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Simplifying Your Models Reduction of the model complexity is one of the simplest ways to provide dramatic speed improvements. As a general rule, you should model only the circuit elements and functionality that are required for your design. For example, if you are interested in evaluating the ripple and switch currents of a power converter, you should not include the control circuitry. The control circuitry does not enhance the simulation, and its added circuit complexity will slow the simulation needlessly. MOSFETs or transistors can usually be replaced by simpli ed representations such as switches or behavioral models. These rstorder models will have a negligible contribution to the simulation accuracy of the ripple voltage but will produce signi cant simulation speed increases. The following example uses the power stage of a SEPIC converter in order to show the degree of improvement you may obtain by using various .OPTIONS parameters. Eight simulations were performed with different options and MOSFET representations. In one simulation, a power MOSFET subcircuit model was used. In another simulation, a simple switch (voltage-controlled resistor) subcircuit was used. Each simulation ran for 2 ms (Tstop ). The simulation time, peak-to-peak ripple

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These six months were not a total loss; indeed, much progress was made: Larry completed the economics processing, the BRITAIN module, disk swapping of modules, the presentation of diplomatic news, and a number of major consolidations of the ever-burgeoning code Valerie took the CAMELOT module much further, linking it to the new features and making it the largest and most complex module in the entire game Yet, all of this could have been completed in half the time had I been more organized and devoted more energy to the project By Christmas, everybody was tired of the project, demoralized, and despairing that the project would ever be completed Those were dark days indeed..

Determining how to structure the organization Defining roles and responsibilities Finding the right people with the right skills

V1 24

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Moving to an integrated model doesn t necessarily mean overhauling your existing operations, creating a new department, or inventing a new vice president. It does mean ensuring that your supply chain organization is a collection of departments and people clearly responsible for executing and continuously improving each of the core processes. Thus, even if you don t plan to group these departments and people together through a large-scale reorganization, you most likely will need to consider some level of change to your existing organization to ensure that it is able to support integrated, cross-functional process management. This may mean consolidating two departments to eliminate a functional boundary or process handoff, rescoping the responsibilities within a particular group, or realigning existing groups to focus on specific channels or customers. You also may need to revaluate the skills within your current organization. Certainly, a high degree of fluency with state-of-the-art information systems is a must for virtually any key supply chain position. Technical skills aren t enough, though. Only focused management skills will set your organization apart from the competition. Today s supply chain requires people who can assimilate and interpret vast quantities of data and then make effective decisions. It requires people who have breadth of operational experience and depth of process knowledge, people who have a passion for satisfying customers. It requires people who can embrace new measures as tools to help improve overall performance. And, as if this were not enough, the cross-functional nature of the end-to-end supply chain also demands conflict-resolution skills.

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I(V2)

RENEWED EFFORT (JANUARY - APRIL 1983)

R1 10

Your supply chain organization should be evolving constantly, but several conditions may drive more major change. Any significant supply chain improvement effort, for instance, may make it necessary to redefine roles and responsibilities to focus on the right objectives, modify organizational structures to reduce process complexity, or develop new competencies and skills. Similarly, updates to your company s overall strategy may render existing competencies obsolete or give rise to the need for new capabilities. Changes in the business environment, too, may make it necessary to improve specific supply chain capabilities. Or you simply may have to clean house or redeploy resources that are underperforming. Changes in how you evaluate supply chain performance also can drive organizational changes. In a traditional functional organization, metrics often are designed to optimize performance within a specific depart-

R4 .1

ment or function But as your supply chain strategy and processes evolve, you ll need to embrace a new set of metrics designed to optimize performance for the company as a whole, as we ll discuss in Core Discipline 5 If you don t restructure and develop your organization in a way that supports these new performance objectives, you ll likely fall short of your targets and sabotage your supply chain strategy We rarely see a shift in strategy so major that it drives a fundamental rethinking of needed skills and an organizational overhaul Because your supply chain organization is responsible for executing your supply chain strategy, you ll need to consider them both in parallel.

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