Objective for your team : Create a holistic and practical guide for

SUCCESSFULLY implementing your MSI…

The MSI will be differentiated based on the ‘Plant/Operations-Information-Enabled’ slant on

this topic (how will the flow of information enable/drive this MSI)

MESA

MSI Leadership Team/Structure

• Board Sponsor - Leader• Create Team (put the right people on the bus),

drawing from these and other sources– MESA Board sponsor– Technical Committee member– End User– Domain Experts (from Leading Product Vendors, others…)– Analyst– Consultant– Standards bodies– Implementers (SI/Vendor Services Team)

Lean

Manufacturing

Def & Measure Success

Problem Def'n Cost Justif'n Dependencies Implementation

Best Practices Risk Mitigation

Def & Measure Success

Problem Def'n Cost Justif'n Dependencies Implementation

Guidance Risk Mitigation

Def & Measure Success

Problem Def'n Cost Justif'n Dependencies Implementation

Guidance Risk Mitigation

Def & Measure Success

Problem Def'n Cost Justif'n Dependencies Implementation

Guidance Risk Mitigation

Def & Measure Success

Problem Def'n Cost Justif'n Dependencies Implementation

Guidance Risk Mitigation

Quality & Reg

Compliance

PLM

Realtime

Enterprise

Asset

Perform

ance

Management

Deliverable – a Guidebook for each MSI

“Content in Thirds”

MSI Milestones• MSI definitions approved by Board Feb 1st • Level 1 team defined & engaged (first half of Feb) • Recognized ‘Expert’ defined (if possible) for the MSI (First half of Feb) • TOC complete (First half of Feb) • Outline MESA approach (End of Feb) • Identify specific MSI Sponsors (what’s in it for them?) and the intellectual

capital they can contribute (End of Feb) • Research & understand the existing body of work, engaging consultant if

necessary (End of Feb) • Identify gaps / white space • Start rough draft (Mar 1) • Create content to fill in the gaps – engage consultant if necessary (Mar (and

April?) • Review early draft (April 1st or May 1st)

Sample Table of Contents...by the RTE MSI

Draft, January 2008

Preface

• Explain the effort and how it relates to the overall MESA activity around MSI

• Lay out the structure of the document

Definition• Talk about what it is and how it relates to other MSI’s.• Start with the Gartner definition:

"The Real Time Enterprise monitors, captures and analyzes root-cause and overt events that are critical to its success the instant those events occur, to identify new opportunities, avoid mishaps and minimize delays in core business processes. The Real Time Enterprise will then exploit that information to progressively remove delays in the management and execution of its critical business processes."

• Build on the Gartner definition and expand on it. Analyze the elements in it: Monitor – Analyze – Closing the loop.

• Elaborate on the three different ways to look at RTE: a) by itself (Gartner), b) as a way to run the business (add Fingar definition here!!) and c) as an enabler for other MSIs

• Expand on the ‚E‘ in RTE: Enterprise means closing the loop. What are the different ways to close the loop: a) by means of an organization, b) by means of Automation, c) other;

• Closing the loop in one way or the other as the only way to create business value – segway into next chapter, ROI.

• How ‚real-time‘ does it have to be?• Differentiate RTE from EMI (AMR) and MOM (Gartner)

ROI• Why are we doing this? Business value as the only reason…

what are the drivers?• Use ARC stuff (Ralph Rio) to talk about the drivers and

analyze.• Anecdotal knowledge (3 stories from 3 different industries)

– easy.• Patterns/Opportunities you want to look for...; explain it

from the standpoint of a person in a particular role in the plant.

• Ways to monetize opportunity and lost opportunity.• How to estimate budget requirements.• How to use vendors to help with a justification/ROI.

Solution Dependencies

• Describe an RTE Infrastructure• Describe the data collection problem• (Typical) plant processes to collect data from• Focus/expand on Automation/Instrumentation• Specifically mention ‚manual data gathering‘ as an

input as one might very well get in a situation where the data that would be required is not tracked or collected by any means

• Like MS Windows services: list a) things an RTE MSI depends on and b) things that might build on it

Implementation; Best Practices• Describe how to go about an implementation (viewpoint: PM or S.I.)• Start with implementation model/process – visualize!• How to set up a project, methodology used• Key is to „run it as an IT project without letting IT run it“ – expand on this: letting the business

domain experts drive it.... As the only way to make sure you realize real business value• Start in one part of the business and then expand• List the challenges (examples: lessons learned from implementations): Data gathering (1.

access, 2. quality, 3. semantics, 4. change, 5. ...); why DWH projects usually fail in a production environment;

• How to deal with gatekeepers that try to kill the initiative (categorize gatekeepers, list strategies to include, circumvent, neutralize them)

• How to roll out an RTE solution – have an initiative, T-shirt whatever... Message: the company is behind that, it‘s an initiative, it‘s not gonna go away...

• How to manage change within the organization: RTE is always a participatory change• How to manage risk (see sep. Chapter)• How to claim success (sep. Chapter)

Risk

• Elaborate on different types of risks: – Project risks– IT implementation risks– Organizational risks (org not ready, stake holders)

• Expand on Change Management – putting in an RTE solution is only half the equation, got to manage organizational change/transformation to realize value

• Example for how you can fail with getting to 97% and succeed with getting to 80% of target

Success• List success factors

– Stakeholders: Business Domain expert, IT, Mangement– Evolutionary/iterative approch vs. Big bang– Change management– ...

• Success as a perception – how to manage that perception

• Making success transparent – close the loop to the justification/ROI study; before/after

• How to manage the transition from project to operation

• Reap the reward$ and get promoted