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Industrial Operations / Information Processing Convergence Control Chain Management Body Of Knowledge
MI Cases studies
04/2011
Jean Vieille
www.syntropicfactory.com j.vieille@syntropicfactory.com
Research community www.controlchainmanagement.org Consulting group: www.controlchaingroup.com
Introduction
As any organism, enterprises age and die - The life expectancy of enterprises barely reaches 40 years However, compared to biological organisms, nothing prevents an enterprise to last longer Ø Every entity is replaceable Ø Its purpose, organisation, location can be changed at will Intelligence is a main factor of survivability Ø The death of an enterprise is often caused by lack of it: actions or non actions do not result of appropriate consciousness of the environment and creativity for addressing it Intelligence raises easier in systemically consistent enterprises Ø VSM is a neat model to assess how an enterprise can leverage its components' capabilities
MI - Case studies
2
Introduction
The following example illustrate some notorious situations where systemic intelligence seems responsible for the fate of the quoted companies In no cases the situations result of single human decision, though the system intelligence often speaks through human voices, decisions, actions. Ø The same individuals in other conditions would have make better or worse decision The following discussion relates to a lifetime observation of big companies which exhibit higher and lower intellectual abilities, with potential impact (not always) on their survival)
MI - Case studies
3
Agenda
Case 1: Resist innovation Case 2: Break the toys Case 3: Dig the grave with revenue Case 4: Dominant, but not arrogant Case 5: Autopoïesis Case 6: Out of sync Case 7: Out of Sync Case 8: Micromanagement
MI - Case studies
4
Case 1: Broken loop, inappropriate negative feedback
The company was a leader for building power boilers Commissioning responsible Ø "Better making 100 times the same mistake than making 100 different mistakes" Ø => Unable to scale up a revolutionary process - India made it Financial Management Ø "Whatever happens, maintain profit" It has disappeared, swallowed by a "modest" escalator company
MI - Case studies
5
Case 2: Ineffective system 4, death of system 1
Automation engineering Ø Every machine has its own specific control Ø Poor diagnostics Ø Needs 6 months to teach a maintainer Development / industrialization Ø Pilot with Siemens, Production with Schneider: here is the code! The big boss Ø "Our company will not have factories anymore better contracting, keep R&D and sales" - a motto for some time years ago... § It basically corresponds to erasing the only "raison d'être" of the system... Once the absolute leader in Optical Fibre Ø The company is not anymore acting in this business
MI - Case studies
6
Case 3: dig the grave
A big non for profit organization observed its membership declining by 50% in 20 years It had significant savings that began to melt Intense discussions without practical decision Considered to cut costs wherever is possible Only the membership department (collecting membership fees) was making money... Ø So membership benefits keep decreasing, Ø Then membership applications...
MI - Case studies
7
Case 4: Dominant, not arrogant
The World leader in gases for industry Some systemic features Ø Maintaining a culture and mutual understanding: Frequent move of people between department and positions Ø Competitors relationship: Though very creative and successful, They respect and study closely competitors' achievements, Ø Flexible, relatively autonomous entities Ø Limited number of hierarchy levels
MI - Case studies
8
Case 5: Autopoiesis
The R&I department of a world leader in cosmetics Specifics Ø No stated organization! keeps changing without prescriptive process: creativity first Ø Leadership (system 5/3) thinks and speaks, does not impose decisions Ø Operations (system 2/1) act on their own based on their perception of their fit in the enterprise and local constrains Drawbacks Ø R&I system 4 hardly handles technical/cultural changes Ø Extremely difficult for contractors to help them in transformation (system 4) Ø But R&I being system 4 of the enterprise is itself efficient as is!
MI - Case studies
9
IT Vendor addressing R&I
Engineering Transformatio R&I n Steering Transformatio IT n Transformatio Vendor n Steering Planning Coordination Operations Operations .. Steering Planning Coordination Production Planning Coordination Operations Enterprise Transformatio n Steering Planning
MI - Case studies
10
Case 6: Out of Sync (timing)
A world leader in Tires manufacturing IT is handles by any departments, Ø A complex and hard to managed IT asset Every 4 years, they launch a big IT transformation project Ø Involving a major, expensive consulting company Nothing happens actually Ø Business requirements and technologies have evolved faster than the study background
MI - Case studies
11
Case 7: Out of sync ( addressing wrong issues)
A major agro-chemical company Launched an MES pilot project Tried to address every possible "requirements" Ø Expressed by "business representatives" who where "creative" often mixing up requirements and database design Ø End up with a smart, complex solutions Ø Ineffective, not deployable after 4 years of efforts The strategic objectives have changed Ø Back to square one
MI - Case studies
12
Case 8: Micromanagement
A world leader in food industry They successfully deployed a global interoperability framework for production planning and monitoring However, they insisted to handled machinery performance in the multi-plants, multinational reporting Ø Clogging interfaces with the report of machines breakdown and efficiency
MI - Case studies
13
Industrial Operations / Information Processing Convergence Control Chain Management Body Of Knowledge
MI Cases studies
04/2011
Jean Vieille
www.syntropicfactory.com j.vieille@syntropicfactory.com
Research community www.controlchainmanagement.org Consulting group: www.controlchaingroup.com
Introduction
As any organism, enterprises age and die - The life expectancy of enterprises barely reaches 40 years However, compared to biological organisms, nothing prevents an enterprise to last longer Ø Every entity is replaceable Ø Its purpose, organisation, location can be changed at will Intelligence is a main factor of survivability Ø The death of an enterprise is often caused by lack of it: actions or non actions do not result of appropriate consciousness of the environment and creativity for addressing it Intelligence raises easier in systemically consistent enterprises Ø VSM is a neat model to assess how an enterprise can leverage its components' capabilities
MI - Case studies
2
Introduction
The following example illustrate some notorious situations where systemic intelligence seems responsible for the fate of the quoted companies In no cases the situations result of single human decision, though the system intelligence often speaks through human voices, decisions, actions. Ø The same individuals in other conditions would have make better or worse decision The following discussion relates to a lifetime observation of big companies which exhibit higher and lower intellectual abilities, with potential impact (not always) on their survival)
MI - Case studies
3
Agenda
Case 1: Resist innovation Case 2: Break the toys Case 3: Dig the grave with revenue Case 4: Dominant, but not arrogant Case 5: Autopoïesis Case 6: Out of sync Case 7: Out of Sync Case 8: Micromanagement
MI - Case studies
4
Case 1: Broken loop, inappropriate negative feedback
The company was a leader for building power boilers Commissioning responsible Ø "Better making 100 times the same mistake than making 100 different mistakes" Ø => Unable to scale up a revolutionary process - India made it Financial Management Ø "Whatever happens, maintain profit" It has disappeared, swallowed by a "modest" escalator company
MI - Case studies
5
Case 2: Ineffective system 4, death of system 1
Automation engineering Ø Every machine has its own specific control Ø Poor diagnostics Ø Needs 6 months to teach a maintainer Development / industrialization Ø Pilot with Siemens, Production with Schneider: here is the code! The big boss Ø "Our company will not have factories anymore better contracting, keep R&D and sales" - a motto for some time years ago... § It basically corresponds to erasing the only "raison d'être" of the system... Once the absolute leader in Optical Fibre Ø The company is not anymore acting in this business
MI - Case studies
6
Case 3: dig the grave
A big non for profit organization observed its membership declining by 50% in 20 years It had significant savings that began to melt Intense discussions without practical decision Considered to cut costs wherever is possible Only the membership department (collecting membership fees) was making money... Ø So membership benefits keep decreasing, Ø Then membership applications...
MI - Case studies
7
Case 4: Dominant, not arrogant
The World leader in gases for industry Some systemic features Ø Maintaining a culture and mutual understanding: Frequent move of people between department and positions Ø Competitors relationship: Though very creative and successful, They respect and study closely competitors' achievements, Ø Flexible, relatively autonomous entities Ø Limited number of hierarchy levels
MI - Case studies
8
Case 5: Autopoiesis
The R&I department of a world leader in cosmetics Specifics Ø No stated organization! keeps changing without prescriptive process: creativity first Ø Leadership (system 5/3) thinks and speaks, does not impose decisions Ø Operations (system 2/1) act on their own based on their perception of their fit in the enterprise and local constrains Drawbacks Ø R&I system 4 hardly handles technical/cultural changes Ø Extremely difficult for contractors to help them in transformation (system 4) Ø But R&I being system 4 of the enterprise is itself efficient as is!
MI - Case studies
9
IT Vendor addressing R&I
Engineering Transformatio R&I n Steering Transformatio IT n Transformatio Vendor n Steering Planning Coordination Operations Operations .. Steering Planning Coordination Production Planning Coordination Operations Enterprise Transformatio n Steering Planning
MI - Case studies
10
Case 6: Out of Sync (timing)
A world leader in Tires manufacturing IT is handles by any departments, Ø A complex and hard to managed IT asset Every 4 years, they launch a big IT transformation project Ø Involving a major, expensive consulting company Nothing happens actually Ø Business requirements and technologies have evolved faster than the study background
MI - Case studies
11
Case 7: Out of sync ( addressing wrong issues)
A major agro-chemical company Launched an MES pilot project Tried to address every possible "requirements" Ø Expressed by "business representatives" who where "creative" often mixing up requirements and database design Ø End up with a smart, complex solutions Ø Ineffective, not deployable after 4 years of efforts The strategic objectives have changed Ø Back to square one
MI - Case studies
12
Case 8: Micromanagement
A world leader in food industry They successfully deployed a global interoperability framework for production planning and monitoring However, they insisted to handled machinery performance in the multi-plants, multinational reporting Ø Clogging interfaces with the report of machines breakdown and efficiency
MI - Case studies
13
Johann Sebastian Bach. the music closest to silence, closest, in spite of its being so highly organized, to pure, one-hundred-degree proof Spirit" (Aldous Huxley, Island)