ES/SDOE 678
Reconfigurable Agile Systems and Enterprises
Fundamentals of Analysis, Synthesis, and Performance
Session 2: Problem Space and Solution Space
School of Systems and Enterprises
Stevens Institute of Technology, USA
rick.dove@stevens.edu, attributed copies permitted
2:1
Guest Speaker: Andreas Raptopoulos
Also see: http://matternet.us
File5.2
Drones for good
Video: http://poptech.org/people/andreas_raptopoulos
Poptech 2012, Camden, Maine, 18-20 October
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.
rick.dove@stevens.edu, attributed copies permitted
2:2
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. rick.dove@stevens.edu, attributed copies permitted
2:3
Drone Net References
An 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, 3Jan2013
http://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, 3Jan2013
http://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, 4Jan2013
http://feedproxy.google.com/~r/typepad/rzYD/~3/S8WrTS4h2c4/dronenet-how-to-build-it.htm
l
How to Roll Out Dronet.
John Robb Blog, 6Jan2013
http://feedproxy.google.com/~r/typepad/rzYD/~3/e4j-9ASyHY4/how-to-roll-out-dronenet-1.html
rick.dove@stevens.edu, attributed copies permitted
2:4
Amazon unveils futuristic plan: Delivery by drone
http://www.cbsnews.com/news/amazon-unveils-futuristic-plan-delivery-by-drone/
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.
rick.dove@stevens.edu, attributed copies permitted
2:5
December 02, 2013
DHL Tests Drug-Delivery
http://news.dice.com/2013/12/10/amazon-lags-uav-race-as-dhl-tests-drug-delivery-drone/
Dec 10, 2013, Kevin Fogerty: 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.
rick.dove@stevens.edu, attributed copies permitted
2:6
File 1.25
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.
see: https://www.facebook.com/Dronenet
rick.dove@stevens.edu, attributed copies permitted
2:7
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
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.
Drone Net: Class 1 Agile System. Google: Class 2 Agile System
rick.dove@stevens.edu, attributed copies permitted
2:8
Human Truck Driver, Robot Doorstep Delivery
http://spectrum.ieee.org/automaton/robotics/aerial-robots/amp-electric-truck-delivery-drones/
Evan Ackerman, 24 Feb 2015 IEEE Spectrum
Amp Holdings is a company that’s making a
hybrid electric delivery truck that costs
delivery companies 30 cents per mile to
operate, as opposed to the dollar per mile that
diesel trucks cost. That sounds like it’s a
thing that’s worth buying all by itself, but Amp
also wants to integrate a delivery
drone (called a HorseFly) into each truck to
make short deliveries semi-autonomously.
So, is using a truck as a base the way to make
delivery drones work?
Amp’s HorseFly drone system has two
primary differentiators to other drone delivery
concepts. First, it plans to use the trucks as
mobile launch and recharging bases to bring
the drones (and packages) closer to their destinations, allowing each drone to carry
significantly more over a shorter distance, up to 20 pounds (9 kilograms).
Second, Amp says that they’re going to deal with the biggest issue—the last few dozen
meters or so—by letting remote human pilots take over for the final portion of the flight.
According to Amp, this system would be safer and more efficient than Amazon’s proposed
autonomous warehouse-based drones.
… [much more said] … I’m going to end this curmugeonly drone delivery article the same
way I end all of my curmogeonly drone delivery articles: I would absolutely love to be
proven wrong. There are drone delivery scenarios that make sense, and work. What we need
are more of those—more real and practical solutions—and less hype. See:
http://spectrum.ieee.org/automaton/robotics/aerial-robots/when-drone-delivery-makes-sense
rick.dove@stevens.edu, attributed copies permitted
2:9
Reality
Just 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 Convenience
01Dec2013. 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.
rick.dove@stevens.edu, attributed copies permitted
2:10
Increasing Gap Between
Need and Capability
situation
complexity
cut-over
capability
complexity
requirements requirements develop
established
established
for gen n+1
for gen n+2
system
generation
n
over designed
initially
system
generation
n+1
never
quite good
enough
sys
gen
n+2
effectiveness
gap
ROI
failure
Time
rick.dove@stevens.edu, attributed copies permitted
2:11
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 respond
The latter aspect is what we deal with here
Migration is the crossing of a change
in basic infrastructure,
be it technical, organizational or strategic.
rick.dove@stevens.edu, attributed copies permitted
2:12
Contemporary Context
Next-generation challenges are demanding
new 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
rick.dove@stevens.edu, attributed copies permitted
2:13
Objective: System X-Ray Vision
(the underlying architecture)
http://awespendo.us/animemangacomics/kermit-at-the-doctor/
rick.dove@stevens.edu, attributed copies permitted
2:14
“On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries”
www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf
Case: Home Entertainment Technology Migration
agile architecture pattern: drag-and-drop, plug-and-play
Encapsulated Modules
amplifiers speakers
signal tuners
playback units video displays content sources
(tape, CD, DVD) )
(TV, computer)
Drag-and-Drop
Reusable
Components
(TIVO,P2P)
rick.dove@stevens.edu, attributed copies permitted
2:15
“On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries”
www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf
Case: Home Entertainment Technology Migration
agile architecture pattern: drag-and-drop, plug-and-play
Encapsulated Modules
amplifiers speakers
signal tuners
playback units video displays content sources
(tape, CD, DVD) )
(TV, computer)
Drag-and-Drop
Reusable
Components
(TIVO,P2P)
Examples of Typical
Reconfigurable/Scalable
System Configurations
Audio tape
Video media
rick.dove@stevens.edu, attributed copies permitted
Net in/out
2:16
“On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries”
www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf
Case: Home Entertainment Technology Migration
agile architecture pattern: drag-and-drop, plug-and-play
Encapsulated Modules
amplifiers speakers
signal tuners
playback units video displays content sources
(tape, CD, DVD) )
(TV, computer)
Drag-and-Drop
Reusable
Components
(TIVO,P2P)
Examples of Typical
Reconfigurable/Scalable
System Configurations
Audio tape
Video media
Net in/out
Video/Surround
Digital/Internet
‘40s/’50s
‘90s
rick.dove@stevens.edu, attributed copies permitted
Plug-and-Play Evolving
Passive Infrastructure
Rules/Standards/Principles
‘00s
2:17
“On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries”
www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf
Case: Home Entertainment Technology Migration
agile architecture pattern: drag-and-drop, plug-and-play
Encapsulated Modules
amplifiers speakers
signal tuners
playback units video displays content sources
(tape, CD, DVD) )
Assembly
(TV, computer)
Drag-and-Drop
Reusable
Components
(TIVO,P2P)
Plug-and-Play Evolving
Active Infrastructure
Responsible-Parties
User/Owner
Examples of Typical
Reconfigurable/Scalable
System Configurations
Audio tape
Video media
Net in/out
Video/Surround
Digital/Internet
‘40s/’50s
‘90s
rick.dove@stevens.edu, attributed copies permitted
Plug-and-Play Evolving
Passive Infrastructure
Rules/Standards/Principles
‘00s
2:18
“On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries”
www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf
Case: Home Entertainment Technology Migration
agile architecture pattern: drag-and-drop, plug-and-play
Encapsulated Modules
amplifiers speakers
signal tuners
playback units video displays content sources
(tape, CD, DVD) )
Readiness
Stores
Assembly
User/Owner
(TV, computer)
Drag-and-Drop
Reusable
Components
(TIVO,P2P)
Plug-and-Play Evolving
Active Infrastructure
Responsible-Parties
Examples of Typical
Reconfigurable/Scalable
System Configurations
Audio tape
Video media
Net in/out
Video/Surround
Digital/Internet
‘40s/’50s
‘90s
rick.dove@stevens.edu, attributed copies permitted
Plug-and-Play Evolving
Passive Infrastructure
Rules/Standards/Principles
‘00s
2:19
“On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries”
www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf
Case: Home Entertainment Technology Migration
agile architecture pattern: drag-and-drop, plug-and-play
Encapsulated Modules
amplifiers speakers
signal tuners
playback units video displays content sources
(tape, CD, DVD) )
Module
Evolution
Mfgrs
Readiness
Stores
Assembly
User/Owner
(TV, computer)
Drag-and-Drop
Reusable
Components
(TIVO,P2P)
Plug-and-Play Evolving
Active Infrastructure
Responsible-Parties
Examples of Typical
Reconfigurable/Scalable
System Configurations
Audio tape
Video media
Net in/out
Video/Surround
Digital/Internet
‘40s/’50s
‘90s
rick.dove@stevens.edu, attributed copies permitted
Plug-and-Play Evolving
Passive Infrastructure
Rules/Standards/Principles
‘00s
2:20
“On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries”
www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf
Case: Home Entertainment Technology Migration
agile architecture pattern: drag-and-drop, plug-and-play
Encapsulated Modules
amplifiers speakers
signal tuners
playback units video displays content sources
(tape, CD, DVD) )
Module
Evolution
Mfgrs
Readiness
Stores
Assembly
Infrastructure
Evolution
User/Owner
(TV, computer)
Drag-and-Drop
Reusable
Components
(TIVO,P2P)
Plug-and-Play Evolving
Active Infrastructure
Responsible-Parties
Industry Assocs
Examples of Typical
Reconfigurable/Scalable
System Configurations
Audio tape
Video media
Net in/out
Video/Surround
Digital/Internet
‘40s/’50s
‘90s
rick.dove@stevens.edu, attributed copies permitted
Plug-and-Play Evolving
Passive Infrastructure
Rules/Standards/Principles
‘00s
2:21
(Dove 2009) On How Agile Systems Gracefully Migrate Across Next-Generation Life Cycle Boundaries
Crossing Next-Generation Life Cycle Boundaries
for Internet Protocol Migration
Modules
Integrity
Management
routers
switches
DNS Servers
Component evolution:
Vendor Community
Component readiness:
Vendor Community
System assembly:
Subnet Owners
Infrastructure evolution:
filters
appliances
end points,
(eg IDS, Firewall)
(eg, xml)
NICs, NOMs
Int. Eng. Task Force
Active
Infrastructure
Passive
IPv4
era
NCP
era
IPv6
era
NCP
Wire standards
TCP/IPv4
Wireless stds
Rules/Standards
rough operational start…
’70s
’80s/’90s
rick.dove@stevens.edu, attributed copies permitted
Optical stds
IPv6
’00/’10s
2:22
Fundamental Concept
Reusable modules Reconfigurable in a Scalable architecture (RRS)
agile architecture pattern: drag-and-drop, plug-and-play
Encapsulated Modules
type C
type B
type A
Module
Evolution
Who?
Readiness
Who?
Assembly
Infrastructure
Evolution
Who?
type D
.......
type n
Drag-and-Drop
Reusable
Components
Plug-and-Play Evolving
Active Infrastructure
Responsible-Parties
Who?
Examples of Typical
Reconfigurable/Scalable
System Configurations
Type 1
Type 2
Type 3
Generation 2
Generation 3
Plug-and-Play Evolving
Passive Infrastructure
Rules/Standards/Principles
Type 1-2-3 examples depict a range of different system-assembly possibilities
rick.dove@stevens.edu, attributed copies permitted
2:23
Who/What is Accountable Sustainability & Effectiveness
The “active” parts of the infrastructure
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
rick.dove@stevens.edu, attributed copies permitted
2:24
System X-Ray Vision
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.
http://awespendo.us/animemangacomics/kermit-at-the-doctor/
rick.dove@stevens.edu, attributed copies permitted
2:25
Football Agile Architecture Pattern (AAP)
Drag-and-drop modules in a plug-and-play infrastructure
Details in www.parshift.com/s/140630IS14-AgileSystemsEngineering-Part1&2.pdf
Modules
Defense
Players
Coaches
Module mix evolution
Special Teams
Scouts
Medics/Therapists
TT--T
ZZZ---ZZZ
S---S
M---M
Coaches, Owner, Scouts
Trainers, Coaches, Medics
System assembly
QB, Def/Off Coaches
Infrastructure evolution
NFL and Owner
O O O O O O
Tak Grd Ctr Grd Tak Tnd
Infrastructure
O
Wide
Rec
O QB
O F/R Bk
O H/R Bk
O
Wide
Rec
C
Passive
X
X
X
X
X
X
X
OLB End Tak MLB Tak End OLB
X
CB
X
CB
X
Saf
X
Saf
C
Offensive Down
Sockets
Signals
Security
Safety
Service
Plays
Trainers
Module readiness
Active
Game Plans
OOO---OOO
XXX---XXX
C--CC
Integrity
Management
Offense Players
Defensive Down
Z
Z
Z
Z
Z
Z
Z
End Ubk Ubk Ctr Ubk Ubk End
Z
Z
Wng
Wng
Z
Pro
Z
C
Pnt
Special Teams Punt
Positions
Play Book, QB Calls
Covert Communications
Protective Equipment
NFL Rules, Team Culture
Rules/Standards
rick.dove@stevens.edu, attributed copies permitted
2:26
Here’s a Box of Bones
rick.dove@stevens.edu, attributed copies permitted
2:27
Agile Architecture Pattern (AAP)
Notional Concept: System Response-Construction Kit
Details in www.parshift.com/s/140630IS14-AgileSystemsEngineering-Part1&2.pdf
Modules/Components
Integrity
Management
Module mix evolution
Gears/Pulleys
Motors
Wheels
Structural Material
Product System Eng.
Module readiness
Retail Distribution Process
System assembly
Owner/Builder
Infrastructure evolution
Tools
Joiners, Axles,
Small Parts
Product Manager
Active
Infrastructure
Passive
Helicopter
Plane
Sockets
Signals
Security
Safety
Service
Rules/Standards
Parts Interconnect Standards
Stability, eventually radio control
(None)
Harm-Proofing Standards
Process Rules & ConOps
Mobile Radar
Radio Control
rick.dove@stevens.edu, attributed copies permitted
2:28
Straws and
Connectors
Bendables
Design the
Architecture
of Your
Construction
Set
Marble Run
Snap
Blocks
Log Builder
Tinker
Toy
Woodbuilders
Lego
Bristle
Blocks
Erector
Set
Construction (response) architecture different from system functional architecture.
Response architecture is a domain-focused engineering architecture
rick.dove@stevens.edu, attributed copies permitted
2:29
Perceived
Effectiveness
100%
Relating Agile Development to Agile Operations
www.parshift.com/Files/PsiDocs/Pap080404Cser2008DevOpsMigration.pdf
In-agile system
Development Operation
Development
Time
Delivery
Agile system would continue ROI,
but does age, and can suffer
strategy-lapse integrity failure
life-cycle end
Agile Systems Gracefully Migrate Across Next-Generation Boundaries
www.parshift.com/Files/PsiDocs/Pap080614GloGift08-LifeCycleMigration.pdf
Module Mix
Modifications
Perceived
Effectiveness
100%
Infrastructure
Migration
agile system
Development Gen 1 Operation
Time
Delivery
rick.dove@stevens.edu, attributed copies permitted
Gen 2 Operation
2:30
In-Class Tool Applications
Class Warm-ups
Team Trials
Team Project
Unit 2
AAP Analysis: Case
ConOps: Objectives
Unit 3
RS Analysis: Case
Reactive/Proactive
Unit 4
Unit 5
RS Analysis
RRS Analysis: Case
Unit 6
Unit 7
Unit 8
RS Analysis
Framework/Modules
RRS Analysis
Reality Factors: Case
RRS + Integrity
Reality + Activities
Integrity
Closure
Unit 9
Unit 10
rick.dove@stevens.edu, attributed copies permitted
2:31
Three Nested Agile Systems
NFL
Team
Augment?
Correct?
Game
• Teams
Encapsulated • Conferences
Modules
• Divisions
• Offensive players
• Defensive players
• Sp Teams players
• Player lineup
• Referees
• Plays
• Schedules
Passive
• Contracts
Infrastructure
• Salary cap
• Play book
• Code of conduct
• Uniform
• Rules
• Game plan
• League
• Gen mgr
• Coaching staff
• League
• Scouts
• Medical staff
• Owners
• Owners
• Head coach
• Owner
• Rules committee
Module
Evolution
Module
Readiness
System
Assembly
Infrastructure • Owners
Evolution
Composite from multiple classes
rick.dove@stevens.edu, attributed copies permitted
2:32
Last Planner Agile Project Management
IS13 Presentation
Case Study
www.parshift.com/s/130624Last Planner.pdf
Active management of the anticipated schedule and work flow to ensure there is
always a buffer of “quality” jobs ready to work on and matched with resources.
production
master
Components
units
sched
Integrity
Management
CPM
tasks
activity
definitions
Task elements:
Project Manager
Task readiness:
Supes/Foremen/Expediters
Task assembly:
tools
materials
Key Practices:
Rules 1-2-3 and
•Lookahead
•Make ready
•Learn & Correct
Supes/Foreman
Infrastructure evolution:
equipment
Last Planner Process Manager
week week week week week week
Active
6
5
4
3
2
1
Infrastructure
Passive
Task Lookahead Window
Sockets
Signals
Security
Safety
Service
Standards
Task Backlog Buffer
Work Task
Task Soundness/Sequence/Size
Task Definitions
Physical Site Security
Construction Safety Standards/Regs
Master Sched, Learning, R1-2-3
MS Learning
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
rick.dove@stevens.edu, attributed copies permitted
Change
2:33
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
rick.dove@stevens.edu, attributed copies permitted
2:34
Basic Definitions
System
A group of modules
Stereo System of Components
sharing a common interaction framework
Company of Divisions
and serving a common purpose.
Framework
Chain of Suppliers
A set of standards
constraining and enabling the interactions
of compatible system modules.
Practice of Procedures
Module
A separable system sub-unit
Cell of Workstations
with a self-contained capability/purpose/identity,
Team of People
and capable of interaction with other modules.
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.
rick.dove@stevens.edu, attributed copies permitted
2:35
Modular – But Not Agile
Art: KPMG
rick.dove@stevens.edu, attributed copies permitted
2:36
Cluster Machine
Depiction of Precision 5000 Family from Applied Materials Inc.
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 superclusters using docking modules in place of process
modules.
 Clusters and super-clusters can be interconnected
without limit.
Material Interface Module
Robotic Transfer Arm
Variety of Process Modules
Common Utility Base
Customizable User Control
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.
rick.dove@stevens.edu, attributed copies permitted
2:37
Scalable Machine Clusters
Clean-Environment Inter-Cluster Transport Bay
Interface Module
Process Module
Docking Module
Transfer Module
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.
rick.dove@stevens.edu, attributed copies permitted
2:38
Production Cell
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.
A1
A3
A5
A7
A2
A4
A6
A8
WSS
WSS
Concept Based on LeBlond Makino A55 Cells at Kelsey-Hayes
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.
rick.dove@stevens.edu, attributed copies permitted
2:39
Production Cells in a Reconfigurable Environment
Cell 1
A6
Cell 2
A5
A4
A3
A2
A1
LeBlond
Makino
A55s
Cell 3
B6
B5
B4
B3
B2
C3
Work
Setup
Stations
B1
C2
C1
WSS
WSS
WSS
WSS
WSS
WSS
WSS
WSS
WSS
WSS
WSS
WSS
D2
D1
E2
E1
D4
D3
E4
E6
Cell 4
AGV
(This central AGV line
not actually present in
Kelsey Hayse plants)
F2
F1
E3
F4
F3
E5
F6
F5
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.
rick.dove@stevens.edu, attributed copies permitted
2:40
Configurable Resources
Reusable
Design
 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
Design
resource provides enterprise integration
and real-time management. Can be
relocated as resources come and go.
Insource
 Network-accessible production data can
Outsource
be downloaded to multiple locations
Reconfigurable
 Common resource interface and realtime order process status enables midorder 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.
Wafer
Process
Test and
Sort
..
.
..
.
Wafer
Process
Test and
Sort
Design
Wafer
Process
Test and
Sort
Dice
Lead and
Package
..
.
..
.
..
.
..
.
..
.
Design
Wafer
Process
Test and
Sort
Dice
Lead and
Package
Modeled After
LSI Logic (1998)
A Semiconductor Foundry
Loosely coupled resources
bid for order-fulfillment role
on a per-order basis.
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.
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.
rick.dove@stevens.edu, attributed copies permitted
2:41
Reusable Modules Reconfigurable
within a Scalable Framework
Applied’s Machines
Components
Physics Units
Robotic Transfer
User Controls
Framework
Standardized
Utility Base
Kelsey-Hayes’ Cells
Components
Machines
Setup Stations
Pallet Changers
LSI’s Production
Chains
Components
In-side Resources
Out-side Resources
Partner Interfaces
Resource Management
Activities
Module Mgmnt
Framework Mgmnt
Inventory Mgmnt
Response Mgmnt
Framework
Framework
AGV Network Grid
Enterprise Network
Cell Layout Standards Qualification Standards
Common Machines
Module Pool
Framework
High Concept:
Agility is Deployed as an Assembly-Line Process
www.parshift.com/Essays/essay005.htm
rick.dove@stevens.edu, attributed copies permitted
2:42
Agile Data-Center Location, Capability, Capacity
Drag and Drop Modules
Type A
Seattle
Type A
Type B
Type B
Type B
Type B
Denver
New Orleans
Type C
Type C
(Classified)
Type B
New York
Air standards
Water stds
Power stds
Network stds
Plug and Play Infrastructure
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]
rick.dove@stevens.edu, attributed copies permitted
2:43
Frameworks/Infrastructures:
Three construction system types
Chaordic1
Ordered
Lego
Lego
Lego
Model
Lego
Glue
Chaotic
Lego
Erector Set
1 Dee
Hock (Visa Corp) coined the word chaord for organisms, organizations, and systems
which harmoniously exhibit characteristics of both order and chaos.
rick.dove@stevens.edu, attributed copies permitted
2:44
Response Able System Principles – RRS
Evolving Infrastructure Standards
Reusable
Facilitated Interfacing (Pluggable)
Scalable
Encapsulated Modules
Redundancy and Diversity
Elastic Capacity
Facilitated Reuse
Reconfigurable
Peer-Peer Interaction
Distributed Control and Information
Deferred Commitment
Self-Organization
rick.dove@stevens.edu, attributed copies permitted
2:45
8 Response-Requirement Domains
for Response Situation Analysis (RSA)
General Characteristic
Change Domain
Improvement
Migration
Modification (of Capability)
Reactive
Correction
Variation
Proactive
Innovative/Composable
Creates Opportunity
Takes Preemptive Initiative
Proactive Proficiency
Proactive
Creation (and Elimination)
Innovative
(Composable)
Agile
Fragile
Resilient
Reactive Proficiency
Reactive
Expansion (of Capacity)
Reconfiguration
rick.dove@stevens.edu, attributed copies permitted
Resilient
Seizes Opportunity
Copes with Adverse Events
2:46
Change Metrics
Time
Cost
$
$
$
$
Elapsed Time
$
Time
Cost
Total
Cost
$
Activity Based Change-Costing
Bad
100%
Quality
Scope
0%
Latitude
OK Stretch
Good
Range
Mission
Boundary
OK Stretch
On-Time, On-Budget, On-Spec
Response Process Quality
Sufficient Economic Range?
Predictability
Scope
rick.dove@stevens.edu, attributed copies permitted
2:47
Concepts That Enable Agility
678 Focus
Agility
consists of practices and processes for
Knowledge
Management
to have awareness
Value
Propositioning
to select actions
System
Response
Architecture
Change
Management
Change
Proficiency
to take action
molded by language of
with
Reusable
Reconfigurable
principles of
Modularity
Facilitated
Reuse
Plug
Compatibility
principles of
Flat
Interaction
Scalable
principles of
Evolving
Framework
Deferred
Commitment
Self
Organization
Distributed
Cont & Info
Response
Ability
to enable change with
Redundancy
& Diversity
Elastic
Capacity
Change
Metrics
with domains of
Time
ProActive
Change
with domains of
Creation
Cost
Improvement
Quality
Scope
rick.dove@stevens.edu, attributed copies permitted
Migration
ReActive
Change
with domains of
Correction
Variation
Expansion
Modification Reconfiguration
2:48
Porter on Strategy
"What is Strategy?", Michael Porter, Harvard Business Review, Nov-Dec '96
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.
rick.dove@stevens.edu, attributed copies permitted
2:49
Southwest Airlines
(Concept of Operations)
Strategic Objectives
Key Activities
No
meals
Limited
Passenger
Service
No baggage
transfers
No seat
assignments
Frequent,
Reliable
Departures
High
employee
pay
Flexible
union
contract
15 minute
gate
turnaround
Lean, Highly
Productive
Ground and
Gate Crews
High
employee
stock
ownership
Limited
use of
travel
agents
No
connections
with other
airlines
Standard
737 fleet
Automatic
ticketing
machines
Short Haul
Point-to-Point
Mid-sized Cities
Secondary
Airports
Very Low
Ticket
Prices
High
Aircraft
Utilization
rick.dove@stevens.edu, attributed copies permitted
"Southwest
the low-fare
airline"
2:50
Semiconductor Foundry
Cultural
Engineering
Mgmnt
“Strategy” strength
comes from activity
interaction
Lines show synergistic
dependencies
IT
Infrastruct.
Mgmnt
IT
Adaptation
Mgmnt
Service
Interaction
Mgmnt
Strategy
Devel'ment
Mgmnt
Talent
Relationship
Mgmnt
Customer
Satisfaction
Mgmnt
Strategy
Delivery
Mgmnt
Leadership
Service
Agile
Systems
Mgmnt
Customer
Compatible
Transparent
Process
Devel'ment
Mgmnt
Production
Mastery
Mgmnt
Mix and
Capacity
Mgmnt
Security
Evolution
Mgmnt
- Strategic Objectives
- Agile Activities – Initial
- Agile Activities - Later
Best
Value
Trustworthy
Reliable
Strategic Activity ConOps Web
Inspired by Porter’s Activity Web
Emphasizes Process Activity
and Response Objectives
rick.dove@stevens.edu, attributed copies permitted
2:51
Closure Matrix – Where Deep Design Begins
Details: http://www.parshift.com/Essays/essay039.htm
(Case: An Insight Development System)
Reactive
Proactive
Issues (Requirements)
Evolving Infrastructure
Redundancy & Diversity
Elastic Capacity
Self Organization
Distributed Control & Info
Deferred Commitment
Peer-Peer interaction
Facilitated Re-Use
1
2
3
4
5
6
7
Facilitated Interfacing
Establish personal values
Analyze external case for ideas
Analyze local case for principles
Design a business practice
Package as response ability models
Rotate student / mentor roles
Review and select for quality
Encapsulated Modules
Activities (Functions)
RRS Principles
Principle-Based Activities, and Issues Served
Capturing hidden tacit knowledge
Creating student interest and value
Improving knowledge accuracy
Improving knowledge effectiveness
Migrating the knowledge focus
Accommodating different student types
Injecting fresh outside knowledge
Finding and fixing incorrect knowledge
Excising poor value knowledge
Allowing flexible student schedules
Accommodating any size group
Reinterpret rules for new applications
3567
35
356
57
3
37
124
1
1
1
12
124
3
37
367
6
1245
45
245
45
247
27
4
2
(all)
25
6
26
26
26
367
7
7
3
2357
7
7
3
34
34
2345
2345
23457
27
6
124
6
1
4
7
247
347
2
12345
6
2
3
6
3
2
34
1
1
3
5
37
7
2
4
47
17
2
3
3
7
23
35
257
1
34
234
2
rick.dove@stevens.edu, attributed copies permitted
3
3
12
2
5
3
2
357
25
34
234
23457
2:52
Project Management
A
Product Management
Innovative
Agile
Strategy Management
A
Innovative
Agile
B
Fragile
C
B
Fragile
C
Innovative
Resilient
Agile
B
C
Resilient
Fragile
Resilient
Comparing Companies A, B, C.
A
Assessment/Evaluation
4
Response Proficiency Maturity Model
Reactive
3
Stages
2
1
0
0
1
2
Proactive
3
4
Metric
Focus
Working
Knowledge
Competitive Development
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
4 Mastered
Scope
Principles
Modification Reconfig'tion
Expansion
Maturity has been observed to progress sequentially
rick.dove@stevens.edu, attributed copies permitted
2:53
BREAK
rick.dove@stevens.edu, attributed copies permitted
2:54
Classic Case
On-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
Agile AUTOnomy Skateboard Architecture
Case: GM+
Art: Boris Artzybasheff
www.animationarchive.org/bio/2006/01/artzybasheff-boris.html
interchangeable bodies, drive-by-wire, plug-and-play
Fenders, Hoods, Lids, Sides, Doors
Operations include:
Press: die change, stamp
Assembly: bend/form, weld, glue
Maybe a hundred
new assemblies per year
rick.dove@stevens.edu, attributed copies permitted
2:55
JIT Assembly Systems (part 1 of 2)
(t = time of change, c = cost of change, p = predictability of change, s = scope of change)
Key Proactive Issues
Key Reactive Issues
Components
Creation
Weld Tips
Roller Tables
• 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]
Racks
Hemmers
Standing
Platforms
Controllers
Production Team
Members (PTMs)
*Ctrl* Programs
****
Mastic
Tables
•••
Variation
Systems Integrity Management
Module Evolution: Component team
Module Readiness: Component team
Assembly: Production teams
Infrastructure Evolution: Configuration team
P41 Deck Lid System
• High part production variety [s]
• Time available for new line
design [t]
• New parts to accommodate
with the JIT system [s]
* *
Expansion
• Production of non-GM parts
with non-GM tooling [ps]
Modification
• Absorb employees from
closed GM plants with
different union work rules into
cross-trained Production
Team Member positions [ts]
• Union refusals to
accommodate necessary work
rule changes [cs]
Assem Areas
System Examples
Migration
Correction
• Absorb growing part variety [s]
• Absorb growing inventory of
tooling [s]
• Area B
A47
Fender
System
• Area A
(Old-Form Agile Architecture Pattern)
rick.dove@stevens.edu, attributed copies permitted
Reconfiguration
• Short-run assembly line
construction/tear-down [t]
2:56
JIT Assembly Systems (part 2 of 2)
Facilitated Interfacing (Pluggable)
Everything carry/roll/fork portable, common
piping/wiring, quick disconnect fittings, no
integrated controllers, standard controller
interface/programs.
Unit Redundancy and Diversity
8 identical controllers, cross-trained production
team, diversity in roller/mastic tables, weld guns,
standing platforms, racks, weld tips, and assembly
areas.
Facilitated Reuse
• Management and Union manage PTM
cross-training
• Component team manages all other components
• Production teams manage system configurations
Scalable
Evolving Infrastructure Standards
The framework configuration team eventually
decided to strip un-used legacy items from
hemmers, and to add TDA lifters to Area A utility
grid.
Reusable
Encapsulated Modules
• Hemmers
• Racks
• PTMs • Areas
• Roller tables
• Weld tips
• Racks
• Mastic tables • Controllers • Programs
Elastic Capacity
Frequently used components are pooled locally,
with separate warehousing available for unlimited
inventory growth and rarely used components.
Reconfigurable
Peer-Peer Interaction
• PTMs free to make real time process changes
• Communication encouraged among tradesmen,
engineers, supervisors, and customers
Distributed Control and Information
• PTMs make real time decisions on process
configuration improvements and changes.
• Operation sequence sheet attached to hemmer
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.
Self-Organization
People take initiative in solving problems and making
operating improvements – because risk is
encouraged and failure expected/accepted.
rick.dove@stevens.edu, attributed copies permitted
2:57
Class 1 Agile Systems are Reconfigurable
Useful Metaphors:
Plug-and-Play – Drag-and-Drop
some we will look at
Reconfigurable Machine Clusters
Adaptable Production Cells
Configurable Resources
On-Demand Assembly Lines
Data-Centers Anywhere Anytime Anykind
Agile (Software) Development Processes
… and many others
rick.dove@stevens.edu, attributed copies permitted
2:58
Class
Drag-and-Drop
1: Drag-and-Drop
What Does Dragon Drop Mean?
Case: Agile Aircraft Installation
In real
Realtime:
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
Some
time:
Other Time:
 Somebody maintains and improves the
draggable things.
 Somebody maintains and improves the
drag-and-drop capability
 Somebody maintains and improves the
accepting infrastructure.
rick.dove@stevens.edu, attributed copies permitted
2:59
We discussed the yellow boxes.
All lectures will show what has been discussed like this.
"When I am working on a problem,
I never think about beauty,
but when I have finished,
if the solution is not
Quality
beautiful,
Evaluation
I know it is wrong."
-- R. Buckminster Fuller
RAP
Tools &
Process
Projected
Operational
Story
Closure
Matrix
Design
Reality
Factors
Identified
“Quality is practical, and
factories and airlines and
hospital labs must be practical.
ConOps
But it is also moral and aesthetic.
Objectives
And it is also perceptual and subjective.”
& Activities
-- Tom Peters
rick.dove@stevens.edu, attributed copies permitted
Architectural
Concept
& Integrity
Response
Situation
Analysis
RRS
Principles
Synthesis
2:60
In-Class Tool Applications
Class Warm-ups
Team Trials
Team Project
Unit 2
AAP Analysis: Case
ConOps: Objectives
Unit 3
RS Analysis: Case
Reactive/Proactive
Unit 4
Unit 5
RS Analysis
RRS Analysis: Case
Unit 6
Unit 7
Unit 8
RS Analysis
Framework/Modules
RRS Analysis
Reality Factors: Case
RRS + Integrity
Reality + Activities
Integrity
Closure
Unit 9
Unit 10
rick.dove@stevens.edu, attributed copies permitted
2:61
Task
- Form into project teams
Prepare 1-2 slides for brief out
- 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.
EXERCISE
• 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.
rick.dove@stevens.edu, attributed copies permitted
2:62
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 Statement
The 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.
rick.dove@stevens.edu, attributed copies permitted
2:63
Team:
__________________________
System: __________________________
Strategic Values/Objectives
•?
•?
•?
•?
•?
•?
Descriptive Statement
?
Team members: ?????.
rick.dove@stevens.edu, attributed copies permitted
2:64
Guest Speaker: Joe Justice
Part1 File63
Part2 File53
Using Agile, Lean and Scrum - The Team Wikispeed Process
Team WIKISPEED uses methods developed by the fastestmoving 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
Seattle
16-18 May 2011
twenty-four years ago!
The closing keynote
Team WIKISPEED follows the model of Agile software teams,
of the 2011 Global
compressing the entire development cycle into one-week
Scrum Gathering
"sprints." We iterate the entire car every seven days, meaning
brought together by
the Scrum Alliance.
that every seven days we reevaluate each part of the car and
Joe talks about
reinvent the highest-priority aspects, instead of waiting ten to
managing a
twenty-four years to upgrade. This process enables a
collaborative multicompletely different pace of development.
national team using
agile, lean, and
Our process: Before Tomorrow Class Starts
scrum, and how that
allowed them to do
revolutionary work
like build a 100 mpg
car in 3 months
Video: www.parshift.com/s/JusticeJoe-VideoFileAccess.html 91 mins
rick.dove@stevens.edu, attributed copies permitted
2:65