of Knoa EPM. “By this point in our evolution of enterprise systems,”
behavior with Knoa’s EPM, K-C is able synchronize its performance goals         Bernier says, “we have a number of tools that give us good visibility into
across organizational and functional lines, and to distinguish between          the back end of our systems, and support the optimization of hardware
localized anomalies and widespread issues.                                      and software. But all this only delivers business value when those tools
                                                                                enable the people who operate the business processes to perform their
What you understand, you can improve                                            jobs efficiently. The alignment of enterprise systems and user require-
Since deploying EPM, K-C has achieved performance improvements                  ments has been like a last frontier. To civilize it, we need greater insight
that validate Bonnie Hillsberg’s post-Sapphire excitement. “For Kimberly-       into what users see, do, and how the system responds to user requests.
Clark,” Hillsberg says, “using EPM makes the difference between having a        By giving us this understanding, Knoa EPM is truly helping us deliver
vague sense that there’s room for improvement, and knowing exactly what         more robust capability to better serve the business.”
is and isn’t working. EPM shows us the ‘who, what, when, where, why, and
how’ we need to know to optimize user performance – and reap the
rewards.”

Such knowledge not only paves the way to improvements, but also
helps K-C pursue them with greater focus and efficiency. For example,
stopwatch-based response-time studies produced averaged figures from
a tiny sampling, yielding little actionable insight. In contrast, EPM metrics
revealed huge response time variations across a much broader population.
By using these metrics to pinpoint “difficult transactions” among K-C’s SAP
EBP users, K-C has been able to drop these response times from five
minutes to 20 seconds.
INDUSTRY                                                                     Knoa EPM RESULTS
Health & Hygiene                                                             • Revealed five transactions causing approximately 90% of user errors,
                                                                               transforming annual re-training from week-long review to one-hour focused
CLIENT                                                                         class – saving nearly $395K per year.
Kimberly-Clark, a global, $16.7B source of personal care, consumer tissue,   • Identified SAP EBP users with the greatest challenges, enabling
professional, and healthcare products.                                         remediation that reduced their average response times from five
                                                                               minutes to 20 seconds!
CHALLENGE
                                                                             • Focused IT on practical, high-impact improvements – e.g., clarifying
Optimize SAP user performance throughout the corporation.
                                                                               confusing screens – netting productivity improvements valued at approxi-
                                                                               mately $20K per month.
SOLUTION
Use Knoa’s EPM™ – Experience and Performance Monitor – to monitor real       • Steered IT away from no-return projects such as upgrading unused
end-user experience received and performance achieved by all users, in all     functions and analyzing “slow” response times that were actually
locations, at all times.                                                       well within the global norm.




For K-C, Knoa EPM’s User Performance
Gains are Nothing to Sneeze At.
Kimberly-Clark Corporation (NYSE:KMB) is one of the world’s premier          How do you measure the maximum?
health and hygiene organizations. Annually, nearly one in four people        By go-live, all indications looked good. Everyone who needed training
around the globe use one or more K-C products – Kleenex and Huggies,         received it, and threw themselves into the learning. Through consistent use
professional products such as Kimtech and Wypall, and surgical gowns,        of real business processes in training, K-C ensured that each learner knew
gloves, sterile wraps, and medical devices. But competition to serve the     his or her job. Trainees performed well in simulations. But even after the
world’s noses, baby bottoms, auto shops and ORs is intense and unrelent-     best training attainable, a question loomed that cut to the heart of K-C’s
ing, with well-known, branded products slugging out share points in every    corporate culture.
market.
                                                                             For Kimberly-Clark, “Maximize the Contribution of Every Employee” is a
To hold and hone its competitive edge, K-C is focusing great attention and   core imperative and the driving quest behind SAP deployment. Yet unless
resources on lean manufacturing, distribution efficiency, simplified and     go-live ushered in outright disaster or unlikely perfection – neither of
standardized processes and practices, integrated decision making, and        which transpired – how could K-C know whether its new system was
integration with K-C business partners, leveraging SAP enterprise systems     delivering on its full potential to maximize employee contributions?
against all these initiatives.
                                                                             How much more added productivity was K-C leaving on the table? Which
A massive, high-stakes effort                                                users were falling short of full efficiency and effectiveness? When, where,
In K-C’s North American SAP deployment, the corporation planned for          how, and why did they lag? Most importantly, how could K-C best address
success with intense preparation: training 16,000 executives, plant man-     these shortfalls?
agers, line managers, supervisors, and line workers – encompassing
dozens of locations and hundreds of job roles – to master 1,049 key pro-     Kimberly-Clark could not come to know all this – could not hope to know
cedures on brand-new SAP systems.                                            all this – with conventional methods and tools. And in a project of this
                                                                             magnitude and import, not knowing was not acceptable.
K-C and SAP spared no effort, developing training materials in consulta-
tion with 2,500 subject matter experts and shaping these into courses that   Experience Received. Performance Achieved.
ranged from eight to 140+ hours. K-C’s learner-centric approach built on     At an SAP Sapphire conference, K-C Team Leader Bonnie Hillsberg
adult learning theory and SAP’s concise, commonsensical five-phase           encountered a radically more powerful solution for assessing and
process: Prepare Me, Tell Me, Show Me, Let Me, Help Me.                       improving enterprise application end user performance: Knoa Software’s
                                                                             Experience and Performance Manager (EPM).

                                                                             Knoa’s EPM monitors real end-user experience and captures end-to-end
                                                                             transaction response times, ecosystem and applications errors, and a
                                                                             time-synchronized workflow – from all users, at all locations, at all times.
                                                                             In short, EPM captures the end users’ experience received and performance
                                                                             achieved, the keys to achieving business value and ROI.
K-C embraces deep knowledge                                                     Don’t just do something
After discovering Knoa’s EPM and seeing live demos at Sapphire, Hillsberg       Sometimes doing nothing is the wisest and most cost-saving course.
came back to K-C as an energized EPM advocate. EPM, she believed, was           But to do nothing with confidence and conviction, you have to know
the missing element that could synergize with K-C’s great pre-go-live           when nothing is needed. Enter Knoa EPM.
preparation to create continual performance improvements – throughout
the life of the system, and despite endless churn among users through           Not long ago, one K-C mill began complaining that its system response
new hires, promotions, attrition, and other organizational changes.             times were slower than other mills – if true, an issue for both productivity
                                                                                and morale. In reality, comparing Knoa EPM response time metrics across
Interestingly, getting organizational buy-in throughout Kimberly-Clark          the various mills demonstrated that this mill’s response times were right in
did not require extensive proof of EPM’s power, as this was clearly evident.    line with other facilities. As a result, K-C avoided spending unnecessary
“Rather, the key step was to assure Legal, HR, and stakeholders throughout      time and funds on root cause analysis of a non-issue.
the corporation that we planned to us EPM for good, not evil,” Hillsberg
says. “Our goals were to reveal and correct the impediments to optimal          In a similar vein, Knoa EPM metrics helps K-C focus its resources where
user performance and response times – not to micro-manage online                they make the most difference. Out of six SAP transactions exceeding the
behavior or single out users for praise or blame.”                              warning threshold for system errors, Knoa EPM showed that only two of
                                                                                these transactions involved a significant number of daily users, so these
Watching as no watches can                                                      got the immediate attention they deserved. Without EPM, complaints from
User and system response times are Key Performance Indicators (KPIs)            a few users of the less-important transactions might have misappropriated
that are too important to ignore and too labor- intensive so K-C employs        this effort.
EPM’s robust capabilities to capture response times in their full context,
flag responses that exceed threshold levels, and monitor performance            Likewise, Knoa EPM revealed that several custom transactions in the
changes over time.                                                              system were consistently receiving little or no use. By disabling these
                                                                                transactions in a timely way, K-C avoided the need – and costs – to test
By defining response-time benchmarks and then monitoring actual                 them for upgrade compatibility.
behavior with Knoa’s EPM, K-C is able synchronize its performance goals
across organizational and functional lines, and to distinguish between          Civilizing a last frontier
localized anomalies and widespread issues.                                      Gene Bernier, Information Technology Solutions Director of Kimberly-
                                                                                Clark joins Bonnie Hillsberg and others throughout K-C who recognize the
What you understand, you can improve                                            value of Knoa EPM. “By this point in our evolution of enterprise systems,”
Since deploying EPM, K-C has achieved performance improvements                  Bernier says, “we have a number of tools that give us good visibility into
that validate Bonnie Hillsberg’s post-Sapphire excitement. “For Kimberly-       the back end of our systems, and support the optimization of hardware
Clark,” Hillsberg says, “using EPM makes the difference between having a        and software. But all this only delivers business value when those tools
vague sense that there’s room for improvement, and knowing exactly what         enable the people who operate the business processes to perform their
is and isn’t working. EPM shows us the ‘who, what, when, where, why, and        jobs efficiently. The alignment of enterprise systems and user require-
how’ we need to know to optimize user performance – and reap the                ments has been like a last frontier. To civilize it, we need greater insight
rewards.”                                                                       into what users see, do, and how the system responds to user requests.
                                                                                By giving us this understanding, Knoa EPM is truly helping us deliver
Such knowledge not only paves the way to improvements, but also                 more robust capability to better serve the business.”
helps K-C pursue them with greater focus and efficiency. For example,
stopwatch-based response-time studies produced averaged figures from
a tiny sampling, yielding little actionable insight. In contrast, EPM metrics
revealed huge response time variations across a much broader population.
By using these metrics to pinpoint “difficult transactions” among K-C’s SAP
EBP users, K-C has been able to drop these response times from five
minutes to 20 seconds.

Another EPM nugget was the revelation that just five transactions were
accounting for approximately 90% of all user errors. Discovering this
enabled K-C to transform its annual user refresher course from a week-
long classroom program to a one-hour e-learning module. This one
change alone helped generate annual, recurring savings of nearly
$395,000!




                                                                                   “        Our goals were to reveal and correct
                                                                                    the impediments to optimal user performance
                                                                                       and response times – not to micro-manage
                                                                                          online behavior or single out users for
                                                                                                           praise or blame.
5 Union Square West
4th Floor
New York, NY 10003

212-807-9608

www.knoa.com

				
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