Production Operations Excellence for A&D Tier Suppliers

Transcription

1 Subba Rao Manufacturing Operations Management Production Operations Excellence for A&D Tier Suppliers

2 Agenda: Operational Excellence for A&D manufacturers Myth vs Reality How to get there? Dilemma!

3 Efficiency, Effectiveness and Excellence

4 In the context of manufacturing organization. Efficiency is the degree to which objectives are achieved means DOING THE THING RIGHT Effectiveness is determined without reference to costs means DOING THE RIGHT THINGS Measurable concept (time, effort, cost) Preserve resources Not really measurable Main aim is to achieve goal FOLLOW PROCESSES CONSIDER LONG TERM STRATEGY OPERATIONAL EXCELLENCE = EFFICIENCY x EFFECTIVENESS Page 4

5 Aerospace & Defense Market Space Complexity & Volume Drive Manufacturing Processes Key processes & skills capacity Depot repairs performed within factory Volume High Low Touch Labor Factory Automation A&D Tier 3 Variability in factory routings Multiple variants of a configuration Mixed BOM s with conditions of supply Yield impact analysis on factory flow Design to cost & recurring unit cost A&D Tier 2 Note: CAGR is based on 2015 numbers Low Low High Touch Labor Hand Tooling Manual to Semi-Automated Tests A&D Tier 1 High Page 5

6 Typical inefficiencies in production floor One reason: lack of synchronized processes and harmonized systems Lack of tools to design for manufacturing during detailed design & push to production Typical shop-floor IT environment Disparate systems & paper travelers for production process orchestration Complexity in design change introductions Timing to effect work in process rework Scheduling to optimize resources First Time Through Test Yield (FTTTY) driving rework & factory efficiencies Alignment of as-designed with as-built for compliance Page 6? Efficiency Effectiveness

7 What is the complexity of reaching production ready state Upstream processes have to be streamlined for accurate downstream information flow. to bring efficiencies and effectiveness for operational excellence Page 7 PLM ERP MES

8 Plant Operations Management Even with all accurate upstream validation Execution in shop-floor has its own complexity for information needs Corporate (IT, Business, Engineering..) Supply Chain Inbound Mtl inspection & Audit Supplier collaboration Shipping / delivery Supervisors Resource plans Operator Time tracking Buy-off s Overrides, escalations Mfg / Ind. Engineers BOM, BoP, changes WI, DCD Sketches/Drawings/ Models Operators Order Execution WI adherence Data Collections Self buy-off s Schedulers Constraint based Detailed Scheduling What-if scenarios / schedule repairs Plant IT Data Synchronization Data Integrity KPIs, Reporting Machines Auto. Data Collection Product & Process Tracking Perf. monitoring Production Control Part, Kit & Tool Movements & location tracking Point of use triggers Maintenance Preventative Reactive Predictive Prescriptive Quality Quality Plans Measurement & Data Collections, FAI, buyoff NCR s & resolutions CAM/Eqp Engr. Machine Data Programs (DNC) Machine perf. Monitoring Plant coordination Excellence in operations mean streamlined synchronization and coordination across these disciplines for an effective & efficient business financially & competitively Page 8

9 Broader spectrum of Manufacturing Execution capabilities Siemens solution addresses Business Problems from tactical to strategic needs Teamcenter Manufacturing ERP Integration S I M A T I C Order Status & Life cycles with WIP visibility Process Adherence & Orchestration Detailed Prod. Scheduling Certification / skills & Buyoff Management & adherence Supervisor dashboard & res. loading per schedules Work Instruction Delivery Management Order Execution Management (Serialized / Batch) Order / Operation Hold/Release Management Engineering / Manufacturing Change Incorporation Product / End Item Track & Trace (WIP) Operation Reports, KPIs and Analytics Tool Track & Trace As-Built Data Collection Data Collections & SPC I T DNC Integration Nonconformances / redline management Travel Work Management Order Maintenance Tool life and Machine (Line) Monitoring Internal Shopfloor Logistics* First Article Inspection Execution * Automation Integration Page 9 * In roadmap

10 Operational Excellence through Siemens portfolio Harmonize & synchronize business processes across Engineering, Manufacturing Planning, production & quality Teamcenter ERP SIMATIC IT Page 10

11 Myths vs Reality

12 Myth 1: Our current processes and cross-department collaboration is working but lacks discipline Reality: Disparate systems in shopfloor Point to point or no integrations across systems Cumbersome collaboration methods across teams Page 12

13 Myth 2: Our engineering and business systems can provide all required information to shop-floor and niche point solutions are good Reality: Advanced mfg. technologies needing richer data from engineering systems Increased customizations in engineering and/or business systems Tedious engineering and / or manufacturing change incorporation Page 13

14 Myth 3: Our shop-floor infrastructure is archaic and we cannot collect required data from machines or people (in right way) Reality: Sensors and advanced technologies can make machines smart Point of use information can enable timely human machine data collections Automation of human machine processes is reality and key for agility Page 14

15 Myth 4: We collect all sorts of data, all we need is a data warehouse and analytics tool Reality: Data redundancies are not taken away for educated decision making Data with process improvement tools is key for mfg. flexibility and effectiveness Need to blend IT and OT data for streamlined process improvements Page 15

16 Teamcenter Holistic approach is key strategic lever to overcome myths and achieve operational excellence Teamcenter Visualization/Graphics Bus (JT + Atlas + Augmented Reality) Product Lifecycle Management Manufacturing Operations Management Design Engineering Production Execution Simulation & Test Automation Manufacturing Engineering Run-Time Manufacturing Operations Service Bus Lifecycle Analytics SLM Manufacturing Execution System Quality Execution System Advanced Planning & Scheduling Enterprise Manufacturing Intelligence SCADA ERP Page 16

17 Harmonize business process flows / steps across value chain (Happy Path Example) Manufacturing Process (BOP) Configuration & detailed planning Plant asset association, durations & release configured Plan Preview Order / Generate Order (with ERP data) Update Schedule & Dispatch Order Assign named users to scheduled jobs for the shift Execute Order/OP, cert. checks, review WI, shop notes Initiate Machine Program download (if automated) Collect data: Serial numbers, tool-id, inspection data Inspection Calls for buyoff Inspect, review and perform buyoff Manage holds / release of op, process updates, order splits Schedule updates / repairs Disassemble SN#, reopen operations Manage as-built PLM ERP MOM Increase operator efficiency by providing order / operation / machine context specific information at point of use Page 17 Business Value Solution Enabler Real-time error proofing - certifications checks, data collection deviations Single operator screen to navigate work, collect reqd. data and complete the task at hand with engineering authorized information Real-time visual indications of events & issues and accurate track of all actions Near real-time information availability to other teams within shop-floor

18 Harmonize business process flows / steps across value chain (More common Unhappy Path Example) Initiate Defect Quality Review & Discrepancy Documentation Defect Resolution Path Release Hold Order Execution As-Built / Genealogy Review authorized rework Release rework order Execute rework order Initiate order specific changes Add context to changes Apply changes to order Escalate to Engineering Review Problem Report Define Disposition Steps Change Workflow Re-plan Release Replan (rework order) Accept / apply changes to order PLM ERP MOM Initiate MCN, ECN and Corrective actions Page 18

19 How to get there? Dilemma!

20 Tactical vs strategic needs dilemma in starting the journey Shortterm Demands Longterm Goals Solve immediate problems at hand Take right steps that aligns with strategy & also solves immediate problems at hand Page 20

21 Stages to achieve the holistic vision of digital enterprise Each manufacturer is at a different starting position ERP PLM 3D model based Product Engineering and mainly 2D model based Industrial Engineering on independent data bases Product- and Industrial- Engineering collaborate on a shared and consistent data model for production planning Product- and Industrial Engineering manages concurrently the comprehensive Enterprise Bill of Process MES/MOM Various, heterogeneous, mostly homegrown Shop Floor IT Systems managed on plant level One Solution to connect the field level and consolidate and integrate the Shop Floor IT components Operations Management shares the planning data model and connects planning in real time to the shop floor Maximum flexibility Improved Design for Manufacturability Optimal balance between planning and autonomy Increased Digital Enterprise Implementation TIA Mix from old and new machines with different level of automation, sensoric and connectivity to Shop Floor IT TIA Portal to manage automation engineering - full integration of field level into Operations Management platform creates transparency of operations Smart connected devices deliver continuously real-time data to various application to optimize shop floor productivity Model-based simulation Virtual and real production increasingly merge Page 21

22 As each manufacturer has different starting point 1. Journey & duration towards digitalization for operational excellence varies BUT with same end goal in mind 2. MES/MOM is one of the core elements of that journey 3. Some implementation examples of SIMATIC IT deployments in aerospace companies towards this journey Page 22

23 Aero Engines Manufacturer Simplification the processes: 100 s of custom systems & interfaces, reduce waste, move to paperless, reuse, refine & re-purpose Current / Emerging State Reduce non-conformances, modifications, development cost and time to manufacturing Roll out at other plants in UK, USA, Asia, + other programs Page 23

24 Aircraft engine components manufacturer Streamlining the business processes through connectivity between MES and PLM Process and Work instructions from PLM to MES Feedback from production to PLM Digitally driven best practices to reduce time to manufacturing Page 24

25 Aerospace OEM Harmonize methods and processes to reduce data duplication for asset performances and material tracking Standardization of asset monitoring and KPI / performances across sites Composite material tracking Page 25

26 Defense Contractor - USA Provide Safe Passage signals to the Automated Guided Vehicle (AGV) control system. Monitor Safe Passage signals from OEM Systems and Work Cells Collect, archive, trend and analyze key performance data Real-time data collections Asset performances, KPIs & safe passage permissive s Page 26

27 Aerospace OEM Orchestrate automated cell processes for task accomplishments, status and KPI visibility across automated assets capturing & reacting to human machine events Data collection and orchestration from a flexible automated cell Monitor & execute each equipment and process step based on release machine programs Page 27

28 Path forward to change the status quo and achieve operational excellence in shop-floor Standardize business processes with modular deployment of MES/MOM, as an enabler for digital enterprise realization towards operational excellence Typical current state Recommended state Enabler of collaboration Product- and Industrial Engineering manages concurrently the comprehensive Enterprise Bill of Process PLM Various, heterogeneous, mostly homegrown Shop Floor IT Systems managed on plant level One Solution (incremental & modular way) to connect the field level, engineering / business level and consolidate and integrate the Shop Floor IT components Operations Management shares the planning data model and connects planning in real time to the shop floor Increased Digital Enterprise Implementation MES/MOM Smart connected devices deliver continuously real-time data to various application to optimize shop floor productivity TIA Page 28

29 Subba Rao Lead Strategic Engagements / Industry Management Manufacturing Operations Management subba.rao@siemens.com Phone: +1 (248) Thank Youwww.siemens.com/mom