MES from the Ground Up

Senior Technical Manager at E. & J. Gallo Winery um E. & J. Gallo Winery
14. Jan 2010

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MES from the Ground Up

  1. The Big Bang Theory
  2. Evolution not Revolution
  3. World Peace
  4. Charting a Course
  5. Laying the Foundation
  6. Can perform most or all functions in the MOM
  7. Capability to pass information across all areas of the MOM model from/to ERP and PCS levels
  8. Tightly integrated functional modules across manufacturing
  9. Application Packages from 250K single site – 10M enterprise
  10. Significant Resource Investment
  11. Requires dedicated project teams and subject matter experts
  12. Duration of project can last from 6 months to 3 years
  13. Significant IT, Management, Operator Training
  14. Companies overestimate the understanding of their own processes
  15. Companies underestimate the impact of implementing new manufacturing and business processes
  16. Resistance to change is often significant without comprehensive representation in designing process change
  17. Requirements, analysis, and design period can consume significant portion of projected effort
  18. Customizations can consume more than half of required project effort
  19. Good and Bad effects of integrated functions can make it difficult to determine specifics
  20. Quality of requirements and design usually have bigger impact on ROI than the function itself.
  21. Select one or few MOM capabilities to implement
  22. Add MOM capabilities over time
  23. Exchanges information with implemented features from/to ERP and PCS levels as required
  24. Loosely coupled functional modules across manufacturing with the ability to leave legacy systems in place
  25. Pay for what you use – Smaller Technology Purchases
  26. Supporting Infrastructure matched to technology – some increments may not require it
  27. Reasonable Resource Investment
  28. Smaller Project teams and fewer subject matter experts specific to capability and for shorter duration
  29. Duration of project reduced, typically 3-6 months
  30. Reduced IT, Management, Operator Training
  31. Concentrate on understanding one or a few processes well
  32. More time to understand the impact of implementing a new manufacturing and business process
  33. Resistance to change can be reduced by including selective representation in designing process change
  34. Requirements, analysis, and design period scaled to MOM capability being implemented
  35. Customizations limited to single/few capabilities
  36. Good and Bad effects of implemented capability are readily apparent
  37. Quality of requirements and design are usually improved because scope is smaller and easier to understand
  38. Low Hanging Opportunities can be evaluated quickly and expanded or contracted as required
  39. Use the ISA-95 MOM model to determine activities for consideration
  40. Determine the current state of the process thoroughly
  41. Getting MES Processes Right is a TEAM Effort
  42. MES isn’t an IT initiative, it’s a Team initiative
  43. MES SUPPORTS Lean and Six Sigma Initiatives
  44. The Right Representation for the Capability
  45. Document Business Goals and Objectives
  46. Build Capabilities Pyramids to Achieve World Class Status
  47. Identification of Low Hanging Opportunities
  48. Initiatives
  49. Key Performance Indicators
  50. Objectives & Constraints
  51. Customer/Supplier Effectiveness
  52. ISA-95 Activity Survey
  53. Conduct Surveys for candidate Department(s)
  54. Small SME Teams Complete ISA-95 Activity Survey
  55. Determine Shortfalls by Activity
  56. Develop As-Is Process Flow
  57. Determine List of Shortfalls by Activity
  58. Automation
  59. Conversion of paper processes to electronic
  60. Data capture through equipment and instrumentation
  61. Minimizing Operator Input
  62. Integration
  63. Integrating functional data from operation to operation
  64. Integrating functional data across capabilities
  65. Collect and Associate Quality Test results with Batch
  66. Lot Management
  67. Record Consumption of Raw Material Lots
  68. Material Tracking
  69. Record movement of materials from location to location
  70. Production Execution
  71. Record Environmental Data to Historian
  72. Record CIP/SIP Data to Historian
  73. Allow individual MOM Capabilities to Utilize Structures and Associations as needed
  74. Add Capabilities by Exposing Additional MES Associations and Structures
  75. Develop Automation capability where necessary
  76. Implement limited MES functionality with compartmentalized capabilities
  77. Establish and Monitor Process Improvement Metrics
  78. Measure and Document ROI
  79. Reasonable Capital Investment
  80. Reasonable Resource Investment
  81. Simplified Change Management Process
  82. Shorter and Simplified Implementations
  83. Easier to Determine Return on Investment
  84. Process is More Important than Technology
  85. Determine Ripe Opportunities
  86. Clearly Defines Goals and Necessary Elements for Growth
  87. Automation can Provide MES capabilities
  88. Current Automation Data Aggregated to MES DB
  89. Extending Automation Capability can be more Efficient
  90. Measuring Performance Justifies Next Steps
  91. KPI’s Show Operational Improvements for Change Management

Hinweis der Redaktion

  1. Add Tyson Example
  2. Specific example for Low Hanging Fruit - Alcoa
  3. Parenteral Example – Adding Material Tracking with Automation