System Integration in the Automatic Identification Industry

Overview
System integration combines hardware, components, subsystems, application software, project management and human resources into a successful automated data collection system. These tasks require an individual or organization with the experience to identify, evaluate and solve automatic identification problems.

On the simplest level, connecting a bar code printer to a PC and installing software can represent system integration. In this example, the solutions are generally pre-engineered and conform with established standards and procedures. Many business and industrial system integration solutions, however, are not pre-engineered nor are standards and procedures clearly delineated. The development of these solutions, standards and procedures is the role of the system integrator (Sl) working for, or in partnership with, the end user.

Levels of Integration
System integration can be effected on a variety of levels and with increasing degrees of complexity. There are five basic levels of integration.
Device
Cell
Area
Network
Host

Wider development and implementation of the Manufacturing Automation Protocol (MAP), TOP and other communications standards initiatives are blurring the boundaries between these levels. Further developments in some of the newer automatic identification technologies, such as radio frequency identification and smart cards, may contribute further to the breaking down of barriers between these levels.

These developments, and the myriad hardware and software solutions currently available, demand a disciplined, technically sound approach to new system undertakings.

Figure 1 - Phased Implementation

Project Components
There are four basic steps in any system integration project: requirements analysis, design, development and implementation. Each step contains elements critical to the overall success of the project and an Sl can be chosen to assist with any or all of these elements.

Requirements Analysis
Strategic Plan (where we are, where we are going and why)
Functional Requirements Statement

Design
Functional Design (What is the anticipated result?)
System Design (How is the result to be achieved?)
Hardware Configuration (Selection)
Price Determination (Competitive Bids)

Development
Hardware Procurement
Programming
Documentation

Implementation
On Site Installation
Testing
Training

Each of these elements can be further refined. For example, hardware configuration might include data communications requirements, options and protocols. Further definition of the broad categories above, however, depends largely on the specific project and will not be covered in further detail here. Where a phased implementation is being followed, overlapping timeframes for the development and implementation phases will exist. Phased implementations allow for the most critical aspects of a system to be installed and functional before dependent areas are implemented. This may help prevent false starts and ensure system start-up very soon after equipment is installed.

A phased implementation allows each major subsystem to be tested for applicability before committing down-stream installations to a less than optimal solution.

A delayed start-up because some key element of the up-stream system is not in place may adversely affect the perceived performance of the installation and lessen chances for early success. Sls offer skills and resources to minimize or eliminate this occurrence.

Types of System Integrators
System integration can be performed in many ways, on many levels and for any aspect of the project. In simple applications, the system implementation may consist of installing and testing bar code printers and scanners which interface with existing software. System integration skills are necessary to ensure that all components work together.

Other applications may extend as to the development of a new manufacturing or distribution facility and the integration of flexible manufacturing systems (FMS), automated guided vehicle systems (AGVS), automated storage and retrieval systems (AS/RS), and a number of different automatic identification technologies. In these more complex applications, a much greater degree of integration is necessary to ensure that the many diverse components function together as a system.

Except for very basic systems, expanding or implementing a system may also include the need for new or revised business practices, training, software and a range of other products and services. The scope, scale and purpose of a project will help determine the type of system integrator, or integrators, required for the job.

System integration may be performed by:
Architects, engineers or constructors
Automated machine tool suppliers (FMS suppliers)
Automatic identification equipment manufacturers or suppliers
Computer suppliers
Consulting firms
Material handling/automated system suppliers (AS/RS, AGVS)
Software suppliers
Systems integrators

System integrators may be component vendors, consultants, designers, developers, installers or implementers. In some cases, multiple Sls may be required to provide the total solution and bring sufficient experience and expertise to the project.

Each type of system integrator provides a level of experience that is appropriate for some part or all of a specific project. Consideration should be given to the scope, scale and goals of the project in determining which type of integrator to use or, if multiple integrators are used, how authority and responsibility will be distributed among them.

Consideration should also be given to overall project management. In the latter case above, one firm must be assigned to provide overall management of the entire project.

A customer must evaluate each project to determine which type(s) of integrator(s) to pursue.

Among the topics which should be addressed are:
Long term goals (corporate and srategic)
Short term goals (corporate and strategic)
Implementation plans (phased or not)
Level of integration required
Interface with other automated equipment
Software impact (suitability of existing data management software)
Software availability (packaged or custom)
Host impact (sufficient processing power)
Network considerations
Future applications
Financial impact
Benefits
New or existing systems
Level of risk
Available human resources

Role of the SI
System integrators can provide a wide range of services to a company, including (but not limited to) evaluation of corporate needs, establishment of a strategic plan and system development goals; physical facility design; hardware installation; application and interface software development; and training, service and maintenance. Whether the company needs all of these services is a question that must be answered by the individual client.

Different SIs provide different services, however, SIs can generally provide client companies with the resources and skills often needed to minimize risks, help develop long and short-term goals and identify additional benefits.

Needs Evaluation
SIs may begin with an evaluation of corporate goals, policies and procedures. Understanding how a company works and where a company wants to go are crucial to the development of solutions that will provide optimal pay back. If the stated goal of a company is too narrowly defined or addresses only short-term needs, the solution will be limited by those constraints. For example, the decision to add a bar code to an invoice for remittance tracking will produce benefits in proportion to the magnitude of the current remittance tracking problem. On the other hand, if the goals are to improve the productivity of the accounts receivable department, improve cash flow, reduce key entry error and reduce personnel costs, then a solution with broader potential impact can be developed.

Similarly, if long-range goals are not clearly identified, the possibility exists that projects with lower potential impact and shorter life cycles might be implemented first simply because they are the ones that are most immediately obvious. Proper evaluation of long-range goals allows prioritization of activities and ensures that strategic plans are not inadvertently sacrificed for short-range benefits.

Without a long-range goal, and a detailed implementation plan, a company may miss a window of opportunity and implement a limited solution to a larger problem. Risk reduction is another function provided by SIs. Whether the risk has to do with the implementation schedule or the actual solutions recommended, SIs can provide the disciplined approach to development and execution that will enhance the probability for success. By evaluating an organization's operations, SIs can assist in determining the appropriate technology for the application. Some companies working with SIs have found that changing methods of operation, not merely automating them, can make a major contribution to improved performance and productivity.

The evaluation of a company's operations, coupled with an understanding of its long range goals, will allow the SI to move from the concept to the design of a system that will accomplish the goals and objectives.

System Development
The SI will then develop the actual system; that is, integrate the hardware and produce the software required to combine the various components into a functional system. The SI may contract with other suppliers to provide parts of the system. These components may include computer, automatic identification and material handling equipment as well as the ancillary devices and software required.

Integration
After completing the development phase of the project, the SI is normally tasked with the responsibility of fully integrating and testing the components of the system. Software packages which control one section of the system may not have apparent bridges to other parts of the system and the SI may need to acquire, modify or develop software which will enable all components of the system to function together.

Implementation
The SI also assumes responsibility for the physical installation of the system. Duringthis phase, all hardware, software and ancillary devices will be installed, communications established, and the acceptance testing completed. Finally, when the system is operational, the SI will generally provide continued support in terms of training, system enhancements and, usually, warranty service for hardware and software.

Why Choose an SI
Because today's productivity challenges are complex and involve more than the simple selection of hardware or software, companies can draw on the experience and resources of the SI to augment in-house expertise.

Few companies have sufficient human resources to allocate key personnel to the long process of analysis, design, supplier selection and project management of a new system. Likewise, sufficient expertise is often not available with in-house staff. Internal development of sufficient expertise will, at best, greatly lengthen the process and, at worst, greatly increase the risk.
SIs can dedicate both the resources and necessary skills to the project. In addition, SIs offer experience with similar applications and a fresh outlook on a company's problems. Often, these insights are necessary to ensure long-term, broadbased improvements in a company's operations.

As objective advisers, SIs can help facilitate discussions among different departments within a company to avoid granting one group or individual inordinate control over the total solution.
Finally, an SI can help the customer manage and maintain the system by providing ongoing support, maintenance and modifications.

The Role of the Customer
The customer's role will differ depending on the type of system integrator chosen, the level of integration and the scope of the system.

If the selected SI provides only a portion of the total project (design or installation, for example), the customer must provide the rest of the project management or design team either directly or by out-sourcing the additional services.

Regardless of the SI chosen, however, the customer is responsible for securing sufficient management involvement and support to ensure project success. The customer is also responsible for developing the economic justification for the proposed system, including identification of primary (direct) and secondary (indirect) benefits.

Customers should also work closely with the SI to clearly define the areas of authority and responsibility for a given project. These areas of responsibility will depend on what is expected of the SI and the resources the customer can bring to the project. The customer should work closely with the SI to develop reasonable expectations for system performance and the implementation timetable. An internal project team should be established and a coordinator named to ensure that project goals are clearly understood and endorsed and that the timetable is followed.

Finally, it should be recognized that the evaluation and procurement of SI services is very different than the evaluation and purchase of commodities. Successfully implemented systems are usually the result of a strong partnership between the client's project team and the selected SI(s). It is essential to develop a contractual arrangement which will create the environment for a proactive, results oriented partnership.

Conclusion
Systems integration requires technical expertise, applications know-how and hands-on experience. Whether the need is to correct current problems or to carry a new project through from concept to successful operation, Sls provide the resources, analysis and direction necessary to ensure an on-time, within budget system.

Reprinted with permission from AIM, Inc.
www.aimglobal.org

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