Production Planning and Control Recapitulation

Production Planning and Control Recapitulation
2012-07-09
Production Planning and Control Dr Dr Victor Taratukhin, Kevin Ortbach, Sebastian Bruer
Agenda of PPC
Day Date L/E Monday 02.04.2012 No Lecture 1 Thursday 05.04.2012 Lecture Monday 09.04.2012 No Lecture 2 Thursday 12.04.2012 Lecture 3 Monday 16.04.2012 Lecture Thursday 19.04.2012 Excercise Monday 23.04.2012 Excercise 4 Thursday 26.04.2012 Lecture 5 Monday 30.04.2012 Lecture 6 Thursday 03.05.2012 Lecture Monday 07.05.2012 Excercise 7 Thursday 10.05.2012 Lecture 8 Monday 14.05.2012 Lecture Thursday 17.05.2012 No Lecture Monday 21.05.2012 Excercise Thursday 24.05.2012 Excercise Monday 28.05.2012 No Lecture Thursday 31.05.2012 No Lecture 9 Monday 04.06.2012 Lecture Thursday 07.06.2012 No Lecture 10 Monday 11.06.2012 Lecture 11 Thursday 14.06.2012 Lecture Monday 18.06.2012 Excercise Thursday 21.06.2012 Excercise Monday 25.06.2012 No Lecture Thursday 28.06.2012 No Lecture 12 Monday 02.07.2012 Lecture 13 Thursday 05.07.2012 Guest Lecture 14 Monday 09.07.2012 Lecture Thursday and Control 12.07.2012 Excercise Production Planning
1
Content Master Orientation Day Introduction to PPC Easter Monday Demand Management / Forecasting Materials Management Excercise in Leo 18 Excercise in Leo 18 IT Systems in PPC Data Models in PPC Introduction to PPC through ERP 6.0 Excercise on SAP ERP 6.0 (1/3) Inventory Control, Scheduling, Capacity Mgmt. Production Control Ascension Day Excercise on SAP ERP 6.0 (2/3) Excercise on SAP ERP 6.0 (3/3) Whit Monday Early Written Examinations Introduction to Cost Engineering Feast of Corpus Christi Cost Engineering methods Research in Cost Engineering Excercise in Leo 18 Excercise in Leo 18 Retail Conference (HIS-Tagung) Public Administration Conference (MeMo-Tagung) Supply Chain Management Edeka - Supply Chain Management Recapitulation Exam Preparation
Dr Dr Victor Taratukhin, Kevin Ortbach, Sebastian Bruer
Production Planning and Control

Coordination of materials with suppliers Efficient utilization of people and machines Efficient flow of materials Communication with customers

2
Y-CIM Model (1)

Bills of material Work schedules Equipment
Organisational planning functions

Order control (Sales) Cost estimating (Pricing) Master production planning
Technical functions
r ke nin g Ma
Product requirements
Product outline
Capacity planning
Process planning
CA P
Capacity adjustment NC programming Order release Production control Control of NC, CNC, DNC maschines and robots
Pla n
Materials management
Design
CA D
CA E
ting
Control (quantities, times, costs) and data analysis (dispatch control) Dispatch control
Inventory control Assembly control Maintenance Quality assurance
Implementation
Operational data collection
Conveyance control
CAM in the narrower sense

3
CAQ
d Pro ion u ct pla
Computer Integrated Manufacturing

What functionality is needed within an industrial company from a managerial and from a technical point of view? What data should be provided within a CIM approach?
nni ng
Production control
Y-CIM Model (2)

Order control (Sales) Cost estimating (Pricing) Master production planning Product requirements
Accept customer orders Arrange delivery dates Make reservations Ascertain necessary input data
Product outline
CA E CA D Pla n nin g
Design
Capacity planning
Process planning
CA P

4
CAQ
Implementation
Conveyance control
Ma
r ke
ting
Order Handling
Technical functions
d Pro ion u ct pla
nni ng
Production control
Lecture on
FORECASTING
5
Agenda
Forecasting 1. Introduction 2. Qualitative Forecasts 3. Quantitative Forecasts - Causal 4. Quantitative Forecasts Time Series 5. Quantitative Forecasts Smoothing Methods
6. Forecast Errors

6
Y-CIM Model (3)

Master production planning

Establish the requirements for the output levels to be produced in the next period
End products End Product groups Independent marketed replacement parts

Technical functions
r ke Pla n nin g Ma
Product outline
Design
Capacity planning
Process planning
CA P

7
CAQ
Implementation
Conveyance control
CA D
CA E
ting
d Pro ion u ct pla
nni ng
Production control
Flow of Production Planning

Master Production Planning
Primary demand
Materials Management
Quantitative Structure: dependent demand, net demand

Scheduling and Capacity Planning
Temporal Structure: scheduled production orders

8
Qualitative Forecasts
Qualitative Forecasts
Forecasts from information that does not have a well-defined analytic structure Useful when no past data is available, e.g. new product or no sales history Forecast is usually based on
Personal judgment or some external qualitative data Tends to be subjective, developed from the people involved
Usually used for individual products or product families, seldom for markets

9
Quantitative Forecasts: Causal Methods

Idea
There is a causal relationship between two or more variables One (accurately) measureable variable causes the change of other variables
Causing variable called leading indicator
Characteristics
Excellent forecasting results if there is a good leading indicator developed Often side benefits due to the development of the model
E.g. development of a causal model which explains vacation travel based on the gasoline prices as leading indicator might gain additional knowledge about the mechanism that control gasoline prices and the patterns of typical vacation travel.

10
Often used for commonly for entire markets, seldom for products Often time-consuming and (very) expensive to develop Sometimes called extrinsic forecasts when based on external data
Quantitative Forecasts: Time Series

Idea
Central assumption
The past demand follows some pattern The pattern can be used to develop projections for future demand
Assuming the pattern is analyzable and continuous in roughly the same manner
Therefore the only real independent variable is time
Characteristics
Most commonly used for packages linked to product demand forecasts No knowledge of the external marked and / or environment required

11
Quantitative Forecasts: Smoothing Methods

Demand can be forecasted with simple time series methods, knowing that a pattern exists
Smoothing methods
Idea: Smooth the random demand patterns assuming no trend or seasonal patterns exist Trade-off between smoothing and stability

12
Quantitative Forecasts: Simple moving averages

35
30 25
Three-period simple moving average
Demand
20 15 10 5 0 1 2 26 4 5 6 7 8 9 10 11 12 13 24,0 24,3 22,0 25,0 25,3 25,0 24,3 23,7 27,7 25,7 22 25 19 31 26 18 29 24 30 23 3
Forecast Demand 24

13
Period
Lecture on
MATERIALS MANAGEMENT
14
Materials Management - Agenda

Materials Management 1. Introduction 2. Assembly of X

15
Y-CIM Model (4)

Material management
Breaking down the Master production schedule data into
Assembly groups Individual parts Individual materials

Technical functions
r ke Pla n nin g Ma
Product outline
Design
Capacity planning
Process planning
CA P

16
CAQ
Implementation
Conveyance control
CA D
CA E
ting
d Pro ion u ct pla
nni ng
Production control

Primary demand


17
MRP Solution: Keeping Drawer Inventory Low until Needed

Inventory Level
Reorder Point
Filing Cabinets
Time Inventory Level

Reorder Point Approach
Lead Time
Time
E
MRP Approach

18
BOM and Lot Sizes

X
A (2)
B (1)
C (3)
C (2)
D (5)
Components
A B C D
Lot Size
100 50 300 300
Scheduled Receipts
None None 300, week 1 None

19
A
Week
Gross requirement Scheduled receipts Projected available 75 Net requirements Planned order release
Generation of Reorder for Part C 2/2

1 2 3 4 5 6 7 8 9 10 Week
Gross requirement Scheduled receipts Projected available 35 Net requirements Planned order release 1 10 2 10 3 10 4 20 5 6 40 7 8 40 9 10 20 20 20 40 80 80
55
35
15
75
75
95
95
15
15
15
25
15
35
35
45
45
25
15
100
100
50
50
Week Gross requirement Scheduled receipts Projected 100 available Net requirements
20
1 300 300 100 0
3 400
5 100
10
100 0
0 300
0 0
200 100
200 0
200 0
200 0
200 0
200 0
Planned order 300 300 Dr Dr Victor release Taratukhin, Kevin Ortbach, Sebastian Bruer
Lecture on
IT SYSTEMS
21
1. Product Design through CAD
1. 2. 3. 4.
22
Product Design through CAD Flexible Automation CAD-CAM Integration CAD-PPC Integration
Classification of CAD systems

23
2. Flexible Automation
1. 2. 3. 4.
24
Stages of the flexible automation

NC machine CNC machine DNC system Processing center Flexible production cell (FPC) Flexible production system (FPS) Flexible transfer line (FTL)

25
3. CAD-CAM Integration
1. 2. 3. 4.
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CAD-NC
Linking of CAD/NC systems with transfer of the geometry data via a standard interface
CAD system takes the complete definition of all workpiece data concerning geometry and attributes for the entire processing technology e. g. IGES or VDA-FS interface Formatting of data, so it can be integrated into the NC programming system (postprocessor)
Linking by specially available NC preparation programs within the CAD system

Instead of IGES/VGA-FS CLDATA formatting (machine-neutral format: already contains a formatting routine, corresponding to the NC functions, for the selection of the according dimensions and technology description of the finished products contour)
Or directly in NC control information

27
4. CAD-PPC Integration
1. 2. 3. 4.
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CAD-PPC integration
CAD to PPC:
Drawing info for single-level BOM (formal deduction from the technical drawing) Maybe conversion of production BOM into a manufacturing-oriented BOM (production flow) Extension of the BOM information with lead times, delivery times, costs, supplier, ... Technical drawing (order-specific) as early as possible to the customer for requirement control Cost information (BOM, manufacturing process, purchased parts) to distribution

29
Design of Todays ERP Systems

User Interface Layer Adaptation Layer
User Interface Web-Client Integration Elements (Workflow)
Customizing/Parameter-Functions
Application Layer
Programming Environment Core Application Database Independent Part Database Dependent Part Execution of other Programs User Exits
Data Management Layer
DBMS
Interfaces to other Databases
Based on: Gronau 2004, p. 8

30
Lecture on
DATA MODELS
31
ARIS Model
Organization
Data
Control
Function

32
Scheer 1995
Primary Requirement Planning ERM
OUNO
ORGANIZATIONAL UNIT
FOUNO, TOUNO, DATE
PRIMARY REQUIREMENTS PLAN
n ARTRICLE (SALES PART) n PRIM. REQUIREMENT ITEM n
TIME
PNO
FOUNO, TOUNO, (SCHEDULING) DATE, PNO, (REQ.) DATE
DATE

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Requirements Explosion - ERM

STANO STORAGE AREA
STOCK ASMT
1 SNO STOCK LOCATION (FOUNO, TOUNO DATE), OPNO, ODATE, SPNR, SNO (FOUNO, TOUNO, DATE), PNO, ODATE FOUNO, TOUNO, DATE
n PNO, SNO INVENTORY LEVEL n RESERVATION n ORDER ITEM n ORDER HEADER
n n STRUCTURE n n 1 PNO HPNO, LPNO PLANNING LEVEL ASMT PART n
n DATE TIME
REQUIREMENT ITEM n
REQUIREMENTS PLAN
n PLANLNO PLANNING LEVEL (FOUNO, TOUNO, DATE), PNO, RDATE FOUNO, TOUNO, DATE

34
Lecture on
INVENTORY AND CAPACITY MANAGEMENT

35
Inventory and Capacity Management Agenda

Inventory and Capacity Management 1. Methods of Inventory Control 2. Scheduling and Capacity Planning

36
Y-CIM Model Inventory and Capacity Management (1/2)

Capacity planning

Technical functions
r ke Pla n nin g Ma
Product outline
Combine production orders and work schedules into a capacity schedule Assignment of individual products to specific equipment groups Leads to capacity-loadoverview-diagram
37
Design
Capacity planning
Process planning
CA P
CAQ
Implementation
Conveyance control
CA D
CA E
ting
d Pro ion u ct pla
nni ng
Production control
Y-CIM Model Inventory and Capacity Management (2/2)

Capacity adjustment

Technical functions
r ke Pla n nin g Ma
Product outline
Capacity adjustment

38
CAQ
Implementation
Conveyance control
Overtime, extra shifts Increasing of production intensity Temporary relocation of operations
NC programming Order release Production control Control of NC, CNC, DNC maschines and robots
CA P
Undertake adjustment procedures, if capacity bottlenecks occur e.g.:
Design
Capacity planning
Process planning
CA D
CA E
ting
d Pro ion u ct pla
nni ng
Production control
Y-CIM Model Order release

Transfer orders from the planning to the implementation phase Before release: Availability check to the necessary
Components Machines Tools Labor
Product outline
Design
Capacity planning
Process planning
CA P

39
CAQ
Implementation
Conveyance control
Ma
r ke
ting
Order release
Technical functions
d Pro ion u ct pla
nni ng
Production control

Primary demand

40
Inventory Categories, position in the process and use

Independent vs. Dependent demand inventory Raw materials, work in process materials (WIP), finished goods, material for maintenance, repair, and operations (MRO)
Transit inventory, cycle inventory, safety stock, anticipation inventory and decoupling inventory
Cost perspective: Costs of having and not having inventory

41
Methods of inventory control
Program-driven
(deterministic)
Consumptiondriven
(stochastic)
bill explosion: definite
forecasting: expected
Which method should be applied?

42
ABC-Analysis
cumulative period consumption value
% 100
90
80 70 60 50 40 30
ABC-parts
20
10
%
10 20 30 40 50 60 70 80 90 100
cumulative number of parts

43
Program-driven
(deterministic)
Consumptiondriven
(stochastic)

44
Bills of Material (BOM)

Also called Product Structure (equivalent to our ingredients list for lasagna) Shows the hierarchy and product coefficients of the required material Product or subassembly that uses a given component is often called a parent
Bicycle 1 Bicycle 2 2 2 1 Frame 2
Gozintograph
Product Coefficient
1 Frame 1
Wheel
Component 1
Component 2
Component 3
Component 4

45
Gross-Net-Calculation
Program-driven
(deterministic)
Consumptiondriven
(stochastic)

46
Order strategies in consumption-driven material planning Example (t, q politics)

quantity
2 3/4q upper occurrence limit
2q Increase of output q lower occurrence limit 1 2 3 4 5 6 7
1/4q

47
Specification of size of order planning

cost-minimal size of order
order politics
batch size politics
minimise sum of storage costs and fixed order costs!
minimise sum of storage costs and changeover costs
notice: effective machine loading plan?

48
Batch sizing
The aim of batch sizing is it to define that batch size for which the given required quantity of the planning period is produced for minimal total costs.
changeover costs
storage costs

49
Calculation of optimal batch sizes (BP=BS case)

50
Run of the cost curve

k(y) Storage costs
changeover costs
Yopt
51
Inventory and Capacity Management Agenda

Inventory and Capacity Management 1. Methods of Inventory Control 2. Scheduling and Capacity Planning

52

Primary demand

53
Lead Time reduction Splitting orders

Before Splitting Vor Splitten
(1)
Lead Time Durchlaufzeit After Splitting Nach Splitten

(1)
Setting-up Rstzeit time
(2)
Bearbeitungszeit Process time
(3)
Durchlaufzeit Lead Time
Reduktion Reduction
Kurbel (1999), S. 151.

54
Capacity Planning Routing

A routing sheet subsumes a sequence of technical procedural steps that are required for producing a specific part. There exists at least one routing sheet for each selfproduced part.
OP no 6200 6300 6400 6500 6700 6800 6900
Operation - description Setup lathe Clamp bearing cover Turning of bearing cover Remove bearing cover Clamp bearing cover Drill mounting holes ...
Equipment Set-up time ProcessTime p. Unit D-40 D-40 D-40 D-40 B-52 B-52 2 12 5 3 16

55
Lecture on
PRODUCTION CONTROL
56
Production Control Agenda

Production Control
1. Tasks of PC & Electronic Control Centers

2. Indicators of Progress 3. Lean Management / Kanban 4. Organizational Forms of Production 5. Retrograde Scheduling

57
Y-CIM Model (9)

Assign released orders to equipment groups in accordance with optimization criteria e.g.:
Avoidance of waste by optimize cutting Avoidance of refitting costs Production technology requirements (e.g. even load)
58
Product outline
Design
Capacity planning
Process planning
CA P
CAQ
Implementation
Conveyance control
Ma
r ke
ting
Production control
Technical functions
d Pro ion u ct pla
nni ng
Production control

Production Control


59
Indicators of Progress Schematic cumulative flow chart

Planning method for retrograde lead time scheduling
Demands or quantities are displayed in total for a specific period Production is divided into running total units (control blocks) that are executed Parameter: to-be running totals Control: as-is-running totals

60

Production Control


61
Centralized (MRP/Push) vs. Decentralized Management(Pull)

Push Management
Demand Forecast
Pull Management
Forecast
Material Requirement Planning (MRP)
Station 1
Station 2
Station 3
Station 1
Station 2
Station 3

62
Perspectives on Lean Manufacturing

Western Perspective (Europe, USA) Japanese Perspective
High Stocks allow for

High Service Level Short Delivery Times Easy Handling of Disturbance Scale Effects Constantly high Degree of Capacity Utilization
63
High stocks cover

Instable Processes Inadequate Production Resources Lack of Flexibility Faulty Products Bad Delivery Service
Source: [Westkmper 1997]

Production Control


64
Organizational Forms of Production

Classical (centralistic) vs. Autonomous work groups Workparts are stationary: work bench production (point principle) vs. fixed-site production (place principle)
Workparts are transferred from one station to another: object principle vs. job shop principle
Group principle
Production island
Continuous flow principle
65

Production Control


66
Lecture on
SAP
67
Introduction to SAP Agenda

Introduction SAP ERP 1. ERP Systems 2. SAP ERP 3. System-wide Concepts 4. IDES System 5. Modules of the SAP ERP System

68
SAP ERP and ERP systems

ERP systems (Enterprise Resource Planning) are integrated standard information systems supporting all business processes of a company in an integrated manner (e.g. sales, material management, production planning, finance, controlling). Subject of a PPC system is an integrated production planning and control and the management of related data objects.

69
SAP ERP Modules

SD MM PP
Production Planning Sales and Distribution Materials Management
FI
Financial Accounting
CO
Controlling
AM
Asset Management
QM
R/3 BASIS
PM WF IS
Industry Solutions
Quality Management Plant Maintenance
PS
Workflow
Project System
HR
Human Resources

70
Organizational Structure Logistics

71
Integration Scenario (example)

CO
sales planning
PP
production planning
CO
cost centres + profit planing
PP
Material requirement planning
MM
ordering requisition
MM
Supplier selection + order
MM
goods receipt
QM
quality inspection
MM
accounting control
FI
payment run
PP
production
MM
goods receipt from production
SD
customer contract processing
MM
goods issue
SD
billing
FI
dunning run
FI
accounts receivable

72
Lectures on
COST ENGINEERING
73
Agenda

Importance of cost engineering
Cost estimation approaches

Information technology re-thinking Cost estimation methods
Hardware cost estimation

Software cost estimation Research in Cost Engineering Future of supply chain management
74
Agenda



75
Cost Engineering and Y-CIM Model


Technical functions
r ke Pla n nin g Ma
Product outline
Design
Capacity planning
Process planning
CA P

76
CAQ
Implementation
Conveyance control
CA D
CA E
ting
d Pro ion u ct pla
nni ng
Production control
IT trends
Is cost - based competition is no longer important?

77
Cost importance
Cost is still extremely important lessons learned from economic crisis

78
Cost is everybodys responsibility
Cost awareness is necessary
at all levels
Cost Engineering of Complex products

80
Whole life cost

81
Concurrent Engineering
Economic feasibility Acquisition Reliability Manufacturability Analist Manability Utilisation Maintability
Cost
Design functions Geometric features
Size, weight
Parts, connections Color, shape
Safety and aesthetics

82
Cost engineering
Cost engineering cost estimating, cost control, management, product life-cycle development, design, design for cost

83
Engineering Design: Multi Disciplinary Negotiation
Performance
Time
Regulation
Weight
Cost
Cost is now considered as part of the Design Negotiation

84
Collaborative Negotiation: Challenges !
Maintaining the knowledge/DATA base!
Purpose of Estimating
a) b)
Establish the bid price of a product for a quotation or contract. Verify quotations submitted by suppliers. Ascertain whether a proposed product can be manufactured and marketed profitably. Provide data for make-versus-buy decisions. Help determine the most economical method, process, or material for manufacturing a product. Provide a temporary standard for production efficiency and guide operating costs at the beginning of a project. Help in evaluating design proposals. Critical for: Determining whether to make an investment to provide a product for the consumer market Deciding if a company should quote on a product for sale to another company

86
Cost and product lifecycle

87
Critical issues
Cost estimating is critical, especially on early stages of design GO or NO GO question

88
Cost Estimation types

Software cost estimation

89
Cost Estimation types
Preliminary cost estimation

Detailed cost estimation

90
Preliminary Product Cost Estimates

Often used to compare different concepts of product designs or manufacturing processes Typically, this type of estimate is wanted almost immediately and there is no time for a detailed analysis

91

92
Bottom-up approach
Materials Bough out parts Labour Machine & Processes Specification Overhead Cost Elements Standards & Legislations

93
Final Product Cost Estimates

Include costing of every part and subassembly going into a product Include the results of detailed studies on the optimum manufacturing processes and makeversus-buy decisions When the product is released for production, information from the detailed product cost estimate is directly used in establishing standard costs and ordering necessary tools and equipment

94
Cost Expert role

95
Commercial Estimating Department, X company

STRUCTURE HEAD OF DEPARTMENT
Program Layer
Product 1
Product 2
Product 4
Product 5
Product 6
Product 7
Chief Estimator Assistant Estimator
Common Advisor For CE

Development Production/P.I Support Development Production/P.I Support Development Production/P.I Support Development Production/P.I Support Development Production/P.I Support Development Production/P.I Support
Cost data

97
Cost data
Engineering Drawings Bills of Materials Process/Routing Sheets Master Production Schedules Accounting Records Supplier and Catalogue information Labour Rates and Standard time Data Repair and Maintenance Schedules ERP Systems

98
Cost data collection
Interview Analytics Web analysis/Business intelligence

99
Cost data
Quantitative (Mass, Length, Velocity, Weight)

Qualitative (Manufacturability, serviceability Complexity, Quality)

100
Agenda



101
Combination of parametric and detailed cost estimation Wide range of commercial software and companies (PRICE (H), SEER (GALORATH), in-house systems) Strong integration with CAD/CAM systems A lot of attention to aerospace, manufacturing, defense, space sectors

102
Parametric hardware cost estimation
Introduced by Frank Freiman (founder of PRICE Systems. Programmed Review of Information for Costing and Evaluation (PRICE)) Used to predict the cost of mainframe computer systems Wide area of applications and software

103
Detailed cost estimation
Labor cost Cost of the material, for example raw materials Machine cost Purchased parts Overhead cost

104
Data Structure - example

Labour
Labour Categories General Manufacturing Forging & Foundry Chemical Electrical Rubber & Plastics Glass Textile General Labour & Wiring Aluminium Foundry Robots Elastomer Rubber Plastics Paper Materials Leathers Non-Metallic Textiles Applied Finishes Electrical Misc. Materials
Material
Ferrous Metals Non-Ferrous Metals Chemicals Petroleum Products Plastics
Machine
Assembly Welding Plastic Fabrication Boring Drilling & Reaming Soldering & Brazing Bolt
Bought Out
Adhesive Part
Overhead
Fringe Benefits Mark-ups Indirect Labour Cost Manufacturing Burden
Connector Electronic Component Washer
Tooling Materials
Exhaust Systems Fabrication

Rubber Fabrication Soft Trim Fabrication Wiring Fabrication Robots Inspection Equipment Test Equipment Abrasive Finishing Cleaning Equipment Heat Treating Painting
Hose Clamp
Nut Pin Retaining Ring Retainer & Clip Rivet Screw Shielding Component Spring Stud Terminal
Tool-room
Source Country

105
Some Details on Ferrous Metals
Country of origin, currency Trade discount Reclaimed Scrap New alloy Melt temperature Thermal conductivity, etc.

106
Category of Ferrous Materials
Alloy steel bar Carbon steel bar High Temperature steel bar Stainless Steel Bar Cast Iron Cast Steel Powdered Metal Ferrous Sheet steel

107
Machine Costs Data

Equipment Description Date of Purchase Installation Cost Restricted Width Insurance on Machine Uptime Indirect Material Litre Shot Size Lock pressure Manufacturer Current Date Residual Cost Floor space Area Electricity Usage Interest on Capital Source Country Tonnage Capacity Max. Diameter Supplier Capital Cost Restricted Length Lifetime Gas Usage Manning Level Special Handling Dry Cycle Max. Weight In Depreciation Interest Maintenance Floor Space Tool Cleaning Distance Between column x Distance Between column y Screw Speed
Shot Weight

108
Categories of Overheads
Plant supervisor Plant administrator Plant engineer Quality control Production control Laboratory Health department Maintenance Work safety Plant security etc.

109
Software cost estimation
Software cost estimation is important part of software development model The Capability Maturity Model (CMM) CMM 4 -5 cost estimation is part of CMM certication

110
CMM and software cost estimation

111
CMM levels

112
CMM in relation to Cost Estimation
CMM2 - combination of software cost models with other methods CMM3 - benefit of trainings of cost drivers as application, platform, language, tools CMM4 - develop of effective quantitative management software CMM5 - how to accommodate new practices such as product lines, rapid application development, commercial off-the-shelf (COTS) software integration
113
Parametric software cost estimation
Putnams Software LIfecycle Management (SLIM). Establishing in 1978. Putnams analysis of the life-cycle in terms of a so-called Rayleigh distribution of project personnel level vesus time. More than 8000 projects database.

114
Software Cost Estimation
Methods used: Parametric (algorithmic), Top-down, bottom-up, analogy

Examples of Automated Techniques Project-level estimates. (Macro-estimation) Phase-level estimates Activity-level, task-based estimates (Micro-estimation)

115
Parametric software estimation
Parametric Model Use of mathematical equations to perform software estimation. Use input such as SLOC (Source Lines of Code ), number of functions to perform and other cost drivers Accuracy of model can be improved by calibration in the relation the model to the specific environment

116
Parametric techniques
Constructive Cost Model (COCOMO) is an parametric/algorithmic software cost estimation model developed by Barry W. Boehm The model based on the data from 63 historical software project.

117
COCOMO
Basic COCOMO computes software development effort (and cost) as a function of program size. Program size is expressed in estimated thousands of source lines of code (SLOC)
COCOMO applies to three classes of software projects: Organic projects - "small" teams with "good" experience working with "less than rigid" requirements Semi-detached projects - "medium" teams with mixed experience working with a mix of rigid and less than rigid requirements Embedded projects - developed within a set of "tight" constraints. It is also combination of organic and semi-detached projects.(hardware, software, operational, ...)
118
COCOMO II
COCOMO II Published in 1995.

To address issue on non-sequential and rapid development process models, reengineering, reuse driven approaches, object oriented approach etc Has three submodels application composition, early design and post-architecture

119
COCOMO II
COCOMO II includes: The Application Composition Model. Good for projects built using rapid application development tools (GUIbuilders etc) The Early Design Model. Rough estimates before the entire architecture has been decided The Post-Architecture Model. Most detailed model, used after overall architecture has been decided on

120
Top Down cost estimation
Macro Model Derived from the global properties of the product and then partitioned into various low level components.

121
Bottom-up Cost estimation

Bottom - Up Cost of each software components is estimated and combined the results to arrive the total cost for the project The goal is to define the estimate of the system from the knowledge accumulated about the small software components and their interactions.

122
Agenda



123
Typical Enterprise Landscape & Challenges

?
How are we hitting our targets? Total Cost of Production and Variance Labor and Resource Productivity Order Fill Rates and Cycle Times Fixed and Variable Asset Utilization
ERP
DISCONNECT
MES
SFAC - Shop Floor Automation and Control Systems MES Manufacturing Execution Systems DCS Distributed Control Systems
Whats happening during every shift? Material availability and consumption Capacity availability and utilization Schedule changes Product Genealogy tracking and QM Whats happening at each line? Cycle Times / Operating Efficiencies Machine Breakdowns / Unplanned Downtime Quality Index Predictive Maintenance requirements
DISCONNECT SFAC*

124
SAP AG
Manufacturing Intelligence - A real-world scenario.

VP of Supply Chain or Operations
Can I fulfill an order profitably against current inventory? Which assets are currently available for a rush order? Which is the most efficient plant to produce this product? Which underperforming assets can we rationalize?
Enterprise ERP, SCM, PLM, CRM

DISCONNECT
What is my actual cost of production versus budget? What are my best and worst performing assets? What is my Overall Equipment Effectiveness (OEE)? How can I analyze, isolate and improve on OEE variances?
Plant Manager
Which orders have been impacted by the asset failure?
Production Supervisor
Which lines are currently available?

Which line is the most efficient for this order?
Factory/Plant Line or Machine Operator

How am I performing against my production targets? How am I performing against my peers? How can I make more given pay-for-performance model?

125
SAP AG
Key domain areas of IT based economy

In-memory Cloud services Business Intelligence, Data Warehousing Mobility Agent - based systems

126
Design and manufacture of complex systems. Dealing with uncertainty
Soft computing Fuzzy logic Neural networks Expert systems Multi-agent systems

127
Engineering Design for Aerospace Industry. Introduction

Complexity of the engineering design process The design and manufacture of major European products has been distributed across the continent (Airbus, Aerospatiale) requires centralised planning teams and a great deal of travel on the part of the distributed designers
Computer Supported Collaborative Design

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Problems
Design Mismatches
Intelligent support
Restricted Taxonomy Centralisation of Knowledge-base
Restricted number and types of mismatches

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CAD systems for design consistency checking process
Virtual View. An example of Virtual Mock-up and Collision checking

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Design consistency checking. Methods and techniques

Several ways in which conflict can be managed [Lander, 1997]: Avoidance - Avoid conflict by sharing information about local constraints and priorities Conflict classification - Build taxonomy of conflict types. Associated with each conflict type is a specific piece of conflict resolution advice. [Klein, 1996] and [Matta, 1996] Negotiation - Techniques in this area include bargaining, restructuring, constraint relaxation, mediation, and arbitration. [Easterbrook, 2000]
More attention to social and psychological aspects of communications between members of team, HCI, but not to problems of communications between artificial agents and development a general methodology of conflict management/intelligent control, based on Distributed AI.
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Intelligent Distributed Mismatch Control (IDMC)

Principles
Concurrent Engineering Support Agent Based Design
Agents as Virtual Designers

Web based design Results Raise Designer Level, Reduce Design Cost, Design Time
132
Research Overview
Adaptive Systems Theory Multi-agent Systems Computer Aided Design Solid Modelling
IDMC-approach
Conceptual Framework
PARASOLID
Intelligent Distributed Mismatch Control Systems (IDMCS)
ZEUS Toolkit
Mechanical Engineering
133
Aerospace Design
Manufacturing Engineering
The general overview of taxonomy
Restrictions:
Integration phase of mechanical engineering design Design for Assembly (DFA)
Design for Manufacturability (DFM)

Design for Cost
Implementation:
Typological extrapolation Distributed knowledge-base organization
Classification of mismatches as agents internal ability
134
The general overview of taxonomy
Mismatches
Types of Connections
Critical Parameters

135
Taxonomy for Aerospace Design

Taxonomy of DFA/DFM
Sequence mismatches
Dissasembly mismatches
Assembly mismatches
Failed assembly/ dissasembly sequence plan
Non optimal assembly/ dissasembly sequence plan
Impossible dissasembly
Bad serviceability
Interaction mismatches
Other mismatches
Connection mismatches Forward search: impossible assembly Backward search: impossible dissasembly The time of assembly / dissasembly is too much Unwanted contacts No adequate dissasembly tools
Time of assembly is too much
No tools for automatic/manual assembly Difficulty for hand operations
Impossible tools changes operation
The number of parts
Symmetry
Interference mismatches Impossible connection
Mating direction
Assembly cost is high
Unwanted contacts Stability Directorability

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Dynamics of the framework

Virtual team of designers D
D
C-agents level
CA CA D-agents level CA
M1i
Design Project

137
Distributed Knowledge Base
Structure of assembly elements Facts -base Set of parameters
Sequences Facts base Sub-assembly parameters
Rules of communications and conflicts detections (local knowledge)
Knowledge-base
Rules of communications and conflict resolutions (global knowledge)
Meta-knowledge-base
D-agent
C-agent

138
Intelligent Distributed Mismatch Control System (IDMCS)
ZEUS Building Tool-kit agents definitions
Agent Based Environment
Knowledge Engineering Issues IDMCS
Java- external programs
Java based Integration.
PARASOLID-KID geometric modeller
Java PARASOLID Interface
Distributed Design Environment

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Intelligent Distributed Mismatch Control System (IDMCS)
Analysis of assembly parts - assembly checks of stringers, skins, spars etc., Evaluation of assembly possibility Collision and Tolerance Analysis, Manufacturability analysis, Choosing the alternatives for mismatch resolution, and Semiautomatic mismatch resolution and generation of results.
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Research description
Research hypothesis:
An ERP system contains information which is valuable for PCE, so that an integration of ERP and PCE systems will increase PCE efficiency.

141
Models and Principles of PCE and ERP systems integration

Product Structure as a basis for Cost Estimation Product Structure levels Product Structure levels dynamics during the product design Product Structure Elements parameters as data for Cost Estimation Parameters restrictions by requirements capturing Parameters dependencies on each other Product Structure Element cost Product Structure Information Similar Products Information Resource Costs Information
142
Evaluation

143
Evaluation
Weitere Details: http://www.wiwi.unimuenster.de/evaluation/download/faecherabschluesse.pdf

144

Production Planning and Control Recapitulation

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Production Planning and Control Recapitulation

Dr Dr Victor Taratukhin, Kevin Ortbach, Sebastian Bruer