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ServiceOrientedArchitectureCaseStudy

Part1ProblemUnderstandingandLiteratureReview

Part1ProblemUnderstanding&LiteratureReview

1- Introduction

This document aims at describing the first assignment of the Service Oriented

Architecture subject, which consists of a literature review and a proposal of an

enhanceddescriptionofagivencasestudy.

The report is structuredas follows: the literature study isdepicted first, concerning

OriginalEquipmentManufacturersandtheroleoftheInformationTechnology(IT)on

theindustry,especiallyonthemanufacturingsector.Underthistopic,specialfocus is

givento

SOA

for

obvious

reasons.

Then,

the

given

case

study

is

briefly

described

and

theimprovementsproposedaftertheliteraturereviewarepresented.

2LiteratureStudy

2.1- OriginalEquipmentManufacturers(OEM)

OriginalEquipmentManufacturers (OEM)appearedasaresultof thechanges in the

manufacturingprocess

and

business

model

to

use

third

parties

as

subcontractors

or

suppliers of specific parts in order to integrate them later into the final product,

therefore anOEM takes an important part in the supply chain. A definition of the

conceptdescribesitasanenterprisewhomanufacturesproductsorcomponentsthat

are purchased by a company and retailed under that purchasing company'sbrand

name.OEM refers to the company that originallymanufactured the product.When

referring to automotive parts, OEM designates a replacement part made by the

manufactureroftheoriginalpart.Inthisusage,OEMmeans"originalequipmentfrom

manufacturer".[1].

Ourstudycaseisrelatedtotheautomotiveindustry,wheretheuseofsubcontractors

in the form of OEM is widely used. This is possible due to the nature of the car

manufacturingprocesswhichiscomposedofanassemblylinewherethecomponents

are brought together in a predetermined order. This manufacturing process was

initially developed by the Ford Motor Company. The characteristics related to the

assembly line have been evolving over time; especially with innovative techniques

developed in Japan where Toyota achieved a great success with their Toyota

ProductionLine(precursoroftheJustInTimeinventorysystem). Standardizationand

definitionof

clear

specifications

has

made

possible

the

integration

of

OEM

into

the

productionlineandthesupplychainingeneral.
http://en.wikipedia.org/wiki/Brand_namehttp://en.wikipedia.org/wiki/Brand_namehttp://en.wikipedia.org/wiki/Brand_namehttp://en.wikipedia.org/wiki/Brand_namehttp://en.wikipedia.org/wiki/Brand_name


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OEM/SupplierIntegratedModel

The OEM/supplier relationship is highly integrated with a significant amount of

interdependence.AlthoughhistoricallyOEMsheld theupperhand, thedynamicsare

changingsuch thatsupplierscanplayan increasingly strategic rolewithOEMsgoing

forward.

OEMPlatforms

PlatformsaretypicallydevelopedbyOEMsoveraperiodofmorethanoneyear,tobe

usedforafewcarmodelsoverthreetotenyears,dependingonthemodelssuccess.

Itcostslesstochangetheexteriorofacarandkeepthesameplatformthantostarta

newplatformaltogether.Specificcarmodelprogramsaregenerallywonbysuppliers

bybiddingonvarioussystemsandcomponentsused inOEMsproprietaryplatforms.

Supplierswinning

programs

on

an

OEMs

platform

will

often

do

so

for

the

various

car

modelsderivedfromthisplatform.

TheThreeTiers

The original equipment supply sector is generally divided into several tiers. Tier 1

suppliersarethelarger,morediversifiedcompaniesthatproduceanimportantvariety

of finished parts and equipment and assemble them (including complete vehicle

assembly insomecases).Theyalsoprovideengineeringanddesignservices for their

OEMclients. Inproducingmodules,systemsorassemblies forOEMs,Tier1suppliers

mayrely

on

other

suppliers

for

some

components

or

parts.

Tier

2suppliers,

depending

ontheirlevelofsophisticationinthevaluechain,aretypicallymorespecializedintheir

productoffering, andmake the components thatwill be integratedby Tier1 firms,

suchastransmissiongears,electronics,speedometersandseatcovers.Tier3suppliers

generallysellbasiccomponentsorrawmaterialstotheothersuppliers.Figure1shows

this3tierschema.[2]

Figure1 TypicalAutoSupplyChain


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AutomotivePartsMarket

Inspiteofthelatestsetbacks,theautomotivesectorstillplaysanimportantpartinthe

economicactivitiesofmanycountries.Theautomotivepartsconsumption islinkedto

the demand for new vehicles, since roughly 70 percent of U.S. automotive parts

production is forOriginalEquipment (OE)products.The remaining30percent is for

repair andmodification (aftermarket). If vehicle production goes down, automotive

partsproductionand sales follow.For those suppliers thatwereable to survive the

downturn in 2009 and lower their breakeven point, 2010 was a better year than

expected.Supplierswereableto increaseefficiencyand lowertheirbreakevenpoint

basedonU.S.salesofpassengercarsand lighttruckstobetween9.5and11million.

U.S.saleswere11.5millionunitsin2010,allowingmanysupplierstoseesomeprofit.

[3]

DesRosiers,anautomotiveconsultingfirm,reportedthattheU.S.marketforOEparts

improved36.5percent in2010to$141.5billion, from$103.7billion in2009.TheOE

parts market also increased 26.4 percent in Canada in 2010 to $37.4 billion, and

increased48.1percentinMexicoto$42.8billion.TheNorthAmericanOEpartsmarket

wasup36.7percentfrom$162.1billionin2009to$221.6billionin2010.

Globally,thetop100OEsuppliersrecorded$474.8billioninsalesin2009,adecrease

of 19.3 percent from $588 billion in sales they had in 2008. The top 10 globalOE

suppliers saw a20.8percentdecrease in sales to$173.4billion in2009down from

their sales of $218.9 billion in 2008. Denso edged out Robert Bosch Gmbh as the

leadingglobalOEsupplierwith$28.7billioninOEsalesoverBoschs$25.6billion.

Growth for the majority of suppliers dependent mainly upon mature markets has

stalled according to an analysis by PriceWaterhouseCoopers.The analysis observed

that suppliers strategically entering emerging markets to improve both their cost

positionanddiversifyawayfromtraditionalcustomershavetendedtogenerateabove

averageoperatingincomegrowthdespitestronghomemarketheadwinds.

Competitionwasalsogrowingasforeignsuppliersopenedshop inNorthAmerica.An

estimated8001000suppliersfromoverseasbuiltplants inNorthAmerica inthepast

20 years, creating a mass global localization of the supplier sector.Some foreign

suppliers,especiallyEuropeancompanies,thatexpandedbusinessesinNorthAmerica

to supply their Detroit 3 customers, are also trying to move away from Detroit 3

business toAsian automakers.However, Japanese suppliers arenot immuneeither.

Suppliers inNorthAmericaall face competition,historicallyhighmaterial costs,and

demandingcustomers,

although

the

foreign

suppliers

face

fewer

legacy

costs

and

so

tendtooperatemoreefficientlythantheirU.S.counterparts.


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Automakers, such as Ford, are attempting to design global platforms allowing the

vehicletobemadeinAsia,EuropeandNorthAmericausingthesameplatform.Global

platforms reduce engineering costs, simplifymanufacturing processes, and improve

qualitybyreducingvariability.Otherefficienciesgainedbythevolumeof theshared

platform include working closer with suppliers from the design of parts to the

productionofthecarwhichwillcutcomponentcostandretailprice.Forexample,the

FordFocuswilluse80percentcommonpartsand75percentofthesamesupplybase.

Largeregionalsuppliersareashrinkingpartofthemarket.[4]

ImpactofE-commerce,globalizationandregionalclusteronOEM

Theevolutionofthemarketanddevelopmentofnewtechnologieshaveimpactedthe

wayin

which

manufacturing

is

performed

and,

in

general,

the

aspects

to

be

considered

bythewholeautomotive industryforkeeping itscompetitiveness.About1520years

ago Computer Integrated Manufacturing (CIM) was the paradigm for future

competitive manufacturing. Already several years ago, the concept had lost its

attractiveness as a holistic strategy, not least due to a reassessment of its pre

dominating philosophy of centralization and technologycentrism. Today, to some

extent similar concepts for the integration of the supply chains (SCM) and the

interactionwith (potential)suppliersandcustomers (ecommerce)are implemented.

Theknowledgemanagementdiscussioncouldbementioned inthiscontext,too.The

issueof

excessive

centralization

and

orientation

at

technological

solutions

is

again

on

theagenda.Andtheautomotive industry isat the forefrontraising, for instance,the

questionof balanceofpower in supply chains andof access for small andmedium

sizedenterprises.

Theinterviewsaswellastheliteratureunderlinetheprecursorroleoftheautomotive

OEMwithrespecttotheuseofnewinformationandcommunicationtechnologieslike

internet based manufacturing concepts. Visions of universal digitalization (even

includingvirtualreality)seemtodrivestrategydevelopmentstoasignificantamount.

Theattemptsgoinbothdirections,towardsthesuppliersandtowardstheconsumers.

Certainly, the internet (technology) is considered amajor enabling anddetermining

factorof therestructuringof thesupplychain.However, the trendsconnectedwith

thenewpossibilitiesarenotunambiguous.While internetauctionsofOEMs forpart

suppliersraisedmajorawareness,thelackofemphasisonthistopicinstrategicstudies

suggeststhattherearestillmoresingleteststhangeneralstrategies.Furthermore,the

expectations that the new communication possibilitiesmainly support globalization

andglobalsourcingaretosomeextentcontradictedbythe increasingrelevanceand

targeted

development

of

regional

automotive

cluster

which

seem

to

make

use

of

and

profitevenmorefromelectroniccommunication.


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Another ambivalent point in this respect is the commitment to general versus

proprietaryorsectorspecificstandardsandsolutions.Thelatterisoratleasthasbeen

the dominant approach in the automotive sector as many existing standards with

respecttomanufacturingandtheexistenceofanownnetinEurope(ENX)indicate.

Data from the 2001 Fraunhofer ISI Manufacturing Innovation Survey in German

industryreflectthissituation(Figure2).Whileautomotivesuppliersonlyshowaverage

or less(comparedtofinalproducers)activities inebusiness,thespecificexchangeof

product,productionormachinedata(teleservice)iscomparativelymorecommonfor

them. Some suppliers expressed concerns about obligations to participate inOEM

specific

electronic

systems.

Figure2 UseofEbusinessrelatedTechnologieswithAutomotiveSuppliersComparedtoOtherCompanyGroups

inGermany

The impactoftheautomotiveOEMsestrategiestowardstheconsumersonlyhasan

indirect,nonethelessimportant,impactonmanufacturing.Thetrendistowardsbuild

toorder

which

is

already

common

in

Europe

and

finally

towards

online

ordering

by

the

consumer.Thisiscombinedwithshorterleadtimesandmorevariantswhichmightcall

fordecentralizedorlocalizedsolutionsassmall,flexiblefactoriesintegratedinsupplier

parksandusingdesktopmanufacturingprocessesinthelongrun.[5]

2.2- ITinManufacturing

The trend formanufacturing companies is clearly given: theyhave tobecomemore

flexible andagile to face the challengesof todayand tomorrowasbusinessmodels

change.

But

todays

IT

systems

of

companies

are

very

often

inflexible,

hard

to

maintain,difficulttoenhanceorevendifficulttosupport.Businessrelationsbetween


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suppliers andOEMs changeover time. IT systemsofboth sides,OEM and supplier,

needtoreflectthisrealityby increased flexibility.Theyneedtobeabletohandleall

thesedifferentrequirementsinvolvedbydifferentpartners.[6]

The figurebelow showsahighleveloverviewofapossible systemarchitectureofa

manufacturingcompany.Itshowsclearlythefactthattomanufactureproperproducts

(orparts in thecaseofanOEM),different systemshave tocommunicatewitheach

other. These systems are heavily based on IT. Business processes are connected to

application systems. Application systems rely on middleware to be able to

communicatewithotherapplicationsandsystems.Given these interconnectionsand

dependencies,ITplaystodayamajorroleinmanufacturing.

Figure3:ExampleofSystemArchitecture[8]

Enterprisesare

separated

into

several

layers.

Looking

at

an

enterprise

from

alogical

point of view, these different layers are shown in the figure below. The figure

corresponds to the ISA95 Enterprise Domain Hierarchy. ANSI/ISA95 is an

international standard. ISA95 describes integration of enterprise and control

systems[10]andprovidesmodelsandterminology.

According to [6], an enterprise can be separated in these layers: Shop Floor, Plant

Computer Room (OfficeAutomation), Plant or EnterpriseManufacturingOperations

Management DMZ, Enterprise Data Center, Extranet, Internet DMZ and Internet.

Theselayerscommunicateeitherviaacommunicationbusorafirewallincombination

withacommunicationbustointerconnectalllayers.


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Thehighestlevelinthefigurebelowdescribesplanningandlogisticstaskssuchasthe

basicplantschedule,delivery,shipping,etc.This layer ismainlybasedonenterprise

systemsandinterconnectingmiddleware.[6]

In level 3, manufacturing operations are managed. Main tasks are e.g. production

dispatching, detailed scheduling of manufacturing. This layer makes use of

manufacturingsystemswhich includes realtimemiddleware toexchangeproduction

data between different systems. ManufacturingOperationsManagement (MOM) is

usedtoanalyzeandmaintaindataandpossiblytooptimizeproductionprocesses.[6]

Asdescribedin[6],level2representstheoperationallevel(workunit).Monitoringand

controlofproductionworkprocessesarethetaskssystemshavetoaccomplish.Level1

describesmanipulation

and

sensing

of

these

processes.

Level

0is

defined

as

the

shop

floorwheretheactualproductionprocessisperformed.

SOA

Figure4:ISA95:DomainHierarchy[7]

Asthefigureaboveshows,itisimpossibletoimaginemanufacturingtodaywithoutthe

supportofITsystems.Furthermore,ITsystemsmustbeabletorepresenttheflexibility

involved in changing business relations and requirements for fast changing

environments.Inmanycompanies,thesystemslandscapeisalsoverydiverseanddoes

notprovidestandardizedintegration.[11]

ServiceOriented Architecture (SOA) is away to tackle these problems and build a

standardized and flexible service environment [12]. A SOA can be described as a

logicalway

of

designing

asoftware

system

to

provide

services

via

published

and

discoverable interfaces. [13] Services are pieces of software that are accessible


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through welldefined interfaces. Implementation details of services are hidden. A

service can be consumedwhen needed using the defined interface(s). SOA aims to

createahighlyinteroperableandextendablearchitecturebylooselycouplingservices.

In theory, a SOA should provide the following three operations: The web service

providerpublishesaservicetotheservicebroker.Aservicerequestercanfindservices

withaservicebroker.Onceaservicerequesterfoundaservice,hebindstotheservice

providedbytheserviceproviderandthushasawaytoinvokeit.

Figure5:ThethreebasicSOAoperations[9]

SOA in Manufacturing

SOAisameanforcompaniestoovercomeproblemsasdescribedabove.Itprovidesa

flexiblearchitecturethatisbettertomaintainandinmostcaseseasiertoadapttonew

requirements because of its architectural principles and style. According to AMR

Research, companies see an increased need for integrated IT architectures in the

manufacturingdomain[6].Formanufacturingcompanies,itbecomesmoreandmore

important tohaveappropriate informationat therighttimeat therightplace inthe

manufacturing factory.SOA isaway toadapt information flowsandsystemsquicker

thanintightlycoupledsystems.

Integrationofsuppliers intotheOEMmanufacturingsystemsordeploymentofOEM

systemsatthesupplierssideinvolveshighexpenses.Thisleadstotheneedforopen,

butsecurecommunicationwithsuppliersworldwide.[6]

[6] also proposes a vision formanufacturingintegrated SOAwhich is shown in the

figurebelow.


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Figure6:OverallSOAforManufacturingVision

Figure6showsthefunctionallayersoftheproposedSOAformanufacturingpurposes.

TheFoundation ITsystemsanddatalayer includesexistingand legacyapplications.

Thebasicusageofbusinessdata isdepictedby themsince theyrepresentsocalled

missioncriticalsystemsandapplications.Ontopofthislayer,theIntegrationLayercan

befound.Acommonwayofrepresenting integrationisthroughanenterpriseservice

bus (ESB). Itoffers transportation,security,mediation toapplicationsand itcanalso

provideabusinessprocessengine.

Themiddle layer represents Business services. It is seen as an abstraction layer of

services thatsitson topof the lowest layer, theFoundation ITsystems.Servicesare

wrappedbusiness

applications

of

this

lower

layer.

The

next

layer

is

the

Business

process templates layer.Servicesof the layerbelowarecombined together tomore

complexconstructsandevennewservices.This isa fundamentalprincipleofaSOA.

Theseresultingconstructsorservicesarerepresentedbybusinessprocesses.Thetop

layer is thePortal/Dashboard layer. Itprovidesvisualizationanddataaggregation to

users.[6]

Finally, Figure 7 combines the Enterprise SOA and the Manufacturing SOA.

Manufacturing SOA is part of the overall Enterprise SOA and it is designed for

manufacturingoperation

specific

purposes.

The

Enterprise

SOA

provides

ahigher

level

view on systems, processes, services and data granularity. To the leftof the figure,


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requirements and the focusofboth SOAs are given. It is clear that the focusof an

EnterpriseSOAisdifferentandonahigherlevelthanthemanufacturingsSOAwhichis

moreonproductlevelthancomplianceorenterprisewideprocesses.

P&PLM=Product&ProcessLifecycleManagement

Figure7:ManufacturingSOAaspartofanEnterpriseSOA[6]


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3The

AVERS

Automotive

Supply

Chain

Case

Study

Introduction

The comprehensive case study provided consists of an automotive supply chain

example that aims at the development of a Service Oriented Architecture (SOA)

solution to effectively process the activities within this chain. AVERS (Advanced

Automotive Parts) is a hypothetical manufacturer of specialty automotive parts,

producingfrompowertraincomponentstosteeringandbrakingsystems,thusplaying

theroleofanOEM(OriginalEquipmentManufacturer).

The supply chain concept is on the core of the automotive industry. It essentially

consists of three parts: supply, manufacturing and distribution. On this scenario,

AVERS standson themanufacturingpart,acquiring simpler individualparts from its

suppliers, combining them to produce the automotive parts and working with its

distributorstoensurethebuiltpartswillreach itsfinalcustomers,which, inturn,are

basicallycarassemblersandautomotivepartdealers.

According to thegivencasestudy,thecurrent IT landscapeofAVERSdoesnotmeet

theperformance,flexibilityandadaptabilityrequirementsexpectedonanautomotive

supplychain.

Systems

are

not

well

integrated,

thus

often

requiring

manual

data

entry,

production planning and inventory level control are notmanaged and the level of

detailandaccuracyontheinformationavailableisnotsatisfactory,tosummarizesome

of the problems. Therefore, an Order Management System (OMS) should be

implemented to enable the SOA approach on AVERS supply chain, collecting

informationfromdisparatesystems,producingdatainanagreedcommonformatand

unifyingthedisparateprocessesintooneconsistentorderprocessflowacrossnotonly

allinternalbusinessunitsofAVERS,butalsoitschainpartners.

TheProposedSOASolution

InordertoachievearobustSOAsolutionfortheAVERSsupplychaincase,somemain

processingstepsareproposedtobeintroducedontheOMS.Theyarelistedasfollows:

1) Registrationofanewincomingpurchaseorderfromacustomer;2) Verificationofordercompletion;3) Checkcustomerrelationshiptypeandcreditworthiness;4) Consolidationofallitemsonasinglepurchaseorderpercustomer;5) Creationofabill;


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6) Checkofinventorylevelsandtriggeringofstockreplenishmentifneeded;7) Sendingofinventorydatatoalogisticsserviceproviderwhichisresponsiblefor

routingtheshipmentoftheitemstothecustomer;

8) Approvalofshipmentdetailsandsendingoffinalinvoicetothecustomer;9) Negotiationofpaymentdetails.

Thesestepsconsistinasimplifiedapproachofthewholepurchaseorderprocessingby

theautomotivesupplychainaroundAVERS.Thus,basedonthe literaturestudydone

anddescribed inthisdocumentandonthegroupmembersprofessionalexperience,

some suggestions aremade inorder to improve thedetail level and realism of the

AVERScasestudy,specificallyconcerningthemanufacturingpartoftheprocess.Such

suggestionsaredepictedonthenextparagraphs.

SuggestionstoImprovetheCaseStudyTheManufacturingPart

ThepartthatconcernsthemanufacturingprocessoftheautomotivepartsbyAVERSis

verysimplifiedonthecasestudydescription.Below,theparagraphthatexplainshow

thestockreplenishmentworksisreproduced:

TheInventoryischeckedagainsttheappropriatequantitiesrequiredbythepurchase

order. If there is insufficientstockof theparts required,an inventory replenishment

processcan

be

initiated

to

move

stock

from

centralized

warehouses

to

subsidiary

warehouses.

Asitcanbenoticed,thetextdoesnotevenmentionthemanufacturingprocessofthe

automotiveparts,consideringonlythatAVERSreplenishes itsstocksbyrepositioning

partsamongitswarehouses.Suchparts,naturally,havetobeproducedatsomepoint

intime.Therefore,thefirstsuggestiontoimprovethecasestudyistoincludethecase

whenstock levelsruntoo loworevenareempty,demandingthatproductionorders

aresenttothemanufacturingunitsofAVERS.

Aiming at the improvement of the description of the manufacturing scenario, one

interesting solution is to apply some industrywide spread standards to it, thus

bringing thestudycasecloser to reality.Figure10[14]showssome typicalstandards

usedintheindustryingeneral,eitherforintercompanycommunicationorinternallyin

an enterprise and, also, regarding different aspects, such as business documents

formatsormessagingprotocols.


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Figure8StandardsforManufacturingSystemsIntegration

Asitcanbeseen,oneofthestandardstypicallyusedonthemanufacturinglevel(Level

3onFigure8)istheISA95norm.Thus,applyingthisstandardtotheAVERScasestudy

contextsounds

like

agood

idea.

ANSI/ISA-95Standard

TheANSI/ISA95 isastandardthatprovidesmodelsandterminology fordefiningthe

interfaces between an enterprises business system and its manufacturing control

systems. Its goal is to reduce the effort, cost and error while implementing such

interfaces,asitcanbecheckedwithmoredetailin[10].Figure9depictsthedifferent

levels inamanufacturingenterpriseandpresentsahelicopterviewofANSI/ISA95s

definitions.


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Figure9ManufacturingEnterpriseLevels

More precisely, the standard defines the scope of manufacturing operations and

control domain, the organization of physical assets involved in manufacturing, the

functionsassociated

with

the

aforementioned

interfaces

and

the

information

that

is

sharedbetweencontrolandenterprisefunctions.

Since the focusof this case study isproposinganSOAorientedarchitecture for the

manufacturing operations ofANVERS, it is believed that the solutionwould benefit

greatlyincomplyingatsomeleveltothisstandard.

EquipmentHierarchyModelThe first definition provided in the standard is that of the physical assets of an

enterprise.Usually, these assets are organizedhierarchically as shown in Figure 10.

Thismodel

defines

the

areas

of

responsibility

for

the

different

function

levels.


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Figure10TheEquipmentHierarchyModel

ItisbelievedthatthemodelingoftheSOAsolutionforANVERSshouldadoptasimilar

hierarchic

model

for

its

physical

assets.

The

use

of

a

standardized

model

for

a

domain

thattrespassesthewholeenterprisecaneaseinagreatmannertheinterfacesdefined

insystemsthroughoutAVERS.

FunctionalFlowDataModelThe model presented in Figure 11 defines both the main functions of an

enterprise involved with manufacturing and the information flows between the

functionsthatcrosstheenterprisecontrolinterface.


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Figure11TheMainManufacturingFunctionsandInformationFlows

Since the scope of this document is to deal strictlywith the order processing and

manufacturing part ofANVERS, only 3main functions vital to theseprocesswill be

studied indetail.Theotherswillbeassumedtobedefinedelsewhere.The functions

andsubfunctionsofinterestaredetailedasfollows:

Order Processing Customer order handling, acceptance and confirmation;waiver

and

reservation

handling;

determining

production

orders.

Production Scheduling Determining production schedule and availableproductsforsales.

ProductionControlControllingthetransformationofrawmaterials intoendproducts in accordancewithproduction schedule and standards;performing

plantengineeringactivitiesandupdateofprocessplans.

Having defined the 3 functions of interest, it is now possible to better define the

informationflowsofinterestinthescopeofthiscasestudy:


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ProductionOrdersProductionorderinformationflowsfromorderprocessingfunctions to production scheduling functions and defines the accepted

customerordersthatwillbelaterusedtodetermineworkfortheplant;

Availability Availability information flows from the production schedulingfunctions to theorderprocessing functionsanddefines theplants ability to

fulfilltheorder;

Schedule The schedule information flows from the production schedulingfunctionstotheproductioncontrolfunctionsandcontainsthe informationon

whatproduct is tobemade,howmuch is tobemade,andwhen it is tobe

made;

ProductionCapabilityTheproductioncapability information flows from theproduction

control

functions

to

the

production

scheduling

functions

and

defines the current committed, available, and unattainable capability of the

productionfacility;

ProductionfromPlanTheproductionfromplan information flows fromtheproduction control functions to the production scheduling functions and

containsinformationaboutthecurrentandcompletedproductionresultsfrom

executionoftheplan,thuscontainingwhatwasmade,howmuchwasmade,

howitwasmade,andwhenitwasmade.

ObjectModelThe standard presents also an objectmodel and provides a context for the object

models.Mostoftheinformationdescribedinthedataflowmodelfallsintothreemain

areas:

Informationrequiredtoproduceaproduct Informationaboutthecapabilitytoproduceaproduct Informationaboutactualproductionoftheproduct

Figure 12 presents the proposed highlevel model to describe the aforementioned

areas.The

production

information

defines

what

was

made

and

what

was

used.

Its

elements correspond to information in production scheduling that definedwhat to

make and what to use. The production scheduling elements correspond to

information in theproductdefinition thatdefineswhatmustbespecified tomakea

product. The product definition elements correspond to information in the process

segmentdefinitionsthatdefinewhatcanbedonewiththeproductionresources.


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Figure12TheISAObjectModelforProductionData

Figure13presentsan illustratedwayto interpret thepreviouspicture. Itshowshow

this interaction ismadebetween3of the layersof theproductioncontrol. Itmakes

clearhow the segments are allorganized in aworkflowwhiledefining theway the

productshouldbeassembled. Itclarifiesaswellthattheslantedrectangles inFigure

12 represent any of the production resources such as personnel, equipment, or

material.

Figure13SchemaaboutHowToInterprettheObjectModelforProductionData

Thetwopreviouspicturesimplythattoprovideathoroughmodel,thedetailedmodels

ofvariouselementssuchaspersonnel,andequipmentshouldbebetterdefined.The


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standard provides also a detailed model for each of these elements. ANSI/ISA95

definestheclassesandalsotheattributesineachoftheelementsasshowninFigures

14 21.ThesemodelswillbeusedasareferencewhilemodelingtheANVERSsystem.

Abriefdescriptionispresentedforeachmodel:

Personnel Contains the information about specific personnel, classes ofpersonnel,andqualificationsofpersonnelthatwillbelaterrequiredtoproduce

themanufacturedgoods.

Figure14ThePersonnelObjectModel

EquipmentContainstheinformationaboutspecificequipment,theclassesofequipment, equipment capability tests, and maintenance information

associatedwithequipmentsthatwillbelaterusedinthemanufacturing.


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Figure15TheEquipmentObjectModel

MaterialContainstheinventoryofraw,finished,andintermediatematerials.Providesalsocurrentmaterial information,which iscontained inthematerial

lotandmaterialsublotinformation.

Figure16TheMaterialObjectModel

Production Capability Contains information about all resources forproductionforselectedtimes.Thisismadeupofinformationaboutequipment,

material, personnel, and process segments. It describes the names, terms,

statuses, and quantities of which the manufacturing control system has

knowledge.


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Figure17TheProductionCapabilityObjectModel

ProcessSegmentDefinesthecollectionofcapabilitiesneededforasegmentofproduction,independentofanyparticularproduct.

Figure18

The

Process

Segment

Object

Model


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ProductDefinitionDefineswhatsteps,materialandequipmentsareneededin order to produce one given product. Defines also the sequence of the

segmentsthatshouldbetakentomanufacturethegood.

Figure19TheProductDefinitionObjectModel

ProductionRequestDefines therequest forproduction forasingleproductidentifiedbyaproductionrule.ItisaggregatedinaProductionScheduletobe

mapped to the Production Orders. A production request contains the

informationrequired

by

manufacturing

to

fulfill

scheduled

production

and

mightidentifyorreferencetheassociatedproductionrule.


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Figure20TheProductionRequestObjectModel

ProductionPerformanceDefinestheresponsesfrommanufacturingthatareassociatedwithaproductionrequest. Theremaybeoneormoreproduction

responses for a single production request if the production facility needs to

splitthe

production

request

into

smaller

elements

of

work.


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Figure21TheProductionPerformanceObjectModel

4- References

[1]Availablefrom:http://en.wikipedia.org/wiki/Original_equipment_manufacturer

[2]OBrien,S.,Lae,E.Researchautomotivepartsmanufacturers.RBCcapitalmarkets.

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[3],[4]OfficeofTransportationandMachinery.U.S.DepartmentofCommerce.Onthe

road:U.S.automotivepartsindustryannualassessment.2011.

[5]Wengel,J.,Warnke,P.Lindbom,J. ThefutureofmanufacturinginEurope2015

2020:Thechallengeforsustainability.Casestudy:Automotiveindustrypersonalcars.

February2003.

[6]SOAinManufacturingGuidebook,MESAInternational,IBMCorporationand

Capgemini,Whitepaper,2008


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[7]Bolton,R.,Tayler,S.,PQLIEngineeringControlsandAutomationStrategy,in:

JournalofPharmaceuticalInnovation,Volume3,Number2,p.8894,June2008

[8]Kiritsis,

D.,

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supplychainmanagementspring2005/conferencevideos/dimitris_rfid.pdf,last

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[9]IBMServicesArchitectureTeam,WebServicesarchitectureoverview,IBM,

September2000,availableathttps://www.ibm.com/developerworks/library/wovr/,

lastaccess:02/10/2011

[10]ANSI/ISA95,InternationalStandard,availableathttp://www.isa95.com,last

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[11]Masson,C.,SOAcanlightupmanufacturingIT,ComputerWeekly,November2006,

availableatwww.computerweekly.com/Articles/2006/11/09/219795/SOAcanlight

upmanufacturingIT.htm,lastaccess:02/10/2011

[12]Kelly,L.,BuildingaflexibleITarchitecture,Whitepaper,ComputerWeekly,March

2011,available

athttp://www.computerweekly.com/Articles/2011/03/18/245977/Whitepaper

BuildingaFlexibleITArchitecture.htm,lastaccess:02/10/2011

[13]Papazoglou,M.P.,WebServices:PrinciplesandTechnology,PrenticeHall,July

2007

[14]GiffordC.,delaHostriaE.,NollerD.,ChildressL.,BoydA.Standardsfor

ManufacturingSystemsIntegrationISA95andOAGIS WhitePaperSeries White

Paper#2:OAGIS,ISA95andRelatedManufacturingIntegrationStandards

ASurvey

5GroupMemberDetails

AjaySagar ANR411519

Fbio

Cardoso

Coutinho

ANR

291947
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HolgerEdgarOviedoCahuata ANR336584

RodrigoDeOliveiraMachado ANR929593

SuriChandramouli ANR107208

TobiasHberle ANR627260

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