Campain4change

Breaking down barriers to change

Manufacturing challenges
Daily Boardwalks took 3 hours of
manual
preparation time
Lack of common metrics and old
data caused
disagreements
Lack of visibility of key metrics
resulted in lack of
understanding of the factory status
and slowed
work flow

Production System Reports and Metrics

Manufacturing Process & System Integration(MPSI)
Business teamed
to produce shop floor reports to meet the high level
management
requirements using BI tools.
Near real time data pulled from multiple sources
Common metrics for all levels of management to run the 787
factory
Increased visibility of constraints enabled reduced shop cycle
time
The Performance Boards were implemented in the 787
program in
Everett Final Assembly, Everett Modification Center(EMC), Everett
Delivery Center(EDC), Boeing South Carolina(BSC) and San
Antonio
Customer Intro and Refurb(CI/R) to meet management
requirements
Performance Boards allow 787 manufacturing to retrieve the

Present it to the Right People

787 PSR&M has 9400 users using
290 reports of which 15 are
Performance Board related
The
Superintendent/General/Team(SGT)
management structure
uses the Performance Board reports
for a high level overview for
their teams at the beginning of the
shifts (Boardwalks)
Eg: Shipside Support (SST) uses the
Performance Boards to take
action on part shortages
Industrial Engineering(IE),
Manufacturing Engineering(ME),
Materials Management
Organization(MMO), Liaison
Engineering(LE), Material Review
Board Delegation(MRBD),
Quality Assurance(QA) and other 787
support teams also use
these reports

at the Right Time

Performance Boards offer near real
time on-demand sourcing and
delivery of data to the customer
Issue Alerts offer a Just-In-Time
report delivery on a subscription
basis
in a Meaningful Visual Display
Performance Boards offer a colorful
graphical display of the Key
Metrics
Performance Board metrics are
designed to be understood quickly
from a distance

Integrated Service Management is

key
Enable Optimized IT workloads &
computing

VISIBILITY

CONTROL

AUTOMATION

Assembly Constraints
Existing BI toolset and model used to
provide awareness of all
constraining issues
Constraint Types
Part Shortages
Revision Holds / Holds
Nonconformance
Constraint Resolution
Day to Day Operations
Job Issue Tracking
Unique Emergent Needs

journey toward of operational

excellence are:
End-to-Visibility into
OperationsComplete transparency
across the value chain.
Reduced costs by cost-effectively and
efficiently managing the end-to-end
operational processes.
Accelerated decision making with
complete visibility into operations
performance.
Actionable data for the right person
at the right time.
Highly Efficient OperationsIntegrated
and standardized operations.
Automated tasks, alerts, notifications
for proactive resolution.
Fast access to relevant data from
multiple sources.
Compliant Operations

Reduced cost of quality (rejects,

reworks, etc).
Reduced cost of compliance.
Delivering high-quality products and
services with integrated quality
standards.
Integrated quality management with
operations, ensuring regulatory, legal
and environmental standards.
4. Industry LeadershipImproved
customer service by delivering on
promises.
Sustained superior performance by
ensuring continuous improvement of
processes and systems.
Easy adoption of initiates such as.
Lean, Six Sigma, etc.
Ability to innovate industry best
practices.

Visibility drives performance

Operations Data Challenges

Costs
Orders
Materials
Resources
Costs
Orders
Materials
Resources
Most operations data is currently only
available at the Plant level
Data is spread out among several
applications/components
Data is not contextualized
Sometimes difficult to access
Visualization, Reporting and
Analysis are difficult and time
consuming
The answers to improve plant
performance resides within this data

Turning Data into Intelligence

Information
Costs
Orders
Materials
Resources
Costs
Orders
Materials
Resources
Orders
Materials
Costs
Orders
Production data as-is does not help
analysis and decision making
It needs to be turned into information
that is:
Accessible
Understandable
Actionable
Visible
Transform this data and make it

Plant-floor Events and Data

Material Movements
Equipment Status Changes
Production Counters
Operator clock-in / clock-out
Realtime trends
Alarms
Truck arrival / departures

Visualization
Real-time screens and operational
reports are made available to key
plant
personnel, to allow root causes to be
quickly identified and production kept
in
control
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n
SIMATIC IT
(Production Suite and R&D Suite)
Target Group:
From operators to line manager and
to plant manager

The challenge for 21st Century Smart Manufacturing (SM) is

manufacturing in which all information is available when it is
needed, where it is needed, and in the form it is most
useful to drive optimal actions and responses.
SM also encompasses the sophisticated practice of generating
and applying data-driven Manufacturing Intelligence
throughout the lifecycle of design, engineering, planning
and production.
Manufacturing intelligence is a deep, comprehensive
behavioral understanding of the manufacturing process
through data and modeling, which can create a new capacity to
observe and take action on integrated patterns of operation
through networked data, information, analytics, and metrics.
Smart Manufacturing Leadership Coalition (SMLC), identified that
by lowering the implementation barriers around cost,
complexity, ease-of-use, and measurement availability
through the use of an open cloud SM platform, the U.S.
manufacturing industry could deploy foundational infrastructure for
vertically and horizontally oriented manufacturing intelligence to

The Business Model

of Data

Collective Wisdom

Big Data
Practice Valuation
Collective vs. Proprietary
Open Architecture

Data Valuation
Collective vs.
Proprietary
IoT

Collective
Innovation &
Practice

Converting Knowledge to
Wisdom

Smart Enterprise
Manufacturing

Smart

Converting
Smart Factory Manufacturing Information
to Knowledge
Data & Device Integration &
Orchestration
Secure Data Highways
Secure I, P and SaaS

What is Business
Intelligence?
Business Intelligence enables the
business to make intelligent, factbased decisions
Aggregate
Data

Database, Data Mart,

Data Warehouse, ETL
Tools, Integration Tools

Present
Data

Reporting Tools,
Dashboards, Static
Reports, Mobile
Reporting, OLAP Cubes

Enrich
Data

Add Context to Create

Information, Descriptive
Statistics, Benchmarks,
Variance to Plan or LY

Inform a
Decision

Decisions are Factbased and Data-driven

Why is Business Intelligence So Important?

Time
Data

Opinion

Making Business
Decisions is a Balance

(aka Best
Professional
Judgment)

In the absence of data, business decisions are often made by

thewe
HiPPO.
With Business Intelligence,
can get data to you in a timely
manner.

Major BI Trends
Mobile
Cloud
Social Media
Advanced Analytics

TDWI Executive Summit August

2010
What BI technologies will be the most
important to your organization in the
next 3 years?
1.
2.
3.
4.
5.
6.
7.
8.

Predictive Analytics
Visualization/Dashboards
Master Data Management
The Cloud
Analytic Databases
Mobile BI
Open Source
Text Analytics

BI Today vs Tomorrow
BI today is like reading the
newspaper
BI reporting tool on top of a data
warehouse that loads nightly and
produces historical reporting

BI tomorrow will focus more on realtime events and predicting

tomorrows headlines

Unstructured Text Processing

Facebook
Page
Twitter
Page
Call
Center
Notes,
Voice
Competitors
Facebook
Pages
Blogs

26

Customer
Sat Survey
Comments
Services
Qualit
y

Cos Friendlines
t
s

Public Web Sites,

Discussion
Email
Boards, Product
Reviews
Adhoc
Feedback

Alerts,
Real-time
Action

 Large Volume
of Data

Huge Variety
of sources

Veracity of
data

Access

Anywhere

Actionable

Data acquisition and

consolidation
Contextualization,
Collaboration and Security
Need for quick analysis,
insight & actionable metrics
Near real time visibility to
production performance in
single/multiple sites
Access to information
through mobile devices
Automated correlation of
manufacturing data to
process specifications and
testing data
Asset performance and
reliability centered
maintenance

PRIORITIE
S

CHALLENG
ES

High Velocity
of Data flow

Visibility Challenges and Improvement Priorities

Transformative Insight With

Targeted Apps
Turn factory workers into knowledge workers,
providing access to information & insights
Mobility
Real Time Data Discovery
Real Time Shopfloor
Intelligence

Smartph Endeca
one Manufactu MOC

ring
Manufact
Manufac Manufac
Extension turing turing
uringMES
s
Apps
Operatio Analytic
Manufacturing
s
Execution System n Center
28

Optimize Manufacturing Operations

Oracle Manufacturing Execution Systems
MES for for
Discrete
Mfg
(MES)
Discrete
& Process
Mfg MES for Process Mfg
ERP
Operator
Work from dispatch list
Record transactions, quality
info, work completion, and
time
View work instructions and
component info
Report production exceptions
Skills certification

Supervisor

Review & resolve

exceptions
Monitor shop floor
progress

Process Engineer
Corp
Mgmt

MES
Production Mgmt

Shop Floor
Control
System Automation &
Control

Manage recipes & advanced

process instructions

Production Supervisor
Create & manage batch
status
Log non-conformances

Dispensing / Prod Operator

Touch Screen User Interface
Pre-weigh designated
ingredients
Process batch operations
Operator Certification

Deliver Real-Time Shop Floor Visibility to Multiple Layers of

Management

Reduced TCO / Complexity via Integrated Mfg Mgmt &

Production Execution

Mobile Discrete Production

Supervisor
New

Easily view
work orders
and
operation
progress

Search work
orders
or barcode
scan

Collaborate
in context
to resolve
exception

Quickly act
on the
work order
3

Oracle Manufacturing Operations Center (MOC)

Producti

ERP
Systems

on
Schedul
es
Quality
Schedules

Cost
Master/Reference Data
Mgmt

Users

Corporate BI
Cross-Plant
KPIs
Yearly
improvement
goals and
trends

Production Actuals
EAM Maintenance Work Requests

Plant
Manager

By
department,
Plant-Specific
KPIs
plant

ERP
Agno
stic

Contextuali
zation
Engine

Manual
Data

Manufactur
ing
OEE by
Operations
department,
&
Role-Based Production
Sustainabil
Dashboards Performance
ity Data
Metrics by
Model
equipment
MES/Data
Shop
Floor
Historians
Communication Drivers

Automation
& Process
Control
Systems

PLC

Advanced
CNC
SCADA
Process
Machines Systems
Control

Production
Manager

360 View of Equipment

Performance
Maximize Performance of Your Manufacturing
Assets
Availability

Production Output

Equipment downtime Quantity produced

Mean time to failure By hour, shift, week
Effective run-time

Process Parameters
Production Quality
Pressure
Temperature
Humidity

Quantity rejected
Quantity scrapped
Defects by reason code

Events
- Production
For Supervisor
- Line Manager
- Maintenance
Supervisor

Events for exceptions

Get a 360 degree view

of the equipment
performance

Production Supervisor
Dashboard
eal Time Shop Floor Monitoring View
Alert for High

Scrap
Equipment Status
Equipment

Production
Performance
Equipment Status

Analysis
Equipment Status

Trend
Equipment Output

Trend

Manufacturing Analytics
Prepackaged Manufacturing Analytics

Plan to
Produce

Manufacturing
Quality

Manufacturing Execution

Production Costing

Process Manufacturing

Inventory

Sample Reports

Plan to
Produce

Manufacturing
Execution

Process
Manufacturing

Manufacturing
Quality

Production
Costing

Production
Attainment
Past Due
Work Orders
Planned
Production

Work Order Detail

Open Work Orders
WIP Operation
Analysis
Scrap Summary
Rework and First
Pass Yield

Formulation
Yields
Adjusted
Formulation
Variance
Scaled
Formulation
Variance

Quality
Summary
Quality
Results
Non
Conformance

Cost Metrics
KPI
Manufacturing
Cost Summary
Manufacturing
Cost Variance
Summary
Cost Trend

Inventory
Inventory
Expirations
Excess and
Obsolete
Inventory
Inventory Aging

Manufacturing Analytics
Prepackaged Manufacturing Analytics

Plan to
Produce

Manufacturing
Quality

Manufacturing Execution

Production Costing

Process Manufacturing

Inventory

Sample Reports

Plan to
Produce

Manufacturing
Execution

Process
Manufacturing

Manufacturing
Quality

Production
Costing

Production
Attainment
Past Due
Work Orders
Planned
Production

Work Order Detail

Open Work Orders
WIP Operation
Analysis
Scrap Summary
Rework and First
Pass Yield

Formulation
Yields
Adjusted
Formulation
Variance
Scaled
Formulation
Variance

Quality
Summary
Quality
Results
Non
Conformance

Cost Metrics
KPI
Manufacturing
Cost Summary
Manufacturing
Cost Variance
Summary
Cost Trend

Inventory
Inventory
Expirations
Excess and
Obsolete
Inventory
Inventory Aging

MES Workstation

36

BENEFITS

Analytics Driven Manufacturing

Gaining Visibility with Advanced Intelligence

ROI

Best-in-Class Examples
58% reduction in
manufacturing cycle time

15% decrease in manufacturing

costs

50% decrease in production

times

19% improvement in line

accuracy

99% improvement in WIP

accuracy

33% in shop productivity

Enable Board Room to Shop Floor

Visibility
Ensure Process Repeatability
Accelerate Continuous
Improvement initiatives
Become Lean - Eliminate
massive amounts of paper and
manual interventions
Monitor manufacturing
performance to Goals
Lower cost of Compliance
Enable actionable real time
intelligence

First Step
What does it mean for us to be Datadriven?
Use data to make better decisions in our organization
Collect appropriate data and analyze it in a meaningful fashion
Improve quality of our services
Get the data into the hands of the people who need it
Increase efficiency and effectiveness

Second Step
Develop a description of our belief system
Regardless of how good we are, we will strive
to be better
We are not asking you to do more with less;
we want you to do things different
Doing good is not good enough

Data evolution Stages

Data
2005

Information
2010

Had a wealth of
data across the
agency

Added value to
data and
information

Data silos

Central location

Lack of
consistency

Minimized
inconsistencies

Knowledge
2014

Use internal data

to select, facilitate,
and monitor
quality and impact
in real time
through all our
programs

Wisdom
2015

Strategic planning
and decisionmaking is based to
a large extent on
internal
information,
analysis and
relevant external
information
available in the
market

Big Data

A final thought from W Edwards

Dening

In God we
trust

All others
must bring
data.

What decisions could we make if we had all the information we need?

First, companies must be able to

identify, combine, and manage
opportunities to expand insights
multiple sources of data. Second,
they need the capability to buildby combining data are
advanced-analytics models for accelerating.
predicting and optimizing
outcomes. Third, and most
critical, management must
possess the muscle to transform
the organization so that the data
and
The models
ability to
actually
see what
yield
was
better
decisions
previously invisible improves
operations, customer
potential value of the daily or
experiences, and strategy
hourly factory and customerservice data they possess
Social media generates terabytes of
nontraditional, unstructured data in
the form of conversations, photos,
and video. Add to that the streams
of data flowing in from sensors,
monitored processes, and
external sources ranging from
local demographics to weather

The goal: to give frontline managers intuitive tools and interfaces that help them with their jobs.

performance improvements and

competitive advantage arise from
analytics models that allow
managers to predict and optimize
outcomesmismatch between an
organizations existing culture
and capabilities and emerging
tactics to exploit analytics
clear blueprint for realizing
business goals
successfully
view it as central to solving
problems and identifying
opportunities

staff behavior and customer interactions can become a companys biggest competitive advantage.

recommendations, inferring what

will bring the greatest value to
your customers based on their
history and characteristics
Data infrastructure is the
underlying technological
plumbing that collects, transmits,
stores, and delivers data to be
leveraged for monitoring the
business and understanding
Data infrastructure investments wont provide value unless the data collected is accessible. The more people who can
accessopportunities
and use data to measure performance, evaluate improvements, and learn about the business and customers
patterns, the better.

philosophy of innovation and experimentation, where employees are constantly seeking opportunities for new
breakthrough products or features.
You can foster a data-driven culture by always asking for and consulting the data when making decisions.

data are everyones business

clear link between financial performance and
use of data
how to translate the data into
actionable insight.
use of data in real time to make
predictions and take actions
assuring growth and margins
material impact on the
productivity, profitability or
efficiency
Social Media Monitoring to identify influencers and apply
sentiment analysis of various products and services,
Predictive Maintenance in the process industry, Pattern
Mining in Electronic Health Records to identify
relationships between diagnosis, medicine and
provides Operational Intelligence
comorbidity
in Health-Care, Dialogue Systems within cars
It is not about the data it is how you act on it
Big data, small data, internal, external, experimental,
observational everywhere we look, information is being
captured, quantified, and used to make business decisions

Higher Collective IQ Results from

a More Vibrant Knowledge Ecosystem
Boosting your groups/organizations collective intelligence,
its capacity to evolve, requires to feed and be fed by
its knowledge ecosystem.

A knowledge ecosystem is a value-creating, self-organizing system,

defined as a triple network comprised of:

a People network of co-creative conversations that

creates

a Knowledge network of shared insights, inspirations,

successful practices and frameworks

both of which is supported by a Technology network

of tools, and virtual environments.

Data and algorithms have a

tendency to
outperform human intuitionin a
wide variety of circumstances
1. What was the source of your data?
2. How well do the sample data represent the population?
3. Does your data distribution include outliers? How did they affect the results?
4. What assumptions are behind your analysis? Might certain conditions render your assumptions and your model
invalid?
5. Why did you decide on that particular analytical approach? What alternatives did you consider?
6. How likely is it that the independent variables are actually causing the changes in the dependent variable?
Might other analyses establish causality more clearly?

The best training is almost

always going to be hands on
training,

Last Words

Thank you for your

listening and questions
that inspired what I had
to share with you!