Finding the Recipe for a Data-Driven Company

技术

分析与建模 - 实时分析

适用行业

食品与饮料

适用功能

商业运营
质量保证

用例

质量预测分析
过程控制与优化

服务

数据科学服务
培训

挑战

Many organizations are either reluctant to fully embrace a data-driven culture, or simply unsure how to get started. One of the first hurdles blocking progress toward full information integration is the belief that data integrity requires extremely limited access. The legacy of this previously messy process is the reluctance of modern organizations to release access to data to the entire organization. Even where staff may want personal involvement, that ongoing fear of losing control is unrelenting. Leaders may believe the perfect solution is to designate a small group of database administrators and allow staff the opportunity to request extractions or factfinding projects. This solution almost always results in bottlenecks and a distancing from the concept of including data in decisions.

关于客户

JBS USA is a global leader in protein operations. The company processes, distributes, and retails a variety of beef, pork, lamb, poultry, and plant-based protein products. With facilities throughout the world, including Canada, the United States, Australia, Mexico, New Zealand, Europe, and the UK, and more than 100,000 employees, JBS is driven to provide the best possible protein products to people around the world. Perhaps motivated by the inherent flexibility of recipes in the kitchen, it is an organization driven by innovation. JBS USA takes seriously the contributions of every single member of the employee family. Part of this culture of innovation is easy access to data tools throughout the company. The company wants every single corner of the organization able to explore the potential benefits of making smarter decisions that are data driven.

解决方案

JBS USA has implemented a three-component solution to become a data-driven company. The first component is training staff to understand and use data. They offer a three-day training course to any employee who believes they may be able to use data within their job. The second component is continued support. After employees learn the basics, the company provides them with the assistance they need to go from a screen full of numbers to realistic, useful insights. The third component is change management. Leadership has to understand that you can't make your organization smarter, and then stifle the resulting suggestions. If you want your staff to watch for opportunities for improvement, you might have to take the occasional leap of faith when the staff proposes ideas for change.

运营影响

With people in every corner of the organization regularly performing robust reports, JBS USA was able to experience truly enviable expansion over the last ten years.
The company is rarely surprised by internal trends that have gone unnoticed for years.
While other organizations beg employees to think outside the box when facing critical problems, JBS USA's staff see opportunities for innovation as a perk of the job.