The race was on at the turn of the century to replace the expensive, handmade cars that were inaccessible

to most buyers. There were rumors about precision standards in manufacturing, but no one really listened or expected it to happen. But Henry Leland, a feisty, strong willed mechanic, automotive entrepreneur was determined that it would happen by demanding precision manufacturing for his Cadillacs to 1/1000th of an inch. In 1908, with extreme confidence, he took the unprecedented gamble of entering Cadillac in the Royal Automobile Club of Londons Dewar competition, which was the worlds most prestigious and rigorous judging of manufacturing excellence. Leland claimed that Cadillac had attained the industrys highest standards of precision and interchangeability of parts. To prove him wrong, or to be amazed that he was right, the Royal Automobile Club (RAC) chose three Cadillacs from three different London dealers, which they shipped to their own test track and proceeded immediately to completely disassemble all three cars and then mix the parts of all three cars into one pile. A new team of mechanics, who had not seen the cars yet, were brought in to, using only hammers, wrenches and screwdrivers, reassemble the three cars. Once reassembled, each car had parts from the other two, and then all three were driven 500 miles on the RACs test track. Each Cadillac performed flawlessly and Cadillac was awarded the Dewar Trophy, and was named The Standard of the World. For many, this was the last moment of the old order in the industrialized world, for now it was out with craft and in with precision, and standards would be the new worldwide standard. It is interested how those who focused on standards were to interact. For example, Charles Kettering, who has been called an American genius, was a poor farm boy with such dreadful eyesight that people had to read his textbooks to him. When he was later employed by National Cash Register he invented a small motor that opened cash registers electrically. He later built the starter for Cadillac, and another fellow he worked with at National Cash Register was Thomas Watson who, if I remember correctly, went on to found IBM. One of the reasons for the success of Leland, Kettering and Watson is that they believed in standards, knew the value of stands, and realized how standards creates equality for all players, a sort of democracy wherein all business partners can benefit. We know what Watson accomplished, but for those who do not know Kettering, his strong belief in standards led to his self-starter earning the 1912 Cadillac the nickname The Car that has no Crank and his electric lights led to a second Dewar trophy. Both Cadillac and IBM were founded and built by visionaries who knew the importance of standards. 100 years later industry is more complex and standards are even more important with many committees and many talented people continue to drive standards. An example of a tough industry is oil and gas exploration/production, transportation, refining, and delivery of products to customers.

An organization founded to establish standards for the oil/gas industry is the Petroleum Industry Data eXchange (PIDX), with operations worldwide that provide a forum for delivering the process, information and technology standards that facilitate seamless electronic business within the oil and natural gas industry and its trading community.

PIDX, Worldwide
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PIDX Standards Implementations

USA

MEX PHL VEN TH

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BRA

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ARG

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GNQ

ANG

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www.pidx.org

Maximo Business Processes

Buyer
Private process A (Company -specific) Process PO Receive PO
Request

Supplier
Public process (Standard) Send PO Customer Public process (Standard) Send PO Supplier Private process B (Company -specific) Process Sales Order
Receive PO Send PO Receive PO

P O

Select Supplier Generate RFQ Send RFQ Select RFQ Response Send PO

Check Customer

CRM
Receive PO Acknowledge Send PO Acknowledge Check Credit Check Availability Receive PO Response Send PO Response Create Sales Order Send PO Response

SCM

Close

Send PO Response Acknowledge

Receive PO Response Acknowledge

Close

ERP

Example of using MAXIMO with PIDX Standards

Two of its primary drivers are Anthony Aming, President of PIDX International and Enterprise Business and Applications Architect for Baker Hughes, and Dave Wallis, Director of Marketing for PIDX and Europe Africa Middle & Far East Representative for OFS-Portal.

For oil and gas procurement the PIDX organization does . Are these standards important. Describe complexities of oil and gas upstream operations. Values contributed by groups such as hal, baker-=hughes, etc. Comment from Dave

Once a plant or an upstream operation has been built, then it must be maintained, which is the main focus on Maximo for Oil and Gas. Describe risk based inspections. Other standars using software.

Next article will be on standards, such as PIDX and RBI and how Tririga and Maximo should use these standards to manage organizational projects and on-going production. Enjoy.