Manufacturing Facility

More and more companies use IRIS Business Architect for their enterprise architecture and business architecture to deliver their client-driven strategies and optimize their client-journeys successfully using value streams, like those mentioned in the above diagram, and their enabling capabilities. Within only 6 months, IRIS Business Architect allows Enterprise and Business Architecture teams to deliver their first successes with relevant artifacts useful both for business and IT agile stakeholders, as shown in this schedule below.

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Manufacturers seek different benefits from the use of IRIS Business Architect. Here are a few that can be pointed out:

  • Better decision-making ability. The use of IRIS Business Architect helps manufacturers comprehend the complete impacts of decisions before making them, therefore reducing risk for each decision.
  • Driven and cohesive strategy. IRIS Business Architect can contribute in decoding manufacturing strategies into action and focus investment toward initiatives that have higher returns.
  • Agility in business and information technology execution. The use of IRIS Business Architect makes it easy to have a repository of reusable business architecture content for each of your business units and defined processes that decode strategies into execution significantly speeding up an enterprise’s ability to recognize and implement all necessary changes.
  • Higher operational effectiveness and capacity for growth. IRIS Business Architect helps manufacturers structure and rationalize business operations for efficiency and scalability.

Manufacturers are currently facing challenges that need to be addressed swiftly, preferably using IRIS Business Architects, to ensure optimal cohesion between a manufacturer’s corporate strategy and its execution within each of its business units. Here are some of these major challenges:

  • With the retirement of a large percentage of highly skilled workers increasing every year and the lack of skills and technical knowledge among young workers, manufacturers will require more and more to improve their process automation legacy systems and implement dynamic training programs to succeed.
  • International standard requirements and compliance are constantly increasing operational burdens among manufacturing plants often located in different continents. Manufacturers need to insure the accuracy of their quality and traceability systems for all of their components and sub-components and tweak and adjust their ever more complex global supply-chain systems for compliance.
  • With quickly changing consumer tastes and preferences, product life cycles are becoming shorter and manufacturers need to have effective New Product Introduction processes in place within all their business units and their suppliers. New strategies to implement closed-loop communication between sales, manufacturing, and engineering are vital to ensure product launches hit time, volume, and quality targets.
  • Aggregately, economic volatility and cyclical demand causes more and more significant fluctuations in production. At a more granular level, the increase in volatility in the consumer demands requires manufacturers to have and implement supply-chain strategies that increase continually the efficiency of their already lean capabilities to keep inventory aligned with demand and avoid unsellable inventories, while also minimizing the risk of crippling supply-chain disruptions.
  • With the constant growth of data and information, the ability for manufacturers to make sense of this information that is available (and necessary) to insure good decisions making while minimizing risks is becoming of critical importance. Manufacturers need to address this issue with both data analytic software tools and human know-how, then to convert this information into valuable strategic knowledge that can then improve execution within all of their business units.