Courtesy of Jabil's Michal Wierzchowski, below is a transcript of his speaking session on 'How to Prioritize Customer Needs and Expectations' to Build a Thriving Enterprise that took place at iBPM Live Virtual Conference.
How to Prioritize Customer Needs and Expectations
As a contract manufacturer, Jabil strives to be the most technologically-advanced and trusted manufacturing solutions provider. To be able to drive this vision, we are focusing on our processes to prioritize customer needs and expectations. During the presentation you will get more insight into:
Guest, who is going to go into a deeper dive into I BPM, a manufacturing operations.
So please, I'd like to welcome me How whereas, ..., who is the senior director of operations solutions for J Bill.
Mayor Hau has 19 years of experience in manufacturing operations.
He has strong experiences in building innovative, digital supply chain solutions to support business objectives through process and system evolution.
Recently, he's building business process management as a framework for J able to drive digital decision making for investment and software development.
May how it's a pleasure to have you with us.
Now, ladies and gentlemen, me, how was having some, a bit of trouble with the upload speeds of his connection. So, while we have asked him to do, is an audio only presentation. So, what are you? I just want to make sure you understand. There will be no slides in this presentation, and his camera is going to be on momentarily, but then will be turned off. And there will be an audio only presentation, And what we will do is that we will send to you after the conference, will send you the slides.
There are, you know, applicable to drew his presentation, but that you want mismatch because, of me. How's the awesome speaker, and the incredible insight. So listening carefully, you start asking yours and submitting your questions, and he comes up as he goes along on his, on his presentation. And at the very end I'll bring your questions to him, and we will have a 10 minute exchange on those questions. So without further ado, me how Thank you so much despite all the adversity.
Thank you so much for taking the time and the sharing this very important message of our with our audience today.
Thank you, Jess.
Hello, guys. It is really a great pleasure to be here.
We view us as it was Shinning, I'm working for a company and with a one thousand years worth of experience.
I'm really excited to share with you the journey that we've started a few months ago as part of Business process management, and unfortunately, the technical difficulties that happened to me are not allowing me to share the presentation, but you're going to get it after that. But what I will do, I will take you through the journey, and I will bring up some important elements that were playing a really critical role on the whole journey. So let's go with the, let me go with the presentation, guys, and, and please put your comments and questions on the chat and NGOs that after the presentation is going to bring it up.
So when it comes to the integrated Blueprint management, this is, this is something that we've started to build for the company.
And what I'm going to show you, what I'm going to take you through today is who JB lace and what we are, what we are doing for afford, for the industry. Then I'm going to take you through IBM journey, and I'm going to bring up some couple of highlights that were really critical to make it successful. And, I am going to wrap it up with the, with the business case, that I think it will be quite interesting for, for the audience to see how in practice the business process management works.
It goes to the company of who we are.
Our, our mission is to be the most technologically technologically advanced and trusted manufacturing solution provider provider, what it means. It means that we produce for many companies.
The size of the company is around $25 billion on a wall revenue, We are on the market around 53, 53 years and we have 200,000 employees across the block.
Probably you don't hear JD name too frequently, but then if you think about your assets that you are using, whether it is electronic medical staff and et cetera, those are the things that we are producing for for our customers. So we are on the cusp consumer market, we have the packaging business, we're producing printers.
We are producing retail, healthcare, and all of those kinds of markets that, that, that creates a quiet, challenging environment, especially if it comes to the cost, but also, if it comes to the leverage of the experience in, in, in, in management of the cost.
So, what happened that, we didn't organization two years ago, when our new senior VP of operations joined, join the company and start to drive D F one.
We came up with the, with the idea or with analysis and that analysis became our hypotheses that we put in place. So if you look into the market and everything, what is happening? Because displaying a tremendously important role, especially for, for manufacturing solutions, providers, where the margin is not that high. So that looking onto the cost is becoming really, really important, Because with the growth of the revenue, what we observed was that the cost is growing, is growing as well.
So what we did, we say if we are able to keep the cost under control and then flatten it a bit. So that they grow the revenue growth, not necessarily is going to impact the growth of the, of them on the blockchain cost. Then we're going to grasp more, much more benefits in and financial results for us as a company.
So, the process for me, and that's how we came up with the integrated blueprints management, where we focus on the standardization so that we can have sustainable operational excellence.
We'll go with the innovation, where we are focusing on innovative solutions that drive transformations, and then transformation by itself, work throughout all of those steps. It is going to help us to build a new business models that are feeling better to the market that that we have today. So that I BPM, as a program in the, in the way, how we were approaching death, was to focus on the operational excellence. As I was explaining, standardized, innovate, transform.
We define it as a strategic operational improvement platform that is helping to understand the KPIs, but also on focused area, and it is helping to prioritize, therefore, whether it is investment on the hardware or investment onto the software.
Then, M&A, mergers and acquisitions as a benchmark between how we operate versus how the company that potentially we are merging or or acquiring works, and, and, obviously, the new business models.
So, that, how we position the ..., which is, which stands for Integrated Lockheed Management.
We embed it into our operating system, What it means, operating system.
It is how, across the board, we collaborate, starting from the CEO, going through the global roles, Regional roles, site level rolls, down to the desk of the of the planners, buyers, operators, and what is the right, um, architecture that we could leverage, to be able to connect all of those elements. So we embed a BPM as part of this operating, all.
Then we connected with, on the one hand, with a unified matrix management, that is showing how do we perform?
and then also how, how our how our operations works and then also just which is JB operating system. That is corresponding to all of the day-to-day activities. And then looking onto those three elements, which is pretty much, just as an execution platform on a day-to-day basis, we know exactly what is happening on our facilities.
unified matrix, Which is our adoption, per se, by looking onto the KPIs. And then I BPM, which is playing a role of alignment between those two, creates a really solid fundamentals so that we know what is going going on on the facilities. We know how we perform from the KPIs perspective. And then those two inputs I'll help are helping to drive alignment, and then continuous improvement if it comes to their processes.
So some of it comes to the IPM.
I like to use this analogy, How we treat IPM integrated management is playing a role, as an .... Do.
That when you, When you think about the GPS, nobody is thinking how it works is just simply works. You type in an address. And then you expect to the screen to show you, turn left, turn right, here are the traffic, here at the traffic lights, here's the conditions and those kinds of things. So, we tried to you, we are using this analogy to approach IBM. And we say from the process perspective, IBM is our GPS. So that whatever the given point of the process is by looking onto that from the IPP and perspective, we are able to recognize all of the dependencies.
All of our procedures, tools, and the data, and how they correspond with each other. So the way how we approach the IPM, we focused on five critical elements. Like pillars. one is to have integrated end to end, that is, that is corresponding to our process flow starting from the very beginning till, the till the final moment when we invoice our customers.
And as we defined, what are the critical process steps and the checkpoints?
Second element that we were focusing on was about the roles and accountabilities to define who is the owner of that process and then how this owner is contributing with with end to end design or development of the process.
Then the third element, once we have the end to end integrated process, once we have defined roles and accountabilities, we say we have to have a forums and the right structure of the communication.
So that all of those elements that we defined as part of the pillar 1 and 2 end to end process and accountabilities can get altogether, so that we can understand who is responsible for what and what are the decisions that we need to put in place. So so combining those three elements, it is, it is describing pretty well on how the process process works.
So we say, here is end to end, This is how it works. We say those are the roles.
And accountabilities that's, that we assign to do the individual processes and here is the forums and the communication platforms that will be reviewing those and making decisions. So, with those three elements, we say, we also have to digitize the way of, or the communication. So, put in place a common platform. And kir ....
Where we use cloud based solution, that is allowing us, on the one hand, to digitize.
Process on the other hand, is, allowing us to identify Who's folks to work with whom. And through the collaboration platform, it is comcast's too.
Drive really efficient communication. And then, and then with that being said, Alan Glass, around how we get to manage the performance of the, right, So five elements, end to end process.
Clear definition, what is the beginning? What is the end? What is the flow? What are the dependencies?
Number two, roles and responsibilities. Who's responsible for the function? Who's responsible for the, for the process and what is the accountability?
Point number three, we put in place, forums and integration and how the decisions are being made.
Point four, we digitize it, we put it into the cloud, we allow that people to interact in real time point. Number five, we were putting on the performance measurement.
So those five elements are becoming became our, our true platform and architecture that is allowing us to control the process flow and then and then keep accountabilities. So, then, what happened after that, We see, now, when we have an architecture, what are the individual layers that we want to put in place? Those are pretty simple. We start always through the process. We need to have understanding, how the process works, what are the dependencies, and how they're how they correspond to each other. Then we proved that teachers and standard operating procedures and instructions as a part of the extension of the process, so that all of the compliance and all of that critical elements were kept under control.
Then together with that, we put the Tools layer where we say, What are key procedures, holes at the end, OK?
Do you call the KP like that is false.
Go but also All of the years they were OK.
How? We reviewed it.
When we was Old, people and the game I'm with when we would, how would we want it?
Our golden model that we've put in place as part of our governance and the layers, we define the cost structure so that we can understand where the attention should be.
And then, we define the network between different subject matter experts so that they can drive a research of the places that, that we have to put an attention, whether from the financial perspective or from the from the non value add perspective, right? Where non value add fees, that we do something that we're not getting paid for.
So, that was the first element. And I am calling that crawl, Walk, Run, type of the approach. So we came up with idea. Take it under control then last year, 20 20. We spent to transform and throw on the cultural change, because I think it is not going to be a secret. If I will tell you guys, did, the change management within the whole integrated Blueprint management is, is the key element guess. one thing is to define the foundations defined at Fremont framework.
But the same time, making sure that if people are following the the methodology and philosophy is, is a key element. So so last year, we focused on the transformation, the culture change. We were expanding IBM. And then this year, we are focusing on the self sustaining improvement cycle.
So, going through those last two years, and then this year, next year, we are going from the foundations, from the, from the framework, and the way, how the process works, and what are the critical elements, like the tools, KPIs, and the data.
We were expanding the culture, we were expanding, the philosophy across the company, and then this year we are taking an advantage of that where we can relatively easy, defined, what are our focused area, and then how, how we are approaching them.
Moving forward, if it comes to the first 15 months, you might want to think, or you might want to ask the question to yourself, or for me, if it was easy, of course, it wasn't easy. Starting from from defining the framework and and aligning with the stakeholders, that was averted first.
For the first element that, that I was focusing to put in place and, and, in and in, I think without the executed support, especially if it comes to the cultural change, it wouldn't be that successful, right.
So I think, I'm really, I'm really happy to share with you that I was able to start that in the right place, where we secure to execute the sponsorship so that every roadblocks, it wasn't just for the group or the, for the project team. That was running that, but it was, it was the accountability across the board would the clear message from the executes. Then, we defined our global process owners from different functions. That became one, go to person.
It comes to different functions, functional, responsibility, for manufacturing quality, planning, chasing, inventory control, and we established. We have established that, the network, where the people started to work together, and they were defining, what are the dependencies, and that, what is more important? for me?
They were able to say, if I'm going to improve my process here, then I need to pay attention, and I need to be in touch, or ink in communication with the fracturing and engineering. Because if I will make a change on my process, then it will trigger Dependencies, and it will trigger some changes on, on the other function.
So that was a really, really breakthrough on our journey, where, where we defined, how the communication happen, but also how the appendices are being highlighted across the board.
So that should that.
You might think how physically it works.
So ..., business process management tool helped us a lot because what we did, we defined 3, 3 layers. It comes to the To the level of the details of the process. So we say on the highest level we want to focus on plant the shape, procure to pay in, quote to cash, which are our major three elements. What are we making money.
Then all of the supporting groups have to be attached to those of phi 3, 3 elements. Then we say, We need a plan to ship if we understand what is the end to end. We are clarifying. What is the full flow?
Starting from the moment when the customer is coming to us and saying, hey, Gabriel, I want you to produce that specific product for me, throughout the bill of material, throughout the manufacturing flow, through the supply chain. Interaction. Till the moment, when we invoice to the customer, we defined what? those steps, and then pulling this down to the individual steps of the process.
The dots that everybody have, and what here we put, everything is snobby, and we drive a, it appeared that 70% of our processes.
You might be surprised, but 70% of the process are similar across the globe.
So, what we did, we said integrated Blueprint management displaying that role that is, that is, allowing us to define, how the operations should work or how the facilities should be working.
And then they have to be compliant to post to those standards.
So, what is, what is giving us is a, we are similar between the facilities B, we've created unified language for the subject matter experts, so that when they talk with each other, they don't need to explain the process. So that the the, the other part will understand.
And the third one, it allowed us to put a really straight linkage with our financials across the board.
So those three elements were playing a really critical role to do, to make the breakthrough with our executive, also, because suddenly, we started to see how the facilities are performing from the process perspective. And it helped us to leverage all of the innovation that is happening at the site level.
So, we went through the sites, and we say, this is our standard, this is our, our baseline.
And then that baseline was feed by, by the facilities, and then suddenly we, we, we discovered that They said, oh, good practices that we could use a standard baseline and those who are collected and then we adopt them as the base, OK.
So, so, you might think about that the remaining 30% when I say, um, What? do the percent is being defined for special regulations, whether it is country specific, whether it's region specific, or the customer business specific?
So, we are allowing the sides to have some kind of a flexibility, but only for the specific elements. The common ones. They have to be aligned. And they have to be. They have to be connected to the baseline.
So, from where? When? And how?
How in practice we took advantage of the standardized process. So, let me bring up a really quick example.
We went through the IBM. I say stick better experts Community which is great.
Our MRP place is off the ...
of the dry drive in the company are making place.
So then we put that tension over there.
Then the more we were pulling this down to understand what are the steps? What are the decisions that the closer you were getting to the MRP by itself?
Where our people are making decisions on how to place the order what to order and then what is the lead time and hand how I am chorus collaborating with the suppliers. So, so, so, so, six became a key element.
And what we did, we started to think, how we can improve those decisions.
Instead of it, instead of doing all of those decisions in people hats, and, and those decisions are really, depending on the experience and the amount of time that the individual spent on the role.
We say, let's try to extract all of those repeatable activities that are happening and potentially they, they are, they are going to our R&D farms, so that we free up the time of those people that are making critical decisions to focus on the true value of decisions.
So, that was the first element.
Second element that we put in place, We say, Now, when we, when we isolate it, the critical decisions, we started to think, What is the technology that we could use?
And then, what we realized is that, with AI and machine learning, we, by putting machine learning into the mix, it can start to learn about the decisions that are being made and record if those decisions abroad and expect a threshold. So, what we did, we put, we put something that that is helping us to define around hundred 50 different features as part of the machine learning, and it creates a common pattern.
So, so what we do within the 500,000 different parts that our people are maintaining, we say, let's try to cluster those materials based on the similarity, whether it is the same community commodity, whether those are the those are the most expensive parts and we started to cluster them. So, suddenly, you stand up having 500,000 parts, individual parts, that somebody have touch.
By grouping that we reduce the amount of those analysis that people have to do in the hat.
They have a cluster, and they say, X amount of the materials belongs to the similar behavior group.
And if I will make an adjustment for this part, and if I will inject it, and if I will extend it to the, to that entire cluster group, then easily, I can influence X amount of the materials instead of just reacting to one.
So, so, so that is, that is the use case, the true use case that is helping us to keep driving the right decisions and then still corresponded to that to the overall process.
So closing the loop about the use cases we ran where we went with the RPA. We defined what is the right.
Right, group of the of the activities that potentially could be executed in the same way on a daily basis, we define, what is the, AI type of the solution that will help us to learn from the decisions that the people are making Class, we are clustering, individual events.
and then, what is helping us, When, we went through that, it is helping us.
Now, when we understand to all of those decisions, we see what are the dependencies throughout the quality aspect of it, throughout the throughout the location and logistics. That is corresponding to the way, how the materials are coming. And then we connected that to everything, What is happening on the floor, so, that we understand what are the events, what are the potential challenges that we might face on the floor, would influence those critical decisions. So, pretty much where we are going with that.
We are going from the from the process, focused element in an end, and the platform and the forum, to the point where we're suddenly we are able to predict, what are the potential failures that could happen or the issues? And upfront, we are able to avoid them, and it is all happening, because we understand, our process.
We have a clarity, how the different functions are corresponding with each other, and then upfront, all of those dependencies are being consider and, and they are being secured. So that one change is not affecting in a negative way, the work, how or the way, how the other function works.
So um, so that being, say, wrapping up the whole IPM IB PM.
Method in, in, in, in Philosophy Integrated Blueprint Management for JV Company means that we are process focused everything, everything starts with the process, and that is what is helping us to be standardized across the globe with the way, how we, how we interact in the way. How we how we work.
Second one, we are defining a really clear definition on the water.
What is the baseline level, if it comes to the process, and what is the expectations towards our facilities and, and, and what they should be compliant with?
We defined our technology stocks, which are our tools. When we started the inventory, we had, we had tons of different tools that were playing the same role. So, by doing that, and looking onto the tool technology stack through the process, we realized that we don't need all of those tools. Will find unique tools that are supporting the process in the same way.
Then, we defined our policies, and the procedures and clean.
Then we went with the KPIs to make sure that we understand, to make sure that we understand what is the, how we are, how we're managing our process, and what is critical from the product, from the process, but also from the financial perspective.
And, of course, pulling this down to the data layer, we know what are the critical elements that we have to take care of, and how they corresponds to that to the process.
So process, procedures, tool KPIs and data, and we close the loop. And we have a self correcting correcting environment.
That is helping us to, first of all, focused on the right place S two: It is helping to prioritize the investment, and get there, and get that clearly defined ROI.
three, it is helping us to leverage a great amount of people that we have across company, and to make sure that continuously, we're improving our processes.
OK, so that would be all what I have for today after this session. I'm going to share the presentation with, with Josie and Brian.
So you can catch the, the fleet for on, on what the ..., and you'll get a little bit more insight to what I'm talking about, but but our journey.
Don't stop here.
It is moving forward, and that we are, We are, we are going to drive it and, and improve the way, how we drive the process.
But, also, we are going after the predictable environment that will be equipped with AI and machine learning type of research, OK, excellent.
Now, thank you so much for working through all of the, all of the challenges there on the transmission, still delivering a great presentation, tremendous insights, excuse me.
I'm going to bring my camera back on here so the audience can see me.
So thank you for the audience, for hanging with us during the transmission. I know it's difficult sometimes, to get the mental model of some of the things he is talking about.
But he had some, for those of you who joined the session a little bit later, and not quite sure what happened, why don't see his slides, why ***** camera. There was some slowed down the upload transmissions and his site, due to a storm that's happening at his location. And the So what we're going to do for you is that he is going, he's been kind to share his presentation with us. And Brian Russell will send that out to everybody along with the link and passwords for the recordings. You also attach the presentation from the How. So now thank you so much, again for sharing that, And we do have some questions that are coming up here, and feel free to ask questions for the next few minutes, still that, I'm monitoring those questions coming in.
And the first question, first questions and comment there is a bit of a realization that I don't think that people, most people on this call understood the size and magnitude of, of the operations for ... on the over 200,000 employees. And, and went over $25 billion in revenue from, from heavy manufacturing operations, which is fascinating. So this is no small change, and transformation.
There's a large scale transformation for, for everybody in the organization.
What, what, if you may have mentioned this, but just true? True, true, put us in the same?
Level playing field here. What, tell me a little bit about the history of business process management and development of .... If you can go back a few years. what that has, what has that evolution, has looked like in the last few years?
This is this is quite quite interesting, question Kik, as you might think IBM came or was put in place a few months, few months ago.
But, what you are, what you are, what you are saying, it is, it is a really right statement, because the evolution of the process, especially in our space within the global manufacturing solutions providers, it is really critical to understand how the process works and what are the critical check points. Because, for example, if we produce a similar type of the product somewhere in Malaysia location and the same or similar product is being produced in Latin America.
location, then, what you, what you need, You need to make, you need to make sure that you are able to exchange the experience. And you need to be able to extract all of those potential failures, so that you can, you can, you can avoid them from from happening, right, So, so, throughout the years, it wasn't like, suddenly we came in, because the process wasn't working. It was the evolution. And, I think, I would say that ... is on a really good position right now from the ... perspective, because we are process oriented company. And then, when we when we got into the point where we realized that the technology stack have to be our great, and all of those kinds of things, we pull all of those elements together.
So, so, I think, the biggest challenge that we have, just just to answering the question, in terms of the level evolution, I think we were really well focused, or process organized company.
But what was missing was the interaction between the different functions. So, so running the BPM, and gaining this breakthrough where the people suddenly started to work across the different functions, I think, I think that was the biggest transformation on, on the overall journey, that we, that we are in.
one of the things, me, how that's striking about your, your presentation, is that it, you speak with the, with the, with the knowledge of someone who has experienced, the good, the bad, and the ugly, through many years of, actually, implementing changes is not a theoretical approach.
You're talking about practical approaches for transformation here, and one of the things that resonates is your focus on governance, on structure, roles, and responsibilities. I want to make sure that I'm, not that I'm interpret that correctly. That is a big part of your success in this transformation, isn't it, that you have that clear, governance, with clear roles, and responsibilities in the structure, how much of your success you think is attributed to that component?
I think, um, it place, it plays a really critical role, and whenever you talk about the governance and control, and accountability, you have to be really, really careful to not turn, it to too bureaucratic type of the process.
Right, So, it is, it is a key, key element.
Of this success, because without the structure, I don't think we will be able to get that far, and we won't be able to extract that much of the potential salary savings or the reduction in terms of the manufacturing cost.
Um, but, uh, but again, this is a critical role, but that is a really tiny line that you have to, you have to continuously watch to not pull it too much on this bureaucratic type of the process. And I think and I think we found the way how to do it because by saying A governance and and the framework for the accountabilities and responsibilities we haven't been running, that's like a centrally driven organization.
It was all for the people.
And then our subject matter experts are responsible for that and if they see that there is any type of the elements that potentially won't be necessary for them to make the decisions, they have quality to influence the governance and change.
Farewell farewell. And some of the roles that you describe, the critical importance of, for example in a very specific way, having clear process owners so that there is an ownership of the process that it's not a trivial matter. As we all know, in large organizations, process ownership can be quite difficult to nail down. And, and, so you mentioned a lot of very good practices there, in, with respect to that governance and structure, that is practical, as you said, not a bureaucratic system, It should be, it should be clearly defined and practical.
Now, if I go to my own experiences in manufacturing early in my career, when I was with Sony and we're developing global manufacturing operations for displays specifically, we develop the operations in Japan and then he was, it was transferring that to the United States was quite a challenge and then we're transferring that to Brazil and era.
And every country continent, has its own way of looking at things, right? And you started discussions with, with the group, with the teams.
In those regions, then they'll say, Well, I understand how you do it. But the way that we do is 80% different, and, and then, and then you're getting edge. That long collaboration effort.
And you mentioned this during your presentation that, and I thought it was striking that once you get to those two, to the meaningful discussions to the deep understanding of discussions, I think your quota number, like, 70% of the processes were common. But that's not an easy conclusion to get you. I'm curious about the process that you use to get to that point.
Yeah, and this is this. This is really exciting and interesting way, because when we started to build a BPM framework.
Here is going to be a funny part of that, to make sure that the subject matter experts within the same discipline are having a common understanding.
I had to spend 1 to 2 weeks together just putting them into the one room using tons of flip charts, also, whiteboards so that they sync up. And then what we realize it is about being different.
It is about different definitions.
So, what we did, we started the framework, and we haven't been, take a step ... per se. Like, like, like, a, like a role that is going in and telling to every function, hey, listen, this is how it should work.
What we did is that we put our subject matter experts together, and we say, put your best guess on what is that, what is the baseline process. And then, when they're going through that exercise, suddenly they started to be, like, common definition.
If I'm saying X is being, it means X, It has, and why, right? So, so we, we sync them up among different facilities. We're seeing them up between different regions. So, that, so that when they, when they went through that exercise, we need a different functions.
They came to us by themselves, saying, like, Can you believe that right now, after us working together, we suddenly see those commonalities in apples and apples, the purpose of the of the exercise that people can place? And we were a bit provocative saying, you go and figure out what is your end to end process. And then by doing that right now, they don't need to spend tons of hours in the same room, just just to explain how the process works.
Because if somebody is saying, um, customer forecast planning, they know exactly what are the major steps and they know exactly what are the tools. So, we reduce the time of the reduction of, of the of the reaction. But also, it is, it is helping to pull it up and say, this is a common piece of the process. And everybody follows. If you pull it down, 30% is unique because of reason.
And other restrict.
Me, how, thank you so much for taking the time to share your expertise with us, fascinating view of advancing business process management in large scale manufacturing operations.
We had, we had cover culture today, we had cover people, we've covered transactional process, and we're wrapping up with an incredible demonstration of Advanced Business process management, in manufacturing.
I understand the challenges you had to overcome to deliver this, and I really appreciate your patience, and your, this discipline and the resilience to get through the presentation and deliver a very good presentation to all of us on behalf of our global participants where I want to thank you for that.
Thank you so much.
Plant, and you've got the context of what we're doing with, but again, after the after the session, I'm going to share a few slides. So, it will just, you know, combine whatever I was explaining, and whatever I was painting in front of you guys with, With some couple of graphics. And the way how IBM works, really appreciate is a big pleasure to be here. And I hope that you enjoyed the session, even with all of those challenges that we're going through.
Thank you very much.
Ladies and gentlemen, that was me. How is ..., Senior Director of Operations Solutions for ...? Incredible view of the day, what it looks like in a $25 billion manufacturing operations. With 200,000 plus employees, this is this transformation and business process management at large scales. So, very grateful for that. Thank you for your, for staying with the presentation, despite the technical difficulties that he experienced there at the source, and the I want to just set you up for tomorrow. So tomorrow, we have four terrific presentations. We're going to start the day with the Vice President Tolkien, talking about Enterprise No code automation, and how to rapidly improve efficiency And at that. But adaptability across your processes.
People in technology that will be followed up by a presentation from Siemens.
And we're going to have a leader from ... guest son directly, from Germany, talking about specific application, of artificial intelligence, and that they are using, it, seems to speed up the proposal phase in project businesses by over 3300%. And they're using an intelligent tender document screening approach. So, I use of artificial intelligence in a very critical business process for them. And, you do not want to miss that. It's going to be really interesting side, more. I've been more of a technical insight on, on, on this application. We're going to follow that up with A, with a shift towards business process management and healthcare.
And, we're going to have the President and Chief Executive Officer of the Institute for Health Care Excellence, coming directly to us, to talk about practical and intentional ways to leverage positive psychology, to create a culture, enabling individuals and things to thrive with recovery and peak performance.
This is really, really interesting: look at the human side off of improvement, innovation of culture building. It will tie in very nicely with some of the things that we explore today. And how are those being applied to you? In healthcare doctor maples, who's going to be presenting this along with Jennifer .... He is he's spent 25 years with the Mayo Clinic on the Applying This Practices, This Best Practices to healthcare. And he's going to bring that to us tomorrow.
And the last session tomorrow will be one from lecturer from the University of Waterloo in Canada. And mister Peter Car is going to be with us. And he's going to talk about holistically, improving the probability of transformation success through collaboration.
So, he has tremendous experience and knowledge from the research side, from the practical side, on culture of business and digital transformations, and he's going to do a deeper dive with us on what greatness looks like.
So, much in terms of insight and excitement coming up tomorrow, between now and then, if you want to collaborate, if you want to connect, if you want to ask questions, if you want to see the updates that I'm going to post, look under Joseph Paris on LinkedIn, look at the posting for this session. Ask questions that were maybe went on answers so far make a comment.
You know congratulate the speakers for what they are sharing with you and, uh, and and and add to the discussion that's taking place there. So, again On LinkedIn under my name, You'll see the boasting. Feel free to collaborate freely. I Will wrap up the session now I look forward to seeing you all tomorrow At the same start time here and this broadcast. Thank you for now. Have a good rest of your day.
Sr. Director Operations Solutions,
Leading company Materials Velocity effort by driving E2E process design of overall cyber ECO-System. Introducing Industry 4.0 to the enterprise allowing the teams to leverage and exploit a connected data/process flow.
Manage creation of future standards and architectural design of the E2E physical process and integrated architecture to lead enterprise digital transformation of our factory systems, processes, technology, and people. Responsibility of BPM implementation at the enterprise level to drive operational transformation.
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