Adeptia, Inc. - Lonza Whitepaper

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WhitepaperSMART INFORMATION: The Lonza Business Analytics Story

published: August 2013

© 2013, Adeptia, Inc.and Lonza

Leading the



executive SummaryA leading supplier to the life sciences industries, Lonza AG, by virtue of its size, global nature and the complexities of its businesses, over the years has generated vast amounts of data, which resides across Global Business Systems and disparate data sources. As a result, in 2011 Lonza committed to create and deploy a Business Analytics Global Program – a program that would make use of all its data and turn it into information to support decision-making and process improvements. The program catch-phrase was: “We are rich in data but very poor in information.”

The aim of the Lonza Global Analytics Program is to standardize the corporation’s approach to obtaining its vast quantities of operational data in use across all of Lonza’s sites to transform this data into specific, relevant and timely information. The program also was conceived to address data usage problems and their business impact by utilizing non-disruptive strategies for deploying Business Analytics Process, Methods and Software tools.

the program’s intended objectives also included how to: •Addressbottlenecksandlatenciesindataprocessingcausedbyburgeoningdatasourcesand

shortened operational timeframes while delivering Business Process Insight & Information that leads to process improvements,

•ProductivitygainsthroughthedeploymentofSelf-ServiceBusinessAnalytics,and

•EnablingtheDecision-Makersatalllevelstocreatevalueanddelivercostsavings

Inshort,thechallengewashowtoattainamarriageof“SMARTInformation”with“completeDataintegration”through its new Business Analytics Global Program.

Peter J. Mueller, manager of the Lonza Business Analytics Global Program details how Adeptia is helping tosolvetheseissuesforLonza.Lonza’snewGlobalDataIntegrationModelutilizingAdeptia’sEnterpriseBusinessIntegrationManagementSuite(EBIMS)createsaglobaldeliveryvehicleforLonza–adataintegrationmodelformaintainingdataqualityandintegritythroughan“OperationProcessDataApplianceArchitecture,”orwhatMuellercalls“TheCompleteEnterpriseServiceBus.”

Adeptia’sEBIMSSuite,Muellerfurtherexplains,nowallowsforanaccurate,lean,responsive,transparent,meaningful and flexible Business Analytics model for Lonza. It facilitates Lonza’s ability to build data transactions, automate the data transactions and integrate the data transactions, continually optimizing them in-process(notaftercompletion).WithEBIMS,notesMueller,Lonzaalsoisabletoanalyzeandimprovetheperformance of its data transactions and provide real-time publishing of relevant and timely information – key advantages in speed-to-market and maintaining Lonza’s leadership among its competitors.

“We are rich in data…but very poor in information.”

Leading the



White Papertable of Contents

i. about Lonza aG

ii. “SMart information” for Complete integration

iii. retooling the Organizational Mindset

iV. New responsibilities for the Business Users

V. the approach to Data integration

Vi. Data integration and “the Standard of three”

Vii. three Data highways

Viii. Data integration as Global Delivery Vehicle

iX. Global Standards for Data Usage at Lonza

X. eBiMS & the Lonza Business, 2014 and Beyond •BuildingtheDataTransactions

•AutomatingtoImproveDataTransactions

•IntegratingDataTransactions

Xi. added Value of the adeptia eBiMS Suite •Non-InvasiveBalance

•TransparencythatIncreasesKnowledge

•SupportforIntegration&LeanInitiatives

Xii. eBiMS Suite & the Strategic advantage

Xiii. Conclusion

XiV. about the Ba program Manager

© 2013, Adeptia, Inc.and Lonza 4

i. about Lonza aGSwiss-based Lonza AG is one of the worlds’ leading suppliers to the healthcare, pharmaceutical and life science industries, with products and services that span its customers’ needs from research to final product manufacture. Headquartered in Basel, the company leads in the production and support of active pharmaceutical ingredients, both chemical and biological, and in microbial ingredients. Its Specialty Ingredients Business Segment division provides innovative, chemistry-based solutions that

destroy and selectively inhibit the growth of harmful microorganisms.

Lonza furnishes state-of-the-art products, services and research to seven different markets: BioResearch, Pharma & Biotech, Nutrition, Microbial Control, Agriculture, Materials Science and Personal Care.

In 2012, the company reported sales of CHF 3.925 billion.

ii. “SMart information” for Complete integration

As a leading supplier to the life sciences industries, Lonza AG over the years has generated vast amounts of data residing across disparate business systems and sources. As a result, in 2011 Lonza committed to create and deploy a Business Analytics Global Program – a program that would make use of all its data and turn it into useful analytics. The program catch-phrase was: “We are rich in data but very poor in information.”

The Lonza Global Analytics Program aim was to standardize the corporation’s approach to obtaining vast quantities of operational data resident across Lonza’s disparate business systems and to transform this data into specific, relevant and timely information. The program also sought to address data usage problems and their business impact by utilizing non-disruptive strategies for deploying Business Analytics Software.

In short, the challenge was to attain “SMART information” and marry it with “complete Data integration” through its new Business Analytics Program, or how to:

•Managetheintegrationofdataintobusinessprocessesbytheintended use of the data, not by its business system

•Makesmarter,moreefficientdecisions that would result in faster time to value and delivery, and

•Createspecific,meaningful,accurate,relevantandtimelyinformation

“Our responsibility is to turn users into self-sufficient

data consumers… and help them better manage and define their data. We instruct them to integrate

the data by intended use within the required business processes.”


iii. retooling the Organizational MindsetAs manager of the new Lonza Business Analytics Global Program, Mueller understood that it was crucial for Lonza to retool its organizational mindset in addition to simply implementing a new data integration architecture. The mindset shift required moving away from the established Lonza business model of “buy the business system to meet the need,” to one characterized by “rent our tools and techniques for the exceptions.”

This change in thinking meant that the model should now focus on those elements that the business systems could not provide, in order to make better, more effective use of the data. This mindset shift,

in turn, translated into a much larger and extremely significant mindset shift — now the company’s IT Organization was asked to take on a support role to the Business Analytics Global Program, rather than being the owner and driver of the Business Analytics Global Program. With this change, the BA Program reported directly into Operations, with Lonza’s Global IT Organization acting as a support mechanism for this program.

With IT now in a support role, a new approach to data ownership emerged. With the data put directly into Operations, data became in essence “operational data.

iV. New responsibilities for the Business Users With the new approach, new responsibilities toward the user community now appeared for the business analytics team. These involved:

•Teachinguserstheappropriatetechniques •Instructingusersontheproperuseoftoolsand •Transformingusersintoself-sufficientdataconsumersandinformationpublishers

Our responsibility to the user community now has become to teach, instruct and transform the data users into self-sufficient data consumers. We identify key individuals within Operations as data owners and help them better manage and define their data. We instruct them to integrate the data by intended use within the required business processes. Users are told: “Look at the business processes you have, define the data at its ‘point of use’ within the process and then define the data based on its use within the process.” Attaining this new mindset and attitude toward the data is imperative.

ByintegratingAdeptiaEBIMS,Lonzahaseffectivelybeguntransferringownershipofthedatafrom IT and putting it into Operations — with one final mindset change: Now data is seen as raw material used to build the analytics and to build the information. Now, control of the quality of the data occurs at its source. ThischangeinitiatesanewroleforIT,thatofdatacustodians.Datacustodians are responsible for making regional and global systems available 24/7, 365 days a year, so that the organization can have access to the data that resides in its business systems. IT now must realize that the data is not the true asset. The true asset is the information and analytics that you generate using the data.

The driver behind Lonza’s Business Analytics Global Program has become the more efficient use of the data — that is, to use the data to actually drive value into the business and improve delivery, internally and to customers. The goal that has emerged: Create & Deliver Smart Information.

“With it now in a support role, a new approach to data ownership emerged. With the

data put directly into Operations, data became in essence operational data.”


The corporation now can manage the integration of data into business processes by the intended use of the data, not by the business system from which the data derives. With SMART Information, the BusinessAnalyticsGlobalProgramanduserscansupporttheDecision-MakingProcessatalllevels

WiththeEBIMSSuitetheLonzaBusinessAnalyticsGlobalProgramequipsuserswithasetoftools and techniques that helps them:

•Makesmarter,moreefficientdecisions •Achievefastertime to value and delivery •Createspecific,meaningful,accurate,relevantandtimelyinformation

V. the approach to Data integrationThe change in the organizational mindset is only one feature that necessarily characterizes the Lonza Business Analytics Global Program. The BA Program also works to achieve “complete integration,” which simply means integrating the data into every aspect of the Lonza business where it adds value and has extreme relevance. Reaching this goal of “SMART Information” for this complete integration requires a specific framework and set of tools and techniques labeled “The Standard of Three.”

Vi. Data integration and “the Standard of three” “TheStandardofThree”involvesthreecorecomponents(seediagram1):

•Threeprimaryroles&responsibilitieswithintheBAProgram–dataarchitect, business systems analyst and systems architect

•Threeprimarydataintegrationviews–thedatagovernanceview,theuserview and the blueprint view

•Threeprimarydatagovernanceviews–masterdatamanagement,dataquality and data integration

Diagram 1


Diagram1illustratesthisapproachtodataintegrationcontainedintheBAProgramframework.Toachieve complete integration for smart information, Lonza will have to employ all of these standards. The user view includes the tools and techniques that are simple, understandable and easily taught to the user community as a whole. That responsibility falls to the business systems analyst who needs to connect and communicate clearly with customers – internal and external – properly training them in the new tools and techniques of the BA Program.

The blue print view involves the behind-the-scenes technical mechanics of how data is moved from point A to point B. It is the responsibility of the systems architect.

The data governance view, presently scheduled for completion in 2014, and will become the responsibility of the data architect entails Lonza leveraging the now-available industry data governance model rather than creating an entirely new industry model particular to the BA Program. This data governance breaks down into three primary data governance views – master data management, data quality and data integration.

The“StandardofThree”,asDiagram1demonstrates,isamatrixedapproachwhereresponsibilities and activities are as simple as possible to avoid any one role “tripping over another” and to prevent possible wasteful redundancies being introduced into the Lonza business as a whole.

Vii. three Data highwaysIn tandem with this “Standard of Three” framework, Lonza next had to identify how its data travels. UtilizingEBIMS,thereareonly three primary paths for the data to travel so that it keeps moving in thestraightforwardandstreamlinedmanner(seediagram2).

The first path is called the systems integration path because it ties systems together at the data level.

The second data highway is unique to data generated by Lonza as a global life-sciences company. Lonza, like many companies in its sector, needs a distinct global statistical platform to span many caches of data — called bio-informatics data — to be stored and easily accessible for the advanced scientific analysis involved in bio-informatics. While most statistical platforms cannot extract data as required by the Lonza global infomatics group from more than one source, the so-called (bio) informatics paththatEBIMSenablescanbeutilizedforjustthispurpose.

The next path, the BA publishing path, is simple: it provides Lonza with the ability to take the data and turn it into information — whether from global sources or from shared drives and resources, including outlyingExcelfilesheldbysomecustomersatLonza.Thepublishingpathcanaccessallthisdata,turning it into useful, published information.

Infact,simplicityistheunderlyingpremiseoftheBAProgramthatutilizesEBIMS.TheProgramestablishes three roads for the data to travel, three positions, and three different views – keeping themalignedthroughouttheprocess.AdeptiaEBIMSisthecriticalpiecetocreateandmaintainthesedata highways.

“it is taking on a support role to the Business analytics Global program, rather than being the driver…with it now in a support role, a new approach to data ownership emerged. With the data put directly into Operations, data became

in essence “Operational data.”


Viii. Data integration as Lonza’s Global Delivery Vehicle With the roads established, however, we determined that Lonza still needed to have some sort of formal structure indicating:

•Howdatawouldbeloaded(viaatransportvehicleor“truck”) •Howthedatawouldbemoved •Inwhateventthe“truck”wouldstop(suchpointsbeingcalled“enterpriseservicespots”)and •Howthecompleteoperationalprocessesweretobedelineated

ThisGlobalDeliveryVehicleandtheformaloperationalprocessarerespectivelytheEnterprise Service Bus and the Operational Process Data Appliance Architecture (OPDA).SeeDiagram3.

Diagram 3

Diagram 2

8


iX. Global Standards for Data Usage at Lonza With the highways identified, the vehicles at the ready to move the data and the process in place to load the vehicles, Lonza next established global standards to govern data usage.

Adeptia played an indispensible role during this phase, allowing Lonza to achieve its goal of setting upfirmdatausagestandards.AsshowninthematrixinDiagram4,thekeytostandardsdevelopmentwas to make sure that Lonza had the integration function positioned on the verticals of this formal matrix, with data movement shown on the horizontals of the matrix. Note that what these vertical and horizontalfunctionsdevelopedthroughEBIMSguaranteedwasthatnothinginprogramprocesswasaffecting the quality and integrity of the data as it was moved. It also assured that the right data was picked up and delivered to the right person at the right time.

X. eBiMS & the Lonza Business, 2014 and Beyond

Today,Lonzahasathree-yearstrategyinplacetocompletetheintegrationofAdeptiaEBIMSthroughouttheLonzabusiness.Wecanreportthattheprogramiswellunderwaywithgreatsuccess(seeDiagram5).

Adeptia’s first step for Lonza was to build the simple data transaction(seeDiagram5.a)toacclimateLonza AG to the solution and then to integrate the solution into the Lonza business via the new Lonza Global BA Program. Being able to build standard data transactions allowed Lonza to proceed with step two, which was to automate the data transactions(seeDiagram5.b).LonzahereutilizedtheAdeptiaEnterpriseServiceBusandtheAdeptiaService-OrientedArchitecture—keyelementsbehindAdeptiaEBIMS—toachievetheimproveddatatransactionsandtodefinethenewLonza“rulesoftheroad.”

Diagram 4


Once the primary data transactions were established satisfactorily and the key improvements were accomplished,thenextstepinEBIMSintegrationwastoexamineLonza’sdatagovernanceinitiative(seeDiagram5.c).ThroughtheAdeptiaEBIMSsolution,Lonzaeffectivelyandefficientlyexaminedtheprocess of profiling its data, thereby establishing data quality attributes and measuring the quality and integrity of the data.

In2014,EBIMSwillbeutilizedandintegratedfurther.Lonzawillintegrateeverythingitpossiblycanintothebusinesspertainingtodata,withgreattransparencytotheuser(seeDiagram5.d).

Xi. added Value of the adeptia eBiMS SuiteIntegratingEBIMSintotheLonzaBAProgramhasgeneratedseveraladditionalbenefits.EBIMSallowsfor what Lonza calls a “Indiscernible, or Unseen Balance.” Quite simply, this means that Adeptia affords Lonza the ability to centralize and manage the way data is moved within the company in a controlledbehind-the-scenesmanner.Inthedataqualityinitiative,EBIMSaddsvaluebyallowingLonza to evaluate and examine existing stored data and to examine newly acquired data along with existing data.

OneofthemostimportantcurrentandfuturebenefitsgainedfromEBIMS—especiallyastheBAProgram moves into its 2014 phase — is the transparency it affords users. Most users don’t concern themselves with transactions, normalizing data relations, sequencing, and all the technical aspects and terminology. Given the nature and configurability of the Adeptia solution, users really can “see for themselves” what is happening “behind the scenes,” without concerning themselves with the technical aspects.

OnefinaladditionalbenefitoftheEBIMStooliswhatLonzacalls“theMatterofKnowledge,”orLonza’spursuit for insight regarding how it learns and makes informed decisions throughout data integration.

“eBiMS allows for what Lonza calls a “Non-invasive Balance.” Quite simply,

this means that… adeptia affords Lonza the

ability to centralize and manage the way data is

moved within the company in a controlled manner.”

Diagram 5

(a)

(b)

(c)

(d)


AdeptiaEBIMSsupportsLonzathroughoutitsdataintegrationprocessandfitsnicelywithotherintegration and lean initiatives alreadyinplace.TheutilizationofEBIMSenhancesLonza’ssabilitytohone the “plan-do-check-act” process of data integration, strengthening the organization’s pursuit of ways to learn and improve, thereby augmenting Lonza’s own lean initiative.

Xii. eBiMS Suite & the Strategic advantage AfinalandsignificantbenefitofEBIMSisthecompetitiveedgeitbringstoLonza.

Pharmaceutical companies often complain that their contract manufacturers fail to provide data to them when they need it, in the format they need it and at the exact time they need it. With so many data integration tools on the market and with today’s systems often thrown together at the electronic and data levels, some pharmaceutical companies are actually becoming static in their data integration

capabilities. Since contract manufacturing is a very large portion of the Lonza business, the ability to provide their customers with these MFT & B2B data transactions on demand, in real-time and in formats they require affords a real strategic advantage to Lonza. In fact, at present, there are no CMOs out there that are committed to putting money and resources behind delivering this type of service to the pharmaceutical companies.

Since Lonza, however, already has a BA Program with the Adeptia solution, it will be able to deliver those MFT & B2B transactions with very little effort. These transactions may require abitmoreeffortonthepartofpharmaceuticalcompanies,butwithEBIMS,Lonzawillbethe first contract manufacturer in the marketplace able to provide these types of “on-boarding” B2B transactions as a service to its customers. It is highly strategic for Lonza

to position itself where it can say to customers: “ We are ready to deliver the data, now you only need tomakesureyouarereadytoreceiveit.”Lonza’simplementationofEBIMSintoitsdataintegrationmodelconstitutesjustsuchastrategicandcompetitivebreakthroughforthecompany.

Xiii. Conclusion In 2011, realizing a need to make better use of its data, Lonza committed to the creation of a forward-looking Business Analytics Global Program. The company decided to look outside for individuals who could define and deploy the program. Once this phase was accomplished, Lonza identified the need for a centralized data integration solution for its Business Analytics Global Program.

Afterastrenuousvendorassessmentprocess,LonzaselectedtheAdeptiaEBIMSplatform.EBIMSappliedtotheLonzaBusinessAnalyticsDataIntegrationModelnowenablesLonzatoachievecost-effective and centralized ways to move its data in a controlled manner, to be thorough in the handling of both new and existing data, to permit transparency toward users, to be correct as data is moved and to be extremely data efficient.

Asthethree-yearstrategytointegrateEBIMSintotheLonzaBAProgrammovesforward,Lonzaforesees continued success in achieving “SMART information” for the “complete Integration” of data across the company’s diverse business portfolio.

“Data is seen as raw material to be used to build the analytics and to build the information…data is not the true

asset…the true asset is the information and analytics

that you generate using the data.


XiV. about the Ba program ManagerPeter J. Mueller, an internationally known information technology expert and software engineer, has served since early 2011 with Lonza PharmaBiotech as Global Manager of its Business Analytics Global Program and as Program Lead ofitsGlobalDataGovernanceinitiative.

Mueller has more than 20 years experience managing regional, national and global projectsrelatedtoeffectiveProcessImprovement,NewProductDevelopment,

ProjectManagement,SoftwareQualityAssurance,SoftwareEngineeringandTeamLeadershipfororganizationsrangingfromBausch&LombandEastmanKodakCompanytoXeroxCorporationandaNew York State Health Maintenance Organization.

He most recently has created and deployed the Lonza Business Analytics Global Program & Team to achieve a standardized global approach for Lonza using non-disruptive strategies for deploying Business Analytics Software Tools. He also is lending his expertise to providing Lonza with a new CentralizedGlobalDataGovernanceProgramandDataIntegrationTooltogovernandmanagealldatagenerated by the firm’s disparate business systems and software platforms.

Mueller has served in key IT management, engineering and process improvement roles for companies in the healthcare and medical device fields and in the business imaging and digital printing products sectors.HealsohasappliedhismasteryofProcessImprovement,ProjectManagement,SoftwareQualityAssurance,SoftwareEngineering/Testing,DueDiligenceandEmployeeManagement/Developmentacrossarangeofotherbusinessesandmarketsectors.

In addition to many technology credentials, he holds numerous security and product-development standards credentials, including HIPAA and Sarbanes-Oxley. His Process Management and Information LifecycleManagementStandardsknowledgeincludes:SOA,BPM,EAI,MOF,RUPandTOGAF.

Peter received his Bachelor of Science in Business Administration (Management Information Systems &ManagerialDecisionSciences)fromtheUniversityofDayton.

Adeptia, Inc. - Lonza Whitepaper

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