Evaluation of Manufacturing Vision and Strategies for the Production of Military Combat Vehicles The Crusader Artillery System (2003) / Chapter Skim
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2. Engineering a Manufacturing Enterprise
2. Engineering a Manufacturing Enterprise
Pages 11-20
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From page 11... ...
In this section of the report, the committee comments on the Anny's manufactunug vision for Crusader and on innovations such as the enterprise model, product data management, enterprise integration, and supply chain management. The strategy and objectives presented to the committee mainly involved the knowledge portion and had little to do with physical property and nothing to do with human resources.
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From page 12... ...
The committee suggests that the Army and UDEP's Crusader team consider the issues in the Next Generation Manufacturing report (NGM Project Office, 1997~. The committee observed that the Crusader team is strategically deploying modern tools and technologies to support its vision for a distributed and effective manufacturing enterprise.
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From page 13... ...
Each should have a detailed plan to feed into the enterprise model. The Crusader team consists of the prime contractor, UDEP, and its major suppliers and customers.
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From page 14... ...
While this report is not centered on these imperatives, the committee believes they might prove valuable. People-related imperatives Workforce flexibility Knowledge supply chains Business process-related imperatives Rapid product/process realization Innovation management Change management Technolo~-related imperatives Next-generation manufacturing processes and equipment Pervasive modeling and simulation Adaptive, responsive information systems Integration-related imperatives Extended enterprise collaboration Enterprise integration manufacturing and delivery of the Crusader.
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From page 15... ...
Recommendation 2: UDL`P should pursue an open and continuous approach to integration of the manufacturing control system, paying particular attention to scalability of and interoperability between the various enterprise resource planning systems that exist in the supply chain.
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identified several major barriers to enterprise integration: · Insufficient communications lack of interoperability, robustness, reliability, security, capacity, or control; Outmoded organizational structures that inhibit timely, correct decisions; Inadequate process tools and user interfaces—difficult to use, not standardized, not compatible in terminology or business culture; Complexity of products, processes, systems, human resources, and ingrained culture, as well as the challenges of optimizing the use of limited resources; Lack of tools and metrics for evaluating and optimizing operational strategy; · Legal and regulatory issues that affect the ability of an enterprise to be integrated (NGM Project Office, 1997~. The relevant enterprise integration metrics cited in the next generation manufacturing report (NOM, ~ 997)
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From page 17... ...
Many commercial software tools to support distributed operations use Web browsers in the latter way that is, the Web is being used more as a commodity, with differentiation arising from the processes, models, and systems deployed. UDEP is using mainstream engineering and production software systems, the providers of which have been actively participating in ongoing efforts to achieve industry consensus on interoperability.
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From page 18... ...
Examples include standards emerging from the Object Management Groups and the International Organization for Standardization 6 (specifically, TC! 84/SC4, Procedures for Transposing Externally Developed Specs into ISO Deliverables, and TCl84/SC5, Architecture, Communication, and integration Frameworks.7 Such standards will be crucial to providing the robustness needed throughout the supply chain as partners and supporting systems change over the lifetime of the program.
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From page 19... ...
For example, a suite of open standards supporting the interoperability of ERP systems has been put in place by the Open Applications Group.9 These standards are compatible with electronic commerce and business-to-business middleware solutions emerging from organizations such as the Electronic Business Using Extensible Markup Language Joint Coordination Committee,~° electronic data interchange standards through the ISO Joint Technical Committee ~ and Subcommittee 32 on Data Management. They are also compatible with interoperability-enabling standards such as extensible markup language (XML)
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From page 20... ...
it should also develop an integrated enterprise simulation model to support real-time control of all levels of manufacturing, from the manufacturing cell or factory floor to the globally distributed extended enterpnse.
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