hellostream 6

hello Rob CoombeThe Royal Swaziland Sugar Company (RSSC)

Group IT Manager

The Royal Swaziland Sugar Corporation farms 22 000 hectares of sugar, which is

crushed in two mills producing over 500 000 tons of sugar

We also produce refined sugar and potable ethanol

We generate electricity, run 7 villages,a prep-school, 2 clinics, 3 country clubs, care for the 4 200 workers, their families

and the surrounding community

About Us

Burn to Weighbridge Front-end (Cane to Juice)

Juice to Sugar

Factory Back Office

Field planning and preparation done in VISTEX ABS

Water delivery done in VISTEX ABS

Agronomy planning done in Cane Pro – execution in

VISTEX

Growth task execution done in Vistex ABS

Delivery into Vistex, paid via SAP Factory confirmations and control reporting in SAP

Honeywell & Yokogawa DCSPlant maintenance in SAP SAP

RSSC Operations and IT Landscape - 2016

RSSC Business Transformation

ANALYZED ALL STRATEGIC BUSINESS INITIATIVES

▪ Identified out role in each business initiative

▪ Identified four business cases for IoT

RESEARCHED THE ART OF THE POSSIBLE

▪ What does the future farm look like

▪ What does the future factory look like

▪ What can we do to get there - Strategy

ORGANIZED FOR EFFICIENCY AND THE FUTURE

▪ Consolidated infrastructure and operations

▪ Created a Digital Business Unit – with IoT, BI/BW and Business Process Management

▪ Consolidated all applications

How can I.T. contribute to the strategy

What do we understand as digital?

People Process

Technology

DIGITAL DATA

DIGITAL DECISIONS

DIGITAL DESIGN

Where people and process meet

all information is available,

accurate and complete in a digital

format

All processes should be

designed with digital in mind

MAPPED ALL PROCESSES

▪ Business processes

▪ Include manual as well as I.T. enabled processes

▪ Include decisions taken and data used to take the decisions

LOOK FOR PAPER

▪ We love paper

▪ Paper is used for controls – Analyse controls

LOOK FOR VALUE

▪ Start with concrete value – EG. Recruitment – Time to recruit declined by 50%

▪ Inbound logistics – Huge reduction in no-cane stops

▪ Exam EVERY piece of I.T. work and enforce digital processes

LOOK FOR DATA/REPORTS

▪ Plan all data into a system – Then get it there

▪ Take all reports, especially Excel – Find the data in the systems and put in the Warehouse

▪ Then get your reports built from system data

How do we do digitalisation

What have we achieved with digitalisation

SUCCESS FACTORS – ALL ALIGNED WITH STRATEGY

▪ Recruitment – Reduced time to hire by 50%

▪ Learning Management

▪ Succession planning

SUCROSE (RAW MATERIAL PURCHASE AND PAYMENT PROCESS)

▪ Reduced effort by 2 days a week! – Real value

WE DRANK SOME OF OUR OWN CHAMPAGNE

▪ Improved SDLC process – with some automation and removal of forms

HR – INDIVIDUAL PERFORMANCE MANAGEMENT

▪ Computerised the IPM process for Grades 10 to 22

KRONOS on the farm

▪ Installed fingerprint based authentication on the farm at the field edge.

– Removed 2 days capturing per month

WE PREPARED AN EXECUTIVE BRAINSTORM

▪ 4 Business Cases

▪ Anything is possible

ARRANGED A DESIGN THINKING SESSION

▪ All levels of business, farmers, engineers

BUILT SOME APPS

▪ Agile approach – not too well followed

IoT Process at RSSC

Concepts around design thinking

How can we make our business more Profitable▪ Business Case

▪ Value add – finding that sweet spot

How can we make our business more Personable▪ What does the business want

▪ What does the business need

▪ What pain are the users feeling

▪ What barriers are they facing

Whatever we do must be Practical

▪ Principles

▪ Platforms

▪ Partners

DESIGN

DesirabilityHuman Factors

ViabilityBusiness

Factors

FeasibilityTechnology

Factors

Journey Maps

Cloud Platform | Bulk Water

Cloud Platform | Using Vehicle Insights

Sap Analytics Cloud | Distance and Time

1. Total distance covered by 41 trucks in 14 days

2. Total time recorded (vehicle switched on) over

14 days

3. Average speeds per vehicle. (lower because

when idling speed = 0km/h)

4. Total idling time

1 2 3

4 56

SAP Analytics Cloud | Utilization

Utilization Percentage per day. Note that the highest % is lower than 30% when looking at a day of 24 hours.

PLATFORM (TECHNOLOGY)

▪ Ready made platforms easier than building it yourself

▪ HANA - Anywhere/Everywhere

▪ Integration is the key. Value is created when data from different systems is available in

one place. The water guy needs information from the electrical system, which must

include costs from the ERP.

▪ Buy open devices – not tied to another site – too many point solutions

PEOPLE

▪ Design Thinking, Empathy

▪ Partners - We couldn't do this on our own.

▪ Training – We don’t know what we don’t know – Business, Analytics, Process

▪ New Skills required for everyone

PROCESS

▪ Without process you just have a nice techie solution

▪ Business own the process

Lessons Learnt

VISIBILITY GIVES THE VALUE – Current savings since E13.3m

▪ No-cane stops have decreased by 80% (year-on-year to date) projected to E80m p/a –

Just because of the increased visibility

▪ Able to improve planning by using real data – Average speed on long trips 18km/hr.

▪ Where is that truck / tractor / loader? Maintenance

Business Benefits | IoT

WATER

▪ “I can see all the rivers at the same time”

▪ Analytics – When it rains in this part of the farm, can I lock the valve on the dam

TRANSFORMATION

▪ Data based decision making – even more in picture / graphical format

Future Roadmap

S4 Hana

Improved Planning

Complete Logistics

Analytics

BPA

PEOPLE

▪ Data frees up decision making

▪ Data reveals weaknesses – Expect pushback

▪ Users love the UI

TECHNOLOGY

▪ Forces a move to the cloud

▪ Merge between OT and IT

PROCESS

▪ Digitalisation of processes improves throughput for decent processes

▪ Allows value of a process to be revealed

▪ Value mapping then possible

▪ Reduce cost of processes

Transformation

contactdetailsName : Rob Coombe

Company : The Royal Swaziland Sugar Corporation

Email : rcoombe@rssc.co.sz

Contact # : 082 462 3790 # 002682 313 4503

Website : www.rssc.co.sz

thankyou