Wednesday, November 9, 2011

How to prepare for Master Data Management with precise, with performance that scales and applies globally?



If you are like any reasonable person, you want to avoid these situations in the future. Let's assume you are the executive or officers of the company. 

Let's start with the assumptions.  

Don't make the mistake of building any solutions based on the exception, the exception never trumps the rule.  
  • Use the 80/20 concept for anything outside reasonable practices. 
  • You need to monitor and report; a segregation of duties between two distinct users for any of the activities influencing the following;
    • Create, Read and Update users in the master record activity type
    • Create, Read and Update users in transactions in another type

An executive layer extracts the core systems of record measuring the three components in MDM. The system of record for these three components to "create, update and read" never deletes in the master.

Measure anything confirmed in a record within the master or a transaction record in ERP.  The auditors assume the business adheres to corporate policies, for most companies this ties to the activities and introduces ERP as the audit focus.

Key Capabilities-Create, Read and Update in an acquisition from other systems model, through validation of the submitted request to update or create.  
  1. Financial Account Management Capabilities
  2. Party Management Capabilities 
  3. Offer Management Capabilities  
No user can create or update the master record and have the ability to create a transaction.

Key Capability - Create, read and Update "transactions" which derive the three capabilities inputs as the reference data in an electronic record.

1. Transactional expense management capabilities
2. Transactional revenue management capabilities.

The transactions derived from the master data records, in ERP have built in logic to manage most regulatory and fiduciary rules.

Once you have these 5 capabilities measured and monitored, apply the results to a waste radar.

In this following example or worst case scenario, we can identify the impacts to the business process and automate or systematically control business processes within a variance defined in the procedures of the corporate policies.  
 
  1. How many of the out of the box features were used in ERP?
  2. How many have not been used?
  3. How many were customized?

The questions above would be applied to a 7 waste radar by the three capabilities 1-3 create should be very low; 

If your radar looks like the radar to the right, you have process over production and cost savings benefits that should be part both the business architecture/process and re-designed to compliment your accelerator in an MDM solution.

Having more than one move or over processing x the number of records, each move beyond the first move = savings. Outside of ERP equals audit risk or threat.


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