EMI

The EMI Department of Redundancy Department

Date: 
January 3, 2014
Body: 

Forty-three years ago the Firesign Theatre introduced the Department of Redundancy Department to the world. In recent years some quality systems vendors have introduced the same in their approach to delivering enterprise manufacturing intelligence (EMI) with their data-duplication requirement to solve the data integration challenge.

Everyone understands the key to improving performance and reducing costs are data integration and analytics as the foundation of enterprise manufacturing intelligence (EMI) and effective company-wide decision support.

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Reducing Product Recall Risks

Date: 
November 13, 2013
Body: 

Keeping the recall from the door is the task that never ends. It depends on a suspenders and belt strategy that prevents noncompliant production with systems in place to reconstruct events if something goes wrong.

While the most dramatic headlines often come from the FDA regulated industries of pharmaceutical and food, recalls are not good for anyone. All manufacturers face recall challenges from regulators, supply agreements and class action lawsuits.

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A Tale of Two Cultures – How MI and BI Come Together

Date: 
July 23, 2013
Body: 

Remember the last great manufacturing systems war? The giant ERP project dominated all IT activity and many of its advocates claimed the ERP system could run all corporate functions. Manufacturing and Operations management were told they didn’t need a MOM system because ERP modules could handle those tasks also.

The counter argument was that they were very different systems and served different – but complementary – roles.

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Reduce Risk In Life Sciences Supply Chains Through Analytics

Date: 
July 17, 2013
Body: 

A comprehensive program to monitor raw material supplier quality is a strategic imperative that life science companies cannot afford to ignore.

Increasingly complex supply chains and globalized sourcing in Life Sciences manufacturing have created an environment of uncertainty regarding incoming materials quality and the need to monitor these materials more closely.

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3 Steps to Operational Enlightenment – Evolution from Data to Wisdom

Date: 
June 3, 2013
Body: 

Recently, Dr. Lloyd Colegrove, Director of Fundamental Problem Solving, Dow Chemical, joined us for a web-based discussion, “Maximizing the Value of Process Data – How Dow Implemented EMI”. During our conversation he outlined the three evolutionary steps he observed as Dow developed more sophistication using process based analytics:

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“Time to value is almost instantaneous.”

Date: 
May 14, 2013
Body: 

Join the conversation on May 15th when Dr. Lloyd Colegrove, Fundamental Problem Solving Director, discusses how Dow got its data together with an innovative new software solution for EMI that works with their existing infrastructure. During this webinar, Maximizing the Value of Process Data – How Dow Implemented EMI, Dr. Colegrove will open the Dow playbook to present a real-world approach to EMI that any manufacturer can apply to process data collected in historians, LIMS, MES or other process databases.

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The Illustrated MOM – the Path to Operations Excellence

Date: 
February 21, 2013
Body: 

The need for corporate-wide operations excellence has become well established but the evolution of support manufacturing operations systems lags the requirement. A common operations story is trying to manage a plant and a company’s supply chain with a disjointed collection of legacy departmental IT systems. While each disparate system once made sense, operations demands over the last 15 years increasingly replaced the focus of departmental solutions with an evolving plant-wide Manufacturing Execution System (MES).

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Grow Into Production Process Management

Date: 
February 12, 2013
Body: 

During our recent web conversation Michael McClellan argued that the Production Process Management (PPM) model leads to the best use of manufacturing collaboration and intelligence. The process centric perspective tracks both how the business is managed and how production is accomplished. He defines PPM as a framework of process centric best practices used for corporate governance.

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Making Sustainable Improvement Work

Date: 
November 16, 2012
Body: 

Manufacturing is a long-term play. Systems are targeted not for the day or week, but rather for years or decades. Therefore, system development and improvement programs are long-lived as well.

What are the secrets of sustainable system improvement?

Mark Gavoor in his recent webinar The Right Data at the Right Place at the Right Time defined sustainable system improvement as:

Sustainable Improvement = Metrics + Lean + Process

Where the individual parameters are:

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