1 / 58

School of Systems and Enterprises Stevens Institute of Technology, USA

ES/SDOE 678 Reconfigurable Agile Systems and Enterprises Fundamentals of Analysis, Synthesis, and Performance Session 2: Problem Space and Solution Space. School of Systems and Enterprises Stevens Institute of Technology, USA. File5.2.

byrd
Download Presentation

School of Systems and Enterprises Stevens Institute of Technology, USA

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. ES/SDOE 678Reconfigurable Agile Systems and EnterprisesFundamentals of Analysis, Synthesis, and PerformanceSession 2: Problem Space and Solution Space School of Systems and Enterprises Stevens Institute of Technology, USA

  2. File5.2 Guest Speaker: Andreas RaptopoulosDrones for goodPoptech 2012, Camden, Maine, 18-20 October Also see: http://matternet.us Video: http://poptech.org/people/andreas_raptopoulos Andreas Raptopoulos is the founder and CEO of Matternet, building a network of unmanned aerial vehicles (UAVs) to transport medicine and goods in places with poor road infrastructure. Matternet's "drones for good" use small, electric UAVs to transport packages weighing up to 2 kilos and containing items like vaccines, medicines or blood samples, over distances of 10 kilometers at a time. By creating a new paradigm for transportation that leapfrogs roads, Matternet is helping to revolutionize transportation in both the developed and developing world. Matternet Inc. is a startup based in Palo Alto, California. The Matternet: A Flying Autonomous Delivery System For The Developing World Where Matternet is going, it doesn’t need roads. But the people there need food and medicine. And these drones can bring it to them. www.fastcoexist.com/1678463/the-matternet-a-flying-autonomous-delivery-system-for-the-developing-world The Matternet is being developed in three stages. In the first stage, the Matternet team anticipates carrying loads of one to two kilograms. The team's prototype (pictured above) can already do this, but its autonomous capabilities have not yet been tested. During the second stage, the autonomous vehicles will carry 200 kilograms, and automated solar-powered recharging stations will be installed on the ground. In the third stage, the vehicles will be able to carry up to 1,000 kilograms--so they will be able to transport both goods and people. The prototype AAVs are quadcopters that have a range of 10 kilometers, but the technology may change as the project advances.

  3. How Does It Get Built?http://feedproxy.google.com/~r/typepad/rzYD/~3/e4j-9ASyHY4/how-to-roll-out-dronenet-1.html?utm_source=feedburner&utm_medium=email • The Internet rolled out by using the common global network as a starting point. It then piggybacked on public infrastructure to connect people up.  Each new connection increased the value of the network.    • Dronet, in contrast, will emerge from peer to peer (p2p) connections as well as a few local hub and spoke delivery networks.  Let me walk you through it... • I set up a landing pad.  You set up a landing pad.  We have a delivery network with a little effort on software and routes (take off, 300 ft straight up, GPS point to point, hover over target, landing provides a beacon for landing precisely).  It solves our problem.  We don't go to the FAA or any government agency for permission. • Then, someone develops a on-line system for registering landing pad locations and capabilities.  I register my landing pad in that system.   • With the next iteration of the system, I actively connect my landing pad to the system via a wireless hookup.  At that point, the status and capabilities of the pad are part of a global network that is forming.   • Soon, there are a dozen pads in my area within hoping distance. I note that a couple are at homes of friends and a local makerspace. We start to regularly deliver stuff via our network.   • To solve our problems, we see advances in the following areas: • Drones begin to connect to the emerging online system.  They do this through wireless connections via landing pads and cell phone networks.  They report status -- location to speed to altitude to power level.   • Drones get new capabilities.  Rapid swap batteries and wireless recharging capabilities.   • Drone payloads get modularized.  Standard packaging metrics and weights.   • Dronet gets more detailed and real-time in its coverage of landing pad and drone activity.   • People write apps that allow people to coordinate drone flights and performance metrics. • Small companies and coops (like the micro ISPs that we saw in the mid 90's) that provide drone landing pads and drone connectivity emerge everywhere simultaneously. They offer drone pick ups and move quickly to adopt new standards as they emerge. • Soon thereafter, controls engineers jump in with a drone routing protocol based on some earlier work for a different purpose.  That bare bones protocol serves as a way to route drones from point to point and across multiple hops based on real-time status data.   • The Dronet coops and companies begin to peer with each other, and work on establishing multi-hop systems.  The local networks that grow the fastest are the ones that make easy for people to buy a pad and connect to the emerging network.

  4. How to Roll Out DronetJohn Robb.06 Jan 2013. Global Guerrillas.http://feedproxy.google.com/~r/typepad/rzYD/~3/e4j-9ASyHY4/how-to-roll-out-dronenet-1.html File5.2 • Have fun inventing the world, On that note, here's a rolling drone.It will challenge your thinking about drones/bots a bit. www.youtube.com/watch?v=KbtkpYIbuCw&feature=youtu.be

  5. Drone Net References • An internet of airborne things. The Economist, Technology Quarterly: Q4 2012. • www.economist.com/news/technology-quarterly/21567193-networking-enthusiasts-dream-building-drone-powered-internet-carry-objects • An Open Drone Network vs. Closed Logistics Network. John Robb Blog, 3Jan2013 • http://feedproxy.google.com/~r/typepad/rzYD/~3/mxLvBfCUJ8M/an-open-drone-network-vs-closed-logistics-networks.html • What a Dronet (a more compressed spelling) Can Leverage. John Robb Blog, 3Jan2013 • http://feedproxy.google.com/~r/typepad/rzYD/~3/-JajzPnlw8c/what-a-dronet-a-more-compressed-spelling-can-leverage-.html • DRONET How to Build It. John Robb Blog, 4Jan2013 • http://feedproxy.google.com/~r/typepad/rzYD/~3/S8WrTS4h2c4/dronenet-how-to-build-it.html • How to Roll Out Dronet.John Robb Blog, 6Jan2013 • http://feedproxy.google.com/~r/typepad/rzYD/~3/e4j-9ASyHY4/how-to-roll-out-dronenet-1.html

  6. Some Term Project Ideas(must be relevant to your professional employment) • Agile Systems Integration Laboratory – Architecture and Operation • Service Oriented Architecture (eg, supporting Agile Enterprise) • Agile Aircraft Depot Maintenance HD&L Operations • Joint Tactical Radio System (eg, Interoperability) • Agile Enterprise Practices for QRC Response • An Agile Aircraft xxx System Utilizing COTS • Agile Systems-Engineering (eg, for QRC) • Agile Concepts for Outsourcing Support • Drone Net (Dronet) as an Agile System • Team WikiSpeed as an Agile-Development Process • Team WikiSpeed Modified for Work Related Process • Applying Agile Systems Concepts in the Workplace • Quick Reaction Capable (QRC) Integrated Product Teams • Agile System Integration, Verification, and Validation Process • An agile migration process from status quo to a more agile operation Should decide on a topic before Unit 6 – For Approval

  7. Some Past Term Projects Quick Reliable Capable (QRC), Incorporated Concept for Successful Outsourcing Aircraft Modification Plant (Process System) Adaptive UAV ISR Strategic Innovations in Training Agile Approach to IPTs Quick Reaction Capability (QRC) Integrated Product Team (IPT) Organization Rapidly configurable mission system architecture John Boyd’s Fit with Agile RAP* Concepts “Last Planner” approach to System Integration Agile Intermediate Level Test Station Design *RAP: Response Ability Principles

  8. Increasing Gap BetweenNeed and Capability situation complexity cut-over requirements established for gen n+1 requirements established for gen n+2 develop capability complexity effectivenessgap sysgenn+2 ROI failure systemgenerationn+1 neverquite goodenough systemgenerationn over designed initially Time

  9. Defining Agility and Migration Using the term as intended in the 1991 OSD funded Lehigh study and subsequent research: • Agility is effective responseunder conditions of uncertainty There are at least three components to agility: • situational awareness, • decisive choice making and • the ability to respond The latter aspect is what we deal with here Migration is the crossing of a changein basic infrastructure, be it technical, organizational or strategic.

  10. Contemporary Context Next-generation challenges are demandingnew architectures… • Force Transformation is the U.S. military’s response to next-generation warfare • Service Oriented Architectures is Enterpriseresponse to next-generation competition Significant in both is the objective of a change that enables future change Instead of perpetuating the scrap and replace cycle, an architecture is envisioned that facilitates migration through successive next generations

  11. Objective: System X-Ray Vision(the underlying architecture) http://awespendo.us/animemangacomics/kermit-at-the-doctor/

  12. “On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries” www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf Case: Home Entertainment Technology Migration agile architecture pattern: drag-and-drop, plug-and-play Encapsulated Modules Drag-and-Drop Reusable Components content sources (TIVO,P2P) signal tuners speakers video displays (TV, computer) playback units (tape, CD, DVD) ) amplifiers

  13. “On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries” www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf Case: Home Entertainment Technology Migration agile architecture pattern: drag-and-drop, plug-and-play Encapsulated Modules Drag-and-Drop Reusable Components content sources (TIVO,P2P) signal tuners speakers video displays (TV, computer) playback units (tape, CD, DVD) ) amplifiers Examples of Typical Reconfigurable/Scalable System Configurations Video media Audio tape Net in/out

  14. “On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries” www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf Case: Home Entertainment Technology Migration agile architecture pattern: drag-and-drop, plug-and-play Encapsulated Modules Drag-and-Drop Reusable Components content sources (TIVO,P2P) signal tuners speakers video displays (TV, computer) playback units (tape, CD, DVD) ) amplifiers Examples of Typical Reconfigurable/Scalable System Configurations Video media Audio tape Net in/out Plug-and-Play Evolving Passive Infrastructure Rules/Standards/Principles Video/Surround Digital/Internet ‘90s ‘40s/’50s ‘00s

  15. “On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries” www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf Case: Home Entertainment Technology Migration agile architecture pattern: drag-and-drop, plug-and-play Encapsulated Modules Drag-and-Drop Reusable Components content sources (TIVO,P2P) signal tuners speakers video displays (TV, computer) playback units (tape, CD, DVD) ) amplifiers Plug-and-Play Evolving Active Infrastructure Responsible-Parties User/Owner Assembly Examples of Typical Reconfigurable/Scalable System Configurations Video media Audio tape Net in/out Plug-and-Play Evolving Passive Infrastructure Rules/Standards/Principles Video/Surround Digital/Internet ‘90s ‘40s/’50s ‘00s

  16. “On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries” www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf Case: Home Entertainment Technology Migration agile architecture pattern: drag-and-drop, plug-and-play Encapsulated Modules Drag-and-Drop Reusable Components content sources (TIVO,P2P) signal tuners speakers video displays (TV, computer) playback units (tape, CD, DVD) ) amplifiers Plug-and-Play Evolving Active Infrastructure Responsible-Parties Stores Readiness User/Owner Assembly Examples of Typical Reconfigurable/Scalable System Configurations Video media Audio tape Net in/out Plug-and-Play Evolving Passive Infrastructure Rules/Standards/Principles Video/Surround Digital/Internet ‘90s ‘40s/’50s ‘00s

  17. “On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries” www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf Case: Home Entertainment Technology Migration agile architecture pattern: drag-and-drop, plug-and-play Encapsulated Modules Drag-and-Drop Reusable Components content sources (TIVO,P2P) signal tuners speakers video displays (TV, computer) playback units (tape, CD, DVD) ) amplifiers Mix Mfgrs Plug-and-Play Evolving Active Infrastructure Responsible-Parties Stores Readiness User/Owner Assembly Examples of Typical Reconfigurable/Scalable System Configurations Video media Audio tape Net in/out Plug-and-Play Evolving Passive Infrastructure Rules/Standards/Principles Video/Surround Digital/Internet ‘90s ‘40s/’50s ‘00s

  18. “On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries” www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf Case: Home Entertainment Technology Migration agile architecture pattern: drag-and-drop, plug-and-play Encapsulated Modules Drag-and-Drop Reusable Components content sources (TIVO,P2P) signal tuners speakers video displays (TV, computer) playback units (tape, CD, DVD) ) amplifiers Mix Mfgrs Plug-and-Play Evolving Active Infrastructure Responsible-Parties Stores Readiness User/Owner Assembly Infrastructure Evolution Industry Assocs Examples of Typical Reconfigurable/Scalable System Configurations Video media Audio tape Net in/out Plug-and-Play Evolving Passive Infrastructure Rules/Standards/Principles Video/Surround Digital/Internet ‘90s ‘40s/’50s ‘00s

  19. Fundamental Concept Reusable modules Reconfigurable in a Scalable architecture (RRS) agile architecture pattern: drag-and-drop, plug-and-play Encapsulated Modules Drag-and-Drop Reusable Components type n type C type D type B . . . . . . . type A Mix Who? Plug-and-Play Evolving Active Infrastructure Responsible-Parties Who? Readiness Who? Assembly Infrastructure Evolution Who? Examples of Typical Reconfigurable/Scalable System Configurations Type 2 Type 1 Type 3 Plug-and-Play Evolving Passive Infrastructure Rules/Standards/Principles Generation 2 Generation 3 Variety/Time/Maturity/Range/Increments/Migrations/Evolutions/etc

  20. (Dove 2009) On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries Crossing Next-Generation Life Cycle Boundaries for Internet Protocol Migration Modules Integrity Management filters (eg IDS, Firewall) appliances (eg, xml) DNS Servers switches end points, NICs, NOMs routers Vendor Community Component mix: Vendor Community Component inventory: Subnet Owners System assembly: Int. Eng. Task Force Infrastructure evolution: Active Infrastructure IPv6 era IPv4 era NCPera Passive NCP Wire standards TCP/IPv4 Wireless stds Rules/Standards Optical stds IPv6 ’80s/’90s rough operational start… ’70s ’00/’10s

  21. 4 Integrity Responsibility Elements • The “active” parts of the infrastructure • Assembly of modules into on-demand system configurations suitable for changing response needs (unit tests, UAS swarm tests, heterogeneous UASoS tests). • Maintaining sufficient inventory of modules ready for use (testing people, test procedures, test monitors, reusable test suites, etc) • New module addition and upgrade as new capabilities are needed (new tester skills, new test modules, new test procedures, new test equipment, etc) • Infrastructure evolution (improvements to existing rules and standards, new rules and standards, etc) The “passive” parts of the infrastructure are the interoperability standards

  22. Relating Agile Development to Agile Operationswww.parshift.com/Files/PsiDocs/Pap080404Cser2008DevOpsMigration.pdf PerceivedEffectiveness 100% In-agile system Agile system would continue ROI, but does age, and can suffer strategy-lapse integrity failure Development Development Operation Time Delivery life-cycle end Agile Systems Gracefully Migrate Across Next-Generation Boundarieswww.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf Module MixModifications InfrastructureMigration PerceivedEffectiveness 100% agile system Development Gen 1 Operation Gen 2 Operation Time Delivery

  23. System X-Ray Vision The bones are depicted in the Agile Architecture Pattern.All truly agile systems have the same basic structure and strategy. Knowing this will change the way you “see” and evaluate a system. http://awespendo.us/animemangacomics/kermit-at-the-doctor/

  24. In-Class Tool Applications • Class Warm-ups Team Trials Team Project • Unit 2 • Unit 3 • Unit 4 • Unit 5 • Unit 6 • Unit 7 • Unit 8 • Unit 9 • Unit 10 AAPAnalysis: Case ConOps: Objectives Reactive/Proactive RS Analysis: Case RS Analysis RS Analysis RRS Analysis: Case Framework/Modules RRSAnalysis RRS + Integrity Reality Factors: Case Reality + Activities Integrity Closure

  25. Three Nested Agile Systems • NFL Team Game • Modules • PassiveInfrastructure • ModuleMix • ModuleInventory • SystemAssembly • InfrastructureEvolution • Teams • Conferences • Off Players • Def Players • Sp teams players • Lineup • Referees • Plays • Schedules • Contracts • Salary cap • Play book • Code of conduct • Uniform • Rules • Game plan • League • Gen mgr • Coaching staff • League • Scouts • Medical staff • Owners • Owners • Head coach • Owners • Owner • Rules committee Composite from many classes

  26. Problem Space and Solution Space • Frameworks as interface standards • Principles as drivers • 4 response effectiveness metrics • 8 reactive and proactive response domains • 10 response enabling design principles • 3 design quality principles • Response Ability agile architectural pattern (AAP) • Strategy activity diagrams • Systems operational and integrity management • Closure matrix

  27. Stereo System of Components Company of Divisions Chain of Suppliers Practice of Procedures Cell of Workstations Team of People Basic Definitions System A group of modules sharing a common interaction framework and serving a common purpose. Framework A set of standardsconstraining and enabling the interactionsof compatible system modules. Module A separable system sub-unit with a self-contained capability/purpose/identity, and capable of interaction with other modules. The reconfigurability of component systems is familiar to us from the ease with which we can add, change, or upgrade units in our home stereo and entertainment centers, even when different brand names are involved. We call any organization of common-purpose interacting modules a “system”: an entertainment center of components, a team of people, a cell of workstations, a network of controllers, a chain of suppliers, a corporation of functional departments, even a contract of clauses.

  28. Art: KPMG Modular – But Not Agile

  29. Cluster MachineDepiction of Precision 5000 Family from Applied Materials Inc. Material Interface Module Robotic Transfer Arm Variety of Process Modules Common Utility Base Customizable User Control • Reusable • Material interfaces, transfer robots, process modules, utility bases, docking modules, and user controls are independent units. • Common human, mechanical, electrical, gas, and hydraulic framework. • A growing variety of processing modules may be mixed or matched within a cluster. • Reconfigurable • Wafer path determined in real-time by availability of appropriate process modules. • New process modules may be added when new capability is required, and not before. • Clusters may begin as 4 sequential processes and evolve to a single 4-unit process as product demand grows. • Process-specific control is contained within the process module, traveling with it when redeployed. • User control modules are custom configurable for proprietary processing. Scalable • Within a cluster 1 to 4 process modules may be installed. • Clusters may be interconnected into larger super-clusters using docking modules in place of process modules. • Clusters and super-clusters can be interconnected without limit. • Response Ability • Test & Introduce new process modules incrementally. • Custom process individual wafers and prototype runs. • Repair/replace faulty module while cluster operates. • Add modules and machine clusters as/when needed. • Reconfigure clusters and redeploy process modulesas product-line demand cycle changes. • Create super-clusters as contaminant sensitivity requires.

  30. Scalable Machine Clusters Clean-Environment Inter-Cluster Transport Bay Interface Module Process Module Docking Module Transfer Module Using standardized docking modules to replace a process module allows multiple cluster machines to be assembled into larger, constant vacuum, clusters. This has particular value when a process sequence is sensitive to contamination, which is most likely to occur when wafers make the transition between the vacuum environment of the cluster machines and the atmospheric pressure of the inter-cluster transport bay. Process modules may be mixed or matched within a cluster.

  31. A1 A3 A5 A7 WSS WSS A2 A4 A6 A8 Production Cell • Reusable • Machines, work setting stations, pallet changers, fixtures are all standard, independent units. • Common human, mechanical, electrical, and coolant framework. • Machines do not require excavated pits or special foundations, and are relatively light and easy to move from one cell to another. • Reconfigurable • Cell control dynamically changes work routing as machines are removed or added, on the fly. • Autonomous part machining, non-sequential. • Machines and material scheduled by cell control software in real time per current cell status. • Part programs downloaded when needed. • Machine’s history stays with its controller. • Machines ask for appropriate work when ready. Scalable • Cell may have any number of machines and up to four work setting stations. • Cells may have multiple unit instances in operation. • Machines capable of duplicate work functionality. • Utility services and vehicle tracks can be extended without restrictions imposed by the cell or its units. Concept Based on LeBlond Makino A55 Cells at Kelsey-Hayes • Response Ability • Install and set up a new cell in 4-8 weeks. • Reconfigure a cell for entirely new part in 1-4 weeks. • Duplicate cell functionality in another cell in 1-2 days. • Add/calibrate machine in 1-2 days while cell operates. • Remove or service machine without cell disruption. • JIT part program download. • Insert prototypes seamlessly.

  32. B6 B5 B4 B3 WorkSetupStations B2 B1 WSS WSS WSS WSS E2 E1 E4 E3 E6 E5 Production Cells in a Reconfigurable Environment Cell 1 Cell 2 Cell 3 A6 A5 LeBlondMakinoA55s A4 A3 C3 A2 A1 C2 C1 WSS WSS WSS WSS WSS WSS WSS WSS AGV (This central AGV line not actually present in Kelsey Hayse plants) D2 D1 F2 F1 D4 D3 F4 F3 F6 F5 Cell 4 Cell 5 Cell 6 These horizontal machining centers do not require that pits be dug underneath the machines for delivery of cooling fluids and removal of scrap, or that special rigid foundations be constructed, so they are readily movable. A cell can increase or decrease its machining capacity in the space of a day. This is facilitated by a plant infrastructure that provides common utility, coolant, mechanical, and human interfaces that provide a framework for reconfiguring modules easily.

  33. Configurable Resources • Reusable • Individual in/outsource resources are configured on a bid-per-order basis. • Order fulfillment configurations are bid and assembled by Hong Kong group. • Common network interface at each resource provides enterprise integration and real-time management. Can be relocated as resources come and go. • Network-accessible production data can be downloaded to multiple locations • Reconfigurable • Common resource interface and real-time order process status enables mid-order reconfiguration of prod. chain. • Insource and outsource resources are interchangeable for equivalent processing technology. Scalable • No limits on the number or mix of insource and outsource resources. • Hong Kong management group qualifies new and existing resources as needed to maintain sufficient resource pool. Design Wafer Process Test and Sort Modeled AfterLSI Logic (1998) A Semiconductor Foundry Loosely coupled resourcesbid for order-fulfillment roleon a per-order basis. . . . . . . . . . Design Wafer Process Test and Sort Insource Outsource Design Wafer Process Test and Sort Dice Lead and Package . . . . . . . . . . . . . . . Design Wafer Process Test and Sort Dice Lead and Package • Response Ability • Production chain assembled, scheduled, working within 24 hours. • Resources added any time for extra capacity or quicker fulfillment. • Real-time status & issue-resolution for quick problem correction. • Net-wide data enables coordinated system-wide order changes. LSI had practices to nurture and manage a loosely coupled mixture of in- and outsources as a coherent entity. The management operational center was in Hong Kong, which built and maintained the pool of outsources, and configured all resources for specific customer orders. Resources bid on jobs - with price and schedule. A production resource path was then assembled from the best bids. Insources were not given preferred status.

  34. Framework Reusable Modules Reconfigurable within a Scalable Framework Applied’s Machines Components Physics Units Robotic Transfer User Controls Framework StandardizedUtility Base Kelsey-Hayes’ Cells Components Machines Setup Stations Pallet Changers Framework AGV Network Grid Cell Layout Standards Common Machines LSI’s Production Chains Components In-side Resources Out-side Resources Partner Interfaces Framework Enterprise Network Qualification Standards Resource Management Activities Module Mgmnt Framework Mgmnt Inventory Mgmnt Response Mgmnt Module Pool High Concept: Agility is Deployed as an Assembly-Line Process www.parshift.com/Essays/essay005.htm

  35. Agile Data-Center Location, Capability, Capacity • Following SUN’s Black Box…Rackable’s Concentro – A modern data center that breaks records for density and energy efficiency, problems that keep CIOs up at night: running out of floor space and operating budget (sky-high power bills to run all the gear AND cool it). • Rather than spend three years building massive new buildings and hiring armies of techies to buy, install and operate gear from scads of different tech suppliers, companies (or Universities, or Army divisions) could simply roll a Concentro into the parking lot. • And when the innards become obsolete, it could literally be driven to a recycling center and dis-assembled for parts. • [Edited excerpt: “Rackable Goes Mobile. Does Two Make a Trend?” Peter Burrows, Business Week, March 26, 2007] Drag and Drop Modules Type A Type B Type C Type B Type A Type C Seattle Denver New York New Orleans (Classified) Type B Type B Type B Plug and Play Infrastructure Air standards Air Water stds Water Power stds Power Network stds Network

  36. Lego Lego Lego Lego Glue Model Erector Set Lego Frameworks/Infrastructures: Three construction system types Ordered Chaordic1 Chaotic 1 Dee Hock (Visa Corp) coined the word chaord for organisms, organizations, and systems which harmoniously exhibit characteristics of both order and chaos.

  37. Response Able System Principles – RRS Evolving Standards (Framework) Self-Contained Units (Modules) Redundancy and Diversity Plug Compatibility Reusable Scalable Elastic Capacity Facilitated Reuse Reconfigurable Flat Interaction Distributed Control and Information Deferred Commitment Self-Organization

  38. Proactive Reactive Change/Response Domains General Characteristic Change Domain Creation (and Elimination) Proactive Innovative Creates Opportunity Takes Preemptive Initiative Improvement Migration Modification (of Capability) Correction Reactive Resilient Seizes Opportunity Copes with Adverse Events Variation Expansion (of Capacity) Reconfiguration

  39. $ $ $ $ Elapsed Time $ Total Cost $ Time Cost Activity Based Change-Costing 100% OK Stretch Mission Boundary Good Range Latitude 0% Quality Scope OK Stretch On-Time, On-Budget, On-Spec Predictability Sufficient Economic Range? Change Metrics Time Cost Bad Quality Scope

  40. Concepts That Enable Agility 678 Focus Agility consists of practices and processes for Knowledge Management Value Propositioning Response Ability to select actions to have awareness to enable change with System Response Architecture Change Management Change Proficiency with molded by language of to take action Reusable Reconfigurable Scalable Change Metrics ProActive Change ReActive Change principles of principles of with domains of with domains of with domains of principles of Modularity Flat Interaction Evolving Framework Time Creation Correction Facilitated Reuse Deferred Commitment Redundancy & Diversity Cost Improvement Variation Plug Compatibility Self Organization Elastic Capacity Quality Migration Expansion Distributed Cont & Info Scope Modification Reconfiguration

  41. Porter on Strategy • All differences in cost or price derive from hundreds of activities required to create, produce, sell, and deliver. • Activities are the basic units of competitive advantage. • Overall advantage or disadvantage results from all of a company’s activities, not only a few. • Strategic positioning means performing different activities from rivals’ or performing similar activities in different ways. "What is Strategy?", Michael Porter, Harvard Business Review, Nov-Dec '96

  42. Southwest Airlines(Concept of Operations) Strategic Objectives Key Activities No meals No baggage transfers Limited Passenger Service No connections with other airlines No seat assignments Limited use of travel agents Frequent, Reliable Departures 15 minute gate turnaround Short Haul Point-to-Point Mid-sized Cities Secondary Airports Standard 737 fleet Automatic ticketing machines High employee pay Lean, Highly Productive Ground and Gate Crews Very Low Ticket Prices High Aircraft Utilization Flexible union contract "Southwest the low-fare airline" High employee stock ownership

  43. Semiconductor Foundry Lines show synergisticdependencies Cultural Engineering Mgmnt IT Infrastruct. Mgmnt Customer Satisfaction Mgmnt IT Adaptation Mgmnt Service Interaction Mgmnt Strategy Delivery Mgmnt Leadership Service Strategy Devel'ment Mgmnt Talent Relationship Mgmnt Agile Systems Mgmnt Transparent Customer Compatible Process Devel'ment Mgmnt Trustworthy Best Value Production Mastery Mgmnt Mix and Capacity Mgmnt Reliable Security Evolution Mgmnt - Strategic Objectives - Agile Activities – Initial - Agile Activities - Later “Strategy” strength comes from activity interaction Strategic Activity ConOpsWeb Inspired by Porter’s Activity Web Emphasizes Process Activity and Response Objectives

  44. Self Contained Units Plug Compatibility Facilitated Re-Use Flat Interaction Deferred Commitment Distributed Control & Info Self Organization Elastic Capacity Redundancy & Diversity Evolving Standards Closure Matrix – Where Deep Design Begins Details:http://www.parshift.com/Essays/essay039.htm (Case: An Insight Development System) RRS Principles Activities (Functions) Establish personal values 1 Analyze external case for ideas 2 Analyze local case for principles 3 Design a business practice 4 Package as response ability models 5 Rotate student / mentor roles 6 Review and select for quality 7 Issues (Requirements) Principle-Based Activities, and Issues Served Capturing hidden tacit knowledge 3567 35 356 57 3 37 6 3 3 37 Creating student interest and value 124 1 1 1 12 124 124 1 1 Improving knowledge accuracy 367 6 3 37 6 3 3 7 Improving knowledge effectiveness 1245 45 245 45 1 12 5 2 Migrating the knowledge focus 247 27 4 2 4 7 247 4 47 Accommodating different student types (all) 25 6 347 2 12345 1 17 2 Injecting fresh outside knowledge 26 26 26 2 6 2 Finding and fixing incorrect knowledge 367 7 7 3 3 6 3 3 7 Excising poor value knowledge 2357 7 7 3 3 2 23 35 257 Allowing flexible student schedules 34 34 34 34 Accommodating any size group 2345 2345 234 2 25 34 234 Reinterpret rules for new applications 23457 27 5 2 357 23457 Reactive Proactive

  45. Resilient Agile Resilient Agile Resilient Agile A A B B C Fragile Innovative Fragile Innovative Fragile Innovative C B C A Metric Working Competitive Development Stages Focus Knowledge Proactive Reactive 0 Accidental Pass/Fail Examples Lucky None 1 Repeatable Time Concepts Creation Correction 2 Defined Cost Metrics Improvement Variation 3 Managed Quality Rules Migration Expansion 4 Mastered Scope Principles Modification Reconfig'tion Project Management Product Management Strategy Management Comparing Companies A, B, C. Assessment/Evaluation Response Proficiency Maturity Model 4 3 2 1 0 Resilient Agile Reactive Innovative Fragile Maturity has been observed to progress sequentially 0 1 2 3 4 Proactive

  46. BREAK

  47. Agile AUTOnomy Skateboard Architecture Classic CaseOn-Demand Response Case: GM+ • GM after-market auto-body production. • High variety – small lot. • ~500 different metal body assemblies • 250 units average production lot size • 230 average pieces per hour • 28 minute average die change • $30 fender world market price • Fenders, Hoods, Lids, Sides, Doors • Operations include: • Press: die change, stamp • Assembly: bend/form, weld, glue • Maybe a hundrednew assemblies per year Art: Boris Artzybasheff www.animationarchive.org/bio/2006/01/artzybasheff-boris.html interchangeable bodies, drive-by-wire, plug-and-play

  48. Components Weld Tips Roller Tables Racks Hemmers StandingPlatforms Controllers • • • * * * * * * Production TeamMembers (PTMs) Mastic Tables Assem Areas Ctrl Programs Systems Integrity Management Framework: Configuration team Components: Component team Inventory: Component team Configuration: Production teams System Examples * * P41 Deck Lid System •Area B A47 Fender System • Area A JIT Assembly Systems (part 1 of 2)(t = time of change, c = cost of change, q = quality of change, s = scope of change) Key Reactive Issues Correction • Union refusals to accommodate necessary work rule changes [cs] Variation • High part production variety [s] • Time available for new line design [t] • New parts to accommodate with the JIT system [s] Expansion • Absorb growing part variety [s] • Absorb growing inventory of tooling [s] Reconfiguration • Short-run assembly line construction/tear-down [t] Key Proactive Issues Creation • Designing short-run assembly lines for new parts that come with long-run tooling [t] Improvement • Productivity of limited space while increasing part variety [s] Migration • Production of non-GM parts with non-GM tooling [qs] Modification • Absorb employees from closed GM plants with different union work rules into cross-trained Production Team Member positions [ts]

  49. Self-Contained Units (Components) • Hemmers • Racks • PTMs • Areas • Roller tables • Weld tips • Racks • Mastic tables • Controllers • Programs Plug Compatibility Everything carry/roll/fork portable, common piping/wiring, quick disconnect fittings, no integrated controllers, standard controller interface/programs. Facilitated Reuse • Management and Union manage PTM cross-training • Component team manages all other components • Production teams manage system configurations • Evolving Standards (Framework) • The framework configuration team eventually decided to strip un-used legacy items from hemmers, and to add TDA lifters to Area A utility grid. • Unit Redundancy and Diversity • 8 identical controllers, cross-trained production team, diversity in roller/mastic tables, weld guns, standing platforms, racks, weld tips, and assembly areas. • Elastic Capacity • Frequently used components are pooled locally, with separate warehousing available for unlimited inventory growth and rarely used components. Scalable Reusable Reconfigurable • Flat Interaction • • PTMs free to make real time process changes • • Communication encouraged among tradesmen, engineers, supervisors, and customers • Deferred Commitment • Assembly lines configured just-in-time for production • New-part acquisition/transfer team is not designated until a transfer opportunity requires an action. • Distributed Control and Information • • PTMs make real time decisions on process configuration improvements and changes. • • Operation sequence sheet attached to hemmer • Self-Organization • People take initiative in solving problems and making operating improvements – because risk is encouraged and failure expected/accepted. JIT Assembly Systems (part 2 of 2)

  50. Class 1 Agile Systems are Reconfigurable • Useful Metaphors:Plug-and-Play – Drag-and-Drop • Reconfigurable Machine Clusters • Adaptable Production Cells • Configurable Resources • On-Demand Assembly Lines • Data-Centers Anywhere Anytime Anykind • Agile (Software) Development Processes • … and many others some we will look at

More Related