Collaborative Business Portal

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Collaborative Business Portal

• Case Study
• A Clients Experience

2
Analysis, quantification validation of savings
in the extended enterprise using a collaborative
business portal CBP

• BNSC SIBPC e-codevelopment Pilot
• January 2003
• Dr E Roberts, BAE Systems

3
Rationale - the analysis

• Shrinking the effective product realisation cycle
  requires major out of the box thinking where.
• This must address the extended global enterprise
  including SMEs (small medium sized
  enterprises)
• It must leverage from innovative developments in
  Web technology standards
• Key issues to be addressed include appropriate
  structure, interoperability security
• Objective business benefits in terms of metrics
  must be declared

4
Quantify CBP product realisation

• CBP achieved far higher levels of design maturity
  much sooner through..
• Reduced Development Cycles
• Effective risk reduction
• Reduced interface costs
• Improved quality management
• Improved information transfer
• Transfer of best practice

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CBP Reduced Development Cycle

• Cycle times were at the limit of current
  capabilities bottlenecks understood
• Leveraged from flexible, low cost, innovative WEB
  technologies to address gaps
• Key to this success was the ability to engage
  with SMEs globally
• Used COTS packages developed in the financial
  sector (investment banking)

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CBP Risk Reduction

• Better planning/ WP management via
• much earlier risk mitigation capability
• real time reporting (nowhere to hide!)
• highlighted all bottlenecks objectively
• ability to manage late changes effectively
• robust well understood process capability
• standardisation common processes driver

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CBP reduced Interface Costs

• Rationale
• Only realisable in the global extended enterprise
  
• Is intimately associated with the product
  strategies of agent theory digitisation et al
• Achieved a greater relative maturity but
  discovered it demands a disproportionate increase
  in digital data transfer. (email, FTP, CD alone
  are totally ineffective)
• Much greater benefits accrued with increased
  product complexity highly distributed supply
  chains
• Is generically applicable multi-sector
• aerospace defence, automotive, health etc.

8
CBP Quality management.

• Key to reducing cycle time was the ability to
  demonstrate much tighter levels of
  configuration control digitally
• CBP data was always up to date referenced the
  master
• In Lifecycle terms the process was started much
  earlier
• Feed forward term allowed for MRP II long lead
  items to be scheduled
• Requirement was well understood
• e.g. not a single query on drawing issues during
  pilot
• Innovative feature was for the supplier to
  produce a drawing at the point of manufacture.
  (for PDM)
• Allowed for much more intuitive audit trail (up
  to 76 steps)

9
CBP Information Transfer

• Speed accuracy
• key to reducing cycle time
• Interoperability functionality included
• Allowed far more design iterations per unit time
  addressing
• design for manufacture assembly issues
• standardisation opportunities
• design for cost added value
• Drove common processes
• Data was unambiguous seamless
• Information was based on DMU product view
• Resource management was much more effective

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CBP Transfer of Best Practice

• From financial sector to space (systems)
• From pilot to other commodities.
• Machining, RF cables etc
• From space to aerospace
• defence avionics et al
• Characterised by
• Low risk, quick wins project confidence
• Further drove common processes
  standardisation.

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CBP Lessons Learned

• Cost model requires further work
• Key that all product data is included (risk)
• Workflow development required much effort but
  resulted in significant simplification
• The CBP appears generically applicable to complex
  distributed organisations critically addresses
  the lessons learned from earlier developments.

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Validation CBP objective metrics

• Latest Space craft model gt 400 wave guides (W/G)
• First w/g release 20 weeks gt 50 improvement
• At panel release gt80 of w/g complete kitted
  (never before achieved)
• Non-recurring gt30 improved
• Total capacity confirmed at 18 w/g per week but
  complexity factor gt20
• Learning curve with new s/c dramatically reduced
  (41)
• Cycle time reduction of gt 20 than best
  previous design
• Associated recurring cost reduction of gt20
  achieved through simplification standardisation
  (DFM)

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Example of Reduced Interface Costs

• Space craft waveguide payload digital design for
  manufacture initiative 2001
• Characterisation
• 5 unique digital files (total) per waveguide (no
  conventional 2D drawing)
• 1 package represents up to 10Mb 1 or more
  waveguide runs
• At least 2 iterations are required per waveguide
  (design approval)
• 400 waveguides ( associated engineering
  changes)
• Data flow prime (design, procurement) to supply
  chain return
• In excess of 40 Gb of data transferred it is
  estimated over 30 weeks (could be as high as 80
  Gb)
• Equivalent to 5 CDs per week DHL (gt150 total) -
  configured
• Associated emails to support same.
• Managing this process is expensive time
  consuming ( is never up to date)

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Summary

• Robust low cost digital co-ordination established
  with SMEs
• CBP allows for much better resource management
• Design evolved to reflect workflow SMEs
  process capability
• Significant cycle time cost reduction
  demonstrated
• Inherent feature is the huge capacity to manage
  late changes
• Credible risk mitigation strategy demonstrated
• Believed scalable multi-sector represents best
  practice