Updated: 8/2/06; 7:44:20 AM.
Gary Mintchell's Feed Forward
Manufacturing and Leadership.
        

Wednesday, July 5, 2006

(Reformatted)

I couldn't get back from Alaska in time to make it to the ARC Advisory Group Forum held in Boston last week. I couldn't escape, though. While sitting at a presentation on Iditerod and dogs and so on, I received text messages from Rockwell Automation Vice President for Software Kevin Roach and Automation World's intrepid associate publisher Jim Powers letting me know I was missing a good one.

The June ARC Forum usually focuses on software and enterprise level applications, and this was no exception. We had Monday off for the 4th, but due to the vacation, I spent it reviewing all the presentations. One of the things about going to as many conferences as I do, some of the presentations I had seen before in perhaps slightly different guises. I was surprised to find an Oracle presentation and customer. The few times that I've talked with an "executive" from that company, they just haven't had much of a manufacturing story to tell. Maybe they are coming around.

ARC founder and president Andy Chatha laid out the challenge (pretty much unchanged over the past several years) but then presented the latest ARC three-letter acronym--DOM. This stands for Design, Operate and Maintain--the three parts of a manufacturing business. Chatha presents it as an equation:

Design X Operate X Maintain = Win

At the February Forum, Sid Snitkin presented this as a type of OEE equation (percentage x percentage x percentage = percentage). I only have the PowerPoint slides to go by, but I didn't see any math in Andy's. There is a lot of good stuff in the model, though.

Design covers product range and flexibility, quality, unit cost and compliance. Operate covers focus on most profitable products, optimum scheduling and maximum prime yield (of manufacturing). Maintain considers situations such as always ready when planned, few operating disruptions and minimal downtime for service. And yes, this sounds like an expanded OEE (operating equipment effectiveness) formula. Chatha says Win entails customer satisfaction, profit/return on assets and "EH&S." I'll have to get a definition of that one.

Chatha said that plant to business interoperability (information flow) shows improvement, but that there is still a long way to go. One common thread I found was the importance of shared content and data across applications.

An interesting thought from Jim Porter, DuPont Chief Engineer and VP Safety, Health & Environment, Engineering--we need to move from application centric to information centric thinking (shared content, standardized configuration process, common user interfaces and automated data flow). I like that point of view--don't look at your applications (payroll, scheduling, inventory, HMI, etc.) but map your information sources and requirements. Way cool.
11:55:06 AM    comment []


My colleague over at Control Magazine, Walt Boyes, has a couple of issues near and dear to his heart and one of them is the coming crisis when all the baby boomers retire and there is a significant knowledge gap. How, he often asks, are companies going to survive?

Well, I think companies are always looking at what will happen when people retire, so there really shouldn't be a discontinuous catastrophe. In fact, over the past 5 years or so, companies are already making provisions for the coming "knowledge shortage." In fact, they are expediting it--by laying off talented, experienced, and yes expensive, professionals and replacing them with recent college graduates.

Here is a note from a friend in the "real world." No names or companies to protect his identity. But the story is real and in his own words:

"In a fixed-cost reduction effort, I am being laid-off from my Control Systems Engineer job effective the end of this year. I guess once he has trained the youngsters, held their hands, and mentored them, the higher-paid, experienced guy is no longer needed. Surely someone needs someone like me with 22 years in the industry, working with DCS (Bailey Network/Infi 90 and Emerson DeltaV), PLCs (primarily Modicon), Foundation Fieldbus, AS-i, Modbus and Modbus Plus networks, LONworks, measurement instrumentation and final elements, automation project management, etc."

I'm not running a job placement service, but if you know someone hiring you can drop me a line. And yes, I know about Automation Techies.

This is a story line I've been pondering for a few years. I think (open for other hypotheses) that process control professionals have done their jobs--very well. Most things that can be automated have been. The tasks of upgrading the systems either have not been very well explained to management in order to receive funding or else they just don't require as many engineers as the original task of implementing control. Plus a lot of jobs have moved from the manufacturer to contractors as companies choose to reduce fixed overhead and just buy what they need.

And don't discount the "kids." After all, these older process engineers were young, curious, innovative and accomplished much. Who is to say that the new generation, with a different background and training, won't put their stamp on process control in time?

I think that this new generation raised on the great graphics of computer games and the information capabilities of computing will take things in a different and better direction. That's the way life has always been. On the other hand, there still must be a place for us old, experienced and knowledgable (and not yet ready to go to pasture) codgers.
11:20:03 AM    comment []


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