WEDNESDAY, JUNE 23 SESSION ABSTRACTS
MES for Continuous Petrochemical Processes
Dr. Arnesh Telukdarie, MES Engineering Manager; Sasol
Ugan Maistry, Managing Director; EOH Mining & Manufacturing
The packaging of a holistic, conceptual MES solution for the petrochemical company Sasol, was outlined at MESA's 2008 European Conference. This conceptual framework has since enjoyed bi-directional evolutionary intensification. This includes significant development into a pre-engineered solution for Greenfields (proposed) operations and the part implementation at Sasol's Brownfields (existing) operations.
Attendees will learn about the challenges and successes relating to the Brownfield implementation, experience relating to integration, technology, etc. The Greenfield experience includes the engagement of integrators for the purpose of pre-engineering solution delivery.
Further experiences relating to business requirements gathering and process cross referencing will be presented. Project management and associated considerations will be discussed and mitigating approaches reviewed.
The key aims of a pre-packaged solution relative to the role out status will be presented and the MES CoE's pre-packaged solutions benefits will be analyzed and discussed.
Quality Operations Management
Ralph Marsh, IT Director; New Untitled Motor Manufacturing inc.
ABSTRACT COMING
Lessons Learned in Global MES Roll-Out
Gilad Langer, Consulting Manaager; NNE Pharmaplan
Kasper Larsen, Sr. Technical Manager; Novo Nordisk
In this presentation, attendees will learn about experiences from the current global MES rollout project at Novo Nordisk. This is an ongoing, long-term, multi-faceted project that involves a staggered deployment of a commercial MES software package to all of Novo Nordisk's manufacturing sites.
Deploying a new manufacturing system is a complex and risky proposition for any company, rolling out such a system to multiple sites on a global scale may even be considered scary. In order to mitigate the risks and manage the complexity of this immense undertaking, Novo Nordisk makes the best use of people and technology to evolve a best practice approach that is continually improved upon. This approach includes technical and organizational aspects that cover the complete life cycle of the manufacturing system's deployment.
The presentation will address the following topics that are found critical in such a global project.
- How to establish a support organization and relevant processes
- Managing software versions and software enhancements across multiple parallel implementations - The Novo Nordisk "CORE" concept
- The validation and qualification approach and the supporting software systems that are used
- How to manage the need for required features that are not provided "out-of-the-box", coined as "compromise or customize"
- The ROI quantification methods and results used in the different sites including process improvement that the systems enabled
Unlocking Operations for a Competitive Advantage in the Private - Label Beverage Market
Don Enstrom, Sr. Director of Operations; Cliffstar
ABSTRACT COMING
Real-Time Manufacturing Management for a Hybrid Process
Scott Daugherty, Director of Operations; Cormetech, Inc.
Rodney Neal, Practice Manager; Global Automation Partners, Inc. A M&W Group Company
The challenge at Cormetech was to increase selects through defect reduction and increased material utilization while also reducing process setup errors. Additionally the goal was to improve productivity through elimination of shop floor paperwork and reduction of manual data entry of manufacturing data. Effectively meeting these challenges improved data quality and enabled real-time manufacturing analysis and reporting. The implemented solution was based on a scalable, flexible platform which met the short term requirements and has the potential to accommodate future growth and business offerings.
Hybrid processes presents interesting twists on the typical challenges to implement an overarching manufacturing operations management system due to the discontinuous nature of the processes. Hybrid (or mixed mode) manufacturing is where two or more process modes are present under one roof for one product; i.e. batch, continuous, discrete, or assembly. Cormetech has a batch process on the front-end followed by multiple discrete processes culminating with an assembly operation. These are real world scenarios that make vertically focused manufacturing system platforms a challenge to apply across disparate process types.
There were also some unique project and technical challenges. The manufacturing solution was implemented within an existing 24 x 7 business without impacting plant production and the solution was deployed on an innovative technical infrastructure which included virtualized servers, a wireless network, and thin clients.
Keys to Achieving Rapid ROI on Plant Software Investments
Melissa Nippert, Director of Capital and Strategic Projects; Pinnacle Foods Group LLC
Mark Sutcliffe, President; CDC Software
Pinnacle Foods, based in Cherry Hill, NJ, is the country's largest privately held food company, with a portfolio of iconic brands such as Birds Eye, Duncan Hines, Vlasic, and Hungry Man. Pinnacle implemented CDC Factory in 7 of its manufacturing facilities over a 12-month period between 2008 and 2009. Melissa Nippert led the corporate and facility teams throughout the implementation, and during the process was a founding member of Pinnacle's now thriving continuous improvement program.
Multiple Site MES Projects: Systems Implementation is Half the Battle
Simon Jacobson, Research Director, AMR Research
John Southcott, Co-CEO; Brock Solutions
Organizations seeking to design anywhere and manufacture anywhere globally must drive consistent manufacturing processes across multiple sites and diverse manufacturing styles. Today's goals are optimizing lead and cycle times, decreasing the cost to serve, finding that spare capacity, and freeing up working capital across the entire product supply network, not just at the site level. The profitable tradeoffs to support these goals are inhibited by the current manifold of homegrown, monolithic, and inconsistent manufacturing execution systems (MES). Without relevant and accurate contextual access to common and normalized information, performance drivers, and analytics in and across manufacturing operations, and interest is spurred in new investments in MES applications and architectures. For these companies, time is of the essence—they seek quick returns as they cannot afford lengthy project costs and timeframes. In other words, no longer can the three year, three times original cost MES project be tolerated or provide value. Guidance via best practices is needed.
During this session Gartner/AMR Research will share insight on
- Aligning and prioritizing manufacturing IT investments against business requirements
- Examples of best in class project governance and team structure
- Best practices in achieving ROI and return from your manufacturing IT investment
BPM & The Cloud in Operations
Matthew Littlefield, Senior Research Analyst; Aberdeen Group
Catherine Minter, President of Americas; Cordys
Aberdeen research has shown that Best-in-Class manufacturers are almost three times more likely than underperforming organizations to have already adopted BPM. This session will examine the market pressures driving manufacturers to adopt a BPM strategy, the strategies that have proven successful in deploying BPM in manufacturing, the capabilities to be expected and the challenges many companies face in that adoption. End-to-end use cases and benchmark data will show how BPM can deliver immediate value, as well as substantively transform the business of manufacturing, in Enterprise Quality Management, Product Safety and Traceability, Operational Risk Management, Design for Manufacturability, New Product Introductions, Asset Performance Management, and Sustainable Production. The session will also discuss the compelling business and IT architectural drivers for leveraging Cloud Computing as a tool to enhance such BPM initiatives.
From Metrics Confusion to Business Intelligence: Calming the Sea
Larry White, Executive Director, Resource Consumption Accounting Institute
Everyone in the organization wants to do the right thing, but organizational and professional stovepipes or silos make it hard and, at times, downright contentious for the crew to work together. Each functional area understands performance measurement metrics differently, and while it may appear external financial statements are the true north, financial reporting has its own set of rules and perspectives. Investment analysts routinely dissect public financial statements and factor in other information seeking insight into a company's long term value creation potential. The analysts' effort is nearly a full circle of translations to find the metrics that will show sustainable value creation from operations.
This presentation will examine some examples of typical shop floor initiatives - such as lean implementation, budgeting for a new capital investment, outsourcing decisions, special/custom production runs - and in an interactive exercise, show why they may appear contentious using traditional financial metrics.
A second exercise will show how these initiatives look using a straight forward view of the enterprise based on Resource Consumption Accounting (RCA) modeling principles. RCA focuses on modeling resource flows before measuring and applying cost. This approach ensures financial measures clearly reflect an operational view of resources. Participants will experience how operational and financial metrics align to achieve better enterprise optimization decisions.
This session will introduce participants to a set of concepts and principles that will erase years of complexity and confusion from business and financial metrics. It presents a new and highly logical way of modeling enterprise operations, both production and support, that focuses on the decisions needed to navigate the enterprise toward continuous improvement and optimization without the waves of complex translations and contentious discussions.
Participants will be able to:
1. Explain the different perspectives of financial accounting and management accounting and how they can create conflicts in linking to operational metrics.
2. Explain the difference between management accounting, focused on internal decision making, and management accounting, focused on financial statement preparation.
3. Explain the operational cost concept and decision support cost concept, the appropriate uses of each, and the specific information and decision making problems that occur when they are misused.
4. Understand the principles - causality, responsiveness, and work - that need to be applied to create a cost model focused on decision making, aligning resource flows with costs and linking operations and financial metrics.
5. Explain why information from the financial accounting system general ledger is an inappropriate data source to begin modeling costs.
6. Understand a simple Resource Consumption Accounting model.
7. Understand how RCA can contribute valuable information to enterprise optimization and metric alignment due to its focus on operational and resource data first and applying cost second.
Unify PLM & MES Systems to Increase Accuracy & Build Quality
Angie Dinsmore, PLM Strategy; ATK Aerospace Systems
Prashant Jagtap, Director Strategic Marketing, Siemens Industry Automation
Angie Dinsmore, PLM Strategy, ATK Aerospace Systems will talk about how ATK is adapting to a changing business environment through a vision of an integrated engineering process allowing the tracing of requirements from the customer to production while entering data only once. To accomplish this task, ATK is working to unify its PLM and MES systems to increase accuracy and build quality by leveraging automated digital 3D work instructions.
Product Lifecycle Quality
Dr. Michael Grieves, Author and NASA Consultant
While manufacturing quality has been a critical focus for many years, the reality is that it is a part of an overall framework that determines true product quality. It is important for manufacturers to understand how they fit within this framework of Product Lifecycle Quality. Dr. Grieves will discuss his framework of Product Lifecycle Quality and present how the manufacturing view of quality fits within this framework. The presentation will cover how the measurement and inspection processes need to be integrated within an overall quality framework, how supply chains are no longer sufficient to deal with the overall product quality, and will show how supply nets fill this gap.
Commitment to Corporate Responsibility -- New Management System Requirement for Suppliers
Michael Meaden, VP Services & General Procurement; IBM Corporation
Dionne Edan will provide a brief overview of IBM's commitment to corporate responsibility and the company's global environmental management system. She will then discuss the new requirements IBM earlier this year communicated to its global suppliers. Following Ms. Dionne's remarks, Mike Meaden will focus his presentation on IBM's Global Procurement organization, its commitment to supply chain environmental and social responsibility management, and how his organization operationalizes IBM's commitment across the supply chain network.
