Architecture Week Göteborg October 6th- 10th 2014 Enter the Digital Customer Innovation!
Architecture Week 2014!
10 Countries
5 Days
1 000+ Attendees 14
Cities
Enter the Digital Customer Innovation
Agenda!
§ Welcome & Introduction ! ! ! ! !Klas Reinholdson ! ! ! ! !!
§ Remaining successful in the Industry 4.0 age ! ! !Joakim Lindbom !§ 3 Faces of digital innovation ! ! ! ! !Ron Tolido !!§ Next generation Manufacturing Path SAP ! ! !Fredrik Hedlund
! ! !!§ Roundtable discussion ! ! ! ! ! ! !
! ! !!
Theme and related subjects
�Digital Innovation is one of YOUR priorities �Digital Innovation is one of our customers’ priorities �Digital Innovation is one of Capgemini’s priorities
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“it is highly likely that the world of production will become more and more networked until everything is interlinked with everything else.” Siegfried Dais
The fourth industrial revolution
Big Data
Predictive Analytics
Connected Devices
Customized (mass) Production
Improved Automation
Self-organizing systems
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BEING “LIKED” MATTERS: CONSUMERS TRUST THE WISDOM OF THE CROWD (AND ONLINE FRIENDS).
Digital Customer GENERATION CONNECTED Connected consumers are in charge. They are confident about what they want and how they want it, secure in using technology to increase their power as shoppers and owners, and comfortable driving innovation in the industry.
7 Copyright © Capgemini 2014. All Rights Reserved Presentation Title | Date
Innovation - how to stay competitive
Traditional manufacturing companies moving towards interaction with end customers
Successful Business Innovation closely connected
to creation of new ecosystems
In 2014; 89% of Fortune 500 firms in 1955 are gone
“If the rate of change on the outside exceeds the rate of change on the inside, the end is near.” Jack Welch
8 Copyright © Capgemini 2014. All Rights Reserved Presentation Title | Date
Remaining successful in the Industry 4.0 age – Joakim Lindbom
Now, what’s this?
Now, what’s this?
Mechanisation Computerisation Robotification
Electrification “Cyber-physicalisation”
Hit markets, a way of the past
Hits
Strong individualization of products - highly flexible (high-vol) production The market beyond the hits are much bigger and can now be addressed
What’s the poten7al
Manufacturing $11.6 Trillion = 83 Biljoner SEK
Your compe77on will not wait for you
Neither will your customers
0 10 20 30 40 50 60 70 80 90
100
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
Best & Beau7ful
A Inc
B Inc
C Inc
Lack of speed kills!
Open Innova7on
Who’s solving your problems?
New constella7ons
Outlook – what’s happening now
Con7ki Opera7ng System for connected devices SICS – Adam Dunkels Mul7tasking, TCP/IP stack 30 kB
10 kB without GUI
Wearables, other small scale computers
Wearables, other small scale computers
If the Second Industrial Revolu7on was the Informa7on Age, then I would argue that a Third Industrial Age is on its way: the age of the Makers. -‐ Chris Anderson
Nano 3D printer
3D objects with printed wiring
Mul7 layer PCB – prototyping and small series
Impossible to manufacture?
Image: http://www.3ders.org/
Parametric manufacturing
http://user.faktiskt.se/vee-eight/carlsson/oa2212
Good sound used to be tricky
Parametric manufacturing
https://labs.blogs.com/
Individual casing Cavity and surface diffraction as per individual tweeter non-linearity
Impossible to manufacture?
http://www.proxyarch.com/mechaneu/
What can a man do?
What can a man do? Agile – collabora7ve – open source
What can a man do?
3 months to build a new car – new version every week No toy car! 5 stars on crash tests
Baxter No programming needed – you teach it! Based on open source. Of course. Cost less than one year’s salary for one industry worker
Innova7on
The ability to innovate
is strictly coupled with
the ability to fail fast
Innova7on department
Innova7on – the problem with being big
5 year (release) plan ?
How many 7mes per day do you deploy new solu7ons?
Neglix deploy > 100 7mes per day
5 year (release) plan ? No more!
Dual-‐speed IT -‐ Decouple market facing IT from backend IT 7mewise -‐ Plan for the very different levels of velocity Plagorm thinking -‐ Enable future solu7ons without knowing which will be
requested OpenAPI & Open Data Lake -‐ Create Integra7ons & BI with a NoRequirements thought -‐ API Economy – Which API will be successful and survive?
Summing up Massive progress in many areas
Low cost compu7ng power Connected devices Robo7cs Ways of coopera7ng
Big kills The next industrial revolu7on is star7ng now Plan for the unplannable
Contact
Joakim Lindbom Principal | Enterprise Architect [email protected] 08-‐5368 3934 0708-‐166404 twi.er: JoakimLindbom h.p://www.slideshare.net/JoakimLindbom h.p://www.linkedin.com/in/joakimlindbom
Image sources, marked as OK to use commercially
https://upload.wikimedia.org/wikipedia/commons/8/8b/Buck_Mountain_Grand_Teton_NP1.jpg https://upload.wikimedia.org/wikipedia/commons/d/de/Eisklettern_kl_engstligenfall.jpg https://c1.staticflickr.com/1/1/1118807_a751d65ba5_z.jpg?zz=1 https://upload.wikimedia.org/wikipedia/commons/4/4f/Eternal_clock.jpg https://c1.staticflickr.com/9/8062/8189938256_2a683d2334_z.jpg https://upload.wikimedia.org/wikipedia/commons/8/85/Git_branches_example.png https://upload.wikimedia.org/wikipedia/commons/9/99/Highway_at_night_slow_shutter_speed_photography_02.jpg https://c2.staticflickr.com/6/5058/5490790304_dc3d7c2b91_z.jpg http://www.dailymail.co.uk/tvshowbiz/article-1176568/Andrew-Sachs-thanks-Jonathan-Ross-Russell-Brand-boosting-career.html https://upload.wikimedia.org/wikipedia/commons/8/8b/CERN_Server.jpg http://www.manufacturing-operations-management.com/manufacturing/2014/10/smart-manufacturing-needs-a-real-time-integrated-enterprise.html http://www.3ders.org/images/Dizingof-math-arts-3d-printing-2.png https://upload.wikimedia.org/wikipedia/commons/8/8a/Long_tail.svg
Music sources, marked as OK to use commercially
https://www.youtube.com/watch?v=QEjdiE0AoCU&list=RDjLR-_c_uCwI&index=2
Music sources, marked as OK to use commercially
https://www.youtube.com/watch?v=QEjdiE0AoCU&list=RDjLR-_c_uCwI&index=2
3 Faces of digital innovation - Ron Tolido
Ron Tolido!CTO, Continental Europe!Gothenburg!11 October 2014!
TechnoVision 2014 and beyonddrivers for Digital Transformation!
3 Years of Digital Transformation Research …!
… and many years of technology insights …!
.. in a simple framework to position technology drivers that underpin Digital Transformation …!
… with 7 Design Principles and 30 Trends …!
1. Vanilla Tastes Good 2. Reborn In The Cloud 3. Elastic Business 4. Close To The Edge 5. No Apps Apps
Sector as a Service
1. Object Of Desire 2. Zen Of The Task 3. Sweat The Assets 4. Get A Life 5. End User, End
Producer You
Experience
1. Social Is The New Oil 2. Profile As A Currency 3. Social Workers 4. No Work 5. Friend Your Vending
Machine We
Collaborate
1. My Data Is Bigger Than Yours
2. Intelligence Inside 3. Real Real Time 4. The Art Of Data 5. Data Apart Together
I0I0I0
I0I0I0
Thriving on Data
1. Shades Of Process 2. Process Is The New
App 3. No Process 4. String of Silos 5. Co-Process
Process on the Fly
1. Virtual Lego 2. What Would Amazon
Do? 3. Bon Risk Appétit 4. Let’s Get Physical 5. Orchestrate for Simple
Invisible Infostructure
1. Born In The Cloud 2. Build Social 3. SMAC It Up 4. Business, Mon Amour 5. No Requirements 6. From Train to Scooter 7. Think Design
Design For Digital
Reborn In The Cloud!
Once organizations have implemented or built their first cloud applications, they will find they have a powerful cloud platform available that comes with these applications. They can now consider leveraging more of that platform, not only to create additional solutions but also to renew the existing applications landscape. This may be a matter of simply ‘cloud-enabling’ legacy applications by providing them with a new front-end and integrate them with the cloud applications. But applications can be completely ‘reborn’ too, taking full advantage of living in the cloud.
Re-bond
Reduce duplication, disparate applications and drive efficiency by consolidating of processes
Retire
Retiring the application in a controlled manner, preserving
essential data in the Cloud
Resurrect
Improve integration and flexibility through Cloud service
enablement
Rebuild
Build in a new language or re-use the code on a modern Cloud
platform
Remediate
Re-factoring the application to a better structure to improve
integration & flexibility
Replace
Assess current and to-be business requirements and
upgrade/migrate to configurable, cloud-based solutions
Re-platform
Move the application to a modern, easily deployable Cloud
platform
Run
Keeping the application fed and watered for the minimum effort
and cost
The 8 Rs of Application Destiny & the Cloud!
SMAC It Up: the 3rd platform has new rules!
Although the drivers of Social, Mobile, Analytics (or ‘Big Data’) and Cloud all have powerful transformation impact themselves, the real breakthroughs are created by bringing them all together. In this powerful melting pot, the drivers amplify each other, creating something much more compelling than the sum of the parts. So whenever you consider a solution in one of these areas, systematically look in the other areas as a default for synergetic inspiration.
3rd The Third Platform!
Moving between platforms …!
From Train to Scooter!
The next generation of Business Technology solutions has a short time to market, is created and delivered in an agile way and is developed and owned in the nearest proximity of the business. These solutions are much like Scooters and Cars, where the current applications landscape typically is populated with Trains and Buses. Think about when to apply the right rhythm, build the ‘hub’ platforms to support and start to explore new, flexible ways to build solutions, applying agile approaches such as SCRUM and rapid development tools.
Different rhythms for different purposes …!
… with agile not just being ‘agile’ anymore …!
End User, End Producer!
Centrally gathering all requirements, compiling them into a list of mobile initiatives and then building the apps - one by one - does no justice to the development potential of the crowd, nor does it provide a short time-to-market. Focus on building a ‘hub’ platform instead: a catalog of enterprise-level services and APIs to catapult new apps, built by yourself and others, both inside and outside the company, by individuals, business units or external partners. Then focus on mobilizing, enabling and supporting your end producers; they will create the greatest mobile apps in return.
Exploring the API economy …!
The Next Disruptive Technology ….!
… can come from anywhere …!
Friend Your Vending Machine!
Operational Technology and Information Technology are fusing, powered by smaller processors and better sensor and network technology. The Internet of Things is coming, as we are ‘getting physical.’ This provides the opportunity to create smart connected products, with every product potentially offering a direct, proactive route to the hearts and minds of consumers. Combine it with social networking, and the consumers’ lists of ‘friends’ could look very different a few years from now.
.. and there is much more on capgemini.com/technovision!
Ron Tolido!CTO, Continental Europe!Gothenburg!11 October 2014!
TechnoVision 2014 and beyonddrivers for Digital Transformation!
MFGPath – an ERP revolution
2014-10-09
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Capgemini’s SAP CERTIFIED Solutions
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MFGPath – how it fits in today…
Reduce time!
Immediate touch and feel… Increase speed to market…
All in ONE simplification…
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What is the Capgemini SAP Path solution?
Customer Configuration
Capgemini parameterisation
Enhanced with func7onality during a number of Capgemini installa7ons
SAP Business All in One
Pre-‐configured based on SAP best prac7ces
SAP ERP Functionality
You get the big box of SAP func7onality
78 Copyright © Capgemini 2014. All Rights Reserved Presentation Title | Date
§ Speed to value § Cost certainty
§ Overall cost reductions § Platform for Growth
Value Platform
Solution Platform
§ Plug and play § Pre-configured
§ Enriched with accelerators § Integration tested
§ Data Conversion § Reports
Technology Management § Applications Management (shared resource model) § Infrastructure Management (hosting)
§ Security § Workflows
§ Periodic Billing § T&M Billing § Internal Maintenance § Services with Fixed Billing § Maintenance & Warranty
Processing
Service to Cash
§ General Ledger § AR and AP § Asset Accounting § Controlling § Product Costing § Period End closing § Project Systems( Lite)
Finance-to-Manage
§ Sales Contracts § Service Billing variations § Variant Configuration § Sales Order Processing § Inter-company Sales § Re-billable Sales § Dr/Cr Memo Processing
Billing and Invoicing
Order-to-Cash
§ Materials Requirements
Planning § Procurement of materials § Procurement of services § Receiving and Inspection § Warehouse Management
Procure-to-Pay
§ Make-to-Stock § Make-to-Order § Engineer-to-Order § Configure-to-Order § Repetitive Manufacturing § Kanban § Engineering Change
Management
Demand-to-Supply
SAP ECC 6.0 EHP 6 (FICO, SD, MM, PP, QM, WM, PS, CS)
MFGPath
MFGPath Solution – Why and What’s In It?
Data Management
Maintain to Settle
§ Planned Maintenance § Corrective Maintenance § Refurbishments § Service Notifications § Equipments, Functional
Locations,BOMs
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MFGPath - much more then a preconfigured solution
Process Flows
Training Docs
Test Cases Configuration Specs
Key Design Decisions
Metrics and Insight Benchmarks
Business Process Procedures
Solution Manager
MFGPath
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Types of MFGPath projects so far…
1. Single implementation at smaller site § Confirmation of Blueprint
§ Limit testing
§ Pre produced documentation
2. Roll out accelerator for multiple sites § Reference model for demo during design
§ Quality accelerator
§ Kick start of documentation
Capgemini has partnered with SAP to offer MFGPath as
81 Copyright © Capgemini 2014. All Rights Reserved Presentation Title | Date
MFGPath Pre-study concept – how it´s done & what´s delivered
Map Analyze Report
Pay
2.1 ReceiveRequest
2.2 Locate Source /Create Contracts
2.3 Order Materials /Services
2.4 Receive & Manage MaterialsServices
2.5 ManageAccountsPayablePr
ocur
e
Proc
ure
to
Pay
Each E2E Process contains 5 Major Processes
Several SAP-enabled Business Processeswill be defined for each Major Process and are numbered sequentially.
Business Processes are the content for detailed Blueprint Workshops.
5 Major Processes - Level 2
Busi
ness
Pro
cess
Lev
el 3
2.2.1 RFQ/
Quotation
2.2.2 Contracts
3.2.3Free of Charge
2.2.3 Vendor
Evaluation
2.3.1 PO
Processing & Approvals
2.3.2 Internal
Procurement
2.3.3 Subcontract
PO
2.4.1 Goods Receipt
Processing
2.4.2 Vendor Return
Processing
2.5.1 Invoicing
2.5.2 Credit Memo
2.0.2Master Data
2.0.1Org
Structure
2.2.4 Scheduling Agreements
2.1.1 Requisition Processing
2.1.2 Requisition Approval
2.5.4 Down Payment Process
2.5.3 Subsequent Adjustment
2.5.5 Pay Vendor
2.4.3 Physical Inventory
2.4.4 Service Receipt
Processing
2.4.5 Materials
Movements
2.0.3Rebate
Processing
2.0.4Pricing
2.0.5Batch
Management
2.0.6Serialization
2.2.5 Catalog Content
Management
Business Process Hierarchies – Procure to PayLevel 1 – Procure to Pay
§ Within two weeks from introduction workshop a report is delivered including: • Heat mapping to visualize solution fit (process scope) and pain reliefs. • Technical object specification and visualization (master data, integration and system landscape). • Sharp fixed price for project implementation and support.
Present
Client Involvement Capgemini Involvement
Week 1 Week 2
The information contained in this presentation is proprietary. © 2013 Capgemini. All rights reserved.
www.capgemini.com
About Capgemini With more than 125,000 people in 44 countries, Capgemini is one of the world's foremost providers of consulting, technology and outsourcing services. The Group reported 2012 global revenues of EUR 10.3 billion. Together with its clients, Capgemini creates and delivers business and technology solutions that fit their needs and drive the results they want. A deeply multicultural organization, Capgemini has developed its own way of working, the Collaborative Business ExperienceTM, and draws on Rightshore®, its worldwide delivery model. Learn more about us at www.capgemini.com. Rightshore® is a trademark belonging to Capgemini