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 The MCPV R7 Go Further Journey

DATE: Will be calculated from "Release Start Date" field.

​MCPV is the Global Manufacturing Capacity Planning Volumes application for Powertrains, a critical application to Ford, which facilitates to obtain up-to-date capacity planning information for powertrain plant component parts. MCPV received data input such as ‘End Item /Component Parts Bill of Material,’ ‘service part rates’ and ‘supplier sourcing information from the Common Material Management System (CMMS – part of the Global Material Planning and Logistics portfolio).’  Based on the end item, the parts capacity planning volumes system then calculates for each component part to a monthly resolution for use in generating a set of flexible ad-hoc reports available for download into Excel format. The parts capacity planning volumes system calculates a monthly resolution for each component for use in generating a setoff flexible ad-hoc reports available for download into Excel format. Capacity and Financial Planning Volumes are sent to WIPS (purchasing system).

MCPV launched with Release 7 in 2011.  The release includes the functionality to receiving parts ‘bill of material’ information from the Worldwide Engineering Receive System (WERS) DB2 instead of the intermediate CMMS.  WERS is the master database for parts bill of material.

Release 7 encountered major post launch issues, such as missing parts and a huge data discrepancy with respect to parts affectivity and usage during the data extract from WERS DB2. This adversely impacted the MCPV system with either parts not being available in MCPV or incorrect capacity volume calculations.

The other area of impact was WIPS, which is the downstream purchasing system. Capacity planning volumes are input to WIPS to generate purchase orders.  As a result of these issues, the MCPV system went into an unused state for 17 weeks and started severely impacting the Ford Planning capability. This made all stakeholders (both in OTD and Purchasing) very nervous, as the process for rectifying the issue to ensure that the right data for future planning is available was going to be very challenging.  During this period, top/senior IT management and business met several times to review the progress.

The journey towards stabilizing the system and to reinstate MCPV functionality underwent quite a few challenges despite the seamless efforts of the MCPV team. The root cause analysis was not able to define a complete/correct data relationship during the extraction process due to gaps in understanding WERS DB2 System data relationship.

In order to overcome this, relevant business teams, the MCPV AM/AD team, WERS DB2 AM/SMW and WERS AD (Nancy Depaola) team came together under one umbrella.  They conducted brainstorming sessions to understand the Master database and the interface with the MCPV system. In a journey of four weeks, the MCPV team almost forgot the difference between day and night and continuously worked for 40 hours sacrificing all their personal lives.

The Business Customer team (Chris Hart, Thomas Scheid, Toyia Baker, and Chuck Carsley) provided tremendous support to gain an understanding of how ‘affectivity and usage’ is classified in the WERS system and also tested data.  The WERS Adhoc team continuously provided support to help stabilize the MCPV system. The Leadership Management team (Sally Tuma, Joseph O'Connor, Darrell Rande, Darcy Salman & Ron Wolok) has given excellent support to the team to overcome the pressure and make the team feel comfortable towards stabilizing the system.

With all the teams support and dedication towards a successful conclusion, the MCPV system has progressed from rollback stage to a successful stabilization stage. This journey has been a great experience and there were many lessons learnt by the team such as process adherence, ensuring that there are no communication gaps between stake holders and how to think from a business customer perspective.

Every team involved in this effort went several extra miles to achieve success, clearly showing the “Go Further” attitude of all the teams involved. With this experience, the MCPV team is stepping towards successful future releases.

"I want to congratulate the MCPV for embodying Go Further.  Team clearly understood the business criticality of the IT application and the impact data quality will have on the production planning team. Everybody in the team worked long hours to get the issue resolved ASAP. What impressed me the most is how the team members from multiple locations across the global came together and worked nonstop till the business needs were met. Then the team further to ensure we have a sustainable fix to the problem," said Roopak Verma.

“Thanks go to the cross functional teams that came together to overcome a very complex obstacle.  By working together, sharing expertise and personal commitment the team was successful in solving the root cause of the issue to get the right data. I am most appreciative of the perseverance and positive attitude to Go Further,” said Sally Tuma.

"This was quite a journey!  As we discovered more about the depth and breadth of the issues with the launch, it became increasingly clear that a dedicated effort across business and various areas of IT was required to resolve.  The working together aspects of what took place were amazing!  There was no “finger pointing” going on, everyone just contributed to the best of their ability and put in tremendous amounts of time – working around the clock.  Resolution did come after much effort, but things didn’t stop there.  Lessons learned are continuing to be identified so that we can avoid the need for heroic efforts and become ever more successful in continuing to enhance these critical capacity planning applications," said Joe O'Connor. 

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6/21/2012 6:00 AM