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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CIM - Must be linked to strategy

• What is meant by strategy, vision, mission,
  values?

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Manufacturing Environment
Opportunities
Strengths

• Weaknesses

Threats
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Goals
Where we want to be
Goals

• Where we are now

Environmental Assessment
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Obstacles
Where we want to be
Goals

• Where we are now

Environmental Assessment
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Strategies - consume resources
Strategy
Where we want to be
Goals

• Where we are now

Strategy
Environmental Assessment
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Objectives
Where we want to be
Goals

• Where we are now

Strategy
Objective
Environmental Assessment
Objective
Objective
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What is a Process?

• a set of activities that, taken together, produce
  a result of value to a customer

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Strategic Visioning

• What is a vision?

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Strategic Visioning
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Purpose
A Process
Output/ Outcome
Input
Activity
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Vision Statement

• Appropriate
• Inspiring
• Directing
• Focusing
• Guiding
• Unique

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Vision Statement

• A vision statement can be used as a marketing
  tool as well as an inspiration to employees
• Ford's vision
• Quality is job 1.
• ADM's vision
• Supermarket to the world
• If the vision motivates employees, it will
  influence customers.

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Mission

• What the organization
• SHOULD
• be doing

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Mission Statement

• Broadest strategic planning choices of what the
  organization should do
• Products/services
• Markets
• Customers
• Competitors

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Values

• Guides the
• organizations
• BEHAVIOR

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Values

• Communicates what is and what is not right
• Provide context for decision making
• Enduring
• Widely shared

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Values Statement

• Based on values of organization
• Commits resources to achieve vision
• Not a slogan
• Lived everyday
• Drives behavior of employees at all levels

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Statement of Purpose

• "We will create a corporation in which all
  people, particularly technical employees, are
  respected and are able to work to the best of
  their ability."
• "We will not imitate the products of our
  competitors, but will try to create goods that
  have never existed in our market before."
• "We will focus on the consumer market and apply
  the most advanced technology to the consumer
  products area."
• Sony Corporation, 1946
• Total Assets 500

I know those guys!
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Assignment

• For your own (pretend) company, develop
• Vision
• Mission
• Values
• Quiz question - next week!

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"It must be remembered that there is nothing more
difficult to plan, more doubtful of success, no
more dangerous to manage, than the creation of a
new system." -Niccolo Machiavelli
1513AD Be wary of those who think a planned
system is a panacea for their problems.
-Mike Ballard 1995AD
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CIM - Modeling

• Why model?
• What is a model?
• What is a model for?

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Enterprise Modeling Overview

• All models are wrong. Some models are useful. --
  George Box, Statistics for Experiments
• Everything should be made as simple as possible,
  but not simpler. -- Albert Einsten
• When we try to pick out anything by itself, we
  find it hitched to everything else in the
  universe. -- John Muir
• People don't argue with their own data. -- Bob
  Pike
• Reality is made up of circles but we see straight
  lines. -- Peter Senge, The 5th Discipline
• Solving a problem simply means representing it so
  as to make the solution transparent. -- Herbert
  Simon, The Sciences of the Artificial, 2nd ed.,
  pg. 153
• Systems models are best thought of as tools for
  coalescing people to do something together,
  helping them to undertake a systems-improvement
  task. -- Marvin Weisbord, Productive Workplaces,
  pg. 233

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Enterprise Engineering

• An Enterprise is a complex system of cultural,
  process, and technological components that
  interact to accomplish strategic goals.

People
Accomplish Organizational Goals
Processes
Technology
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Approach
... Research Focused onPrinciples and Practices
...

• theory
• abstraction
• design
• implementation

Focus of Study
Paradigm
Reference Disciplines
Principles Practices
Research Agenda
Education/Professionalism
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Principles and Practices Abstraction or
Representation
Activity Functions performed by enterprise (what
is done) Process Time sequenced set of
processes (how it is done) Organizational How
the enterprise organizes itself Business
Rule Defines the entities managed by the
enterprise and the rules governing their
relationships Resource Details the resources
managed by the enterprise
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Principles and Practices Abstraction or
Representation
Enterprise
EP8
Category 1 Enterprise
Processes
Category 3 Enterprise
EP3
Processes
EP1
EP2
EP4
EP6
EP5
EP7
Category 2
Enterprise
Processes
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Mathematical Model (OR)
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What is a model?

• A model is generally regarded as a representation
  of reality.
• Details that are unnecessary are not included

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Why do I need Modeling?

• To analyze and design the enterprise and its
  processes prior to implementation
• To help reduce complexity
• To communicate a common understanding
• To gain stakeholder buy-in
• To act as a documentation tool for ISO 9000, TQM
  and other efforts

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What is a model used for?

• To analyze and design the enterprise and its
  processes prior to implementation
• To help reduce complexity
• To communicate a common understanding of the
  system
• To gain stakeholder buy-in
• To act as a documentation tool for ISO 9000, TQM,
  Concurrent Engineering, and other efforts.

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Why Model?

• To analyze and design the enterprise and its
  processes prior to implementation
• To help reduce complexity
• To communicate a common understanding of the
  system
• To gain stakeholder buy-in
• To act as a documentation tool for ISO 9000, TQM,
  Concurrent Engineering, and other efforts.

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What is Enterprise Modeling?

• An abstract representation of the various views
  of the enterprise and its processes
• Provides a graphical, textual, or mathematical
  model of the enterprise
• Includes only those aspects of interest

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EM Definition

• "a symbolic representation of the enterprise and
  the things that it deals with. It contains
  representations of individual facts, objects, and
  relationships that occur within the enterprise"
  (Presley 1997).
• one representation of a perception of an
  enterprise. It can be made of several submodels
  including The content of an EM is whatever the
  enterprise considers important for its
  operations. (Vernadat 96)

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Model Views (ARRI Five View Approach)

• Business Rule (or Information) View
• Activity View
• Business Process View
• Resource View
• Organization View

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Views (ARRI Five View Approach)

• Business Rule (or Information) View defines the
  entities managed by the enterprise and the rules
  governing their relationships and interactions,
• Activity View defines the functions performed by
  the enterprise (what is done),
• Business Process View defines a time-sequenced
  set of processes (how it is done),
• Resource View defines the resources and
  capabilities managed by the enterprise,
• Organization View describes how the enterprise is
  organized which includes the set of constraints
  and rules governing how it manages itself and its
  processes.

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Multiple Views (example)
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Categories of Processes

• (1) those processes which transform external
  constraints into internal constraints
• (set direction),
• (2) those processes which acquire and make ready
  required resources, and
• (3) those processes which use resources to
  produce enterprise results.

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Static and Dynamic

• Static
• Point in time of a dynamic model
• Flow paths
• Helpful in determining what items and functions
• Dynamic
• System behavior over time
• Series of states are modeled
• Useful for measuring/scoping resources

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Why Static to Dynamic

• Allows for best of both worlds
• simplifies model development
• adds rigor in review process
• Single Model Master
• Understandability of enterprise enhanced

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IDEF

• Integration DEFinition
• U.S. Air Forces Integrated Computer Aided
  Manufacturing (ICAM) (late 1980s)
• Many different IDEF methods
• Each method is useful for describing a particular
  perspective
• (IDEF0), functional or activity modeling
• (IDEF1), information modeling
• (IDEF1x), data modeling
• (IDEF3), process description capture
• (IDEF4), object oriented design
• (IDEF5), ontology capture

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IDEF is top down (decompositional)
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IDEF0

• What is it?
• A structured modeling method used to develop a
  functional or activity model of an enterprise.
• Describes what is done without regard to sequence
• When is it used?
• To build the Activity View of the enterprise
• To act as front end to simulation and activity
  based costing
• Available Tools
• Design/IDEF
• AIO from Knowledge Based Systems, Inc..

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IDEF0

• activity (or function) is represented by the
  boxes
• inputs are represented by the arrows flowing into
  the left hand
• outputs are represented by arrows flowing out the
  right hand
• arrows flowing into the top portion of the box
  represent constraints or controls
• arrows flowing into the bottom of the activity
  box are the mechanisms

• Order of boxes do not imply sequence!
• Top Down

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IDEF0
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IDEF1x

• What is it?
• A tool to develop data or business rule models
• Builds Entity Relationship Diagrams
• When is it used?
• To define the Business Rule View of the
  enterprise
• To design relational databases and systems
• Tools
• ERWin

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IDEF1x
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IDEF3

• What is it?
• A method used to describe the steps and decisions
  of a process
• Describes how things are done
• When is it used?
• To build the Business Process View of the
  enterprise
• To build structured descriptions of sequences and
  cause and effect relationships
• Tools
• ProSim from Knowledge Based Systems, Inc..

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IDEF3

• process flow diagrams and elaboration diagrams
• Unit of Behaviors (UOBs)
• Junctions
• Links

• Order of boxes do imply sequence!
• Top Down

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IDEF3
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Rummler-Brache

• What is it?
• A technique to build a process model which
  defines the functional units of the enterprise
  performing the processes
• When is it used?
• To build a combined Business Process/
  Organization View of the enterprise
• Tools
• Optima!

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Rummler-Brache
Print
Payroll/
Send Time
Budgets/
Magic
Cards to
HR
Happens
Depts
Dean's
Approve
Office
Original
PAF
Director Assoc Dir ARRI
Sign
PAF
Completes
Time
Time
Yes
Yes
Makes
Checks
Cards
Cards for
Type PAF
Copies
Info for
Accurate?
everyone?
Distributes
PAF
Collects Cards
No
No
Distribute
Retain
Type Time
to each
ARRI
Copy
Card
employee
Type
Admin
one timecard
Correct
for each
Time Card
account
Prepare
Start
Retain
Approve/
Yes
ARRI
PAF
Check Time
Copy
Sign Time
P.I./Supv
Card
Card
No
Time Card
Complete
Give to PI
Employee
Time Card
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Flowcharts

• What is it?
• A simple technique to specify the steps and
  decisions of a process
• When is it used?
• To define the Business Process View of the
  Enterprise
• To build quick, simple process models where
  linkages to other analysis tools are not needed
• Tools
• Process Model
• Visio

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Flowcharts
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Domain Knowledge Capture

• Avoid trying to solve too many problems with a
  single model
• Choose a single viewpoint for model
• plant manager chosen
• enabled us to capture information important to
  the project that was outside the actual stretch
  form processes
• Knowledge is initially captured
• through interviews with people,
• documents, and observation of
• the existing system.

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Domain Knowledge Capture contd...

• Kits are created and reviewed in a top-down
  manner until sufficient detail is captured.

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Domain Knowledge Capture contd...

• Experts met together with researchers in a single
  room to reach consensus on some of the more
  difficult aspects of the model

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Domain Knowledge Capture contd...
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Domain Knowledge Capture contd...

• This iterative review process
• continues until each kit is complete.
• Most kits took 3 iterations.
• Cycle for each review
• was about a week.
• Next kit is then created
• and the review cycle begins.

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What is Simulation?

• A (usually) computer-based version of a
  real-world enterprise.
• A representation containing only those variables
  in a system deemed relevant.
• Considers resources, cycle time, work-in-process,
  etc.
• Provides a dynamic representation of the
  enterprise.
• Supports a representation of both business and
  operations views.

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Why do I need Simulation?

• To try what-if scenarios.
• To understand the impact of the introduction of
  new technologies.
• To visualize a dynamic representation of a
  system.
• To test/analyze a design prior to implementation.
• To analyze performance changes over time.

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Why do I need Simulation? (continued)

• Permits controlled experimentation.
• Non-disruptive analysis of the actual system.
• Easy to use and understand.
• Visually realistic and convincing.
• Forces attention to detail in a design.

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Optima!

• Groups activities by department or role within
  the organization.
• Provides the ability to create attributes or
  variables.
• Provides statistics at any checkpoint
• Visual animation of relationship between
  departments, organizations, etc.
• Low cost.

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Optima! (Time Card)
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Process Model

• Iconic interactive simulation system.
• On-screen scoreboard displays key performance
  measures, including activity-based costing,
  throughput analysis, and process evaluation.
• Comprehensive statistical reports and charts.
• Shows people, paperwork, and objects flowing
  through the process.
• Allows hierarchical modeling.
• Low Cost.

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Process Model (Sheet Metal)
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Witness

• Visually interactive simulation system.
• Provides the means to support business decisions.
• Used to model discrete and continuous
  manufacturing processes.
• Interfaces with KBSIs ProSim IDEF3 modeling
  package.

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Witness
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ARENA

• Visually interactive simulation system.
• Flexible modeling environment combined with an
  easy-to-use graphical user interface.
• Integrates all simulation-related
  functions--animation, input data analysis, model
  verification, and output analysis--into a single
  simulation modeling environment.
• Provides templates that support modeling
  constructs focused on specific application areas.

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ARENA (Robot Cell)
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Service Model

• Visually interactive simulation system.
• Specific answers to questions regarding the
  capacity of service and waiting area, customer
  service times, employee productivity, vehicle and
  courier schedules and more.
• Interfaces with Design/IDEF modeling software
  from Meta Software Corporation.
• Specifically aimed at simulating service
  processes.

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Service Model (Banking)
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ProSim Annotation Example
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ProSim to Witness

• Create Validate process model in ProSim
• Annotate extra data in ProSim
• Check Syntax
• Export model from ProSim
• Read in Witness
• Analyze in Witness

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Tools

• IDEF0 - AI0Win - version 2.2 by Knowledge Based
  Systems Incorporated
• IDEF3 - ProSim? version 5.0 by Knowledge Based
  Systems Incorporated
• WITNESS? Simulation Software version 9

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Summary

• Tools are not a panacea!
• No one tool fits ALL analysis
• Avoid sub-optimal solution
• Choose tools based on suite approach

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ISSUES BETWEEN VIEWS

• 1) gaps in the view,
• 2) artificial wrappers (decomposition versus
  aggregation),
• 3) differences in methodology structure, and
• 4) model ambiguities.

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Gaps in the Views
One view can not contain all the
information required in another view.
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Functional Decomposition (artificial wrappers)
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Differences in Methodology Structure
Hierarchical
or
Hierarchical
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Model Ambiguities

• What are the two inputs?
• An assemble?
• A match?
• An Or

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Model Ambiguities (continued)

• In this case it is a feedback loop (an or)

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Three approaches

• Master View
• Driving approach
• Federated approach

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Master View
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Driving approach

• Assumes multiple views required for complete
  information
• Populate largest content view
• Drive the other views from that view
• Ensure consistencies in overlapping information

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Federated approach

• Late binding (after model populated)
• Allows models to be developed without
  consideration of other views
• Tool dependant mapping between views

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Summary

• Multiple views required for implementing
  information infrastructures
• Multiple views may lead to inconsistencies
• Awareness of the issues with multiple views is
  the first step to minimizing these
  inconsistencies
• Multiple views required for more comprehensive
  understanding of the enterprise