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Cloud Interoperability

Cloud Interoperability. Tim Cavanaugh November 9, 2012. Cloud Interoperability. Introduction Cloud Interoperability Stories: General Motors Connected Vehicles BAE Systems Condition Based Maintenance Prognostics Interoperability The Value Proposition Story of IVHM/CBM Lesson’s Learned

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Cloud Interoperability

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  1. Cloud Interoperability Tim Cavanaugh November 9, 2012

  2. Cloud Interoperability • Introduction • Cloud Interoperability Stories: • General Motors Connected Vehicles • BAE Systems Condition Based Maintenance • Prognostics Interoperability • The Value Proposition Story of IVHM/CBM • Lesson’s Learned • Summary

  3. Introduction Herding Cats: It’s a way of life

  4. General Motors Connected Vehicles 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 • 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 • The Vice Chairman’s 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 • FCO was able to offer a new fleet maintenance tool • "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 • 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 • Chairman’s Award: Vehicle Cost Reduction and Telematics Innovation

  6. BAE Systems Condition Based Maintenance The U.S. Army’s 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 Fleet Managers Engineers Data Analysis & Condition Monitoring Fleet Status Decision Support Data Analysis Tools Internet Interface 5 4 Vehicle Status Mechanics Filtered / Summarized Data Maintenance Actions Data Warehouse Data Base RAW Data Storage 3 OEM FSR High Speed Internet Or Phone Line 1 Data is automatically transferred to Network. Actionable information can be automatically provided to the fleet managers and maintenance desktop. Real Time Data Data Logging 2 Wireless LAN

  8. Neural Network Anomaly Detection Classification Red Samples when Y1 > 0 Black Samples when Y2 < 0 Anomaly Detection Anomaly when Y1 = 0 and Y2 = 0 Gaussian basis functions Y1 X Y2 W1, W2 Y1-Y2

  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 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 • 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 • 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) • “Wowed” the Customer and was written up as “Excellent” in the recent Army CBM RFP • Chairman’s Award: “Culture of Total Performance” • "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: • Fuel, tires, engine, transmission, suspension, etc. • 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 • Use time savings and increased efficiency to reduce man power • 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

  12. Lessons Learned • GM OnStar: • Sometimes to create change you have to create believers • Show them how it is done • 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 • 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 • 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 • Then use what is left over later strategically • Never let failure slow you down • Learn from it and KEEP MOVING FORWARD

  14. Summary Above all: • “Always Challenge Your Team!” • “Let the ‘DATA DRIVE THE BUSINESS’!” • “’INSPECT’ what you ‘EXPECT’!” • “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) • “Don’t Wait for things to 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 “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 “Keep Moving Forward.” Walt Disney

  16. Backup

  17. The Value Proposition Story of IVHM/CBM The Plummer Story: • 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% • 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 • 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) • What GM Learned: Plumbers and most Mobile Workers don’t like “Big Brother” • Changing a Business’s “Culture” is more difficult than giving away free GPS Phones • 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

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