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Abs- This paper is dedicated to describing the efforts of the Small Integrated Manufacturing Enterprise (SIME) program at The University of Texas at Arlington. The research objective of the program is the development of a set of integration requirements for the generalized small CIE of the future. These requirements will be established using a reference model of "the successful small CIE of the future". The construction of a corresponding "AS-IS" model generated from the analysis of small manufacturing companies will also be described. In addition to developing a CIE architecture for small manufacturing enterprises, the program is producing a systems development methodology. This methodology will be packaged in the form of a "Do It Yourself Kit" which would introduce the small manufacturers to the technologies and philosophies incorporated in the proposed CIE architecture. In addition, it will suggest tools and techniques which will assist small companies analyzing their own organization and define a migration path from their current enterprise structure to one which is compatible with the proposed small integrated enterprise architecture.
Abs- Implementing computer-integrated manufacturing (CIM) is not easy. Some of the challenges include timely, cost-effective software creation, user eduction and cooperation, and computer systems interfaces. A valuable aid in meeting these challenges in a user-friendly tool for visually defining integrated systems. Such a tool helps system difiners and builders communicate more effectively among themselves and with users. This article presents a proven technique for system definition that is rigorously defined yet easy to create.
Abs- Decision making requires complete, accurate and timely information. A variety of methodologies is available to develop an information system specification for a manufacturing organization. Some are well suited to this purpose, some are not. This paper focuses on IDEF and SSADM methodologies. A general description of DFD, IDEF, and SSADM methodologies are given, followed by an application of the methodologies in manufacturing.
Abs- Historically the concept of IDEF0 began in the early 1970s when the US Airforce recognised the need to cut costs of aerospace products by increasing its industries' productivity. this led to the introduction of a program for integrated computer-aided manufacturing (ICAM) being developed as a means of producing efficient manufacturing control and eveloping automated manufacturing systems. However, from the start the definition of requirements was uncertain. It was widely accepted by various researchers at the time that a large percentage of design errors could be attributed to the failure to understand the manufacturing system.
Abs- This paper is dedicated to describing the efforts of the Small Integrated Manufacturing Enterprise (SIME) program at The University of Texas at Arlington. The research objective of the program is the development of a set of integration requirements for the generalized small CIE of the future. These requirements will be established using a reference model of "the successful small CIE of the future". The construction of a corresponding "AS-IS" model generated from the analysis of small manufacturing companies will also be described. In addition to developing a CIE architecture for small manufacturing enterprises, the program is producing a systems development methodology. This methodology will be packaged in the form of a "Do It Yourself Kit" which would introduce the small manufacturers to the technologies and philosophies incorporated in the proposed CIE architecture. In addition, it will suggest tools and techniques which will assist small companies analyzing their own organization and define a migration path from their current enterprise structure to one which is compatible with the proposed small integrated enterprise architecture.
Abs- System development methodologies are indeed helpful when planning, designing, implementing, and maintaining modifications and improvements to existing system. The methodology modeled in PSD will provide the needed structure for small manufacturing concerns in the SIME "Do It Yourself Kit" when attempting improvements and integration. In addition, the Tyson team will continue to use the logics and mechanics from the model, to improve the food processing business activities in the future.
Abs- The IDEF modeling methodolgoy of the US Air Force's integrated computer aided manufacturing (ICAM) program is a powerful tool for modeling the functional structure, the data needed to support the functions, and the dynamic behavior of a manufacturing enterprise. THe resulting function, information, and dynamics models provide three distinct but complimentary views of the system being modeled. A major deficiency of IDEF is the lack of cohesion between the three views whereby a single consistent description of the system is difficult to obtain, especially when the modeling domain is large and complex. Among its other limitations are difficulty in capturing the semantics of real-world systems in the information model, and a dynamics-modeling language unsuitable for modeling flexible manufacturing systems. In this paper we propose an integrated framework for enterprise modeling (IFEM) that extends the IDEF methodology to include methods that overcome the above-mentioned shortcmings of IDEF. The use of IFEM and its advantages over IDEF are illustrated using examples from a reference architecture developed for a computer-integrated apparel manufacturing enterprise.
Abs- The popularity of the IDEF0 method is principally due to its focus on enhancing human-to-human communication. Over the years, a variety of automated tool have emerged that support the application of this method. As these tools become integrated with traditional computer Aided software Engineering environments, a new world of opportunities is emerging. In this new order, Frameworks of Systems architecture methods including IDEF0 as a component will feed enterprise repositories. These repositories (or knowledge bases) will enable the realizaiton of integration systems of a scale presently unattainable.
Abs- The popularity of the IDEF0 method is principally due to its focus on enhancing human-to-human communication. Over the years, a variety of automated tool have emerged that support the application of this method. As these tools become integrated with traditional computer Aided software Engineering environments, a new world of opportunities is emerging. In this new order, Frameworks of Systems architecture methods including IDEF0 as a component will feed enterprise repositories. These repositories (or knowledge bases) will enable the realizaiton of integration systems of a scale presently unattainable.
Abs- Technical report on IDEF3
Abs- Technical description of IDEF4
Abs- Discusses IDEF0,IDEF1,IDEF1X,IDEF2, IDEF3, IDEF4, and mentions IDEF5, IDEF6.
Abs- Discusses IDEF0,IDEF1,IDEF1X,IDEF2, IDEF3, IDEF4, and mentions IDEF5, IDEF6.
Abs- A rough modeling methodology is presented, using the European Prestandard ENV 40 003 1990-04-18 "CIM-Systems Architecture- Framework for Enterprise Modeling" (CIM-OSA cube) as a guiding framework.
Abs- The authors present a technique to map organizations into IDEF anlaysis to aid in the communication, analysis and design,a nd implementation of processes. IDEF does not communicate BP effectively from an organizational perspecive nor for workflow efficiencies among organizations and does not address responsibility and authority. What the authors do is draw columns for organizations and place activities within the organizations performing them. Then they break it down to the capabilities needed for each activity and redesign the organization based on capabilities.
Abs- Process models offer a systematic, well defined way of represenring the structure of a firm's manufacturing operations. They record the activities that are performed in order to achieve a well-defined purpose of some kind, together with the activities' inter-dependencies. In notations such as that of IDEF0 these models have a hierarchical decomposition, in which activities are successively decomposed into more detailed activities, connected by a pattern of constraints of various kinds. Process models can be used to substantiate a number of claims about the satisfactoriness of a firm's operating structures: claims that its activities can be carried out with a greater degree of concurrency, for instance, or that there are redundant or duplicated activities, or spans of control that do not match readily identified processes. This paper describes a number of observations that were made about the practice of process modelling in an engineering firm. It discusses, in particular, the limited expressive power of process modeling notations, and the problems encountered when a normative approach is taken to the analysis of a model - when the analysis refers to some notion of an ideal factory (such as a cellular organization).
Abs- The study of manufacturing systems has generated interest in IDEF0, a structured functional analysis technique for manufacturing. The paper comprises a review of relevant published literature. Four categories of publications have been identified: descriptions and reviews of the basic principles of IDEF0; performance evaluation and comparisons with other techniques; enhancements to the technique; and specific applications. The paper concludes with a discussion of issues raised as a result of the review, identifying general agreement that there is a need for such a technique and that it provides a basis for understanding and analysing manufacturing systems.
Abs- The various forms of structured analysis have been used successfully for several years. They have brought rigor and clarity to software specifications. They do have shortcomings when applied to business reengineering. This paper presents comparisons of SA and IDEF in several important areas.
Abs- Describes use of IDEF0 and CPN within a military logistics application. Good overview of colored petri net simulation is presented.
Abs- Discusses a practice the author refers to as a Quality Based Management System (QBMS). "Managers cannot control outputs but are measured on them. Can can control the functions and resources used for improving them and therefore control outputs indirectly." Uses a Tactical Planning Matrix to map outputs (Process or whats) to activities (operations or hows). Helps identify which functions need attention through ratios of importance/capabilities. This helps identify relationship of organizational and process views. Two types of improvements - Incremental and continuous - uses analytical, quantitative tools and skills Strategic and Systemic - uses design rather than analysis; uses qualitative data Process = steps (what, how much, how well) Operations = (when, who, where)
Abs- The authors provide an overview of the similarities and differences of the three techniques. An overview of tools applicable to each is also presented. The overview is presented within the context of the DoD Integrated Approach which is a methodology which incorporates the three techniques.
Abs- To carry out the technological and accompanying organizational changes in enterprises at ever increasing speed, the commitment of the people involved is needed. Social simulation games can be used in planning and implementing the change. To assist in this, the software tool GAMEVIEW is presented. It is designed to assist in the open, social simulation and documentation of change. It runs on a PC and produces the material for the IDEF0 style wall charts and documents them, while the charts are built in participative development groups. When the model is finished down to the minispecification level, the software can output the tools needed to play the social simulation game according to the functions of the business processes. GAMEVIEW helps in building the models, in documenting the models, in enhancing the models, in getting the models accepted, and into full use.
Abs- The authors discuss the possibilities of combining IDEF and NIAM to take advantage of both. Includes overview of NIAM. Includes example.
Abs- Overview of the IDEF5 Ontology capture method. Includes definitions, syntax, semantics, procedures for developing model, etc.
Abs- Proposed draft of vision of future IDEF capabilities. IDEF will be capable of supporting the environment described in the paper by the year 2000 or sooner
Abs- The development of a Manufacturing Enterprise Architecture (MEA) is a prerequisite for the successful implementation of Computer Integrated Manufacturing in an enterprise. To facilitate the development of MEA, an Enterprise Modeling Framework (EMF) is proposed as an object-oriented framework for modeling the three major facets of an enterprise, viz., function, information, and dynamics. EMF consists of a methodology and software tools implementing the methodology. The overall objective of this five year research effort is to design and develop MEA. In this paper the scope of the research and the progress to-date on a few speific efforts are presented.
Abs- The development of IDEF tools for modeling and analysis of processes has been moticated by the desire to increase productivity by improving communication and structure of manufacturing systems. Constructing an IDEF model is only one component of a comprehensive process modeling effort. Representing an IDEF model as process graphs, performing observational model analysis and analysis of IDEF model structures are issues addressed in this paper. The paper includes a review of current approaches to IDEF modaling in industry as well as techniques for analysis of IDEF models. The fundamentals of IDEF0 and IDEF3 are discussed, however, the emphasis of the paper is on model analysis and reengineering design and manufacturing processes. An algortihm for model analysis is presented.
Abs- Overview of the IDEF5 Ontology capture method. Includes definitions, syntax, semantics, procedures for developing model, etc.
Abs- The modeling and analysis of Business Rules combined with other business process modeling techniques, provides an effective means for management to make intelligent decisions regarding the introduction of innovative changes. Simplified and enhanced Business Rules can be used to "regenerate" new business processes, rather than simply hoping that improvements will result from "obliterating" the current processes. To be fully understood, business processes must be defined not only at the concrete level, showing work flow within a set of resource constraints, but also defined at a logical level, showing functional interdependencies, and at a conceptual level, showing the behavioral control characteristics that are defined by Business Rules. Business Rules reflect the subjects of process management and control and how the different aspects of the process are interrelated. By using the IDEF1X technique to model Business Rules, they can be simplified and validated for consistency. The formal definition of Business Rules also facilitates analysis of the process performance drivers. A simple change in the Business Rules underlying a process can result in radical and dramatic improvements. As a classic illustration, most people are familiar with Henry Ford's introduction of the assembly line in 1913. However, what is often overlooked is the importance of Ford's new business rules. Business Rules for concepts such as labor skills cate~ories and work shifts provided the foundation for his radical process improvement. Although the importance of Business Rule modeling is only beginning to be understood, it is like "genetic engineering" of the enterprise and holds the key to innovative changes.
Abs- Various articles pertaining to IDEF related matters
Abs- Traditional methods of proccess modeling that are currently used for the design of business processes do not fully support the needs of the agile firm or virtual enterprise. This paper examines the major shortcomings of traditional structured methods of process design, such as IDEF-0. The object-oriented paradigm of process modeling is proposed as an alternative method for supporting process design in the virtual enterprise environment. Object-oriented concepts are defined and the value of these concepts in designing the virtual enterprise is explored. A base object class structure for process modeling is also proposed.
Abs- An important requirements for world-class CIM systems is the ability to capture knowledge from multiple disciplines and store it in a form that facilitates re-use, sharing, and extendibility. Taxonomies and glossaries, in and of themselves, will not fully address this requirements, and will need to be supplemented so as to circumscribe the meanings and logical properties ofd the terms as precisely as possible. We thus perceive the need for ontologies rather than mere taxonomies. An ontology is a description of the kinds of things, both physical and conceptual, that make up a given domain and the relationships among them as represented by the terminology in that domain. This paper describes a scientific methods for acquiring, structuring and maintaining CIM ontologies. An ontology capture method is essential to developing practical CIM ontologies because it facilitates the direct capture of CIM knowledge by practitioners within the manufacturing domain. The proposed ontology capture method includes: 1) a graphical language to support conceptual ontology analysis. 2) a structured text language for detailed ontology characterization 3) a systematic procedure that provides guidelines for effective ontology capture. Finally, the utility of the method is demonstrated by describing how the method is used to develop an ontology of a shop floor control system.
Abs- This effort seeks to identify a candidate set of mappings between a business model and a software model for the purpose of tracing user requirements. Specifically, we identify the cmponents of an IDEF-based model that represent information system requirements, then relate those requirements to the appropriate components of an object-oriented model.
Abs- Research work is proceeding on the devlopment of a framework that will help the manufacturing business identify business processes, process components and links between the processes to form a company-wide view. This paper describes the supporting theory of systems and the structure, development and validation of a model of standard business processes.
Abs- To overcome difficulties of the existing systems development and modeling methodologies and simultaneously to keep capabilities and characteristics of different models, a function, information, dynamics, and organization (FIDO) integrated modeling (or systems analysis and design) methodology is developed in this research. It incorporates robust, but independent, models such as the IDEF0 function model, Object-Oriented (OO) information model, the SLAMII dynamics model, and the Organization Chart into a comprehensive set of integrated modeling tools. The suite of integrated modeling tools of the FIDO methodology consists of a FIDO Integrated Modeling Framework, Extended IDEF0 modeling that integrates function and organization models for business/manufacturing process analysis, OOIDEF0 (Object-Oriented IDEF0) modeling that integrates function, information, and organization models for the distributed information systems analysis, OOIDEF0 Spec. that specifies objects for the design of OO information systems such as databases, repositories, and applications in a distributed client/server environment, and Dynamic IDEF0 modeling that integrates function and dynamics models for business performance analysis. The FIDO methodology can be used with any systems development models such as OO rapid prototyping models, such as spiral and fountain/incremental models, and traditional waterfall model. The FIDO methodology simultaneously achieves three kinds of integration: model integration of the different models, paradigm integration of the structured and OO paradigms, and systems development life cycle integration. Since the model integration maintains consistencies between different models, the effects of changes of one model can be identified on the other. This will improve the time, cost, and quality efforts required to maintain and modify different but inter-related models. The paradigm integration complements the structured and OO paradigms by a coupling of the IDEF0 model and the OO model. Through the paradigm integration, we can take advantages of the benefits from both of them. The seamless integration of the systems development cycle allows systems analysts, designers, and programmers to easily work together. The FIDO methodology can be applied to such areas as enterprise systems integration, enterprise-wide information and database systems development, computer integrated manufacturing (CIM) systems development, business process reengineering (BPR), and quantitative evaluations of business processes.
Abs- Today the modeling of an enterprise or a system has been enabled by various methodologies, which are used for different purposes and views upon the enterprise or system. However a methodology tailored to one purpose may be quite unsuitable with another. In order to overcome the difficulties, the functional, information, dynamic, and organizational (FIDO) integrated modeling methodology is developed in this research. The new methodology includes the FIDO integrated modeling framework(FIDO0) and the integration of the extended IDEF0 and IDEF0/td function models, object oriented information model, SLAMII simulation model, and organizational model embedded in the function and information models.
Abs- Policies, rules, conventions, procedures, contracts, agreements, regulations, societal and physical laws are the defining structure for an enterprise. These items forge relationships between people, information, material, and machines to make a system. In this report, we refer collectively to these items as constraints. Constraints initiate, enable, govern, and limit the behavior of objects and agents to accomplish the goals or purposes of a system. If we want to change the behavior of a system for whatever reason (e.g., improve its performance, efficiency, or effectiveness) we need to know what the relevant constraints are. However, the collection of constraints that forge an enterprise system is generally poorly defined. That is to say, the knowledge of what constraints exists and how those constraints interact is at best incomplete, disjoint, distributed, and often completely unknown. The IDEF9 Business Constraint Discovery method described in this report was designed to assist in the discovery and analysis of constraints in a business system. Once these constraints have been cataloged they can be systematically examined and, if necessary, tuned or replaced to improve the performance of the system.
Abs- The author reviews methodologies and modelling tools which have been developed for use in manufacturing systems. The strengths and weaknesses of the different tools are discussed, and examples of applications are given. An understanding of general systems theory as identified by Checkland (1981) is assumed. The methodologies and modelling techniques discussed make the common assumption that systems concepts, such as organised interconnectedness and emergent properties, apply in the context of the problem domain. The modelling tools may be used to model business processes including: all the planning and control processes, process technology and management and administrative. Following the review of the methodologies and modelling techniques a practical guide in the form of a table is proposed for business processes.
Abs- This paper presents experiences with the application of the IDEF0 technique in the development and specification of methodologies. Case studies in this novel use of the tool are presented for two projects. The first case describes a methodology for assisting small companies implement continuous improvement. The second case is a methodology for the strategic justification of investments in enterprise-wide technologies. The conversion of the IDEF0 specifications to actual delivery mechanisms is discussed. Advantages, disadvantages, and suggestions for use of IDEF0 for methodology design and specification are also presented.
Abs- The paper presents some issuers relevant to the strategic justification of computer-integrated enterprise technologies for small and medium-sized manufacturing enterprises. To address the issue of making a strategic justification or ‘business case’ for these technologies, and organizational decision-making methodology that incorporates the strategies of the firm is needed, among other requirements. A research and development approach that integrates Quality Function Deployment and IDEF0 functional modeling to determine the requirements and processes for the justification methodology is presented. This approach has implication for future research and development for similar organizational decision-support processes and business-process reengineering.
Abs- Enterprise engineering, “that body of knowledge, principles, and practices having to do with the analysis, design, implementation and operation of an enterprise” has been performed by Santech Industries with assistance from the Automation and Robotics Research Institute (ARRI) and local consultants [SEE, 1995]. Santech, a small manufacturer and distributor of gaskets and rubber molded products for the automotive after market, has performed enterprise engineering using the Enterprise Engineering Methodology (EEM) developed by ARRI as a foundation [Liles, 1991; Presley, 1993]. The process used by Santech to engineer their enterprise closely resembles the general categories of principles and practices described by Liles [1995]. Liles characterizes the principles and practices of enterprise engineering as a discipline to include theory, abstraction, design and implementation. Theory provides the foundation from which practical applications evolve. Theory is composed of characterizing objects of study, hypothesizing possible relationships among them, determining whether the relationships are true and interpreting the results [Denning, 1989]. Santech developed a theoretical foundation by working closely with ARRI personnel to understand the philosophies and concepts described in the Enterprise Engineering Methodology. The EEM is a IDEF0 functional model for transforming an enterprise. The A0 level discusses the importance of developing a vision and set of supporting strategies, changing culture, integrating and improving enterprise processes and developing technology solutions [Liles, 1991; Presley, 1993]. Under ARRI’s guidance, Santech developed a vision of where they wanted to go as an enterprise. To support this vision, ARRI assisted Santech in implementing a set of strategies to address cultural change, process improvement and technological solutions in accordance with the EEM. Abstraction provides the means for engineers to represent the object of study in a manner that can be tested. The process of abstraction involves forming a hypothesis, constructing a model, making a prediction, designing an experiment, collecting data and analyzing the results [Denning, 1989]. Santech’s version of abstraction involved intense observation and study of Rheaco Incorporated who was implementing their enterprise design. After careful study and analysis of Rheaco’s implementation, Santech constructed a model of their enterprise using several techniques and tools. Design is the iterative process of generating alternatives that meet identified needs. This process is composed of four parts: preparation, incubation, illumination and resolution [Kim, 1990]. Based on their enterprise model and their observations of Rheaco, Santech developed an enterprise design. Developed primarily by the CEO, this design incorporated the EEM, lessons learned from Rheaco and current literature. The resulting design reflected the CEO’s desire to have an enterprise with few levels of hierarchy, empowered associates and dramatic process improvements. Implementation is the process of modifying the enterprise to meet the specifications of the design. Though the process of implementation is dependent on the design, a common element of all implementation processes is feedback. Once the design is in place, it can be further analyzed for improvements through feedback mechanisms. To implement Santech’s design, consultants were used for technical and emotional support. The implementation process followed an ordered progression of activities intended to transform the enterprise over a very short period of time. Through feedback from associates and the enterprise environment, the design is under constant review to address new challenges. Through this experience, Santech has engineered their enterprise to address their specific needs. Santech’s approach to enterprise engineering followed the principles and practices described by Liles, thus providing support for enterprise engineering as a discipline [Liles, 1995].
Abs- A time-based competitive strategy is a driving force for enterprises that are striving to be competitive on a global basis. One of the methods to help in the time compression of the product development life cycle is concurrent engineering. Concurrent engineering is not only an approach that is used by the engineering function of an organization, but it is also one that crosses organizational boundaries. In this article an integrated functional model fo the concurrent engineering process and its relationship with the product life cycle is presented. A functional comparison to the traditional engineering approach for product development is also provided.
Abs- This paper discusses the development of the design requirements for a strategic information system by the Agile Aerospace Manufacturing Research Center (AAMRC). The system design requirements were developed using IDEF0 and Quality Function Deployment for the enterprise activity and the user view, respectively. The IDEF0 model of the strategic management processes was developed through the structured analysis and design technique, and included the use of the author/reader review cycle to develop consensus. Quality Function Deployment was used to collect user requirements not easily uncovered and recorded during the creation of the IDEF0 model. These requirements were compared with the enterprise information strategy to develop other requirements. These requirements led to a phased implementation approach of the strategic information system.
Abs- Efforts to improve enterprise performance depend to a large extent on models of enterprise processes created for analysis and design. This paper describes a modeling scheme which supports the development of a multi-view model of an enterprise and its processes. The paper first presents an overview of the efforts such as business process reengineering, enterprise integration, and enterprise engineering which make use of process models. The paper then presents the modeling scheme which uses the IDEF suite of modeling methods to build integrated business rule, activity, resource, business process, and organizational views of the enterprise. The scheme is built from a central IDEF5 model of the enterprise from which the other views are extracted.
Abs- Enterprise engineering deals with the analysis, design, implementation and operation of an enterprise. The role of abstraction, or modeling, is a major element in enterprise engineering. A modeling method to support enterprise engineering must have certain characteristics including the ability to represent multiple views of the enterprise, support multiple means of analysis, support a top down design of business processes and enterprises, integrate with currently available and accepted methods, and support the development and use of templates or building blocks to aid in process engineering. Current modeling methods do not adequately support these requirements. This work describes a modeling scheme specifically developed to meet the modeling needs of enterprise engineering. The scheme uses and integrates accepted modeling methods to build an integrated, multi-view model of the enterprise. The views represented in the scheme are the business rule, activity, resource, business process and organization views. Modeling methods from the IDEF suite of tools, specifically IDEF0, IDEF3, and IDEF5, are used to develop the views. Included in the research is the definition of a high level metamodel or ontology of the entities and relationships which characterize an enterprise. The multiple views are defined by specifying the entities and relationships particular to each view. The central ontology model serves to ensure the integration and consistency of the views. The research also presents a technique for developing a model using the representation scheme. This technique describes the high level steps which would be performed when modeling an enterprise using the representation scheme. A holon or agent based approach to identifying and representing activities and resources is used. Holons are used to describe any entity which is at the same time a whole unto itself, and a part of other wholes. Holons belong to temporary structures called holarchies consisting of self contained units capable of functioning independently but which are nevertheless dependent on other units to meet a specific set of temporal goals and objectives. This research uses holons to encapsulate processes with the actors performing the process and the concept of the holarchy to represent the structure of enterprises.
Abs- Soft Systems Methodology (SSM) has been recommended for scientifically evaluating complex environments. One such environment includes organizational processes. This paper proposes a methodological approach for organizational product and process innovation based on SSM theory using two application tools that have gained popularity in the “enterprise engineering” field. The methodology, and its variants, rely on a series of phases that seek to elicit information from complex and amorphous real world practices, processes and information and develop models of these systems. The two tools that have proven useful in support of this methodology are based on quality function deployment (QFD) and IDEF0 techniques. The paper will illustrate the utility of the methodology and tools by showing their application to an innovative practical case research project that included the development of an organizational decision support system for strategic justification of enterprise technology. This resulting innovation has been applied in actual organizational settings. SSM implications in ‘breakthrough’ or radical innovation environments are also discussed.
Abs- The role of modeling and simulation is receiving much press of late. However, the lack of practice in employing a link between the two is alarming. A static model is used to understand an enterprise or a system, and simulation is used for dynamic analysis. Generally, most models are considered static, whereas simulation is really a dynamic model. Static models are useful in achieving understanding of the enterprise. Simulations are useful in analyzing the enterprise. Most enterprises develop and even maintain multiple types of models for different purposes. If a single model can be used to drive other modeling purposes, then model maintenance and development could be minimized. This paper describes the procedure necessary to use a static representation as the primary input for an animated simulation. It presents the additional steps necessary to annotate a static model for input to a dynamic model. Two commercial suites, Design/IDEF to Service Model and ProSim to Witness, are compared and contrasted based on the respective ease of conversion from the static model to the dynamic model. Any user who purchases these products can follow the steps described in this paper for either of these product suites to generate a simulation from a static model. Finally, some general observations of using an existing IDEF (0 or 3) model to create a working simulation is presented along with conclusions.
Abs- Although agility is often thought of as a strategic issue, there are areas where the benefits of agility can be realized through actionable plans on a more local level. Rarely does an enterprise change to an agile enterprise overnight. Typically, the approach to the implementation of agile processes and supporting technologies is on a project by project basis. A primary issue is ensuring the smooth introduction of an agile process into a traditional process. Can we both maximize the benefit of the new agile process and ensure minimal disruption of surrounding processes? This paper will discuss the experiences of introducing an agile process into a system of existing non-agile upstream and downstream processes in a major aerospace company. In order to analyze this impact, an IDEF0 model was developed of the current environment and modified reflect the new process, and this information was used in an animated simulation. This analysis as well as the process used in creating the IDEF0 models and the animated simulation will be presented.These experiences will be generalized to other processes. The Enterprise Engineering Group at the Automation & Robotics Research Institute of The University of Texas at Arlington is currently working with the Northrop Grumman Commercial Aircraft Division to utilize the Perform Continuous Enterprise Improvement (PCEI) methodology. This PCEI methodology shown in the figure on the next page considers strategic, cultural, and process integration issues in the implementation of advanced technologies. It is proposed that introduction of agile processes requires the consideration of all these issues. Specifically for this project, the PCEI methodology is used to define upstream/downstream process integration issues and impact for the replacement of fixed tooling with reconfigurable flexible tooling for the stretch forming of aluminum sheets in aerospace manufacturing. This reconfigurable tooling technology will be key for enabling the successful production of small lots of sheet metal components at low cost and responsive cycle time in an agile environment. The Integrated Computer-Aided Manufacturing (ICAM) Definition (IDEF0) methodology was selected. The primary factor is that IDEF0 models are useful in forcing those involved in focusing on the activities involved instead of departments and personnel. Agile processes are typically cross functional in nature. Related to this, IDEF0 uses a top down approach which also encourages the focus on a more holistic approach to any enterprise improvement. The IDEF method also uses a review cycle with the system experts. The resulting IDEF0 model was completed after several iterations with factory floor personnel. A discussion of the model creation process will also be provided. There are two completed IDEF0 models for this project. The As-Is model documents the current processes involved in stretch forming a part. The scope chosen for this effort included the Design Part, Perform Planning, Provide Tooling, Store & Maintain Tool, Provide Material, Stretch Form Operations, and Subsequent Operations activities. These activities were then decomposed further as required to understand and analyze the current process. A new version of the IDEF0 model was created showing the introduction of the new process.
Abs- The Enterprise Engineering Group at the Automation & Robotics Research Institute of The University of Texas at Arlington is currently working with the Northrop Grumman Commercial Aircraft Division to utilize the Perform Continuous Enterprise Improvement (PCEI) methodology. This PCEI methodology considers strategic, cultural, and process integration issues in the implementation of advanced technologies. It is proposed that introduction of agile processes requires the consideration of all these issues. Specifically for this project, the PCEI methodology is used to define upstream/downstream process integration issues and impact for the replacement of fixed tooling with reconfigurable flexible tooling for the stretch forming of aluminum sheets in aerospace manufacturing. This reconfigurable tooling technology will be key for enabling the successful production of small lots of sheet metal components at low cost and responsive cycle time in an agile environment. The Integrated Computer-Aided Manufacturing (ICAM) Definition (IDEF0) methodology was selected. The primary factor is that IDEF0 models are useful in forcing those involved in focusing on the activities involved instead of departments and personnel. Agile processes are typically cross functional in nature. Related to this, IDEF0 uses a top down approach which also encourages the focus on a more holistic approach to any enterprise improvement. The IDEF method also uses a review cycle with the system experts.. A discussion of the model creation process will also be provided.