The System Approach - STIMS Institute · PDF fileDr. K. (Subbu) Subramanian STIMS Institute (Science Based Technology Innovation and Management Solutions) [email protected] 1 The

Dr. K. (Subbu) Subramanian

STIMS Institute (Science Based Technology Innovation and Management Solutions)

[email protected]

1

The System Approach



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What is a “System”?

A system is a collection of parts, which interact with

each other to function as a whole. --- Draper Kauffman, “Systems Thinking”

A system is a perceived whole,

whose elements “hang together” because they continually

affect each other over time and operate toward a common purpose.

--- Peter Senge, “Fifth Discipline”

A system is a network of interdependent components

that work together to try to accomplish the aim of the

system. A system must have an aim (goal). Without aim there is no system. --- W. Edwards Deming, “The New Economics”

INPUT OUTPUT

TRANSFORMATION

System: Input/Transformation/output scheme



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Now we know

the why and

what?

But HOW?

What is a Solution?

“input/transformation/output” system leading

to added value to those who are willing to

pay for such value addition!

What is the Need ?

Create and implement New Solutions

Replicate known solutions in larger

quantities

Perceived Needs: More Innovation

More Entrepreneurship

Work Smarter and Work Harder

Keep Jumping From Job to Job

Become Global

Become Transformational

Get Higher College Degrees

Get More Skills

Interdisciplinary

INPUT OUTPUT

TRANSFORMATION

What is a Solution? What is the Need?



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Solution:

“input/transformation/output” System, leading to added value with reward for such value addition!

INPUT OUTPUT

TRANSFORMATION

What is a Solution?

= KNOWLEDGE

Solution: KNOWLEDGE and its USE!

SYSTEM THINKING.



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Manufacturing: A collection of

Physical Processes and Service Processes.

Input Transformation Output

Physical

Processes ??? Product

Service Processes

Service Processes: Anything to do with Information and logistics

That collect process, analyze and disseminate

information and decision making

Physical Processes: Where physical change happens on the work material

(e.g.): Cutting, grinding, EDM, ECM, Welding, Forming, Forging, …..



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Process Category Description Characteristic Features

Physical Processes

Service Processes

Domain specific activities;

directly impacted by

technical professionals and

their academic/sector specific

skills

• Physical sciences intensive

• Physical goods and inventory

• Relatively low end-user contact

• Capital/investment intensive

• Long development and

implementation cycle

• IT applications intensive

• Information and database

• Active end user contact

• Network and connectivity

• Relatively short development

and shorter implementation cycle

Domain neutral

Information and logistics

activities; impacted by

IT applications solutions

Physical and Service Processes

- Features



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Quantum Improvement in Service Processes

are Already Taking Place Traditional vs. World Class

Tools: Lean, Six Sigma, ERP, BPOs, Outsourcing, ………

World Class

(10 tears ago) Traditional

Set-up Time < 10 minutes

Down to 1 minute

2- 4 hours

20 - 30 minutes

Quality 1,500 ppm, 0.15%

300 ppm, 0.3%

3 - 5% inside the Co.-

2 - 5% warranty cost

15 - 25% of sales

(true cost of quality)

Plant or Space Utilization > 50% 25 - 30%

Work as a Function of Touch Time

Value added Time/Total Time 25 - 30% 2 - 4%

Material Velocity (Turns) > 100 (3 days) 2 - 4 (3 months)

Flexibility Number of SKUs

Manufactured/Setup

270 parts/machine

tool

25 parts/machine tool

Distance a Part Travel through the Plant

(From Receiving to Shipping Deck)

300 feet > 1 mile (up to 2 or 3

miles)

Reliability of the System or Equipment 90 - 95% 65 - 75%

Today ?



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Manufacturing Processes What is the Need?

Total Cost

(Per Unit of

Value or Benefit)

Present Situation Requirement to Meet

Global Competitive Need:

• New Materials

• New Applications

• New Processes

Incremental Improvement

is not enough “Better Mouse Trap”

Quantum (Large Scale) Improvement

is the real need “Different Mouse Trap”

100

95

75



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Transformation

-- Process

-- USE

Information (IT)

Logistics (LT)

Unique or

Industry/Sector

Specific

Generic or

Industry/Sector

Neutral

Known

Solution

Service

Processes Physical

Processes

Model for end of 20th Century manufacturing



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Model for Advanced Manufacturing

for the 21st Century.

Transformation

-- Product

-- Process

-- USE Information (IT)

Logistics (LT)

Unique or

Industry/Sector

Specific

Generic or

Industry/Sector

Neutral

New

Solution

Service

Processes

Physical

Processes



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Manufacturing Process

- It is not a “Black Box”

Input

Transformation

Output

System Thinking



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Manufacturing Process - It is not just a Statistical Process

Input

Output

Statistical

Process

Control

Machine Tool

Work Material

Processing Tool

Operational Factors

Process Measures

or

Macroscopic Variables

Technical/Economic Out put

Transformation

System Thinking



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The “System Approach”

Process

Parameters/ Constraints

System Output

Why are we interested in the process?

Measurement

during the

process

Work/

Component

Consumables Tools /

Software Technical

Output What is the

process producing?

Machine

Tool

Microscopic

Interactions

Measurement

and Analysis

Process Economics

Diagnostic

Tools &

Methods



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Manufacturing Process: It is a “System”

Economic/

System Output

Input

Microscopic Interactions

Output

Macroscopic Variables/Measures

Technical Output

Transformation

Mechanical Electrical

Thermal Chemical

Tools/

Consumables

Work /

Components



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Use the System Approach

• Every person has the same information

• Everyone’s knowledge is integrated into

a common framework

• Awareness: Fill all the boxes as much as

we can. Then ask questions where the

box is empty

• Analysis: Which question to be asked

and in what order?

Process Solution is a puzzle and requires either...

> One person with many years of experience with many companies, products and applications.

There are few people like this.

> Or, many people, each with a little knowledge, to fit together and solve the “puzzle” – the problem. This is very difficult and inefficient.

> So what do we do?

Jigsaw puzzle

Why do we need The System Approach ?

Process


System Output


Measurement

during the

process

Work/

Component

Consumables Tools /

Software Technical Output What is the

process producing?

Machine

Tool

Microscopic

Interactions

Measurement

and Analysis

Process Economics

Diagnostic

Tools &

Methods



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End User The System Approach: Integrating the Knowledge

of every one involved in the Process

(e.g): Grinding Process

Raw Materials

Process

Tools/ Consumables

Su

pp

lier

– A

pp

lica

tio

n/U

SE

Machine Tool Metal

--- Ferrous/Non Ferrous/Alloys

Non – Metals

--- Ceramics/Glass/Carbides

--- Wood/Concrete/Minerals

--- Composites/Crystals

Industry: -- Transportation/Energy/

Housing/High tech./DYI/ ….

Use: --- Raw Materials/ S.F. Goods/

Components/Sub Assembly/

Assembly/Repair/ Maintenance

Geography

Application:

--- Rough/Precision/U. Precision

Materials / Parts

Grinding - Process Product

Transformation



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Academic Education (Primary Source of Knowledge)

Industry/ Sector

Specific

Knowledge

Skills

for

Transformation

(Recognized

by chance)

Sources of “Knowledge”

Industry/ Sector

Specific

Knowledge

Academic

Education

End of 20th

Century

20st Century

Paradigm:

20th Century Paradigm End of 20th Century

Sources of Knowledge and their order – 20th Century

Transformational Skills

(to Identify, Create and

Implement “New” Solutions).



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• Building blocks to be used in an inter-dependent manner;

• Knowledge Integration in all three building blocks as needed.

• Use resources available from any where

• Generate impact across the globe.

Skills for

Transformation

Academic

Education

Industry / Sector

Specific Knowledge

Ordering of “Knowledge” required

for success in the 21st Century



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Develop

Common

Language

System Approach (Knowledge Integration)

End to End Innovation

Emphasis on Science

and “Mobile Diagnostics”

Build Eco-system for

Core technology Platforms

3 D View of

Core Capabilities

Emotional Intelligence

for “New Solutions”.

Transformational Skills for 21st century Technical Professionals.

Discover

Develop

Deploy



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Transformational Skills required

for success in the 21st Century

• Identify “New” Solutions : • Develop a “Common Language”

• 3D View of Core Capabilities

• Develop “New “ Solutions - Knowledge Integration: • The System Approach

– relentlessly ask the question “Why?” and also find the answers.

(the next wave after Lean and Six Sigma)

• Scientific reasoning and use of Mobile Diagnostic Tools

• Integration of knowledge from all sources from across the globe

• Implement “New Solutions”: • Innovation Culture : End to End Innovation

• Emotional Intelligence of Leadership, Innovation and Entrepreneurship.



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Professional Process

Department/Function Company

Physical

Processes

Physical

Processes

Product Product Product

Physical

Processes

Service

Processes

Solution: with a nucleus composed of “Physical Processes”

integrally linked with a collection of service processes



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Engineering

Management

Sci

ence

Digital

Technology

Finance/Mkt.

Drivers

Ph

ysi

cal

Tec

hn

olo

gy

Experience Service

Kn

ow

led

ge

Breadth or Scope

“Zoom out”

Dep

th o

r

Uniq

uen

ess

“Z

oom

in

”

Professional Process Solution Industry Sector

/ Company

The System Approach: Alignment of core capabilities at each level.



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Three levels of System Skills. What?

(Awareness)

How and Why?

(Analysis)

Breadth or Scope

Dep

th /

Uniq

ue

Why not ?

(Synthesis)



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Cause

Effect

Traditional: Fish Bone Diagram

Investment

Expenses

Need

Constraints

Technical

Output System

Output

Effect Value or

Benefit

Transformation

(Physics)

The System Approach

Science Engineering

Strategy



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Capital,

Equipment /

Fixed Assets

Transformation

INPUT OUTPUT

Expenses / Resources/

V. Cost

$$$$$$

Constraints

Product /

Unmet need

Sales, Profits, Business Performance

The System Approach: There are four input categories

leading to the transformation and the outputs.

Value or Benefits

Product



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Technology = Knowledge and its Integration !

= “Science” + “Engineering” + “Management” (Operations + Strategy)

Engineering Management

Science

Process


System Output


Measurement

Work/ Component

Consumables Tools /

Software Technical

Output What is the

process producing?

Machine

Tool

Microscopic

Interactions

Measurement

and Analysis

Process Economics

Diagnostic

Tools &

Methods



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En

gin

eering

Technology

Solution

Technology: integration of

Science, Engineering and Management,

leading to new solution.



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Science: Understanding the “Transformation”

•What really happens during the “Process”?

•Microscopic Interactions:

• The represent the “Physical Science”

• They can not be “seen”

• They can be measured, analyzed and inferred



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Engineering: Application of the “Transformation”



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Strategy

Operations

Management

What ?

Why ?

How ?

When ?

What is “management” ?

PLAN

ORGANIZE

COORDINATE

CONTROL

PLAN

ORGANIZE

COORDINATE

CONTROL



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Product

Technology

Process

Technology

Manufacturing

Technology Application

/ USE

Technology

Your Education:

The system Approach for Grinding Processes; Can be used in every aspect of the job in the company



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The System Approach - Implementation Methodology

Management

(Strategy)

Management

(Operations)

and

Engineering

Science

+

+

1. Establish the System

Outputs: Why? Identify the stakeholders, their

benefits, and priorities

2. Document the process as

Input/Transformation/ Output System: What?

3. Establish the Technical Outputs: What do we want

from the process?

4. Diagnose and Interpret: Obtain the “vital signs”; what do

they infer about the transformation

(core capabilities): Why?

5. Implement the changes (How?) Simultaneously

needed in all four input groups to influence the transformation

6. Document the New Solution (How?) With

improvements in the technical and system outputs



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Progressive Impact of “Science”

Backed Up by Diagnostic Tools

Five Steps in the Scientific Approach to Problem Solving:

—Diagnostics

—Problem Solving

—Process Improvement

-—Process Maintenance

—New Solution or Step Change

>160%

120%

100%

80%

Problem resolution

Process Improvement

Monitoring

Process

Output

Why ???

Diagnostics

Base Line

New Solution

System

Output Technical

Output

Equipment Component

Tooling Operational

Parameters

In-Process

Measurement

Diagnostic

Tools

PROCESS Transformation



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Process

Parameters/

Constraints

System Output


Need /

Application/

Component

$$$$$$$

Consumables Tools /

Software Technical Output What is the

process producing?

$ Investment

Machine / Platform

Transformation

Portable Diagnostic

Tools, Methods and data analysis

Stake holders

Share Holders

Benefits

(POWER) (KNOWLEDGE)

Knowledge Integration (1) :

Sharing the power to gain new Knowledge.

You can’t get something for “nothing”!



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Power (Resources)

Kn

ow

led

ge

(Syste

m T

hin

kin

g)

• Higher Productivity

• Better Quality

• New Solutions

• New Products

• New Markets

• Sales Increase

• Profit Growth

Knowledge Integration (2) :

Using the power together with new Knowledge.



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The System Approach – Summary

• Every process represents a Input/ Transformation /Output system.

• We need to define the “context” of the system to further develop solutions

based on that.

• The outputs of any system can be identified in two Categories:

• Technical Output: “What” is the Solution? What are the deliverables?

• System Output: “Why” are we interested in the solution?

Why these deliverables?

• The inputs to the system can be grouped under four distinct categories:

• Machine Tool, Abrasives, coolants and other consumables,

Work Material or components to be finished and Operational parameters • All inputs to the system are channeled through these four input categories

• All those who contribute to the inputs:

• Also seek/gain their benefits through the “system outputs”!

• They are also the sources of knowledge pertaining to the system.

• Weakness in knowledge or contribution in any of these four input categories

ultimately affects the system / solution outputs.

• The system is configured or designed to transform/modify or change the input into

the outputs, to achieve the finished parts of required quality, productivity, cost and

performance.



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Transformation or Microscopic Interactions

• Is not a black box or “statistical”

• It is the effect or interactions, which occur when the inputs are brought together.

• Represents the “Phenomena” of nature, which are “subtle” and intangible

• BUT, they can be inferred through: • Changes in inputs and their effect

• Changes in outputs

• Measurements or data obtained in real time (when the transformation happens)

• Interpretation of the real time signals and inferences based on them

• They are useful to understand the effect of changes in inputs and their

result as seen in the outputs in a deterministic manner . This knowledge

on the cause and effect as influenced by the transformation is called “Science”. • Application of the Transformation or microscopic interactions through proper integration

of the relevant inputs across the four input categories to obtain the required technical

outputs is called “Engineering”. • Establishing which transformation to use and why (Strategy) and how to execute that

efficiently, economically and in a timely manner (Operations) is called “Management”.

• The System Approach is a frame work or methodology to integrate the Science,

Engineering and Management aspects of any Input/Transformation/Output system.

• Hence the System Approach enables the engineer to span wide (zoom out) to address

the engineering and management aspects and also dive deep (zoom in) on the scientific

aspects of the problem or solution as required.



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• When all input groups are changed simultaneously for the same effect on the

“transformation,” – the science - the output is always “quantum” or large scale in

nature, (i.e.), the whole is larger than the mere sum of its parts.

• When the input groups are changed or altered individually (one at a time and over

a period of time), even for the same effect on the transformation, the output is

generally incremental in nature.

• In this case, the conflicting effects of the input groups and their variability

over time, sometimes cancel each other, resulting in minimal net gain.

• This is the serious underlying risk in all our efforts toward continuous

improvement.

• Signals pertaining to the “Transformation” represent the vital signs of the system /

process or the solution. They are collected as in-process data. Digital Tools are

very useful to collect and process such in-process data.

• Power of Digital data: Mine, Model, Experiment, Decide, Predict

• Data and analysis of signals pertaining to the Transformation can be used for:

— Diagnostics

— Problem Solving

— Process Improvement

-— Process Maintenance

— New Solution or Step Change




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Data and analysis of signals pertaining to the Transformation can be used for: • Collect and compare base line information Feature recognition • Resolve Process problems. • Estimation of the capability of the equipment and other

inputs to the system: Stiffness, Accuracy, Precision, Process capability,… • Analysis / Performance comparison:

Over time Across machines or across systems. Across plants or locations Analytics Data Science

• Development of New Products (R&D) • Implementing “New “ Products and Processes • Complaint Investigations

Reduce learning time Reduce credits or warranty costs Reduce set up and debugging efforts.




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The “System Approach”

Process


System Output


Measurement

during the

process

Work/

Component

Consumables Tools /

Software Technical

Output What is the

process producing?

Machine

Tool

Microscopic

Interactions

Measurement

and Analysis

Process Economics

Diagnostic

Tools &

Methods



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Thank You!

Documents

The System Approach - STIMS Institute · PDF fileDr. K. (Subbu) Subramanian STIMS Institute (Science Based Technology Innovation and Management Solutions) [email protected] 1 The