Milestone 2
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St. Thomas University *
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750
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Industrial Engineering
Date
Dec 6, 2023
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4
Uploaded by SargentKouprey8588
Milestone 2
Group 7: Dominic Dinh, Mileena Do, Omar De Hoyos, Ancelmo Parada, Sacheen Phillips, Karthik Reddy
Problem Statement:
The current LMS system being used by Essilor is not cost-effective due to one main factor: different
systems are being used at different sites and this does not lead to a transparent system within the
company.
Project Success Metrics:
In Milestone 1 you identified 3 project success metrics. For each
metric, list at least 2 ways that the metrics will be measured.
Problem Success Metrics:
-
Metric by Team: Did we complete everything asked of us to complete? Did we also come up with
a solution that we think best fits the problem at hand? We can use the general completion of our
assignments to measure our individual participation, as we strive to establish an equal amount
of work distribution and responsibility. We will also use group voting to determine which
solutions to incorporate.
-
Metric by Instructor: Did we meet current milestones and deliverables? We will use our
assignment grades to determine our ability to keep up with deadlines. Determining the
completion of our deliverables on X number of days before the deadline is another way we will
be measuring the success of this metric.
-
Metric by sponsor: Can our Data Analysis and suggestions clearly make an impact to drive costs
down? We will compare the costs of the current LMS system to the cost of our new
recommendation, determining if the recommendation is worth the investment. We will also
compare the costs and benefits of each LMS system variation.
Discussion:
Identify three questions or statements that will drive your analysis. Briefly discuss
each one, why it is important, and what data/information you hope to uncover. This is
important as it is the basis for your research and data analysis.
Essilor’s priorities concerning the LMS systems is to reduce costs and harmonize the different
LMS
-
Why is this important:
It is important for us to establish the project’s priorities to
determine the direction of our project and give us leads on what to analyze.
-
What data do we hope to uncover from this:
We are trying to find data related to Essilor’s
costs to find ways to reduce them. We also want data that could help us understand and
predict production under different LMS setups
Which Lab Management Systems are worth their costs, and which need to change?
-
Why is this important:
The underlying problem concerning the LMS systems is that there
are too many different systems in use increasing the costs of operations and making it
difficult to harmonize each location. Looking for LMS liabilities will help us towards both
of our goals.
-
What data do we hope to uncover from this:
We are looking specifically for data related to
the costs of each LMS systems in place, and potential alternatives, to guide us towards
our recommended solutions.
How can we ensure a return on investment?
-
Why is this important:
We need to determine the feasibility of possible solutions before
we can recommend them. To do this, we need to guarantee that these provide a benefit
than their cost. In other words, we need to figure out the return on investment.
-
What data do we hope to uncover from this:
On top of finding out the costs of the current
systems, we need to find out the costs and benefits of implementing the new systems to
do proper qualitative analysis.
LMS Data Analysis:
In the data analysis section, please include the following:
o A brief discussion of your approach to the data analysis and the process used to analyze the data.
For the LMS system, our approach is going to be creating a cost analysis consisted of anything directed
towards finance into an excel spreadsheet. We will also create excel sheets that include return on
investments and cost projection. Essilor seems to have an approach that focuses on four different areas:
Must Have Remediation, Technical Debt Remediation, Future product needs growth and
on-boarding/conversion scalability. We will compare the cost of the current deployment model versus
the proposed in regards to how much time it takes, how much it produces, and the final cost. In addition,
we can use the graphs provided in the slides from Essilor to do further analysis of the LatAm cost of
annual jobs and labs across the different regions. We can also do a financial analysis of the revenue
provided by the brand and type of products.
Tableau is a data visualization tool that will be a component used to help us visualize our data and
gather our findings. We will use this database to enter statistics, provided to us by our Essilor sponsor,
and then create a series of graphs and charts from it. We can easily drag and drop statistics into a series
of charts. In this case, we will use the line chart to show how cost-effective, or not, the current LMS
system is compared to other LMS systems, over a designated period of time. Another chart that will be
used is the doughnut chart. We will take the data separated by brand and type and insert that into this
type of chart. This would provide an accurate and easily viewable representation of how revenue is
distributed based on type as well as the brand.
o A summary of your findings –an understanding of the global LMS issue, how did they get there?
Essilor’s primary revenue comes from Optifacts and VisionStar LMSs, these two have revenue of 6.7 and
2 million respectively. It is projected that with further investment to these two the company exposes
them to very little risk while creating sizeable revenue. VisionStar is a relatively old system that is being
more costly to run and its ability to support new technology. VisionStar is a capable system but there's a
need to move to a more efficient system, 10/27 customers (such as Luxottica, Classic Optical, IcareLabs,
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US Vision) already proposed a migration path from VisionStar to another LMS because of its lack of
features, such as no 3d party support; no regular security maintenance, a challenge to maintain outdated
licenses, limited access to new features and functions, and no support for the latter and for hardware,
but we estimate from the data we were given that it can take up to four years to migrate customer base
from its current position.
Optuitive is a fairly new system they are currently implementing at the Dallas and is seeing rather poor
revenue with $433,000. The implementation process would take an estimated time of 38 years and could
be even longer due to lots of unknowns, this is due to Essilor moving to a client-server model a cloud
model. Time, along with an estimated cost of nearly $11,000,000 makes Optuitive a fairly risky
investment to continue. If Essilor where to go with another LMS they would have to replace them from
the brand new 14 labs that run Optuitive. This will make it harder for the individuals running these labs
far harder to transition to another LMS. If Essilor wishes to continue with the implementation, they will
gain an increase in technological architecture and processes.
Optifacts is deployed at 58 Essilor Labs of America (ELOA) base labs and EOA 8 partner labs (Ask out of
how many)Optifax operates some of the largest labs in the world with over 100 installations and already
has a lot of well-formulated protocols to keep it relevant. In our data itself it is stated that “harnessing
the optifax platform would be a true differentiator in all markets and will open up great revenue growth
potential.” There are some negatives to Optifacts such as the lack of ability to operate with third-party
services, which would have Essilor dependent on optifax as it’s only LMS. We want our objective to align
with strengthening client relationships, reinvigorating business development, simplifying organization
and mitigating risk to the business, so we will further research Optifacts to determine if it fits these
qualities.