|
|
|
|
|
ARC's Twelfth Annual Orlando Forum
Winning Strategies and Best Practices for Global Manufacturers
February 4-7, 2008 - Orlando, Florida
Manufacturers from All Disciplines Discuss Key Challenges at ARC Forum
The 2008 ARC Forum in Orlando highlighted some of the key challenges faced by end users across all manufacturing disciplines. If you ever wanted to know the common challenges faced by the chemicals, aerospace, life sciences, and automotive industries, all you had to do was be present at the keynote segment of the forum. End users from Dow, Boeing, Bristol-Myers Squibb, and General Motors talked about some of the recent key projects they implemented, lessons learned, and obstacles overcome. Many of these revolved around common themes of getting the best possible performance out of your employees and your partners, leveraging standardization while making room for site specific requirements, and leveraging technology to create a real business value proposition.
Dow Uses Collaborative Approach to Build World Class Engineering Center Maggi Walker, Vice President of Engineering Solutions, Technology Centers, and Manufacturing & Engineering Work Process for Dow spoke of the challenges that Dow faced building a world-class engineering center in Chennai, India, which was opened in November of 2007. Dow's philosophy is that engineering needs to be where their businesses are, and this includes rapidly emerging regions such as India. According to Maggi, the engineering enterprise at Dow is not an island, but an "archipelago", consisting of internal staff, engineering firms, and other resource providers from inside and outside of Dow. The need for reliance on outside parties becomes especially pronounced in regions where Dow may not have a lot of experience in project execution. The need for collaboration in these cases is paramount, and Dow tries to make it a two way street, learning from their partners as their partners learn from them.
Maggi also emphasized the importance of utilizing the local workforce. Emerging regions need to be supported by people in those regions. Using a local workforce means more commitment and ownership. Support must be provided in a way that is disciplined, but flexible and able to address the requirements of local areas.
Collaboration is also a key factor in success in an engineering organization that includes many areas of expertise from process automation to process engineering, process safety, design, project engineering, construction management, and procurement. Dow believes that by maintaining substantial in house expertise in these areas, they can better collaborate with suppliers and find the best solution for their requirements.
Boeing Adopts New Manufacturing Methodology for Dreamliner Tim Opitz, Director of Production Operations, Support and Services for Boeing, discussed his company's challenges in moving to a completely new method of manufacturing for the company's 787 Dreamliner, a new airplane made of out of new materials and offering unique advantages, such as use of composite materials and 30 percent fuel savings over conventional aircraft.
Not only is Boeing using new materials and technologies in the plane that are state of the art, they are using new tools, especially in the systems arena, to build the plane. Boeing collaborated with 14 major companies and gave them extended and additional roles, allowing them to deliver sections that are designed, built, certified, and delivered to Boeing by their partners all ready to be installed. This allowed Boeing to develop and build in parallel, reducing time to market significantly.
Since Boeing was outsourcing a lot of the assembly, the company needed to have a single source of 3-D data available across the globe. Single source data also allows Boeing's customers to build their statement of work and determine what they want the plane to look like in a matter of hours. The suppliers instantly have access to this data and can start building the plane based on the same data the customer specified. This same data is used throughout the lifecycle of the product.
Bristol-Myers Squibb's Manufacturing Operations Philosophy Francis Sidnam, Director of Manufacturing Process Systems and Global Biologics Information Management for Bristol-Myers Squibb (BMS), discussed his company's execution of a completely integrated manufacturing facility. According to Francis, the Manufacturing Process Systems Group is the first real corporate automation group in BMS. The company has had global engineering groups performing automation projects in the past, but has now combined resources in various levels of their model, bringing level one and two groups to combine with level 3 groups for integration into the enterprise. BMS calls this their Manufacturing Operations Philosophy (MOP). The first project at BMS to incorporate this MOP philosophy is the large-scale cell culture facility (LSCC) in Devens, Massachusetts.
Standardization is a big part of BMS' plan. BMS is implementing ISA 88 and ISA 95 standards and the supporting MSA infrastructure. The company is also implementing standard electronic work instructions to assist in the reduction of unintentional errors that occur when following manual SOPs.
The company is driving standardization to support technology transfer and regulatory compliance, and they are bringing these practices to its other plants outside of the Devens facility, such as Puerto Rico. In the area of MES work instructions, for example, BMS has developed 75 MES work instructions specifically for its Puerto Rico facility and about another 125 for the Devens facility, but there is a lot of overlap and reuse in these instructions. The Manufacturing Process Systems Group gets the sites to work together to roll out standard functionality throughout the network. Essentially, they are looking at a 20 -30 percent reduction in installation costs through standardization from the second and third site on down the line after standardizing on the first system.
Panel Discussion Highlights People, Processes, Technology After these three initial end user presentations, Ken Knight, Executive Director of Manufacturing Engineering for Controls Conveyors Robotics and Welding (CCRW) for General Motors, was invited to participate in the panel discussion with the other presenters. Ken had some remarks on globalization and the need for standards to kick off the discussion. Ken stated that if you have any visions of becoming a global player and have not yet executed, it is probably too late to become a leader, but not too late to become a nimble follower. Being an international company does not make you a global company. You need an integrated system and an integrated strategy. From a standpoint of best practices, you have to mine those from your organization. Globalization has two components, act global, but think local. Allow for local customs, practices, and cost saving opportunities. Globalization without standards is chaos, but there must be opportunities for local trends and cost saving opportunities.
In a question directed at Francis Sidnam, one end user asked how BMS handled mitigating issues that arise during projects. Francis stated that in mitigating issues with a project, you need to avoid the pitfall of handling problems manually (or through paper). BMS has a steering committee to which they bring any proposed changes in the rollout strategy, and the senior leadership team at Devens does the same thing. According to Francis, having adequate training is another good way to mitigate, but prototyping and piloting is the best overall way to mitigate risk.
According to Tim Opitz, mitigation of risk is an issue in just about all aspects of the Dreamliner program. The factory floor is totally paperless for the first time. In cases where new people are brought on board and do not receive proper training, they tend to revert to their old ways, such as using paper-based reports. Boeing made it clear what their strategic goals were with the project and made sure that people had proper education and training. They have assigned coaches and subject matter experts to those areas to show them available tools, how to use them, and how to deal with exceptions.

Maggi Walker was asked when and where they allow variances from their established standards. According to Maggi, everything at Dow is ultimately driven from process safety. One thing leadership realizes is that you need to have a management of change process in order to have a real safety culture. Dow uses a variance process to understand what the business case is for driving change and to ensure that Dow can still deliver the same level of quality, value, safety, and standardization. Dow also has a variance process around automation. When they go into a project, they go through a standards value improving practice to make sure they understand global as well as local standards. When they work with the procurement organization they do have a supplier list, but in some cases they find they have to go to suppliers they have never worked with before, either in regions they have not been in before or because the suppliers are not available to provide the services they normally do. In these cases, Dow can get exceptions to the supplier list. Once these suppliers get past the acceptance hurdles, they can then move onto the approved supplier list.

|
|
|
|
Who Should Attend
The Orlando 2008 Forum is a must-attend event for:
-
CEOs, COOs, and Presidents
-
CFOs, VPS, and Directors of Finance
-
CIOs and CTOs
-
VPs and Directors of IT
-
VPs, Directors, and Managers of Operations
-
VPs, Directors, and Managers of Supply Chain
-
VPs, Directors, and Managers of Manufacturing
-
VPs, Directors, and Managers of Engineering
-
Directors, Managers and Architects of Automation and Enterprise Integration
-
Plant Managers and Supervisors
-
Production Managers and Supervisors
In past Forums, over 50% of the attendees have titles like Chairman, CXO, President, Vice President, Director, or Partner.
| |
|
Executive Speakers
The following executives are among those who presented at the forum.
|
John Barcus Vice President Manufacturing Industries, Oracle John’s responsibilities include supporting solutions for the manufacturing industries. He has been with Oracle for 10 years serving in a variety of roles including previously leading the Supply Chain Business Unit. John spent 8 years in consulting implementing and managing large global projects. Previous to Oracle, he spent many years in manufacturing and supply chain roles serving as Materials Manager, Purchasing Manager, Manufacturing Manager, and Inventory & Control Manager.
|
|
Jack Bolick President, Honeywell Process Solutions Prior to assuming his current role in 2002, Jack was Vice President and General Manager of Honeywell Electronics Materials. He joined Honeywell in 1998 and has more than 20 years of diverse business experience with a focus on semiconductor and manufacturing materials supply, global marketing, and manufacturing strategies that support high-growth markets. Jack was president of Johnson Matthey's Wafer Fabrication business before joining Honeywell. From 1980 to 1990, he held leadership positions at International Resistive Company, Analog Devices, and Burlington Industries. Earlier, he was an industrial engineer at United Merchants and Manufacturing.
|
|
Paul Boris Senior Director, SAP Paul is a Senior Director with SAP's Perfect Plant Center of Excellence. He has over 20 years experience working with manufacturing firms to help them define and deliver sustained operational improvement. Paul started with General Motors in the Assembly Division and has run facilities encompassing all modes of manufacturing. He began applying his experiences to the deployment of manufacturing technologies in 1996. Paul joined SAP in 2005 with the acquisition of Lighthammer Software and his current focus is on the delivery of next-generation systems to support adaptive manufacturing. |
|
Mike Brooks Staff Technologist, Refinery IT Architecture, Chevron Mike leads Chevron Global Refining activities to develop the IT architecture for supporting operational activities of refineries and their supply-chain interactions. Previously EVP and co-founder of INDX Software, he led, developed, and introduced a successful model-based integration product. Mike has 15 years in upstream, downstream, and chemicals with Exxon and Chevron, and several more years with IT startups Wonderware, ObjectAutomation, INDX, and Infobionics. He is keenly interested in how usability permeates IT products and architectures to capture the most value for manufacturing businesses.
|
|
Lina Cano Sr. Process Automation Engineer, C-DCS Curriculum Leader, Dow Chemical Lina is responsible for managing and developing global training of Dow’s strategic process control platform based on ABB’s Industrial IT products. She began her career in Union Carbide's Advanced Process Control and Optimization group in 2000 where she developed multi-variable control solutions for various plants in the Gulf Coast. After Union Carbide's merger with Dow, Lina moved to process engineering in 2004 where she performed design work on plants in Texas and the Pacific. She also led a Six Sigma project for the Texas Site Learning Organization in partnership with the local College to develop a training program targeting foundational skill development and follow up assessment requirements for all those in a plant operations role. In 2006, Lina was offered a position on the Engineering Solutions Core Learning Team. She currently leads a global project that focuses on development of standardized guidelines for Instructional Design and Role Based Skill Assessment Work Processes.
|
|
Rob Caron President, Caron Engineering Rob started Caron Engineering in 1986 after working as engineering manager for a machine tool company. The focus of Caron Engineering has been the design and implementation of add-on products to enhance the capabilities of CNC machines. He designed the first Tool Monitor for CEI in 1990, a product which is a market leader today. Caron Engineering was also a control retrofitter for GE/Fanuc controls. Rob has over 25 years in the field of machine tool probing and automatic tool setting. He has also developed many custom applications for the manufacuring industry including tool identification, machine vision, and networked systems.
|
|
Chris Colyer Global Industry Director, Manufacturing Operations Strategy, Microsoft Chris is charged with leading a team to work with its partner system integrators and independent software vendors to develop solutions for the overall industry. In this role, he also is charged with leading Microsoft's efforts in helping put in place worldwide teams with specific expertise in plant operations focused on the needs of enterprise-level manufacturing customers. Chris has been part of the global industry strategy team for the past eight years where he held roles as director of the process industry with a strategic focus in consumer goods and prior to that served as the group lead to Microsoft's manufacturing marketing team. This team is responsible for all of Microsoft's industry marketing in the manufacturing sector covering the following industries: automotive, energy, high tech, chemicals, consumer packaged goods, and aerospace.
|
|
Steve Cook Operations Manager, Givaudan Flavors
Steve has been with Givaudan for 3 years, first serving as the Engineering Manager followed by his current position as Operations Manager. Prior to working for Givaudan, Steve worked for Solutia, Inc. from 1994 to 2005. At Solutia, Steve served in many different roles, beginning in R&D, project engineering, and operations management. Throughout his career, Steve has worked on automation and process control applications for batch and continuous processes in the chemical and food industries.
|
|
Bill Cotter Instrumentation Controls Engineer, 3M
Bill has worked for 3M for 24 years and has worked on varied products from pharmaceuticals, to magnetic media, to crushed rocks. His main area of specialty is SCADA systems and Information Systems. Bill has contributed heavily to industry activities as a member of OMAC, Microsoft Manufacturing User Group (MS MUG), and ISA. Recently Bill chaired the MS MUG and is now leading an ISA SP-99 working group on security patch management.
|
|
Michel Crochon Executive Vice President Automation Business Unit, Schneider Electric Michel began his career with Merlin Gerin in 1975 and held various positions in the UPS Division until 1990. He was responsible for the after-sales service in France, then worldwide. He later held roles of Plant Manager, Product and Operational Marketing Director, and Sales Director in France. In 1991, he joined the management team for France and was appointed Strategy and IT Manager. In 1996, he was nominated Strategy and Marketing Vice President in China. In 2000, he held the position of Senior Vice President for the Industry Market within Strategy-Markets and in 2004, he became Executive Vice President in charge of the Customer and Market Division. In July 2006, he was appointed Executive Vice President Automation Business Unit.
|
|
Ronaldo de Magalhães Manager, Automation Technology, Instrumentation and Electric, Petrobras Ronaldo is responsible for automation, instrumentation, and electrical areas of the 11 Petrobras Refinery business units. His career began in 1979 as an automation engineer in REPAR Refinery’s maintenance division. In 1988, he was transferred to company headquarters to become part of the automation team, working on different SDCD’s implementation projects in all refineries, and coordinating in particular, the implementation of REPAR Refinery’s system.
|
|
Erwin DiMalanta Manager, General Industry, Robot Automation, ABB Erwin began his career with ABB in 1995 as an application engineer for the Robotics division. From there he’s held roles with increasing responsibility as program manager for a number of major robot implementations for both automotive and general industry customers. In 2001, he led the team that successfully re-commissioned several robotic mail sorting systems in the Washington DC area that were impacted by the anthrax attacks. In 2007 he completed the implementation of more than 150 robotic containerization systems for the US Postal Service located in over 80 facilities throughout the US. His current responsibilities include development of robotic solutions and function packages for general industry markets in segments such as assembly, inspection, material handling, machine tending, and vision guided robotic applications.
|
|
Craig Dupler Technical Fellow, Boeing
Craig has been with Boeing for 24 years. He specializes in strategic planning of core network services in the Information Technology organization. His current projects include the IT architecture for supporting SCADA systems, Network Location Services (NLS) or RTLS, applying the principles of “lean” to IT product and service definition, and several long range IT strategic planning issues.
|
|
Mike Eder Director, Airframe and Installation Design Department, Lockheed Martin Aeronautics
Mike has worked at Lockheed Martin Aeronautics for 23 years. He started his career at Chicago Bridge and Iron (CBI), a construction firm specializing in large turnkey projects, as a field and research engineer. He joined General Dynamics Fort Worth Division (later to become Lockheed Martin Aeronautics) in 1984 hiring into their Fuselage Design Group. Mike worked as a structural design engineer for most of his career at GD/Lockheed Martin working primarily on the F-16 Program.
|
|
Steven Eisenbrown Vice President, Architecture and Software, Rockwell Automation Steven is responsible for strategy development, driving global growth, and the worldwide performance of the Architecture and Software business. Prior to his current role, he was President, Global Sales and Support, European Region. From 1993 to 1995, he was Vice President, Commercial Marketing, Automation Group. His career with Rockwell Automation began in 1976, when he joined Reliance Electric as a sales trainee.
|
|
Troy Embree Technical Controls Engineer, Procter & Gamble
Troy started his career with Johnson & Johnson before joining Procter & Gamble in 1997. With P&G, he has worked in the Snacks and Family Care business units and now works in the PC&IS department of Corporate Engineering. In his current role he focuses on manufacturing cyber security and application of Microsoft technologies to the manufacturing floor. Troy is also an active participant in MS Manufacturing Users Group and is a key contributor to the Security Patch Management Working Group.
|
|
Marty Etzel Vice President, Industry Solution Marketing for Process Industries, SAP Marty's group is responsible for market insight and analysis of the process industries, which includes chemicals, oil & gas, paper, mining, metals, and building products. They also develop positioning and messaging of SAP’s solutions for these industries, along with developing thought leadership and supporting implementation of programs and business unit strategy. Marty has been with SAP since 2004. Previously, he worked over 20 years at Millennium Chemicals, in various roles such as Business Unit Director, Marketing, and eBusiness.
|
|
Steven Gasser Smelter Manager, ASARCO Steve has been integrating process control technology and links to management information systems to better bottom-line decision making throughout his career in the primary metals industry. Since 2000 he has been managing ASARCO’s copper smelter at Hayden AZ. Prior to that, he was Operations Manager at their El Paso Smelter. Steve gained commercial experience buying and selling raw materials for the smelters and refineries when he was an Ore Buyer at the company’s headquarters in New York City. He started out as a metallurgical engineer in the Lead Smelter at East Helena Montana.
|
|
Grady Glasgow PLM Integration Manager, Spirit Aerosystems
Grady has held several different positions in the aerospace and industrial products sector developing CAD/CAM tools and processes for manufacturing support organizations. He joined the Boeing Wichita CAD/CAM organization in 1997 where he was responsible for the development and implementation of CATIA V4 and V5 manufacturing products. Grady joined Spirit Aerosystems at its inception in June 2005. He currently manages the PLM Integration organization with the goal of merging Spirit’s CAD/CAM and SAP environments into an integrated PLM system.
|
|
Jerry Hale Principal, CIO Consulting & Services (Retired CIO, Eastman Chemical)
Jerry held positions in finance, manufacturing, human resources, and IT in his 34 years of service at Eastman Chemical before his retirement as CIO in July 2007. He currently assists executives in transforming their IT organizations to align IT strategy to the business, increase the value from new IT investments, and to dramatically reduce the cost of existing IT operations.
|
|
Jeff Herrell Continuous Improvement Director, TRW Automotive
Jeff has over 20 years of experience within the automotive industry with TRWA and Ford Motor Company. His current responsibility is implementing 6 Sigma and Lean processes and culture within TRWA’s North American Occupant Safety Systems. Previously, he was a plant manager for 2 different plants within TRWA.
|
|
AL Hufstetler Vice President, Quality Planning and Production Validation, Siemens PLM Software
Al’s role is to develop and expand the role of PLM in the context of predictive and production dimensional quality solutions, leveraging 3D product design and manufacturing process information, and the production validation of these products. Prior to joining Siemens PLM Software in 2001, Al spent 20 years in manufacturing with roles in robotic automation and digital manufacturing technology companies.
|
|
Chris Jackson IT Manager, Manufacturing & Supply Chain Systems, Pella
Chris is currently the project manager in charge of the ongoing implementation of Oracle manufacturing and supply chain applications across all Pella sites including flow manufacturing, automation and control integration, supply chain planning, and procurement systems. Chris has spent the majority of his career implementing systems in complex manufacturing environments.
|
|
Karl James Vice President & Controller, Freeport LNG Karl has been with Freeport LNG since June 2004 and has over 20 years of major integrated oil and gas accounting and finance experience. His roles have included downstream, commercial, and midstream assignments. Karl spent seven years in Lake Charles, Louisiana, with responsibility for refinery accounting, commercial support, and then as Finance Director for the Excel Paralubes Joint Venture during the construction and startup of its lube oil manufacturing facility. He has provided strategic planning support and financial analysis to executive and senior level management through multiple headquarters assignments. Prior to joining Freeport LNG, Karl spent five years in the ConocoPhillips midstream business and after the merger between Conoco and Phillips served as Midstream Finance Manager with an active role in the disposition of a significant portion ConocoPhillips owned and operated midstream assets.
|
|
Shuzo Kaihori President, Yokogawa Electric Shuzo Kaihori was appointed President and Representative Director in April 2007 and joined the Board of Directors in June 2006. He served as Senior Vice President in charge of the industrial automation business from 2005 to March 2007. From 2000 to 2005 he served as President of Yokogawa Corporation of America. Prior to that, he served as head of the engineering, sales, systems marketing, field instruments, and service businesses, successively. He joined Yokogawa in 1973. He served as a board member of FDT Group from October 2005 to April 2007 and a board member of Fieldbus Foundation from February 2006 to March 2007. He also served as a trustee of The Japan Petroleum Institute from April 2006 to March 2007. He currently is as a board member at the Engineering Association of Japan, Manufacturing Science and Technology Center, and other industry and technology organizations in Japan.
|
|
Tom Kuperij Managing Director, WIB Tom was appointed Managing Director of the International Instrument Users’ Association WIB in 2000. WIB is the Dutch based, I&C systems end user organization, based in The Hague, Netherlands. Prior to that he spent the first 32 years of his career with Shell Exploration and Production in a wide variety of instrumentation and control positions, with various Shell and joint venture locations all over the world.
|
|
Doug Lutz Senior Process Control Engineer, NOVA Chemicals Doug has been with NOVA Chemicals for 17 years, deploying basic and advanced control, automated procedures, HMI interfaces, dynamic simulation, real-time optimization, and associated tools. He is a member of the automation leadership team focusing on corporate-wide initiatives to foster collaboration throughout NOVA Chemicals in the process automation arena. Benchmarking and KPIs is a specific area of responsibility within his Automation Utilization and Standardization portfolio.
|
|
Christopher Lyden Vice President, Chief Strategist, Invensys Process Systems Chris joined Invensys as Vice President of Marketing in 2003. He has more than 30 years experience in automation for the process industries with both Invensys and Honeywell. Chris has worked in nearly every aspect of automation from instrumentation and control, through advanced applications, modeling, and information systems integration. He has held positions in product development, manufacturing, project engineering, marketing, sales, and general management. In his current role, Chris is responsible for strategy for Invensys Process Systems globally.
|
|
Patrick Michel Vice President, DELMIA Industry Solutions, Dassault Systèmes
Patrick joined Dassault Systèmes in 1996 where he was responsible for the industrialization of their PLM products. In 2002 he was appointed R&D Director for CATIA and SmarTeam PLM Solutions, defining and bringing to market PLM solutions for small and medium size companies. In his current position he leads the Industry Solutions & Marketing organization for DELMIA, Dassault Systèmes’ brand for digital manufacturing, defining solutions for the different industries including automotive, aerospace, and shipbuilding industr
| | | | | | |