 Please give a big open group warm welcome to Steven Cole. Morning everybody. I trust you all well and I'm not feeling too jaded from my night in Edinburgh last night. I don't know what was the most exciting bit, whether the prospect of tasting some fine distilled whisky or talking about nuclear submarines. But we'll see how far we'll get with that. Erbyr hyn yn gwneud i gael eich rhan o'r bwysig a'i cyfrifdeddau i gael eu cyfrifdeddau, ac dwi'n credu gan gweithio hwnnw i chi'n gweithio gael llwyddoedd yn grannu gweithio'r bwysig ac i gael eich cyfrifdeddau gweithio'r bwysig i'ch gael eu gwirionedd ymddangos arweinydd i'ch gael ei ddweud i'ch gael ei gael eu gweithio. Ieithr i'r cyfrifdeddau arbennig ac i'ch gael ei ddweud i'ch gael ei ddweud i'ch gael ei ddweud. That's about submarines but also a little bit about BIA systems. I'll describe to you the architected approach and some of the reasons that we've adopted this method to help us work through a whole range of business challenges. How digital strategy, how we're using information management systems and technologies to help us deliver business performance in the architecture that we're using to do that. Then I'll close with just letting you know exactly where we've got to. Mae'r sythio'r systemiau, mae'n ddwy i'n meddwl i fynd i'r peth mwyaf. Mae'r systemiau mae'n cyfnodol yn ei ddwylo cyffredinol. Mae'n gwybod yn ei ddwy o meddwl i'r hyn o'r cyflangodd. Rwy'n gweithio'r trefiadau o'r ystod o'r North America, o'r cyfligiau i ddwy o'r ystod arall, oedd yn gweithio'r ddwy o'r ddwy o'r regulau. Rwy'n gweithio'r Euroc, oes yn gweithio'r gwahanol, Mae'r cystafel yn ddechrau gwaith, ond mae'r cystafel yn y ddodol, yn y ddodol, yn Llyfrgell, yn Sadd Eurabiau, ac yn y ddodol. Rwy'n gweithio ym 18.5 bilion o'r cyfrannu, y cyfrannu ar y cyfrannu ym 85,000. Rwy'n gweithio'r cyfrannu yma sy'n ddodol, a mae'n rhaid i gael i'r cyfrannu sy'n gwybod i ddweud o'r ddweud o'r ddweud, yn ddod o ddweud o'r ddweud o'r ddweud, ond ddweud o'r ddweud o'r ddweud o'r ddweud o'r ddweud, ddim yn y byddwch eich cyfnod yn gwneud y ddweud, fel y cyfrifon ddefnyddur yn rhaid i'ch fyddiad nhw'n mynd i gwaeddaf, a'r profiol rhaid i'ch cyfrifon eich cyfrifon i'ch ddweud i gweithio a'r byddaeth o'r ddweud o'r ddweud o ddweud. ac rwy'n ei ddigwydd ar y dyfodol, ond mae'n gyrsio'r cyfrifoedd, ac mae hynny'n cyfrifio'r cyfrifio'r fawr, a bywch i'r fawr dweud newydd yn cyfrifio y model. A'i cyfrifio'r cyfrifio'r cyfrifio yw'n cyfrifio'r ymweld gweld ym mfwrdd. Mynd i gael a'w ddweud i'r fawr, ac mae'n dweud i'r fawr cynnig o ddiolog cyfrifio'r cyfrifio'u bywyd yn gwybod y ffordd ar fynd i gael'r cyfnod lleio gyda'r ffordd. Y cyfrinwyr yng Nghymru, efallai y cyfrinwyr y ffordd yn y rysg. Fy oedd hynny'n ddim o bwysig unig. Fy ffwrdd o'r cyfrinwyr hwyng o'r cyfrinwyr hwyng o'r cyfrinwyr, mewn cyfrinwyr hwyng o'r cyfrinwyr hwyng o rhaid i'r cyfrinwyr yng Nghyrch ac yn ymddangos ar y bydd. Mae'n dweud y cyfrinwyr hwyng o'r cyfrinwyr. Mae'n ddim yn gweithio i'r llun y bydd. a ddim yn ei wneud y gweld y sgol yn fwyaf o'r Llyfrgellach Rhyw gwybod o'r ddadlaethau yn y sylwg yn ddechrau'n ddweud. Rwy'n meddwl iawn, oherwydd, yn y cyfanydd, sy'n mynd i'n cyfanyddol iawn. Mae'n bwysig i'ch gael eich cysylltu hefyd, ac mae'n rhaid i'ch gael ar y cyfanydd. Mae'n bwysig i'ch gael eich mynd i'ch gael eich bwysig, ar gyfer ar hynbryd Press. Y barge armaehau i'r iawn i fynd y Llywodraeth, maen nhw'n gael ymlaen, a'r bobl fyndon wahanol cysylltio a badegenio bod'r Llywodraeth, y'r Llywodraeth cysylltu yma. Mae'n mynd i'r ddefnyddio'r gwychio'ng gweithredig ond, gyda'r barge a'r ddaf yn y mynd i'r dyn Glory, mae'n meddwl yma'r gwaith yn nifir ystod gwneud ar y dyfodau. Mae'n meddwl am ychydig. Mae yna dweud hwn yn gweithio'r cyfan dros y byddwch dweud ar y stmpin, a mae wedi bod yn dweud o ru'r cyfan dros y byddwch dweud, a mae'n ymweld i chi fod y byddwch y byddwch ar gyfer y byddwch wir. Mae'n dweud o'r brifnol cyfeirio y dyfodol ei ddweud, ac mae'r cyfan dros eich cyfan sydd yn ôl i'i brifnol, yn cael ei gweithgagon o'r cyfnod prydyn ac mae'n bwysig arllunio. Ond obasyn, mae cymryd yn positives ac mae gennym chi yw'r cyfnodig yw hefyd ar gyfer eraill yn mynd i Siadodd ac mae'r cyfnod i'r cyfnod siarad yn ymgyrch erbyn a nhw'n gofynod i'r Cynllun, a fyddwn i'n i'ch gweithio'r ddau sydd o gyllid gyda'r gweithio yn gyflawn ffazololol yn ddau, ond am ddod yn fwy. Dwy'r ffordd, mae'n gweld yn feddwl i'ch gweithio'r ddau. Roeddwn i'r gweithio ar y ddau'r programp, yw'n gweithio'r busnes. Fawr yma hwnnw ddweud 22 mae'r gweithio yma yn y barog. Fawr yma, mae'r gweithio'r gweithio'r gweithio'r busnes in i ddweud i'r gweithio'r gweithio'r gweithio'r gweithio, i bobl yw'r unrhyw mwy o'r byd yw'r newydd yn bwysig iawn, ac yn bwysig iawn. Roedd e'n gweithio'r llwyffyr ar y bydd y cysylltu'r llech yn ffraith, ac mae'r syniadau rhan o'r hyn sydd sydd, yn gyflwyno'r syniadau syniadau, yn ei gael, ac mae'n gweithio'r llwffyr ar y bydd syniadau syniadau, mae'n gweithio'r llwffyr yr hyn yn ei gael y bydd yma yn siŵr gweithio'r syniadau. ac mae'r cyfrannu yn gweithio'r ddweud yn yr hynny ar y cyfrannu'n gweld. Rwy'n meddwl, oherwydd, ddweud y bach yn ymgyrchion a'r splen, mae'n bach yn ymgyrchion ar gyfer rhai arlaeddiadach a'r cyfrannu ar gyfer y cyfrannu ar gyfer cyfrannu argynig, ac mae'n gweithio'r rhai ar gyfer cyfrannu ar gyfer cyfrannu ar gyfrannu argynig. Rydyn amlwg yn ei gydag iawn y bach yn y ddweud â'r cyfrannu a'r cyfrannu ar gyfer yr hynny, ymdeginol, ysgol, ac ymdeginol gradd. A rydyn ni'n golygu o rhan o'r ysgol. Fy hofnwysiadau i'r hofffodol y ddechrau 1,000 o ran clywedau ddechrau o'r awdurdod, felly mae'r ddodd yn gwneud y cyfnod yn fawr imbryd. Fy hoffwyr o'r cymdeithas ymdeginol ar gyfer yng Nghylch. Byddwn ni'n ddiddordeb yn fyrtoedd, a mae'r cyfnodd a'r ddiddordebau mor cyfnodd syrraedd cyfnodd that controls all of the smart end of the submarine, that's all of the centering equipments, the control systems for any weapons systems, as well as the platform management system for the platform itself. And we turn over at £1.1 billion pounds sterling and we have a very strategic relationship with the United States, we share the design around the common missile compartment for the nuclear deterrent, Ac rwy'n adrodd ni'n ei ddweud yn cael ei pryd yw'r cyfnod yma ac rwy'n adrodd yn cyfnod ymlaen iawn. Rwy'n adrodd yn ei pryd yn cyfnod. Rwy'n adrodd yn ymddangos ei parwag y Gŵr UK, ac rwy'n adrodd yn cyfnod a'i cyfnod ar y Gŵr UK. Rwy'n adrodd yn y dweud ac yn bwyd yn baron ffordd ar y gwaith o'r solf Llywodraethau Cymru, ac mae'n adrodd yn gweithio'r gweithio'r ffordd. Rwy'n adrodd yn y gwaith yma, starring a system combat in the south of the country. We have also got an office in New London, North America and Connecticut. That is where we manage the collaboration activities with the United States. We sit alongside the US defence contractor General Dynamics Electric Boat. It's with GDEB that we do the joint design of the CommaMissile compartments. ac wrth gwrs, mae'n ddweud yn ddechrau Cynadir iawn i gael ddysgu'r bydd yma ar gyfer y byddwyr baro i'r ddweud o bwysig ac yn ddych chi o ddweud. Felly, mae'n cyflwshu gydig ar y byddwyr baro, y pethau ffasenau i ddim yn cydweithio. Rydyn ni wedi bod yn cymdeithio yn y ffansi yma, ac nid oes byd yn gwahanol o'r ddod i ddechrau'r byddwyr wedi'u ddyn nhw i ddweud i'r hefyd, i ddwy'r pwysig. We started building submarines and in fact we built the first ever submarine that the Navy commissioned. That was Holland as you can see there in 1901. Quite different, I'm glad to say the new submarines and it's taken the navy a long time to see how strategic they are to the capability of the Royal Navy. And then in the 60s with Dreadnought, Dreadnought was the first nuclear submarine dynion a bwysig yn ffarnus arfer yma. Felly dywed bwysig o'r ddynamiad, dyma o'r ddod o'r ddod o'r boed yn rhan, oedd gallwch yn mynd i amserio i gwneud o fffilm o'r ddod. Felly mae'n rhan o'r ddod o'r ddod o'r ddod o'r boed. Mae ddod o'r ddod o'r boed yn rhan o'r ddod o'r boed. Felly mae'n mynd i gwneud o'r ddod o'r boed o'r holleg o'r ddod o'r boed, oherwydd yna'n gofyn o'r ddod o'r boed. i'w gofynio'n mwych i gwaith i am痴io meddwl i'w'r gwlad dda. Ond Draganaut eraill yr unwyr yn nifer iawn yn bbird i bwyr yn 1961 ac mae'n gweithio'n cerddwyr mewn cyfyrdd, mae'r cyfyrdd yn ei fod yn ei gwasbid o ddod yn gweithreng, ond mae'n cyfyrdd yn bwyr yn gweithreng hirwt ar woldon nhw yn 1961 ac yn awddiadna. Felly gan y pethwyr i fynd yn gwybod gwaith eich ysgolio'r cyffredig, mae'r llyfr yourfaith yn gyflwyr o'r visibilitya'r 80s. Mae'n byw ychydig yn wych, nad yna'n gwrs Brydiaeth Cymru ym δwydig a'r救thog gael a'r Gael fydd yn gweithio'r gael. Nae at y Abernod bwysig, oherwydd yma'r 2090s, Ac mae efallai eich gallu chylluniau ym mwyaf i gyda ni, mae efallai eich cymryd ymw匯edol yw gwagwyr. Efallai mae eich cymryd ar y llif, a phos ddaeth yn cael 11,000 a felly yn fwy pwyllgor mee petrwyr mewn 300. So mae eich cymryd yn ystod unrhyw deisgol eich gwahodau wedi rhoi fy tîm â noddau. A mae gennych fod yn gennym, fel y pwysig i'r shwilig, a yn cael y llif i chylluniau, mae eich cymryd hannol i wneud hyn i wneud eu cheifnwys. That's been one of the biggest challenges that we are now confronting. There's the shiffiard. That's actually quite an upstate photograph that was taken just a few weeks ago, for those that aren't aware, the weather's always like that in Barrow. It was quite a shock coming to Scotland. There was frost on the ground in Barrow. It was ten degrees, so quite tropical. Now, that is showing Barrow on a good day. That is literally, you can see the whole peninsula there on the south, I will draw your attention to, is there a pointer on this? This section in the middle here, that's where we're in the process of building a building that will look as big as this one nearly, which will be part of the build strategy for the successor programme. That's one of the 22 new facilities we're building. It's over half a billion pound investments in the borough sites and with our transformational programme around systems and processes we're investing just under a billion pounds in business capability to build a new generation of shipbuilders in the UK. So, that's a little bit about the background. I'll just touch on what led us to an architected approach for the business and this was sort of the conundrum that we were confronted with. When I joined the organisation in 2008, it became pretty apparent to me that we needed to have a more organised approach to how we were developing business processes and business capability. So, in 2010 time period it became abundantly clear that's the legacy of the astute programme which was quite a set of business designs that had organically grown up as we were trying to build the business from a low point in the late 80s, sorry late 90s to be then fit for purpose as a modern high performing shipyard. It became apparent that the legacy was not robust and we needed to put in place some very strong systems of record and processes for us to then think about developing the organisation. In this timeline here, the organisation is more than doubled in size and that's not an easy thing to do without acquiring things. This is all organic growth that we've got to pull together. So, in the about 2010 we were developing a new ARP platform right at the points where the successor programme and that's just a profile of successor at the bottom and it is proportionate to astute. It's twice as big as an astute class submarine. This is a significant capability displacing about 18,000 tonnes. So, it's the biggest nuclear submarine the navy have ever owned. And we needed to design that in detail whilst maintaining production capability for the astute class. So, we had this combination, this big overlap and we needed to get a bit more organised, have a more architected approach to how we were designing the business to deal with this high level of intensity. So, some joined up thinking is required at that point. How do we make sure that we're flying in formation with regards to our people, our processes, our systems, our data as well as our facilities programme? How do we try and make sure that we've got our arms around all of that and understand the interdependences and the risks? We needed to demonstrate new ways of thinking. The astute's production system is coping with regards to the delivery of the astute programme but it's not coping well enough. We're not delivering high enough levels of performance to our customer or to our shareholder. So, we've had to improve the underlying performance of the business and improve the way we design and release the design into production. That's led to a real key to transform the way that the operations teams build these submarines and John will touch on the transformation agenda a bit later this morning. This is one of the issues we've had to consider is how we promote new ways of working. On the end of a peninsula that's quite insular, if there ever was a location that could stand behind not invented here, it's the Barrow Peninsula. So, we've had to bring experience with us, inject new thinking and do that in an organised fashion. Plus, we've had to explain architecture to the professional architects, which are the naval architects. This is where it's been interesting bringing two languages together, the business language of architecture with the naval architecture expertise and deep expertise that goes with the complex job of making sure that a nuclear submarine, can dive, can surface, can operate successfully and safely for all that sailor. Initially, we were divided by a common language, but I think we've now got to a point where the business architecture, the enterprise architecture sits comfortably alongside the expert skill sets that we design and build around naval architecture. So, to transform the business, it's been imperative that this is underpinned by a robust, strategic and enduring process and IT digital platform. It takes us about ten years to design a nuclear submarine and it takes us about another ten years to build one. So, these are long-term programmes that require strategic thinking when it comes to our underlying business capability. So, this chart is just there to explain the high-level view of what we've been building from the middle out over the journey we've been on for the last seven or eight years. At the heart of it, we've got this concept of systems of record. So, we've built our business model on the back of three principal building blocks, an enterprise resource planning system that happens to the SAP and we deployed our first SAP system at the end of 2011, January 2012. A major investment in product lifecycle management systems. So, we have one of the largest PLM systems in the UK with a very large concurrent design team working collaboratively with North America around the success programme. And we have a large-scale business management system which provides the rest of the basis of IT required for a workforce approaching 10,000 people now if we include our subcontractors. But around that, as we've been putting in place those foundations, we've had to think about how we get business value progressively through a more agile approach. As we've put in place the big foundational building blocks, the business needs to constantly evolve and improve but in an architected arrangement. So, we have a layer of abstraction which is around business process architecture. We have agile analytics which is looking at increasing ways of bringing business performance, business intelligence and insight off the core platforms. And a big evolution now which is around engagements. We want to extend the digital environment to increasingly more people but in a secure and controlled manner. When you're dealing with government information, ITAR information, Polaro sales agreement information, there's a significant challenge around security of all of this. So, we've had to think about how we extend ubiquitous access to data through an agile mobile platform but without compromising the integrity of the very thing we're trying to achieve. And now we're driving forward with an innovation agenda. Now we've built those big building blocks and we can start to really exploit an architected approach from a point of credible delivery. We're now driving the agenda in these four main sections. So, we're digitising the shop floor. That's about giving information to those that need it when they need it accurately and in timely manner. We're looking at digital dashboards for business insights and to move from a rear view mirror recording environment into a here and now and into more predictive analytics. We've got a key drive with the new facilities to digitise the facilities. There's a lot more automation in our business than there has been traditionally and how do we connect the internet of things together with the rest of the planned and production system environments. And then finally, it's about the digital process experts. This is making sure that people understand how they work in the context of when they're working and that they've got the right access to knowledge and information to help them deliver their process efficiently. And as part of that, we've got to stimulate the thinking behind this. This is quite revolutionary shipbuilding and we've taken a lot of learning from our colleagues in North America but also benchmarking shipbuilding elsewhere. And we're trying to stimulate a bit about the planning with the end in mind. Let's get inside our little time machines. Let's go forward five years. Let's envisage successor in full scale build in the shipyard. What does it feel like? What's the day in the life of one of our key operatives? Whether you're a welder or whether you're a supervisor or whether you're an engineer supporting production outputs. What's that look like? And we're using imagine those imagine forums to try and create a common understanding and an engagement about the requirements. And this has helped us really stimulate the thinking. It get a bit more support in the board with regards to doing things differently, the after the possible, but without being so revolutionary that we're taking on board too much risk. So I'll just summarise now. This is very helpful. It's telling me I've got four minutes left. This is brilliant. I think we need one of these in Barogel. Where we are now. So. The value of business architecture is understood at all levels in the organisation. And I'm not just saying that I sit on the management committee and I. I've never now overly surprised when my HR director or my finance director or my engineering director sit with me and actually talk business architecture back towards me rather than me promoting it to them. That's a big change. And that's come about because it fits comfortably within the wider business dialogue and objectives that we're running. It's seen as an enabler, it's de-risking and it is delivering value. So we are a full partner for the business and the business architecture approach occupies the right mindset and sits with the right level of complementary priorities with our core product programmes and our core delivery programmes. Some really good points behind that. So this is about building confidence and gaining traction. I'll just point out to here that there's many other examples that we've been able to generate over the recent years. But the whole security posture that we've delivered as part of this architecture has substantially and demonstrably protected our business from direct targeted attacks. And we are managing an environment which is constantly under cyber attack with bad guys and bad nations trying to extract government secrets. And we can demonstrate that through a controlled and organised approach we've balanced the security constraints but with trying to enable the workforce rather than disable the workforce. And with mobility now we've really driven that agenda through mobility and we've just started with piloting a big mobility project on the commissioning end of the nuclear submarine programme. And that's some of the more intense end of our business process when we've actually got the boat in the water and we're literally firing up the nuclear reactor using mobile technology to enable workforce productivity in that area is quite complex. So some important projects delivering confidence. So we believe that an architected approach to solving business problems, it works, it's working for us. Yes of course we have new challenges and we have emerging challenges but we're holding firm on that whole programme. And it's been an interesting journey and I look forward to the next 10 years and seeing hopefully successor sail up the Walney Channel. And we hand the first successful boat over to the customer in 2026, thereabouts. Right, so I think that's me just about done. I hope you found that informative.