The course explains how MES/MOM systems assist companies in their continuous improvement and supply chain optimization efforts.  First, an overview of Supply Chain concepts explained in context of how MOM systems provide critical information and functionality within the extended supply chain. Second, an overview of Continuous Improvement concepts such as Six Sigma, Kaizen, Kanban, Value stream mapping and others are explained. Third, the Lean Journey/Transformation and DMAIC are then explored as a Continuous Improvement (CI) process applied in real company situations. Finally, the best practice method of applying technology and MES/MOM systems specifically to accelerate considerable benefits from Continuous Improvement initiatives.

Outline

1. Global MTO markets require real-time visibility of all forms of production capabilities and state of their resources to determine the most cost effective method for near 100% on-time-delivery.
2. The resulting supply chain management (SCM) systems must be based on manufacturing integration standards to establish the foundation for "standard work" methods to enable a successful transformation to Lean manufacturing.
3. An overview of the concept of Lean MOM explains this relationship between IT systems and Lean management methods.
4. Lean Manufacturing System Understanding the 21st Century market drivers for MES/MOM
5. Standards-based MES/MOM Value and Direction
6. The Value of Utilizing MES/MOM Standards for Schema, Object Models and transactions
7. How to Do and Maintain an MES/MOM Lean Transformation. Overview but referencing the Mfg Transformation Strategy course.
8. Relationship between Lean and a standards-based MES/MOM to build an adaptable Supply Chain Framework.

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.

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

In the 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.

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
     b. Applying isa-95 models to develop transformation deliverables
2. The processes domain
3. The structure domain
4. The people domain
5. The IT domain
6. Overview of ISA-95 methods used
7. Manufacturing system roadmap definition
8. MOM Success Requires ReOrganization and Alignment of  Corporate and Plant Priorities
9. ROI Overview
10. The illusion, "When we finish the project we're done"
11. The reality: progressive insight
12. Frequent pitfalls and possible countermeasures

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. Operational Metrics 
          i. Purpose 
          ii. Sources 
     b. Financial Metrics 
          i. Purpose 
          ii. Sources 
     c. Performance
          i. Business 
          ii. Line 
     d. The Great Divide and Why
3. Alignment
     a. Goals 
     b. Drivers 
     c. Financial and operational metric
4. The Storyboard
5. The Model
6. Sample reports Business Simulation
7. Better decisions

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.

Discover through dialogue participation with industry leaders, peers and GE domain experts to discuss compelling industry topics of constructing a business justification for Production management.   Exchange ideas, ask questions and get answers! Understand how other companies attack the issue of justifying plant or corporate projects and learn what tools and processes help.

End user, vendor and integrator need to work together to build the flexible 21st Century manufacturing plant to enable the developing "pull" economy.  Together, we need to justify the production management solution to the business leaders as the technology for fast market response and even market creation.  Together, quantify the inefficiencies, risks, rewards, migration path, alternative/compromises, competition (internal/external), decision makers, business drivers, and approval process, than it gets simple. 

Objective: Educate customers on how to justify production management solutions within their own organization

Outline

In Part 1, the presentation explains the challenges of scoping and justifying an MES 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 competition comes in many forms: Enterprise and Automation vendors as well as internal initiatives. 

In Part 2, an ROI workshop explains how to balance tangible benefits, assumed results, risk factors and mitigation strategies into a defendable business justification.

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. The Basic Financials
     a. Weighted Average Cost of Capital (WACC)
     b. Payback Period 
     c. Net Present Value 
     d. Internal Rate of Return 
     e. Modified Internal Rate of Return
     f. Real Options Analysis
     g. Primary Objective: Create shareholder value!
     h. Understand the Financial Balance Sheet
3. 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

In an interactive way, this four hours course presents the main elements of the methodology to successfully select a suitable MES/MOM solution to achieve your business and operational objectives. The methodology comprises two phases:

1.       Create a short list of potential solutions quickly.

2.       Proof that 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, will be elaborated. By practical exercises, the participants will obtain some hand-on experience with the most important activities in the selection process.

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.

Outline

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, includes (practical) exercise 1 
          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, including exercise 2
          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, including a practical exercise (in combination with 8.)
     12. Handover to purchasing
Block 6 --------------------
     13. Wrap Up

Timing
Block 1 (10 min.): opening
Block 2 (35 min.): elements 1 - 4
Block 3 (75 min.): elements 5 - 6, including exercise 1 (45 min.)
Block 4 (45 min.): element 7, including exercise 2 (15 min.)
Block 5 (60 min.): element 8 - 11, including exercise 3 (30 min.)
Block 6 (15 min.): wrap-up

CoC Competency Test
The test will comprise:
• 3 exercises during the course
• an exercise about a specific case, including questions, to be worked out and answered within 2 weeks after the course

The course is an overview of the use of service-oriented architecture (SOA) for manufacturing as explained in the MESA SOA for Manufacturing Guidebook and in the Manufacturing 2.0 approach from the Gartner Group.  Mfg 2.0 explains the manufacturing-specific requirements for SOA. There are differences between the SOA used for the enterprise through an Enterprise Services Bus (ESB) and the SOA used by the near real-time MES/MOM and automation systems in a plant through a Manufacturing Services Bus (MSB).  Mfg 2.0 is differentiated from the so-called Manufacturing 1.0 architectures based on stand-alone client/server data base applications that attempted to represent business process modeling through point-to-point interfaces and custom data transformation between applications.  The course provides a brief introduction to Mfg 2.0 and an overview of SOA elements and mechanisms.  The separate manufacturing services bus (MSB) is required due to a high number of transactions, a high parametric data load and near real-time requirements for operations applications. The MSB may be scaled down to a plant or an area of a plant or across multiple production facilities depending on the transaction/data load and response requirements of the operations workflows being supported by the plant applications. A key aspect of Mfg 2.0 is the explanation that manufacturing master data management (Mfg MDM) is different than MDM on the ESB for the enterprise business processes. Mfg MDM services a different set of applications for manufacturing operations management such as dispatching, route execution, and alarm & event applications, which have a much more granular set of objects, attributes, and production rules than MDM that represents enterprise planning, (master) scheduling, and logistics. The Mfg MDM topic is mentioned with a basic definition as an identified critical SOAm design component.  The form and role of MDM is very dependent on the specific industry and its product set, market segment, production type and complexity, and supply chain type. For instance, MDM is much different from life sciences to automotive to aerospace to electronics. Due to the high change rate of the Mfg 2.0 applications due to new product introductions, changes in SKU (stock-keeping units) counts, evolving process technologies documents and production scaling, Mfg MDM requires dedicated set of tools and services.

Outline

1. Business Trends and Drivers
     a. Key Manufacturing Trends
     b. Trends Leveraged in Combination Deliver Result
     c. Interesting Initiatives for Discrete Manufacturing Professionals
     d. 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
3. Service-Oriented Architecture—an Overview
     a. What is SOA?
     b. Using Standards to Get the Full SOA Benefit
     c. Message Content and Format Standards
     d. Service Platforms
     e. WS-I (Web Services Interoperability) Profiles
     f. Additional Web Service Specifications
4. Manuacturing Data Architecture CHALLENGES
5. Manufacturing Master data and the ISA-95 Enterprise Functional Model DEFINED
6. A Manuacturing Master Data Architecture APPROACH
7. Manufacturing Master Data Management in Manufacturing 2.0 Architectures
8. MFG. Data Architectural Principles and Implications
     a. Clearly Establish Mfg. Data Ownership and Governance
     b. MOM Data Shared
     c. Mfg. Data Must Be Secure
     d. Mfg. Data Available on Demand
     e. Mfg. Data Accessible Globally
     f. Mfg. Data Structure Facilitates Adaptable Manufacturing
     g. Mfg. Data Quality and Integrity Fit for Purpose
     h. Mfg. Data Structure Based on a Single Common Mfg. Operations Definition
     i. Mfg. Data Architecture Enables Order and Resource Tracking for Visibility, Optimization, and Regulatory Compliance
9. Seven Typical Mfg. Data Architecture Problems
     a. A Common Mfg Data Architecture Resolves the Seven Problems
     b. Mfg. Data Architecture Patterns
     c. Mfg. Data Access Services Pattern
     d. Mfg. Translation Service Pattern
     e. Mfg. Canonical Data Model Pattern
     f. MOM Master Data Pattern
     g. Business Lifecycle Pattern
     h. Mfg. Data Cleansing Pattern
10. Manufacturing Data Governance

An overview of various MES/MOM implementation and governance methodologies and concepts is provided and how they are applied within a MES/MOM initiative. An overview is provided of 1) system design and project management methodologies and frameworks such as GAMP and Zachman, 2) development approaches such as Waterfall and Spiral/Iterative development, and 3) the associated risks and governance around such projects. Also l System Development Life Cycle (SDLC) methods and the importance of the different SDLC components are discussed including requirement specifications. The importance of behavioral change management initiatives is also discussed to terms of their critical role(s) as part of the governance process.

Over the last 4 years, most MES/MOM requests for proposals (RFPs) have been based on ISA-88/95 language for functional definitions.  Manufacturers are utilizing ISA-95 manufacturing operations activity models for RFPs, functional requirement specifications (FRS) and project management plans. The MES project tool explains different system configuration in terms of workflow, life cycle cost, flexibility, and change management. ISA-95 practically addresses specification of business-to-manufacturing (B2M) solution through best practices to transform operations applications and their transactional interfaces into a flexible manufacturing framework. 

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