The Production System Development Processzoomin.idt.mdh.se/course/kpp319/HT2015/Lectures/Lecture 5 -...
Transcript of The Production System Development Processzoomin.idt.mdh.se/course/kpp319/HT2015/Lectures/Lecture 5 -...
The Production System Development ProcessSeptember 22, 2015
A process
• Process • repetitive network • activities • uses information and resources• transform ‘object in’ to ‘object out’, • customer satisfaction
• Method• prescribed approach• Guides user• e.g. implement a new system”
Problem
Analysis of situation
Conceptual modelling
Evaluation of concepts
Evaluation of concepts
Decision
Solution
Setting of objectives
Decision
Detailed design
Wu, 1994
Development as a process
• A process is as a road, starting with a need and ending in satisfaction
• The road (process) is used by different vehicles (projects)
A process goes through departments
PROCESS
PROCESS
PROCESS
Department Department Department
Output Input
Arguments for a process perspective on system development
• Overlook functional borders to solve problems• Improve ability to meet the customer in a comprehensive manner• Prerequisites for learning and development of knowledge
Benefits of a holistic approach
● System designers - no essential information is left out.
● Project managers – what exists in the organization and what needs to be taken care of.
● Documentation – information and higher commitment to proposed solution.
● Production system – verification on time, reduce risk of installation, problems and disturbances before SOP.
● Information – Reuse for future development. Learn from past speed up design.
Common activities in the design process
• Analysis
• Requirement specification
• Design or construction of
subsystems
• Integration of subsystems
into totality
• Evaluation and decision
Carin Rösiö JTH
Problem
Analysis of situation
Conceptual modelling
Evaluation of concepts
Evaluation of concepts
Decision
Solution
Sett ing of objectives
Decision
Detailed design
Chapter 5
Practical approaches to system design
Carin Rösiö JTH
Problem
Analysis of situation
Conceptual modelling
Evaluation of concepts
Evaluation of alternatives
Decision
Solution
Setting of objectives
Decision
Detailed design
Problem
Analysis of situation
Conceptual modelling
Evaluation of concepts
Evaluation of alternatives
Decision
Solution
Setting of objectives
Decision
Detailed design
Problem
Analysis of situation
Conceptual modelling
Evaluation of concepts
Evaluation of alternatives
Decision
Solution
Setting of objectives
Decision
Detailed design
A: Concept-generating approach B: Concept-driven approach C: Supplier-driven approach
Chapter 5
Production system development framework – a “mindset”
• Increased understanding
• Design is a double task:
• Planning of the design task
• The actual design task
• Also includes context and
the consequences
(performance)
Bellgran and Säfsten 2010
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DESIGN AND EVALUATE
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Start-upRealizationand planning
Contextual aspects
● Perspective and attitudes● Individuals, engagement, resource allocation to
production engineering and production development,short-term vs long-term perspective, focus on output, acomprehensive view, separating means and ends
● Company preconditions● Market requirements, production’s role, company culture,
management involvement
● Investment considerations● Reasons for investing, investment decisions
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Performance
● Measures aligned with strategic intentions and competitive priorities
● Performance measurement systems
Flexibility
Dependability
Cost
Speed
Quality
Requirements of the market Production system
performance
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Management and control of the project
● Allocation of resources to production● Daily operations vs long-term development,
production development vs product development
● Time perspective● Need varies, product life cycle vs production system
● Work team composition● Composition, internal/external personnel, project
management, information flow, communication
● Creativity and analytical ability● vs systematic, team composition
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Bellgran and Säfsten 2010
● Time limits puts pressure on schedule● Guarantee outcome● Facilitates coordination● Facilitates project management● Identification of areas for improvements● Long-term ability● Permit Control and Creativity ● …
Why a structured methodology?
Preparatory design
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Structured way of working
Preparatory design
Design specification
DESIGN AND EVALUATE
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PREPARATORY DESIGN
Background studyPhase A Phase B
Pre-study
Requirement specification
Plan for production system development
Preparatory design
● Background study – look backwards and inwards● Pre-study – look ahead/strategically/tactically
Backgroundstudy
Pre-study
•Analyze product and existing production system•Evaluate existing production system, own as well as others•Study existing documentation•Benchmark•Collect product data
•Analyze development and market potential •Identify interested parties demands, management’s targets/strategies, and interfaces towards surrounding environment•Identify internal/external production processes
Requirement specification
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Market Complex 1 9 8 7 6 5 4 3 2 1 Stable
Customers Existing/new (50/50 %) Existing (100 %)
Competitors’ new technology High None
Competitors’ similar technology High None
Regulations Several/tough Few/easy
Markets Several Few
Production Complex Stable
Volume size (volume/years) High Average
Volume variations High Stable
Planning Short-term Long-term
Fluctuations (time intervals) Irregular None
Product Complex Stable
Generation Mix of existing and new New
Product variations High Low
New technologies Several None
New branches/applications Several None
Product range expansions Several None
Organization Complex Stable
Competence Hard to find Easy to find
Management involvement High Low
Growth of organization High Low
Production sites Several Single
Complex scenarioEstimating a
probable scenario Stable scenario
Design specification
● Design of conceptual production systems● Evaluation of conceptual production systems● Detailed design of chosen production system
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Phase CDevelop conceptual production systems
DETAILED DESIGN
Evaluate conceptual production systems
Phase D
Phase EDetailed design of chosen
production system
System solution
● Choose methods/tools and strategies
● Establish modules, sub-systems, operations, process
and layout, material supply, level of automation,
information, control and supervision, machinery and
equipment, work organization, work environment
● Handle complexity
● Iterate more solutions
● Communicate and find support for the solutions
Design of conceptual production systems
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● Choose method for evaluation
● Compare alternative solutions with regards to
requirements
● Calculate costs
● Summarize and communicate results from evaluation
● Make choice, communicate, and find support for
chosen solution
Evaluation of conceptual production system solutions C
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Detailed design of chosen system
● Proceed with chosen solution and formulate
detailed specification
● Design work place and work tasks
● Evaluate and find support for chosen solution
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● Build production system
● Plan start-up
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Planstart-up
Buildproduction
system
•Decide what will be bought/manufactured•Ask for tenders•Evaluate suppliers•Purchase equipment•Install•Verify
•Choose model for start-up•Prepare organization, appoint responsible•Plan training of personnel
Physical production system
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● Carry out production start-up● Follow plans from preceding phase
● Evaluate result● Evaluate final production system and development
process, feed-back results to process owner
Start-up of production system
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Production system design support
On optimal design process should tell:• What should be done and when• What techniques and tools will be needed at each stage• What information needs to be collected• What the output or result of each stage would be
(Love, 1996)
Important features of a process:• Simple to be widely used by engineers• Efficient with minimum trial-and-error effect• Versatile to be applicable in different situations• Prescriptive instead of descriptive to recommend the
soultions(Houshmand and Jamshidnezhad, 2006)