Managing a manufactured product...

...within the data fog of a business David A. Chappell, Complete Manufacturing Automation "Last year I was up here speaking for Procter and I can stand here and speak about them!"
  • share with you a "corporate" view of prouct supply
  • share a view of how product supply moves product data and makes necessary transformations
  • share a view on why production is not considered strategic in many companies
  • share some realities of "real time"
  • share thoughts on the future and how ISA S88 part 3 can help make production part of the "Golden Supply Chain"
Where do YOU reside in product supply? Most of us believe we live in "Production"... We have batch, continuous, packaging, and other systems that exist in "Production." The product supply chain Order-->Production Planning-->Raw Mat'l Logistics-->Production-->Product Logistics-->Shipping/Billing-->Delivery  Production is dominated by a vertical supply chain-- Production innovation->R&D-->Basic Engineering--Construction There is also a new product development supply chain that is different from the Production supply chain and that interacts and destabilizes sometimes the production system... Aare all product supply industreis the same? Depending on your business, depends on how important production is to your enterprise. Our automation needs aren't much different in requirements between industries. There are even supply chains where they have given up production entirely. Real time is 'relative' Above the product supply system there are the business management systems that exist to support it. IT automated all the business functions. Management really likes IT. IT has automated significant parts of the Product Supply Chain, too. Whether we like it or not, ERP systems are well received by the people who run the businesses. We are providing a service that IT has not been able to do. We need to understand that they are in charge, and we need to help them understand our reality. Now, there are places where IT has successfully automated automating electronic paper. But IT's customer is not manufacturing. "Dave, I have to tell you, and I hate to disappoint you, but you're not my customer. My customer is the CEO of this company and I have to make him happy. I could care less if you get the tools you need, unless it makes him mad." The entire enterprise has this "data fog" through which you can see, but not very deeply. The current methods of delivery new production capability limits the flexibility and agility required by the modern business supply chain. Production is often viewed as a tactical liability and not a strategic asset. New initiatives bring "disruption." As we move through the enterprise, depending on who you are, and what you are trying to do, you have a radically different view of the same data. We know a way to take our realtime operations and make them "appear" seamless. ISA-88 Part 3 as part of the flexible business system can make the Management happy.