Sheffield Consulting Roles ..............................

•   Consulting Roles

  • Business Requirements

  • Re-evaluation/standardization of Asset and Work Order codes across the company

  • Implementation of EnterpriseOne® Plant/Equipment Maintenance

  • Evaluation of Inventory Classes, Issue process, AAIs and Bills of Material

  • Assessment of position based assets and spares

•   Training

  • Preventive Maintenance

  • Standards Workshops

 

Company Overview ..........................................

• The client site is based on the banks of the Hudson River in New York State where tissue making operations have been ever present for over 100 years.
• Our client bought this site from a large US Paper Products company when the viability and future of the site was in great doubt. Over the last few years the site has been upgraded with new technology and processes, the latest of which is a new Converting Plant and PeopleSoft EnterpriseOne® .
• Products manufactured here include Bathroom Tissue, Kitchen Towels and Paper Tissues for a wide variety of large retail stores. The firm is essentially a white label manufacturer, making and labeling products for nationally recognised companies.
• The labelling process is sometimes further complicated by retail promotions. For example, a drug store chain might include a free pen with a two pack of kitchen towels. Usually, the pen will be packaged at our client site prior to dispatch to the retail store. The dynamic, frequently changing demands of the retail customers require extremely responsive systems, processes and staff.

Project Overview...............................................

• This site is one of 3 in North America to roll out EnterpriseOne®. Prior to the project they were using J.D. Edwards World product for most corporate functions, including HR/Payroll, Fixed Assets and Inventory Management. However, Plant/Maintenance was managed by a third party system.

• The first stage of the project was to perform a thorough requirements analysis to determine which processes and information needed to be captured by the new system. The next stage tacked project phasing to determine a timeline based scope for functionality and depth for the implementation. This scoping exercise is essential in an organisation with over 60,000 assets which require monitoring and maintenance. It was decided that to go-live with assets down to the lowest level in the equipment hierarchy would be too much in one go.

• Phase 1, concluded in January 2004, impacted all systems across the 3 areas of company (Paper Making, Tissue Converting and Distribution) down to the component/equipment level. This phase also included the standardisation of coding structures through Work Order and Asset Management for all three Tissue sites in the group.