Dublin Technology Campus 10 Years of Innovation for Growth http://w3.ibm.com/ibm/presentations IBM Intelligent Dashboards ICBE Lean Symposium 05/02/2009
Dec 25, 2015
Dublin Technology Campus
10 Years of Innovation for Growth
IBM Intelligent Dashboards
ICBE Lean Symposium
05/02/2009
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Who Am I
Michael Cosgrove
BTSC: Business Development Project Manager
IBM Technology Campus
Tel: + 353 1 815 2838
Mobile + 353 86 2344684
Email / Sametime: [email protected]
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Agenda:
Business Intelligence
MD Lean Journey (which led to BI Growth & Usage)
Demonstrate some live Dashboards
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Business intelligence (BI) refers to skills, knowledge, technologies, applications, and practices/policies used to help business.
For this purpose it undertakes the collection, integration, analysis, interpretation and presentation of business information.
so
"business intelligence" can therefore refer to the collected information itself or the explicit knowledge developed from the information
Graphical
Textual
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
BI supplies Information relevant to the user for their beneficial usage.
“Avoid data rich information poor scenarios”
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
ActionProcess
Physical Environment
P= Physical Environment (operations)
What is BI ? The physical world is always the starting point.
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Capture & Store
Enquiry Transform DisplayActionProcess
Physical Environment Virtual Environment
V= Virtual Environment (IT)
What is BI ? The virtual environment is a reflection of the physical.
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Capture & Store
Enquiry Transform DisplayAction
Make Decision
Propose Solution
Reaction
Process
Physical Environment Virtual Environment
Emotional F/B
P = V (process driven BI)E = Fn ( P) (effective management)
What is BI ? Physical and virtual worlds must be related.
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Capture & Store
Enquiry Transform DisplayAction
Make Decision
Propose Solution
Reaction
Process
Physical Environment Virtual Environment
Emotional F/B
What is BI ? Where does BIRD make a Difference ?
HERE!
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
BIRD
Business Intelligence Global Initiative
WW Admin
Site A
Site B
Site C
Scheduling
Execs
WW AdminWW AdminWW AdminWW AdminWW Admin
Site A
Site B
Site C
Scheduling
Execs
Site A
Site B
Site C
Scheduling
Execs
What problem is BI addressing?
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
AS-ISEnterprize Reports
Functional Reports
Project Reports
Task Reports
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Issue :- no enterprize level Report
Data Level
Guadalajara
Rochester
Poughkeepise
Dublin
Montpellier
VACSingapore
Shenzhen
Yo
koh
ama
San
Jose
Markh
am
En
g
Pro
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Qty
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Infrastructure Level
Man
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Gro
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Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
To-Be Model
Enterprise Reports
Functional Reports
Project Reports
Task Reports
Data Level
Mas
ter
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rt P
ag
e
"One
Sto
p S
ho
p"
Ad
-ho
cM
etr
ics
Re
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rtin
g
Guadalajara
Rochester
Poughkeepise
Dublin
Montpellier
VACSingapore
Shenzhen
Yo
koh
ama
San
Jose
Markh
am
En
g
Pro
c
Qty
En
g
Pro
c
Qty
En
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Pro
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Qty
En
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Pro
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Qty
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Infrastructure Level
Sup
port
Team
Report R
equest
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Gro
up
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Business Intelligence Tools & Procedure Sets
Ma
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Ma
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Ma
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Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
What Bring us all together?
Operations Systems
Feedback ( Emotional/Flexible/Intelligent )
MakeDecision
ProposeSolution
Reaction
Business Process Layer IT Layer Data Model Layer
Business Intelligence Layer
Imp
roveme
nt
BTSC 2009
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Dashboard Rules & Principles
Dashboard principles (The key to any good portal)
The default display (This must help the user understand what the portal's function is).
The filter keys. (This allows the user to setup the portal to their requirements)
The connection to the dashboard
KPIs designs:
Are they forward or backward KPIs Things going right
Things going wrong
Leading / Lagging
Which of the main E drivers– Economic /Environmental /Effectiveness/ Efficiency /Ethical
Are they operational KPI or Transformational KPIs
What is the x-axis driver– Time– usage
Are they Primary or Secondary (State the linkage)
Are they Adaptive or Static
Degree of Action– Respond– Influence– control
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Rule SetsBI delivery Rules
Provides key information for the business decisions makers
Allows different data sources to be synergized together to provide clear and accurate information on business operations
Allows summarized data to be drilled down to give a complete detailed insight to the business operation
BIR allows business information to pass through the entire business giving consistent, accurate and speedy reports.
Can provide a user friendly interface to how the business is operating
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Attributes of BI
Sociology Technology
Functionality
BI
Rule SetsBI Attributes Rules
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Remove perspective error
Should never be part of the problem, non disruptive technology
Access permission are user specific
Full access to system anywhere
Ease of Use from Base Grade Operator to Snr. Staff Member
Power User and Data Grazers see equal benefit.
Unlimited Expandability / Scalability
Ability to drill down from summarized data to detail data
Universally Understandable Terminology
Blue Stack and Open Source Utilized
Compatible with current and future Systems
Use of information is activity specific
Rule Sets (Fundamental objectives)
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
“BI makes Information relevant to the user for their beneficial usage”Dashboards
Data is displayed via key performance indicators and supporting analytics
Visualization Components are heavily used
Layout is both engaging and efficient.
Navigation Control & Cosmetic Rules are well defined but under stated
Blink and Think
Rule SetsNavigation Rules
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Power user
Comfortable with detail
Dislikes pointless navigation
Likes all to have all the raw data to help with decision making
Not to concerned with data presentation
Likes to have design freedom in some algorithm
Data grazer
Likes summarization
Makes fast decisions
Does not like to search for information
Likes uniformity
Not concerned with the design of the transformation algorithm
Both ends of the spectrum must be satisfied!
Rule SetsDominate Stakeholder Rules
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
IT Power(Analysts)
Business(Managers)
Casual(Front Line)
Extended
0
10
20
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60
70
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100
Who is using business intelligence tools today?
Who can get most value out of business insights?
IT Power(Analysts)
Business(Managers)
Casual(Front Line)
Extended
0
10
20
30
40
50
60
70
80
90
100
Power user
Datagrazer
Rule SetsDominate Stakeholder Rules
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Invention: Is the process of creating something new
Innovation: Is the process of making an invention deliver a positive difference
So began the MD’s LEAN Journey in 2001
Innovation was both revolutionary and evolutionary
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Structure Systems
Culture
The Main Elements of MD LEAN’s Focus
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Structure Systems
Culture
The Main Elements of MD LEAN’s Focus
Re Organisation
ConsumableControl
Score Cards
KPIs
BOOST
Standard Work
Meetings
Line Redesign
Training Alignment and Commitment
Technology Facilitation
From Push -> Pull
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Structure Systems
Culture
The Main Elements of MD LEAN’s Focus
Re Organisation
ConsumableControl & Lot Size
Score Cards
KPIs
BOOST
Standard Work
Meetings
Line Redesign
Training Alignment and Commitment
CommunicationTechnology Facilitation
From Push -> Pull
Results Next Steps
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Structure Systems
Culture
The Main Elements of MD LEAN’s Focus
StructureLine Redesign ( physical and virtual )Re OrganisationPush -> PullTechnology Facilitation
As-Is To-Be
BEOLBack End Of Line
FEOLBack End Of Line
Secondary Services
WIP Flow
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Structure Systems
Culture
The Main Elements of MD LEAN’s Focus
StructureLine Redesign ( physical and virtual )Re OrganisationPush -> PullTechnology Facilitation
As-Is To-Be
Hi Volume Product
Secondary Services
Logic Product
Complex Product
WIP Flow
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Structure Systems
Culture
The Main Elements of MD LEAN’s Focus
StructureLine RedesignRe OrganisationPush -> PullTechnology Facilitation
Plant M anager
Q uality Engineering O perations F inance Logis tics
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In /
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Eq
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Pro
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Ma
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BE
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CIP
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Co
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Inte
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Log
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IT
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Structure Systems
Culture
The Main Elements of MD LEAN’s Focus
StructureLine RedesignRe OrganisationPush -> PullTechnology Facilitation
Q uality In / O ut
In terna l Logistics
M ain tenance
Plant M anager
Q uality Engineering & O perations F inance Logis tics
Cu
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E qu ipm ent
P rocess
Hi V
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Pro
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LE A NTeam
Bu
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Crt
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Ge
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Pla
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Logi
c P
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Co
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Pro
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IT
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Structure Systems
Culture
The Main Elements of MD LEAN’s Focus
StructureLine RedesignRe OrganisationPush -> PullTechnology Facilitation
1998
2003Plant Wide Business Intelligence SystemsConveyorsPower CoolersLow Level AI (What’s Next)Bake Timers
2000
2006
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Structure Systems
Culture
The Main Elements of MD LEAN’s Focus
SystemsKPIsScore CardsConsumable Control and Lot SizeStandard Work
Positive Metrics ( Forward Flowing )
WIPCycle TimeYieldsPlans V Actual deltaConsumablesQuality IN / OUT / PROCESSX-FactorsClimate
Negative Metrics ( Backward Flowing )Static v Active
LotModule
Maverick LotsLOH TATStatic StorageSmall Lot ManagementRework
Pick bad and good news KPIsEnsure the majority of Stakeholders can effect themLink them to the Bottom LineUse them when your ready
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Structure Systems
Culture
The Main Elements of MD LEAN’s Focus
SystemsKPIsScore CardsConsumable Control and Lot SizeStandard Work
HUMAN RESOURCE MANAGEMENT
CUSTOMER RELATIONSHIP MANAGEMENT
SUPPLY CHAIN MANAGEMENT
BUSINESS OPERATIONS MANAGEMENT
FINANCE & PARTNERSHIP MANAGEMENT
BUSINESS CONTROLS
ENVIROMENT HEALTH & SAFETY
CORE PROCESS
MD Monitor and controlled by Scorecards constantly moving targets when achieved
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Structure Systems
Culture
The Main Elements of MD LEAN’s Focus
SystemsKPIsScore CardsConsumable Control and Lot SizeStandard Work
Consumables Purchased = Consumables Used + Consumables Wasted
Make Consumables a scarce resource
1000 units per 4 hours
500 units per 4 hours
500 units per 4 hours
1000 units per 4 hours
Balance the Line via lot size
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Structure Systems
Culture
The Main Elements of MD LEAN’s Focus
SystemsKPIsCommunicationScore CardsConsumable Control and Lot sizeStandard Work
Interlink the Physical World = Virtual World
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Structure Systems
Culture
The Main Elements of MD LEAN’s Focus
CultureTrainingMeetingBOOSTAlignment and Commitment
DevelopedSteering Team
Motivated theSnr Management
Selected the Pilot Team
Started YellowBelt for All
Started GreenBelt for Some
Cross Trained Operators Focused on
Suppliers
6 Managers6 People3 Black Belts
15 Operators5 Maintenance4 Managers
373 People 60 People 300 People !!!!
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Structure Systems
Culture
The Main Elements of MD LEAN’s Focus
CultureTrainingMeetingBOOSTAlignment and Commitment
Office Move to floor for greater easy of 1-2-1 access
Made IT Systems the one-stop Shop for correct perspective
Remove management from meetings where possible
Promoted Gamba Board meetings
What worked for MD
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Structure Systems
Culture
The Main Elements of MD LEAN’s Focus
CultureTrainingMeetingBOOSTAlignment and Commitment
ClarityStandards
ResponsibilityFlexibility
RewardsTeam Committment
Climate Dimension
0
20
40
60
80
100
Sco
re ROM Actual
ROM Target
Role of the Manager Actual Vs Target Expected by Employees
Brigh
tenOur
OrganizationStarting Today!
B
OOST MD
<<<<<< Identified the problem
Propose the solution >>>>>>
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Structure Systems
Culture
The Main Elements of MD LEAN’s Focus
CultureTrainingMeetingBOOSTAlignment and Commitment
Clarity1:1 - twice per QTRDepartment Meetings - 1 per month100 % attendance at All Mgrs Meetings80% attendance at All Hands
Challenge and OpportunityNo. of promotions, transfers and assignments.
Reward & Recognition% Population given business excellence awards, & other forms of recognition such as Thank You Drawer.
<<<<<< Implement Plan
Monitor >>>>>>
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Structure Systems
Culture
The Main Elements of MD LEAN’s Focus
CultureTrainingMeetingBOOSTAlignment and Commitment
Vision
Objectives
Goals
Tasks
Pyramid Of Purpose
Visions of LEAN came from LEAN Steering Team
Goals where agreed by dominate stake holders ( at future state mapping)
Reengineering teams developed the objectives
Re Training Facilitated the Tasks execution
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Microelectronics LEAN Results as of Feb 2005
Cycle Time Logic 50% ReductionMixSig 66% Reduction
Inventory 55% Reduction
Productivity >20% (staffing, rework and consumables)
Space 36% Reduction
Training 91% Complete
Quality in-House 41% Improvement
Quality outhouse 50% Improvement
Output Record (24hr) 525,000 modules -> 920,000 modules
Savings Year on year 11% actual cost savings on a budget of $59m
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
Microelectronics LEAN Take Away Slide
In Summary Get Snr Management Level Support
Setup LEAN Steering Team
Started with culture modification
Implement Pilot
Ensured 100% plant involvement
Re Align Structures
Learn from yourself and others
Aligned all individual goals and effort with the LEAN Stratgical goals
Take risks ( evolutionary and revolutionary innovation )
Monitored and improve
Focus on the method and results then celebrate the wins !
Business Intelligence Global Initiative
Integrated Supply Chain Manufacturing
The Next Step in LEAN
What is next for IBM Dublin
Business Intelligence Enablement
Carbon Foot Print
Smart Cities
LEAN never Ends