How SAP Business Objects Dashboards Are Improving Decision Making at Caterpillar Parts Distribution

Transcription

1 How SAP Business Objects Dashboards Are Improving Decision Making at Caterpillar Parts Distribution Greg Lauer & John Buckhold Caterpillar Inc. SESSION CODE: 0705

2 DASHBOARDS Dashboards at Cat Parts Distribution Changing the Way We Ask Business Questions It s All About the Metrics Information Driving Action

3 DASHBOARDS FIRST From To

4 DASHBOARDS FIRST Facility Health Warehouse capacity Cascade from network level view Drill down and drill thru to lower level dashboards & reports

5 EXAMPLE FACILITY HEALTH Facility Health Warehouse capacity Dashboard used in strategic planning and review Operations engineers aligned with central leadership view of the network Less time gathering/maintaining data and more time for analysis

6 IT S ALL ABOUT THE METRICS Dashboard development priority based on impact to key performance metrics Using dashboards to align those who execute processes with performance targets Dashboards helping to refine the supply chain metrics continuous improvement

7 IT S ALL ABOUT THE METRICS Drill down to associate level metric performance

8 EXAMPLE - PRODUCTIVITY Network productivity monitoring for all leadership levels Dashboard rollout facilitating central planning group to work with operations to engineer productivity improvement solutions Dashboard rollout led to analysis that challenged assumption about source of variation in productivity metric (ie within facility versus among facilities)

9 EXAMPLE - PRODUCTIVITY Productivity dashboard rollout leading us to think about future cost management metrics Dashboard use cases have grown from 8 pilot to 60+ in production or in the queue

10 INFORMATION DRIVING ACTION Network velocity monitoring for lead time analysis More efficient and potentially more accurate process for monitoring and maintaining inventory levels Visualization through dashboards supports goal of aligning owners of supply chain segment owners with overall supply chain velocity monitoring

11 EXAMPLE - VELOCITY From user programming and spreadsheet output.

12 EXAMPLE - VELOCITY To visualization of cycle time

13 EXAMPLE - VELOCITY To visualization of trend analysis

14 A CASE FOR MOBILITY Audit tracking in warehouse operations Dashboards part of potential use of tablets for applications/warehouse management system Opportunity to apply use of mobile technology to speed decision making and reduce administrative tasks

15 A CASE FOR MOBILITY

16 WHAT WE LEARNED Standard approach for monitoring business processes Governance Standards Levels the playing field for access to information by centralizing the development of business intelligence Encourages sharing of expertise Research and development of new business questions Dashboards versus Scorecards Leverage Power of the Data Warehouse

17 GOVERNANCE Starts with standard development process Prioritized through central business council

18 STANDARDS Standard template for branding, confidentiality and consistent color scheme Standards enforced at time of publish to portal

19 DASHBOARD VERSUS SCORECARD There are differences. Target audience Freshness of data Strategic goal tracking vs point in time monitoring Degree of interactivity But the differences seem to be blurring Used together in some instances Place for both Both intended to drive performance improvement As suggested by Kipfolio.com

20 DASHBOARD VERSUS SCORECARD

21 WHAT WE LEARNED Dashboards Help us see our supply chain Engages us to ask business questions in a new way Reinforces our focus on the metrics Aligns process owners with supply chain goals Converts data to information Converts information to value BObj - Easy to learn and rapid deployment

22 THANK YOU FOR PARTICIPATING Please provide feedback on this session by completing a short survey via the event mobile application. SESSION CODE: 0705 For ongoing education on this area of focus, visit