Charlie Gifford 1 Copyright © 2006 WBF. All rights reserved.


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  • Primarily Set by the complexity of the production workflow
  • Order to ship 48 hours – sold today, production order tomorrow, ship following day Production tracks demand closely – implications for manufacturing – DFM, product rationalization, (Schneider NA – switches) Production optimized for batch size of 1 – project payback anticipated 3 years – actual achieved 1X return in 6 months. MES/automation project. 1994
  • 21 4 Building block approach Source connects to supplier Deliver connects to customer Not all companies have make We can model as far up or down the supply chain as we view important (not limited to two tiers) Customers and / or suppliers can be internal or external
  • Point1 Note the page numbers reference to the glossary. Point2 We are going to look at each one next...
  • Point1 Use the following examples... Level 1 - use PLAN diagram of Level 1 Level 2 - use PLAN diagram of Level 2 Level 3 - use S1, M1, and D1 diagrams for Level 3 Use the double-click analogy in moving from one level to another.
  • S95 is an international standard for production facilities. It is a method for integration enterprise and control systems within a manufacturing company. S95 defines in detail the information that has to be exchanged between enterprise and control systems. S95 can be used to develop effective interfaces Explain a little bit about ISA and what it does in the standards area. ISA Is the Instrumentation Systems and Automation society Mention that this is a USA standard, under the auspices of ANSI explain the status of the international version and work.
  • Benefits Separate business processes from manufacturing processes Allow changes in production processes without requiring unnecessary changes in scheduling and logistics processes Provides definition of the functions associated with the interface between control functions and enterprise functions Provide a definition of the information that is shared between control functions and enterprise functions Facilitates enabling of real time access of data across manufacturing operations Why Needed? Integration of business and manufacturing systems is difficult Different systems, cultures, terminology... Integration projects are expensive Lack of consensus and models to follow for integration Only vendor specific models to follow
  • What user execute what function and what system executes what function in the mfg ops workflows?
  • Charlie Gifford 1 Copyright © 2006 WBF. All rights reserved.

    1. 1. Convergence of Business Process Standards for Manufacturing Simplify MAKE Integration THE FORUM FOR AUTOMATION AND MANUFACTURING PROFESSIONALS <ul><ul><li>Charlie Gifford, </li></ul></ul><ul><ul><li>Director, Lean Production Management </li></ul></ul><ul><ul><li>GE Fanuc </li></ul></ul>
    2. 2. Today’s Agenda <ul><li>Lean Supply Chain Requirement </li></ul><ul><li>ISA95~SCOR Alignment Project Overview </li></ul><ul><li>SCOR Overview </li></ul><ul><li>ISA-95 Overview </li></ul><ul><li>Questions & Answers </li></ul>
    3. 3. Aligning Mfg. Capabilities to 21 st Century Challenges Mandates Change… Customers Manufacturers Dist Supplier Exchanges Customer Exchanges Logistics Exchanges Suppliers CMs Retailers Virtual Mfg. Logistics Providers Copyright @2004 AMR Research: All rights reserved. 20 th Century Manufacturing 21 st Century Manufacturing is ABOUT Lean & Flexible Supply Chains
    4. 4. Business Evolves into Configurable Demand-Driven Supply Chains DC DC DC DC DC Customer Customer Customer Customer Customer Customer DC – Dist. Channel Need: Production Capability Supplier Supplier Supplier Supplier Copyright @2004 AMR Research: All rights reserved. Plant Plant Plant
    5. 5. Evaluate: Customer Spec + OTD + Configured Production Capability = Profit Margin Copyright @2004 AMR Research: All rights reserved. 21 st Century Manufacturing Enablers: Flexibility & Real-Time Visibility
    6. 6. 2006 Top Strategic Platform Investments Focus on Mfg Operations! Production Capability Addressed with IT Investment Source: AMR Research 2006 IT Spend Survey 5 RFID (workflow management) 5 Product and process traceability and genealogy 9 Product quality and compliance management 9 Asset maintenance and equipment reliability 10 Business process integration with ERP, PLM, and LIMS 11 Shop floor work order/recipe scheduling/sequencing 11 Execution of production orders 18 Production performance monitoring (yield, cycle times, OEE, etc.)
    7. 7. ISA-95 / SCOR Alignment (Mapping) Project Overview <ul><li>Purpose </li></ul><ul><ul><li>To map the SCOR and ISA-95 framework standards </li></ul></ul><ul><ul><ul><li>Identify Omissions / Duplications </li></ul></ul></ul><ul><ul><ul><li>Recommend improvements / Changes to the respective standards bodies </li></ul></ul></ul><ul><li>ISA-95 SCOR Working Team </li></ul><ul><ul><li>Stephen Graham – Project Leader (Dow) </li></ul></ul><ul><ul><li>Charlie Gifford (GE Fanuc – ISA-95 Voting Member) </li></ul></ul><ul><ul><li>Joe Faccenda (Aspentech) </li></ul></ul><ul><ul><li>Ray Walker (DuPont) - ISA-95 Voting Member </li></ul></ul><ul><ul><li>Keith Unger (Stone Technologies – ISA-95 Chairman) </li></ul></ul><ul><ul><li>Eric Cosman (Dow) – ISA-95 Voting Member </li></ul></ul><ul><ul><li>Russ Dickinson (Dow) </li></ul></ul><ul><ul><li>Tilsley, Paul A (BP) </li></ul></ul><ul><ul><li>Tom Janoshalmi (SAP) </li></ul></ul><ul><ul><li>Enrico Camerinelli (SAP) (now SCC Europe) </li></ul></ul>
    8. 8. ISA-95 / SCOR Mapping Project Steps 1. Identify Electronic sources of information 2. MAP 68 ISA-95 Data Flows 3. MAP 113 SCOR Data Flows 4. Reconcile SCOR / ISA-95 Data Flows List of Omissions/ inconsistencies/ suggestions to ISA-95 Technical Team. List of Omissions/ inconsistencies/ suggestions to SCOR Technical Team. Final Report / Recommendations 100% 100% 100% Feb 2005 April 2005 July 2005 Dec 2005 Final Documents/ Reports to Sponsors Feb 2006
    9. 9. Reconciliation Process List SCOR Mapping from Previous Step List ISA-95 Data Flows from Step 2 Define Mapping Relationships Define Approach Document and Review <ul><li>SCOR~ISA-95 </li></ul><ul><li>One to one </li></ul><ul><li>Many to one </li></ul><ul><li>Many to many </li></ul><ul><li>One to many </li></ul><ul><li>List ISA-95 – </li></ul><ul><ul><li>Review SCOR (255) </li></ul></ul><ul><ul><li>Define any SCOR that are relevant </li></ul></ul><ul><ul><li>Create Cross Reference </li></ul></ul><ul><li>From Cross Reference identify all SCOR that are not used </li></ul><ul><li>Repeat Step 1 but ask if any from Step 2 request or initiate any ISA-95 </li></ul>
    10. 10. ISA-95 / SCOR Mapping Project <ul><li>Achievements </li></ul><ul><ul><li>Mapping Spreadsheets </li></ul></ul><ul><ul><li>Good team work and chemistry </li></ul></ul><ul><ul><li>Steps 1 & 2 in Reconciliation complete </li></ul></ul><ul><ul><ul><li>Identified missing definitions from both </li></ul></ul></ul><ul><ul><ul><li>Some SCOR no direct mapping </li></ul></ul></ul><ul><ul><li>Team completed Step 3 of reconciliation to identify common method and gaps </li></ul></ul>
    11. 11. SCOR Overview: Structured Around 5 Management Processes Supplier Internal or External Customer Internal or External Customer’s Customer Suppliers’ Supplier Make Deliver Make Deliver Make Source Deliver Source Your Company Source SCOR Model Building Block Approach Processes Metrics Best Practice Technology © Supply-Chain Council, 2006 All rights reserved. Plan Source Deliver Return Return Return Return Return Return Return Return
    12. 12. SCOR Level 1 Performance Metrics Customer-Facing SCOR Level 1 Supply Chain Management Assets Supply Chain Reliability Cost Responsive-ness Perfect Order Fulfillment  Order Fulfillment Cycle Time  Upside Supply Chain Flexibility  Upside Supply Chain Adaptability  Downside Supply Chain Adaptability  SCM management cost  Cost of Goods Sold  Cash-to-cash cycle time  Return on Supply Chain Fixed Assets  Internal-Facing Flexibility Supply Chain Performance Is Tied to Measurements That Can Be Benchmarked…
    13. 13. SCOR Contains 3 Levels Of Abstraction Compared to ISA-95’s 4 Levels # Level Schematic Comments 1 2 3 4 Configuration Level (Process Categories) Process Element Level Plan Deliver Make Source A company’s supply chain can be “configured-to- order” at Level 2 from approximately 24 core “process categories.” Companies implement their operations strategy through their unique supply chain configuration. Companies “fine tune” their Operations Strategy at Level 3 <ul><li>Level 3 defines company’s ability to compete successfully in its chosen markets & consists of: </li></ul><ul><li>Process element definitions </li></ul><ul><li>Process element information inputs and outputs </li></ul><ul><li>Process performance metrics </li></ul><ul><li>Best practices, where applicable </li></ul><ul><li>System capabilities required for best practices </li></ul><ul><li>Systems / tools </li></ul>Implementation Level Companies implement specific supply-chain management practices at this level Level 4 defines practices to achieve competitive advantage and to adapt to changing business conditions Supply Chain Operations Reference SCOR Model Top Level (Process Types) Level 1 defines the scope and content for the Supply Chain Operations Reference-model Here basis of competition performance targets are set Not in Scope Description Balance Production Resources with Production Requirements Establish Detailed Production Plans Identify, Prioritize, and Aggregate Production Requirements Identify, Assess, and Aggregate Production Resources P3.1 P3.3 P3.4 P3.2 © Supply-Chain Council, 2006 All rights reserved. (Decompose Processes) (Decompose Process Elements)
    14. 14. Level 4 Level 1 Level 2 Level 3 Business Planning & Logistics Plant Production Scheduling, Operational Management, etc Manufacturing Operations Management Dispatching Production, Detailed Production Scheduling, Reliability Assurance, ... Batch Control Discrete Control Continuous Control 1 - Sensing the production process, manipulating the production process 2 - Monitoring, supervisory control and automated control of the production process 3 - Work flow / recipe control to produce the desired end products. Maintaining records and optimizing the production process. Time Frame Days, Shifts, hours, minutes, seconds 4 - Establishing the basic plant schedule - production, material use, delivery, and shipping. Determining inventory levels. Time Frame Months, weeks, days Level 0 0 - The actual production work process ISA-95: Functional Model Defines MOM and ERP+ Domains ISA 95.01, .02, & .05 Standards ISA 95.03, .04 & 06 Standards From ANSI/ISA-95.00.01-1995 Copyright ISA 2006. Used with permission.
    15. 15. Customers Suppliers P1 Plan Supply Chain Plan P2 Plan Source P3 Plan Make P4 Plan Deliver Source Make Deliver S1 Source Stocked Products M1 Make-to-Stock M2 Make-to-Order M3 Engineer-to-Order D1 Deliver Stocked Products D2 Deliver MTO Products D3 Deliver ETO Products S2 Source MTO Products S3 Source ETO Products Supply-Chain Operations Reference (SCOR) Model 7.1 - Processes Return Source P5 Plan Returns Return Deliver Enable D4 Deliver Retail Products © Supply-Chain Council, 2006 All rights reserved.
    16. 16. MAKE’s Level 2 Process Category and Level 3 Process Elements <ul><li>Example: </li></ul><ul><li>M1: Make-to-Stock (MTS) </li></ul><ul><li>Business Process and Data Flow: </li></ul><ul><li>M1.1 Schedule Production Activities </li></ul><ul><li>M1.2 Issue Product </li></ul><ul><li>M1.3 Product and Test </li></ul><ul><li>M1.4 Package </li></ul><ul><li>M1.5 Stage Product </li></ul><ul><li>M1.6 Release Product to Deliver </li></ul><ul><li>M2: Make-to-Stock (MTO) </li></ul><ul><li>M3: Engineering-to-Order (ETO) </li></ul><ul><ul><li>M3.1 Finalize Engineering </li></ul></ul><ul><ul><li>… </li></ul></ul>© Supply-Chain Council, 2006 All rights reserved.
    17. 17. Level 3 Process Element Example- M1.1: Schedule Production Activities
    18. 18. Level 3 Process Element Example - M1.1: Schedule Production Activities © Supply-Chain Council, 2006 All rights reserved.
    19. 19. Overview of ISA-95 Effort Enterprise-Control Integration <ul><li>ANSI/ISA 95.00.01 “Enterprise - Control System Integration - Part 1: Models and Terminology” </li></ul><ul><li>ANSI/ISA 95.00.02 “Enterprise - Control System Integration - Part 2: Object Attributes” </li></ul><ul><li>ANSI/ISA 95.00.03 “-Part 3: Activity Models of MOM” </li></ul><ul><li>ISA 95.00.04 (Draft) “-Part 4: Object Models & Attributes of MOM” </li></ul><ul><li>ISA 95.00.05 (Draft) “-Part 5: Business to Mfg Transactions” </li></ul><ul><li>ISA 95.00.06 (Proposed) -“Part 6: MOM Transactions” </li></ul>From ANSI/ISA-95.00.01-1995 Copyright ISA 2006. Used with permission.
    20. 20. What ISA-95 Offers <ul><li>Flexibility Framework for manufacturing applications and integration projects </li></ul><ul><li>Separation of business processes from manufacturing processes </li></ul><ul><li>Focus on functions (Similar to SCOR), not systems, organizations or individuals </li></ul>
    21. 21. Identified Information Categories for PM-MES / ERP Data Flows Enterprise Information Plant Production Scheduling, Operational Management, etc Manufacturing Control Information Area Supervision, Production Planning, Reliability, Assurance, etc Product Definition Information (How to make a product) Production Capability Information (What is available for use) Production Schedule (What to make and use) Production Performance (What was made and used) From ISA-95 Copyright ISA 2004. Used with permission.
    22. 22. ISA-95 Part 3: Mfg Operations Activity Flows & Functions Data Flows Production Resource Mgt. Production Capability Production Performance Analysis Production Data Collection Production Execution Production Dispatching Production Tracking Production Performance Detailed Production Scheduling Production Schedule Level 2 Process Control Product Definition Mgt. Product Definition Equipment and Process Specific Production Rules Operational Commands Operational Responses Equipment and Process Specific Data Production Operations Management From ANSI/ISA-95.00.01-1995 Copyright ISA 2006. Used with permission.
    23. 23. System Function Segregation Determines Lean Performance <ul><ul><li>Manufacturing Application (Use Case) Framework (MAF) </li></ul></ul><ul><ul><li>System Architecture Must Support Continuous Improvement </li></ul></ul><ul><ul><li>Must Allow Change in Production Processes </li></ul></ul><ul><ul><li>Clear demarcation of MOM / ERP+ responsibilities & functions </li></ul></ul>B2M Level 2: Plant Work Maintenance Production Quality Test Inventory U Production data collection Production execution Production resource management Production dispatching Production tracking Production Performance Detailed production scheduling Production Schedule Product definition management Production performance analysis Production Capability Product Definition Maintenance resource management Maintenance Response Detailed maintenance scheduling Maintenance Request Maintenance definition management Maintenance Capability Maintenance analysis Maintenance Definitions Maintenance data collection Maintenance execution Maintenance dispatching Maintenance tracking Inventory resource management Inventory Response Detailed inventory scheduling Inventory Request Inventory definition management Inventory analysis Inventory Capability Inventory Definitions Inventory data collection Inventory execution Inventory dispatching Inventory tracking Quality analysis Quality test resource management Quality Test Response Detailed quality test scheduling Quality Test Request Quality definition management Quality Test Capability Quality Definitions Quality test data collection Quality test execution Quality test dispatching Quality test tracking ISA 95.03 “- Part 3: Activity Models of MOM” Level 4+: Extended Enterprise From ISA-95 Copyright ISA 2004. Used with permission.
    24. 24. SCOR / ISA-95 Business Values <ul><li>Interoperable, Lean Supply Chain solutions require consistent function models, schema and language </li></ul><ul><li>Fast flow of dynamic information from consistent messaging between supply chain and production </li></ul><ul><li>Fast implementation of Supply Chain-to-Mfg Operations integration projects </li></ul><ul><li>LARGE reduction implementation and change costs for SC integration through use of single B2MML interface </li></ul><ul><li>SCOR / ISA95 methods structuring a Flexible Manufacturing Application Framework over next 5 years </li></ul>
    25. 25. Questions? <ul><ul><li>Charlie Gifford [email_address] </li></ul></ul><ul><ul><li>Director-Lean Performance Mgt. </li></ul></ul><ul><ul><li>GE Fanuc America </li></ul></ul><ul><ul><li>Chairman, ISA-95 Best Practices Working Group </li></ul></ul>