Title: Enterprise Engineering
1 Enterprise Engineering
Larry Whitman whitman_at_imfge.twsu.edu (316)
691-5907 (316) fax
Industrial Manufacturing Enterprise
Department The Wichita State University http//www
.mrc.twsu.edu/enteng
2"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
3Enterprise 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
4Enterprise 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
5Approach
... Research Focused onPrinciples and Practices
...
- theory
- abstraction
- design
- implementation
Focus of Study
Paradigm
Reference Disciplines
Principles Practices
Research Agenda
Education/Professionalism
6Principles 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
7Principles 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
8Mathematical Model (OR)
9What is a model?
- A model is generally regarded as a representation
of reality. - Details that are unnecessary are not included
10Why 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
11What 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.
12Why 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.
13What 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
14EM 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)
15Model Views (ARRI Five View Approach)
- Business Rule (or Information) View
- Activity View
- Business Process View
- Resource View
- Organization View
16Views (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.
17Multiple Views (example)
18Categories 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.
19Static 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
20Why Static to Dynamic
- Allows for best of both worlds
- simplifies model development
- adds rigor in review process
- Single Model Master
- Understandability of enterprise enhanced
21IDEF
- 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
22IDEF is top down (decompositional)
23IDEF0
- 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..
24IDEF0
- 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
25IDEF0
26IDEF1x
- 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
27IDEF1x
28IDEF3
- 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..
29IDEF3
- process flow diagrams and elaboration diagrams
- Unit of Behaviors (UOBs)
- Junctions
- Links
- Order of boxes do imply sequence!
- Top Down
30IDEF3
31Rummler-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!
32Rummler-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
33Flowcharts
- 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
34Flowcharts
35 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.
36 Domain Knowledge Capture contd...
- Kits are created and reviewed in a top-down
manner until sufficient detail is captured.
37 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
38 Domain Knowledge Capture contd...
39 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.
40What 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.
41Why 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.
42Why 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.
43Optima!
- 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.
44Optima! (Time Card)
45Process 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.
46Process Model (Sheet Metal)
47Witness
- 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.
48Witness
49ARENA
- 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.
50ARENA (Robot Cell)
51Service 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.
52Service Model (Banking)
53ProSim Annotation Example
54ProSim 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
55Tools
- 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
56Summary
- Tools are not a panacea!
- No one tool fits ALL analysis
- Avoid sub-optimal solution
- Choose tools based on suite approach
57ISSUES BETWEEN VIEWS
- 1) gaps in the view,
- 2) artificial wrappers (decomposition versus
aggregation), - 3) differences in methodology structure, and
- 4) model ambiguities.
58Gaps in the Views
One view can not contain all the
information required in another view.
59Functional Decomposition (artificial wrappers)
60Differences in Methodology Structure
Hierarchical
or
Hierarchical
61Model Ambiguities
- What are the two inputs?
- An assemble?
- A match?
- An Or
62Model Ambiguities (continued)
- In this case it is a feedback loop (an or)
63Three approaches
- Master View
- Driving approach
- Federated approach
64Master View
65Driving approach
- Assumes multiple views required for complete
information - Populate largest content view
- Drive the other views from that view
- Ensure consistencies in overlapping information
66Federated approach
- Late binding (after model populated)
- Allows models to be developed without
consideration of other views - Tool dependant mapping between views
67Summary
- 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