Seminarie Best Practices voor ETO en MTO bedrijven

Best Practices voor ETO en MTO bedrijven18 september 2014

Agenda

Verwelkoming door Frisomat

Ad Ultima Value Proposition

Engineering BOM & Versiebeheer

Kracht van UltimAX PLM

Pauze

Best Practices in Resource Planning

14:00-17:30

14:00-14.15

Verwelkoming Frisomat

5

14:15-14:30

Ad Ultima Value proposition

> 340 tevreden klanten

THE AD ULTIMA GROUP

ERPStrategisch AdviesProduct Lifecycle ManagementXRMInfrastructureSynergie

° 1999 185

Historiek

GroeiTHE AD ULTIMA GROUP

Omzet

Netto Resultaat

BelgiëFrankrijkNederlandInternationaal

Nieuwe initiatievenFusiesOvernames

145

+15%jaarlijkse groei

0

5 000

10 000

15 000

20 000

25 000

30 000

2008 2009 2010 2011 2012 2013

Our Value Proposition

“You can rely on Ad Ultima Group as a long-term

partner to support your sustainable growth by 360°

ICT advice and solutions that enable your users to

Create better insights, accelerate innovation, and

intensify collaboration with a special focus on

project, production and logistic oriented companies”

THE AD ULTIMA GROUP

Value Proposition

Our Target Markets

THE AD ULTIMA GROUP

Our Target Market

Manufacturing

ProjectbasedManufacturing

Distribution & Services

Advanced Logistics

GebruiksvriendelijkHerkenbaar

AD ULTIMA GROUP

Standaard SoftwareUitbreidbaarheidBerschermde investering

Methodologie1. Sure Step2. One Step

Gedragen

Veranderingscapaciteit medewerkersVeranderingsbehoefte organisatie

Onze visie: Slim automatiseren

Optimalisatie trajecten

Partner ecosysteem

Volledige integratie

Kennisoverdracht

Microsoft VISIONAD ULTIMA GROUP

Microsoft VISIONAD ULTIMA GROUP

Role-based productivity and insights

14:30-15.15

Engineering BOM en versiebeheer

Product Lifecycle Management (PLM)

Agenda

PLM Domain

EBOM

MBOM

Reference case

Change Management

Conclusion

How PLM is Evolving

ERP

PLMCRM

SCM

Mfg.

HR

Today/TomorrowYesterday

Supplier strategy

Designstrategy

Cost & green

strategy

Mfg.strategy

PLM

Servicestrategy

….

HRCRM

ERP

Presenter

Presentation Notes

In the past PLM was thought of as yet another technology area to be consolidate by an ERP system. However what is being realized is that PLM actually manages and controls significant aspects of the Product Development processes long before the product information is ultimately passed to the ERP business operations system. PLM is focused on activities related to Product Design Strategy, Cost and Environmental Impact Strategies, as well as Manufacturability and Serviceability of the products to be created and assembled. The skills and technology needed for managing intellectual assets and digital products is significantly different than that needed to manage products in a physical state.

PLM’s Impact on ROIPLM ERP

Cost of change to the product here = X

Intellectual assets

Physicalassets

MCADECAD

EMB SW

eBOM

mBOM ServicesBOM

Partners(design &

mfg)Compliance &

analysisInventory tracking

Materials handling Forecasting

hand off

Cost of change to the product here = 100X , 1000X, +

Decision made here can Impact ~80% of Product cost

Decisions made here canImpact ~20% of product cost

What is PLM?

Presenter

Presentation Notes

While ERP consolidated systems and processes around the physical aspects of the products such as materials, inventory, and parts and supplier sourcing PLM focuses on consolidating systems and processes related to the digital product, information in the form of Intellectual Assets. The details of your product information are not only captured in a Engineering Bill of Materials made up of information from Mechanical and Electrical designs, but a growing number of products also have Embedded Software code that must be tracked as well. Further the same source of information must be leveraged to accurately create manufacturing and service BOMs, you need to share certain product information with design and manufacturing partners without providing access all the data. And finally there are growing demands to track product data to ensure compliance with Government regulations and standards. This single source of data provides you with the ability to analyze your products across the design stage for better management decisions about the product portfolio and tradeoffs in designs for factors like compliance, costs, and manufacturability. Once all the final decisions are made and designs are tested and validated in digital form then the information is handed off to the ERP system for the Business Operations aspects of manufacturing physical products. Getting the maximum value from your ERP systems depends on the quality of the information coming from the PLM system. Having visibility into and control of your products while they are in digital form allows you to make decisions that can have maximum impact on the cost to produce, assemble and service those products later in the PD cycle – changes at this stage come at far less cost than after changes made once the products is in physical production - change after you have physical products created or assembled can significantly greater by a magnitude of 100s if not 1000s . PLM is to Intellectual Assets what ERP is to Physical Assets

19

Typical PLM Processes

DesignPlan Concept SupportValidate ProduceOrganization

Requirements Definition and ManagementApplication Engineering

Tooling Design and ManufactureManufacturing Process Management

Regulatory Compliance

Program and Portfolio Management

Quality & Reliability ManagementChange and Configuration Management

Project Management

Concept DevelopmentSystem Architecture Design

Detailed DevelopmentVerification and Validation

Design and Manufacturing Outsourcing

Variant Design & Generation

Component and Supplier Management

Product Cost Management

Product Support Analysis and PlanningService and Parts Information Creation and Management

Equipment Lifecycle Management

Environmental Performance Management

P R O D U C T L I F E C Y C L E

Hardware & Software

Engineering

Management

Supply Chain &

Manufacturing

Sales & Service

Performance Analysis and Feedback

Service Information Delivery and Field Knowledge Management

Service and Parts Order and Delivery

Presenter

Presentation Notes

The Process piece: This list of processes is the scope of context for where PTC operates. ERP providers have a very different list of processes that they help transform. CAD providers only focus on a small segment of this list. Process improvement is pivotal to product and service advantage, and to business success. PTC has a comprehensive point of view on process from 10 years of experience and research and it is represented in our Value Roadmap and process landscape. From this experience we have gained a deep understanding of the best practices and the opportunities to transform. PTC’s Services organization helps unlock that value. Developing and servicing products requires a set of highly cross-functional and distributed processes that span the life of the product, from planning through support. PTC has an entire team of process managers who work closely with customers to develop a deep definition of these processes and the capabilities necessary to achieve process optimization in a phased approach.

PLM – ERP processes

Change Management

Configuration Management

Requirements Capture and Management

Detailed Design

Variant Design and Generation

Production Scheduling

Inventory Management

Sourcing and Procurement

Sales and Order Management

Shipping Logistics

Financial Reporting

Manufacturing Process Management

System Design

PLM - Product Development Processes

ERP - Production Processes

Workflow

Graphically define and manage product

development processes

Optimize task assignments

Ensure compliance with approval

processes

DistributedCollab.

Fast global access to the most critical

product data

Provide secure access to data to

internal and external partners

Work concurrently on separate design

elements

Keys: “Must Have” Components of PLM

EmbeddedVisualization

View a any product data (CAD/ECAD, PDF) without the

authoring tool

Conduct real-time design

collaboration, analysis and simulation

regardless of the location

Complete BOM Mgmt

Combine ECAD,MCAD and software domains in a single product

structure

Concurrently develop the mBOM

and eBOM in the design phase

Change & Config. Mgmt

Automate rapid and accurate

communication of changes –

regardless of complexity

Generate rules for each option then generate product variants based on selected options

Multi-CAD Data Mgmt

Manage all CAD data

(MCAD/ECAD)in a single integrated

BOM

Access, reuse, & synchronize design

data across CAD systems

Document Mgmt

Manage document structure and

inherit complex information relationships

Search, retrieve, and up-to-date info

from central repository

Track data changes, audit trails

Presenter

Presentation Notes

A PLM solution that lacks even one of these capabilities should be discounted as a viable alternative, as it would require extensive customization or integrations to meet your basic needs.

Keys: “Extended Value” Components of PLM

Component & Supplier

Mgmt

Identify the right parts and suppliers in the initial design

stage

Manage the us of approved mfg and

vendor lists (AVL/AML)

RequirementsManagement

Align customer requirements with

design and technical

requirements

Understand the cost of requirement

change by tracking from requirements

to product data

Program Portfolio

Management

Focus on management of

higher order program and

product efforts

Achieve richer evaluation of

program progress

Manuf.Process Mgmt

Concurrently develop product and mfg process

and allocate resources

Associatively transform eBOMs to

mBOMs

Product Analytics

Provide centralized dashboard of data

from disparate systems and in varied formats

Analyze trade-offs in product business performance - like cost vs. compliance

Service Information

Deliver accurate, concise and

relevant service information based

on up-to-date product

data

Provide interactive service information

Communities of Practice

Tap new knowledge

resources – internal and external

Reveal valuable and ‘hidden’

knowledge by stimulating

free and easy expression of ideas

Quality, Reliability and

Risk MgmtProvide real-time

visibility into performance

metrics and project status to all team

members

Initiate quality projects without

requiring IT involvement

23

• Manages all Product Development Dataof the enterprise

– Vaulting / revision control • Documents, CAD-files, Articles/items

– Product structure management (BOM)– Embedded visualization– Lifecycle and workflow management

• Enables enterprise-wide accessto the product information through

– Direct integrations to all major CAD system– Direct integration with Microsoft Office applications– Integration with other Enterprise Systems (ERP, …)

Windchill PDMLink as Business Solution

Engineering BOM

EBOM

25

Process Transformation Opportunities

DesignPlan Concept SupportValidate ProductionOrganization

Change and Configuration Management

Program and Project Management

P R O D U C T L I F E C Y C L E

Best PracticesStandardized, automated change processIntegrated, cross-discipline change managementSoftware change managementSoftware configuration management

Software release managementSystem and software asset reuseIntegral engineering to manufacturing changemanagementPartner change management integration

Integrated product issue managementChange dashboardsProduct configuration lifecycle managementProduct configuration-sharing to enterpriseUnified hardware-software configuration management

Best PracticesStandardized decision checkpointsBalanced performance metricsAutomated lifecycle metrics collection

Proactive resource planningSystematic risk assessmentGate decision management

Integrated program data managementRegular program reviewsProject planning and tracking

Distributed project collaborationProject dashboards

Manufacturing Process ManagementBest PracticesAutomated NC process planningIntegral manufacturing data managementAssociative eBOM/mBOM

Digitally defined process plansDynamically generated manufacturing documentationIntegral engineering to manufacturing change managementAutomated release-to-production

26

• Practice– Create and maintain the parts and structures needed to define a

product, by allowing stakeholders across the enterprise to contribute to the BOM definition

• Capabilities– Automatically create multi-level product

structures from CAD software– Edit the product structures directly in Windchill– Perform multi-level BOM comparisons– Trace Where Used lineage– Share multi-level and consolidated BOM reports

• Value– Elimination waste by providing a common BOM view– Increase efficiency and accuracy of BOM changes

by accurately comparing BOMs

BOM CreationBest Practice

Challenge: Quickly create, share and maintain a product structure

Share & Export BOM

Create BOM from CAD

Create and Edit the BOM

Provide BOM Reports & Understand Changes

EBOM in Windchill

28

• Practice: – Proactively plan and architect products to support top-down,

concurrent, team-based development.

• Capabilities:– Create and validate conceptual design structures in Windchill– Concurrently design subassemblies in CAD and synchronize

updates with associated product structures

• Value:– Shorten time to develop complex products by enabling

concurrent design process– Communicate design intent and distribute concurrent design

tasks across multi-discipline teams– Reduce design conflicts by managing interdependencies

between related designs

Top Down DesignBest Practice

Challenge: Avoid gridlock while developing complex, multi-disciplined products

Presenter

Presentation Notes

Perfect platform logic definition concurrent to design to reduce downstream cost Platform logic = option pools, option sets and rules Filter overloaded product structure vs. create or update new Variant configuration (“Configure” process)

29

Collaborative Design Process

B

Top Level

A

C

Concept Product Architecture

DetailedProduct Definition

A

Top Level

a

b

1

d

B

c

C

D

E

002

003

001

Bcd

A.asm

a.prt

b.asm

1.prt

A-Skel

D.asm

001.prt

E.asm

002.prt

003.prt

D-Skel.prt

Top Level

B

A

C

a

b

c

DevelopStructure

Top Level

B

A

C

a

b

c

D

Create CAD A.asm

a.prt

b.asm

1.prt

A-Skel

Create CAD models

30

• Practice: – Streamline development of a common platform by

capturing and managing a configurable product.

• Capabilities:– Capture product platform definition in an overloaded

product structure– Validate configuration logic and constraints– Filter overloaded product structure to generate variant

configurations– Create new and update product variants

• Value:– Define and validate configuration logic during platform

design to reduce invalid configurations (costly downstream errors)

– Reduce effort and complexities of managing product families and all related design data by managing it in one system

Configurable Product Platform DesignBest Practice

Challenge: Design and Manage Modular Product Families

Product Options

Option Choices

Option

Configuration Logic ManagementConfigurable Product

Structure

Variant Configuration

Presenter

Presentation Notes

Perfect platform logic definition concurrent to design to reduce downstream cost Platform logic = option pools, option sets and rules Filter overloaded product structure vs. create or update new Variant configuration (“Configure” process)

Example Option & Variants

32

• Practice– Manage evolving product configurations over

entire lifecycle

• Capabilities– Managing multiple views of a product (Design,

Manufacturing, Costing, …)– Define baselines to capture configurations at

various points in time– Create replacement parts to manage acceptable

BOM substitutions – Apply effectivity by: Date, Lot, …

• Value– Improve ability to support analysis, planning and

audit by accessing known historical and future configurations

Product Configuration Lifecycle Management Best Practice

Challenge: Understanding product configuration evolution over time

Effectivity Management

Manufacturing BOM

MBOM

DIFFERENT USERS NEED DIFFERENT PERSPECTIVES TO WORK EFFECTIVELY

Product DefinitionProduct XYZ

Feature 1Option A [ ]Option B [ ]Option C [ ]

Feature 2Option D [ ]Option E [ ]Option F [ ]

ModelX

A CB

NM

Product Cost Model XPart A €3.00Part B €2.20

Part M €1.00 Part N €1.20

Part C 2.40Total €7.60

Model X Operation SheetOP 001 Part M OP 002 Part NOP 003 Part A OP 004 Part C

Model X Spares ListPart A 1 offPart B (inc M) 1 offPart C 1 offPart N 1 off

Service

EngineeringManufacturing

Business PlanningSales

ProductDefinition

35

Concurrently develop eBOM and mBOMBest pratice

• Practice:– Transform eBOM into mBOM) while maintaining

bidirectional traceability – Start the creation of the mBOM before design

release and put the mBOM under formal configuration management

• Capabilities:– Create manufacturing (equivalent) parts– Bi-directional associativity between eBOM and

mBOM– Analyze and resolve BOM discrepancies

• Benefits:– Concurrently develop BOMs– Ensure BOM conformity– Improve production planning

Assy 1500

Assy 1500

Part 100

Part 200

Assy 1300

Assy 1100

Assy 1200

Part 300

Part 700

EngineeringeBOM(As Designed)

Part 400

Part 500

Part 100

Part 300

equivalent

equivalent

equivalent

Part 400

Part 500

Assy 1600

ManufacturingmBOM(As Planned)

Presenter

Presentation Notes

163 The Best Practice you can put in place to solve this eBOM-mBOM challenge with PTC technology is Associative mBOM from eBOM This Best Practices is about going concurrent with the mBOM: * create the mBOM directly re-using eBOm parts whenever you can * start the creation of the mBOM concurrently with the eBOM * Put both mBOM and eBOM under control with common change and configuration management. In terms of capabilities, Windchill MPMLink is supporting this Best Practice by providing you capabilities to: * leverage 3D data * Full flexibility in re-organizing your BOM * Complete traceability * Full control This Best Practice enables you to develop mBOM concurrently, while ensuring conformity and delivering quicker the mBOM production planning needs.

36

• Practice– Automate sharing and synchronization of product configuration

information across enterprise systems.

• Capabilities– Configure Release-to-Manufacturing process

• Delivers the product definition (product design and process plans)• Exposes ERP attributes (e.g. cost and inventory) to product design• Supports multi-location, multi-ERP production

– Leverages industry-leading EAI tool (for SAP, Oracle)• Supports standards-based system communication• Provides end-to-end transaction integrity

• Value– Deliver accurate and timely product information to production

systems reducing delays, errors and rework– Engage sourcing and manufacturing early in the design process to

reduce time to market.

Product Configuration Sharing to Enterprise Best Practice

Challenge: Sharing and managing product configurations with downstream systems

Plant 1

Plant 2

Deliver product information to

production systems

Windchill ESI(or) ERP

Connector

•Parts•eBOM•mBOM•Change•Documents•Process Plans•Process material•Skills•Work instructions

ProductionSystems

(ERP/MES)

Windchill(PDM/PLM)

Reference case

SchréderHarmonize product development

Business Issue

Solution

Customer Benefits

• Standard component selection• Allow for data management of CATIA, SolidWorks and Altium• BOM transformation (local production processes)• Integrate with Dynamics AX• Implement enterprise wide Change Management

• Classification and Supplier Management• WGM to support CATIA, SolidWorks and Altium CAD files• MPMLink enabling multi-company mBOM preparation• PDMLink – AX integration (multiversion, multisite)

• Company catalog available• Integrated design change – manufacturing process change• BOM and change data automatically fed into ERP

Schréder (www.schreder.com) is a leading expert in the design and development of outdoor lighting equipment (LED) with more than 2600 employees and 450 M€revenue.

MBOM 1Aa

ConfigurableMBOM 150%

MBOM 1(incl. receipt)

MBOM 2(incl. receipt)

MBOM 1a

GlobalProduct (typical)

Local AX 1 BaaNLocal AX 2

MBOM 1A MBOM 1A

MBOM 1Ab

Color, sourcing MBOM 2

Localproduct

MBOM 2

ConfigurableEBOM 150%

PLM

ERP

Schréder case

Change Management

41

Integral Engineering to ManufacturingChange Management Best Practice

Challenge: Coordinating change activities across engineering and manufacturing• Practice:

– Streamline changes from engineering to manufacturing; ensure accuracy of manufacturing deliverables.

• Capabilities:– Extend problem reports, change requests and

change notices to mBOM, process plans, resources and manufacturing documents

– Facilitate change impact with visual indicators and compare reports

• Value:– Provide full traceability and history of changes– Streamline ENG to MFG change process– Ensure accurate and up-to-date manufacturing

deliverables

42

To synchronize the change of related objects,change management is used

P-96005621

Retro.CATProduct

Norm.doc

IPA_SVB_0064

FCO_1930

A

Master Version

A B

A B C

A B

A B

Requirement

Functions

Parts

CAD Docs

Documents

ECR01 - Introduce Dead Angle Detection

ECR02 - …… ………………….. .

ECR03 - …… ………………….. .

Versions and Change Management

Change in Windchill (information set for ERP)

PLM – ERP approach

Business Strategies to Sell Products

Assemble-To-Order• Products fully designed

with identified options• Orders configured and

processed by ERP

Assemble-To-Stock• Products fully designed

with identified options• ERP plans productions of

pre-defined options• Identified product

combinations manufactured based on forecast

Low Amount of Order-Specific Custom Engineering High

Many

Num

ber o

f Pro

duct

s in

an

Ord

er

One

Configure-To-Order• Products fully designed

with rules that allow creation of custom parts

• Each order configured & validated by PLM using rules established by Engineering

Engineer-To-Order• Significant custom

engineering added to generic product

• Each order validated by Engineering and PLM

PLM or ERP for MPM (& PCF)

PLM ERP

ATS

ATO

CTO

ETO

MPM PCF

15.15-15.30

De kracht van UltimAX PLM

UltimAX PLM

INTEGRATING PLM AND ERP

UltimAX PLM Link

No redundant data entry

Flexible

No ‘PLM light’ in AX

Best in class applications:• PTC Windchill• MS Dynamics AX

Standard technology:• ERP connector• AX Webservices

Closed loop

INTEGRATING PLM AND

ERP

Presenter

Presentation Notes

Best in class application: UltimAX PLM Link joins the 2 of them Closed loop: change mangement process in Windchill, with interaction to AX (open production orders, open sales orders, price, stock, ...). Changes get done in AX Flexible: product info with templates, mapping of versions through parameters, eBOM/mBOM No redundant data entry: enter in PLM and transfer to AX, so no typo’s

Main architecturePTC Windchill 10

Webservice on IIS

Microsoft Dynamics AX 2012

Proxy server (of Biztalk server)

http

http

WCF

INTEGRATING PLM AND ERP

Supported entitiesINTEGRATING PLM AND ERP

PTC Windchill 10

Microsoft Dynamics AX 2012

Products BOM’s Logistic information

ECN’s

Presenter

Presentation Notes

Products and BOM’s with of without ECN

Company mappingINTEGRATING PLM AND ERP

PTC Windchill distribution target=

Dynamics AX Company

Product00-01-520

Released product

00-01-520

Released product

00-01-520

Released product

00-01-520

Standard AXmanual release process

Automatic release process

Auto-created productManaged by Windchill

Company: CEUDistribution target 1

Company: CEEDistribution target 2

Company: CECNo distribution target

Product templatesINTEGRATING PLM AND ERP

Windchill part AX Released product

AX Template selection

released product

Limited information

‘ERP’ infoSelection attributes

Variant mappingINTEGRATING PLM AND ERP

Configurable part

00-01-520

Variant 300-02-014

Variant 200-02-013

Variant 100-02-012

Windchill

Product master 00-01-520

Variant 3Config: 00-02-014



Product 00-02-014

Product 00-02-013

Product 00-02-012

AX

Version mappingINTEGRATING PLM AND ERP

PTW Windchill part version=

Dynamics AX BOM version

15 minuten

PAUZE

15:45-17.15

Beste Practices in Resource Planning

Resource Planning

Plan

Agenda

AX Product Definition

S&OP and Forecasting

Resource Planning

Master Scheduling

Detailed Scheduling & Planning

Lean Manufacturing

MASTER PLANNING OF RESOURCES

Master planning of resources

Sales and Operations Planning

DemandMgt.

&Fore-

casting

Master Scheduling


Resource Planning

Rough-cut Capacity Planning

VOLUME

MIX


Master planning of resourcesAlso called: Enterprise Resource Planning (ERP)

Manufacturing Resource Planning (MRP II)

Business Resource Planning (BRP)

AX Product Definition

AX PRODUCT DEFINITION

You want to manage this flow?

Steel plate 10Cut

10Fold

10Punch

(subcon)

BOM level 0

BOM level 1

BOM level 2 AXPhys.

AXPhys.

AXPhys.

Ship

Receive

Cut profile

Punched profile

Bent profile SUBCONTRACTOR

AXPhys.

Cut profile


Then you need to schedule thisAX Multi level BOM of “Bent profile”

Bent profile(manufactured)

Cut profile(manufactured)

Punched profile(manufactured)

Steel plate(purchased)

Service Item(type “Vendor”) 10

Cut

10Punch

(subcon)

10Fold

Each manufactureditem has a route consisting of oneoperationBOM

BOM

BOM


You want to manage this flow?

Steel plate 10Cut

Ship

Receive

WIP

WIP

20Punch

(subcon)

30Fold

AXPhys.

Bent profile SUBCONTRACTOR


Then you need to schedule thisAX BOM of “Bent profile”

AX Route of “Bent profile”

10Cut

20Punch

(subcon)

30Fold

Bent profile(manufactured)

Steel plate(purchased)

Oper. 10

Service Item(type “Vendor”)

Oper. 20

mBOM structure determines what to scheduleAX PRODUCT DEFINITION

VERPAKTE VEERMATRAS

Finished good

Semi-finished item

Raw material

Legend

VERPAKKING ID. LABELKATOENEN BINNENHOES MATRASKERNAFGEWERKTE

HOES (ev OA)

RITS BIESLABEL STIKGAREN HANDVATEN(O/A)

BIESSTOF VULLING VOERING

BORDERS(O/A)

VULLING VOERING STOF

PLATEAU(ev. O/A)

STOF VULLING VOERING

VEREN VERSNEDENVILT

ROL VILT

PLATENLATEXVEREN

Phantom item

This is how that BOM will look like in productionAX PRODUCT DEFINITION

VERPAKTE VEERMATRAS

Finished good

Semi-finished item

Raw material

Legend

VERPAKKING ID. LABELKATOENEN BINNENHOES

AFGEWERKTE HOES (ev OA)

RITS BIESLABEL STIKGAREN BIESSTOF VULLING VOERING VULLING VOERING STOFSTOF VULLING VOERING

VEREN ROL VILTPLATENLATEXVEREN

Phantom item

Production order 1

Production order 2


BOM Designer


Routes in AX A route is a sequence of operations

Same route can be used for multiple items But item specific run times, resource selection criteria, ...

PREPAREPIPES

PREPAREFLANGES

WELDING HYDRO TEST MILLING ASSEMBLY FINAL QC

10

20

30 40 50 60 70


Routes in AXPREPARE

PIPES

PREPAREFLANGES

WELDING HYDRO TEST MILLING ASSEMBLY FINAL QC

10

20

30 40 50 60 70

Op. Nbr Priority Operation Work center W/C type10 Primary PREP. PIPES Preparation W/C Machine20 Primary PREP. FLANGES Preparation W/C Machine30 Primary WELDING Welding department Machine30 Secondary 1 WELD INSP Outside inspector HRM… … … … …60 Primary ASSEMBLY Assembly line Machine70 Primary FIN.INSP.IN Inside inspector HRM


Product definition across legal entities

Materialbought locally

71.80.9342Confidea

Wired Base2

MFC_Parts(1 wk)

71.98.0103Delegate

Interpretation Unit

12.01.0209Loudspeaker

Assemble(1 wk)

24.07.2510Front socket

71.98.0103.SCDelegate

Interpretation Unit

Subcontracted


Interpretation Unit

Subcontracted

Belgian EntitySite Antwerp

Bulgarian entitySite Plovdiv

13.16.9000Top cover unit

13.16.9012Buttons array

13.16.9011Buttons micro

delegate


Interpretation Unit

Subcontracted

Intercompany

Sales & Operations Planning




DemandMgt.

&Fore-

casting

Master Scheduling


Resource Planning


VOLUME

MIX

SALES & OPERATIONS PLANNING

S&OP Process Primary purpose = establish supply rates that meet

management targets MTS: projected inventory

MTO: backlog level

Seeks to get demand and supply in balance

Focus = the big picture: volume per product family

Benefits? MTS: higher customer service + lower FG inventories

MTO: higher customer service + short customer LT


Strategies to meet customer demand

Product delivery strategy Demand impact

MTS: Make-to-stock Ship from stock

ATO: Assemble-to-order Assemble/finish & ship

MTO: Make-to-order Build & ship

CTO: Configure-to-order Assemble or build in high volume(APICS: mass customization)

ETO: Engineer-to-order Design, build & ship


Product delivery strategiesMTS FGBuild

ORDER DELIVERY

ATO Ship

ORDER DELIVERY

SALES LEAD TIMEMFG. LEAD TIME


MTOCTO

DELIVERYORDER


RM, components

SFG, components

Finish

Ship

Ship

Build

Build

ETO

DELIVERYORDER

SALES LEAD TIMEDESIGN + MFG. LEAD TIME

ShipBuildDesign

RM


Strategies to meet customer demand

Product delivery strategy Company concerns

MTS: Make-to-stock Inventory costs, FC errors

ATO: Assemble-to-order Assemble within shortest LT; flexible finishing operations

MTO: Make-to-order Mgt. of backlog and LT;material & capacity availability

CTO: Configure-to-order Flexible operations that support a large variety of product variations

ETO: Engineer-to-order Availability of technical resources, designers; proj. mgt.; cost control


Batch sizes and flexibilityDay 1 Day 2 Day 3 Day 4

A B C D A

A B C D A B C D A B C D A

Inventory AInventory

A InventoryA

Safety stock

A

InventoryA

Safety stock

A

D

D


Demand Reaction FlexibilityLarge batch sizes cause: Higher inventories

Higher costs

Less flexibility to react on demand

Longer sales lead times

Possible loss of business

Demand Management & Forecasting




DemandMgt.

&Fore-

casting

Master Scheduling


Resource Planning


VOLUME

MIX

DEMAND MANAGEMENT AND FORECASTING

Responsibilities Management of actual customer order demand

Distribution planning

Anticipating demand


Anticipating demand: how? Sales forecasting

Safety stock for demand variaton Protects against higher sales than FC

Can be calculated by AX

Order point logic E.g. min/max replenishment

Maximum inventory should cover estimated demand during

item’s replenishment LT


Advantages of forecasting To anticipate inventory levels and capacity demands

To increase communication and awareness of likely impact

of sales on operations

Makes blanket orders visible unto master scheduling

When forecast? When horizon of committed orders

< horizon needed for resources commitments


How to anticipate demand? Consider product mix & product delivery strategy

MTOETOCTO

ATOCTO

MTS

Finished goods

Semi-finished goods, subassemblies

Raw materials, accessories, components


Forecast which item?

Product delivery strategy Items to forecast

MTS: Make-to-stock Finished goods

ATO: Assemble-to-order Semi-fin. products, subassemblies

MTO: Make-to-order Raw material, accessories, components

ETO: Engineer-to-order Raw material, accessories, components

CTO: Configure-to-order Mix between ATO and MTO


Calculate supply forecast for non-FGPlanning Bill

Components & RM requirements

Sales forecastingsimulation

GENERIC CAR BOMengine 1600d: 20%engine 2000d: 30%engine 1800i: 50%

Sales forecast generic item

SALES FORECASTALL CARSJ: 500F: 700M: 600A: 300M: 400J: 800

REQUIREMENTS FOR ENGINES 1600d 2000d 1800iJ: 100 150 250F: 140 210 350M: 120 180 300A: 60 90 150M: 80 120 200J: 160 240 400

Convert into

Supply forecast for components & RM

SUPPLY FORECAST ENGINES 1600d 2000d 1800iJ: 100 150 250F: 140 210 350M: 120 180 300A: 60 90 150M: 80 120 200J: 160 240 400


Calculate supply forecast for non-FGPlanning Bill

Demand for components & RM

Sales forecastingsimulation

GENERIC CAR BOMengine 1600d: 20%engine 2000d: 30%engine 1800i: 50%

Sales forecast generic item

SALES FORECASTALL CARSJ: 500F: 700M: 600A: 300M: 400J: 800

REQUIRED SUPPLY ENGINES 1600d 2000d 1800iJ: 100 150 250F: 140 210 350M: 120 180 300A: 60 90 150M: 80 120 200J: 160 240 400

Convert into

Supply forecast for components & RM

SUPPLY FORECAST ENGINES 1600d 2000d 1800iJ: 100 150 250F: 140 210 350M: 120 180 300A: 60 90 150M: 80 120 200J: 160 240 400

NEW IN AX 2012 R3Statistical forecast

calculation based on historical data

X

?


FC Reduction principle = Sales orders

MP

0

10

20

30

40

50

60

WK2 WK3 WK4 WK5 WK6 WK7

Sales orders

Gross requirement

0

10

20

30

40

50


Req. quantity

0

10

20

30

40

50


MP = Master planning

Case HG International: FC with seasonal demandDEMAND MANAGEMENT AND FORECASTING

LICHT VOORJAAR

EXTREEM VOORJAAR

LICHT NAJAAR

EXTREEM NAJAAR

REGELMATIG VraagpatroonMTS strategy


Safety stocks: on which items? Keep safety stock on item level with fewest parts

Safety stocks create demand in explosion logic MRP

MTOETOCTO

ATOCTO

MTS

Finished goods

Semi-finished goods, subassemblies

Raw materials, accessories, components

Safety stock calculationDEMAND MANAGEMENT AND FORECASTING

μ = Average demand

σ = Standard deviation (actual demand versus forecasts)

Service level = percentage of chance there is no stockout

Safety Factor Service Level

+/- 1σ 84,1 %+/- 2σ 97,7 %+/- 3σ 99,86 %+/- 4σ 99,99 %


Case Abriso: Calculation for service level of 95%


Case Abriso: Calculation for service level of 99%

Fixed safety stockDEMAND MANAGEMENT AND FORECASTING

05

101520253035

1 2 3 4 5

Min: 10 (fixed)Max: 30

Seasonal safety stockDEMAND MANAGEMENT AND FORECASTING

05

101520253035

1 2 3 4 5

Min: 10-20 (seasonal)Max: 30

Variable safety stockDEMAND MANAGEMENT AND FORECASTING

05

101520253035

1 2 3 4 5 6

Min: 10-20 (variable)Max: 20-40 (variable)

Specify seasonality with Minimum/maximum keysDEMAND MANAGEMENT AND FORECASTING

Supply ScheduleDEMAND MANAGEMENT AND FORECASTING

Demand per item group per period (purchase item)DEMAND MANAGEMENT AND FORECASTING

Demand per item group per period (production item)DEMAND MANAGEMENT AND FORECASTING

Resource Planning




DemandMgt.

&Fore-

casting

Master Scheduling


Resource Planning


VOLUME

MIX

Validation of planned load of machinesRESOURCE PLANNING

Demand impact analysisRESOURCE PLANNING

1st bar = # open work orders2nd bar = # open order lines (backlog)3rd bar = # planned work orders4th bar = # order lines having future messages

Validation of planned load of human resourcesRESOURCE PLANNING

Validation of planned load of human resourcesRESOURCE PLANNING

Blue = available capacity (hrs)Orange = scheduled capacity (hrs)

Validation of supplier capabilitiesRESOURCE PLANNING

Master Scheduling




DemandMgt.

&Fore-

casting

Master Scheduling


Resource Planning


VOLUME

MIX

MASTER SCHEDULING

S&OP vs. Master scheduling Sales & operations planning Long term planning

Focus = the big picture: VOLUME per product family

Calculates gross requirements

Master scheduling Short term planning

Focus = the details: MIX of individual products & order qties

Calculates net requirements & converts into planned orders

MASTER SCHEDULING

Master Planning Scope

Master Planning

Organization Administration

Accounts payable

Accounts receivable

General ledger

Product information

management

Production control

Inventory and warehouse

management

Sales and marketing

ScopeMASTER SCHEDULING

-50

-40

-30

-20

-10

0

1 2 3 4

Net requirement, calculated from known issues

0

10

20

30

40

50

1 2 3 4

Planning to fit the net-requirement

Master planning

sales orders production lines requests from projects transfer orders

IssuesReceipts

purchase orders productions project orders transfer orders

Gross requirement(Forecasting)Basic setup

MASTER SCHEDULING

MaterialRequirement

Planning

Planned purchase orders

Planned production orders

Purchase planning Production planning

Purchase orders

Demand Mgt.

PLAN

NING

EXEC

UTIO

N

Production orders

Work cells

Warehouse

Kanbans

Sales orders Physical inventory Product Master Data+ mBOM

FEEDBACK LOOP

Planned kanbans

Marketing

Forecasts

Logistics

Transfer orders

Planned transfer orders

Purchase

Purchase orders

Engineering

Replenishment of warehousesMASTER SCHEDULING

Define your replenishment hierarchy

MASTER SCHEDULING

AX Order policy: per item and site Order type: Purchase, production, transfer, kanban

Coverage group: MTS, MTO, Min/max…

Lead time

Minimum stock (safety stock)

Maximum inventory

Multiple order quantity

Minimum order quantity

Maximum order quantity

MASTER SCHEDULING

Demand coverage: type Period

MASTER SCHEDULING

Demand coverage: type Requirement

MASTER SCHEDULING

Demand coverage: type Minimum/Maximum

Define your own coverage groups in AXMASTER SCHEDULING

Coveragegroup

Coveragetype

Period

MTO Make-to-order RequirementMTS Make-to-stock Period 14EXPORT Export items Period 21BTO Buy-to-order RequirementBTS 1W Buy-to-stock weekly Period 7BTS 4W Buy-to-stock monthly Period 30BTS 8W Buy-to-stock bimonthly Period 60MINMAX Minimum/maximum Min/Max

MASTER SCHEDULING

Net requirements profile

MASTER SCHEDULING

Net requirements profile per month

You can create your own Period templates (per week, mnth..)

MASTER SCHEDULING

Projected available inventory profile

MASTER SCHEDULING

Action messages: optimize inv. costsStart date(Production)

ProductionDuration: 4 days On hand

Action =postpone(Production)

Purchase(Raw Mat.) - 3 days

Production(to cover A1) - 4 days

Actions notactivated

Sales

A1

Purchase(Raw Mat.) - 3 days

Delivery date(purchase)

Today

Following Action = postpone(Purchase)

Actionsactivated

MASTER SCHEDULING

Future messages: recalc. poss. dlv. dateSales

A1

Planned production time(to cover A1) - 4 days

Necessary date tostart production

Possible delivery date

Today

Necessaryorder date

Planned purchase time(Raw mat.) - 3 days

Planned production time(to cover A1) - 4 days

Planned purchase time(Raw mat.) - 3 days

delay

Possibleorder date

Possible date tostart production

delay

Sales

A1

MASTER SCHEDULING

Futures messages details (ref: sales orders)

MASTER SCHEDULING

Inquire net reqs. profile from future msg.

MASTER SCHEDULING

Explosion form: coverage of BOM lines

MASTER SCHEDULING

Planning across companies and sites

Company: legal entity, own books, COA, products, BOM’s

Site: geographic location of warehouses, resources, routes

Warehouse: holds inventory

MASTER SCHEDULING

Planning across companies and sites

Context of production order limited to 1 site

Cross site planning: use (MRP planned) transfer orders

Cross company planning: intercompany master planning

Intercompany Master PlanningMASTER SCHEDULING

Planning of intercompany demand

Detailed Scheduling and Planning




DemandMgt.

&Fore-

casting

Master Scheduling


Resource Planning


VOLUME

MIX

AX Planning toolsDETAILED SCHEDULING AND PLANNING

Operations scheduling

Job scheduling

Property planning

Graphical planning (UltimAX)

Flow of Production orders in AXDETAILED SCHEDULING AND PLANNING

Planned production

orderMRP

Production order

(Scheduled)

Production order

(Released)

PRD_2.1Create manual

production order

Production order

(Created)

Firm planned production order

PRD_2.2Schedule

production order

PRD_2.3Release

production order

Manufacturing Execution

Production documents

PRD_2.2Reschedule

production order

BOM and route of Production OrdersDETAILED SCHEDULING AND PLANNING

Production orders get a local copy of the item’s master BOM and route

Manufactured Released Item

PRODUCT MASTER DATA

Master BOM

BOM version

Master Route

Route version

Production Order

PRODUCTION CONTROL

Production BOM

Production RouteCOPIED

COPIED

DETAILED SCHEDULING AND PLANNING

Planning techniques: (in)finite scheduling


Planning techniques: Forward scheduling


Planning techniques: Backward scheduling


Planning techniques: Bottleneck resource planning

Planning techniques: Bottleneck resource planningDETAILED SCHEDULING AND PLANNING

Routing per product family + bottleneck identification

Product family Hulzen Bussen Doorkoppel-systemen Stekeinden Specials

Routing

Draaien Draaien Persen Stuiken Knippen/buigen

Stampen Tappen Inpakken Draadrollen Inpakken

Tappen Verzinken * Inpakken

Verzinken * Inpakken

Stampen

Stampen -- Alternatief --

Inpakken CNC-machine

Verzinken *

Inpakken


Operations scheduling vs. Job scheduling

(*) Each type of time specified on a production route operation

(e.g. setup, process) will generate its own production job.

Operations scheduling Job scheduling

Type of planning Rough-cut Dispatching

Resource level Resource groups Resources

Unit of planning Production operations Production jobs (*)

Accuracy of planning Day Time (hh:mm)

Job dispatching? No Yes

Property planning? No Yes

Graphical planning? No Yes


Operations scheduling


Check capacity of resource group


Job scheduling with Job Dispatching form


Job scheduling of resource: result


Capacity load of resource

AX Property PlanningDETAILED SCHEDULING AND PLANNING

Block planning of work orders dependent on item’s scheduling property

Automatic reduction of setup times

UltimAX Graphical PlanningDETAILED SCHEDULING AND PLANNING


UltimAX Graphical Planning Built on top of standard AX scheduling engine

Drag & drop planning functionalities Schedule new production orders (status Created)

Advance or postpone productions

Reschedule on other resource

Supports both finite and infinite capacity resources


UltimAX Graphical Planning Optimizing resource load

Firming MRP planned orders

Updating ETC graphically

Printed copy of graphical planning


Graphical Planning: grouping of productions

Functional enhancement to standard AX

Grouping of distinct productions into a “grouped order”

Advantages Grouped order becomes unit of scheduling

Rescheduling the grouped order automatically reschedules all

productions within the group

Releasing the grouped order automatically releases alle

productions within the group

Case: injection molding, planning layer = itemDETAILED SCHEDULING AND PLANNING

Case: injection molding, planning layer = moldDETAILED SCHEDULING AND PLANNING

Case: food packingDETAILED SCHEDULING AND PLANNING

Lean Manufacturing

Mixed mode schedulingLEAN MANUFACTURING

AdvancedDiscrete

Manufacturing

Leanmanufacturing

ProcessManufacturing

Mixed mode schedulingLEAN MANUFACTURING

Production FlowsLEAN MANUFACTURING

Simple Production Flow

Production FlowsLEAN MANUFACTURING

CEU Speaker Assembly and Packaging Production Flow

Introduction to KanbansLEAN MANUFACTURING

Both manufacturing and withdrawal kanbans can be used in an MTS, MTO,

ATO and ETO manufacturing environment.

Figure 1.2: Kanban Type/Replenishment Strategy

VoorbeeldLEAN MANUFACTURING

Presenter

Presentation Notes

SIMPLE SCENARIO This is based on Contoso! This is a simple production flow that has just 1 activity. An activity can be a single operation but usually it’s not. When you define your work cell, usually have more than 1 operation that’s done in a work cell. From the lean perspective, I’m only interested in activities that I need to register. Someone who says “Ok, that activity is done”. Whenever I have real flow in a work cell, I don’t want a 100 registrations and a 100 jobs for that, I just need to register when the material leaves the cell. The company is shipping the speakers in different car colors. On the runners (red, green, blue) I’m going to make fixed quantity kanbans so that I have always them on stock.�When I have an order for that, I can ship it. For small series (yellow, black, magenta), we’ll use a schedule kanbans. Basically I’m doing this on forecast. Special covers (gold, silver) which is a pure sales event kanban. This scenarios shows three different principles.�For the people working in the cell, it’s not going to look any different.

LEAN MANUFACTURING

Aansturing eindmontage: setup in AX Opzet vooraf: We geven de eindproducten een Kanban rule van het type

“Fixed quantity kanban”

Dit beperkt het aantal kanbans dat in omloop mag zijn, en

beperkt zo de voorraad in de supermarkets (MTS-scenario)

Is de traditionele kanban zoals we die kennen van Toyota

Principe van “Circulating cards” betekent dat telkens dezelfde

kanbans in omloop blijven

Kanban definition in AXLEAN MANUFACTURING

LEAN MANUFACTURING

Kanban definition in AX Principe fixed quantity kanbans: Enkel na consumptie van een kanban creëert het systeem een

job om die kanban terug aan te vullen

Er vindt dan een automatische planning plaats die ervoor

zorgt dat de kanbanjobs ingepland worden op het “Kanban

board for process jobs”

LEAN MANUFACTURING

Kanban board Kanban board for process jobs

LEAN MANUFACTURING

Kanban board Kanban board for process jobs met visuele instructies

LEAN MANUFACTURING

Kanban flow

Source: www.toyota-global.com

http://www.toyota-global.com/company/vision_philosophy/toyota_production_system/just-in-time.html

LEAN MANUFACTURING

AX Process with process kanbansProces in AX De operator opent het AX-kanbanbord bij begin shift

Hij markeert welke jobs hij wilt picken

Hij neemt de fysieke kanban van het fysiek kanbanbord

Operator ziet op het AX-kanbanbord de benodigde

materialen + waar die moeten gepickt worden

AX Process with process kanbansLEAN MANUFACTURING

Operator kan eventueel de pickinglijst voor de kanbanjob afprinten

LEAN MANUFACTURING

AX Process with process kanbans Hij verzamelt de materialen op de pickinglijst

Na het klaarzetten, scant hij de job in als “Prepared” d.w.z.

klaar om uitgevoerd te worden

Fysieke kanbans die hij bij het picken geledigd heeft,

scant hij in als “Empty”, en plaatst de kanbans op het

fysieke kanbanbord van de werkcel die ze moet aanvullen

AX Process with process kanbansLEAN MANUFACTURING

Invoer van gepickte batchnrs/SN voor materialen met tracering

LEAN MANUFACTURING

AX Process with process kanbans De operator die monteert, scant de uit te voeren

kanbanjob die nu “in progress” wordt.

Na uitvoering van de job scant hij de kanbanjob opnieuw

in, die krijgt nu de status “completed”.

De gemonteerde producten worden in de kanban bin of

pallet geplaatst en voorzien van de fysieke kanban.

LEAN MANUFACTURING

AX Process with process kanbans De magazijnier ziet alle kanbanjobs die klaar staan om

getransfereerd te worden naar de supermarket. Dit zijn de jobs die operatoren “completed” hebben

Hij kiest een job en plaatst de bin naar zijn bestemming.

Tot slot voert hij voor die kanbanjob “Complete transfer”

scanning uit.

Bedankt voor de aandacht

CONTACT USAd Ultima N.V. Beneluxpark 78500 Kortrijk

T. +32 (0)56 740 740 F. +32 (0)56 740 700

Seminarie Best Practices voor ETO en MTO bedrijven

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Transcript of Seminarie Best Practices voor ETO en MTO bedrijven