Manufacturers face an uphill task in responding to mass customization
challenges, such as lowering...

Asset Lifecycle Management
ARC's Asset Lifecycle Management (ALM) model offers a wider vision
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Arc conceptsand models


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Arc conceptsand models

  1. 1. ARC CONCEPTS AND MODELS Manufacturers face an uphill task in responding to mass customization challenges, such as lowering prices, ensuring consistent quality, meeting ENTERPRISE LIFECYCLE DOMAIN DOMAIN tighter delivery schedules, ensuring compliance and traceability, and Business tracking real-time information about orders in progress. Too often, they Operations t or pp struggle to comply with these requests. ARC has developed strategic Su VALUE CHAIN models based on decades of research that improves day-to-day decision- DOMAIN making to help you get the best from your people, processes, and Supply-Side Internal Customer Materials Order technologies. Management Collaboration Fulfillment Collaborative Manufacturing Management PI ,N In order to think through what it means to be a real-time enterprise, it ign Plant/Factory s De Operations helps to have a robust model of the manufacturing enterprise. ARC’s Collaborative Manufacturing Management (CMM) model will not only Collaborative Manufacturing Management help share information, it will operate in the context of a broader (CMM) Model business process workflow rather than a traditionally passive, transaction-based, business system. Mapping applications with the Six Sigma model, opportunities are more easily identified, communicated, and Customer DMAIC Needs INE acted upon. ARC’s CMM gives a clearer perspective for determining EF M D architecture, technology, applications, business processes, integration EA SUR needs, user benefits, and return on investment (ROI). OVE CONTROL E PR Operational Excellence M YZ I E Operational Excellence (OpX) is a rational process for achieving competi- A NAL Optimum Potential tive advantage. OpX drives the enterprise to "Consistently Do the Right Things Well". ARC’s OpX model reflects the principles of continuous Operational Excellence (OpX) Model improvement embodied in methodologies such as Six Sigma. OpX goes beyond such internally-focused programs and recognizes the critical importance of looking outside of the organization to identify those issues RPM Dashboard that are critical to customers. Real-time Performance Management Performance Measures Real-time Performance Management (RPM) extends Operational CFO COO Excellence by continuously identifying the goals and targets that will ensure success. RPM integrates real-time visibility, agility, and speed Real-time Current Costs Real-time Accounting Operations into the performance management system. RPM’s focus is on System Data operational cost and profitability measures for resource allocation and decision-making. Dynamic performance targets adapt to changing SOURCE MAKE DELIVER definitions of what is important and what is acceptable performance. Real-time Performance Management The real-time monitoring of performance measures and external factors (RPM) Model keep the corporation focused on the "right things". T HOUGHT L EADERS FOR M ANUFACTURING, E NERGY, & S UPPLY C HAIN
  2. 2. ARC CONCEPTS AND MODELS Asset Lifecycle Management ARC's Asset Lifecycle Management (ALM) model offers a wider vision that highlights its role, identifies key processes and stakeholders, and better ways to measure and control performance. Using ARC’s ALM Project Asset model, companies can prune capital budget overruns and startup delays Performance Physical Performance Management and Management that turn market opportunities into calamities. They can optimize the (Design & Build) Virtual (Operate & Maintain) performance of all their facilities in terms of return-on-assets, safety, environmental and health compliance, and response to all customer E X T E R N A L S TA K E H O L D E R S demands. Asset Lifecycle Management (ALM) Model Asset Performance Management Project Management ARC’s Asset Performance Management (APM) model helps organiza- Equipment Engineering tions develop integrated strategies that optimize utilization and avail- & Systems Suppliers Services ability. It recognizes multiple performance dimensions, including finan- AL HU cial, health & safety, environmental, and sustainability; hidden human Fabricators IC AIM O&M MA YS Performance Service and information assets; and the critical need for collaborative Asset Providers PH N Information Management (AIM) to enable effective teamwork. Most Operate Maintain Performance Performance importantly, ARC’s APM model is firmly grounded in the extensive MRO Material Construction research ARC has done in ALM, enabling organizations to balance APM Suppliers Services VIRTUAL goals with other critical ALM objectives. Shareholders Regulators Project Performance Management Asset Performance Management (APM) Model Today’s challenges require new project management strategies. ARC’s model for Project Performance Management (PPM) provides the frame- Asset Management work for analyzing needs, devel- Strategic Equipment Suppliers & Systems The cost of working with ARC oping strategies, and driving peak Suppliers performance across project activi- AL (consulting) and using the ARC HU Project CI PIM Fabricators methodology represents less ties. ARC’s model is unique in its Mgmt. AN MA Services Performance FIN than 1 percent of the projected view of process interdependencies; N annual benefits. coordination of financial, human Design Build Performance Performance Peter Dolinsek and information assets; and collab- Engineering Constructors Leader Process Automation Services orative Project Information Man- VIRTUAL agement (PIM) for global team- Shareholders Regulators work. Grounded in ARC’s Project Performance Management (PPM) Model extensive ALM research it also enables organizations to balance PPM goals with other critical ALM objectives. Find out how ARC will help improve your business operations and profitability. Contact us at or 781-471-1000. 3 ALLIED DRIVE DEDHAM MA 02026 USA T: 781-471-1000 F: 781-471-1100 VER0709