The Honeywell industrial automation and control (IAC) business unit designs, manufactures, and configures the sophisticated TDC 3000X family of systems. These systems enable its customers (refineries, chemical plants, and paper mills around the world) to achieve world-class processcontrol capability. In late 1989, the management team began a three-year world-classmanufacturing (WCM) program to examine lagging performance results. WCM established ambitious goals for defect reduction, short-cycle production, and materials management. Specific goals included reducing defects by a factor of ten (1,000 percent) and cycle time by a factor of five (500 percent). WCM was created to provide resources and take a system-wide view of the plant. WCM supported a focused-factory environment that harnesses the potential of teams. Instead of workers being assigned to a specific area on the factory floor, teams of multi-skilled workers were charged with building entire products or modules from start to finish. WCM provided resources to teams based on the process rather than piecemeal events or tasks. Training took on a system-wide view. In 1990, the entire plant was shut down and everyone was taken to another location for an intensive six-hour session. During the session, the need for radical change was articulated. In addition, management explained what the broad changes would be and how the changes would impact the workers. To support the factory-focused paradigm, the ``all-salaried’’ workforce was evaluated on a ``pay for performance’’ basis. Factory-focused teams were rewarded for their performance. In a little over three years, teams helped reduce defect rates by 70 percent, customer rejects by 57 percent, cycle time on parts by 72 percent, inventory investment by 46 percent, and customer lead times by over 70 percent. Improvements did not come without struggle. One problem was management of ``white spaces’’. White spaces are gaps between different links in the internal-supply chain. Management found out that teams along the value chain for each product line had a tendency to sub-optimize the total supply chain because they were primarily focused on their own areas. To get the teams to think in unison, the Director of Strategic Planning and Organizational Development took the three team managers aside and told them that they were responsible for the whole product line. Performance evaluations would be based on how the entire product line performed. Honeywell calls their factory-focused program the TotalPlantTM. The mission of TotalPlantTM is to unify business and control information to enable global customer satisfaction. To accomplish this mission, the plant is migrating to fully integrated hardware, software, and services that support plant management, process management, and field management. TotalPlantTM business and control information is also used to facilitate planning, implementation, and world-class applications. The TotalPlantTM paradigm is not limited to the IAC site. It is intended to support global delivery of its manufactured products, serve the needs of over 40 regional TotalPlants and delivery centers worldwide, and align with global suppliers. You need to propose an effective solution by answering the following questions.

1. State the ERP related technology you intend to use while performing BPR and enlist the reasons for the selection of the ERP related technology? 

2. Perform Business Process Reengineering (BPR) along with its elements to implement a framework that overcomes the problem? 

3. Draw 2 process maps, one should visualize the current framework of the enterprise and the second process map should visualize the proposed solution while performing BPR? 

 4. Explain the dependency between the functional areas of an enterprise data center through a diagram?