ADVANCED MANUFACTURING NOW Bruce G. Cameron
The Importance of Critical Thinking in MBSE a M
odel-Based Systems Engineering (MBSE) is evolving before our eyes. Once a methodology built purely on system diagrams, today’s MBSE efforts have connected databases and unlocked an incredible potential for analysis. But MBSE is not a panacea for all that ails our increas- ingly complex development processes. Now more than ever, it’s important to focus on the intent of the models we build, and to keep a sharp, critical eye on our systems—from conception and implementation through operation and optimization. The early-stage benefi ts of MBSE are well established: Accelerated iteration, low-risk exploration of new design ideas, and simpler collaboration based on common un- derstanding. The long-term indicators have been just as encouraging. In many cases, MBSE has not only enabled next-generation traceability, but has become a powerful tool for validation, verifi cation, testing and change propagation. Consider BMW: Optimizing its suspension systems used to mean physically swapping out individual springs, dampers and chassis components, and hoping for the best. But with MBSE, the company was able to create a new, predictive model of its vehicles that virtualized each suspension component—and simulated their effects on ride quality. This allowed for extensive iteration and ex- perimentation, without costly early-run manufacturing and time-consuming physical testing. While benefi ts like these can be an irresistible siren call for an advanced manufacturer, it’s important to note that MBSE isn’t right for everyone. Early results are encouraging, but there simply isn’t the data to back up many of MBSE’s loftiest claims. Furthermore, implementing MBSE calls for a substantial front-end investment, which can elicit a chill from even the fi eriest organizational innovator. On such a perilous path, how do you fi nd the best way
forward? How do you determine if MBSE is right for your company, implement a system that solves your key prob- lems, and keep it running smoothly? In my four-course program Architecture and Systems Engi- neering: Models and Methods to Manage Complex Systems,
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AdvancedManufacturing.org | January 2017
offered online through MIT, I explore these questions at length. But here are a few key concepts that can provide a useful foundation for your thinking moving forward. I have found that MBSE is most effective when there is an underlying challenge or question that needs to be solved. Taking the time to identify these goals gives your methodol- ogy a clear focus, and provides a useful lens for all future decision making. Take NASA’s Jet Propulsion Laboratory: In planning for its
Europa mission, the lab had two clear goals in mind. First, to reduce the number of product and mission defects in the face of growing complexity. Second, to increase productiv- ity. To accomplish these goals, it implemented MBSE for a wide variety of tasks, including integrated power and energy analysis and fault protection design verifi cation. In the end, its team was “able to study three distinct mission concepts for the resources usually suffi cient to study only one or two, and the high quality of all three studies was lauded by the Hub- bard Review Board and by NASA HQ.” During course three of the four-course series, Model-Based Systems Engineering: Documentation and Analysis partici- pants focus on the intent, representations, and critique of MBSE, and are tasked with defending the purpose of these investments. We also focused a great deal of time on analysis and critique of systems through real-world case studies. After all, it’s only by learning from the past, from questioning com- mon knowledge—and each other—that can we truly unlock the potential of MBSE. The four-course online certifi cate program: Architecture and Systems Engineering: Models and Methods to Manage Complex Systems, starts on March 20, 2017. Available on- line only (
http://sysengonline.mit.edu//), classes are open to all, and are particularly relevant for systems engineering professionals, directors and senior managers looking to innovate in complex product development environments. Departmental teams are encouraged to apply. Learners may enroll in the individual courses without enrolling to the entire program.
Director MIT Architecture Lab MIT Lecturer in Engineering Systems MODERN MANUFACTURING PROCESSES, SOLUTIONS & STRATEGIES
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