Most companies today are making significant investments around the collection and analysis of information obtained from operations—particularly production lines. This information is used to investigate aspects of quality, efficiency, productivity, and personnel costs.
While data collection and analysis is clearly important, many of the companies I interact with are primarily focused on information and reports relating to the past: last shift, last day, last week, last month, etc. The production manager then compares these reports with similar information from other periods and with defined objective data.
正如我所指出的那样，这种数据和分析非常有用，因为它允许工厂管理者从过去学习，以避免重复可能损害预期结果的错误。但是正在展望过去真正的提高效率的最佳方式吗？
通常,当讨论与客户端数据收集s, I tell them that the process is similar to a man who comes home and discovers that he lost all the money in his pocket due to a hole that he hadn’t noticed. Recognizing the hole allows him to sew the pocket and avoid losing money the next day. But it would have been different if he had heard some money fall and had moved the money to a safer place, or at least had kept one hand on the pocket until he came home to avoid losing the rest of the money. The point being: If he had recognized the problem before he could have immediately taken action to reduce the losses.
可以转移和适应任何生产公司的相同推理。分析生产数据肯定很重要，以了解哪些因素导致质量，生产或效率的损失。然而，能够实时识别任何问题并且能够干预并降低损害生产目标的可能性是更有用的。
This difference in approach can bee seen when manufacturing execution systems (MES) and manufacturing operations management (MOM) projects are instituted "top-down" rather than "bottom-up." Top-down projects, by their nature, focus on gathering information that can be analyzed to make operational decisions. Bottom-up projects, which are typically related to production lines and the causes of problems, provide granular information that can be made available in real time to allow all the actors involved in the management of production to know how things are going rather than how they went. This allows them to take action before the problem affects production results, thereby leading to immediate savings.
在最近为食品公司包装部门实施的项目中，我们首先看到了实时信息的可用性的价值。客户端配备了从收集的信息生成的复杂报告系统，并在企业资源规划（ERP）系统中记录。这允许他运行详细的班次分析。对此信息不满意，客户端决定实现一个系统以实时从包装线中收集数据。然后使用该信息与效率目标进行比较实时效率。此信息可以通过每行上方的专用大屏幕共享，以便每个人都知道它。
The availability of this information allowed operators to take action as soon as they recognized a trend that deviated from the expected. Within a few months, this led to double-digit percentage improvement in the overall efficiency of the department. These efficiency gains translated into significant cost savings that allowed the client to repay the cost system with unexpected rapidity.
Luigi De Bernardiniis chief executive officer of自传， 一种控制系统集成商协会基于意大利维琴察的认证成员。
