cIm -IE775
computer Integrated manufacturing
Industrial & Manufacturing Enterprise DepartmentThe Wichita State Universityhttp://www.mrc.twsu.edu/whitman/classes/ie775
Larry Whitman [email protected](316) 691-5907
(316) 978-3742
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Why cIm databases?
effective management of data is fundamental to cIM - Ch 1
data modeling is fundamental to cIm - Ch6
distribution of data - Ch7
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Database Fundamentals
collection of data (organized?!)
DBMS - database management system
relational database model
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RDBMS - main aspects
retrieval
updating
inserting/deleting
indexing (ordering and sorting)
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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
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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
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Database disadvantages
cost
development
maintenance
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Architecture
Fig 9.1
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Data modelling
entity - an object, activity, function, person, anything
class - group of entities
instances (of a class)
relationships
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Entity Relationship Diagram
fig 9.2
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Example
fig 9.3 and 9.4
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Relational databases
fig 9.6
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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
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Other rules
no key attribute can have a null value (entity integrity rule)
many to many
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decomposition of many to many relations
fig 9.7
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Design Principles
Switch to database presentation
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CIM Implementation Guidelines ensure vision exists!
ensure communication is possible and communication of CIM happens!
find a facilitator
find a team
develop models
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CIM Implementation Guidelines
do BPR (system, not local)
select standards, technology
segment implementation
implement
no!!!! use TEM!!!!!
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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
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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
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Objective
• Develop a method to guide the transformation of the enterprise
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Transform Enterprise Methodology
Develop Vision and Strategy
Create Desired Culture
A Passion for
Better
Faster
Cheaper
Plan
for
change
Improve and Integrate Enterprise
Develop Technology Solutions
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Already discussed last week, but….
Develop Vision and Strategy
BuildCommitment
DevelopStrategic Purpose
What
Do We
Want
To Be?
How do we
get there
from here?
AssessEnvironment
Develop & DeployIntegrated
Transformation Plan
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How do we get there?
How do we Create the Desired Culture?
Sell Vision, Plan, & Performance Expectations
Align Administrative
Systems
Build & Align Leadership
Improve Communication
and Trust
Align Social interaction
Improve & Involve People
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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].
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Why is culture important?
Company culture
Culture acts as a social control system that powerfully shapes the behavior of individuals and groupsconstrains company visionlimits what strategies can be implemented affects how customers perceive your company
Culture always wins!
CompanyCulture
Com
pany
Cul
ture
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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.
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Evaluate Existing Culture
Evaluate previous attempts at change &
level of resistance.
Evaluate performance
measures & rewards.
Analyze communication
channels.
Identify levels of control &
management styles.
Assess existing education levels /
skills.
YOURCOMPANY
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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
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Improve & Integrate Processes
Understand and Improve
the Product (2)
Understand and Improve
the Process (3)
Design & Implement Effective Controls
(4)
Understand the Customer (1)
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Understand the Customer
Identify and Classify
Customers (1)
Determine Customer Needs (2)
Evaluate Customer
Satisfaction (3)
Evaluate Competitors (4)
Set Goals For Future levels of
Service (5)
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Understand and Improve the Product
Identify and Classify
Products (1)
Analyze Products (2)
Design Improved
Products (3)
Translate Product
Characteristics into Process
Requirements (4)
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Understand and Improve the Process Bound Process and
Identify Relationships (1)
Document and Analyze
Process (2)
Design Improved
Process (3)
Implement Improved
Process (4)
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Design and Implement Effective Controls
Identify Feedback Paths (1)
Analyze Feedback Paths (2)
Design Feedback Paths (3)
Implement Feedback Paths (4)
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Really the whole class, but….
Develop Technology Solutions
UnderstandNeeds
DevelopDecision Criteria
What
Do We
Want
To Be?
How do we
get there
from here?
DevelopAlternative Solutions
Evaluate Alternativesand Select Solution
Develop and DeployTechnology Solution
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What Is Technology?
TechnologyTechnology - A manner of accomplishing a task, especially using technical processes, methods or knowledge.
TechnicalTechnical - Having special and unusual practical knowledge especially of a mechanical or scientific subject
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Technology Defined
Appropriate application of knowledge
in accomplishing a task
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Appropriate Use of Technology
Tied to vision and strategy
Used to improve and integrate
processes
Consistent with desired culture
Use technology where appropriate
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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
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Quality of Worklife
Workers displaced
Isolation due to technology
Organization of technological “have” and
“have nots”Beware of creating a group of “technical
elite”TrainDo not become captive to a technology guru
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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
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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
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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.
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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 SUCCESSMAKING DECISIONS IS THE SINGLE MOST IMPORTANT REQUIREMENT FOR SUCCESS
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What Process
Explain the reason for the decision
Weigh factors to be satisfied
Explore alternatives
Consider risks
Communicate choice/recommendations
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Logic Path
DescribeDecision
EstablishCriteria
AnalyzeAlternatives
Assess Risk
Make Choice
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Describe Decision
EstablishCriteria
AnalyzeAlternatives
Assess Risk
Make Choice
DescribeDecision
• State the decision to be made
• Structure
VERB select, choose, determine, ...NOUN object of verbADJECTIVE constraints, modifiers
• Examples
“Determine the best cost-reduction approach”
“Choose a new truck for city-wide deliveries”
“Select the best applicant for plant manager”
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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
DescribeDecision
AnalyzeAlternatives
Assess Risk
Make Choice
EstablishCriteria
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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”
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Separate Criteria
Separate CriteriaInto
MUSTS/WANTS
Establish WeightedValues for WANTS
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WANTS
All remaining criteriaare WANTS
Develop additional WANTS by inverting MUSTS
MAX or MIN often used to state WANTS
USED TO DETERMINE HOW WELLALTERNATIVES MEET CRITERIA
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Weighted Criteria
Most important WANT given a weight of 10
All other WANTS weighted relative to most important WANT
5 is half as important as 10 Do not RANK the alternatives (10,9,8,7,6,...)
(2nd most important not automatically 9)
WANTS may have equal weights if they are truly equally important
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Check
ALL CRITERIA Relate to Decision Purpose Too general? Facilitate comparisons?
MUSTS Mandatory - Realistic - Measurable Inverted into Wants?
WANTS Bunching? Duplication? Most important weighted 10?
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Analyze Alternatives
Identify alternatives (as many as possible)
Brainstorm to identify additional alternatives
Seek many different sources of information
Consider future needsDescribeDecision
EstablishCriteria
Assess Risk
Make Choice
AnalyzeAlternatives
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Evaluation
AlternativesCompareto eachrequired
Compareto Weighted
Criteria
EvaluateRisk
Disregard
Yes PreferredBalancechoice
No Not Preferred
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Compare MUSTS
Destructive “YES/NO” test
“NO” eliminates ALTERNATIVE from further consideration
If none survive? Generate additional alternatives then, if
necessary Review MUST criteria
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Compare WANTS
Alternative which best satisfies a specific criteria gets a relative weight of 10
All other alternatives weighted against the best one for a specific criteria (5=50% of best satisfaction)
Multiply Criteria Weight by Relative Weight to produce a Weighted Score for each Alternative
Total is the sum of Weighted Scores for each Alternative
Continue with all Alternatives scoring within 30% of best
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Assess Risk
Precursor to making final decision
Consider consequences and future implications
Consider ease to modify (flexibility) Monitoring Cost of error Time for correction
DescribeDecision
EstablishCriteria
AnalyzeAlternatives
Make Choice
Assess Risk
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Sources of Risk
Performance close to limits of MUSTS
Reference checks Customers Vendors Financial services
Observed facts
Personal experiences
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Extra Slides begin here
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Research Method
• Reviewed personal experiences
• Reviewed current literature
• Conducted eight case studies
• Synthesized personal experience, current literature and case study analysis into an Enterprise Transformation Methodology
• Conducted author/reader cycle and incorporated comments
• Constructed implementation workbook
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Research Method
Design Study
• Developed holistic multi-case design
• Developed interview instrument and case study protocol
• Conducted peer review cycle of instrument
Conduct Study
• Conducted pilot case
• Improved interview instrument and protocol
• Conducted 8 case studies
• Exercised flexibility of design
Analyze Results
• Developed and distributed individual case study reports
• Developed cross case analysis
• Developed datalist
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Research Method Develop Methodology
• Conduct IDEF0 author/reader cycle with local experts
• Incorporate comments and improve method
KitsStep 1
Kits with Reactions from AuthorStep 3
Kits with Comments from ReadersStep 2
Author Readers
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IDEF0 Node Tree
A0
A1 A2 A3 A4
A12 A13 A14 A31 A32 A33 A34A11
A-0
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A-0 - Transform Enterprise
TransformEnterprise
A0
EnterpriseTransformation Knowledge
Existing Culture
Existing Processes/Products/Technology
Motivation To Improve
Integrated & Improved Processes/Products
Competent Culture
Environment
Vision, Commitment to Excellence &Integrated Transformation Plan
Facilitators/Technical Experts/Champions
Management
Document and Define the Enterprise Transformation Process. Enterprise Improvers and Facilitators.
Purpose:Viewpoint:
Implemented Technology Solutions
Feedback From Customers/Suppliers/External Processes
Feedback To Customers/Suppliers/External Processes
Revision Date:September 1997
Existing Strategic Direction
Copyright By D.R. Underdown & D.H. Liles 1997All Rights Reserved
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A0 - Transform Enterprise
C1
Environment
O1
Vision, Commitment toExcellence & IntegratedTransformation Plan
Develop Vision & Strategy
A1
Create Desired Culture
A2
Integrate & Improve
EnterpriseA3
Develop Technology
SolutionsA4
M1
Management
TechnologyNeeds
I3Existing Culture O2
O3
Integrated & Improved Processes/Products
Involved People
O5
ImplementedTechnologySolutions
I4
Feedback FromCustomers/Suppliers/External Processes
I5
Existing Processes/Products/Technology
O4
Feedback To Customers/ Suppliers/ External Processes
SteeringTeam
TechnologyDevelopmentFeedback
I1
Motivationto Improve
Vision, Commitment to Excellence & IntegratedTransformation Plan
I2
ExistingStrategicDirection
AvailableTechnology
Competent Culture
Competent Culture
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A1 - Develop Vision & Strategy
C1
Environment
O1
Vision & IntegratedTransformation Plan
M1
Management
Build Commitment
A11
DevelopStrategic Purpose
A12
AssessEnvironment
A13
Develop & Deploy
Integrated Transformation
PlanA14
O2SteeringTeam & Champions
I1
Motivationto Improve
I2
ExistingStrategicDirection
Assumptions
Vision& Mission
Values
Commitment to Excellence
Champion/Facilitator
Issues & Constraints
SteeringTeam & Champions
I3
Feedback FromCustomers/Suppliers/External Processes
ExistingParadigms
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A2 - Create Desired Culture
C2
Vision, Commitment to Excellence & Integrated
Transformation Plan
O1Competent
Culture
O2Involved
People
I1
Existing Culture
M1SteeringTeam
Sell Vision, Plan, & Performance
Expectations
A21Align
Administrative Systems
A22Align Leadership
A23Improve
Communication
A24Align Social Interaction
A25Improve &
Involve People
A26
Existing Policies& Controls
Existing LeadershipParadigms
ExistingCommunicationPatterns
Existing InteractionPatterns
Existing Knowledge, Skills, & Attitudes
Understanding ofDirection & PerformanceRequirements
Aligned Policies& Controls
AlignedLeadership
ImprovedCommunication
ImprovedSocial Patterns
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A3 - Integrate & Improve Enterprise
C2
Vision & IntegratedTransformation Plan
C3
CompetentCulture
M1Steering Team/Involved People
O2
Integrated & Improved Processes/Products
C4
TechnologyDevelopment
Feedback
I2
Existing Processes/Products/Technology
I1
Feedback FromCustomers/Suppliers/External Processes
O1
Feedback To Customers/ Suppliers/ External Processes
O3
TechnologyNeeds
Understand The Customer
A31
Understand & Improve The
Product
A32
Understand & Improve The
Process
A33
Design & Implement Effective Controls
A34
ProductRequirements& Customer Set
Process Requirements& Product Set
Desired Behavior& Metrics
ProductControls
ProcessControls
CustomerControls
ExistingProducts
ExistingProcesses
ExistingControls
ProductFeedback
ProcessFeedback
ControlFeedback
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A31 - Understand The Customer
M1Steering Team/
Involved People
C1
Vision & IntegratedTransformation Plan
O1
ProductRequirements& Customer Set
C3 CustomerControls
Identify & Classify
Customers
A311
Determine Customer Needs
A312
Evaluate Customer
Satisfaction
A313
Evaluate Competitors
A314
Set Goals For Future Levels of
Service
A315
CustomerSet
CustomerNeeds
CustomerSatisfactionLevels
CompetitivePressures
I1
Feedback FromCustomers/Suppliers/External Processes
C2CompetentCulture
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A4 - Develop Technology Solutions
C2
Vision & IntegratedTransformation Plan
C3
Competent & Capable Culture
M1Steering Team/Involved People
O2
ImplementedTechnology
Solutions
O1
DevlopmentFeedback
I2
AvailableTechnology
I1
TechnologyNeeds
Understand Needs
A41
Develop Decision Criteria
A42
Develop AlternativeSolutions
A43
Evaluate Alternatives &Select Solution
A44
Develop & Deploy Solution
A45
RequirementsCriteria
SelectedTechnology & Requirements
AlternativeSolutions
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Next Class
ERP/PDM and Paper Presentations!