ABI-2896: Jabil Case Study: Accelerating the Delivery of Analytics and LEAN Business Intelligence

Transcription

1 ABI-2896: Jabil Case Study: Accelerating the Delivery of Analytics and LEAN Business Intelligence Jeffrey Qureshy, Oct 28, 2015 Manager, Financial Systems IBM Insight 2015 Conference V1.1_150110

2 Who are we? Jabil Overview

3 Engineering Growth in a World of Change! Jabil Corporate Overview Fiscal Year 2016

4 Global Operations Enable Localize Manufacturing Over 90 Sites in 27 Countries ASIA 22M Square Feet China India Japan Malaysia Singapore Taiwan UAE Vietnam AMERICAS 13M Square Feet Brazil Mexico Puerto Rico United States EUROPE 5M Square Feet Austria Belgium Czech England France Germany Hungary Italy Ireland Netherlands Poland Russia Scotland Turkey Ukraine 4

5 Jabil: 50 Years of Change Founded in Michigan, 1966 World s Third Largest Electronic Manufacturing Services Provider 30 Million Square Feet of Manufacturing Space 90 Sites on Four Continents Tenured Management Team 180,000 Dedicated Employees 5

6 Our Guiding Principles Deploy High Performing, High Availability applications that are easy to use and maintain Quality ROI Recognition as a Value Added Partner and Trusted Advisor to Jabil Finance and Beyond Partnership Agility Rapidly Adapt to business driven change without sacrificing Quality or Innovation 6

7 Competing on the basis of speed Our LEAN Six Sigma Journey

8 Realities of the World Around Us Global Economy & Shifting Demographics Instant Gratification & Infinite Customization Accelerating Rate-of-Change Change is Inherently Disruptive 8

9 Taking Advantage of the Accelerating Rate of Change It is not the strongest of the species that survive, not the most intelligent, but the one most responsive to change. Charles Darwin Education is the most powerful weapon which you can use to change the world. - Nelson Mandela To change something, build a new model that makes the existing model obsolete. Buckminster Fuller 9

10 What is Lean Six Sigma? Lean Six Sigma is an enterprise management approach that enables us to maximize value by removing all waste, overburden and variation from our processes. Improves customer satisfaction Improves process value stream flow Reduces variations, defects and costs Removes non-value added activities Improves manufacturing efficiency Eliminates product development waste 10

11 It Starts with the Culture The First Step CREATE A LEAN CULTURE 1. Understand and agree on customer expectations COST I QUALITY I TIME TO DELIVERY 2. Make them transparent to the organization 3. Engage all employees in the pursuit of operational excellence 4. Continuously improve your processes to exceed these expectations 11

12 Lean Deployment Structure Best Practices Standardization Bronze Silver Gold Benchmarking LEAN CONSULTING STANDARDIZATION, BEST PRACTICES DEPLOYMENT, NEW OPPORTUNITIES LEAN SIX SIGMA EDUCATION & STANDARDS TRAINING, CERTIFICATIONS, METRICS, TOOLS KNOWLEDGE MGMT Champion Training Black Belt Shop Floor Consumer Lifestyle Enterprise & Infrastructure CUSTOMER VALUE STREAM DEPLOYMENT DIVISIONAL AND SITE TRANSFORMATION CORE & CAPABILITIES VALUE STREAM DEPLOYMENT CORPORATE AND BUSINESS TRANSFORMATION Supply Chain Legal IT Mobile Devices Defense & Aerospace High Velocity Growth Markets Healthcare & Packaging Industrial & Clean Energy Human Resources Finance Engineering 12

13 Competing on the basis of speed Speed's enemy: complexity 3 faces of complexity: - Waste: Anything that depletes resources without adding customer value. Keep it simple - Inconsistency: Anything uneven, unbalanced, irregular Make it flawless - Overload: Excessive burden Let it flow 13

14 Keep it simple Remove waste

15 Keep it simple Common infrastructure: - Architecture - Conventions - Tools Refactor to simplify Sustainable simplicity: change tolerance - Build for change - Decide as late as possible 15

16 Content and Structure ~100 Report Studio Reports - Line, Bar, 100%, Marimekko - KPI, Gymnastics, Waterfall Cognos Workspace Dashboards Dashboards Style Reports - Capacity - Inventory - Workcell Variance - Pass on Pass - Supply Chain Management - Lean Six Sigma 16

17 Report types organized for interrogation Position: Data displayed for a single point in time eg. Month, Quarter, Year Trend: Data displayed for 12 historical (Forecast or Actual) or 12 future periods (Forecast) Variance: Shows the difference between two positions with period and version as the variables. E.g. Actual v Q1 Locked Forecast for Q1 FY11, Actual Q2 FY11 vs Actual Q3 FY11 Correlation: Show the relationship between 2 variables over time (e.g is the a linear relationship between Direct Labor and Revenue) Waterfall: Shows the movement between 2 positions 17

18 Templatized Chart Type Designs Documented standards - Chart Design - List and Crosstab Design - Variables and classes - Page layouts - Query structure Jump start authoring Examples included 18

19 Refactor and Centralize Query Expressions Build a metadata model - Yes for OLAP data sources too! - Refactor commonly written expressions - More intuitive for new authors - Simplifies queries being authored 19

20 Reduce waste using tools Problem - Dimension changes impact users saved report parameters - Major hierarchy structure changes require 3 developers for 2 weeks to update saved parameters Solution - Called Motio! - Motio PI plugin was developed that allows for bulk search and replace of saved parameters - Last major hierarchy structure change was completed by 1 developer within 2 hours 20

21 Make it flawless Avoid inconsistency

22 Make it flawless Two kinds of inspection - To find defects -> waste - To prevent defects -> essential Prevent defects - Mistake proof - Automate testing Minimize technical debt Build Quality in 22

23 Mistake Proof Component References - Centralized - Standardized - Easy to use - Easy to maintain Templates - Starting point for new reports - Contains all standards - Visual comparison of standards 23

24 Automated unit testing using Motio CI Unit test at every check in for - Naming standards - Unused queries - Layout standards - Component references - Variables and classes - Prompts and parameters - Report spec validation 24

25 Automated regression testing using Motio CI Daily regression testing of - Output stability - Output comparison - Data validation such as variance calculations - Parameter passing - Report spec validation 25

26 Automated property testing using Motio CI Weekly testing of - Security properties - Content properties - Dispatcher properties - Report execution times 26

27 Let it flow Reduce burden

28 Let it flow Establish a regular cadence: release often Time boxing Queuing theory - Cycle time = Number of things in process / Average completion rate - Break down into small tasks - Utilization paradox Keep an honest queue 28

29 Release often Motio CI one-click deployments Switched from one release every two weeks to an average of two releases every week Use a Ready for Release label to notify Release Administrator that reports, packages, and visualizations are ready for promotion Encourage incremental release of code changes as frequent as possible 29

30 Time boxing and queuing Requests are added to JIRA by user or developer (on behalf of user) Requests are reviewed and updated with a time estimate. If request cannot be completed within 3 days then break it down Team members pull tasks from JIRA Agile Kanban board Encourage team to wrap up work once time estimate is reached 30

31 Measurements Continuous improvement

32 Measurements Cost savings Release count Report runs Issues Created Cycle time 32

33 Results Release count 400% increase Report runs ~25% increase month over month Issues Submitted Relatively flat month over month Cycle time Reduced average dashboard release (from user request to completion) from 3 months to 3-4 weeks 33

34 Questions? Jeffrey Qureshy 34