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Cloud Interoperability Tim Cavanaugh November 9, 2012.

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Presentation on theme: "Cloud Interoperability Tim Cavanaugh November 9, 2012."— Presentation transcript:

1 Cloud Interoperability Tim Cavanaugh November 9, 2012

2 Cloud Interoperability Introduction Introduction Cloud Interoperability Stories: Cloud Interoperability Stories: –General Motors Connected Vehicles –BAE Systems Condition Based Maintenance Prognostics Interoperability Prognostics Interoperability The Value Proposition Story of IVHM/CBM The Value Proposition Story of IVHM/CBM Lessons Learned Lessons Learned Summary Summary

3 Introduction Herding Cats: Its a way of life

4 General Motors Connected Vehicles Connected Vehicles: A True Story Connected Vehicles: A True Story GM Fleet Commercial Operations (FCO) Customers were asking GM OnStar to provide Odometer Readings on OnStar equipped vehicles, nothing more GM Fleet Commercial Operations (FCO) Customers were asking GM OnStar to provide Odometer Readings on OnStar equipped vehicles, nothing more OnStar said, No! due to Privacy Laws OnStar said, No! due to Privacy Laws GM FCO made their own module and on one platform saved $157M Warranty Expense on a $60,000 Budget GM FCO made their own module and on one platform saved $157M Warranty Expense on a $60,000 Budget The Vice Chairmans asked to implement the process company wide and asked OnStar to work with GM FCO The Vice Chairmans asked to implement the process company wide and asked OnStar to work with GM FCO GM quickly went from a 3 year/36,000 mile warranty to a 5 year/100,000 mile warranty and raised the barrier of entry for the competition related to warranties GM quickly went from a 3 year/36,000 mile warranty to a 5 year/100,000 mile warranty and raised the barrier of entry for the competition related to warranties FCO was able to offer a new fleet maintenance tool FCO was able to offer a new fleet maintenance tool "If you want your eggs hatched, sit on them yourself."-- Haitian folk saying "If you want your eggs hatched, sit on them yourself."-- Haitian folk saying

5 General Motors Connected Vehicles Connected Vehicle Results: Today, all GM Vehicles with OnStar have connected Vehicle Health Information which is captured for quality Today, all GM Vehicles with OnStar have connected Vehicle Health Information which is captured for quality Customers can elect to receive their vehicle health by e-mail which includes odometer, fuel economy, tire inflation, any diagnostic trouble codes set and when the next oil change is due, OnStar tells you the nearest dealer location for service Customers can elect to receive their vehicle health by e-mail which includes odometer, fuel economy, tire inflation, any diagnostic trouble codes set and when the next oil change is due, OnStar tells you the nearest dealer location for service Commercial Fleet Customers can capitalize their OnStar through their Fleet Management Companies and get 1, 2, 3, 4, 5 years of OnStar Connected Vehicle Service Commercial Fleet Customers can capitalize their OnStar through their Fleet Management Companies and get 1, 2, 3, 4, 5 years of OnStar Connected Vehicle Service Chairmans Award: Vehicle Cost Reduction and Telematics Innovation Chairmans Award: Vehicle Cost Reduction and Telematics Innovation

6 BAE Systems Condition Based Maintenance The U.S. Armys way of saying: We need a low cost connected vehicle application which produces a higher readiness level that will reduce maintenance costs.

7 Vehicle Health Management Infrastructure Computing Resources Data Analysis Tools Engineers Fleet Managers Mechanics Real Time Data Data Logging Internet Interface Fleet Status Vehicle Status Maintenance Actions 4 5 Data Warehouse 3 Data Base Decision Support Data Analysis & Condition Monitoring Data is automatically transferred to Network. Actionable information can be automatically provided to the fleet managers and maintenance desktop. Wireless LAN RAW Data Storage Filtered / Summarized Data High Speed Internet Or Phone Line 1 2 OEM FSR

8 Neural Network Anomaly Detection X W 1, W2W2 Y1Y1 Classification Classification –Red Samples when Y 1 > 0 –Black Samples when Y 2 < 0 Anomaly Detection Anomaly Detection –Anomaly when Y 1 = 0 and Y 2 = 0 Gaussian basis functions Gaussian basis functions Y2Y2 Y 1 -Y 2

9 BAE Systems Condition Based Maintenance The U.S. Army needed connected vehicles for better maintenance, sustainment and readiness: The Team: 4 Competing Divisions of BAE Systems and 2 Outside Suppliers (50 Extended and 15 Core Members) The Team: 4 Competing Divisions of BAE Systems and 2 Outside Suppliers (50 Extended and 15 Core Members) The Challenge: Make one product/service to maintain all Army vehicles around the world, act as one company, make it a Low Cost Solution, and do it within a 24 months The Challenge: Make one product/service to maintain all Army vehicles around the world, act as one company, make it a Low Cost Solution, and do it within a 24 months The Product/Service: A Secured Military Version of OnStar on Prognostic Steroids The Product/Service: A Secured Military Version of OnStar on Prognostic Steroids What we had to over come: Cultures, Products, Timing, Budget Constraints, Failures, Lack of Information, Executive Decisions, Pressure What we had to over come: Cultures, Products, Timing, Budget Constraints, Failures, Lack of Information, Executive Decisions, Pressure

10 BAE Systems Condition Based Maintenance CBM Results: Established an Act As One Company Culture Established an Act As One Company Culture Developed Simple Processes to make the business run faster between divisions (Communication Process, Pricing, Budgeting, Contracting, Product Development, etc.) Developed Simple Processes to make the business run faster between divisions (Communication Process, Pricing, Budgeting, Contracting, Product Development, etc.) Dynamically developed two independent systems (one secured wireless and one wired) Dynamically developed two independent systems (one secured wireless and one wired) Wowed the Customer and was written up as Excellent in the recent Army CBM RFP Wowed the Customer and was written up as Excellent in the recent Army CBM RFP Chairmans Award: Culture of Total Performance Chairmans Award: Culture of Total Performance "In matters of style, swim with the current; in matters of principle, stand like a rock." --Thomas Jefferson "In matters of style, swim with the current; in matters of principle, stand like a rock." --Thomas Jefferson

11 The Value Proposition Story of IVHM/CBM How to tell the Value story: Select largest costly areas that need improvement: Select largest costly areas that need improvement: –Fuel, tires, engine, transmission, suspension, etc. Demonstrate how Prognostics can save for each: Demonstrate how Prognostics can save for each: –Timely tune-ups, longer wear, maintenance when needed (not routine/conditioned based) Show the savings over the entire motor pool Show the savings over the entire motor pool Use time savings and increased efficiency to reduce man power Use time savings and increased efficiency to reduce man power Define all incremental savings in cost and time Define all incremental savings in cost and time "Doing the best at this moment puts you in the best place for the next moment." -- Oprah Winfrey "Doing the best at this moment puts you in the best place for the next moment." -- Oprah Winfrey

12 Lessons Learned GM OnStar: GM OnStar: –Sometimes to create change you have to create believers –Show them how it is done BAE CBM Team: BAE CBM Team: –Big companies are difficult to change unless you have the support of Executive Management, so do not try to change until everyone has agreed and is aimed in the same direction –Then run like hell!

13 Summary Lessons learned in no particular order: The people on the team are more important than the product The people on the team are more important than the product –Treat them with high regard and respect and your project will finish faster with greater quality Use the 80/20 rule of Mass Marketing when developing a product so you can run faster and deliver more quickly Use the 80/20 rule of Mass Marketing when developing a product so you can run faster and deliver more quickly –You can upgrade later, draw a line in the sand Always hold back about 15% of your budget for unforeseen program creep and possible setbacks Always hold back about 15% of your budget for unforeseen program creep and possible setbacks –Then use what is left over later strategically Never let failure slow you down Never let failure slow you down –Learn from it and KEEP MOVING FORWARD

14 Summary Above all: Always Challenge Your Team! Always Challenge Your Team! Let the DATA DRIVE THE BUSINESS! Let the DATA DRIVE THE BUSINESS! INSPECT what you EXPECT! INSPECT what you EXPECT! Always push things Forward whenever possible! (it helps the team run faster) Always push things Forward whenever possible! (it helps the team run faster) If it equates to either Time or Money, Always try to use less! (except for incentives) If it equates to either Time or Money, Always try to use less! (except for incentives) Dont Wait for things to happen!.... Dont Wait for things to happen!.... Make things happen! Make things happen!

15 Thank You! Contact Information: Tim Cavanaugh tim.cavanaugh@sbcglobal.net Mobile: 248-881-2984 Without changing our patterns of thought we will not be able to solve the problems we created with our current patterns of thought. Albert Einstein Keep Moving Forward. Walt Disney The difference between a successful person and others is not a lack of strength, not a lack of knowledge, but rather a lack of will. Vince Lombardi

16 Backup

17 The Value Proposition Story of IVHM/CBM The Plummer Story: On Average a Plumber does 4 jobs per day On Average a Plumber does 4 jobs per day If you could enable the Plummer to do 5 jobs per day you could increase his productivity by 25% If you could enable the Plummer to do 5 jobs per day you could increase his productivity by 25% GM gave away a Motorola GPS Cell Phones and charged $29/Month for the use of the phone that provided routing and dispatch instructions GM gave away a Motorola GPS Cell Phones and charged $29/Month for the use of the phone that provided routing and dispatch instructions We showed Plumbers that for a Dollar-a-Day they could increase their revenues by 25% with the time savings generated from the phone We showed Plumbers that for a Dollar-a-Day they could increase their revenues by 25% with the time savings generated from the phone Plumbers could charge their customer 20 cents a service call to pay for the service Plumbers could charge their customer 20 cents a service call to pay for the service

18 The Plumber Story Value Proposition Plumber Story Result: At 600,000 vehicles sold, GM only gave away 100 phones over one year and spent over $250,000 to develop the program or $2,500/phone/vehicle incentive (A Dismal Failure) At 600,000 vehicles sold, GM only gave away 100 phones over one year and spent over $250,000 to develop the program or $2,500/phone/vehicle incentive (A Dismal Failure) What GM Learned: Plumbers and most Mobile Workers dont like Big Brother What GM Learned: Plumbers and most Mobile Workers dont like Big Brother Changing a Businesss Culture is more difficult than giving away free GPS Phones Changing a Businesss Culture is more difficult than giving away free GPS Phones Automotive Dealers sell Steel and Rubber not Cell Phones and Voice Plans Automotive Dealers sell Steel and Rubber not Cell Phones and Voice Plans "Face adversity promptly and without flinching, and you will reduce its impact." -- Winston Churchill "Face adversity promptly and without flinching, and you will reduce its impact." -- Winston Churchill


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