Gifford conversation slides


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Process Historians, LIMS, QIS and MES – all systems that go into managing a manufacturing plant. Most often these were designed and installed as discrete projects and not as part of a comprehensive plan. But today’s corporate goals and supply chain requirements demand integrated Manufacturing Operations Management.

Making the move to state-of-the-art operations management requires an accepted model such as ISA-95 and an understanding of current best practices to take legacy systems and transform them into modern compliant systems.

The ISA-95 Best Practices Group is now releasing their latest book, The MOM Chronicles - ISA-95 Best Practices Book 3.0. The book builds upon the first two volumes from the committee to explain the methods needed to build the 21st Century MOM architecture for real-time corporate process management systems based on continuous improvement and supply chain requirements.

Join Charlie Gifford, Chairman of the ISA-95 Best Practices Group, to discuss the latest thoughts on implementing MOM, EMI and related manufacturing systems. Take this opportunity to hear the best practices distilled from the knowledge and experience of global MES/MOM experts.

About the Presenter
Charlie Gifford is President of 21st Century Manufacturing Solutions, a provider of consulting services in real time manufacturing information systems based on the ISA-95 standard. He is the founder and, for the last eight years, Chairman of the ISA-95 Best Practices Group.

Recording available at: .

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Gifford conversation slides

  1. 1. Transforming Manufacturing OperationsA Discussion with Charlie GiffordChairman of ISA-95 Best Practices Working Group21st Century Manufacturing Solutions LLC
  2. 2. ISA-95 Best Practices Working GroupISA-95 implementation and technical best practices• “As-Is” manufacturing operations as a defined referencemodel for MOM Requirements• Establish a common terminology and data models• Characterize the “To-Be” manufacturing operations• Describe transformation migration path
  3. 3. • 24 White Papers in True Peer Review Process• Over 48 Authors and 76 Reviewers from 18 countries• The Hitchhiker’s Guide to Manufacturing OperationsManagement: ISA-95 Best Practices Book 1.0 (2007)• When Worlds Collide in Manufacturing Operations:ISA-95 Best Practices Book 2.0 (2011)• The MOM Chronicles: ISA-95 Best Practices Book 3.0 (2013)ISA-95 Best Practices Working Group
  4. 4. Book 3.0 Dedicatedto Ray Bradbury
  5. 5. The Manufacturing Operations ParadoxColumn1CulturalTechnical
  6. 6. “The first rule of any technology used in a business isthat automation applied to an efficient operation willmagnify the efficiency.The second is that automation applied to an inefficientoperation will magnify the inefficiency.”Bill Gates, Founder of MicrosoftThe Manufacturing Operations Paradox
  7. 7. Book 3.0 White Papers / Chapters1. Applying Global MOM Systems in a Manufacturing 2.0Approach2. The Role of Semantic Models in Smarter IndustrialOperations3. Applying Manufacturing Operations Models in a DiscreteHybrid Manufacturing Environment4. Defining an Operations Systems Architecture5. A Workflow-driven Approach to MOM6. Scheduling Integration Using an ISA-95 Application in aSteel Plant7. Intelligent Integration Interface: A Real-world Applicationof ISA-95
  8. 8. Book 3.0 Focus• Current manufacturing leaders have a limited vision how theirplants must competitively operate in global markets in 2025• Manufacturers do not have a concept of high engineering costrequired to transform their paper-based operations into real-timeartificial intelligence for their work processes• The proven reality of manufacturing operations is thatmanufacturing innovation requires an iterative continuousimprovement process using MOM systems engineering• By 2025, those manufacturers without paperless work processesfor intelligent operations simply will not compete• Book 3.0 lays out the foundation
  9. 9. Book 3.0 Focus• Explains MOM system engineering methods for organizing thecomplexities of a 21st century manufacturing plant to optimize itsrole in a global supply chain• Stresses to not trivialize operations as simply a problem of anequipment optimization or material quality or consumption• Explains the operations process definition as the MOM MasterUser Requirement Specification to map out the As-Is inefficientand To-Be reengineered efficient operations supported by theOperations System Architecture (OSA)• To-Be operations process definition determines operationsdependencies of each plant in its global supply network• Mfg Master Data Management through Semantic Computing
  10. 10. Development Steps of an OSAAligned with Business Drivers
  11. 11. CrudeFeedstockOperationsCustomerOrderFeedstockManagementBillingUser LevelTasksGroup LevelTasksOperationsLevelWorkflowsEnterpriseLevelBusinessProcessHorizontalIntegrationVerticalIntegrationManufacturing Intelligence throughOrchestrated WorkflowsExecute PathSelectionLineupExecute TankSwingCalibrateAnalyzerCheck CrudeFeedstockPropFeedstockSamplingFeedstockTank Swing
  12. 12. Operations Systems Integration EvolutionMonolithicArchitecturesPre 1950’sto 1960’s1970’s toMid-1980’sMid-1990’s toEarly 2000’sLate 1990’sCentralizedApplications& DatabaseObjects- OwningData (RemoteInvocation)MessageOrientedInformationExchangeEAI (BrokeredData Exchange)1980’s toMid-1990’sEarly 2000’sSOAMid-2000’s toPresentEmerging TodaySemanticComputingIOA(InformationOrientedArchitecture)
  13. 13. Manufacturing Master Data Managementthrough Semantic Computing
  14. 14. Questions?A Conversation withCharlie Gifford21 Century Manufacturing Solutions LLCLink to Recorded Webinar
  15. 15. Charlie GiffordChair, ISA-95 Best Practices Working GroupPresident & Chief Manufacturing Consultant21st Century Manufacturing Solutions LLCO: 208-788-5434M: 208-309-0990F: 208-788-5690E: