Planning and controlling of multiple, parallel engineering changes in manufacturing systems by...

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Procedia CIRP 00 (2014) 000000

9th CIRP Conference on Intelligent Computation in Manufacturing Engineering

Planning and controlling of multiple, parallel engineering changes in manufacturing systems

D. Cichosa*, J.C. Auricha

a FBK - Institute for Manufacturing Technology and Production Systems, University of Kaiserslautern

* Corresponding author. Tel.: +49.631.205.3224; fax: +49.631.205.3304; E-mail address: [email protected]

Abstract

Due to changing customer demands and increasing competition, manufacturing companies have to adapt existing factories to these

developments with a multitude of engineering changes in manufacturing systems. The coordination of several engineering changes

in manufacturing systems is a key factor for the efficiency of the planning and execution. With an optimal planning, duplication of

work is avoided and synergy effects are achieved in parallel projects. In this paper, the development of a method for planning and

controlling multiple, parallel engineering changes in manufacturing systems is introduced. The method provides information on the

interdependence of engineering changes and their impact on the execution.

2014 The Authors. Published by Elsevier BV. Selection and/or peer-review under responsibility of Professor Roberto Teti.

Keywords: Planning; Control; Parallel; Manufacturing; Methodology; Productivity

1. Introduction

Customer demands are changing and the competition

is increasing for manufacturing companies. Due to these

developments, manufacturing companies need to perform

engineering changes in manufacturing systems to adapt

their manufacturing program and enhance the products,

while reducing manufacturing costs [1]. Engineering

changes are defined by Ring through the

reconfiguration of resources, supplementation,

replacement, or removal of equipment or changes in the

network of resources [2]. The coordination of several

engineering changes in manufacturing systems is an

important factor for the efficiency of the implementation

due to the associated costs and the high time exposure [3],

[4], [5]. A lack of transparency of dependencies between

engineering change leads to an inefficient implementation

[3], which essentially has two development sequences

which are shown in Figure 1. On the one hand, either the

quality of the planning and controlling of engineering

changes decrease what requires re-planning or results in

an ineffective implementation. On the other hand, less

engineering changes are planned and implemented, what

results in a rising stock of necessary engineering changes.

Both developments mean that necessary engineering

changes are not, or not efficiently implemented, which

results in a decreasing productivity. This in turn requires

measures to increase productivity, which must be planned

and implemented in the form of new engineering changes.

The stock of necessary engineering changes continues

rising.

Figure 1: Consequences of inefficient planning and controlling of

engineering changes in manufacturing systems

Time for planning engineering changes

decrease

Demand of engineering

changes rise

Productivity decrease

Quality of analyze and planning decrease

Re-planning and/orinefficient

implementation

Less implementation of engineering changes

Stock of engineering changes rises

Cichos D.; Aurich J.C. / Procedia CIRP 00 (2014) 00000

Complications of engineering changes in

manufacturing lead to high costs, because planning

processes have to be repeated and deadlines need to be

moved [6], [6]. An essential part of the costs and time

exposure are unwanted and unplanned breakdowns of

manufacturing, which are caused by discrepancies of the

engineering changes [8], [9]. Especially, downtime in

manufacturing have to be avoided, because they often

cause missed significant deadlines. Engineering changes

should be implemented as soon as possible with minimal

financial resources [10].

2. State of the Art for planning and controlling


Following, approaches are being investigated, which

contribute to a solution to the above described challenge.

Therefore approaches for engineering changes, multi-

project management and factory planning are considered.

For single engineering changes with low capital

expenditure the continuous improvement process (CIP),

process optimization and reengineering are primarily

used [11]. A standardized procedure especially for

engineering changes in manufacturing systems has been

developed by Ring. The method includes initializing,

execution and post-processing for engineering changes in

manufacturing systems [2]. Especially, the effects of

engineering changes on the material flows are considered.

For this purpose, the task schedule of the relevant

manufacturing elements are used and compared with the

material flows. Ring provides with his method the

opportunity to evaluate similarities of engineering

changes on the basis of potential impact based on the

material flows. However, particularly needed resources or

time horizons are not considered in the similarity analysis.

The relationships between engineering changes and

their impacts on the manufacturing system were

investigated as effect mechanisms by Malak [12]. This

effect mechanisms have been described as rules and a

system has been developed that analyzes the effects of

engineering changes. Based on the engineering changes,

the impact on the layout, process chains, completeness

and conflict relationships are analyzed to other resources

[14]. However, there is no prioritization, time scheduling

or control of multiple, parallel engineering changes.

For planning and controlling of multiple, parallel

projects, the multi-project management is used [4], [13].

The multi-project management considers the projects of a

company in the overall context [15]. Kunz states that

strategic projects can be planned economic sense,

evaluated and controlled [4]. In addition, the multi-project

management and program management can be

distinguished [16], [4]. The program management only

summarizes projects on the basis of similarities in

programs [16]. However, the impact on the

manufacturing system and the risk of downtimes in

manufacturing are not considered, whether in multi-

project management nor in program management.

Existing factory planning approaches are designed for

the planning of entire factories. The planning of several,

parallel engineering changes is partially implemented by

these approaches. But the majority of engineering

changes concern minor changes compared to factory

planning, which are carried out within individual division

or areas. Therefor factory planning is not suitable as a

method for planning and controlling of engineering

changes. In addition, the factory planning process is too

static to ensure a continuous planning and controlling of

engineering changes. Several parallel engineering

changes in manufacturing systems that are planned and

implemented at one level with low investment and a small

group of people can be planned and controlled either by

the existing approaches for factory planning or with the

methods of multi-project management.

To sum up, a concept for the planning and controlling

of multiple parallel engineering changes in manufacturing

systems that simultaneously considers the impact on the

current manufacturing system, the resources and the

corresponding planning intervals, does not currently

exist. Nevertheless, the existing approaches offer a

suitable basis for the development of a method for

planning and controlling multiple engineering changes.

3. Objectives

The overall objective of this paper is to present an

approach for planning and controlling of multiple, parallel

engineering changes in manufacturing systems. With the

approach it is possible to combine several engineering

changes and save time and money thereby through

synergy effects, how it is shown in Figure 2. Therefore,

the resources, which are required for the planning and

implementation of engineering changes, need to be

examined as well as their interdependencies has to be

analyzed. The interactions between engineering changes

have to be identified, which should be considered during

their planning and controlling. Impacts of engineering

changes on the current manufacturing system must be

investigated and analyzed. Furthermore, the impact of

several engineering changes compared to single occurring

engineering changes has to be figured out.


Figure 2: Objectives of the method for planning and controlling


4. Approach for planning and controlling


The approach includes three main phases, which are

shown in figure 3. In the first phase, the analysis of the

interactions of multiple, parallel concurrent engineering

changes in manufacturing systems are examined on the

basis of generated representative manufacturing

scenarios. In the second phase, the method or planning

and managing engineering changes in manufacturing

systems will be developed. The third phase involves the

implementation and the validation of the developed

concept.

Figure 3: Structure for development of the method

4.1. Analysis

4.1.1. Generation of manufacturing scenarios

First, representative manufacturing scenarios have to

be created, which are the basis for the investigations.

Layouts, resources, transportation, handling and storage

spaces are modelled in a 2D-Layout. In addition, work

plans for manufacturing products are created and the flow

relationships of material and information flow are shown

based on transportation matrixes. In tables, information

are recorded, which are relevant for engineering changes.

For example, information regarding capacity or technical

requirements. In addition, it has to be defined which

employees are required in the scenarios. It also has to be

defined which activities they can perform in the company

with the help of qualification matrixes.

Based on these manufacturing scenarios engineering

changes are defined. An engineering change includes the

addition, replacement or removal of complete machines

or components of machines such as tool or work piece

system, tools, gadgets, transport systems or control

elements. In addition, engineering changes include the

addition, replacement or removal of work, storage or

inspection stations. By moving of machinery, work,

storage and testing stations or switching machining

sequence the relationship network is changed in

manufacturing systems. For any engineering change it has

to be specified which goals are pursued and what are the

causes of the engineering change. This also states whether

it is a mandatory or optional change. Moreover, the

timeframe is given in which engineering change must be

implemented.

4.1.2. Analysis of the interactions

Based on the manufacturing scenarios and defined

engineering changes the interactions of multiple, parallel

engineering changes have to be analyzed. For this

purpose, the work steps for each engineering change have

to be planned. Subsequently, several engineering changes

are summarized and the joint implementation is planned.

The implementation of single engineering changes is

compared to the common implementation of several

engineering changes. The differences are figured out, in

order to identify the dependencies and interactions

between engineering changes.

For the planning of individual engineering changes the

implementation cost and how long the manufacturing

would have to be interrupted will be determined.

Therefore, the necessary steps are identified for the

implementation of an engineering change. The

description of these steps involves firstly the required

resources and their use within hours of operations.

Secondly, the description includes information on the

duration of interruptions in manufacturing. The costs of

the respective operations are determined with the hourly

rates which are stored in the database. The work steps are

stored with the associated resources in tables.

Implementation of engineering changes consists of

several steps that are placed and terminated in a useful

order.

Afterwards, the implementation effort for several

combined engineering changes is determined. For this

purpose, first a number of engineering changes are

tim

e

ec 1+2+3:

tim

e

ec: engineering change

ws: work step

ec3:

ws3-1ws3-2ws3-3

ec2:

ws2-1ws2-2ws2-3

ec1:

ws1-1ws1-2ws1-3

ws1-1ws1-2 ws2-1ws2-2 + ws3-1ws1-3 ws3-2 ws2-3ws3-3

engineering change 1:

engineering change 2:

engineering change 3:t

engineering change 1+2+3:

t

t


summarized and their joint implementation is planned.

The steps are taken out of the planning of the individual

engineering changes. Considering the available resources,

an implementation plan is generated. Based on the

implementation plan, the cost, the duration of the

manufacturing interruption and implementation are

determined.

To study the interaction of engineering changes in the

manufacturing system, the implementation plans are

compared. Alternatives in which several engineering

changes will be implemented jointly has to be compared

to alternatives in which the corresponding engineering

changes are implemented sequentially. The comparison

of these alternatives shows which combinations are more

effective. Following, it has to be investigated which

factors support a joint implementation and which factors

have a negative impact. Factors are, for example, shared

resources or manufacturing interruptions.

The investigations show, that the work steps of the

single changes can be divided into three categories, which

are shown in Figure 4. In the first category contains the

work steps that can be executed in parallel to other work

steps, such as the installation and removal of the

machines. Here, however, it must be ensured that

sufficient resources for the parallel implementation of the

work steps are available. The second category includes

the steps which cannot be executed in parallel to other

work steps on the basis of mutual disability, such as the

transport of the machines. The third category includes the

steps which can be combined into a single step and can be

execute together. For example, the process changes,

which must be planned and adjusted in the manufacturing

planning system for several engineering changes, can be

carried out in one step. This subdivision of the work steps

into these various categories is necessary for planning

several engineering changes. The work steps will be

organized in a task schedule on the basis of these

categories for a combined implementation of several

engineering changes.

Figure 4: Categorization of work steps of engineering changes

4.2. Conception of planning and controlling of

engineering changes

For the planning and controlling of engineering

changes three main steps have to be conducted, which are

shown in Figure 5. First, a pre-selection and grouping of

the engineering changes are performed. This is followed

by the planning of the engineering changes. The final step

is to control the engineering changes during the

implementation.

Figure 5: Main steps for planning and controlling of engineering

changes

4.2.1. pre-selection

The first step is to filter and group the planned

engineering changes in the pre-selection. In order to

perform this pre-selection, the influencing factors of

engineering changes have to be identified that enable a

strategic division of engineering changes. For a

pre-selection, prioritization is required based on the

relevance and urgency of the engineering changes.

Therefore, criteria are identified for rating the relevance

and urgency of engineering changes. Based on these

criteria, the method for pre-selection of engineering

changes is performed.

According Kunz [4] the pre-selection is divided into

three phases, which are shown in Figure 6. In the first

phase it has to be decided which projects should be

implemented. In the second phase projects are analyzed

and evaluated regarding their content and strategic

dependencies. Engineering changes are optimally divided

to avoid duplication and to achieve economies of scope in

multiple, parallel changes. The dependencies can be

evaluated and visualized using matrices, charts or

modified benefit analyzes qualitatively or quantitatively

[3], [13], [17], [18]. The resource constraints are

considered in the third phase within the resource

interdependence analysis. Here possible processing

sequences and the available resources taking into account

and are excluded or included due to insufficient resources

Aggregated engineering

changes

Non parallel

executable

working steps

De-/Installation of the machine

Transport of themachines

Process change Installation

supply lines

Parallel executable

working steps

Jointly-executable

working steps

Pre-selectionID Bezeichung Muss nderung Sptester Fertigstellungstermin Frhester Starttermin Nutzenportenzial bentigte Ressourcen bentigte Zeit

2 neue Ladungstrger fr Wellen bis 40mm FALSCH 23-Feb-12 12-Jan-12 10000 168

3 Ersatz der konventionellen Drehmaschine 1 und 2 durch neues Bearbveitungszentrum WAHR 23-Aug-12 15-Mrz-12 20000CNC-Programmierer, Deckenkran, Staplerfahrer, Elektriker,

Techniker48

4 CAQ-System zur Fertigungsdokumentation aufgrund Vorgaben des Kudnen WAHR 09-Dez-11 29-Nov-11 Mitarbeiter IT und Tisch 336

5 Kennzeichungspflicht durch Gesetzgeber WAHR 17-Feb-12 30-Nov-11 -12000 Etikettiermaschine IT-Systemadministrator 336

6 Werkzeugwechselsystem FALSCH 03-Nov-12 09-Jan-12 2500 Techniker Kran Elektriker CNC-Programmierer 24

7 neuer Wellenprfstand WAHR 01-Mrz-12 23-Feb-12 0 Gabelstapler Meister 4

8 5S Gestaltung Montageplatz 12.2 FALSCH 13-Jan-12 02-Jan-12 1000 Montagemitarbeiter KVP-Beauftragter 36




12 Kanbaneinfhrung zwischen Zwischenlager und Montage 12.2 FALSCH 31-Mai-12 02-Apr-12 2500 Montagemitarbeiter Logistikmitarbeiter KVP-Beauftragter 24





ID Bezeichung Muss nderung Sptester Fertigstellungstermin Frhester Starttermin Nutzenportenzial bentigte Ressourcen bentigte Zeit







PlanningID Bezeichung Muss nderung Sptester Fertigstellungstermin Frhester Starttermin Nutzenportenzial bentigte Ressourcen bentigte Zeit







ControlVorauswahl

Planung


2 neue Ladungstrger fr Wellen bis 40mm FALSCH 23-Feb-12 12-Jan-12 10000 168

3 Ersatz der konventionellen Drehmaschine 1 und 2 durch neues Bearbveitungszentrum WAHR 23-Aug-12 15-Mrz-12 20000CNC-Programmierer, Deckenkran, Staplerfahrer, Elektriker,

Techniker48


5 Kennzeichungspflicht durch Gesetzgeber WAHR 17-Feb-12 30-Nov-11 -12000 Etikettiermaschine IT-Systemadministrator 336


7 neuer Wellenprfstand WAHR 01-Mrz-12 23-Feb-12 0 Gabelstapler Meister 4
























Einflussgre 1

Ist Soll

20 15-25

Einflussgre

Ist Soll

nicht verfgbar verfgbar


[4]. Based on the results of the pre-selection, the

engineering changes are grouped due to the impact on

resources and economies of scope. These groups are

going to be implemented jointly.

Figure 6: Pre-selection

4.2.2. Planning

It is the aim of the planning to implement as many

engineering changes as possible in the shortest possible

time. In order to achieve this, some principles of

manufacturing planning, such as scheduling and capacity

planning, can be used. For the planning of engineering

changes, the conditions under which engineering changes

have to be implemented one after another and those under

which they can be parallel implemented, must be

examined. In other words, criteria supporting or hindering

a parallel implementation shall be identified. The criteria

including the respective instructions for each of them and

all relevant pieces of information shall be saved in a

database.

When drawing up an implementation plan, all

instructions regarding the manufacturing and engineering

change data are retrieved from the database. Then, the

instructions are organized with regard to the availability

and the demand for the required resources according to

the stored criteria for the implementation of engineering

changes.

In order to react on eventually occurring events

influencing the implementation, a dynamic time schedule

is necessary. Therefore, milestones shall be defined

subdividing the schedule into so-called implementation

step. Some work steps require the prior completion of

other work steps. Within one implementation step, all

work steps which must be completed in order to reach a

milestone and before proceeding to the next

implementation step are listed without any specific order.

This listing of work steps within one implementation step

is very similar to a check list. All work steps within one

implementation step can be parallel implemented.

The division of the work steps into the respective

implementation steps is done by first grouping them into

parallel, non-parallel and combinable work steps. It is

impossible to have several non-parallel work steps in the

same implementation step, because work steps within one

implementation step must be able to be parallel

implemented. Nevertheless, it may be possible to

combine non-parallel with parallel work steps.

4.2.3. Controlling

For the controlling of engineering changes,

modifications leading to the necessity of a controlling

intervention must be identified. Three types of

modifications can occur, which require an intervention.

First, a modification in prioritization criteria can affect the

pre-selection. If these criteria shift, a new pre-selection is

required. Second, technical modifications, such as

modifications in the required time, the components used

or the positioning, can vary and lead to a new grouping of

engineering changes. The third type of modification is an

unplanned modification of capacities, such as a loss of

resources required for the completion of engineering

changes or illness of personnel. This modification leads

to new planning requirements. On the basis of an event-

driven process chain (EPC), rules are defined which

perform specified actions in case of the occurring of any

of these three types of modifications. These actions lead

to a reinitiating of the previous steps by modify the

prioritization criteria, the features of the engineering

changes or the available capacities.

Figure 7: Event-driven process chain for controlling engineering

changes

4.3. Implementation

The elaborated methods finally have to be

implemented into a software demonstrator comprising a

database as well as modules for pre-selection, planning

and controlling.

4.3.1. Database

As a first step, a database, that includes all data of the

manufacturing system and all engineering changes with

their relevant pieces of information, is set up. A database

structure is defined for the saving of all relevant data. The

database is divided into two sections: one contains

manufacturing-relevant information, the other contains

information regarding the engineering changes. Forms

make it easier to indicate engineering changes.

4.3.2. Modules

The implementation of the modules for pre-selection,

planning and controlling is proceeded on the basis of

information contained in the database.

1. Evaluation of each project

2. Content-strategic prioritization

3. Resource interdependence

analysis

Selection of engineering changes

to be implemented

Strategic classification of

engineering changes

Grouping of engineering changes

Event Criterion Action

re-initiation priority property capacity

deviation


For an automated pre-selection of engineering

changes, the identified criteria are regarded. In

accordance with the method, a prioritization is made

using these criteria. A database request on the basis of the

prioritization of engineering changes is integrated into the

software demonstrator. It allows the prioritization of the

engineering changes stored in the database by means of

the defined criteria and the pre-selection. In order to

realize an automated planning of engineering changes, the

selection and grouping of the instructions are also

implemented into the software demonstrator. The

implementation of the method to control engineering

changes in manufacturing processes is based on the

developed EPCs, realized in the control module.

5. Summary

The advantages of a joint planning and implementation

of several engineering changes are, on the one hand, the

time advantage due to parallelization. On the other hand,

cost advantages arise because work steps are coordinated

and double work is avoided. Therefore, an approach for

planning and controlling of multiple, parallel engineering

changes in manufacturing systems has been presented in

this paper. The approach includes three main phases: the

analysis, the concept development and the

implementation. The more complex planning and

controlling of multiple engineering changes can be

handled by this method for the planning and controlling

engineering changes which can be developed with this

approach.

6. Outlook

In future research works, the presented approach for

planning and controlling engineering changes in

manufacturing systems has to be specified and validated

by the manufacturing scenarios. For validation,

manufacturing scenarios and predefined engineering

changes has to be captured and the method for planning

and controlling of engineering changes be performed in

the software demonstrator.

7. Acknowledgement

The research described in this paper results from a

project funded by the German Research Foundation

(DFG) Planning and Controlling of engineering changes

in manufacturing systems (fund number AU 185/35-1).

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