Transforming to a Data-Driven Operations Model

Denise Asplund

Director, Operations

October 16, 2014

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Agenda

• Introduction/Context

• Goal, Part I

• Goal, Part II

• Build, Buy, Partner

• Creating a Data Culture

• Visualization—as Critical as the Data Itself

• Phase II, Data Strategy

• Where the Data Led Us

• What Data Doesn’t Solve

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Introduction/Context

Compliance EMC Design & Simulations EMC Test MDVT NEBS Safety Telecom/

ODVTVoice

Acoustics OTA

Tech Comms

Documentation for new releases

Online Help for new releases

Updates to doc for existing releases

Documentation consultation

UI Reviews/Editori

al Svcs

BMP Design, implement & test BMP systems

Develop new power modules & macros

Drive higher power-densities and lower

costs

Sustaining support for all released

projects

FEP System level FE power design & module dev.

Common FE power module development

common power arch & SW interface DfE

Post-FCS FEP prod supports: VE, MCN,

EFA

Lab Operations

Lab/Sys/Network Admin

Case & Project Mgt

Lab Acquisition Integration

Rack & Stack Virtualization

Asset/Inventory

Mgt

Lab ISO Complianc

e

Test Support

Lab Planning

Lab Space Planning

Physical Inventory / Fixed

Assets

Equipment Power &

Utilization

Asset Reuse / Repo Depot

Tools Dev & Lab Data Platform

Dev Tools & CAD

Libraries

eCad Library

mCad Library

Dev Tools Support

Operations Program Management

Open Source

Initiative

Overall GDS Data

Platform

Acquisition Integration

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Goal, Part I

Innovation Efficiency

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Goal, Part II

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Build Buy Partner

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Every dollar of GDS OPEX is an indirect line item in a BG/TG P/L

To ensure accurate and equitable indirect expenses, all time in GDS is accounted for in Clarity

We now know the GDS allocation to each BG/TG by function

We have defined and quantified the units of work and the number of deliveries for each BG/TG

Finance provides final OPEX $GDS runs $ against code

78% of GDS are direct allocations to the BGs & TGs22% of GDS are

calculated allocations to the BGs & TGs

$ $ $ $ $$ $ $$ $

Which has allowed us to negotiate appropriate services

Which in turn allows us to achieve our vision of leading through the delivery of innovative services and technologies

Creating a Data Culture

FY11

FY12

FY13

FY14

FY15

Pro

ject

ed0

2000

4000

6000

8000

10000

-5050150250350450550650

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Visualization

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Phase II, Data Strategy

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Where the Data Led Us

Quality

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What Data Doesn’t Solve

• An Operating Model isn’t a funding model

• Data can’t fix centralization created without broad-based consensus

• A data-driven operating model only highlights inconsistent processes

• Operational hygiene must be rigorously maintained

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Questions?

Thank you.