 So, welcome please, Stuart and Sven. Thank you, gentlemen. Thank you. I will start off this microphone. I was requested to do this speech, not on the last minute, but I was requested to replace somebody else. I have prepared something, especially for the first slides. And hearing the previous speaker, I have decided to just maybe skip that a little bit. And this morning I was introduced to two people by Stuart. I worked at Fokker for four years, and the persons I was introduced to have a lot of experience in the aviation industry, so I don't think there's much new I can tell them. And for the other people in the room, I think there's a lot of IT specialists, so also I don't think there's a lot that I can bring them. What I can tell is what I am here in the project for, for Fokker, is that I'm about business architecture and process management. What I look at is processes that we do, and I will, next I will explain the problem case, the case at hand, where we stand, and then Stuart will explain where we're going and explain it. And I can see how IT can help us with this, with this situation we're in. So I press down for the next one. No. On the right. Okay, thank you. So a short situation, what we do at Fokker, we don't build entire airplanes anymore, but we are a tier one supplier for several companies. Let's see the picture is not as I had it in my presentation. On the right is an Airbus A380, and one example of innovations that we do, just one example, you see a lot of things that we do for the Joint Strike Fighter and the A380, and there are several other programs, just one example is glare technology. And glare technology is glass reinforced aluminum that makes a very light and strong connection. And without this innovation, the A380 wouldn't even be able to, would be so heavy it wouldn't be able to lift off. And there's a lot of innovations going on in our field, of course. On the same moment, we are building on a company that's evolving slowly. We are, and I'm from a quality department, so I'm focusing on the quality perspective. We're building on a system with old IT systems, several somewhat connected IT systems. We have an IRP system, of course, and then we can manage our production and if something happens and we have an anomaly, we have another system, a quality system where we should add that. So at one point we are very innovative and at another point we're maybe a bit slowly. And that means also, and I'll show you in the next slide, we're doing a lot still by hand, a lot of record keeping in our company because quality is so essential, of course. My point of view, quality, that's why I have this. If I would be an operations manager, a euro or dollar science and he would say it's so costly, the way we work. And that's what we're trying to change. So this is where we are at right now. We have process instructions. There are barcodes on it and they're connected to systems, but still there's paper, paper documents. And these paper documents travel with the product through the factory. And on these documents, we put our stamps and then it becomes a record. Every item that we use in the production line has to be traceable. Every action that we perform has to be verified, checked. And that we do by hand. We check the product and we check the paperwork if the engineer who was performing the job has done all the work according to the instructions. And then in the end, we have a record. We have created a valuable record. It has to be traceable, so we scan it and it becomes a PDF and we go to archive because we have to be traceable for as long as the airplane is out there, it's flying. Maybe not so very efficient, but it's traceable. Now what if you want to change something, if you want to change the configuration or if you want to change the planning. And you have the paper instruction on the floor. I was looking for a picture with somebody with running shoes, but you better put on your running shoes because you have to go to the floor and take away these instructions and then hand out new ones. The problem is that the product is already half finished so the instruction has become a record with all stamps on it, so you also have to keep the current record and then go on with the new one. Same for planning, if you want to do some other job. Quality control, what I explained to you. A lot of done by hand. What could be done maybe by automatic. Production process. I make it a little bit worse, the black box than it is, but at some point we don't know exactly what the progress is of a product. Not as much as we want it to be. And traceability, this is a requirement, not just a customer requirement also from the authorities and we can do that, but give us some time to find the correct record in some cases. This is the program we're in. We are now in the first stage, all digital and we're digitizing all this documentation and records that we are doing so we have to find something to replace the pen and the stamp and connect it to the process that we're working on. And one of the things that's so interesting in this process we're in, in this phase we're in right now is that we just find out that open text fields and paper is very willing. You can write down everything on it. And we thought we were very structured and it looks on paper very structured and very efficient, but you can write down everything and you can change everything. And if you have a stamp you're authorized to change something you can do that. So we're witnessing all different areas where we have to find something, a system that can cover all this so we can still work the same way we can but then digital. And that was very interesting with the previous speaker, the Vontoledo that I'm thinking now I hope our project doesn't end up as one of the elephants that he showed us. Any which one. So this is what we're going to. The next presentation continues with Stuart. And this is what we want. We have separate machines, old machines that are not connected to our network where we still have to, well it's not that floppy but we still have to, it's disconnected and maybe put a USB stick in with the right configuration for the machine settings and we want it to be connected so we can stop the process from pushing a button instead of the running shoes. We want the process information digital available so it can be changed automatically and the operator only sees the actual format another paper format with what can be changed. We want digital sign-off so the quality control inspector for example doesn't have to check if all the stamps are there because the system can do that for him and he can concentrate on the product himself. And then if everything is digital well I hope archiving could be much more efficient and then I think Stuart will say something that a data lake will emerge and we can do all smart things with those. And this is where I give it to Stuart. Thank you. Yeah, so my role is yeah, lead architect sounds terribly important but let's say the central architect in a fairly distributed project there are various partners involved all different parts of the organisation it's an innovative project there are a lot of things that quite genuinely emerge one of the roles of an architect maybe the most important in all of this is herding the elephants. Sven tells you about the first phase is simply digitising everything that does deliver business value I'm going to talk about it a little but it gets interesting really later on because that's where we're going so I'm going to quickly through these first few slides all we did was we took a look at the different areas in which we would be developing what is actually do revolutionary there is no information technology in these areas at the moment we are bringing that in and we just plotted things on a model this actually comes from Gartner with these three layers of systems of record systems of different engines systems of innovation there are so many versions of this model but we just had a look at okay what are we doing where where do we expect things to change most suddenly what in terms of systems of record do we have to continue supporting etc etc and the things with the red dots around them are the areas in which we're developing things that don't exist or if they exist they're on paper in people's heads in emails on Excel spreadsheets that's about as digital as it gets and nothing revolutionary about that we then figured out what kind of component architecture we wanted to have on this what was going to go where and then we took a look around at what products were available in the market and what things we needed to develop ourselves where we could reuse where we could modify and where we were going to have to do our own work and we plotted that on that so this is I would hope for most people fairly familiar approach to things you can see we stuck some middleware there but the idea that that's just a layer isn't the point it's more to do with how things communicate so what makes it interesting is the vision of the future where we're looking the situation that Sven described the most obvious thing that's wrong with that is it doesn't scale there's no way that you can do anything new there's no way that you can scale up your production processes be more efficient, be more effective be more creative we need to head towards the world we are heading towards the world part of the vision for example of industrial internet or of industry 4.0 I think that's a German term we've adopted it here for Fokker industry fair.null and so we're looking at a world in which we have smart machines that are talking to smart products so instead of people rolling things across the floor looking for bits of paper to see what it is scanning barcodes to see what the instruction should be reading off a screen then going to the machines calling a program that then gets loaded the machine knows what its job is it is autonomous in fact the processes are more or less autonomous at the moment but they're not self managing we're looking at self managing machines that communicate with products that okay a layer of composite plastic doesn't probably will never have intelligence embedded into it it will be accompanied by what we're referring to as an avatar so in our first phase we were producing digital shadows of these products so instead of bits of paper there will be a digital shadow that represents that product eventually there will be an avatar that has intelligence that could communicate with the machine say here I am this is what you're supposed to do with me and the machine knows how they're supposed to do that with that kind of thing so we're looking at an autonomous and cooperative intelligence between things which of course will require vast amounts of of business intelligence and that's where the data lake and everything else comes in or whatever it's called by the time we get to that point as Ron says we might not be talking about data lakes in five or ten years time we might be talking about other things the idea is where we need to go we have to deliver real time insight and creativity there will be people involved there will probably be more people involved because we'll be able to scale up but people will be doing different things they will be interactively interacting intelligently with what we can deliver from the machinery and what's involved are as now the operators on the floor the planners who are constantly busy trying to optimize changing situations logistics who have to deliver from one place to the other and of course management who have their own interests and be able to watch it and in this picture you can see lots of sensors and things floating around and the idea of digital intelligence there and the machines there the products that know where they're going etc and these pictures are important because in a sense this is what our architecture is about as I think I said yeah no sorry just go back but this is what the architecture is about it's about the actual things that are happening on the floor it's about the real production processes that are why this company which is Focca is what it is they're not supporting underpinning services they are actually part of the thing and in order to make that mean something to the users who are not IT geeks but are actually operators who will be doing this stuff maybe we need to be producing pictures like this rather than pictures with lines and boxes in them but having said that here's a picture with lines and boxes in it again this is more in line with the vision than a kind of typical layered architecture sort of picture because here you can see pieces of software that are actually representing those smart machines smart products that we're heading for in the future smart planning and these things for job managers are let's say in the future they would be the machines that are carrying out the business processes which are the orange things at the top this is one particular factory within the Focca area that produces composites that happens to be our prototype in the end every possible manufacturing process involved with Focca as well as the relationships with suppliers and with our customers will all come into the total picture you have to start somewhere we're starting here so these job manager things represent the actual processes and the thing called the DPD manager sorry a DPD it's Dutch but it means the document that you have to deliver at the end but this is representing the product and you'll see there are interesting things like identification what is this, where is it location that all come along so we've tried to model our architecture on that future picture even though first phase is just about digitising this is not an IT project this is a business project it's got to do with the world that Ron was just talking about we're not doing IT separately for the business alliance we are developing this as one big group all different parts of the business are involved from the commercial side of business management through logistics to the people who actually operate the machines on the floor the people who lay pieces of composite on top of each other who use the programs that are developed to guide that etc their team leaders the planners the people everybody is involved in this and in designing it and IT is just part of it so what do we have to do with the architecture now well it has to be business driven I think I just said that it's got to be future ready but it's got to work now because if we deliver this thing in January to the floor which we are going to do and it doesn't work we can forget about the rest of the sales instead this is actually a manufacturing process if this doesn't work Fokker are going to fail to produce things that their customers have ordered big big problem so it has to work but we can't just concentrate on that because we've got to be able to grow towards the future we've got to be able to support the stakeholders at all parts of the organization that are actually having to deal with change because this will change how people work it needs to do with the management of change with helping people to learn how to use the new way of working with helping us to understand what they would need to do in order to be able to work with that it needs to be open it needs to be flexible it will also be as standardized as we can possibly get within the constraints that we have and in terms of what's available innovation friendly it will continue to change it is changing right now as I said I am hurting elephants or possibly cats but elephants are a bit easier more or less every day I can't just go and do a nice architecture picture and then go to some team and say it's going to be like that guys because that isn't the way the world is when we're doing these kind of projects so Sven as well took a considerable extent of busy with bringing people together to continue to innovate to work in an agile way and we can still make the whole thing work I can't go through the whole list of stakeholders but it's very important to understand that the operators for example they're not just the classic end users that IT tends to see they are fundamental stakeholders because they're the people who are actually doing this stuff down on the floor and it has to do with the core work of the organization of course their team leaders as well everybody has slightly different requirements one of the things with the operators and not alone only the operators is you know here we are we're starting off on a road towards automating more and more things people are going to be wondering what happens to my job and their jobs will change their jobs will change there's no question about that machines will take over part of what they do their intelligence will take over other roles that we can't fill at the moment because we don't have the information to do it with we will scale up there will be more work but people need to believe in this they need to see that it actually makes their job better and doesn't undermine their future and right down at the bottom you'll see the IT or the CIO CIO is just another stakeholder he has quite a lot of influence but he's still just another stakeholder and he has different concerns he's concerned about his total cost of operation to make it cheaper for him to deliver the IT services that underpin all of this then it is at the moment he's concerned about his reputation as a supplier and he's concerned about whether he has a future as well and that's yeah we have to address all these things obviously various business people and everybody has their own concerns now that shouldn't be news to any enterprise architect but I personally have never worked on a project coming out of an IT world as I do in which we have so many business stakeholders who are not just people who say well I care about this and we take it away and we put it into a map somewhere and we see what happened we have to work with these people every day and they see whether we're delivering this to them or not oops that wasn't supposed to happen technology only works if you attach it properly to your body or swallow it ok so what are our main architecture challenges we have to be able to as I said maintain this future vision of the future in an innovative environment where people are coming up with their new ideas where to some extent the wheel is being reinvented every day people are discovering things that they should have known we'd already discovered but that happens in an innovative world people are developing solutions for a problem that somebody else was working on that's part of working in an innovative environment in an agile environment in a co-creative environment we can't simply tell everybody in advance exactly what they've got to do and as our number of involved parties increases that will be even more so but that's a minor problem we're having to ask questions about how we what does security mean in this environment we're putting information technology in areas where there was no information technology at all we're creating new types of users of the information technology that didn't exist before they had no reason to use any of this and it's an interesting little challenge for us that the existing security policies have never thought about this so how exactly are we going to remain compliant because the biggest thing in the aerospace business is actually being compliant with the rules that are imposed on you by somebody who's not interested in how you solve it only that it's got to be like this and compliance means going for the safest possible solution not necessarily the best one so that's an interesting challenge bigger still when this thing runs it's got to deliver visibility of operations but across a whole set of heterogeneous and autonomous processes we don't have a conductor they're conducting an orchestration the whole time saying you do this, you do that some manufacturing industries can do that because they have products that roll across the line in a predictable fashion our products have a different order of being handled at different parts of the line that's inherent in how that production system works I'm sure it's true for any aerospace company or for any builder of high value, low volume kind of products and so the optimal order of processing changes between processes so you can't just say that and push the thing across we have to maintain the visibility and that's an interesting almost data science kind of challenge of what kind of information do people need, what do they want to have and how do we want to present that to them because it's not simply a question of saying what's your requirement because they don't know what their requirement is because they haven't dealt with it yet so it's all it's an interesting challenge and it's fun and we're replacing paper so now when a product goes over the floor it has this pile of paper that follows it across and that means that when that thing arrives at a particular station you know what it is, it's got a pile of paper on top of it, it says I'm this when it moves across further across where bits of it get cut off so you can't just stick something on it and say that's it then you've still got to be able to do that all the way and you've also got to be able to find it as we move out into other parts of the operation, more into logistics you've got to be able to find it so there's a challenge that we're having to deal with how can we make sure that you can uniquely identify something that's got no label no sticker on it and that's where the sense of technology is coming into this but we'll probably start with something very simple just like RFID but at some point we're going to have to get and we'll get a lot smarter because we want to collect more information we want to be able to do more things with this and really everybody in this room ought to know this but it surprises me how many people again and again don't seem to realise that you can't just digitise a manual process when you make it digital you work differently it is different and if you start with people the idea from what's this on paper where we'll do one of those when we pointed out we had that problem trying to translate that paper into a pure electronic form but the whole way of working changes and if you try which you can of course because you can write programmes to do anything if you try to simply digitise that manual process you're going to make a mess which won't deliver any advantages it'll just be paper that's slightly harder to find and one other thing that's very important is what term that I didn't know before I'm referring to tribal knowledge people on the floor from the operators to the team leaders to the planners they know so much about that environment they see things they've seen it before they understand oh that's a one of those years ago many years ago I was working as a summer job in the laboratories a lamp factory a fluorescent lamp factory and we used to take our products down onto the floor from time to time to get them processed our experimental products and one of the things I saw there was all these lamps would go across the floor and sometimes you'd get a bit of a log jam and if you didn't do something about that log jam quickly then it would spew lamps out all over the world so there used to be a man who would run in with a broom handle and smash enough lamps to make the whole thing continue properly this was a very effective thing it was part of tribal knowledge somebody recognised a situation developing and thought with a new how to deal with it now we're dealing with slightly more complicated situation than that but we still have to be able to do that so how do we collect that tribal knowledge which makes sure that things work as well as possible now on the floor and get that into some kind of digital form and I'll tell you we don't actually know the answer to that yet that's not going to be in phase one but it's one of the things we're going to have to work on because if we lose that if we digitise it all to take the tribal knowledge with it then we will not have effective processes once again we are not delivering an IT system we are digitising a factory and that's a fundamentally different thing and for me it's a bit of a dream come true because finally I'm actually doing business IT instead of IT for business also important the different kind of artefacts we use for communication I have no intention of talking to these but you can see at the top there on the left hand side is a fairly perhaps to be archimate a fairly recognisable architects kind of thing and then on the top at the right there is a business process model which is part of Sven's work that he does and as it happens both of these things are produced by a business design architect there's an advert for business design if they're in the room and then we make various other kinds of models in order to be able to communicate with different kinds of parties in this because people in the business certainly don't want the top left picture top right picture is useful to them but it's still not quite their territory they need something that reflects what they actually see so the thing down the bottom in the middle is simply a map of the factory where you have sensors that were travelling around so that you'd be able to locate things which is important and then the thing bottom right is actually more intended for IT management that they can see something that they recognise a bunch of applications that they've heard of which sit in the back office that communicate with our modern Fokker fearpoint 4.0 world I found that difficult to say in English Fokker fearpoint no OK I suspect that's all I wanted to say yes it is so we're open for questions thank you that's nice thank you Stuart I'll come and join you which one of us is the pussycat that's Martin's cat must be Martin's cat has to be I'll join you so we have some questions I think the questions is Chris Ford the open group VP of architecture and general manager for Asia Pacific for us so you have several Chris yeah we have several questions it's interesting to hear the conversation because in the past year I've been over in China with Avic who is the aerospace organisation there and it's very similar sorts of conversations right about the industrialisation of digitisation of their business so one of the questions is how far will Fokker extend the factory because you're digitising things so what is the concept of the factory to Fokker in this vision do you mean do we include the supply chain or I'm not going to presume I'm asking OK so yes the answer is yes what we focus on for now and not trying to go into this fantasy elephant is that we're first starting with our own factory on the different sites different facilities and starting to digitise our own processes and then make that smarter as was explained and then in the next phase yes it is the obvious next thing is to include suppliers and customers and having customers or connect to the system of the customers and having suppliers connecting to our systems they I think you will know that we have similar systems like portals where supplier portals can enter the system but that's not that's not integrating that's just an interface and connection so the next phase will be that for example as Stuart explained the smart products if in the future products will be and it should be a customer requirement then because we cannot build chips in the products that we deliver if the customer didn't require them but if there would be required we could have for example an RFID chip in a flap or product and keep it alive and deliver it as required with the chip and then it could follow the whole life cycle of the product from the factory to the way in flight and collect data from all the time actually it's the related question which is aircraft last 50 years or more and as you build these you reference the smart product capability do you imagine an extended governance model between you and other suppliers these sorts of things but that's not up to us and chips if they're not required actually they would be sending back the products but at the supply end to us there is an intent so the factory where the initial pilot project is taking place deals in composites based on thermoplastics and the suppliers of thermoplastics are in the same region but the communication is a bit standard old fashioned kind of communication and one of the key things about thermoplastics is they have a limited lifetime when they're not in the freezer or they haven't been baked and we can follow them now or we will be able to follow them within the Fokker territory but not before that one of the phases of a parallel project that's going on that's connected to ours will be to get to the point where the producers that follow that start in the factory where the thermoplastics are made and travel with that through the whole lifetime in going from this paper based environment to an entirely digital workspace how have you been managing change management and how are the architects the extended architect team I assume involved in the program or the process yeah that's interesting what we discovered was that the systems in which the design engineers work to design both what they call recipes for making specific products and the processes that those have to follow those are no longer suitable for what we're trying to do in fact we discovered that they've been wanting to change this for years so we're a bit of a dream come true for them so we're moving to a completely new design system for that in which change control is obviously fundamentally important because you really need to know exactly which version of which bit of which bit you're working with and how are you managing the volume or the value of the continuous changes is that as you move again into this digital space you mentioned there are a lot of challenges but how are you managing the continuous change process you're not going to be doing sneaking out anymore right you're not running around the factory picking things well the funny thing is of course that's what happens right now it's people running around the factory changing things on the fly but yeah well continuous change again the tool that the engineers use that's completely fundamental in this because there is any way continuous change taking place there it can be down to a fault has been found enough times in a particular product that Svens people and others decide okay we're going to have to make a change to that so there's a change made that can come on to the floor in the middle of a process the change is that we're introducing that are let's say more purely the IT side of things needs to be it's a you know it is a challenge because they've got to be dropped into a production environment so we can do all kinds of tests on them but at a certain point we've got to be able to to drop those in and in worst case pull them out again but it will simply be continuous change we're going to keep our initial prototype phase has been more than a year but as we move on that's going to have to get sharper and sharper you met you had a list of challenges that you have not yet had the opportunity perhaps to address have you have you visibility to challenges that there simply isn't an answer for yet that you've looked at and said the capability to manage a shop floor like this software wise autonomously just doesn't exist yet and how are we going to get to that that's the nature of the question are there areas that you've looked at enough to know there simply is no answer in the industry yet for what the vision is calling for for your company I'd say the avatar thing I was talking about we're a long way from being there you could do it of course I mean there's nothing that would stop you from sitting down and writing some code to do that but it's not that there software simply available to do that and they come there are other interesting challenges associated once you try to do that because you've got to make sure that that avatar doesn't lose the product that it's supposed to be associated with that's one I mentioned the the tribal knowledge that isn't a trivial thing and we don't yet know exactly how we're going to deal with it so that security we have to fix we will make sure that there is at least enough enough security to cover us from compliance and then we'll work from there out but I think those two things the avatars digital shadow we can do that's what we are doing actually making avatars and being able to collect that human intelligence and make it digitally available those are key long term challenges I think and how do you see the workforce human workforce's role changing in this kind of digital factory environment step by step they're changing step by step at this moment we are discussing with people from planning scheduling and they are thinking in the way they work and then they are thinking in how would that be digitized so what they do now is extract the plan from the ERP system and then create Excel sheets and that's not optimized different plannings planners for different stages in the factory you can imagine people are optimizing for their part but not for the whole chain and they know that and they know that that's a problem but this is the best they can do them so how we involve them in this project is that we ask them how they would want a system to work and then how they respond is that they are presenting the system that how they work now but then in Excel sheets instead of Excel sheets it should be digital in a user interface user friendly something like that instead of thinking beyond and saying we want not now but in the next phase we want an intelligent we want a database which knows all the products on the floor and the master schedule of which product should have priority over the next to meet the demand and instead of you creating sheets for the factory to tell people what to do or at least the schedule the system should provide a schedule and you should be tuning the parameters to optimize that schedule but the IT system should find all the data have all the data and make an analysis and then come up with the best plan and you as a planner should not be making plans you should be optimizing the system to make the most the best plan and we're helping them to see that and this is an example of how their role is changing now they see themselves as planners making plans but they should be optimizing the planning the planning system this is one example that's the end of the floor questions thank you Chris and that's all we have time for to make sure that people get a chance for coffee but thank you once again Stuart and Sven