http://www.imagine-futurefactory.eu

Competence Management for Collaborative Manufacturing Networks

I-esa 2012Dr Jay Bal

International Digital LaboratoryUniversity of Warwick

Innovative End-to-end Management of Dynamic Manufacturing Networks

http://www.imagine-futurefactory.eu

• Agenda

– Why Network Management

– Network Competences

– Models From Previous Work

– Problems

– Our Experience

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Project Overview

20/03/ 2012 IMAGINE Workshop I-esa 2012

Collaborative Supply Networks

The conventional wisdom is that competition in the future will not be company vs. company but supply chain vs. supply chain. But the reality is that instances of head-to-head supply chain competition will be limited. The more likely scenario will find companies competing -and winning- based on the capabilities they can assemble across their supply networks.

Inside the Business

Value System Value Network

Luis M. Camarinha-Matos

BreedingEnvironment

. Long term association. Ready to collaborate

Virtual Organization / Virtual enterprise

. Temporary network. Goal oriented consortium

Professional Virtual Community

. Network of skilled people. ...

E-Science / Virtual Labs

. Mix network people-organizations. Access to remote equipment

Agile shop floor

. Dynamic cells of manufacturing resources

Collaborative Networks. Networks of autonomous organizations, people, resources, or mixed. Common goals to be achieved by collaboration. Agreed principles of operation and interoperable infrastructures

A discipline of collaborative networks shall focus on the structure, behavior, and evolving dynamics of networks of autonomous entities that collaborate to better achieve common or compatible goals

Luis M. Camarinha-Matos

• The competencies of a network can be defined through its three main constituents (Eemilova & Afsarmanesh (2006):– The Competencies of the Collaborative Network

itself.– The Competencies of the member organisations.– The competencies of any resulting supply chain.

• There is a lack of theoretic foundation in the area of organisational profiling (EcoLead EU FP6)

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Competence Management

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Ermilova & Afsarmanesh (2006)

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5 Networks in 5 Countries:4 Collected Profiles3 Collected Competency Profiles

Their 4C model1- Capabilities, 2- Capacities, 3- Costs, and 4- Conspicuities.

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Rosa et al (2011)

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Transactional Processes

Collaborative Processes

Hard Factors Soft Factors

Value SystemsOrganisational Culture

Activities, Processes, Machinery, Standards

Leading to the idea of a Rule-based Fitness Assessment methodology for forming partnerships

• Collaborative Marketplace to:– Find New Business Opportunities– Find appropriate partners to address the opportunity– Collaborate to deliver the contract (collaboration spaces, supply chain visibility)

• 11,000 Company members

• 400 Competence Profiles members Competence = Capability x Skill

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West Midlands Collaborative Commerce Marketplace (WMCCM)

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• Ermilova (2005) suggested the following functions:

• Creation: this is conducted at registration time and included input from the Member, Network administrator, Network Advisor, Ontology Expert, and competency manager

• Updating: A policy and procedure for updating of stored information is required.• Structuring facilitates ease of use and comparability for user navigation. They suggest

that structuring forms the member profile into two sections. A list structure for general information (contact information, general information, industry information etc) and an ontology mapping for the competency information (such as processes, products, resources etc). They suggest a NACE based competency classification.

• Search and retrieval: Helps identify the best members for a VO, and helps members identify possible customers for their competencies. They stress flexibility, the user states values for any set of profile elements and allow the use of restriction definition in the assessment of these elements e.g. only companies with more than 10 employees.

• Analysis: VBE members profiles can be evaluated according to different criteria e.g. the suitability of the competencies to the VBE (as suggested by a Ken Thompson type mapping), quality of products etc. They suggest a main purpose here is to suggest new directions in competency for members.

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Competence Collection & Management Systems

• Based on P2P networks, the e-CAT hybrid catalogue

– Members’ registration authority: Member identification module, which provides full control for members to enter or leave a collaborative network

– Catalogue of competency classes: A common framework for describing competency of member organisations, and make exact description of the member organisations’ competencies available for searching.

– Distributed profile catalogue: Full or restricted access to their profile for other members.

This systems again emphasis the “a common understanding of member profiles and competencies”

This with most systems leads to the requirement for an Ontology to map member companies against.

The other issue highlighted is the problem of maintaining competence profiles. Keeping them up to date. ( semantic analysis of update emails).

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E-CAT Hodik et.al 2009

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Network Management Framework (Romero & Molina)

• The Hot, Warm, Cold and Ice zones are crucial in defining the newtworks Business Development, Member Acquisition, Align and NPD plans.

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Ken Thompson Heat Maps

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Lazio Aerospace – COIN IP 2011

• Competence Data CollectionThe following are some of the hard and soft factors that will be collected from companies to confirm well-matched collaboration.– company key indicators– awarded standards– key manufacturing and management process capabilities– core skills– business philosophy and knowledge of a market– Company key indicators– Operational Flexibility ( Runners, Repeaters and Strangers).

• Normalising– Costly process of validating and rating the information collected

• Making Competence available for searching and for partnership formation.– Based on Hard competencies and then via a cultural fit assessment

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WMCCM System

• All the systems described so far require some sort of ontology for mapping the capabilities/competencies of companies against so that searching and partner formation can be enabled.

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Ontology Management

26 October 2011

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WMCCM Competence Profile

26 October 2011

Trust Information

Soft Information

Hard Competence Information

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WMCCM System

• Automated Update Mechanisms• Ebay type rating systems• Dated Certification Systems• Who owns the competence profile?• How can we trust the ratings?

– The major cost of any Network Competence Management Systems is in the collection and assessment of the competencies – No company ever says “actually we are not very good at that!”

• Static Measures – fairly well addressed in the existing literature

• Dynamic Measures – little addressed but a key part of any viable Manufacturing Network

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Updating competence Information

Experienced

Inexperienced

Potential

Matrix Example

Generating Orders

Fulfilling Orders

Holistic Values & Vision

Developing People

Developing New Markets

Financing Growth

Products & Services

Expert

www.MxStart.co.uk

Event - Place 2020/03/2011

1. Customer Focus2. Business development and change management3. Product Innovation4. Logistics and Resource Efficiency5. Process Innovation6. People Effectiveness7. Financial Management8. ICT Management

More details:http://www.imagine-futurefactory.eu

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Get Involved

20/03/ 2012

IMAGINEpartners

Special Interest Group #1IMAGINE Industry Community

Special Interest Group #2IMAGINE Scientific Community

General Stakeholders

IMAGINE Partners’ Supply Chain Collaborators

IMAGINE Collaborators Network (SMEs)

Join the IMAGINE Specific Interest Groups for collaboration during the different phases of the project!

http://www.imagine-futurefactory.eu info@imagine-futurefactory.eu

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