DEVELOPING A MODEL FOR ADVANCED PLANNING AND DESIGN OF THE PROCESSES IN AUTOMOTIVE INDUSTRY

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1 The th Balkan Region Conference on Engineering and Business Education & Sibiu, The th International Conference on Engineering and Business Education & Romania, The th International Conference on Innovation and Entrepreneurship October, 8 th st, 0 DEVELOPING A MODEL FOR ADVANCED PLANNING AND DESIGN OF THE PROCESSES IN AUTOMOTIVE INDUSTRY Mihai Victor, Zerbes Radu Vasile, Pascu and Liliana Georgeta, Popescu Lucian Blaga University of Sibiu, mihai.zerbes@ulbsibiu.ro, radu.pascu@ulbsibiu.ro, liliana.popescu@ulbsibiu.ro ABSTRACT: Increasingly, organisations are realising that the first step in almost any major project is to analyse and define their business es, and then communicate those es to those who need them. Process design is concerned with designing a business es to ensure that they are optimised, effective, meet customer requirements, and support and sustain organisational development and growth. A well-designed will improve efficiency and deliver greater productivity. In this paper the authors presents a model for advanced for es. In this paper is presented a conceptual model used in advanced of es. The model was simulated in a private organization based in Sibiu, Romania - SC Compa SA - which produces mainly automotive components. Key words: advanced, advanced design, es, IDEF. INTRODUCTION For a to be considered "good" it is necessary to perform a number of features such as: oriented to the customer, to add value (not cost;) is the responsibility, clearly defined a person to be understood by those working within it; to be well measured;, to be continually improved. We can state that es are at the base of management systems (quality, environment, safety and health, information security, etc.), and to implement such a system or integrated systems, effectively any organization must begin with: the identification of necessary es; determining the sequence and interaction of these es. Process approach is one of the eight principles of quality management according to SR EN ISO 900:008 and refers to the fact that the desired result is achieved more efficiently when activities and related resources are directed to a. Processes design represents the activity of determining the workflow, equipment needs, and implementation requirements for a particular. A number of input elements are necessary to design a : knowing the objectives; knowing the performance conditions; knowing the es capabilities []. Process design typically uses a number of tools including flowcharting, simulation software, and scale models. The stages of the es design are: defining the : the name of the the scope of the the working team defining the boundaries (where is the beginning and the end of the ) establishing the activities in the the activities (including the resources and the responsibilities), elaborating the monitoring and controlling tools to permanently check the performance of the. DEVELOPING A CONCEPTUAL MODEL USED IN PROCESSES PLANNING The method used for the graphical representation of conceptual models is the method IDEFØ (Integrated Definition). The conceptual model for the is presented in figure and in the figure.. INPUTS:. extern client request. internal client request. new ideas from competition. new ideas from customers. market research studies. new ideas from others MECHANISMS. procedures/work instructions. human resources. material resources. financial resources. equipment. department ADVANCED PLANNING FOR PROCESSES CONTROL ELEMENTS. legal regulations. internal regulations. management policies. customer specifications. other regulations. management systems OUTPUTS. ZERO.. knowledge Figure. Advanced of es The model is split on two detailed levels and is defined with: purposes (advanced optimization in preparation for ); objective (ZERO nonconformances due to poor ) and performance indicator (number of non-compliant activities / number of activities planned). Consequently also the stages of advanced and design es were similarly decomposed as follows (Figures -7).. ANALYSIS OF NEW PRODUCTS WITH ADVANCED DESIGN AND PLANNING MODELS Organization who conducted practical research simulation model it was SC Compa SA, private organization based in Sibiu, Romania, which produces mainly automotive components. This organization exports more than 80% of turnover in over countries on three continents. Is a strong partner for some of the leading players in automotive industry,

2 which also updated constantly and its business relationships with other industries []. Planning the achievement Process design and records Elaboration and validation of the procurement products supplied validated Techological es validation The ZERO tested ZERO validation technological es Figure. Advanced of. Stages Launch of new development training team decision Decision of input data The decision to develop the Team training trained team Elaboration of the documents Input data analyzed Providing human resources, infrastructure and equipment human resources, infrastructure and equipment located equipment equipment location plan the flow of non-compliant products products supplied validated Develop the control for the ZERO control for the ZERO ZERO ZERO Processes testing tested es tested measurement systems performed capability studies Validating the es The ZERO tested validated es measurement systems validated capability studies validated Figure. Planning of realization Figure. Validation of the technological es technological es Elaboration the technical for ZERO ZERO AMDEC AMDEC provided Environmental and OSH ODA risks assessed environmental issues assessed The technological proceses The ZERO tested PPAP preparation The PPAP APQP preparation APQP ZERO validation the validated ZERO Develop for Series and records launch of and records Elaborating the fot the support es. Figure. Process design procurement documents Procurement of products, tools, equipment and supplies products, tools, equipment, supplies Validation of products supplied. equipment layout flow of nonconforming product products supplied validated Figure 7. ZERO Series validation Types of products within this organization are presented in figure 9. The proper involved centralization in table. The data are collected from the teams within the organization involved in design es and advanced for ing. To analyze new products presented before is required a representation project cost and time spent by engineering design patterns and advanced es as shown in Table below. By integrated simulation model for validation and by making comparative with existing models resorted the concept called "triple constraint" used successfully in project management. Figure. Evaluation and validation of the purchasing

3 Table. Designed cost and time allocated in case of advanced of es Stage Activity Objective Performance indicator Implementation Designing technological es Validation of technological es Validation ZERO Time allocated (hours) Designed cost (lei) Training team involved 00% team members trained Trained team members / team members involved 8 0 Analysis of data entry, customer specific Setting all stages of development Steps established / steps necessary requirements 0 Development of preventive emergency plans (if applicable) Zero non-conformities related emergency prevention Number of non-compliance due to inadequate emergency prevention 80 Graphic Design product quality Improving activities Planned activities / Activities necessary 8 0 Development of Quality Plan Zero nonconformance establish resource needs and responsibilities Number of non-compliance due to improper setting of resource needs and responsibilities 0 stage of development stage stage of development stage 8 0 Development of technological 00% implementation in the technical Transposed input data / data necessary of input data 9 90 Development of packaging technology 00% employment in resource Resources used / Planned resources 0 Development control plan Identification of all elements necessary for Monitoring and control elements developed / compliance monitoring and control their Monitoring and control elements necessary activities planned 8 0 Development of matrix characteristics A description of all characteristics that may affect safety or regulatory compliance, installation, operation, product performance or subsequent ing of the product The risk estimation (criticality index C) Identification of all environmental impacts associated stage of development stage. 00% Compliance with the requirements of for supply. Zero uninformed suppliers Features identified in the / Features identified in complete the 0 FMEA making Real risk / Risk estimates (Cr / Ce) 9 90 Evaluation of environmental aspects (if applicable) Environmental impacts identified / Anticipated environmental impacts 80 stage of development stage 8 0 Documentation development for supply. Degree of compliance with the products, equipment and TDCD requirements for supply. Number of suppliers uninformed Development Plan equipment location Optimal placement of all equipment. Planned equipment / equipment necessary. Number of nonconformities arising from placing equipment on schedule. Planned equipment / equipment located 8 0 Development flow for non-complying 00% control of nonconforming product Number of non-compliance due to inadequate products control of nonconforming product 0 Supply and validation products supplied 00% supply products complying with Purchased product / product request 80 Insuring the equipment Providing all necessary equipment as Equipment provided / needed equipment planned 80 Insurance TDCD Providing all TDCD as planned TDCD provided / required TDCD 80 Infrastructure insurance Ensuring the necessary infrastructure as Infrastructure provided / Required infrastructure planned 0 Positioning equipment Location of all equipment necessary Installed equipment / Equipment necessary HR insurance Ensuring the necessary human resources as planned Human resources provided / Human resources required 80 Commissioning and implementing Zero Compliance with all planned activities Activities conducted / Planned activities, the first sample Development Control (ZERO Ensuring that all activities related Met objectives / Targets planned, the first sample) objectives 0 Perform tests/trials ZERO 00% compliance with the Test parameters / Parameters plan parameters 0 Measurement systems 00% validation of measurement systems Measurement systems used / Validated measurement systems 8 0 Perform capability studies Identification of all narrow places Tight places identified / Planned tight places 9 90 Validation technologies, equipment and 00% compliance requirements of product Requirements fulfilled / Planned requirements TDCD 8 0 stage of development stage stage of development stage 8 0 Preparing Files for Approval Process for All parts for approval Approved parts / Components planned Production of parts 0 Preparing File for Advanced Product Quality Planning Validation ZERO Design SERIES (product, technology, control) Regulating all stages of product development to meet customer requirements 00% compliance requirements of product Prepare all necessary equipment manufacture for mass. Steps used / Stage regulated. Regulated stages / Phases planned 0 Requirements fulfilled / Planned requirements 8 0 Manufacturing equipment ready for mass / Manufacturing equipment needed for mass 80 stage of development stage 8 0 stage of development stage Total Time Allocated time allocated budget Performance Established objectives Figure 8. The triple constraint If the triple constraint model will consider the following three elements: cost or budget needed to conduct modeling, duration or time spent carrying out these activities and performance or achievement modeling. Put simply, taking into account the above mentioned to quality, triple constraint can be represented as a triangle whose sides represent the cost, duration and performance (Fig. 8). By integrated simulation model for validation and by making comparative with existing models resorted the concept called "triple constraint" used successfully in project management. If the triple constraint model will consider the following three elements: cost or budget needed to conduct modeling, duration or time spent carrying out these activities and performance or achievement modeling.

4 Table. Cost (Ca - lei) and the time achieved (Ta - hours) for of es advanced design (7 new products) Traditional products New products Other products / services Steering gears Drive shafts & components Shock absorber Cold coiled springs Suspension springs Safety rings Brake equipment Pneumatic brake cylinders Steering gears and columns components Turbo charger components Pinions for steering gear Struts for McPherson suspension Trailers Welded structures Injector components Stamped parts Tools Metrological labs (certification according to standard SR EN ISO/CEI 70:00) for measurements of: length, weight force, pressure, hardness, temperature and electrical measurements In order to have a successful end modeling activities must be taken into account all three elements mentioned above for the team coordinator concerned to balance these three competitive objectives. Moreover, the organizational framework from data collection on existing workflows has been a notable orientation to balance the three elements. While the triple constraint (Fig. 0) describes how the basic elements of the project - the purpose, duration and cost - interrelate, there are other elements that may play important roles. For example, quality is often a key factor in projects, and beneficiary satisfaction and / or sponsor. A project team can reach the goal objectives, duration and cost, but not meet quality standards or the beneficiary and / or the investor []. If a higher level of performance will be required (Fig. ), cost and / or duration will also increase. Similarly, if performance of the reduces the cost (effort) and / or duration should decrease. If you have completed the in less time with the same degree of performance, the third side of the triple constraints (cost) will increase to maintain equilibrium. Will therefore be necessary to increase effort, which increases the cost, perhaps by overtime or by bringing more resources in the project. (Fig. ) Figure 9. Products of SC Compa SA quality performance Figure 0. Triple constraint in the designed case Figure. Triple constraint in the increasing the performance case Figure. Triple constraint in the decreasing duration case

5 Given this concept was developed following linear model: MCI (,, ) = f cd p () f ( c, d, p ) = kc kd k p + + () a c b () a c b () a d b () a d b () a p b (7) k + k + k = (8) Where: M CI is the model; c is the cost; d is the duration; p is the performance; k,, are the weighting coefficients; a,, are the inferior limits; b,, are the superior limits. This linear model is the based on the proposed model simulations. The actual simulation will be actually a sensitivity which will vary from two of the parameters, namely cost and speed, performance remains constant as it is in fact to the model. To use the linear model simulation cost and duration values will be expressed as a percentage. Lower and upper limits of the variation is determined after considering all the measurements made on existing models and range between 9 and 0% percentage. Therefore, given values for the analyzed integrated model improvement grades may be considered valid and can be implemented in the organizational framework. Similarly applied to the integrated model simulations were performed designed a of analyzes of sensitivity to the same ranges. The results obtained from simulation of the integrated model proposed for different ranges are shown in Table. Table. Centralizing of the integrated designed model simulations The range of variation The parameter minimum average maximum Mci 0,90 0,9909,07 [9-0] c [lei],8, , d [ore],,88 9, Mci 0,97 0,9997,0877 [8-] c [lei] 9,,97 808, d [ore] 09,,9 90,8 Mci 0,98,0098,0 [80-0] c [lei] 98, 87, 9,8 d [ore] 97,8 Mci 0,87,0087,77 [7-] c [lei] 899,0 987,8 008,9 d [ore] 97, 09,8,8 Mci 0,8,008,7 [70-0] c [lei] 7,8 077,7 98, d [ore] 8,08 8 Consequently, the degree of improvement (defined percentage) varies depending on values obtained by simulation and by the range thus: the degree of improvement costs for minimum values, regardless of the range and type of product is between 8 and %, and the average, in this case, hovering around %; the degree of improvement costs for the average values regardless of the range and type of product is between 8 and %, and the average, in this case, hovering around 9%; the degree of improvement costs for the maximum, regardless of the type in rotation interval [9-0] (this range was chosen because in other model ranges produced some improvement does not drinkable), is between and 9%, and the average, in this case, hovering around %; the degree of improvement of life for minimum values, regardless of the range and type of product is between 8 and 7%, and the average, in this case, hovering around %; the degree of improvement of life for the average values regardless of the range and type of product is between 0 and 7%, and the average, in this case, hovering around 0%; the degree of improvement of life for the maximum, regardless of the type in rotation interval [9-0] (this range was chosen because in other model ranges produced some improvement does not bring improvements), is between and 0%, and the average, in this case, hovering around %. Overall looking at all the 0 trials (0 trials for each interval of variation) there can be seen that the degree of improvement for: cost is between % and % and has an average of 0%; duration is between % and % and has an average of %. It should be noted that these values were obtained after removal of negative rates among values obtained by calculating the degree of improvement because they were not actually improvements. The graphic variations in MCI, c, and d are shown in Figures -. Mci value,, 0,8 0, 0, 0, 0 [9-0] [8-] [80-0] [7-] [70-0] Figure. Mci Values variation on the five stages med min max

6 Hours Lei Cost variation min 000 med 0000 max [9-0] [8-] [80-0] [7-] [70-0] Figure. C values variation on the five stages Time variation [9-0] [8-] [80-0] [7-] [70-0] min med max. CONCLUSIONS A management system can provide the means necessary activities through ongoing consistent improvement of its es. Thus it generates performance "good and bad", ensuring the management es. Further improvement methodologies is a more intelligent management of a business by focusing attention on identifying and prioritizing customer needs and then making decisions supported by facts and data. In short, they aim to produce three main results: increased customer satisfaction, reducing defects, improving the life cycle of products / services, all provided to meet changing customer needs, market requirements and those imposed by technological progress and bring benefits to all employees, customers and other stakeholders. The ideal of improving organization performance should improve in all priority issues for the stakeholders. For an organization to survive in the today's international competitive environment it must strive to improve learning, and innovation. should make decisions so that appropriate products are available when required, building the most efforts of all. There should be close cooperation between government, organizations, unions and universities. Everyone has to improve the products or services, as she is perceived by customers. This means that all departments in all organizations should use the most appropriate technology to improve efficiency, effectiveness and adaptability.. REFERENCES. Juran, J. M., Planificarea calităţii, Editura Teora, București, 000. ***, Documentation Integrated Quality System-Environment, Organization SC COMPA SA Sibiu, Revision, 008. Pascu, R.V., - ul proiectului, Sibiu, Editura Universităţii Lucian Blaga din Sibiu, 00. Figure. D values variation of on the five stages