MES/MOM Certificate of Awareness

Course Length:

CoA Classroom:  2 Hours; Post Event: 50 minutes for self-study and out-course assessment test
CoA Online: 2.50 hours, plus two 15-minute breaks
PDHs:    0.3

Description:

Course reviews how MES/MOM systems assist companies in their continuous improvement and supply chain optimization efforts. An overview is provided on the following are co-dependent to accomplish manufacturing transformation: 1) Supply Chain concepts and how MOM systems provide critical information and functionality within the extended supply chain; 2) Continuous Improvement concepts such as Six Sigma, Kaizen, Kanban, Value stream mapping and others; 3) The Lean Journey and DMAIC explored as a Continuous Improvement process applied in any real company; and 4) Finally, how technology and MES/MOM systems specifically accelerate considerable benefits to Continuous Improvement initiatives.

Current industry discussions are focused on manufacturing/production's actual role in global supply chain network. For any manufacturer to be competitive, actual manufacturing operations activities must be highly interactive in supply chain and enterprise processes for effective collaboration and competition. This is the domain of collaborative and flexible manufacturing operations management (MOM) system architectures. The course explains the business cases for using evolving methods based on MOM international standards to effectively design, implement, change and optimize manufacturing operations work processes and supporting MOM system architectures within the distributed pull supply chains.

Learner will be able to:

1. Identify the 21st Century Market Drivers for global manufacturing
2. Recognize why manufacturers are changing and how MOM plays a major role in accelerating change through scalable continuous improvement
3. Describe how MOM fits into the supply chain and how this complicates data governance
4. Recognize Lean and Six Sigma and how they are supported by technology to entrench improvement
5. Identify Business to Manufacturing challenges and how ISA-95 can be used to mitigate those

Learner will cover:

1. 21st Century Motivation and Case for Change
2. Evolution of Manufacturing Operations Management
3. 21st Century Global Supply Chain Requirements
4. Continuous Improvement Concepts & Practices
5. How Do You Ensure Control to Maintain Gains
6. What is Scalable Continuous Improvement?
7. Conclusion

Test and Exercises:

1. In-Course Formative Assessment Test: 10 Questions, Open notes in discussion, Answers recorded in Test Form
2. Out-Course Summative Assessment Test: 10 Questions, Open notes in self study, Answers recorded in Test Form

Course Prerequisites: None

Reference Materials:
1. MESA Guidebook: Lean Manufacturing Strategic Initiative Guidebook

Course Length:

CoA Classroom:  2 Hours; Post Event: 50 minutes for self-study and out-course assessment test
CoA Online: 2.5 hours, plus two 15-minute breaks
PDHs:    0.3

Description:

This course is an overview of the use of service-oriented architecture (SOA) for manufacturing as explained in the MESA SOA for Manufacturing Guidebook and in the Manufacturing 2.0 approach from the Gartner Group. Mfg 2.0 explains the manufacturing-specific requirements for SOA. There are differences between the SOA used for the enterprise through an Enterprise Services Bus (ESB) and the SOA used by the near real-time MES/MOM and automation systems in a plant through a Manufacturing Services Bus (MSB). Mfg 2.0 is differentiated from the so-called Manufacturing 1.0 architectures based on stand-alone client/server data base applications that attempted to represent business process modeling through point-to-point interfaces and custom data transformation between applications. The course provides a brief introduction to Mfg 2.0 and an overview of SOA elements and mechanisms. The separate manufacturing services bus (MSB) is required due to a high number of transactions, a high parametric data load and near real-time requirements for operations applications. The MSB may be scaled down to a plant or an area of a plant or across multiple production facilities depending on the transaction/data load and response requirements of the operations workflows being supported by the plant applications. A key aspect of Mfg 2.0 is the explanation that manufacturing master data management (Mfg MDM) is different than MDM on the ESB for the enterprise business processes. Mfg MDM services a different set of applications for manufacturing operations management such as dispatching, route execution, and alarm & event applications, which have a much more granular set of objects, attributes, and production rules than MDM that represents enterprise planning, (master) scheduling, and logistics. The Mfg MDM topic is mentioned with a basic definition as an identified critical SOAm design component. The form and role of MDM is very dependent on the specific industry and its product set, market segment, production type and complexity, and supply chain type. For instance, MDM is much different from life sciences to automotive to aerospace to electronics. Due to the high change rate of the Mfg 2.0 applications due to new product introductions, changes in SKU (stock-keeping units) counts, evolving process technologies documents and production scaling, Mfg MDM requires dedicated set of tools and services.

Learner will be able to:

1. Recognize two primary requirements for a Mfg 2.0 real-time architecture to enable a global supply network
2. Identify why plant agility and excellence simultaneously requires a SCALABLE Continuous Improvement Mfg 2.0 approach
3. List differences between the Enterprise SOA through an Enterprise Services Bus (ESB) and Mfg SOA required for near real-time operations processes, MES/MOM, and automation through a Mfg Services Bus (MSB)
4. Recognize differences between Mfg master data management (Mfg MDM) and MDM on the ESB for the enterprise business processes

Learner will cover:

1. Manufacturing 2.0: The Business Requirement and Theory
2. Mfg 2.0: Architecture Roadmap
3. Mfg 2.0: Examples
4. Conclusion

Assessment Test and Exercises:

1. In-Course Formative Assessment Test: 10 Questions, Open notes in discussion, Answers recorded in Test Form
2. Out-Course Summative Assessment Test: 10 Questions, Open notes in self study, Answers recorded in Test Form

Course Prerequisites: None

Reference Materials:
1. SOA in Manufacturing Guidebook

Course Length:

CoA Classroom:  2 Hours; Post Event: 50 minutes for self-study and out-course assessment test
CoA Online: 2.5 hours, plus two 15-minute breaks
PDHs:    0.3

Description:

Current industry discussions are focused on manufacturing/production's actual role in global supply chain network. For any manufacturer to be competitive, actual manufacturing operations activities must be highly interactive in supply chain and enterprise processes for effective collaboration and competition. This is the domain of collaborative and flexible manufacturing operations management (MOM) system architectures. The course explains the business cases for using evolving methods based on MOM international standards to effectively design, implement, change and optimize manufacturing operations work processes and supporting MOM system architectures within the distributed pull supply chains. The course explains the 21st Century Market Drivers for global manufacturing and how the drivers are rapidly evolving systems and methods for real-time intelligence in the manufacturing plant and across its supply chains. MOM standards developed over 20 years are the foundation for the manufacturing application framework in the manufacturing 2.0 architecture. The business value and direction of MOM standards is explained as well as an overview of the business role of each MOM standard. Finally, the concept of adaptable manufacturing is explained in terms of how the standards based Mfg. 2.0 architecture permits configuring plant work processes to supply chain demand.

Manufacturing markets are rapidly changing, driven by global competitive trends which make production flexibility a critical path component of supply chain collaboration. This coordinated data exchange across global supply chains and internal enterprise groups is just a part of Mfg 2.0 business case.

Learner will be able to:

1. Recognize how market drivers are rapidly evolving systems and methods required for real-time intelligence in the manufacturing plant and across its supply chains
2. Identify the business value of manufacturing operations management (MOM) standards
3. Recognize business roles of primary MOM standards
4. List the primary MOM standards applied for flexible MOM system architectures

Learner will cover:

1. Value and Direction of Standards-based MOM System Architecture
2. Adaptive MES/MOM Standards Overview
3. Conclusion

Assessment Test and Exercises:

1. In-Course Formative Assessment Test: 10 Questions, Open notes in discussion, Answers recorded in Test Form
2. Out-Course Summative Assessment Test: 10 Questions, Open notes in self study, Answers recorded in Test Form

Course Prerequisites: None

Reference Materials:
1. MESA White Paper #25: An Overview and Comparison of ISA-95 and OAGIS
2. MESA White Paper #26: Related Manufacturing Integration Standards, A Survey

Course Length:

CoA Classroom:  1.5 Hours; Post Event: 50 minutes for self-study and out-course assessment test
CoA Online: 2.5 hours, plus two 15-minute breaks
PDHs:    0.2

Description:

Many manufacturers attempt Continuous Improvement (CI) initiatives without an aligned MOM system strategy and fail. Many manufacturers attempt MOM systems without an aligned CI initiative and fail. As a result, a new global industrial revolution has begun based on how to optimize manufacturing plants by combining CI methods with an adaptive MOM system architecture put into place using a Manufacturing Transformation Strategy.

The course details the building of a Manufacturing Transformation Strategy by combining two frameworks:
- A Manufacturing Maturity Model supporting the manufacturing transformation strategy
- The ISA-95 methods mapped against this Maturity Model to support the MOM System and CI Roadmap

In the Roadmap, each MES/MOM project ROI identifies corrective actions to mitigate risks through required change to organization structure, process, personnel and technology.

Industrial companies traditionally view manufacturing cost reduction as only a labor cost issue. It is not even the largest cost. Significant cost reduction is a matter of effective work processes across plants and supply chain operations for normal and abnormal operating states. The real solution for effective work processes requires simultaneous changes in organization structure, operations processes, and employee skill sets all of which are enabled by manufacturing operations management system (MOM) technologies.

Successful optimization centers on prevention of production issues in the design by characterizing operations work processes through Lean and Six Sigma methods. Based on the resulting user and system functional requirements, a MOM System Roadmap is derived including risks and a tangible return on investment (ROI) identified for each project. However, when the MOM System Roadmap lacks cultural transformation requirements for each system, the system projects fail.

Learner will be able to:

1. Recognize why a Manufacturing Transformation Strategy is needed
2. Describe a framework to support the definition of such a strategy
3. Identify tools, such as ISA-95, that can help to define a Mfg System Roadmap and Capability Matrix
4. Identify common MES/MOM pitfalls and risks

Learner will cover:

1. Constructing the manufacturing transformation strategy
a. The manufacturing maturity model
b. Applying isa-95 models to develop transformation deliverables
2. The Process Domain
3. The Structure Domain
4. The People Domain
5. The IT Domain
6. Overview of ISA-95 methods used
7. Manufacturing system roadmap definition
8. MOM Success Requires ReOrganization and Alignment of Corporate and Plant Priorities
9. ROI Overview
10. The illusion, "When we finish the project we're done"
11. The reality: progressive insight
12. Frequent pitfalls and possible countermeasures

Assessment Test and Exercises:

1. In-Course Formative Assessment Test: 10 Questions, Open notes in discussion, Answers recorded in Test Form
2. Out-Course Summative Assessment Test: 10 Questions, Open notes in self study, Answers recorded in Test Form

Course Prerequisites: None

Reference Materials:
1. MESA White Paper 38: Building a Manufacturing Transformation Strategy with ISA-95 Methods

Course Length:

CoA Classroom: 1.5 hours; Post Event: 50 minutes for self-study and out-course assessment test
PDHs: 0.3

Description:

An overview of various MES/MOM implementation and governance methodologies and concepts is provided and how they are applied within a MES/MOM initiative. An overview is provided of 1) system design and project management methodologies and frameworks such as GAMP and Zachman, 2) development approaches such as Waterfall and Spiral/Iterative development, and 3) the associated risks and governance around such projects. Also l System Development Life Cycle (SDLC) methods and the importance of the different SDLC components are discussed including requirement specifications. The importance of behavioral change management initiatives is also discussed to terms of their critical role(s) as part of the governance process.

Over the last 4 years, most MES/MOM requests for proposals (RFPs) have been based on ISA-88/95 language for functional definitions. Manufacturers are utilizing ISA-95 manufacturing operations activity models for RFPs, functional requirement specifications (FRS) and project management plans. The MES project tool explains different system configuration in terms of workflow, life cycle cost, flexibility, and change management. ISA-95 practically addresses specification of business-to-manufacturing (B2M) solution through best practices to transform operations applications and their transactional interfaces into a flexible manufacturing framework.

Learner will be able to:

1. Describe how to design and manage MOM solutions
2. Describe Good Automated Manufacturing Practices and how this helps to reduce risk and cost
3. Recognize each MOM standards has a specific use applied to MOM design based on manufacturing type
4. Outline how to gather and structure requirements and generate MOM design documents.
5. Relate the need for a Software Development Life Cycle to ensure the continued applicability of implemented solutions

Learner will cover:

1. Justification for Formal Life-Cycle Management Practices
2. Best Practices for Ensuring SDLC Management
3. Requirements Collection and Design Process & Standards
4. Using Level 2 Design Concepts for MOM Design Framework
5. GAMP Methods Applied to MES/MOM
6. Standards And Guidelines for Requirement Templates
7. Manufacturing Master Data Management
8. Conclusion

Assessment Test and Exercises:

1. In-Course Formative Assessment Test: 10 Questions, Open notes in discussion, Answers recorded in Test Form
2. Out-Course Summative Assessment Test: 10 Questions, Open notes in self study, Answers recorded in Test Form

Course Prerequisites: None

Reference Materials:
1. MESA White Paper #20: ISA-95 Based Change Management
2. MESA White Paper #22: Manufacturing Information Systems: ISA-88/95 Based Functional Definition
3. MESA White Paper #23: ISA-95 As-Is / To-Be Study

Course Length:

CoA Classroom:  1.5 Hours; Post Event: 50 minutes for self-study and out-course assessment test
PDHs:    0.2

Description:

The course addresses the critical need of manufacturing practitioners and executives to understand the power of real-time decisions for manufacturing operations metrics before and after linked to financial and business level metrics. Through a series of pre-configure case studies, the power of mapping these real-time operations aspects into ERP, supply chain, R&D (PLM) and more to executive reporting for purposes of optimizing the business process.

All of the tools utilized and material developed for this course are in compliance with Mfg 2.0 architecture the MESA Metrics Framework and Guidebook 2nd Edition that has been developed over the last 8 years.

Learner will be able to:

1. Recognize the increased decision making capabilities of mapping operations metrics to financial and business metrics.
2. Recognize the different types of metrics from different business levels and how they influence one another for effective optimization of the business processes
3. Describe how to develop executive versus plant level reporting
4. Discuss metrics models used in Metrics Guidebook and Framework

Learner will cover:

1. Background
a. Driving factors and issues
b. Why do metrics matter
2. Source of Metrics
a. A Traditional Approach
b. The MESA metrics Approach
c. The Great Divide and why
d. The Change in the decisions made
3. Alignment
a. Goals
b. Drivers
4. Financial and operational metric
5. Sample reports
6. Business Simulation
7. Better decisions

Assessment Test and Exercises:

1. In-Course Formative Assessment Test: 10 Questions, Open notes in discussion, Answers recorded in Test Form
2. Out-Course Summative Assessment Test: 10 Questions, Open notes in self study, Answers recorded in Test Form

Course Prerequisites: None

Reference Materials:
1. MESA Guidebook: MESA Metrics Guidebook

Course Length:

CoA Classroom: 2 Hours; Post Event: 50 minutes for self-study and out-course assessment test
PDHs:  0.3

Description:

Based on discussions with industry leaders and domain experts, the courses explain the topic of constructing a compelling business plan with a defendable ROI business justification for MES/MOM systems. Exchange ideas, ask questions, and get answers! Understand how other companies attack the issue of justifying plant and corporate investments in MES/MOM projects and learn what tools and processes help.

End users, vendors, and integrators must work together to build the adaptable 21st Century manufacturing plant for a "pull" economy. Only by working together can the best approach to justify operations management solutions for a skeptical business and/or IT leaders as THE methodology/technology combination for fast market response and creation can be achieved. Explained are how to quantify the form of operations process, its inefficiencies, its solution alternatives/compromises, benefits, and plant migration path. Also discussed are risk management and mitigation strategies, solution competition (internal and external), impact to decision makers, business drivers, and the overall capital approval process. The session concludes with a specific discussion of the challenges of scoping and justifying a project to the CIO/CFO level of a company. Justification is not a software demo or even an ROI study, it is contextualizing the business value to the business drivers while quantifying the risk. The audience will be armed to understand and address the competition (internal and external) for scarce resources that exists in today's manufacturers.

Discover through dialogue participation with industry leaders, peers and GE domain experts to discuss compelling industry topics of constructing a business justification for Production management. Exchange ideas, ask questions and get answers! Understand how other companies attack the issue of justifying plant or corporate projects and learn what tools and processes help.

End user, vendor and integrator need to work together to build the flexible 21st Century manufacturing plant to enable the developing "pull" economy. Together, we need to justify the production management solution to the business leaders as the technology for fast market response and even market creation. Together, quantify the inefficiencies, risks, rewards, migration path, alternative/compromises, competition (internal/external), decision makers, business drivers, and approval process, than it gets simple.

Learner will be able to:

1. List key business elements used to justify MES/MOM projects
2. Identify solution competition (internal and external), impact to decision makers, and business drivers
3. Identify overall capital approval process
4. Identify the basic financials for the IT business justification
5. Describe ROI benefits equations and risk mitigation strategies

Learner will cover:
In Part 1, the presentation explains the challenges of scoping and justifying an MES project to the CIO/CFO level of a company. Justification is not a software demo or even an ROI study; it is contextualizing the business value to the business drivers while quantifying the risk. The competition comes in many forms: Enterprise and Automation vendors as well as internal initiatives.

In Part 2, an ROI workshop explains how to balance tangible benefits, assumed results, risk factors and mitigation strategies into a defendable business justification.

1. Justification Components
a. Executives Key Priorities
b. Focus on Key Business Elements for MOM
i. Speak Language of Business Decision Makers
ii. MOM Form and Fit to Business Needs
iii. Company Investment Metrics
iv. CFO's Economic Reality
v. Plant Manager's Environment
vi. Customer's Expectations and Supply Chain Form
vii. MOM Business Drivers & KPIs
viii. MOM Form and MOM / ERP Functional Segregation
ix. Internal Competition
x. Be Aware of The Real Obstacles
2. The Basic Financials
a. Weighted Average Cost of Capital (WACC)
b. Payback Period
c. Net Present Value
d. Internal Rate of Return
e. Modified Internal Rate of Return
f. Real Options Analysis
g. Primary Objective: Create shareholder value!
h. Understand the Financial Balance Sheet
3. ROI Modeling
a. Macro vs. Detailed ROI Approaches
b. Performance Measurement focuses on many levels
c. Identify MOM System and Project(s)
d. Benefits: Identify and map to production wastes streams and Business Drivers
e. Benefit Calculation: Assumptions and Adoption Rates
f. Inputs: Benchmarks and Expected Improvements
g. Investment: Systems and Support
h. ROI Summary
i. ROI Risk Mitigation
j. Build on Strategic Benefits
k. Emerging Trends
l. Conclusion

Assessment Test and Exercises:

1. In-Course Formative Assessment Test: 10 Questions, Open notes in discussion, Answers recorded in Test Form
2. Out-Course Summative Assessment Test: 10 Questions, Open notes in self study, Answers recorded in Test Form

Course Prerequisites: None

Reference Materials:
1. MESA Guidebook: Lean Manufacturing Strategic Initiative Guidebook

Course Length:

CoA Classroom:  1.5 Hours; Post Event: 50 minutes for self-study and out-course assessment test
PDHs:    0.2

Description:

In an interactive way, this four hours course presents the main elements of the methodology to successfully select a suitable MES/MOM solution to achieve your business and operational objectives. The methodology comprises two phases:

1. Create a short list of potential solutions quickly.
2. Proof that the candidates on the shortlist are good enough (or not) to achieve your goals and rank them in sequence of suitability.

The prerequisites for starting the selection process will be explained. Various types of requirements and specifications, how to determine them and how to communicate them with potential suppliers are important issues in the selection process. The final evaluation and ranking, based on all gathered information, will be elaborated. By practical exercises, the participants will obtain some hand-on experience with the most important activities in the selection process.

Learner will be able to:

1. Explain the main elements of the methodology to successfully select a suitable MES/MOM solution to achieve your business and operations objectives.
2. Describe how to create a short list of potential solutions quickly
3. Identify evidence that the candidates on the shortlist are good enough (or not) to achieve your goals and rank them in sequence of suitability
4. Identify the prerequisites for starting the selection process
5. Identify the types of requirements and specifications
6. Explain to effectively communicate requirement and important issues to potential suppliers
7. Describe process for final evaluation and ranking

Learner will cover:

1. Introduction & Overview
2. Prerequisites for Selection
3. Set-up The Organization and Kick-off
4. Requirements and Specifications
5. Create Shortlist
6. Requirements Document
7. Analysis and Evaluation
8. Meeting Solution Providers
9. Final Evaluation and Ranking
10. Handover to Purchasing
11. Conclusion

Assessment Test and Exercises:

1. In-Course Formative Assessment Test: 10 Questions, Open notes in discussion, Answers recorded in Test Form
2. Out-Course Summative Assessment Test: 10 Questions, Open notes in self study, Answers recorded in Test Form

Course Prerequisites: None

Reference Materials:
1. MESA White Paper #4: MES Software Evaluation / Selection
2. MESA White Paper #7: Justifying MES: A Business Case Methodology
3. MESA White Paper #11: MES Product Selection: Best Practices

Course Length:

CoA/CoC Classroom:  1.5 Hours; Post Event: 50 minutes for self-study and out-course assessment test
CoA Online: 3.5 hours, plus two 15-minute breaks
PDHs:    0.2

Description:

The key interactions and benefits are explained for the MES/MOM project management and its critical methodologies used to improve the understanding of project scope, resources, skill sets and project tracking capability. The focus is on the need to create a framework for 1) critical thinking, 2) communicating, 3) decision-points-project tracking and 4) charactering project management processes and the roles of a manufacturing practitioner.

Exposure to the MES/MOM project management framework supplies the students (and especially end users) with tools for a better understanding of the MES/MOM project: requests, change management tools, execution, tracking, reporting and completion. This project management introduction is based on the Project Management Institute's PMBOK guide while focused on the needs of manufacturer's in the areas of MES and MOM. This hour long session is case study based project plan to quickly allow the student to:

Define:
- A Project
- Project management
- Knowledge Areas needed

Identify:
- Risks
- Costs
- Project Constraints
- Assumptions

Achieve:
- An understanding of project linkage of metrics and reporting for project purposes as applied to the MESA Framework and Guidebook.

Learner will be able to:

1. Identify the tools, key interactions, and benefits of the Project Integration Management
2. Describe the Project Integration Framework for an project scope, resources, skill sets, and project tracking capability
3. Recognize tools for clear critical thinking and communications with all stakeholders within an organization

Learner will cover:

1. Why Project Management
2. Basic Language
3. Project Framework
4. Application and Practice
5. Conclusion

Assessment Test and Exercises:

1. In-Course Formative Assessment Test: 10 Questions, Open notes in discussion, Answers recorded in Test Form
2. Out-Course Summative Assessment Test: 10 Questions, Open notes in self study, Answers recorded in Test Form

Course Prerequisites: None

Reference Materials:
1. MESA White Paper #20: ISA-95 Based Change Management
2. MESA White Paper #22: Manufacturing Information Systems: ISA-88/95 Based Functional Definition
3. MESA White Paper #23: ISA-95 As-Is / To-Be Study