Prospective IT governance 10- Concurrent Engineering

Competivity. Delays. "Time to Market". Quality. Drastic decrease of late modifications. Client satisfaction. Decrease of non AV. Closer "break-even point".
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Prospective IT governance 10- Concurrent Engineering

©J.-F.David 2003

©J.-F.David 2003

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Relay method vs Rugby method

Traditionnal way to pass the activity cross functions in classical engineering

Paralel action of people, assisting each other, in concurrent engineering

©J.-F.David 2003

CE benefits Competivity Delays "Time to Market" Quality Drastic decrease of late modifications Client satisfaction Decrease of non AV Closer "break-even point" Increase of "bilities" (manufacturability, reliability, ...)

©J.-F.David 2003

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Why CE?

Avoid immature conceptions to begin production Decrease design modification at the end of the process Avoid projects failures Focus on hidden and indirect costs Prévention vs reaction ©J.-F.David 2003

Project management and transformation

Early involvment of everybody at the very beginning of the process...

From Midler:L'auto qui n'existait pas

©J.-F.David 2003

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Project/Functions matrix

C

un m m o

n t io ica

fu ss o cr

ns tio c n

External Suppliers Purchase

Internal Production Methods

RnD, design Openings

Driving Station

Project Mgr Project Mgr

Project Mgr Project Mgr

Project Mgr Common

Chassis

Communication within function

u m m Co

n tio ca i n

wi

th

in

tt ec oj r p

m ea

©J.-F.David 2003

Human factor

Conventional Hierarchies Departments objectives Inhibited communications

CE Virtual co-existence Cultural barriers destruction Teams structure Cost decrease (transportations, ...) ©J.-F.David 2003

4

CE implementation

Focus on parts and material Avoid sensitive parts Reduce nb of parts

but especially..... focus on processes

©J.-F.David 2003

Processes

A product is a sum of processes Focus on hidden processes Avoid instable processes Reduce nb of operations Eliminate bad processes (?) TQM Design: Conceive Validate Document Prototype Launch

Finance: Approuve Control Account Production: Memorize Order Supervise Paint Instruments Ajust Control

Suppliers: Produce Maintain Send Package Qualify

Client: Install Maintain Ajust Calibrate ©J.-F.David 2003

5

CE & IS

e-Commerce Towards a paperless design based on electronic plans Reliable data, godd delay facilitating communication and performance Avoid data redundancy

Données Produit digitales

©J.-F.David 2003

CE & IS Team tools multi plateform, multi user Advanced acces to preliminary versions Multiple views of common data Communication mechanisms (workflow?) E-Mail, Videoconferencing, Voice, Integrated DB, ...

CE "enablers" EDI (Electronic Data Interchange) CALS (Continuous Acquisition and Life-cycle Support) STEP (Standard for the Exchange of Product Data) ... PDM (Product Data Management) ...Analysis & Simulation ........

©J.-F.David 2003

6

ddee ssiig gnn eedd "" ""a ss

"as planned"

" lltt" uii bbu ss ""aa

Technical Data Management System

- Design phase files - Production files - Quality files - Documentation files - Logistics & Support files

as designed Composant Composant physique Physical physique component

.... .... ....

Maintenance Maintenance Support Maintenance Support Support

Rechanges Rechanges

Replacements

as planned

Notices Notices

Documentation

composant composant composant XXX XXX XXX

Documents Documents pour fabrication Documents pour fabrication for production

Doc tech Doc tech TechUtilisation doc Utilisation Usage

Documents Documents Q Documents Q Q

as built revision level

©J.-F.David 2003

learning, decision, information Freedom level on the project

Knowledge level on the project

--- Fast Convergence --- Slow Convergence temps

from Midler:L'auto qui n'existait pas ©J.-F.David 2003

7

Production system design

Marketing concept Style Product Design Componant1 Componant2 Production system design Short basis CE

Large basis CE

from Ward/loker/Cristiano/Sobek : the 2nd Toyota paradox: Sloan Mgt Review 1995

©J.-F.David 2003

©J.-F.David 2003

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