Enterprise Engineering Industrial & Manufacturing Enterprise Department The Wichita State University...

Enterprise Engineering


Industrial & Manufacturing Enterprise DepartmentThe Wichita State Universityhttp://www.mrc.twsu.edu/enteng

Larry Whitman [email protected](316) 691-5907(316) fax


"It must be remembered that there is nothing more difficult to plan, more doubtful of success, no more dangerous to manage, than the creation of a new system."

-Niccolo Machiavelli 1513AD

“Be wary of those who think a planned system is a panacea for their problems.”

-Mike Ballard 1995AD


Enterprise Modeling Overview All models are wrong. Some models are useful. -- George Box, Statistics for Experiments

Everything should be made as simple as possible, but not simpler. -- Albert Einsten

When we try to pick out anything by itself, we find it hitched to everything else in the universe. -- John Muir

People don't argue with their own data. -- Bob Pike

Reality is made up of circles but we see straight lines. -- Peter Senge, The 5th Discipline

Solving a problem simply means representing it so as to make the solution transparent. -- Herbert Simon, The Sciences of the Artificial, 2nd ed., pg. 153

Systems models are best thought of as tools for coalescing people to do something together, helping them to undertake a systems-improvement task. -- Marvin Weisbord, Productive Workplaces, pg. 233



An Enterprise is a complex system of cultural, process, and technological

components that interact to accomplish strategic goals.

PeoplePeoplePeoplePeople

ProcessesProcessesProcessesProcesses

TechnologyTechnology

AccomplishAccomplish OrganizationalOrganizational

GoalsGoals


ApproachApproach

Focus of StudyFocus of Study

Education/ProfessionalismEducation/Professionalism

ParadigmParadigm

Reference DisciplinesReference Disciplines

Principles & PracticesPrinciples & Practices

• theory• abstraction• design• implementation

• theory• abstraction• design• implementationResearch AgendaResearch Agenda

... Research Focused onPrinciples and Practices ...


Principles and Practices Abstraction or Representation


Organizational View

Activity View

Resource View

Business Rule View

Process View

Activity: Functions performed by enterprise (what is done)

Process : Time sequenced set of processes (how it is done)

Organizational:How the enterprise organizes itselfBusiness Rule: Defines the entities managed by the

enterprise and the rules governing their relationships

Resource: Details the resources managed by the enterprise




Enterprise

EP8

EP1

EP2

EP6

EP7

EP5

EP4

EP3

Category 1 Enterprise

Category 3 EnterpriseProcesses

Category 2 Enterprise

Processes

Processes


Mathematical Model (OR)


What is a model?

A model is generally regarded as a representation of reality.

Details that are unnecessary are not included


Why do I need Modeling?

To analyze and design the enterprise and its processes prior to implementation

To help reduce complexity

To communicate a common understanding

To gain stakeholder buy-in

To act as a documentation tool for ISO 9000, TQM and other efforts


What is a model used for?


To help reduce complexity

To communicate a common understanding of the system

To gain stakeholder buy-in

To act as a documentation tool for ISO 9000, TQM, Concurrent Engineering, and other efforts.


Why Model?


To help reduce complexity To communicate a common understanding of the system To gain stakeholder buy-in To act as a documentation tool for ISO 9000, TQM,

Concurrent Engineering, and other efforts.


What is Enterprise Modeling?

An abstract representation of the various views of the enterprise and its processes

Provides a graphical, textual, or mathematical model of the enterprise

Includes only those aspects of interest


EM Definition

"a symbolic representation of the enterprise and the things that it deals with. It contains representations of individual facts, objects, and relationships that occur within the enterprise" (Presley 1997).

“one representation of a perception of an enterprise. It can be made of several submodels including… The content of an EM is whatever the enterprise considers important for its operations.” (Vernadat 96)


Model Views (ARRI Five View Approach)

Business Rule (or Information) View Activity View Business Process View Resource View Organization View

Fill Orders

Part andProduct

Info

Requestfor Asset

OperationStatus

ProductAcquiredItems

Has-Inputs

Constrains

Has-Outputs

Has-Outputs

Has-Outputs

Assets

Performs

Fill OrdersAcquired Items

Part andProduct Info

OperationStatus

Product

Request for Assets

Assets

Plans andPolicies

Plans andPolicies

Constrains


Views (ARRI Five View Approach) Business Rule (or Information) View defines the

entities managed by the enterprise and the rules governing their relationships and interactions,

Activity View defines the functions performed by the enterprise (what is done),

Business Process View defines a time-sequenced set of processes (how it is done),

Resource View defines the resources and capabilities managed by the enterprise,

Organization View describes how the enterprise is organized which includes the set of constraints and rules governing how it manages itself and its processes.


Multiple Views (example)


Categories of Processes

Enterprise

Set direction

Transform

Acquire Resources

•(1) those processes which transform external constraints into internal constraints (set direction),

•(2) those processes which acquire and make ready required resources, and •(3) those processes which use resources to produce enterprise results.


Static and Dynamic

Static Point in time of a dynamic model Flow paths Helpful in determining what items and functions

Dynamic System behavior over time Series of states are modeled Useful for measuring/scoping resources


Why Static to Dynamic

Allows for “best” of both worlds simplifies model development adds rigor in review process

Single Model Master Understandability of enterprise

enhanced


IDEF

Integration DEFinition U.S. Air Force’s Integrated Computer

Aided Manufacturing (ICAM) (late 1980’s) Many different IDEF methods Each method is useful for describing a

particular perspective (IDEF0), functional or activity modeling (IDEF1), information modeling (IDEF1x), data modeling (IDEF3), process description capture (IDEF4), object oriented design (IDEF5), ontology capture


IDEF is top down (decompositional)

A2

1

2

3

A0

A23

1

2

3

this diagram.

More General

More Detailed

This diagram is the "parent" of . . .

4

1

2

3

A-0


IDEF0

What is it?A structured modeling method used to develop a functional or activity model of an enterprise.

Describes what is done without regard to sequence

When is it used?To build the Activity View of the enterpriseTo act as front end to simulation and activity based costing

Available ToolsDesign/IDEFAIO from Knowledge Based Systems, Inc..


• activity (or function) is represented by the boxes

• inputs are represented by the arrows flowing into the left hand

• outputs are represented by arrows flowing out the right hand

• arrows flowing into the top portion of the box represent constraints or controls

• arrows flowing into the bottom of the activity box are the mechanisms

IDEF0

PerformActivity

Output

Mechanism(Resource)

Input

Constraint

•Order of boxes do not imply sequence!•Top Down


IDEF0

I1

C1 Environment

I4 Supplier Documents

I5 Procured Items

I2

O4

FinishedProduct

C2 Resources

O1

Documents

O2Advertising

PerformStrategicPlanning

A1Manage

Resources

A2

Mkt &SellProduct /Services

A3

DesignProduct /Process

A4

ConductMfg.

Operations

A5

SupportProduct

A6

O3

PurchaseOrders

Strategic Plan

Plans &Procedures

I3Demand

AllOrders

All Orders

ProductRequirements Product /

ProcessSpecs.

Mfg.Oper.Status

Design Status

Market Data

Acct. & RsceInfo.

DesignChangeRequests

Spare Parts Request

Service Status

DesignServiceStatus

Plans &

Rules

Industry Data

Customer Data

ProcessCap.

Req. forPrototype

Prototypes

Spare Parts

DesignChangeRequest

Supplier IdeasServiceInfo.

Orders


IDEF1x

What is it?A tool to develop data or business rule modelsBuilds Entity Relationship Diagrams

When is it used?To define the Business Rule View of the enterprise

To design relational databases and systems

ToolsERWin


IDEF1x

cust-nocust-namecust-addrcust-phone

CUSTOMER /1order-noorder-datecust-no (FK)

ORDER /2

prod-nameprod-price

PRODUCT /3

order-no (FK)prod-name (FK)prod-order-qty

PRODUCT-ORDER /4

P P

places

containsis part of

prod-platform

order-no (FK)prod-name (FK)

MAC /5

order-no (FK)prod-name (FK)pc-disk-size

PC /6

order-no (FK)prod-name (FK)unix-media

UNIX /7


IDEF3

What is it?A method used to describe the steps and decisions of a process

Describes how things are doneWhen is it used?

To build the Business Process View of the enterprise

To build structured descriptions of sequences and cause and effect relationships

ToolsProSim from Knowledge Based Systems, Inc..


• process flow diagrams and elaboration diagrams

• Unit of Behaviors (UOBs)• Junctions• Links

IDEF3

InspectAssembly

3

ReworkAssembly

4

ShipAssembly

5

X X

•Order of boxes do imply sequence!•Top Down


IDEF3

Check Productand OrderInformation

1

Pack Product forShipping

2

Determine ifCustomer is onCredit Hold

3

X

MakeArrangementswith Carrier

5

Set ShipmentAside

4

Record Carrierand Order Dataand Information

6

Ship Product

7

Transport WorkOrder Packet toInvoicing

8

File Copy ofShipping Ticket

9

&


Rummler-Brache

What is it?A technique to build a process model which defines the functional units of the enterprise performing the processes

When is it used?To build a combined Business Process/ Organization View of the enterprise

ToolsOptima!


Rummler-Brache

Payroll/Budgets/

HR

Dean'sOffice

Director Assoc Dir

ARRI

ARRIAdmin

ARRIP.I./Supv

Time CardEmployee

MagicHappens

Print &Send TimeCards to

Depts

ApproveOriginal

PAF

SignPAF

Type PAF

Completes& Checks

Info forPAF

MakesCopies &

Distributes

RetainCopy

TimeCards

Accurate?

Yes

No

Distributeto each

employeeone timecard

for eachaccount #

Type TimeCard

TimeCards for

everyone?

Yes

No

TypeCorrect

Time Card

Collects Cards

StartPrepare

PAFRetainCopy

Check TimeCard

Yes

No

Approve/Sign Time

Card

CompleteTime Card

Give to PI


Flowcharts

What is it?A simple technique to specify the steps and decisions of a process

When is it used?To define the Business Process View of the Enterprise

To build quick, simple process models where linkages to other analysis tools are not needed

ToolsProcess ModelVisio


Flowcharts

IdentifyNeed forResource

IdentifyPotentialSources

AvailableIn-house?

SelectSource

ContactSources forInformation

Place OrderReceive

Resource

EndDeliver toUser

No

Make Readyfor Use

Yes


Domain Knowledge Capture

Avoid trying to solve too many problems with a single model

Choose a single viewpoint for model plant manager chosen enabled us to capture information

important to the project that was outside the actual stretch form processes

Knowledge is initially captured through interviews with people, documents, and observation of the existing system.


Domain Knowledge Capture cont’d...

Kits are created and reviewed in a top-down manner until sufficient detail is captured.

A2

1

2

3

A0

A23

1

2

3

this diagram.

More General

More Detailed


4

1

2

3

A-0



Experts met together with researchers in a single room to reach consensus on some of the more difficult aspects of the model



C1

Plans and Assignments

I1Interviews

O1Published Models

M1

Author

M2

LibrarianM3

Readers

M4

Technical Committee

Review & Comment

A3

Approve

A4

Diagrams and Models

Reminders

Approval Status

Model files

Kits

Author's Copy

KitsforReview

Kits for Approval

Kits withreader comments

Kits with reader comments

Kits andAuthorsResponses

Author(v)

A1

Organize & Distribute

A2



This iterative review process continues until each kit is complete.

Most kits took ~3 iterations.

Cycle for each review was about a week.

Next kit is then created and the review cycle begins.


What is Simulation?

A (usually) computer-based version of a real-world enterprise.

A representation containing only those variables in a system deemed relevant.

Considers resources, cycle time, work-in-process, etc.

Provides a dynamic representation of the enterprise.

Supports a representation of both business and operations views.


Why do I need Simulation?

To try “what-if” scenarios. To understand the impact of the introduction of

new technologies. To visualize a dynamic representation of a

system. To test/analyze a design prior to

implementation. To analyze performance changes over time.


Why do I need Simulation? (continued)

Permits controlled experimentation. Non-disruptive analysis of the actual system. Easy to use and understand. Visually realistic and convincing. Forces attention to detail in a design.


Optima!

Groups activities by department or role within the organization.

Provides the ability to create attributes or variables.

Provides statistics at any checkpoint Visual animation of relationship between

departments, organizations, etc. Low cost.


Optima! (Time Card)


Process Model

Iconic interactive simulation system. On-screen scoreboard displays key

performance measures, including activity-based costing, throughput analysis, and process evaluation.

Comprehensive statistical reports and charts. Shows people, paperwork, and objects flowing

through the process. Allows hierarchical modeling. Low Cost.


Process Model (Sheet Metal)


Witness

Visually interactive simulation system. Provides the means to support business

decisions. Used to model discrete and continuous

manufacturing processes. Interfaces with KBSI’s ProSim IDEF3

modeling package.


Witness


ARENA

Visually interactive simulation system. Flexible modeling environment combined with

an easy-to-use graphical user interface. Integrates all simulation-related functions--

animation, input data analysis, model verification, and output analysis--into a single simulation modeling environment.

Provides templates that support modeling constructs focused on specific application areas.


ARENA (Robot Cell)


Service Model

Visually interactive simulation system. Specific answers to questions regarding the

capacity of service and waiting area, customer service times, employee productivity, vehicle and courier schedules and more.

Interfaces with Design/IDEF modeling software from Meta Software Corporation.

Specifically aimed at simulating service processes.


Service Model (Banking)


ProSim Annotation Example


ProSim to Witness

Create & Validate process model in ProSim

Annotate extra data in ProSim Check Syntax Export model from ProSim Read in Witness Analyze in Witness


Tools

IDEF0 - AI0Win - version 2.2 by Knowledge Based Systems Incorporated

IDEF3 - ProSim version 5.0 by Knowledge Based Systems Incorporated

WITNESS Simulation Software version 9


Summary

Tools are not a panacea! No one tool fits ALL analysis Avoid sub-optimal solution Choose tools based on suite approach


ISSUES BETWEEN VIEWS

1) gaps in the view, 2) artificial wrappers (decomposition

versus aggregation), 3) differences in methodology structure,

and 4) model ambiguities.


Gaps in the Views

Activity

Process

Organization

One view can not contain all the informationrequired in another view.


Functional Decomposition (artificial wrappers)

A2

1

2

3

A0

A23

1

2

3

this diagram.

More General

More Detailed


4

1

2

3

A-0


Differences in Methodology Structure

Hierarchical Hierarchicalor


Model Ambiguities

Do something

A0

P. 2

Input

Output

Control

Input2

Mechanism

What are the two inputs?•An assemble?•A match?•An “Or”


Model Ambiguities (continued) In this case it is a feedback loop (an ‘or’)

Make Part

A1

Inspect Part

A2

I1Raw Material

O1Output

C1

Control

Bad Part


Three approaches

Master View

Driving approach

Federated approach


Master View

Integrated Modeling and Simulation Environment

IDEF Methodology

Simulation Tool

SimulationSpecific

Information

IDEF Tool


Driving approach

Assumes multiple views required for complete information

Populate “largest” content view

Drive the other views from that view

Ensure consistencies in overlapping information


Federated approach

“Late binding” (after model populated)

Allows models to be developed without consideration of other views

Tool dependant mapping between views


Summary

Multiple views required for implementing information infrastructures

Multiple views may lead to inconsistencies

Awareness of the issues with multiple views is the first step to minimizing these inconsistencies

Multiple views required for more comprehensive understanding of the enterprise

Date post:	13-Jan-2016
Category:	Documents
Upload:	ralf-hodge
View:	220 times
Download:	1 times