Application of model-integrated computing in manufacturing execution systems

  • Authors:

  • Earl Long;Amit Misra;Janos Sztipanovits

  • Affiliations:

  • Saturn Corporation, Spring Hill, TN;Institute for Software Integrated Systems, Vanderbilt University, Nashville, TN;Institute for Software Integrated Systems, Vanderbilt University, Nashville, TN

  • Venue:
  • ECBS'99 Proceedings of the 1999 IEEE conference on Engineering of computer-based systems
  • Year:
  • 1999

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Abstract

Manufacturing Execution Systems (MESs) are those systems that exist between the plant floor and the business systems of the front office. There is work in progress to support this application space but tends to become impeded by the complexity of the dynamics of the plant. Model-Integrated Computing (MIC) is a software/sYstem integration technology that provides the ability to huild IS solutions to complex problems at low cost. The MIC approach and the MGA tools have been applied to the domain of constraint management in Saturn manufacturing via the research, development, and deployment of Saturn Site Production Flow (SSPF). Constraint management involves identifying bottlenecks in the manufacturing process and then focusing plant resources on removing that bottleneck (constraint) which in turn provides an improved throughput for the plant. Through the use of SSPF in conjunction with strong business processes, 10% throughput improvement in Saturn plants has been achieved. General Motors (GM) is undergoing a globalization process that involves the use of common processes and systems throughout the whole corporation. To achieve globalization will involve rapid, consistent deployment along with business process understanding and attendant training. To understand the magnitude of this problem one must understand that all these 400 plants have, to some degree, different processes, systems, and plant cultures. There is some degree of common (which is strategic) and some degree of difference (which represents the degree of local practice). These differences must be taken into account in achieving a common set of processes, practices, and systems although the focus is to support and deploy the common strategic business practices. In this paper, we will discuss how MIC could be used to address these issues.