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Home Page > Education > Design Patterns For Flexible Manufacturing–Aarkstore Enterprise – Prminds

Design Patterns For Flexible Manufacturing–Aarkstore Enterprise – Prminds

Posted: Mar 19, 2010 |Comments: 0
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Design Patterns for Flexible Manufacturing–Aarkstore Enterprise – PRMinds

This handy resource defines an effective set of design patterns and rules you should know when applying the widely used ISA-88 industry standards to batch manufacturing (called the S88 design pattern) and continuous and discrete manufacturing (called the NS88 design pattern for non-stop production). The author, who is the chair of the ISA-SP88 committee, developed these patterns and subsequent rules while applying the batch series in several projects. This book clearly identifies what elements are defined in the batch series and what elements make up the S88 and NS88 design patterns for flexible manufacturing. The book defines design patterns for control system programming, providing patterns for the organization of programmable logic controller (PLC), digital control system (DCS), and other control system application code. Whether you are in a batch, continuous, or discrete manufacturing environment, these design patterns can be applied to a wide range of production systems, making systems easier to design and implement.

This handy resource defines an effective set of design patterns and rules you should know when applying the widely used ISA-88 industry standards to batch manufacturing (called the S88 design pattern) and continuous and discrete manufacturing (called the NS88 design pattern for non-stop production). The author, who is the chair of the ISA-SP88 committee, developed these patterns and subsequent rules while applying the batch series in several projects. This book clearly identifies what elements are defined in the batch series and what elements make up the S88 and NS88 design patterns for flexible manufacturing. The book defines design patterns for control system programming, providing patterns for the organization of programmable logic controller (PLC), digital control system (DCS), and other control system application code. Whether you are in a batch, continuous, or discrete manufacturing environment, these design patterns can be applied to a wide range of production systems, making systems easier to design and implement.

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Information Technology Design, enterprise, Flexible, ManufacturingAarkstore, Patterns, Prminds

Backup is often complex and laborious work – one of the biggest pains in IT. It is not a glamorous activity because it does not deliver any improvement to businesses’ top lines and is, indeed, an expense that reduces the bottom line. Even when it does its job by averting disaster, it simply maintains the status quo. However, it is essential.

The basic management considerations for backup are the same in the physical and virtual worlds. Server virtualisation in itself does not complicate backup, but its sizeable benefit of hardware consolidation makes life harder for backup administrators. Alongside this, virtual server sprawl increases backup workload because it creates many more servers to administer. These two issues exist regardless of the virtualisation platform and, arguably, virtualisation has turned back the clock for backup. Vendors are still working to put this situation right with architectural changes to backup systems.

In 2007, VMware eased backup problems for its customers by launching its free VMware Consolidated Backup (VCB) framework. However, VCB was not ideal, as it required customers to install more complicated backup systems for their virtual servers than for their physical servers.

This year VMware launched a successor to VCB called vStorage APIs for Data Protection (VADP). VADP is a major step forward, enthusiastically endorsed by third-party suppliers of backup software. It will be a significant competitive advantage for VMware and benefit the company’s customers, because it will greatly simplify backup of their virtual servers.

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Table of Contents :
Executive summary
Recommendations
Backup issues are common to both sides of the virtual looking glass
Automation is king
Policy-based is the best policy
Recovery is the better part of backup
Backup issues are unique to the virtual world
Where have all the cycles gone?
Sprawling servers gum up the works
Sleeping virtual servers slip the net
Defining backup service levels
Recovery time objective
Recovery point objective
Continuous data protection
Granularity
Some backups are worthless
Crash consistency
File consistency
Application consistency
De-duplication is just as useful in the virtual world
De-duplication and backup are tied at the hip
Target de-duplication requires no change for virtual servers
De-dupe at the source
Sticking with traditional backup architectures
Keeping the backup story simple
Placing an agent in every virtual server
Advantages
Disadvantages
Placing an agent in every host
Advantages
Disadvantages
Happy snapping in the SAN or NAS pool
Using the tools in disk arrays
Advantages
Disadvantages
VCB – VMware’s first helping hand
Offloading the hosts
How it works
Advantages
Disadvantages
VCB is updated transparently
Evolution and a new name
A slew of good things
What changed?
Living with a background load
Backup vendors back VADP quickly
Don’t confuse VADP with the VMware Data Recovery tool

For more information please visit:

http://www.aarkstore.com/reports/VMware-jumps-forward-in-backup-32451.html

PH.NO. 919272852585

Information Technology BackupAarkstore, enterprise, forward, Jumps, VMware

Steve Mills: 2010 will be the establishment within the enterprise cloud into the sky-year VMware

CBI: For 2010, the application virtualization market, hot spots and trends, you mentioned several times “cloud computing” and that “2010 will be the establishment within the enterprise cloud Year” this view. In response to this trend, VMware made what preparations?

Steve Mills: In the past everyone cloud computing can be described as divergent views, have their own different opinions and views, but now the industry has gradually reached a consensus: Cloud computing is the evolution of next-generation computing model. Each customer must establish their own cloud computing model, its first step is to complete the internal clouds or private clouds formed. Establishment of scientific and technological base within the cloud is that virtualization, which will also become a driving force continued to rise Sony VGP-BPS2 Battery the virtualization market, the growth momentum. Overall, both the degree of maturity of the technology or changes in market demand, will be promoted in 2010 will be the establishment within the enterprise cloud Year.

For VMware, in fact the earlier years, we will enhance the company’s products to a higher level, and raised some very advanced cloud computing-based solutions. Last year, in April, the company also released the industry’s first operating system used to build internal clouds VMware vSphere4. At the same time, VMware is designed to help customers from internal and external clouds clouds at any time, on-demand and secure access to computing power needed to plan vCloud breakthrough has been made, has more than 1000 companies of various sizes for customers VMware-based cloud product delivery.

Through a series of actions, VMware customer towards cloud computing wave of demand has always maintained a leading position, while the enterprise market has also been wide response and support.

CBI: In the current environment, your company can give to the channel partners what specific support?

Steve Mills: VMware channel strategy is the overall strategy is very important component, but also of our entire eco-system, a very important part.

VMware’s global channel is divided into two categories, first, IBM, Hewlett-Packard, Dell, EMC, Cisco and other global partners, in the Chinese market we have to do is in line with a global framework agreement to strengthen the local implementation; another is more important is that we Chinese local partner, from the total generation to the SI, ISV, SP and HP Pavilion ZV5000 Battery channel partners with local partners with the top priority of our work.

Our channel partners have consistently upheld the principle that: First of all, VMware’s products and programs should always be ahead of the market, providing customers what they want; Secondly, the channel management more transparent, so that channel can get maximum benefits; In addition, to the channel more training to enhance their overall program of the software and service capabilities, and helped them make a faster transition, thereby expanding their market advantage.

CBI: We have seen over the past one or two years, VMware in the regional market expansion aspect of no small accomplishment. The current progress made;

Steve Mills: VMware for the regional market is very valued. In particular, more than a year ago, we launched with the support of the headquarters of China’s rapid market growth initiatives. The first step on the selection of the North, on the wide outside the seven cities, and plan our sales and technical support staff. This proved to be very correct, based on local, not only allows us to better understand the needs of local partners and customers, but also for our local market to do a good basis for further input. At present, the company has launched the second phase investment plan, the future, VMware will also be covered in the regional market a more comprehensive and in-depth.

CBI: From the perspective of industrial applications, for many companies prepare for the deployment of virtualization users, you are right what proposals they have to share?

Steve Mills: I think it is more important is, both for our partners, or customers, he is considering the deployment of virtualization, there are several options: First, how clearly you have no reason to do virtualization, you can go to download an open-source free software, running some very basic virtualization capabilities. However, to the second step, your business needs to further applications need to have a comprehensive enterprise data center or desktop, when the product does not have to upgrade and grow with the space. Secondly, the choice of virtualization options, but also take into account the future of your business computing environment, IBM ThinkPad R50 battery system is available on the heterogeneous network environment support. If these do not take into account good, this program can only solve some of your current primary issues that may go elsewhere in the future.

The VMware solution is very comprehensive and complete. VMware has a very clear product roadmap that tells users how to implement a step by step, but also wishes to adopt more market and training activities to devote more experience-sharing to more partners and users.

Information Technology 2010, Cloud, enterprise, Establishment, Into, Mills, SkyYear, Steve, VMware, Within

Enterprise resource planning and implementation in any organization needs knowledgeable selection of the right ERP software. ERP is an IT tool that facilitates business process. It helps companies keep abreast with changing business practices.

For efficient implementation of ERP the organization must consider the following issues before selecting an ERP software:

• The choice of ERP software and its suitability.

• Inherent flaws in the existing business processes.

• What the benefits of ERP systems are.

• The ability of the ERP system to adapt to changes in technology and business needs.

The 10 essentials of an ERP system are:

1. Understanding clearly the “whys and hows” or ERP software. To prevent disasters and business losses you must put together a team drawn from different parts of your business to understand ERP and what in your case are the most important deliverables and objectives.

2. Delineating practically the difference between the existing system and ERP process. Identify what are defined as the functional and non functional gaps in the existing and planned systems.

3. Keep the ERP system simple. Customization at stage 1 could confuse matters. Experts in ERP recommend implementing ERP in stages. So begin with a standard off the shelf software system and once the system is functional and kinks worked out then consider stage 2.

4. Implementing ERP in any company means changing mind sets across the board. It is important to “socialize” the change by teaching about ERP systems at every stage in the organization. Unless stakeholders are convinced about feasibility ERP implementation will run into troubles.

5. Implementing ERP needs a project management team and a quality/centre of excellence team. These two working in tandem will be able to manage the change and work towards stability.

6. ERP needs existing data bases so introduce business intelligent systems in your organization early so that ERP can work efficiently.

7. Know the risks and complexities of ERP systems. Find out what are the technology risks and business process risks. Insisting on testing cycles. Although this is a long drawn process it will iron out flaws and problems.

8. Audits and compliance are essentials. ERP systems are finance and accounting based and so need regulatory systems in place. So in ERP implementation you may need to consider upgrading or altering the financial systems.

9. ERP has many advantages but you need to select the software based on individual needs and business plans.

10. Get ERP expertise to help you select a workable system. Never buy software based on what a vendor has to say. Determine your needs clearly.

ERP systems have great benefits provided you implement a system that fits well with your business processes. Keys to ERP success are selection of appropriate software and stepwise implementation with troubleshooting.

ERP enterprise, Essential, Know, Planning, Regarding, Respurce, Should

The emergence of the Internet, evolving customer demands, pressure to accelerate business process, and the need to establish more collaborative relationships with key suppliers and business partners are all pushing organizations towards ERP solution. So, what is ERP?
Enterprise Resource Planning (ERP) is described as an “information system package that integrates information and information based processes within and across functional areas in an organization” [1].

Traditional stand-alone applications were designed for specific customers, with limited functionality, and isolated from other applications. On the contrary, ERP is a business tool that integrates all the applications required by an organization as a whole, and connects the organization to other enterprises in a network form. It is usually compromised of several modules such as: a financial module, a distribution module, or a production module. Today, ERP have added new functions such as supply chain management, product data management, electronic commerce and warehouse management. Thus, ERP opens a window of opportunity for businesses to compete globally, respond to competitive pressures, and increase revenue.

ERP Characteristics & Basic Operations:

ERP facilitates company-wide Integrated Information System covering all functional areas like Manufacturing, Selling and distribution, Payables, Receivables, Inventory, Accounts, Human resources, Purchases etc.

- ERP performs core business activities and increases customer service satisfaction.

- ERP facilitates information flow across different sections or departments of the organisation.

- ERP bridges the gap between business partners allowing ongoing collaboration.

- ERP is a good solution for better project management.

- ERP is built as open system architecture, meaning it allows automatic introduction of the latest technologies such as: Electronic Fund Transfer (EFT), Electronic Data Interchange (EDI), Internet, Intranet, Video conferencing, E-Commerce etc.

- ERP not only addresses the current requirements of the company but also provides the opportunity of continually improving and refining business processes.

- ERP provides business intelligence tools like Decision Support Systems (DSS), Executive Information System (EIS), Reporting, Data Mining and Early Warning Systems (Robots) for enabling people to make better decisions and thus improve their business processes.

- ERP tracks a wide range of events in an organisation, and plans for future activities based on these events.

ERP driving forces:

1. The need to increase supply chain efficiency.

2. The need to increase customer access to products or services.

3. The need to reduce operating costs.

4. The need to respond more rapidly and flexibly to a changing market place.

Global ERP Implementation:

Historically, most international companies have managed their systems on regional basis, because there was no single solution that was globally acceptable.

In today’s dynamic business environment there is a strong need for the organisations to become globally competitive. The key for success lies in customer satisfaction, through understanding customer needs, and providing quality goods and services in the shortest time possible. To support a global outlook, many firms implemented or are in the process of implementing Enterprise Resource Planning (ERP) Systems, in order to improve level of coordination among national entities of the same firm, and also with business partners. However, to achieve this level of coordination it is important to have a global market strategy, a common IT infrastructure, and business processes in place.

An analysis of past global ERP projects, highlight on the importance of aligning organisation structure with business process and business strategy with IT strategy in order to compete in the international market. ‘Threads’ is a good example of an international company that replaced its legacy system with ERP. ‘Threads’ had a national organisation structure that operates on country by country basis.

To obtain a global view ‘Threads’ decided that its time for change by transforming the company from a local to a global geographical perspective. Hence, making Europe as one market for their business operations, and also ensuring competitiveness through a focus on the quality, price, and customer service. The intended organization structure and supporting global ERP is shown in [2].

Enabling Technologies:Traditional ERP systems required sophisticated and expensive information technology infrastructure such as, mainframe computers. Nowadays, with the advancement of information technology and the cost reduction of computers it becomes possible for SME’s to think about ERP Systems. Moreover, the power of Three Tier Client Server architecture and scalable relational data base management has made it easier to deploy ERP Systems in multiple locations.
Implementation of ERP

Implementing an ERP project is a process consisted of many phases. Following, a step by step approach will simplify the process and is more likely to yield a better result. The normal steps involved in the implementation of an ERP are as below:

o Project Planning

o Business & Operational analysis including Gap analysis

o Business Process Reengineering

o Installation and configuration

o Project team training

o Business Requirement mapping

o Module configuration

o System interfaces

o Data conversion

o Custom Documentation

o End user training

o Acceptance testing

o Post implementation/Audit support

In short, implementing ERP can transform the way an organization conducts business. It helps the enterprise link its resources, utilise and allocate them in the best possible manner and control them on real time basis. For instance, in the case of ‘Threads’ the transformation from Legacy system to ERP system resulted in a reduction of data redundancy, reduction of overheads, an increase in customer responsiveness and customer service levels throughout the firm. This has been facilitated by implementing a common global ERP system throughout its European operation.

Critical factors for Success of ERP:

The successful implementation of an ERP project requires management to plan carefully, and have all needed human and financial resources in place. Below is a list of the main critical factors for the success of ERP:

1- Top Management Support:

Among the most important factors for the success of ERP project is the top management commitment and support. The role of top management includes, developing an understanding of the capabilities and limitation of the proposed system, setting goals, and communicating the corporate IT Strategy to all employees [3].

2- Project Management:

Another important factor for the success of ERP is managing the project life cycle from initiating to closing phase. The Project Manager (PM) has sole responsibility and authority for planning and controlling the project scope to meet the deliverables in the given time frame and budget.

3- Selection of the appropriate package:

Selecting the appropriate package is an important managerial decision. Analysing and evaluating the organisation needs and processes help in taking the right choice that best suits the business environment. A careful selection of the right package results in minimum modification and successful implementation and use. On the hand, selecting the wrong software may mean a commitment to architecture and application that do not fit the organizational strategic goal or business process [3].

4- User training and education:

A quality implementation can de derailed by poorly trained employees who do not know how to properly operate the ERP system. The knowledge transfer to employees is arguably more important than the quality of the system. For that reason, companies should use consultants to run training sessions on how the system works, and how they relate to the business process.

5- Business Process Re-engineering:

Business Process Reengineering is a pre-requisite for going ahead with implementing ERP system. An in depth BPR study has to be done before taking up ERP. Business Process Reengineering brings out deficiencies of the existing system and attempts to maximize productivity through restructuring and re-organizing the human resources as well as divisions and departments in the organisation

6- Dedicated Resources:

One of the main critical factors for ERP success is determining the human and financial resources needed to implement the system. This should be done at an early stage of the project. Failing to commit the required resources often result in schedule and cost overdue.

7- Project Team Competence:

Another key element of ERP success or failure is related to the knowledge, skills, abilities, and experience of the project manager and team members. The project team should work in a coordinated way to achieve one goal. Hence, it is vital for team members to have technical and business skills to complement their work.

8- Clear goals and objectives:

Setting clear goals and Identifying the Objectives of the ERP Project is the third most critical success factor. The initial phase of any project should begin with a conceptualization of the goals and possible ways to accomplish these goals. It is important to set the goals of the project before even seeking top management support [3].

9- Ongoing Vendor Support:

Ongoing vendor support represents an important factor with any software package. ERP systems require ongoing vendor support to keep them up to date with the latest modules and version. In addition to this, vendor support provides technical assistance, and maintenance.

10- Interdepartmental communication:

Good communication is a key component for the success of ERP. Hence, it is essential to communicate effectively between team members and the rest of the organization, in order to keep everything working properly.

To conclude, ERP implementation could become a complex and risky process, if not managed properly. Organizations need to identify the critical issues that affect the implementation process. Such as: selecting the appropriate software package, securing commitment and support from top management, cooperation from business partners, having adequate knowledge among team members, training employees and keeping them informed. All those issues and other more can minimize the failure of ERP project and maximizes the success of ERP implementation.

References:

[1] Kumar, K. and Van Hillegersberg, J. ERP Experiences and Evolution, Communication of the ACM, (43:4), pp. 23- 26, 2000.

[2] Holland C. and Light B. (1999) Global Enterprise Resource Planning Implementation Retrieved August, 27, 2005 from: http://csdl2.computer.org/comp/proceedings/hicss/1999/0001/07/00017016.PDF

[3] Somers T.M., and Nelson K. (2001), The Impact of Critical Success Factors across the Stages of Enterprise Resource Planning Implementations, published in 34th Hawaii International Conference on System Sciences 2001, Hawaii

[4] Holland C.P, and Light B. (1999), A Critical Success factor Model for ERP implementation, IEEE Software, May/June 1999, pp. 30-36

[5] Hammer M. and Champy J. (1994) Reengineering the Corporation, New York, Harper Business.

[6] Kerchevak M. (2005) Five Steps to an ERP Solution, Retrieved September 3, 2005 from: http://archives.tcm.ie/businesspost/2005/06/05/story5254.asp

[7] Robinson S. (2004) A Developer’s Overview of ERP, Retrieved September 1, 2005 from: http://www.developer.com/design/article.php/3446551

Mr. Nidal A. Bousaleh
Masters Information Technology (Web Engineering & Design)
University of Western Sydney

ERP enterprise, Planning, Resource