Current industry discussions are focused on manufacturing/production's actual role in global supply chain network. For any manufacturer to be competitive, actual manufacturing operations activities must be highly interactive in supply chain and enterprise processes for effective collaboration and competition. This is the domain of collaborative and flexible manufacturing operations management (MOM) system architectures. The course explains the business cases for using evolving methods based on MOM international standards to effectively design, implement, change and optimize manufacturing operations work processes and supporting MOM system architectures within the distributed pull supply chains.

Outline

1. Business Trends and Drivers
     a. Key Manufacturing Trends
     b. Trends Leveraged in Combination Deliver Result
     c. Drivers for Flexibility, Agility and Responsiveness
2. System View of a Manufacturing Company
     a. Environment
     b. Layered Enterprise View
     c. SOAm
     d. Manufacturing 2.0 Architecture

The course explains the 21st Century Market Drivers for global manufacturing and how the drivers are rapidly evolving systems and methods for real-time intelligence in the manufacturing plant and across its supply chains.  MOM standards developed over 20 years are the foundation for the manufacturing application framework in the manufacturing 2.0 architecture.  The business value and direction of MOM standards is explained as well as an overview of the business role of each MOM standard.  Finally, the concept of adaptable manufacturing is explained in terms of how the standards based Mfg. 2.0 architecture permits configuring plant work processes to supply chain demand.

Manufacturing markets are rapidly changing, driven by global competitive trends which make production flexibility a critical path component of supply chain collaboration. This coordinated data exchange across global supply chains and internal enterprise groups is just a part of Mfg 2.0 business case.

Outline

1. Understanding 21st Century Market Drivers for MOM
2. Value and Direction of Standards-based MOM
3. MOM Standards as a Manufacturing Application Framework
4. Open O&M Standards Overview
5. Manuacturing Data Architecture CHALLENGES
6. Manufacturing Master data and the ISA-95 Enterprise Functional Model DEFINED
7. A Manuacturing Master Data Architecture APPROACH
8. Manufacturing Master Data Management in Manufacturing 2.0 Architectures
9. ISA-95 Configurable Manufacturing

The course details the building of a Manufacturing Transformation Strategy by combining two frameworks:

• A Manufacturing Maturity Model supporting the manufacturing transformation strategy

• The ISA-95 methods mapped against this Maturity Model to support the MOM System and CI Roadmap

Each MES/MOM project ROI identifies corrective actions to mitigate risks through required change to organization structure, process, personnel and technology.
Industrial companies traditionally view manufacturing cost reduction as only a labor cost issue. It is not even the largest cost. Significant cost reduction is a matter of effective work processes across plants and supply chain operations for normal and abnormal operating states. The real solution for effective work processes requires simultaneous changes in organization structure, operations processes, and employee skill sets all of which are enabled by manufacturing operations management system (MOM) technologies. Many manufacturers attempt Continuous Improvement (CI) initiatives without an aligned MOM system strategy and fail. Many manufacturers attempt MOM systems without an aligned CI initiative and fail. As a result, a new global industrial revolution has begun based on how to optimize manufacturing plants by combining CI methods with an adaptive MOM system architecture put into place using a Manufacturing Transformation Strategy.

Successful optimization centers on prevention of production issues in the design by characterizing operations work processes through Lean and Six Sigma methods. Based on the resulting user and system functional requirements, a MOM System Roadmap is derived including risks and a tangible return on investment (ROI) identified for each project. However, when the MOM System Roadmap lacks cultural transformation requirements for each system, the system projects fail.

Outline

1. Constructing the manufacturing transformation strategy
     a. The manufacturing maturity model
2. Applying isa-95 models to develop transformation deliverables
     a. The processes domain
     b. The structure domain
     c. The people domain
     d. The IT domain
3. Overview of ISA-95 methods used
4. Manufacturing system roadmap definition
5. ROI Justification overview

Based on discussions with industry leaders and domain experts, the courses explain the topic of constructing a compelling business plan with a defendable ROI business justification for MES/MOM systems. Exchange ideas, ask questions, and get answers! Understand how other companies attack the issue of justifying plant and corporate investments in MES/MOM projects and learn what tools and processes help.

End users, vendors, and integrators must work together to build the adaptable 21st Century manufacturing plant for a "pull" economy. Only by working together can the best approach to justify operations management solutions for a skeptical business and/or IT leaders as THE methodology/technology combination for fast market response and creation can be achieved. Explained are how to quantify the form of operations process, its inefficiencies, its solution alternatives/compromises, benefits, and plant migration path. Also discussed are risk management and mitigation strategies, solution competition (internal and external), impact to decision makers, business drivers, and the overall capital approval process. The session concludes with a specific discussion of the challenges of scoping and justifying a project to the CIO/CFO level of a company. Justification is not a software demo or even an ROI study, it is contextualizing the business value to the business drivers while quantifying the risk. The audience will be armed to understand and address the competition (internal and external) for scarce resources that exists in today's manufacturers.

Outline

1. Justification Components
     a. Executives Key Priorities
     b. Focus on Key Business Elements for MOM
          i. Speak Language of Business Decision Makers 
          ii. MOM Form and Fit to Business Needs 
          iii. Company Investment Metrics
          iv. CFO's Economic Reality 
          v. Plant Manager's Environment 
          vi. Customer's Expectations and Supply Chain Form
          vii. MOM Business Drivers & KPIs 
          viii. MOM Form and MOM / ERP Functional Segregation
          ix. Internal Competition
          x. Be Aware of The Real Obstacles
2. ROI Modeling
     a. Macro vs. Detailed ROI Approaches
     b. Performance Measurement focuses on many levels
     c. Identify MOM System and Project(s)
     d. Benefits: Identify and map to production wastes streams and Business Drivers
     e. Benefit Calculation: Assumptions and Adoption Rates
     f. Inputs: Benchmarks and Expected Improvements
     g. Investment: Systems and Support
     h. ROI Summary
     i. ROI Risk Mitigation
     j. Build on Strategic Benefits
     k. Emerging Trends

Course outlines how MES/MOM systems assist companies in their continuous improvement and supply chain optimization efforts.  An overview is provided on the following are co-dependent to accomplish manufacturing transformation:  1) Supply Chain concepts and how MOM systems provide critical information and functionality within the extended supply chain; 2) Continuous Improvement concepts such as Six Sigma, Kaizen, Kanban, Value stream mapping and others; 3) The Lean Journey and DMAIC explored as a Continuous Improvement process applied in any real company; and 4) Finally, how technology and MES/MOM systems specifically accelerate considerable benefits to Continuous Improvement initiatives.

The course addresses the critical need of manufacturing practitioners and executives to understand the power of real-time decisions for manufacturing operations metrics before and after linked to financial and business level metrics.  Through a series of pre-configure case studies, the power of  mapping these real-time operations aspects into  ERP, supply chain, R&D (PLM) and more to executive reporting for purposes of optimizing the business process.  All of the tools utilized and material developed for this course are in compliance with Mfg 2.0 architecture the MESA Metrics Framework and Guidebook 2nd Edition that has been developed over the last 8 years.   

Outline

1. Background 
     a. Driving factors and issues
     b. Why do metrics matter
2. Source of Metrics
     a. A Traditional Approach 
     b. The MESA metrics Approach 
     c. The Great Divide and why
     d. The Change in the decisions made
3. Alignment
     a. Goals 
     b. Drivers
4. Financial and operational metric
5. Sample reports
6. Business Simulation
7. Better decisions 

The main methodology elements of successfully selecting a suitable MES/MOM solution are explained in terms achieving your business and operational objectives. The methodology comprises two phases: 1) Create a short list of potential solutions quickly; and 2) Proof the candidates on the shortlist are good enough (or not) to achieve your goals and rank them in sequence of suitability.

The prerequisites for starting the selection process will be explained. Various types of requirements and specifications, how to determine them and how to communicate them with potential suppliers are important issues in the selection process. The final evaluation and ranking, based on all gathered information, are elaborated. The content of this course is based MESA's Whitepaper 11 "MES Product Selection: Best Practices" and on the results and experience of a large number of selection processes in various industrial branches.

Oultine

Block 1 --------------------
     1. Opening
Block 2 --------------------
     2. Overview/introduction, objectives and key success factors of the selection process (see also MESA Whitepaper 11)
     3. Check the prerequisites for the selection process, like:
          a. Vision and strategy of the company, (to be) business processes
          b. Maturity, blueprint of future architecture, roadmap, scoping
          c. Business case, risk assessment.
     4. Start up, set up organization, stakeholder analysis
     5. Kick off
Block 3 --------------------
     6. Requirements and specifications
          a. Knock-out criteria
          b. Generic/specific processes, requirements
          c. User Requirement Specification (URS)
          d. Implementation (single site) and roll out (multi site) preferences
          e. RFI to 'medium list'
     7. Create the short list of approx. 3 MES products
Block 4 --------------------
     8. Requirements document / RFP
          a. Objectives (SMART) for MES implementation
          b. Business processes within scope
          c. Required functionality (use of standards like ISA-95)
          d. Interfaces with other systems
          e. Few relevant (open) questions
          f. Specific test case (small)
Block 5 --------------------
     9. Analysis and evaluation of answers to the requirements document / RFP
     10. Meetings with solution providers (vendor & system integrator)
          a. Objectives
          b. Content, like presentations, demo's, reference visits and optionally audits
          c. Open discussion about mutual understanding, viability of the partnership, roles and responsibilities of the implementation project and/or multi site roll-out
     11. Final evaluation and ranking
     12. Handover to purchasing
Block 6 --------------------
     13. Wrap-up
     14. Competency test (part 1)

Timing
Block 1 (10 min.): opening
Block 2 (25 min.): elements 1 - 4
Block 3 (25 min.): elements 5 - 6
Block 4 (20 min.): element 7
Block 5 (25 min.): elements 8 - 11
Block 6 (15 min.): wrap-up and test

CoA Competency Test
The test will comprise:
• 10 multiple choice questions to be answered at the end of the session
• 10 questions about a limited specific case, to be answered within 2 weeks after the course

The key interactions and benefits are explained for the MES/MOM project management and its critical methodologies used to improve the understanding of project scope, resources, skill sets and project tracking capability.  The focus is on the need to create a framework for 1) critical thinking, 2) communicating, 3) decision-points-project tracking and 4) charactering project management processes and the roles of a manufacturing practitioner.

Exposure to the MES/MOM project management framework supplies the students (and especially end users) with tools for a better understanding of the MES/MOM project: requests, change management tools, execution, tracking, reporting and completion.  This project management introduction is based on the Project Management Institute's PMBOK guide while focused on the needs of manufacturer's in the areas of MES and MOM.   This hour long session is case study based project plan to quickly allow the student to:

Define:
• A Project
• Project management
• Knowledge Areas needed

Identify:
• Risks  
• Costs
• Project Constraints
• Assumptions

Achieve:
• An understanding of project linkage of metrics and reporting for project purposes as applied to the MESA Framework and Guidebook. 

 Outline

1. Define:
     a. A Project 
     b. Project management 
     c. Process management 
     d. Knowledge Areas
2. Determine:
     a. General Management Skills 
     b. Risks  
     c. Costs 
     d. Several standard ROI techniques  
3. Identify: 
     a. The stakeholders and all those in required organizational structures for successful a successful project.
4. Define:
     a. Project Constraints 
     b. Assumptions 
     c. Project Lifecycles 
     d. Project Management Processes
5. Achieve: 
     a. An understanding of project linkage of metrics and reporting for project purposes as applied to the MESA Framework and Guidebook. 
6. Project Initiation and integration tools