Toward Zero Blog

MES Failure not Predestined: ISA Framework Simply Exposes Organizational Fault Lines

Recently, the Toward Zero team examined some effects of organization culture on manufacturing execution system (MES) decisions.  In response to our article, “MES Tug of War: The Battle Continues,” Farukh Naqvi succinctly lays out ISA’s ongoing work to develop a framework and methodology for “solving conflict among the three diverse stakeholders” of an MES effort.  While the ISA-95 framework delivers perspective on system integration and the thousands of actions and data points throughout a manufacturing enterprise, it also inadvertently reveals the need for enterprise-wide cross-functional collaboration.

Six Culture Toxins that Cripple Operational Excellence Efforts

After working with many organizations it has become very apparent that desired cultural change is a result of good change management and organizational design. Equally, most of us would also agree that successful change can only happen when the majority of employees rally and cooperate to effect those changes ― cultural improvement is a result of these interdependent efforts. With today’s press to modernize manufacturing ― through digitalization, data capture, and a focus on operational excellence ― every company must get the change management and culture pieces of the puzzle exactly right if they want to achieve the promise of sustainable performance improvement, competitive advantage, and financial gains.

Exploring Catalyst to Reduce MES Risk

Take any hundred companies who are exploring the deployment of Manufacturing Execution Systems (MES), follow them through 5 years, and here's what you'll find:

Customer Service is not Dead

When I started R.O.Why, my whole vision was (and is) to find ways to contribute to my customers’ success - surround myself with like-minded employees and affiliate R.O.Why with companies and rep firms that share my vision. 

Goals of Overall Equipment Effectiveness

 
Goals of Overall Equipment Effectiveness (OEE) OEE is a proven metric used in manufacturing to achieve three goals: 

How we started

In 1990, my father, Gene Rahrig, left the corporate world to begin a new business providing professional services to the manufacturing sector, primarily focused on machine tool and automation equipment maintenance and troubleshooting. 

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MES Failure not Predestined: ISA Framework Simply Exposes Organizational Fault Lines

Recently, the Toward Zero team examined some effects of organization culture on manufacturing execution system (MES) decisions.  In response to our article, “MES Tug of War: The Battle Continues,” Farukh Naqvi succinctly lays out ISA’s ongoing work to develop a framework and methodology for “solving conflict among the three diverse stakeholders” of an MES effort.  While the ISA-95 framework delivers perspective on system integration and the thousands of actions and data points throughout a manufacturing enterprise, it also inadvertently reveals the need for enterprise-wide cross-functional collaboration.

Six Culture Toxins that Cripple Operational Excellence Efforts

After working with many organizations it has become very apparent that desired cultural change is a result of good change management and organizational design. Equally, most of us would also agree that successful change can only happen when the majority of employees rally and cooperate to effect those changes ― cultural improvement is a result of these interdependent efforts. With today’s press to modernize manufacturing ― through digitalization, data capture, and a focus on operational excellence ― every company must get the change management and culture pieces of the puzzle exactly right if they want to achieve the promise of sustainable performance improvement, competitive advantage, and financial gains.

Exploring Catalyst to Reduce MES Risk

Take any hundred companies who are exploring the deployment of Manufacturing Execution Systems (MES), follow them through 5 years, and here's what you'll find:

Customer Service is not Dead

When I started R.O.Why, my whole vision was (and is) to find ways to contribute to my customers’ success - surround myself with like-minded employees and affiliate R.O.Why with companies and rep firms that share my vision. 

Goals of Overall Equipment Effectiveness

 
Goals of Overall Equipment Effectiveness (OEE) OEE is a proven metric used in manufacturing to achieve three goals: 

How we started

In 1990, my father, Gene Rahrig, left the corporate world to begin a new business providing professional services to the manufacturing sector, primarily focused on machine tool and automation equipment maintenance and troubleshooting. 

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