Munitions Manufacturing A Call for Modernization (2002) / Chapter Skim
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2 Enterprise Integration
2 Enterprise Integration
Pages 23-41
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From page 23... ...
As envisioned by the TIME program, this integrated enterprise will be capable of the following: _ ~ ~ - ~ r Rapidly transitioning new products and design changes from design to production in a single iteration; Rapidly expanding the operations of the enterprise in times of crisis by integrating geographically separated dual-source contractors with whom the Army will have previously negotiated standby contracts; Seamlessly communicating orders, designs, process parameters, and other vital data between facilities having a variety of enterprise resource planning (ERP) , supply chain, product design, and communications systems; Readily allocating raw materials and production between facilities as needed and monitoring inventory levels and production status in real time; and Encouraging interaction between team members and incorporating strategies that will enable optimized design and timely, cost-effective production.
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From page 24... ...
Designing the framework for an integrated munitions manufacturing enterprise; ancl Developing a methodology and the initial architecture, including; An enterprise framework ancl development methoclo~ogies; Identification of enterprise core competencies for integrated product and process clevelopment; Selection of enterprise enablers; ancl Identification of planning requirements manufacturing enterprise. for an agile virtual Although current funding levels are sufficient only for technology demonstrations, it is intended that the TIME program will ultimately implement this architecture using, wherever possible, the best demonstrated practices and commercial off-the-shelf (COTS)
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From page 25... ...
Because many of the technologies needed for integrated manufacturing a~reacly existed in the commercial marketplace, the first target of TEAM's technical group was to find the best commercially available tools for their respective functions and demonstrate those tools in an integrated solution suite. The other targets of the TEAM initiative were interconnected demonstration (limited collaborative environment, partially networked infrastructure, and limited document archiving)
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From page 26... ...
Each of the functions necessary to make the product is defined, including the protocols, information requirements, and tools needed to perform the function. The models in Figures 2-1, 2-2, and 2-3 serve as guideposts for integrated product realization.
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From page 27... ...
~ .-.. ~ - Enterprise Knowledge FIGURE 2-2 The TEAM product realization model.
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From page 28... ...
The interconnected demonstration validated the methodology of product realization, but it did not address the needs of the integrated enterprise. For the integrated demonstration, an aluminum head for a Corvette engine was selected.
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From page 29... ...
Although the TEAM program considered its methodology to be a breakthrough for integrated product realization, it also recognized that this methodology was only part of the solution for a truly integrated enterprise. Product data management (PDM)
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From page 30... ...
NETWORKING AND CONNECTIVITY The TIME program has as a goal the creation of a network that will allow secure, interactive, multimedia communication between nocles, thus enabling a concurrent engineering environment. This network will be capable of transmitting complicated product design ancl process data from research ancl engineering to manufacturing environments and will enable the production and monitoring of ammunition at multiple sites.
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From page 31... ...
Connectivity involves the ability of multiple software applications, running on the same or different computer systems, to transfer information from one to the other ancl then take appropriate action using the transferred information. The committee knows of no government-owned/government-operatecl (GOGO)
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From page 32... ...
Recommendation: Because the high-leve~ enterprise and network architectures have been defined for the integrated munitions enterprise, the TIME program shou~cl focus next on defining information requirements and flows and then defining the requirements for enterprise and supply chain systems. Some of the methodologies and tools that TIME is endorsing for connectivity were originally identified by the TEAM program.
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From page 33... ...
Most enterprise integration efforts to date have involved the integration of functions within indiviclua~ enterprises, perhaps at multiple, geographically clispersed divisions ancl often having a variety of new and legacy operating systems. Some enterprises have gone a step beyond ancl have begun to integrate their supply chains.
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From page 34... ...
In short, the creation of an integrated munitions enterprise will involve several layers of complex challenges: Working with COTS ERP and supply chain management systems that, for the most part, have themselves yet to be thoroughly validated; Achieving successful interconnections and interoperability between evolving, disparate systems used within enterprises; I ntegrating such systems among the enterprises, both corporate and government, in supply chains; Bringing GOGO facilities up to date in these capabilities; and Selecting and implementing an Army munitions ERP system that must be (1) tied to other DoD systems, and (2)
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From page 35... ...
Thus, in the case of the munitions inclustry, the effort includes product design and development; assessment of routine inventory requirements and potential replenishment requirements; management of both routine and potential surge capabilities for manufacturing and assembly; stockpiling of raw materials and parts; warehousing of finished product; order entry and management; and distribution and delivery to stockpiles and the ultimate users. Efforts to optimize, integrate, or manage the performance of a supply chain typically focus on assessing the value addecl by each step and function in the supply chain rather than on the overall performance of the individual enterprises.
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From page 36... ...
It should also take advantage of changes in government procurement regulations to optimize the performance of its munitions supply chains, especially when needed for replenishment. One of the key principles of supply chain optimization is the implementation of technologies that support multiple levels of decision making ancl provide a clear view to all participants of the flow of products, services, ancl information.
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From page 37... ...
, and to a lesser extent the performance of supply chains has been improved, primarily in the areas of inventory reduction, order integration, and logistics. However, tremendous opportunities still exist in commercial industry for the improvement of enterprise operations, supply chain operations, and the synergy that can be created by developing a system of systems as these disparate, complex systems and their interoperability are improved and more extensively utilized.
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From page 38... ...
Control of changes is a far more substantial issue than remote monitoring and cliagnostics, which are real capabilities that are implemented today in a variety of commercial industries. To give a controls engineer at the Armament Research, Development, and Engineering Center, for example, the capability to make changes on the factory floor of a remotely located commercial supplier is not likely to be accepted by commercial participants in the munitions supply chain for the foreseeable future.
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From page 39... ...
The following elements remain to be well defined in the context of the enterprise architecture as part of the integration effort: Role of the enterprise infrastructure; Role of integration hubs; Role of extensible markup language (XML) as methoclo~ogy for enterprise-eve information exchange; Micicileware for integration, including message-oriented middleware; Details regarding enterprise-leve~ database integration; · Communication technologies for micicileware integration, such as CORBA or the Distributed Component Object Moclel; Role of information brokers in enterprise integration; ancl Role, if any, of online trading techniques.
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From page 40... ...
It is, therefore, only reasonable to assess the plans of the TIME program against stanclarcis for current practice in management of industrial supply chains in large organizations. It is the opinion of the committee that Tl ME is identifying and attempting to demonstrate the use of integration tools that are consistent with current enterprise resource management directions ancl emerging integration architectures while offering cost-effective views for integration of manufacturing operations.
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From page 41... ...
In establishing priorities for implementation, DoD should look across the entire spectrum of munitions needs, from ammunition to smart munitions, and place priorities on those segments of the industry that are most critical to future national needs.
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