organizing data to enable enterprise-wide manufacturing intelligence
DESCRIPTION
Successful enterprise-wide manufacturing information and analytics systems require a consisten organization of data that can accommodate expansion and changes. Most enterprises end up patching together manufacturing and business databases based on the need of different applications These differences make it difficult to create useful reports, apply effective analytics, and adapt to changing conditions.This webinar examines how to analyze data structure needs, design them to fit best practices, and produce a robust data structure that supports current and future manufacturing analytics requirements.Webinar recording at: https://www1.gotomeeting.com/register/964115408NWA website - http://www.nwasoft.comCharlie Gifford, President and Chief Manufacturing Consultant21st Century Manufacturing Solutions LLC Hailey, IDMr. Gifford is an international independent consultant for optimizing manufacturing and supply chain systems. He chairs the ISA-95 Best Practices Working Group which produces public methods for aligning Continuous Improvement and Manufacturing Operations Manufacturing systems to optimize manufacturing work processes. He is the author of four books, most recently, When Worlds Collide in Manufacturing Operations: ISA-95 Best Practices Book 2.0. http://bit.ly/pL2pfNTRANSCRIPT
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Webinar 1:Organizing Data to
Enable Enterprise-wide Manufacturing Intelligence
Thursday September 29, 201111 AM PDT, 2PM EDT
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Standards Liaison for Manufacturing OperationsCharlie Gifford• MESA International Outstanding Contribution Award 2007• Thomas Fisher Award for Best Standards Book of Year 2010• Certified TQM Facilitator / Process Action Team (PAT) Leader, 20 years• Chairman, ISA-95 (B2M, MOM) Best Practices Working Group• Director, MESA Global Education Program• Voting Member, ISA-88 & ISA-95 Committee• ISA-95 Representative, ISA-95/SCOR Alignment Working Group• Information Member: ISA-99 (Security), ISA-100 (Wireless)• Director, ISA Computer Technology Division 96-99• Coauthor, SCOR MAKE Section• Chairman, Editorial Board, Industrial Computing Magazine 98-02• Published over 45 papers and 4 books on Mfg Operations IT• Standards Work: ISA-84, 88, 95, MESA, SCOR, Many DOD Standards
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Agenda
• Standards-based Manufacturing Intelligence• Adaptive MES/MOM Standards Overview
• Conclusion
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21st Century Manufacturing Issues
• Diversity• RAPID Change• Competitive Disadvantage!
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Business Value of Structured Manufacturing DataInnovative Manufacturers Apply Standards-based Applications and Methods
3M IBMBP InBevCargill MasterfoodsChevron MillerCoorsDow NestleDuPont P&GEli Lilly PfizerGM Wrigley
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• DATA INTEGRITY through a single mfg operations definition!• Adapt & optimize their manufacturing for
21st Century “Pull” MTO market environments• Focus on plant agility and excellence simultaneously through
SCALABLE Continuous Improvement− Real-time architecture uses configurable, model-based applications− Common (reusable) components for operations processes
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Business Value of Structured Manufacturing Data
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Aligning Production Capabilities to 21st Century Challenges Mandates Fundamental Change…
Customers
Manufacturers Dist
SupplierExchanges
Customer Exchanges
LogisticsExchanges
Suppliers
CMs
Retailers
Virtual Mfg.
Logistics Providers
Copyright @2007 Gartner Group: All rights reserved.
20th Century Manufacturing
21st Century Manufacturing is Lean & Flexible Supply Chains
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Customer
Customer
Customer
Customer
Customer
Customer
Critical Need:Production Capability & Alignment
Supplier
Supplier
Supplier
Supplier
Plant
Plant
Plant
Business Evolves towards Configurable Demand-Driven Supply Chains
Copyright @2007 Gartner Group:All rights reserved.
DC
DC
DC
DC
DC
21st Century Manufacturing Competative Enablers:MOM Adaptability & Real-Time Visibility
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Broadcast
WIPTrack
ProductionMonitoring
Scheduling
SCADA
ANDON
DataCollection
ReSequence
eKanban
Logistics
SuppliersCorpSystems
OrderMgmt
Quality
ErrorProof
AssetMgmt.
Required Agility Forces Change
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Innovate Operations Process
Effectiveness
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M2.0ValueInnovationCollaboration
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Design a Global Manufacturing Environment
Evolve Demand-Driven Manufacturing as a Scalable Business Model
• Synchronize manufacturing and logistics work processes • Dynamically reconfigurable supply network to a known profit
per order fulfillment path• Reuse of Model-based architecture provides scalable
continuous improvement capability• Scalable Continuous Improvement “Network”
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Top Line Opportunities are Compelling, But More..
3 - 12 mos. 12 to 36 mos. 3 years +
Reduce Operating Costs
Increase Volume and /or Margins At Same Cost
Increase Market Share And/Or Pursue New Markets
Faster NPI cycle – shorten TTM for innovationCustomer audit requirements: traceability and genealogy MES marketed as competitive tool Promotes flow manufacturing
Supports collaborationSupply chain visibilityPlatform for continuous improvement
Lower WIP and FGI Reduce indirect labor costsReduce waste/scrap/materials Shorten cycle/flow time Reduce cost of regulatory complianceImprove quality/ reduce process & product Reduce rework variabilityReduce maintenance costs
12 to 36 mos.
Faster NPI cycle: shorten TTM for innovation
Customer audit requirements: traceability and genealogy
MOM marketed as competitive tool
Supports collaborationSupply chain visibility
Platform for Continuous Improvement
Lower WIP and FGI Reduce indirect labor costsReduce waste/scrap/materials Shorten cycle/flow time
Reduce cost of regulatory compliance
Improve quality/ reduce process & product Reduce rework variabilityReduce maintenance costs
$$ V
alue
of B
enef
its
Project payback ranges 6 to 24 months
Average payback 12 Months on 1X Benefits
1X
10X
3X
Larger benefits from continuous
improvement: MOM is necessary to
achieve this level
MOM Systems justified on cost
reduction Source: AMR Research Report: MES Provides Long-Term Revenue and Market BenefitsBeyond Easy-to-Quantify Operational Cost Savings
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Manufacturing Operations Contribution
Supplier Quality
Supplier On-Time
Purch Costs
Dir Mtl Costs
RM Inv
Cost Detail
Production Sched
Variance
Plant Utilization
WIP + FG Inventory
Order Cycle Time
Perfect Order Detail
AP ARInventory
Total
Cash-to-Cash
Perfect Order
SCM Cost
Demand Forecast
• Right product• Right Quality• Right place• Right time• Right profit margin
Enterprise Manufacturing Intelligence
• Importance of Perfect Order Performance
• 15% less inventory• 17% stronger perfect
order fulfillment• 35% shorter cash-to-
cash cycle times• 1/10 of the stockouts
of their peers
Copyright © 2011 Gartner Group
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Best-in Class Focus on Perfect Order and NPI
© 2011, Aberdeen Group. All Rights Reserved.
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Competitive Framework for Process Capabilities
Best-in-Class Average Laggards
Process
Standardize processes across the enterprise for optimizing manufacturing operations
64% 37% 30%Standardize measurements of KPIs across enterprise
68% 58% 51%Standardize processes for response to adverse events
64% 51% 19%Copyright @2008 Aberdeen Group, All rights reserved.
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Manufacturing Intelligence Foundation
VISUALIZECONTEXTUALIZE
e.g. Capable/Profitable to PromiseANALYZE
DEVICE I/OTAGS
EQUIPMENT & ASSET
ORDERSSPECIFICATIONS
INSTRUMENT
BUSINESSRULES
MATERIAL& PRODUCTFLOWS
PRODUCTION MODELS,RECIPES/ BOMS & ROUTES
COST-BASED MODELS
Large volumes of extremely detailed production data from multiple back-end
data sources.
Operating data transformed into asset performance KPIs
Correlate of work process data, equipment data and product data
Overall process performance metrics
Performance to schedule
PerformTo Demand
Incr
easi
ng S
trat
egic
Val
ue to
the
Ente
rpris
e
Copy
righ
t ©
2011
Gar
tner
Gro
up
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Mfg Data Sophistication Determined by Mfg Work Process
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MOM User and Functional Requirements Define Data Structure for Mfg Intelligence
1. MOM URS: Open O&M
Process Model
2. MOM URS: Open O&M Information Flows
3. MOM FRS: Open O&M Data Definition, Structure, Transactions &
Rules
• Manufacturing Intelligence Requirements: • URS sets standards for Class Structures for processes, resources, KPIs,
and metrics• Governance, Definitions, and Structure of Manufacturing Data
• Mfg Master Data Mgt: Mapping and Synchronization Processes• Metrics: Operations and Financial• KPIs: Quality and Work Processes• Align Master and Meta data for each application• Align Syntax data for each application• Mfg Integration Semantic Models (Processes and resources)• Systems of Record: Incidence and Historical Data
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Structure Mfg. Master Data vs. Enterprise Master Data
DEMAND FORECASTING
S&OP PROCESSES
MASTER PRODUCTIONSCHEDULING & RESOURCE PLANNING
SITE SPECIFIC RESOURCE PLANNING & SCHEDULINGSITE SPECIFIC ROUTINGS, WORK DEFINITION/DISPATCH
SITE SPECIFIC EXECUTION CAPABILITY (EQUIPMENT & ASSETS)
Equipment, Operations Personnel, Warehouse, Automation & Controls
Supporting details are added at each layer as needed to support execution
Master Schedule, Work Orders, BOM,
General Recipe
Bill of Materials, Bill of Process, Bill of Equipment, Bill of
Assay/Test, Labor & Skills, Bill of Compliance
Master Recipe, Formula Optimization, Scaling & Substitutions, Detailed Work Instructions, Detailed Production Schedule, local Labor
Laws & RegulationsControl Recipes, Equipment settings, Maintenance
Requirements, Tooling Management, Equipment Operating Specifications, Calibration, Process
Parameters, SOPs
Demand Forecasting
Resource Planning & Allocation
Enterprise Level MDM
Site Level mMDM
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MfgMasterDataMgt.
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A Recipe Management Example: Master Data and its mMDM
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Production Performance
Batch Production Record
Work Production Record
Master RecipeMaster Work Definition
Product Definition
ProductionSchedule
Control Work Definition
Control Recipe
WorkSchedule
Batch List
Product RelatedDefinitions
Output fromScheduling
ExecutableElements
ExecutionResults
Site Recipe
AlignMfg OpsMaster Data
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Agenda
• Standards-based Manufacturing Intelligence
• Adaptive MES/MOM Standards Overview• Conclusion
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Business Scope
Production
RPO/PSO
APC Logistics
BPM
Collaborative Infrastructure
Enterprise DomainBusiness
CustomersSuppliers
Value Chain Domain
Lifecycle Domain
Automation
ERP
PLM/S
PLM/D
SRM CRMTMS
CPS
HR
EAM
FIN
GLS
Collaborative Manufacturing Management
MESMOM
Source: ARC Advisory Group
APS/FCS
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Level 4
Level 1
Level 2
Level 3
1 - Sensing the production process, manipulating the production process
2 - Monitoring, supervisory control and automated control of production process
3 - Work flow / recipe control to produce the desired end products. Maintaining records and optimizing the production process.
Time FrameShifts, hours, minutes, seconds
4 - Establishing the basic plant schedule -production, material use, delivery, and shipping. Determining inventory levels.
Time FrameMonths, weeks, days, shifts
Level 0 0 - The physical production processProduction Process
Business Planning & Logistics
Plant Production Scheduling,Operational Management, etc
Manufacturing Operations Management
Dispatching Production, Detailed ProductionScheduling, Reliability Assurance, ...
Manufacturing ControlBasic Control, Supervisory Control,
Process Sensing, Process Manipulation,…
ISA-95 Functional Hierarchy Mfg Operations Domain
Interface addressed in ISA-95.01, .02, & .05 standards
Domain addressedin ISA-95.03standard
ANSI/ISA-95.00.03-2010 Copyright © ISA 2011.
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Manufacturing Integration Standards Overview
Copyright © 2006 MESA International, MESA Metrics that Matter Guidebook & Framework
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OAGIS, SCOR
Level 3: Manufacturing Operations
Level 4+: Enterprise
Level 5+: Inter-Enterprise
Levels 2, 1, 0: Machine / Plant Work
OPC: DA, HDA, A&EOMAC
Discrete Process
OAGIS, SCOR
MIM
OSA
ISA-99
OPC
UA ISA-95
ISA-88B2MMLOAGIS
Mfg Information Model Evolution: OpenO&M™ Domain Map
F O U N D A T I O N
Hybrid
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ISA-95: An Adaptive Manufacturing Framework• ANSI standard developed by ISA 95 Committee• ANSI/ISA-95.00.01-2010 “Enterprise - Control System Integration –
Part 1: Models and Terminology”• ANSI/ISA-95.00.02-2010 “Enterprise - Control System Integration –
Part 2: Object Attributes”• ANSI/ISA-95.00.03-2005 “Enterprise - Control System Integration –
Part 3: Models of Manufacturing Operations” • ANSI/ISA-95.00.05.-2007 “Enterprise - Control System Integration –
Business to Manufacturing Transactions• ANSI/ISA-95… also available as IEC/ISO 62264 standards• B2MML V0402 – Business to Manufacturing Markup Language− Developed by the WBF as implementation of ISA-95 Parts 1, 2, and 5
• American National Standards Institute (ANSI)• International Society of Automation (ISA)• International Electrotechnical Commission (IEC)• International Organization of Standardization (ISO)
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Enterprise InformationPlant Production Scheduling,Operational Management, etc
Levels 3-4 MOM/ERP+ Data Flows: Information Categories
Manufacturing Operations and Control Information
Area Supervision, Production Planning, Reliability, Assurance, etc
Product &OperationsDefinition
Information(How to make
a product)
Production &OperationsCapability
Information(What is available
for use)
Production &OperationsSchedule
(What to make and what
to use)
Production &Operations
Performance(What was made
and what wasused)
ResourceInformation
(Personnel, Equipment,
Material,Segments)
Most UsedExchanges Today
ANSI/ISA-95.00.01-2010 Copyright © ISA 2011.
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ISA-95: 4x4 Object Models Define B2M Data Exchanges & Data Models
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People MaterialsEquipment
Resources
Process & OperationsSegments
Structure / View
Production & Operations Schedule
Production & Operations Performance
Production
ProductTime
Production & OperationsCapability
Capability
Product & Operations Definition
Product/Operations
4 Resource Categories 4 Information Categories
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Business Logistics Management
New ISA-95 Versions Support for Operations User Requirements Structure
Common MaterialSegment
Final MaterialSegment
Final ProductSegment
Make Material Segment
Inve
ntor
y
Inve
ntor
y
Deliver
Batch Batch Batch
Test
Mix
Deliver
Fill Cap Label Package
Deliver
Test
Setup/Maintain
Setup’Maintain
ProductionOperations
Management
QualityOperations
ManagementMaintenance
OperationsManagement
InventoryOperations
Management
Inve
ntor
y
Copyright © 2011 ISA
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Equipment Model:Class and Instance Examples
Equipment class− Reactor unit, bottling line, horizontal drill press
Equipment− Reactor unit #1, bottling line #1, drill press #4
Equipment class property− Lining, BTU extraction capacity, capacity
Equipment property− Lining = glass; capacity = 400 tons− Also current availability of equipment and other current
information such as: 1) when calibration is needed2) maintenance status3) the current state of the equipment
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• B2MML-V0402-Common.xsd• B2MML-V0402-Personnel.xsd• B2MML-V0402-Equipment.xsd• B2MML-V0402-Material.xsd• B2MML-V0402-Maintenance.xsd• B2MML-V0402-ProcessSegment.xsd• B2MML-V0402-ProductionDefinition.xsd• B2MML-V0402-ProductionCapability.xsd• B2MML-V0402-ProductionPerformance.xsd• B2MML-V0402-ProductionSchedule.xsd• B2MML-V0402-Extensions.xsd• B2MML-V0402-CoreComponents.xsd• B2MML-V0402-ConfirmBOD.xsd• B2MML-V0402-TransactionProfile.xsd
B2MML (Business to Manufacturing Markup Language):
ISA-95 Implemented as XML Schema
B2MML-V0501 (2011):Added Operations objects include:
• OperationsCapability• OperationsDefinition• OperationsPerformance• OperationsSchedule
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ISA-95 Part 3: Mfg. Operations Management (MOM)
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Business Planning & LogisticsPlant Production Scheduling,Operational Management, etc
Level 4
Level 3
Business Planning & LogisticsPlant Production Scheduling,Operational Management, etc
Level 4
Level 3
BatchControl
DiscreteControl
ContinuousControl
Levels2,1,0
BatchControl
DiscreteControl
ContinuousControl
Levels2,1,0
Datacollection
Executionmanagement
Resourcemanagement
Dispatching
Tracking
Detailedscheduling
Definitionmanagement
Performanceanalysis
Datacollection
Executionmanagement
Resourcemanagement
Dispatching
Tracking
Detailedscheduling
Definitionmanagement
Performanceanalysis
Business Planning & LogisticsPlant Production Scheduling,Operational Management, etc
Level 4
Level 3
Business Planning & LogisticsPlant Production Scheduling,Operational Management, etc
Level 4
Level 3
BatchControl
DiscreteControl
ContinuousControl
Levels2,1,0
BatchControl
DiscreteControl
ContinuousControl
Levels2,1,0
Datacollection
Executionmanagement
Resourcemanagement
Dispatching
Tracking
Detailedscheduling
Definitionmanagement
Performanceanalysis
Datacollection
Executionmanagement
Resourcemanagement
Dispatching
Tracking
Detailedscheduling
Definitionmanagement
Performanceanalysis
MOM Functionality
From ANSI/ISA-95.00.03-2007 Copyright © 2010 ISA. Used with permission. www.isa.org
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ProductionResourceManagement
ProductionCapability
ProductAnalysis
ProductionDataCollection
ProductionExecution
ProductionDispatching
ProductionTracking
ProductionPerformance
DetailedProductionScheduling
ProductionSchedule
Level 2 Process Control / Plant Work
ProductDefinitionManagement
ProductDefinition
ProductionAnalysis
ProcessAnalysis
Three Types of MOM Analytics
for KPIs
Correlate Analytics to Construct Metrics and Complete Production Genealogy
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Metrics Categories
From ANSI/ISA-95.00.03-2007 Copyright © 2010 ISA. Used with permission. www.isa.org
©2011 21CMS All Rights Reserved
MaintenanceProduction Quality Inventory
Productiondata
collection
Productionexecution
management
Productionresource
management
Productiondispatching
Productiontracking
Productionperformance
Detailedproductionscheduling
Productionschedule
Productdefinition
management
Productionperformance
analysis
Productioncapability
Productdefinition
Maintenanceresource
management
Maintenanceresponse
Detailedmaintenancescheduling
Maintenancerequest
Maintenancedefinition
management
Maintenancecapability
Maintenanceanalysis
Maintenancedefinitions
Maintenancedata
collection
Maintenanceexecution
management
Maintenancedispatching
Maintenancetracking
Inventoryresource
management
Inventoryresponse
Detailedinventoryscheduling
Inventoryrequest
Inventorydefinition
management
Inventoryanalysis
Inventorycapability
Inventorydefinitions
Inventorydata
collectionInventoryexecution
management
Inventorydispatching
Inventorytracking
Qualityanalysis
Qualitytest resourcemanagement
Quality testresponse
Detailedquality testscheduling
Quality testrequest
Qualitydefinition
management
Quality testcapability
Qualitydefinitions
Qualitytest datacollection
Quality testexecution
management
Quality testdispatching
Quality testtracking
Level 2 Process Control
Production Operations Depends on Operations Response • Shaded elements define information flows within Level 3 areas to
support Production • Some information may flow to other Level 4 systems
ANSI/ISA-95.00.03-2006 Copyright © ISA 2011.
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Knowledge is a Key Enabler of the Knowledge Worker and Supports Problem Solving and Troubleshooting
Information
Understanding
Knowledge
Structure DataUnderstanding Relationships
Understanding Patterns
Understanding Principles
UNDERSTANDING
CO
NTE
XT
IND
EP
EN
DE
NC
E
Knowledge Provides Greater Understanding
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Business Alignment: Step By Step ApproachA business driven, aligned approach: MES/MOM is Primary Continous Improvement Enabler
Status quo
Ambition
Project 1
Project 2
© 2010 Atos Origin
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Conclusion
• Successful enterprise-wide manufacturing information and analytics systems require a consistent organization and governance of data
• Focus on plant agility and excellence simultaneouslythrough SCALABLE Continuous Improvement− Real-time architecture uses configurable, model-based applications
− Common (reusable) components for business and operations processes
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Question and Answer
Charlie GiffordPresident 21st Century Manufacturing Solutions [email protected]
©2011 21CMS All Rights Reserved
B2MML: Business to Manufacturing Markup Language • XML-based implementation of ISA-95 standard • Developed by WBF's XML Working Group• XML schemas based upon ANSI/ISA-95 family of standards • Use WWW Consortium’s XML Schema language (XSD)• Used to integrate ERP and SCM systems with MOM systems• Updated B2MML includes Operations elements in New Part 2• IBM, SAP, and Microsoft endorsed• Formal way to document information and agreements
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