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Last week I saw an example of what not to do when developing manufacturing systems.  The manufacturer hired a programmer to “upgrade” older systems that existed in FileMaker Pro and Excel spreadsheets.  A gov’met agency recommended they move from Excel to a database, so the programmer used Oracle because that is what they knew.

What I would have done:

1. Start with what the business problem is.  What is the real problem and what would be the most efficient way to solve it?  A database might not be the right solution. (Right Kevin?)

2. If because of #1 or because there is a regulatory requirement, a database is required, make it as simple to build and own as possible.  That means starting with software that most people know or that you can get anyone to upgrade in the future.

2a - My opinion is there are way more people that know Microsoft technologies (ASP, .NET, SQL Server, etc.) than do Oracle.  Also, a PHP and MySQL solution would have more worldwide resources available than an Oracle solution.

3.  Get a couple opinions before you start (especially if you do not do this every day.)  Ask some friends, technical advisors, etc. before you start to spend money. 

Unfortunately for this manufacturer they spent about 5x more money than they should have for what they got and now they have something that no one is going to want to touch.  Because they knew the developer and she was only charging them $40/hour, they thought they were getting a deal!

oh, 1a - see if there is a good Commercial-off-the-shelf solution (COTS) that works before you build it.

My passion is to help manufacturing companies make good decisions about manufacturing systems and have those systems provide good value the the company.  I like to refer to it sometimes as “I try to keep people from doing stupid stuff.”  Well today I was too late.

I met with a smaller company today that I have been watching from afar for a while.  They have spent WAY TOO MUCH money on a simple application that they want to help them run manufacturing better.  This application has some functionality that exists in an old FileMaker Pro database application and the task was to bring forward that functionality and add to it.

The developer they hired to write the new application chose Oracle (the free express version) because that is what they knew.  Now the company is between a rock and a hard place because the developer is not done, they are way over budget, the application is not tested yet, and there is more scope they would really like to complete!!!

I was too late!  Tune in next post for what I would have done differently…

We once had a MES project with a large medical devices company.  This was a great project, that started well, and then the project sponsor went on vacation.  After a week he did not return, then two weeks, then three….

Then, not at all.

We all (Flexware and the customer) found out the way he had justified the MES project was by using some budget left over from another project.  They certainly needed the MES, and we all knew this was going to be a great solution.  These games get played with capital money sometimes, but this one got some real scrutiny when this guy left the company.  The project manager we were working for (she worked for the sponsor that left) called us and asked us to stop our work immediately.

The big meeting….

So here we are, a small company with this large project, stalled.  The Plant Manager called a meeting and asked us (now this was our problem) how we were going to justify this project.  He said “If you can’t tell me right now how much this project is going save me, we are not going to do it.”  Of course, he meant finish it.  I replied by saying “Justifying MES systems is very difficult and requires good data, great understanding of the problems and opportunities, and will take some time.  I can have the project finished in the amount of time it will take to do the justification.”

After some more flaming hoops, we got to finish the project and it all ended well.  It is a constant reminder that sometimes MES takes vision and faith.  I liken it to on-line banking.  There were probably many “old-school” banks that probably scoffed when someone said “you better get online banking up and running here or you may be out of business.”  “Where is the ROI?  Prove it to me!”, they said.  I hope they took the leap of faith and invested in these improvements, because if not, they may be watching from the sidelines.

Same goes for manufacturing and MES investments.  Sometimes it is ROI, vision, and faith combined that gets these projects done.  Sometimes it is leftover capital budget.

We were doing a MES requirements and selection engagement for a large Medical Devices company that had just spent A LOT of money on SAP globally.  They were determined (as they should be) to give SAP a fair shake on whether it could handle the MES requirements.  So the final selection was between SAP and other best of breed MES solution providers.  At the time, SAP only had one regulated customer that was using PP/PI for MES.

The customer had Account Managers that were responsible for interfacing between the business and IT.  One of them had this famous quote (which is probably only funny if you have been in MES for a while):

“SAP has like 40,000 tables, surely some of them can do MES.”