Toyota Jesper Power Point
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Aligning IT with the Business to deliver Competitive Advantage Thomas Schiller General Manager IT Toyota Motorsport GmbH - Germany
10/14/08
TMC TOYOTA Motor Corporation
• foundation in 1936 by Kiichiro Toyoda • 10th biggest company worldwide (Forbes Magazine)
• 2nd biggest vehicle manufacturer worldwide (Wall Street Journal)
Year 2005 in numbers
2
10/14/08
$ 173 billion net revenue/ $ 11 billion net income 8.12 Mio vehicle sold 265.800 employees Production facilities in 27 countries ©2006 BMC Software
TMG history
1973 – Andersson Motorsport carried out the Toyota Rally-program 1993 –100% subsidiary of Toyota Motor Corporation 1998 – Presentation of the Toyota GT One (24 h of Le Mans)
3 x WRC constructors champion 4 x WRC drivers champion 43 WRC victories 3
10/14/08
©2006 BMC Software
F1 - Figures
4
10/14/08
•
0 – 62 mph in 2,5 sec
•
0 – 125 mph in < 5 sec. / 140 m
•
125 mph – 0 in 1.9 sec. / 55 m / 5 g
•
Tbreak: 1500 oF
•
vmax> 220 mph (V10, 3l)
•
Ttires: 212 oF.
•
F1 car: 1.5 hp/kg – street car 0.09 hp/kg ©2006 BMC Software
TMG IT Budget:
Test Benches
Windtunnel Production
Headcount: < 3,5%
Logistic
Engine Design
< 6,0%
Test / Race
IT Contribution of IT resources
Chassis design
Purchase Technical Areas
70,00% Commercial Areas
Admin
Marketing Finance
HR
30,00%
Budget Services Complexity
5
10/14/08
©2006 BMC Software
„sustainability“
TMG IT Management objectives
“What makes the car faster?” Toyota Way @ TMG-IT Challenge / Kaizen / Genchi Genbutsu / Teamwork / Respect
Talk to your business, understand business demands and your customer
6
10/14/08
©2006 BMC Software
TMG IT TMG IT’s core business
Assembly
Production 7
10/14/08
©2006 BMC Software
Wind Tunnel Test
sim ila rr es ult s
similar results
s ult s e r
Model Workshop
Test @ Track
ilar m i s
Core Business! Technical Calculations
Race
Design
TMG Core Business - Simulation Fluid dynamics
8
10/14/08
©2006 BMC Software
TMG Core Business - Simulation Prediction of vehicle behavior
9
10/14/08
©2006 BMC Software
Senior Management
Users
IT
10
10/14/08
©2006 BMC Software
TMG IT – Talk to the Business SLI, general IT support schema
lack of support TMG senior management‘s business demands
11
10/14/08
©2006 BMC Software
over- supported area
over- supported area
department‘s expectations on IT systems & services
area where IT is providing services and support to TMG
TMG IT – Talk to the Business SLI, general IT support schema waste of IT resources
Question: How to identify over– and under-supported areas?
lack of support
gap between required and given support 12
10/14/08
over- supported area
over- supported area
department‘s expectations on IT systems & sevices
area where IT is providing services and support to TMG
TMG senior management‘s business demands
©2006 BMC Software
TMG IT – Talk to the Business PDCA cycle • SLI as a part of Business-Service-Management @ TMG START
F1 project
approval of sen. management
regular check on availability & Services
understanding of availiability and services OK?
NO
adjust availability & services
YES
create service common understanding on expectations & level agreement capabilities (SLA’s) (contract )
sen. management definition on business demands continuous 13
10/14/08
monitor service level monitoring on agreements agreements
©2006 BMC Software
TMG IT – Talk to the Business PDCA cycle
START
F1 project
approval of sen. management
regular check on availability & Services
understanding of availiability and services OK? YES
create service level agreement (contract )
monitor service level agreements
14
10/14/08
©2006 BMC Software
NO
adjust availability & services
Service Level Information (SLI) Management
Procedure Interviews between 20 individual departments (~ 45 TMG users) and IT are taking place to develop a common understanding and to “determine/adjust” the business services on a frequent base Output (Adjusted) Table with business services and requests regarding availability, recovery times, etc.
15
10/14/08
©2006 BMC Software
Results Q3/2006
What valuation/ rank do you attribute to the following points? 100% 80% 60%
2005
40%
2006
20% 0% Softw aredevelopment
16
10/14/08
Availability
Performance
Disaster provisions
©2006 BMC Software
UHD
Recovery time
Results Q3/2006 What valuation/ rank do you attribute to the following points? 100% 80% 60%
2005
40%
2006
20% 0% Softw aredevelopment
Availability
Performance
Disaster provisions
UHD
Recovery time
Disaster Recovery time (Does the business need match the current IT solution? ) (service is unavailable --> e.g. Hardware crash)
100% 80% 60% 40% 20% 0%
Server Cluster + Virtualizati on IT < Business IT > Business IT = Business
2005-all
2006-all
2005-more 2006-more than 20% than 20%
more than 20% = IT systems used by more than 20% of TMG staff
17
Business < IT (Business need is less than the IT solution provided – IT solution excessive) Business > IT (Business need exceeds the IT solution provided – IT solution inadequate) Business = IT (Business need matches IT solution precisely)
10/14/08
©2006 BMC Software
TMG IT – Talk to the Business PDCA cycle
START
F1 project
approval of sen. management
regular check on availability & Services
understanding of availiability and services OK? YES
create service level agreement (contract )
monitor service level agreements
18
10/14/08
©2006 BMC Software
NO
adjust availability & services
TMG IT – Talk to the Business PDCA cycle Business > IT
Services requests are higher than the current solutions provided by IT
Availability (correspondence of User Request vs. current IT solution)
Estimated budget to fulfill all requirements XXX €
Comments Costs for Quality & Support issue on (centralized) printers Recommendation from IT: Evaluate printer issue and replace printers in case of evidence Main costs for Grand Prix Manager replacement
Disaster Recovery time (correspondence of User Request vs. current IT solution)
Business = IT
XXX € XXX €
Recommendation from IT: Replacement of Grand Prix Manger via SAP solution is already planned and approved -> implementation planned for Q1/2007 Costs per Year for additional storage Recommendation from IT: Re-organize storage concept to get requests satisfied
Services requests are equal with the current solutions provided by IT
No action or budget effects (BUT: review for improvements to gain cost reductions) Business < IT
Services requests are less than the current solutions provided by IT
Review of current IT environment (usage of storage, amount of servers, etc.) 19
10/14/08
©2006 BMC Software
TMG IT – Talk to the Business PDCA cycle
START
F1 project
approval of sen. management
regular check on availability & Services
understanding of availiability and services OK? YES
create service level agreement (contract )
monitor service level agreements
20
10/14/08
©2006 BMC Software
NO
adjust availability & services
TMG IT – Reliability of IT Environment Monitoring
21
10/14/08
©2006 BMC Software
The BSM Solution of TMG
Reporting System Availibility - Business Impact 2005
Visualization
2,00% 1,50% 1,00% 0,50%
Service Desk
0,00% Jan
Feb
Mar
Apr
May
Jun
Jul
Impact Management CMDB
CI CI CI
CI CI
Change Management
CI
CI
CI CI CI
Monitoring
Asset Management
CI CI
CI
CI
CI
CI
CI
CI
CI
Discovery
22
10/14/08
©2006 BMC Software
Aug
Sep
Oct
Nov
Dec
TMG IT - BSM Challenge Direct link to core processes
23
10/14/08
©2006 BMC Software
1. Design – CATIA V5
EMC CX700
Control station: 2 x IA64, 1,5GHz, 6MB L3 Cache, 16 GB RAM, 2 x 72GB HDD
2. Surface Mesh
HBA
1GBit/sec Ethernet
Node1 Node2
...
1GB Ethernet, 64 ports
Node: 2 x IA64, 1,5GHz, 6MB L3 Cache, 4 GB RAM, 1 x 36GB HDD
Node50 Myrinet, 64 ports
Myrinet 2GB/sec
4. HPCC – „Number Crushing“ 24
10/14/08
5. Analysis & Representation ©2006 BMC Software
3. Fluid Mesh
• Challenge
1. Design – CATIA V5 EMC CX700
Control station: 2 x IA64, 1,5GHz, 6MB L3 Cache, 16 GB RAM, 2 x 72GB HDD
2. Surface Mesh
HBA
1GBit/sec Ethernet
Node1 Node2
...
1GB Ethernet, 64 ports
Node: 2 x IA64, 1,5GHz, 6MB L3 Cache, 4 GB RAM, 1 x 36GB HDD
Node50 Myrinet, 64 ports
Myrinet 2GB/sec
4. HPCC – „Number Crushing“
25
10/14/08
5. Analysis & Representation
Why does a design change of a front wing needs 48h? 3. Fluid Mesh
Is the mesh generation the bottleneck? Is it worth to increase the calculation capacity? Will we have enough wind tunnel and production capacity left when a front wing design change will take only 8h? ©2006 BMC Software
26
10/14/08
©2006 BMC Software
Thank you www.toyota-f1.com
27
10/14/08
©2006 BMC Software
10/14/08
TMC TOYOTA Motor Corporation
• foundation in 1936 by Kiichiro Toyoda • 10th biggest company worldwide (Forbes Magazine)
• 2nd biggest vehicle manufacturer worldwide (Wall Street Journal)
Year 2005 in numbers
2
10/14/08
$ 173 billion net revenue/ $ 11 billion net income 8.12 Mio vehicle sold 265.800 employees Production facilities in 27 countries ©2006 BMC Software
TMG history
1973 – Andersson Motorsport carried out the Toyota Rally-program 1993 –100% subsidiary of Toyota Motor Corporation 1998 – Presentation of the Toyota GT One (24 h of Le Mans)
3 x WRC constructors champion 4 x WRC drivers champion 43 WRC victories 3
10/14/08
©2006 BMC Software
F1 - Figures
4
10/14/08
•
0 – 62 mph in 2,5 sec
•
0 – 125 mph in < 5 sec. / 140 m
•
125 mph – 0 in 1.9 sec. / 55 m / 5 g
•
Tbreak: 1500 oF
•
vmax> 220 mph (V10, 3l)
•
Ttires: 212 oF.
•
F1 car: 1.5 hp/kg – street car 0.09 hp/kg ©2006 BMC Software
TMG IT Budget:
Test Benches
Windtunnel Production
Headcount: < 3,5%
Logistic
Engine Design
< 6,0%
Test / Race
IT Contribution of IT resources
Chassis design
Purchase Technical Areas
70,00% Commercial Areas
Admin
Marketing Finance
HR
30,00%
Budget Services Complexity
5
10/14/08
©2006 BMC Software
„sustainability“
TMG IT Management objectives
“What makes the car faster?” Toyota Way @ TMG-IT Challenge / Kaizen / Genchi Genbutsu / Teamwork / Respect
Talk to your business, understand business demands and your customer
6
10/14/08
©2006 BMC Software
TMG IT TMG IT’s core business
Assembly
Production 7
10/14/08
©2006 BMC Software
Wind Tunnel Test
sim ila rr es ult s
similar results
s ult s e r
Model Workshop
Test @ Track
ilar m i s
Core Business! Technical Calculations
Race
Design
TMG Core Business - Simulation Fluid dynamics
8
10/14/08
©2006 BMC Software
TMG Core Business - Simulation Prediction of vehicle behavior
9
10/14/08
©2006 BMC Software
Senior Management
Users
IT
10
10/14/08
©2006 BMC Software
TMG IT – Talk to the Business SLI, general IT support schema
lack of support TMG senior management‘s business demands
11
10/14/08
©2006 BMC Software
over- supported area
over- supported area
department‘s expectations on IT systems & services
area where IT is providing services and support to TMG
TMG IT – Talk to the Business SLI, general IT support schema waste of IT resources
Question: How to identify over– and under-supported areas?
lack of support
gap between required and given support 12
10/14/08
over- supported area
over- supported area
department‘s expectations on IT systems & sevices
area where IT is providing services and support to TMG
TMG senior management‘s business demands
©2006 BMC Software
TMG IT – Talk to the Business PDCA cycle • SLI as a part of Business-Service-Management @ TMG START
F1 project
approval of sen. management
regular check on availability & Services
understanding of availiability and services OK?
NO
adjust availability & services
YES
create service common understanding on expectations & level agreement capabilities (SLA’s) (contract )
sen. management definition on business demands continuous 13
10/14/08
monitor service level monitoring on agreements agreements
©2006 BMC Software
TMG IT – Talk to the Business PDCA cycle
START
F1 project
approval of sen. management
regular check on availability & Services
understanding of availiability and services OK? YES
create service level agreement (contract )
monitor service level agreements
14
10/14/08
©2006 BMC Software
NO
adjust availability & services
Service Level Information (SLI) Management
Procedure Interviews between 20 individual departments (~ 45 TMG users) and IT are taking place to develop a common understanding and to “determine/adjust” the business services on a frequent base Output (Adjusted) Table with business services and requests regarding availability, recovery times, etc.
15
10/14/08
©2006 BMC Software
Results Q3/2006
What valuation/ rank do you attribute to the following points? 100% 80% 60%
2005
40%
2006
20% 0% Softw aredevelopment
16
10/14/08
Availability
Performance
Disaster provisions
©2006 BMC Software
UHD
Recovery time
Results Q3/2006 What valuation/ rank do you attribute to the following points? 100% 80% 60%
2005
40%
2006
20% 0% Softw aredevelopment
Availability
Performance
Disaster provisions
UHD
Recovery time
Disaster Recovery time (Does the business need match the current IT solution? ) (service is unavailable --> e.g. Hardware crash)
100% 80% 60% 40% 20% 0%
Server Cluster + Virtualizati on IT < Business IT > Business IT = Business
2005-all
2006-all
2005-more 2006-more than 20% than 20%
more than 20% = IT systems used by more than 20% of TMG staff
17
Business < IT (Business need is less than the IT solution provided – IT solution excessive) Business > IT (Business need exceeds the IT solution provided – IT solution inadequate) Business = IT (Business need matches IT solution precisely)
10/14/08
©2006 BMC Software
TMG IT – Talk to the Business PDCA cycle
START
F1 project
approval of sen. management
regular check on availability & Services
understanding of availiability and services OK? YES
create service level agreement (contract )
monitor service level agreements
18
10/14/08
©2006 BMC Software
NO
adjust availability & services
TMG IT – Talk to the Business PDCA cycle Business > IT
Services requests are higher than the current solutions provided by IT
Availability (correspondence of User Request vs. current IT solution)
Estimated budget to fulfill all requirements XXX €
Comments Costs for Quality & Support issue on (centralized) printers Recommendation from IT: Evaluate printer issue and replace printers in case of evidence Main costs for Grand Prix Manager replacement
Disaster Recovery time (correspondence of User Request vs. current IT solution)
Business = IT
XXX € XXX €
Recommendation from IT: Replacement of Grand Prix Manger via SAP solution is already planned and approved -> implementation planned for Q1/2007 Costs per Year for additional storage Recommendation from IT: Re-organize storage concept to get requests satisfied
Services requests are equal with the current solutions provided by IT
No action or budget effects (BUT: review for improvements to gain cost reductions) Business < IT
Services requests are less than the current solutions provided by IT
Review of current IT environment (usage of storage, amount of servers, etc.) 19
10/14/08
©2006 BMC Software
TMG IT – Talk to the Business PDCA cycle
START
F1 project
approval of sen. management
regular check on availability & Services
understanding of availiability and services OK? YES
create service level agreement (contract )
monitor service level agreements
20
10/14/08
©2006 BMC Software
NO
adjust availability & services
TMG IT – Reliability of IT Environment Monitoring
21
10/14/08
©2006 BMC Software
The BSM Solution of TMG
Reporting System Availibility - Business Impact 2005
Visualization
2,00% 1,50% 1,00% 0,50%
Service Desk
0,00% Jan
Feb
Mar
Apr
May
Jun
Jul
Impact Management CMDB
CI CI CI
CI CI
Change Management
CI
CI
CI CI CI
Monitoring
Asset Management
CI CI
CI
CI
CI
CI
CI
CI
CI
Discovery
22
10/14/08
©2006 BMC Software
Aug
Sep
Oct
Nov
Dec
TMG IT - BSM Challenge Direct link to core processes
23
10/14/08
©2006 BMC Software
1. Design – CATIA V5
EMC CX700
Control station: 2 x IA64, 1,5GHz, 6MB L3 Cache, 16 GB RAM, 2 x 72GB HDD
2. Surface Mesh
HBA
1GBit/sec Ethernet
Node1 Node2
...
1GB Ethernet, 64 ports
Node: 2 x IA64, 1,5GHz, 6MB L3 Cache, 4 GB RAM, 1 x 36GB HDD
Node50 Myrinet, 64 ports
Myrinet 2GB/sec
4. HPCC – „Number Crushing“ 24
10/14/08
5. Analysis & Representation ©2006 BMC Software
3. Fluid Mesh
• Challenge
1. Design – CATIA V5 EMC CX700
Control station: 2 x IA64, 1,5GHz, 6MB L3 Cache, 16 GB RAM, 2 x 72GB HDD
2. Surface Mesh
HBA
1GBit/sec Ethernet
Node1 Node2
...
1GB Ethernet, 64 ports
Node: 2 x IA64, 1,5GHz, 6MB L3 Cache, 4 GB RAM, 1 x 36GB HDD
Node50 Myrinet, 64 ports
Myrinet 2GB/sec
4. HPCC – „Number Crushing“
25
10/14/08
5. Analysis & Representation
Why does a design change of a front wing needs 48h? 3. Fluid Mesh
Is the mesh generation the bottleneck? Is it worth to increase the calculation capacity? Will we have enough wind tunnel and production capacity left when a front wing design change will take only 8h? ©2006 BMC Software
26
10/14/08
©2006 BMC Software
Thank you www.toyota-f1.com
27
10/14/08
©2006 BMC Software
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