The Big Bang Theory

Evolution not Revolution

World Peace

Charting a Course

Laying the Foundation

Can perform most or all functions in the MOM

Capability to pass information across all areas of the MOM model from/to ERP and PCS levels

Tightly integrated functional modules across manufacturing

Application Packages from 250K single site – 10M enterprise

Significant Resource Investment

Requires dedicated project teams and subject matter experts

Duration of project can last from 6 months to 3 years

Significant IT, Management, Operator Training

Companies overestimate the understanding of their own processes

Companies underestimate the impact of implementing new manufacturing and business processes

Resistance to change is often significant without comprehensive representation in designing process change

Requirements, analysis, and design period can consume significant portion of projected effort

Customizations can consume more than half of required project effort

Good and Bad effects of integrated functions can make it difficult to determine specifics

Quality of requirements and design usually have bigger impact on ROI than the function itself.

Select one or few MOM capabilities to implement

Add MOM capabilities over time

Exchanges information with implemented features from/to ERP and PCS levels as required

Loosely coupled functional modules across manufacturing with the ability to leave legacy systems in place

Pay for what you use – Smaller Technology Purchases

Supporting Infrastructure matched to technology – some increments may not require it

Reasonable Resource Investment

Smaller Project teams and fewer subject matter experts specific to capability and for shorter duration

Duration of project reduced, typically 3-6 months

Reduced IT, Management, Operator Training

Concentrate on understanding one or a few processes well

More time to understand the impact of implementing a new manufacturing and business process

Resistance to change can be reduced by including selective representation in designing process change

Requirements, analysis, and design period scaled to MOM capability being implemented

Customizations limited to single/few capabilities

Good and Bad effects of implemented capability are readily apparent

Quality of requirements and design are usually improved because scope is smaller and easier to understand

Low Hanging Opportunities can be evaluated quickly and expanded or contracted as required

Use the ISA-95 MOM model to determine activities for consideration

Determine the current state of the process thoroughly

Getting MES Processes Right is a TEAM Effort

MES isn’t an IT initiative, it’s a Team initiative

MES SUPPORTS Lean and Six Sigma Initiatives

The Right Representation for the Capability

Document Business Goals and Objectives

Build Capabilities Pyramids to Achieve World Class Status

Identification of Low Hanging Opportunities

Initiatives

Key Performance Indicators

Objectives & Constraints

Customer/Supplier Effectiveness

ISA-95 Activity Survey

Conduct Surveys for candidate Department(s)

Small SME Teams Complete ISA-95 Activity Survey

Determine Shortfalls by Activity

Develop As-Is Process Flow

Determine List of Shortfalls by Activity

Automation

Conversion of paper processes to electronic

Data capture through equipment and instrumentation

Minimizing Operator Input

Integration

Integrating functional data from operation to operation

Integrating functional data across capabilities

Collect and Associate Quality Test results with Batch

Lot Management

Record Consumption of Raw Material Lots

Material Tracking

Record movement of materials from location to location

Production Execution

Record Environmental Data to Historian

Record CIP/SIP Data to Historian

Allow individual MOM Capabilities to Utilize Structures and Associations as needed

Add Capabilities by Exposing Additional MES Associations and Structures

Develop Automation capability where necessary

Implement limited MES functionality with compartmentalized capabilities

Establish and Monitor Process Improvement Metrics

Measure and Document ROI

Reasonable Capital Investment

Reasonable Resource Investment

Simplified Change Management Process

Shorter and Simplified Implementations

Easier to Determine Return on Investment

Process is More Important than Technology

Determine Ripe Opportunities

Clearly Defines Goals and Necessary Elements for Growth

Automation can Provide MES capabilities

Current Automation Data Aggregated to MES DB

Extending Automation Capability can be more Efficient

Measuring Performance Justifies Next Steps

KPI’s Show Operational Improvements for Change Management