Framework For Life Cycle Oriented Production System Design · summarized as Lean Production Systems (LPS) > Only few European companies have achieved “lean” results, e.g. in terms

1

1Technical University of Braunschweig | Institute of Machine Tools and Production Technology

Framework For Life Cycle Oriented Production System Design

Christoph HerrmannLars BergmannAndré Zein

40th CIRP International Seminar on Manufacturing Systems

May 30th – June 1st, 2007, Liverpool, UK

Liverpool, 31th May 2007


> Introduction

> Challenges and current Situation of Production System Design

> Research Objectives

> Framework Approach for Production System Design

> Linking Systems Thinking and Life Cycle Thinking for Production System Design

> Frame of Reference for Production System Design

> Software Implementation of the Framework Approach

> Conceptual Structure and Information Flow of the Framework

> Overview of current State of Development

> Conclusion

OUTLINE

2


> Introduction









> Conclusion

OUTLINE


Production System improvement is driven by dynamic impact factors

Increasing demand for efficient and flexible production systems

Current approach of European production companies: Toyota Production System

INTRODUCTION

New (European andNational) Legislation

Rapidly ChangingTechnologies

Shorter Product Lifecycle

Increasing Labor Costs

Fluctuant ProductionVolumes and Revenues

Increasing Costs andMarket Competition Production System

Basic Requirement:Continuously Adaptation

Processes, Resources, Principles, Methods

IMPACT FACTORS FOR PRODUCTION SYSTEMS

3


THE TOYOTA PRODUCTION SYSTEM

> General framework and philosophyto design and organize the manufacturing system

> Objective: Provide best quality, lowest cost, shortest lead time through the elimination of waste

> As the main goal of the TPS is to eliminate waste, TPS is generally known as lean production

> Toyota was capable of significantly reducing cost and inventory using the TPS, enabling it become one of the ten largest companies in the world

> TPS is continuously improvedthrough iterations of standardized work and kaizen

INTRODUCTION

TPSHighest Quality, Lowest Cost, Shortest Lead Time, Empowered Employees, best Safety, High Morale

Continuous FlowTakt TimePull SystemQuick Changeover

Just-in-Time Jidoka

Built-in QualityAndonError ProofingSeparation ofman & machine

Heijunka Stable and Standardized Processes Kaizen

Toyota Way Philosophy

People & Teamwork

Waste Reduction

Continuous Improvement

Figure 1: TPS House, adapted from Ohno 1998, Liker 2004


Subsystems

Principles

Methods /Tools

Generic Structure of Lean Production Systems

Quality WorkStructures

• Six Sigma• TQM• Stable processes• …

• DMAIC • FMEA• SPC• 5 Why• …

• Job rotation• Workload Analysis• Safety Analysis• Interview / Survey• …

• Teamwork• Ergonomics• Safety…

…

…

…

• Levelling• Pull System• One Piece Flow• …

Just in Time

• FiFo• SMED• Kanban• …

Kaizen

• Standardization• Muda-Elimination• Suggestion System• …

• Kaizen Workshop• PDCA• Standards• 5S• …

Subsystems

Principles

Methods /Tools

Generic Structure of Lean Production Systems

Quality WorkStructures

• Six Sigma• TQM• Stable processes• …

• DMAIC • FMEA• SPC• 5 Why• …

• Job rotation• Workload Analysis• Safety Analysis• Interview / Survey• …

• Teamwork• Ergonomics• Safety…

…

…

…

• Levelling• Pull System• One Piece Flow• …

Just in Time

• FiFo• SMED• Kanban• …

Kaizen

• Standardization• Muda-Elimination• Suggestion System• …

• Kaizen Workshop• PDCA• Standards• 5S• …

LEAN PRODUCTION SYSTEM IMPLEMENTATION IN EUROPE

> Due to the success of the TPS and faced with the rapidly developing changes in global markets the TPS framework and various of its inherent methods have been adapted by many European production enterprises (large-scale but also small and medium sized companies)

> As these ‘TPS adaptations’ show significant accordance, they can be summarized as Lean Production Systems (LPS)

> Only few European companies have achieved “lean” results, e.g. in terms of productivity and continuous improvement processes, like Toyota

Generic structure of Lean Production Systems

Restructuring

Euro

pe

Japan

INTRODUCTION

Success ?Adaptation

TPSHighest Quality, Lowest Cost, Shortest Lead Time, Empowered Employees, best Safety, High Morale

Continuous FlowTakt TimePull SystemQuick Changeover

Just-in-Time Jidoka

Built-in QualityAndonError ProofingSeparation ofman & machine

Heijunka Stable and Standardized Processes Kaizen

Toyota Way Philosophy

People & Teamwork

Waste Reduction

Continuous Improvement

Figure 1: TPS House, adapted from Ohno 1998, Liker 2004

4


INTRODUCTION

PRODUCTION SYSTEM REQUIREMENTS CHANGE OVER THE PRODUCT LIFE CYCLE

> The Production System Design has to cope with different Products (P), strategic Objectives (SO), and Change Drivers (CD) over time

P1 Ramp up EOPMass Production

P2 Ramp upSOP

P3 SOP

Prod

ucts

(P)

Stra

tegi

c O

bjec

tives

(SO

)C

hang

e D

river

s (C

D)

SO1SO2

CD1

A

B

0,3

0,7

A

B

0,3

0,7

A

B

0,3

0,7

A

B

0,3

0,7

t1t0 timet2


INTRODUCTION



> Different requirements over the Production System Life Cycle lead to changing Production System Capabilities (e.g. volume flexibility, dependability)

> Production System capabilities result from fulfilling certain Functional Requirements (FR) within the Production System


P2 Ramp upSOP

P3 SOP

Prod

uctio

n Sy

stem

Cap

abili

ties

Prod

ucts

(P)

Stra

tegi

c O

bjec

tives

(SO

)C

hang

e D

river

s (C

D)

SO1SO2

CD1

A

B

0,3

0,7

A

B

0,3

0,7

A

B

0,3

0,7

A

B

0,3

0,7

∆Capability

t1t0 timet2

5


INTRODUCTION



> Different requirements over the Production System Life Cycle lead to changing Production System Capabilities (e.g. volume flexibility, dependability)

> Production System capabilities result from fulfilling certain Functional Requirements (FR) within the Production System

> Design Parameters (DP) that allow to fulfill Functional Requirements have their own temporality and need efforts and time to take effect on the FR fulfillment

> The number of different Design Parameters and dynamic changing requirements impede the identification of appropriate Design Parameters


P2 Ramp upSOP

P3 SOP

Prod

uctio

n Sy

stem

Cap

abili

ties

Prod

ucts

(P)

Stra

tegi

c O

bjec

tives

(SO

)C

hang

e D

river

s (C

D)

SO1SO2

CD1

A

B

0,3

0,7

A

B

0,3

0,7

A

B

0,3

0,7

A

B

0,3

0,7

∆Capability

t1t0 timet2FR

Ful

fillm

ent

DP

Effo

rts FR Fulfillment Level

DP Effort: e.g.: Operator Training


INTRODUCTION

PRODUCTION SYSTEM IMPROVEMENT DYNAMICS

> Improvement Activities for Production System Design generally cause dynamic interactions

> Unknown dynamics often impede Production System Improvement processes

6


0,5

1

1,5

2

2,5

3

10 20 30 40 50 60 70 80 90 100

8

1011 12

9

1613

14

1715

201918

211

45 6

7

32

Degree of Realization (%)

Impo

rtanc

e of

Des

ign

Para

met

er

Critical Design ParameterBalanced

Design Parameter

Overvalued Design Parameter

58,252,20Total Quality Management (TQM)2157,252,06Application of PPS software2053,752,01Employee self-organization1949,251,90Development of company network1849,001,63Team work1746,501,56Just in time production1641,251,75Application of ERP software1531,251,33Cooperation with university partner1430,001,45Total Productive Maintenance (TPM)1326,001,23Implementation of KANBAN1224,001,25Application of SCM software1123,251,31Application of PDM software1015,501,00Application of Six Sigma projects910,750,82Business Process Integration (EAI)862,002,37Integration and information of employee758,502,42Employee development and training655,252,34Extension of product portfolio554,002,30Sales promotion454,752,18Strategic planning and controlling354,252,14Development of company strategy252,252,11Cont. Improvement Process, Kaizen1

Realiz.(Mean)0-100

Import.(Mean)

0-3

Design Parameter(Principle, Method, Tool, etc.)Nr.

IMPORTANCE AND REALIZATION OF PRODUCTION SYSTEM DESIGN PARAMETER (own Survey, German SME, n=1955)

Survey on the Importance and Degree of Realization of Production System Design Parameters (Methods, Tools, etc.)

CURRENT SITUATION OF PRODUCTION SYSTEM IMPROVEMENT

> The establishment of a continuous improvement process and the strategic alignment of improvement activities represent some of the main problems today in German production SME


LEAN PRODUCTION SYSTEM IMPLEMENTATION

RESEARCH OBJECTIVES

> To support strategic and life cycle oriented Production System Design, it is necessary to support the following functions:

> The integration of strategic and product life cycle requirements into a structured planning process for production system design.

> The derivation of adequate Design Parameters (e.g. Methods, Tools, Principles, etc.) based on best-practice knowledge to support improvement efforts as decision support.

> The consideration of complex interdependencies to prevent unforeseen interactions and negative interrelations.

7


> Introduction









> Conclusion

OUTLINE


SYSTEMS THINKING – THE SYSTEMIC PLANNING PROCESS

THE SYSTEMIC PLANNING PROCESS

> The general systemic planning process provides a starting point for production system design

> The five steps of the planning process guide the planning team and supports the team to gain comprehensive understanding of the current situation and possible design solutions:

1. Identification of Chances, Risks and Capability Requirements

2. Understanding of dynamics, interrelations and conflicts of current and future situation, processes, methods, tools, etc.

3. Development of means and controls for viable production system design

4. Assessment of effects of possible design solutions and required optimization efforts

5. Realization and anchoring design solutionsProduction System

Understanding of Dynamics, Interrelations, and Conflicts of Situation

Development of Means and Controls for Viable Production Syst. Design

Assessment of possible Design Solutions and Optimization Efforts

Realization and Anchoring Design

Solutions

Identification of Chances, Risks and Capability

Requirements

8


SYSTEMS THINKING – THE SYSTEMIC PLANNING PROCESS

SYSTEMIC PLANNING PROCESS FOR PRODUCTION SYSTEM DESIGN

> The planning and realization process has to consider manifold input information, such as corporate strategy, legal requirements, change driver, new technologies, and capability gaps

Production System





Solutions


RequirementsCorporate Strategy

Legal requirements

New Technolog.

Change Driver

Capability Gaps

Prod

uctio

n S

yste

m D

esig

nG

uide

lines

Req

uire

men

t ful

film

ent


LINKING LIFE CYCLE THINKING AND SYSTEMS THINKING

LINKING THE SYSTEMIC PLANNING PROCESS WITH THE PRODUCT LIFE CYCLE


Production System





Solutions

Recycling & Disposal

Operations & Service

Industrial Engineering

DesignProcess


Requirements

Production

Corporate Strategy

Legal requirements

New Technolog.

Change Driver

Capability Gaps

Prod

uctio

n S

yste

m D

esig

nG

uide

lines

Req

uire

men

t ful

film

ent

Product Life Cycle

Information feedback loops


> The Product Life Cycle oriented Production System Design requires the proactively collection of requirements and other dependencies from all product life cycle phases

9


FRAME OF REFRENCE FOR PRODUCTION SYSTEM DESIGN

Production System





Solutions

Recycling & Disposal

Operations & Service

Industrial Engineering

DesignProcess


Requirements

Production


Corporate Strategy

Legal requirements

New Technolog.

Change Driver

Capability Gaps


Prod

uctio

n S

yste

m D

esig

nG

uide

lines

Req

uire

men

t ful

film

ent

Product Life Cycle

> The Product Life Cycle oriented Production System Design requires the proactively collection of requirements and other dependencies from all product life cycle phases

> Feedback information of current Production System Design of all life cycle phases is a prerequisite for long-term production system design optimization

LINKING THE SYSTEMIC PLANNING PROCESS WITH THE PRODUCT LIFE CYCLE



FRAME OF REFERENCE FOR PRODUCTION SYSTEM DESIGN

AXIOMATIC DESIGN BASED DECOMPOSITION OF FUNCTIONAL REQUIREMENTS OF THE PRODUCTION SYSTEM

> To comprehensively describe and support the planning process, common understanding of complex production systems is necessary.

> The Manufacturing System Design Decomposition (MSDD) Approach by Cochran et al. (MIT, 1990) allows to separate objectives from the means of achievement of production system design.

Production System

Functional Design Description

FRDP

FRDP

FRDP

QualityCont. Improvement

Problem Solving

DelayReduction

Predictable Output

Costs &Investment

10



AXIOMATIC DESIGN BASED DECOMPOSITION OF FUNCTIONAL REQUIREMENTS OF THE PRODUCTION SYSTEM

> To comprehensively describe and support the planning process, common understanding of complex production systems is necessary.

> The Manufacturing System Design Decomposition (MSDD) Approach by Cochran et al. (MIT, 1990) allows to separate objectives from the means of achievement of production system design.

> The central idea of axiomatic design is to distinguishing between what (objectives) is to be achieved and how (means) it will be achieved.

> In axiomatic design terminology, the objectives of the design are expressed as Functional Requirements (FRs) and the solutions are expressed as Design Parameters (DPs).

Production System

Functional Design Description

FRDP

FRDP

FRDP

QualityCont. Improvement

Problem Solving

DelayReduction

Predictable Output

Costs &Investment

Service equipment regularly

FR-P132

Regular preventive maintenance

program (TPM)

DP-P132

What is to be achieved?

How will it be achieved?Principles, Methods, Tools, …



ADDING INFORMATION TO FUNCTIONAL REQUIREMENTS AND DESIGN PARAMETERS

> To support the systemic planning process, the defined Functional Requirements and Design Parameters allow to add information for planning andevaluation purpose.

Service equipment

regularly

FR-P132

Regular preventive

maintenance program (TPM)

DP-P132

11




> To support the systemic planning process, the defined Functional Requirements and Design Parameters allow to add information for planning and evaluation purpose.

> FR-related information can be used to describe the current state and to describe interrelationsthat affect or are affected by FRachievement.

Cost

FR Contribution to Strategic Dimension

QualityDelivery DependabilityDelivery Throughput timeProduct Mix FlexibilityVolume Flexibility upVolume Flexibility downInnovativeness

++

oo

+

1

FRLevel

2

3

4

5

6

xService

equipment regularly

FR-P132

Regular preventive


DP-P132

What is to be

achieved?

Which capability (strategic)

Dimension benefit from

FR achievement ?

Which Life Cycle Phase has

interrelations to FR achievement ?

Design Process

FR Life Cycle Phase Consideration / Impact

Industrial EngineeringProductionOperationServiceRecyclingDisposal

++

oo

C

+

oo

I

What is the current level of achieve-ment?

DB




> To support the systemic planning process, the defined Functional Requirements and Design Parameters allow to add information for planning and evaluation purpose.

> FR-related information can be used to describe the current state and to describe interrelationsthat affect or are affected by FRachievement.

> DP-related information can be used to describe detailed information on DP application as well as the expected efforts and benefits of over time.

Cost

FR Contribution to Strategic Dimension

QualityDelivery DependabilityDelivery Throughput timeProduct Mix FlexibilityVolume Flexibility upVolume Flexibility downInnovativeness

++

oo

+

1

FRLevel

2

3

4

5

6

x

Training

DP Effort / Benefit

InvestmentApplicationBenefit / ContributionRequired employeesPsychological effectEstimated time for ROI

o-+o2o

1yrFR Level

Benefit

Time

Investment

Transfer

Application

Training

Anchoring

Time depended behavior of DP

Service equipment

regularly

FR-P132

Regular preventive


DP-P132

How will it be achieved?

Design Process

FR Life Cycle Phase Consideration / Impact

Industrial EngineeringProductionOperationServiceRecyclingDisposal

++

oo

C

+

oo

I

How much time and resource will the Design Parameter cost?

How looks the estimated effort/

benefit ratio?

DB

DB

What is to be

achieved?

Which capability (strategic)

Dimension benefit from

FR achievement ?

Which Life Cycle Phase has

interrelations to FR achievement ?

What is the current level of achieve-ment?

12



EXAMPLE FOR FUNCTIONAL STRUCTURE OF THE FRAMEWORK

> FR-DP-related Information can be used for assessment, evaluation, and analysis purpose.

Cost100

1

10

21

1

221

1,000,830,580,50

Level 3Level 2Level 1

Level 4

x

FR -

Q13

FR -

Q12

FR -

Q11

x

x

x x x

Level 5

Critical Area

Overfulfilled Area Competent Area

Neutral Area

Definition andPrioritization of

Strategic Objectives

Assessment

2030

FR

-Q13

FR

-Q12

FR

-Q11

FR

-Q1 4

0131

1100

3011

1210

2011

FR

-R1

FR

–D

2

FR Contribution toStrategic Dimension.

InnovativenessQualityCost

Volume flexibility

Top Management

Production Manager

Q11

Q12

Q13

Q14

R1

15

P1

T1

T2

T3

D1

D2

FR

Q11

Q12

Q13

Q14

R1

P1

T1

T2

T3

D1

D2

FR

FR

Production System Assessment and Definition of Strategic

Objectives

Training EffortInvestmentApplication

low high

…

…

…

…

...

...

…

…

…

...

...

FR-Q13

FR-T1

FR-D2

FR-Q11

FR-D1

FR-T2

FR-T3

FR-P1

FR-Q12

FR-Q14

FR-R1

Effort Prognosis lowmediumhigh

FR L

evel

Stra

tegi

c R

elev

ance

of F

RE

stim

ated

FR

effo

rtsInnovativenessQuality

Volume flexibility

FR L

evel

Strategic Relevancex

Comparing FR Level, Strategic Relevance of FR, and estimated FR efforts

Visualization for Decision Support

DB DB


> Introduction









> Conclusion

OUTLINE

13


outputin-put

out-putoutput

inputinput

Assessment

Current Production System Type & Performance

Definition ofStrategy Set

Definition of strategicobjectives, change dr.

DiagnosisIdentification of

(strategic)Improvement

potentials

Consulting

ProvidingProd. System Design

Information

Database Input Data

Production SystemDecomposition

(PSD)

PSD-FR-Mappings:Strategy, Life Cycle,C.Driver, Organizat.

PSD Best PracticeAssessment

PSD-DP-Mappings:Methods,Tools., Efforts, Benefits

DP-related Knowledge

Information on Methods, Tools, ...

FR-relatedKnowledge

Depicting Expert Know-how

Production System Design Knowledge

Depicting Expert Know-how

PSD-DP-Informat.:Templates, Posters,

Guidelines

Operational DPInformation

Information on Methods, Tools, ...

HierarchicalPS DecompositionDepicting a specific type of production

system

Evaluation

Evaluation of differentpossible design

parameter

CONCEPTUAL STRUCTURE AND INFORMATION FLOW OF THE SOFTWARE FRAMEWORK

Production Management Input Data

1 2 3 4 5


SOFTWARE IMPLEMENTATION OF THE FRAMEWORK

STEP 1

> Assessment of the current state of the production system based on the fulfillment of functional requirements.

> Verbal descriptions are used to depict five different levels of FR achievement.

CurrentAssessment Questions

Assessment Answers depicting 5 different levels of achivement

Assessment Question List

Assessment






potentials

Consulting


Information

Evaluation


parameter

1

14



STEP 2

> Definition and weighting of the pursued production strategy in terms of strategic capability dimensions (e.g. costs, quality, dependability, volume flexibility, etc.).

> By weighting selected strategic dimensions, the strategic relevanceof specific FRs can be determined.

Intuitive Weighting of

strategicDimensions

Scale of Weighting

Selection ofStrategic

Dimensions

Assessment






potentials

Consulting


Information

Evaluation


parameter

2



STEP 3

> Derivation of critical Functional Requirements based on a Prioritization Matrix for improvement potentials.

> Critical FRs can be selected and their position within the Decomposition Tree can be analyzed.

Critical Functional

Requirements

Improvement Potential

Strategic Relevance

Selected critical FRs within the Decomposition

Assessment






potentials

Consulting


Information

Evaluation


parameter

3

15



STEP 4 & 5

> Derivation of appropriate Design Parameters (e.g. methods) for production systems improvement.

> Provision of information on expected efforts (time, costs, qualification, etc.) for implementation of design parameters.

> Appropriate Design Parameters can be added to the preliminary project collection list.

Selected critical Functional

Requirement

List of FR-associated

Design Parameters

Collection of preliminary FRs

Detailed Method Information Template

Assessment






potentials

Consulting


Information

Evaluation


parameter

4 5



STEP 4 & 5

> Cross-impact analysis of Design Parameters of the preliminary project list with respect to the current situation

> Analysis of fast, moderate, and slow working lever.

> Analysis of critical interdependenciesand interpretation of possible side-effects.

IV

V

Interpretation Network

1Degree of Activitylow high

1

1

2

3

4

23

45

67

8

5

6

7

8

I

II

III

low

high

Deg

ree

of C

ross

-link

age

IV

V

Interpretation Network

1Degree of Activitylow high

1

1

2

3

4

23

45

67

8

5

6

7

8

I

II

III

low

high

Deg

ree

of C

ross

-link

age

Fast working leverHigh momentumChange Management

I

Moderate working lever Catalyst for changes. Strategic Management

Slow working lever Framework for changes. f. Normative Management

Fast feedbacks Controlling of activities. Indicator for long-term dev.

Slow feedbacks Review of objectivesIndicator for quality

II

III

IV

V

Legend

Degree of Activity

GraphicalInterpretation

Net

Degree of Cross-Linkage

Assessment






potentials

Consulting


Information

Evaluation


parameter

4 5

16


> Introduction









> Conclusion

OUTLINE


CONCLUSION

> The integration of Strategic and Life Cycle oriented requirements into the Production System planning process are a key to successful Lean Production System Design.

> The presented Framework approach supports a systemic and life cycle oriented improvement process of Lean Production Systems.

> The Software prototype supports companies to derive adequate Design Parameters with respect to their current situation, strategy and company-internal interdependencies.

> In the next steps, the software prototype will be evaluated and tested in production companies.

CONCLUSION

17


Framework For Life Cycle Oriented Production System Design

Liverpool, 31th May 2007

40th CIRP International Seminar on Manufacturing Systems

May 30th – June 1st, 2007, Liverpool, UK

Christoph HerrmannLars BergmannAndré Zein

Documents

Framework For Life Cycle Oriented Production System Design · summarized as Lean Production Systems (LPS) > Only few European companies have achieved “lean” results, e.g. in terms