cd december 2015 - ifs showcase
TRANSCRIPT
www.IFSWORLD.com
IFS SHOWCASE
● IFS OVERVIEWKenny Ingram
Global Industry Director
Construction, Engineering & Infrastructure
●OPERATIONALISING THE IOT●MANAGING A MOBILE WORKFORCE
Stephen Jeffs-Watts Senior Advisor, Service Project & Asset
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AGENDA
+44 7747567969
+44 7764565556
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IFS FACTS & FIGURES
3 BILLION(US$ 360M)
1983 +2,700 +2,400 +1,000,000
LINKÖPING (HQ) LONDON
COLOMBO
© 2013 IFS
DESIGN OPERATE & MAINTAININSTALL & COMMISSION
PROCURE
MAKE
CONSTRUCT REFURBISH
DISPOSAL
OIL & GAS
WIND, NUCLEAR, SOLAR, HYDRO
INFRASTRUCTURE
RAIL, ROAD, SEA, AIR
UTILITIES
TELECOM
SHIPBUILDING & MARITIME
MINING ENGINEERING &
PROJECT-BASED MANUFACTURING
AEROSPACE
& DEFENCE
CONSTRUCTION
& FACILITIES MANAGEMENT
INDUSTRY FOCUS – PROJECT & ASSET LIFECYCLE
SHIP
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OPERATION
PREVENTIVE
MAINTENANCE
CONDITION-BASED
MAINTENANCE
FEEDBACK
ANALYSISIMPROVEMENTS
ASSET DESIGN
BIM
PROJECT PLANNING
INVESTMENT PLANNING
COMMISSIONING
& HANDOVER
SHIPPING &
INSTALLATION
PROCUREMENT &
SUB CONTRACT
ASSET LIFECYCLE DATA FLOW
ASSETPROJECT
ENGINEERING
CONSTRUCTION
RELIABILITY CENTERED
MAINTENANCE
BIM
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EXAMPLE - PROJECT CENTRIC CUSTOMERS
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EXAMPLE – ASSET CENTRIC CUSTOMERS
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3 GORGES HYDROPOWER PLANT; CHINA
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TYPICAL ERP DEPLOYMENT
FINANCIAL
ACCOUNTING
MANAGEMENT
ACCOUNTING
STOCK
CONTROLPROCUREMENTERP
TRAININGSKILLS &
CERTIFICATIONRECRUITMENT
TIME &
ATTENDANCEPAYROLL
?
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TYPICAL ERP DEPLOYMENTASSETS
PERFORMANCE
CONDITION
MAINTENANCE PLAN
PORTFOLIOROI
RISK
RESOURCE
PLANNINGPRIMAVERA
MS PROJECT
ASTA
RISKMONTE CARLO
CONSEQUENCES
MITIGATIONCONTRACT
MANAGEMENT
PROJECT COST
CONTROL
CONSTRUCTIONLABOUR PLANNING
SUB CONTRACT
WORK PACKAGES
TIME BOOKING SUB CONTRACT
MANAGEMENT4D SIMULATION
CONSTRUCTION PLAN
LEAN CONSTRUCTION
WORK FACE PLAN
MOBILITYWORK PACKAGES
INCIDENTS
SNAGSTENDERING
PLAN - WBS
AVAILABILITY
PLANTSCHEDULE
ON / OFF HIRE
AVAILABILITY
SNAGSPUNCH LIST
SNAG LIST
QHSENCR
INCIDENTS
AUDITS
DOCUMENTSDELIVERABLES
REVISION CONTROL
APPROVALVARIATIONS
ENGINEERING2D DRAWINGS
3D MODELS
BIM
ESTIMATING
FINANCIAL
ACCOUNTINGMANAGEMENT
ACCOUNTING
STOCK
CONTROLPROCUREMENTERP
TRAININGSKILLS &
CERTIFICATIONRECRUITMENT
TIME &
ATTENDANCEPAYROLL
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PROJECT & ASSET LIFECYCLE SOLUTION
ENGINEERING
CORPORATE PERFORMANCE MANAGEMENT
General Ledger
Sales Ledger
Purchase Ledger
Cash Ledger
Project Accounting
Fixed Assets
Consolidation
Budget Management
FINANCE
CONTRACT MANAGEMENT
APPLICATION
SOLUTIONS
BUSINESS
PROCESSES
Project Planning
Estimating
Work Breakdown Structure
Resource Planning
Project Accounting
Budget & Forecasting
Progress Revenue
Recognition
PROJECT MANAGEMENT
Sales Contract
Sub Contract
Service Contract
Estimating
Scope/Requirements
Revision Control
Variations Order
Retentions
Invoicing & Valuation
Payment Applications
Certificates
Work Instructions
PROJECT MANAGEMENT
Project Planning
MS Project Integration
Primavera Integration
Project Templates
Estimating
Work Breakdown Structure
Resource Planning / Allocation
Time & Expenses
Project Procurement
Material Planning
Progress
Document Deliverables
Budgeting/Forecasting
S Curves
PROCUREMENTCONSTRUCTION &
INSTALLATIONSPARES & REPAIR SERVICE & SUPPORT
RETIREMENT &
DISPOSAL
SUPPORT
PROCESSES
Human Resources, QHSE, Time & Attendance and Payroll
Document Management
Customer Relationship Management
Fabricate & Build
Procurement
Supply Chain Management
Risk Management
Quality Management
SERVICE & FACILITIES MANAGEMENT
Equipment Definition
Preventive Maintenance
Faults
Call Center
Scheduling
SLAs
Service Contracts
Work Orders
Time and Expenses
Mobile & Wireless
Resource Allocation
Material Management
Tools & Facilities
Plant Hire
INFORMATION MODELLING (BIM, SCIM etc.)
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AWARD WINNING
IFS Applications wins Project Lifecycle Management Software of 2015
© 2015 IFS
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© 2014 IFS
FINANCE LOBBIESACCOUNTS RECEIVABLE
© 2015 IFS20
FINANCE LOBBIESACCOUNTS PAYABLE
© 2015 IFS21
MANAGER LOBBYSOLUTION
Applications 9
© 2015 IFS22
EMPLOYEE LOBBYSOLUTION
Applications 9
© 2015 IFS23
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MOBILITY BUILT-IN
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.
Market for smart machines will
reach $15B in 2019 (BCC Research)
By 2018, IoT devices will create twice the amount of data than end users
“Virtual reality done right, truly is reality.” (M. Abrash, FaceBook)
30 Billion devices will be connected
to the internet by 2020 (McKinsey)
IoT will create approximately $19 Trillion
in economic value over the next 5 years
IoT was ‘born’ in 2008 when
more things were connected to
the internet than people
IIC consortium’s
mission is to
create a
communication
standard for IoT
1.8 billion
connected-home
devices will ship in
2019 (BI Intelligence)
QUICK IOT FACTS
College students can major in
drone studies at Kansas State U
and University of North Dakota
An ambulance drone can get a
defibrillator to a patient in 1 minute…
1) SMARTER AND CHEAPER SENSORS
2) INTERNET FACILITATES COMMUNICATION
3) PACKAGED CLOUD SOLUTIONS
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3 REASONS WHY IOT IS BOOMING
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WHAT IS IOT TO IFS CUSTOMERS?
Connected
Factories &
Sites
Connected
Assets
ON SITEIN THE FIELD
Connected
Goods
ON THE MOVE
Because I know…
• How my assets are used
• What condition they are in
• How my factory is running
• Where my goods are
• What is happening to them
I can…
OPERATIONALIZE
…this data into knowledge
In order to…
• Predict and prevent failure
• Optimize maintenance plans
• React quicker to “surprises”
• Improve my products
INV
ES
TME
NT
RE
TUR
N
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WHAT IS NEEDED
DEVICES AND
COMMSDISCOVERY OPERATIONALIZE
BUSINESS
OPTIMIZATION
Receive and store sensor
readings – millions/billions
Real time stream analysis
Data mining - algorithmic
Data mining – human
visualization driven
Receive and store
“observations” - thousands
Prescriptive action -
automated
Human review,
augmentation, and action
Parallel control flows
Maintenance and service
Production, construction
and engineering
Logistics
Strategy, end-2-end
performance
Sensors on assets
Local comms / gateways
Internet comms
A REAL EXAMPLE
OK, I don’t know what
it is, but I will report it
Hi, I see an error
message on the
screen…?
I will create a work
order, but don’t know
what the fault is
Problem fixed, but
could have been
done later…
TRAIN DRIVER CALL CENTER REPAIR SHOP
Problem
If a door doesn’t work (can’t close or other error) this is a “type A”
fault – train my not be driven until fixed.
IoT vision
By analyzing data from “door roller resistance” sensor, and other
door alarm signals, predict malfunctions and perform preventive
maintenance. The business benefit is improved uptime and
productivity
Facts on the ground
4-8 year old Siemens cars that have needed sensors in place.
Sensor data collected on PC in each car, an can wirelessly be
uploaded to the IoT cloud and IFS Applications.
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A SPECIFIC EXAMPLE
● On board sensors report raw data to PC in each
train car, in Siemens proprietary binary format
● Readings stored in .exp dump files
● Each time the train passes by a station it
connects to wifi for a few seconds and upload
the dump files to the cloud
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DEVICES AND COMMS
● Receiving dump files, breaking
them up into a stream of
sensor readings
● Receiving and storing the
sensor readings (in bursts) for
due processing
● Real time stream analysis to
find “door faults” in the vast
data stream
● Visualizing data for humans to
interpret and find insights
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DISCOVERY
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3 CUSTOMER EXAMPLES WITH DIFFERENT PURPOSES
INCREASE PROFITABILITY
THROUGH VALUE BASED SELLING
PREDICT AND ACT BEFORE
THE FAULTS OCCUR
“smart cities”
OPTIMIZE ENVIRONMENTAL IMPACT
AND MARGINS
“smart environments” “smart transports”
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WHAT IS NEEDED
DEVICES AND
COMMSDISCOVERY OPERATIONALIZE
BUSINESS
OPTIMIZATION
Receive and store sensor
readings – millions/billions
Real time stream analysis
Data mining - algorithmic
Data mining – human
visualization driven
Receive and store
“observations” - thousands
Prescriptive action -
automated
Human review,
augmentation, and action
Parallel control flows
Maintenance and service
Production, construction
and engineering
Logistics
Strategy, end-2-end
performance
Sensors on assets
Local comms / gateways
Internet comms
Millions of raw sensor
readings per day, vast
majority not of interst
Hundreds of relevant
observations, such as
door faults, pending faults
Dozens of adjustments to
the maintenance plans
Temperature reading every
minute
t > 100 for more than 1 hr
means degradation
Move planned inspection
from next month to this week
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MANAGING A MOBILE WORKFORCE
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SOLUTION MAP
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DYNAMIC SCHEDULING ENGINE
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SCHEDULING JOURNEYFLEXIBLE SOLUTION
Manual Scheduling
Manual allocation Drag & drop
Assisted Manual
Skills Matching Closest travel time
Automated Scheduling
Visits committed 24 hrs + in advance
Dynamic Scheduling
Drip feed jobs in-day flexibility
Workforce
Efficiency
● Proven world class optimization algorithms
● Unique value based approach to job priorities
● Comprehensive business constraints model
● Always optimizing – real time decision making
● Automatic scaling to handle large scheduling problems
DYNAMIC SCHEDULING ENGINE
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We assign a value to your jobs based on- Relative Importance
- Representing Priority & Urgency
- Change Over Time
And compare this against the cost of
performing them…- Resource Costs
- Travel Costs
TO CHOOSE THE RIGHT RESOURCE
MAXIMISE SERVICE MARGIN
DYNAMIC SCHEDULING ENGINEGUIDING PRINCIPLE
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MODEL YOUR BUSINESS ACCURATELY
RESOURCE
PREFERENCE
SLAs
SKILLSP
A
R
T
SCALL
DURATION
LINKED JOBSPLANNED MAINTENANCE
TRAVEL
TIMES
BREAKS
PUDOs
GPS
UPDATESOUT OF SLA
MANAGEMENTSTUCK
ONSITE
REGIONAL
BOUNDARIES
APPOINTMENT SLOT
SITE ACCESS
TIMES
CONTRACTORSFLEXIBLE
BOUNDARIES
LOCATIONS
U
R
G
E
N
C
Y
PENALTIES
MULTI PERSONJOBS
DEPOTS
PROFICIENCIES
The more accurately
we can map your
requirements…
The better your
schedule isCAPACITY
APPOINTMENT
VALUE
JOB
SPLITTING
FIXED
RESOURCE
P
R
I
O
R
I
T
I
E
S
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NOT ALL SCHEUDLING TOOLS ARE EQUAL
The more accurately
we can map your
requirements…
The better your
schedule is
SKILLS PROFICIENCIES
PRIORITIES URGENCY
APPOINTMENT SLOT APPOINTMENT VALUE
SLAs OUT OF SLA MANAGEMENT
PARTS CAPACITY DEPOTS PUDOs
REGIONAL BOUNDARIES FLEXIBLE BOUNDARIES
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FIXED BOUNDARIES
7
8
15
CAPACITY
10 Jobs per day
3 x 10 = 30 Jobs
ACTUAL
10 + 8 + 7
=25 Jobs
16% LOST
PRODUCTIVITY
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FLEXIBLE BOUNDARIES
10
10
10
ALL JOBS
COMPLETED
CAPACITY
10 Jobs per day
3 x 10 = 30 Jobs
ACTUAL
10 + 10 + 10
= 30 Jobs
DYNAMIC SCHEDULING ENGINE
● IFS uses data
● Configurable “Rush Hour” zones
● High density routing for cities
● Real time traffic updates
● GPS fix and re-calculate
● UK = 5 million nodes
● Custom matrices built for public
transport/foot
TRAVEL COSTS
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The job can have
more or less value at
9 a.m.
A NEW JOB HAS AN 3 HOUR WINDOW ACCORDING TO THE SLA
(9 a.m. - 12 p.m.)
Than it does at
11:30 a.m.
IFS Mobile Workforce Management varies the value of an SLA
(by creating a value curve) throughout the lifetime of the job.
This flexibility helps more accurately model business relativity
DYNAMIC SCHEDULING ENGINESLA AND COMMITMENT MANAGEMENT
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DYNAMIC SCHEDULING ENGINE
Most schedule optimisation systems have flat
or stepped SLAs which are too simple to model
a services business effectively.
By having fine-grained control over the value of
a request, a service business creates better
schedules and stops jobs falling into backlog.
UNIQUE VALUE BASED MODEL
PRIORITY VALUE
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DYNAMIC SCHEDULING ENGINENEVER MISS ROUTINE WORK
Mon Tue Wed Thu Fri Mon Tue Wed Thu Fri
Value of 2 week PM job
Job values can increase over time meaning PM jobs are not left behind
DYNAMIC SCHEDULING ENGINE
The faster you can
react to events…
The better your
schedule is
REAL WORLD
EVENTS
URGENT NEWWORK
APPOINTMENTCANCELLED
TRAVEL DELAYS
JOBOVERRUN
EXTREMEWEATHEREVENTS
FOLLOW UP REQUIRED
CHANGING PRIORITIES
CALLED IN SICK
CONTINUAL OPTIMIZATION
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DYNAMIC SCHEDULINGCONTINUAL OPTIMIZATION
A new activity has been raised in an
already busy schedule
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DYNAMIC SCHEDULINGCONTINUAL OPTIMIZATION
It is incorporated into the schedule
quickly and easily
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DYNAMIC SCHEDULING
Quality of schedule already built up is
not lost when a change occurs
CONTINUAL OPTIMIZATION
Jobs committed until 12 midday mean changes to the schedule can only occur after this time
Fully dynamic scheduling involves a more constant job by job drip feed allowing more flexibility
DYNAMIC SCHEDULING ENGINEFLEXIBLE JOB COMMITMENT WINDOW
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● Jobs in green are committed ahead of time.
● Different commitment windows can be applied to different resources
● Once committed, the jobs are sent to the workers’ device
● To take advantage of the latest information, commitment windows need to be short
Fully dynamic scheduling involves a more constant job by job drip feed allowing more flexibility
DYNAMIC SCHEDULING ENGINEFLEXIBLE JOB COMMITMENT WINDOW
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DEMONSTRATION
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RESOURCE MODELLING & SIMULATION
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DOES IT WORK?
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PHS
CUSTOMER FACTS
● PHS is one of the leading workplace services
providers in the UK
● Wide ranging service including washroom
facilities, cleaning, landscaping, recycling and
safety inspection
● 600 Mobile resources across 23 depots
BENEFITS SEEN
6% field team productivity improvement in first 3
months
“Deploying the IFS solution has made a significant difference to
the performance of our depots.
For example, schedulers now spend around half an hour
checking routes as opposed to a full day arranging routes and
managing driver schedules.”
Ian Featherstone (Group CIO)
PHS’ CHALLENGES
Scheduling of regular repeating jobs amongst
reactive/urgent callouts
Consolidate despatch team to provide
consistency and performance tracking
Reduce costs within the business
Increase 1st time fix in multi-skilled team
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CUBIC
BENEFITS SEEN
Operational efficiency up 20%
Resource controllers reduced - 8 down to 2
Enabled £700m TFL contract extension
“We have recorded savings across all our contracts which
means Cubic has been able to expand the business by
taking on several new contracts without having to
increase the number of engineers and resource
controllers.”
Mike Gosling (Business Systems Manager)
CUSTOMER FACTS
Cubic Transportation Systems is the world’s
leading turnkey solution provider of automated
fare collection systems for public transport.
Provides infrastructure for London
underground’s entry/exit system
150 mobile resources
CUBIC’S CHALLENGES
Strict short term SLA compliance required
Highly complex environment
Parts and tools management essential
Accurate travel times required for both road
and tube travel
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CAN YOU BEAT THE MACHINE?
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WHY SCHEDULING?O
PE
RA
TIN
G C
OS
TS
Workforce Age
18-24 25-34 35-44 45-65
● Managing a mobile workforce is complex
● Environment placing constant pressure on reducing operational costs
● DoT Operational budget down by 37% in Autumn statement
● Labour is the greatest cost in operational businesses
● Ageing workforce presents unique problems; increase efficiency whilst attracting and
training new talent
● Work done on slim margins
● Doing the “right” work has never been more important
● Scheduling is only part of the solution to increase operational efficiency
● Integrated business processes crossing the whole
organisation become increasingly important in
increasing operational efficiency
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SUMMARY
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IFS ASSET LIFECYCLE SOLUTION
SUPPORT
PROCESSES
Human Resources, Time & Attendance and Payroll
Document ManagementHealth & Safety
Procurement & Supply Chain Management
Risk Management Quality Management
ENGINEERINGBUSINESS
PROCESSESPROCUREMENT
CONSTRUCTION
& INSTALLATION
OPERATE &
MAINTAINREFURBISH
RETIRE, DISPOSE,
DECOMMISSION
CORPORATE PERFORMANCE MANAGEMENT
General Ledger
Sales Ledger
Purchase Ledger
Cash Ledger
Project Accounting
Fixed Assets
Consolidation
Budget Management
IFS FINANCE
CONTRACT MANAGEMENT
APPLICATION
SOLUTIONS
Project Accounting
Budget & Forecasting
Progress Revenue
Recognition
PROJECT MANAGEMENT
WORK & ASSET MANAGEMENT
Sales Contract
Sub Contract
Service Contract
Estimating
Scope/Requirements
Revision Control
Variation Orders
Retentions
Invoicing & Valuation
Payment Applications
Certificates
CRM & SRM
PROJECT MANAGEMENT
Project Planning
MS Project Integration
Primavera Integration
Project Templates
Estimating
Work Breakdown Structure
Resource Planning / Allocation
Time & Expenses
Project Procurement
Material Planning
Progress
Document Deliverables
Budgeting/Forecasting
S Curves
Equipment Definition
Preventive Maintenance
Serial Management
Call Center
Escalation Management
Dynamic Scheduling
SLAs
Work Orders
Contractor Management
Time and Expenses
Mobility
Van Stock
Material Management
Tools & Facilities, Hire
INTUITIVE, FLEXIBLE, MODERN
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THANK-YOU!
COPYRIGHT © 2015 INDUSTRIAL AND FINANCIAL SYSTEMS, IFS AB (PUBL). IFS AND ALL IFS PRODUCTS AND SERVICES NAMES ARE TRADEMARKS OF IFS. ALL
RIGHTS RESERVED. THIS DOCUMENT MAY CONTAIN STATEMENTS OF POSSIBLE FUTURE FUNCTIONALITY FOR IFS’S PRODUCTS AND TECHNOLOGY. SUCH
STATEMENTS ARE FOR INFORMATION PURPOSES ONLY AND SHOULD NOT BE INTERPRETED AS ANY COMMITMENT OR REPRESENTATION. THE NAMES OF ACTUAL
COMPANIES AND PRODUCTS MENTIONED HEREIN MAY BE THE TRADEMARKS OF THEIR RESPECTIVE OWNERS.
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© 2015 IFS