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
Summary
Introduction
Herding Cats: It’s a way of life
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
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
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.
Vehicle Health Management Infrastructure
Computing Resources
Engineers Data Analysis & Condition Monitoring
Data Analysis
Tools
Fleet Managers
Decision Support
Internet
Interface
4
Fleet
Status
5
Vehicle
Status
Filtered /
Summarized
Data
Data Warehouse
RAW Data
Storage
Data
Base
Mechanics
Maintenance
Actions
3
OEM FSR
High Speed Internet
Or Phone Line
1
Real Time Data
Data Logging
2
Wireless
LAN
Data is automatically transferred to
Network. Actionable information can be
automatically provided to the fleet
managers and maintenance desktop.
Neural Network Anomaly Detection
1.5
1
Y1
0.5
X
0
-2
-1
0
1
2
Y2
-0.5
-1
W1,
W2
-1.5
Y1-Y2
1.0
-0.5
0.8
1.6
1
0.4
-0.6
-0.2
-1.0
-0.8
•
0.0
-1.4
•
– Red Samples when Y1 > 0
– Black Samples when Y2 < 0
Anomaly Detection
– Anomaly when Y1 = 0 and Y2 = 0
Gaussian basis functions
0.5
-2
• Classification
-2
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
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."
•
•
The Value Proposition Story of IVHM/CBM
How to tell the “Value” story:
• Select largest costly areas that need improvement:
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•
•
•
– 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
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!
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
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!”
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
Backup
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
“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