DRAFT
COPYRIGHT RESERVED, ROY E. ROEBUCK III, 1987-1993.
December 25, 1993

ROY ROEBUCK ENTERPRISE ENGINEERING
Author's Note: I'm circulating this document as a draft. I'm working on a more detailed version for publishing.
I'd appreciate any feedback. I'll include any feedback sources in my footnotes and dedications.
This document presents my personal interpretation of ideas and experiences in management, physical and social
sciences, and philosophy. It integrates these ideas into a model for understanding the world, our place in it, and
our response to it.
This document is written for the college level and beyond. Portions of the document will seem clear and almost
intuitive. Other portions will seem hard to grasp. Taken as a whole, it can seem overwhelming initially. My
experience has been that most readers don't get the whole picture the first time through this document. Your
feedback can help to rectify that.
Thanks. RR.
INTRODUCTION: This document presents a general purpose concept from which to develop competitive networked enterprises. The
enterprise reaches these competitive gains through effective utilization of information. This concept provides a framework for integrating
business, technological and cultural change towards this competitive gain. Implementation of this concept provides a method of continuous
quality improvement for most types and sizes of computer-networked organizations.
Today's individual and group enterprises are generally operating at less than their potential. I propose that this is primarily because the
enterprise does not manage the information flowing and forming within and around it. As a result, the enterprise focuses on non-value added
elements, rather than on meeting and exceeding its requirements.
The following questions put this situation in a contextual framework.
D you w t o decrease ent erprise operat i ng cost s?
o ant
D you w t o i m
o ant prove operat i ve and admni strat i ve perform
i ance?
D you w t o i dentify w ed resources?
o ant ast
D you w t o i dentify non-val ue added act i vi t i es?
o ant
D you w t o i dentify excessi ve dupl i cat i on?
o ant
D you w t o i ncrease t he sat i sfact i on of your m
o ant anagem , m bers, suppl i ers and cust om
ent em ers?
D you w t o i ncrease account abi l i t y?
o ant
D you w product i on t o adapt t o requirem s?
o ant ent
D you w t o enabl e responsi bl e persons t o have det ai l ed and current aw
o ant areness of their area of responsi bi l i t y, and t he
dynam situat i ons w t hi n and around i t ?
ic i
D you w control l ed, accurat e and t i m y ent erprise i nform i on i n response t o queries, del i vered i n seconds or
o ant el at
mnut es or hours rat her than days or w
i eeks or m hs?
ont
o ant plify m
D you w to integrate and sim anagem of al l ent erprise act i vi t i es, f unct i ons, r esources and requirem s?
ent ent
D you w t o operat e froma si ngl e secure pool of di stribut ed i nform i on and dat a rat her than a fragm ed, i nsecure,
o ant at ent
and incom et e m of separat e files?
pl ass
PAGE 2

ROY ROEBUCK ENTERPRISE ENGINEERING
D you w t o enabl e every m ber of an ent erprise t o understand t heir rol e and t o see i t s i m
o ant em portance w t hi n t he l arger
i
fram ork of the ent erprise mssi on and vi si on?
ew i
D you w your ent erprise and t eamm bers buyi ng-in t o ent erprise perform
o ant em ance and t o draw out t heir comi t m t o
m ent
change and qual i t y?
D you w your ent erprise m bers to achi eve t heir hi gher indi vi dual pot ent i al ?
o ant em
o ant i
D you w your ent erprise t o operat e w t h sm h and control l ed m i ons, com
oot ot parabl e t o a trai ned at hl et e?
o
D you w a m
ant ent
anagem approach w com by m
el ed anagem , l abor , and cust om al i ke?
ent ers
If you answ yes to any of these quest i ons, t hi s docum di spl ays howt o achi eve t hese capabi l i t i es, i n t he near term
er ent .
PROLOG: D i pl ent et
escribed w t hi n i s a rel at i vel y qui ck i m em at i on m hod for a net w orked ent erprise, at a l ow cost per m ber . T s
em hi
t echni que gi ves t he ent erprise a t ool ki t t hat provi des al l t he capabi l i t i es i dent i f i ed i n t he precedi ng quest i ons, w t h a correspondi ng
i
synergistic increase in productivity.
T i deas contained here t ook formover the period from1982, begi nni ng as a proj ect for m M er' s degree. I rel ease t hi s i nform i on i nt o
he y ast at
t he publ i c dom n. Y m copy and di stribut e t hi s docum freel y, and appl y as you see f i t , gi vi ng m credit for the i nform i on
ai ou ay ent e at
cont ai ned herei n w ch you use.
hi
W t o t he fol l ow ng address if you have quest i ons, coment s, cr i t i ques, suggest i ons, and m especi al l y i m em at i on case studies. I
rite i m ost pl ent
amavailable to consult on the concept , and its im entation in various technical configurat i ons. I n ret urn for the use of thi s concept , I ask
plem
that you rew m in relation to the financial benefit this concept brings to your ent erprise.
ard e
R R
oy oebuck
P. O . B 4346
. ox
Fal l s Church, V 22044-0346
A
Phone: 703- 892- 5237
Fax/ D a:
at 703- 892- 2351
Internet: r oebuckr @m com
t n.
PAGE 3

ROY ROEBUCK ENTERPRISE ENGINEERING
A SYSTEMS APPROACH TO ENTERPRISE ENGINEERING
·CHANGING THE ORGANIZATION
·CONTINUOUS QUALITY IMPROVEMENT
·ENTERPRISE MODELING
SECTI O I :
N CNE
O C PT.
T docum presents an int egrat ed m t i di sci pl i nary approach t o ent erprise engi neering, enhanci ng t he concept s of reengi neeri ng.
his ent ul
M i nt ent i s t o ai d al l ent erprises i n cont i nuousl y i m
y provi ng t heir hum and busi ness qual i t y.
an I offer to hel p each ent erprise
inform
/appraise/notify/acquaint itself w itself and its environm
ith ent.
T s particul ar approach i nvol ves t he i nt egrat ed change of the ent erprise' s hum and busi ness com
hi an ponent s. I t does t hi s froma perspect i ve
of cont i nuous qual i t y i mprovem (C I), by appl yi ng a specific t echni que I cal l general ent erprise m i ng (G M
ent Q odel E ).
In this regard, I viewthe enterprise as a singl e dynamcal subsyst emw t hi n a l arger dynamcal syst em i t s environm .
i i i , ent
PAGE 4

ROY ROEBUCK ENTERPRISE ENGINEERING
CUSTOMER FOCUSED ACTIVITY
CUSTOMER
MEASURE CUSTOMER
SATI SFACTI ON
PRODUCE REQUI RED
PRODUCTS
SUPPLIER
IMPROVE
PRODUCTI ON
T s di agramrepresent s t he perpet ual flowof inform i on bet w a suppl i er of a product (goods or servi ces) , and t he cust om of that
hi at een er
product , wt h t he flowreferred t o as t he C om Focus.
i ust er
U this concept , t he basis of al l Suppl i er operat i ons i s t he C om and t heir R
nder ust er equirem s.
ent
ust er ent s
Focusi ng on t he C om requirem draw t he Suppl i er tow ards cont i nuous i mprovem , because t he C om w l l expect al w
ent ust ers i ays
higher quality products (goods and servi ces) as t i m passes.
e
T s cont i nuous i m
hi provem i s at t he heart of qual i t y m ent s.
ent ovem
T first phase m
he easures t he C om sat i sfact i on w t h t heir current environm , i ncl udi ng t hose product s provi ded by t he Supplier. The
ust er i ent
Supplier' s potential requirem s com fromt he C om s needs t hat fal l i nt o Suppl i er mssi on/ purpose areas. I t current l y doesn' t m t er
ent e ust er' i at
w source the C
hat er et.
ustom is using to get these needs m It is up to the Supplier to strive to satisfy them if it is w n t heir mssi on/ purpose
, ithi i
area. Wt h aggressi ve efforts at E
i i
ust er xpect at i ons, t he Suppl i er w l l evol ve t ow
xceedi ng C om E ards bei ng t he Suppl i er of C ce by i t s
hoi
entire potent i al C om base.
ust er
PAGE 5

ROY ROEBUCK ENTERPRISE ENGINEERING
CONTINUOUS IMPROVEMENT
(IDEAS AND TERMS)
MEASURED CORE
PRODUCT DELI VERY
CUSTOMER MEASURED MEASURED
CUSTOMER MEASURED PRODUCT
SUPPORT CORE SERVI CE
SATISFACTION OF
CUSTOMER PRODUCT
PRODUCT
DELIVERED
MEASURED CUSTOMER RELATI ONS
( SUPPLI ER CULTURE)
CUSTOMER SATISFACTION
PRODUCTION PRODUCT = A RESOURCE, A CREATED
FOR CUSTOMER GOOD OR SERVICE.
PRODUCTS
PROCESS = AN ACTIVITY FOR CREATING A
SUPPLIER PROCESSES
PRODUCT.
STRUCTURE = THE FRAMEWORK FOR
STRUCTURE DISTRIBUTING A PROCESS AND ITS
PRODUCT.
CULTURE
CUSTOMER = ANY POSITION, PERSON, OR
PROCESS, WHETHER INTERNAL OR
IMPROVEMENT
FOR CUSTOMER SUPPLIER EXTERNAL TO THE ENTERPRISE, THAT
COMPOSITION REQUIRES AN ENTERPRISE PRODUCT AS
CUSTOMER FOCUS INPUT.
The follow illustrate a process focusi ng on t he cust om
ing er.
T suppl i er m
he er i
easures t he cust om sat i sfact i on w t h a product , w her their product or a com i t or' s. T m
het pet hey easure sat i sfact i on w t h
i
cust omer-support before product del i very, t he product-del i very, t he product i t sel f , t he cust omer-servi ce after the del i very, and t he
customer-relations interactions during the entire cycle.
A m
fter easuring the satisfact i on, t hey det ermne the quality and quantity of cust om expect at i ons, t heir requirem s.
i er ent
If the suppl i er can m t he expect ed product qual i t y charact eristics and quant i t i es of the cust om , t hey m choose t o produce t he product
eet er ay
using their existing processes and structure.
If the supplier cannot m t he expect ed qual i t y charact eristics and quant i t i es, t hey m choose t o i m
eet ay prove t heir product , and/ or the process
and structure that creates it or supports it.
T supplier then provides their product , m
he easures t he cust om sat i sfact i on, and begi ns t he process agai n.
er
PAGE 6

ROY ROEBUCK ENTERPRISE ENGINEERING
THE SUPPLIER/CUSTOMER CHAIN
THE PHYSICAL ENVIRONMENT RECYCLER
(BASIC RESOURCES/PRODUCTS) (NATURAL AND INDUSTRIAL
INORGANIC MATERIAL (UNEXTRACTED OR PROCESSED)
RECYCLING OF BY-PRODUCTS TO
ORGANIC MATERIAL (UNHARVESTED OR PROCESSED)
PRODUCE MATERIAL AND ENERGY,
ENERGY (UNHARNASSED OR PROCESSED) AND RECORDING/SHARING OF
HUMAN KNOWLEDGE (INITITAL INSIGHTS/EXPERIENCE OR PROCESSED) KNOWLEDGE)
CUSTOMERS ONLY
CUSTOMER WANT TO PAY FOR
SUPPLIER
ALL CUSTOMERS ARE (CONSUMER= THE ADDED VALUE
(EXTRACTOR)
INTERNAL CUSTOMERS, IF BY-PRODUCT THEY REQUIRE. IF
YOU DEFINE THE ENTERPRISE SUPPLIER) THEY DON'T
BOUNDARY BROADLY REQUIRE IT, IT HAS
ENOUGH. THE PRIMARY NO VALUE TO THEM.
SUPPLIER IS THE DYNAMICAL
PHYSICAL ENVIRONMENT.
SUPPLIER
(REFINER) SUPPLIER
(VAA)
SUPPLIER
(VALUE SUPPLIER SUPPLIER
ADDED (VAA) (VAA)
ACTIVITY
-VAA)
NOTE: INTERCHANGE OF INFORMATION, AND EXCHANGE OF MATERIAL, ENERGY, AND/OR CURRENCY
A
nother key point in keeping a custom focus is that w all are part of a long supplier/custom chain.
er e er
N custom w
o er illingly pays for som
ething they don' t receive or don' t w .
ant
It is the supplier' s responsibility to eliminate those activities fromthe production process that add no significant direct or indirect value for the
er
cust om . They do t hi s by m ng m
aki ent
easurem of cust om sat i sfact i on and consi derat i on of w t he cust om w / expect as the
er hat ers ant
starting of the production process.
PAGE 7

ROY ROEBUCK ENTERPRISE ENGINEERING
CONTINUOUS
IMPROVEMENT
CULTURE
CUSTOMER
SATISFACTION
PRODUCTION
PRODUCT
IMPROVEMENT
CONTINUOUS QUALITY IMPROVEMENT
T culture of the enterprise can either enable or disable the custom focus and its product/process/structure im
he er provem cycles.
ent
W a custom
ith er-focused culture, a continuous quality i mprovem ent erprise can form
ent .
Enterprises that focus on their products, processes, structure, and/or culture are going to be less effective at adapting and surviving in their
changi ng w orld. T things are im
hese ith
portant , and m be considered. H ever, w any of these things as a principal enterprise focus, t he
ust ow
enterprise' s past becom an anchor in a journey to the enterprise goals, rather than a rudder and sails. W a custom focus as rudder and
es ith er
sails, the enterprise can ride out the turbulent storm of change on the w to its destination.
s ay
T em
o phasize the spiral-life-cycle of continuous qual i t y i mprovem , t hi s expanded suppl i er/cust om m
ent er odel show t he perpet ual flow of
s
improvem efforts and the im
ent portance of an enterprise culture that is open t o m anagem of change.
ent
Acritical elem of an open culture and a custom focused enterprise i s effect i ve and effici ent i nformng, i nvol vi ng, and coordinating
ent er i
m hods.
et
PAGE 8

ROY ROEBUCK ENTERPRISE ENGINEERING
IMPROVING THE CUSTOMER SATISFACTION LIFE-CYCLE
ACHIEVE:
1.
FASTER RESPONSE; MEASURED
QUALITY
LOWER COST; IMPROVEMENT
HIGHER QUALITY; AND 4.
1.
GREATER ADAPTABILITY. 2.
1. MEASURE
SATISFACTION
3.
MEASURED
QUALITY 4. PROVIDE
IMPROVEMENT PRODUCT
CYCLE
EXPECTED CYCLE TIME
1. MEASURE TIME =40 UNITS
SATISFACTION
2. IDENTIFY BASELINE
REQUIREMENTS
CREATE CONTINUOUS IMPROVEMENTS BY:
LEADERSHIP/MANAGEMENT/MEMBER DEVELOPMENT;
REDUCING PROCESS/SYSTEM COMPLEXITY (SIMPLIFYING);
3. PRODUCE
PRODUCT INCREMENTAL PROCESS/SYSTEM IMPROVEMENTS;
PROCESS/SYSTEM (RE)ENGINEERING; AND
TECHNOLOGY INSERTION.
CURRENT CYCLE CYCLE
TIME =100 UNITS TIME
s
A a result of continuous quality im ent
provem , decreased tim is necessary to com
e plete a production cycle. T graphic illustrates the intent
his
behi nd such i mprovem efforts as T Mand B
ent Q usiness Process Reengi neering.
T overall intent of the custom focus, froma supplier (operational) perspective, i s to continuously reduce the cycle tim of a product i on
he er e
his s ore
transaction. T allow the supplier to respond m quickly t o cust om dem er and, adapt t o changes i n t he environm , and t o save t i m
ent e
and m oney i n performng t he m
i hi
ission. Thi s corresponds t o t he princi pl e of accom i shi ng t he mssi on (effect i ve operat i ons) w l e
pl i
conserving resources (efficient operations).
PAGE 9

ROY ROEBUCK ENTERPRISE ENGINEERING
A CUSTOMER FOCUSED ENTERPRISE ACTIVITY MODEL
SUPPLI ER SUPPORT 0. SATI SFY CUSTOM ERS, ACHI EVE PURPOSE, P R O M M SSI O
EFR I N
PRODUCT 1. M EASURE CUSTOMER SATI SFACTI O N
PRODUCT SERVI CE 1. 1. CURRENT ( AS- I S) SATI SFACTI ON STATE
SUPPLI ER/ CUSTOMER RELATI O S
N
1. 1. 1. SUPPLI ER SUPPORT ( PROCESS/ STRUCTURE) CHARACTERI STI CS
1. 1. 2. PRODUCT CHARACTERI STI CS
1. 1. 3. PRODUCT SERVI CE CHARACTERI STI CS ( AFTER DELI VERY)
CUSTOMER
1. 1. 4. SUPPLI ER/ CUSTOMER RELATI O SN
1. 2. FUTURE ( DESI RED/ EXPECTED) SATI SFACTI ON STATE
1. 2. 1. SUPPLI ER SUPPORT ( PROCESS/ STRUCTURE) CHARACTERI STI CS
1. 2. 2. PRODUCT CHARACTERI STI CS
1. MEASURE CUSTOMER 1. 2. 3. PRODUCT SERVI CE CHARACTERI STI CS ( AFTER DELI VERY)
SATISFACTION 1. 2. 4. SUPPLI ER/ CUSTOMER RELATI O SN
2. DETERM NE CUSTOMER PRODUCT REQUI REM
I ENT LI FE CYCLE
2. 1. REQUESTED PRODUCTS ( GOODS/ SERVI CES)
2. 2. APPROVED PRODUCT REQUI REMENTS
2. 3. AUTHORI ZED PRODUCTS
2. 4. ALLOCATED PRODUCTS
2. 5. ASSI GNED PRODUCTS
3. PRODUCE REQUI RED PRODUCTS ( GOODS/ SERVI CES)
3. 1. I M PROVE PRODUCTI ON DESI GN CHARACTERI STI CS
3. 1. 1. PRODUCT DESI GN CHARACTERI STI CS
3. 1. 2. PRODUCTI ON PROCESS DESI GN CHARACTERI STI CS
3. 1. 3. PRODUCTI ON STRUCTURE DESI GN CHARACTERI STI CS
3. PRODUCE REQUIRED 3. 2. RESOURCE AND SCHEDULE ( PROGRAM) PRODUCTI ON & I M PROVEMENTS
PRODUCTS 3. 3. BUDGET FOR PRODUCTI ON AND I MPROVEMENTS
3. 4. DEVELOP/ ACQUI RE PRODUCTI ON AND I M PROVEM ENT COMPONENTS
SUPPLIER
PRODUCT ( GOODS/ SERVI CES)
3. 5. FORM PRODUCTI ON SYSTEM
3. 5. 1. PRODUCTI ON STRUCTURE
3. 5. 2. PRODUCTI ON PROCESSES
3. 5. 3. PRODUCTS
PRODUCTI ON PROCESSES
3. 6. D STRI BUTE PRODUCTI O
I N
PRODUCTI ON STRUCTURE 3. 6. 1. PRODUCTI ON STRUCTURE
3. 6. 2. PRODUCTI ON PROCESSES
3. 6. 3. PRODUCTS
4. PROVI DE PRODUCTS
3.1 IMPROVE 4. 1. DELI VER PRODUCTS
4. 2. ACCOUNT FOR PRODUCTS
PRODUCTION 4. 3. UTI LI ZE PRODUCTS
4. 3. 1. OPERATE PRODUCTS
4. 3. 2. CONSUME PRODUCTS
4. 4. M NTAI N PRODUCTS
AI
4. 5. D SPOSE- O PRODUCTS
I F
hi s pl
T s di agramshow an exam e of the t op l evel A i vi t y of a C om Focused ent erprise. I t show a product i on life-cycl e for a singl e
ct ust er s
suppl i ed product . U t hi s m as t he basi s for B ness Process R
se odel usi eengi neering and for shi f t i ng t he focus of the ent erprise t owards t he
cust om .
er
hi er n E0
T s di agramout l i nes t he act i vi t i es of a cust om focused ent erprise. A ID F form t ed A i vi t y M of thi s out l i ne i s at encl osure 1,
at ct odel
N 3.
ode
T m s i n t hi s docum , and t hose at encl osures 1 and 2, are not absolute right answ for the supplier enterprise, but are a start point
he odel ent ers
for facilitating the engineering of the enterprise.
PAGE 10

ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 06/17/93 X WORKING READER DATE CONTEXT:
PROJECT: FORM A CONTINUOUS QUALITY REV: DRAFT
IMPROVEMENT ORGANIZATION Top
RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
Enterprise Executive Enterprise Enterprise Enterprise Enterprise Existing Existing
Engineering Emphasis on Model User Budgets Schedules Mission Laws Economic
Methods Enterprise Requirements Purpose Conditions
Integration
EEM
Customer
Customer Reliance
Requirements
Product
Member Quality
Role/ FORM A Measurements
Identity
CONTINUOUS Process
Enterprise
Managed
QUALITY Quality
Measurements
Objects IMPROVEMENT Structure
Enterprise
ORGANIZATION Quality
Measurements
Culture Adjusted
Product
Enterprise Demand
Boundary Higher
Within Customer
Environment 0 Satisfaction
Enterprise Enterprise
Support Members Appropriate
Systems Product
Inventory
Purpose: To create a single generalized model for building and
maintaining a continuous quality improvement organization, for Life-Cycle
application by specific enterprises. By-Products
Viewpoint: The perspective of full awareness of an Dynamic
enterprise, equivalent to a fully conscious, aware, Enterprise
experienced, and knowledgeable person. Model
Dynamic
Scope: Any Organization Enterprise Enterprise
Culture
NODE: -0 TITLE: NUMBER:
Top Level Activity, Forming a CQI Organization
s pl E 0 ct odel ont ode ust er nt
Thi s di agramshow an exam e of an ID F A i vi t y M t op l evel , or C ext (N -0) , di agramof the C om Focused E erprise
m at enclosure 1.
odel
To com
plete the A odel odel
ctivity M for the ent erprise, t he m ers m have som det ai l ed i nform i on about t he ent erprise. E pl es of
ust e at xam
such det ai l ed i nf or m i on are above, bel ow and t o t he l eft of t he A i vi t y bl ock l abel ed FO MA C N N O S Q A TY
at , ct R O TI U U U LI
IMPROVEM ENT ORGANI ZATI ON .
T inform
he ation to the right of the A
ctivity block relates to w the enterprise seeks to achieve, t heir desired goal or output.
hat
W this inform
ith ation, the modelers can begin to look at howto m their existing enterprise functional activities to this m
ap odel. T result is
he
an enterprise-specific C om Focused A i vi t y M .
ust er ct odel
Auseful context in perform Bing usiness Process R eengineering is to look at the enterprise relations to its larger environm . O w t o
ent ne ay
do this is to track all enterprise inputs (left) and controls (above) to their m fundam
ost ental source. W this perspective, i dentify those
ith
environmental elem that effect (top, left, below or are effected-by (right) the enterprise and consider themin the m
ents ) odeling efforts.
PAGE 11

ROY ROEBUCK ENTERPRISE ENGINEERING
GENERAL ENTERPRISE MODEL
LOCATION
STRUCTURE
REQUIREMENT ORGANIZATION
LIFE CYCLE STRUCTURE
CROSS
INDEX PRODUCTION
RESOURCE UNIT (BILLET)
CATEGORY STRUCTURE
ACTIVITY FUNCTION
MODEL STRUCTURE
his
T continual flow of im ent
provem , focused on custom satisfaction, w
er ould derive froma single dynam representation of the ent erprise,
ic
its custom and its environm , as show above. I call this dynam representation of enterprise a G
ers, ent n ic eneral E erprise M , G M
nt odel E .
Fromthe GM w can generat e a near infini t e num of vi ew of the ent erprise, on an ad-hoc or rout i ne basi s, creat i ng an E erprise
E, e ber s nt
Inform
ation System(EIS), enhancing the inform
ing/involving/coordination ability of the enterprise.
The precedi ng C I m
Q odels are exam es of vi ew derived fromt hi s m .
pl s odel
e ai er
W creat e and m nt ai n a suppl i er ent erprise t hat i s cust om focused and cont i nuousl y i mprovi ng by bui l di ng t hi s E fromt he G ,
IS EM
show here and described i n subsequent pages.
n
Just as the C I vi ew w derived fromand supported by t he G M ot her vi ew such as t he U D
Q as E, s, S epartm of D
ent efense Funct i onal Process
Improvem E erprise M , or correspondi ng C
ent nt odel orporate Models fromother organizations, coul d be derived and supported.
A of these display form flow and relationship patterns of business, culture, and technology.
ll s, s,
PAGE 12

ROY ROEBUCK ENTERPRISE ENGINEERING
CONTINUOUS
IMPROVEMENT
CULTURE
GENERAL
ENTERPRISE
MODEL
CUSTOMER
LOCATION
STRUCTURE
SATISFACTION
PRODUCTION
REQUIREMENT ORGANIZATION
LIFE CYCLE STRUCTURE
PRODUCT CROSS
INDEX PRODUCTION
IMPROVEMENT RESOURCE UNIT (BILLET)
CATEGORY STRUCTURE
CONTINUOUS
ACTIVITY FUNCTION
QUALITY MODEL STRUCTURE
IMPROVEMENT
These sym s t oget her represent t he concept of creat i ng and m nt ai ni ng an ent erprise t hat appl i es t he C I phi l osophy. T
bol ai Q hey represent
bui l di ng and m nt ai ni ng an ent erprise specific C i nous Q i t y Im
ai ont ual provem ent erprise, usi ng t he G Mas a st artpoi nt and m
ent E ecahni sm.
A ent erprise specific i m em at i on of the G Mi s cal l ed a dynamc ent erprise m , D M A D Mserves as a net w
n pl ent E i odel E . E orked, aut omated
environm t o m
ent anage t he life cycl e of al l ent erprise resource requirem s and t o track ent erprise perform
ent ance, am ot her uses.
ong
he E
T D Mi s a t ool for int egrat i ng and m anagi ng hum cul t ural change and busi ness change such as T al Q i t y M
an/ ot ual anagem (T M or
ent Q )
Servi ce (T S , process i m
Q) provem , busi ness reengi neering, st affing and struct uring, act i vi t y-based cost i ng, and sust ai ned corporat e
ent
m ent E
anagem . Froma l eadershi p perspect i ve, t he D Mal l ow t he l eaders to scan t he i nt ernal and ext ernal environm and det ermne
s ent i
contextual inform ation. T use that resultant environm
hey ental context inform ation as input to their direction-setting act i vi t y. T s, i n t urn,
hi
provides the defined future state and t he direct i on t o go i n achi evi ng t hat fut ure st at e. T strat egi c pl anni ng process t hen begi ns m
he anagi ng
ards he oul
t he change of the ent erprise t ow t hat fut ure st at e. T l eader' s direct i on set t i ng act i vi t y w d fit w t hi n t he cust om focus m ,
i er odel
because the leader' s requirem is for the enterprise to achi eve t he fut ure st at e
ent
A C I cul t ure funct i ons by sensi ng and adapt i ng t o i nt ernal and ext ernal change, al l ow ng t he ent erprise t o respond t o i t s cust om
Q i er
requirem s and i t s environm .
ent ent
Q EM EM i
Toget her the C I cul t ure and t he G / D form a dynamc managem environm , anal ogous t o a person' s senses, r eflexes,
ent ent
aut onomc nervous syst em and m ory.
i , em
These sym s can serve as ent erprise C om Focus l ogos. A so consi der usi ng t hese l ogos i n briefings and l i t erat ure t o hel p t he
bol ust er l
supplier' s internal and external custom understand their context and relat i ons t o each ot her .
ers
PAGE 13

ROY ROEBUCK ENTERPRISE ENGINEERING
DYMANIC ENTERPRISE MODEL
(USER PERSPECTIVE)
ORGANIZATION
WHO IS RESPONSIBLE?
LOCATION WHO HAS THE AUTHORITY?
WHO HAS THE RESOURCES?
WHERE IS IT DONE?
PRODUCTION UNIT
(BILLET)
REQUIREMENT
WHEN? WHO DOES THE WORK?
CROSS INDEX
HOW MANY?
USER QUERY
HOW OFTEN?
HOW MUCH? FUNCTION
WHAT IS DONE?
WHY IS IT DONE?
RESOURCE
WITH WHAT IS IT DONE? ACTIVITY
FOR WHAT OUTCOME IS IT DONE? HOW IS IT DONE?
A a resul t of bui l di ng t he D M answ to basi c quest i ons about things of interest to an enterprise com w t h speed, val i di t y, and
s E, ers e i
com et eness, froma num of vi ew
pl ber s. E pl es of such quest i ons are: w
xam here, w w w , how w t h w , f or w , how m
ho, hy, hat , i hat hat any,
how m uch, how of t en, and/ or when.
A ent erprise m be abl e t o answ quest i ons such as these, singl y or in com nat i on, as quickly and fully as possi bl e, t o reduce
ny ust er bi
production cycle tim and cost . D
e ecisions com fromthe results of such questions.
e
E m ber or distinct group w
ach em ithin the enterprise could use the DMto build an interest profile as a derivat i on of the D M W this
E E . ith
profile, w then use various inform techniques/technologies to explore, m
e ing ine, and link-to internal and external inform
ation sources
for relevant inform he s
ation on predefined and ad-hoc schedules. T interest profile al l ow t he m bers/groups t o be aut om i cal l y i nform
em at ed
by t he D M
E.
.
PAGE 14

ROY ROEBUCK ENTERPRISE ENGINEERING
ENTERPRISE ENGINEERING PRECEPTS
We are always part of something bigger.
(OUR ENVIRONMENT IS A KNOWN SUBSYSTEM OF A GREATER AND LARGELY UNKNOWN INTERCONNECTED CONTINUUM.)
Everything relates to everything else, either directly or indirectly.
(ALL THINGS IN THE WORLD ARE SUBSYSTEMS, ALL DIRECTLY OR INDIRECTLY INTERDEPENDENT.)
People navigate because they know where they want to go (the big picture) and how they want to get there
(the path to follow). If you aren't navigating, you're adapting to needs of the moment.
(PERSONS VISUALIZE CHANGE, BASED ON THEIR DEGREE OF PERCEPTION OF THE HIGHER CONTEXT OF THEIR SUBSYSTEM.)
Expect opportunities and they'll find you.
(CHOICE IS MADE IN RESPONSE TO AWARENESS OF OPPORTUNITIES FOR CHANGE PRESENTED BY OUR CURRENT ENVIRONMENT.)
Point, Plan, Implement, Assess, Adapt = Navigating on a Journey .
(PURSUIT OF A VISION REQUIRES CONTROLLED AND DIRECTED ACTION TO BRING THAT VISION TO REALITY.)
SECTI O I I :
N SU R I N B L EFS.
PPO T G E I
he s i odel et hey y
T diagramabove show t he basi c premses for thi s enterprise m i ng m hod. T reflect m personal integration of scientific, social,
and system
s/spiritual concepts.
PAGE 15

ROY ROEBUCK ENTERPRISE ENGINEERING
THE EXPANDING WHEEL OF KNOWLEDGE
SYSTEM
SOCIETY
SCIENCE
NOTE:
Experience Evolving
and Insight Mind
T guiding definition of m
he ent odel
anagem in this m i ng t echni que i s M anagem i s t he resol ut i on of com exi t y and di versity i n sci ence
ent pl
and society into a systemof control l ed order. ( Encycl opedi a of M
anagem , 1963).
ent
T s di agram i s a concept ual represent at i on of recorded hum know edge. I t i l l ustrat es t hat m
hi an l anagem i s t he t ask of gui di ng the
ent
progressi on and i nt egrat i on of percept i on. T s progressi on m
hi oves fromone dom n of know edge t o t he next (for exam e, phi l osophy as
ai l pl
basis of m atics, i n turn as basis of physics, etc. ).
athem
Indi vi dual s and cul t ures w t hout an effect i ve m
i anagem phi l osophy show w correl at i on bet w sci ence, t heir soci et y, and t hei r
ent eak een
s pl i
bel i ef-syst em (for exam e, t heol ogy and phi l osophy). Wt hout a strong m anagem phi l osophy w ng t o find overlappi ng pat t erns and
ent orki
si ml ar i t i es i n know edge dom ns, t he l i kel i hood of resol vi ng t he com exi t y and di versity of day-to-day exi st ence i nt o si m er stat es i s
i l ai pl pl
di m ni shed. If an individual or culture cannot reconcile their belief-system science, and social patterns, t hen t hey w l l cont i nual l y operate
i s, i
fromdualistic and exclusionary basic assum ptions, rather than unitary and i ncl usi ve basi c assum i ons.
pt
i pt )
Wt h basi c assum i ons (i.e. , a paradi gm of dual i smand excl usi on, t heir percept i ons of the world are fragm ed and separat ed. T s i s
ent hi
because their paradigmfocuses on the differences bet w sci ence, soci et y, and syst em spi r i t ual bel i efs, r at her than on t heir siml ar i t i es.
een s/ i
W a dualistic paradigm science, society, and syst emspi r i t ual bel i efs exi st as separat e areas of experience w t h no cl ear rel at i on t o each
ith , / i
other, and are in constant conflict . A a result, the beneficial synergy and synthesis fromreconci l i ng t heir know edge i s bl ocked.
s l
PAGE 16

ROY ROEBUCK ENTERPRISE ENGINEERING
A MODEL OF IDENTITY
(A PERSON IN RELATION TO THEIR ENVIRONMENT)
CONNECTION TO WORLD + PERCEPTION OF CONNECTION = IDENTITY
8 INDIRECT SPIRITUAL/
SYSTEM
PERCEPTION
7 INDIRECT
6 INDIRECT
MENTAL
PERCEPTION
5 INDIRECT
4 INDIRECT
3 INDIRECT
2 INDIRECT PHYSICAL
PERCEPTION
1 DIRECT
0 SELF DEFINITION: IDENTITY IS A PERSON'S
PERCEPTION OF THEIR CONNECTION TO
THE WORLD AROUND THEM.
LEVELS OF CONNECTION
Fromquant umphysics w l earn t hat t he nat ural order of t he w
e orld i s connect i on or non-local i t y. A l obj ect s are connect ed and
l
interdependent in space and tim E
e. verything is within a larger system rather than separated by space and tim as isolated entities
, e
Y Identity is your perception of connection to the surrounding w
our orld, and it changes as the world changes.
T basis of a person' s perspective is either that their w is a separate unique island of reality (duality), or that it is an i nt egrat ed w e
he orld hol
(uni t ary) . N e t hat i n a uni t ary paradi gm som hi ng can be di st i nct , i ndi vi duat ed, and/ or uni que, and yet not separat ed fromi t s
ot , et
envi r onm .
ent
Y identity is the m com
our ajor em m ent
ponent of your sense of loyal t y, m bershi p, comi t m , f aml y, ow
i nershi p, st ewardshi p, l ove, t eam or k,
w
and responsibility. Asecond com ponent of each is choice. Ident i t y and choi ces em er persons, individually or collectively. C
pow hoices that
expand connection/identity/uni t y are i nt egrat i ve. C ces t hat w
hoi eaken/ deny/ di mni sh connect i on, t hus generat i ng a sense or thought of
i
separation/barriers/duality, are dis-integrative.
A understandi ng of identity is a principal issue in the im
n provem of productivity, effectiveness, and efficiency of operations. T
ent hose who
m w together w t hi n an organi zat i on or endeavor often have no shared organizational identity, no understanding of their connect i ons
ust ork i
and inter-relations. T dualistic issues of feudalism pow and separateness cross organizational lines. H
hus, , er, ostility betw organizational
een
components threatens survival. U these conditions it is difficult to address the unitary issues of strategic planning, vision, opportunity,
nder
action, and culture of the organization as a whole.
This general m of ident i t y m help to create a shared organizational identity.
odel ay
PAGE 17

ROY ROEBUCK ENTERPRISE ENGINEERING
A MODEL OF UNDERSTANDING
(PERCEIVING CHANGE IN ITS CONTEXT)
CHOICE IS MADE BASED ON THE LEVEL OF PERCEPTION THAT IS PRESENT AT THE OPPORTUNITY FOR CHANGE.
ORDER
CHANGE
WISDOM
CONTEXT
CONSCIOUSNESS (CONNECTION)
AWARENESS ACTION NOTE:
(Expression) HUMAN
APPLICATION
CONFIDENCE TRAITS
KNOWLEDGE THOUGHT
ANIMAL
(Insight) RESPONSE TO BELIEF
ENVIRONMENT COMMON
INFORMATION TRAITS
PERCEPTION
DATA (Experience)
FAITH
SIGNAL OPPORTUNITY
EVENT Speculation about the process of moving from perception
to action can be a start point for discussions on choice
ORDER versus instinct. Instinct appears to be an immediate
response to a perceived opportunity, without thought,
doubt, or consideration of choice. Does a human animal
add an activity of thought before it takes action, and the
non-human animal instinctively move directly from
perception to action? All animals have brains and
perceive their environment. Do they all have minds and
think? Where would human reactive behavior fit in this
FLOW OF CHANGE model? Where would human proactive behavior fit?
Y perception is the basis of your identity, your connection to the surrounding w
our orld.
T w
he orld contains both order and change. Y derive your ident i t y (connect i on) by percei vi ng changes froma previ ous t o a subsequent
ou
state of order.
Fromscience w knowthere are three m com
e ajor ponents of the universe: m atter, energy and inform i on. For purpose of thi s di scussion let
at
us refer to all matter as form all energy as flow and all inform
, , ation about relationships betw m
een atter and energy as pattern.
W perceive order in the w
e orld as continuously changing pat t erns of formand flow Form gi ve t he percept i on of a st abl e and m
. s echanical
reality, whereas flow gi ve t he percept i on of a changi ng and dynamc real i t y. Si nce all form event ual l y decom and flow i nt o new
s i s pose
form (entropy), the pattern of reality is naturally flow and dynam
s ing ic.
H ever , peopl e m
ow ostly focus t heir senses and t hought s on t he form and t he flow confuses t hem Thi s causes t hemt o overlook or
s, .
discount the overall pattern or their experience. T expect stability w experienci ng onl y const ant change. A l ong as t he pat t ern
hey hile s
change is minor, people feel comfortable, and w the pattern change is turbulent , t hey experience stress.
hen
Since change is constant , your identity is never static. Rather it is flow and continuously changing w the w
ing ith orld around you, and your
perceived connection to it.
T w
he orld and your identity are fluid and dynam not static and m
ic, echanical . Faster rates of changing formand flow and resul t ant rates of
pattern change result in greater personal change in connection/identity.
PAGE 18

ROY ROEBUCK ENTERPRISE ENGINEERING
AW ARENESS OF
ENTERPRI SE AND
SI TUATI O S
N
REPOSI TORY- ENABLED
FUNCTI ONAL PROCESSES
ENTERPRI SE
REPOSI TORY
DI RECTORY- ENABLED
FUNCTI ONAL PROCESSES
ENTERPRI SE DI RECTORY FOR
ELECTRONI C MESSAGI NG
ENTERPRI SE
NETW ORK
ENTERPRISE
MODEL
DEVELOPMENT OF INFORMING, INVOLVING,
AND COORDINATING CAPABILITY THROUGH
ENTERPRISE MODELING, CONTINUOUS
QUALITY IMPROVEMENT AND WHOLISTIC
APPLICATION OF INFORMATION
TECHNOLOGY
W w need t hen i s a t ool t hat organizes the flow form and patterns, and enables i ndi vi dual s, groups, and organi zat i ons t o ask and
hat e s, s
answ questions fromthe m unitary (highest context) perspective possible. W these answ t hey gain aw
er ost ith ers, areness of the order of their
world and the changes flow w
ing ithin i t . T can then dynam
hey ically adapt t o t hose changes.
O w t o acquire such a t ool i s t hrough appl yi ng sel ect ed m i ng t echni ques, creat i ng an ent erprise t hat m
ne ay odel anages i t s i nformation
resource, along w its other resources, froma unitary viewof continuously im
ith proving quality, using a dynam enterprise m
ic odel.
N that this approach does not focus on inform
ote ation technology. It is rather about information, and inform ation system w purpose is to
s hose
. e ans ust ed
inform W hum m be inform to increase our perception. T growm o entally and in our syst em spi r i t ual bel i efs, w m find and
s/ e ust
perceive the patterns around us, and the form and flow that m up these patterns.
s s ake
O inform
ur ork s s) hat,
agnitude increase in our abi l i t y t o organi ze and process w (form and flow (w
ation technology has given us orders of m
how w w
, hen, here), but has done very little to informus about the w itself, the enterprise, and the w environm (patterns) (w
ork ork ent hy).
PAGE 19

ROY ROEBUCK ENTERPRISE ENGINEERING
ORGANIZATIONAL DEVELOPMENT
(CHANGE)
HUMAN CHANGE BUSINESS CHANGE
SECTI O I I I :
N C A G.
HNE
W use a variet y of m hods t o i m em cont i nuous i m
e et pl ent provem of bot h t he hum and busi ness com
ent an ponent s of our organi zat i ons.
H an change i nvol ves com
um ponent s of the organi zat i on cul t ure and focus.
Business change i nvol ves component s of technol ogi es, struct ures, processes, and product s.
N that I occasionally refer to hum change as qual i t at i ve change, and busi ness or technol ogi cal change as quant i t at i ve change.
ote an
PAGE 20

ROY ROEBUCK ENTERPRISE ENGINEERING
ORGANIZATIONAL DEVELOPMENT
(ERGONOMICS OF CHANGE)
HUMAN CHANGE BUSINESS CHANGE
ERGONOMICS
MAN INTERFACE MACHINE
W can t hi nk of an ent erprise such as an organi zat i on as a m m ne syst em
e an/ achi .
e pl ent et
W can i m em ri gorous m hods of syst emanal ysi s, desi gn, and managem fromthis ergonomc or bi ot echni cal perspect i ve.
ent i
PAGE 21

ROY ROEBUCK ENTERPRISE ENGINEERING
MACRO-ERGONOMICS
MAN INTERFACE MACHINE
ENDEAVORS GUIDANCE ENVIRONMENT
ENTERPRISE BELIEFS ECOLOGY
KNOWLEDGE VALUES GOVERNMENT
IDENTITY PRINCIPLES SOCIETY
POLICIES SCIENCE
PROCEDURES TECHNOLOGY
RULES/LAW ECONOMY
STANDARDS EDUCATION
COMMERCE
hen i pl s,
W deal i ng w t h l arge and com i cat ed syst em such as an organi zat i on, t he t ermMacro-Ergonomcs w d appl y. M o- Er gonom cs
i oul acr i
focuses on the relat i onshi ps bet w hum endeavors and t heir environm .
een an ent
For our purpose here, I define an endeavor as the search for w w are in rel at i on t o t he cont i nuum and how w express w w find.
ho e , e hat e
Enterprise is that expression.
K ledge is your identity in t he cont i nuum you are w you know connect-to.
now , hat /
Identity is your cum ulative experience resulting frompast choices. It contributes to, but does not det ermne, your fut ure. Y can see
i ou
yourself in a bigger pattern than before, and m choices that change your future.
ake
PAGE 22

ROY ROEBUCK ENTERPRISE ENGINEERING
ERGONOMICS
MAN INTERFACE MACHINE
INFORMATION RESOURCES
INFORMATION INFORMING INFORMATION
SYSTEM TECHNOLOGY
In any of m
ankind' s endeavors, w m have inform
e ust ation. W said that t here are t hree t hi ngs i n t he uni verse: m t er , energy, and their
e at
patterns. T patterns are inform
he ation. W m ing
ation by applying various form of technology to create inform syst em
e anage that inform s s.
PAGE 23

ROY ROEBUCK ENTERPRISE ENGINEERING
INFORMATION RESOURCES
INFORMATION INFORMING INFORMATION
SYSTEM TECHNOLOGY
PROCESS DIRECT MANUAL
STRUCTURE INDIRECT MECHANICAL
INSTANCES ELECTRICAL
COMPUTER
MAN INTERFACE MACHINE
Specific instances/events within m
ankind' s activities create specific data values.
M
ankind perform act i vi t i es w ch resul t i n t he processi ng and flowof inform i on.
s hi at
M nd' s processed i nform i on has struct ural form w ch reflect s our percei ved w
anki at , hi orld, our know edge.
l
M nd' s i nformng syst em connect us direct l y w t h our environm , i ncl udi ng ot her persons. D
anki i s i ent irect connect i ons com t hrough our
e
senses. Indirect connect i ons com t hrough m
e echani sm separat e fromour bodi es.
s
T i nformng t echnol ogi es w use are product s of our ow bodi es i n a m
he i e n anual form or product s of our soci et y i n t echnol ogy (m
, echani cal ,
electrical , or com
puter) form
.
PAGE 24

ROY ROEBUCK ENTERPRISE ENGINEERING
INFORMATION RESOURCES
MANAGEMENT
INFORMATION INFORMING INFORMATION
SYSTEM TECHNOLOGY
PROCESS DIRECT MANUAL
STRUCTURE INDIRECT MECHANICAL
INSTANCES ELECTRICAL
COMPUTER
ORGANIZATIONAL DEVELOPMENT
CHANGING CHANGING CHANGING
THE THE THE
MAN INTERFACE MACHINE
Developm of m
ent s
ankind' s organizational form require devel opm of their inform i on and i nformng syst em
ent at i s.
T achieve this developm of organization requires that m
o ent ankind change them ves and t heir cul t ure.
sel
W then apply t he appropriat e t echnol ogy to collect, process, structure, and dissem
e inate our inform
ation.
A interface is a boundary betw one thing and anot her . W m change t he i nt erface of hum nd and our environm .
n een e ust anki ent
PAGE 25

ROY ROEBUCK ENTERPRISE ENGINEERING
CONTINUOUS QUALITY IMPROVEMENT (CQI)
(ORGANIZATIONAL DEVELOPMENT) COMPONENTS
HUMAN CHANGE BUSINESS CHANGE
CONTINUOUS QUALITY IMPROVEMENT CULTURE
VALUES / VISION (CUSTOMER FOCUS)
BUSINESS IMPROVEMENT METHODS
ORGANIZATIONAL DEVELOPMENT SPECTRUM
*
*#@ CATALYTIC THEORIES AND PRINCIPLES
* (PROCESS *
CONSULTATION, *# PRESCRIPTIVE
ACCEPTANT CONFRONTATION
MODELING, # PROBLEM SOLVING # TECHNO-STRUCTURAL ACTIVITY
@
MEETING FACILITATIVE MEETING LEADERSHIP
FACILITATION) @ # OD TASK FORCE ESTABLISHMENT
PROCESS DESIGN COLLABORATION
# #
TEACHING OR EDUCATION DATA FEEDBACK # PLAN MAKING
* = BLAKE AND MOUTON, C N U T N , 2 E . , 1982.
O S LI G D D
. . I TI SE
# = M B M LES, E H CAL I S U S I N O I N E V N I O , O P A T C O E , VOL 11, N . 3, 1979.
D TRET N D R CI I NR O
@= M DOYLE AND D. STRAUS, H W T M K M E I N S W R , 1982.
. O O A E E T G OK
SECTI ON I V: CONTI NUOUS QUALI TY I MPROVEMENT.
W can appl y a broad spectrum of change m hods i n creat i ng organi zat i ons w
e et hose cul t ures focus on t he cust om and cont i nuous
er
i m ovem .
pr ent
W t he m bers of such an organi zat i on share i n t he i dent i t y of the organi zat i on, t he organi zat i on' s cust om are t heir custom
hen em ers ers, t he
busi ness m hods t hey' re i m
et provi ng are t heir m hods, and a sense of ow
et nershi p and responsi bi l i t y bel ongs t o every m ber, regardl ess of
em
role or position.
hi i i
T s di mni shes t he l i kel i hood of apat hy, anome, and dem i zat i on am t he m bers.
oral ong em
PAGE 26

ROY ROEBUCK ENTERPRISE ENGINEERING
CONTINUOUS QUALITY IMPROVEMENT (CQI)
(ORGANIZATIONAL DEVELOPMENT) COMPONENTS
HUMAN CHANGE BUSINESS CHANGE
CONTINUOUS QUALITY IMPROVEMENT CULTURE
LEADERSHIP LEADERSHIP STYLE (1,1 through 9,9) (Theory Z)
EMPOWERMENT MANAGEMENT STYLE (Centralized /Decentralized /Distributed)
DIVERSITY TRANSITION MANAGEMENT (Change Management Method)
VALUES / VISION (CUSTOMER FOCUS)
CUSTOMER RELATIONS CUSTOMER SATISFACTION CUSTOMER REQUIREMENTS
WORKER MORALE WORKER PERFORMANCE
BUSINESS IMPROVEMENT METHODS
PRODUCT
PROCESS
STRUCTURE
PRODUCT PROVISION
ORGANIZATIONAL DEVELOPMENT SPECTRUM
CATALYTIC *
*#@ THEORIES AND PRINCIPLES
* (PROCESS *
*# PRESCRIPTIVE
ACCEPTANT CONSULTATION, CONFRONTATION
MODELING, # PROBLEM SOLVING # TECHNO-STRUCTURAL ACTIVITY
@
MEETING FACILITATIVE MEETING LEADERSHIP
@ #
FACILITATION) PROCESS DESIGN COLLABORATION OD TASK FORCE ESTABLISHMENT
# #
TEACHING OR EDUCATION DATA FEEDBACK # PLAN MAKING
* = B A E A D M U O , C N U N , 2D E . , 1982.
LK N OT N O S LTI G D
# = M B M LES, E H C L I S U S I N O I N E V N I O , O P A T C O E , VOL 11, N . 3, 1979.
. . I TI A SE D TRET N D R CI I NR O
@= M DOYLE AND D. STRAUS, H W T M K M E I N S W R , 1982.
. O O A E E T G OK
W can categorize culture, focus, and i m
e provem efforts as show
ent n.
e
W can m anage each com ith
ponent w separate programatic approaches. E approach w
m ach ould be part of an i nt egrat ed effor t . T i nt ent
he
of the effort is to create continuous quality im
proving and custom focusing ent erprises.
er
e
W can strengthen a variety of functional m ent
anagem , l eadership, and transi t i on st yl es, w l e di mni shi ng m dysfunct i onal st yles over
hi i any
time.
T functional styles could lead to appropriate expressions of leadership, em erm , and appreciation of diversity, w l e bui ldi ng every
he pow ent hi
m ber up by m
em anagi ng and strengt heni ng t heir comon trai t s.
m
PAGE 27

ROY ROEBUCK ENTERPRISE ENGINEERING
CONTINUOUS QUALITY IMPROVEMENT (CQI)
(ORGANIZATIONAL DEVELOPMENT) COMPONENTS
CONTINUOUS QUALITY IMPROVEMENT CULTURE
LEADERSHIP LEADERSHIP STYLE (1,1 through 9,9) (Theory Z)
EMPOWERMENT MANAGEMENT STYLE (Centralized /Decentralized /Distributed)
DIVERSITY TRANSITION MANAGEMENT (Change Management Method)
VALUES / VISION (CUSTOMER FOCUS)
CUSTOMER RELATIONS CUSTOMER SATISFACTION CUSTOMER REQUIREMENTS
WORKER MORALE WORKER PERFORMANCE
Acontinuous quality im
provem enterprise w m
ent ould aintain integrated efforts in these areas.
Worker morale and w orker performance w d bot h t end t o i m
oul prove, yi el di ng a reduct i on i n process and product variat i on, i ndi cat i ng an
increase in quality.
PAGE 28

ROY ROEBUCK ENTERPRISE ENGINEERING
CONTINUOUS QUALITY IMPROVEMENT (CQI)
(ORGANIZATIONAL DEVELOPMENT) COMPONENTS
HUMAN CHANGE BUSINESS CHANGE
CONTINUOUS QUALITY IMPROVEMENT CULTURE
LEADERSHIP LEADERSHIP STYLE (1,1 through 9,9) (Theory Z)
EMPOWERMENT MANAGEMENT STYLE (Centralized /Decentralized /Distributed)
DIVERSITY TRANSITION MANAGEMENT (Change Management Method)
VALUES / VISION (CUSTOMER FOCUS)
CUSTOMER RELATIONS CUSTOMER SATISFACTION CUSTOMER REQUIREMENTS
WORKER MORALE WORKER PERFORMANCE
BUSINESS IMPROVEMENT METHODS
PRODUCT
PROCESS
STRUCTURE
PRODUCT PROVISION
T m im
he ost portant aspect of creat i ng a cont i nuous qual i t y i mprovem ent erprise i s t o i m em t he hum changes necessary t o cause
ent pl ent an
the custom focus and the continuous i m
er provem cul t ure t o form
ent .
Wm m an el t
e ust anage t hi s hum change w l and i n an i nt egrat ed fashi on. O herw se, our busi ness changes such as proj ect m
i anagem ,
ent
reorganizations, system integration, process im
s provem , staffing and structure projects, or reengineering is going to be less effective in
ent
improving the enterprise.
ttem
A pts at m eet
ostly quantitative or business/technical change m trem
endous hum
an/cul t ure barriers to i m em at i on, t hereby negating or
pl ent
diminishing results.
PAGE 29

ROY ROEBUCK ENTERPRISE ENGINEERING
ENTERPRISE CONTINUOUS QUALITY IMPROVEMENT ENTITIES
CUSTOMER
PRODUCT
L ise, m
ikew ostly hum or qualitative change has lim effect in im
an ited proving the core products, processes, or struct ure of the organization.
M qualitative changes m w
any ade ithout im proving the business side of the organization can disintegrat e over tim T s i s perhaps because
e. hi
of frustration or resigned apathy of organization m bers, w business being in the sam old rut.
em ith e
W require rigorous and disciplined act i on, an engi neered approach, t o cause quant i t at i ve/ busi ness changes and i m
e provem s i n product,
ent
process, and structure.
In conjunction, w require si ml arly rigorous act i on t o cause qual i t at i ve/ hum change i n how suppl i ers and cust om percei ve and act
e i an ers
tow each ot her.
ard
W then have the question, w w such an engineered approach that integrates all of these efforts look like? I answ that question
e hat ould er
in subsequent pages.
PAGE 30

ROY ROEBUCK ENTERPRISE ENGINEERING
BUREAU CRAZY
(The thicker and bulkier the structure of the bureau, the less productive use it has)
IN A QUALITY IN A BUREAUCRATIC
ENTERPRISE, IT'S ENTERPRISE, IT'S
FEASIBLE THAT AS FEASIBLE THAT AS
MUCH AS 70% OF THE MUCH AS 70% OF THE
VOLUME VOLUME
(RESOURCE/ACTIVITY) (RESOURCE/ACTIVITY)
SUPPORTS THE PROVIDES INTERNAL
CUSTOMER, WITH 30% SUPPORT, WITH 30%
PROVIDING INTERNAL SUPPORTING THE
SUPPORT. CUSTOMER..
QUALITY ENTERPRISE BUREAUCRATIC ENTERPRISE
NOTE:
PRODUCTIVE WORK
PRODUCTIVE
WORK FOR EXTERNAL
CUSTOMER
TIME
ORGANIZATION
STRUCTURE WORK NOT ADDING
VALUE FOR EXTERNAL
CUSTOMER
SECTI O V
N : ENTERPRI SE M D N
O ELI G
Peopl e have a t endency t o bui l d a prot ect i ve shel l around t hem ves and t heir possessi ons, m l i ke a bureau or a chest of draw
sel uch ers.
T shell adds not hi ng t o t heir funct i on, t ends t o burden t hemw t h excess w ght , and decreases t heir product i ve capaci t y, adaptability and
his i ei
responsi veness.
Soon they spend m of their resources on t heir shel l t han on personal grow h and creat i ve expressi on, t heir endeavor.
ore t
T efforts to trimoff the accum at ed shel l , enabl i ng t hemt o respond m energet i cal l y t o t heir changi ng environm , i s a cont i nuous
he ul ore ent
challenge in m nt ai ni ng t he qual i t y of m nd' s endeavors.
ai anki
Atypical organization bureaucratizes itself over tim prim
e, arily because of thi s prot ect i on/ possessi on t endency. M of an organization' s
uch
internal structure and rule are exam es of such a shel l .
pl
PAGE 31

ROY ROEBUCK ENTERPRISE ENGINEERING
GENERAL ENTERPRISE MODEL
.
ENTERPRISE
.01. .02. .03. .04. .05. .06. .07.
LOCATION ORGANIZATION PRODUCTION FUNCTION ACTIVITY RESOURCE REQUI REMENT
STRUCTURE STRUCTURE UNIT (BILLET) STRUCTURE MODEL CATEGORY LI FE CYCLE
STRUCTURE
PURPOSE: TO CREATE A SINGLE GENERALIZED MODEL OF HUMAN ENTERPRISE FROM WHICH
SPECIFIC ENTERPRISE INSTANCES MAY BE MODELED FOR PURPOSES OF INTERNAL
COORDINATION AND EXTERNAL INTEGRATION. THIS MODEL PUTS ENTERPRISE
INFORMATION IN CONTEXT, PROVIDING A KNOWLEDGE BASE TO ITS USERS. IT ENABLES
AWARENESS OF THE ENTERPRISE.
SCOPE: ALL HUMAN ENTERPRISE.
VIEWPOINT: THIS MODEL VIEWS HUMAN ENTERPRISE FROM THE PERSPECTIVE OF FULL
AWARENESS OF AN ENTERPRISE, ITS INTERNAL SITUATIONS, AND ITS EXTERNAL ENVIRONMENT,
EQUIVALENT TO A FULLY CONSCIOUS, AWARE, AND EFFECTIVE HUMAN.
Considering the previous perspect i ves, how can w go about creat i ng a cont i nuous qual i t y i m
e provem ent erprise? I begi n by creating a
ent
general i zed m odel of hum ent erprise. Thi s ent erprise i s an expressi on of endeavor , and does not encom hum know edge and
an pass an l
identity, w hich are separate models. It does rely upon these m
odels how as its foundation.
ever
I used a struct ured anal ysi s and desi gn t echni que i n creat i ng t he general ent erprise m . T G Mprovi des a fram ork w t hi n t he
odel he E ew i
enterprise for process improvem resource life cycle m
ent, anagem , custom focus, and statistical process control.
ent er
I designed the GMfor extension by each specific ent erprise. Y achi eve t hi s ext ensi on by bui l di ng a D M r epresent i ng your A
E ou E, S-IS
enterprise and serving as the basis for m
oving tow your T -B ent erprise.
ards O E
EM pr ent
A D suppor t s pr epar at i on f or , and conduct of , pr ocess i m ovem ef f orts such as A i vi t y M i ng and D a M i ng
ct odel at odel
(IDEF0/ I D F X , Funct i onal Econom c A ysi s (FEA , and A i vi t y B
E1 ) i nal ) ct ased C i ng (A C It supports the i ncreased effect i veness,
ost B ).
efficiency, and speed of these efforts, easing the integration of previously separate efforts.
PAGE 32

ROY ROEBUCK ENTERPRISE ENGINEERING
DYMANIC ENTERPRISE MODEL
WHERE IS IT DONE?
WHEN?
LOCATION
HOW MANY? WHO IS RESPONSIBLE?
STRUCTURE
HOW OFTEN? WHO HAS THE
AUTHORITY?
HOW MUCH?
FOR WHAT WHO HAS THE
REQUIREMENT ORGANIZATION RESOURCES?
OUTCOME LIFE CYCLE
IS IT DONE? STRUCTURE
CROSS
WHO DOES
INDEX
PRODUCTION THE WORK?
RESOURCE UNIT (BILLET)
CATEGORY STRUCTURE
WITH WHAT IS IT
DONE?
ACTIVITY FUNCTION
MODEL STRUCTURE WHAT IS DONE?
HOW IS IT DONE? WHY IS IT DONE?
A an exam e, before A i vi t y M i ng, t he question W perform t hi s act i vi t y and w
s pl ct odel ho s here are t hey? m be asked. Wt hout t his
ust i
preparatory inform
ation, process im ent ay
provem efforts m not bring proper stakehol ders and know edge w
l orkers int o t he m i ng efforts.
odel
T could result in incom
his plete or distorted models, requiring repetition. T lack of proper stakeholder involvem blocks future efforts at
he ent
m integration. T DMprovi des t he necessary preparat ory i nform i on t o i m
odel he E at prove i nvol vem .
ent
he E 0 E1 , ,
T enterprise then feeds the resul t s of ID F /ID F X FEA and A C back i nt o t he D Mt o refine i t , as a formof feedback. A a result,
B E s
E es pl ent
t he D Mbecom a t ool used t o derive and i m em t he evol ut i onary steps t ow ards t he desired T -B ent erprise profile, w l e
O E hi
refining and strengthening the AS-IS elem that w w l . .
ents ork el
PAGE 33

ROY ROEBUCK ENTERPRISE ENGINEERING
GENERAL ENTERPRISE MODEL
(ENTITY RELATIONSHIPS)
.
ENTERPRISE
CONTAINS/IS CONTAINS/IS CONTAINS/IS CONTAINS/S CONTAINS/IS CONTAINS/IS CONTAINS/IS
CONTAINED BY CONTAINED BY CONTAINED BY CONTAINED BY CONTAINED BY CONTAINED BY CONTAINED BY
.01. .02. .03. .04. .05. .06. .07.
LOCATION ORGANIZATION PRODUCTION FUNCTION ACTIVITY RESOURCE REQUIREMENT
STRUCTURE STRUCTURE UNIT (BILLET) STRUCTURE MODEL CATEGORY LIFE CYCLE
STRUCTURE
LOCATION ORGANIZATION BILLET FUNCTION ACTIVITY RESOURCE
CONTAINS ORGANIZES ACCOMPLISHS PERFORMS UTILIZES OR SATISFIES
ORGANIZATION BILLETS FUNCTION ACTIVITY PRODUCES REQUIREMENT
RESOURCE
ORGANIZATION BILLETS FUNCTION ACTIVITY REQUIREMENTS
OCCUPIES PERFORM JUSTIFIES ACHIEVES RESOURCE ARE SATISFIED
LOCATION ORGANIZATION BILLET FUNCTION CONTRIBUTES BY RESOURCES
MISSION TO OR
RESULTS
FROM
ACTIVITY
These seven categories of enterprise objects have fixed rel at i onshi ps t o each ot her . Every descendant obj ect of these t op l evel entities
carries the sam relationships as their parent objects. In building a DM w refine the specific relationships bet w descendant obj ect s.
e E, e een
W can probably assign every thing (i.e. , object) w interests an enterprise into one of these object classes. T DMholds a record of
e hich he E
these objects and the specific relationships betw them T DMprovides answ to the basi c quest i ons about each obj ect .
een . he E ers
T enterprise acts on objects according to the basic relationships. W identify specific actions (transactions) on an object in the A
he e ctivity
(.05.) object class.
PAGE 34

ROY ROEBUCK ENTERPRISE ENGINEERING
GENERAL ENTERPRISE MODEL
(EXAMPLE ENTITY CATEGORIES/HIERARCHIES/)
.
ENTERPRISE
.01. .02. .03. .04. .05. .06. .07.
LOCATI ON ORGANI ZATI ON PRODUCTI ON FUNCTI ON ACTI VI TY RESOURCE REQUI REMENT
STRUCTURE STRUCTURE U I T ( BI LLET)
N STRUCTURE MODEL CATEGORY LI FE CYCLE
STRUCTURE
CONTINENT FORMAL UNIT PROGRAM PROCESS PERSONS REQUESTED
NATION INFORMAL PARAGRAPH (SECTION) PROJECT WORK CENTER FUND CONFIGURATIONS APPROVED
STATE AD-HOC PARAGRAPH MULTIPLIER OPERATION TASK INFORMATION CONFIGURATIONS AUTHORIZED
COUNTY CONTINGENCY LINE NUMBER EVENT TRANSACTION INFORMATION TECHNOLOGY ALLOCATED
CITY CONSORTIUM LINE MULTIPLIER (POSITION) TASKING INPUT RESOURCE AUTOMATION ASSIGNED
DISTRICT TASK FORCE MISSION CONTROL RESOURCE COMMUNICATION SERIAL NUMBER
BUILDING FUTURE STATE PLAN OUTPUT RESOURCE AUDIO/VISUAL HAND RECEIPT #
ROOM AGREEMENTS SITUATION MECHANISM RESOURCE RECORD-KEEPING
WORKSTATION TRANSITIONAL PRINTING/PUBLICATION
TERMINATOR MATRIX INFORMATION
CONTACT PIN DATA
DATA DICTIONARY
GUIDANCE
POLICY
PROCEDURE
PERFORMANCE STANDARDS
PERFORMANCE MEASURES
FORMS
SOFTWARE UNITS
KNOWLEDGE
LIBRARIES
SKILLS
ABILITIES
PERSONNEL CONFIGURATIONS
MATERIEL CONFIGURATIONS
FACILITY CONFIGURATIONS
BUILDINGS
INFRASTRUCTURE
REAL ESTATE
CAPABILITY CONFIGURATIONS
SERVICE CONFIGURATIONS
SPACE CONFIGURATIONS
TIME CONFIGURATIONS
ENERGY CONFIGURATIONS
The gener al ent er pr i s e model i m em s and encom
pl ent passes t he f unct i onal i t y of t he A SI X Three Schem M
N 3 a odel and t he Three
Architecture E erprise M .
nt odel
It enables us to m
anage the object classes, t heir specific object instances, and the relationships betw themw
een ithin a single norm
alized dat a
environment. It maintains the specific object instances, and their com
position and distribution context , within the enterprise as a whole.
It provides for shared data, created and m
aintained by source data entry, using a shared softw unit reposi t ory for processi ng all routine
are
transactions.
PAGE 35

ROY ROEBUCK ENTERPRISE ENGINEERING
FUNCTIONAL USES OF A DYNAMIC ENTERPRISE MODEL
. I DEF0
ENTERPRISE
.01. .02. .03. .04. .05. .06. .07.
LOCATI ON ORGANI ZATI ON PRODUCTI ON FUNCTI ON ACTI VI TY RESOURCE REQUI REM ENT
STRUCTURE STRUCTURE U I T ( BI LLET)
N STRUCTURE MODEL CATEGORY LI FE CYCLE
STRUCTURE
I DEF0 I DEF0 I DEF0 I DEF0
I DEF0 I DEF0 I DEF0
I DEF1X
I DEF1X I DEF1X
ABC
ABC ABC
FEA
FEA FEA
STRUCTURE MODEL ( ORGANI ZATI ON AND FUNCTI O ) ( FUNCTI O D STRI BUTI O )
N N I N
PHASE I
ENTERPRI SE DI RECTORY ( CUSTOMER DI RECTORY / STAKEHOLDER / C O D NATI O / I NTERNAL
ORI N
PHASE II MANAGEMENTCONTROL) ( ACTI VI TY DI STRI BUTI ON)
WORKFLOW / PRODUCT FLOW / DATA I NTERCHANGE / PROCESS I M PROVEMENT /
PHASE III SUPPLI ER - CUSTOMER MODEL ( PRODUCTI ON DI STRI BUTI O )
N
RESOURCE MANAGEMENT / I NVENTORY / M NTENANCE / ACTI VI TY BASED COSTI N / FUNCTI O A
AI G NL
PHASE IV E O O I C ANALYSI S / R SK ASSESSMENT / TRANSACTI ON BI LLI N / POSI TI ON AUTHORI ZATI O
CNM I G N
/ ACCESS CONTROL / M ATERI EL PLANNI NG
MANAGEMENT MODEL ( GLOBAL X. 500+ RESOURCE ADDRESSI N )
G RESOURCE MODEL
PHASE V
OE N N
ENTERPRI SE M D L ( ADAPTI VE ORGANI ZATI O , EXECUTI VE I NFORMATI O , ACTI VI TY SI M LATI ON AND VI SUALI ZATI O , D N M C B S NESS
U N YA I UI
PHASE VI REENGI NEERI NG, COMMAND- CONTROL- I NTELLI GENCE, OPTI M ZATI O )
I N
y ic
B creating a dynam ent erprise m odel i n t he above manageabl e phases, w i dentify and reduce m redundancy and dupl i cat i on of effort
e uch
w t hi n t he ent erpr i se. Thi s di spl ays associ at ed adm ni st r at i ve and operat i onal overhead. Tr i m i ng t hese gai ns us perm
i i m anent
responsiveness/efficiency/effect i veness.
ll
A the data, i nform l
ation, and know edge necessary t o creat e t he model current l y exi st within and around each ent erprise. I t w d not
oul
function otherw se. H ever , i t i s does not usual l y have useful pat t erns of formand flow I t i s often confusi ng and unw el dy, w t h
i ow . i i
unconstrained variation. It therefore contains too m non-inform data, w is noise/overhead, a w of resources. T m l i kel y
uch ing hich aste he ost
object classes to contain or generate excessive overhead is the organization and function object classes, prim arily because their com
position
is usually a subjective decision by the enterprise executives, rather than objectively engineered.
ui E at l pl hi e
B l di ng t he D Mresol ves/ organi zes t hi s dat a, i nform i on, and know edge i nt o a si m e ordered struct ure, w ch w t hen use for
simultaneous analysis and transaction processing, and for change m anagem
ent. It also provides the capability to viewthe enterprise i n many
form all variations on a comon t hem
s, m e.
B building and m
y aintaini ng a syst emt hat di spl ays t he dynamc rel at i onshi ps bet w t hese obj ect cl asses, t he D Mdel i vers si gnificant
i een E
useful inform i on t o t he ent erprise at each phase of informng/ i nvol vi ng/ coordi nat i ng syst emi m em at i on, for all stage of supplier
at i pl ent
activities.
PAGE 36

ROY ROEBUCK ENTERPRISE ENGINEERING
CATALOG HIERARCHY
(OBJECT DISAGGREGATION)
ENTERPRISE OBJECTS
.01. LOCATION
LOCATION OBJECTS
.02. ORGANIZATION
.03. PRODUCTION UNIT
.04. FUNCTION .01.1. ANTARCTICA
.05. PROCESS .01.2. AFRICA
.06. PRODUCT .01.3. ASIA
.07. RESOURCE .01.4. AUSTRALIA
.01.5. EUROPE EUROPE OBJECTS
.01.6. NORTH AMERICA
TABLE H1
.01.7. SOUTH AMERICA .01.5.1. BELGIUM
.01.8. CENTRAL AMERICA .01.5.2. SPAIN
.01.9. PACIFICA .01.5.3. UNITED KINGDOM
.01.10. GREENLAND .01.5.4. ITALY
IMAGE TABLES .01.11. ICELAND .01.5.5. DENMARK
DISPLAY ONE OR .01.12. MADAGASCAR .01.5.6. FINLAND
MORE LEVELS OF .01.5.7. FRANCE ETC.
DESCENDANTS TABLE H1 IMAGE #1 .01.5.8. GERMANY
.01.5.9. GREECE
.01.5.10. LUXEMBOURG
.01.5.11. NETHERLANDS
.01.5.12. NORWAY
.01.5.13. RUSSIA
TABLE H1 IMAGE #2
Alogical im entation of the DMcatalog function w d l ook som hi ng l i ke t hi s. I t w d require a dat abase m
plem E oul et oul anagem systemthat
ent
could performrelational self-joins.
W this catalog, users could query the object classes as deeply as they w disaggregated/categorized.
ith ere
PAGE 37

ROY ROEBUCK ENTERPRISE ENGINEERING
GEM CATALOG HIERARCHY
(LOGICAL VIEW)
ENTERPRISE OBJECTS OBJECT CODE OBJECT TITLE
.01. LOCATION .01.1. CONTINENT A
.02. ORGANIZATION .01.1.1. NATION A
.03. PRODUCTION UNIT .01.1.1.1. STATE A
.04. FUNCTION .01.1.1.1.1. COUNTY A
.05. ACTIVITY .01.1.1.1.1.1. TOWN A
.06. RESOURCE .01.1.1.1.1.1.1. SUBDIVISION A
.06.1. PERSONS .01.1.1.1.1.1.1.1. BUILDING A
.06.2. FUNDS .01.1.1.1.1.1.1.1.1. ROOM A
.06.3. INFORMATION
.01.1.1.1.1.1.1.1.2. ROOM B
.06.4. PERSONNEL
.01.1.1.1.1.1.1.2. BUILDING B
.06.5. MATERIEL
.01.1.1.1.1.1.1.3. BUILDING C
.06.6. FACILITY
.01.1.1.1.1.1.2. SUBDIVISION B
.06.7. CAPABILITY
.06.8. SERVICE
TABLE H1 IMAGE
.06.9. SPACE
.06.10. TIME
.06.11. ENERGY SOFTWARE OBJECT-SPECIFIC
.07. REQUIREMENT UNIT DETAIL
CONTROLLING ATTRIBUTES
OBJECT SHARED
TABLE H1 TRANSACTIONS TABLE D1 OBJECT DETAIL
AND DETAIL ATTRIBUTES
ATTRIBUTES
SHARED DATA
SOFTWARE UNIT
REPOSITORY
REPOSITORY
T softw unit controlling an object' s transactions w
he are ould be accessi bl e t hrough t he cat al og, as w d t he det ai l ed at t r i but es of each
oul
enterprise object (either shared data or object-specific data).
The D MC al og w d serve as a T e of C ent s t o t he ent erprise m
E at oul abl ont anagem environm .
ent ent
T DMuses each softw uni t , an obj ect , t o process a specific transact i on w t hi n an act i vi t y. T s reduces t he need for com ex,
he E are i hi pl
m enus ork
ultilevel m for functional processes, w centers, and tasks. T DMChe E atalog guides the user t o t he transact i on. T D Mal l ow
he E s
standardized and shared softw units am activities. T
are ong are
odeling and devel opm of softw are sim
hus, transaction m ent pler. T reliance
he
are oul i e m are odul
on large softw design proj ect s w d di mni sh. W can appl y obj ect-orient ed programi ng t echni ques t o softw units, m arizi ng
dow to the transaction level.
n
PAGE 38

ROY ROEBUCK ENTERPRISE ENGINEERING
GEM CROSS-INDEX
(LOGICAL VIEW)
ENTERPRISE OBJECTS
BASE ASSOCIATED OBJECT OBJECT TITLE
.01. LOCATION
OBJECT OBJECT CODE
.01.1. CONTINENT A
.01.1.1. NATION A .01.1.1. .01.1.2. .01.1.2. NATION B
.01.1.2. NATION B .01.1.1. .02.1. .02.1. ORGANIZATION X
.02. ORGANIZATION .01.1.1. .02.2. .02.2. ORGANIZATION Y
.03. PRODUCTION UNIT .01.1.1. .02.3. .02.3. ORGANIZATION Z
.04. FUNCTION .01.1.1. .03.1. UNIT A
.03.1.
.05. ACTIVITY
.01.1.1. .03.5. .03.5. UNIT B
.06. RESOURCE
.01.1.1. .04.3. .04.3. FUNCTION C
.06.1. PERSONS
.01.1.1. .05.7.4. .05.7.4. ACTIVITY B
.06.2. FUNDS
.01.1.1. .06.01.1. .06.01.1. FUND TYPE 456
.06.3. INFORMATION
.06.4. PERSONNEL .01.1.1. .06.02.1. .06.02.1. INFORMATION TYPE X
.06.5. MATERIEL .01.1.1. .07.FE53D637 .07.FE53D637 REQUIREMENT FE53D637
.06.6. FACILITY
TABLE H2 TABLE H1 IMAGE
.06.7. CAPABILITY (ASSOCIATIONS)
.06.8. SERVICE
SOFTWARE UNITS WHICH
.06.9. SPACE
ASSOCIATION DETAIL CONTROL BASE OBJECT AND
.06.10. TIME
ATTRIBUTES ASSOCIATED OBJECT ACTIVITY
.06.11. ENERGY
(RELATIONSHIP, AND REQUIREMENT
.07. REQUIREMENT
QUANTITY, RESOURCE TRANSACTIONS, AND THEIR
ICOM TYPE) DETAIL ATTRIBUTES.
TABLE H1 (CATALOG)
TABLE H2 SOFTWARE UNIT
RELATIONS
REPOSITORY
Alogical viewof the C ross Index function w look som
ould ething like this. T create associations, w select a base object fromthe C
o e atalog.
T w use the C
hen e atalog to select those objects directly associated w the base object . T
ith hus, a position incum or a planner defines an
bent
object' s com
position and distribution by picking fromthe C atalog. T users could then ask the basic questions about t hemor com nat i ons
he bi
of them W could establish electronic conferencing and other form of involving and coordinating based on these associations.
. e s
T detail attributes that describe the associat i on w d be accessi bl e t hrough t he C
he oul ross-Index, as w d t he st andard softw unit for
oul are
associated A
ctivity objects. U m et
sing an obj ect-orient ed programi ng m hod, each softw uni t w d al so be an obj ect i n t he D MC al og
are oul E at
and C ross-Index.
e i ent i are s, s,
W can dynam cal l y adj ust t he dat a el em s associ at ed w t h sof t w syst em dat abases and t abl es, f orm publ i cat i ons, r eports,
spreadsheets, graphics, etc., fromone data di ct i onary/ gl ossary. W w d know i n advance t hose i t em effect ed by a change, t o t heir
e oul s
degree of inclusion in the enterprise m
odel.
PAGE 39

ROY ROEBUCK ENTERPRISE ENGINEERING
SAMPLE ENTERPRISE DIRECTORY OBJECTS Respondent Name______________
LOCATION ACTIVITY Tel ephone Number_____________
Room N ber __________________
um
PROCESS
CONTI NENT
WORK CENTER Organi zat i on Code____________
NATI ON
TS
AK Uni t and Posi t i on Code_______
STATE
T A S CIO
RNAT N
CUT
O NY
INU
PT
CT
I Y
DSR C
I TI T
O R E U PI R
S U C (S P L E )
EO R E O E
RS U C C D
RESOURCE (ICOM)
BIL IN
UD G PERSONS
SHDL
C E UE
RO
OM TRAI N N
I G
Q A T TY
U NI
W R SAI O
O KTT N EDUCATI ON
C NR L
OTO
TR I N T R
E M AO EXPERI ENCE
S U C (S P L E )
O R E U PI R
C NA T P N
O TC I RS U C C D
EO R E O E FUND CONFI GURATI ONS
SHDL
C E UE I NFORMATI ON RESOURCE CONFI GURATI ONS
ORGANIZATION Q A T TY
U NI
MC A I S
E HN M
I NFORMATI ON TECHNOLOGY
AUTOMATI ON TECHNOLOGY
S U C (S P L E )
O R E U PI R COMMUNI CATI ON TECHNOLOGY
FORMAL
RS U C C D
EO R E O E AUDI O VI SUAL I NFORMATI ON TECHNOLOGY
/
I NFORMAL
SHDL
C E UE RECORDS MANAGEMENT TECHNOLOGY
AD- H C
O
Q A T TY
U NI PRI NTI NG AND PUBLI CATI ON TECHNOLOGY
CONTI GENCY O TU
UP T I NFORMATI ON
CONSORTI UM D S I N T O ( C SO E )
E T A I N UT MR DT
AA
TASK FORCES RS U C C D
EO R E O E D T SA D R S
AA T N A D
FUTURE STATE SHDL
C E UE G I DANCE ( BUSI NESS RULES)
U
AGREEMENTS Q A T TY
U NI VSO
I I N
TRANSI TI O A
NL
REQUIREMENT
VLE
AU S
MT IX
AR P LC
OI Y
REQUI REMENT CODE TRANSACTI ON PROCEDURE
UNIT PRODUCT CODE
PRODUCT DESCRI PTI ON
PERFORMANCE STANDARDS
PERFORMANCE MEASURES
N OE I )
UNI T I DENTI FI CATI O C D ( U C G I /
USI N U C PARAGRAPH/ LI NE FR S
OM
PARAGRAPH NUMBER FUNCTI ON SUPPORTED R P RS
EOT
PARAGRAPH MULTI PLI ER ACTI VI TY PERFORMED S F WR U I TS
OT AE N
LI FE CYCLE QUANTI TY
LI N N M E
E U BR KNOWLEDGE
REQUESTED
LI N M L I PLI E ( P S TI O )
E UT R OI N LI B A I E
RR S
APOE
PR VD
S ILLS
K
ATOIZD
UH R E
L N R N E PA
OG AG LN A I LI TI E
B S
FUNCTION I AG LN
MD R N E P A
S O T R N E PA
H R AG LN
PERSONNEL CONFI GURATI ONS
MATERI EL CONFI GURATI ONS
PROGRAMS
N A T R PA ( B D E )
ER EM LN U GT FACI LI TY CONFI GURATI ONS
PROJECTS ALLOCATED BUI LDI N S
G
OPERATI O S
N DVL P E T
E EO M N I NFRASTRUCTURE
EVENTS A Q I S TI O
CU I N
REAL ESTATE
TASKI N S
G POUE ET
R C RMN
CAPABI LI TY CONFI GURATI ONS
FI E D N
LI G
M SSI O S
I N SERVI CE CONFI GURATI ONS
ASGE
S I ND
PLANS TI ME CONFI GURATI ONS
SRA NME
E I L U BR
SI TUATI O S
N A C U T BE O F C
C O NA L FI E SPACE CONFI GURATI ONS
MI N E A C H S O Y
A TNN E I T R ENERGY CONFI GURATI ONS
W could send phased queries t o various l evel s w t hi n t he organi zat i on and product i on uni t s. T
e i hese queries w d ask t hemt o i dentify
oul
objects associated w them and w they control . For the resource object class, t his is equivalent to asking w products do you use as
ith , hich hat
a custom and produce as a supplier?.
er,
T sam show the types of objects contained w t hi n a t ypi cal D M T respondent s sel ect t he t ype of obj ect s fromt he D MC al og
his ple s i E . he E at
and provide specific identifiers of these objects. T refines the DMbaseline m
his E odel and faci l i t at es t he i dent i f i cat i on of stakehol der
positions coordinated w w m
ith hen anaging the obj ect cl asses (for exam e, A
pl ctivity and D a M i ng).
at odel
ne
O autom m plem
ated ethod of im ent i ng t hese C al og- based quest i onnaires i s froma L
at ocal A N w l ogon rout i ne, as a subroutine of
rea et ork
L N user profile m nt enance.
A ai
PAGE 40

ROY ROEBUCK ENTERPRISE ENGINEERING
BUILDING THE DYNAMIC ENTERPRISE MODEL
1. BUILD THE BASELINE DEM
2. REFINE THE ENTERPRISE MODEL
3. CREATE A CONTINUOUS QUALITY IMPROVEMENT ENTERPRISE
Seen fromthe perspect i ve of formng a cont i nuous qual i t y i m
i provem organi zat i on, accom i shi ng t he creat i on of a dynamc ent erprise
ent pl i
m takes t hree phases.
odel
Phase I w d bui l d t he D Mbasel i ne (A
oul E S-IS).
oul E i
Phase II w d use t he D Mt o t r ansform t he organi zat i on i nt o one operat i ng w t h an i nt egrat ed corporat e managem environm ,
ent ent
providing a single pool of data.
ould hen E
Phase III w result w the organization uses the DMfor continuous quality im
provem in satisfying the full life cycl e of a custom
ent er
requi r em ( T -B ).
ent O E
ADMcould serve as t he underlyi ng dat abase/reposi t ory for informng syst em E pl es of such capabi l i t i es are: i nt egrat ed project
E i s. xam
m ent odel at put
anagem , m i ng, geographi c/ spat i al i nform i on, com er ai ded desi gn, net w mork anagem , vi sual i zat i on, si m at i on, and
ent ul
m his ould
comand and control . T integrated visualization of change w serve as a dynam ent erprise i nform i on syst em
ic at .
PAGE 41

ROY ROEBUCK ENTERPRISE ENGINEERING
BUILDING THE DYNAMIC ENTERPRISE MODEL
PHASE I, BASELINE MODEL
I.5 Identify and inventory activities customers perform.
I.3 Identify and define
I.1 Identify, define, and I.2 Identify and define standard standard resources.
inventory standard structures. activities.
.01. .02. .03. .04. .05. .06. .07.
LOCATION ORGANIZATION PRODUCTION FUNCTION ACTIVITY RESOURCE REQUIREMENT
STRUCTURE STRUCTURE UNIT (BILLET) STRUCTURE MODEL CATEGORY LIFE CYCLE
STRUCTURE
I.4 Identify and inventory customers.
I.6 Identify and inventory standard and non-standard products which
customers utilize or produce, by life cycle phase.
SECTI O V :
N I BUI LDI N THE DYNAM C ENTERPRI SE M D
G I O EL.
T first phase of bui l di ng t he D M s t o define t he basel i ne obj ect s of the ent erprise and t heir associ at i ons t o each ot her. Thi s di agram
he Ei
highl i ght s t he m or tasks of that phase. See N 1 of E osure 1.
aj ode ncl
T princi pal w oad i n bui l di ng and m nt ai ni ng t he basel i ne i nvent ory i s col l ect i ng, organi zi ng, and m nt ai ni ng t he obj ect instance
he orkl ai ai
attributes, relationships, and data values.
ow
H ever , t hi s w oad already exi st s i n al l ent erprise m
orkl ent
anagem efforts. T D Mapproach can decrease t he am
he E ount of that workload,
w l e m ng t he w oad' s product s m useful and accessi bl e.
hi aki orkl ore
he i E
T difference w t h t he D Mapproach i s i t s uni t ary perspect i ve, process, and control . O her approaches from a m fragm ed
t ore ent
perspective w have greater resultant overhead for processi ng, col l ect i on, di ssemnat i on, synchroni zat i on, val i dat i on, st orage, t r ansport,
ill i
security, and presentation of the data.
W creat e an i m
e portant and usabl e product w t h each i m em at i on t ask and i t s i nt egrat i on w t h precedi ng t ask resul t s. I describe this in
i pl ent i
subsequent charts.
PAGE 42

ROY ROEBUCK ENTERPRISE ENGINEERING
BUILDING THE DYNAMIC ENTERPRISE MODEL
PHASE I.1, BASELINE MODEL
.01. .02. .03. .04. .05. .06. .07.
LOCATION ORGANIZATION PRODUCTION FUNCTION ACTIVITY RESOURCE REQUIREMENT
STRUCTURE STRUCTURE UNIT (BILLET) STRUCTURE MODEL CATEGORY LIFE CYCLE
STRUCTURE
* * * *
BUILD THE STRUCTURE MODEL
I.1. Identify, define, and inventory standard structures.
I.1.1. Build Location model to Building/Room level.
I.1.2. Build Organization model to Commander/Director level for each specific/unique mission.
I.1.3. Build Production Unit model to the unique position level.
I.1.4. Build Function model to 4th level of detail.
I.1.5. Load above models into Baseline enterprise model to form Catalog.
I.1.6. Each unit paragraph/section catalog-select the buildings and rooms they are directly associated with, and post to
cross-index.
I.1.7. Each unit paragraph/section catalog-select the Function(s) they are directly associated with, and post to
cross-index.
I.1.8. As a refinement, each unique position within a paragraph/section identities the building /room and function(s) they
are directly associated with, and post to cross-index.
Perform task 1.1 creates a netw
ing orked location/organization/position/function directory. I refer to this as a Structural M odel. It displays the
locations, organizations (and their missions), production units (and their capabilities and support requirem
ents), and functions of interest to the
enterprise, and the relationships betw them See N 1. 1 of E osure 1. A her termfor thi s struct ural m
een . ode ncl not odel i s t he Concept of
O at i ons (C N PS) .
per OO
Useful netw products derived fromthe struct ural m
ork odel are:
L C T R(displaying location [nation / state / county-city / tow / district / building / room/ w / outlet / contact pin, along w t h
OAO n all i
geographic/spatial coordinates] related to organization, position, and/or function),
C N PS (coordi nat i on/ st akehol der/col l aborat i on syst emdispl ayi ng unit, position, organization, and location i nvol vem in each
OO ent
function),
TELEPHONE AND NETW ORK DI RECTORY (displaying all the above w t h added uni t posi t i on t el ephone/fax/ em l num
i ai bers
and position i ncum ' s nam
bent e).
PAGE 43

ROY ROEBUCK ENTERPRISE ENGINEERING
BUILDING THE DYNAMIC ENTERPRISE MODEL
PHASE I.2, BASELINE MODEL
.01. .02. .03. .04. .05. .06. .07.
LOCATION ORGANIZATION PRODUCTION FUNCTION ACTIVITY RESOURCE REQUIREMENT
STRUCTURE STRUCTURE UNIT (BILLET) STRUCTURE MODEL CATEGORY LIFE CYCLE
STRUCTURE
* * *
BUILD THE ENTERPRISE DIRECTORY (MANAGEMENT MODEL)
I.2. Identify and define standard activities.
I.2.1. Compile and standardize a hierarchy of enterprise activities from the process through workcenter level, and post
to Catalog.
I.2.2. Identify units and their paragraphs/sections accomplishing a specific function.
I.2.3. Each functional paragraph/section catalog-select the activities they perform within that function, and post to
Cross-Index.
I.2.4. Each unique position catalog-select those activities at the workcenter level which they directly perform, and post to
Cross-Index.
I.2.5. As a refinement, coordinate with all unique positions performing each workcenter activity for identification of major
stakeholders/experts for activity modeling and change management across functions.
I.2.6. Post activity models down through transaction level, to the Catalog.
Perform task 1.2 creates a netw
ing his
orked activity directory. T adds to the functionality of the previous structural m . T com nat i on
odel his bi
is an Enterprise D irectory. It displays the sam inform
e odel s ed
ation as the structural m , plus it allow display of activities perform by each
position, within their assigned functions, in relation to the structural m
odel. See N 1. 2 of E osure 1.
ode ncl
Adistribution listing for each activity across the enterprise is a useful netw product derived fromt he E erprise D
ork nt irect ory. It organizes
supported function(s); units/positions perform the activity (and their phone/fax num and netw address); organi zat i ons responsi bl e
ing bers ork
for producing the activity' s outputs; and the locations (dow to building and roomnum +) perform the activity.
n ber ing
The Ent erprise D r ect ory i s an appropr i at e st ar t poi nt f or busi ness change efforts such as Tot al Q i t y M
i ual anagem , B ness
ent usi
Reengineering, Process Im ent ct odel
provem , and A i vi t y M i ng. T E al l ow t he deci si on m
he D s akers and pl anners to see w t he appropriat e
ho
stakeholders and functional and activity experts are and their location, and facilitates subsequent coordination and integration of efforts in
business change, adding robustness and com pleteness t o t he change resul t s.
Building an Enterprise Directory is a logical preparatory phase for integrated business change such as Funct i onal Process Improvem , and
ent
increases the likelihood of successful change.
PAGE 44

ROY ROEBUCK ENTERPRISE ENGINEERING
BUILDING THE DYMANIC ENTERPRISE MODEL
PHASE I.3, BASELINE MODEL
.01. .02. .03. .04. .05. .06. .07.
LOCATION ORGANIZATION PRODUCTION FUNCTION ACTIVITY RESOURCE REQUIREMENT
STRUCTURE STRUCTURE UNIT (BILLET) STRUCTURE MODEL CATEGORY LIFE CYCLE
STRUCTURE
* * * * * *
BUILD THE PROCESS IMPROVEMENT MODEL
I.3. Identify and define standard resources.
I.3.1. Build a hierarchy of standard resources, and post each resource to the Catalog.
I.3.2. For each activity being activity-modeled, Catalog-select the resource objects utilized as Inputs, Controls, or
Mechanisms, or produced as Outputs (ICOM), and post to the Cross-Index.
I.3.3. Post activity-modeling refined ICOM (Resource) to Catalog.
I.3.4. Data Model the activities, using the ICOM as entities, and post the refined ICOM to the Catalog, and the
activity/function/unit/organization /location associations with the ICOM to the Cross-Index.
I.3.5. For refinement, identify each resource object as a composite or singular object, and for composite objects,
catalog-select the major component resources and post to the Cross-Index.
Perform task 1. 3 creat es a catalog of standard and non-standard resources, and adds to the functionality of the E
ing nterprise Directory. T his
form the Process Im
s provem M e at
ent odel. It displays the sam i nform i on as t he E erprise D
nt irect ory and allow those involved i n i m
s provi ng
business products, processes, and structure to identify the specific resource categories (both standard and non-standard) the activities use and
produce. A a resul t , an analyst/planner could identify the flowof w products or resources by tracki ng t he t i m sequences of act i vi t y
s ork e
production, t hus viewing/sim ulating the flowof activity outputs (as supplier) and subsequent activity inputs (as cust om er). A t i onal l y,
ddi
activity m odelers could use the directory of resources as a catalog to select specific predefined resources as Inputs, C ontrols, O put s, or
ut
M s O) odel
echanism (IC M in t heir m i ng efforts. If the resource w not predefined, t hey w d add proposed new or derived IC M t o t he
as oul Os
catalog. See N 1. 3 of E osure 1.
ode ncl
ork
A useful net w product derived fromt he process i m oul i
ent odel w d be an i nt egrat ed dat a di ct i onary, w t h each dat a el em
provem m ent
within the dictionary m apped to the activity transactions (form t able, database, report, publication, procedure, policy) w use that data
, hich
ent O . he es
elem as an IC M T data dictionary then becom an integral part of the dat a m i ng process, w t h pre-defined dat a el em s bei ng
odel i ent
brought into each data m i ng effort in t he formof a cat al og. W add new y di scover ed/ der i ved data elem s resul t i ng from dat a
odel e l ent
modeling into it. B esides serving as a data dictionary for data m odeling, t he process improvem m could serve as a cat al og for ot her
ent odel
resources besides data. E pl es w d be di ct i onaries/ direct ories for personnel , persons, f unds, f aci l i t i es, i nform i on t echnol ogy,
xam oul at
materiel, services, etc.
T dictionary/directories for each resource category display: activities using the resource (as inputs, controls, or m
he echanism or produci ng
s)
the resource (as output products or by-products); functions perform those activities; units/positions accom
ing plishing those funct i ons (w t h
i
phone, netw orking, and m ailing information); organizations ow the units/posi t i ons; and l ocat i ons of the organi zat i ons. T s supports
ning hi
ct
A i vi t y Based C i ng. Fromt he process i m
ost ent odel
provem m , pl anners i dent i f y a resource as a com t e, com
posi posed of t w or m
o ore
com ponent resources m anaged by t he ent erprise, or as si ngul ar , w t h no m
i anaged component s.
PAGE 45

ROY ROEBUCK ENTERPRISE ENGINEERING
BUILDING THE DYNAMIC ENTERPRISE MODEL
PHASE I.4, BASELINE MODEL
.01. .02. .03. .04. .05. .06. .07.
LOCATION ORGANIZATION PRODUCTION FUNCTION ACTIVITY RESOURCE REQUIREMENT
STRUCTURE STRUCTURE UNIT (BILLET) STRUCTURE MODEL CATEGORY LIFE CYCLE
STRUCTURE
* * *
BUILD THE SUPPLIER/CUSTOMER (RESOURCE FLOW) MODEL
I.4. Identify and inventory customers.
I.4.1. Identify each unique position, activity transaction, and composite resource object as a customer and update
those objects in the Catalog.
Perform task 1. 4 adds a netw
ing orked directory of activity custom to the funct i onal i t y of the Process Im
ers provem M . T form a
ent odel his s
Suppl i er / C om or R
ust er odel e
esource Fl owM . I t di spl ays t he sam i nform i on as t he Process Im
at provem M , and i dent i f i es t he
ent odel
custom of each product category, broken dow by activity transaction, function, production unit/position, organization, and location. See
ers n
N 1. 4 of E osure 1.
ode ncl
A useful net w product derived fromt he Suppl i er/ C om M
ork ust er odel w d be a com
oul prehensi ve direct ory of cust om by l ocat i on, etc.
ers
T w be useful in assessing custom requirem
his ould er ents, desired product quality characteristics, and satisfaction, and in perform to m
ing eet
t he cust om s expect at i ons. T s i nform i on w d enabl e m i nt egrat ed efforts t ow
er' hi at oul ore ards devel opm of qual i t y product s, process
ent
im provem and optim
ent ent/distribution and optim
izing, and structural alignm ization. It w facilitate m
ould arket research, strategic planning,
and responsiveness t o cust om requirem s.
er ent
PAGE 46

ROY ROEBUCK ENTERPRISE ENGINEERING
BUILDING THE DYNAMIC ENTERPRISE MODEL
PHASE I.5, BASELINE MODEL
.01. .02. .03. .04. .05. .06. .07.
LOCATION ORGANIZATION PRODUCTION FUNCTION ACTIVITY RESOURCE REQUIREMENT
STRUCTURE STRUCTURE UNIT (BILLET) STRUCTURE MODEL CATEGORY LIFE CYCLE
STRUCTURE
* *
*
BUILD THE WORK FLOW MODEL
I.5. Identify and inventory activities which customers perform.
I.5.1. For each customer, identify the associated activities and the ICOM for each activity, and post to the Cross-Index.
I.5.2. For each ICM, identify the source activity and customer, and post to the Cross-Index.
I.5.3. For each output, identify the destination activity and customer, and post to Cross-Index.
Perform task 1. 5 defines and adds a net w
ing orked direct ory of suppl i er/cust om rel at i onshi ps t o t he Suppl i er/C om M . T is a
er ust er odel his
W odel e at
orkflowM . I t di spl ays t he sam i nform i on as t he Suppl i er/C om M , and refines t he rel at i onshi ps bet w cust om and
ust er odel een ers
suppliers. See N 1. 5 of E osure 1.
ode ncl
U ork odel xam ul
orkflowM . E ples are: the capabi l i t y t o run si m at i ons of funct i ons and act i vi ties; and
seful netw products derive fromthe W
ated ance bers
autom perform of large num of transactions and tasks by m such as el ectroni c dat a i nt erchange (E I), provi di ng E ectroni c
eans D l
C m (E ). T phase identifies those transactions and coordinations t hat need or benefit fromautom i on.
omerce C his at
O w reach t hi s phase of bui l di ng t he basel i ne D i c E erprise M , t he appl i cat i on of inform i on t echnol ogy becom m
nce e ynam nt odel at es ore
product i ve. T s i s because t he com er net w can now conduct a si gnificant num of rout i ne m ed transact i ons w t hout hum
hi put ork ber odel i an
intervention. T allow the people w
his s ithin the enterprise to focus m on im
ore proving and creating products, processes and structure to m
eet
cust om requirem s.
er ent
A this point in developm of the baseline DM t he netw can informthe user of the status of the transactions under their responsibility
t ent E, ork
and authority.
PAGE 47

ROY ROEBUCK ENTERPRISE ENGINEERING
BUILDING THE DYNAMIC ENTERPRISE MODEL
PHASE I.6, BASELINE MODEL
.01. .02. .03. .04. .05. .06. .07.
LOCATION ORGANIZATION PRODUCTION FUNCTION ACTIVITY RESOURCE REQUIREMENT
STRUCTURE STRUCTURE UNIT (BILLET) STRUCTURE MODEL CATEGORY LIFE CYCLE
STRUCTURE
* * * *
BUILD THE RESOURCE MANAGEMENT MODEL
I.6 Identify and inventory standard and non-standard resources which customers require, by life cycle phase.
(Required = Requested, Approved, Authorized, Allocated, and Assigned)
I.6.1. For each position activity, identify the projected transaction workload per year, in terms of output resources
produced.
I.6.2. For each position activity and each activity ICM, identify the cumulative quantities of ICM resources, by life
cycle phase, based on annual transaction workload.
Perform task 1. 6 creates a shared-data, generalized, life cycle m
ing anagem syst emfor al l ent erprise resource requirem s t hat adds to
ent ent
the functionality of the previ ous phases. Thi s l i f e cycl e managem syst em m
ent anages requi r em s fromi ni t i al concept i on, t hrough
ent
resourcing and developm , t hrough operation and m
ent aintenance, t o reval i dat i on. See N 1. 6 of E osure 1.
ode ncl
T phase then allow enterprise executives and functional decision m
his s akers to assess t he ent erprise as a w e for purposes of strategic,
hol
control , and operational planni ng and overal l ent erprise m ent hi pl
anagem . T s phase com et es t he devel opm of an ent erprise m
ent anagem ent
envi r onm , t he basel i ne D M
ent E.
PAGE 48

ROY ROEBUCK ENTERPRISE ENGINEERING
GENERAL ENTERPRISE MODEL
A REPOSITORY OF RELATED OBJECTS
CROSS-INDEX OF ASSOCIATED OBJECTS
CATALOG
OBJECT CLASSES
BASE
LOCATION 01- 01 01- 02 01- 07
LOCATION 01 01-03 01-04 01-05 01-06
ORGANIZATION 02- 02 02- 03 02-04 02-05 02-06 02- 07
ORGANIZATION 02
UNIT 03- 03 03- 04 03-05 03-06 03- 07
UNIT 03
FUNCTION 04- 04 04- 05 04-06 04- 07
FUNCTION 04
ACTIVITY
ACTIVITY 05 05- 05 05- 06 05- 07
RESOURCE
RESOURCE (ICOM) 06 (ICOM) 06- 06 06- 07
REQUIREMENT (LCM) REQUIREMENT
07 (LCM)
07- 07
NOTE: Each object class and association BASE OBJECT COMPOSITION
pair requires a proponent authority within
the enterprise.
SECTI O V I :
N I U N A D M I NTAI N N THE DEM
SI G N A I G .
The m r i x show here w d result frombui l di ng t he basel i ne D . I t w d serve as a m
at n oul EM oul odel show ng t he com t i on and requi red
i posi
distribution for any object of interest to the enterprise.
A a result of building the DMbaseline, any person w
s E ithin the organization could viewdirect and indirect functions, act i vi t i es, resources
and requirem associated w their position. T m lim their netw access to those objects w authorities associate w the
ents ith he odel its ork hich ith
person or position. Object aut hor i t i es gi ve indi vi dual s and groups permanent or ad-hoc access t o t heir obj ects based on an approved
requirem .
ent
In this sense, t he C ross-Index w serve as the interest profile of the entire aggregated m bership of the enterprise. T hierarchical
ould em he
cat al og form arranges the objects of int erest. The C
at ross Index w d t hen serve as t he fram ork for i nform ng, i nvol vi ng, and
oul ew i
coordinating the m bers w objects of interest , w
em hen hether internal or external to the enterprise are going through som change/transact i on.
e
T inform
his ing/involving/coordinating action of the Cross Index operates across location, organization and function boundaries, supporting all
appropriate stakeholders in that object change/transaction, regardless of the concept of operation. T control point is in det ermni ng t he
he i
appropriateness of involvem and coordi nat i on. A useful guideline is: m al inform feasible involving, and practicable coordinating.
ent axim ing,
Location, w uni t , activity, resource and requirem life-cycle quality and quantity, and not technical lim
ork ent itations, t hen det ermne t he
i
principal basis of inform i nvolving, and coordinating.
ing,
See Enclosure 2.
PAGE 49

ROY ROEBUCK ENTERPRISE ENGINEERING
CATALOG MAINTENANCE FUNCTIONS
FUNCTION
OBJECT
PARENT
CURRENT
CHILD
SIBLING
Creating and m atal
aintaining the C og uses t he database transactions show here. D
n evelopers can programt hese transact i ons i n al m any
ost
programing language or ot her tool enabl i ng m pul at i on of the rel at i onal dat abase m
m ani anagem syst emunderlyi ng t he D M
ent E.
PAGE 50

ROY ROEBUCK ENTERPRISE ENGINEERING
GENERAL ENTERPRISE MODEL
CROSS-INDEX AS TABLE OF CONTENTS
EACH ASSOCIATED PAIR OF
OBJECTS CAN SERVE AS THE
CRITERIA BY WHICH PERSONS GAIN
ACCESS TO ELECTRONIC
COORDINATION. FOR EXAMPLE,
01- 01 01- 02 01-03 01-04 01-05 01-06 01- 07 LOCATION PERSONS WHOSE DUTIES INVOLVE A
SPECIFIC ACTIVITY WITHIN THE
PERSONNEL FUNCTION COULD BE
AUTOMATICALLY REGISTERED IN AN
02- 02 02- 03 02-04 02-05 02-06 02- 07 ONLINE ELECTRONIC CONFERENCE
ORGANIZATION FOR THAT ACTIVITY (E.G., FOR
ACTIVITY MODELING OR
PROJECT DESIGN). ANOTHER
03- 03 03- 04 03-05 03-06 03- 07 UNIT EXAMPLE WOULD BE WHERE ALL
CUSTOMERS WHO RECEIVE A
SPECIFIC RESOURCE AS AN INPUT
TO THEIR ACTIVITY COULD BE
04- 04 04- 05 04-06 04- 07
FUNCTION REGISTERED FOR ELECTRONIC
COORDINATION ABOUT THAT
RESOURCE (E.G., CUSTOMER
SATISFACTION AND DESIRED
05- 05 05- 06 05- 07
ACTIVITY PRODUCT QUALITY
CHARACTERISTICS).
06- 06 06- 07 RESOURCE (ICOM)
DATA
07- 07 REQUIREMENT (LCM)
REPOSITORY
LIFE CYCLE MANAGEMENT SOFTWARE UNITS SHARED
RESOURCE GLOSSARY (E.G., STANDARDS, DATA DICTIONARY) DATA
ACTIVITY SOFTWARE UNITS (E.G., TRANSACTION = REQUEST SUPPLIES)
FUNCTION CONTROL SOFTWARE UNITS
PRODUCTION UNIT CONTROL SOFTWARE UNITS
ORGANIZATION CONTROL SOFTWARE UNITS
LOCATION CONTROL SOFTWARE UNITS
SOFTWARE REPOSITORY
T cross-i ndex can t hen serve as t he T e of C ent s t o t he organi zat i on' s aut om ed and m
he abl ont at anual i nform i on syst em and i t s resources.
at s
It w d provi de a si ngl e entry poi nt i nt o shared softw and dat a. N e t hat t hi s entry poi nt i s hi ghl y secure, because t he i ndi vi dual
oul are ot
interest profile of each D M
E user, cont ai ned w t hi n t he C
i ross Index, w d be t he basi s for access permssi ons.
oul i
PAGE 51

ROY ROEBUCK ENTERPRISE ENGINEERING
CROSS INDEX MAINTENANCE FUNCTIONS
FUNCTION
ASSOCIATION
BASE OBJECT
ASSOCIATED OBJECT
his s
T diagramshow the database transact i ons used to create and m aintain the Cross Index. T developer builds these transact i on softw
he are
uni t s from al m any program i ng l anguage or ot her t ool s t hat enabl es m pul at i on of the rel at i onal dat abase m
ost m ani anagem syst em
ent
under l yi ng t he D M
E.
W create an interest profile for a group or individual by selecting a base object (e. g. , t he individual position/person' s object record) from
e
the Catalog, and then selecting associated location, organization, w unit, function, activity, resource, and requirem objects, also from
ork ent
the Catalog. T Che ross Index w then optim this list of base obj ect associ at i ons by organi zi ng t he rel at i onshi ps bet w i ndirect
ould ize een
associations into a chain of direct associations. F this, the distribution and com
rom position of individual objects w ithin the C ross Index can be
displayed.
PAGE 52

ROY ROEBUCK ENTERPRISE ENGINEERING
DYMANIC ENTERPRISE MODEL
(Logical NOTE: Relational
View) Self-Join
ASSOCIATED
OBJECT
BASE
OBJECT B A
B A
B A
B A
B A
B A
01 02 03 04 0
5
05 06 0
7
07
01 02 03 04 0
5
05 06 0
7
07
LOCATION ORGANIZATION UNIT FUNCTION ACTIVITY RESOURCE REQUIREMENT
01 02 03 04 05 06 07
0
5 0
7
LOCATION ORGANIZATION UNIT FUNCTION ACTIVITY RESOURCE REQUIREMENT
MIS MIS MIS MIS MIS MIS MIS
Alogical viewof the DMw look som
E ould ething like this. T enterprise m it as dynam and as detailed as it requires and can afford.
he akes ic
PAGE 53

ROY ROEBUCK ENTERPRISE ENGINEERING
GEM DATA TABLES AND VIEWS
A REPOSITORY BASED REQUIREMENT LIFE CYCLE SYSTEM
LINEAGE
OBJECT PARENTAGE
LI N A E
EG
X500DT
OBJECT DI STRI BUTI ON
X500BLDD
X500D7 CONTEXT
ASSOC
L CMBROW
OBJECT MIS
OBJECT OBJ ECT OBJ ECT
H1 H2 D1-D7 (E.G.,
CATALOG OBJ ECT EVENTUAL CROSS- I NDEX CONTEXT
DATA AND
OBJ ECTS ASSOCI ATI ONS DETAI LS FUNCTI ONAL REQUIREMENT
M GRATI O
I N
OF LEGACY LCM)
HBROW MS
I CONTEXT
X500D7
RESOURCE
X500BLDC
X500CT
OBJECT COMPOSI TI ON
DESCEND
DESCEND
OBJ ECT DESCENDENTS
TABLE VI EW VI EW DERI VED
- SOFTWARE
MODULE
TABLES ( DATABASE) TABLE
Aphysical viewof the DMtables w look like this. E ple data tables supporting this vieware at E
E ould xam nclosure 2.
PAGE 54

ROY ROEBUCK ENTERPRISE ENGINEERING
REQUIREMENT MANAGEMENT
SUPPLIER
Customer
New Capability/
Support
Capacity
Requirement
Requirement (Qualitative
Reallocate
and Qualitative)
Existing
Customer Capability/ Engineering Program /Project
Marketing (Arch & Stds) Management
Capacity (Pooled
Capability /Capacity /
Repair Provisioning Requirements)
Procurement
(Customer Engr.
Customer Satisfaction) (Engr &
Service Test)
Requirement
Type
Customer
Type of
Expectations
Change
Add Technical Arch/Stds
Increase
Remove
Decrease Technical Plans
Move/Reallocate
New Capability/Capacity
Repair
SECTI ON VI I I : REQUI REMENT LI FE CYCLE M N G ENT.
A A EM
T DMhas several significant benefits. It provides Supplier personnel and t heir C om w t h a si ngl e entry poi nt for m
he E ust ers i anaging t he
life cycle of a custom s requirem
er' ent. It provides a single, comprehensive, shared source of inform ation about the requirem It tracks
ent.
the initial concept formulation, request building froma catalog of products, requesting approval , gaining authorization, resource allocation,
and final assignm , all in a coordinated, i nvolved, and inform m
ent ed anner. See N 3. of E osure 1.
ode ncl
PAGE 55

ROY ROEBUCK ENTERPRISE ENGINEERING
GENERALIZED REQUIREMENT LIFE CYCLE
MANAGING THE CUSTOMER REQUIREMENT
1
MANAGEMENT RESOURCE PLAN THE
CUSTOMER
MODEL NEED MODEL REQUIREMENT
SEARCH SEARCH
REQUESTED
REQUIREMENT DATABASE
VALIDATE REQUIREMENT
* ROI/FEA APPROVED
PRODUCE LONG
PRODUCE PLAN/BUDGET RANGE PLAN
AUTHORIZED
EXECUTE THE
RESOURCE ALLOCATION REQUIREMENT
ALLOCATED
DEVELOP
APPLY STANDARDS ACQUIRE/PROCURE/FIELD
ASSIGNED
OPERATE/MAINTAIN
* NOTE: REVALIDATE THE
ROI = RETURN ON INVESTMENT REVALIDATE REQUIREMENT
FEA = FUNCTIONAL ECONOMIC ANALYSIS
1
T entire DMthen serves as t he st art poi nt for subsequent resource request s, and t he syst emcapt uring i nform i on generat ed at each
he E at
stage of a requirem s life cycle. A ent erprise can bui l d a resource m
ent' n anagem and account i ng syst emfromt he cust om focus of
ent er
managing the life cycle of satisfying the custom s requirem
er' ent.
PAGE 56

ROY ROEBUCK ENTERPRISE ENGINEERING
CONTINUOUS QUALITY IMPROVEMENT TRANSITION STRATEGY
(PHASE 1)
1.
2.
5.
BUILD THE BASELINE INVENTORY.
CUSTOMER 1. IDENTIFY, DEFINE, AND INVENTORY
STRUCTURE.
4. 2. IDENTIFY AND DEFINE STANDARD
PROCESSES.
PRODUCT = A RESOURCE, A
CREATED GOOD OR SERVICE. 3. IDENTIFY AND DEFINE STANDARD
AND NON-STANDARD PRODUCTS.
PROCESS = AN ACTIVITY FOR
CREATING A PRODUCT. 6. 4. IDENTIFY AND INVENTORY
CUSTOMERS.
STRUCTURE = THE FRAMEWORK
FOR DISTRIBUTING A PROCESS 5. IDENTIFY AND INVENTORY
AND ITS PRODUCT. PRODUCT PROCESSES CUSTOMERS PERFORM.
CUSTOMER = ANY POSITION, 6. IDENTIFY AND INVENTORY
PERSON, OR PROCESS THAT
REQUIRES A PRODUCT AS INPUT.
3. STANDARD AND NON-STANDARD
PRODUCTS WHICH CUSTOMERS
UTILIZE OR PRODUCE, BY LIFE CYCLE
PHASE.
SECTI O I X:
N SU M R .
M AY
I have presented in this docum a system m
ent hi ay
atic ethod by w ch an organi zat i on m achi eve cont i nous qual i t y i mprovem usi ng a m hod
ent et
called general enterprise modeling. T first phase, building the baseline m , w provide an organi zat i on w t h a dynamc ent erprise
he odel ould i i
m that could serve as the basis for m im
odel ajor provem in organization culture, products, processes, and structure. It provides the basis
ents
for com prehensi ve managem and focused efforts on exceedi ng custom expect at i ons.
ent er
PAGE 57

ROY ROEBUCK ENTERPRISE ENGINEERING
CONTINUOUS QUALITY IMPROVEMENT TRANSITION STRATEGY
(PHASE 2)
CUSTOMER REFINE THE ENTERPRISE MODEL.
1. REFINE THE ENTERPRISE
NETWORK DIRECTORY.
2. REFINE THE NETWORK
PRODUCT = A RESOURCE, A ENABLED DYMANIC ENTERPRISE
CREATED GOOD OR SERVICE. MODEL.
PROCESS = AN ACTIVITY FOR 3. PERFORM RESOURCE
CREATING A PRODUCT. ANALYSIS.
STRUCTURE = THE FRAMEWORK 4. PREPARE BUDGET
FOR DISTRIBUTING A PROCESS DOCUMENTATION.
AND ITS PRODUCT. PRODUCT 5. CHANGE PROGRAM
RESOURCES.
CUSTOMER = ANY POSITION,
PERSON, OR PROCESS THAT 6. MAKE TRANSITIONS.
REQUIRES A PRODUCT AS INPUT.
7. OPERATE IN THE NEW
ENVIRONMENT.
W the refined basel i ne m
ith odel i n pl ace and bei ng used as t he core of corporat e managem , t he organi zat i on can begi n t o opt i m its
ent ize
products, processes, and structure to m the quality characteristics that satisfy its custom
eet ers.
T w e ent
his ould be a tim of realignm and reorganization. It w e he em
ould also be a tim of great opportuni t y and benef i t . T i ncreasi ng m ber
experience of interdependence within the enterprise and w the environm w d strengt hen t he shared i dent i t y of the m bers. U ng
ith ent oul em si
the enterprise m continually reinforces their aw
odel areness.
PAGE 58

ROY ROEBUCK ENTERPRISE ENGINEERING
CONTINUOUS QUALITY IMPROVEMENT TRANSITION STRATEGY
(PHASE 3)
CONTINUOUS
IMPROVEMENT
CULTURE
CUSTOMER
CREATE A CONTINUOUS
IMPROVEMENT
ENTERPRISE
PRODUCT = A RESOURCE,
A CREATED GOOD OR SATI SFACTI ON
1. MANAGE FULL LIFE
SERVICE. CYCLE OF CUSTOMER
PROCESS = AN ACTIVITY REQUIREMENTS.
FOR CREATING A PRODUCT. PRODUCTI ON
2. PROVIDE QUALITY
PRODUCT PRODUCTS (CORE
STRUCTURE = THE PRODUCTS AND THEIR
FRAMEWORK FOR
DELIVERY) TO
DISTRIBUTING A PROCESS I MPROVEMENT
CUSTOMERS.
AND ITS PRODUCT.
CUSTOMER = ANY 3. CONTINUOUSLY
POSITION, PERSON, OR IMPROVE TO GIVE
PROCESS THAT REQUIRES CUSTOMERS
A PRODUCT AS INPUT. EXTRAORDINARY
SATISFACTION.
T final phase of bui l di ng w d be t o cont i nue t o operat e i n t he new environm , al w focusi ng on shared i dent i t y of m bers, on
he oul ent ays em
custom and on cont i nuous qual i t y i m
ers, provem .
ent
PAGE 59

ROY ROEBUCK ENTERPRISE ENGINEERING
CONTINUOUS QUALITY IMPROVEMENT TRANSITION STRATEGY
(OVERVIEW)
CONTINUOUS
IMPROVEMENT
CULTURE
STRATEGY: BUILD AND MAINTAIN A
SINGLE DISTRIBUTED ENTERPRISE
REPOSITORY OF:
CUSTOMER
-STANDARD RESOURCES
(INPUT/CONTROL/OUTPUT /MECHANISM)
--CONFIGURATIONS
SATI SFACTI ON --COMPONENTS
-NONSTANDARD RESOURCES
--CATEGORIES
PRODUCT = A RESOURCE, A -CUSTOMERS
CREATED GOOD OR PRODUCTI ON --UNIT POSITIONS
SERVICE. --PROCESSES APPLIED
PROCESS = AN ACTIVITY FOR --RESOURCE REQUIREMENT
PRODUCT QUANTITIES BY LIFE CYCLE PHASE
CREATING A PRODUCT.
--PRODUCT SATISFACTION
I MPROVEMENT
-PROCESSES
STRUCTURE = THE --INPUT RESOURCES
FRAMEWORK FOR --OUTPUT RESOURCES
DISTRIBUTING A PROCESS --CONTROL RESOURCES
AND ITS PRODUCT. --MECHANISM RESOURCES
-STRUCTURE
CUSTOMER = ANY POSITION, --LOCATIONS
PERSON, OR PROCESS THAT --ORGANIZATIONS
REQUIRES A PRODUCT AS --UNITS
INPUT. --FUNCTIONS
-TRAINING STATUS OF PERSONS
In sumary, I' ve presented a generalized ent erprise m , al ong w t h a vi si on of evol vi ng ent erprise capabi l i t y and a not i onal plan of
m odel i
im entation. T transition of an existing organization to a custom focused continuous quality im
plem he er provem organi zat i on i s pract i cal ,
ent
feasible, and affordable, using the ideas presented here.
Product i vi t y gai ns, human-pot ent i al i ncrease, and cost decrease fromi m em i ng t hi s corporat e m
pl ent anagem m hod, w
ent et arrant i mediate
m
examination by those w see its im
ho plications.
Benefits in strategic, m
anagerial, adm
inistrative, and operational perform are possible in a relatively short tim
ance e.
PAGE 60

ROY ROEBUCK ENTERPRISE ENGINEERING
EPILOG: W w d an ent erprise bui l d a D i c Ent erprise M
hy oul ynam E)
odel ( D M, usi ng t he C i nuous Q i t y Im
ont ual provem ( C I) and
ent Q
General Ent erprise M
odel ( G M paradi gm
E) s?
The D Mcan r educe ent er pr i s e annual oper at i ng cost , personnel , and ot her resource requi r em s, and i ncrease t he
E ent
product i vi t y/ out put/responsi veness of al l m ed com
odel i e
ponent s. Wt h i t , w can answ queries i n seconds/ mnut es/ hours, w
er i hat
now t akes days/ w eeks/ m hs, or never.
ont
T DMorganizes enterprise critical inform
he E ation, giving it a dynam structure and order , decreasi ng t he w oad i n preparing,
ic orkl
maintaining, and using that inform
ation. It is a Corporate Information Repository containing both shared data and shared software
u its.
n
The D Mstarts from a Top-Level m
E odel ( G ) . H ever , by bui l di ng in phases fromt he bot t omup, i t accomodat es resource
EM ow m
constraints and shifting priorities and criticality.
E pl i
The D Mcom i es w t h, i nt egrat es, and i mproves upon several concept s. T are t he C concept s of Funct i onal Process
hey IM
Improvement: Functional Economc A ysi s, A i vi t y B
i nal ct ost ct odel at odel at dm
ased C i ng, A i vi t y M i ng and D a M i ng; D a A i ni strat i on;
at usi
Inform i on Infrastruct ure; and B ness R eengi neering. I t adds t he funct i onal i t y of Configurat i on M
anagem , L C e
ent ife ycl
Managem , and Tot al Q i t y M
ent ual anagem .
ent
The D Mprovi des i ncreasi ngl y m useful product s at stage of its developm , using exist i ng ent erprise net w resources,
E ore ent ork
current personnel , and existing information.
Stage 1 provides a shared-use netw orked Struct ural M com ni ng t he funct i onal i t y of a L or syst em(w
odel bi ocat here) , a
Concept of Operations m odel as a subject-based coordinat i on syst em(w w w ch funct i ons, w ch posi t i ons), and a
ho/ hy, hi hi
m i ai
Tel ecom uni cat i ons D r ect ory (phone/ f ax/ em l numbers, i ncum ' s nam . I t provi des a useful dat abase for
bent e)
geographic inform ation systemdispl ays of them i c m
at aps.
Stage 2 provides the above, w an added directory of activities perform by each function/position. T di spl ays t he
ith ed his
distribution of functions and activities across the enterprise to the position level , as w as the activities com
ell prising each
function, w is a useful start point for A
hich ctivity M odeling.
S 3 provides all the above, w an added directory of standard categories of resources such as inform
tage ith ation technol ogy
and data elem hi oul at odel
ents. T s w d provi de an appropriat e st art poi nt for bot h D a M i ng and A i vi t y B
ct ased C i ng.
ost
Considering persons as resources, i t provides the m
echanismfor creating a directory of experience / interest / skills /
knowledge / ability profiles of all enterprise m bers, suppliers, and custom
em ers.
Stage 4 adds a directory of enterprise custom to the above. T
ers hese custom are positions, activities, or resources that
ers
require i nput fromsom suppl i er posi t i on/ act i vi t y/resource. T s faci l i t at es m
e hi anagi ng cust om requirem s and
er ent
satisfying them .
St age 5 adds refinem t o t he custom direct ory by m i ng w
ent er odel orkflow t hroughout t he suppl i er/cust om chai n for
er
internal and external custom
ers/suppliers. T is a startpoint for W
his orkflowA ation and E
utom lectronic D Interchange.
ata
Stage 6 adds a shared-data generalized life cycle COPYRIGHT ROY ROEBUCK, 1992.
syst em for ent erprise resource requirem s, from i ni t i al concept i on, t hrough resourci ng and devel opm , t hrough operat i ons and
ent ent
maintenance, t o reval i dat i on of the requirem .
ent
T D Mw l l r educe t he l earni ng curve for incomng personnel i n t heir job and w si t e.
he E i i ork
T D M i l l ai d t he st andardi zat i on process and i n decreasi ng process variat i on.
he E w
T DMs data structure design is inherently st abl e i n i t s norm i zat i on.
he E ' al
W can i m em t he D Musi ng m form of com ers, net w
e pl ent E any s put orks, dat abases, and operat i ng syst ems.
T D Mprovi des benefits anal ogous t o comon currency, l anguage, hi st ory, and cust om w t hi n a cul t ure.
he E m s i
PAGE 61

ROY ROEBUCK ENTERPRISE ENGINEERING
USES OF THE DEM:
Strategic/C ontrol / O perat i onal Pl anni ng
St aff/W orkgroup C oordi nat i on
Operat i ons (C 3I)
Sim at i ons
ul
D ographi c/ C
em artographi c/ T at i c/ G
hem eographi c V sual i zat i on
i
Intelligence C ollection/Fusi on/ A ysi s
nal
IC SE/ C D G EIS/ V sual i zat i on R
A A / IS/ i eposi t ory
R i gnm / R
eal ent eorgani zat i on
C i ngency O
ont rgani zat i on
Inform i on R
at esour ce M anagem ent
Privat e/ C orporat e/ G en/ at
overnm N i onal / G obal Inform i on L or
l at ocat
Corporat e D ocat
irect ory/ L or/E ncycl opedi a/ D ct i onary/Invent ory/ C
i ross-Index
R r em Li f e C e M
equi ent ycl anagem ent
Corporat e A ccount i ng
Fi nanci al M anagem ent
Manpow / Posi t i on M
er anagem ent
Tr ai ni ng M anagem ent
Suppl y/ Equi pm ent M anagem ent
M er i el M
at anagem ent
Funct i onal M anagem ent
Program Pr oj ect M
/ anagem ent
Site Invent ory
Faci l i t y M anagem ent
N w k M
et or anagem ent
Resource L i ng and D stribut i on
evel i
C i gur at i on M
onf anagem ent
Int egrat ed C t ure/ T
ul echnol ogy C hange
O ne D ent at i on/ Educat i on/ Trai ni ng/ M oring
nLi ocum ent
K l edge/ Ski l l s/ A l i t y/ E
now bi xperience/ E ducat i on/ T ni ng Invent ory
rai
Int erest N w ng/ C
et orki onferenci ngO rgani zat i onal D opm
evel ent
Tot al Q i t y M
ual anagem ent
Custom Suppor t / Servi ce
er
Per f or m ance M easurem ent
Int ernal M anagem C ent ontrol
R sk A
i ssessm ent
Policy A ysi s
nal
Operat i ons R esearch/ Syst em A ysi s
s nal
Research and D opm evel ent
Research D ent at i on
ocum
Business R eengi neering
Preparat i on for A i vi t y M i ng and D a M i ng (e. g. , I D F
ct odel at odel E)
Preparat i on for B ness Process Im
usi provem sent
A i vi t y B
ct ased C i ng
ost
Economc A ysis
i nal
M ket i ng
ar
N i onal / R onal / L
at egi ocal M i ng of:
odel
Educat i on System
H t h C Syst em
eal are
E ogi cal Syst em
col
Econom c Syst em
i
Product i on/ D stribut i on/ C
i onsum i on/ D sposal of Product s and B
pt i y-Product s
Job B vs. E
ase ducat i on/ V i on/ Ski l l T ni ng B
ocat rai ase
PAGE 62

ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: DATE:01/28/93 WORKING READER DATE CONTEXT:
PROJECT: REV: DRAFT
RECOMMENDED Top
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
ICOMs are entities that are utilized or produced by an activity.
Controls Constrain or Enable the Activity. Some Examples of Controls are
Assigned Responsibility, Authority, Resource Level, Schedules, and the
existing method of conducting the activity.
Controls
Labels redesignate an ICOM, giving it a
new title for its subsequent representation
in the activity model.
Activity
Inputs Being Outputs
Inputs are entities that initiate
an activity and are transformed by
Modeled Outputs are what is generated as a result
of performing the activity. Outputs can
the activity. If the entity is not include both intended outputs, the
transformed by the activity, it is products of the activity, and unintended
probably a control. outputs, the by-products of the activity.
Mechanisms
Mechanisms are who or what does the work within the activity (i.e, the
resources applied but not consumed). The Who canstart with all members
of the enterprise and can be decomposed down to specific individuals
or formal/informal groups. The What can be the toolsand procedures
used, whether manual or automated. The What entities canbe transport
or processing mechanisms for the activity's internal components.
NODE: FEO TITLE: Reading an Activity Model. NUMBER:
ENCLOSURE 1
PAGE 63

ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 06/17/93 X WORKING READER DATE CONTEXT:
PROJECT: FORM A CONTINUOUS QUALITY REV: DRAFT
IMPROVEMENT ORGANIZATION Top
RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
Enterprise Executive Enterprise Enterprise Enterprise Enterprise Existing Existing
Engineering Emphasis on Model User Budgets Schedules Mission Laws Economic
Methods Enterprise Requirements Purpose Conditions
Integration
EEM
Customer
Customer Reliance
Requirements
Product
Member Quality
Role/ FORM A Measurements
Identity
CONTINUOUS Process
Enterprise
Managed
QUALITY Quality
Measurements
Objects IMPROVEMENT Structure
Enterprise
ORGANIZATION Quality
Measurements
Culture Adjusted
Product
Enterprise Demand
Boundary Higher
Within Customer
Environment 0 Satisfaction
Enterprise Enterprise
Support Members Appropriate
Systems Product
Inventory
Purpose: To create a single generalized model for building and
maintaining a continuous quality improvement organization, for Life-Cycle
application by specific enterprises. By-Products
Viewpoint: The perspective of full awareness of an Dynamic
enterprise, equivalent to a fully conscious, aware, Enterprise
experienced, and knowledgeable person. Model
Dynamic
Scope: Any Organization Enterprise Enterprise
Culture
NODE: -0 TITLE: NUMBER:
Top Level Activity, Forming a CQI Organization
PAGE 64

ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 06/17/93 X WORKING READER DATE CONTEXT:
PROJECT: FORM A CONTINUOUS QUALITY REV: DRAFT
IMPROVEMENT ORGANIZATION RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
Executive Enterprise Enterprise Enterprise EEM Enterprise Existing
I1 Emphasis on Model User Budgets Schedules Mission Laws
Enterprise Requirements C1 Purpose
Integration C4 C5
Customer C7
Requirements C2 C3 C6
I2
Existing
Member Economic
Role/ Conditions
Identity DYNAMIC
ENTERPRISE C8
CULTURE
BUILD AND MAINTAIN
I3 A BASELINE DYNAMIC
ENTERPRISE MODEL
Enterprise (DEM) BUILD AND
Managed MAINTAIN A O1
Objects CORPORATE
MANAGEMENT Dynamic
ENVIRONMENT Corporate Enterprise
PERFORM Model
I4 FROM THE DEM Management MISSION BY
1 2 Environment
Enterprise SATISFYING THE
Culture FULL LIFE CYCLE O2
OF CUSTOMER
REQUIREMENTS Dynamic
DEM
Enterprise
I5 3 Culture
Enterprise
Boundary
Within
Environment
DEM
Changes
and
Improvements
NODE: 0 TITLE: FORM A CONTINUOUS QUALITY IMPROVEMENT ORGANIZATI NUMBER:
PAGE 65

ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 01/23/93 X WORKING READER DATE CONTEXT:
PROJECT: CREATE A DYNAMIC REV: DRAFT
ENTERPRISE MODEL, PHASE i
RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
Enterprise EEM
Organizations C1 Enterprise
Structure Model
Enterprise
Locations Inventory CURRENT
Enterprise STRUCTURE
I1 Structure
1.1
Enterprise
Managed Enterprise
Directory/
Objects Enterprise
Enterprise Management
Production Functions EEM Model
Units CURRENT
Enterprise PROCESSES
Activities Define
Enterprise
Activities Process
1.2 Improvement
EEM
Enterprise Model
Resource CURRENT
Types Define PRODUCTS
Enterprise
Resources
1.3 EEM
BASIC Customer
Process
PRODUCTS Model CURRENT
Improvement
FROM Teams Inventory CUSTOMERS
ENVIRONMENT Enterprise O1
DEM
Customers Workflow
1.4 EEM
Model
Inventory CUSTOMER/
Activities SUPPLIER
Enterprise CHAIN CURRENT
Customers PRODUCT
Perform INVENTORY
1.5 EEM
Enterprise CURRENT
Requirements PRODUCT Inventory
DEMAND Enterprise
Products Resource
1.6 Management
Model
NODE: 1 TITLE: BUILD AND MAINTAIN A BASELINE DYNAMIC ENTERPRISE NUMBER:
PAGE 66

ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 01/23/93 X WORKING READER DATE CONTEXT:
PROJECT: CREATE A DYNAMIC REV: DRAFT
ENTERPRISE MODEL, PHASE i RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
I1
Enterprise
Locations
EEM Enterprise
Structure
I2 Build a Catalog
Enterprise Catalog of
Organizations Enteprise
Structure
Objects
I3
Enterprise 1.1.1
Production O1
Units Enterprise
EEM
Structure Model
I4
Enterprise Build a
Functions Cross-Index of
Enterprise
Structure
Objects Enterprise
1.1.2 Structure
Cross-Index
Structure
Improvement
Teams
Enterprise
Members
NODE: 1.1 TITLE: Inventory Enterprise Structure NUMBER:
PAGE 67

ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 01/23/93 X WORKING READER DATE CONTEXT:
PROJECT: CREATE A DYNAMIC REV: DRAFT
ENTERPRISE MODEL, PHASE i RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
EEM
Location
Build a Model
Location
Model to
I1 Building
Enterprise Room Level EEM
Locations 1.1.1.1 Organization
Build an Model
Organization
I2 Model to O1
Supervisor
Enterprise Level Enterprise
Organizations 1.1.1.2 EEM Structure
Unit Catalog
Build a Model
Production
I3 Unit Model to
the Unique
Enterprise Position Level
Production 1.1.1.3 EEM
Units
Build a
Function
I4 Model to 4th
Level of
Enterprise Detail 1.1.1.4 Function
Functions Model
NODE: 1.1.1 TITLE: Build a Catalog of Enteprise Structure Objects NUMBER:
PAGE 68

ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 01/23/93 X WORKING READER DATE CONTEXT:
PROJECT: CREATE A DYNAMIC REV: DRAFT
ENTERPRISE MODEL, PHASE i
RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
EEM
Location-
Location and Organization
Organization Locations Associations
Objects Occupied by Each
Organization
Generated from
Location-Unit
Associations.
Organization EEM 1.1.2.1
and Unit Organization-
Objects Unit
Unit Associations
Proponent
Selects Their
Organization
from Catalog.
EEM
1.1.2.2
Unit Location-
I1 Paragraphs Unit
Enterprise Select Their Associations
Structure Location Locations,
Catalog and Unit Buildings and
Objects Rooms from EEM Unit-
Catalog Function
1.1.2.3 Associations
Unit
Paragraphs
Select Their
Functions
From Catalog. EEM Location-
Unit and Unit
Function 1.1.2.4
Unique Unit Association
Objects Refinement.
Positions
Location Refine the
and Unit Selection of
Objects Building,
Room, and
Function.
1.1.2.5
NODE: 1.1.2 TITLE: Build a Cross-Index of Enterprise Structure Obje NUMBER:
PAGE 69

ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 01/24/93 X WORKING READER DATE CONTEXT:
PROJECT: CREATE A DYNAMIC REV: DRAFT
ENTERPRISE MODEL, PHASE i RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
EEM
Enterprise
Compile and Activity
Standardize Catalog Enterprise
a Hierarchy Structure - Activity
I2 of Activities Cross-Index
Enterprise (Top Level
Activities Activity 1.2.1 Refined
Structure - Activity
EEM Cross-Index
EEM
EEM
Select Functional
Functions and Unit
EEM Identify
The Associated Paragraphs Locations,
Units, Select the
Paragraphs, Unique Organizations,
I1 Activities Units,
and Positions Which They Positions
Select The Paragraphs,
Enterprise That Perform.
Accomplish 1.2.3 Activities and Unique
Structure Model Positions that
Them They Perform. EEM
1.2.2 Perform a
1.2.4 Specific
Activity and/or Form Teams
Enterprise function. to IDEF0
Functional 1.2.5 Activity
Distribution Model the
Cross-Index Critical
Activities, O2
With
Participation Process
from Improvement
Appropriate Teams
Stakeholders.
1.2.6
Functional Enterprise
Managers Members
NODE: 1.2 TITLE: Define Enterprise Activities NUMBER:
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ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 01/24/93 X WORKING READER DATE CONTEXT:
PROJECT: CREATE A DYNAMIC REV: DRAFT
ENTERPRISE MODEL, PHASE i RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
EEM EEM EEM
Enterprise
Resource
Build A Catalog
Identify Each Select the Refined
Hierarchy of
Standard Resource Major Resource
I2 Category as Component Catalog
Categories of
Enterprise Resources. Composite or Resource
Resource 1.3.1 Singular Objects To
Types Objects the Singular
1.3.4 Object Level
for each
Composite
Product Resource
Improvement Refined
Resource Object.
Teams 1.3.5
Catalog
EEM
Select the
Enterprise Resources
Members Utilized or
Produced by
Each Activity
Being
Modeled and EEM
Identify as
Enterprise
Directory/ ICO or M,
Management 1.3.2 Business
Model Rule Model
(e.g., Data
Enterprise Model) the
Activity Activity
Models 1.3.3
Enterprise
Business
Rule/Data
Models
M1
Process
Improvement
Teams
NODE: 1.3 TITLE: Define Enterprise Resources NUMBER:
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ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 01/24/93 X WORKING READER DATE CONTEXT:
PROJECT: CREATE A DYNAMIC REV: DRAFT
ENTERPRISE MODEL, PHASE i
RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
EEM
Select All
Enterprise
Unique
Positions,
Activity
Transactions,
and
Composite
Resource
Types, and
Identify Them
as Customers
1.4.1
NODE: 1.4 TITLE: Inventory Enterprise Customers NUMBER:
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ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 01/24/93 X WORKING READER DATE CONTEXT:
PROJECT: CREATE A DYNAMIC REV: DRAFT
ENTERPRISE MODEL, PHASE i
RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10
PUBLICATION
EEM
Supplier- EEM
Customer-
EEM For Each Customer
Activity
Customer Model
Model For Each
Identify the Activity Input, Activity
Control, and Output,
Activities
Mechanism, Identify the
Associated with
I1 Each Customer. Identify the Destination O1
Source Activity Activity and
Customer and Customer. Workflow
Model Customer. Model
1.5.1
1.5.3
1.5.2
Individual
Members
and Product Enterprise
and Process Members
Proponents
NODE: 1.5 TITLE: Inventory Activities Enterprise Customers Perfo NUMBER:
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ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 01/24/93 X WORKING READER DATE CONTEXT:
PROJECT: CREATE A DYNAMIC REV: DRAFT
ENTERPRISE MODEL, PHASE i
RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
Baseline
Baseline Enterprise
Enterprise Resource
Resource EEM
Distribution
EEM Production EEM Model
Model
Identify Identify the Identify The
Projected Cumulative Resource
Transaction Resource Quantities
Workload per Quantities Currently
Year, per Required per Recorded as
Customer Requested,
Customer
Activity, in Transaction, Approved,
Terms of Based on Autrhorizated,
Output Annual MATERIEL Allocated, and
Customer Assigned, for
Resources to PLAN
I2 Be Produced. Transaction each Customer
Workload. Activity.
Enterprise 1.6.1 1.6.2 1.6.3
Requirements
NODE: 1.6 TITLE: Inventory Enterprise Products NUMBER:
PAGE 74

ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 06/17/93 X WORKING READER DATE CONTEXT:
PROJECT: FORM A CONTINUOUS QUALITY REV: DRAFT
IMPROVEMENT ORGANIZATION RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
Enterprise Existing Existing
Mission Laws Economic
EEM Purpose Conditions
C3
C1 C2 C4
REFINE THE
I1 NETWORK
DIRECTORY
DYNAMIC
ENTERPRISE 2.1
CULTURE
Coordinated REFINE THE
Culture DEM
I2
DEM 2.2
O1
MAKE Corporate
TRANSITIONS Management
Integrated Environment
Culture
2.3
O2
DEM
Changes
and
Improvements
NODE: 2 TITLE: BUILD AND MAINTAIN A CORPORATE MANAGEMENT ENVIRO NUMBER:
PAGE 75

ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 06/18/93 X WORKING READER DATE CONTEXT:
PROJECT: FORM A CONTINUOUS QUALITY REV: DRAFT
IMPROVEMENT ORGANIZATION RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
Enterprise Existing
Mission Laws
Purpose
C2
C1
Resourced Existing
Programs Economic
PERFORM Conditions
RESOURCE
ANALYSIS C3
2.3.1
Approved
PREPARE Budgets
BUDGET
DOCUMENTATION
I1 2.3.2
Integrated Adjusted O1
Culture CHANGE Allocations
RESOURCE Corporate
ALLOCATIONS Management
Environment
2.3.3
CHANGE
ORGANIZATION
STRUCTURE O2
2.3.4
DEM
Changes
and
Improvements
NODE: 2.3 TITLE: MAKE TRANSITIONS NUMBER:
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ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 05/28/93 X WORKING READER DATE CONTEXT:
PROJECT: CUSTOMER FOCUSED REV: DRAFT
ENTERPRISE ACTIVITY MODEL RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
Current ENTERPRISE Existing Existing
MISSION EXECUTIVE
Customer Laws Economic EMPHASIS
Satisfaction PURPOSE Conditions
C2
C1
CUSTOMER
RELIANCE
PRODUCT
CURRENT CURRENT QUALITY
CURRENT PROCESSES CUSTOMERS MEASUREMENTS
O1
PRODUCTS PROCESS
CURRENT QUALITY Dynamic
STRUCTURE MEASUREMENTS Enterprise
PERFORM Model
MISSION BY STRUCTURE
SATISFYING QUALITY
FULL LIFE MEASUREMENTS
CYCLE OF
CUSTOMER O2
REQUIREMENTS
Dynamic
ADJUSTED Enterprise
PRODUCT Culture
3.1 DEMAND
BASIC
PRODUCTS O3
HIGHER
FROM CURRENT CUSTOMER DEM
ENVIRONMENT PRODUCT SATISFACTION Changes
DEMAND and
CURRENT Improvements
PRODUCT APPROPRIATE
INVENTORY PRODUCT
INVENTORY
LIFE-CYCLE
ENTERPRISE BY-PRODUCTS
NODE: 3 TITLE: PERFORM MISSION BY SATISFYING THE FULL LIFE CYCL NUMBER:
PAGE 77

ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 05/28/93 X WORKING READER DATE CONTEXT:
PROJECT: CUSTOMER FOCUSED REV: DRAFT
ENTERPRISE ACTIVITY MODEL RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
Current C5 EXECUTIVE C2 ENTERPRISE
Customer EMPHASIS MISSION
Satisfaction PURPOSE O1
C1 CUSTOMER
RELIANCE
MEASURE Existing Existing
CUSTOMER Economic Laws O2
SATISFACTIO Conditions C3 PRODUCT
N C4 QUALITY
3.1.1 MEASUREMENTS
CUSTOMER
EXPECTATIONS O3
M1 PROVIDE PROCESS
ENTERPRISE DETERMINE PRODUCTS QUALITY
CUSTOMER MEASUREMENTS
REQUIREMENTS
O4
3.1.2 STRUCTURE
QUALITY
CUSTOMER PRODUCT MEASUREMENTS
INVENTORY M1 REQUIREMENTS
ENTERPRISE 3.1.4 O5
SUPPLIER
ADJUSTED
INVENTORY PRODUCT
M1 DEMAND
ENTERPRISE
O6
AVAILABLE HIGHER
PRODUCE/IMPROVE PRODUCTS CUSTOMER
REQUIRED SATISFACTION
PRODUCTS O7
(GOODS/SERVICES) APPROPRIATE
3.1.3 PRODUCT
INVENTORY
PRODUCTION OPERATIONAL
BY-PRODUCTS BY-PRODUCTS
M1 O8 LIFE-CYCLE
ENTERPRISE BY-PRODUCTS
NODE: 3.1 TITLE: PERFORM MISSION BY SATISFYING FULL LIFE CYCLE OF NUMBER:
PAGE 78

ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 06/01/93 X WORKING READER DATE CONTEXT:
PROJECT: CUSTOMER FOCUSED REV: DRAFT
ENTERPRISE ACTIVITY MODEL RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
EXECUTIVE
EMPHASIS
C2
I1 Current
CURRENT Customer
CUSTOMERS Satisfaction
C1
I2
CURRENT MEASURE AS-IS
PRODUCTS CURRENT Satisfaction
(AS-IS) State
SATISFACTION
STATE
I3 3.1.1.1
CURRENT
PROCESSES O1
CUSTOMER
EXPECTATIONS
I4
CURRENT
STRUCTURE DETERMINE
FUTURE
(DESIRED /
EXPECTED)
SATISFACTION
STATE 3.1.1.2
M1
ENTERPRISE
NODE: 3.1.1 TITLE: MEASURE CUSTOMER SATISFACTION NUMBER:
PAGE 79

ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 06/01/93 X WORKING READER DATE CONTEXT:
PROJECT: CUSTOMER FOCUSED REV: DRAFT
ENTERPRISE ACTIVITY MODEL RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
AS-IS Support Current
C1 Customer
Characteristics
and Measures Satisfaction
I4
CURRENT MEASURE AS-IS
STRUCTURE SUPPLIER
SUPPORT
(PROCESS /
I3 STRUCTURE)
CURRENT CHARACTERISTICS
3.1.1.1.1 AS-IS Product
PROCESSES Characteristics
and Measures
MEASURE AS-IS
PRODUCT
I2 CHARACTERISTICS O1AS-IS
AS-IS Product Satisfaction
CURRENT 3.1.1.1.2 Service State
PRODUCTS Characteristics
and Measures
MEASURE AS-IS
PRODUCT
SERVICE (AFTER
DELIVERY)
CHARACTERISTIC
S 3.1.1.1.3
I1
CURRENT MEASURE AS-IS
CUSTOMERS SUPPLIER /
CUSTOMER
RELATIONS AS-IS Customer
CHARACTERISTICS
3.1.1.1.4 Relations
Characteristics
and Measures
NODE: 3.1.1.1 TITLE: MEASURE CURRENT (AS-IS) SATISFACTION STATE NUMBER:
PAGE 80

ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 06/01/93 X WORKING READER DATE CONTEXT:
PROJECT: CUSTOMER FOCUSED REV: DRAFT
ENTERPRISE ACTIVITY MODEL RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
Current
Customer
Satisfaction
C1
DETERMINE DESIRED
SUPPLIER SUPPORT
(PROCESS /
STRUCTURE)
CHARACTERISTICS)
DESIRED PRODUCT
3.1.1.2.1
CHARACTERISTICS
DESIRED SUPPORT AND STANDARDS
CHARACTERISTICS
DETERMINE
AND STANDARDS DESIRED PRODUCT
CHARACTERISTICS O1
CUSTOMER
3.1.1.2.2 DESIRED PRODUCT EXPECTATIONS
SERVICE
CHARACTERISTICS
I1 AND STANDARDS
AS-IS DETERMINE
Satisfaction DESIRED
State PRODUCT
SERVICE (AFTER
DELIVERY)
CHARACTERISTICS
3.1.1.2.3
DESIRED CUSTOMER
DETERMINE RELATIONS
DESIRED CHARACTERISTICS
SUPPLIER / AND STANDARDS
CUSTOMER
RELATIONS
3.1.1.2.4
NODE: 3.1.1.2 TITLE: DETERMINE FUTURE (DESIRED / EXPECTED) SATISFACTI NUMBER:
PAGE 81

ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 06/10/93 X WORKING READER DATE CONTEXT:
PROJECT: CUSTOMER FOCUSED REV: DRAFT
ENTERPRISE ACTIVITY MODEL RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
CUSTOMER
EXPECTATIONS
C1
I1
CURRENT DETERMINE Customer
PRODUCT REQUESTED Requirements
DEMAND PRODUCTS
(GOODS /
I2 SERVICES) Product Existing
Approvals Economic
CUSTOMER 3.1.2.1 and Plan
INVENTORY Conditions
DETERMINE Shortfalls C2
APPROVED
PRODUCTS AND
PLAN SHORTFALL
3.1.2.2
DETERMINE O1
AUTHORIZED Product PRODUCT
PRODUCTS Allocations REQUIREMENTS
AND PROGRAM and Budget
SHORTFALL Shortfalls
DETERMINE
3.1.2.3 ALLOCATED
PRODUCTS AND
BUDGET
Product SHORTFALL
Authorizations 3.1.2.4
and Program
Shortfalls
Products
Assigned
M1 DETERMINE
and
ASSIGNED
ENTERPRISE Shortages
AND
SHORTAGE
PRODUCTS
3.1.2.5
NODE: 3.1.2 TITLE: DETERMINE CUSTOMER REQUIREMENTS NUMBER:
PAGE 82

ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 06/01/93 X WORKING READER DATE CONTEXT:
PROJECT: CUSTOMER FOCUSED REV: DRAFT
ENTERPRISE ACTIVITY MODEL RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
PRODUCT SUPPLIER Existing
REQUIREMENTS INVENTORY Economic
Conditions
C2 C1
Improved C3
Production
IMPROVE Characteristics
PRODUCTION
DESIGN
CHARACTERISTICS
3.1.3.1
PROGRAM Approved
(RESOURCE Program
AND SCHEDULE)
PRODUCTION
AND
Technology Approved
IMPROVEMENTS
Insertion BUDGET Budget
3.1.3.2 PRODUCTION Approved
AND Development /
IMPROVEMENTS Acquisition
3.1.3.3 Plans
Approved
DEVELOP / Production
ACQUIRE Plans
PRODUCTION
I1 AND O1
BASIC IMPROVEMENT AVAILABLE
COMPONENTS FORM
PRODUCTS 3.1.3.4 PRODUCTION PRODUCTS
FROM SYSTEM DISTRIBUTE
ENVIRONMENT 3.1.3.5 PRODUCTION
OPERATIONS
M1
ENTERPRISE 3.1.3.6
Procured
Production
Components
NODE: 3.1.3 TITLE: PRODUCE/IMPROVE REQUIRED PRODUCTS (GOODS/SERVICE NUMBER:
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ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 06/01/93 X WORKING READER DATE CONTEXT:
PROJECT: CUSTOMER FOCUSED REV: DRAFT
ENTERPRISE ACTIVITY MODEL RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
PRODUCT
REQUIREMENTS
C1
Improved
Product
IMPROVE Characteristics
PRODUCT DESIGN
CHARACTERISTICS
3.1.3.1.1
O1
Improved
Improved Production
Process Characteristics
IMPROVE Characteristics
I1 PRODUCTION
PROCESS DESIGN
Technology CHARACTERISTICS
Insertion 3.1.3.1.2
IMPROVE
PRODUCTION
STRUCTURE
DESIGN
CHARACTERISTICS
3.1.3.1.3
Improved
Structure
Characteristics
NODE: 3.1.3.1 TITLE: IMPROVE PRODUCTION DESIGN CHARACTERISTICS NUMBER:
PAGE 84

ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 06/01/93 X WORKING READER DATE CONTEXT:
PROJECT: CUSTOMER FOCUSED REV: DRAFT
ENTERPRISE ACTIVITY MODEL RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
Existing
Economic
C2 Conditions
Approved
Development /
Acquisition
Plans
C1
FORM
PRODUCTION
STRUCTURE
I1 3.1.3.5.1
Procured
Production Production
Components System Work
Distribution FORM
Plan PRODUCTION
PROCESSES O1
3.1.3.5.2 Approved
Production
Plans
NODE: 3.1.3.5 TITLE: FORM PRODUCTION SYSTEM NUMBER:
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ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 06/01/93 X WORKING READER DATE CONTEXT:
PROJECT: CUSTOMER FOCUSED REV: DRAFT
ENTERPRISE ACTIVITY MODEL RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
Existing
Economic
Conditions
C1
Production
Units Organized
DISTRIBUTE and Activated
PRODUCTION
STRUCTURE
3.1.3.6.1
Work Teams
Organized
DISTRIBUTE and Activated
PRODUCTION
I1 PROCESSES
Approved 3.1.3.6.2
Production O1
Plans AVAILABLE
PRODUCE PRODUCTS
PRODUCT
I2
Procured 3.1.3.6.3
Production
Components
NODE: 3.1.3.6 TITLE: DISTRIBUTE PRODUCTION OPERATIONS NUMBER:
PAGE 86

ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 06/01/93 X WORKING READER DATE CONTEXT:
PROJECT: CUSTOMER FOCUSED REV: DRAFT
ENTERPRISE ACTIVITY MODEL RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
ENTERPRISE O2
MISSION
PURPOSE ADJUSTED
C2 Existing PRODUCT
Laws DEMAND
C1 O1
DELIVER PRODUCT
PRODUCTS
I1 QUALITY
MEASUREMENTS
AVAILABLE 3.1.4.1
PRODUCTS
ACCOUNT
Received FOR
Products PRODUCTS
3.1.4.2
Product
Inventory UTILIZE
PRODUCTS
Used
3.1.4.3 Products
MAINTAIN
PRODUCTS Recycled
Products
3.1.4.4 DISPOSE OF
PRODUCTS
O3
APPROPRIATE
Maintained 3.1.4.5 PRODUCT
Products INVENTORY
Enterprise
Provides O4
A Service M1 Customers Who OPERATIONAL
to Customers Receive Goods BY-PRODUCTS
ENTERPRISE CUSTOMERS
NODE: 3.1.4 TITLE: PROVIDE PRODUCTS NUMBER:
PAGE 87

ROY ROEBUCK ENTERPRISE ENGINEERING
USED AT: AUTHOR: ROY ROEBUCK DATE: 06/01/93 X WORKING READER DATE CONTEXT:
PROJECT: CUSTOMER FOCUSED REV: DRAFT
ENTERPRISE ACTIVITY MODEL RECOMMENDED
NOTES: 1 2 3 4 5 6 7 8 9 10 PUBLICATION
Product
Inventory
C1
OPERATE
PRODUCTS O1
PRODUCT
3.1.4.3.1 QUALITY
O2 Used MEASUREMENTS
Products
I1 Waste
Received Material
Products
CONSUME
PRODUCTS
3.1.4.3.2
M2
Customers Who
Receive Goods
M1
Enterprise
Provides
A Service
to Customers
NODE: 3.1.4.3 TITLE: UTILIZE PRODUCTS NUMBER:
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ROY ROEBUCK ENTERPRISE ENGINEERING
REQUIREMENT MIS
BASE_OBJECT_CODE (FK) OBJECT_KEY (FK) PERSON MIS
ASSOCIATED_OBJECT_CODE (FK) FACILITY OBJECT_KEY (FK)
BUILDING OBJECT_KEY (FK)
ASSOCIATION_CODE
ROOM REQUIREMENT TITLE
BA_RELATIONSHIP (ICOM)
LATITUDE REQUESTING UNIT OBJECT_KEY (AK)
AB_RELATIONSHIP (ICOM)
LONGITUDE
RELATIONSHIP CONDITION FUND MIS
ALTITUDE
STREET
OBJECT_KEY (FK)
STREET NUMBER
CATALOG ZIP CODE
CITY REQUIRED RESOURCE (INPUT PRODUCTS)
OBJECT_KEY
STATE
INFORMATION MIS OBJECT_KEY (FK)
COUNTRY
OBJECT_CODE (AK)
PARENT_CODE (AK) OBJECT_KEY (FK) AFFECTED UNIT OBJECT_KEY (AK)
OBJECT_LEVEL
SUPPORTED FUNCTION OBJECT_KEY (AK)
END_OBJECT OBJECT_KEY (FK) SUPPORTED ACTIVITY OBJECT_KEY (AK)
ORGANIZATION TITLE RESOURCE OBJECT_KEY (AK)
ORGANIZATION PROPONENT PERSONNEL MIS
OBJECT_KEY (FK) REQUESTED QUANTITY
REQUESTED TIME
REQUESTED QUALITY CHARACTERISTICS
REQUESTING POC OBJECT_KEY (AK)
MATERIEL MIS REQUEST JUSTIFICATION
OBJECT_KEY (FK) EXPECTED REQUEST CLOSURE DATE
UIC FUNCTION TITLE OBJECT_KEY (FK)
UIC TITLE FUNCTION PROPONENT APPROVED QUANTITY
PARAGRAPH APPROVED TIME
PARAGRAPH TITLE APPROVED QUALITY CHARACTERISTICS
PARAMULT APPROVALED POC OBJECT_KEY (AK)
FACILITIY MIS APPROVED JUSTIFICATION
PARAMULT TITLE
LINE OBJECT_KEY (FK) APPROVED REQUEST CLOSURE DATE
LINE TITLE
LINEMULT OBJECT_KEY (FK) AUTHORIZED QUANTITY
LINEMULT TITLE ACTIVITY TITLE AUTHORIZED TIME
ACTIVITY PROPONENT AUTHORIZED QUALITY CHARACTERISTICS
SERVICE MIS AUTHORIZATION POC OBJECT_KEY (AK)
OBJECT_KEY (FK) AUTHORIZATION JUSTIFICATION
AUTHORIZED REQUEST CLOSURE DATE
ACTIVITY MODEL
OBJECT_KEY (FK) ALLOCATED QUANTITY
ALLOCATED TIME
SPATIAL MIS ALLOCATED QUALITY CHARACTERISTICS
OBJECT_KEY (FK) OBJECT_KEY (FK) ALLOCATING POC OBJECT_KEY (AK)
LAST NAME ALLOCATION JUSTIFICATION
BUSINESS RULE
FIRST NAME EXPECTED DISTRIBUTION DATE
(DATA) MODEL
MIDDLE INITIAL
RANK/GRADE OBJECT_KEY (FK) ASSIGNED QUANTITY
ENERGY MIS ASSIGNED TIME
SPECIALTY
ASSIGNED QUALITY CHARACTERISTICS
SERVICE OBJECT_KEY (FK)
EXECUTIVE ASSIGNING POC OBJECT_KEY (AK)
OPERATIONAL PERFORMANCE
DATE RECEIVED
TIME MIS
OBJECT_KEY (FK) OBJECT_KEY (FK)
OBJECT_KEY (AK)
COUNTRY CODE
AREA CODE CAPABILITY MIS
EXCHANGE RESOURCE TITLE
EXTENSION OBJECT_KEY (FK)
RESOURCE PROPONENT
DSN AREA RESOURCE POC OBJECT_KEY (AK)
DSN PREFIX
COMMO TYPE
SECURITY TYPE
SERVER OBJECT_KEY (FK)
CURRENT LIFE CYCLE STAGE
ENCLOSURE 2
PAGE 89

ROY ROEBUCK ENTERPRISE ENGINEERING
PAGE 90