MBSE Workshop Opening Plenary 2020. 1. 27. · Integrated MBDC Journey Example: OEM electronics mfg...
Transcript of MBSE Workshop Opening Plenary 2020. 1. 27. · Integrated MBDC Journey Example: OEM electronics mfg...
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MBSE Workshop
Opening Plenary
Find a seat and strap in…
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MBSE:
Failing Faster
Earlier
Once Mark Sampson
MBSE Initiative Chair, INCOSE
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Doing the math…
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Automatic Cruise
Control
Thermal/Heat
Dissipation: 780°
Ergonomic/Pedal
Feedback: 34 ERGS
Hydraulic Pressure:
350 PSI
Sensor MTBF:
3000 hrs
Power Rating:
18 Amps
Hydraulic Fluid:
SAE 1340 not-
compliant
Integrated MBSE Vision
What does the integrated digital thread look like…
Minimum Turn Radius: 24 ft.
Automatic Dry Pavement Braking
Distance at 60 MPH : 110 ft.
Minimum Turn Radius: 24 ft.
Automatic Dry Pavement Braking
Distance at 60 MPH : 110 ft. 90 ft
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Recent Headlines from other industries…
Boeing 737 Max..
Grounded since mid-March 07/19/2019
Tesla Solar Panels…
Defective connectors/grounding
Amazon joins the suit as well 08/20/19
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Do you see the problem?
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Fuel pump control module bad placement…
• Resulting in Bi-Metal Corrosion, failed ECU
• 86,000 vehicles recalled.. $8.6M direct costs
Case Study: Fuel Pump Control Module
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How about now?
Even when you were evaluating places to put it
Bi-metal contact,
corrosion risk
What about purchasing?
Supply chain?
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Automatic Cruise
Control
Thermal/Heat
Dissipation: 780°
Ergonomic/Pedal
Feedback: 34 ERGS
Hydraulic Pressure:
350 PSI
Sensor MTBF:
3000 hrs
Power Rating:
18 Amps
Hydraulic Fluid:
SAE 1340 not-
compliant
Imagine this working across an entire supply chain!
Model Based Design Chain (MBDC)
Minimum Turn Radius: 24 ft.
Automatic Dry Pavement Braking
Distance at 60 MPH : 110 ft.
Minimum Turn Radius: 24 ft.
Automatic Dry Pavement Braking
Distance at 60 MPH : 110 ft. 90 ft
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Concept
Design
System
Design
MBSE Process…
Shift left…
Use C
ases
& D
em
an
ds
Derived
System
Requirements
Mecanical
Design
EE
Design
Software
Design
Derived
mechanical
Requirements
Derived EE
Requirements
Mecha-
tronic
BOM
Components
(virtual)
Manu-
factu-
ring
BOM
Solution(wished by
Customer) Product Sub-System Component eBOM mBOM
Components
(virtual)
Components
(binary)
PurchaseDerived By Parts
RequirementsBuy Parts
Selected
Product
Requirements
Derived Software
Requirements
……
Product Definition Product Implementation Product Build
As
Maint
ained
BOM
SoSScope
Constraints
Interactions
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Cross-Domain problems result from:
• Siloed/Disconnected Decisions
• Form follows function, Problems follow functions
• Everyone involved, including purchasing
• Disconnected requirements
• Uncommunicated change
• Happen at domain/organizational boundaries
• Migrate with people (overt or covert)
• Missing/disconnected product architecture
Problem resurface metric: how long does a problem
once solved take to come back
• Auto: ~3 years
• High Tech ~6 mo.
• Aero ~15 years
How do we learn the lessons from the threads?
How to store/recall from somewhere so we don’t repeat them
“Water on the knee”
Integrated
Functions
Collaborative
Requirements
Change/Synch
Interfaces
Architecture
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Where are we?
Our Murphy-risk
profile?
Integrated
Functions
Collaborative
Requirements
Change/Synch
Interfaces
Architecture
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Where are we?
Best Aero
(best case)
Best Auto
(best case)
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…by industry
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Integrated MBDC
Journey
Example:
OEM electronics mfg &
Semiconductor supplier
• Power of shared
Product Architecture
• Identify supply chain
disconnects
• Shift to right together
• Slash system
integration effort
…realize total value of
Product Architecture
driving supply chain
OEM equipment
Disconnect
Disconnect
Semiconductor
Supplier
Integrated MBDC
possibilities
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“Semmelweis Reflex”
“…to dismiss/reject out of hand any information,
automatically, without thought, inspection, or experiment”
Fore-ordained answers
…will the answer provided by SE tools be
accepted
Don’t waste your time on the wrong answers,
unless…
Dishonesty/Meta-Dishonesty
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Wash Your
Damn Hands
[http://en.wikipedia.org/wiki/Semmelweis]
Dr. Ignaz Semmelweis
(1818-1865)
Early Germ
Theory
http://en.wikipedia.org/wiki/Image:Ignaz_Semmelweis.jpg
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• No process for the tools to work within• No time/money to use tools• No backing for resources• No training on tools• Expecting tools to run themselves• Thinking tools are static• Not convincing the customer of the tool
benefits• No mechanism for using tool results• Applying the tool to everything• Funneling everything through a gate keeper• Expecting “paper” results from tools• “where’s the hardware?”• Rewarding fire-fighters vs. fire-preventers• Blockading support organizations (…they
cost too much, etc.)
Organization SDB’s (Self-Defeating Behaviors)…
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[Covey 1995, Sampson 2000]
…next year you will have a 90%
probability of this failure…but
you will do nothing about it!
Dr. Stephen Wheelwright
(Harvard Business School)
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How prepared is your organization?
Culture change vs. getting lucky…
Organizational SDB’s continued…
18Cows drink…
Buckminster Fuller’s Magic Log
Model-Based Enterprise Capabilities Matrix Challenge Team
Chaired: Joe Hale/Al Hoheb
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Le
vera
ge
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Thank you