Informative session to learn how Belgian Railways developed a holistic and complete strategy for Enterprise Information Management and to integrate all unstructured information with the strucutured information across their SAP business applications and associated business processes.This holistic EIM strategy includes financial business processes as well as technical business processes. Understand implementation methodolgy, approach, the solutions and ROI achieved to reduce outage time of trains (Costs), accuracy of drawings and valid working procedures (Safety), and traceability (Compliance) of their maintenance work.
2. INSIGHT. INNOVATION. IMPACT.
Achieving Complete Information
Governance at Belgian Railways
SAP-408 Success Story
StĂŠphane Haelterman
Program Manager
(be.linkedin.com/in/shaelter)
3. Business case
Company key figures, corporate objectives,
strategic value, roadmap, return on investment
4. Company key figures
Employees
â˘âŻ 20.761 SNCB/NMBS
â˘âŻ 12.749 Infrabel
â˘âŻ 4.111 Holding
â˘âŻ 710 Other
Travelers
â˘âŻ > 500.000 travelers a day
â˘âŻ 207 million travelers a year
UK
Network
NL
BE
â˘âŻ 3.374 km of lines
â˘âŻ 3.002 km powered
â˘âŻ 314 km HST lines
DE
Trains &Stations
â˘âŻ 550 Stations & Stops
â˘âŻ > 3.670 trains a day
â˘âŻ 698 locomotor
â˘âŻ 740 self-propelled
â˘âŻ 280.980 seats
â˘âŻ 4 Eurostar (HST)
â˘âŻ 7 Thalys (HST)
FR
Freight
â˘âŻ 60 million tons a year
Traffic
â˘âŻ 29.298 traveler trains a week
â˘âŻ 6.941 freight trains a week
â˘âŻ 89,2% arrived on time or max 5 min. delay
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5. Corporate objectives
Past
Traditional monolithic national
railways company
Present
Future
Transition driven by
Innovation driven by
§ď§âŻ Cost optimisation
§ď§âŻ New business model within an open market
§ď§âŻ Enhanced Customer Services
-⯠passenger transport
§ď§âŻ Punctuality of rail services
-⯠maintenance of rolling stock
§ď§âŻ Uncompromising safety
§ď§âŻ Agility to meet evolving customer demands
§ď§âŻ New generation of employees
§ď§âŻ Quality and accuracy of the information
§ď§âŻ European market demands
§ď§âŻ Paper reduction
§ď§âŻ Work procedures uniformity
Legacy DBs, Custom Apps,
File servers and Paper
Strategic Platform for change
and agile business processes
Enriched Business Processes with content to
enable Enterprise Information Management
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6. Strategic value
Corporate Objectives
Progressive paper cost reduction strategy
Lower TCO for the content management solution, so a higher ROI
Enhanced Customer
Services
Faster handling of customer case files, faster information lookup
Punctuality of rail services
Speed up and avoid breaches in the supply chain by visualizing parts to
order/produce
Uncompromising safety
Accuracy of technical drawings and valid working procedures
New generation of
employees
Secure historical know-how and offer modern working tools
European market demands
Comply with demands for traceability, conformity, safety certificates
OpenText solutions
Cost optimisation
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7. Roadmap
FI,
 CO,
 MM,
 WM,
 SD,
 LE,
Â
PS,
 PM
Â
for
 4
 Central
 Workshops
Â
FI,
 CO,
 MM,
 WM,
 SD,
 LE,
Â
PS,
 PM
Â
for
 all
 en11es
Â
Â
HR,
 CO-ÂâPA,
 BI
Â
Invoice
 Mgmt
Â
HR-ÂâLSO,
 HR-ÂâQLF,
Â
Enterprise
 Portal,
Â
Â
CRM
 Complaints
Â
HST
 Maintenance,
Â
Handling,
Â
Rolling
 Stock
Â
Carve-Ââout
 B-ÂâCargo,
 Maintenance,
Â
EnGty
 In
 Charge
 of
 CRM-ÂâLTO,
 CRM-ÂâCPM,
Â
Maintenance
Â
CRM-ÂâCTR
Â
Â
Â
CRM-ÂâMKT,
 HR-ÂâPA,
Â
HR-ÂâTIME,
 HR-ÂâREC,
Â
HR-ÂâTRAVEL
Â
DistribuGon,
Â
Web
 Content
 Mgt,
Â
SAP
 Data
 Archiving
Â
Â
IS-ÂâReal
 Estate,
Â
QM
 CerGďŹcates,
Â
PS-ÂâRPM,
Â
InformaGon
 Lifecycle
 Mgmt
Â
Â
ERP
2009
Â
2010
Â
2011
Â
2012
Â
2013
Â
2014
Â
2015
Â
xECM
5.000 users
11.585 users
xECM
Â
Strategy
Â
xECM
Â
Vision
 &
 Plan
Â
Rolling
 Stock
Â
Maintenance,
Â
Intelligent
Â
Driver
Â
Assistant
Â
HST
 Maintenance,
Â
HR-ÂâLSO,
 HR-ÂâQLF,
Â
CRM-ÂâLTO,
 CRM-Ââ
CPM,
 CRM-ÂâCTR
 ,
Â
CRM
 Complaints
Â
Handling,
 Web
Â
Content
 Mgmt
Â
Enterprise
 Asset
 Mgmt
Â
QM
 CerGďŹcates,
Â
PS
Â
 DocumentaGon
 +
Â
Enterprise
 Info
 Mgmt
Â
Solman
 integraGon,
Â
PS-ÂâRPM
Â
Â
HR-ÂâOM,
 HR-ÂâPA,
 HR-ÂâTIME,
Â
HR-ÂâREC,
 HR-ÂâTRAVEL,
Â
Employee
 File
 Mgmt,
Â
InformaGon
 Lifecycle
 Mgmt
Â
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8. Return on investment & key figures
§ď§âŻ Expected savings of 30 million EUR per year from document
handling
§ď§âŻ Expected savings of 1,5 million EUR per year from intranet portal
navigation
§ď§âŻ 40% efficiency & productivity gain in the supply chain
§ď§âŻ 2.5 million documents added in the first year, growing by some
1.3 million each year to over 7.5 million after five years
§ď§âŻ 1 million technical drawings produced by 340 engineers required
by more than 1800 planners, technical workers, purchasers, etc.
§ď§âŻ Up to 5000 train drivers and 2500 train conductors receiving
documents on a mobile device
§ď§âŻ Up to 11585 users on the platform
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10. Bridge the gap between business
documents and business process
â˘âŻ
 Technical
 Drawings
Â
â˘âŻ
 Book
 of
 PaYerns
Â
â˘âŻ
 CalculaGon
 notes
Â
â˘âŻ
 Quality
 Manuals
Â
â˘âŻ
 OperaGonal
 Guides
Â
â˘âŻ
 Procedures
Â
â˘âŻ
 Work
 InstrucGons
Â
â˘âŻ
 Fact
 Sheets
Â
â˘âŻ
 Forms
Â
â˘âŻ
 Checklists
Â
Â
â˘âŻ
 Naming
 ConvenGons
Â
â˘âŻ
 Technical
 Catalogue
Â
â˘âŻ
 Pictures
Â
Â
Maintenance
Example of solutions
Â
Â
 Enterprise
 Asset
 Management
 FI/CO,
 PLM,
 SRM,
 EH&S,
 HR
Â
Real
 Estate
 Management
Â
FI/CO, PS, PM, MM, HR
Employee File Management
HCM, Non-SAP
Invoice Management
FI-AP, MM
Travel Receipt Management
HCM, FI/CO
Intelligent Driver Assistant
â˘âŻ
 Lease
 Agreements
Â
â˘âŻ
 Leasing
 Contracts
Â
â˘âŻ
 Property
 Acts
Â
â˘âŻ
 Contract
 Forms
Â
â˘âŻ
 Contract
 Account
 Sheets
Â
â˘âŻ
 Rent
 SeYlements
Â
â˘âŻ
 Customized
 Emails
 /
 Fax
Â
â˘âŻ
 Digital
 Signatures
Â
â˘âŻ
 Photos
Â
HR, PM, Non-SAP
Facility Management
â˘âŻ
 Resumes
Â
â˘âŻ
 Learning
Â
â˘âŻ
 Assessments
Â
â˘âŻ
 Appraisals
Â
â˘âŻ
 Medical
 AYests
Â
â˘âŻ
 Training
 AYests
Â
â˘âŻ
 CerGďŹcates
Â
â˘âŻ
 FuncGon
 DescripGons
Â
â˘âŻ
 Line
 Sheets
Â
â˘âŻ
 Brakes
 BulleGn
Â
â˘âŻ
 TroubleshooGng
 Wizard
Â
â˘âŻ
 Log
 Book
Â
â˘âŻ
 Time
 RegistraGon
Â
â˘âŻ
 Incident
 Handling
Â
â˘âŻ
 Invoices
Â
â˘âŻ
 Taxes
Â
â˘âŻ
 Downpayments
Â
Accounts Payable
Driver Procedures
HR
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11. Past vendor invoice management
Vendor A
Purchaser
A/P Clerk
Vendor B
Legacy
Systems
Vendor C
Vendor Z
Local purchasing (300 users)
Local accountancy (100 users)
30% PO invoices / No action at the source / Lost invoices / Lost discounts / Late payments
Double payments / No accurate accruals / Difficult closings / No visibility into costs / No traceability
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12. Current vendor invoice management
.
Vendor A
Purchasing
.
Purchaser
Warehouse
Accountant
Posting
Solving
Issues
.
.
A/P Clerk
Vendor B
OtherâŚ
Mail Room
Purchaser
Logistic Control
Vendor C
Scanning
Data Control
Accountant
Payment
Vendor Z
Record
Management
Central Procurement (100 users)
Financial Shared Services (20 users)
95% PO invoices / Minimal backlog / On-time payments / 70% faster process / Provisioning quality
Transparency into costs / Quality closings / Reporting / Task distribution / Traceability / Paper reduction
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14. Current drawing management
Fast / Up-to-date / Accurate / Integrated / Traceable / Auditable
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15. Kiosk with materials catalogue and drawings
Fast / Up-to-date / Accurate / Integrated / To-the-point / Accessible
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16. Previous driver regulations & manuals
12 KG backpack
full of paper
Paper based / Confusing / Duplicates / Inaccuracy / Time consumingâŚ
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17. Current driver regulations & manuals
2 KG
mobile device
Lightweight / Compact / Fast / Up-to-date / To-the-point / Cost effective
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18. Integrated customer billing and ticketing
Convergent
Charging & Billing
Marketing
Digital
Asset
Delivery Confirmation
Accurate / Consolidated / Automated / Flexible / Personalized
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19. Comply with European legislation
The âEntity In Charge of Maintenanceâ needs to comply with the following prescriptions:
1
It manages the maintenance logbooks for each vehicle which it is registered in
the National Register of Vehicles as âEntity in charge of Maintenance", and
ensures the correct implementation by ensuring that the vehicle is maintained
in accordance with its maintenance backlog and requirements force including the
TSI (Technical Specifications Interoperability);
2
It provides traceability of maintenance operations performed on each vehicle
by managing and keeping up to date maintenance reports for each vehicle;
the lessons
including the data from maintenance,
3 It analyzes to update the learned maintenance logbook adequately; accidents
or incidents
owner's
4
It informs the owner of all restrictions and specific operation conditions of these
cars;
5 It contracts a liability insurance covering sufficient financial risks arising from its
activities.
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20. Comply with European legislations
â˘âŻ
WMS, Wagon Maintenance Services, is an
entity of workshops, with central coordinating
services, that offers its expertise of Wagon
Maintenance over whole Belgium that combines
high level maintenance studies with the precise
adaptation and registration of the wagon
passport.
â˘âŻ
SNCB is certified as ECM (Entity In Charge of
Maintenance) with EU id BE-34-2011-0001.
â˘âŻ
ISO9001 / ISO9000 / ISO9008 / ISO55000
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24. Enterprise information management (EIM) is an
integrative discipline for structuring, describing
and governing information assets across
organizational and technological boundaries to
improve efficiency, promote transparency and
enable business insight.
http://www.gartner.com/it-glossary/
enterprise-information-management-eim/
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29. Inventory
Discipline
Information Governance
Process
model
Organisation
Maturity
Technology
N/A
Information Architecture
Information Quality Management
Reference & Master Data Management
SAP Master Data Management
Data Warehousing & Business Intellingence
SAP Business Waherouse
SAP Business Intelligence
SAP Business Objects
Structured Data Management
SAP Enterprise Resource Planning
SAP Customer Relationship Mgmt
Legacy Systems
Unstructured Data Management
OT xECM for SAP solutions
OT CCM for SAP Solutions
Metadata Management
Information Security
Assigner
SAP Identity Management
Communication Channels
SAP Portal + OT PSM + OT PCM
SAP Gui
OT xECM for SAP solutions
Mobile devices
Data Stewardship
EIM Services
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30. Governance context
Business strategy, policies & rules, IT constraints & policies
Project requirements
â˘âŻDrawing Management
â˘âŻMaintenance documentation
â˘âŻPurchasing
â˘âŻIntelligent Driver Assistant
â˘âŻHR
â˘âŻCRM complaints handling
â˘âŻCorporate Communication
â˘âŻAXI Case Management
â˘âŻArchiving
â˘âŻâŚ
EIM Functionalities
EIM Governance
Process optimization
en/of
Legal
en/of
Privacy
en/of
ISO certification
en/of
Intellectual property
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31. Governance model
Business governance
â˘âŻ Global rules for managing the information
â˘âŻ Global content model with local degrees of freedom
Change Management
â˘âŻ Allocation of roles, groups and users
Program governance (steering commitee)
Information
Architecture
â˘âŻ
â˘âŻ
â˘âŻ
â˘âŻ
Folder structure
Typology
Common meta data model
Autorizations model
â˘âŻ Coordinate impact of initiatives on program level to
global view
Platform governance
â˘âŻ Selection criteria and rules about the structure and
management of the platform
â˘âŻ Interaction / integration with other platforms and
applications
Operational governance
â˘âŻ Management of roles and groups
Management & update of information model
â˘âŻ Helpdesk & Quality Control
Communication channels governance
â˘âŻ Management of roles and groups
IT governance
STABILITY
SUSTAINABILITY
UNIFORMIZATION
STANDARDIZATION
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32. Core Processes
Information architecture
Planning and execution passenger
transport and related Services
Design
Forecast
Maintenance
Rolling
Stock
Rolling Stock
Planning and execution freight transport
en related Services
Sales
Services
and Customer
Management
Support
Processes
Bevoorrading & Aankoop
Supply and Purchasing
Finance Control
Finance & & Controlling
Sustainability Governance, Risk & Compliance
Sustainability & & Governance, Risk & Compliance
ITIT services
services
Human Resources
Human Capital Management
Buildings and installations
Business Intelligence & Enterprise Information Management
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33. Information architecture
Based on Organization
Based on Value Chain
Total of 219 entities
34 B-TC / 34 B-MO / 36 B-EU / 49 B-CS / 23 B-CF / 43 B-F
56 folders per entity
12.264 folders
distributed over 4 levels
Level 1: Business Unit
Level 2: Entity
Level 3-4: Theme
Level 5 â 6 â 7 : Process/project specific
130 folders
distributed over 3 levels
Level1: Domain based on value chain element
Level 2 â 3: Value chain element
Level 3 â 4 â 5: Process/project specific
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34. Information architecture
Portal
Organization
Information Management
Value Chain
B-TC
B-TC.1
B-TC.4
B-TC.9
B-TC.41
B-TC.43
Rollend Materieel
Planning en execution passenger transport.
Planning and execution freight transportâŚ
Portal
Localization
SalesServices and CustomerManagement
Supply and Purchasing
Finance & Control
Sustainability & Governance, RiskâŚ
IT Services
Human Capital Management
Buildings & Installations
Business Intelligence & EIM
Other Media
Function
Portal
Function
Intelligent
Driver
Assistant
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35. Information architecture
Robust and flexible for organizational changes
Shallow and user-friendly structure
Inline structure Portal â SAP â xECM
Relation between structure and homogeneous user groups
Homogeneous use of metadata and classification(s)
Matched to performance (process / people / system)
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36. Summary
ONE Global
Information Reference Model
â˘âŻ Data / Document(s) & -types
â˘âŻ Identification & codification
â˘âŻ Metadata model
â˘âŻ Folder structure
SAP Integration
â˘âŻ On masterdata
â˘âŻ On business processes
Trust & Compliance
â˘âŻ Reference library
â˘âŻ Management processes
â˘âŻ Information security
Standardization
Management model
â˘âŻ Management of data / documents
â˘âŻ Publication
â˘âŻ Communication
â˘âŻ Distribution lists
â˘âŻ Role assignment
Recognition
â˘âŻ House style & Branding
â˘âŻ Identification
Collaboration
Communication
â˘âŻ Intern/Extern Portals
â˘âŻ Mobile devices
â˘âŻ Transparancy
â˘âŻ Traceability
â˘âŻ One version of
the truth
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39. Ignition
§ď§âŻ
Information Governance
§ď§âŻ
§ď§âŻ
§ď§âŻ
To define rules
To standardize work procedures
Information Architecture
§ď§âŻ
§ď§âŻ
To define common information models for a unified and efficient use of information
§ď§âŻ
To manage the lifecycle of information
§ď§âŻ
§ď§âŻ
To define the landscape of potential information (such as ERP, CRM, Business Intelligence, ECM)
To define the various sources for the data set (including master data) for uniqueness
Information Quality Management
§ď§âŻ
§ď§âŻ
§ď§âŻ
To define quality KPIs
To ensure information by checking and cleaning up data
Non-Structured Data Management
§ď§âŻ
Further development of OT xECM for SAP solutions to manage all types of information which may affect
the alignment of information models
§ď§âŻ
Further integrating business processes with influence on the information models alignment
§ď§âŻ
Information Security
§ď§âŻ
Communication channels
§ď§âŻ Portal developments for all information types to consume which may affect alignment of information models
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40. Evolution
Information Architecture
Information
Quality
Management
Reference &
Master Data
Management
Data
Warehousing
& Business
Intellingence
Structured Data
Management
Unstructured
Data
Management
Information Security
Communication Channels
Portal
Mobile Devices
+ others
ERP
CRM
+ Reporting
EIM Services
Data Stewardship
Information
Governance
Document
Management
System
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41. Evolution
§ď§âŻ Reference and Master Data Management
§ď§âŻ To keep important information sources in sync
§ď§âŻ Business Warehousing and Business Intelligence
§ď§âŻ To correctly align data models with ERP, CRM and ECM
§ď§âŻ To deliver relevant reporting and KPIs
§ď§âŻ Communication channels
§ď§âŻ Mobile access
§ď§âŻ Data Stewardship
§ď§âŻ EIM Services
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44. Business solutions
§ď§âŻ OpenText Extended ECM for SAP Solutions
§ď§âŻ OpenText Vendor Invoice Management for
SAP Solutions
§ď§âŻ OpenText Customer Communications
7 8
Management for SAP Solutions
§ď§âŻ OpenText Portal Site Management for SAP
Solutions
§ď§âŻ OpenText Portal Content Management for
SAP Solutions
§ď§âŻ OpenText BPM Assure ITSM
§ď§âŻ OpenText Tempobox
§ď§âŻ OpenText AppWorks
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