live from Las Vegas it's the cute covering knowledge 16 brought to you by service now hear your host dave vellante and Jeff Frick we're back this is the cube silicon angles flagship production we go out to the events we extract the signal from the noise the signal here at servicenow knowledge 16 is the extension of service management across the enterprise Brian Andrews is here is a vice president of IT it's stone brewing cube alum bride great to see you again thank you it's great to be here nice to see you guys another knowledge you know I thought happened a good energy this year yeah you know I spent third knowledge how's this week been for you oh it's a blast yeah incredible energy and growth and excitement from the company the partners it's been fun so third nology that service now for two years yeah right and so what the first knowledge was sort of come and kicking yeah exactly talking all the customers is this stuff Rio exactly last year we got to speak and this year were in the customer showcase which is new one of four and telling our story about what we did and meeting other customers and partners it's fun so give us the update what's the story um you guys are growing yeah yeah so stone brewing we're the 10th largest craft beer company in the country and growing double-digit growth so yeah we're now opening a second brewery in Richmond Virginia and a third in Berlin Germany doing two at the same time which is pretty nuts for us it's a du Bois so it's a large focus for the company we're actually the first American craft brew company to open a brewery anywhere in Europe and to operate it we're on right to Berlin and in Germany hell with us I know right right into the fire I doubt well I talk about that business decision to go into Germany I mean beer central I know I know well crap beer starting to really take off in Europe and we were looking at sites all through Europe and really fell in love with this property in brillion it's a old gas works facility brick a neat place for garden inside it's just really a neat place but the crappier movements has a lot of energy there and we feel like that can be our European hub to brew and distribute throughout Europe so it's a great spot a great place to come visit and spend the day and enjoy the gardens and that's gonna be a lot of time we have a really a large bistro going in as well so it could be a place you want to stay and hang all day yeah girls that's right that's right and house I'm just curious we don't find you know kind of the German purity laws are there special you know Germany's a very special place to do business for a whole lot of reasons HR reasons and data privacy reasons and this that and the other from the brewery perspective you know we hear about their purity laws do you have to you have to follow those is your new animal as an American craft beer manufacturer how does that work well so most of our beer that we do the core beers they do fit right into that our stone IPA arrogant bastards they fit in but we do a lot that do not fit in because we add in espresso or tangerine or good stuff like that so we're purposely going to be knocking down that bureaucracy and being rebellious we had a event last week where we served only beers that did not comply with the law true to our culture were rebels and it's exciting for us so i have to say i mean german beer is special I'd consume a lot of German of year in my day and somehow the next day you just feel great yeah absolutely is that the experience with stone yeah yeah it's gonna be you know I think a new to get the strong you know bitter forward hot forward IPAs that we serve will be different that's awesome now you guys you find you saying brought in service now from the business side yeah first we did an NIT but you but you led that acquisition so two years ago we were looking at putting in a set of systems for the business each group had their own needs and they had selected systems they want to bring in the brew ops maintenance was number one that we needed to serve as a use case so the demand was really growing for our beer as it's been we need to keep up with the demand and so we can't have the brewing and down we were turning to a 24-7 operation and the brewery anytime a piece of equipment was down we're not getting beer to our fans I'm not serving our customers so we we needed something for planned maintenance to keep that equipment rolling facilities wanted something as well for maintaining the facilities and HVAC units and all that safety I wanted something for reporting incidents they were all all those groups were outlook and excel and so they needed a system they didn't have one we had some project management needs in our marketing group and of course I T wanted a great system too so we looked at those and said we can collapse all these down into one system with service now because in the end they had a common set of requirements they wanted workflow and reporting and visibility work order management so we did some proof of concepts and they bought in and we deployed service now to the business first because they had nothing at least I t had something it was antiquated we had something so we serve we serve them first and so you're one was all about putting those platforms in place to crawl walk and then you're too we're optimizing and now we report some with some terrific results that have come out now by using it I get a triple it and take it overseas no you go right straight to the run that's right that's right and fly haha so as you grow what role do you see service now playing I mean have you been able to sort of sense or measure the productivity impacts and we've had some great results that come out of this so our brewing department as I said they need to keep that equipment rolling any downtime was hurting us we cut the downtime in half by using planned maintenance and so we use not only the corrective work orders but planning's we have 2200 items from the brewery and packaging in our cmdb we're unplanned maintenance against those now half of the work orders that were completing our plan preventative in nature those were a very small percentage earlier it was more reactive and corrective moving to planned we're more on top of things more proactive and the equipment's up and running longer so she's meant to the CMDB so you if you've got a single cmdb or you there we do yeah single cmdb for all the brewing and packaging equipment and it's all as a nice data hierarchy so we can know that it's the escondido brewery it's brewhouse one and it's the latter ton and that has valves and pumps and sensors now those items might be used at other pieces of equipment too so we can put those assign them to different items in the CMDB but it's all in there and organized and we can you know see how we're doing on cost control and when we need to replace equipment or maintain it and on the preventative is it implementing you know suggested best practices by the manufacturer of those components or did you guys come up with your own kind of maintenance schedule based on operating experience etc yeah primarily from the maintenance from the manufacturer so we have those in is knowledge articles as well and then week but we have around procedures that we also would put in there and those those are put through in the work order so the technicians can see those and then one thing that's really nice is when we have down time in the brewery for maybe the brewing team is doing training we can see all the planned maintenance coming up and accelerate some so we may have something for next week we can move it up by a few days or something we may want to delay so we can have less downtime and group it together and do that maintenance all at once what kind of modifications have you did you have to make or did you have to make bringing in service now well we were a little on the bleeding edge in some cases a couple years ago as we were putting in the facilities maintenance and the planned maintenance so that was just starting to come out with service now so we had to build some custom tables and are we want to make sure it made sense for the the context so we had crafting assets and crafting systems those kinds of things so the business contact makes sense but those are now coming in out of the box so we're starting to pull back on the customization so it was not too bad a few things now as we excited the facilities and safety we want to make sure we could tag items if there's a leaking valve or exposed why are those kinds of things we can tag it as a facilities issue a brewing ops issue but also note it as a safety issue Safety's big it's down we're going to make sure it's a safety safe environment for our team we've cut injuries in half by having a focus on people and training the processes but also having this too well now to make all the issues visible and real-time so we're having a hundred percent increase in safety issues reported to us so we can see more they were out there before and weren't being reported or lost an email in Excel so we're seeing those now more proactive fixing and cut injuries in half we're really proud of that talk about the process behind that because we always talk about the you know the people process technology technologies one piece a fool with a tool you have blob of ulva all the little idioms but you're using service now as a platform to enter those incidents those safety incidents but somebody's got to actually do that right so then is it the person who got injured and what's the incentive for them doing that or explain the process behind that while safety is woven into our culture so we want to make sure day one everyone knows that's critical for us we want to leave as safe as healthy as you were when you started your day so what we have is that that form is available through our Service Catalog along with IT requests facilities request burry there's a safety incident you can report those come through from the team member that saw it so it could be the person that experienced it or someone who saw something and maybe they're working at the packaging line and they see something that could be an issue so those those could be sent through easily on a tablet or from their workstations and then the safety manager gets alerted to that works the q's runs the reports passes it to who's in charge it may be fixed by the facility's team or an engineer so they pass those tickets along that's a real plus for us having that on one system because originally the brewing folks wanted their system they were used to and that was different than what facilities had used before or safety in their previous companies but bringing it all together in one they can pass those tickets long and tracking a lot easier in one system then you're able to identify commonalities and an attack like they showed this morning's keynote the big red box you know that's right and so you were able to drill down into those and then try to put in new processes yeah remedi eight and of course all the categories what types of injuries are happening you can focus on the top ones you know is it slip and falls or lifting or forklift and those tie into then training and certification and getting people recertified so it starts the tide of learning management program as well but the other thing we hear over and over is that in the the implementation and execution with service and out and in department a and then it integrates over to b c and d and they start to say hey we want to do this two of every are you seeing a proliferation beyond kind of what your core initial delivery was oh absolutely yeah people are there's a conga line we like to say people waiting to get on our next is going to be project management for getting a new beer released so that's a seven month process or so to get from concept to actually getting the beer out the door and so we're going to be putting that all in service now for project management and having those tasks visible for everyone involved it's a really cross-functional effort to get a beer released and many different groups have to collaborate and making that visible in a single place single plan having dependencies in there and what we love about the project management suite is that the work being done is in the project plan but it's also the tasks that could assign the people to do the work and if they're getting production support or incidents that come through they can see that and there my work use along with their project work all in one place so we're really excited about putting in project management ago what are you using today for project management well for that new beer process that's a lot of Excel spreadsheets and email some document word docs those kinds of things but we have MS project and project server that we're using for construction projects but there's a lot of manual work that goes with that yet will you and have you when we will start with have you when you brought in service now were you able to retire some systems did you get rid of stuff well for IT we had a system it was the tracking system from BMC so that's one we wanted to replace so we're rolling it out for IT was a big win and that's now gotten pretty far wording incidents and change we'd like to get into problem and really start to mature that but we put the business first so I t's taking the backseat on resources but it's definitely we're well past where we were before so we'll be putting the assets in the database for IT as we've done for the brewing equipment and the facilities equipment and really build out IT ahead but ms project will definitely be retired as you move and most of the other ones the media department has a system they used called a sauna and they use that for project management that will also go when we have the new beer system getting launched with project management do you how do you deal with the organization or is their organizational friction people say want to hang on to the last user ah the other stretcher right right how do you deal with that ah well so most of the folks were using outlook and excel so those are pretty easy they really they needed something and didn't have it so those were easier wins but you know there's some the change management interesting because when you look in the magic quadrant you know what's the best maintenance management systems or project management systems and service now yet isn't out there right because it's the best in service management but getting people to see that it can also be a terrific system for project management or maintenance is a bit of a stretch right so you have to show them really well what is it you really need what are those requirements so let me show you so we've done some proof of concepts and that's been helpful to get people to see as well and believe because they see it as an IT system mostly when they go look it up but we've shown what we're doing and they get it it's exciting so we started last year we talked about time to value when we sort of joked time to beer right have you been able to actually quantify that do you see faster time to beer well it's like having that brewery equipment up and running has been big for us and cutting that in half of the down time we're getting the beer out the door so that has been the biggest win for us really I think with the seven-month new beer release process although cutting that time down isn't the number one driver of that it's more about getting it visible and collaboration and people working Heather I think that that's will be pleasantly surprised with how that's going to decrease so give us the road map over the next 12 12 months what do you be working on what's what's exciting you yeah so a couple of big things so we'll be doing that new beer project management we're also gonna be integrating with our ERP system so for the team that's getting those that maintenance requests in for the brewery they want to get those parts consumed from our European get the parts in we can track the total cost of the maintenance that's going on but also trigger reorders for the parts based on min values in our ERP so that'll be a nice integration will do the new beer and then we want to get IT mature through the IT Service Management and we're seeing so many great things with that performance analytics that's exciting to us because we're getting a lot of data good operational reports but we'd love to get some of that predictive business intelligence coming so those are a couple areas we're really looking at this year and I think also making take advantage of that the tools to make the user interface really nice-looking will be great so our service portal Service Catalog has a lot of great items on there but it doesn't look that great yes we're gonna make it look slick with some of the new tools and I guess helsinki's got some really good so you service now for that ui/ux yeah and yep NP you say bringing forth part parts of Helsinki yeah yeah so we're upgrading later this summer we're moving to Geneva in a couple of weeks and then we'll be really focusing later in the summer and making that service catalogue look good now stones got some beautiful imagery we have great shots of the beer and our facilities really great external when people see stone has really just terrific images and videos we want to make that look as good on the inside as it does on the outside for a fan so people come in and join the company and see how good we are on the inside too that's important to us so who does that beautification do you have a UI UX team that does that or is it just what you guys are pretty small team only 17 and IT that take care of a thousand team members so we have we're stretched pretty thin we have a terrific system administrator who also does development you and another gentleman that works on our websites so I think collaborating together and the tools that are available I think we'll be able to make it look good internally and we feel you have some great partners as well awesome yeah all right Brian listen thanks for coming back to the the cube and sharing your stories it's we love having stone brewing on any time so you'll appreciate it thank you very much guys appreciate being here logo all right I keep right there buddy right the cube would be back right after this at knowledge 16 Vegas right back every once in a while