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computer Integrated manufacturing

Industrial & Manufacturing Enterprise DepartmentThe Wichita State Universityhttp://www.mrc.twsu.edu/whitman/classes/ie775

Larry Whitman whitman@imfge.twsu.edu(316) 691-5907

(316) 978-3742

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Why cIm databases?

effective management of data is fundamental to cIM - Ch 1

data modeling is fundamental to cIm - Ch6

distribution of data - Ch7

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Database Fundamentals

collection of data (organized?!)

DBMS - database management system

relational database model

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RDBMS - main aspects

retrieval

updating

inserting/deleting

indexing (ordering and sorting)

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Definitions

database - a generalized and integrated collection of stored and operational data together with their descriptions, which is managed in such a way that it can fulfil the differing needs of its different users.

integrated (not a file or a single table) flexible (telephone directory) single/multi-user databases data/information/knowledge transaction - smallest logical operation schema - diagrammatic representation

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Database advantages

friendly - ease of use/user friendly minimization of data redundancy maintain consistency independence of storage maintain integrity protect data (security) fast retrieval availability of languages allow concurrent use

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Database disadvantages

cost

development

maintenance

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Architecture

Fig 9.1

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Data modelling

entity - an object, activity, function, person, anything

class - group of entities

instances (of a class)

relationships

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Entity Relationship Diagram

fig 9.2

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Example

fig 9.3 and 9.4

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Relational databases

fig 9.6

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Five Rules of Relations

Each row is unique (parts are the same, but not all)

Ordering of rows and column has significance

relations do not contain repeating groups (NORMALIZE!)

each attribute has a distinct name

values must come from a family of values

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Other rules

no key attribute can have a null value (entity integrity rule)

many to many

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decomposition of many to many relations

fig 9.7

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Design Principles

Switch to database presentation

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CIM Implementation Guidelines ensure vision exists!

ensure communication is possible and communication of CIM happens!

find a facilitator

find a team

develop models

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CIM Implementation Guidelines

do BPR (system, not local)

select standards, technology

segment implementation

implement

no!!!! use TEM!!!!!

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An Enterprise Transformation Methodology

• Dissertation by D. Ryan Underdown at

• The University of Texas at Arlington. 1998.

Additional slides from the ARRI-UTA Breakfast Workshop Series

http://www.mrc.twsu.edu/enteng/papers/tem.pdf

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Problem Statement

• Fundamental change is difficult

• A method to guide change is critical

• The ARRI method for transforming an enterprise has produced dramatic results for some small companies

• The ARRI method has shortcomings and was in serious need of revision

• We had a limited understanding of the critical success factors

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Objective

• Develop a method to guide the transformation of the enterprise

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Transform Enterprise Methodology

Develop Vision and Strategy

Create Desired Culture

A Passion for

Better

Faster

Cheaper

Plan

for

change

Improve and Integrate Enterprise

Develop Technology Solutions

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Already discussed last week, but….

Develop Vision and Strategy

BuildCommitment

DevelopStrategic Purpose

What

Do We

Want

To Be?

How do we

get there

from here?

AssessEnvironment

Develop & DeployIntegrated

Transformation Plan

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How do we get there?

How do we Create the Desired Culture?

Sell Vision, Plan, & Performance Expectations

Align Administrative

Systems

Build & Align Leadership

Improve Communication

and Trust

Align Social interaction

Improve & Involve People

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What is Culture?

Culture is the shared norms, attitudes, values, beliefs, expectations, customs, perceptions and assumptions that have emerged over time.

"Culture, in a word, is community. It is an outcome of how people relate to one another. Communities exist at work ... businesses rest on patterns of social interaction that sustain them over time or are their undoing. They are built on shared interests and mutual obligations and thrive on cooperation and friendships" [Goffee p.134 1996].

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Why is culture important?

Company culture

Culture acts as a social control system that powerfully shapes the behavior of individuals and groupsconstrains company visionlimits what strategies can be implemented affects how customers perceive your company

Culture always wins!

CompanyCulture

Com

pany

Cul

ture

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What is Creating the Desired Culture?

Create Desired Culture builds a common sense of purpose and community within groups and the enterprise. It reinforces the message that everyone is part of the same team and that everyone is going through the transformation together. It focuses attention on group goals that support the vision.

Create Desired Culture encourages people to identify themselves with the enterprise and the group and to take pride in being a member.

Create Desired Culture attempts to merge the goals of the individual with the goals of the group. When these goals are supportive of each other, alignment of the group has begun.

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Evaluate Existing Culture

Evaluate previous attempts at change &

level of resistance.

Evaluate performance

measures & rewards.

Analyze communication

channels.

Identify levels of control &

management styles.

Assess existing education levels /

skills.

YOURCOMPANY

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Culture Change Takes Time

Successful Culture Change does not happen overnight

Repetition is one of the keys: think, talk, work, and act in the new way for at least three

months

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Improve & Integrate Processes

Understand and Improve

the Product (2)

Understand and Improve

the Process (3)

Design & Implement Effective Controls

(4)

Understand the Customer (1)

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Understand the Customer

Identify and Classify

Customers (1)

Determine Customer Needs (2)

Evaluate Customer

Satisfaction (3)

Evaluate Competitors (4)

Set Goals For Future levels of

Service (5)

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Understand and Improve the Product

Identify and Classify

Products (1)

Analyze Products (2)

Design Improved

Products (3)

Translate Product

Characteristics into Process

Requirements (4)

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Understand and Improve the Process Bound Process and

Identify Relationships (1)

Document and Analyze

Process (2)

Design Improved

Process (3)

Implement Improved

Process (4)

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Design and Implement Effective Controls

Identify Feedback Paths (1)

Analyze Feedback Paths (2)

Design Feedback Paths (3)

Implement Feedback Paths (4)

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Really the whole class, but….

Develop Technology Solutions

UnderstandNeeds

DevelopDecision Criteria

What

Do We

Want

To Be?

How do we

get there

from here?

DevelopAlternative Solutions

Evaluate Alternativesand Select Solution

Develop and DeployTechnology Solution

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What Is Technology?

TechnologyTechnology - A manner of accomplishing a task, especially using technical processes, methods or knowledge.

TechnicalTechnical - Having special and unusual practical knowledge especially of a mechanical or scientific subject

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Technology Defined

Appropriate application of knowledge

in accomplishing a task

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Appropriate Use of Technology

Tied to vision and strategy

Used to improve and integrate

processes

Consistent with desired culture

Use technology where appropriate

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Culture

• People must not be intimidated by technology

• Buy-in from people

• Paradigm shift - mindset change?

• Training and learning curve

• Adaptive organization

Technology consistent with culture

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Quality of Worklife

Workers displaced

Isolation due to technology

Organization of technological “have” and

“have nots”Beware of creating a group of “technical

elite”TrainDo not become captive to a technology guru

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Process

Understand the customer

Understand the product

Understand the outcome

Technology can drive process improvements

Technology can follow process improvements

Technology consistent with process improvement

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Decision Making

“Many people complain about their memory, few about their judgment.”

“Although we congratulate ourselves for our great actions, they are not so often the result of great design as of chance.”

La Rochefoucauld

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What Is A Decision

?

An expression of a preference for the selected alternatives over any other alternatives that may have

been available at the time.

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Making Decisions

TOO MANY DECISIONS ARE MADE . . . .

. . . Through default or procrastination

. . . In avoidance

. . . In ignorance

. . . By accident

MAKING DECISIONS IS THE SINGLE MOST IMPORTANT REQUIREMENT FOR SUCCESSMAKING DECISIONS IS THE SINGLE MOST IMPORTANT REQUIREMENT FOR SUCCESS

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What Process

Explain the reason for the decision

Weigh factors to be satisfied

Explore alternatives

Consider risks

Communicate choice/recommendations

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Logic Path

DescribeDecision

EstablishCriteria

AnalyzeAlternatives

Assess Risk

Make Choice

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Describe Decision

EstablishCriteria

AnalyzeAlternatives

Assess Risk

Make Choice

DescribeDecision

• State the decision to be made

• Structure

VERB select, choose, determine, ...NOUN object of verbADJECTIVE constraints, modifiers

• Examples

“Determine the best cost-reduction approach”

“Choose a new truck for city-wide deliveries”

“Select the best applicant for plant manager”

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Establish Criteria

Visualize goal as a set of criteria

Develop criteria from many sources Specific factors that must be satisfied Resource constraints Assets to be preserved Outcomes to be avoided Obstacles to achieving Decision Purpose

Use to facilitate comparison between alternatives

DescribeDecision

AnalyzeAlternatives

Assess Risk

Make Choice

EstablishCriteria

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Decision Criteria Guidelines

Criterion statement is a judgment call

Each criterion reflects a desired outcome

Examples:

“low cost to implement” -NOT-“implementation cost”

“available by March” -NOT-“availability”

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Separate Criteria

Separate CriteriaInto

MUSTS/WANTS

Establish WeightedValues for WANTS

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WANTS

All remaining criteriaare WANTS

Develop additional WANTS by inverting MUSTS

MAX or MIN often used to state WANTS

USED TO DETERMINE HOW WELLALTERNATIVES MEET CRITERIA

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Weighted Criteria

Most important WANT given a weight of 10

All other WANTS weighted relative to most important WANT

5 is half as important as 10 Do not RANK the alternatives (10,9,8,7,6,...)

(2nd most important not automatically 9)

WANTS may have equal weights if they are truly equally important

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Check

ALL CRITERIA Relate to Decision Purpose Too general? Facilitate comparisons?

MUSTS Mandatory - Realistic - Measurable Inverted into Wants?

WANTS Bunching? Duplication? Most important weighted 10?

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Analyze Alternatives

Identify alternatives (as many as possible)

Brainstorm to identify additional alternatives

Seek many different sources of information

Consider future needsDescribeDecision

EstablishCriteria

Assess Risk

Make Choice

AnalyzeAlternatives

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Evaluation

AlternativesCompareto eachrequired

Compareto Weighted

Criteria

EvaluateRisk

Disregard

Yes PreferredBalancechoice

No Not Preferred

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Compare MUSTS

Destructive “YES/NO” test

“NO” eliminates ALTERNATIVE from further consideration

If none survive? Generate additional alternatives then, if

necessary Review MUST criteria

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Compare WANTS

Alternative which best satisfies a specific criteria gets a relative weight of 10

All other alternatives weighted against the best one for a specific criteria (5=50% of best satisfaction)

Multiply Criteria Weight by Relative Weight to produce a Weighted Score for each Alternative

Total is the sum of Weighted Scores for each Alternative

Continue with all Alternatives scoring within 30% of best

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Assess Risk

Precursor to making final decision

Consider consequences and future implications

Consider ease to modify (flexibility) Monitoring Cost of error Time for correction

DescribeDecision

EstablishCriteria

AnalyzeAlternatives

Make Choice

Assess Risk

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Sources of Risk

Performance close to limits of MUSTS

Reference checks Customers Vendors Financial services

Observed facts

Personal experiences

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Extra Slides begin here

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Research Method

• Reviewed personal experiences

• Reviewed current literature

• Conducted eight case studies

• Synthesized personal experience, current literature and case study analysis into an Enterprise Transformation Methodology

• Conducted author/reader cycle and incorporated comments

• Constructed implementation workbook

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Research Method

Design Study

• Developed holistic multi-case design

• Developed interview instrument and case study protocol

• Conducted peer review cycle of instrument

Conduct Study

• Conducted pilot case

• Improved interview instrument and protocol

• Conducted 8 case studies

• Exercised flexibility of design

Analyze Results

• Developed and distributed individual case study reports

• Developed cross case analysis

• Developed datalist

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Research Method Develop Methodology

• Conduct IDEF0 author/reader cycle with local experts

• Incorporate comments and improve method

KitsStep 1

Kits with Reactions from AuthorStep 3

Kits with Comments from ReadersStep 2

Author Readers

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IDEF0 Node Tree

A0

A1 A2 A3 A4

A12 A13 A14 A31 A32 A33 A34A11

A-0

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A-0 - Transform Enterprise

TransformEnterprise

A0

EnterpriseTransformation Knowledge

Existing Culture

Existing Processes/Products/Technology

Motivation To Improve

Integrated & Improved Processes/Products

Competent Culture

Environment

Vision, Commitment to Excellence &Integrated Transformation Plan

Facilitators/Technical Experts/Champions

Management

Document and Define the Enterprise Transformation Process. Enterprise Improvers and Facilitators.

Purpose:Viewpoint:

Implemented Technology Solutions

Feedback From Customers/Suppliers/External Processes

Feedback To Customers/Suppliers/External Processes

Revision Date:September 1997

Existing Strategic Direction

Copyright By D.R. Underdown & D.H. Liles 1997All Rights Reserved

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A0 - Transform Enterprise

C1

Environment

O1

Vision, Commitment toExcellence & IntegratedTransformation Plan

Develop Vision & Strategy

A1

Create Desired Culture

A2

Integrate & Improve

EnterpriseA3

Develop Technology

SolutionsA4

M1

Management

TechnologyNeeds

I3Existing Culture O2

O3

Integrated & Improved Processes/Products

Involved People

O5

ImplementedTechnologySolutions

I4

Feedback FromCustomers/Suppliers/External Processes

I5

Existing Processes/Products/Technology

O4

Feedback To Customers/ Suppliers/ External Processes

SteeringTeam

TechnologyDevelopmentFeedback

I1

Motivationto Improve

Vision, Commitment to Excellence & IntegratedTransformation Plan

I2

ExistingStrategicDirection

AvailableTechnology

Competent Culture

Competent Culture

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A1 - Develop Vision & Strategy

C1

Environment

O1

Vision & IntegratedTransformation Plan

M1

Management

Build Commitment

A11

DevelopStrategic Purpose

A12

AssessEnvironment

A13

Develop & Deploy

Integrated Transformation

PlanA14

O2SteeringTeam & Champions

I1

Motivationto Improve

I2

ExistingStrategicDirection

Assumptions

Vision& Mission

Values

Commitment to Excellence

Champion/Facilitator

Issues & Constraints

SteeringTeam & Champions

I3

Feedback FromCustomers/Suppliers/External Processes

ExistingParadigms

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A2 - Create Desired Culture

C2

Vision, Commitment to Excellence & Integrated

Transformation Plan

O1Competent

Culture

O2Involved

People

I1

Existing Culture

M1SteeringTeam

Sell Vision, Plan, & Performance

Expectations

A21Align

Administrative Systems

A22Align Leadership

A23Improve

Communication

A24Align Social Interaction

A25Improve &

Involve People

A26

Existing Policies& Controls

Existing LeadershipParadigms

ExistingCommunicationPatterns

Existing InteractionPatterns

Existing Knowledge, Skills, & Attitudes

Understanding ofDirection & PerformanceRequirements

Aligned Policies& Controls

AlignedLeadership

ImprovedCommunication

ImprovedSocial Patterns

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A3 - Integrate & Improve Enterprise

C2

Vision & IntegratedTransformation Plan

C3

CompetentCulture

M1Steering Team/Involved People

O2

Integrated & Improved Processes/Products

C4

TechnologyDevelopment

Feedback

I2

Existing Processes/Products/Technology

I1

Feedback FromCustomers/Suppliers/External Processes

O1

Feedback To Customers/ Suppliers/ External Processes

O3

TechnologyNeeds

Understand The Customer

A31

Understand & Improve The

Product

A32

Understand & Improve The

Process

A33

Design & Implement Effective Controls

A34

ProductRequirements& Customer Set

Process Requirements& Product Set

Desired Behavior& Metrics

ProductControls

ProcessControls

CustomerControls

ExistingProducts

ExistingProcesses

ExistingControls

ProductFeedback

ProcessFeedback

ControlFeedback

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A31 - Understand The Customer

M1Steering Team/

Involved People

C1

Vision & IntegratedTransformation Plan

O1

ProductRequirements& Customer Set

C3 CustomerControls

Identify & Classify

Customers

A311

Determine Customer Needs

A312

Evaluate Customer

Satisfaction

A313

Evaluate Competitors

A314

Set Goals For Future Levels of

Service

A315

CustomerSet

CustomerNeeds

CustomerSatisfactionLevels

CompetitivePressures

I1

Feedback FromCustomers/Suppliers/External Processes

C2CompetentCulture

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A4 - Develop Technology Solutions

C2

Vision & IntegratedTransformation Plan

C3

Competent & Capable Culture

M1Steering Team/Involved People

O2

ImplementedTechnology

Solutions

O1

DevlopmentFeedback

I2

AvailableTechnology

I1

TechnologyNeeds

Understand Needs

A41

Develop Decision Criteria

A42

Develop AlternativeSolutions

A43

Evaluate Alternatives &Select Solution

A44

Develop & Deploy Solution

A45

RequirementsCriteria

SelectedTechnology & Requirements

AlternativeSolutions

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Next Class

ERP/PDM and Paper Presentations!