How Bosch Replaced Static Magnet Boards with a Visual BI Dashboard

Transcription

1 September 9 11, 2013 Anaheim, California How Bosch Replaced Static Magnet Boards with a Visual BI Dashboard Lori Wagner, Bosch Automotive Services Paul Grill, InfoSol

2 Learning Points Effective Usage of BusinessObjects Dashboards (Xcelsius) to replace static reporting systems How to use BusinessObjects Dashboards (Xcelsius) to build complete BI Applications The power of Data Visualization 2

3 Agenda 1. Company 2. Business Need 3. Solution 4. Demo 5. Summary 6. Questions 3

4 Company Bosch Automotive Service Solutions Global Supplier of Specialized Solutions for Vehicle Service 4

5 Company Precision measurement equipment for wheel alignment and vehicle test lines Specialized manufacturer for tire service solutions Diagnostics solutions Electronic diagnostic instruments, automotive fuel system maintenance equipment, special service tools OEM related special tools Supplier of Special Tools to the Chrysler LLC Specialized automotive test and measurement equipment and services Refrigerant management systems Wheel aligner and automotive diagnostic scan tools BMW tools VW tools Air Con tools - accessories Specialized manufacturer for around the wheel products Supplier of technical field support Training provider to automotive logistics industry Do-it-yourself (DIY) scan tools Manufacturer of refrigerant recovery devices for the service trade technician 5

6 Agenda 1. Company 2. Business Need 3. Solution 4. Demo 5. Summary 6. Questions 6

7 Business Need Organizational leadership needed visibility to the data contained on the lean magnet boards in each of our Prototype workshops and Engineering Design centers. Replicate the information on the magnet boards while providing the capability to see the visual lean control data from anywhere. Automatically refresh so it could be used in place of the current magnet boards Interactive analysis capabilities allowing them to pivot the data by location, engineering stage, status, location, account, and resources to gain deeper understanding of status and workflow.

8 Agenda 1. Company 2. Business Need 3. Solution 4. Demo 5. Summary 6. Questions 8

9 1. Menu Selection 2. Chart Columns Selection 3. Chart Series Selection 4. Run Dashboard Dashboard Configuration Entry Screen Interactive Analysis Dashboard

10 Recommended Dashboard Configurations OE Tools Visual Management Analysis Dashboard Configuration Key Rev 3: 6-Jan-13 Category Executive View 1 Executive View 2 Executive View 3 Functional Manager View Menu Selection Overall Overall Overall Tool Development Stage Chart Columns Business Team Tool Development Stage Tool Development Stage Business Team Chart Series Model Year Code Model Year Code Stage Status Code Stage Status Code Category Sales Leader View Program Manager View Account Manager View Design Engineer View Menu Selection Business Team Business Team Account Manager Engineer Chart Columns Tool Development Stage Tool Development Stage Tool Development Stage Business Team Chart Series Stage Status Code Stage Status Code Stage Status Code Stage Status Code Category Design Load View Model Shop Load View LEAN Cycle Time View Operations View Menu Selection Overall Overall Overall Overall Chart Columns Engineering Location Model Shop Location Tool Development Stage Business Team Chart Series Model Year Code Model Year Code Avg Lead Time Code Avg Lead Time Code

11 Analysis Drill Down Options Select an Area To Show Detail List Select a Project to show Virtual Tag Information

12 Solution Technical Approach Leveraged Lean visual controls concepts Create a single dashboard for analysis and public monitors No intervention required to refresh when in Public View mode Develop using existing BI Toolset Business Objects XI 3.1, InfoBurst(XDC) and Xcelsius.

13 XML Data Cache Dashboard Users Then on make another their selection Data Cache + Cache Query CITY REGION REP SHIPMEN REVENUE Name T Berlin Europe Tyler $1,552,367 Calgary Americas Erdman $1,357,864 Dublin Europe Michaels $1,448,962 London Europe Libby $2,013,448 Madrid Europe Boggis $1,755,230 New York Americas Kellogg $2,314,740 Tokyo Asia Lasher $2,165,994 Sydney Oceania Gray $1,954,765 Rome Europe Bunce $2,013,447 Paris Europe Tobias $2,335,420 Boston Americas Tomlin $1,786,520 Lisbon Europe Urban $1,785,499 Budapest Europe Bean $1,445,723 Chicago Americas Nelson $2,152,201 Munich Europe Paulson $1,866,547 Bergen Europe Ritter $1,842,355 Moscow Europe Ellis $2,036,485 Seattle Americas Rawlings $2,166,420 San Diego Americas Kain $1,988,652

14 Agenda 1. Company 2. Business Need 3. Solution 4. Demo 5. Summary 6. Questions 14

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16 Agenda 1. Company 2. Business Need 3. Solution 4. Demo 5. Summary 6. Questions 16

17 Summary Enables us to quickly identify the bottlenecks in the process flow Focuses our improvement activities on the critical areas Allows us to benchmark our process flow performance through real time use of the visual Proves that continuous improvement activities are making a difference in the right areas Everyone inside the value stream flow can use the visual to determine daily priorities based on the color codes.

18 Summary Next steps will include process changes that will be measured with the same visual, and we will continue to evolve our use of visual management into other areas of the business. We will continue to implement more detailed visuals to support the areas of concern as we make progress. Seen by all, known by all, and acted upon by all is one of the first fundamental steps in a Lean journey.

19 One Dashboard Spawns Another Our main manufacturing plant has struggled for years to find an effective way to manage work flow in a non-repetitive environment. Our Work centers can receive job arrivals from all over the plant and in turn have departures to many different destinations. Solution Must be an easy to understand visual allowing the operator to quickly identify which job to process next to keep everything flowing smoothly. Must auto-refresh.

20 Business Need

21 Business Need Pull Systems When a work center has no control over how much work it receives it forces feast or famine conditions. Pull systems in this case allow a work center to request work when low and re-route / delay work when high allowing for a more consistent and predictable lead time I have Capacit y By maintaining predictable lead times through the work shop the planning and sales function because much easier Visual Controls

22 Solution Visual Controls When work is Green work on it When work is Red it is not needed at that time When you are able to see which of your team members needs work and which do not production can act as a team instead of a multitude of islands Visual Controls Empower rapid execution within the production system Develop Teams While you are providing your internal customers work when you need it your internal suppliers are providing for you when you need it Level Load These customer-supplier linkages establish predictable and adjustable work flow through the shop empowering manufacturing and sales execution

23 Solution Arrivals 060 Departures Lead Time Order Item Status Hours Job Item Hours Release Date /5/ STL /12/ U731M /7/ /13/ MLR JDG P-D - 9/14/ KJD /10/ J /14/12 Reflects what the order is currently waiting for Visual gauge telling operator what its suppliers are seeing When this is green pull signals are broadcasted to supplying WC s Orders in green status mean the customer WC is requesting a pull.

24 Solution Technical Approach Leveraged Lean visual controls concepts Create a single dashboard with selectable work centers for display in each of the over 100+ work centers No operator intervention required to refresh Develop using existing BI Toolset Business Objects XI 3.1, InfoBurst(XDC) and Xcelsius.

25 Summary Immediately made process flow issues visible Provides management with a tool to pinpoint where jobs are and what can and should be worked on. Provides insight into staffing needs and bottlenecks Facilitates stand-up meetings between planning and shop floor teams Part of overall reductions of WIP from 27 days to 10 days driving to our target goal of 5 days

26 Agenda 1. Company 2. Business Need 3. Solution 4. Demo 5. Summary 6. Questions 26

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