How Global Data Management (GDM)

[ within J&J Pharma is SAVE

SAVE'ing
ing its Data
Craig Pusczko & Chris Henderson
[ Abstract
ƒ See how J&J Pharma organizational alignment drove the evolution of Global
Data Management (GDM). The globalization of functions such as planning,
procurement and d finance
fi precipitated
i i d the
h need d for
f standardized
d di d data
d across
disparate ERP platforms. GDM evolved from a data maintenance
organization to become one which addresses the full spectrum of data
management across the supply chain
chain, including Data Quality,
Quality Data
Governance, Data Integration and Stewardship. See how technologies such
SAP MDM enabled this transformation and laid the foundation for
supporting new global business processes.
processes

Real Experience. Real Advantage. 2

[ Agenda
ƒ Company Overview
ƒ Evolution of Global Data Management (GDM)
ƒ Introduction of SAVE
ƒ Approach
pp to SAVE’ingg our Data through
g Governance

Real Experience. Real Advantage. 3

[ Learning Points
ƒ Sr. Management Support
ƒ Approach for establishing
ƒ Data Ownership
ƒ Data Standards
ƒ Process
ƒ Prioritization
ƒ Standard Content & Roadmap
ƒ A hi i D
Achieving Data
t Q
Quality
lit
ƒ Data Governance Framework
gy
ƒ Technology

Real Experience. Real Advantage. 4

[ Johnson & Johnson
Company Structure
Johnson & Johnson has more than 250 companies located in 57 countries around the world.
Our Family of Companies is organized into several business segments comprised of franchises
and therapeutic categories.

Consumer Health Care

The Consumer segment includes a broad range of consumer health and personal care products in the
beauty, baby, oral care and women’s health categories, as well as nutritional products and over-the-counter
medicines and wellness and prevention platforms.

Medical Devices & Diagnostics

The Medical Devices & Diagnostics segment focuses on technologies, solutions and services in the fields of
cardiovascular disease, diabetes care, orthopaedics, vision care, wound care, aesthetics, sports medicine,
infection prevention, minimally invasive surgery, and diagnostics.

Pharmaceuticals
The Pharmaceutical segment's broad portfolio focuses on unmet medical needs across several therapeutic
areas: oncology; infectious disease; immunology; neuroscience; cardiovascular and metabolism. It includes
products in the anti-infective, antipsychotic, cardiovascular, contraceptive, dermatology, gastrointestinal,
hematology, immunology, neurology, oncology, pain management, urology and virology fields.

Real Experience. Real Advantage. 5

 2002 – 2008: Data Maintenance Organization
[ No formal Processes, Data Errors, Disparate Systems
SCOPE
SCOPE:
Region: North America (Pharmaceuticals)
Domain: Material Data

• No Governance role • ERP Platform • Governance role for

for Data • No standardized Data Administration
Administration process for
f Data
D created
• Disparate • No formal procedures • Standardized, formal
systems(AMAPS, • No data ownership process for data
PRMS. etc) authorization &
• Unclear data
• No standardized creation
requirements led to
process for Data 120 000 plus Data
120,000 • Master Data group
• Ambiguous ownership Migration errors training
for data • Corporate internal • 25,000 plus GMP
• Low Data Integrity audit errors corrected
and system confidence through million dollar
project
• Corporate Internal
Audit observations
mitigated

NO FOCUS on Master Data

Real Experience. Real Advantage. 6

 2009: One Supply Chain
[ Expanded Scope
FROM:

TO:

North America
Domain:
D i M
Material
i lDData
Platform: One ERP System

Global
Domain: Material Data
Platform: Multiple ERP Systems

Real Experience. Real Advantage. 7

[ Supply Chain Data Maintenance War Stories
Lack of data standardization across the Supply Chain Process has an impact

Real Experience. Real Advantage. 8

[Result of One Supply Chain
• Responsibilities split across multiple organizations
Disjointed • Inconsistent accountability y increases complexity
p y and minimizes
Governance opportunities to leverage best practices globally

Disconnected • Absence
Ab off centrall tooll has
h resulted
l d in disparate
di local
l l solutions
l i
• Scalability / extensibility are curbed
Tools • Significant manual effort to get reports with consistent data

• Difficult to leverage best practices due to limited common data

standards
Inconsistent • Inconsistent use of Data, Different Standards across Sites
Standards • Code conflicts exist and no plan to harmonize with ERP roll outs
• No
N VISABLITY into i t th
the H
Health
lth off our D
Data
t

• Lack of visibility / transparency to master data process

Multiple
p • Multiple,
M lti l disjointed
di j i t d processes are required
i d tto create
t master
t data
d t
Processes across the supply chain

Real Experience. Real Advantage. 9

 GDM’s VISION:
[ An organization capable of making effective business decisions through
Standard, Accurate, Visible, and Efficient Data (SAVE).

• Enable business processes to be efficient, complete, accurate (end 2 end) by ensuring data
is standardized at the appropriate level and remains fit for its intended use in the business
Standard • Enabling effective business decision making as data, its purpose, and its relevance to
b i
business process are wellll understood
d d by
b the
h business
b i
• Define Data Ownership & Accountability

• Ensure
E that
h data
d is
i off appropriate
i quality
lit (accuracy,
( completeness,
l etc.)) to meet business
b i
Accurate needs
• Enforcement of Data Standards

• Ensure the quality of data is readily available to put awareness of compliance / efficiency
risks with the business
Visible • Ensure that data is appropriately stored, segmented, standardized, etc. (overall data model)
to support business intelligence (access to raw data)
• Visibility to Master Data Management Process

• Enable efficient business processes by ensuring data within that process is valuable and

Efficient necessary for that process

• Data is appropriately maintained throughout its lifecycle to ensure it remains valuable to
the business process it support

Real Experience. Real Advantage. 10

[ Approach to SAVE’ing our Data

Real Experience. Real Advantage. 11

 Data Ownership:
[ Tactical Approach

Define Ownership Model

Gain Support
pp from Senior Leadershipp
Identify Functional Owners

Alignment with Owners

Commitment from Individual Data Owners

Real Experience. Real Advantage. 12

 Data Ownership:
[ Ownership Model

Share Ownership:
Data that is consumed by multiple departmental processes or material types.

Condense Ownership:
Where we want to drive global standardization and there is no value in site
differentiation.

Functional Area:
Dependant on the accuracy of the data.

Local Domain:
Data specific to a site or system, ownership resides in that level. No broader use
expected.
expected

Real Experience. Real Advantage. 13

 Data Ownership:
[ Results for High Priority Data

Real Experience. Real Advantage. 14

 Data Ownership:
[ Share Ownership (Brand)

Real Experience. Real Advantage. 15

 Data Standards:
[ Prioritization Breakdown
Full criticality analysis of Data (2050 elements)
Prioritization of high and medium criticality (227 elements)
Value in standardization assessment (39 Elements)
Data proposed for standardization (30 Elements)

Initial
Assessment
2050

Prioritization
227

Value
Assessment
39

Target
30

Real Experience. Real Advantage. 16

 Data Standards:
[ Prioritization Matrix
Priority / 
Pi i /
Effort Criteria Definition
Defines the impact in product compliance and/or regulation. Also rates those fields that are critical for the business 
execution or continuity (material movement, order creation, inventory, impact production).
9 ‐High ‐ Required to meet or support regulatory requirements or ensure product quality.   
Priority  Business Critical
3 ‐ Med ‐ Required to support business requirement, analytics or trending.
1 ‐ Low ‐ System required or informational, but not critical to the process, compliance or other
0 ‐ None ‐ No apparent requirement for this field.
Does Standardization of this field help reduce compliance Risk
Priority  Compliance Risk Reductions
0 ‐ No Improvement, 1 ‐ Minimal Risk Improvement, 3 ‐ Some Risk Improvement, 9 ‐ Greatly Improves Risk
Alignment to the feedback received from key customers and stakeholders for GDM opportunities to improve data 
standardization. Also includes feedback from Global VOC tour.
Priority
Priority  Customer Feedback
Customer Feedback
0 = None ‐ No feedback from customer, 1 = Low ‐ Minimal feedback ,3 = Medium ‐ Some feedback,9 = High ‐ Strong 
feedback from Global VOC or direct customer feedback

Priority  Potential Return ($) NPV ‐ 0 = Negative Return, 1 = No Return, 3 = Positive Return, 9 = Extremely Positive Return

Assessment whether implementing the data standard for a data element will reduce the data complexity
Reduction of Data 
Priority
Priority  0 = None 
0  None ‐ 0%, 1 
1 = Minimal Reduction 
Minimal Reduction ‐ 11‐25%,
25%, 3 
3 = Limited Reduction 
Limited Reduction ‐ 26
26‐75%,
75%, 9 
9 = Significant Reduction 
Significant Reduction ‐ 76
76‐100%
100%  (i.e. 
(i.e.
l
Complexity
reduces interfaces)
Standardization Needed to  Define if standardization is needed for a current, future, or potential project. 
Priority  Enable other GPSG  0 = None ‐ No need for seen, 1 = Potential Long Term Need ‐ Need foreseen within the next 12 months
initiatives 3 = Potential Short Term Need ‐ Need foreseen within the next 1‐3 months, 9 = Immediate Need ‐ Current need exists
Defines the frequency that the field is changed or maintained ‐ 9 = Never changes, 3 = Changes 1‐3 times a year ,1 = 
Priority  Frequency of Change
Changes Weekly, 0 
Changes Weekly, 0 = Changes Daily
Changes Daily
Financial assessment or estimation that considers the total cost to implement a data standard for a data element. Includes 
Effort  Cost ($) resources needed to define, implement, train and maintain the data standards within the source systems.
0 = High (>$250K), 1 = Medium (>$5K and <$250K), 3 = Low (<$5K), 9 = None 
People impact that quantifies the changes or additions to an organizations responsibilities or process re‐design due to data 
standards. 
Effort  Impact to Organization
0 = High ‐
g Significantly impacts organizational operations,
g y p g p , 1 = Medium ‐ Some impact to organizational operations  
p g p
3 = Low ‐ Minimally impacts organizational operations, 9 = No impact to organizational operations
Identification of the number of systems affected by the implementation of data standards. The more systems that a field is 
Effort  System's Impacted standardized across adds more value to that standard.
0 = None, 1 = Single (1 system), 3 = Multiple (>1 system),9 = Enterprise (JNJ)

Real Experience. Real Advantage. 17

 Data Standards:
[ Prioritization: Priority vs Effort

HH Matrix Plot of Priority vs Effort HL

400

300
Priority
y

200

100

0
0 LH 20 40 60 80 100 LL 120
Effort

Real Experience. Real Advantage. 18

 Data Standards:
[ Overall Tactical Approach for Top 30

1. Opportunity / Value to Standardization

2. Assess Current State

- Data Content
- Technical State

3. Define Standard:
- Business Defines Requirement

4. Approach to Standardizing
- Consolidation (MDM)
- Procedural Control
- Harmonization Across ERPs

5. Roadmap
p
- Next Standardization Steps
- Timing / Alignment with ERP Roadmap

Real Experience. Real Advantage. 19

 Data Standards:
[ What’s in a Data Standard?
ƒ Data Identifier - The
Th Table
T bl and
d the
th technical
t h i l field
fi ld name off the
th element(s)
l t( ) being
b i standardized.
t d di d
ƒ Data Source(s) - The system and/or table, which is considered to be the primary source, in which
the data can be retrieved.
ƒ Data Standard Owner - The manager g title of the functional area, at the lowest level, charged
g with
maintaining the standard and allowable values for the data element.
ƒ Data Providers(s) - The individual or department who provides the content of the data and
ensures its compliance to the Data Standard.
ƒ Data Definition - Description of the purpose of the data.
data
ƒ Data Dependencies - Details any other data elements or standards that are related and can be
impacted by changes either upstream or downstream.
ƒ Data Consumers - The intended applications, processes or reports that use the data within the
element, and are supported by this standard. Anything not identified here may not be considered
when making a change to the standard.
ƒ Data Criticality Type - The criticality of the data element as defined by the Risk Assessment.
ƒ Data Governance Level - The level that the data standard will be governed.
governed
ƒ Data Categorization - Classification of how primarily the data element is used.
ƒ Data Standard Level - The level within the organization for which the standard is set.
ƒ ata Monitoring
Data o to g - Description
esc pt o o of how
ow tthee data
ata will
w be checked
c ec e to adhere
a e e to tthee standards.
sta a s.
ƒ Business Rules – Statements that define or constrain the way data is entered.
ƒ Allowable Values – The Allowable values that can be maintained for the data element. (optional)
Real Experience. Real Advantage. 20
 Data Standards:
[ Sample Roadmap
• Identify
Id if ddata owner
• Establish data governance
• Create a consolidated Global Brand list in MDM and map existing ERP brand data to it
Phase 1 • Create a data quality report to monitor the usage and alignment to the material description

• Implement procedural controls around the data element to ensure it is maintain

• Cleanse data to ensure brand is completed for all applicable data elements (i.e. finished products)
Phase 2

• Harmonize values within the ERP systems

Phase 3

Real Experience. Real Advantage. 21

 Data Standards: Achieving Data Quality
[ Governance – Processes – Standards - Tools

• MDM platform as single source for product master data

Tools • Consolidation of data into global values in MDM for key data elements
• Data Quality Toolset (INFORMATICA) with ability to profile data and
…to consolidate,
monitor against standards
profile and monitor
data against standards

Standards • Standards for 30 high priority data elements

…for data critical to the business, • Roadmaps for implementing 30 standards
and roadmaps to implement them

• Standards creation and maintenance

Processes • Data risk evaluation
…required to appropriately govern data and • Data quality profiling & monitoring
relevant standards • Data lifecycle management process improvements

• GDM Organization supporting full

Governance spectrum of data governance
…the organizational structure (GDM) and roles & • Establishment of R&R and commitment
responsibilities required to support data management within Business, linked to Enterprise

Real Experience. Real Advantage. 22

 Data Standards: Achieving Data Quality
[ Dimension of Data Quality

Real Experience. Real Advantage. 23

 Data Governance:
[ Framework - Standards Governance Process

Real Experience. Real Advantage. 24

 Data Governance:
[ Framework - Roles & Responsibilities

Real Experience. Real Advantage. 25

 Technology:
[ Architecture & Capabilities
Capability

Current Master
Data Lifecycle
Management
M t
Processes

Excel
ERP-1
Forms
Informatica
Scanned
S
Docs
d
ERP-2 KPI /
Metrics
Data Data
Workflow &
Tool
ERP-3 Profiling Monitoring
Quality

SAP MDM Metadata

Management
(SharePoint)
Data Repository

Proactive Data View Product for Single Source Manage Profile Data
Quality Consolidation of data into Global Metadata Monitor Data Quality
values

26

Real Experience. Real Advantage.

 Technology:
[ SAP MDM Enabling Strategic Business Initiatives

Supply Chain

Global  Global 
Global  Global 
ds

Procurement Finance
Finance Planning
Project Data Need
Example

Standardized 
Financial Flow  Cross‐Platform 
Cross Platform  Financial Flow 
Automation Planning, 
Commodity  Automation
Demand Mgmt
Codes

SAP MDM
Single source for product master data
Duplication check
Global data values

ERP‐1 ERP‐2 ERP‐3

Real Experience. Real Advantage. 27

[ Takeaways
Sr. Management played a key stakeholder role, vital for change management,
committed resource for data standard ownership.

Creating a Global Data Management Organization, not a project, was the

catalyst for bringing visibility to the disparate data / processes so standardization
work can begin.
begin

Having business partners that understand how data interacts with their processes
is critical when definingg standards for a global
g supply
pp y chain.

Establishing a 'single source' repository for your data is vital to supporting

functions that cross disparate ERP platforms.

Real Experience. Real Advantage. 28

[ QUESTIONS

Real Experience. Real Advantage. 29

[
ƒ Thank you for participating.
participating
Please remember to complete and return your
evaluation form following this session.
For ongoing education on this area of focus, visit the
Year-Round Community page at www.asug.com/yrc

[ SESSION CODE:
0702

Real Experience. Real Advantage. 30