Grai Interop Part 2.Bv

The GRAI method
Part 2: detailed modelling

and methodological issues
B. Vallespir, G. Doumeingts
The GRAI method, Part 2: detailed modelling and methodological issues 1

Content
• 1. Introduction
• 2. The GRAI nets
• 3. The structured approach
• 4. The rules of inconsistencies
• 5. The GRAI methodology

INTRO-
First part
DUCTION

Definition of the GRAI method
• The GRAI method owns to the enterprise modelling

domain. The purpose is to design or reengineer
production systems (manufacturing or service).
• The GRAI method focuses on the decisional aspect
(control system).
• From a general point of view, the GRAI method applies
to performance improvement.

Composition of the GRAI method
The GRAI Method:

• is built up starting from a reference model, the GRAI
model, which is a consistent set of concepts that model
any production system in a generic way and a priori,
• is based on graphical modelling languages which
instantiate the concepts of the GRAI model to build the
specific model of the studied case,
• follows a structured and participative approach within
which actors and steps are defined, allowing
effectiveness and time saving.

Composition of the GRAI method
Note:
The GRAI reference model and the GRAI grid
are not presented in this course and can be
found in:
The GRAI Method
Part 1: global modelling

Application domains of the GRAI method
• Production systems engineering,

• Choice and implementation of software packages for
management: ERP (Enterprise Resources Planning),
SCM (Supply Chain Management), CRM (Customer
Relationship Management) or other computerized
solutions (decisional...);
• Choice and implementation of performance
indicators systems;
• Development and implementation of industrial
strategies;
• Support to quality approaches;
• Knowledge Management.

Application domains of the GRAI method
Remark:
The GRAI method takes part in these applications without

being sufficient enough in general ⇒ necessity to
increase the modelling domain (see GRAI methodology,
5th part)

Second
THE GRAI
part NETS

INTRODUCTION

Definition
The GRAI Nets represent the running of the whole or a

part of a decision centre according to the GRAI
modelling concepts (model of a decision centre
activities).

Situation of GRAI nets in modelling
F1 F2 F3 ... Fn
H/P
H/P
H/P
Workload Urgent
PL/30 MRP
for MT order
Workload
To centre the Workload
Principle: 1 plan over 3

months
over 3
months
2
To complete
workload
over
3 months
completed
There is only one network

Objective:
by decision centre PL/30

Respect of
delivery
3
Rules
Priorities
To adjust load
dates
(smoothing)
Progress report Requirement
MR/10
on the production origin
DV
Practically: PL/30
• Delivered
quantity
• Int resour.
MT
Workload
PL/30
H = 3 months
Sometimes several TO PLAN
To plan
P = 1 day
(size, version, etc.) workload + ST PL/20

schedule Load distrib-
Man. order
PL/30 uted
# Methodological unreach PL/10
per period
information able
and station

Graphical representation of an activity
Support
Trigger # Activity Result
Support

MODELLING
COMPONENTS

Activity and entity
Name Activity. Part of the behaviour of a decision-

making centre. An activity is dynamic and
provides one or more entities. The activities
are named and numbered.
Name Entity. Physical or abstract object that

belongs to the control system. The entities
are necessary to the course of the activities
or are produced by those ones. The entities
are named.

Activities type
Two types of activities exist

Decision activity
Execution activity Trigger
#
T
Support o
Support d Support
e
c
i
Trigger # To execute Result d
e
Support Result

Activities type
Execution. Deterministic activity. Activity giving

the same value to the result for the same values of
the convergent entities (trigger and supports).
Example: activity managed completely by a rule,
procedure, programme, etc.
Decision. Activity being able to give several

values to the result for the same values of the
convergent entities.
Example: choice of a solution in uncertain context

Nature of entity
There are seven natures of entities:
• Objective. Level of performance attended after the

realization of the activity.
• Decision variables. Element on which one can play
during the activity implementation.
• Criterion. Help to the choice of the actions on the
decisions variables.
• Rules. Specification of the behaviour of an activity or
a part of this one.

Nature of entity
There are seven natures of entities (cont’):
• Performance indicator. Report on a performance.

• Information. Entity of informational nature
unspecified.
• Resource. Concrete means, technical or human,
necessary to the implementation of the activity.
The nature of the entity is mentioned (or be an

information by default) Rule

Role of entity
Three roles are possible for an entity
Support. Entity required for the progress of

an activity
Result. Entity produced by an activity
Trigger. Entity required for the progress of

an activity and of which the disposal triggers
the activity.

Additional information
Trigger
• The trigger of an activity can also consist of an
exogenous logical condition. In this case, this one is
indicated as an entity trigger.
• The trigger can also consist in the period of the level
where the decision centre is located. In this case, no
trigger is mentioned.
Support
• Objectives, decision variables and criteria are only
and mandatory represented for decisional activities.

Reference operators
Reference operators are used when it is necessary to

indicate the origin or the destination of an entity when
this origin or this destination is external with the
diagram.
Situations for which these operators are necessary:

• when an entity circulates between the studied system
and its environment,
• when an entity circulates from one decision centre to
another one,
• when the net is too large to enter on a page!

Reference operators
Origin : R/A Entity
Destination : Entity R/A
• R: number of the net,

• A: number of the origin or destination activity
• R/A: name of the system or service out of the study
domain

LOGICAL OPERATORS

Generalities
• It appears combinations or decompositions in the

GRAI nets which result in divergences and
convergences into AND and OR, from entities to
activities and reciprocally.
These situations are represented by logical
operators.
• The representation of these operators follows the
general rule:
• AND are represented by double features (| |)
• OR are represented by simple features (|)

Generalities
Example
OR Convergence
AND Divergence

Particular case
Link: Entity → Activity / AND / convergent
Because supports are not optional

Prohibited structure
Link: Entity → Activity / OR / divergent
Entity
Entity
C
h
o
i
c
⇒ e
X
The outcome of the entity to one or

the other of the activities supposes
the idea of a choice: this implies to
clarify this choice

Prohibited structure
Link: Activity → Entity / AND / convergent
An activity
must have its
own result
Link: Activity → Entity / OR / convergent

EXAMPLE OF NETS

Example
Workload
PL/30 for MT
MRP Urgent orders
Workload
To centre the plan Workload to complete over
1 over 3 months over 3 months 2 workload 3 months
completed
Objective:
PL/30 Respect of 3 Rules
delivery Priorities
To adjust load
dates
(smoothing)
MR/10 on the production origin
DV
• Delivered MT
quantity Workload
PL/30
PL/30 • Int resour.
H = 3 months
TO PLAN
P = 1 day
To plan workload
# + ST schedule
PL/20
Man. order Load distributed
PL/30 unreachable per period PL/10
Methodological information and station

Link with the corresponding grid
Example of a control grid
External To manage products To manage Internal
information To plan resources information
To man. purchase To man. procurem.
• To define
• To look for
2 years Forecasts of suppliers • To define proc. To make engagement
50 sales per strategy Long Term strategy
1 month • To negotiate plan • To define
families markets • To define
critical proc. structural S/C
Consolidated
MSP
8 months orders
40 To define proc. To define
1 month parameters MRP
conjectural S/C
Orders book
6 month To send To plan

30 orders to To make proc. workload + To define Inventories level
1 week suppliers plan MT schedule conjectural S/C
3 months To recall
To plan
To assign the
20 workload +
1 day suppliers ST schedule personnel
Urgent orders
10
1 day
RT
To dispatch
To record I/O
raw materials,
materials and FP
Example
To record orders
Workload
PL/30 for MT
MRP Urgent order
Date Title 76
Workload
completed
Objective:
delivery Priorities
To adjust load
dates
(smoothing)
H = 3 months MR/10
TO PLAN on the production

DV
origin
P = 1 day PL/30
• Delivered
quantity
MT
Workload
PL/30
• Int resour.
H = 3 months
TO PLAN
P = 1 day
To plan workload
# + ST schedule
PL/20 #
To plan workload
+ ST schedule
PL/20
Methodological information
PL/30
Man. order
unreachable
Load distributed
per period
and station
PL/10
Date Title 31
Methodological information

Example: links with the corresponding grid
MT
PL/30 Workload
MRP Urgent order
Workload
completed
Objective:
delivery Priorities
To adjust load
dates
(smoothing)
PL/40 Progress report Requirement
MRP MR/10 on the production origin
DV
To plan
workload + • Delivered MT
quantity Workload
PL/30
MT schedule Inventories
level
PL/30 • Int resour.
PL/30
To plan To assign the

To recall workload + personnel
suppliers ST schedule
GP/20 GR/20 Man. order Load distributed
PL/20 PL/30 unreachable per period PL/10
and station
PL/10 To dispatch

Consistence
Progress report
Absent of the grid: normal
GR/10 of the production (additional detail at the level
of the nets)
To plan
To recall
suppliers workload +
To assign the
personnel Absent relations in the net:
ST schedule
GP/20 PL/20
GR/20
abnormal

Analysis of the content of the decision framework
PL/30 → PL/20
Objective
PL/30 Respect of Transmission of the
the delivery
date value of the objective
In the grid: DV
• delivered Transmission of the
quantity
To plan
workload + PL/30 • Int resour. value of the constraints
MT schedule
PL/30
To plan
workload + MT
ST schedule PL/30 Workload Order transmission
PL/20
Man. order
PL/30 unreachable Information follow up

Third THE
STRUCTURED
part
APPROACH

General principles
OBJECTIVES
Models
Analysis Design
Implementation
Modelling
?
Real world
Existing system Target system

(As-is) (To-be)

The actors
Define the objectives
BOARD GROUP and the domain of the study
Evaluate and validate the results
Synthesis group
is &
Analys on (Main deciders)
i
validat
GRAI Specialists Perform the study
als
(sensors) Propos
Valida Definition
tion Analysis & Proposals
Support the study Inform validation
Va ation
lid Working
ati groups
Inf on
orm Interviewees
ati Look for
on solutions
Provide information

The actors
Example of a group composition (study of a SME)
Board group
• person in charge of the SME
• responsible for the division of the group to which the
SME is attached
• Synthesis group
• person in charge of the SME
• responsible for procurement / subcontracting
• responsible for manufacturing
…/…
The actors
Example of a group composition
• responsible for quality

• responsible for estimation / preparation
• responsible for scheduling
• responsible for commercial
Specialists
• a specialist from a service company
• a specialist assistance provided by the group

General progress
Initialisation
Initialisation
Modelling
Modelling and
and Context
Context and
andobjectives
objectives
existing
existinganalysis
analysis of
ofthe
thefuture
futuresystem
system
Design
Designofofthe
the
future
futuresystem
system
Actions
Actions plan
plan

Course of the phase « initialisation »
Presentation
Presentationofofthe
the
study
study phases
phases
Synthesis group
Board Group
Groups
Groups definition
definition

Course of the phase «modelling and
existing analysis»
• Grid
Global
Globalmodelling
modelling • Interviews Synthesis group
planning
• Interviews Interviewees
• Setting form
Detailed
Detailedmodelling
modelling (realisation of the nets)
• Review of the grid Synthesis group
• Determination of Synthesis group

Analysis
Analysis the inconsistencies
assessment
assessment • Analysis report Board group

Course of the phase « context and future
system objectives »
Definition
Definitionof
ofthe
the Synthesis group
external
externalconstraints
constraints
Definition
Definitionof
ofthe
the Synthesis group
internal
internalconstraints
constraints
Synthesis group
Description
Description of
ofobjectives
objectives
of
ofthe
thefuture
futuresystem
system Board group

Course of the phase « future system design »
• Inconsistencies solving
Design
Designinitialisation
initialisation • Proposals for orientations Synthesis group
• Choice of one orientation Board group
• Grid Synthesis group

Global
Globaldesign
design • Global nets
Working groups
Detailed
Detaileddesign
design • Detailed nets Working groups
Synthesis group
Design
Designsynthesis
synthesis • Design report
Board group

Some precisions
• The phases do not proceed a such sequential way

(overlapping, looping);
• It is necessary to regularly gather the group of
synthesis (to remain "in catch" with the study) without
overloading its members (1/2 day every 2 or 3 weeks):
that involves intermediate versions of the results.

Example of planning
The actors
Modelling / Diagnosis Design
3/4 months maximum 3/4 months maximum
Board
Group
Synthesis
Group
Interviews
Working
Groups
Double arrow = Framework

Fourth THE
INCONSIS-
part TENCIES
RULES
Generalities about inconsistencies rules
• The most important rules come from the GRAI model (in
this way, they are a part of the model);
• The inconsistencies rules correspond to the ideal vision of

a control system;
• The goal is not to obtain such an ideal system, the studied

system will not be requested to match all the rules:
⇒ Set of inconsistencies rules = Guide to think

about the consistence of the studied system.

«A» rule
Horizons must be sliding.
Non-sliding horizon Sliding horizon
Planning built
at t = 0
Planning
built at t = P
Planning
built at t = 2P
Planning
built at t = 3P
Planning
built at t = H
0 P 2P 3P 4P H+P 0 P 2P 3P 4P H+P
=H =H
Revision New forecast

«A» rule
Vision of the future
Non-sliding horizon Sliding horizon
4P = H
3P = H-P
2P
0
0 P 2P 3P 4P H+P 0 P 2P 3P 4P H+P
=H =H

«A» rule
The control systems we take into account are based on
forecasts (that is why the notion of horizon exists);
The only way to permanently keep a minimal vision of

the future is to have a sliding horizon;
With a sliding horizon: Vision at decision period = H,

Minimal vision = H - P;
Note: when H = P, the notion of sliding horizon has no

sense anymore and we consider then that the situation
corresponds to a non-sliding horizon.
«B» rule
The horizon must be longer than the time to
achieve physical activities of production controlled
by the decision centres of the level.
Decision L = delivery date
Decision
centre The planning realized at L-d
centre
must take the result expected
at L into account, then a
T= Controlled T =
Controlled vision in the future over d is
L-d activity
activity L necessary:
Duration = d ⇒H≥d
Note : This is true when there is a commitment about the
delivery date (generally the case in production management).
« B » rule
Definition of the relationships between physical activities
of production and decision centres
Master
Knowledge coming Production Horizon ≥ D
up from production Schedule
management
Load
Horizon ≥ d
planning
Production
Purchasing Manufacturing d
D

« B » rule
Precision
The former general rule is true for the nominal running

since the vision in the future is equal to H at the period
of decision making.
In the case where many adjustments are needed, the

minimal vision in the future must be considered: H - P.
Then, if the environment of the system is very disturbed,

it is necessary that:
H-P≥d

«C» rule
The value of the period is linked to the frequency of
fluctuations impacting the decision centre considered.
• Shorter the period is, more the
system is reactive,
ss
Re
e
ac
nt nd
htn
• Longer the period is, more the
ti
me y a
lig
ve
ge ilit
system is stable and light to
ne
na tab
ss
manage.
Ma S
Stability: by implementing
« enough » a plan before revising it.
Management lightness: less effort Value of the frequency
with a batch-process of events.
«D» rule
The ideal number of decisional levels

is between three and five.
Too much levels make the system too complex and is

often the symptom of a synchronization issue between
decision centres.
Not enough levels does not allow a « progressive co-

ordination » of the system.
Empirical rule defined by experience.

«E» rule
The horizon of a level must have a value equal or
greater than the value of the period of the upper level.
Sources of Orders and follow-up are continuously

variations: received, the decision framework is emitted
only at each period of the upper level. Then,
Decision
framework the environment of the decision centre is
stable from this point of view during Pn+1
Order Decision
centre
(period of the upper level).
This stability is taken into account by having:
Hn ≥ Pn+1
Follow
-up
Empirical rule : Hn = 2.Pn+1

«F» rule
A decision framework must not jump a level.
• This configuration denies
Configuration that
the raison d’être of the
does not match the rule:
jumped decision centre and
the interest for having a
progressive co-ordination.
• The decision centre

receptor receives a frame
not often enough and too
global related to the detail it
processes itself.
«G» rule
A decision centre must receive only one decision
framework.
• The objectives sent risk to be contradictory;
• The decision space of the decision centre receptor

corresponds to the intersection of decision spaces
defined by each decision framework (decision
variables and constraints). This space risks to be
empty.

« G » rule
Decision Decision
framework framework
Configuration that does

Decision
not match the rule: centre
Configuration theoretically possible (mainly if it exists

a unique decision centre upstream the decision
frameworks) but not practically recommended.

«H» rule
A decision framework inter-functions is possible only if
the decision centre emitter belongs to a function whose
the basic elements contain the basic elements of the
function that the decision centre receptor belongs to.
Reminder: Activity control
Production activity control: basic concepts
Activity PxRxT
Activity
management
management
Product
Product Resource
Resource
management
management management
management
PxT Product Activity Product

Product Activity Product RxT
PxR
P
Resource
Resource «Activities management»
? «Planning»
R
Date Title 26

« H » rule
Example of forbidden configuration:

To
manage
To plan
products
The decision centre emitter does not master the

notion of Resource: it cannot completely frame a
decision centre belonging to the “Plan” function

« H » rule
To To
manage manage
To plan
Possible configurations products resources
(for the three elementary

control functions):
To To
manage manage
To plan
Theoretically possible products resources
configuration but
forbidden by the G rule:

«I» rule
A function is an exclusive set of activities having a
role participating to a common and identified finality.
• Common understanding of the function and its finality,
• Each decision centre of the function participates

effectively to the finality of the function,
• Consistent set of objectives deployed all along the

hierarchy.

«J» rule
Each elementary control function must have

a decision centre at each hierarchical level.
Reminder:
The «Activity management
Activity control
Production activity control: basic concepts

(planning) / Products management
Activity
Activity
management
PxRxT / Resources management» triplet
management
Product
Product
management
management
Resource
Resource
management
management
cannot be dissociated ⇒ If one
PxT Product
Product
PxR
Activity
Activity Product
Product RxT element of the triplet is present at
one level, then the two other ones
P
Resource
Resource «Activities management»
? «Planning»
R
Date Title 26
must be present as well.

«K» rule
The production management system must be informed

enough about its environment (external information)
and about the physical system (internal information).
The system is:
• open: information coming from its environment,

• looped : information coming from the physical system.
Knowledge about production management is necessary

to know what information is required and where.

Conclusions about inconsistencies rules
• Some rules are general and express control principles

(GRAI model): they are applied to the grid
(rules presented here);
• Other more accurate rules come from production

management principles and are applicable to the grid
and to the nets
(rules not presented here);
• It is possible to enrich this set of rules (with rules

dedicated to a class of systems, etc.).

Fifth
THE GRAI
part METHODOLOGY

The GRAI methodology: definition
• The GRAI Methodology applies in the same general

optics as the GRAI method (improvement of
performances).
• The GRAI Methodology is also based on a reference

model, graphic languages and a structured approach.
• The difference concerns:

• the modelling domain,
• the offer of specific approaches according to the aims of the
study.

Modelling domain (by sub-systems)
Entity/Relationship GRAI Grid
or class
diagram functions
entity entity
relation DECISIONAL H/P
cardinality
entity SYSTEM
INFORMATION trigger
SYSTEM
activity
PHYSICAL support support
SYSTEM
result
control
activity
control
support activity
GRAI nets
support
Actigrams

Modelling domain: global representation
Actigram
control
activity control
FUNCTIONAL VIEW support activity
support
DECISIONAL
SYSTEM
INFORMATION
SYSTEM
control logical operator
PHYSICAL
process
SYSTEM PROCESS VIEW
extended
activity
extended
resources Activity
resources
Extended Actigram

The offer of specific approaches
CHOICE AND IMPLEMENTATION OF
IT/TECHNICAL/ORGANISATIONAL
SOLUTIONS
PERFORMANCE
GIMSOFT
Choice of IT MANAGEMENT
solutions GIMPLANT
PROGRAI Implementation
Enterprise process
INDUSTRIAL improvement
of solutions
ECOGRAI
SYSTEMS BENCHGRAI
Performance indicators INDUSTRIAL
ENGINEERING Benchmarking
GEM STRATEGY
GRAI Engineering Evolution GRAI Message
Product design control management Manufacturing Strategic Plan
enterprise
GRAI
GIM Audit Quality KNOWLEDGE
GRAI
GIM Knowledge MANAGEMENT
Enterprise modelling
GRAI Generic
Model Languages approach

Specific approaches and life cycle
Evolution control oriented SIS oriented
Definition of objectives
and strategic planning
GIM AUDIT
MESSAGE
ENGINEERING
Modelling of the existing
BENCHGRAI
GRAI
GRAI KNOWLEDGE
GRAI
GIM
Diagnostic
GRAI QUALITY
GEM
Target system design SOFT
GIM
Choice/development
of technical solutions
PLANT
GIM
Implementation of
technical solutions
GRAI
ECO
Exploitation/follow up
of implemented system

Thank you for
your attention

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The GRAI method

Part 2: detailed modelling

The GRAI method, Part 2: detailed modelling and methodological issues 1

The GRAI method, Part 2: detailed modelling and methodological issues 2

The GRAI method, Part 2: detailed modelling and methodological issues 3

• The GRAI method owns to the enterprise modelling

The GRAI method, Part 2: detailed modelling and methodological issues 4

The GRAI Method:

The GRAI method, Part 2: detailed modelling and methodological issues 5

The GRAI method, Part 2: detailed modelling and methodological issues 6

• Production systems engineering,

The GRAI method, Part 2: detailed modelling and methodological issues 7

The GRAI method takes part in these applications without

The GRAI method, Part 2: detailed modelling and methodological issues 8

The GRAI method, Part 2: detailed modelling and methodological issues 9

The GRAI method, Part 2: detailed modelling and methodological issues 10

The GRAI Nets represent the running of the whole or a

The GRAI method, Part 2: detailed modelling and methodological issues 11

Principle: 1 plan over 3

There is only one network

by decision centre PL/30

Sometimes several TO PLAN

(size, version, etc.) workload + ST PL/20

The GRAI method, Part 2: detailed modelling and methodological issues 12

Trigger # Activity Result

The GRAI method, Part 2: detailed modelling and methodological issues 13

The GRAI method, Part 2: detailed modelling and methodological issues 14

Name Activity. Part of the behaviour of a decision-

Name Entity. Physical or abstract object that

The GRAI method, Part 2: detailed modelling and methodological issues 15

Two types of activities exist

Execution activity Trigger

The GRAI method, Part 2: detailed modelling and methodological issues 16

Execution. Deterministic activity. Activity giving

Decision. Activity being able to give several

The GRAI method, Part 2: detailed modelling and methodological issues 17

There are seven natures of entities:

• Objective. Level of performance attended after the

The GRAI method, Part 2: detailed modelling and methodological issues 18

There are seven natures of entities (cont’):

• Performance indicator. Report on a performance.

The nature of the entity is mentioned (or be an

The GRAI method, Part 2: detailed modelling and methodological issues 19

Three roles are possible for an entity

Support. Entity required for the progress of

Result. Entity produced by an activity

Trigger. Entity required for the progress of

The GRAI method, Part 2: detailed modelling and methodological issues 20

The GRAI method, Part 2: detailed modelling and methodological issues 21

Reference operators are used when it is necessary to

Situations for which these operators are necessary:

The GRAI method, Part 2: detailed modelling and methodological issues 22

Origin : R/A Entity

Destination : Entity R/A

• R: number of the net,

The GRAI method, Part 2: detailed modelling and methodological issues 23

The GRAI method, Part 2: detailed modelling and methodological issues 24

• It appears combinations or decompositions in the

The GRAI method, Part 2: detailed modelling and methodological issues 25

The GRAI method, Part 2: detailed modelling and methodological issues 26

Link: Entity → Activity / AND / convergent

Because supports are not optional

The GRAI method, Part 2: detailed modelling and methodological issues 27