2:1 [email protected]@stevens.edu, attributed copies permitted ES/SDOE 678 Reconfigurable Agile Systems and Enterprises Fundamentals of Analysis,

2:1 [email protected], attributed copies permitted

ES/SDOE 678Reconfigurable Agile Systems and EnterprisesFundamentals of Analysis, Synthesis, and Performance

Session 2: Problem Space and Solution Space

School of Systems and EnterprisesStevens Institute of Technology, USA

mailto:[email protected]


Guest Speaker: Andreas RaptopoulosDrones for good

Poptech 2012, Camden, Maine, 18-20 October

Video: http://poptech.org/people/andreas_raptopoulos

File5.2

Andreas Raptopoulos is the founder and CEO of Matternet, building a network of unmanned aerial vehicles (UAVs) to transport medicine and goods in places with poor road infrastructure. Matternet's "drones for good" use small, electric UAVs to transport packages weighing up to 2 kilos and containing items like vaccines, medicines or blood samples, over distances of 10 kilometers at a time. By creating a new paradigm for transportation that leapfrogs roads, Matternet is helping to revolutionize transportation in both the developed and developing world.Matternet Inc. is a startup based in Palo Alto, California.

The Matternet: A Flying Autonomous Delivery System For The Developing World Where Matternet is going, it doesn’t need roads. But the people there need food and medicine. And these drones can bring it to them.www.fastcoexist.com/1678463/the-matternet-a-flying-autonomous-delivery-system-for-the-developing-world

The Matternet is being developed in three stages. In the first stage, the Matternet team anticipates carrying loads of one to two kilograms. The team's prototype (pictured above) can already do this, but its autonomous capabilities have not yet been tested. During the second stage, the autonomous vehicles will carry 200 kilograms, and automated solar-powered recharging stations will be installed on the ground. In the third stage, the vehicles will be able to carry up to 1,000 kilograms--so they will be able to transport both goods and people. The prototype AAVs are quadcopters that have a range of 10 kilometers, but the technology may change as the project advances.

Also see: http://matternet.us


http://poptech.org/people/andreas_raptopoulos

http://matternet.us/

http://www.fastcoexist.com/1678463/the-matternet-a-flying-autonomous-delivery-system-for-the-developing-world

http://matternet.us/


How Does It Get Built?http://feedproxy.google.com/~r/typepad/rzYD/~3/e4j-9ASyHY4/how-to-roll-out-dronenet-1.html

The Internet rolled out by using the common global network as a starting point. It then piggybacked on public infrastructure to connect people up. Each new connection increased the value of the network. Dronet, in contrast, will emerge from peer to peer (p2p) connections as well as a few local hub and spoke delivery networks. Let me walk you through it...I set up a landing pad. You set up a landing pad. We have a delivery network with a little effort on software and routes (take off, 300 ft straight up, GPS point to point, hover over target, landing provides a beacon for landing precisely). It solves our problem. We don't go to the FAA or any government agency for permission.Then, someone develops a on-line system for registering landing pad locations and capabilities. I register my landing pad in that system. With the next iteration of the system, I actively connect my landing pad to the system via a wireless hookup. At that point, the status and capabilities of the pad are part of a global network that is forming. Soon, there are a dozen pads in my area within hoping distance. I note that a couple are at homes of friends and a local makerspace. We start to regularly deliver stuff via our network. To solve our problems, we see advances in the following areas:• Drones begin to connect to the emerging online system. They do this through wireless connections via

landing pads and cell phone networks. They report status -- location to speed to altitude to power level.

• Drones get new capabilities. Rapid swap batteries and wireless recharging capabilities. • Drone payloads get modularized. Standard packaging metrics and weights. • Dronet gets more detailed and real-time in its coverage of landing pad and drone activity. • People write apps that allow people to coordinate drone flights and performance metrics.Small companies and coops (like the micro ISPs that we saw in the mid 90's) that provide drone landing pads and drone connectivity emerge everywhere simultaneously. They offer drone pick ups and move quickly to adopt new standards as they emerge.Soon thereafter, controls engineers jump in with a drone routing protocol based on some earlier work for a different purpose. That bare bones protocol serves as a way to route drones from point to point and across multiple hops based on real-time status data. The Dronet coops and companies begin to peer with each other, and work on establishing multi-hop systems. The local networks that grow the fastest are the ones that make easy for people to buy a pad and connect to the emerging network.



How to Roll Out DronetJohn Robb. 06 Jan 2013. Global Guerrillas.

http://feedproxy.google.com/~r/typepad/rzYD/~3/e4j-9ASyHY4/how-to-roll-out-dronenet-1.html

Have fun inventing the world, On that note, here's a rolling drone.It will challenge your thinking about drones/bots a bit.

File5.2

www.youtube.com/watch?v=KbtkpYIbuCw&feature=youtu.be


http://www.youtube.com/watch?v=KbtkpYIbuCw&feature=youtu.be


Drone Net ReferencesAn internet of airborne things. The Economist, Technology Quarterly: Q4 2012.www.economist.com/news/technology-quarterly/21567193-networking-enthusiasts-dream-building-drone-powered-internet-carry-objects

An Open Drone Network vs. Closed Logistics Network. John Robb Blog, 3Jan2013http://feedproxy.google.com/~r/typepad/rzYD/~3/mxLvBfCUJ8M/an-open-drone-network-vs-closed-logistics-networks.html

What a Dronet (a more compressed spelling) Can Leverage. John Robb Blog, 3Jan2013http://feedproxy.google.com/~r/typepad/rzYD/~3/-JajzPnlw8c/what-a-dronet-a-more-compressed-spelling-can-leverage-.html

DRONET How to Build It. John Robb Blog, 4Jan2013http://feedproxy.google.com/~r/typepad/rzYD/~3/S8WrTS4h2c4/dronenet-how-to-build-it.html

How to Roll Out Dronet.John Robb Blog, 6Jan2013http://feedproxy.google.com/~r/typepad/rzYD/~3/e4j-9ASyHY4/how-to-roll-out-dronenet-1.html


http://www.economist.com/news/technology-quarterly/21567193-networking-enthusiasts-dream-building-drone-powered-internet-carry-objects

http://feedproxy.google.com/~r/typepad/rzYD/~3/mxLvBfCUJ8M/an-open-drone-network-vs-closed-logistics-networks.html

http://feedproxy.google.com/~r/typepad/rzYD/~3/mxLvBfCUJ8M/an-open-drone-network-vs-closed-logistics-networks.html

http://feedproxy.google.com/~r/typepad/rzYD/~3/-JajzPnlw8c/what-a-dronet-a-more-compressed-spelling-can-leverage-.html

http://feedproxy.google.com/~r/typepad/rzYD/~3/S8WrTS4h2c4/dronenet-how-to-build-it.html




Amazon unveils futuristic plan: Delivery by dronehttp://www.cbsnews.com/news/amazon-unveils-futuristic-plan-delivery-by-drone/

December 02, 2013 Amazon's secret R&D project aimed at delivering packages to your doorstep by "octocopter" mini-drones with a mere 30-minute delivery time

Amazon CEO Jeff Bezos had a big surprise for correspondent Charlie Rose this week. After their 60 Minutes interview, Bezos walked Rose into a mystery room at the Amazon offices and revealed a secret R&D project: “Octocopter” drones that will fly packages directly to your doorstep in 30 minutes.

It’s an audacious plan that Bezos says requires more safety testing and FAA approvals, but he estimates that delivery-by-drone, called Amazon “Prime Air,” will be available to customers in as soon as 4-5 years.

The story had been in the works for months before the Amazon representatives started hinting that a new project might be revealed to 60 Minutes.

“I only knew that there was a surprise coming. I had no idea what it was,” says 60 Minutes producer Draggan Mihailovich. “They kept saying over and over again, ‘Whatever you think it is, it isn't.’” Mihailovich grew skeptical when the Amazon PR team began to hype their surprise behind the scenes. “How great can this be?” he thought.

When Rose, Mihailovich, and Sommer finally saw the drones, they were perplexed. Then Bezos played a Prime Air demo video for the 60 Minutes team that showed

how his octocopters will pick up packages in small yellow buckets at Amazon’s fulfillment centers and whiz through the air to deliver items to individual customers 30 minutes after they hit the “buy” button online at Amazon.com.


http://www.cbsnews.com/news/amazon-unveils-futuristic-plan-delivery-by-drone/


DHL Tests Drug-Delivery Dronehttp://slashdot.org/topic/datacenter/amazon-lags-uav-race-as-dhl-tests-drug-delivery-drone/

Amazon is apparently not alone in its desire to use miniature drones to deliver packages.On the morning of Monday, Dec. 9, employees at the Bonn, Germany headquarters of package-delivery giant DHL challenged Amazon’s dominance of the skies by having medicine delivered from a local pharmacy via a mustard-yellow package-carrying helicopter the Germans dubbed “Paketkopter.”The quad-rotored mini-drone – painted with the carrier’s logo on its trademark background of mustard-yellow – flew a box of medicines from a launching point near the pharmacy, above traffic and across the Rhine River to DHL’s headquarters just over a kilometer away. It made the flight in about two minutes, was unloaded quickly and returned to the launch team near the pharmacy.It made the trip a total of five times Monday but will keep flying all week (Here’s the video). This first phase of DHL’s experiment with drone delivery is more than a one-time demonstration; the company is considering a same-day delivery service that would small, time-sensitive packages of up to 6.6 pounds, but has no immediate plans to put it into effect, according to a DHL spokesperson quoted in The Wall Street Journal.

Amazon has owned total mindshare of the still-imaginary drone-based package delivery market since CEO Jeff Bezos gushed about his plans for Amazon PrimeAir during a TV interview last week.The plan generated immediate controversy due to the negative image of drones following heavy use for surveillance and targeted anti-personnel strikes by the U.S. military in Afghanistan and Iraq. Within the United States, the FAA, FTC and a host of consumer-protection groups objected to the possibility that thousands of autonomous drones would be hovering over U.S. cities, potentially invading the privacy and endangering the lives of those who might run afoul of either cameras or rotors. Autonomous drones are virtually banned in the U.S. due to FAA concerns they would interfere with airline traffic.In Germany, drones can’t take off or land in populated areas, have to be remote controlled rather than fly on their own using GPS, and can’t fly higher than 50 feet above the ground – meaning any battle for package-carrier air superiority will be fought out in easy view of potential customers and victims.DHL may eventually offer drone deliveries, but is using the special pharmacy deliveries to employees as a pilot test, according to Deutsche Post spokeswoman Dunja Kuhlmann.Bezos predicted Amazon could be flying packages within four or five years. No actual Amazon drones have yet made an appearance, giving DHL a lead in the market simply by having a working drone and processes in place to order and deliver products using it, even while downplaying the whole idea. “Our plans are in the early stages and there are a number of scenarios we’re evaluating, including delivering medicine that’s needed quickly, or to hard-to-reach places,” Kuhlmann told the Journal.U.S.-based delivery service United Parcel Service (UPS) is also considering deliveries via drone, which it revealed a day after Bezos’ revelation about Amazon PrimeAir.Though the company offered no details, or even much confirmation, a spokesperson made a point of saying UPS “invests more in technology than any other company in the delivery business, and we’re always planning for the future,” according to a Dec. 3 Engadget story, which also pointed out UPS already offers edgy services, including 3D printing from some of its retail locations.


http://www.dpdhl.com/en/media_relations/media_library/tv-footage/tv_footage_dhl_paketkopter_aerial_drone.html



http://www.engadget.com/2013/12/09/deutsche-post-dhl-drone-delivery/

http://footage.dp-dhl.com/10003alphapeg/ondemand/DHL_Paketkopter_Cleanfeed.mp4

http://www.marketwatch.com/story/deutsche-post-begins-testing-drone-flights-in-bonn-2013-12-09?link=MW_latest_news



https://slashdot.org/topic/cloud/amazon-drones-could-face-some-grief-from-faa/

http://www.engadget.com/2013/12/03/ups-experimenting-with-delivery-drones/



http://slashdot.org/topic/datacenter/amazon-lags-uav-race-as-dhl-tests-drug-delivery-drone/attachment/dhl-paketkopter-drone-test_creditdhl/


DHL drone will make deliveries to German island starting 26-Sep-2014 Regular 7.5 mile delivery to island. 2.6 pounds

www.theverge.com/2014/9/24/6838443/dhl-drone-making-deliveries-to-german-island-juist DHL will use drones to deliver medical supplies to a small German island. The company's quad-rotor "parcelcopter" will transport packages to the island of Juist, home to between 1,500 and 1,700 people, and DHL claims this marks the first unmanned drone delivery service to launch in Europe. Flights will occur daily through October; Reuters says the drone will make trips when ferries and flights — the typical methods of traveling to Juist — aren't running.

DHL will be keeping tabs on the parcelcopter's travels, but the drone will operate entirely on autopilot for the actual fights, which should take between 15 and 30 minutes in each direction. DHL's drone can't fly over any houses, which should avoid complaints from Juist's privacy-minded inhabitants. And if the test program goes well, DHL says it could use the parcelcopter to make urgent deliveries to other areas that are "geographically difficult to access," though it's not committing to any grand plans on the same level as Amazon's.

File 1.25

see: https://www.facebook.com/Dronenet


http://www.theverge.com/2014/9/24/6838443/dhl-drone-making-deliveries-to-german-island-juist

http://www.theverge.com/2013/12/9/5192430/europe-largest-parcel-service-dhl-shows-off-a-test-flight-of-its




http://www.reuters.com/article/2014/09/24/us-deutsche-post-drones-idUSKCN0HJ1E920140924

http://www.theverge.com/2013/12/1/5164340/delivery-drones-are-coming-jeff-bezos-previews-half-hour-shipping


If Amazon can imagine delivering books by drones, is it too much to think that Google might be planning to one day have one of the robots hop off an automated Google Car and race to your doorstep to deliver a package? Google executives acknowledge that robotic vision is a “moonshot.” But it appears to be more realistic than Amazon’s proposed drone delivery service, which Jeff Bezos, Amazon’s chief executive, revealed in a television interview the evening before one of the biggest online shopping days of the year. While Google has not detailed its long-term robotics plans, Mr. Rubin said that there were both manufacturing and logistics markets that were not being served by today’s robotic technologies, and that they were clear opportunities. This is not the first time that Google has strayed beyond the typical confines of a tech company. It has already shaken up the world’s automobile companies with its robot car project. Google has not yet publicly stated whether it intends to sell its own vehicles or become a supplier to other manufacturers. Speculation about Google’s intentions has stretched from fleets of robotic taxis moving people in urban areas to automated delivery systems.

Andy Rubin is the engineer heading Google’s robotics effort. He is the man who built the Android software for smartphones.

Robots in Google Car deliver a doorstep package?4-Dec-2013. Google Puts Money on Robots, Using the Man Behind Android

www.nytimes.com/2013/12/04/technology/google-puts-money-on-robots-using-the-man-behind-android.html

Drone Net: Class 1 Agile System. Google: Class 2 Agile System


http://www.nytimes.com/2013/12/04/technology/google-puts-money-on-robots-using-the-man-behind-android.html


RealityJust drive the package to the address. That “last mile” of robotic delivery to the doorstep is neither cost effective nor necessary.

The $70 Egg Tray and the Last Inch of Convenience01Dec2013. John Robb. www.homefreeamerica.us/the-70-egg-tray-and-the-last-inch-of-convenience

We’re on the brink of an explosion in home automation. All of the technologies that make it possible are moving forward at light speed now. How will it arrive? It won’t be: automation that solves the last inch of convenience. For example, here’s a smart egg tray built by the company Quirky.This egg tray actively measures the weight of each egg it holds, to find rotten eggs. When it finds a rotten egg, it sends an alert to your iPhone.The big problem with this is conceptual. It’s a product that automates convenience. The problem is that we are already very comfortable and the extra inch of convenience it offers the buyer is so small, it’s not worth even a dollar or two more than a standard egg tray. Quirky isn’t alone in that. The same conceptual problem is true with nearly every other form of home automation I’ve reviewed recently.We don’t have a problem with convenience.


http://www.homefreeamerica.us/the-70-egg-tray-and-the-last-inch-of-convenience

http://www.homefreeamerica.us/wp-content/uploads/2013/12/7L5FjHr.jpg

http://www.homefreeamerica.us/wp-content/uploads/2013/12/Nfiwyri.jpg

http://www.homefreeamerica.us/wp-content/uploads/2013/12/Q0UtiUh.jpg


Some Term Project Ideas(must be relevant to your professional employment)

Agile Systems Integration Laboratory – Architecture and OperationService Oriented Architecture (eg, supporting Agile Enterprise)

Agile Aircraft Depot Maintenance HD&L OperationsJoint Tactical Radio System (eg, Interoperability)

Agile Enterprise Practices for QRC ResponseAn Agile Aircraft xxx System Utilizing COTS

Agile Systems-Engineering (eg, for QRC)Agile Concepts for Outsourcing Support

Team WikiSpeed Modified for Work-Related ProcessApplying Agile Systems Concepts in the Workplace

Agile System Integration, Verification, and Validation ProcessAn agile migration process from status quo to a more agile operation

Agile Development-Infrastructure Concepts for Other-Than-Software Projects(e.g., software development uses Object-Oriented development platform)

Should decide on a topic before Unit 6 – For Approval



Some Past Term ProjectsQuick Reliable Capable (QRC), Incorporated

Concept for Successful Outsourcing

Aircraft Modification Plant (Process System)

Adaptive UAV ISR

Strategic Innovations in Training

Agile Approach to IPTs

Quick Reaction Capability (QRC) Integrated Product Team (IPT) Organization

Rapidly configurable mission system architecture

John Boyd’s Fit with Agile RAP* Concepts

“Last Planner” approach to System Integration

Agile Intermediate Level Test Station Design

*RAP: Response Ability Principles



capabilitycomplexity

systemgeneration

nover designed

initially

Time

systemgeneration

n+1never

quite goodenough

requirementsestablishedfor gen n+1

develop

cut-over

requirementsestablishedfor gen n+2

effectivenessgap

situationcomplexity

sysgenn+2

ROIfailure

Increasing Gap BetweenNeed and Capability



Defining Agility and Migration

Using the term as intended in the 1991 OSD funded Lehigh study and subsequent research: Agility is effective response

under conditions of uncertainty

There are at least three components to agility: situational awareness, decisive choice making and the ability to respondThe latter aspect is what we deal with here

Migration is the crossing of a changein basic infrastructure, be it technical, organizational or strategic.



Contemporary Context

Next-generation challenges are demandingnew architectures… Force Transformation is the U.S. military’s

response to next-generation warfare Service Oriented Architectures is Enterprise

response to next-generation competition

Significant in both is the objective of a change that enables future change

Instead of perpetuating the scrap and replace cycle, an architecture is envisioned that facilitates migration through successive next generations



Objective: System X-Ray Vision(the underlying architecture)

http://awespendo.us/animemangacomics/kermit-at-the-doctor/



amplifiers playback units(tape, CD, DVD) )

speakers video displays(TV, computer)

content sources(TIVO,P2P)

signal tuners

Case: Home Entertainment Technology Migration

“On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries” www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf

agile architecture pattern: drag-and-drop, plug-and-play

Drag-and-DropReusableComponents

Encapsulated Modules


http://www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf





Video media Net in/outAudio tape

signal tuners


Examples of TypicalReconfigurable/ScalableSystem Configurations












‘90s

Video/Surround Digital/Internet

‘40s/’50s ‘00s

signal tuners



Plug-and-Play EvolvingPassive InfrastructureRules/Standards/Principles












‘90s

User/Owner


‘40s/’50s ‘00s

signal tuners



Plug-and-Play EvolvingActive InfrastructureResponsible-Parties



Assembly











‘90s

User/Owner


‘40s/’50s ‘00s

signal tuners






Assembly

StoresReadiness







ModuleEvolution





‘90s

User/Owner


‘40s/’50s ‘00s

signal tuners






Assembly

StoresReadiness

Mfgrs







ModuleEvolution





‘90s

Industry Assocs

User/Owner

Mfgrs

Stores


‘40s/’50s ‘00s

signal tuners






Assembly

Readiness

InfrastructureEvolution







routers DNS Serversswitches end points,NICs, NOMs

appliances(eg, xml)

Infrastructure evolution:

System assembly:

Component evolution:

Component readiness:

Wire standards NCP

InfrastructureIPv6era

Modules

Rules/Standards

IntegrityManagement

Active

Passive

’80s/’90s

Subnet Owners

Vendor Community

Vendor Community

Int. Eng. Task Force

TCP/IPv4

’70s ’00/’10srough operational start…

filters(eg IDS, Firewall)

Optical stds

IPv4era

NCPera

Wireless stds

Crossing Next-Generation Life Cycle Boundariesfor Internet Protocol Migration

(Dove 2009) On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries

IPv6



ModuleEvolution

type A type Dtype B . . . . . . . type n

Type 2 Type 3Type 1


Who?

Who?

Who?

Who?

Generation 2 Generation 3

type C





Assembly

Readiness


Type 1-2-3 examples depict a range of different system-assembly possibilities

Fundamental ConceptReusable modules Reconfigurable in a Scalable architecture (RRS)




Who/What is Accountable Sustainability & Effectiveness

Module Mix Evolution:•Who (or what process) is responsible for ensuring that existing modules are upgraded, new modules are added, and inadequate modules are removed, in time to satisfy response needs?

Module Readiness :•Who (or what process) is responsible for ensuring that sufficient modules are ready for deployment at unpredictable times?

System Assembly/Reconfiguration: •Who (or what process) assembles new system configurations when new situations require something different in capability?

Infrastructure Evolution:•Who (or what process) is responsible for evolving the passive and active infrastructures as new rules and standards become appropriate to enable next generation capability.

The “passive” parts of the infrastructure are the interoperability standards

The “active” parts of the infrastructure



System X-Ray Vision

http://awespendo.us/animemangacomics/kermit-at-the-doctor/

The bones are depicted in the Agile Architecture Pattern.All truly agile systems have the same basic structure and strategy.Knowing this will change the way you “see” and evaluate a system.



Here’s a Box of Bones



MotorsGears/Pulleys

Infrastructure evolution

System assembly

Module mix evolution

Module readiness

Infrastructure

Helicopter Mobile RadarPlane

Modules/Components

IntegrityManagement

Active

Passive

Product Manager

Owner/Builder

Product System Eng.

Retail Distribution Process

Wheels Structural MaterialJoiners, Axles,

Small PartsTools

Agile Architecture Pattern (AAP)Notional Concept: System Response-Construction Kit

Details in www.parshift.com/s/140630IS14-AgileSystemsEngineering-Part1&2.pdf

Rules/Standards Radio Control Standards

Control ProtocolParts Interconnect StandardsSockets

SignalsSecuritySafetyService

(None)Harm-Proofing StandardsProcess Rules & ConOps


http://www.parshift.com/s/140630IS14-AgileSystemsEngineering-Part1&2.pdf


TinkerToy

Bendables Marble Run SnapBlocks

Woodbuilders

BristleBlocks

Log Builder

Construction (response) architecture different from system functional architecture.Response architecture is a domain-focused engineering architecture

Straws andConnectors

Lego

Design theArchitecture

of Your Construction

Set

ErectorSet



DeliveryTime

Development

PerceivedEffectiveness100%

Gen 2 OperationGen 1 Operation

agile system

InfrastructureMigration

Module MixModifications

DeliveryTime

Development

PerceivedEffectiveness

life-cycle end

Agile system would continue ROI,but does age, and can suffer

strategy-lapse integrity failure

100%

In-agile system

OperationDevelopment

Relating Agile Development to Agile Operations www.parshift.com/Files/PsiDocs/Pap080404Cser2008DevOpsMigration.pdf

Agile Systems Gracefully Migrate Across Next-Generation Boundaries www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf


http://www.parshift.com/Files/PsiDocs/Pap080404Cser2008DevOpsMigration.pdf

http://www.parshift.com/Files/PsiDocs/Pap080404Cser2008DevOpsMigration.pdf



In-Class Tool Applications

Class Warm-ups Team Trials Team ProjectUnit 2

Unit 3

Unit 4

Unit 5

Unit 6

Unit 7

Unit 8

Unit 9

Unit 10

ConOps: Objectives

Reactive/Proactive

RS Analysis

Framework/Modules

RRS + Integrity

RS Analysis

RRS Analysis

Integrity

Reality Factors: Case

RS Analysis: Case

RRS Analysis: Case

Reality + Activities

Closure

AAP Analysis: Case



Three Nested Agile Systems

NFL Team Game

Modules

PassiveInfrastructure

ModuleMix

ModuleInventory

SystemAssembly


• Teams• Conferences• Divisions

• Offensive players• Defensive players• Sp Teams players

• Player lineup• Referees• Plays

• Schedules• Contracts• Salary cap

• Play book• Code of conduct• Uniform

• Rules• Game plan

• League • Gen mgr • Coaching staff

• League • Scouts • Medical staff

• Owners • Owners • Head coach

• Owners • Owner • Rules committee

Composite from multiple classes



Problem Space and Solution Space

Agile Architecture Pattern as

framework

4 response effectiveness

metrics

8 reactive and proactive

response domains

10 response enabling design

principles

3 design quality principles

Strategy activity diagrams

Systems operational and

integrity management

Closure matrix



Basic Definitions

SystemA group of modules

sharing a common interaction framework

and serving a common purpose.

FrameworkA set of standards

constraining and enabling the interactionsof compatible system modules.

ModuleA separable system sub-unit

with a self-contained capability/purpose/identity,

and capable of interaction with other modules.

Company of Divisions

Team of PeopleCell of Workstations

Practice of Procedures

Stereo System of Components

Chain of Suppliers

The reconfigurability of component systems is familiar to us from the ease with which we can add, change, or upgrade units in our home stereo and entertainment centers, even when different brand names are involved. We call any organization of common-purpose interacting modules a “system”: an entertainment center of components, a team of people, a cell of workstations, a network of controllers, a chain of suppliers, a corporation of functional departments, even a contract of clauses.



Modular – But Not Agile

Art: KPMG



Cluster MachineDepiction of Precision 5000 Family from Applied Materials Inc.

Material Interface Module

Robotic Transfer Arm

Variety of Process Modules

Common Utility Base

Customizable User Control

Reusable Material interfaces, transfer robots, process

modules, utility bases, docking modules, and user controls are independent units.

Common human, mechanical, electrical, gas, and hydraulic framework.

A growing variety of processing modules may be mixed or matched within a cluster.

Reconfigurable Wafer path determined in real-time by availability of

appropriate process modules. New process modules may be added when new

capability is required, and not before. Clusters may begin as 4 sequential processes and

evolve to a single 4-unit process as product demand grows.

Process-specific control is contained within the process module, traveling with it when redeployed.

User control modules are custom configurable for proprietary processing.

Scalable Within a cluster 1 to 4 process modules may be

installed. Clusters may be interconnected into larger super-

clusters using docking modules in place of process modules.

Clusters and super-clusters can be interconnected without limit.

Response Ability Test & Introduce new process modules incrementally. Custom process individual wafers and prototype

runs. Repair/replace faulty module while cluster operates. Add modules and machine clusters as/when needed. Reconfigure clusters and redeploy process modules

as product-line demand cycle changes. Create super-clusters as contaminant sensitivity

requires.



Scalable Machine Clusters

Clean-Environment Inter-Cluster Transport Bay

Using standardized docking modules to replace a process module allows multiple cluster machines to be assembled into larger, constant vacuum, clusters. This has particular value when a process sequence is sensitive to contamination, which is most likely to occur when wafers make the transition between the vacuum environment of the cluster machines and the atmospheric pressure of the inter-cluster transport bay. Process modules may be mixed or matched within a cluster.

Interface Module

Process Module

Docking Module

Transfer Module



Production Cell

Response Ability

Install and set up a new cell in 4-8 weeks.

Reconfigure a cell for entirely new part in 1-4 weeks.

Duplicate cell functionality in another cell in 1-2 days.

Add/calibrate machine in 1-2 days while cell operates.

Remove or service machine without cell disruption.

JIT part program download.

Insert prototypes seamlessly.

Concept Based on LeBlond Makino A55 Cells at Kelsey-Hayes

WSS

WSS

A1 A3 A5

A2 A4 A6

A7

A8

Reusable Machines, work setting stations, pallet changers,

fixtures are all standard, independent units. Common human, mechanical, electrical, and

coolant framework. Machines do not require excavated pits or special

foundations, and are relatively light and easy to move from one cell to another.

Reconfigurable Cell control dynamically changes work routing as

machines are removed or added, on the fly. Autonomous part machining, non-sequential. Machines and material scheduled by cell control

software in real time per current cell status. Part programs downloaded when needed. Machine’s history stays with its controller. Machines ask for appropriate work when ready.

Scalable Cell may have any number of machines and up to

four work setting stations. Cells may have multiple unit instances in operation. Machines capable of duplicate work functionality. Utility services and vehicle tracks can be extended

without restrictions imposed by the cell or its units.



Production Cells in a Reconfigurable Environment

C2

F2

F4

F6

C3

C1

F1

F3

F5

WSS WSS

WSSWSS

B4

B2

B6

E2

E4

E6

B3

B1

B5

E1

E3

E5

WSS WSS

WSSWSS

A4

A2

A6

D2

D4

A3

A1

A5

D1

D3

WSS

WSS WSS

WSS

WorkSetup

Stations

LeBlondMakinoA55s

AGV(This central AGV linenot actually present inKelsey Hayse plants)

Cell 1 Cell 2 Cell 3

Cell 4 Cell 5 Cell 6

These horizontal machining centers do not require that pits be dug underneath the machines for delivery of cooling fluids and removal of scrap, or that special rigid foundations be constructed, so they are readily movable. A cell can increase or decrease its machining capacity in the space of a day. This is facilitated by a plant infrastructure that provides common utility, coolant, mechanical, and human interfaces that provide a framework for reconfiguring modules easily.



Configurable ResourcesReusable Individual in/outsource resources are

configured on a bid-per-order basis. Order fulfillment configurations are bid

and assembled by Hong Kong group. Common network interface at each

resource provides enterprise integration and real-time management. Can be relocated as resources come and go.

Network-accessible production data can be downloaded to multiple locations

Reconfigurable Common resource interface and real-

time order process status enables mid-order reconfiguration of prod. chain.

Insource and outsource resources are interchangeable for equivalent processing technology.

Scalable No limits on the number or mix of

insource and outsource resources. Hong Kong management group qualifies

new and existing resources as needed to maintain sufficient resource pool.

Response Ability Production chain assembled, scheduled, working within 24 hours. Resources added any time for extra capacity or quicker fulfillment. Real-time status & issue-resolution for quick problem correction. Net-wide data enables coordinated system-wide order changes.

...

DesignWafer

Process

DesignWafer

Process

...

...

DesignWafer

ProcessTest and

SortDice

Lead andPackage

DesignWafer

ProcessTest and

SortDice

Lead andPackage

......

......

Test andSort

Test andSort

...

Insource

Outsource

Modeled AfterLSI Logic (1998)

A Semiconductor Foundry

Loosely coupled resourcesbid for order-fulfillment role

on a per-order basis.

LSI had practices to nurture and manage a loosely coupled mixture of in- and outsources as a coherent entity. The management operational center was in Hong Kong, which built and maintained the pool of outsources, and configured all resources for specific customer orders. Resources bid on jobs - with price and schedule. A production resource path was then assembled from the best bids. Insources were not given preferred status.



Framework

Activities Module Mgmnt

Framework MgmntInventory MgmntResponse Mgmnt

Resource Management

Module Pool

Reusable Modules Reconfigurablewithin a Scalable Framework

Applied’s Machines

ComponentsPhysics Units

Robotic TransferUser Controls

FrameworkStandardizedUtility Base

Kelsey-Hayes’ Cells

ComponentsMachines

Setup StationsPallet Changers

FrameworkAGV Network Grid

Cell Layout StandardsCommon Machines

LSI’s Production Chains

ComponentsIn-side Resources

Out-side ResourcesPartner Interfaces

FrameworkEnterprise Network

Qualification Standards

High Concept:Agility is Deployed as an Assembly-Line Process

www.parshift.com/Essays/essay005.htm


http://www.parshift.com/Essays/essay005.htm


Agile Data-Center Location, Capability, Capacity

AirWater

PowerNetwork

Air standardsWater stds

Power stdsNetwork stds

Drag and Drop Modules

Plug and Play Infrastructure

Type A

Type B

Type B

Type B

Type A

Type C

Type C

New Orleans

Type B Type B

(Classified) New YorkDenverSeattle

Following SUN’s Black Box…Rackable’s Concentro – A modern data center that breaks records for density and energy efficiency, problems that keep CIOs up at night: running out of floor space and operating budget (sky-high power bills to run all the gear AND cool it).Rather than spend three years building massive new buildings and hiring armies of techies to buy, install and operate gear from scads of different tech suppliers, companies (or Universities, or Army divisions) could simply roll a Concentro into the parking lot.And when the innards become obsolete, it could literally be driven to a recycling center and dis-assembled for parts.

[Edited excerpt: “Rackable Goes Mobile. Does Two Make a Trend?” Peter Burrows, Business Week, March 26, 2007]



Frameworks/Infrastructures: Three construction system types

1 Dee Hock (Visa Corp) coined the word chaord for organisms, organizations, and systems which harmoniously exhibit characteristics of both order and chaos.

Ordered Chaordic1 ChaoticLegoLego

LegoLegoGlue

Model Lego Erector Set



Reconfigurable

Response Able System Principles – RRS

Peer-Peer Interaction


Distributed Control and Information

Evolving Infrastructure Standards

Sca

lab

leR

eusab

le

Facilitated Interfacing (Pluggable)

Facilitated Reuse

Redundancy and Diversity

Elastic Capacity

Deferred Commitment Self-Organization



8 Response-Requirement Domains for Response Situation Analysis (RSA)

Correction

Variation

Reconfiguration

Expansion (of Capacity)

Migration

Improvement

Modification (of Capability)

Creation (and Elimination)

Pro

acti

veR

eact

ive

Change Domain

Proactive

Innovative/ComposableCreates Opportunity

Takes Preemptive Initiative

Reactive

ResilientSeizes Opportunity

Copes with Adverse Events

General Characteristic

Reactive Proficiency

P

roa

cti

ve

P

rofi

cie

nc

y

Innovative(Composable)

Agile

Fragile Resilient



Change Metrics

On-Time, On-Budget, On-Spec

Predictability

100%

0%

Elapsed Time

TotalCost

$

$

$

$

$

$

Activity Based Change-Costing

Time Cost

ScopeQuality

OK Stretch

OK Stretch

Sufficient Economic Range?

La

titu

de

GoodRange

MissionBoundary

Bad

Time Cost

Quality Scope



Concepts That Enable Agility

to have awareness

to take action

Agility

SystemResponse

Architecture

KnowledgeManagement

ChangeProficiency

Reusable

principles of

Reconfigurable

FlatInteraction

DeferredCommitment

SelfOrganization

DistributedCont & Info

principles of principles of

Scalable

Modularity

FacilitatedReuse

PlugCompatibility

EvolvingFramework

Redundancy& Diversity

ElasticCapacity

with domains of with domains of

ProActiveChange

Creation

Improvement

Migration

Modification

ReActiveChange

Correction

Variation

Expansion

Reconfiguration

with domains of

ChangeMetrics

Time

Cost

Quality

Scope

with molded by language of

ValuePropositioning

consists of practices and processes for

ResponseAbility

ChangeManagement

to enable change withto select actions

678 Focus



Porter on Strategy

All differences in cost or price derive from hundreds of activities required to create, produce, sell, and deliver.

Activities are the basic units of competitive advantage.

Overall advantage or disadvantage results from all of a company’s activities, not only a few.

Strategic positioning means performing different activities from rivals’ or performing similar activities in different ways.

"What is Strategy?", Michael Porter, Harvard Business Review, Nov-Dec '96



Southwest Airlines(Concept of Operations)

LimitedPassenger

Service

HighAircraft

Utilization

Lean, HighlyProductiveGround andGate Crews

Very LowTicketPrices

Short HaulPoint-to-Point

Mid-sized CitiesSecondary

Airports

Frequent,Reliable

Departures

Flexibleunion

contract

Highemployee

stockownership

"Southwestthe low-fare

airline"

Highemployee

pay

Automaticticketingmachines

Limiteduse oftravelagents

No seatassignments

Nomeals

15 minutegate

turnaroundStandard737 fleet

Noconnections

with otherairlines

No baggagetransfers

Strategic ObjectivesKey Activities



CustomerCompatible

StrategyDeliveryMgmnt

CulturalEngineering

Mgmnt

LeadershipService

Transparent

ITInfrastruct.

Mgmnt

Reliable

ServiceInteraction

Mgmnt

Mix andCapacityMgmnt

StrategyDevel'ment

Mgmnt

TalentRelationship

Mgmnt

Trustworthy

ProcessDevel'ment

Mgmnt

BestValue

CustomerSatisfaction

Mgmnt

ProductionMasteryMgmnt

ITAdaptation

Mgmnt

AgileSystemsMgmnt

SecurityEvolutionMgmnt

“Strategy” strengthcomes from activityinteraction

Semiconductor Foundry

Lines show synergisticdependencies

- Strategic Objectives- Agile Activities – Initial- Agile Activities - Later

Strategic Activity ConOps WebInspired by Porter’s Activity Web

Emphasizes Process Activityand Response Objectives



Activities (Functions) Establish personal values 1

Analyze external case for ideas 2

Analyze local case for principles 3

Design a business practice 4

Package as response ability models 5

Rotate student / mentor roles 6

Review and select for quality 7 Sel

f C

ont

ain

ed U

nits

Plu

g C

ompa

tibili

ty

Fac

ilita

ted

Re-

Use

Fla

t In

tera

ctio

n

Def

err

ed C

om

mitm

ent

Dis

trib

ute

d C

ontr

ol &

Inf

o

Sel

f O

rga

niza

tion

Ela

stic

Cap

aci

ty

Red

unda

ncy

& D

ive

rsity

Evo

lvin

g S

tand

ard

s

Principle-Based Activities, and Issues Served

R

eact

ive

Pro

acti

ve

Issues (Requirements)

RRS Principles

Capturing hidden tacit knowledge 3567 35 356 57 3 37 6 3 3 37

Creating student interest and value 124 1 1 1 12 124 124 1 1

Improving knowledge accuracy 367 6 3 37 6 3 3 7

Improving knowledge effectiveness 1245 45 245 45 1 12 5 2

Migrating the knowledge focus 247 27 4 2 4 7 247 4 47

Accommodating different student types (all) 25 6 347 2 12345 1 17 2

Injecting fresh outside knowledge 26 26 26 2 6 2

Finding and fixing incorrect knowledge 367 7 7 3 3 6 3 3 7

Excising poor value knowledge 2357 7 7 3 3 2 23 35 257

Allowing flexible student schedules 34 34 34 34

Accommodating any size group 2345 2345 234 2 25 34 234

Reinterpret rules for new applications 23457 27 5 2 357 23457

Details: http://www.parshift.com/Essays/essay039.htm

(Case: An Insight Development System)

Closure Matrix – Where Deep Design Begins


http://www.parshift.com/Essays/essay039.htm


Product ManagementStrategy Management

Proactive

Assessment/Evaluation

0 1 2 3 4

4

3

2

1

0

Innovative Agile

ResilientFragile

A

CB

Innovative Agile

ResilientFragile

A

C

B

Project Management

Innovative Agile

ResilientFragile

A

C

B

Comparing Companies A, B, C.

Metric Working Competitive Development Stages Focus Knowledge Proactive Reactive

0 Accidental Pass/Fail Examples Lucky None

1 Repeatable Time Concepts Creation Correction

2 Defined Cost Metrics Improvement Variation

3 Managed Quality Rules Migration Expansion

4 Mastered Scope Principles Modification Reconfig'tion

Metric Working Competitive Development Stages Focus Knowledge Proactive Reactive

0 Accidental Pass/Fail Examples Lucky None

1 Repeatable Time Concepts Creation Correction

2 Defined Cost Metrics Improvement Variation

3 Managed Quality Rules Migration Expansion

4 Mastered Scope Principles Modification Reconfig'tionRes

ilient

Agile

Innovativ

e

Fragile

Rea

ctiv

e

Response Proficiency Maturity Model

Maturity has been observed to progress sequentially



BREAK



Classic CaseOn-Demand Response

GM after-market auto-body

production.High variety – small

lot.

~500 different metal body assemblies

250 units average production lot size

230 average pieces per hour

28 minute average die change

$30 fender world market price

Fenders, Hoods, Lids, Sides, Doors

Operations include:Press: die change,

stampAssembly:

bend/form, weld, glue

Maybe a hundrednew assemblies per

year

Art: Boris Artzybasheffwww.animationarchive.org/bio/2006/01/artzybasheff-boris.html

Agile AUTOnomy Skateboard Architecture

interchangeable bodies, drive-by-wire, plug-and-play

Case: GM+



JIT Assembly Systems (part 1 of 2)(t = time of change, c = cost of change, q = quality of change, s = scope of change)

Key Proactive Issues

Creation

• Designing short-run assembly lines for new parts that come with long-run tooling [t]

Improvement

• Productivity of limited space while increasing part variety [s]

Migration

• Production of non-GM parts with non-GM tooling [qs]

Modification

• Absorb employees from closed GM plants with different union work rules into cross-trained Production Team Member positions [ts]

Key Reactive Issues

Correction

• Union refusals to accommodate necessary work rule changes [cs]

Variation

• High part production variety [s]• Time available for new line

design [t]• New parts to accommodate

with the JIT system [s]

Expansion

• Absorb growing part variety [s]• Absorb growing inventory of

tooling [s]

Reconfiguration

• Short-run assembly line construction/tear-down [t]

Systems Integrity ManagementModule Evolution: Component teamModule Readiness: Component teamAssembly: Production teamsInfrastructure Evolution: Configuration team

Weld Tips

Controllers

Production TeamMembers (PTMs)

Hemmers

Roller Tables

StandingPlatforms

MasticTables

Racks

Components

System Examples

* * * * * *Ctrl Programs

* *

Assem Areas• • •

P41 Deck Lid System

• Area BA47 FenderSystem

• Area A

(Old-Form Agile Architecture Pattern)



Peer-Peer Interaction• PTMs free to make real time process changes• Communication encouraged among tradesmen,

engineers, supervisors, and customers

Deferred Commitment• Assembly lines configured just-in-time for

production• New-part acquisition/transfer team is not

designated until a transfer opportunity requires an action.

Encapsulated Modules• Hemmers • Racks • PTMs • Areas• Roller tables • Weld tips • Racks• Mastic tables • Controllers • Programs

Facilitated Interfacing (Pluggable)Everything carry/roll/fork portable, common piping/wiring, quick disconnect fittings, no integrated controllers, standard controller interface/programs.

Facilitated Reuse• Management and Union manage PTM cross-training• Component team manages all other components• Production teams manage system configurations

Distributed Control and Information• PTMs make real time decisions on process configuration improvements and changes.• Operation sequence sheet attached to hemmer

Self-OrganizationPeople take initiative in solving problems and making operating improvements – because risk is encouraged and failure expected/accepted.

Evolving Infrastructure StandardsThe framework configuration team eventually decided to strip un-used legacy items from hemmers, and to add TDA lifters to Area A utility grid.

Unit Redundancy and Diversity8 identical controllers, cross-trained production team, diversity in roller/mastic tables, weld guns, standing platforms, racks, weld tips, and assembly areas.

Elastic CapacityFrequently used components are pooled locally, with separate warehousing available for unlimited inventory growth and rarely used components.

Sca

lab

leR

eus

able

Reconfigurable

JIT Assembly Systems (part 2 of 2)



Class 1 Agile Systems are Reconfigurable

Useful Metaphors:Plug-and-Play – Drag-and-Drop

Reconfigurable Machine Clusters Adaptable Production Cells

Configurable Resources On-Demand Assembly Lines

Data-Centers Anywhere Anytime Anykind Agile (Software) Development Processes

… and many others

some we will look at



What Does Dragon Drop Mean?

In Real Time:Something is available to drag and drop.Something accepts the things that are dropped.Somebody does

the dragging and dropping and connecting.

In Some Other Time:Somebody maintains and improves the

draggable things.Somebody maintains and improves the

drag-and-drop capabilitySomebody maintains and improves the

accepting infrastructure.

Drag-and-Drop

In real time:Something is available to drag and drop.Something accepts the things that are dropped.Somebody does

the dragging and dropping and connecting.

In all time:Somebody maintains and improves the

draggable things.Somebody maintains and improves the

drag-and-drop capabilitySomebody maintains and improves the

accepting infrastructure.

Class 1: Drag-and-Drop

Case: Agile Aircraft Installation



"When I am working on a problem,I never think about beauty, but when I have finished, if the solution is not beautiful, I know it is wrong."-- R. Buckminster Fuller

“Quality is practical, and factories and airlines and hospital labs must be practical. But it is also moral and aesthetic. And it is also perceptual and subjective.”-- Tom Peters

ProjectedOperational

Story

ArchitecturalConcept

& Integrity

ResponseSituation Analysis

RRSPrinciples Synthesis

ConOpsObjectives& Activities

Reality Factors

Identified

ClosureMatrixDesign

QualityEvaluation

RAPTools & Process

We discussed the yellow boxes.All lectures will show what has been discussed like this.



In-Class Tool Applications

Class Warm-ups Team Trials Team ProjectUnit 2

Unit 3

Unit 4

Unit 5

Unit 6

Unit 7

Unit 8

Unit 9

Unit 10

ConOps: Objectives

Reactive/Proactive

RS Analysis

Framework/Modules

RRS + Integrity

RS Analysis

RRS Analysis

Integrity

Reality Factors: Case

RS Analysis: Case

RRS Analysis: Case

Reality + Activities

Closure

AAP Analysis: Case



• The project MUST engage everyone's passion.• Make sure the whole group is in favor of the choice, you will live with it

through all sessions.• You must see that this system is non-trivial, has a future, and is the subject

of further development, improvement, or increased understanding.• Give time and care to producing your system statement, as though your

boss’s bosses would be interested and intrigued, not only by your choice, but also by your statement.

EXERCISE

Task- Form into project teams- Name your team- Name your work file: Ex-teamname.ppt- Write a descriptive statement of your

agile-system project (uncertain environment, effective response)

- List strategic “response” objectives/values- Have an initial title slide with team name and team-member names listed.

Prepare 1-2 slides for brief out



Team: Sky Riders

System: Airborne Reconnaissance Sensor Testbed (ARST)

Strategic Values/Objectives•Rapid Configurability•Multiple Simultaneous Sensor Tests•Full Airborne Sensor Test•Risk Reduction•High Utilization•Inexpensive•High Availability

Descriptive StatementThe ARST is an airborne platform designed to provide the ability for reconnaissance sensor system developers to test their products in a realistic environment. Sensors may be rapidly installed onto the ARST for either standalone testing or side-by-side comparisons with legacy sensors. The ARST can also serve as a research and development platform to develop future sensor technologies.

Note: This is an example of form, with no endorsement of content

Team members: John Miller, Rita Kitridge, Jack Stack, Janice Goodrich.



Team: __________________________

System:__________________________

Strategic Values/Objectives•?•?•?•?•?•?

Descriptive Statement?

Team members: ?????.



Team WIKISPEED uses methods developed by the fastest-moving software companies. In fact, in many ways we have more in common with Google or Twitter than with GM or Toyota. Manufacturing and old-thought software teams gather requirements, design the solution, build the solution, test the solution, then deliver the solution. In existing automotive companies, the design portion of that process alone takes three to twelve years, and then the vehicle design is built for five to fourteen years. This means it is possible to buy a brand new car from a dealer and that car represents the engineering team's understanding of what the customer might have wanted twenty-four years ago! Team WIKISPEED follows the model of Agile software teams, compressing the entire development cycle into one-week "sprints." We iterate the entire car every seven days, meaning that every seven days we reevaluate each part of the car and reinvent the highest-priority aspects, instead of waiting ten to twenty-four years to upgrade. This process enables a completely different pace of development.Our process:

Video: http://bcove.me/zcryseb7 90 mins

Guest Speaker: Joe JusticeUsing Agile, Lean and Scrum - The Team Wikispeed Process

Seattle16-18 May 2011

The closing keynote of the 2011 Global Scrum Gathering brought together by the Scrum Alliance.

Joe talks about managing a collaborative multi-national team using agile, lean, and scrum, and how that allowed them to do revolutionary work like build a 100 mpg car in 3 months

Part1 File63 Part2 File53

Before Tomorrow Class Starts


http://bcove.me/zcryseb7


Task Backlog Buffer

Infrastructure evolution:

Task assembly:

Task elements:

Task readiness:

Infrastructure

Standards

IntegrityManagement

Active

Passive

Last Planner Process Manager

Supes/Foreman

Project Manager

Supes/Foremen/Expediters

Last Planner Agile Project Managementwww.parshift.com/s/130624Last Planner.pdf

Active management of the anticipated schedule and work flow to ensure there isalways a buffer of “quality” jobs ready to work on and matched with resources.

mastersched

CPMtasks materials tools

Agile architecture Pattern based on:(Ballard 1997) Lookahead Planning: the Missing Link in Production Control(Ballard 1998) Shielding Production: an Essential Step in Production Control(Ballard 1999) Improving Work Flow Reliability(Ballard 2000) The Last Planner System of Production Control-PhD Thesis

equipment

productionunits

activitydefinitions

Key Practices:Rules 1-2-3 and •Lookahead•Make ready•Learn & Correct

Work TaskTask Lookahead Window

week week week week week week6 5 4 3 2 1

Components

Task Soundness/Sequence/SizeTask Definitions Physical Site SecurityConstruction Safety Standards/RegsMaster Sched, Learning, R1-2-3

SocketsSignalsSecuritySafetyService

MS Learning Change

If time permitsCase Study


http://www.parshift.com/s/130624Last%20Planner.pdf

Documents

2:1 [email protected]@stevens.edu, attributed copies permitted ES/SDOE 678 Reconfigurable Agile Systems and Enterprises Fundamentals of Analysis,