Four Ways to Leverage Business Intelligence Across Your Enterprise

by | Dec 19, 2017

Gen­er­at­ing enter­prise insights that fuel effi­cient deci­sion mak­ing is a high­ly com­plex process that requires input from both man and machines. Opti­miz­ing data cap­ture across dis­parate sys­tems that reside in dif­fer­ent func­tion­al areas of a busi­ness is a process-dri­ven activ­i­ty that most com­pa­nies across all indus­tries have not tapped into. As a result busi­ness oppor­tu­ni­ties to stream­line pro­duc­tiv­i­ty are being missed.

In this blog post, we dis­cuss four ways man­u­fac­tur­ing com­pa­nies can use busi­ness intel­li­gence and ana­lyt­ics to improve the inter­play across pro­duc­tion effi­cien­cy, prod­uct qual­i­ty, cus­tomer demand, and ser­vice excel­lence.

1. Improve production, performance, and products

Peo­ple who inti­mate­ly under­stand data cre­ate the best dash­boards. These dash­boards typ­i­cal­ly reside in Excel files and are tapes­tries woven from dis­parate data sources.

Today, it is pos­si­ble to run user-gen­er­at­ed, real-time dash­boards on top of cloud-based data man­age­ment infra­struc­ture. This approach saves hours of time and increas­es the lev­el of insight gleaned from data.

Here’s an exam­ple: In the dash­boards below, users can browse through filled orders and see how well the pro­duc­tion ran by bring­ing togeth­er sev­er­al data sets on a sin­gle dash­board. The scat­ter graph depicts the major met­rics that affect pro­duc­tion (set­up, down­time, run speed). Note how the dif­fer­ences in vari­ance trend between the two machines. Not only does it beg the ques­tion, “why is Machine 123 run­ning bet­ter than Machine 456?” but it also shows the impact of the dis­crep­an­cy in pro­duc­tion cost, labor inef­fi­cien­cies, and cus­tomer sat­is­fac­tion.

Source: Tableau

2. Mobilize supply chains

Man­u­fac­tur­ing data is con­stant­ly chang­ing but imme­di­ate­ly rel­e­vant. Using data at the right time is vital to a more prof­itable oper­a­tion.

Mobile busi­ness intel­li­gence pro­vides infor­ma­tion when and where it’s need­ed to make fast, busi­ness-crit­i­cal deci­sions.

Here’s an exam­ple: The Coca-Cola Bot­tling Co. Con­sol­i­dat­ed (CCBCC), the largest inde­pen­dent Coca-Cola bot­tling firm in the US, has work­ers on the ground inter­act­ing and col­lab­o­rat­ing with visu­al dash­boards from anywhere—even truck dri­vers in dif­fer­ent cities.

The CCBCC solved a huge bot­tle­neck in their sup­ply chain, due to lim­it­ed report avail­abil­i­ty, by pro­vid­ing lead­ers and more than 800 employ­ees with dai­ly dash­board updates on mobile devices.

3. React to customer feedback better and faster

In order to suc­ceed in any indus­try, busi­ness­es must under­stand, and act on, the desires and needs of the cus­tomer. Man­u­fac­tur­ers need to col­lect cus­tomer data by lis­ten­ing to many dif­fer­ent chan­nels such as social media, call cen­ters, and cus­tomer sur­veys.

When find­ing insights from cus­tomer infor­ma­tion, time to action is vital.

Here’s an exam­ple: Trane, a glob­al leader in air con­di­tion­ing sys­tems and equip­ment, migrat­ed from exclu­sive­ly using spread­sheets to track cus­tomer ser­vice data to using inte­grat­ed self-ser­vice data ana­lyt­ics and visu­al­iza­tion. This change sig­nif­i­cant­ly reduced the time tak­en to trans­form data into insights and, more impor­tant­ly, cus­tomer hap­pi­ness.

We need to lis­ten, and we need to inter­pret data. And we want to quick­ly react in two ways. We want to react direct­ly by respond­ing to our cus­tomers. We also want to react as a busi­ness and strate­gi­cal­ly deter­mine what is impor­tant to our cus­tomers.

Michael Nealy

Senior Cus­tomer Ana­lyst, Trane

4. Sales force optimization

The abil­i­ty to effi­cient­ly staff sales sup­port teams is para­mount in today’s com­pet­i­tive envi­ron­ment. Cre­at­ing an enter­prise view of data assets fos­ters a cul­ture of data-dri­ven deci­sion mak­ing that reduces the cost of sales and increas­es sales pro­duc­tiv­i­ty.

Fur­ther­more, an enter­prise view of data allows sales teams to clear­ly see poten­tial rev­enue by cus­tomer, prod­uct, and ter­ri­to­ry.  Such clar­i­ty facil­i­tates data-dri­ven deci­sion mak­ing that results in more effi­cient quo­tas, ter­ri­to­ry assign­ment, sales align­ment and ser­vice demand.

There are many oth­er ways busi­ness intel­li­gence can trans­form process­es and dri­ve tan­gi­ble busi­ness results in man­u­fac­tur­ing. The most impor­tant thing is to ensure clear objec­tives are set, data is thor­ough­ly cleansed, and all inte­gra­tions are pris­tine. With these things in place busi­ness­es are primed to apply data ana­lyt­ics and busi­ness intel­li­gence method­olo­gies that glean accu­rate insights and dri­ve tan­gi­ble results.

If you want to learn more and take advan­tage of Search Discovery’s exper­tise, get in touch today!