computer Integrated manufacturing

1. computer Integrated manufacturing Larry Whitman whitman@imfge.twsu.edu (316) 691-5907 (316) 978-3742 Industrial & Manufacturing Enterprise Department The Wichita State University http://www.mrc.twsu.edu/whitman/classes/ie775

2. Why cIm databases? • effective management of data is fundamental to cIM - Ch 1 • data modeling is fundamental to cIm - Ch6 • distribution of data - Ch7

3. Database Fundamentals • collection of data (organized?!) • DBMS - database management system • relational database model

4. retrieval updating inserting/deleting indexing (ordering and sorting) RDBMS - main aspects

5. 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

6. 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

7. Database disadvantages • cost • development • maintenance

8. Architecture • Fig 9.1

9. Data modelling • entity - an object, activity, function, person, anything • class - group of entities • instances (of a class) • relationships

10. Entity Relationship Diagram • fig 9.2

11. Example • fig 9.3 and 9.4

12. Relational databases • fig 9.6

13. 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

14. Other rules • no key attribute can have a null value (entity integrity rule) • many to many

15. decomposition of many to many relations • fig 9.7

16. Design Principles • Switch to database presentation

17. CIM Implementation Guidelines • ensure vision exists! • ensure communication is possible and communication of CIM happens! • find a facilitator • find a team • develop models

18. CIM Implementation Guidelines • do BPR (system, not local) • select standards, technology • segment implementation • implement • no!!!! use TEM!!!!!

19. 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

20. 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

21. Objective • Develop a method to guide the transformation of the enterprise

22. Transform Enterprise Methodology A Passion for Better Faster Cheaper Develop Vision and Strategy Plan for change Create Desired Culture Improve and Integrate Enterprise Develop Technology Solutions

23. Develop Vision and Strategy Already discussed last week, but…. Build Commitment How do we get there from here? Develop Strategic Purpose Assess Environment What Do We Want To Be? Develop & Deploy Integrated Transformation Plan

24. Sell Vision, Plan, & Performance Expectations Align Administrative Systems Improve & Involve People Build & Align Leadership Improve Communication and Trust Align Social interaction How do we get there? How do we Create the Desired Culture?

25. 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].

26. Company Culture Company Culture Culture always wins! Why is culture important? Company culture • Culture acts as a social control system that powerfully shapes the behavior of individuals and groups • constrains company vision • limits what strategies can be implemented • affects how customers perceive your company

27. 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.

28. Identify levels of control & management styles. Evaluate performance measures & rewards. Evaluate previous attempts at change & level of resistance. YOUR COMPANY Assess existing education levels / skills. Analyze communication channels. Evaluate Existing Culture

29. 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

30. Improve & Integrate Processes Understand and Improve the Product (2) Understand the Customer (1) Understand and Improve the Process (3) Design & Implement Effective Controls (4)

31. Understand the Customer Identify and Classify Customers (1) Set Goals For Future levels of Service (5) Determine Customer Needs (2) Evaluate Customer Satisfaction (3) Evaluate Competitors (4)

32. Understand and Improve the Product Identify and Classify Products (1) Translate Product Characteristics into Process Requirements (4) Analyze Products (2) Design Improved Products (3)

33. Understand and Improve the Process Bound Process and Identify Relationships (1) Implement Improved Process (4) Document and Analyze Process (2) Design Improved Process (3)

34. Design and Implement Effective Controls Identify Feedback Paths (1) Implement Feedback Paths (4) Analyze Feedback Paths (2) Design Feedback Paths (3)

35. Understand Needs Develop Decision Criteria Develop Alternative Solutions Evaluate Alternatives and Select Solution Develop and Deploy Technology Solution Develop Technology Solutions Really the whole class, but…. How do we get there from here? What Do We Want To Be?

36. What Is Technology? Technology - A manner of accomplishing a task, especially using technical processes, methods or knowledge. Technical - Having special and unusual practical knowledge especially of a mechanical or scientific subject

37. Technology Defined Appropriate application of knowledge in accomplishing a task

38. Appropriate Use of Technology • Tied to vision and strategy • Used to improve and integrate processes • Consistent with desired culture Use technology where appropriate

39. 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

40. Quality of Worklife • Workers displaced • Isolation due to technology • Organization of technological “have” and “have nots” • Beware of creating a group of “technical elite” • Train • Do not become captive to a technology guru

41. 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

42. 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

43. 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.

44. 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 SUCCESS

45. What Process • Explain the reason for the decision • Weigh factors to be satisfied • Explore alternatives • Consider risks • Communicate choice/recommendations

46. Logic Path Describe Decision Establish Criteria Analyze Alternatives Assess Risk Make Choice

47. Describe Decision • State the decision to be made • Structure • VERB select, choose, determine, ... • NOUN object of verb • ADJECTIVE constraints, modifiers • Examples • “Determine the best cost-reduction approach” • “Choose a new truck for city-wide deliveries” • “Select the best applicant for plant manager” Describe Decision Establish Criteria Analyze Alternatives Assess Risk Make Choice

48. 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 Describe Decision Establish Criteria Analyze Alternatives Assess Risk Make Choice

49. 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”

50. Separate Criteria Separate Criteria Into MUSTS/WANTS Establish Weighted Values for WANTS