| dc.description.abstract | The company in which the research is done is Eaton Hengelo Netherlands B.V. It was founded in 1911 by Joseph Eaton in favor of the very first gear-driven truck axle. One hundred years passed by, and it became a company with over 21.6 Billion USD in revenue and approximately a hundred thousand employees in 175 countries around the world. Eaton has several business areas such as Electrical, Hydraulics, Aerospace, and Vehicle. Eaton Hengelo specifically handles the electrical product line as its main core business.
Eaton Hengelo has approximately 1061 to handle in its operations, and there must be a way to track and control those orders. On every product line, the staff from every contributing department has a meeting to discuss how the projects are going in the respective departments to control and track the progress. The problem with the meeting was the lack of data visualization and analysis and time-consuming preparation on the manual dashboard. The employee averagely spent 26 minutes preparing and update the manual dashboard with problems on the visual and the data. This dashboard is needed in the daily meeting, which means that every day the employee spent 26 minutes doing the same thing that could be done automatically. The data shown in the manual dashboard was not adequate as it is missing detailed data. The overview of all the projects was hard to understand at a glimpse.
The objective of this research is to increase the productivity of Eaton by developing digital data visualization techniques by increasing the effectiveness of the meeting with the digital dashboard. There are eight research questions in this research which are arranged using the Gap analysis framework. The research questions are mainly about the current state, future state, and actions to minimize the gap. The current state was the manual dashboard with all problems in it. The future state intended is a digital dashboard that is refreshed automatically with the latest data with overview, details data, and trend, and analysis.
The design has already been made using the human-centered methodology, with the development closely followed by the end-users. The final design was created with several iterations with feedback from the end-users. The current problems can be solved by using the digital dashboard that can be refreshed automatically while connected to the Eaton ERP system called Baan.
The implementation of the digital dashboard, according to Roger’s theory of diffusion of innovation, would be easy. The digital dashboard looks and works almost the same with the manual dashboard only that it is automatic without human compromise. The direct link and query from the ERP system ensure that the data is the latest and valid.
The cost of the dashboard development and implementation can be compensated by the 26 minutes of the salary of the team leader spent on preparing and updating the manual dashboard for about three and a half months. The recommendation for the company is to implement the dashboard and continuously improve the dashboard according to the end-user’s feedback. | en_US |
