Cloud Interoperability Cloud Interoperability

Tim CavanaughTim Cavanaugh

November 9, 2012November 9, 2012

Cloud InteroperabilityCloud Interoperability

• IntroductionIntroduction

• Cloud Interoperability Stories:Cloud Interoperability Stories:– General Motors Connected VehiclesGeneral Motors Connected Vehicles– BAE Systems Condition Based MaintenanceBAE Systems Condition Based Maintenance

• Prognostics InteroperabilityPrognostics Interoperability

• The Value Proposition Story of IVHM/CBMThe Value Proposition Story of IVHM/CBM

• Lesson’s LearnedLesson’s Learned

• SummarySummary

IntroductionIntroduction

Herding Cats: It’s a way of lifeHerding Cats: It’s a way of life

General Motors Connected VehiclesGeneral Motors Connected Vehicles

Connected Vehicles: “A True StoryConnected Vehicles: “A True Story””• GM Fleet Commercial Operations (FCO) Customers GM Fleet Commercial Operations (FCO) Customers

were asking GM OnStar to provide Odometer Readings were asking GM OnStar to provide Odometer Readings on OnStar equipped vehicles, nothing moreon OnStar equipped vehicles, nothing more

• OnStar said, “No!” due to “Privacy Laws”OnStar said, “No!” due to “Privacy Laws”• GM FCO made their own module and on one platform GM FCO made their own module and on one platform

saved $157M Warranty Expense on a $60,000 Budgetsaved $157M Warranty Expense on a $60,000 Budget• The Vice Chairman’s asked to implement the process The Vice Chairman’s asked to implement the process

company wide and asked OnStar to work with GM FCOcompany wide and asked OnStar to work with GM FCO• GM quickly went from a 3 year/36,000 mile warranty to GM quickly went from a 3 year/36,000 mile warranty to

a 5 year/100,000 mile warranty and raised the “barrier a 5 year/100,000 mile warranty and raised the “barrier of entry” for the competition related to warrantiesof entry” for the competition related to warranties

• FCO was able to offer a new fleet maintenance toolFCO was able to offer a new fleet maintenance tool

• "If you want your eggs hatched, sit on them yourself.""If you want your eggs hatched, sit on them yourself."-- Haitian folk -- Haitian folk sayingsaying

General Motors Connected VehiclesGeneral Motors Connected Vehicles

Connected Vehicle Results:Connected Vehicle Results:• Today, all GM Vehicles with OnStar have connected Today, all GM Vehicles with OnStar have connected

Vehicle Health Information which is captured for qualityVehicle Health Information which is captured for quality

• Customers can elect to receive their vehicle health by Customers can elect to receive their vehicle health by e-mail which includes odometer, fuel economy, tire e-mail which includes odometer, fuel economy, tire inflation, any diagnostic trouble codes set and when the inflation, any diagnostic trouble codes set and when the next oil change is due, OnStar tells you the nearest next oil change is due, OnStar tells you the nearest dealer location for servicedealer location for service

• Commercial Fleet Customers can capitalize their OnStar Commercial Fleet Customers can capitalize their OnStar through their Fleet Management Companies and get through their Fleet Management Companies and get 1, 2, 3, 4, 5 years of OnStar Connected Vehicle Service1, 2, 3, 4, 5 years of OnStar Connected Vehicle Service

• Chairman’s Award: Vehicle Cost Reduction and Chairman’s Award: Vehicle Cost Reduction and Telematics InnovationTelematics Innovation

BAE Systems Condition Based BAE Systems Condition Based MaintenanceMaintenance

The U.S. Army’s way of saying: We need a low cost The U.S. Army’s way of saying: We need a low cost connected vehicle application which produces a connected vehicle application which produces a higher readiness level that will reduce higher readiness level that will reduce maintenance costs.maintenance costs.

Vehicle Health Management InfrastructureVehicle Health Management Infrastructure

Computing Resources

Data AnalysisTools

EngineersFleet Managers

Mechanics

Real Time DataData Logging

InternetInterface

Fleet Status

Vehicle Status

MaintenanceActions

4

5

Data Warehouse

3Data Base

Decision SupportData Analysis & Condition Monitoring

Data is automatically transferred to Network. Actionable information can be

automatically provided to the fleet managers and maintenance desktop.

WirelessLAN

RAW DataStorage

Filtered /Summarized

Data

High Speed InternetOr Phone Line

1

2

OEM FSR

Neural Network Anomaly DetectionNeural Network Anomaly Detection

-1.5

-1

-0.5

0

0.5

1

1.5

-2 -1 0 1 2

X

W1, W2

Y1

-2

-1.4

-0.8

-0.2

0.4 1

1.6

-2

-0.6

0.8

-1.0

-0.5

0.0

0.5

1.0

• ClassificationClassification

– Red Samples when YRed Samples when Y11 > 0 > 0

– Black Samples when YBlack Samples when Y22 < 0 < 0

• Anomaly DetectionAnomaly Detection

– Anomaly when YAnomaly when Y11 = 0 and Y = 0 and Y22 = 0 = 0

• Gaussian basis functionsGaussian basis functions

Y2

Y1-Y2

BAE Systems Condition Based BAE Systems Condition Based MaintenanceMaintenance

The U.S. Army needed connected vehicles for better The U.S. Army needed connected vehicles for better maintenance, sustainment and readiness:maintenance, sustainment and readiness:

• ““The Team”: 4 Competing Divisions of BAE The Team”: 4 Competing Divisions of BAE Systems and 2 Outside Suppliers (50 Extended Systems and 2 Outside Suppliers (50 Extended and 15 Core Members)and 15 Core Members)

• The Challenge: Make one product/service to The Challenge: Make one product/service to maintain all Army vehicles around the world, act maintain all Army vehicles around the world, act as one company, make it a “Low Cost” Solution, as one company, make it a “Low Cost” Solution, and do it within a 24 monthsand do it within a 24 months

• The Product/Service: A Secured Military Version The Product/Service: A Secured Military Version of OnStar on Prognostic Steroidsof OnStar on Prognostic Steroids

• What we had to over come: Cultures, Products, What we had to over come: Cultures, Products, Timing, Budget Constraints, Failures, Lack of Timing, Budget Constraints, Failures, Lack of Information, Executive Decisions, Pressure Information, Executive Decisions, Pressure

BAE Systems Condition Based BAE Systems Condition Based MaintenanceMaintenance

CBM Results:CBM Results:• Established an “Act As One Company” CultureEstablished an “Act As One Company” Culture• Developed Simple Processes to make the business run Developed Simple Processes to make the business run

faster between divisions (Communication Process, faster between divisions (Communication Process, Pricing, Budgeting, Contracting, Product Development, Pricing, Budgeting, Contracting, Product Development, etc.)etc.)

• Dynamically developed two independent systems (one Dynamically developed two independent systems (one secured wireless and one wired)secured wireless and one wired)

• ““Wowed” the Customer and was written up as Wowed” the Customer and was written up as “Excellent” in the recent Army CBM RFP“Excellent” in the recent Army CBM RFP

• Chairman’s Award: “Culture of Total Performance”Chairman’s Award: “Culture of Total Performance”

• "In matters of style, swim with the current; in matters of principle, stand like a "In matters of style, swim with the current; in matters of principle, stand like a rock." rock." --Thomas Jefferson--Thomas Jefferson

The Value Proposition Story of The Value Proposition Story of IVHM/CBMIVHM/CBM

How to tell the “Value” story:How to tell the “Value” story:• Select largest costly areas that need improvement:Select largest costly areas that need improvement:

– Fuel, tires, engine, transmission, suspension, etc.Fuel, tires, engine, transmission, suspension, etc.

• Demonstrate how Prognostics can save for each:Demonstrate how Prognostics can save for each:– Timely tune-ups, longer wear, maintenance when Timely tune-ups, longer wear, maintenance when

needed (not routine/conditioned based)needed (not routine/conditioned based)

• Show the savings over the entire motor poolShow the savings over the entire motor pool

• Use time savings and increased efficiency to reduce Use time savings and increased efficiency to reduce man powerman power

• Define all incremental savings in cost and timeDefine all incremental savings in cost and time

• "Doing the best at this moment puts you in the best place for the next "Doing the best at this moment puts you in the best place for the next moment." moment." -- Oprah Winfrey-- Oprah Winfrey

Lessons LearnedLessons Learned

• GM OnStar:GM OnStar: – Sometimes to create change you have Sometimes to create change you have

to create believers to create believers – Show them how it is doneShow them how it is done

• BAE CBM Team:BAE CBM Team: – Big companies are difficult to change Big companies are difficult to change

unless you have the support of unless you have the support of Executive Management, so do not try to Executive Management, so do not try to change until everyone has agreed and is change until everyone has agreed and is aimed in the same direction aimed in the same direction

– Then run like hell!Then run like hell!

SummarySummary

Lessons learned in no particular order:Lessons learned in no particular order:• The people on the team are more important than the The people on the team are more important than the

product product – Treat them with high regard and respect and your Treat them with high regard and respect and your

project will finish faster with greater qualityproject will finish faster with greater quality• Use the 80/20 rule of “Mass Marketing” when Use the 80/20 rule of “Mass Marketing” when

developing a product so you can run faster and developing a product so you can run faster and deliver more quickly deliver more quickly – You can upgrade later, draw a line in the sandYou can upgrade later, draw a line in the sand

• Always hold back about 15% of your budget for Always hold back about 15% of your budget for unforeseen program creep and possible setbacks unforeseen program creep and possible setbacks – Then use what is left over later strategicallyThen use what is left over later strategically

• Never let failure slow you down Never let failure slow you down – Learn from it and KEEP MOVING FORWARDLearn from it and KEEP MOVING FORWARD

SummarySummary

Above all: Above all:

• ““Always Challenge Your Team!”Always Challenge Your Team!”

• ““Let the ‘DATA DRIVE THE BUSINESS’!”Let the ‘DATA DRIVE THE BUSINESS’!”

• “’“’INSPECT’ what you ‘EXPECT’!”INSPECT’ what you ‘EXPECT’!”

• ““Always push things ‘Forward’ whenever Always push things ‘Forward’ whenever possible!” (it helps the team run faster) possible!” (it helps the team run faster)

• ““If it equates to either ‘Time or Money’, If it equates to either ‘Time or Money’, Always try to use less!” (except for Always try to use less!” (except for incentives)incentives)

• ““Don’t Wait for things to happen!” . . . .Don’t Wait for things to happen!” . . . .

• ““Make things happen!”Make things happen!”

Thank You!Thank You!

Contact Information:Contact Information:

Tim CavanaughTim Cavanaughtim.cavanaugh@sbcglobal.net

Mobile: 248-881-2984Mobile: 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

“Keep Moving Forward.”Walt Disney

“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

BackupBackup

The Value Proposition Story of The Value Proposition Story of IVHM/CBMIVHM/CBM

The Plummer Story:The Plummer Story:

• On Average a Plumber does 4 jobs per dayOn Average a Plumber does 4 jobs per day

• If you could enable the Plummer to do 5 jobs per If you could enable the Plummer to do 5 jobs per day you could increase his productivity by 25%day you could increase his productivity by 25%

• GM gave away a Motorola GPS Cell Phones and GM gave away a Motorola GPS Cell Phones and charged $29/Month for the use of the phone that charged $29/Month for the use of the phone that provided routing and dispatch instructionsprovided routing and dispatch instructions

• We showed Plumbers that for a Dollar-a-Day they We showed Plumbers that for a Dollar-a-Day they could increase their revenues by 25% with the could increase their revenues by 25% with the time savings generated from the phonetime savings generated from the phone

• Plumbers could charge their customer 20 cents a Plumbers could charge their customer 20 cents a service call to pay for the serviceservice call to pay for the service

““The Plumber Story” Value PropositionThe Plumber Story” Value Proposition

Plumber Story Result: Plumber Story Result: • At 600,000 vehicles sold, GM only gave away 100 At 600,000 vehicles sold, GM only gave away 100

phones over one year and spent over $250,000 to phones over one year and spent over $250,000 to develop the program or $2,500/phone/vehicle develop the program or $2,500/phone/vehicle incentive (A Dismal Failure)incentive (A Dismal Failure)

• What GM Learned: Plumbers and most Mobile What GM Learned: Plumbers and most Mobile Workers don’t like “Big Brother”Workers don’t like “Big Brother”

• Changing a Business’s “Culture” is more difficult Changing a Business’s “Culture” is more difficult than giving away free GPS Phonesthan giving away free GPS Phones

• Automotive Dealers sell “Steel and Rubber” not Automotive Dealers sell “Steel and Rubber” not “Cell Phones and Voice Plans”“Cell Phones and Voice Plans”

• "Face adversity promptly and without flinching, and you will reduce "Face adversity promptly and without flinching, and you will reduce its impact."its impact." -- Winston Churchill-- Winston Churchill