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(i iA3A-CK-1618cJ)iiiib t S O D U C T J O N C G N T B C 1 SYSl'E^. V O L U M E 3:PACKAGE EVALUATION, MODIFICATION ANDl i A B D w A R E filial Report ( K e a r n e y (A. T.) aau C--3 Uiivj ia i :Co., Inc.) 101 p liC A O f a / a f AU1 CSC.L 22B K/16 367 J.3

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DESIGN REQUIREMENTS FOR SRBPRODUCTION CONTROL SYSTEM

FINAL REPORT

VOLUME III ,

PACKAGE EVALUATION, MODIFICATION

AND HARDWARE

SUBMITTED BY:

AT. KEARNEY, INC

REPRODUCED BYNATIONAL TECHNICALINFORMATION SERVICE

U.S. DEPARTMENT OF COMMERCESPRINGFIELD. VA. 22161

https://ntrs.nasa.gov/search.jsp?R=19810023638 2018-06-24T03:27:16+00:00Z

DESIGN REQUIREMENTS FOR THE SRB

PRODUCTION CONTROL SYSTEM

VOLUME

PACKAGE EVALUATION, MODIFICATION

AND HARDWARE

TABLE OF CONTENTS

SECTION VI - SOFTWARE PACKAGE EVALUATION

SECTION VII - REQUIRED MODIFICATIONS

SECTION VIII - HARDWARE REQUIREMENTS

VI - SOFTWARE PACKAGE EVALUATION

The software package evaluation phase of this study was

designed to analyze commercially available, field-proven, produc-

tion control or manufacturing resource planning management tech-

nology and software packages. The analysis was conducted by

comparing SRB production control software requirements and

conceptual system design to software package capabilities.

The following sections will explain the methodology of

evaluation and the findings at each stage of evaluation. These

sections are:

Vendor Listing.

-. Request for Information (RFI) Document.

RFI Response Rate and Quality.

RFI Evaluation Process.

- Capabilities versus Requirements.

VENDOR LISTING

Kearney compiled a listing of commonly known, nationally

marketed MRP software packages. This listing was assembled from

the following five sources:

1. Brian D. Wakefield - "MRP Software Suppliers List",

published in Production, December 1978.

2. Darryl Landvaten - Manufacturing Software Systems,

Inc. - MSSI Software Standard.

3. Oliver W. Wight - "MRP Survey", published in

Datamation, October 1980.

ORIGINAL PAGE K

OF POORKearney: MArvvjement Consultants

VI - 2

4. APICS - MRP articles and presentations;

5. A. T. Kearney - research files.

The compiled list identified 74 software suppliers and 79

packages. A request for information (RFI) was sent to each.

Twenty-one responses were received.

The vendor listing, shown in Exhibit VI-1, identifies the

following:

1. Vendor name and address.

2. Software package name.

3. Initial vendor contact.

4. Response to RFI.

REQUEST FORINFORMATION • •• -DOCUMENT

The request for information (RFI) was developed after a de-

tailed analysis of the SRB production control needs was conducted

These needs were compared with currently used MRP techniques,

and then a conceptual system was developed. This conceptual

system was reviewed with NASA/MSFC, NASA/KSC, USBI/HSV and

USBI/KSC. Based on those discussions with NASA and USBI, the

RFI was developed.

The detailed analysis of the SRB production control needs

included:

1. Determination of functions and activities being

performed and understanding of their objectives.

Kearney: Management Consultants

' 1 - 3

2. In-depth analysis of:

(a) Production shop floor activity.

(b) Requirements of productionoperations.

(c) Management decisiorimaking needsand information support.

(d) Requirements of management.

3. Distillation of current information flow require-

ments into an "Information Flow Overview" (see Figure IV-21).

4. Review of "Information Flow Overview" with NASA/

USB I management.

5. Distillation of production operations require-

ments .

6. Distillation of management control -requirements.

The currently used MRP techniques were primarily derived

from Kearney's collective experience. Research into MRP theory

was also conducted to further enhance the development of the SRB

production control systems conceptual design. This research in-

cluded:

1. Production and Inventory Management in the Computer

Age, Oliver Wight.

2. Material Requirements, J. Orlicky.

3. Production and Inventory Control Handbook, Green.

4. Material Management Systems, R. Brown.

5. Production and Inventory Control: Principles and

Techniques, Plossl and Wight.

Kearney: Management Consultants

VI - 4

6. APICS - Master Production Schedule Reprints.

7. APICS - Capacity Planning Reprints.

8. APICS - MRP Reprints.

9. APICS - Shop Floor Control Reprints.

10. APICS - Inventory Planning Reprints.

The conceptual overview (see SRB/Production Control Systems

Overview, Figure IV-1) was designed to fit MRP techniques into

the SRB production and production management environment. The

MRP techniques were kept sufficiently intact so that the core

logic maintained an "Integrated Production Planning and Control

System". Integration capabilities of MRP are one of the poten-

tially beneficial characteristics for NASA and USBI.

Th'is conceptual overview was presented to USBI at both the

Huntsville and KSC locations and to NASA/MSFC. Feedback from

these presentations and a further in-depth analysis into soft-

ware package logic was incorporated into the RFI development.

The RFI expanded the conceptual overview into a detailed

questionnaire (see Appendix A). The RFI and introductory comments

were disguised to prevent vendor identification of NASA.

Although the questions do not all seem to directly relate to the

SRB production control environment, they are directed at system

logic needs for the SRB production control environment.

RFI RESPONSERATE AND QUALITY

The RFI was sent to 74 software vendors who distribute a

Kearney: Management Consultants

VI - 5

total of 79 software packages. There were 21 respondents (or

greater than 25%) to the RFI; Kearney considers this to be a

good response, since the software vendor list was not prescreened

for applicability. We believe that most vendors who did not

respond did not do so because of their inability to respond

positively to most of the questions in the RFI.

RFIs received were generally of good quality. . No RFIs were

rejected because of illegibility or misunderstanding. Four RFIs

were not scored (see footnotes to the MRP Software Packages Vendor

Listing, Exhibit VI-1, at the end of this section). Seventeen

RFI responses are summarized in the Software Vendor RFI Evaluation

Screen (see Exhibit VI-2, at the end of this section).

RFI EVALUATIONPROCESS

The vendor RFI responses were evaluated in a three-step

process. These were:

1. Score vendor RFI responses.

2. Determine the vendor rank.

3. Classify by package completeness.

(a) Score VendorRFI Responses

Vendor RFI responses were summarized on the "Software Vendor

RFI Evaluation Screen" (Exhibit VI-2). Software relevant RFI

questions were listed for each module and responses indicated.

The number of positive responses were totaled by module, a hurdle

score was set to reflect the level of response required, and

Kearney: Management Consultants

VI - 6

scores above the hurdle were ranked.

(b) Determine theVendor Rank

Vendor RFI response scores are summarized in the "Software

Vendor Ranking Screen" (Figure VI-1). This screen uses the

"Software Vendor RFI Evaluation Screen" rank by module multiplied

by a module relative importance weighting to give a package

ranking score.

(c) Classifyby PackageCompleteness

The vendor software package completeness is determined by

the number of modules exceeding the hurdle score. Three cate-

gories were identified. These are:

1. Class A, vendor software packages exceeding hurdles

in all nine SRB/APC modules.

2. Class B, vendor software packages exceeding hurdle

in seven or eight of the nine SRB/APC modules.

3. Class C, vendor software packages not exceeding

hurdles in six or more of nine SRB/APC modules.

The package ranking score within each class determines the

relative "Software Vendor Rank" (Figure VI-2).

Kearney: Management Consultants

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Class A

VI - 8

Figure VI-2

Software Vendor Rank

1. Rath and Strong (PIOS).

2. Martin Marietta (MAS-E).

3. Univac (UNIS 1100).

Class B

1. Thomas Laguban and Associates.

2. Honeywell.(2) •

3. Arista. (3.).

Notes: (1)

(2)

(3)

Thomas Laguban and Associates had used SciakyBros. Inc. as an endorsement, but this companyis no longer using this software. They switchedto IBM/COPICS, and still have only moderatesuccess.Honeywell has had some software design and manu-facturing system support personnel relocate toRath and Strong.Arista has had some software design and manufac-turing systems support personnel relocate toMartin Marietta.

Kearney: Management Consultants

VI - 9

This software vendor ranking was reviewed with NASA/MSFC and

USBI/HSV representatives and a general concurrence was reached.

This was that further in-depth analysis of software should con-

centrate on Class A software packages.' These were:

1. Rath and Strong (PIOS).

2. Martin Marietta (MAS-E).

3. Univac (Unis 1100) .

CAPABILITIES VERSUSREQUIREMENTS

The analysis of software package and vendor .capabilities

versus the SRB production control requirements followed a six-

step procedure. The three "Class A" software packages were

submitted to this procedure. The steps are:

1. Vendor Briefing.

2. Vendor Software Presentations.

3. Vendor Customer Software Endorsements and Customer

Site Visits.

4. Summary of Vendor Strengths and Weaknesses.

5. Vendor Software Evaluation Criteria Scoring.

6. Vendor Final Selection Scoring.

(a) VendorBriefing

Vendor briefings of four to six hours were conducted to pre-

pare vendors for the NASA/USBI presentations. These presentations

were to give vendors the opportunity to show the strengths and

applicability of their software package in the SRB production

control environment.

Ke.vney: Marv»3emeni Consulianis

VI - 1.0

The vendor briefings were conducted on January 14, 15 and. 16,

Both Rath and Strong on January 14 and Martin Marietta on January

15 had one representative at the briefing. Univac on January 16

had five representatives at the briefing. The briefing followed

the outline shown in Figure VI-3.

Kearney: Maiwjement Consultants

VI - 11

Figure VI-3(Page 1 of 3)

MRP Software Vendor Briefing(January 14, 15 and 16, 1981)

1. Introduction.

(a) Study Background.

(1) NASA Mandate .

(2) Shuttle Program Overview.

(3) NASA/USBI Relationship.

(4) SRB Production Environment (Fact Book).

(5) The Role of A. T. Kearney, Inc.

(6) SRB Automated Production Control StudyProgress to Date.

(7) Next Steps.

(b) Briefing Objectives.

(1) To Orient Vendors to the SRB/APCRequirements.

(2) To Convey Presentation Objectivesand Format.

2. Overview of SRB Production Control Requirements.

(a) SRB/APC Conceptual Design.

(1) Review Flowcharts, Module by Module.

(2) Discuss Conceptual Design Rationale.

(3) Discuss SRB/APC Unique Requirements. .

(b) Review RFI Responses.

(c) Explain SRB/APC Issues.

(1) Government Orientation.

Kearney. Mtina3emriit Conuill.ini s

VI - 12

Figure VI-3(Page 2 of 3)

(2) Manned Flight Implications.

(3) Aerospace PC Environment.

(4) Vandenberg.

(5) MBAC/KBAC.

(6) Master Scheduling at Two Levels.

(7) Resource Planning over Five Years.

(8) Engineering Change Process.

(9) Change Control by Flight Effectivity.

(10) Refurbishment Materials Planning.

(11) Attrition Bills of Material.

(12) Manufacturing BOM versus EngineeringBOM.

(13) Complex Work Routing and Routing Con-straints.

(14) Work Authorization Document Comparisonto Process Sheet.

(15) Preventive Maintenance Scheduling.

(16) Serialized Part Tracking.

(17) Part Life Cycle Monitoring.

(18) Effectivity Control.

(19) Part Flightworthiness Status Control.

(20) Subcontractor and GSE IntegrationRequirements.

(21) Work Center and Labor Skill Certifi-cation Capacity Planning and WorkLoading.

(22) Resource Assignments.

Kearney: Marvvjenitni Consultants

VI - 13.

Figure VI-3(Page 3 of 3)

(23) Refurbishment of Major Assemblies.

(24) Rework of LRUs.

(25) Hazardous Operations.

(26) Standard Costing versus Machine-Generated Standards.

(27) Labor Control (nonincentive).

(28) Configuration Management.

(29) Performance Monitoring System.

(30) Product Costing versus Government-Oriented Budget Tracking.

3. Vendor Presentations to NASA/USBI.

(a) Objectives.

(1) To Present Software Package Capa-bilities .

(2) To Identify "Estimated" EnhancementsRequired To Meet SRB/APC Require-ments.

(3) To Respond to NASA/USBI and KearneyQuestions on Software and Installa-tion Support Capabilities.

(b) Format Suggestion.

(1) Brief MRP Introduction (one hour).

(2) Software Capabilities (two to fourhours).

(3) Question Period (two to three hours).

Kearney: Management Consultants

: VI - 14

(b) Vendor SoftwarePresentations

The vendor software presentations were made in Huntsville to

NASA and USBI representatives. Univac presented their package on

January 26; Martin Marietta presented their package on January

27; and Rath and Strong presented their package on January 28.

Kearney requested that NASA and USBI become involved in the

evaluation of these vendor presentations and subsequent vendor

customer site visits. NASA/MSFC decided not to participate in

this evaluation on the final vendor selection. NASA/MSFC re-

quested that Kearney compare each vendor's software capabilities

to SRB/APC requirements and conceptual design, and that this

comparison be conducted independent of NASA and USBI.

Presentations were evaluated using two evaluation techniques.

1. Identification of Vendor Strengths and Weaknesses.

2. Scoring of Vendor Software Evaluation Criteria.

Both of the above techniques were further refined as a result

of vendor customer site visits and vendor interviews. These eval-

uation techniques, and the results, are discussed in subsections

(d) and (e), which follow the presentation of the results of our

on-site visits to software users.

OEIGWALPAGEBOF POOR QUAU1»

Kearney: Marwvjement Consultants

VI --15

(c) Vendor Custom-ers' SoftwareEndorsementsand CustomerSite Visits

Software vendor customer sites were visited for the purpose

of supporting or rejecting identified vendor strengths and weak-

nesses and refining vendor software evaluation criteria scores.

Each vendor was to select two of the "best" installations

using its software. If possible, aerospace customers or customers

having "similar" production control requirements as USBI were

requested. The findings of these site visits are summarized in

Figure IV-4.

In addition, the following hypotheses were tested and deter-

mined to be true.

1. Rath and Strong is consulting oriented, and software

development has been customer-site fitted.

2. Rath and Strong software package technologies are

directed at the aerospace industrial sector. This is directly

related to their aerospace site development efforts.

3. Both Martin Marietta (MAS-E) and Univac (UNIS

1100) have been designed for a broad application to a generalized

manufacturing environment.

4. Martin Marietta has a strong installation support

capability.

5. Martin Marietta has a strong training or user

education capability in Orlando, Florida.

Kearney: IWMvvjemeni Consultants

VI - 16

Figure VI_-4

Vendor Customer Site Visit Findings(l)

Vendor / Rath and /' Martin /. // Strong. /Marietta/ Unlvac /

Customer

SoftwareEvaluation Elements (2)

1. State of implementation

2. Degree system complexity

3. Aerospace commonality

4. Part serialization

5. Effectivity engineeringchange

6. Configuration "as built"buildup

7. Vendor installationsupport

Raw Score

Vendor Rank

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4

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Notes: (1)

(2)

(3)

Evaluation scores in each category areon a scale of 5 (best) to 1 (worst).Software evaluation elements includeonly unique SRB/APC requirements whichare not satisfied by all or any of thevendor packages.Vendor installation support in thesecases constitutes site development ormajor modification of software.

Kearney: Manasement Consultanis

VI - 17

. 6. Univac has a strong relationship with US3I/HSV.

This is through previous work on ACMS and ADRS.

7. Each vendor appeared to have a specific sales

orientation:

(a) Rath and Strong is orientedto client site software modi-fication and installation.

(b) Martin Marietta is orientedto software package sale andservice bureau support.

(c) Univac is oriented to computerhardware sales.

(d) Summary ofVendor Strengthsand Weaknesses

Vendor and vendor software package strengths and weaknesses

were developed to summarize major observations resulting from

vendor software presentations, and refined based on information

received in the vendor customer site visits.

The summaries which are attached (see Figures VI-5 to VI-7)

confirm the software package ranking of:

1. Rath and Strong.

2. Martin Marietta.

3. Univac.

Rath and Strong's MRP software technology and aerospace

site development experience puts their software ahead of the

others.

Kearney. M<\n.vjement Consuli.inis

VI - 18

Although Martin Marietta has considerable strength in its

training and service bureau support at Orlando, Kearney believes

that Rath and Strong is capable of meeting the training and serv-

ice bureau needs of this system.

Univac's relative weaknessess result primarily from the

nonaerospace orientation of their MRP software and their organiza-

tional emphasis on hardware sales rather than successful MRP

software installation.

Kearney: Marv^emeni Consultants

VI - 19

Figure VI-5(Page 1 of 3) . . •

Rath and Strong (PIPS)

. Strengths and Weaknesses

STRENGTHS

1. Has strong aerospace application experience and FAA

inspection requirements experience.

2. Has customer site development experience.

3. Has software developed in DOD .environment.

4. Has software which accommodates USG 7000.2 C-Spec

logic and Mil-Spec 100.

5. Has tentative plans to convert the system to Univac

and DMS 1100.

6. Can run on multiple data bases.

7. Has resource planning capabilities which accommodate

long-term facilities and resource planning requirements.

8. Has assembly component location identifier (find)

cross-referencing on assembly drawings which ties to the bills

of material.

9. Uses work files to update BOM changes on-line, with

later batch updates to active files. This allows authorization

of changes prior to update of active files.

10. Has engineering change control by launch effectivity

11. Has open purchase and shop order search capability

for tracing of engineering change impact.

Kearney: MArv»3emeni Consultants

VI - 20

Figure VI-5(Page 2 of 3 )

12. Has physical change logic which accommodates part

effectivity management needs. Effectivity changes will change

part numbers .through a physical change suffix to the part number.

Furthermore, materials requirements planning logic will search

the base part number, then scan and select an effectivity.

13. Has part serial number tracking capability from

receipt from vendor through inventory to "as built" configurations

14. Has full level pegging capabilities.

15. Discrete/discrete logic allocates a specific part

to a specific assembly. This has part life cycle management

capability to preassign a specific part to a specific assembly

order, in a primary or backup position as indicated by a drawing

part location code..

16. Has configuration management capabilities (Order

Bill Concept) .

17. Has a fractional "quantity per" capability in BOM

component records.

18. Uses offset lead times in the BOM to accommodate

multiple release of picking lists for a shop order.

19. Uses a manufacturing BOM to explode material re-

quirements and to time phase shop orders.

20. Temporary changes to the BOM and routing are tied

to a specific launch's shop orders.. This is the "as built"

configuration buildup capability.

Kearney: Marwjemeni Consultants

VI -• 21

Figure VI-5(Page 3 of 3)

21. Has elements needed to track purchase order

planned receipts.

22. Has installed distributed shop floor management

systems.

23. Uses the "Critical Ratio" concept of shop floor

prioritization.

WEAKNESSES

1. Does not have two-level master scheduling.

2. Requires a rewrite of master scheduling logic, so

that it will accommodate the assignment of new or refurbished

major assemblies to specific launches.

3. ' Does not load both work centers and labor skills at

the same time.

4. Does not have a tools control subsystem.

5. Does not use actual material costs (uses standard

costs) .

6. Does not automatically trigger rework orders to up-

grade part effectivities to the effectivity required by a shop

order.

7. Does not automatically trigger rework orders to

upgrade parts needing repair to reach flightworthy status.

8. Does not presently accommodate shift and hourly dis-

patch schedules. However, will provide update priority for each

work center.

Kearney: Marwvjemeni Consultants

VI - 2 2

Figure VI-6(Page 1 of 3) ;

Martin Marietta (MAS-E)

Strengths and Weaknesses

STRENGTHS

1. Has aerospace applications experience. Although

MAS-E is not installed in aerospace environment, previous MAS

systems have been. Also/ other aerospace packages are in use.

2. Has strong training and installation support

capabilities.

3. Has service bureau support capabilities near KSC

for system modifications and testing. This service has no software

charge while run on their service bureau.

4. Has resource planning capabilities which accommodate

long-term facilities and resource planning requirements.

5. Has a fractional "quantity per" capability in BOM

component records.

6. Uses offset lead times in the BOM to accommodate

multiple releases of picking lists for a shop order.

7. Uses a manufacturing BOM to explode materials

requirements and to time phase shop orders.

8. Has a purchasing module to track purchase order

planned receipts.

9. Has tools and process files separated from, but

linked to, routings.

10. Has date effectivity changes for routing changes.

Kearney: Manasement Consultants

. VI - 23

Figure VI-6(Page 2 of 3)

WEAKNESSES

1. Requires a rewrite of. master scheduling logic, so

that it will accommodate the assignment of new or refurbished

major assemblies to specific launches.

2. Does not have configuration management capabilities.

3. Does not have engineering change control by launch

effectivity. Uses date engineering change effectivity only.

4.. Does not have component location identifier (find)

cross-reference on assembly drawings which ties to the bills of

material.

5. Does not have logic which accommodates, part

effectivity management needs. Effectivity changes will change

part numbers, but often earlier effectivities are upgraded. MRP

must be able to identify upgradable effectivities as usable parts.

6. Does not have part serial number tracking capabilities

from receipt from vendor through inventory to "as built" configura-

tion.

7. Does not capacity load both work centers and labor

skills.

8. Does not automatically trigger rework orders to

upgrade part effectivities to the effectivity required by a shop

order,

9. Does not automatically trigger rework orders to

upgrade parts needing repair to reach flightworthy status.

Kearney. Maruvjement Consuli.mib

. VI - 24

Figure VI-6(Page 3 of 3.)

10. Does not presently accommodate shift and hourly

dispatch schedules.

11. Does not use the "critical ratio" concept of shop

floor prioritization.

12. Does not have the ability to capture actual material

costs.

Kearney: Marvvjemem Consultants

VI. - .25

Figure VI-7(Page 1 of 3)

Univac (UNIS 1100)

Strengths and Weaknesses

STRENGTHS

1. Has hardware compatibility to USPI Huntsville devel-

opment efforts such as ADRS and ACMS.

2. Has good local support for hardware and systems

software in Huntsville. (As the hardware mainframes should be

located at KSC, this strength is minimal.)

3. Has a strong existing relationship with USBI.

4. Has an inexpensive software package.

5. Has a fractional "quantity per" capability in BOM

component records.

6. Has open purchase requisition and shop order search

capabilities for tracing of engineering change impact.

7. Has routing operations network structure capability.

WEAKNESSES

1. Has little aerospace production control application

experience.

2. Has a primary emphasis on hardware sales. Has

reputation of delivering UNIS to customers who do the installation

themselves with minimal support from Univac.

3. Has software which was not developed for use in

the government and DOD environments; i.e., to accommodate features

such as C-Spec, PMS, and MIL-Spec 100.

Kearney Management Consulianis

VI - 26

Figure VI-7(Page 2 of 3)

4. Requires a rewrite of master scheduling logic, so

that it will accommodate the assignment of new or refurbished

major assemblies to specific launches.

5. Requires a separate system to accommodate configura-

tion "as built" data buildup.

6. Uses software which runs on a Univac hardware

configuration. In the KSC area, qualified staffing is mostly

IBM oriented. Staffing is usually approximately 50% of a data

processing center's costs, but hardware costs usually run

approximately 35%.

7. Uses gross capacity planning by work center only.

8. Does not use offset lead times in the BOM to

accommodate multiple release of picking lists for a shop order.

9. Does not have engineering change control by launch

effectivity. Uses date engineering change effectivity only.

10. Does not have explicit pegging.

11. Does not have component location identifier (find)

cross-reference to assembly drawings which ties to the bills of

material.

12. Does .not have pseudo bill of material logic.

13. Does not have logic which accommodates part

effectivity management needs. Effectivity changes will change

part numbers, but often earlier effectivities are upgradable.

MRP must be able to identify upgradable effectivities as usable.

Kearney: Marwvjement Consultants

VI - 27

parts.Figure VI-7(Page 3 of 3)

14. Does not have part serial number tracking capabili-

ties from receipt from vendor through inventory to "as built"

configuration.

15. Does not have a purchasing module.

16. Does not capacity load both work centers and labor

skills at the same time.

17. Does npt have a tools control subsystem.

18. Does not automatically trigger rework orders to up-

grade part effectivities to the effectivity required by a shop

order.

19. Does not automatically trigger rework orders to

upgrade parts needing repair to reach flightworthy status.

20. Does not presently accommodate shift and hourly

dispatch schedules.

21. Does not use the "critical ratio" concept of shop

floor prioritization.

Kearney: Management Consultants

- . - . . - V I - 2 8

(e) Vendor SoftwareEvaluationCriteria Scoring

Vendor software evaluation criteria scoring (Figure Vi-8)

was developed to be a quantifiable comparison of information

gathered to this point. Sixty-nine evaluation criteria were

used. Each software package was scored from 1 to 5, with 1

being the lowest possible score, 3 being acceptable, and 5 being

very good.

These criteria were summarized in the vendor final selection

scoring matrix (Figure VI-9).

Kearney: Marvvjement Consultants

VI - 29

Figure VI-8(Page 1 of 4 )

SRB/Production Control System

Vendor Software Evaluation Criteria

Package Score (1)

Software Evaluation CriteriaUnivacUNIS(2)

MartinMariettaMAS-E

Rath &StrongPIOS

A. Refurbishment

1.2.3.4.

\

Ability toAbility toAbility toAbility to

plan materials 3schedule labor 2schedule work centers 4track actual labor

and materials

324

334

B. Master Scheduling

1. Two-level master schedule2. Gross capacity planning

32

35

35

C. Materials Requirements Planning

1. Forecasted refurbishmentBOM 3

2. BOM/engineering changes 23. Time-phased release of materials 14. Inventory allocation 45. Pegging requirements to orders 3

32445

35445

D. Inventory Management and Control

1. Multiple locations2. Locator systems3. Serial number control4. Work-in-process control5. Part activity listing6. Cost buildup

553441

551423

555443

Kearney: Management Consuliants

VI - 30

Figure VI-8(Page 2 of 4 )

Package Score (1)

Software Evaluation CriteriaUnivacUNIS(2)

MartinMariettaMAS-E

Rath &StrongPIOS

E. Capacity Requirements Planning) • .

1. Routing summarizing WADs 3 42. Inclusion of process constraints 3 13. PERT/CPM concept 1 14. Inclusion of preventive

maintenance WADs 1 45. Refurbishment routing buildup 2 26. , Scheduling of work center level 2 47. Reporting labor certification

requirements 1 18. Reporting GSE schedule requirements 1 49. CRP includes WIP 4 4

411

424

344

F. Shop Floor Management

1. Reverifies inventory available 52. Reverifies labor and GSE available 13. Produces expedite reports for

shortages 54. Produces expedite reports for

scarce resources 15. Produces job dispatch package 36. Allows inventory prekitting 3

51

143

51

144

G. Operations Control

1. Maintains perpetual status of WIP2. Accumulates detail transactions for

WIP3. Produces exception reports for:

late operationslabor variancematerials variance

423

443

3

4

414

Kearney: Management Consultants

Figure VI-8(Page 3 of 4)

Software Evaluation Criteria

Package Score (1)Martin Rath &

Univac Marietta StrongUNIS(2) MAS-E, PIOS

H. Performance Reporting

1. Produces performance reports forwork center productivitylabor certification

productivityschedule complaincerouting deviations

- cost variance analysis

2. Provides costing capabilities- for SRB, standard and actual

SRB cost performance- department cost performance- work center cost performance

labor certification costperformance

1422

2423

1434

4424

1534

4444

I. Other Features

1. Accommodates MIL SPEC 1002. Accommodates Vandenberg Operations3. Operations budgeting4. Preventive maintenance scheduling5. Attrition forecasting6. Design engineering7. Purchasing8. Shop floor data collection9. Configuration management

10. Effectivity management

3412141441

3424124421

5434154455

J. Support

1. Systems design for modifications2. Systems development3. Training at management level4. Training at supervisory level5. Implementation6. Maintenance support

332223

545555

545455

Kearney Marvvjement Consuluinti

VI - 32

Figure .VI-8(Page 4 of 4)

Software Evaluation Criteria

Package Score (1)Martin Rath &

Univac Marietta StrongUNIS(2) MAS-E PIOS

K. Hardware

1. System upward expandable2. Univac interface3. Performance/reliability4. Utilizes data base5. Local Huntsville support6. Local KSC support

454453

414314

4r3412

Notes: (1) Scoring based on 5 (best) to 1 (worst).(2) Integration of ACMS and development of ADRS

is assumed to be completed when required.

Kearney: Marvvjement Consultants

VI - 33

Figure VI-9(Page 1 of 3)

SRB/Production Control System

Vendor Final Selection Scoring Matrix

Package

Factor Weight(2)Univac.UNIS

MartinMariettaMAS- E

Score(1)Ra.th &StrongPIOS .

Software Features(3 )

A.B.C.

D.

E.

F.G.H.I.

RefurbishmentMaster schedulingMaterials requirements

planningInventory managementand control

Capacity requirementsplanning

Shop floor managementOperations controlPerformance reportingOther- effectivity management- configuration management- operations budgeting- PM scheduling- design change

104

8

6

8886

108668

62

4

4

455.3

16126

73

6

4

4564

13253

73

7

5

5555

108458

Software Score (Base 1 x wt.) 10 3.9 4.1 6.3

Kearney: Management Consuliants

VI - 34

Figure VI-9(Page 2 of 3)

Factor

Implementation Capability (3)

A. System design formodifications

B. Systems developmentC. Training at management

levelD. Training at supervisory

levelE. Implementation supportF. Maintenance support

Implementation Score (Base 1

Hardware (3)

A. System upward expandableB. Univac interfaceC. Performance/reliabilityD. Utilities data baseE. Local Huntsville supportF. Local KSC support

Hardware Score (Base 1 x wt .

Weight(2)

88

10

1084

x wt. )8

48881010

) 4

Package Score (1)

UnivacUN IS

55

4

432

3.2

3866106

2.8

MartinMariettaMAS- E

86

10

1084

6.5

326528

1.8

Rath &StrongPIOS

86

10

884

6.2

325624

1.5

Kearney: Management Consuliants

Figure VI-9(Page 3 of 3)

VI - 35

Package Score(1)

FactorUnivac

Weight(2) UNIS

MartinMariettaMAS-E

Rath &StrongPIOS

Other Factors InfluencingSelection(4)

A.

B.C.D.

E.

F.

G.H.

Existing Univacrelationship.

Vendor orientationAerospace experienceHands-on implementationexperience

Degree of modificationsneeded

Vendor implementationhistory

Remote computing servicesDevelopment status of

standard package

Other Factors Score (Base 1 x

+8-210

8

8

-210

_ n

wt.)10

821

4

4

-4

™

4.5

--6

6

6

210

^

6.6

--8

8

8

-8

2

7.5

Relative Ranking^5) (maximum of 10) 4.5 5.9 6.7(6)

Notes: (1) Score is based on percent feature times weighting.(2) Weighting is based on 1 to 10 scoring.(3) Factor subheadings sections represent a grouping

of related factors. Each grouping is weightedbased on 1 to 10 weight.

(4) Other factors' weighting is based on -10 to +10scoring.

(5) Relative ranking is a weighted average of subheadingsections converted to a 1 to 10 score.

(6) Primary choice.

Kearney. Marvvjement Consultants

VI - 36

On the basis of the. selection criteria an'd ;re'lative imffortance

of scoring factors, the Rath and Strong package was selected.

(f) Vendor FinalSelectionScoring

The vendor final selection scoring matrix (Figure VI-10) is

designed to summarize vendor software criteria scores into a

vendor relative ranking. This ranking was used as the basis for

selecting a software vendor.

Figure VI-10

Vendor Software Relative Ranking

Vendor

Univac(UNIS 1100)

Martin Marietta(MAS-E)

Rath and Strong(PIOS)

Rank out of 10

4.5

5.9

6.7

Status

Rejected

Rejected

PrimaryRecommendation

Kearney. Manasement Consultants

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Notes: (1) COPICS was excluded from further considerationdue to:

Software development targeted at broadindustrial use is not specific enoughfor aerospace.

- IBM direction is to user-developed software.Few subsystem modules operational.

(2) UNIS 90 was excluded from further considerationd ue to:

Hardware size. UNIS 1100 was considered forfurther evaluation.

(3) MANMAN (Univac) was excluded from furtherconsideration due to:- Hardware size. UNIS 1100 was considered for

further evaluation.(4) IPSS was excluded from further consideration due

to:Software is designed to be an integration ofmany independent modules (a patchwork system)

-. System is not deemed capable of handling SRBrefurbishment.System does not follow current productionmanagement technologies; therefore, will notbenefit from synergies of this technologicalbase.

Kearney: Marw^ement Consultants

EXHIBIT VI-2Page 1 of 13

SOFTWARE VENDOR R . F . I . EVALUATION SCREEN

PCS PACKAGE EVALUATION MATRIX

General Information

1. Has first installed pre-78

2. Has twenty or more installations

3. Has five or more Class *A* users

4. Identified six Class "A" users

5. Provides software maintenance

6. Uses a data base management system

7. Provides software support in:

Systems engineering

Data base engineering

Programming

Systems implementation

8. Programmed in COBOL

9. • Provides customers with source code

10. Allows modifications to programsand data base

11. Provides documentations in:

- Systems design

Programming

Operations

- User

Implementation

12. Package is:

Het change

Both net change and regenerative

Bucketless

On-line

Combined on-line and batch

Distributed processing

13. Maintains detail transaction history

14. Has transaction audit trails

TOTAL SECTION SCORE

RANKED (over 80% hurdle)

1

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Kearney Management Consuliams

SOFTWARE VENDOR R.F.I. EVALUATION SCREEN

Page 2 of 13

Master Scheduling

planning

tines

6. Reschedules planned orders

expediting or deexpediting

11. Produces operations budget projections

TOTAL SECTION SCORE

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Kearney: Marv^emenc Consulianis

Page 3 ot 13

SOFTHARE VENDOR R.F.I. EVALUATION SCREEN

Material Requirements .Planning

1* Uses MRP and back schedules

2. Can use a two level master schedule

3. Uses multiple level BOM

4. Can handle 12 or more levels in BOM

5. Uses low level code

6. Uses planning (fractional) BOM

7. Has customers using planning BOM

8. Uses pseudo or phantom BOMs

9. Has customers using pseudo BOMs

10. Translates requirements into manufac-turing or purchase orders

11. Do orders reflect inventory policy?

12. Has substitution logic

13. Has customers using substitution logic

14. Can make one-time manual overrides for:

- Component substitution

Component addition or deletion

Change of cycle time

Change of lot size policy

Creation of artificial requirements

IS. Has different classes of manufacturingand purchase orders

These include :

Planned orders

Firm orders

- W.I. P.

16. Produces exception notices rather thanrescheduling firm orders and M.I. p.

17. Reserves inventory against requirements

18. Allocates planned receipts againstrequirements

19. Uses pegging to allocate

20. Produces exception message reportsfor:

- Expediting and deexpediting

- Manual overrides

Orders having no requirements

21. Dampens rescheduling trigger by useof a tolerance factor

TOTAL SECTION SCORE

RANKED (over 80% hurdle)

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SOFTWARE VENDOR R.F.I. EVALUATION SCREE

J. L> J. J. V J. — {.

Page 4 of 13"

/ / / / / / - / / / A / / / / / / / // / 1 :L I / sL l§/i/i/iJ$/ ?/$/'>/ ////

Capacity Requirement Planning

3. Recommends rescheduling action

CRP run together forrescheduling

periodic update of MRP or CRP

6. Uses net change logic in CRP

7. Links CRP and MRP net changelogic

periods

center capacity loading

10. Has customers doing both laborand work center loading

11. Can schedule tools and GSE

12. Identifies tool time required

13. Incorporates P.M. •

14. Schedules nonmaterial drivenwork for:

- ' work center maintenance

Labor skill training

Support equipment maintenance

15. Handles routing deviations for:

- Optional routings

deviations

centers

19. Uses net change logic to identifyimpact of changes

20. Supports a bill of work network

21. Has Pert or CPM

TOTAL SECTION SCORE

RANKED (top 5 0 % )

/*/*/*

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Kearney: MAiwjemeni Consultants

SOFTWARE VENDOR R.F.I. EVALUATION SCREEH

EXHIBIT VI-?Page 5 o.'f... 13

Sho Floor Schedullnq

1. Schedules shop floor by houror shift

system

4. Performs prerelease requirementscheck for:

- Tools availability

- Labor skills availability

checks

exceptions automatically

impact of changes

9. Releases job documents such as:

10. Maintains job status for W.I. P. and

TOTAL SECTION SCORE

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Kearney Management Ccmsiili.inr. •\\

Page 6 of 13

SOFTWARE VENDOR R . F . I . EVALUATION SCREEN

Operations Tracking

1. Logs W.I. P. activity to each order

2. Has on-line data entry

3. Is both on-line and batch data entry

4. Maintains detailed transactions onfile

5. Includes the following transactions:

Materials released to each order

Exception materials released

- Tools used by time used

- Supplies used

- Rework operations

Alternate routings

Operations appended to routings

Labor time by skill and operation

6. Produces exception reports

7. Includes the following exceptions:

Unplanned materials usage

Materials not released thatshould have been

- Late operations

- Missed operations

Additional or unplannedoperations

Labor skills over plan

- Wrong labor skillV

8. Updates job status from transactiondata

TOTAL SECTION SCORE

RANKED (over 80% hurdle)

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Kearney: Marw^emeni C«msultants

EXHIBIT vl-2Page 7 of 13

SOFTWARE VENDOR R .F . I . EVALUATION SCREEN

Performance Monitoring

manufacturing order when it Isclosed

3. Includes the following performancereports:

Labor productivity

Schedule performance

Exception summaries

4. Maintains summarized transactioninformation after close of each

5. Maintains only exceptions to planas summary information

6. Interfaces performance informationwith operations budgeting

TOTAL SECTION SCORE

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Kearney.

SOFTWARE VENDOR R.F.I. EVALUATION SCREEN

Page b of"TT

Inventory Management and Control

1. Records all receipts and disbursements

2. Has a locator system

3. Has holding areas excluded from MRPnetting

4. Produces daily transaction activityreports

5. Has cycle counting which:

Uses a two-step procedure

- Triggers cycle count requests

6. Has inventory policy features such aei

- lot size

Specific requirements recorder method

- Minimum/maximum

Two-bin Reorder method

Safety stock lead time coverage

7. Can be distributed

8. Has on-line Inquiry

9. Has on-line update

10. Can handle both serialized parts as wellas inventory locator

11. Uses empty location transaction

12. Produces exception reports

13. Included the following exception reports:

Below zero inventory balances

Over maximum balances

Ho movement Items

No movement locations

- Not in assigned location items

14. Tracks items at outside vendors

IS. Chains inventory items to:

Requirements

- Manufacturing and purchase orders

TOTAL SECTION SCORE

RANKED (over 75% hurdle)

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Kearney: Marwvjement Consultants

SOFTWARE VENDOR R.F.I. EVALUATION SCREEN

Page 9 of 13

/ / / / / / / / //I/ / / / / /f/Jif /i/ I / c, / l ^ ^ s / i / ^ ^ s / ^ / ^ / ^ /

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1. M a i n t a i n s parent-component relation-ships

2. Controls ECN e f f e c t i v i t y by:

Inventory depletion e f f ec t i v i t y

Production model run ef fec t iv i ty

3. Controls ECN status categories by:

Planned not approved

Approved by eEfec t iv i ty

- Active

Inactive

5. Reports all W . I . P., planned orders andinventory impacted by an ECN

and a manufac tu r ing BOM

7. Can use a temporary BOM for aspecific order

TOTAL SECTION SCORE

R A N K E D (over 80% h u r d l e )

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Kearney. Management Consultants "}|J

SOFTWARE VENDOR R.F.I. EVALUATION SCREEN

Page 10 of 13

/ /// 1 /l/i/i/liUU/Ji/'Routing

1. Records each operation to processan item

2. I d e n t i f i e s labor skills needed foreach operation

3. Iden t i f i e s time reQuired bv skillfor each operation

4. Ident i f ies tools and equipment- re~quired to support each operation

5. Controls methods ECNs by:

Date e f fec t iv i ty

Production model run e f f e c t i v i t y

6. Controls ECN status categories by:

Planned not approved

Approved by ef fec t iv i ty

- Active

Inactive

7 • Iden t i f i es the woirK cen te r whe reeach operation is performed

8* Ma in t a in s work center where usedchains

9. Ma in t a in s a l ternat ive routings

10. Supports P .M. operations sheets

11. Reports W . I . P. and planned ordersimpacted by an ECN

1 2 « Con Append options! ooe rs t ions tothe standard routing

13. Can combine routings to form onem a n u f a c t u r i n g order

TOTAL SECTION SCORE

RANKED (over 60% hurd le)

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JRIGINAL PAGE ISOP POOR QUALITY

Kearney: Marvvjement Consultants

Page 11 of 13

SOFTWARE VENDOR R.F.I. EVALUATION SCREEN

Purchasing.

2. Includes the following features:

TOTAL SECTION SCORE

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Kearney: Managemeni ConsulMms

ray « J. f. V_l J. J.

SOFTWARE VENDOR R . F . I . EVALUATION SCREEN

Standard Costing.

2. Includes the following cost elements

- Supplies

Tools or GSE usage

TOTAL SECTION SCORE

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Kearney: Management Consultants

Page 13 of 13

SOFTWARE VENDOR R.F.I. EVALUATION SCREEN

Simulation

1. Has simulation capabilities

2. Simulates material requirements

3. Simulates work center capacity loads

4. Simulates manpower loading

TOTAL SECTION SCORE

Not a Critical Function

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VENDOR CODES

H.H.MRMDATA 3STSCMSINCR

(IHCS II)FORMAPPLIED

- Martin Harrietts Data Systems HONEYWELL- Manufacturing Resource Management INTERACTIVE- Data 3 Systems Incorporated SOFTWARE INT- STSC Incorporated BOEING

Systems Management -Incorporated TL & AARISTA

- NCR R t S- Formation Inc. NCR (Mission)- Applied Information UNIS 1100

Development Inc.

Honeywell Information Systems IncorporatedInteractive Information Systems Inc.Software International

- Boeing Computer Services- Thomas Laguban & Associates

Arista Manufacturing SystemsRath and Strong

- NCRSperry Univac

LEGEND

+ • Yes

- • No

o » No Answer

0- Planned for 1981

©• Proprietory or Confidential

Kearney: MArvvjemeru Consultants

vii - i<i-:0''iJ<i::i) f:oFTW/-.;'i-: MODIFIC/-.TIOMS

INTRODUCTION

Modifications are required to tailor the Rath and Strong

(R and S) aerospace production control software package to the

unique requirements of the SRB business systems environment.

Although the R and S system is a field-proven and site-developed

software package, it must be strengthened to provide the SRB

contractor with information tailored to fit his business system

requirements.

The business system requirements are predominantly a result

of the SRB refurbishment needs as well as the manned space flight

business philosophy. These requirements have been described in

detail in Section I I.I, "Business System Requirements". Some of

these requirements include:

1. Aisle transfer scheduling.

2. Refurbishment scheduling.

3. Allocation of new or refurbished major assemblies

to a specific launch.

4. Facilities and resource planning over a five-year

(or more) planning horizon.

5. POP's preparation and revision.

6. Materials planning for re furb ishment over a two-

to three-year planning.

7. Facilities work loading.

8. Manpower planning. Or^.C/NA-L-?A,Gor ?COR QUAJ

Kearney: Marwjement Consultants

VII - 2

9. Production scheduling.

10. Integration scheduling.

11. Engineering documents control.

12. Configuration management.

13. Data pack analysis.

14. Design effectivity management and control.

15. Part life cycle management and control.

16. Attrition management.

17. Part flight worthy status management and control.

18. WAD complexity and buy point sign-off requirements.

19. Preventive maintenance.

20. Shop floor priority management.

21. Data pack information accumulation.

22. Labor performance reporting.

23. Resource and facilities productivity reporting.

24. Standard cost and variance analysis reporting.

25. PMS information needs and reporting structure.

26. Operations budgeting.

Software modifications required to satisfy these business

system information support needs are summarized in Exhibit

VII-1, "Software Package Required Modifications". These modifi-

cations are described in this section under the following headings:

- Required Modifications to Business Systems Functions.

Required Modifications for Unique Features.

- Required Modification ROM Cost Summary.

Kearney: Management Consultants

711 - 3

Automated production control system software package modifi-

cations are documented .by module and specific modification.

Synergies will develop from making all data base modifications and

all modifications to one module at one time. This could lower

the estimated level of effort for making the modifications described

in this section.

BUSINESS SYSTEMFUNCTIONS

The business systems functions requiring modification are

divided into two categories:

Mainstream System Modules.

System Support Modules.

The mainstream system and system support module modification

requirements are summarized in this section.

(a) MainstreamSystem Modules

There are six mainstream system modules. The modifications

to each will be described separately.

1. Master Scheduling/Resource Planning. The sole ob-

jective of this module is to produce an achievable master produc-s

tion schedule. To accomplish this in the SRB environment the

following system modifications are required:

(a) Develop a recovery, cleaning anddisassembly, and refurbishment schedulingsubmodule based on launch schedules.

(b) Develop an aisle transfer schedulingsubmodule which assigns refurbishedor new build-up major assembliesto the SRB final assembly for aspecific launch. This module willgenerate a two-level master schedule.

Kearney. Maivvjement Consulwms

VII - 4

(c) Modify the resource planning moduleto validate the master schedule.(1)

(d) Develop an operations budgetingmodule to interpolate resourceavailability plans and to scheduleoperations milestones and produc-tivity assumptions into an•operations budget.(2)

2. Material Requirements Planning. The primary objec-

tives of this module are to determine the materials requirements

over a two- to three-year planning horizon and to establish an

"as designed" configuration.

To accomplish this in the SRB environment the following

system modifications are required:

(a) Add drawing find numbers to billsof materials, shop order materialrequirements records and pickinglists.

(b) Add capability to preallocateparts by serial number to shoporder material requirements records.

(1)These resource planning modifications are a rough approxi-mation of changes to Rath and Strong's "Master ResourcePlanning" module which is scheduled for completion in early1982. The module in development will satisfy most USBI re-source planning needs. The "Tech Tran" study recommendationsshould be reviewed relative to master schedule validationneeds.

(2)The development effort noted for operations budgeting (ExhibitVII-1 is a rough approximation. These approximations shouldbe refined based on the "Tech Tran" study and P.M.S. detailrequirements. This operations budgeting module will fill POP'sand PMS requirements in a fully integrated system.

Kearney. Maru^emem Consultants

Vll -

(c) Develop materials requirementsplanning effectivity managementlogic. Th'is requires a scan of allupgradable effectivities of partsand the allocation of specificparts based on a LIFO or FIFOtechnique. For part effectivitiesrequiring upgrade in effectivity, arework shop order would be scheduledto be completed when the upgradedeffectivity is required.

(d) Develop materials requirementsplanning part flight worthinessstatus management logic. This willallow parts of a non-flight ready,but repairable, status to be al-located to a shop order requirement.For parts requiring repair, a reworkshop order would be scheduled to becompleted when the upgraded effec-tivity is required.

(e) Develop refurbishment requirementsanalysis logic. This will include:

(1) Comparisons of "as built" con-figurations of planned receiptsof spent major assemblies tothe "as designed" configurationsof the planned refurbishmentshop order. This can be accom-plished as soon as the majorassembly "as designed" configura-tion is firm.

(2) Report delta lists identifyingdesign structure changes, partchanges, effectivity changes andpart life disassembly requirements(based on projected spent status).

(3) Print part disposition tags fordisassembly and refurbishmentactivities. These tags will in-dicate parts and part installationkits needing replacement and whatdisposition they should have(e.g., return to stock asretest status, return to vendorfor rework, rework, etc.)

Kearney. Management Consulianis

VII - 6

(4) Update Lli«j specific refurbish-ment attrition shop order withimproved refurbishment require-ments information.

(f) Modify rescheduling logic to producereschedule notices for firm plannedorders needing rescheduling. Thesystem will not automatically re-schedule firm orders.

(g) Modify .purchase requirements reportsto (optionally) report by part com-modity class, class grouping, or bysubsystem.

3. Capacity Requirements Planning. The primary objec-

tives of this module are to schedule production to meet launch

requirements and to distribute production resource needs among

the resources available. To accomplish this in the SRB environ-

ment the following system modifications are required:

(a) Modify capacity requirements planningmodule logic and routing structuresto:

(1) Perform capacity loading forboth work centers and laborcertifications.

(2) Identify routing operationrequirements of supplies. Thesesupplies are linked to the in-ventory system. Suppliespicking lists will be pro-duced as needed for operationsabout to start.

(3) Identify routing operation re-quirements of tools and testequipment. These requirementsare linked to the inventory sys-tem. Time required for usewill facilitate tools scheduling.Tool status and a requirementmay initiate a tool maintenanceshop order.

Kearney: Management Consulwnis

VII - 7

(4) Identify routing operation re-quirements of GSE and subcontrac-tors. These requirements willidentify a request schedule timefor shared resources. Whenscheduled, the shop order opera-tion schedule will be frozenbased on the shared resourceschedule.

(b) Develop capacity requirements planningmodule logic and routing structure tosupport a modularized refurbishmentrouting which facilitates capacityloading and resource requirementsscheduling. This modularized routingwill be linked to a specific refur-bishment shop order's BOM, whichwill contain attrition rates (quan-tities per) for assembly components.The modularized routing will multi-ply the routing operation'sresource requirements by the asso-ciated attrition rate to get thecapacity load factors. This logicwill allow refinement of capacityloading as the refurbishment orderbecomes firmed up. For example,planned refurbishment shop orderswill project capacity based on pro-babilities of replacing a component.However, because of effectivity andpart life cycle knowledge, some partsof the shop order become certain.As a result of testing the spentmajor assembly, the total shop orderbecomes certain.

(c) Modify capacity requirementsplanning module logic and routingstructures to accommodate routingoperations network structures.

This will facilitate parallel opera-tions of different engineeringgroups, or of different reworkactivities. This will also facili-tate blocking of work centers nearhazardous operations.

Kearney. Marwvjement Consultant

VII - 8

(d) Modify capacity reporting to indicateboth practical and theoretical ca-pacity limits. This will facilitatecapacity leveling decisions wheretheoretical capacities could beachieved by some special effortsuch as overtime.

(e) Modify work center queuing logicto allow fixing the schedulepriority. This is required to:

(1) Schedule preventive maintenanceto be mandatory (do next),to be done on a specific day,or to be done during workcenter idle time.

(2) Schedule shared resources suchas GSE or subcontractors.Timetables for these resourceswould freeze an operations date.Critical ratio logic would setprevious operation prioritiesbased on that shared resourcedate.

(f) Develop departmental resource sum-mary capability. This will reportlabor certification and work centercapacity load information groupedby the department responsible foreach.

(g) Modify routing change logic toaccomplish the following:

(1) Cross reference engineering ordernumbers.

(2) Allow date effectivity of engi-neering changes to the routing.

(3) Allow date effectivity changes toresource planned capacities.

(h) Develop logic to compare "asplanned" routing detail for anassembly effectivity to the "asbuilt" routing detail information.This detail will be saved as data

Kearney: Management Consultants

VII --

pack detailed information. The"delta" reports will . identify:

(1) WADs not bought off.

(2) Uses of alternate work centers.

(3) Excess time at a work center.

(4) Alternate labor skills used.

(5) .Labor standards variances,

(6) Operations not worked.

(7) Operations added.

(8) Engineering orders incorporated.

(9) Problem reports.

(10) Additional installations

(i) Modify capacity requirements plan-ning module logic and routingstructures to select from alterna-tive routings depending on the shoporder type. For example/ alternativetypes of routing for one part wouldinclude:

(1) New build routings.

(2) Refurbishment routings.

(3) Effectivity routings to upgradethe previous effectivity.

(4) Rework routings to return a partto flight worthy status.

(j) Modify routing structure and datato accommodate dispatching andoperations control of:

(1) Hazardous operation identification.(2) WAD cross reference numbers.(3) Drawing cross reference numbers.

Kearney: Management Consultants

VII - 10

4. Shop Floor Management. The primary objectives of

this module are to schedule work to the shop floor (dispatching)

and to handle scheduling exceptions resulting from shop floor prob-

lems. To accomplish this in the SRB environment, the following

system modifications are required:

(a) Modify the dispatching submodule toallow a specific shop order whichfalls within the dispatch planninghorizon. This will require creationof job progress (routing operations)records prior to shop order re-lease to the shop floor.

(b) Customize the shop order job pac-ket to meet SRB production controlneeds by type of shop order. Theseorder types will include:

(1) Refurbishment shop orders.

(2) Rework (back shop) shop orders.

(3) Effectivity upgrade shop orders.

(4) Final assembly shop orders.

(5) Recovery shop orders.

(6) Clean and disassemble shop orders.

The types of data included in theshop order job packet are:

(1) Shop order routing information(e.g., Shop order description,due date, operation sequence,operation process descriptions,operation work center, operationlabor certifications, operationsspecial resources).

(2) Work center logs.

(3) Labor certification logs.

(4) Supplies picking lists.

Kearney: Marwsement Consultants

VII - 11

(5) Materials picking lists.

(6) Special resource logs.

(7) Move tags to track shop order status.

(c) Develop specialized integrationreports and system interfaces tohand off integration informationand accept schedule commitments orchanges. Integration requirementswill include:

(1) Hazardous operations management.

(2) Shared GSE scheduling.

(3) Subcontractor scheduling.

(d) Customize dispatch expediting ca-pabilities to meet SRB productioncontrol needs. This will facilitatecommunications of schedule priorityneeds for the following:

(1) Labor skill certification needsnot yet assigned a clock number.

(2) Tools not available when needed.

(3) Shared GSE needs without aschedule commitment from the in-tegration authority.

(4) Subcontractor needs withoutschedule commitment from theintegration authority.

(5) Hazardous operation needs with-out schedule approval from theintegration authority.

(6) Material shortages.

(e) Develop capability to purge the SRBproduction control system for re-covery losses. This will requirethe following actions:

(1) Cancellation of associated re-covery, clean, disassembly andrefurbishment shop orders.

Kearney: Management Consultants

VII - 12

(2) Trigger replanning of masterscheduling, materials require-ments planning and capacityrequirements planning.

(3) Purge inventory and part lifecycle data for the total "asbuilt" configuration.

(4) Purged data would be reportedto quality assurance for finalanalysis, and to the programoffice for cost analysis.

5. Operations Control. The primary objectives of

this module are to communicate current priorities to shop floor

supervisors and to react to problems as quickly as possible. To

accomplish this in the SRB environment, the following system mo-

difications are required:

(a) Customize shop floor operationsexception reporting to meet SRBproduction control needs and qua-lity control supervision needs.These exceptions will signal dis-patching and quality assurance assoon as the exception occurs. Theseexceptions include:

(1) Operations completed with WADsnot bought off.

(2) Use of alternate work centers.

(3) Operations completed out of se-quence.

(4) Operations added (e.g., PRs).

(5) Operations deleted.

(6) Wrong labor skill certificationlogged on an operation.

(7) Excess or insufficient labor timelogged against an operation.

Kearney: Maruvjement Consultants

VII - 13

(8) Special notes explaining actiontaken or decisions made duringshop floor operations (e.g.,supervisor notes, inspectionnotes, test results reports,PRs, DRs).

(b) Develop capabilities to update refur-bishment shop order BOMs and routingsbased on test results. These resultswill likely be in the form of a ma-trix identifying LRU disassemblyrequirements and disposition. Entryof this data will trigger:

(1) LRU installation kit pickinglists.

(2) Spent LRU disposition tags.

(3) Routing operations (firmed up)for disassembly and reinstalla-tion.

(c) Customize data entry transactionsto meet SRB production controlneeds. Some types of data entrytransactions will include:

(1) Operation work center start/stoptimes.

(2) Operation labor certificationclock on/off.

(3) Operation tools logged on/off.

(4) Operations supplies released.

(5) Operations sequence changes.

(6) Operations added or deleted.

(7) Issuance of non-picking listmaterial to refurbishment orreinstallation operations.

(8) Installation exceptions topicking list find number drawinglocation for a serial numberedpart.

Kearney: Management Consultants

VII - 1-

(9) Log work centers to nonavaila-ble status (e.g., out of opera-tion) .

(10) Record PR/DR information asnarrative linked to a routingoperation and allow a hold onwork for the operation.

(11) Record production, test or qua-lity assurance supervisor notesto be linked to a routing opera-tion. These notes will facilitatedata pack buy-off without requiringall the paperwork currently used.

6. Performance Analysis. The sole objective of this

module is to provide performance information to all levels of

management. To accomplish this in the SRB environment, the fol-

lowing system modifications are required:

(a) Structure resource master recordsto be compatible with operationsbudgeting and PMS requirements.For example, employee clock numbermaster records would be groupedunder a department. Further, laborskill certifications would be groupedunder a skill group. This will faci-litate labor reporting by departmentor by skills required. Similargroupings would be used for:

(1) Inventory.

(2) Tools.

(3) Supplies.

(4) GSE.

(5) Subcontractors.

(b) Develop variance analysis reportingcapabilities to conform to PMSand operations budgeting needs.This will track actual performanceto plan. Reporting will include:

(1) Schedule compliance.

Kearney: Marwvjement Consultants

VII - 15

(2) Productivity and utilizationperformance versus planningassumptions.

(3) Cost variance analysis (price/volume variances).

(c) Develop specialized performancereports. These will include:

(1) "As built" configuration build-up performance.

(2) Work center utilization.

(3) Labor skill certification pro-ductivity .

(4) Labor department utilization(time on standard measured work).

(5) "As built" configuration costvariance analysis. Actual costversus standard at the time ofbuild up. Actual cost versuscurrent standards.

(6) Low productivity workers.

(7) Integration schedule compliance.

(8) Work stoppage due to:

• (a) Materials shortage.

(b) Scarce labor.

(c) Work center down.

(d) Integration schedule non-compliance, etc.

(b) System SupportModules

There are six major system support modules. Although most

modifications to these modules have been identified in the main-

stream system module modifications, any additional changes are

described here.

Kearney: Maruvjfineni Consultants

VII - 16

1. Bill of Material Maintenance. The primary objec-

tives of this module are to provide a communications link between

design and manufacturing engineering, to provide the basis for

materials planning, and to provide a critical path network for

scheduling and resource planning.

To accomplish this in the SRB environment the following

system modifications are required, in addition to the modifications

described in the mainstream system.

(a) Modify bill of materials mainte-nance to accommodate a single billwith both engineering and manufac-turing structure. This willprovide for three types of engineeringchanges, one for engineering billchanges only, one for manufacturingbill changes only, and one for both.System functions requiring the manu-facturing bill only will select onlybill records coded as manufacturingor both manufacturing and engineering.

(b) Tailor maintenance routines.

(c) Customize reports.

2. Inventory Control. The primary objectives of this

module are to maintain accurate inventory status information, and

to facilitate ease of data handling.

To accomplish this in the SRB environment the following

system modifications are required, in addition to modifications

described in the mainstream system:

(a) Modify inventory control modulelogic to perform the following:

(1) Capture all inventory errorsfor inventory performancereporting.

Kearney: Mcirwjemtmt Consultants

VII -17

(2) Change offset lead times tooperation schedule dates. Thiswill facilitate release schedulingof multiple picking lists for thesame routing. This will alsofacilitate dispatching or workcontrol station initiated re-lease of a picking list.

(3) Separate picking lists by theinventory segregation areasourcing the parts.

(4) Facilitate cycle counting byinventory segregation areazone counting. This isneeded to find mislocatedserialized parts.

(5) Link parts to closed purchaseorders. This will facilitatelot control traceability.

(b) Tailor maintenance routines.

(c) Customize reports.

3. Purchasing. The primary objectives of purchasing

are to acquire materials per requirements and to communicate

planned due dates for materials.

To accomplish this in the SRB environment the following

system modifications are required, in addition to modifications

described in the mainstream system:

(a) Modify purchase requirements reportsto be grouped by inventory classi-fication (buyer) and subsystem.

(b) Tailor maintenance routines.

(c) Customize reports.

4. Preventive Maintenance. The primary objectives of

this module are to identify and communicate preventive maintenance

requirements, and to schedule maintenance in the least disruptive

manner.Kearney.- Mcuv^emem Consultants

VII - 18

To accomplish this in the SRB environment the following

systems modifications are required, in addition to modifications

described in the mainstream system:

(a) Modify maintenance routines to main-tain P.M. numbers in the itemmaster. P.M. shop orders will haveroutings similar to other shop or-ders. This will facilitate P.M.scheduling and resource loading.

(b) Tailor system maintenance routines.

(c) Customize reports.

5. Routing and WAD Maintenance. The primary objectives

of this module are to communicate production process information,

to plan resource requirements needed to meet a production schedule,

and to serve as a benchmark for production operations exception

analysis.

To accomplish this in the SRB environment the following

system modifications are required, in addition to modifications

described in the mainstream system:

(a) Modify maintenance routines to moreeasily accommodate routing modifi-cations and update engineering orderand WAD cross reference numbers.

(b) Tailor maintenance routines.

(c) Customize reports.

6. Configuration Management. The primary objectives

of this module are to provide a benchmark for the actual "as

built" comparison to "as designed" engineering, and to provide

the basis for refurbishment upgrade requirements.

To accomplish this in the SRB environment the following

Kearney: MArv^ement Consultants

VII - 19

system modifications are required, in addition to modifications

described in the mainstream system:

(a) Develop specialized configurationmanagement reports. These will in-clude :

(1) Delta reports comparing "as built"to "as designed" when the shop orderwas released.

(2) Delta reports comparing "as built"to the current "as designed" engi-neering data.

(3) Data pack delta reports comparingplanned routings data (includingstandards) to "as built" shop or-der information (including actualtimes).

(4) Delta reports with change authori-zation reports approving the delta.These change authorizations wouldinclude TPSs, PRs, DRs, effec-tivity substitution approvals, andreinstallation inspection notes.

(b) Provide data requirements to meetweight and balance management needs.

(c) Reactivate and renumber "as built"configurations which will be re-built.

(d) Microfiche "as built" and "as de-. signed" data pack information forbackup and history retention.

UNIQUE FEATURES

There are fourteen unique features of the SRB business sys-

tem environment. These are:

1. Effectivity control.

2. Part life cycle management.

3. Part attrition planning.

Kearney: Management Consultants

VII - 20

4. Shared GSE integration.

5. Subcontractor integration.

6. Hazardous operations control.

7. Quality control and inspection.

8. Sign-off control.

9. Engineering documentation control.

10. SRB effectivity hybrid weight and balance control.

11. Spares risk management.

.12. Operations budgeting.

13. Performance monitoring systems.

14. Launch mission compliance risk analysis.

Of these fourteen, five unique features require modifica-

tions to the software package.

(a) Unique Features

The five major unique features are described separately below.

1. Effectivity Control. The sole objective of effec-

tivity control is to manage the implementation of evolutionary

design changes where effectivities may be upgraded or substitutable,

To accomplish this in the SRB environment the following

system modifications are required in addition to modifications

described in the mainstream system:

(a) Develop customized reports.

(b) Tailor maintenance routines.

It should be noted that the R and S system physical change

part number suffix is designed to accomplish effectivity control

logic.

Kearney: Manasemeni Consuliants

VII - 21

2. Part Life Cycle Management. The sole objective of

this module is to control the usage and reuse of parts which have

a life expectancy limitation.

To accomplish this in the SRB environment the following

system modifications are required, in addition to modifications

described in the mainstream system:

(a) Develop a part life cycle managementsubsystem to control part historyand update life constraints recordsin the part serial number record.

(b) Develop maintenance routines.

(c) Customize reports.

3. Part Attrition Planning. The primary objectives of

this module are to facilitate refurbishment materials planning,

and to facilitate spare part and safety stock determination.

To accomplish this in the SRB environment the following

system modifications are required, in addition to modifications

described in the mainstream system.

(a) Develop an attrition bill of materialmaintenance submodule to record at-trition rates in the "quantity perassembly" field in the refurbish-ment bills of material.

(b) Develop a refurbishment analysisreport to compare actual attritionand replaced component disposition,to the attrition bill. Also, main-tain actual attrition data in thepart master record.

4. Engineering Document Control. The sole objective

of this module is to monitor the development of engineering paper-

work through stages of resolution design, authorization, and

implementation.

Kearney. Marvvjcmem Consullanis

VII - 22

To accomplish this in the SRB environment the following

system modifications are required:

(a) Develop a milestone tracking capa-bility for standard engineeringdocument authorization proceduresand implementation steps. Thiswill be accomplished through anadministrative routing for eachdocument type, and the documentnumber will be contained in theitem master and serial numberrecords. This will facilitatepriority scheduling and workloading of engineering and au-thorization functions. This willinclude such engineering documentsas :

(1) Engineering changes (orders).

(2) PRs.

(3) DRs.

(4) TPSs.

(5) Disposition action requirements.

(6) Others.

(b) Modify materials requirements plan-ning and capacity requirementsplanning to produce special expe-dite reports for incompleteengineering paperwork required byshop orders scheduled to be re-leased.

(c) Develop maintenance routines.

(d) Customize reports.

5. Performance Monitoring System (PMS). The sole ob-

jective of this module is to provide contract progress visibility

on costs and progress against plan. \

To accomplish this in the SRB environment the following

Kearney: Man^ement Consultants

IV

VII - 23

system modifications are required, in addition to modifications

described in the mainstream system.

(a) Modify and customize performancereports to meet PMS reportingneeds.

ROM COST SUMMARY

The rough order of magnitude (ROM) costs for the software

package and modifications is approximately $1.5 to $2.5 million,

dollars. (See Exhibit VII-2, "Summary of Automated Production

Control System Software Package Modifications").

These cost estimates have been developed by summing the time

required for each modification. Significant synergies will develop

from grouping modifications to each module. These synergies are '

believed to provide a suficient contingency for any new modifica-

tions which may be desired later.

The timing estimated for each modification is conservative,

and will provide time for:

1. Review of overall conceptual specifications.

2. Review of relevant policy and procedures.

3. Development of system specifications.

4. Development of program specifications.

5. Programming.

6. Testing and debugging.

7. System installation (not user installation).

Kearney. Marwjcmenl ConsulMnis

VII - 24

A more accurate and detailed cost estimate will require a

detailed system specification to identify the level and complexity

of modifications. For this reason, it might be reasonable to

let a staged contract, which will break out each stage of modifi-

cation for each module. For example:

1. Stage 1: Review Overall Conceptual Specifications

(:\t an overall system level).

2. Module Stage 2: Review Policies and Procedures

(by module).

3. Module Stage 3: Develop Systems Specifications

(by module} .

4. Module Stage 4: Program, Test and Debug (by module)

5. Module Stage 5: Install (by module).

6. Stage 6: Perform System Integration Tests and

Fine Tuning (at an overall system level).

Kearney: Management Consultants

AUTOMATED PRCCGGTiON CCKTBOL #SJBA

Y*I*J« om SSE Awwwwus• WOTER » WBFWIWl? WH)fl>

PAGE *QUALITY

EXHIBIT yi.r- :;Page i or 2

SUMMARY OF AUTOMATED PRODUCTION CONTROLSYSTEM SOFTWARE PACKAGE MODIFICATIONS

The software modifications identified in this section are

an initial evaluation of the modifications in the Rath and Strong

PIOS system which will be required to meet the SRB production

control business system requirements. The modifications will re-

quire approximately eighteen man-years of systems development

effort, if synergies from combining modifications are not considered.

A synopsis of this modification and development effort is shown

in the table below.

Software Modifications

TotalMan-Weeks

24

21

164

212

208

110

204

Total 943 Man-Week:

18 Man-Years

The system software modification costs will approximate

$90,000 to $100,000 per man-year. In addition, the software

package purchase costs will be between $250,000 and $300,000.

Type ,

Major Data Base Changes

Minor Data Base Changes

Program Changes

New Programs

New Reports

New Inquiry Screens

New Maintenance Screens

Number

6

21

164

106

104

55

102

Man-Weeks/Modification

4

.1

1

2

2

2

2

Kearney: Management Consultants

EXHIBIT VII-2Paye 2 of 2

Therefore, the total software system development price will be

between $1,870,000 and $2,100,000.

This ROM cost estimate therefore has a high confidence factor

for the range of $1.5 to $2.5 million.

Kearney. Management Consultants

VIII - HARDWARE REQUIREMENTS

INTRODUCTION

The business design specifications (Section IV) and computer

system design (Section V) are analysed in this section in terms

of the hardware requirements required to support the system.

These are discussed under the following headings:

Network Architecture. A discussion of generic hard-

ware requirements to support the system.

Input/Output Media and Locations. The identification

of each field peripheral and its location, function, and estimated

volume.

Hardware Requirements/Volume Estimates. An identi-

fication of the hardware size requirements based on processing

volume estimates.

Hardware Selection. A specific IBM configuration

which will satisfy the hardware requirements.

NETWORK ARCHITECTURE

Figures VIII-1 and VIII-2 depict the conceptual hardware and

communications design. Some of the major features of the design

are discussed below:

1. Mainframe Computers. Dual mainframe computers are

depicted, for back-up capabilities (although it is anticipated

that'both would be operational to improve processing capability).

The mainframes are linked channel to channel for high speed

communications.

Kearney MAivvjemeiii Consultants

V1TI - 2

2. Disk Storage. Dual disk controllers are depicted,

each with a channel link to each mainframe. This configuration

minimizes the possibility of disk inaccessibility due to hardware

failure and spreads the disks out for multiple accesses. Three

disk units are attached to each controller.

•*' Tape Storage. Dual tape control units are depicted,

each linked to both mainframes for back-up and reliability purposes

Six tape drives are shown for file back-up, transaction longing,

and optional input and output.

4. Card Punch and Card Reader. These units are

included as an optional input/output medium.

5. Communication Controllers. Dual communication con-

trollers are depicted to provide back-up capability. In actual

operations, both controllers would be used to spread the communi-

cation requirements over the two mainframe computers. A switch

unit between the two controllers provides the capability to

switch any one of six lines to either controller.

6* Line Printers. Two high speed (i.e., greater than

1,000 lines per minute) printers are depicted in the central site

to handle large print jobs and system outputs.

7. Console CRTs. One for each mainframe to accommo-

date operator control and intervention.

8. Communication Units. Five large communication units

(A-E) are depicted (at the bottom of Figure VIII-1 and at the top

of Figure V1II-2) to provide the concentration and switching

Kearney: Management Consultants

VIII - 3

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functions to the terminals and printers located in the field.

Communication unit F is actually six smaller communication units

handling two to three devices each. Each of the eleven communica-

tion units is responsible for managing field peripherals in a

geographic area (e.g., Huntsville, VAB, Hangar AF).

9. Word Processor. A word processor is shown to accommodate

the work authorization document text processing.

10. CRT. Six CRTs are depicted in a local mode to the main-

frames to accommodate ongoing systems enhancement and maintenance.

11. Field Peripherals. 82 CRTs and 32 printers are depicted

in Figure VIII-2 to support the field input/output functions.

The following section describes the location, function, and vol-

ume for each peripheral.

INPUT/OUTPUT MEDIAAND LOCATIONS

The input/output media and locations are presented in Tables

VIII-1 and VIII-2. The first table shows the location, function,

designator, frequency and record volume for each CRT. The second

table provides the location, function, designator, frequency and

page volume for each printer.

Kearney. Management Consultants

V I I I - 6

Table VIII -1

"•ccs t ion

'•1/rlSV Rssource•Ian r; ing

'7/H.5Y Design Engineering

•:I/HSV Quality Assurance

.I/KSV Purchasing

SI/HSV Purchasing

o.t/HSV Provisional

M./HSV Other

ntr?. 1 Computer Site

SI/KSC ProcessSng inhering

3 1 / K S C I n v e n t o r yControl

BI/KSC InventoryC o n t :: o 1

3I/KSC ProcessEng ineer ing

BI/KSC ProcessEns inhering

3 I / K S C F r e v e n t i v eMaintenance

BI/KSC OPNS Control

BI/KSC ProcessSng ineer ing

31/KSC ProcessEno ineer ing

.31/KSC ProcessEngineering

iBI/KSC Dispatching

13I/KSC OperationsBudget ing

13I/KSC PerformanceReport ing

CRTS

Function

Major Scheduling

Maintain Manufacturing BOM

Maintain Manufacturing BOM

Inventory Inquiry andMaintenance

Purchasing Transactions

Inventory Inquiry andMaintenance

Miscellaneous

Systems Development andMaintenance

Maintain Manufacturing BOM

Inventory Transactions

Inventory Inquiry andMaintenance

Exception Process Documents

Process Constraints

P.M. Work Order

Shop Floor Operations

Routings Maintenance

Work Center Capacities

Resource/SkillCapacities Inquiry

Shop Order Rescheduling

Operatings Budgeting

Performance Reporting

Des ignator

Al

A2

A3

A4-A5

A4-A5

A6

A7-A15

B1-B6

Kl

K2-K12

K13-K15

K16

K16

K17

K18-K59

K60

K60

K60

K61-K65

K66

K67

Frequency

As Required

As Required

As Required

Daily

Daily

Daily

Daily

As Required

As Required

Daily

Daily

Daily

Daily

Daily

Daily

Daily

Daily

Daily

Daily

As Required

As Required

Vol ume

As Required

As Required

As Required

200

25

20.

As Required

As Required

As Required

12,800

300

25

25

5

8,000

As Required

As Required

As Required

As Ret ui red

As Required

As Required

Kearney: MAn^emeni Consultants ORIGINAL PAGE ISOF POOR QUALITY"

V I I I - 7

Table V I I I - 2(Page 1 of 2>

Printers

Location

USBI/HSV ResourcePlanning

USBI/HSV ResourcePlanning

USBI/HSV ResourcePlanning

USBI/HSV DesignEngineering

USBI/HSV ResourcePlanning

USBI/HSV As Required

USBI/HSV Logistics

USBI/HSV Purchasing

USBI/HSV Purchasing

USBI/HSV Purchasing

USBI/HSV ResourcePlanning

USBI/KSC ProductionControl

USBI/KSC ProductionControl

USBI/KSC ProductionControl

USBI/KSC ProcessEngineering

USBI/KSC ProductionControl

USBI/KSC ProductionControl

USBI/KSC ProductionControl

Function

Major Assembly GrossRequirements

Major AssemblyManufacturing Orders

Master Schedule

Master Schedule

Gross CapacityExceptions

Gross CapacityExceptions

Inventory Reports

Net Requirements

Expedite Reports

Manufacturing Orders

Performance AnalysisReports

Major Assembly GrossRequirements

Major AssemblyManufacturing Orders

Master Schedule

Master Schedule

Net Requirements

Expedite Reports

Manufacturing Orders

Designator

PI

PI

PI

PI

PI

PI

PI

PI

PI

PI

PI

P2

P2

P2

P2

P2

P2

P?

Frequency

As Required

As Required

As Required

As Required

As Required

As Required

Daily

Daily

Daily

Daily

Weekly/Monthly

As Required

As Required

As Required

As Required

Daily

Dai ly

lla i 1 y

EstimatedPage

Volume

240

240

240

IncludedAbove

200

Included

->

40

10

40

To BeDetermined

240

240

240

240

40

10

40

Kearney: Marv^emeni Consultant

Table V I I I - 2(Page 2 of 2)

V I I I - 8

-,ocs t ion Funct ion

"JSEI /HSV P r o d u c t i o nCon t ro l

L'£3 J/K5C ProductionControl

US?. I/KSC Inventory-

US r:I/KSC InventoryControJ

USB'./KSC InventoryCor, ti-oi

i;SE i/KSC InventoryCor.ti-ol

USSI/H3V Inventory

"OSBI/KSC InventoryControl

USi'.I/KSC Dispatching

US3I/KSC OperationsControl

USBI/K5C Dispatching

j£3J/K?C OperationsControl

US3I/KSV Operations

USBI/HSV OFN5'Control

Central ComputerSite

Capacity RequirementsPlanning Reports

Operations ControlReports

Inventory Reports

Net Requirements

Expedite Reports

Manufacturing Orders

Material Requirement

Performance AnalysisReports

Performance AnalysisReports

Back-Up Printer

Dispatch Packageand ResourceRequisitions

As Required

Designator

P2

P7-P32

P33-P34

Frequency

Weeklv

Day

EstimatedPage

Volume

800

P2

P3-P4

P3-P4

P3-P4

P3-P4

P3-P4

P3-P4

P5

P5

P5

P5

P6

Daily

Daily

Daily

Daily

Daily

Da ily

Daily

Daily

Daily

As Required

40

•)

40

10

40

1,000

40

40

40

As Requ

1,500

As Required As Required

Kearney: Marvigemeni Consultants

VIII - 9

HARDWARE REQUIREMENTS/VOLUME ESTIMATES .

Tables VIII-1 and VIII-2 depicted estimated volumes for the

field peripherals. This subsection presents estimated volumes on

the centralized computer hardware network. It should be recog-

nized that the development of specific system volumes as part of

a functional requirements definition lends itself to gross esti-

mates only. These estimates should be refined during the detailed

technical design phase. The hardware and network requirements

could then be more specifically identified and justified during

that phase.

(a) MainframeComputers

It is recognized from industry experience that the mainframe

processors will have to be large-scale computers in the IBM 370

equivalent class or larger. Cost performance improvements by

the data processing industry have improved CPU speeds and main

memory sizes, while reducing costs. The final mainframe selec-

tion should concentrate on hardware that will support the applica-

tion software, processing requirements, and field peripherals in

the most cost-effective manner while permitting upgrades to larger,

more cost-effective new mainframe products in the future.

As a rough estimate, the CPU should be capable of processing

at least one million instructions per second.

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(b) Main MemoryRequirements

While it is not possible to specifically state main memory

requirements during the functional requirements phase, industry

experience leads us to believe that four megabytes of main memory

will not be adequate due to the consumption by operating, tele-

processing, and data base management systems, as well as the

high number of field peripherals being driven by the central

computer. Eight megabytes would appear to be an appropriate

estimate, which could be refined during the technical design

phase.

(c) Disk Storage

Nearly 700,000,000 bytes of disk storage requirement were

specifically identified in Section V. Allowance for undefined

file volumes would increase this requirement to one billion bytes.

In addition, rough estimates of disk storage should be added for

the contingency requirements noted below:

Table VIII-3

Disc Storage Contingency Requirements

Contingency Bytes

Undefined Data Elements 750,000,000System Software 250,000,000Additional Files

(e.g., ACMS, ADRS) 750,000,000Back-Up/Sort 750,000,000

Total 2,500,000,000

Therefore, total .disk capacity requirements are approximately

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VIII - 11

3.5 billion bytes. A more refined estimate should be generated in

the detailed technical design phase, including capacity, access

time, and multiple access requirements.

(d) Tape Storage

Tape storage requirements are defined by the frequency and

volume of back-up processing to store files off-site, the need to

maintain large amounts of historical data and logging transactions,

and their use as optional input/output devices to interface with

other systems. These detailed requirements should be identified

in the detailed technical design phase. Our estimate at this

time is that approximately six tape drives will be required.

(e) CommunicationControllers

Four high-volume, geographically segregated processing areas

were identified during this study:

1. USBI, Huntsville.

2. KSC Inventory Segregation Area.

3. VAB Operation Control.

4. VAB Process Engineering, Dispatching, etc.

A communications controller was assigned to each area and its

peripherals. Due to the large peripheral requirements of VAB

Operations Control/ two controllers were assigned to this area.

In addition, six distributed locations were identified (e.g.,

launch pads, Hanger AF, parachute area, etc.) and six smaller

communication controllers/terminals were configured for those

areas.

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(f) CommunicationSpeeds •_

A network requirement of 9600 Baud between the controllers

and communication units was configured based on estimated require-

ments. This estimate should be refined during the detailed techni-

cal design phase. Based on the proposed configuration, the net-

work is estimated to handle 1.43 input transactions of a 77-byte

record length and .56 output transactions of a 476-byte record

length for each communication controller, at 50% line utilization,

per second.

HARDWARESELECTION

Based on the selected software and the generic computer

architecture described in this section, a specific manufacturer's

hardware line was selected to provide the required computing

capacity. The recommended vendor is IBM, based primarily on the

IBM orientation of the Rath and Strong software.

The following sections describe the specific hardware

configuration and peripheral equipment locations, functions, and

volumes. • ' . - . ' • •

HARDVJAREREQUIREMENTS

1. Main processing computer.

(a) Type: IBM 4341 Model Group 2(two each).

(b) Memory: 8 MB each.

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(c) Processing speed: 1.2 millioninstructions/second.

(d) Communications protocol: SDLC.

(e) Executive system requirement:MVS.

(f) Data base management systemrequirement: IDMS.

(g) Teleprocessing monitor: CICS.

2. Disk storage.

(a) Type: IBM 3375 DASD (six each).

(b) Storage capacity: 750 MB each.

(c) Average seek time: 9.6 MSEC.

3. Communications controllers.

3.1 (a) Type: IBM 3705-11 (two each).

(b) Communication speed:channel (50KB).

(c) Line interface: NetworkControl Program (NCP).

3.2 (a) Type: IBM 3274 (five each).

(b) Communication speed: 9600 Baud.

(c) Line control: SDLC.

3.3 (a) Type: IBM 3276 (six each).

(b) Communication speed: 9600 Baud.

(c) Line control: SDLC.

(d) Multidrop requirements:yes.

(e) Total of eight IBM 3276terminals and six IBM 3287printers.

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4. Data set requirements .

(a) Type: IBM 3865 Modem (17 each).

(b) Speed: 9600 Baud.

5. Terminal requirements.

5.1 (a) Type: IBM 3278 displayconsole (82 each)with security keylock.

(b) Display: 24 lines x 80characters each.

5.2 (a) Type: IBM 3276 displayconsole (six each) withsecurity keylock.

(b) Display: 24 lines x 80characters each.

6. Printer Requirements

6.1 (a) Type: IBM 3203 Line-Printer(two each).

(b) Speed: 1,200 LPM.

6.2 (a) Type: IBM 3289 Model 2Line-Printer.(six each).

(b) 400 lines per minute.

6.3 (a) Type: IBM 3287 Model IIprinter (26 each).

(b) Speed: 120 characters/second.

7. Card I/O Requirements

(a) Type: IBM 1442 card readpunch (one each).

(b) 400 cards/minute.

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8. Tape Reg u i re me n fcs -..

8.1 (a) Type: IBM 34.20 'tape unit(s ix each.) .. .• .• •. .

(b) Speed:,! ' r . / : 2 ; 5 0 K B > . . . .

( c) Density:' i.r6:00/6.,:25.0 .BPI(two each); 6,250 BPI(four each).

8.2 (a) Type: IBM 3803 tapecontroller (two each).

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