Post on 19-Mar-2018
transcript
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
1
The System Approach
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
2
What is a “System”?
A system is a collection of parts, which interact with
each other to function as a whole. --- Draper Kauffman, “Systems Thinking”
A system is a perceived whole,
whose elements “hang together” because they continually
affect each other over time and operate toward a common purpose.
--- Peter Senge, “Fifth Discipline”
A system is a network of interdependent components
that work together to try to accomplish the aim of the
system. A system must have an aim (goal). Without aim there is no system. --- W. Edwards Deming, “The New Economics”
INPUT OUTPUT
TRANSFORMATION
System: Input/Transformation/output scheme
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
Now we know
the why and
what?
But HOW?
What is a Solution?
“input/transformation/output” system leading
to added value to those who are willing to
pay for such value addition!
What is the Need ?
Create and implement New Solutions
Replicate known solutions in larger
quantities
Perceived Needs: More Innovation
More Entrepreneurship
Work Smarter and Work Harder
Keep Jumping From Job to Job
Become Global
Become Transformational
Get Higher College Degrees
Get More Skills
Interdisciplinary
INPUT OUTPUT
TRANSFORMATION
What is a Solution? What is the Need?
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
4
Solution:
“input/transformation/output” System, leading to added value with reward for such value addition!
INPUT OUTPUT
TRANSFORMATION
What is a Solution?
= KNOWLEDGE
Solution: KNOWLEDGE and its USE!
SYSTEM THINKING.
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
Manufacturing: A collection of
Physical Processes and Service Processes.
Input Transformation Output
Physical
Processes ??? Product
Service Processes
Service Processes: Anything to do with Information and logistics
That collect process, analyze and disseminate
information and decision making
Physical Processes: Where physical change happens on the work material
(e.g.): Cutting, grinding, EDM, ECM, Welding, Forming, Forging, …..
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
Process Category Description Characteristic Features
Physical Processes
Service Processes
Domain specific activities;
directly impacted by
technical professionals and
their academic/sector specific
skills
• Physical sciences intensive
• Physical goods and inventory
• Relatively low end-user contact
• Capital/investment intensive
• Long development and
implementation cycle
• IT applications intensive
• Information and database
• Active end user contact
• Network and connectivity
• Relatively short development
and shorter implementation cycle
Domain neutral
Information and logistics
activities; impacted by
IT applications solutions
Physical and Service Processes
- Features
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
Quantum Improvement in Service Processes
are Already Taking Place Traditional vs. World Class
Tools: Lean, Six Sigma, ERP, BPOs, Outsourcing, ………
World Class
(10 tears ago) Traditional
Set-up Time < 10 minutes
Down to 1 minute
2- 4 hours
20 - 30 minutes
Quality 1,500 ppm, 0.15%
300 ppm, 0.3%
3 - 5% inside the Co.-
2 - 5% warranty cost
15 - 25% of sales
(true cost of quality)
Plant or Space Utilization > 50% 25 - 30%
Work as a Function of Touch Time
Value added Time/Total Time 25 - 30% 2 - 4%
Material Velocity (Turns) > 100 (3 days) 2 - 4 (3 months)
Flexibility Number of SKUs
Manufactured/Setup
270 parts/machine
tool
25 parts/machine tool
Distance a Part Travel through the Plant
(From Receiving to Shipping Deck)
300 feet > 1 mile (up to 2 or 3
miles)
Reliability of the System or Equipment 90 - 95% 65 - 75%
Today ?
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
Manufacturing Processes What is the Need?
Total Cost
(Per Unit of
Value or Benefit)
Present Situation Requirement to Meet
Global Competitive Need:
• New Materials
• New Applications
• New Processes
Incremental Improvement
is not enough “Better Mouse Trap”
Quantum (Large Scale) Improvement
is the real need “Different Mouse Trap”
100
95
75
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
Transformation
-- Process
-- USE
Information (IT)
Logistics (LT)
Unique or
Industry/Sector
Specific
Generic or
Industry/Sector
Neutral
Known
Solution
Service
Processes Physical
Processes
Model for end of 20th Century manufacturing
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
Model for Advanced Manufacturing
for the 21st Century.
Transformation
-- Product
-- Process
-- USE Information (IT)
Logistics (LT)
Unique or
Industry/Sector
Specific
Generic or
Industry/Sector
Neutral
New
Solution
Service
Processes
Physical
Processes
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
11
Manufacturing Process
- It is not a “Black Box”
Input
Transformation
Output
System Thinking
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
12
Manufacturing Process - It is not just a Statistical Process
Input
Output
Statistical
Process
Control
Machine Tool
Work Material
Processing Tool
Operational Factors
Process Measures
or
Macroscopic Variables
Technical/Economic Out put
Transformation
System Thinking
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
13
The “System Approach”
Process
Parameters/ Constraints
System Output
Why are we interested in the process?
Measurement
during the
process
Work/
Component
Consumables Tools /
Software Technical
Output What is the
process producing?
Machine
Tool
Microscopic
Interactions
Measurement
and Analysis
Process Economics
Diagnostic
Tools &
Methods
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
Manufacturing Process: It is a “System”
Economic/
System Output
Input
Microscopic Interactions
Output
Macroscopic Variables/Measures
Technical Output
Transformation
Mechanical Electrical
Thermal Chemical
Tools/
Consumables
Work /
Components
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
15
Use the System Approach
• Every person has the same information
• Everyone’s knowledge is integrated into
a common framework
• Awareness: Fill all the boxes as much as
we can. Then ask questions where the
box is empty
• Analysis: Which question to be asked
and in what order?
Process Solution is a puzzle and requires either...
> One person with many years of experience with many companies, products and applications.
There are few people like this.
> Or, many people, each with a little knowledge, to fit together and solve the “puzzle” – the problem. This is very difficult and inefficient.
> So what do we do?
Jigsaw puzzle
Why do we need The System Approach ?
Process
Parameters/ Constraints
System Output
Why are we interested in the process?
Measurement
during the
process
Work/
Component
Consumables Tools /
Software Technical Output What is the
process producing?
Machine
Tool
Microscopic
Interactions
Measurement
and Analysis
Process Economics
Diagnostic
Tools &
Methods
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
16
End User The System Approach: Integrating the Knowledge
of every one involved in the Process
(e.g): Grinding Process
Raw Materials
Process
Tools/ Consumables
Su
pp
lier
– A
pp
lica
tio
n/U
SE
Machine Tool Metal
--- Ferrous/Non Ferrous/Alloys
Non – Metals
--- Ceramics/Glass/Carbides
--- Wood/Concrete/Minerals
--- Composites/Crystals
Industry: -- Transportation/Energy/
Housing/High tech./DYI/ ….
Use: --- Raw Materials/ S.F. Goods/
Components/Sub Assembly/
Assembly/Repair/ Maintenance
Geography
Application:
--- Rough/Precision/U. Precision
Materials / Parts
Grinding - Process Product
Transformation
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
Academic Education (Primary Source of Knowledge)
Industry/ Sector
Specific
Knowledge
Skills
for
Transformation
(Recognized
by chance)
Sources of “Knowledge”
Industry/ Sector
Specific
Knowledge
Academic
Education
End of 20th
Century
20st Century
Paradigm:
20th Century Paradigm End of 20th Century
Sources of Knowledge and their order – 20th Century
Transformational Skills
(to Identify, Create and
Implement “New” Solutions).
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
• Building blocks to be used in an inter-dependent manner;
• Knowledge Integration in all three building blocks as needed.
• Use resources available from any where
• Generate impact across the globe.
Skills for
Transformation
Academic
Education
Industry / Sector
Specific Knowledge
Ordering of “Knowledge” required
for success in the 21st Century
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
Develop
Common
Language
System Approach (Knowledge Integration)
End to End Innovation
Emphasis on Science
and “Mobile Diagnostics”
Build Eco-system for
Core technology Platforms
3 D View of
Core Capabilities
Emotional Intelligence
for “New Solutions”.
Transformational Skills for 21st century Technical Professionals.
Discover
Develop
Deploy
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
20
Transformational Skills required
for success in the 21st Century
• Identify “New” Solutions : • Develop a “Common Language”
• 3D View of Core Capabilities
• Develop “New “ Solutions - Knowledge Integration: • The System Approach
– relentlessly ask the question “Why?” and also find the answers.
(the next wave after Lean and Six Sigma)
• Scientific reasoning and use of Mobile Diagnostic Tools
• Integration of knowledge from all sources from across the globe
• Implement “New Solutions”: • Innovation Culture : End to End Innovation
• Emotional Intelligence of Leadership, Innovation and Entrepreneurship.
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
Professional Process
Department/Function Company
Physical
Processes
Physical
Processes
Product Product Product
Physical
Processes
Service
Processes
Solution: with a nucleus composed of “Physical Processes”
integrally linked with a collection of service processes
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
Engineering
Management
Sci
ence
Digital
Technology
Finance/Mkt.
Drivers
Ph
ysi
cal
Tec
hn
olo
gy
Experience Service
Kn
ow
led
ge
Breadth or Scope
“Zoom out”
Dep
th o
r
Uniq
uen
ess
“Z
oom
in
”
Professional Process Solution Industry Sector
/ Company
The System Approach: Alignment of core capabilities at each level.
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com 23
Three levels of System Skills. What?
(Awareness)
How and Why?
(Analysis)
Breadth or Scope
Dep
th /
Uniq
ue
Why not ?
(Synthesis)
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
24
Cause
Effect
Traditional: Fish Bone Diagram
Investment
Expenses
Need
Constraints
Technical
Output System
Output
Effect Value or
Benefit
Transformation
(Physics)
The System Approach
Science Engineering
Strategy
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
Capital,
Equipment /
Fixed Assets
Transformation
INPUT OUTPUT
Expenses / Resources/
V. Cost
$$$$$$
Constraints
Product /
Unmet need
Sales, Profits, Business Performance
The System Approach: There are four input categories
leading to the transformation and the outputs.
Value or Benefits
Product
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
26
Technology = Knowledge and its Integration !
= “Science” + “Engineering” + “Management” (Operations + Strategy)
Engineering Management
Science
Process
Parameters/ Constraints
System Output
Why are we interested in the process?
Measurement
Work/ Component
Consumables Tools /
Software Technical
Output What is the
process producing?
Machine
Tool
Microscopic
Interactions
Measurement
and Analysis
Process Economics
Diagnostic
Tools &
Methods
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
En
gin
eering
Technology
Solution
Technology: integration of
Science, Engineering and Management,
leading to new solution.
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
Science: Understanding the “Transformation”
•What really happens during the “Process”?
•Microscopic Interactions:
• The represent the “Physical Science”
• They can not be “seen”
• They can be measured, analyzed and inferred
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
29
Engineering: Application of the “Transformation”
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
Strategy
Operations
Management
What ?
Why ?
How ?
When ?
What is “management” ?
PLAN
ORGANIZE
COORDINATE
CONTROL
PLAN
ORGANIZE
COORDINATE
CONTROL
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
Product
Technology
Process
Technology
Manufacturing
Technology Application
/ USE
Technology
Your Education:
The system Approach for Grinding Processes; Can be used in every aspect of the job in the company
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
The System Approach - Implementation Methodology
Management
(Strategy)
Management
(Operations)
and
Engineering
Science
+
+
1. Establish the System
Outputs: Why? Identify the stakeholders, their
benefits, and priorities
2. Document the process as
Input/Transformation/ Output System: What?
3. Establish the Technical Outputs: What do we want
from the process?
4. Diagnose and Interpret: Obtain the “vital signs”; what do
they infer about the transformation
(core capabilities): Why?
5. Implement the changes (How?) Simultaneously
needed in all four input groups to influence the transformation
6. Document the New Solution (How?) With
improvements in the technical and system outputs
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
Progressive Impact of “Science”
Backed Up by Diagnostic Tools
Five Steps in the Scientific Approach to Problem Solving:
—Diagnostics
—Problem Solving
—Process Improvement
-—Process Maintenance
—New Solution or Step Change
>160%
120%
100%
80%
Problem resolution
Process Improvement
Monitoring
Process
Output
Why ???
Diagnostics
Base Line
New Solution
System
Output Technical
Output
Equipment Component
Tooling Operational
Parameters
In-Process
Measurement
Diagnostic
Tools
PROCESS Transformation
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
34
Process
Parameters/
Constraints
System Output
Why are we interested in the process?
Need /
Application/
Component
$$$$$$$
Consumables Tools /
Software Technical Output What is the
process producing?
$ Investment
Machine / Platform
Transformation
Portable Diagnostic
Tools, Methods and data analysis
Stake holders
Share Holders
Benefits
(POWER) (KNOWLEDGE)
Knowledge Integration (1) :
Sharing the power to gain new Knowledge.
You can’t get something for “nothing”!
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
35
Power (Resources)
Kn
ow
led
ge
(Syste
m T
hin
kin
g)
• Higher Productivity
• Better Quality
• New Solutions
• New Products
• New Markets
• Sales Increase
• Profit Growth
Knowledge Integration (2) :
Using the power together with new Knowledge.
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
36
The System Approach – Summary
• Every process represents a Input/ Transformation /Output system.
• We need to define the “context” of the system to further develop solutions
based on that.
• The outputs of any system can be identified in two Categories:
• Technical Output: “What” is the Solution? What are the deliverables?
• System Output: “Why” are we interested in the solution?
Why these deliverables?
• The inputs to the system can be grouped under four distinct categories:
• Machine Tool, Abrasives, coolants and other consumables,
Work Material or components to be finished and Operational parameters • All inputs to the system are channeled through these four input categories
• All those who contribute to the inputs:
• Also seek/gain their benefits through the “system outputs”!
• They are also the sources of knowledge pertaining to the system.
• Weakness in knowledge or contribution in any of these four input categories
ultimately affects the system / solution outputs.
• The system is configured or designed to transform/modify or change the input into
the outputs, to achieve the finished parts of required quality, productivity, cost and
performance.
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
37
Transformation or Microscopic Interactions
• Is not a black box or “statistical”
• It is the effect or interactions, which occur when the inputs are brought together.
• Represents the “Phenomena” of nature, which are “subtle” and intangible
• BUT, they can be inferred through: • Changes in inputs and their effect
• Changes in outputs
• Measurements or data obtained in real time (when the transformation happens)
• Interpretation of the real time signals and inferences based on them
• They are useful to understand the effect of changes in inputs and their
result as seen in the outputs in a deterministic manner . This knowledge
on the cause and effect as influenced by the transformation is called “Science”. • Application of the Transformation or microscopic interactions through proper integration
of the relevant inputs across the four input categories to obtain the required technical
outputs is called “Engineering”. • Establishing which transformation to use and why (Strategy) and how to execute that
efficiently, economically and in a timely manner (Operations) is called “Management”.
• The System Approach is a frame work or methodology to integrate the Science,
Engineering and Management aspects of any Input/Transformation/Output system.
• Hence the System Approach enables the engineer to span wide (zoom out) to address
the engineering and management aspects and also dive deep (zoom in) on the scientific
aspects of the problem or solution as required.
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
38
• When all input groups are changed simultaneously for the same effect on the
“transformation,” – the science - the output is always “quantum” or large scale in
nature, (i.e.), the whole is larger than the mere sum of its parts.
• When the input groups are changed or altered individually (one at a time and over
a period of time), even for the same effect on the transformation, the output is
generally incremental in nature.
• In this case, the conflicting effects of the input groups and their variability
over time, sometimes cancel each other, resulting in minimal net gain.
• This is the serious underlying risk in all our efforts toward continuous
improvement.
• Signals pertaining to the “Transformation” represent the vital signs of the system /
process or the solution. They are collected as in-process data. Digital Tools are
very useful to collect and process such in-process data.
• Power of Digital data: Mine, Model, Experiment, Decide, Predict
• Data and analysis of signals pertaining to the Transformation can be used for:
— Diagnostics
— Problem Solving
— Process Improvement
-— Process Maintenance
— New Solution or Step Change
The System Approach – Summary
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
39
Data and analysis of signals pertaining to the Transformation can be used for: • Collect and compare base line information Feature recognition • Resolve Process problems. • Estimation of the capability of the equipment and other
inputs to the system: Stiffness, Accuracy, Precision, Process capability,… • Analysis / Performance comparison:
Over time Across machines or across systems. Across plants or locations Analytics Data Science
• Development of New Products (R&D) • Implementing “New “ Products and Processes • Complaint Investigations
Reduce learning time Reduce credits or warranty costs Reduce set up and debugging efforts.
The System Approach – Summary
Dr. K. (Subbu) Subramanian
STIMS Institute (Science Based Technology Innovation and Management Solutions)
SubbuKDG@gmail.com
40
The “System Approach”
Process
Parameters/ Constraints
System Output
Why are we interested in the process?
Measurement
during the
process
Work/
Component
Consumables Tools /
Software Technical
Output What is the
process producing?
Machine
Tool
Microscopic
Interactions
Measurement
and Analysis
Process Economics
Diagnostic
Tools &
Methods