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MES:  A View from the Shop Floor<br />Edward Brown<br />1<br />
<ul><li>What is MES?
The Big Bang Theory
Evolution not Revolution
World Peace
Charting a Course
Laying the Foundation
Build the Pyramids</li></ul>2<br />Topics<br />
ISA-95 Manufacturing Operations Model<br />What is MES?<br />ISA-95 part 3 defines MES/MOM capabilities <br />3<br />
Trickle Down Theory<br />Level 3<br />Manufacturing Control Systems<br />Area Supervision, Production<br />Scheduling, Rel...
Information is the Currency<br />What is MES?<br />
Product Definition Information<br />What is MES?<br />
Production Capability Information<br />Production capability and capacity definition, is specific to an area, process cell...
Production Information<br />Inventory<br />Production<br />Information<br />Information<br />Scheduling<br />Information<b...
In the beginning there was nothing, and it exploded. <br />- Terry Pratchett<br />MES Implemented as a Large Footprint App...
Can perform most or all functions in the MOM
Capability to pass information across all areas of the MOM model from/to ERP and PCS levels
Tightly integrated functional modules across manufacturing
Technology centric, business processes adjust to application procedures</li></ul>9<br />The MES “Big Bang” Theory<br />The...
<ul><li>Significant Capital Investment
Application Packages from 250K single site – 10M enterprise
Significant Resource Investment
Requires dedicated project teams and subject matter experts
Duration of project can last from 6 months to 3 years
Significant IT, Management, Operator Training
Significant IT support for application life</li></ul>Sticker Shock<br />The Big BangTheory<br />10<br />
<ul><li>Significant Change Management Process
Companies overestimate the understanding of their own processes
Companies underestimate the impact of implementing new manufacturing and business processes
Resistance to change is often significant without comprehensive representation in designing process change
Difficult to predict full impact of change from one area to another</li></ul>Change or Revolution?<br />The Big BangTheory...
<ul><li>Long and Complicated Implementations
Requirements, analysis, and design period can consume significant portion of projected effort
Customizations can consume more than half of required project effort
External system interfaces can require significant effort of those systems IT personnel</li></ul>A Long Hard Road<br />The...
<ul><li>Determining Return on Investment can be difficult
Good and Bad effects of integrated functions can make it difficult to determine specifics
Quality of requirements and design usually have bigger impact on ROI than the function itself.
Wrong low hanging fruit – Initial assumption of a high ROI function may be misguided</li></ul>13<br />It Shouldn’t Be a He...
If one is master of one thing and understands one thing well, one has at the same time, insight into and understanding of ...
Select one or few MOM capabilities to implement
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MES from the Ground Up

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Growing MES capability from the Shop Floor

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MES from the Ground Up

  1. 1. MES: A View from the Shop Floor<br />Edward Brown<br />1<br />
  2. 2. <ul><li>What is MES?
  3. 3. The Big Bang Theory
  4. 4. Evolution not Revolution
  5. 5. World Peace
  6. 6. Charting a Course
  7. 7. Laying the Foundation
  8. 8. Build the Pyramids</li></ul>2<br />Topics<br />
  9. 9. ISA-95 Manufacturing Operations Model<br />What is MES?<br />ISA-95 part 3 defines MES/MOM capabilities <br />3<br />
  10. 10. Trickle Down Theory<br />Level 3<br />Manufacturing Control Systems<br />Area Supervision, Production<br />Scheduling, Reliability Assurance<br />Levels<br />2,1,0<br />Batch<br />Control<br />Systems<br />Discrete<br />Control<br />Systems<br />Continuous<br />Control<br />Systems<br />What is MES?<br />Level 4<br />Business Logistics Systems<br />Plant Production Scheduling<br />and Operational Management<br />
  11. 11. Information is the Currency<br />What is MES?<br />
  12. 12. Product Definition Information<br />What is MES?<br />
  13. 13. Production Capability Information<br />Production capability and capacity definition, is specific to an area, process cell, production unit, assembly line.<br />Production equipment status<br />Maintenance information on production equipment, including information not related to the production capability<br />Maintenance<br />Production<br />Capability<br />Information<br />Information<br />Scheduled Production equipment outages<br />Scheduling<br />Capability<br />Information<br />Preventive/Predictive Maintenance Information<br />Scheduling information on production equipment, including information not related to production capability<br />Production Capacity (Including equipment organization and product flows)<br />What is MES?<br />
  14. 14. Production Information<br />Inventory<br />Production<br />Information<br />Information<br />Scheduling<br />Information<br />What is MES?<br />Production information, is specific to an area, process cell, <br />production unit, assembly line. (Batch Journal, log, …)<br />Production Material Information<br />Information on all inventoried<br />material and equipment.<br />Production Schedule and<br />Production Performance<br />Scheduling information on production<br />Production Line Item Information<br />
  15. 15. In the beginning there was nothing, and it exploded. <br />- Terry Pratchett<br />MES Implemented as a Large Footprint Application<br /><ul><li>Follows ERP implementation model (all functionality at once)
  16. 16. Can perform most or all functions in the MOM
  17. 17. Capability to pass information across all areas of the MOM model from/to ERP and PCS levels
  18. 18. Tightly integrated functional modules across manufacturing
  19. 19. Technology centric, business processes adjust to application procedures</li></ul>9<br />The MES “Big Bang” Theory<br />The Big BangTheory<br />
  20. 20. <ul><li>Significant Capital Investment
  21. 21. Application Packages from 250K single site – 10M enterprise
  22. 22. Significant Resource Investment
  23. 23. Requires dedicated project teams and subject matter experts
  24. 24. Duration of project can last from 6 months to 3 years
  25. 25. Significant IT, Management, Operator Training
  26. 26. Significant IT support for application life</li></ul>Sticker Shock<br />The Big BangTheory<br />10<br />
  27. 27. <ul><li>Significant Change Management Process
  28. 28. Companies overestimate the understanding of their own processes
  29. 29. Companies underestimate the impact of implementing new manufacturing and business processes
  30. 30. Resistance to change is often significant without comprehensive representation in designing process change
  31. 31. Difficult to predict full impact of change from one area to another</li></ul>Change or Revolution?<br />The Big BangTheory<br />11<br />
  32. 32. <ul><li>Long and Complicated Implementations
  33. 33. Requirements, analysis, and design period can consume significant portion of projected effort
  34. 34. Customizations can consume more than half of required project effort
  35. 35. External system interfaces can require significant effort of those systems IT personnel</li></ul>A Long Hard Road<br />The Big BangTheory<br />12<br />
  36. 36. <ul><li>Determining Return on Investment can be difficult
  37. 37. Good and Bad effects of integrated functions can make it difficult to determine specifics
  38. 38. Quality of requirements and design usually have bigger impact on ROI than the function itself.
  39. 39. Wrong low hanging fruit – Initial assumption of a high ROI function may be misguided</li></ul>13<br />It Shouldn’t Be a Hedge Fund<br />The Big BangTheory<br />
  40. 40. If one is master of one thing and understands one thing well, one has at the same time, insight into and understanding of many things.<br />- Vincent van Gogh<br /><ul><li>MES Implemented in Incremental Steps
  41. 41. Select one or few MOM capabilities to implement
  42. 42. Add MOM capabilities over time
  43. 43. Exchanges information with implemented features from/to ERP and PCS levels as required
  44. 44. Loosely coupled functional modules across manufacturing with the ability to leave legacy systems in place
  45. 45. Process centric approach using appropriate technology as needed through combination of customization and extension of existing systems and incorporating new technologies/applications</li></ul>The Evolutionary Approach<br />Evolution not Revolution<br />14<br />
  46. 46. <ul><li>Reasonable Capital Investment
  47. 47. Pay for what you use – Smaller Technology Purchases
  48. 48. Supporting Infrastructure matched to technology – some increments may not require it
  49. 49. Reasonable Resource Investment
  50. 50. Smaller Project teams and fewer subject matter experts specific to capability and for shorter duration
  51. 51. Duration of project reduced, typically 3-6 months
  52. 52. Reduced IT, Management, Operator Training
  53. 53. Reduced IT support for new application(s)</li></ul>Efficiency Drives Evolution<br />Evolution not Revolution<br />15<br />
  54. 54. <ul><li>Simplified Change Management Process
  55. 55. Concentrate on understanding one or a few processes well
  56. 56. More time to understand the impact of implementing a new manufacturing and business process
  57. 57. Resistance to change can be reduced by including selective representation in designing process change
  58. 58. Easier to predict full impact of change from one area to another</li></ul>16<br />A Welcome Change<br />Evolution not Revolution<br />
  59. 59. <ul><li>Shorter and Simplified Implementations
  60. 60. Requirements, analysis, and design period scaled to MOM capability being implemented
  61. 61. Customizations limited to single/few capabilities
  62. 62. External system interfaces may not be required for some capabilities and are limited for those that are</li></ul>17<br />Quick AND Easy?<br />Evolution not Revolution<br />
  63. 63. <ul><li>Easier to Determine Return on Investment
  64. 64. Good and Bad effects of implemented capability are readily apparent
  65. 65. Quality of requirements and design are usually improved because scope is smaller and easier to understand
  66. 66. Low Hanging Opportunities can be evaluated quickly and expanded or contracted as required
  67. 67. Hard ROI evidence justifies next increment</li></ul>18<br />ROI Clarity<br />Evolution not Revolution<br />
  68. 68. 19<br />One Team, One Manufacturing World<br />Finding good players is easy. Getting them to play as a team is another story. <br />- Casey Stengel<br />World Peace<br /><ul><li>Successful MES Projects are PROCESS Centric
  69. 69. Use the ISA-95 MOM model to determine activities for consideration
  70. 70. Determine the current state of the process thoroughly
  71. 71. Getting MES Processes Right is a TEAM Effort
  72. 72. MES isn’t an IT initiative, it’s a Team initiative
  73. 73. MES SUPPORTS Lean and Six Sigma Initiatives
  74. 74. The Right Representation for the Capability
  75. 75. Capabilities may dictate different SME’s, Operators, IT skills</li></li></ul><li>Let our advance worrying become advance thinking and planning. <br />- Winston Churchill <br /><ul><li>Creating a Long Term Plan
  76. 76. Document Business Goals and Objectives
  77. 77. Build Capabilities Pyramids to Achieve World Class Status
  78. 78. Identification of Low Hanging Opportunities
  79. 79. Collaboration Workshops to Develop Roadmap(s)</li></ul>20<br />A Long Term Roadmap is Essential<br />Charting a Course<br />
  80. 80. <ul><li>Business Goals and Objectives
  81. 81. Initiatives
  82. 82. Key Performance Indicators
  83. 83. Objectives & Constraints
  84. 84. Customer/Supplier Effectiveness
  85. 85. ISA-95 Activity Survey
  86. 86. Conduct Surveys for candidate Department(s)
  87. 87. Small SME Teams Complete ISA-95 Activity Survey
  88. 88. Determine Shortfalls by Activity
  89. 89. Develop As-Is Process Flow
  90. 90. Determine List of Shortfalls by Activity
  91. 91. Determine Cost of Shortfalls</li></ul>21<br />Create Measurable Objectives<br />Charting a Course<br />
  92. 92. Clarify Objectives and Requirements<br />Charting a Course<br />
  93. 93. <ul><li>Best in Class is represented by companies who support ever increasing capabilities of:
  94. 94. Automation
  95. 95. Conversion of paper processes to electronic
  96. 96. Data capture through equipment and instrumentation
  97. 97. Minimizing Operator Input
  98. 98. Integration
  99. 99. Integrating functional data from operation to operation
  100. 100. Integrating functional data across capabilities
  101. 101. Integrating functional data across business units and plants</li></ul>23<br />Build Capabilities to Reach Best In Class<br />Charting a Course<br />
  102. 102. Develop capabilities that reflect Business Goals and Objectives<br />24<br />Build Capability Pyramids<br />Best In Class<br />Laying the Foundation<br />Goal<br />Integration<br />Automation<br />Foundation<br />
  103. 103. Select Candidate Capabilities from Goals & Objectives<br /><ul><li>Map MOM Activities to Capabilities
  104. 104. Determine Automation Requirements</li></ul>25<br />Determine Low Hanging Opportunities<br />A successful man is one who can lay a firm foundation with the bricks others have thrown at him. <br />- David Brinkley<br />Laying the Foundation<br />
  105. 105. Scenario: Operators at the Acme Drug Company add to the Batch Record at Compounding by physically attaching a paper trend chart for environmental conditions. On average, three incidents per Quarter occur where the incorrect chart data was associated with a Batch. Of those incident batches, one batch in three cannot be resolved and is lost.<br />Costs: Annual time and material<br />4 quarters * 3 incidents = $15K-$50K<br />4 quarters * 1 batch/quarter = $1M - $5M<br />Opportunity $1M – $6M<br />A Genealogy MOM Capability Appears to be a Viable Candidate Project.<br />26<br />Identifying the Target<br />Laying the Foundation<br />
  106. 106. 27<br />Map MOM Activities to Capabilities<br />Laying the Foundation<br />
  107. 107. Hold Workshop(s) for Selected Capability<br />28<br />No one wants advice, only collaboration<br />- John Steinbeck<br />Build the Pyramids<br />
  108. 108. Process Maps are the Foundation<br />Build the Pyramids<br />
  109. 109. Determine Automation Data Requirements<br />Build the Pyramids<br />
  110. 110. <ul><li>Quality Data Collection & Tracking
  111. 111. Collect and Associate Quality Test results with Batch
  112. 112. Lot Management
  113. 113. Record Consumption of Raw Material Lots
  114. 114. Material Tracking
  115. 115. Record movement of materials from location to location
  116. 116. Production Execution
  117. 117. Record Environmental Data to Historian
  118. 118. Record CIP/SIP Data to Historian
  119. 119. Record and Associate production data with Batch Record</li></ul>31<br />Genealogy Automated Data Collection<br />Build the Pyramids<br />
  120. 120. Using or expanding the Automation functions you already have is a smart way to achieve MES functionality<br />What’s in the Backyard?<br />32<br />Build the Pyramids<br />
  121. 121. A MES Repository Aggregates & Associates<br />Build the Pyramids<br />
  122. 122. <ul><li>Provide MES Repository Structure for Capability Associations
  123. 123. Allow individual MOM Capabilities to Utilize Structures and Associations as needed
  124. 124. Add Capabilities by Exposing Additional MES Associations and Structures
  125. 125. $60K-$300K Typical Installed Cost</li></ul>Extendable MES Requirements<br />34<br />Build the Pyramids<br />
  126. 126. Map Functions to Technologies<br />Build the Pyramids<br />
  127. 127. Justify the Necessity<br />36<br />Build the Pyramids<br />
  128. 128. <ul><li>Extend Legacy Systems where appropriate
  129. 129. Develop Automation capability where necessary
  130. 130. Implement limited MES functionality with compartmentalized capabilities
  131. 131. Establish and Monitor Process Improvement Metrics
  132. 132. Measure and Document ROI
  133. 133. Use ROI to Justify Next Brick</li></ul>37<br />Implement and Evaluate<br />Plans are only good intentions unless they immediately degenerate into hard work.<br />- Peter Drucker<br />Build the Pyramids<br />
  134. 134. Build on Capabilities<br />Build the Pyramids<br />
  135. 135. <ul><li>Growing MES Provides a Reasonable Alternative
  136. 136. Reasonable Capital Investment
  137. 137. Reasonable Resource Investment
  138. 138. Simplified Change Management Process
  139. 139. Shorter and Simplified Implementations
  140. 140. Easier to Determine Return on Investment
  141. 141. Process is More Important than Technology
  142. 142. Determine Ripe Opportunities
  143. 143. Include All Stakeholders in Collaboration Workshops</li></ul>Conclusions<br />Conclusion<br />39<br />
  144. 144. <ul><li>Capability Pyramids Provide Context
  145. 145. Clearly Defines Goals and Necessary Elements for Growth
  146. 146. Automation can Provide MES capabilities
  147. 147. Current Automation Data Aggregated to MES DB
  148. 148. Extending Automation Capability can be more Efficient
  149. 149. Measuring Performance Justifies Next Steps
  150. 150. KPI’s Show Operational Improvements for Change Management
  151. 151. ROI Measurements provides Business Case for additional capability</li></ul>40<br />Conclusions<br />Conclusion<br />
  152. 152. Questions?<br />Web Site: www.AvidSolutionsInc.com<br />Contact Information:<br />Ed Brown – 919.606.9592<br />Shane Bernard– 336.409.9894<br />41<br />

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