Global Site Deployment


Deploying an MES system or MES individual objects into a production environment, as with any other complex software, has risks associated with it. However, MES cannot be viewed in the same way as other technology-based system implementations. MES drastically changes the business process in the same way that operations used to, and as such, has a major impact on the daily business life of end users.
Successful deployment of an MES system depends strongly on obtaining input from every department that is affected by its introduction, as well as on successful change management, which is a major component of technology, people, and business process alignment. MES deployment has been considered a complex endeavor, requiring a full project team. An average MES deployment project is estimate to take anywhere from 6-12 months. The timeline and complexity would further be affected if the MES was to be deployed In more than one site.Most major manufacturing companies operating from multiple sites – often in a number of countries in different continents – have already standardised manufacturing operations on an enterprise resource planning (ERP) system, or are in the process of doing so.
That said, for global manufacturers, the view of MES deployment becomes a major hurdle. Manufacturers with multiple production plants globally ideally wish to standardize the software application for process management.
 

STRATEGIC CONSULTING

Global Deployment

Deploying an MES system or MES individual objects into a production environment, as with any other complex software, has risks associated with it. However, MES cannot be viewed in the same way as other technology-based system implementations. MES drastically changes the business process in the same way that operations used to, and as such, has a major impact on the daily business life of end users. Successful deployment of an MES system depends strongly on obtaining input from every department that is affected by its introduction, as well as on successful change management, which is a major component of technology, people, and business process alignment.

2) Site Deployment

MES deployment has been considered a complex endeavor, requiring a full project team. An average MES deployment project is estimate to take anywhere from 6-12 months. The timeline and complexity would further be affected if the MES was to be deployed In more than one site. Most major manufacturing companies operating from multiple sites – often in a number of countries in different continents – have already standardised manufacturing operations on an enterprise resource planning (ERP) system, or are in the process of doing so. That said, for global maufacturers, the view of MES deployment becomes a major hurdle. Manufacturers with multiple production plants globally ideally wish to standardize the software application for process management.

3) Integration

After the manufacturing process is mapped, the next step is to monitor the manufacturing process. Studying and generating KPI data, engineering data, reports, and all type of online analytics should eb applied to gain a clear real-time visibility to the current manufacturing process. It is essential to note that depending on the IT application deployed in the process, the quality of information generated for successfully monitoring the process will vary from good, to bad, to completely unreliable. Hence, it is absolutely critical to have the right MES provider and consultants to ensure that all process related information can be captured in real-time and the data captured is then catapulted to the right personnel distributed across the value chain.

4) Validation

Medical device companies require successful implementation of quality engineering and validation to ensure products consistently meet customer and patient needs. In the world of medical device design, expertise in MES deployment is a prized commodity.


MES Road-Map

By integrating ERP and manufacturing data for more accurate demand forecasts, companies can reduce inventories by avoiding overproduction. In today’s competitive global markets, having a lean manufacturing process is more important than ever. Sharing information between the manufacturing floor and business systems can enable manufacturers to achieve new levels of efficiency. Since enterprise resource planning (ERP) systems contain information regarding inventory and customer demand, and manufacturing execution systems (MES) control how to build it, integration the two worlds could help increase operational efficiency and enable organizations to become more flexible and more responsible to customized and changing demands.

Step 1: Mapping Physical Processes

It is important to have all physical assets involved in the actual manufacturing process mapped and outlined. MES application play a vital role in establishing a clear picture of the current process, it acts as a virtual connector for all process assets and allows for the flow to be documented, understood and improved.

Step 2: Mapping Business Processes

This step is key to an integrated value chain which is geared to benefit from Industry 4.0. A clear and comprehensive understanding of how the functions connect with manufacturing internally and how the entire manufacturing function then connects with other members of the value chain such as the suppliers and the customers becomes extremely important to better facilitate the digital transformation of the whole value chain. To have a truly Industry 4.0 enabled operation, it is critical to follow a roadmap which aims at digitized operation, but achieves it in a progressive and planned manner.

Step 3: Gain Real-Time Visibility

After the manufacturing process is mapped, the next step is to monitor the manufacturing process. Studying and generating KPI data, engineering data, reports, and all type of online analytics should eb applied to gain a clear real-time visibility to the current manufacturing process. It is essential to note that depending on the IT application deployed in the process, the quality of information generated for successfully monitoring the process will vary from good, to bad, to completely unreliable. Hence, it is absolutely critical to have the right MES provider and consultants to ensure that all process related information can be captured in real-time and the data captured is then catapulted to the right personnel distributed across the value chain.

Step 4: Optimization of Manufacturing Processes

Once status quo is clearly understood, the process towards attaining a digital manufacturing and operation can move forward, which leads us to the next stage in the road map: process optimization. Improving the areas of the operation, which were identified through monitoring. This stage involves making incremental changes to the production process in order to improve the process performance and the value it generates. Right from changing production planning, to achieving orchestrated and automatic process scheduling, with yield management, pricing improvement and preventative maintenance are to be implemented at this stage, again it goes without saying that the MES application actually deployed in the process plays a major role in achieving the efficiency and effectiveness goals set.

Step 5: Make the Operation “SMART”

The final stage of the roadmap leads us to a point where Industry 4.0 really starts to kick in. This stage allows complete virtual tour of the production floor, which paves the way for virtual reality scenarios to be implemented across the whole production process. The improvement made at this level has the potential to completely transform the current production flow and planning.


MES ROI

Manufacturing Execution System (MES) solutions have the potential to generate efficiencies, improve productivity, and simplify compliance within the medical device manufacturing industry. Used to manage production activities, this class of software typically provides the ability to schedule activity, deliver instructions to operators, synchronize manual activities with automated processes, and integrate with manufacturing computer systems to enable quality control, deviation management and effective enterprise resource planning (ERP), equipment management, and the documenting of floor activities for monitoring and reporting purposes.
Benefits of MES include greater regulatory compliance, lower production costs, a centralized point of information in line with good manufacturing practices (GMPs), real-time production visibility, and increased equipment efficiency. For any business, ROI is the main consideration when making a change to business operations. It is often thought that ROI can only be achieved in the long term, but the availability of MES options at a lower price point is changing that. Seeing an ROI within a shorter timeframe is particularly important for smaller medical device companies, which often have less capital to spare. Lower-cost MES is enabling these organisations to access the benefits without disrupting cash-flow.
When implementing a flexible and scalable MES solution, ROI is feasible within 18 months. It can be achieved by a combination of reducing working capital such as materials and inventory, lowering direct costs, increasing reliability and therefore reducing downtime, improving operational efficiencies, and reducing manufacturing operation and supply chain risk.