The NWA webinar, “Organize and Justify Your EMI Initiative” discusses how to define the infrastructure necessary for EMI and then justify the project and recruit the allies from within the company who will be instrumental in ensuring its success. By following this roadmap you will move from attempting isolated, technology-driven projects to promoting value-driven programs that are supported by all the stakeholders in your company. http://www.nwasoft.com/resources/webinars/organize-and-justify-your-emi-initiative

3. Agenda

4. Why
 “1: Some of the things customers care about
most, such as quality and on‐time delivery”
MESA Metrics that Matter Revisited 2/4/10
 Shocking Statistic:
 2% of dissatisfied or not very satisfied come back.
 Only 6% of satisfied customers return.
 66% of very or extremely satisfied come back.
 It cost 5 times as much to win a new customer as to keep a
current one

5. A New Way Of Thinking in
Terms of “Quality”
A 99% level of quality results in :
 14 minutes per day of no power.
 Over 35,000 babies per year accidentally
dropped by doctors or nurses.
 More than 250,000 incorrect surgical
procedures per year.
 Approximately 700 long or short airport
landings per year at most airports.

6. A Commodity Business?
 Nothing required to be a commodity.
– Coffee
– Water
 Progression towards distinction
– Sameness
– Differentiation
– Distinction
“Yesterday’s Best Is Today’s OK, Which Is
Tomorrow’s Not Good Enough”

7. Pressure for business
improvement is immense
Organizations face:
• Market volatility
• Uncertainty
• Lack of product demand
• Lack of visibility
• Reduced spending

8. Manufacturing Challenges

9. What is EMI/MI/MES/MOM?
• EMI/MES/MOM Projects
– OEE and Downtime
– WIP Tracking & Genealogy
– Inventory Tracking
– Plant Floor Scheduling
– ERP Interface
– Production Reporting
– Environmental Reporting
– Manufacturing Business Information
– Quality Systems

10. The Challenge -
Access to Plant Data
Enterprise information Plant information
 Network  Protected on separate or
standardized and isolated network
optimized  Interference can cause
 Routine downtime production downtime
for maintenance

11. The Challenge -
Access to Plant Data
 Understand drivers of
performance outcomes
 Measure & improve on
an array of drivers
 Display performance data rapidly
so employees can act

12. Managing Performance Value Real
Customer Mgt. 15%
14% IT Budget Survey
15% Most Important (n=939)
ERP
19%
Largest Dollar (n=939)
Product Lifecycle 8%
7%
Sourcing & 6%
Procurement 6%
Supply Chain Mgt. 12%
12%
MOM / MES 19%
23%
10%
Performance Mgt.
8%
Source: AMR Research © 2007

13. EMI & MES on Buying Agenda

14. Technology Evolution
Innovation Growth Maturity
100 100
90 HMI / SCADA / PLC 90
80 80
% Adoption
70 ERP 70
60 60
50 SCM 50
40 40
30 30
20 EMI/ 20
10 10
MES/MOM
0 0
Time

15. Common Metrics

17. Corporate Goals

18. Example
 Focus on Strategic Priorities
 Avoid Excess Inventory
 Improved Manufacturing Performance
– Lighter product
– Lower Production Costs
– Reduced Waste & Emissions

19. Manufacturing Challenges

20. Operations Intelligence -
Support for Metrics

21. How Do We Stay
Ahead of the Game?
 Competitive edge
 Performance
 First to market
 The questions manufacturers ask:
– How do we perform against goals?
– Which facilities perform?
– Which facilities struggle?
– What is prevents us from achieving goals?
 The answer in company’s metrics

22. The Justification
Business Problem
• Technology Terms Difficult
for Management to Understand
• Difficult to Demonstrate Benefits.
• Continued Investment / Reinvestment
A Management Turn-Off
There is NO MAGIC BULLET!

23. The Manufacturing Systems
Maturity Curve
TECH
FOCUS

24. EMI Systems Maturity Curve

25. The Justification Process …
Organization & Operational Goals
Not Technology
Systems &
Organization Technology
Decision
Making
People
&
People Process
& Organization
Process Process
Reengineering
Systems &
Change Mgmt
Technology

26. Justification Options &
Expected Results

31. Comprehensive
Business , Financial
& - Technical
Strategy
•Justification for Broader-Integrated
Systems Programs Must include Reengineering
& Tech.
of:
•How decisions get made.
•How results are measured & new work
People & processes established.
Process •Strategy integrated with Budgets
Organization, •How Information technology can enable
Process •Often integrated with increased
Reengineering, Automation
Change Mgt. •Follow a Systems Migration & Life cycle
investments methodology.
2012, Systems Innovation Management, All Rights Reserved

32. Systems Life Cycle Model –
Tool for Stability & Improvement

33. Focus on what Counts !

34. Q&A Discussion

35. Contact Information