1、 The hiTchhikers Guide To operaTions ManaGeMenT: isa-95 BesT pracTices Book 1.0by Charlie Gifford Editor and Contributing AuthorCopyright 2007 by ISAInstrumentation, Systems, and Automation Society 67 Alexander Drive P.O. Box 12277 Research Triangle Park, NC 27709 All rights reserved. Printed in the
2、 United States of America. 10 9 8 7 6 5 4 3 2 ISBN-13: 978-0-9792343-9-2 ISBN-10: 0-9792343-9-5 No part of this work may be reproduced, stored in a retrieval system, or transmitted in any form or by any means, electronic, mechanical, photocopying, recording or otherwise, without the prior written pe
3、rmission of the publisher. Notice The information presented in this publication is for the general education of the reader. Because neither the author nor the publisher has any control over the use of the information by the reader, both the author and the publisher disclaim any and all liability of
4、any kind arising out of such use. The reader is expected to exercise sound professional judgment in using any of the information presented in a particular application. Additionally, neither the author nor the publisher have investigated or considered the affect of any patents on the ability of the r
5、eader to use any of the information in a particular application. The reader is responsible for reviewing any possible patents that may effect any particular use of the information presented. Any references to commercial products in the work are cited as examples only. Neither the author nor the publ
6、isher endorses any referenced commercial product. Any trademarks or tradenames referenced belong to the respective owner of the mark or name. Neither the author nor the publisher makes any representation regarding the availability of any referenced commercial product at any time. The manufacturers i
7、nstructions on use of any commercial product must be followed at all times, even if in conflict with the information in this publication. Library of Congress Cataloging-in-Publication Data in process acknowledGMenTsAs the Chair of the ISA-95/MESA Best Practices Working Group (95BPWG), I have had the
8、 honor of working with nine white paper committees over the past year and a half to put together the first collection of ISA-95 best practices white papers as Book 1.0. These white paper committees were comprised of members (authors and reviewers) from 25 companies and 11 countries, which demonstrat
9、es how ISA-95 is being applied globally.This work was made possible by the great contributions of Brandy Richardson (MESA International), Susan Colwell (ISA), and Scott Clark (Logica Design, Inc.). They are to be recognized for their exceptional efforts in making this book a high quality piece of wo
10、rk.In addition, the chapters in this book were developed by the hard work of the following authors, contributing editors, and reviewers. A GREAT BIG THANK YOU TO ALL!Chapter 1: ISA-95 Best Practices and Business Case Evolve Through Manufacturing ApplicationAuthors Charlie Gifford, Director of Lean P
11、roduction Management, GE Fanuc Automation Paresh Dalwalla, President, OpteBiz IncReviewers and Contributing Editors J. Keith Unger, Principal Manufacturing IT Consultant, Stone Technologies Inc. Alison J. Smith, Sr. Research Analyst, Manufacturing Industrial Solutions, IBM CorporationReviewers and C
12、ontibuting Editors Julie Fraser, Principle, Industry Directions Inc. David M. Connelly, CEO, Open Applications Group Inc. Jim Strothman, Editorial Consultant Paul Ashmore, Senior Manufacturing Operations Consultant, GE Fanuc Automation David R Hinkler, PMP, MGR Application Center, Rockwell Automatio
13、n A. H. (Bert) Wissink, MES consultant, Atos Origin Nederland BV Frank Heinrich, iBASEtvacknowledGMenTsChapter 4: ISA-95 As Is/To Be StudyAuthors Bianca Scholten, Partner, ISA-95/MES Competence Centre, Ordina Technical Automation BV Matthew Schneider, Principle Operations Consultant (Independent)Rev
14、iewers and Contibuting Editors Charlie Gifford, Director of Lean Production Management, GE Fanuc Automation Reinoud Visser, Principal Consultant, Atos Origin Nederland BV Jim Strothman, Editorial ConsultantChapter 5: Manufacturing Information Systems - ISA-88/95 based Functional DefinitionAuthor Jea
15、n Vieille, President, PsynapsesReviewers Clifford Lichkowski, Prairie Malt Limited (a Cargil Inc. Joint Venture) Charlie Gifford, Director-Lean Production Management, GE Fanuc Automation Reinoud Visser, Principal Consultant, Atos Origin Nederland BV Jim Strothman, Editorial Consultant Richard Martin
16、, Vice President, Aspen Technology, Inc Dennis Brandl, President, BR Invensys / WonderwareReviewers and Contibuting Editors Charlie Gifford, Director of Lean Production Management, GE Fanuc Automation Clifford Lichkowski, Prairie Malt Limited (a Cargil Inc. Joint Venture) Jim Strothman, Editorial Co
17、nsultantChapter 8: ISA-95: The (SAP) Enterprise-Plant Link to Achieve Adaptive Manufacturing AnalysisAuthor Satya Narayan Sahu, Solution Manager, Application Solution Management, SAP Labs India Pvt. Ltd. Eddie Whitfield, Senior Principle Business Consultant. Aspen Technology, Inc.Reviewers and Conti
18、buting Editors Charlie Gifford, Director of Lean Production Management, GE Fanuc Automation Julie Fraser, Principle, Industry Directions Inc. Leo Keoghan, Account Manger Supply Chain Systems, Kraft Inc. Jim Strothman, Editorial ConsultantChapter 9: ISA-95 Based Change ManagementAuthor Michael Grasle
19、y, P.E., Director-Consulting, ASECO Integrated SystemsReviewers and Contibuting Editors Charlie Gifford, Director of Lean Production Management, GE Fanuc Automation Mary Patterson, Director, MES Nestl Purina Pet Care Leo Keoghan, Account Manger Supply Chain Systems, Kraft Inc. Jim Strothman, Editori
20、al ConsultantviiacknowledGMenTsviiiTaBle of conTenTsixTaBle of conTenTsChapter 1 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Recognizing a Historical Inflection Point in World Industry and Markets . . . . . . . 21 Goal of the I
21、SA-95/MESA Best Practices Book Series . . . . . . . . . . . . . . . . . . . . 21 Manufacturing Trends Relevant to the Role of ISA-95 . . . . . . . . . . . . . . . . . . . 22 DDSNs Create the Need for Interactive Twenty-First Century . . . . . . . . . . . . 24 Manufacturing Model ISA-95 Blends SOA Ap
22、proach into Manufacturing Operations . . . . . . . . . . . 27 Management “Post-Part 6 B2MML” Required to Meet MSA Requirement and End . . . . . 28 User Demand The ISA-95 Business Value: Low-Cost B2M Interfaces SCOR Performance Attributes and Level 1 Metrics . . . . . . .206 Appendix 7-B: Asset Utili
23、zation Functional Analysis Example . . . . . . . . . . .207 Appendix 7-C: KPI Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .209 Appendix 7-D: Object Model Inter-Relations . . . . . . . . . . . . . . . . . . . . . . . . . .210 Appendix 7-E: Standardized Dat
24、a Definition Framework . . . . . . . . . . . . . . . 211 Appendix 7-F: Actual versus Planned Production Volume: ISA-95 . . . . . . . 211 KPI ExamplesChapter 8 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .215 Executive Summary . . .
25、. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .216 Technology to Bridge the GAP . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .217 ISA-95 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
26、 . . . . . . .218 ISA-95 Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .219 ISA-95 Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .220 B2MML: Implementing ANSI/ISA-95 . . . . . . . . . . .
27、 . . . . . . . . . . . . . . . . . . . . .221 Communication Mechanisms . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .224 Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .225Chapter 9 . . . . . . .
28、. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .229 Introduction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .231 The MOM Change Management Process . . . . . . . . . . . . . . . . . . . .
29、 . . . . . . . . .234 Characterizing the Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .234 Communicating Change . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .244 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . .
30、. . . . . . . . . . . . . . . . . . . . . . . . . . . .249 Appendix 9-A: New Product Introduction (NPI) Example . . . . . . . . . . . . . .251 Appendix 9-B: New Inventory Management System (IMS) Example . . . . . .256 Appendix 9-C: Example Company Organizational Chart . . . . . . . . . . . . . . .26
31、7 Appendix 9-D: Sample RACI Chart . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .268TaBle of conTenTsxiiiTaBle of conTenTs14lisT of fiGures 1-1: Twenty-first Century Distributed Supply Chains Mandates Manufacturing Change 1-2: Business Evolves into Configurable Demand-Driven Supp
32、ly Chains1-3: Production Capability Configured Real-Time: Evaluate Customer Value/OTD to Production Path and Profit Margin1-4: Simplified Work Flow Complexity Matrix1-5: ISA-95 Part 3 Sample B2M Interface Chart: Real-World B2M Interfaces Exist Within/Between MOM Activity Model Functions2-1: Standard
33、s-Based Application Integration2-2: ISA-95 Domain Hierarchy from Purdue Reference Model2-3: ISA-95 Physical (Work/Resource) Hierarchy2-4: ISA-95 Data Flows of Interest Supporting Manufacturing Operations Management and Exchanges between Levels 3 and 42-5: ISA-95 Information Categories (objects) Hand
34、led by Manufacturing Operations Management and Exchanged between Levels 3 and 42-6: Example of ISA-95 Production Schedule Information Object Exchanged Between Level 4 and Level 32-7: ISA-95 Generic Detailed Work Activity Model (Part 3) for MOM2-8: Example of ISA-95/OAGIS Transaction Composed of Two
35、Basic Messages, Each Formed by an OAGIS Verb- B2MML Noun Combination2-9: Example of a Sequence of ISA-95 Transactions to Enable a Specific Business Process Scenario Production Schedule Changes Based on Production Capability Input2-10: Example of Set of ISA-95 Transactions to Enable a Series of Level
36、 4 to Level 3 to Support a Specific Business Process Scenario Production Planning a MOM organization must become more broad-based to successfully integrate MOM architectures horizontally as well as vertically through a manufacturing business.figure 1-1: Twenty-first century distributed supply chains
37、 Mandates Manufacturing changechapTer one: ISA-95 Best Practices and Business Case Evolve Through Manufacturing Application Framework24DDSNs Create the Need for Interactive Twenty-First Century Manufacturing Model To effectively compete in twenty-first century markets, companies are creating tangibl
38、e value by accurately aligning products and value-add services to each customers demand within hours rather than weeks. Response timing is key to profitability in this century. This value objective is not new, but maturing Web technology capabilities (integrated into application software) have provi
39、ded interactive tools for required collaborative and interoperable communication. In conjunction, ISA-95 is defining MOM data structures and exchanges (definitions) that are able to be used to construct the MOM Web services and services oriented architectures (SOA) for MOM solutions. ISA-95 Parts 3-
40、6 are establishing the definitions for operations management data and transaction that are the basis of SOA for manufacturing (SOAm) or manufacturing services architecture (MSA). These ISA-95 parts are establishing the real-time basis to quantify resource elements for production, maintenance, invent
41、ory and quality operations. As seen in 1-5, ISA-95 Part 3 Sample B2M Interface Chart, B2M data flows and metrics, are defined in terms of four B2M categories of information (activity definition, activity capability, activity schedule, activity performance) for the four primary plant activity models
42、shown. These information elements are required for scheduling and planning order fulfillment across distributed Lean supply chains. In 2005, the ISA-95 Committee and the Supply Chain Council formed the ISA-95/SCOR Alignment Working Group, which mapped data flows between the Supply Chain Operations R
43、eference (SCOR) Model and ISA-95 Part 3 Activity Models. This is a foundation for aligning development of the two standards in support of Lean make-to-order (MTO) supply chains as ISA-95 Parts 4-6 are composed over the next three-to-five years. This combined work enables the rapid evolution of MSA a
44、nd DDSN architectures, which shall be documented in the ongoing effort of the ISA-95/MESA Best Practices Working Group.SOA Components: Over the last 15 years, integration technology has evolved from data to process level capabilities with SOAs being the merger of business process management and the
45、enterprise services bus. SOA surrounds Web services containing the business process rules and applications with various technologies to manage, orchestrate and choreograph Web services into an executable, adaptable business model. Core SOA services include: 1) Services Registry2) Enterprise Services
46、 Bus3) Web Services Management4) Web Services Security and Identity Management5) Web Services Development and Programming Tools chapTer one: ISA-95 Best Practices and Business Case Evolve Through Manufacturing Application Framework25These SOA services shall not be explained as part of this paper.The
47、 business justification for ISA-95-based manufacturing services architecture (MSA) within interactive MOM solutions is reinforced by the need for “contract manufacturers” (CM) that enable distributed global supply chains. The necessary practice of outsourcing production to CMs is driven by global ma
48、rkets in growing economies such as India, China and Eastern Europe across all industries. The result is low-cost competition for North American and European suppliers due to lower labor and operating costs. Also, outsourcing has accelerated adopting the demand-driven supply networks where consumer d
49、emand for a single product order is now met by evaluating competing supply chain paths. Basically, the order fulfillment path is now determined by evaluating real-time supply chain cost to customer demand for on-time delivery at a specific quality level. Order commitments are made based on this algorithm.Original equipment manufacturers (OEMs), such as IBM, GE, and Hewlett-Packard, previously known for building a variety of products, are now known for their market-leading product designs and their ability to market and
