►
Description
In this session, Prakash Dharmani, Global CIO of EPL Ltd shared lessons from their journey of shop floor automation and their S/4HANA go-live.
A
Quick
introduction,
I
am
prakash
prakash
dharmani
and
I'm
a
global
cio
for
company,
known
as
epl
limited,
quick
background,
so
today's
agenda-
I
just
wanted
to
cover
you,
know
quick.
Broadly,
basically,
you
know
two
topics,
so
these
topics
revolved
around
one
is
we
did
a
bit
of
our
industry,
iot
4.0
implementation,
you
know,
so
I
would
just
quickly
talk
about
it.
How
did
we
go
about
it?
What
were
the
challenges
and
then
so?
A
While
this
was
done
last
year,
and
recently
we
have
actually
gone
live
with
this,
our
complete
s4hana
migration.
So
I'll
just
you
know,
touch
upon
this
projection.
I
would
request
this
to
be
a
little
bit
more
interactive.
Kindly
please
be
feel
to
ask
questions
as
in
when
you
feel,
or
you
know
please.
More
importantly,
I
hope
I
am
audible
or
in
case
of
you
know,
you
want
me
to
go
little
slow.
I
could
actually
do
that.
A
Yes,
so
coming
to
epl
sl
pro
pacquiao
and
it
was
actually
urs
file
known
as
sl
protect
limited,
and
I
would
not
be
surprised
if
you
would.
You
know
I'm
sure,
indirectly,
most
of
you
are
our
customers
in
the
sense
you
know
we
are
one
of
the
world's
largest,
I
would
say,
supplier
of
packaging,
laminated
and
plastic
tubes.
So
what
are
these
tubes?
Just
to
give
you
a
brief
background?
These
tubes
are
used
for
the
you
know,
packaging
of
maybe
you
say,
oral
care
and
non-oral
care
products.
A
So
when
I
say
oral
care
is
basically
a
toothpaste,
for
example,
toothpaste
what
you're
using
in
singapore,
or
you
know,
or
even
in
china
or
any
parts
of
the
world.
It's
a
very
high
probability
that
you
know
this
toothpaste,
packaging
material
would
have
been
made
by
us
because
we
almost
have
like
close
to
33
percent
market
share
across
the
globe.
Similarly,
you
know
say:
there's
a
l'oreal
product
which
you
might
be
using
or
a
pharmaceutical
product
used.
A
You
might
be
using.
So
we
are
one
of
the
world's
largest
supplier
to
laminated
plastic
tubes
to
the
lot
of
epson,
fmcg,
pharma
companies
etc.
So,
like
I
mentioned,
we
produce
almost
8
billion
tubes
across
the
globe.
We
have
a
presence
in
practically
most
of
the
continents,
so
whether
it
is
us
mexico,
colombia
and
germany,
poland,
these
all
places,
we
actually
have
our
manufacturing
bros
based
location.
So
we
have
around
20
manufacturing
units
across
the
globe.
A
We've
got
around
50
odd
patents,
which
have
been
filed
in
our
names
and
similarly,
like
I
mentioned,
we
are
a
global
leader
in
oral
care
packaging.
Quick
brief.
Firstly,
I
know
just
just
to
introduce
ourselves:
our
company
was
incorporated
in
1982
in
india
we
are
a
india-based
mnc,
but
then
over
the
period
we
have
grown,
you
know
we
have
established
our
footprint
across
the
globe
and
just
to
last,
a
couple
of
milestones.
Recently
we
got
acquired
by
blackstone
globally.
A
So
that's
a
brief
history
now
deep,
diving
into
the
topics
which
might
I'm
sure
you
guys
would
be
into
more
of
it
as
to
you.
If
I
look
at
our
complete
landscape,
you
know
the
current
I.t
landscape,
so
at
the
we
we
have
implemented
sf4
sap,
s4
hana
across
you
know.
All
my
legal
entities
across
the
globe,
like
I
mentioned,
I
have
20
manufacturing
plants,
so
we
all
are
on
a
single
instance
of
sap,
which
is
hosted
out
of
india
and
on
top
of
hana,
we
have
sap.
A
A
A
This
is
a
esco
application
which
we
had
implemented
is
a
third
party
software
again,
which
we
had
implemented
to
capture
the
customer
requirements
in
our
you
know
in
our
business
there's
a
artwork
which
gets
captured,
and
so
this
is
e-act,
then,
on
top
of
it,
like
I
mentioned
recently,
we
have
implemented
iot
complete
landscape
from
nac.
We
use
nec's
japan
and
he
sees
a
japanese-based
problem
right.
A
So
we
use
document
management
system,
homegrown
legacy
system
which
we
use
and
for
financial
consolidation.
We
use
oracle
product
fccs
on
the
cloud.
Cognos
is
our
business
process,
consolidating
tool
which
we
use
for
basically
annual
business
planning.
This
is
ibm
product
which
you,
which
you
have
deployed,
and
you
know.
Obviously
you
know
the
data
lake
can't
be
the
complete
mis
analytics
can't
be
far
away.
So
on
top
of
this,
we
have
implemented
data
link
on
aws
platform
I'll
just
take
one
quick,
five
minute,
five.
Second,
a
quick
break.
A
A
A
Now,
coming
to
the
you
know,
first,
like
I
mentioned,
you
know,
I'm
going
to
talk
about
two
key
projects
which
he
did
you
know
coming
to.
The
first
projects,
if
I
look
at,
is
basically
a
complete
shop
flow
digitization
project
which
we
started
implementing
so
here
you
know
our
thought
process
was
today.
If
you
look
at
the
life
of
any
manufacturing
era
plant,
there's
a
lot
of
data
which
gets
captured.
A
You
know,
there's
a
log
book,
there's
a
shift
log
book
and
there
are
various
process
parameters
and
production
related
parameters
which
gets
captured
now.
These
are
traditionally
captured
in
a
you
know,
log
a
manual
logbook,
so
we
thought
of
you
know,
automating
this
complete
and
digitizing
this
complete
process.
So
we
started
from
traditional,
you
know
and
see
what
what
was
also
happening
was
once
these
data
was
captured
in
the
logbook.
A
When
I'm
doing
a
production
booking,
you
need
to
ensure
that
the
person
cannot
book
more
than
the
production
order
itself.
There
are
a
lot
of
validations
which
are
built
in
based
on
the
master
data,
routing
data
bm
bom
data,
which
enables
which
ensures
that
you
know
people
can't
put
in
junk
data,
so
approval
validation
was
also
built
in.
Similarly,
like
I
mentioned,
we've
shifted
from
completely
from
physical
records
to
the
to
the
digital
records,
and
and
on
top
of
it,
we
also
you
know
to
enable
the
complete
analytics
piece
of
it.
A
We
have
actually
implemented
an
mln
ai
solution,
so
this
is
a
disclaimer.
This
is
a
work
in
progress,
you're
still
working
on
this
to
develop
mln
ai
algorithms.
On
top
of
it,
this
we
are
doing
it
now
aws
platform
and
like
see
this
one
project
also
enabled
you
know
what
has
brought
since
we
are
presence
in
20
different
geographies
every
other
earlier
what
used
to
happen,
even
though
we
had
implemented
sap
over
the
years?
There
was
a
lot
of
you
know:
process
changes
had
occurred
and
each
unit
was
working
differently.
A
So,
but
now
with
this,
we
have
brought
in
lot
of
standardization
and
ensuring
that
you
know
everybody
is
following
us
in
standard
manufacturing
processes
to
capture
the
production
related
data.
So
this
is
a
brief
architecture.
You
know
from
the
you
know
from
technical
architecture,
I
would
say
so.
For
example,
these,
on
the
left
hand,
side
are
our
machines,
which
are
used
to
manufacture
the
our
laminated
and
plastic
tubes
now
using
a
iot
gateway.
Typically,
we
capture
the
data
from
individual
machines.
A
Okay
and
this
iot
data
is
actually
then
pushed
onto
using
mqtt.
You
know
protocols
it's
actually
pushed
to
the
iot,
centralized
iot
server,
which
is
hosted.
You
know
so
knows,
okay,
so
this
will
first
push
the
data
to
iot
edge
server
and
from
iot
servers.
The
data
actually
goes
to
the
centralized
server
which
which
is
integrated
with
sap
on
a
using
pipo.
We
capture
the
relevant
data
into
the
pip
of
sap
platform,
and
then
this
further
you
know.
Basically,
we
have
developed
this
complete,
fury
gateway
for
accessing
this
applications.
A
You
know
so
we
we
have,
for
example,
purchase
order
booking
the
output
details,
order,
processing
data,
everything
which
was
earlier
happening
in
traditional
sap
ecc.
We
have
brought
it
down
to
a
handset,
so
the
person,
a
production
engineer
using
a
handset,
can
actually
do
all
these
activities,
and
this
has
resulted
with
time
into
you
know:
productivity
gains.
A
And
ultimately,
you
know
operator,
he
gets
a
complete
visibility
on
the
reports,
so
here,
so
this
is
a
kind
of
a
screen
which
a
production
engineer.
You
know
on
the
shop
floor
when
he's
using.
He
gets
to
see
you
know,
so
he
has
to
enter
the
production
data
then
using
we
and
we
have,
like
you,
know
any
mobile
applications.
There
are.
We
have
created
various
mobile,
smart,
small
applets.
I
would
say
to
capture
the
complete
or
order
details
to
you
know
to.
Basically
this
covers
a
complete
production
cycle
of
a
engineer
and
in
the
output.
A
A
B
B
A
A
You
know
our
sap
power
users
into
single
location
in
so
we
brought
them
to
in
india
in
one
of
our
biggest
brand,
and
we
run
for
around
six
to
seven
days.
We
were
just
brainstorming.
You
know
what
we
understood
the
pain
points
each
region
is
facing,
okay
and,
but
then
thought
process
was
that
you
know
after
at
the
end
of
the
six
seven
days,
all
the
plant
people
have
to
agree
that
this
is
the
process
which
we
will
we
will
follow
when
our
systems
are
getting
digitized.
A
So
we
we
got
so
you
know
that
that's
the
way
we
address
the
change
management
as
well
as
we,
you
know,
got
a
buy-in
that,
whatever
we
are
doing
now,
we
will
be
something
which
is
going
to
while
it
is
going
to
be
different.
But
then
this
will
enable
lot
of
productivity
gains,
because
people
will
not
have
to
key
in
lot
of
manual
data.
This
will
automate
and
simplify
their
life,
so
this
is
a
way
we
actually
handle
it.
We
and
then,
after
that,
also
what
we
used
to
do
on
a
monthly
basis.
A
You
know
we
used
to
engage
and
keep
talking
to
all
the
regionals,
because,
obviously
we
cannot
you
know
people
can't
keep
traveling.
It
is
expensive
to
bring
all
the
20
people,
but
one
time
we
did
that
post
that
we
regularly
kept
on
engaging
with
them
to
showcase
what
was
happening
and
once
then
the
system
was
ready.
We
again,
you
know,
invited
few
regional
leaders
to
come
and
test
the
system.
A
So
what
we
actually
did
you
know
say,
for
example,
when
we
were
going
live
in
india
apart
from
india,
we
ask
polish
users
to
test
the
system
so
that
you
know
they
also
understand
what.
So,
when
I
go
to
the
poland,
you
know
they
will
be
knowing
exactly
what
is
going
to
come
in
their
way.
So
we
we
formed
a
multi.
You
know
a
cross
geographical
team
to
engage
with
the
users
so
that
you
know
adoption
becomes
much
more
easier
when
the
system
is
rolled
out.
B
B
So
one
of
the
questions
then
comes:
is
you
know
in
terms
of
productivity
gain,
so
what
kind
of
productivity
gains
have
you
seen
after
go
live
from
on
this
point
of
view,
and
when
you
see
automate
a
lot
of
these
data
capture,
what
kind
of
automation
is
it
machine
directly?
You
know
the
feed
coming
through
the
iot
sensors.
Is
it
qr
code
based
automation?
Is
it
scanning
based
automation?
A
Yeah
so
yeah
multiple
questions,
so
let
me
try
to
answer
it
one
by
one,
okay
and
see.
One
in
terms
of
you
know:
yeah
productivity
gains
right.
So
one
question
see
today,
for
example,
before
we
implemented
this
system
on
an
average
every
shift
operator
or
a
production
engineer
used
to
spend
roughly
about
two
hours
in
ensuring
that
you
know
the
data,
his
production
data,
everything
is
getting
captured.
A
You
know
so,
and
that
is
really
amazing,
because
a
it
has
become
very
easy
for
the
operator
you
know
and
they
for
them,
because
if
they
don't
need
to
go
back
to
the
desktops,
because
now
we
have
given
them
a
handle
devices,
you
know
which
is
which
is
loaded
with
basically
application.
These
are
industrial
and
handle
devices
either
zebra
devices
or
honeywell
devices.
You
know
which
are
which
has
got.
You
know
capability
to
host
mobile
applications
and
integrate
with
sap
in
the
back
end.
So
this
is
productivity
wise,
it's
absolutely.
A
It
has
been
a
good
payback
for
us
in
terms
of
again
change
management,
see
since
initially
we
were
only
traditionally
using,
I
would
say,
sap
ecc
now,
with
this
application
it
has
now
we
have
implemented
sap
fury.
You
know
in
the
front
end,
so
obviously
there's
a
back
end,
but
more
challenging,
I
think,
was
even
the
basically
the
capturing
of
machine
data,
the
iot
platform
which
we
chose.
A
You
know
because
a
you
know,
while
a
lot
of
people
say
that
you
know
they
have
implemented
iot,
etc,
but
when
we
actually
started
you
know
getting
into
it
a
lot
of
things
hit
us
in
terms
of
what
what
kind
of
you
know
sizing.
Should
I
do
what
will
I
will
compute
on
edge?
What
what
I
will
compute
on
the
cloud?
A
Okay,
because
accordingly
lot
of
things
changes,
then
even
frequency
of
capturing
the
data.
You
know
we
suppose,
because
there
are
a
lot
of
signals
getting
getting
generated.
Now,
when
I'm
capturing
that
on
iot
platform,
I
will
you
know
very
easy
to
say
capture
everything,
but
then
suddenly
the
database
bonus
up
like
anything
and
then
you
will
see.
Then
you
need
to
optimize,
and
you
know
you
need
to
remove
unwanted
data,
because
that
itself
is
lot
of
admin
activities
which
comes
into
the
picture,
so
screening
and
again
being
sap
I'll
say.
A
We
also
had
to
ensure
that
you
know
we
are
compliant
from
the
compliance
perspective.
So
we
we
bought
the
digital
licenses
also
to
capture
the
certain
data
from
iot
platform
into
sap.
So,
while
we
are
not
pushing
everything
into
sap
but
then
limited
information
which
is
required
for
production
booking,
you
know
from
governor's
perspective,
that
is
also
I
would
like
you
know.
I
will
inform
the
user
of
that.
We
went
and
bought
digital
licenses
so
for
limited
data
exchange,
which
is
happening
in
between
iot
platform
and
sap.
That
was
another
technological.
A
A
Even
the
skill
set
availability
in
the
market
today,
you
know
there
are
not
a
lot
of
people
who
are
who
has
done
this
kind
of
integration
in
the
market
who
can
tell
us
into
and
how
to
go
about
it
right.
So
these
are
the,
I
would
say,
major
things
which
actually
were
really
challenging
for
our
perspective,
even
networks
when
we,
you
know
when
you're
doing
iot
project
you
know.
B
Yeah,
okay,
so
there
there
are
not
too
many
questions
coming
forth.
So
let
me
ask
my
question:
you
spoke
about
the
productivity
gains
that
you
saw
on
the
shop
floor
from
the
production
engineers
perspective
right.
So
did
you
also
see
an
improvement
in
terms
of
the
quality
of
data
and
the
insights
that
these
data
provide
for
senior
leadership,
to
make
decisions,
and-
and
so
that's
one-
you
know
in
terms
of
quality
of
data
and
how
it
helps
your
decision
makers
make
decisions,
and
second,
is
how
did
you
justify
the
roi
for
the
entire
experiment?
A
Yeah
sure
so,
okay,
definitely
from
data
integrity,
because
now
majority
of
the
data
operators
are
not
you
know,
keying
in
they
are
actually
being
captured
by
the
you
know,
either
the
iot
application
or
the
fiori
application.
Yes,
I
did
not
answer
one
more
part.
Now
I
remember
you
in
fact
asked
see.
We
have
implemented
qr
code
scanning,
so
every
production
order
or
you
know
which
across
the
plant
is
actually
we
have
a
barcode
whenever
it
gets
generated
and
it
is
actually
pasted
on
the
finished
good
or
smash
heavy
finish
good
product.
A
So
what
we
do
is
we
the
handle
devices.
What
we
bought
are
actually
capable
of
to
do
the
scanning
also
so
that
has
further
simplified
the
data
capturing
part
of
it
and
reduce
data
errors,
to
the
very
large
extent
say,
for
example,
what
used
to
happen
earlier
was
before
this
application
was
implemented.
You
know
production
used
to
happen.
A
They
used
to
get
filled
in
the
boxes,
but
the
labels
for
this
you
know
which
are
getting
pasted
on
the
box,
were
either
pre-printed
or
they
used
to
post
print
as
and
when
the
operator
used
to
get
time.
Now
what
we
have
done
is
we
have
automated
the
complete
process.
So
as
soon
as
the
box
is
getting
generated
and
it
is
filled,
parallelly,
a
label
is
getting
generated
as
soon
as
the
box
is
filled
and
through
iot.
A
It
triggers
the
signal
to
generate
the
box
label
on
now,
and
that
is
pasted
on
the
box
there
and
there
itself.
So
obviously
the
data
quality
mix-up
production
you
know
earlier
there
should
be
some
cases
where
one
particular
box
you
know
miss.
We
used
to
call
mixed,
I
mean
mix
and
match
cases.
You
know
some
box
used
to
go
to
some
different
customer
altogether.
So
though,
all
those
things
has
improved
quite
a
lot.
A
So
in
terms
of
roi,
what
we
did.
We
started
small
in
the
sense
across
trend
before
going
for
a
20
plants.
We
actually
did
one
pilot
in
one
particular
plant
to
see
what
are
the
benefits
once
we
saw
that
yes,
the
benefit
whatever
we
had
annual
envisage
was
real.
Then
now
we
are
scaling
it
up,
so
we
did
see
conservatively.
We
had
mentioned
to
the
management
that
you
know
we
will
get
the
savings
of
around
25
to
30
minutes.
A
You
know,
but
then,
when
the
management
saw
that
you
know,
the
savings
are
much
more
bigger
in
a
pilot
project.
They
obviously
you
know
now.
In
fact,
pressure
is
back
on
me
to
roll
this
out.
You
know
this
across
the
globe,
so
it's
a
reverse
pressure.
In
fact,
you
know
I'm
facing
right
now,
so
how
quickly
we
can
scale
this
up.
B
A
See,
while
you
know
we
have
put,
we
are
yet
to
put
a
number
to
it,
varsity.
What
is
happening
is
because
now
they
have,
you
know
the
shift
see
this.
Since
the
you
know
the
reports
which
were
earlier
available
in
the
logbook
for
a
you
know,
on
a
stand-on
basis,
the
even
our
unit
managers.
We
have
given
them
access
on
a
power
bi
platform.
A
So
all
these
now
report
and
visibility
of
what
is
my
plan
usage
up
time,
etc
is
available
to
them
on
a
you
know,
even
when
they
are
back
home,
sometimes
they
do
check
and
check.
You
know
see
which
particular
machine
is
down
or
you
know
which
particular
machine
is
really
not
performing.
As
for
the
expectation,
so
all
these
things
are
resulting
into
a
quicker
decision
making
process.
A
So
now
whether
this
is
actually
resulted
in
the
machine
official,
I
mean
operational
equipment
efficiency.
Personally,
I
feel
that,
but
it
is
a
feeling
it's
going
to
take
some
time
to
really
translate
that
into
the
numbers.
But
one
thing
I
can
tell
you
by
the
sheer
pressure
which
I
got
from
the
management
to
quickly
roll
out
across
units
that
that
definitely
tells
me
this.
Yes,
definitely,
this
is
giving
them
a
lot
of
benefits.
A
A
A
You
know
by
in
fact,
at
a
time
more
or
less
the
second
wave
of
coveted
got
completed
and,
like
I
mentioned
across
the
globe,
we
have
around
20
plants.
So
what
we
did
was
you
know
we,
since
my
complete
landscape
was
almost
like
seven
year
old,
you
know
hardware,
and
if
we
want
there
was
a
there
was
a
pressure
on
me
to
you
know:
change
the
complete
sap.
We
are
on
actually
hp
back
box
and
we
wanted,
to
you
know,
do
a
complete
hardware
refresh.
A
A
A
So
my
complete
sap
landscape,
like
I
mentioned,
see
apart
from
standard
sap,
we
use
also
use
apo.
We
have
bib
bi
and
bw,
which
was
implemented,
and
we
did
this
complete
migration
in
a
single
stop,
I'm
a
with
a
bank,
big
bang
approach.
We
moved
all
these
applications
onto
the
sap
hana
platform,
okay,
and
so
we,
finally,
actually
we
went
live
and
on
24th
of
january.
So
that
was
our.
You
know
complete
progression.
A
A
A
Personally,
I
felt
you
know
we
we
we,
you
know
this
complete
duration
of
seven
one
project.
You
know
we
spent
almost
one
one
and
a
half
months
on
a
negative
stock
issues.
So
I'll
just
quickly
tell
you
what
is
negative
stock,
basically
see
what
is
happening
is
we
had
gone
live
in
sap
in
2009
on
ecc
in
2009?
A
A
There
were
a
lot
of
line
items
which
are
going
into
the
negative
stocks.
Now
when
we
deep
dive
into
it,
I
mean
we
raised.
Obviously
tickets
with
sap
and
our
implementation
partner
in
india
was
ibm.
We
raised
a
lot
of,
I
mean
multiple
times.
We
raised
this
issue,
but
we
were
not
getting
any
particular
solution
from
this.
Okay,
then,
finally,
we
we
actually
had
to
reach
out
to
sap
max
attention.
We
had
taken
this
service
as
an
add-on
to
ensure
that
our
complete
migration
went
smoothly.
A
You
know
so
there
was
one
particular
node.
I
just
mentioned
that
two
six:
zero
zero,
the
for
the
technical
guys
to
look
at
it.
If,
in
case
you
are
in
the
process
of
migration,
do
look
at
this
particular
node,
which
clearly
gives
us
a
direction
of
what
needs
to
be
done
into
this
particular
case.
Where
you
get
negatives
to
stops
the
problem
see
you
can't
overlook
this
particular
issue,
because
otherwise,
if
you
go
ahead-
and
just
you
know
ignore
this
error,
you
will
have
a
mismatch
or
you
know
your
inventory.
A
Reconciliation
will
go
for
a
toss,
post
migration
and
I'm
sure
auditors
will
not
approve
this
kind
of
you
know.
So
you
you
need
to
ensure
that
you
complete
when
you
do
the
migration,
your
stocks
are
telling
your
reconciliation
is
there.
Otherwise,
at
least
our
auditors
would
have
clearly
told
us
with
this
scenario.
We
really
can't
sign
off.
A
Another
issue
I
would
say
which
we
faced
in
terms
of
was
what
was
happening
during
migration.
You
know
this
was
actually
I'm
talking
of
when
the
cut
over
was
happening.
Okay,
our
cp
utilization,
though
we
had,
you
know
size
the
complete
infrastructure
you
know.
As
for
the
employment
recommendation
of
the
implementation
partner,
in
fact,
we
had
not
only
size.
We
had
oversized
that,
in
spite
of
that,
during
migration,
our
super
utilization
was
going
to
100
percent,
and
it
was
actually
you
know
causing
the
jobs
were
getting
stuck.
A
Okay,
now
is
very
interesting.
You
know
the
root
cause
when
we,
you
know
they
said
you
know
what
was
happening,
and
this
is.
This
is
really
a
classic
thing
guys
I
mean
I
would
so
you
know
what
was
happening.
You
you
need
to
allocate
memory
utilize.
You
know
memory
to
the
individual
processes.
Now
what
we
had
done
was
for,
since
we
thought
this
particular
process
is
critical.
You
know
migration,
we
allocated
hundred
percent
of
util.
You
know
resources
to
that
particular
process.
A
A
So
simple
solution
was,
you
know,
to
allow
reduce
the
location
from
100
to
90
or
95,
so
that
another
10
percent
of
your
memory
allocation
actually
keeps
getting
utilized
to
keep
processing
other
processes
which
are
also
critical
for
migration,
and
you
know,
while
I'm
saying
this
in
one
or
two
sentence,
trust
me
in
those
blackout
period
of
40,
we
had
a
blackout
period
of
50
minutes.
My
two
to
two
and
a
half
hours
were
lost
in
this
particular
activity.
So
it's
a
very
important
learning
again.
A
We
we
had
to
log
a
ticket
with
sap,
you
know
global
resource
and
by
the
time
they
could
come
in
solve
the
ticket
and
give
us
a
you
know
solution.
We
we
lost
a
bit
of
time
in
this,
so
I
would
say
it's
critical
to
you
know,
get
all
these
things
right
when
you're
doing
the
migration
yeah.
Similarly,
in
sap
there's
a
ac
docker
table,
and
since
migration
I
mean,
since
we
are
very
old
sap
user
2009
says
review,
our
database
table
had
reached
almost
to
the
2
billion.
A
You
know
transactions
and
this
this
is
also
becomes
very
sap.
Ideally
speaking,
you
should
try
to
you,
know,
make
partitions
and
will
you
you
know,
reduce
the
size
of
the
table.
This
is
what
sap
recommends,
but
ideally
you
should
try
to
do
this
even
before
you
do
the
migration
this
will.
Unfortunately,
we
did
this
post
migration
and
I
have
take
one
more
shutdown,
so
my
you
know,
submission
and
request
would
be
you
guys
should
look
at
archiving
or
partitioning
ac,
docker
tables
before
you
actually
take
on
the
implementation
you
know.
A
A
B
A
A
A
We
we
thought
that
you
know
the
single
step
process
now,
since
sap
is
much
more
stable
and
even
that
we
moved
from
22,
I
mean
we
moved
to
sap
on
a
2020
version
which
is
much
more
stable
and
and
when
we
spoke
to
a
lot
of
other
customers
and
peers
in
the
industry
that
we
got
a
good
feedback.
It's
that
you
know
there
are
no
major
issues
and
we
can
go
on
so
there's
a
reason.
We
adopted
this
approach.
A
A
We
divided
the
whole
project
team
into
three
part.
One
was
basically
id
team
users
who
will
be
responsible
for
you
know,
configuration
coding,
etc,
but
then
sap
we
also
identified
sap
bpos
business
process
owners
to
ensure
that
there
there's
a
standardization
of
the
processes
across
the
geographies
and
below
them.
We
had
sap
power
users.
A
Now
we
used
to
practically
have
weekly
review
meetings
with
each
of
these
discipline
process
owners
to
ensure
you
know
they
are
getting
onboarded
or
you
know
they
are
involved
in
gap,
analysis
or
mapping
of
you
know
between
existing
and
2b
processors,
because
we
did
functional
migration
also.
So
we
touched
upon
a
lot
of
processes
which
needed
upgrade
so
we
we,
we
had
extensive
discussion
across
the
team
across
the
globe
to
ensure
that
you
know
everybody
was
on-boarded.
A
This
was
so.
This
part
went
really
very
well,
I
think
the
while
we
did
have
three
issues.
Three
four
technical
issues,
but
in
general
ibm
did
a
good
job.
I
would
say
I'll
not
shy
from
saying
that
and
ensuring
that
the
overall
migration
went
quite
smooth.
We
did
almost
yeah
one
more
learning
is
almost
we
did.
I
would
say
five
to
six
mock
runs,
so
you
know
before
actually
moving
to
the
production,
so
we
had
sandbox.
Then
we
had
development
server.
A
A
So
in
terms
of
and
one
of
the
major
benefits
I
would
say
again,
what
went
well
is
the
complete
today,
whether
the
before
hana
migration,
for
example,
the
reports
transaction.
You
know
the
especially
our
inventory
reports,
etc
used
to
take
almost
three
to
four
hours.
Now
that
has
brought
down
to
less
than
I
would
say,
for
it
hardly
takes
three
to
four
minutes
to
turn
out
these
reports.
Mrp
is
a
big
change.
A
A
The
complete
graphical
use
of
interface
in
case
of
hana
is
much
more
intuitive
and
easy
to
use
for
the
operators,
and
I
mean
even
the
you
know,
I
would
say,
semi
skilled
operator,
so
it's
very
easy
to
operate
compared
to
tip
standard
ecc
gui.
So
this
is,
I
would
say,
big
change
and
users
are
definitely
liking.
It
I
mean
overall,
response
time
of
system
has
improved
much
more
faster
reports
are
coming
out.
A
Quite
you
know,
I
would
say
in
a
much
quicker
manner,
and
fourth,
I
would
say
advantage
is
this
also
helps
you
to
digitally
transform.
You
know
your
other
processes,
since
it
has
sap
fury
as
a
front
end.
There
are
many
processes.
You
know,
which
you
feel
are
critical
to
your
organization,
which
can
be
then
funded,
transferred
or
digitally
transformed,
using
fear
native
fury
languages.
B
A
So
we
we
do
it
on
a
weekly
basis.
We
we
get
bigger
than
our
yeah.
We
have
weekly
form,
you
know,
because
the
nature
of
industry
is
what
we
have
we
we
do,
but
obviously
you
see
one
is
a
weekly
we
do
weekly
then
also
we
run
on
our
you
know.
When
we
do
the
scheduling
of
particular,
you
know
allocation
of
a
line.
So
in
some
units
we
actually
run
mrp
on
a
daily
basis.
Also,
now.
B
A
For
example,
when
we
were
logging
with
sap,
you
know
in
the
back
end
support,
obviously,
because
you
know
the
global
support
team
had
their
own
priorities
and
number
of
tickets
to
solve,
but
apparently
what
this
team
was
was
doing
was
ensuring
was
they
used
to
you
know,
especially
for
the
tickets,
which
are
becoming
critical.
They
used
to
go
out
of
the
way
and
push
our
envelope.
They
used
to
ask
you
know
global
team
to
either
come
up
with
a
solution
quickly,
or
sometimes
they
even
used
to
get
some
other
experts
within
the
sap
team.
A
You
know
to
resolve
our
you
know,
queries
so.
Enterprise
support
that
way
was
definitely
a
big
help.
A
couple
of
I
would
say
they
were
really
very,
very
cooperative
and
you
know
quite
helpful
in
ensuring
that
any
tickets
to
issue
raised
to
sap,
at
least
you
know
they
used
to
ensure
that
the
we
used
to
get
a
quicker
turnaround,
sometimes
otherwise
it
used
to
take
a
lot
of
time
to
get
a
feedback.
You
know
you
know
from
a
standard
sap
process,
but
yes,
enterprise
support.
That
way
was
very
helpful
to
us.
B
Yeah
thanks
thanks.
So
the
the
program
is
called
enterprise.
Support,
go,
live
support
and
is
now
available
across
the
board
for
all
customers
to
kind
of
sign
up.
If
you
want
more
information,
you
can
just
drop
me
an
email.
I
will
share
my
email
id
on
the
chat
and
I
can
actually
connect
you
to
the
team
which
can
actually
help
you
in
your
life
projects
or
put
it
on
the
chat,
so
that
in
case
you
want
to
kind
of
reach
out.
B
So
one
of
the
challenges
that
a
lot
of
customers
tell
me
about
when
I
talk
to
their
when
I
talk
to
them
about
their
s4
journey
is
the
change
from
their
vendor
master
and
all
of
that
to
be
a
business
partner
and
master
data
challenges
in
terms
of
you
know,
cleaning
up
of
master
data
and
all
of
that.
So
how
did
that
go
for
you?
B
A
Learnings
from
there
you
know
so
actually
one
see
mukesh.
Actually
these
are,
I
would
say,
these
projects
can
master
data,
cleanup,
etc,
which
we
had
anyway
taken
that
as
a
separate
project.
Much
before
even
we
embarked
upon
the
hana
part
of
it,
because
unless
until
you
have
a
you
know,
hana
I
mean
the
complete
master
data
cleaned
up.
It's
going
to
impact
your
mrp
live,
or
even
there
are
a
lot
of
you
know.
A
I
would
say
when,
for
example,
when
we
do
production
booking,
even
you
know,
bomb
routing,
etc
is
a
lot
of
dependencies
on
there
on
the
master
data
perspective.
So
we
as
a
process.
We
we
took
that
on
much
before.
Even
we
you
know
started
the
hana
migration
procedure.
But,
yes,
you
raise
a
very
important
point.
I
think
it's
very
important
that
you
know
we
as
an
organization
take
this.
A
I
mean
we.
We
need
to
keep
doing
this
over
the
period
either.
You
have
a
very
strong
governance
process
that
you
know
once
you
clean
up,
but
then
all
it
does
happen
within
the
organization.
Due
to
various
reasons,
you
know
it
the
priorities
of
various
priorities,
the
master
data
tends
to
get.
You
know
some
bit
of,
I
would
say
garbage
in
garbage
or
keeps
happening,
and
we
almost
every
three
four
years
person
needs
to
look
at
this
particular
exercise.
A
So,
in
our
case
majority
I
mean
it
was
that
way
relatively
straightforward,
because
our
complete,
like
I
mentioned
you
know,
the
sap
hardware
itself-
was
almost
like
six
to
seven
years
old.
You
know
the
life
of
sap
servers
or
you
know
whether
you
use
hp
or
ibm
or
any
other
vendor.
Typically,
it's
around
five
to
five
and
a
half
years.
You
know
so
we
had
already
stretched
it
to
six
six
and
a
half
years,
so
it
was
becoming
critical
to
migrate,
and
this
was
obviously
you
know.
A
A
You
know
justified
this
migration
to
hana
and
I
think
that's
what
typically
most
of
us
tend
to
do,
and
I
would
say
front
that
is
a
technical
justification
from
functional
specification.
Obviously,
you
know
hana
offers
you
a
lot
of
out
of
box
functionalities
which
are
not
there
in
ecc
say,
for
example,
when
I
look
at
the
complete
credit
limit
process,
you
know
it
was
earlier
running
out
of
the
system.
Now,
sap
hana
itself
gives
you
a
functionality,
it's
known
as
oclf.
You
know
it's.
A
A
complete
credit
management
process
is
now
within
part
of
sap
core
sap
processes.
Similarly,
you
know
you
can
do
cost
center
budgeting
budgeting
at
the
cost
center
level
etcetera
earlier.
It
was
there
in
ecc,
but
now
processes
are
much
more
simplified.
Similarly,
you
know
the
material
ledger
accounting.
If
you
look
at,
if
you
want
to
do
the
profitability
analysis,
material
ledger
principle
has
been,
you
know,
enabled
in
the
s4hana.
A
So
so,
if
you
have
to
actualize
the
cost
and
arrive
at
the
profitability
of
your
products,
I
think
that's
that's
relatively
much
more
simpler
in
hana
compared
to
ecc.
So
when
we
looked
at
the
functionality
part,
you
know,
apart
from
the
technical
for
me,
technical,
like
I
said
harder
itself
justified,
but
then,
when
we
coupled
this
with
the
functional
benefits
which
were
you
know
getting
to
move
to
hana,
obviously,
then
it
the
whole
case
becomes.
I
would
say
it
was
illegally
justifiable.
B
Well
so
my
next
question
is
again
in
terms
of
productivity
or
in
terms
of
how
your
organization
functions.
Has
that
changed
because
of
the
capabilities
that
s4
provides,
for
example,
in
app
reports,
embedded
aiml
capabilities,
the
recommendation
engine
that
the
sap
s4hana
has
so
any
any
thoughts
on
that.
A
So
now,
okay,
since
we
have
recently-
you
know,
just
gone
couple
of
backs
live,
but
that
is
definitely
on
the
track
and
this
is
that
has
been
part
of
our
roadmap.
So
how
do
we
leverage?
Overall,
I
would
say,
like
I
said,
the
productivity
definitely
has
improved
because
the
you
know
the
time
to
access.
The
report
has
drastically
come
down,
so
this
is,
I
would
say
that
definitely
we
can
attribute
it
to
hana,
but
since
your
anyway
sap
uses,
other
processes
have
not
majorly
changed,
but
yes,
now
we
are
focusing.
A
Since
we
have
established
our
platform
on
hana,
we
are
now
looking
at.
How
do
we
further
leverage,
aiml
capabilities
of
the
you
know
the
support
system
can
offer,
but
then,
even
before
going
to
aml
our
focus,
in
fact
we
are
right.
Now
we
also
talking
to
again
max
attention
team
to
see
how
we
can
leverage
embedded
analytics,
which
comes
as
a
part
of
anna
itself,
so
the
certain
critical
kpis
for
our
business.
We
are
trying
to
focus
on
it.
B
A
B
Okay,
so
looks
like
I'm:
I'm
gonna
be
the
person
who
asks
you
more
questions,
so
one
of
the
things
that
a
lot
of
customers
talk
about
when
when
they
complete
the
migration
to
s4,
is
around,
you
know,
figuring
out
all
the
different
functionalities
that
s4
provides
and
which
are
probably
not
existing
in
ecc
at
all,
which
probably
now
because
you
moved
to
s4,
you
have
these
functional
components
available.
So
how
did
you
or
your
team
go
about
identifying
some
of
these
components?
B
A
So
what
we
did
was
it's
a
good
question
see
because
when
we
you
know
once
we
decided
that
you
know
we,
we
need
to
move
to
hana.
What
we
did
was
we
reached
out
to
our
implementation
partner
specifically,
and
we
started
engaging
with
them
to
understand.
You
know
because
a
fortunately
they
had
the
same
implementation
partner
had
done
our
sap
implementation
earlier.
So
they
knew
what
kind
of
business
processes
we
are
engaged.
You
know
I
mean
we
deal
with,
so
we
then
so
we
what
we
did
was
model.
A
A
These
are
the
areas
currently
which
are
not
handled
in
easy,
how
they
can
help
in
either.
You
know
we
develop
a
customized
process
or
if
there
is
a
standard,
app
or
fury
process
which
can
be
implemented
along
with
the
process
so
say
like
I
said
I
gave
you
an
example
of
you
know
in
sales
and
distribution,
our
complete
credit
management
process
was
outside
sap.
A
So
when
we
sat
with
our
implementation
partner,
we
told
them
as
a
requirement.
Then
they
said
no,
but
now
we
have
a
standard,
sfp
event
function
in
hana,
which
covers
credit
management
as
a
process.
So
that's
how
we
identified
you
know,
so
we
had
a
discussion
with
our
interpretation
partner
going
through
each
and
every
module.
Currently
what
we
are
doing
within
sap
outside
sap,
in
fact
focus
at
that
time
was
especially
outside
sap
processes.
How
we
can
try
to
bring
it
into
within
the
sap
itself,
and
you
know,
leverage
hana.
A
B
Well,
so
if
you
were
to
summarize
the
entire
experience
and
say,
give
three
advice
for
people
who
are
my
who
are
starting
on
this
journey
to
definitely
look
at
before,
they
actually
start
the
journey
in
order
to
maximize
their
roi
from
the
migration.
What
would
the
three
advise,
the
top
three
advice
or
suggestion,
or
whatever
you
want
to
call
recommendation
really.
A
Yeah
my
advice,
one
would
be
you
know
the
team
should
definitely
when
it's
in
a
different
areas.
Let
me
put
one
you
know
right
from
the
hardware
technical,
I'm
just
giving
you
a
holistic.
You
know
approach
of
it.
So
today
you
know
when
we
started
about
or
when
we
signed
up
with
sap
almost
two
years
back
sap
rice
was
not
there.
You
know
it's
a
cloud
platform,
so
that
is
something
which
definitely
you
should
avail
it
before
taking
a
call
to
go
on
premise
or
on
cloud.
A
Obviously
it
alone
can't
drive
this
project,
you
need
you
need
user
buy-in
and
before
you
start,
I
think,
unfortunately
I
got
excellent
support
from
my
organization
and
my
ceo,
you
know
so
before
I
you
know
started
you
know
I.
I
ensured
that
that
I
had
a
good
buy-in
and
users
were
located
by
the
you
know
business
for
this
particular
project.
So,
for
example,
I
clearly
told
them
we
need
at
least
two
hours
of
their
time
on
a
daily
basis.
You
know,
apart
from
whatever
they
are
doing
regularly
for
my
project.
A
A
We
went
about
you
know,
forming
the
team,
and
so
my
advice
is
yes.
Take
user
buy-in
look
at
sap,
for
I
mean
rise,
you
know
look
and
last,
but
not
the
least
is
maybe
you
can
also
look
at
in
case
your
enrollment
and
is
very
complex.
Maybe
you
can
also
look
at
max
attention
as
a
service,
so
because
sometimes
you
know,
even
if
we
call
I
mean
log
tickets
with
the
regular
sap
support
it
doesn't
get
solved
in
time.
B
Thank
you
so
much
prakash
I'll
just
wait
for
a
minute,
or
so
we
still
have
about
four
minutes
to
go.
So
I
will
I've
exhausted
all
my
questions
so
I'll
just
see.
If
anyone
else
has
any
question
and
let's
just
wait
for
a
minute
or
two,
and
if
there
are
no
questions
forthcoming,
then
we
can
end
the
call.
Thank
you
so
much
for
taking
your
time
and
sharing
your
insights
with
us.