This is Caterpillar presentation outline - Troux
This is Caterpillar presentation outline - Troux
This is Caterpillar presentation outline - Troux
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<strong>Troux</strong> Value: Supporting<br />
<strong>Caterpillar</strong>’s Transformation<br />
Initiatives
Introduction<br />
Mark Zielinski<br />
Strateg<strong>is</strong>t - Enterpr<strong>is</strong>e Business Process Architect<br />
38 yr Career with <strong>Caterpillar</strong><br />
Prior Experience: Supply Chain, Order Fulfillment,<br />
Engineering & Manufacturing, Quality,<br />
Software Development Methodology, IT<br />
Infrastructure Planning & Support<br />
David Frederick<br />
Strateg<strong>is</strong>t - Enterpr<strong>is</strong>e Information Architecture<br />
25 yr Career with <strong>Caterpillar</strong><br />
Prior Experience: Global Product Owner for Demand,<br />
Orders & Marketing Systems, IT Service<br />
Management Leadership, Engineering &<br />
Manufacturing Systems, IT Infrastructure<br />
Planning & Support
A H<strong>is</strong>tory of Progress<br />
1960-1970: Rapid global expansion<br />
1925: Holt & Best<br />
companies merge<br />
into <strong>Caterpillar</strong><br />
Tractor Co.<br />
2001: Joined World<br />
Business Council for<br />
Sustainable Development<br />
1925<br />
$13.8<br />
Million<br />
1930<br />
$45.4<br />
Million<br />
1940<br />
$73.1<br />
Million<br />
1950<br />
$337.3<br />
Million<br />
1960<br />
$716<br />
Million<br />
1970<br />
$2.1<br />
Billion<br />
1980<br />
$8.6<br />
Billion<br />
1990<br />
$11.4<br />
Billion<br />
2000<br />
$20.2<br />
Billion<br />
2010<br />
$42.5<br />
Billion<br />
2011<br />
$60.1<br />
Billion<br />
1931: First diesel<br />
track-type tractor<br />
1942: Cat<br />
machines serve<br />
in World War II<br />
1986: Factory modernization<br />
2011: Acquired<br />
Bucyrus International, Inc.<br />
* In 1978, the company began reporting Sales & Revenues
Range<br />
Financial Performance<br />
• Fortune 100 Company<br />
• 2010 – Dow Leader<br />
Consolidated Sales & Revenue<br />
(dollars in millions)<br />
$72,000<br />
$1.85<br />
$1.80<br />
$1.75<br />
$1.70<br />
$1.65<br />
$1.62<br />
Dividends per Share<br />
$1.68<br />
$1.74<br />
$1.82<br />
$70,000<br />
$60,000<br />
$50,000<br />
$40,000<br />
$51,324<br />
$32,396<br />
$42,588<br />
$60,138<br />
$68,000<br />
$1.60<br />
$1.55<br />
$1.50<br />
$8.00<br />
2008 2009 2010 2011<br />
Earnings per Share<br />
(diluted)<br />
$7.40<br />
$30,000<br />
$20,000<br />
$7.00<br />
$6.00<br />
$5.00<br />
$5.66<br />
78%<br />
$4.15<br />
$10,000<br />
$-<br />
2008 2009 2010 2011 2012<br />
$4.00<br />
$3.00<br />
$2.00<br />
$1.00<br />
$1.43<br />
202%<br />
$-<br />
2008 2009 2010 2011<br />
Results as of December 31, 2011
A Global Reach<br />
Dealer Main FG Wilson – MaK – Perkins – Solar Manufacturing Office Facilities Parts Progress Rail
A Broad Range of Products and Industries
A Diverse Brand Portfolio<br />
Japan
The Next Great Chapter in Mining
IT Business Problem<br />
Facility Growth (Last Decade)<br />
Americas 203<br />
Asia-Pacific 28<br />
Europe-Africa-Middle East 24<br />
Total 255<br />
Acqu<strong>is</strong>ition<br />
Growth<br />
Organic Growth<br />
Business Unit Autonomy<br />
IT Cost & Complexity<br />
Proliferation of<br />
Processes &<br />
Solutions<br />
Time<br />
Growth
Optimization through Business Transformations<br />
Efficient flow of accurate<br />
information supports our<br />
business processes<br />
DESIGN &<br />
BUILD<br />
MARKET &<br />
SELL<br />
SUPPORT<br />
SUSTAIN … WITH ROBUST, EFFICIENT INFORMATION SYSTEMS<br />
• Product Lifecycle Management<br />
• Collaboration @ Work<br />
• Order to Delivery<br />
• Accounting & Finance<br />
• Transportation<br />
• Procurement<br />
• Business Intelligence & Analytics<br />
• eBusiness<br />
• Product Support<br />
• Telematics<br />
• Service Parts Management<br />
• HR / Recruiting<br />
Wired for Success:<br />
<strong>Caterpillar</strong>’s technology value stream
<strong>Caterpillar</strong> IT Portfolio<br />
Business Taxonomy<br />
Business Processes - 139<br />
Business Functions - 369<br />
Applications (Active) - 3800<br />
Structure<br />
Facility Organizations – 316<br />
IT Matrix Regions - 10<br />
Roles – 401<br />
Business Process Owners – 17<br />
Global Product Owners – 17<br />
Regional Product Owners – 124<br />
Regional Product Superv<strong>is</strong>ors – 140
EA Objectives: Powered by <strong>Troux</strong><br />
Question:<br />
How am I assured of the data integrity within <strong>Troux</strong>?<br />
Foundation<br />
Operational Excellence<br />
Question:<br />
Execution<br />
How can I find what applications are within a portfolio and where are they used?<br />
Which facilities are aligned with my (GPO) product v<strong>is</strong>ion?<br />
How much application redundancy actually ex<strong>is</strong>ts within each business function?<br />
Question:<br />
Question:<br />
Which applications touch data with Sensitive Privacy considerations?<br />
What are the sources of key master data? What applications use it?<br />
How does master data v<strong>is</strong>ibility aid in retirement of applications?<br />
Foundation<br />
Strategic Enablement<br />
Execution<br />
Acceleration<br />
Business Unit Value<br />
Acceleration<br />
What Applications will be impacted by the implementation of Mach1 at my facility?<br />
What applications and infrastructure should I recommend for deployment in China?<br />
What key integration ex<strong>is</strong>ts between applications?<br />
Grow<br />
Optimization<br />
Information Assets<br />
•Maintain Data Integrity<br />
• Review Application Portfolio Annually<br />
• Require specific information<br />
• Update application portfolio from other<br />
initiatives<br />
• Business Aligned Strategy<br />
• Rationalizes Processes/Functions<br />
• Tie Applications to Business Function<br />
• Classifies Application Recommendation<br />
• Capture “Where Used” data<br />
• Support Transformation Programs<br />
• Define EAA / Reference Architecture<br />
• Define “factory in a box” configurator<br />
• <strong>Troux</strong> for TOGAF Purchased to support<br />
transformation “transition states.”<br />
• Define Portfolio of Information Asset<br />
• Identify Access to Data with Confidential or<br />
Personal Privacy considerations<br />
• <strong>Troux</strong> Information package purchased<br />
• Deliver V<strong>is</strong>ibility to Key Master Data<br />
Application<br />
Portfolio<br />
Business<br />
Process<br />
Architecture<br />
Reference<br />
Architecture<br />
Enterpr<strong>is</strong>e<br />
Data<br />
Modeling<br />
Configuration<br />
Management<br />
(CMDB)<br />
Asset<br />
Management<br />
(MRO)<br />
Business<br />
Strategy<br />
Roadmaps<br />
Portfolio<br />
Management
Optimization through Business Transformations<br />
Efficient flow of accurate<br />
information supports our<br />
business processes<br />
DESIGN &<br />
BUILD<br />
MARKET &<br />
SELL<br />
SUPPORT<br />
SUSTAIN … WITH ROBUST, EFFICIENT INFORMATION SYSTEMS<br />
• Product Lifecycle Management<br />
• Collaboration @ Work<br />
Corporate Roll Out<br />
Multiple Year Program<br />
Transitions - <strong>Troux</strong> for TOGAF<br />
• HR / Recruiting<br />
• Order to Delivery<br />
• Accounting & Finance<br />
• Transportation<br />
• Procurement<br />
• Business Intelligence & Analytics Site Preparation<br />
• eBusiness<br />
• Product Support<br />
• Telematics<br />
• Service Parts Management<br />
What Functionality <strong>is</strong> Included?<br />
What <strong>is</strong> the impact upon Local<br />
Solutions & Integration?
Use Case: Business Aligned Strategy<br />
Build Out Taxonomy<br />
Determine Strategic<br />
Fit<br />
Tie Business<br />
Applications<br />
Validate Facility<br />
Consumption
Use Case: Facility Configurator
Use Case: Facility Configurator
Why <strong>Troux</strong> Information?<br />
V<strong>is</strong>ibility to <strong>Caterpillar</strong> Information Assets<br />
• Enable Business Transformations<br />
• Manage Data Related R<strong>is</strong>ks<br />
• Leverage Information to Make Better<br />
Business Dec<strong>is</strong>ions<br />
2011 - Added to Application Portfolio:<br />
• Confidentiality<br />
• Data Privacy
Business Transformation / Initiative<br />
Data Sources<br />
Information Needs & Impact Assessment<br />
Data Subject Area / Elements<br />
Goal<br />
Use <strong>Troux</strong> to<br />
Capture and<br />
Eventually<br />
Generate<br />
Data Subject Area / Elements (As Is or To Be)
Where to Start Building the Information Portfolio?<br />
• Logical Data Model<br />
• Master Data<br />
• Initiative Driven<br />
• Other?<br />
Product<br />
• Engineering BOM<br />
• Mfg BOM<br />
• Service BOM<br />
• Parts<br />
• Product<br />
• Product Hierarchy<br />
• Cost<br />
• Packaging
Looking for Help / D<strong>is</strong>cussions<br />
• Data model taxonomy considerations<br />
• Best practices for <strong>Troux</strong> Information / Enterpr<strong>is</strong>e Information modeling<br />
• Understanding of challenges you have faced / overcome
Lessons Learned<br />
“We’ve not had a new problem reported in 30 years......<br />
We just keep experiencing the old one’s over and over!”<br />
Cat Marketing Manager<br />
1. Tribal knowledge <strong>is</strong> priceless<br />
Don’t underestimate the damage caused by lost resources<br />
2. Engage in high profile programs<br />
Success will become contagious<br />
3. Answer questions that ‘require’ answers….<br />
Temper your enthusiasm to answer that which provides value<br />
4. Collect data which you have sponsorship to be maintained….<br />
Data integrity <strong>is</strong> critical!<br />
5. To the extent possible, avoid extending the meta-model<br />
Lack of cumulative release support makes upgrades more complex<br />
6. Once you start using <strong>Troux</strong>……..<br />
People will have their “ah hah” moments that can be leveraged, driving re-use<br />
and value
From Chaos to Harmony: Unifying Business and IT<br />
• Business Aligned Strategy<br />
• Demonstrates Alignment of <strong>Caterpillar</strong> Sites to Enterpr<strong>is</strong>e Product<br />
Owner Strategic Direction<br />
• Facility Configurator<br />
• Accelerates New Facility Start-up’s<br />
• Realize Significant Savings - Transformation Planning<br />
• Portfolio Optimization <strong>is</strong> of Secondary Priority<br />
• V<strong>is</strong>ion – Leverage Information Assets
Contact Information<br />
Mark Zielinski<br />
Strateg<strong>is</strong>t - Enterpr<strong>is</strong>e Business Process Architect<br />
<strong>Caterpillar</strong> Inc<br />
eMail: mlzielinski@cat.com<br />
David Frederick<br />
Strateg<strong>is</strong>t - Enterpr<strong>is</strong>e Information Architect<br />
<strong>Caterpillar</strong> Inc<br />
eMail: frederick_david@cat.com
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