Dublin Technology Campus 10 Years of Innovation for Growth Presentation subtitle: 20pt Arial...

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]



Agenda:

Business Intelligence

MD Lean Journey (which led to BI Growth & Usage)

Demonstrate some live Dashboards



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



BI supplies Information relevant to the user for their beneficial usage.

“Avoid data rich information poor scenarios”



ActionProcess

Physical Environment

P= Physical Environment (operations)

What is BI ? The physical world is always the starting point.



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.



Capture & Store

Enquiry Transform DisplayAction

Make Decision

Propose Solution

Reaction

Process


Emotional F/B

P = V (process driven BI)E = Fn ( P) (effective management)

What is BI ? Physical and virtual worlds must be related.



Capture & Store

Enquiry Transform DisplayAction

Make Decision

Propose Solution

Reaction

Process


Emotional F/B

What is BI ? Where does BIRD make a Difference ?

HERE!



BIRD


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?



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

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Infrastructure Level

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To-Be Model

Enterprise Reports

Functional Reports

Project Reports

Task Reports

Data Level

Mas

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Ad

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ics

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Guadalajara

Rochester

Poughkeepise

Dublin

Montpellier

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Shenzhen

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ama

San

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Markh

am

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Qty

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Infrastructure Level

Sup

port

Team

Report R

equest

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Business Intelligence Tools & Procedure Sets

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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



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



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



Attributes of BI

Sociology Technology

Functionality

BI

Rule SetsBI Attributes Rules



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)



“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



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



IT Power(Analysts)

Business(Managers)

Casual(Front Line)

Extended

0

10

20

30

40

50

60

70

80

90

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



MD Lean Journey



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



Structure Systems

Culture

The Main Elements of MD LEAN’s Focus



Structure Systems

Culture


Re Organisation

ConsumableControl

Score Cards

KPIs

BOOST

Standard Work

Meetings

Line Redesign

Training Alignment and Commitment

Technology Facilitation

From Push -> Pull



Structure Systems

Culture


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



Structure Systems

Culture


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



Structure Systems

Culture


StructureLine Redesign ( physical and virtual )Re OrganisationPush -> PullTechnology Facilitation

As-Is To-Be

Hi Volume Product

Secondary Services

Logic Product

Complex Product

WIP Flow



Structure Systems

Culture


StructureLine RedesignRe OrganisationPush -> PullTechnology Facilitation

Plant M anager

Q uality Engineering O perations F inance Logis tics

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sto

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r

Op

era

tion

al

In /

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t

Eq

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Pro

cess

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Bu

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Ge

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Pla

nnin

g

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nsu

ma

ble

Inte

rnal

Log

istic

IT



Structure Systems

Culture



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

sto

me

r

Op

era

tion

al

E qu ipm ent

P rocess

Hi V

olu

me

Pro

du

ct

LE A NTeam

Bu

sin

ess

Crt

ls

Ge

ne

ral

Pla

nnin

g

Logi

c P

rodu

ct

Co

mp

lex

Pro

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IT



Structure Systems

Culture



1998

2003Plant Wide Business Intelligence SystemsConveyorsPower CoolersLow Level AI (What’s Next)Bake Timers

2000

2006



Structure Systems

Culture


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



Structure Systems

Culture



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



Structure Systems

Culture



Consumables Purchased = Consumables Used + Consumables Wasted

Make Consumables a scarce resource

1000 units per 4 hours




Balance the Line via lot size



Structure Systems

Culture


SystemsKPIsCommunicationScore CardsConsumable Control and Lot sizeStandard Work

Interlink the Physical World = Virtual World



Structure Systems

Culture


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 !!!!



Structure Systems

Culture



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



Structure Systems

Culture



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 >>>>>>



Structure Systems

Culture



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 >>>>>>



Structure Systems

Culture



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



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



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 !



The Next Step in LEAN

What is next for IBM Dublin

Business Intelligence Enablement

Carbon Foot Print

Smart Cities

LEAN never Ends



Thank You

“Live” Dashboard Demo

Dublin Technology Campus 10 Years of Innovation for Growth Presentation subtitle: 20pt Arial...

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