Monday, December 02, 2002
GOALS
LITERARY
MATHEMATICAL
CIG
LANGUAGE - BRAIN - PERCEPTION - SPEECH
FERMI AGE THEORY
MATHEMATICAL
MODEL -SIMULATION
RESEARCH - CAI
PAPERS
CIG
ALGORITHM
ARCHITECTURE
HAC
IDI
TRILLIUM
CONCLUSIONS
LIT, MATH, CIG, 60 PUBS
GOALS
My goal in life is modeling the world. I am a modeler who represents the world verbally, mathematically and visually.
Early on, I read and studied literary works; and, eventually, I described the world verbally. I have published over twenty articles and books. As an example of my literary work is the following translation of Fermi Age Theory from mathematical to verbal representation:
when we are born,
we know not where,
or when we will die.
How we will wander around,
while we are slowing down
in a finite medium
Our scattering seems isotropic;
and our average lethargy,
independent of energy.
Valid is the Diffusion Theory.
In every collision, we gain
exactly an average lethargy.
As we grow older,
we have traveled more-
the slowing down is zero at a void;
and, continuous at an interface.
Later, I took my formal education in technical field: Electrical, Biomedical and Nuclear engineering. In these years, I learned to approximate the world in mathematical equations using motion cues. The best approach was systems analysis or input/ output from control theory. I published over thirty technical articles on control systems, pharmacokinetics, biosystem modeling and computer simulation. The motion cues were formulated in differential equations; and simulated on mainframe maxi computers. Two of my articles are titled State Variable Techniques in Pharmacokinetics Using Computer Graphics and Computer Simulation of Biomedical Systems as a Teaching Aid.
Over the last decade, I turned to describing the world visually. To implement that, I pooled my analytical and mathematical know-hows to represent the visual cues of the world. The next step was to get involved in the design of super computers for online simulation of the visual world.
My work has been summarized in about 15 articles.
Since the mainframe computers were slow in processing the arrays representation of images, I got involved in the design of 3 generations of Computer Image Generation Systems (CIG). I describe very briefly 2 of these systems - one was a contract with Hughes Aircraft Corp (HAC) and the other was Trillium model 110.
In summary, over the last 20 years, I have modeled the world in verbal, mathematical and visual ways in over 60 articles and books. My verbal analysis of the world is externalized in over 15 articles and books. My mathematical representation of the world took 10 years of research and experiments and published in 20 articles. Finally, my visual description of the world is reflected in over 15 documents and participation in the design and building of 2 generations of CIG systems. I have a broad technical experience in research, teaching and industrial environments. I have a lot of notes that I plan to publish in the forms of articles and a book on computer graphics. I will contribute my understanding of man and machine to my students and cooperate with my colleagues.
LITERARY
MATHEMATICAL
CIG
LANGUAGE - BRAIN - PERCEPTION - SPEECH
FERMI AGE THEORY
MATHEMATICAL
MODEL -SIMULATION
RESEARCH - CAI
PAPERS
CIG
ALGORITHM
ARCHITECTURE
HAC
IDI
TRILLIUM
CONCLUSIONS
LIT, MATH, CIG, 60 PUBS
GOALS
My goal in life is modeling the world. I am a modeler who represents the world verbally, mathematically and visually.
Early on, I read and studied literary works; and, eventually, I described the world verbally. I have published over twenty articles and books. As an example of my literary work is the following translation of Fermi Age Theory from mathematical to verbal representation:
when we are born,
we know not where,
or when we will die.
How we will wander around,
while we are slowing down
in a finite medium
Our scattering seems isotropic;
and our average lethargy,
independent of energy.
Valid is the Diffusion Theory.
In every collision, we gain
exactly an average lethargy.
As we grow older,
we have traveled more-
the slowing down is zero at a void;
and, continuous at an interface.
Later, I took my formal education in technical field: Electrical, Biomedical and Nuclear engineering. In these years, I learned to approximate the world in mathematical equations using motion cues. The best approach was systems analysis or input/ output from control theory. I published over thirty technical articles on control systems, pharmacokinetics, biosystem modeling and computer simulation. The motion cues were formulated in differential equations; and simulated on mainframe maxi computers. Two of my articles are titled State Variable Techniques in Pharmacokinetics Using Computer Graphics and Computer Simulation of Biomedical Systems as a Teaching Aid.
Over the last decade, I turned to describing the world visually. To implement that, I pooled my analytical and mathematical know-hows to represent the visual cues of the world. The next step was to get involved in the design of super computers for online simulation of the visual world.
My work has been summarized in about 15 articles.
Since the mainframe computers were slow in processing the arrays representation of images, I got involved in the design of 3 generations of Computer Image Generation Systems (CIG). I describe very briefly 2 of these systems - one was a contract with Hughes Aircraft Corp (HAC) and the other was Trillium model 110.
In summary, over the last 20 years, I have modeled the world in verbal, mathematical and visual ways in over 60 articles and books. My verbal analysis of the world is externalized in over 15 articles and books. My mathematical representation of the world took 10 years of research and experiments and published in 20 articles. Finally, my visual description of the world is reflected in over 15 documents and participation in the design and building of 2 generations of CIG systems. I have a broad technical experience in research, teaching and industrial environments. I have a lot of notes that I plan to publish in the forms of articles and a book on computer graphics. I will contribute my understanding of man and machine to my students and cooperate with my colleagues.
TECH HUBS VIA VIRTUAL ENTERPRISE INTRANET
Sam B. Baran, PhD
CACI3930 Pender Dr. Fairfax, VA 22030
Abstract
A Tech Hub is the realization of a growing trend within the DoD and dependent industry in extending an enter-prise virtually. It integrates the fast changing supply chain of phased-out parts needed in operational readiness of many of the older weapon systems, for controlling op-erations and support costs. The creation of a Virtual En-terprise (VE) is gaining momentum by the differentiation of the Internet; based on publishing local information vaults, collaboration over enterprise networks, and elec-tronic commerce (EC).
VE is instantiated by a Web-enabled Virtual Supply Base System (VPSB) which relies on cooperation, dedica-tion to efficient change, and integration of acquisition/ development programs into a cohesive set of interopera-bility tools for improved processes, sharable data, and cross-functional/ multi-organizational networks for infor-mation exchange.
The hierarchy of VE-VPSB-Tech Hub concept corre-sponds to Internet-extranet-intranet architecture. The architecture has a universal user interface, a common link via a Web browser with a secure, gauge-able intrusion in the partners IT infrastructure, and Java expandability. The VE-Internet is mainly for information dissemination, global communication, and approved registration. The VPSB-extranet is a WAN for partners to collaborate in the procurement chain. The Hub-intranet is a set of LAN workgroups to complete transactions by workflow, track-ing, solution library, decision support, service bureau directory, program/ data/ network management, technol-ogy forecasting, and content creation for the Web site.
1 Introduction
The ODUSD(L)/ LCIIO/CALS tasked FEDSIM to formulate a Concept to integrate procurement partners into a VE that can respond to problem parts (www.acq. osd.mil/cals/implem.html). Further, an implementation plan is established in terms of a VPSB that rapidly and economically provides difficult to obtain NSN and non-NSN parts of all categories (www. VPSB.com). The core of the VPSB is a set of highly specialized Tech (Techni-cal) Hubs for the collaboration of the DoD logistic part-ners in the transaction of re-engineered, or deemed by DLA non-procurable, parts. The partners are customers, suppliers, Engineering Support Activity (ESA), PM, con-tractors, Service Depot Manufacturers, resource centers, and stakeholders. A Tech Hub for microelectronic, DMEA, is set up to facilitate transactions among the DoD logistic chain in finding non-procurable parts (www. dmea.osd.mil). A second Hub for non-microelectronics (gears and bearings) is in progress.
Given a cadre of enterprise entrepreneur/engineer, technology tools, and business processes, a Hub solicits partners, coordinates/ completes projects, follows stand-ards, and provides information services. The Web-based Server/ Client (HTML, CGI, VB/Java scripts) modules for data access (CORBA, DCOM/ DNA, ODBC legacy), in-formation sharing/navigation, directory/security manage-ment, communication/ collaboration, Internet E-mail, and the DoD contracting offices procurement EDI. The Hub processes are: handling ordered parts, pass-thru for funds/samples, value-added orders (QA/QML)/ technical data package (TDP), organic (MOU) and commercial (IDIQ) teaming, team capability/ cost selection.
1.1 Virtual Hierarchy
The core of an extended logistic VE is a VPSB, a strat-egy for collaboration among the DoD logistics partners through a fan-out of domain-specific Tech Hubs. The enabling technology is information interoperability - the ability of computing equipment manufactured by different vendors over time to communicate with one another suc-cessfully over a network. The partners are Defense Sup-port Centers, customers, suppliers, ESA, Service HQs/ Depot Manufacturers, weapon program managers, contractors, resource centers, and other communities. The entity circulating in the enterprise is DLA problem parts. Part taxonomies, comprised of the Federal Supply Classi-fication (FSC) and Standard Industrial Classification (SIC), identifies a market space for Tech Hub services.
VE-VPSB-Tech Hubs hierarchy is highlighted by the followings. VE is a network for partners and an entrepre-neur to take global business opportunities and offer world class solutions. It is global in segmenting the supply chain for a part, and assembling on-the-fly partners capable of offering segment solution. It is proactive, by using the data on the part's life cycle, anticipating parts order timing. It makes use of DII network, share parts data and im-prove requisition process among logistics community and customers of non-procurable parts. The VPSB utilizes the data repository of the enterprise to integrate past part Sup-ply Chain Management (SCM) data with present partners. It fans out in domain specific Tech Hubs with unique in-ternal interoperability tools for improved processes, shar-able data, and cross-functional/ multi-organiz-ational net-works for information exchange (Figure 1).
Figure 1 VPSB information architecture
1.2 Benefits
Web-based VPSB facilitates information interoper-ability in the VE. It relies on cooperation, dedication to efficient change, and integration of acquisition/ develop-ment programs into a cohesive set of interoperability tools for improved processes, sharable data, and cross-functional/ multi-organizational networks for information exchange.
The VPSB architecture has a universal user interface, a common link via a Web browser with a secure, gauge-able intrusion in the partners IT infrastructure, and Java ex-pandability. The VE-Internet is mainly for information dissemination, content access, global communication, and approved registration. The VPSB-extranet/ VPN is a WAN for partners to carry out electronic commerce (EC) on information interoperability. The Tech Hub-intranet is a workgroup LAN for synchronous collaboration.
The VPSB site, registered as .net, .com or .org, has a public access for browsing VE information and a registra-tion/ approval workspace for collaborating partners. It uses either COTS or GOTS business applications for:
Ø Contact/Messaging Management (Calendaring, Scheduling, Customer Tracking)
Ø Workflow / Business Applications
Ø Project Collaboration (Solution Library, Discussion, Project Management, Electronic Workspace)
Ø Public Web Site/ Information Sharing (Home Page, Registration, Remote Site Maintenance).
Ø EC (Partners Directory, Order Management, TDP Capture/ Generation, RFQ/Bid Responses Postings)
2 Tech Hubs
A Hub is highly dynamic, assembling teams in response to each part case, taking advantage of the new reverse en-gineering capabilities, redesign and manufacturing proc-esses and information technologies for collaboration and procurement irrespective of geographic location of the team members. A key feature of the Hub concept pertains to the level at which work is brokered among suppliers, which is segmented for a typical procurement. A typical procurement will often result in an award to a single sup-plier that brings an end-to-end solution, perhaps assisted by a sub-tier contractor for manufacturing. It creates a long lead time, inefficient process.
A facilitator is needed that identifies the common pur-pose and fosters the environment that links the team par-ticipants, which are distributed geographically. The facili-tator is the Enterprise Entrepreneur, a human catalyst for creating/ operating a Tech Hub, identifies the market space. The space is defined by the range of engineering and manufacturing services that pertain to a domain of part types or FSC sets. This market space leads to specific DLA item managers as potential customers and to a chain of suppliers of advanced manufacturing capabilities. The supply chain, of both government and commercial capa-bilities, integrated into instances of VPSB, Tech Hubs, effectively extends the existing DLA network of commer-cial suppliers. In addition, the market space defined by part/FSC extends to non-stock numbered items as well. The Tech Hub defines those process and technology ele-ments that are needed to foster the environment that en-ables assembly of teams from the set of "integrated" sup-pliers and DLA item managers/ customers.
The team consists of stakeholders (customers and other interested personnel), and engineering/ manufacturing personnel that collaborate on a solution to provide a needed part in a cost effective and timely manner, before the requirement is overcome by events. Therefore, the assessment considers other alternatives for replacing a part before a reverse engineering effort is undertaken that yields a substitute. The same part will often be used in multiple weapon systems applications and cost sharing arrangements are possible if they can be identified and coordinated.
Just as customers are mixed government and industry, so too are the suppliers. Identifying new capabilities (pro-cesses and technologies) is becoming easier because of the Internet. A Tech Hub goal is to continually induct new suppliers into the network to fill capability and capacity gaps. The key to orderly solicitation, selection and as-similation of new suppliers into the network is to know what the part technology requirements will be. The VPSB concept can be proactive if it can predict these general requirements and determine/induct into the network, the needed suppliers of these capabilities before the first part is needed.
The Tech Hub activities facilitate interactions amongst customers and suppliers involved in a particular VPSB project. A project as used throughout this document is a part requirement completion. For a given order there is a customer and related stakeholders, and suppliers which form a VPSB team to solve the part requirement.
2.1 Participants
This section provides definitions of each organizational element and primary responsibilities. Organizational ele-ments are discussed in terms of roles. These are generic descriptions to support requirement identification. Agency names are provided for clarity, however the organization itself is not important since individuals may participate in several roles, particularly the VPSB Enterprise roles.
Customer A customer is anyone requesting services from the VPSB. In terms of requiring a needed part, the ultimate customer is the maintenance technician who is the end user. However, the customer for VPSB will usually be an authorized manager operating on behalf of the end user, e.g. inventory manager at a Defense Supply Center, or a systems engineer that works for a Weapon System Pro-gram Office.
Supplier A supplier is anyone providing technical ser-vices to the VPSB. These include commercial firms and government organic entities that provide unique engineer-ing (i.e., ESA) and manufacturing capabilities. The sup-plier fulfills the requisite quality provisions as established by the VPSB.
Enterprise Entrepreneur is the catalyst for the VE; creating enterprise Tech Hub, facilitating its operation, establishing rules of engagement, marketing VPSB capa-bilities, assembling value lines from suppliers in response to customer requirements, and coordinating of projects that result in solutions. The entrepreneur must have a working knowledge of the VPSB domain: bearings, Mi-croelectronics, etc.
The Information Architecture, presented elsewhere is a framework to prototype a VPSB and create a Tech Hub plan [1]. It is used to update with vendor/product dynamic market at VPSB level for local Tech Hub engineers. A Tech Hub for microelectronic, DMEA, is set up to facili-tate transactions among the DoD logistic chain in finding non-procurable parts (www.dmea.osd.mil). A second Hub for non-microelectronics (gears and bearings) is in pro-gress.
2.2 Operation
The agility of the VPSB and its transparency are en-abled by processes and technologies established by Enter-prise Entrepreneur, forming a Tech Hub. Tech Hub brings order to the VE by establishing business rules, technical standards and supporting information services. These rules of engagement and supporting communications infrastruc-ture stem from nine responsibility areas under manage-ment and performance, Figure 2. Each area of responsibil-ity has associated processes (procedures) and supporting technology (tools) that collectively provide a framework for Tech Hub operations.
The major tasks (operational activities), supported by Tech Hub, are described through scenarios, which are provided for each primary role: Customer, Supplier or Entrepreneur. The Enterprise Broker and Engineer are support roles that don't interact directly with customers in the Tech Hub tasks. The Broker and Engineer support the implementation and sustainment of the requirements [2].
Figure 2. Tech Hub collaboration.
Use Case Analysis treats Tech Hub as a black-box. It fa-cilitates discovery of external requirements that a Tech Hub must support. The scenarios depict how the partici-pants ("actor" shown as a stick figure) interact with Tech Hub (the "business system"). The scenarios are concerned with the "what" not the internals of "how" Tech Hub ac-complishes work. Use case scenarios are developed for each participant role.
A use case defines a set of steps that result in measur-able value to the participant actors [2]. For example the Customer use case Joining, results in successful identifica-tion of the customer to VPSB. Metrics can be developed for each use case, such as number of customers joined per month. Metrics form the basis for measuring Tech Hub performance. The internal processes can only be addressed after the external model of the system is defined. In real-ity, this analysis is a parallel effort. The "how" is dis-cussed in subsequent sections of this document.
The nine roles in management and performance areas, within a Tech Hub, are:
Management
1. Program, includes development of business and fi-nancial procedures, e.g. marketing and selling the VPSB range of capabilities.
2. Network, provides the environment for electronic collaboration among participants. An integrated Web-based system, administering networks of NT PCs, covers software distribution, inventory manage-ment and network management.
3. Technical Data, include repository management of technical data that document on-going and completed reverse engineering solutions.
4. Solutions Library, projects archive for reverse-engineering, after-market, and ROM/Supplier data.
5. Service Bureau Directory, involves the management of suppliers and associated capabilities matrix. The matrix is envisioned as a detailed listing of a sup-plier's capabilities that enables computerized mapping of part technology features to suppliers' processes for engineering and manufacturing. The matrix would also enable systematic analysis of suppler capabilities versus predicted technology requirements.
Performance
6. Decision Support, based on three types of software: 1) OLAP to retrieve/analyze structured data in response to user queries, 2) Data mining to take proactive way by suggesting relationships among data elements, 3) Group decision (but not expert system which are rule-based for whether a supplier qualifies for VPSB membership) which structures/organizes input from both humans and computers to facilitate collaborative decision making.
7. Performance Standards, include establishing quality measures and supplier performance tracking.
8. Technology Forecasting
9. Value Engineering Change Proposal (VECP)
2.3 Processes
The process content of a Hub is domain specific and also phase-dependent. As a Hub is developed in phases, it proceeds toward more automation. Figure 3 shows a ge-neric process content model for Tech Hubs. Each layer of the pyramid represents a process type. The set of process types is those that are needed to orchestrate the enterprise in order to meet operational requirements. Said another way, the operational requirements drive the processes re-quired. Processes span customer and supplier participants at the VE level. Each process therefore has an interface between the customer and supplier. It is the interface that must be well understood by the participants. Implications of the enterprise level processes on local processes are the responsibility of the individual participant. Each process type has an associated cycle time and cost. For example, the process type Control consumes less time and cost than does the Physical process. The relative ranking (layering) was based on intuition. The goal is to optimize cycle time and cost for each layer. Each process type is discussed below.
Figure 3. Process types.
Control Processes are those rules of engagement that affect the operational activities. An example of such a rule is deciding when Tech Hub receives a requirement from DLA. For Microelectronics the following business rule was agreed to by the participants, "DLA will provide a requirement to VPSB for non-procurable microcircuits." Another example includes the rules regarding how the Tech Hub will treat customers. "The Tech Hub will never say NO to a customer and will always provide an estimate for obtaining the needed part."
Funds Processes are workflows that pertain to the transfer of money between participating organizations. This is intertwined with administrative processes. The important aspect is the interface requirements between each organization's financial systems and business prac-tices. An important transition element is the establishment of contract vehicles that allow flexibility in enlisting new organizations and enable the flow of funds/MIPR between them. Commercial EDI software and GOTS such as SCRA-RAMP modules: QMS (QRM, QPM, QAM), QCAB, PARIS, RPTS-MP, and GPPE for Quotes, Data, and Reports can be considered among the partners.
Government agencies are under constant pressure to reduce cost, increase quality of services (QoS) and be more responsive to their customers. Partners can address a significant part of those issues by automating administra-tive business processes both internally and externally. The automation requires EC/ EDI to enable VPSB to move to a paperless environment for contracting, procurement, and electronic document interchange over the Internet or a traditional VAN environment. Based on Internet stan-dards and technology EC solutions offer flexibility and can support the requirements of the largest enterprise. The end result: improved productivity, reduced order process-ing costs, shorter cycle times, and greater volume dis-counts. The EDI among trading partners through a service bureau or an internal VAN may use the following Transac-tion Sets for Forms: 810 Invoice, 820 Payment Order, 840 RFQ, 843 Response to RFQ, 850 PO.
Standards are brewing on Internet commerce: BIPS, JEPI, OFX, OBI, OTP, OPS, CFAR. Web makes EDI flexible, EC easier by outsourcing to a third party to host and set up password-protected Web site and catalog for partners and sales people. This extends the EDI systems via the Internet, rather than forcing smaller trading part-ners to build traditional, expensive EDI systems that re-quire users to send the standards-based forms over a VAN (provider of mailbox services and document mapping and translation work) or private network. This saves process-ing bills time
Admin Processes are those workflows that support the tracking and reporting of status of operational activities. Administrative processes generally define the flow of work throughout the enterprise. An example from a Tech Hub perspective, is the format and procedure for receiving requests for quote from customers. Many scenario steps imply a need for some administrative process, focusing on the interface aspects. The goal is to reduce all cycle times by eliminating manual processing.
Information Processes pertain to technical data lifecy-cle, design, engineering, test & validation, 1st article pro-duction, manufacturing, the flow of information and corre-sponding state changes. The emphasis here is on technical data that describe the original part and the new substitute. This includes definition of metadata. An example is the procedure for storing the full TDP associated with the reengineered substitute part.
Physical Processes pertain to the location and flow of the actual parts; the defective part and reengineered substi-tute part. This includes shipping of defective parts, move-ment throughout the engineering stations, shop floor, packaging, and final shipping of a substitute. The empha-sis is once again on the interfaces, i.e. movement of the part between organizations.
3 VPSB
The metaclass for Tech Hubs is VPSB. The VPSB is virtual in the sense that teams made up of members from autonomous companies and agencies combine for a com-mon purpose and for an indefinite duration, to develop a replacement for a weapon critical part. Given a cadre of enterprise entrepreneur/engineer, technology tools, and business processes, VPSB coordinates partners, follows standards, provides information services, accesses TDP, draws organic memorandum of understanding /agreement (MOU/A) and commercial deals indefinite duration in-definite quantity (IDIQ) teaming, and disseminates team capability/ technology selection.
VPSB addresses Defense Logistics Agency (DLA) re-jected parts by looking into reverse-engineering, after-market, and Diminishing Manufacturing Sources (DMS). A primary issue for VPSB is accessing the data content of SAMMS, JEDMICS, DLIC, IRIS, LOTS, and OEM. It uses computing and communication components with links to the legacy systems, using an open architecture designed around multi-tier Client/ Server configuration. VPSB could use the Common Operating Environment (COE) system administration tools to allow site administrators to selectively install what is needed locally. The goals, ob-jectives, techniques, practices, processes, and products need to be negotiated, defined, and delivered to the stake-holders.
VPSB supports brokering work among a set of service bureaus where one supplier is selected (a buy decision) from each bureau to form a value line that will yield a so-lution. A Tech Hub puts together several segmental sup-pliers to get a project done. This provides greater oppor-tunity for niche shops that provide a single capability to participate in a solution. Selecting individual suppliers from a particular service bureau is based on criteria estab-lished for the enterprise and agreed to by participating suppliers. These criteria will be based on a match of the supplier's capability with the technology requirement as well as past performance, cost and quality. The VSBP also supports the traditional model of a single source supplier for end-to-end solution. Brokering decisions are transpar-ent to the customer and the VPSB appears as an end-to-end solution by a single source, the Tech Hub.
3.1 VPSB Data
The legacy mainframe of the 60s and 70s with func-tional integration provides automation along organiza-tional lines, such as logistics, finance, and procurement. Many of these legacy systems are characterized by signifi-cant dependencies among data, software, and hardware. These embedded couplings make both major and minor changes difficult to implement in the system. Data tree structure is illustrated by DLIS, sitting atop LINK (Logis-tics Information Network) and LOLA. The first one is one of the tools used by supply officers in Bosnia to find/ track supplies needed by the troops.
VPSB focuses on resolving the gap between legacy data and the operational data to provide decision support. In this task, various stakeholders need to cooperate in terms of interface compatibility. VPSB is either a data warehouse for parts/drawings data or a temporary buffer with pointers to data sources for them (Figure 4).
Figure 4. VPSB data interoperability.
The data delivered by LINK, considered so important by supply officers, comes from 12 databases: ATAC-AF, DAASC, IRIS (Integrated Risk Information System), LIF, LIPS, LOGRUN, MUFFIN, SAMMS, SNAPSHOT, TAV VMSIR and WPS. Users get supply data across Ser-vice/Agency boundaries. For example, Marine Corps sup-ply officers can see what the Army has on hand, or Navy aviators can find repair parts in Air Force depots.
The classes of data are: content data, graphics data, multimedia data and behavior data. Each Hub applies data acquired, maintained, and used by the entire range of DoD Logistics activities. It also generates operational, techni-cal, and transaction data over its course of Logistics ser-vices. The following principles are recommended in the current data environment only on a limited basis.
1. Standard Data. Utilize standard data for shareabil-ity without need for translation or manipulation. To realize full benefit from data sharing, users must have assurance that they understand the data. Translations and manipulations of data are costly and diminish benefits of sharing.
2. Shared Data. Create/acquire data once and share as needed. Multiple collections and maintenance of the same data are expensive and unnecessary. Data shar-ing not only reduces costs, but decreases exposure to error.
3. Data Independence. Separate data from mission applications. Closely coupled data and mission appli-cations inhibit data sharing and delay realization of business and mission opportunities by impeding the ability of system managers to modify software and data independently. There are other attributes: Meta data, data owner, and data location.
4. Data Security. Protect data against unauthorized ac-cess, contamination, or destruction. Confidence that the data provided has been protected induces users to continue to share data instead of collecting and main-taining their own.
5. Data Quality. Manage data to actively identify and correct data quality deficiencies affecting availability, accuracy, timeliness, correctness, completeness, and synchronization. When data providers guarantee the quality of the data they provide, users are more recep-tive to sharing that data.
3.2 VE Network
VPSB falls under VE paradigm, a framework to evalu-ate computing and communication technologies for the Logistic Community. The VE is a gateway for informa-tion dissemination, advertisement, and subscription. VE coordinates a virtual organization of logistics business partners. It facilitates arriving at solutions for non-procurable parts. It negotiates MOU/ MOA with partners to do business/ sharing information resources. It facili-tates communication among logistics infrastructures, de-velopment of inter-service workflow management, secure data transmission, and promotion of a universal interface with industry.
The VE concept addresses many of the issues with the current situation by providing the ability to rapidly assem-ble teams of government and industry personnel to react to obsolescence cases that impact weapon system readiness. The key to understanding the VE concept lies in the term enterprise. The enterprise in VE refers to a specific busi-ness goal that stays constant while the structural aspect of the business may constantly change. A VE is a “directed business venture based on the mutual collaboration of an array of potentially changing, independently operated competent business entities[1].�
Analyzing the domain space, assessing the relevant technologies, and considering the evaluation criteria, Fig-ure 5, for the network, is presented. The network configuration:
- Is flexible to allow change and technology insertion.
- Supports vertical and horizontal integration.
- Provides a low maintenance approach for all the stakeholders.
Figure 5. Network configuration.
A fully secure Web server/browser combination is needed to create a virtual private network (VPN) that can be run over public networks. A VPN vendor will provide an affordable, low-risk, responsive, real-time, secure ac-cess that complies with the requirements. This in-place intranet service offers "any to any connectivity among sites with a single access link from each LAN to the VPN WAN. The transparent nature of the network facilitates the incremental development of the information systems application elements, workflow, data distribution, and database access. The three networks staggered by the fol-lowing steps:
· Create a Web Site on a VE server for Publication on the Internet.
· Develop MOUs with VPSB partners for a VPN/ Ex-tranet using EC tools.
· Install an Intranet package on a Server for Collabora-tive Contact Management at a Tech Hub.
4 DEPLOYMENT
Inherent in the VPSB strategy is the concept of a shared and accessible information environment, requiring coordi-nation and cooperation among the partners, as well as many activities and institutions which routinely interface with logistics functions. Proposing a VE paradigm for the VPSB, helps in abstraction of the strategy. The strategy includes a set of solutions space covering the Internet, Intranet, and Extranet/ VPN.
4.1 Tools
Advancements in tools and infrastructure make the VPSB concept possible. These include parts obsolescence management decision tools, reverse engineering and manufacturing tools, and information technology, espe-cially the connectivity provided by the Internet. The parts obsolescence management decision tools will provide the parts obsolescence management community the informa-tion necessary to determine the most cost-effective solu-tion with consideration of all the relevant variables. Rele-vant variables may include current system operational availability, system modernization or retirement plans, existing engineering data, current system operating costs, redesign and manufacturing costs, and impacts on system hardware and software configurations. Using these deci-sion support tools will enable proactive predictive parts obsolescence management. Reverse engineering and manufacturing tools will lead to cheaper replacements for items affected by parts obsolescence. These tools focus on the extraction of accurate and useful reverse engineering information from legacy data sources and reverse engi-neering automation tools to decrease the time and cost to engineer and manufacture complex form, fit, function, compliant replacement items.
Internet enabled collaboration tools provide a virtual project environment needed for remote collaboration among design and manufacturing engineers. Ad hoc col-laboration is feasible using shared files, e.g., white board-ing and hyper-linked documents. Web-enabled workflow tools provide the ability for remote participation in pro-duction work processes.
4.2 Assessment
Assessments of the computing and communication tools in terms of its technology components are based on the following evaluation criteria:
Portability - applications and data can be run across multiple vendor platforms.
Scalability - a wide range of processing power from small to large computers can be applied to different sites as needed; extensibility allows adding components, appli-cations, functions, and change management.
Interoperability - applications can run in a heteroge-neous environment of operating systems.
Compatibility - allow for the infusion of technology advancements as they occur and possibly preserve the original investment in software.
Open systems provide the agility needed by the VPSB to be able to adapt to the changing needs and requirements of the DoD with the following standards: Open / de facto, Maturity/ acceptance, and JTA/ TAFIM. The computing and communication is based on standards such as TCP/IP, HTTP, FTP, and IIOP. Platform independence is high-lighted by Java and JCALS DII COE multi-platform. An example of Open systems is DCE, an architecture based on a cooperative, distributed computing environment (DCE). It integrates the hardware, software, databases, and network communications, and is standards-based. It allows addressing the security needs without limiting the choice of platforms. Now DCE is available on MSWin NT and used as a development platform without changing the software.
Multimedia - Supports for text/ binary and data-streams for video/audio; concurrent user interaction by cursor positioning and object/ region selection, drag and drop, voice recognition/ input, alphanumeric input.
Security - Communicating between diverse hardware and systems distributed all over the world, a security sys-tem is needed that is accepted in the industry, could be audited, provide encryption and authentication, available on various platforms in use. Security solution addresses both business and end-user security concerns through flexible data encryption, user ID/password protection, firewall co-existence, and virus protection. At VPSB, customers need that their transactions be secure and pro-tected, and that no unauthorized person can access to any of their information. Security is one of the most complex issues facing VPSB stakeholders and corporate policy makers. As use of the WWW shifts from simple informa-tion sharing to mission-critical business applications, en-terprises of all sizes are attempting to take advantage of Web security technologies and integrate them with their business models. Three aspects of standards-based secu-rity solutions help VE meet this challenge: Easy to deploy and use. Advanced security solutions such as certificates/ smart cards simple password authentication to full-blown Public Key Infrastructure (PKI) require the architecture to integrate standards-based directory and security products in a comprehensive management solution. Interoperable across extranets and the Internet. The security architec-ture scales from intranets to the Internet, using open-standard technologies that support the widest possible range of currently deployed Web security products. Inte-grated security architecture. It provides deployable and flexible security capabilities out of the box for VPSB stakeholders developers, content providers, and users. The security architecture includes interfaces for applications and for plug-in modules that allow Tech Hubs to leverage the core security services built into services that support smart cards, SSL, S/MIME, object signing, key portabil-ity, and other standards-based application features.
5 Summary and Conclusions
A Tech Hub has the following characteristics. A part class defines a market space for Tech Hub engineering and manufacturing services. Therefore, a Tech Hub is domain-specific for parts transaction among its stakeholders. Con-sumers of these services include DLA item managers working on behalf of those end users that need a part. Ser-vices are supplied by orchestrating existing physical enti-ties (service bureaus) that provide unique engineering and manufacturing capabilities, into value chains for providing end-to-end solutions. A Tech Hub that consists of person-nel, processes and technologies, an architectural frame-work, which provides rules of engagement and tools for collaboration, accomplishes this composition. The Enter-prise Entrepreneur, is the catalyst for the Tech Hub and is responsible for implementing the architectural framework.
References
[1] Sam Baran, “Virtual Parts Supply Base (VPSB) In-formation Architecture - A Framework for Tech Hubs Prototyping,� FEDSIM 97260DE0-09, pp. 1-67, March 1998.
[2] Sam Baran, “Virtual Parts Supply Base (VPSB) Business Model - A Framework for Tech Hubs Deploy-ment,� FEDSIM 97260DE0-09, pp. 1-63, June 1998.
ACRONYMS
CALS Continuous Acquisition Logistics Systems
CGI Common Gateway Interface
CORBA Common Object Request Broker Architecture
COE Common Operating Environment
COTS Commercial Off The Shelf
CS Client Server
DLA Defense Logistics Agency
DMS Diminishing Manufacturing Sources
DNA Distributed Network Architecture
DCE Distributed Computing Environment
DCOM Distributed Common Object Model
DII Distributed Information Infrastructure
DOD Department of Defense
EC Electronic Commerce
EDI Electronic Data Interchange
ESA Engineering Support Activity
FEDSIM Federal Systems Integration & Management Center
FSC Federal Supply Classification
GOTS Government Off The Shelf
HTML Hyper Text Markup Language
HQ Head Quarter
IDIQ Indefinite Duration Indefinite Quantity
IT Information Technology
LAN Local Area Network
LCIIO Life Cycle Information Integration Office
LINK Logistics Information Network
MIPR Military Interdepartmental Purchase Request
MOU/A Memorandum Of Understanding/Agreement
NSN National Stock Number
NT MS CS Operating System
OEM Original Equipment Manufacturing
ODBC Open Data Base Connectivity
ODUSD Office of Deputy Under Secretary of Defense
OLAP On Line Analytical Processing
PC Personal Computer
PKI Public Key Infrastructure
PM Program Manager
QA Quality Assurance
QML Qualified Manufacturing List
QoS Quality of Service
RFQ Request For Quote
ROM Rough Order of Magnitude
SCM Supply Chain Management
SCRA SC Research Authority
SIC Standard Industrial Classification
TDP Technical Data Package
VAN Value Added Network
VE Virtual Enterprise
VECP Value Engineering Change Proposal
VPN Virtual Private Network
VPSB Virtual Parts Supply Base
WAN Wide Area Network
WWW World Wide Web
Sam B. Baran, PhD
CACI3930 Pender Dr. Fairfax, VA 22030
Abstract
A Tech Hub is the realization of a growing trend within the DoD and dependent industry in extending an enter-prise virtually. It integrates the fast changing supply chain of phased-out parts needed in operational readiness of many of the older weapon systems, for controlling op-erations and support costs. The creation of a Virtual En-terprise (VE) is gaining momentum by the differentiation of the Internet; based on publishing local information vaults, collaboration over enterprise networks, and elec-tronic commerce (EC).
VE is instantiated by a Web-enabled Virtual Supply Base System (VPSB) which relies on cooperation, dedica-tion to efficient change, and integration of acquisition/ development programs into a cohesive set of interopera-bility tools for improved processes, sharable data, and cross-functional/ multi-organizational networks for infor-mation exchange.
The hierarchy of VE-VPSB-Tech Hub concept corre-sponds to Internet-extranet-intranet architecture. The architecture has a universal user interface, a common link via a Web browser with a secure, gauge-able intrusion in the partners IT infrastructure, and Java expandability. The VE-Internet is mainly for information dissemination, global communication, and approved registration. The VPSB-extranet is a WAN for partners to collaborate in the procurement chain. The Hub-intranet is a set of LAN workgroups to complete transactions by workflow, track-ing, solution library, decision support, service bureau directory, program/ data/ network management, technol-ogy forecasting, and content creation for the Web site.
1 Introduction
The ODUSD(L)/ LCIIO/CALS tasked FEDSIM to formulate a Concept to integrate procurement partners into a VE that can respond to problem parts (www.acq. osd.mil/cals/implem.html). Further, an implementation plan is established in terms of a VPSB that rapidly and economically provides difficult to obtain NSN and non-NSN parts of all categories (www. VPSB.com). The core of the VPSB is a set of highly specialized Tech (Techni-cal) Hubs for the collaboration of the DoD logistic part-ners in the transaction of re-engineered, or deemed by DLA non-procurable, parts. The partners are customers, suppliers, Engineering Support Activity (ESA), PM, con-tractors, Service Depot Manufacturers, resource centers, and stakeholders. A Tech Hub for microelectronic, DMEA, is set up to facilitate transactions among the DoD logistic chain in finding non-procurable parts (www. dmea.osd.mil). A second Hub for non-microelectronics (gears and bearings) is in progress.
Given a cadre of enterprise entrepreneur/engineer, technology tools, and business processes, a Hub solicits partners, coordinates/ completes projects, follows stand-ards, and provides information services. The Web-based Server/ Client (HTML, CGI, VB/Java scripts) modules for data access (CORBA, DCOM/ DNA, ODBC legacy), in-formation sharing/navigation, directory/security manage-ment, communication/ collaboration, Internet E-mail, and the DoD contracting offices procurement EDI. The Hub processes are: handling ordered parts, pass-thru for funds/samples, value-added orders (QA/QML)/ technical data package (TDP), organic (MOU) and commercial (IDIQ) teaming, team capability/ cost selection.
1.1 Virtual Hierarchy
The core of an extended logistic VE is a VPSB, a strat-egy for collaboration among the DoD logistics partners through a fan-out of domain-specific Tech Hubs. The enabling technology is information interoperability - the ability of computing equipment manufactured by different vendors over time to communicate with one another suc-cessfully over a network. The partners are Defense Sup-port Centers, customers, suppliers, ESA, Service HQs/ Depot Manufacturers, weapon program managers, contractors, resource centers, and other communities. The entity circulating in the enterprise is DLA problem parts. Part taxonomies, comprised of the Federal Supply Classi-fication (FSC) and Standard Industrial Classification (SIC), identifies a market space for Tech Hub services.
VE-VPSB-Tech Hubs hierarchy is highlighted by the followings. VE is a network for partners and an entrepre-neur to take global business opportunities and offer world class solutions. It is global in segmenting the supply chain for a part, and assembling on-the-fly partners capable of offering segment solution. It is proactive, by using the data on the part's life cycle, anticipating parts order timing. It makes use of DII network, share parts data and im-prove requisition process among logistics community and customers of non-procurable parts. The VPSB utilizes the data repository of the enterprise to integrate past part Sup-ply Chain Management (SCM) data with present partners. It fans out in domain specific Tech Hubs with unique in-ternal interoperability tools for improved processes, shar-able data, and cross-functional/ multi-organiz-ational net-works for information exchange (Figure 1).
Figure 1 VPSB information architecture
1.2 Benefits
Web-based VPSB facilitates information interoper-ability in the VE. It relies on cooperation, dedication to efficient change, and integration of acquisition/ develop-ment programs into a cohesive set of interoperability tools for improved processes, sharable data, and cross-functional/ multi-organizational networks for information exchange.
The VPSB architecture has a universal user interface, a common link via a Web browser with a secure, gauge-able intrusion in the partners IT infrastructure, and Java ex-pandability. The VE-Internet is mainly for information dissemination, content access, global communication, and approved registration. The VPSB-extranet/ VPN is a WAN for partners to carry out electronic commerce (EC) on information interoperability. The Tech Hub-intranet is a workgroup LAN for synchronous collaboration.
The VPSB site, registered as .net, .com or .org, has a public access for browsing VE information and a registra-tion/ approval workspace for collaborating partners. It uses either COTS or GOTS business applications for:
Ø Contact/Messaging Management (Calendaring, Scheduling, Customer Tracking)
Ø Workflow / Business Applications
Ø Project Collaboration (Solution Library, Discussion, Project Management, Electronic Workspace)
Ø Public Web Site/ Information Sharing (Home Page, Registration, Remote Site Maintenance).
Ø EC (Partners Directory, Order Management, TDP Capture/ Generation, RFQ/Bid Responses Postings)
2 Tech Hubs
A Hub is highly dynamic, assembling teams in response to each part case, taking advantage of the new reverse en-gineering capabilities, redesign and manufacturing proc-esses and information technologies for collaboration and procurement irrespective of geographic location of the team members. A key feature of the Hub concept pertains to the level at which work is brokered among suppliers, which is segmented for a typical procurement. A typical procurement will often result in an award to a single sup-plier that brings an end-to-end solution, perhaps assisted by a sub-tier contractor for manufacturing. It creates a long lead time, inefficient process.
A facilitator is needed that identifies the common pur-pose and fosters the environment that links the team par-ticipants, which are distributed geographically. The facili-tator is the Enterprise Entrepreneur, a human catalyst for creating/ operating a Tech Hub, identifies the market space. The space is defined by the range of engineering and manufacturing services that pertain to a domain of part types or FSC sets. This market space leads to specific DLA item managers as potential customers and to a chain of suppliers of advanced manufacturing capabilities. The supply chain, of both government and commercial capa-bilities, integrated into instances of VPSB, Tech Hubs, effectively extends the existing DLA network of commer-cial suppliers. In addition, the market space defined by part/FSC extends to non-stock numbered items as well. The Tech Hub defines those process and technology ele-ments that are needed to foster the environment that en-ables assembly of teams from the set of "integrated" sup-pliers and DLA item managers/ customers.
The team consists of stakeholders (customers and other interested personnel), and engineering/ manufacturing personnel that collaborate on a solution to provide a needed part in a cost effective and timely manner, before the requirement is overcome by events. Therefore, the assessment considers other alternatives for replacing a part before a reverse engineering effort is undertaken that yields a substitute. The same part will often be used in multiple weapon systems applications and cost sharing arrangements are possible if they can be identified and coordinated.
Just as customers are mixed government and industry, so too are the suppliers. Identifying new capabilities (pro-cesses and technologies) is becoming easier because of the Internet. A Tech Hub goal is to continually induct new suppliers into the network to fill capability and capacity gaps. The key to orderly solicitation, selection and as-similation of new suppliers into the network is to know what the part technology requirements will be. The VPSB concept can be proactive if it can predict these general requirements and determine/induct into the network, the needed suppliers of these capabilities before the first part is needed.
The Tech Hub activities facilitate interactions amongst customers and suppliers involved in a particular VPSB project. A project as used throughout this document is a part requirement completion. For a given order there is a customer and related stakeholders, and suppliers which form a VPSB team to solve the part requirement.
2.1 Participants
This section provides definitions of each organizational element and primary responsibilities. Organizational ele-ments are discussed in terms of roles. These are generic descriptions to support requirement identification. Agency names are provided for clarity, however the organization itself is not important since individuals may participate in several roles, particularly the VPSB Enterprise roles.
Customer A customer is anyone requesting services from the VPSB. In terms of requiring a needed part, the ultimate customer is the maintenance technician who is the end user. However, the customer for VPSB will usually be an authorized manager operating on behalf of the end user, e.g. inventory manager at a Defense Supply Center, or a systems engineer that works for a Weapon System Pro-gram Office.
Supplier A supplier is anyone providing technical ser-vices to the VPSB. These include commercial firms and government organic entities that provide unique engineer-ing (i.e., ESA) and manufacturing capabilities. The sup-plier fulfills the requisite quality provisions as established by the VPSB.
Enterprise Entrepreneur is the catalyst for the VE; creating enterprise Tech Hub, facilitating its operation, establishing rules of engagement, marketing VPSB capa-bilities, assembling value lines from suppliers in response to customer requirements, and coordinating of projects that result in solutions. The entrepreneur must have a working knowledge of the VPSB domain: bearings, Mi-croelectronics, etc.
The Information Architecture, presented elsewhere is a framework to prototype a VPSB and create a Tech Hub plan [1]. It is used to update with vendor/product dynamic market at VPSB level for local Tech Hub engineers. A Tech Hub for microelectronic, DMEA, is set up to facili-tate transactions among the DoD logistic chain in finding non-procurable parts (www.dmea.osd.mil). A second Hub for non-microelectronics (gears and bearings) is in pro-gress.
2.2 Operation
The agility of the VPSB and its transparency are en-abled by processes and technologies established by Enter-prise Entrepreneur, forming a Tech Hub. Tech Hub brings order to the VE by establishing business rules, technical standards and supporting information services. These rules of engagement and supporting communications infrastruc-ture stem from nine responsibility areas under manage-ment and performance, Figure 2. Each area of responsibil-ity has associated processes (procedures) and supporting technology (tools) that collectively provide a framework for Tech Hub operations.
The major tasks (operational activities), supported by Tech Hub, are described through scenarios, which are provided for each primary role: Customer, Supplier or Entrepreneur. The Enterprise Broker and Engineer are support roles that don't interact directly with customers in the Tech Hub tasks. The Broker and Engineer support the implementation and sustainment of the requirements [2].
Figure 2. Tech Hub collaboration.
Use Case Analysis treats Tech Hub as a black-box. It fa-cilitates discovery of external requirements that a Tech Hub must support. The scenarios depict how the partici-pants ("actor" shown as a stick figure) interact with Tech Hub (the "business system"). The scenarios are concerned with the "what" not the internals of "how" Tech Hub ac-complishes work. Use case scenarios are developed for each participant role.
A use case defines a set of steps that result in measur-able value to the participant actors [2]. For example the Customer use case Joining, results in successful identifica-tion of the customer to VPSB. Metrics can be developed for each use case, such as number of customers joined per month. Metrics form the basis for measuring Tech Hub performance. The internal processes can only be addressed after the external model of the system is defined. In real-ity, this analysis is a parallel effort. The "how" is dis-cussed in subsequent sections of this document.
The nine roles in management and performance areas, within a Tech Hub, are:
Management
1. Program, includes development of business and fi-nancial procedures, e.g. marketing and selling the VPSB range of capabilities.
2. Network, provides the environment for electronic collaboration among participants. An integrated Web-based system, administering networks of NT PCs, covers software distribution, inventory manage-ment and network management.
3. Technical Data, include repository management of technical data that document on-going and completed reverse engineering solutions.
4. Solutions Library, projects archive for reverse-engineering, after-market, and ROM/Supplier data.
5. Service Bureau Directory, involves the management of suppliers and associated capabilities matrix. The matrix is envisioned as a detailed listing of a sup-plier's capabilities that enables computerized mapping of part technology features to suppliers' processes for engineering and manufacturing. The matrix would also enable systematic analysis of suppler capabilities versus predicted technology requirements.
Performance
6. Decision Support, based on three types of software: 1) OLAP to retrieve/analyze structured data in response to user queries, 2) Data mining to take proactive way by suggesting relationships among data elements, 3) Group decision (but not expert system which are rule-based for whether a supplier qualifies for VPSB membership) which structures/organizes input from both humans and computers to facilitate collaborative decision making.
7. Performance Standards, include establishing quality measures and supplier performance tracking.
8. Technology Forecasting
9. Value Engineering Change Proposal (VECP)
2.3 Processes
The process content of a Hub is domain specific and also phase-dependent. As a Hub is developed in phases, it proceeds toward more automation. Figure 3 shows a ge-neric process content model for Tech Hubs. Each layer of the pyramid represents a process type. The set of process types is those that are needed to orchestrate the enterprise in order to meet operational requirements. Said another way, the operational requirements drive the processes re-quired. Processes span customer and supplier participants at the VE level. Each process therefore has an interface between the customer and supplier. It is the interface that must be well understood by the participants. Implications of the enterprise level processes on local processes are the responsibility of the individual participant. Each process type has an associated cycle time and cost. For example, the process type Control consumes less time and cost than does the Physical process. The relative ranking (layering) was based on intuition. The goal is to optimize cycle time and cost for each layer. Each process type is discussed below.
Figure 3. Process types.
Control Processes are those rules of engagement that affect the operational activities. An example of such a rule is deciding when Tech Hub receives a requirement from DLA. For Microelectronics the following business rule was agreed to by the participants, "DLA will provide a requirement to VPSB for non-procurable microcircuits." Another example includes the rules regarding how the Tech Hub will treat customers. "The Tech Hub will never say NO to a customer and will always provide an estimate for obtaining the needed part."
Funds Processes are workflows that pertain to the transfer of money between participating organizations. This is intertwined with administrative processes. The important aspect is the interface requirements between each organization's financial systems and business prac-tices. An important transition element is the establishment of contract vehicles that allow flexibility in enlisting new organizations and enable the flow of funds/MIPR between them. Commercial EDI software and GOTS such as SCRA-RAMP modules: QMS (QRM, QPM, QAM), QCAB, PARIS, RPTS-MP, and GPPE for Quotes, Data, and Reports can be considered among the partners.
Government agencies are under constant pressure to reduce cost, increase quality of services (QoS) and be more responsive to their customers. Partners can address a significant part of those issues by automating administra-tive business processes both internally and externally. The automation requires EC/ EDI to enable VPSB to move to a paperless environment for contracting, procurement, and electronic document interchange over the Internet or a traditional VAN environment. Based on Internet stan-dards and technology EC solutions offer flexibility and can support the requirements of the largest enterprise. The end result: improved productivity, reduced order process-ing costs, shorter cycle times, and greater volume dis-counts. The EDI among trading partners through a service bureau or an internal VAN may use the following Transac-tion Sets for Forms: 810 Invoice, 820 Payment Order, 840 RFQ, 843 Response to RFQ, 850 PO.
Standards are brewing on Internet commerce: BIPS, JEPI, OFX, OBI, OTP, OPS, CFAR. Web makes EDI flexible, EC easier by outsourcing to a third party to host and set up password-protected Web site and catalog for partners and sales people. This extends the EDI systems via the Internet, rather than forcing smaller trading part-ners to build traditional, expensive EDI systems that re-quire users to send the standards-based forms over a VAN (provider of mailbox services and document mapping and translation work) or private network. This saves process-ing bills time
Admin Processes are those workflows that support the tracking and reporting of status of operational activities. Administrative processes generally define the flow of work throughout the enterprise. An example from a Tech Hub perspective, is the format and procedure for receiving requests for quote from customers. Many scenario steps imply a need for some administrative process, focusing on the interface aspects. The goal is to reduce all cycle times by eliminating manual processing.
Information Processes pertain to technical data lifecy-cle, design, engineering, test & validation, 1st article pro-duction, manufacturing, the flow of information and corre-sponding state changes. The emphasis here is on technical data that describe the original part and the new substitute. This includes definition of metadata. An example is the procedure for storing the full TDP associated with the reengineered substitute part.
Physical Processes pertain to the location and flow of the actual parts; the defective part and reengineered substi-tute part. This includes shipping of defective parts, move-ment throughout the engineering stations, shop floor, packaging, and final shipping of a substitute. The empha-sis is once again on the interfaces, i.e. movement of the part between organizations.
3 VPSB
The metaclass for Tech Hubs is VPSB. The VPSB is virtual in the sense that teams made up of members from autonomous companies and agencies combine for a com-mon purpose and for an indefinite duration, to develop a replacement for a weapon critical part. Given a cadre of enterprise entrepreneur/engineer, technology tools, and business processes, VPSB coordinates partners, follows standards, provides information services, accesses TDP, draws organic memorandum of understanding /agreement (MOU/A) and commercial deals indefinite duration in-definite quantity (IDIQ) teaming, and disseminates team capability/ technology selection.
VPSB addresses Defense Logistics Agency (DLA) re-jected parts by looking into reverse-engineering, after-market, and Diminishing Manufacturing Sources (DMS). A primary issue for VPSB is accessing the data content of SAMMS, JEDMICS, DLIC, IRIS, LOTS, and OEM. It uses computing and communication components with links to the legacy systems, using an open architecture designed around multi-tier Client/ Server configuration. VPSB could use the Common Operating Environment (COE) system administration tools to allow site administrators to selectively install what is needed locally. The goals, ob-jectives, techniques, practices, processes, and products need to be negotiated, defined, and delivered to the stake-holders.
VPSB supports brokering work among a set of service bureaus where one supplier is selected (a buy decision) from each bureau to form a value line that will yield a so-lution. A Tech Hub puts together several segmental sup-pliers to get a project done. This provides greater oppor-tunity for niche shops that provide a single capability to participate in a solution. Selecting individual suppliers from a particular service bureau is based on criteria estab-lished for the enterprise and agreed to by participating suppliers. These criteria will be based on a match of the supplier's capability with the technology requirement as well as past performance, cost and quality. The VSBP also supports the traditional model of a single source supplier for end-to-end solution. Brokering decisions are transpar-ent to the customer and the VPSB appears as an end-to-end solution by a single source, the Tech Hub.
3.1 VPSB Data
The legacy mainframe of the 60s and 70s with func-tional integration provides automation along organiza-tional lines, such as logistics, finance, and procurement. Many of these legacy systems are characterized by signifi-cant dependencies among data, software, and hardware. These embedded couplings make both major and minor changes difficult to implement in the system. Data tree structure is illustrated by DLIS, sitting atop LINK (Logis-tics Information Network) and LOLA. The first one is one of the tools used by supply officers in Bosnia to find/ track supplies needed by the troops.
VPSB focuses on resolving the gap between legacy data and the operational data to provide decision support. In this task, various stakeholders need to cooperate in terms of interface compatibility. VPSB is either a data warehouse for parts/drawings data or a temporary buffer with pointers to data sources for them (Figure 4).
Figure 4. VPSB data interoperability.
The data delivered by LINK, considered so important by supply officers, comes from 12 databases: ATAC-AF, DAASC, IRIS (Integrated Risk Information System), LIF, LIPS, LOGRUN, MUFFIN, SAMMS, SNAPSHOT, TAV VMSIR and WPS. Users get supply data across Ser-vice/Agency boundaries. For example, Marine Corps sup-ply officers can see what the Army has on hand, or Navy aviators can find repair parts in Air Force depots.
The classes of data are: content data, graphics data, multimedia data and behavior data. Each Hub applies data acquired, maintained, and used by the entire range of DoD Logistics activities. It also generates operational, techni-cal, and transaction data over its course of Logistics ser-vices. The following principles are recommended in the current data environment only on a limited basis.
1. Standard Data. Utilize standard data for shareabil-ity without need for translation or manipulation. To realize full benefit from data sharing, users must have assurance that they understand the data. Translations and manipulations of data are costly and diminish benefits of sharing.
2. Shared Data. Create/acquire data once and share as needed. Multiple collections and maintenance of the same data are expensive and unnecessary. Data shar-ing not only reduces costs, but decreases exposure to error.
3. Data Independence. Separate data from mission applications. Closely coupled data and mission appli-cations inhibit data sharing and delay realization of business and mission opportunities by impeding the ability of system managers to modify software and data independently. There are other attributes: Meta data, data owner, and data location.
4. Data Security. Protect data against unauthorized ac-cess, contamination, or destruction. Confidence that the data provided has been protected induces users to continue to share data instead of collecting and main-taining their own.
5. Data Quality. Manage data to actively identify and correct data quality deficiencies affecting availability, accuracy, timeliness, correctness, completeness, and synchronization. When data providers guarantee the quality of the data they provide, users are more recep-tive to sharing that data.
3.2 VE Network
VPSB falls under VE paradigm, a framework to evalu-ate computing and communication technologies for the Logistic Community. The VE is a gateway for informa-tion dissemination, advertisement, and subscription. VE coordinates a virtual organization of logistics business partners. It facilitates arriving at solutions for non-procurable parts. It negotiates MOU/ MOA with partners to do business/ sharing information resources. It facili-tates communication among logistics infrastructures, de-velopment of inter-service workflow management, secure data transmission, and promotion of a universal interface with industry.
The VE concept addresses many of the issues with the current situation by providing the ability to rapidly assem-ble teams of government and industry personnel to react to obsolescence cases that impact weapon system readiness. The key to understanding the VE concept lies in the term enterprise. The enterprise in VE refers to a specific busi-ness goal that stays constant while the structural aspect of the business may constantly change. A VE is a “directed business venture based on the mutual collaboration of an array of potentially changing, independently operated competent business entities[1].�
Analyzing the domain space, assessing the relevant technologies, and considering the evaluation criteria, Fig-ure 5, for the network, is presented. The network configuration:
- Is flexible to allow change and technology insertion.
- Supports vertical and horizontal integration.
- Provides a low maintenance approach for all the stakeholders.
Figure 5. Network configuration.
A fully secure Web server/browser combination is needed to create a virtual private network (VPN) that can be run over public networks. A VPN vendor will provide an affordable, low-risk, responsive, real-time, secure ac-cess that complies with the requirements. This in-place intranet service offers "any to any connectivity among sites with a single access link from each LAN to the VPN WAN. The transparent nature of the network facilitates the incremental development of the information systems application elements, workflow, data distribution, and database access. The three networks staggered by the fol-lowing steps:
· Create a Web Site on a VE server for Publication on the Internet.
· Develop MOUs with VPSB partners for a VPN/ Ex-tranet using EC tools.
· Install an Intranet package on a Server for Collabora-tive Contact Management at a Tech Hub.
4 DEPLOYMENT
Inherent in the VPSB strategy is the concept of a shared and accessible information environment, requiring coordi-nation and cooperation among the partners, as well as many activities and institutions which routinely interface with logistics functions. Proposing a VE paradigm for the VPSB, helps in abstraction of the strategy. The strategy includes a set of solutions space covering the Internet, Intranet, and Extranet/ VPN.
4.1 Tools
Advancements in tools and infrastructure make the VPSB concept possible. These include parts obsolescence management decision tools, reverse engineering and manufacturing tools, and information technology, espe-cially the connectivity provided by the Internet. The parts obsolescence management decision tools will provide the parts obsolescence management community the informa-tion necessary to determine the most cost-effective solu-tion with consideration of all the relevant variables. Rele-vant variables may include current system operational availability, system modernization or retirement plans, existing engineering data, current system operating costs, redesign and manufacturing costs, and impacts on system hardware and software configurations. Using these deci-sion support tools will enable proactive predictive parts obsolescence management. Reverse engineering and manufacturing tools will lead to cheaper replacements for items affected by parts obsolescence. These tools focus on the extraction of accurate and useful reverse engineering information from legacy data sources and reverse engi-neering automation tools to decrease the time and cost to engineer and manufacture complex form, fit, function, compliant replacement items.
Internet enabled collaboration tools provide a virtual project environment needed for remote collaboration among design and manufacturing engineers. Ad hoc col-laboration is feasible using shared files, e.g., white board-ing and hyper-linked documents. Web-enabled workflow tools provide the ability for remote participation in pro-duction work processes.
4.2 Assessment
Assessments of the computing and communication tools in terms of its technology components are based on the following evaluation criteria:
Portability - applications and data can be run across multiple vendor platforms.
Scalability - a wide range of processing power from small to large computers can be applied to different sites as needed; extensibility allows adding components, appli-cations, functions, and change management.
Interoperability - applications can run in a heteroge-neous environment of operating systems.
Compatibility - allow for the infusion of technology advancements as they occur and possibly preserve the original investment in software.
Open systems provide the agility needed by the VPSB to be able to adapt to the changing needs and requirements of the DoD with the following standards: Open / de facto, Maturity/ acceptance, and JTA/ TAFIM. The computing and communication is based on standards such as TCP/IP, HTTP, FTP, and IIOP. Platform independence is high-lighted by Java and JCALS DII COE multi-platform. An example of Open systems is DCE, an architecture based on a cooperative, distributed computing environment (DCE). It integrates the hardware, software, databases, and network communications, and is standards-based. It allows addressing the security needs without limiting the choice of platforms. Now DCE is available on MSWin NT and used as a development platform without changing the software.
Multimedia - Supports for text/ binary and data-streams for video/audio; concurrent user interaction by cursor positioning and object/ region selection, drag and drop, voice recognition/ input, alphanumeric input.
Security - Communicating between diverse hardware and systems distributed all over the world, a security sys-tem is needed that is accepted in the industry, could be audited, provide encryption and authentication, available on various platforms in use. Security solution addresses both business and end-user security concerns through flexible data encryption, user ID/password protection, firewall co-existence, and virus protection. At VPSB, customers need that their transactions be secure and pro-tected, and that no unauthorized person can access to any of their information. Security is one of the most complex issues facing VPSB stakeholders and corporate policy makers. As use of the WWW shifts from simple informa-tion sharing to mission-critical business applications, en-terprises of all sizes are attempting to take advantage of Web security technologies and integrate them with their business models. Three aspects of standards-based secu-rity solutions help VE meet this challenge: Easy to deploy and use. Advanced security solutions such as certificates/ smart cards simple password authentication to full-blown Public Key Infrastructure (PKI) require the architecture to integrate standards-based directory and security products in a comprehensive management solution. Interoperable across extranets and the Internet. The security architec-ture scales from intranets to the Internet, using open-standard technologies that support the widest possible range of currently deployed Web security products. Inte-grated security architecture. It provides deployable and flexible security capabilities out of the box for VPSB stakeholders developers, content providers, and users. The security architecture includes interfaces for applications and for plug-in modules that allow Tech Hubs to leverage the core security services built into services that support smart cards, SSL, S/MIME, object signing, key portabil-ity, and other standards-based application features.
5 Summary and Conclusions
A Tech Hub has the following characteristics. A part class defines a market space for Tech Hub engineering and manufacturing services. Therefore, a Tech Hub is domain-specific for parts transaction among its stakeholders. Con-sumers of these services include DLA item managers working on behalf of those end users that need a part. Ser-vices are supplied by orchestrating existing physical enti-ties (service bureaus) that provide unique engineering and manufacturing capabilities, into value chains for providing end-to-end solutions. A Tech Hub that consists of person-nel, processes and technologies, an architectural frame-work, which provides rules of engagement and tools for collaboration, accomplishes this composition. The Enter-prise Entrepreneur, is the catalyst for the Tech Hub and is responsible for implementing the architectural framework.
References
[1] Sam Baran, “Virtual Parts Supply Base (VPSB) In-formation Architecture - A Framework for Tech Hubs Prototyping,� FEDSIM 97260DE0-09, pp. 1-67, March 1998.
[2] Sam Baran, “Virtual Parts Supply Base (VPSB) Business Model - A Framework for Tech Hubs Deploy-ment,� FEDSIM 97260DE0-09, pp. 1-63, June 1998.
ACRONYMS
CALS Continuous Acquisition Logistics Systems
CGI Common Gateway Interface
CORBA Common Object Request Broker Architecture
COE Common Operating Environment
COTS Commercial Off The Shelf
CS Client Server
DLA Defense Logistics Agency
DMS Diminishing Manufacturing Sources
DNA Distributed Network Architecture
DCE Distributed Computing Environment
DCOM Distributed Common Object Model
DII Distributed Information Infrastructure
DOD Department of Defense
EC Electronic Commerce
EDI Electronic Data Interchange
ESA Engineering Support Activity
FEDSIM Federal Systems Integration & Management Center
FSC Federal Supply Classification
GOTS Government Off The Shelf
HTML Hyper Text Markup Language
HQ Head Quarter
IDIQ Indefinite Duration Indefinite Quantity
IT Information Technology
LAN Local Area Network
LCIIO Life Cycle Information Integration Office
LINK Logistics Information Network
MIPR Military Interdepartmental Purchase Request
MOU/A Memorandum Of Understanding/Agreement
NSN National Stock Number
NT MS CS Operating System
OEM Original Equipment Manufacturing
ODBC Open Data Base Connectivity
ODUSD Office of Deputy Under Secretary of Defense
OLAP On Line Analytical Processing
PC Personal Computer
PKI Public Key Infrastructure
PM Program Manager
QA Quality Assurance
QML Qualified Manufacturing List
QoS Quality of Service
RFQ Request For Quote
ROM Rough Order of Magnitude
SCM Supply Chain Management
SCRA SC Research Authority
SIC Standard Industrial Classification
TDP Technical Data Package
VAN Value Added Network
VE Virtual Enterprise
VECP Value Engineering Change Proposal
VPN Virtual Private Network
VPSB Virtual Parts Supply Base
WAN Wide Area Network
WWW World Wide Web
COMPUTER GRAPHICS IN A PLANETARIUM WITH 360 FOV
Sam B. Baran, Ph. D., OH
ABSTRACT
Computer graphics is the simulation of the visual world using an array processor operating on a database. A planetarium is defined as a large dome centered on an observation platform. The processor generates real-time half-tone color images; and sends the video to four projectors installed on the dome to paint it for the observers on the platform. The panorama thus generated is a 4 view of the surroundings in the sky, on the earth (or any other planets), or in the sea at any time of the day or night under any atmospheric condition.
The main components in computer-simulated planetarium are: an array processor, an appropriate database, the relevant optics, and a dome to serve as hemispherical screens for projection of the imagery. The array processor provides facetized imagery to the projectors - instead of facetizing the dome and installing CRTs in each facet to output the video. The array processor treats all the imaginary facets on the dome as one super image and sends the appropriate images for the field-of-view (FOV) of each TV-projector light valves on the dome to its corresponding projector.
The array processor consists of SOFTWARE including Database, Operating System, Diagnostics and HARDWARE made of Peripheral/Control Equipment, Image Generator, and Terminal. The database is an array of numbers provided from three sources: Author Language, Digitizer, Data Bank. The peripherals are Data Terminals, Digitizers, Disc Memory, Line Printer, and Joystick Control. The image generator consists of the following major blocks: Input/Output Unit, CPU, Memories, Projection Processor, Visible Surface Processor, and Frame Buffer. The parallel-array processors consist of ECL-based boards in pipeline architecture. Averaging hardware could be added in the frame buffer for anti-aliasing. The algorithm for the processors is linear equations. The light valves are akin to large-screen TV with much higher resolution.
The image generator distribute a composite 3-dimensional colored image over 4 channels, each providing a portion of the 4 steradians coverage of the interior of the sphere. The video is sent to the light valve projectors with servo-driven azimuth and elevation mirrors and the platform can swing by servomechanisms inside the dome. The visual system is synchronized with other control displays, and indicators to maintain coordinated visual, auditory, and motion sensory cues. This system can be expanded to two identical domes for gaming and fights between two crews each stationed in one dome. The video can be channeled into two superimposing images - one serving background and the other, target. The planetarium can be time-shared, or worked in concert for one-on-one and two-on-one training applications in astronomy, geography, marine sciences, landscaping, aeronautics, and war games.
Sam B. Baran, Ph. D., OH
ABSTRACT
Computer graphics is the simulation of the visual world using an array processor operating on a database. A planetarium is defined as a large dome centered on an observation platform. The processor generates real-time half-tone color images; and sends the video to four projectors installed on the dome to paint it for the observers on the platform. The panorama thus generated is a 4 view of the surroundings in the sky, on the earth (or any other planets), or in the sea at any time of the day or night under any atmospheric condition.
The main components in computer-simulated planetarium are: an array processor, an appropriate database, the relevant optics, and a dome to serve as hemispherical screens for projection of the imagery. The array processor provides facetized imagery to the projectors - instead of facetizing the dome and installing CRTs in each facet to output the video. The array processor treats all the imaginary facets on the dome as one super image and sends the appropriate images for the field-of-view (FOV) of each TV-projector light valves on the dome to its corresponding projector.
The array processor consists of SOFTWARE including Database, Operating System, Diagnostics and HARDWARE made of Peripheral/Control Equipment, Image Generator, and Terminal. The database is an array of numbers provided from three sources: Author Language, Digitizer, Data Bank. The peripherals are Data Terminals, Digitizers, Disc Memory, Line Printer, and Joystick Control. The image generator consists of the following major blocks: Input/Output Unit, CPU, Memories, Projection Processor, Visible Surface Processor, and Frame Buffer. The parallel-array processors consist of ECL-based boards in pipeline architecture. Averaging hardware could be added in the frame buffer for anti-aliasing. The algorithm for the processors is linear equations. The light valves are akin to large-screen TV with much higher resolution.
The image generator distribute a composite 3-dimensional colored image over 4 channels, each providing a portion of the 4 steradians coverage of the interior of the sphere. The video is sent to the light valve projectors with servo-driven azimuth and elevation mirrors and the platform can swing by servomechanisms inside the dome. The visual system is synchronized with other control displays, and indicators to maintain coordinated visual, auditory, and motion sensory cues. This system can be expanded to two identical domes for gaming and fights between two crews each stationed in one dome. The video can be channeled into two superimposing images - one serving background and the other, target. The planetarium can be time-shared, or worked in concert for one-on-one and two-on-one training applications in astronomy, geography, marine sciences, landscaping, aeronautics, and war games.
