April 21, 2023
c t i m o l e c u l a r i m a g i n g c o m p a s s i o n > t h a t i n s p i r e s a c t i o n i n n o v a t i o n > t h a t i m p r o v e s p a t i e n t c a r e t e c h n o l o g y > t h a t d e l i v e r s r e s u l t s c t i m o l e c u l a r i m a g i n g Oracle at
CTI Molecular Imaging, Inc.
March 19, 2004
April 21, 2023
CTI has been in business since 1983 and employs over 900 people. We are headquartered in Knoxville, TN and listed on the Nasdaq: CTMI,Web Site: http://www.ctimi.comGrowing ~ 50% annually
CTI enables providers, physicians and their patients to discover real life answers
through innovative molecular imaging solutions that improve the diagnosis and treatment of
cancer, heart disease, and neurological disorders.
Who is CTI?
April 21, 2023
there’s a cancer cell with a distinct molecular signature
Before her x-ray would show a shadow
Before her CT could reveal a mass
Before she ever feels a symptom
What is Positron Emission Tomography & How Does it Work?
April 21, 2023
Positron Emission Tomography (PET)
April 21, 2023
What Is PET & How Does It Work?
FDG Molecule PETNETDistribution
Scanners
Cyclotrons
4
April 21, 2023
The PET Advantage
5
April 21, 2023
PET / CT Aids Diagnosis And Therapy Management
6
CTCT
PET
PETPET /
PET /TIME Magazine’s “Medical Invention of the Year” in 2000.
Society of Nuclear Medicine Conference’s “Image of the Year” in 2003.
April 21, 2023
CTI Provides AllProducts And Services For PET
Scanners
Molecular ProbesMolecular Probes
Detector MaterialsDetector Materials
14
Cyclotrons
Services
April 21, 2023
Why Oracle?
• Existing systems would not support our expansion
• They were:– Client / server– Non-existent– Out of business!
• Information was – Unavailable– Inaccurate– Managed in Excel
April 21, 2023
We had a Runaway Architecture
April 21, 2023
Conceptual Solution:Virtual Enterprise
• Internet centric
• Common data model architecture
• Scalable
• Secure
Oracle Technology
Patients
Customers
Insurers PET Providers
Employees
Stockholders
Investors
Suppliers
Distributors
Service
April 21, 2023
Phase I - PETNET Phase II – CTI, CPS, & PETNET 10/1/0
1200
4
Phase III200
3•Financials•General Ledger•Purchasing•Accounts Payable•Invoicing•Advanced Pricing•Project Costing
•Financials•General Ledger•Purchasing•Accounts Payable•Invoicing•Advanced Pricing•Project Costing•Project Billing•I-Procurement•Oracle Time &
Labor•I-Expense•Order
Management•Sales Tax
Interface
•Financials•Shipping Manifest•Globalization
•Discrete Manufacturing•Bar coding•PETNET•LEAN / Kanban•Electronic Device
History•Process Manufacturing
•DIS & CIS Interface•CRM
•Quoting•Service Contracts•Spares Management•Call Center•Field Service•Depot Repair•Sales Force Automation•Marketing
Project Timeline and Modules
•Discrete Manufacturing•Master Production
Schedule•MRP•Bills of Materials•Inventory•Agile Interface•Costing•WIP•Quality
April 21, 2023
Project Resources
• Outside consulting used to provide project management and Oracle knowledge
• CTI business staff for CTI business knowledge
• CTI IT developed an Oracle team as the project progressed
• When phase 1 began on June 15, 2001, CTI IT did not have any Oracle people on staff
• The CTI IT Oracle staff now consists of – Three Oracle DBAs (shared with other projects)– Two Oracle applications developers– Three Oracle applications specialists
April 21, 2023
CTI Project
• Advantages– Employees aren’t in love with the current system– Good software– Good people– Available funding– Business project
• Disadvantages– High growth environment– Separation requirements between units– Heavy matrixed resource plan– Competition with other high importance projects– Hard to get good data from legacy systems
April 21, 2023
Phase 1 - PETNet
• PETNet produces the radiopharmaceutical (FDG) used in PET scans– FDG has a half-life of 112 minutes– Typical dose has 10~15 mCi activity
• Project started 6/15/01 and system was live 10/1/01 with 11.5.4
• Independent pharmacy management system at 35+ sites was integrated to Oracle through OM open interface – changed the game from monthly upload of field data to a daily upload
• Advanced Pricing was implemented – eliminated time consuming, error prone manual pricing and review process
• Projects was implemented to track costs of capital and R&D efforts better
• About 50% reduction in billing time and monthly closing
April 21, 2023
Since the Go-Live for PETNet
• We’ve implemented– iProcurement for all PETNet employees and all PETNet
facilities globally– Cash Management– Added a UK subsidiary – new books and consolidation– Added joint ventures– Setup additional inventory organizations– Completed two successful upgrades and now run 11.5.7+
April 21, 2023
Phase 2 – Everybody Else!
• Started 5/6/02
• Business driven project
• Extends system to 3 more operating units with about 12 inventory organizations
• Six functional teams:– Procure to Pay– Plan to Produce– Financial– Order to Cash– Projects– Cost
• Heavily matrixed project organization
• Big bang implementation
April 21, 2023
A Complex Project
• 200 people to train• 250 Tutor Documents• 500 Business Processes• 22 Test Case Scenarios and Scripts• 24 Data Conversions• Rapidly growing company• FDA controlled• Over 100 Custom Extensions
• 1,100 employees• 100 people directly involved• Over $8,000,000
April 21, 2023
Supply Chain TransactionsA Simple Overview
CTI Pet Systems (CPS)
Unique Supplier
ManufacturingReceiving
Shipping
CTI Cyclotron Systems (CCS)Unique Supplier
ManufacturingReceiving
Shipping
OutsourceManufacturer
OutsourceManufacturer
OutsourceManufacturer
Distributor
Customer
Common Supplier
PETNet Pharmaceuticals, Inc. (PPI)
Unique Supplier"Manufacturing" -
28+ Nuclear PharmaciesReceivingShipping
Customer
Advanced Crystal Technologies(ACT)
Unique Supplier
ManufacturingReceiving
Shipping
CTI Detector Materials (CDM)Unique Supplier
ManufacturingReceiving
Shipping
CTI Sources,
ManufacturingReceiving
Shipping
CTI Services
ManufacturingReceiving
Shipping
CTI Distribution Company
ReceivingShipping
?
April 21, 2023
SLT
SteeringCommittee
John SharpProject Director
*Larry MillsProject
Administrator
Newell LanePlan to Produce
Team Mgr.
Habibi AndreProcure to Pay
Team Mgr.
Tom CrossOrder to Cash
Team Mgr.
Tanya PackG/L to Fin. Rptg.
Team Mgr.
Monica GallagherCost & Project
Acctng. Team Mgr.
Walter CromerIT Director
Te
chn
ica
l Te
am
Rusty CrispDevelopment
Manager
Sean WoodDatabase Mgr.
Dav id Gill - Project SponsorClif f reda Gilreath
Stev e Hile
Walter CromerJohn SharpRich Daniels
*JimStuart
*AnilTomar
*DustyBy ers
ElizabethWard
TundeBode Sentil T. Kathy
Freeze
Dav idDudley
JohnKnight
Ray mondBlackson
Robby VincillAdam Kuhn
Beth HartfordTransition Mgr.
Elithe Carnes, Karla McMaster, Matthew Solis, *Arun Tipingiri
Jan McAlpin
*John MorrisEngagement
Mgr.*Sunil K.
*Dav e Tipping *Sharon Howard *Mike Wilson*Ambrose W. *Tim Buzzelli *Chris Romac
*Sunil K. Tita
nC
onsu
lant
s
Mike LasaterProductionSy stems
TroyStaton
*MarkFowler
ScottCannon
RameshAyyagari
Integration Mgr.
*contractedpersonnel
Debbie TaitHeather Clay borneLaura DanielsDonna DerrickCTI Cost Acct.
Heather AdamsGinny RammMike McLeanGina Bolz
Joan deMarcusLisa HudsonKenda Ly nchSid BoothLy nn WallHeather AdamsSam Cole
Juel HensleyAlice JohnsonKent MannGary TerricianoGary FleenorHank Johnson
Ramesh Ay y agariDanny VesserKathy HelmboldtRichard CarlsonJonathan RaulstonEd GrahamJoey MooreDav id SmithJim O’HatnickHank JohnsonSid BoothMatthew Solis
Project Organization Structure
April 21, 2023
Phase 2 Key Process Improvements
• Automated the transfer of released items and bills of materials from the PDM system to ERP
• Automated material sourcing
• Improved material planning capabilities
• Intercompany requisition and supply processes
• Automation of expense report, time and labor and requisition processes
• Elimination of 28 Lotus Notes applications
• Use of workflow notifications, alerts and approvals
• Implementation of better controls
April 21, 2023
Vanilla vs. Customization Issues
• Project accounting used to collect product service costs and bill out-of-warranty and non-contract support labor, materials, etc. – substantial effort
• Basic changes to approval routings for iExpense and iProcurement to allow shared services to buy for other units
• Intercompany supply chain – could not accomplish the way we wanted to
April 21, 2023
Phase 2 Status
• In production Feb 2nd, 2004
• Over 500 classroom hours of user training completed
• Very few major issues encountered– Notifications of backordered spare parts orders– Startup of integration with the product data management
system– Document printing hiccups– E-mail approvals of iExpense, OTL and iProcurement didn’t
work at first – e-mail configuration issue
April 21, 2023
Technology Overview
• Sun hardware and O/S
• EMC storage area network
• 10/100 mbs ethernet network
• 99% Windows-based PCs for users
• Extensive wireless networking in place
• Oracle used in a multi-node environment
April 21, 2023
Testing Strategy
• CTI is an FDA governed company – testing is very formal– Unit –> System -> Business process– Business people owned testing– Tutor was used to define the procedures– Test scripts were developed from Tutor procedures– Business process testing was conducted in small teams with
cross-functional representation– Results were clearly documented and signoffs were
required– Documentation was reviewed for completeness– Management signoff was required before go-live
April 21, 2023
Communicating for Success
• Regular steering committee updates
• Daily “tidbits” to all employees via e-mail in the last three months
• Monthly employee newsletter stories throughout the project
• Live “Orientation to Oracle” sessions
April 21, 2023
Training Overview
• CTI team managers were responsible for planning training
• CTI and consultants were the instructors
• Most classes were hands on the software
• Three types of courses– Orientation
• General overview of Oracle and the project, processes, etc.
– Navigation• Basic “How to Navigate” class – required before taking other
classes
– Functional and Detailed• Detailed module and process training
April 21, 2023
Patch Management
• Process was clearly defined due to FDA requirements
• Requests and approval formalized
• Encountered problems with ability to patch an instance without impacting anyone else – created some delays
• Typical patch problems– Dependencies and pre-requisites– Need for one-off’s vs. family packs– Patches breaking something else
April 21, 2023
Summary
• Phase 1 went well– Tight scope– Resources were committed– No competition with other initiatives
• Phase 2 was much harder but successful so far!– Resources unavailable – caused delay– Competition from IPO, LEAN initiative, growth– Much more consensus building required– Larger scope – more learning – more innovation
• On to Phase 3!
April 21, 2023
“Life is full of obstacle illusions.”- Grant Frazier
April 21, 2023
c t i m o l e c u l a r i m a g i n g c o m p a s s i o n > t h a t i n s p i r e s a c t i o n i n n o v a t i o n > t h a t i m p r o v e s p a t i e n t c a r e t e c h n o l o g y > t h a t d e l i v e r s r e s u l t s c t i m o l e c u l a r i m a g i n g