Copyright © 2013 IIA All Rights Reserved
Jan 27, 2015
Copyright © 2013 IIA All Rights Reserved
Copyright © 2013 IIA All Rights Reserved
Copyright © 2013 IIA All Rights Reserved
IIA is an independent research firm
that guides organizations to better
leverage the power of analytics.
Working across a breadth of
industries, IIA uncovers actionable
insights, learned directly from our
network of analytics practitioners,
industry experts and faculty. We
deliver critical information that helps
your business run smarter.
IIA co-founder and Research Director, Thomas H. Davenport
Manufacturing Intelligence
• Real-time connectivity
• Manufacturing analytics
• Data-source independent
• Manufacturing operations
• Manufacturing processes
• Plant floor level integration
• Data source integration
Business Intelligence
• Static connections
• Business analytics
• Proprietary
• Business operations
• Business processes
• ERP/Data warehouses
• Constrained integration
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Copyright © 2013 IIA All Rights Reserved
Adapted from Competing on Analytics, Davenport and Harris, 2007
Copyright © 2013 IIA All Rights Reserved
• Conceptually they are the same – insights into the
operation to make better decisions.
• At the system level – a traditional BI system may be
different from a MI system
• As with other industries, manufacturers are having to
become more predictive and prescriptive in order to
drive better performance
HOW DOES BI/ANALYTICS RELATE TO
MANUFACTURING INTELLIGENCE?
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MATURING YOUR USE OF
ANALYTICS
It is not just having the data or the talent…..
Copyright © 2013 IIA All Rights Reserved
Adapted from Competing on Analytics, Davenport, and Harris, 2007
LEVELS OF ANALYTICAL MATURITY
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Adapted from Analytics at Work, Davenport, Harris and Morison, 2010
Copyright © 2013 IIA All Rights Reserved
LEVELS OF ANALYTICAL MATURITY
5. Analytical Competitors. “Analytical nirvana.” Use
analytics across the enterprise as a competitive
differentiator and in strategy.
4. Analytical Companies. “Good at analytics.” Highly
data oriented, have analytical tools, and make wide
use of analytics. Lack commitment to fully compete
or use strategically.
3. Analytical Aspirations. “See the value of analytics.”
Struggle mobilizing the organization and becoming
more analytical.
2. Localized Analytics. “Use reporting.” And analytics or
reporting is in silos.
1. Analytically Impaired. “Not data-driven.” Rely on gut
feel and plan to keep doing so. They aren’t asking
analytics questions and/or lacks the data to answer
them.
Copyright © 2013 IIA All Rights Reserved
Adapted from Competing on Analytics, Davenport, and Harris, 2007
BIG IDEAS
• You need to think about each of the DELTA model
competencies when evaluating analytics maturity
• Measure your progress and set goals that will push you
to continue to improve
• Analytics for offense and defense are critical
• Learn from other firms and industries
• Take advantage of the power of predictive and
prescriptive analytics.
Copyright© 2013 IIA All Rights Reserved
Copyright © 2013 IIA All Rights Reserved
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