computer Integrated manufacturing

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computer Integrated manufacturing
Larry Whitman whitman_at_imfge.twsu.edu (316)
691-5907 [phone]
Industrial Manufacturing Enterprise
Department The Wichita State University http//www
.mrc.twsu.edu/whitman/classes/ie775
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Why cIm databases?

• effective management of data is fundamental to
  cIM - Ch 1
• data modeling is fundamental to cIm - Ch6
• distribution of data - Ch7

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Database Fundamentals

• collection of data (organized?!)
• DBMS - database management system
• relational database model

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RDBMS - main aspects

• retrieval
• updating
• inserting/deleting
• indexing (ordering and sorting)

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Definitions

• database - a generalized and integrated
  collection of stored and operational data
  together with their descriptions, which is
  managed in such a way that it can fulfil the
  differing needs of its different users.
• integrated (not a file or a single table)
• flexible (telephone directory)
• single/multi-user databases
• data/information/knowledge
• transaction - smallest logical operation
• schema - diagrammatic representation

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Database advantages

• friendly - ease of use/user friendly
• minimization of data redundancy
• maintain consistency
• independence of storage
• maintain integrity
• protect data (security)
• fast retrieval
• availability of languages
• allow concurrent use

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Database disadvantages

• cost
• development
• maintenance

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Architecture

• Fig 9.1

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Data modelling

• entity - an object, activity, function, person,
  anything
• class - group of entities
• instances (of a class)
• relationships

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Entity Relationship Diagram

• fig 9.2

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Example

• fig 9.3 and 9.4

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Relational databases

• fig 9.6

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Five Rules of Relations

• Each row is unique (parts are the same, but not
  all)
• Ordering of rows and column has significance
• relations do not contain repeating groups
  (NORMALIZE!)
• each attribute has a distinct name
• values must come from a family of values

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Other rules

• no key attribute can have a null value (entity
  integrity rule)
• many to many

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decomposition of many to many relations

• fig 9.7

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Design Principles

• Switch to database presentation

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CIM Implementation Guidelines

• ensure vision exists!
• ensure communication is possible and
  communication of CIM happens!
• find a facilitator
• find a team
• develop models

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CIM Implementation Guidelines

• do BPR (system, not local)
• select standards, technology
• segment implementation
• implement
• no!!!! use TEM!!!!!

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An Enterprise Transformation Methodology

• Dissertation by D. Ryan Underdown at
• The University of Texas at Arlington. 1998.
• Additional slides from the ARRI-UTA Breakfast
  Workshop Series

http//www.mrc.twsu.edu/enteng/papers/tem.pdf
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Problem Statement

• Fundamental change is difficult
• A method to guide change is critical
• The ARRI method for transforming an enterprise
  has produced dramatic results for some small
  companies
• The ARRI method has shortcomings and was in
  serious need of revision
• We had a limited understanding of the critical
  success factors

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Objective

• Develop a method to guide the transformation of
  the enterprise

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Transform Enterprise Methodology
Develop Vision and Strategy
Plan for change
Create Desired Culture
Improve and Integrate Enterprise

• A Passion for
• Better
• Faster
• Cheaper

Develop Technology Solutions
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Develop Vision and Strategy

• Already discussed last week, but.

Build Commitment
How do we get there from here?
Develop Strategic Purpose
Assess Environment
What Do We Want To Be?
Develop Deploy Integrated Transformation Plan
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How do we get there?
How do we Create the Desired Culture?
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What is Culture?

• Culture is the shared norms, attitudes, values,
  beliefs, expectations, customs, perceptions and
  assumptions that have emerged over time.
• "Culture, in a word, is community. It is an
  outcome of how people relate to one another.
  Communities exist at work ... businesses rest on
  patterns of social interaction that sustain them
  over time or are their undoing. They are built on
  shared interests and mutual obligations and
  thrive on cooperation and friendships" Goffee
  p.134 1996.

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Culture always wins!
Why is culture important?

• Company culture
• Culture acts as a social control system that
  powerfully shapes the behavior of individuals and
  groups
• constrains company vision
• limits what strategies can be implemented
• affects how customers perceive your company

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What is Creating the Desired Culture?

• Create Desired Culture builds a common sense of
  purpose and community within groups and the
  enterprise. It reinforces the message that
  everyone is part of the same team and that
  everyone is going through the transformation
  together. It focuses attention on group goals
  that support the vision.
• Create Desired Culture encourages people to
  identify themselves with the enterprise and the
  group and to take pride in being a member.
• Create Desired Culture attempts to merge the
  goals of the individual with the goals of the
  group. When these goals are supportive of each
  other, alignment of the group has begun.

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Evaluate Existing Culture
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Culture Change Takes Time

• Successful Culture Change does not happen
  overnight
• Repetition is one of the keys
• think, talk, work, and act in the new way for at
  least three months

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Improve Integrate Processes
Understand and Improve the Product (2)
Understand the Customer (1)
Understand and Improve the Process (3)
Design Implement Effective Controls (4)
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Understand the Customer
Identify and Classify Customers (1)
Set Goals For Future levels of Service (5)
Determine Customer Needs (2)
Evaluate Customer Satisfaction (3)
Evaluate Competitors (4)
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Understand and Improve the Product
Identify and Classify Products (1)
Translate Product Characteristics into Process
Requirements (4)
Analyze Products (2)
Design Improved Products (3)
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Understand and Improve the Process
Bound Process and Identify Relationships (1)
Document and Analyze Process (2)
Implement Improved Process (4)
Design Improved Process (3)
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Design and Implement Effective Controls
Identify Feedback Paths (1)
Analyze Feedback Paths (2)
Implement Feedback Paths (4)
Design Feedback Paths (3)
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Develop Technology Solutions

• Really the whole class, but.

How do we get there from here?
What Do We Want To Be?
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What Is Technology?
Technology - A manner of accomplishing a task,
especially using technical processes, methods or
knowledge. Technical - Having special and
unusual practical knowledge especially of a
mechanical or scientific subject
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Technology Defined
Appropriate application of knowledge in
accomplishing a task
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Appropriate Use of Technology

• Tied to vision and strategy
• Used to improve and integrate processes
• Consistent with desired culture

Use technology where appropriate
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Culture

• People must not be intimidated by technology
• Buy-in from people
• Paradigm shift - mindset change?
• Training and learning curve
• Adaptive organization

Technology consistent with culture
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Quality of Worklife

• Workers displaced
• Isolation due to technology
• Organization of technological have and have
  nots
• Beware of creating a group of technical elite
• Train
• Do not become captive to a technology guru

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Process

• Understand the customer
• Understand the product
• Understand the outcome
• Technology can drive process improvements
• Technology can follow process improvements

Technology consistent with process improvement
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Decision Making

• Many people complain about their memory, few
  about their judgment.
• Although we congratulate ourselves for our great
  actions, they are not so often the result of
  great design as of chance.
• La Rochefoucauld

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What Is A Decision
?
An expression of a preference for the selected
alternatives over any other alternatives that may
have been available at the time.
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Making Decisions
TOO MANY DECISIONS ARE MADE . . . . . . .
Through default or procrastination . . . In
avoidance . . . In ignorance . . . By accident
MAKING DECISIONS IS THE SINGLE MOST IMPORTANT
REQUIREMENT FOR SUCCESS
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What Process

• Explain the reason for the decision
• Weigh factors to be satisfied
• Explore alternatives
• Consider risks
• Communicate choice/recommendations

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Logic Path
Describe Decision
Establish Criteria
Analyze Alternatives
Assess Risk
Make Choice
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Describe Decision

• State the decision to be made
• Structure
• VERB select, choose, determine, ...
• NOUN object of verb
• ADJECTIVE constraints, modifiers
• Examples
• Determine the best cost-reduction approach
• Choose a new truck for city-wide deliveries
• Select the best applicant for plant manager

Describe Decision
Establish Criteria
Analyze Alternatives
Assess Risk
Make Choice
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Establish Criteria

• Visualize goal as a set of criteria
• Develop criteria from many sources
• Specific factors that must be satisfied
• Resource constraints
• Assets to be preserved
• Outcomes to be avoided
• Obstacles to achieving Decision Purpose
• Use to facilitate comparison between alternatives

Describe Decision
Establish Criteria
Analyze Alternatives
Assess Risk
Make Choice
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Decision Criteria Guidelines

• Criterion statement is a judgment call
• Each criterion reflects a desired outcome
• Examples
• low cost to implement -NOT-implementation
  cost
• available by March -NOT-availability

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Separate Criteria
Separate Criteria Into MUSTS/WANTS
Establish Weighted Values for WANTS
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WANTS
USED TO DETERMINE HOW WELL ALTERNATIVES MEET
CRITERIA
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Weighted Criteria

• Most important WANT given a weight of 10
• All other WANTS weighted relative to most
  important WANT
• 5 is half as important as 10
• Do not RANK the alternatives (10,9,8,7,6,...)(2nd
  most important not automatically 9)
• WANTS may have equal weights if they are truly
  equally important

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Check

• ALL CRITERIA
• Relate to Decision Purpose
• Too general?
• Facilitate comparisons?
• MUSTS
• Mandatory - Realistic - Measurable
• Inverted into Wants?
• WANTS
• Bunching?
• Duplication?
• Most important weighted 10?

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Analyze Alternatives

• Identify alternatives (as many as possible)
• Brainstorm to identify additional alternatives
• Seek many different sources of information
• Consider future needs

Describe Decision
Establish Criteria
Analyze Alternatives
Assess Risk
Make Choice
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Evaluation
Compare to each required
Compare to Weighted Criteria
Evaluate Risk
Balance choice
Alternatives
Yes
Preferred
No
Not Preferred
Disregard
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Compare MUSTS

• Destructive YES/NO test
• NO eliminates ALTERNATIVE from further
  consideration
• If none survive?
• Generate additional alternatives then, if
  necessary
• Review MUST criteria

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Compare WANTS

• Alternative which best satisfies a specific
  criteria gets a relative weight of 10
• All other alternatives weighted against the best
  one for a specific criteria (550 of best
  satisfaction)
• Multiply Criteria Weight by Relative Weight to
  produce a Weighted Score for each Alternative
• Total is the sum of Weighted Scores for each
  Alternative
• Continue with all Alternatives scoring within 30
  of best

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Assess Risk

• Precursor to making final decision
• Consider consequences and future implications
• Consider ease to modify (flexibility)
• Monitoring
• Cost of error
• Time for correction

Describe Decision
Establish Criteria
Analyze Alternatives
Assess Risk
Make Choice
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Sources of Risk

• Performance close to limits of MUSTS
• Reference checks
• Customers
• Vendors
• Financial services
• Observed facts
• Personal experiences

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Extra Slides begin here
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Research Method

• Reviewed personal experiences
• Reviewed current literature
• Conducted eight case studies
• Synthesized personal experience, current
  literature and case study analysis into an
  Enterprise Transformation Methodology
• Conducted author/reader cycle and incorporated
  comments
• Constructed implementation workbook

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Research Method

• Conduct Study
• Conducted pilot case
• Improved interview instrument and protocol
• Conducted 8 case studies
• Exercised flexibility of design

• Design Study
• Developed holistic multi-case design
• Developed interview instrument and case study
  protocol
• Conducted peer review cycle of instrument

• Analyze Results
• Developed and distributed individual case study
  reports
• Developed cross case analysis
• Developed datalist

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Research Method Develop Methodology

• Conduct IDEF0 author/reader cycle with local
  experts
• Incorporate comments and improve method

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IDEF0 Node Tree
A-0
A0
A1
A2
A3
A4
A12
A13
A14
A31
A32
A33
A34
A11
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A-0 - Transform Enterprise
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A0 - Transform Enterprise
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A1 - Develop Vision Strategy
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A2 - Create Desired Culture
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A3 - Integrate Improve Enterprise
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A31 - Understand The Customer
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A4 - Develop Technology Solutions
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Next Class

• ERP/PDM and Paper Presentations!