1、When Worlds Collide in ManufaCturing operations: isa-95 Best praCtiCes Book 2.0by Charlie GiffordEditor and Contributing AuthorCopyright 2011 International Society of Automation67 Alexander DriveP.O. Box 12277Research Triangle Park, NC 27709All rights reserved.Printed in the United States of America
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7、followed at all times, even if in conflict with the information in this publication.Library of Congress Cataloging-in-Publication in processiiiBook 2.0 authors, Contributing editors, and reviewersChapter 1: soa for Manufacturing overviewAuthorsAlan Boyd Industry Solution ArchitectIBM Corporation561-
8、862-Charlie GiffordChief Manufacturing Consultant21st Century Manufacturing Solutions LLC208-788-Simon JacobsonResearch DirectorThe Gartner Group617-574 David Noller Senior Certified IT ArchitectMgr, IBM SWG Mfg Industry Solutions IBM Corporation866-405-7060 Paul PetersIndustry Solution Architect -
9、IBM SWG IBM Corporation203-486-3323 Steven Pike Sr. IT Architect IBM Corporation802-769-ivauthors, ContriButing editors, and revieWersDave SalkeldIBM Corporation919-882-Alison SmithVP Strategic Planning aspentech781-221-6470ATim ThomasmaSenior Manager, Technology ServicesCapgemini Americas, Detroit
10、734-730-Contributing EditorsJulie Fraser US President the big guys will then stop moving their operations and their suppliers overseas. Without enabling the typical $100-200M revenue plant with MOM systems tied into supply networks, the global economic recovery is simply not possible. With-out some
11、real leadership, vision, cooperation, and courage from manufacturing executives and large investors, economic recovery is not possible.Next Bottom Line: Systems do not make plants more efficient or even effective; flexible knowledgeable workers in effective operations workflow processes do.The indiv
12、idual plant worker must dramatically (not incrementally) increase his or her productivity and value to the business (again)and must be rewarded or not rewarded according to daily performance. The 21st century plant worker must become a true knowledge worker that seamlessly interacts with the adap-ti
13、ve manufacturing systems optimizing operations workflows based on available resources within a demand-driven supply network. Intelligent plants must be-come highly orchestrated in the global supply chain where metrics and resources are reconfigured to match changing market demand. The 21st-century i
14、ntelligent plant and its knowledge worker must become a profit center, not the cost center of the last century, to actually drive the creation of global markets. The profit margin and compensation must be tied together and determined based on the maturity of the product, customer, and market, NOT on
15、 some Wall Street hypo-thetical that currently starve plants with short-term metrics and force managers into destructive short-term decisions.Achieving this intelligent plant requires leaving the old beaten paths of the last century. Manufacturing companies must finally invest in intelligent plant s
16、ys-tems. These next-generation operations workflow systems must create the adapt-able knowledge workers who explicitly know their supply chain roles in plant operations AND are compensated (or not) based on their performance metrics to the demand. Looking at the plant worker in isolation is no longe
17、r possible if the world economy is to grow. The compensation of the 21st-century knowledge worker has to be based on performance to the plants profit contribution margin of the company on a daily basis level. The requirements for intelligent plant operations and workflow systems are aligned to the m
18、etrics from the real-time market potential, supply chain capabili-ties, plant capabilities, and financial expectations. This is currently a black art, but must be demystified immediately for large productivity gains to occur. For this manufacturing transformation to actually work, manufacturing orga
19、-nizations must consolidate all manufacturing IT systems into an autonomous single manufacturing operations management (MOM) architecture and manu-facturing systems technology organization. The MOM organization must be exclusively responsible for controlling and optimizing manufacturing operations x
20、xviprefaCeworkflow, metrics construction, and supply chain connections, as well as oversee design, implementation, ownership, and governance of the MOM life cycle. We need manufacturing leaders, not politicians and accountants, with real cour-age who are NOT afraid of taking risks and who understand
21、 that small failures with analysis are part of the path to success. Effectiveness, not efficiency, is the key to 21st-century manufacturing. The process control engineers, plant man-agers, business managers, and CXOs need to protect their jobs by finding the courage to make a brave decision to drive
22、 adaptive intelligence in manufacturing operations processes, including organizational change, skill set upgrades, and manufacturing systems proactively into your companies. Your challenge, should you choose to accept it, is to become an agent of manufac-turing change and transformation. I hope thes
23、e best practices methods help your manufacturing transformation through standards-based system architectures to create your knowledge worker.Transform Manufacturing for a better world!Charlie GiffordChair and Chief Editor, ISA-95/MESA Best Practice Working GroupPresident & Chief Manufacturing Consul
24、tant21st Century Manufacturing Solutions LLCO: 208-788-5434, M: 208-309-0990, F: 208-788-5690E: xxviiauthor BiographyBSs in Chemical and Material Engineering, Graduate work in Solid State Physics from University of Maryland.For the past 27 years, Charlie Gifford, Lean Operations Management Consultan
25、t, has developed advanced manufacturing systems in direct support of continuous improvement initiatives in a wide variety of industries: aerospace, electronics, automotive, food & beverage, telecom, energy, and life sciences. As a nationally recognized expert in combining Lean Manufacturing practice
26、s with Operations Management Systems, his background includes hands-on design, design super-vision, and team leadership in Production Transformation. As an industry leader in professional organizations such as ISA, Supply Chain Council and MESA International, he has contributed to and taught many ma
27、nu-facturing operations standards, such as ISA-88, ISA-95, Next Gen MESA and SCOR models. He has published over 40 papers and four books on the subject of operations management best practices. Most recently as Chairman of the ISA-95 Best Prac-tices Working Group, he was the Chief Editor and Contribu
28、ting Author for the book, The Hitchhikers Guide to Manufacturing Operations Management: ISA-95 Best Practices Book 1.0. He was awarded the 2007 MESA International Outstanding Contributor Award and 1995 Captains Citation Award for Innovation.E: xxviiitaBle of ContentsSOA in MAnufActuring Overview12cH
29、APter One: SOA in Manufacturing OverviewAbStrAct/intrOductiOnManufacturing companies are facing many new challenges today to become more flexible and agile as business models change. Companies ability to adapt quickly to a changing business environment mainly depends on the agility of their corporat
30、e cultures, flexibility of their business processes and interoperability of the IT system(s) they employ. Unfortunately, many manufacturing companies today have IT systems that are inflexible, antiquated, and difficult and expensive to enhance, maintain, and support.One business shift, or trend, req
31、uiring flexibility today is the use of many suppli-ers to manufacture the end product. Increasingly, manufacturers are using more materials, semi-finished goods, parts, and sub-assemblies from a globally distrib-uted network of suppliers who come and go rather quickly. In order to maintain profitabi
32、lity, companies need to seamlessly and securely integrate their IT sys-tems with their suppliers in order to track product, supplies, schedules, etc. The IT systems of manufacturer and supplier need to be flexible enough to handle different requirements as different suppliers and manufacturers do bu
33、siness.One technology or architecture that helps companies with this problem is called service-oriented architecture (SOA). SOA in manufacturing (SOAm) is used in combination with appropriate industrial standards and Continuous Improve-ment (CI) methods to allow for a plug-and-play type of IT archit
34、ecture called Manufacturing 2.0 (Mfg 2.0). In essence the IT systems functionality can be added to, changed, or removed quickly as market demands require business changes. This paper discusses the current business drivers and trends in the manufactur-ing industries, and explores how those drivers an
35、d trends are causing companies to re-think their IT architecture. The paper introduces SOAm and its components. It also discusses the new tools available to help companies realize the benefits of SOAm. There are different means of accomplishing SOA, depending on the technology and development platfo
36、rm chosen. Two popular approaches are Mi-crosoftWindowsCommunication Foundation (WCF) and the Java 2 Enterprise Edition (J2EE) framework. While there are many similarities in these approaches, there are some differences. This paper does not attempt to draw distinctions. In view of the expertise and experience of the authors, this paper is written from the J2EE perspective using the generally accepted standards of that industry.
