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Implementation Experiences: Oracle Manufacturing Analytics
Daniel Allen – Qualcomm - Director, IT
Eric Lloyd – Qualcomm - Systems Analyst, Senior Staff
Harry George – Oracle - Sales Consultant
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1. Consolidate manufacturing data to provide ultimate business value
2. Leverage existing BI Applications investment
3. Focus on strategic, top-down business analytics
Manufacturing Analytics
Themes
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Headquarters – San Diego, CA
Offices – Worldwide
Employees – 31,000
Key Business Areas:
− CDMA Chipsets
− Technology Licensing (IP)
− Snapdragon Processor
FY 2013 Revenue $26.3B – Up 9% YoY
FY 2014 Q3 Earnings Growth – 41.6% YoY
Qualcomm Overview
Highlights
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2009
• OBIEE 10g
2010
2011
• OBIEE 10g
• BI Applications 7.9.6.2
2012
2013
• OBIEE 11g
• BI Applications 7.9.6.3
2014
• OBIEE 11g / Noetix replaces Oracle Discoverer
2015
Oracle BI stack at Qualcomm
Increasing OBIEE and OBIA footprint
Corp. Finance
Spends, Finance
GL and Revenue
Corp. Finance
OBIEE
OBIA
Inventory,
Service, Planning
and Quality
Carousel reports
Corp. Finance
Spends, Finance
GL and Revenue
BU Expansion,
Projected Spends
QMT Noetix
Carousel reports
Corp. Finance
Inventory,
Service, Planning
and Quality
Spends, Finance
GL and Revenue
Corp. Oracle
Answers with
Noetix GV
Asset Analytics,
R12 Integration
QMT Noetix
Carousel reports
Corp. Finance
BU Expansion,
Projected Spends
Inventory,
Service, Planning
and Quality
Spends, Finance
GL and Revenue
• OBIEE 11g
• BI Applications 7.9.6.4
Corp. Oracle
Answers with
Noetix GV
Asset Analytics,
R12 Integration
QMT Noetix
Carousel reports
Corp. Finance
BU Expansion,
Projected Spends
Inventory,
Service, Planning
and Quality
Spends, Finance
GL and Revenue
Manufacturing
Analytics
Conflict Minerals
Corp. Oracle
Answers with
Noetix GV
Asset Analytics,
R12 Integration
QMT Noetix
Carousel reports
Corp. Finance
BU Expansion,
Projected Spends
Inventory,
Service, Planning
and Quality
Spends, Finance
GL and Revenue
Manufacturing
Analytics
Conflict Minerals
Exalytics
• Exalytics
6 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
BI Applications
Rapid Performance Insight
CRM ANALYTICS
ORACLE BUSINESS INTELLIGENCE FOUNDATION OTHER OPERATIONAL AND ANALYTIC SOURCES
SOURCE ADAPTERS:
SALES
• Pipeline Analysis
• Forecast Accuracy
• Up-sell/Cross-sell
• Cycle Times
• Lead Conversion
• Sales Team Effectiveness
MARKETING
• Campaign Effectiveness
• Customer Insight
• Product Propensity
• Market Basket Analysis
• Campaign ROI
SERVICE &
CONTACT CENTER
• Service Effectiveness
• Customer Satisfaction
• Resolution Rates
• Service Rep Efficiency
• Service Cost
• Service Trends
PRICE
• Price Segments
• Price Waterfall Analysis
• Deal Life Cycle
• Deal Desk Analysis
• Product Pricing Performance
LOYALTY
• Member Demographics
• Membership Trends
• Promotion Cost
• Promotion Effectiveness
• Points Analysis
ERP ANALYTICS
FINANCIALS
• General Ledger
• Accounts Receivable
• Accounts Payable
• Cash Flow
• Profitability
• Expense Management
PROCUREMENT &
SPEND
• Direct & Indirect Spend
• Buyer Productivity
• Contract Compliance
• Supplier Perf.
• Purch. Cycle Time
• Employee Expense
SUPPLY CHAIN &
ORDER MGMT
• Revenue & Backlog
• Inventory Analysis
• Fulfillment Status
• Customer Status
• Order Cycle Time
• BOM Analysis
PROJECTS
• Project Funding and Budget
• Product Cost
• Project Revenue
• Project Billing
• Project Profitability
HUMAN
RESOURCES
• Employee Productivity
• Compensation
• Talent Management
• Recruiting Analysis
• Learning Analysis
• Workforce Profile
MANUFACTURING
• Plan to Produce
• Work Orders
• Inventory and WIP
• Quality
• Resource Usage
• Bill of Material
• Costing
• Kanban
ENTERPRISE
ASSET
MANAGEMENT
• Maintenance History
• Maintenance Costing
• Asset Genealogy
• Breakdown & Preventive
• Quality
• Inventory
7 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
Manufacturing Execution
• Provides executives, operations managers, productions supervisors with a
broad overview of performance across the plant operations
• Discrete, Hi-tech, OSFM, Repetitive and Process Manufacturing
Quality
• Manufacturing Quality, both discrete and process: test plans, collection
elements, test results, process samples, process specifications and process
specification test results.
• Root cause analysis of Inspection plans and quality test results
Oracle Manufacturing Analytics Insight into the Plan to Produce Process
8 Copyright © 2012, Oracle and/or its affiliates. All rights reserved.
Costing
• Manufacturing cost breakdown
• Cost variances helps with root cause analysis
• Extends Manufacturing costs reconciliation with GL
Planning
• Forecasts and forecast accuracy, along with production to plan adherence
and support for hard and soft pegging of demand and supply
Inventory and Kanban • Lot analysis and serial control tracking
• Inventory transactions by lot, Inventory aging, excess and obsolescence
• Kanban performance tracking and kanban replenishment cycles
Oracle Manufacturing Analytics Insight into the Plan to Produce Process
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San Diego facility for board build, final assembly, unit provisioning and test
− 5 advanced SMT lines, various assembly areas
Potential to expand to various contract manufacturers serving APAC market
Produce hardware for Qualcomm Engineers and External Partners
− Prototype devices (phones/tablets), test boards, emulators, NPI/first run emerging consumer products
− Support “early entry” of product launches and global market for devices
− Facilitate in-house build process by managing material and resource costs
High mix, low volume discrete manufacturing
− Dynamic demand / BOM requirements based on customer requests and approved components
− Enablement of Qualcomm’s time-to-market business advantage – improved turnaround time
− Primary goals are flexibility, delivering to customer schedule and product quality requirements
Background
Qualcomm Hardware Manufacturing
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Qualcomm’s Manufacturing Applications
Manufacturing Systems
In Place BI App
Manufacturing App
Legend:
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Single Source of truth for all manufacturing data
− Streamline overall reporting solutions and data gathering efforts
Support operational and KPI-base reporting needs
Elimination of high cost queries against transactional systems
Movement toward strategic, top down management tools for manufacturing
Provide executive visibility and access to key business data
Reduced inventory costs and production delays
Improved productivity and product quality
− Better quality, elimination of waste, smoothing of operational processes
Implementation
Expected Value / Benefit
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Partner with Oracle and KPI Partners on a Proof of Concept
BI Steering Committee approval for project and investment
Implement out-of-box Manufacturing Analytics BI Application
Add ETL, RPD, and Web Cat content for FactoryTalk MES data
Train manufacturing users to be self-sufficient in OBIEE report development
− Facilitate user driven reporting through bi-weekly report building workshops
Implementation
Key Steps
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kh
Manufacturing Analytics Timeline
Jan / 2014 Feb / 2014 Mar / 2014 Apr / 2014 May /
2014
June /
2014
July /
2014
Aug /
2014
Sept /
2014 Oct /2014 Nov /2014
User Training Out of Box BI App - Order Aging
- Inventory
MES Integration - SMT Aging
- Queue Metrics
- WIP Metrics
- Yield
Proof of
Concept - BI App /
QCOM Data
Steering Committee
Continued Report Development / Work Shops - Order Aging
- Inventory
The information contained in this document is subject to change without notice. This document is not warranted to be error free.
Joint Proof of Concept
• Reviewed Standard Content with Business User SME
• Determined what out-of-the-box content was useful to show
• Identified new content to add to existing dashboards
• Identified product functionality to highlight (trellis charts, mobile, etc.)
• KPI Partners conducted ETL effort for POC
• Plant leadership demonstration
• 2 joint review sessions to refine content and storyline
• Kickoff by Qualcomm IT leadership
• Demonstration showed how to get ahead of their customer issues
and to root cause problems early on in the delivery cycle
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Implementation
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2
3
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5
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BI App Implementation MES Implementation Sustaining
Re
so
urc
e C
ou
nt
Project Phase
Resources By Project Phase
On Shore Consulting
Off Shore Consulting
On Shore Qualcomm
Off Shore Qualcomm
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Implementation – Out of Box Manufacturing Executive
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Implementation – Out of Box Production Performance
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Implementation
MES Dashboards/Reports
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Implementation
MES Dashboards / Reports - WIP Metrics
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Implementation
MES Dashboards - WIP Metrics
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Focus on BI fundamental skill vs. OBIEE or BI Apps specific
When building a team, evaluate where complementary skills can be applied. E.g.
SOA or TIBCO developer transition to Informatica
Use consulting to jumpstart projects by leveraging BI Apps specific knowledge
Distribute/share responsibility with offshore
Leverage source system expertise and business knowledge
Implementation
Notes on Staffing / Resources
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Top down BI through use of Oracle BI at Operations Reviews
− Execs now have strategic, KPI focused dashboards that align to strategic initiatives
Exceptions are managed as they happen, rather than “after the fact”
− Manufacturing Execs are prepared to meet with their customers and have already addressed
gaps/problems
Integration of BI in to planning meetings
Operational changes are being driven
− Focus is on queue counts and durations
− Bottlenecks are being seen and addressed
Implementation
Realized Business Value
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Quarterly BI Steering Committee
− Director to Senior Director level sponsors
− Focus on 3-4 month projects
− Approve priority across numerous business units, primarily Supply Chain and Finance related customers
Monthly IT Summit
− Ensures alignment across IT system owners – e.g. Procurement , Supply Chain, Sales Ops, etc.
− Pull system related changes/concerns from BI team
− Push BI initiatives/concerns to system teams
Deliver at the Right Level
− Partner with Execs to drive BI down through their organizations
− When the boss is measuring his/her folks, those below will quickly get on board
Qualcomm BI Apps Practice
Strategic Approach to BI Implementation / Management
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Enable BI maturity in the business
− Show, rather than ask (leverage initial OOTB capabilities)
− Users only really understand BI when they can see it, especially when it’s their data
Manage ERP and BI systems as a “connected” services
− Reduction of ERP customizations allows better leveraging of BI applications
− View BI capabilities as a natural extension of ERP projects
Utilize Agile project methodologies - Scrum
− Drive change through quick releases
− Rapidly respond to changing business priorities
− Continuously improve the capabilities of your team
Qualcomm BI Apps Practice
Tactical Approach to BI Implementation / Management
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Make your customers your partners
− Make customers responsible for creating and managing their BI content
− Recognize and reward the business for positive results
Create BI solutions that are integrated in to business process
− Drive business decisions, don’t simply provide reports
− Enable more efficient services and higher product quality
Qualcomm BI Apps Practice
Tactical Approach to BI Implementation / Management
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Qualcomm is a trademark of Qualcomm Incorporated, registered in the United States and other countries.
Other products and brand names may be trademarks or registered trademarks of their respective owners
Thank you