1. Agile Systems and Enterprises Response Ability Tool Templates Robert Douglas Gault Randy Hosier

2. Strategic Value / Objectives Descriptive Statement The Automated Automotive Reproduction Plant (AARP © ) is a automotive production line designed for continuous (24 hour/day) production of automobiles. The design includes features specifically intended to reduce waste and rework, as well as being easily reconfigurable. Modular design theory is utilized to ease model year transition, and cut downtime during maintenance. These features are leveraged to create a competitive advantage with a shorter model changeover period and maximum facility flexibility. TEAM: Devious Disputers SYSTEM: Automated Automotive Reproduction Plant Rapid configurability (capable of multiple models) High utilization High availability Maximize customer value and company profits Achieve lowest cost with model changes Minimize material waste or rework Near-zero downtime during maintenance

3. ZeroMaintenanceDowntime Change Engineering Management Equipment Acquisition And Refresh Management Employee Knowledge Management Minimize Waste and Rework Floor Configuration Management Active Preventative Maintenance Management Personnel Management LowestCostModelChange RapidConfigurability System: AARP © HighUtilization Strategic Values/Objectives Functional Activity Strategic Activity ConOps Web

4. Proactive Reactive General Issues Create vehicles Eliminate waste Robotics designed for variable vehicular footprint Maintenance system designed for zero downtime during maintenance and upgrades Robotics has exchangeable hand function Tracking system for different models and car parts allows system to run mixed lots of vehicles. Standardized robotics interfaces Easily updated process instructions Quality assurance issue Modular robotics footprint Variable production line paths to customize capability Easily accessible power cutoff to halt incorrect processes Easily accessible safety cutoff to protect against unexpected variances in the process Production line paths are movable System: AARP ©

5. Response Situation Analysis Correction Variation Reconfigu- ration Expansion (and Contraction of Capacity) Migration Improvement Modification (Add/Sub Capability) Creation (and Elimination) Proactive Reactive Change Domain Allow car production process improvement without excessive changing costs.[cs] Have design space to eliminate maintenance downtime.[tqs] Create vehicles [tcqs] Eliminate waste[ct] Deal with switchover costs, especially from larger or unusual styles of vehicles.[cs] Deal with flux in customer demand for individual vehicles.[tcs] Create methods for expanding or shuttering parts of the line without losing invested money.[cs] Handle hazardous situations (employee falls into the line, etc) [cqs] Eliminate cost or damage caused by robot malfunction[cq] Try to save money versus small changes in the design.[cs] How to increase the Min/Max range for production capacity?[ct] Accommodate Frequent Model Changeovers [tcs] Change/Response Issue

6. System: AARP © Self-Contained Units (Encapsulated Modules) Robotic Arms Automated transport for vehicles and parts Floor Crew Plant Engineer Parts Rack Robot control code Platforms Shutoff Switches Evolving Standards (Infrastructure/Framework) Vehicles Lines Power Plumbing Controlling Code Platforms Maintenance equipment Safety equipment Replaceable Robotic tools Scalable Reusable (Think … Drag-and-Drop / Plug-and-Play)

7. Self-Contained Units (Encapsulated Modules) Robots, Workers, Parts, Parts delivery equipment, parts racks Evolving Standards (Infrastructure/Framework) OSHA, Standards 2CAN communication standard Toyota Production System (TPS) Plug Compatibility (Facilitated Interfacing) Universal Mounting System for Robots Facilitated Reuse Plant continues to function while robots are updated. Robots are reprogrammable and can be relocated and reused after model changeovers Elastic Capacity (Scalable) Movable Line, Standardized Robot fixtures Unit Redundancy & Diversity Identical Robots with modular tool mounts Carefully Trained Employees with Multiple Proficiencies Flat Interaction (Peer-Peer, Non-Hierarchical) Robots are networked so they can communicate with each other and a control unit. Kanban communicates line activity to employees Deferred Commitment Extremely flexible line purposing allows plant to ramp up to match demand without a large initial buildout. Distributed Control & Information (Decentralization) Cutoff Switches Robots are controlled by code that is developed by an internal group of engineers 2 CAN allows robots to handle processing tasks Self Organization TPS style training for employees Scalable Reusable Reconfigurable RRS Principles for System: AARP ©

8. Reality Factors Organizational Behavior – Survival rules rule, nobody's in control... Local community/union reaction to highly automated factory? (fewer jobs compared to normal style of factory) Human Behavior – Human error, whimsy, expediency, arrogance... Absenteeism costs more in heavily automated systems. System requires significant training or expertise. Monotonous routine, employees may not be paying attention to stop system errors. Technology Pace – Accelerating vulnerability-introductions, sparse testing... Upgrading an agile factory costs more, but happens less often. High system redundancy propagates bugs and design shortcomings. System Complexity – Incomprehensible, highly networked, unintended consequences, emergence... Several repairs would require engineering support. Cascading problems System may act unexpectedly after component upgrades. Globalization – Partners with different ethics, values, infrastructures... Trade issues in other countries (local content requirement, etc.) If building plant in other countries system needs to accommodate cultural and language differences as well as local standards and regulations. Other? “Systems tend to oppose their own proper function” -John Gall Agile Adversaries/Competitors/Customers – Distributed, collaborative, self organizing, proactive, impatient, innovative... Competing companies copy plant design, possibly improve upon it. How much does it cost to keep up? Industrial spies/sabotage. Creeping Agile Practices – Outsourcing, webservices, transparency, COTS, SOA... More robots Headaches dealing with suppliers and how they plug unto the process. System: AARP ©

9. Infrastructure evolution: System assembly: Component mix: Component inventory: Robot instruction Set Maintenance System OSHA Standards Infrastructure Drag & Drop Components Plug & Play Standards Integrity Management Active Passive Line Process Design Lead Line Engineer Floor Manager Parts Inventory Manager Local Power Standards AARP © Line Area B Floor Crew Automated Transport System Parts Rack Shutoff Switches Robots Platforms * * * Robot control code Plant Engineer Agile JIT Assembly Line Construction at GM Plant for Low-Volume High-Variety After-Market Body Parts

10. Process Step:Equipment Acquisition and Refresh Management 1.Identify shortcomings in or additional features that could be used in existing equipment. a)Hardware b)Software 2.Quantify costs of shortcomings of equipment and quantify return on investment of additional features. 3.Identify any changes in standards that could impact the purchase of new equipment or software identified 4.Identify replacement for equipment that satisfies shortcomings or desired features identified in step 1as well as being compatible with any standards changes identified in step 3 a)Hardware b)Software 5.Identify cost of replacement hardware/software as well as cost of support of equipment as well as estimate potential gains obtained from upgrades. 6.Prepare information in easy to understand presentation.

11. CASE: AARP Activities (Functions) Self Contained Units Plug Compatibility Facilitated Re-Use Flat Interaction (P to P) Deferred Commitment Distributed Control & Info Self Organization Elastic Capacity Redundacy & Diversity Evolving Standards Floor Configuration Management1 Employee Knowledge Management2 Change Engineering Management3 Equipment Acquisition & refresh Manageement4 Personnel Management5 Active Preventative Maintenance Management6 Issues (Requirements) Principle-Based Activities, and Issues Served Proactive Create Vehicles Eliminate Waste Allow process improvements at minimal cost (all)1341413625 15 1234 5 1245 62346 have design space to eliminate maint downtime (all)134 12345 626346123462413461243462346 Deal with switchover costs from different vehicle types (all)134123461342135 251231245246 deal with flux in customer demand for individual vehicles (all)1461213412 12345 61215 1245 61456 create methods for expanding or shuttering parts of the line without losing invested money (all)134 1551 2561256 Reactive Handle hazardous situations 1256125 56651256 Eliminate cost or damage caused by robot malfunction 1245 6125 1 1412556651256 Try to save money versus small changes in the design 1234 51231234 2453413134 1234 512341235 How to increase the min/max range for the production capacity 1234 5123 123425131135 1234 5 1234 Accommodate frequent model changeovers 1234 51231234 2453413134 1234 512341235

12. Process Step: Equipment Acquisition and Refresh Management Equipment acquisition and tech refresh is a self contained unit in that it is not dependent on other processes to perform it’s function. Equipment acquisition will always consider plug compatibility ensuring any equipment that is replaced is compatible with existing interfaces unless evolving standards dictate otherwise. Equipment acquisition and tech refresh are continually affected by evolving Standards. Standards typically change in order to improve performance or enhance safety of equipment which directly impact this equipment. Acquisition of equipment or software will take into account Facilitated Re-use as much as possible with the goal of keeping equipment and installation costs low but still gain from the additional features obtained. Distributed Control will be utilized when possible unless the control denies the required flexibility needed in the equipment. Otherwise Distributed control will reside with the equipment OEM as they are the technical experts of their equipment Self Organization is always considered in equipment acquisition in order to enhance control on the production line. As much as possible equipment acquired will have the capability to report its operational status to other equipment on the line Elastic Capacity is considered in all newly acquired modules which will allow the easy substitution of similar modules whenever needed and capable of all functions utilized at different stations on the production line this also lends itself to redundancy and diversity.