Production Planning and Scheduling with PREACTOR AS

Transcription

1 Production Planning and Scheduling with PREACTOR AS siemens.com/panelbuilding

2 Siemens WKC Werk für Kombinationstechnik Chemnitz Location Denmark Nether- Berlin lands Belgium Germany Poland Chemnitz Lux. Czech Republic France Switzerland Austria Saxony State Capital: Dresden Further big cities: Leipzig, Chemnitz Seite B. Vogel DI MC MTS MF-WKC

3 Siemens Chemnitz Strong tradition over 125 years Siemens 1889/1903 Opening of Technical Office of Siemens & Halske AG 1953 VEB Starkstromanlagenbau Karl-Marx-Stadt SAK / Numerik 1978 Renaming in VEB NUMERIK Karl Marx 1983 Start of co-operation with Siemens (after sales service in East Germany and Europe) Siemens 2006 > cabinet sections p.a.; extension of production and logistics buildings Founding of Siemens Automatisierungstechnik GmbH Sales, build-up and repair of electrical installations 1948/49 Switchboards and control panels 1965 / employees, turnover of 480 Mark 1992 Integration into Siemens AG 1996 New buildings at Clemens-Winkler-Str. 2 nd place European Factory Award 2014 new buildings at Leipziger Straße Dispossession and commutation in stateowned enterprise First numerical control ENC Products: CNCs, PLCs, Robot Controls Page B. Vogel DI MC MTS MF-WKC

4 Werk für Kombinationstechnik Chemnitz Structure (market logic) Customer (via Regional Sales or Headquarter) CI 1 Machine Tools (Unique) CI 2 Machine Tools (large customer) CI 3 Production Machines & Automotive CI 4 Logistic Solutions & Energy & Intra Company Business CI 5 Sales Support CI Customer Interface DE Design Engineering MFE Manufacturing Engineering PROD Production Central Functions BA Business Administration QM Quality Management ISO Infrastructure, Security, Org Logistics Shared Services: Procurement, IT, HR Seite 5

5 number of units Logistic Solutions & Energy & Intra Company Business characteristic of production 40% Yearly quantity per PCB 20% Industrialization, Prototyping large-scale production Discontinued production, repair 0% 50% More Batch size of devices 0% More Customizing Low volume / high mix 40% 20% Batch size of PCBs product lifecycle 0% More 50% Number of value-added steps 0% More Seite 6

6 Integrating and digitalizing the entire value chain is key to staying competitive in the future Third party applications Cloud-based, open IoT operating system: MindSphere Product design Production planning Production engineering Production execution Services Collaboration platform: Teamcenter Suppliers and logistics Seite 7

7 Planning and Scheduling Typical detail and horizon High Detail Scheduling Planning What to make When to make it How much to make Where to make it Resources Required Low Detail Hours Days Weeks Months Quarters Years Seite 8 Planning Scheduling How best to make it Sequencing Priorities, constraints and conflicts Managing change Execute against plan Synchronization Monitoring execution

8 Preactor AS Advanced Scheduling Considers detailed production demand to provide production sequence Predicts effects of change in production, e.g. interruptions, machine breakdown, scrap Reacts to real time production efficiency Forecast Demand Starting Stock Orders Scheduling Planning period Stock control parameters Capacity Planning ERP Preactor AS Preactor AP Seite 9 Shift Patterns Detailed constraints Sequencing Rules

9 Preactor AS Fine-grained scheduling Planned Maintenance Machine breakdown Resources Tasks Planned availability / shift system Seite 10

10 Preactor AS freely define secondary constraints specialized personnel Supply Demand Equipment Testing racks Seite 11

11 Preactor AS Short demo scheduling Seite 12

12 Goals back in 2012 Classical company goals Shortening the time to market Increasing the flexibility Increasing quality Increasing efficiency Shorter innovation cycles More complex products Larger data quantities Individualized mass production Volatile markets High productivity Closed control loop for quality assurance Traceability and integrated genealogy Energy and resource efficiency as decisive competitive factors Products and production are interwoven Flexible production Full process transparency Optimization of the resources for product and production Seite B. Vogel DI MC MTS MF-WKC

13 Preactor AS helps you to decrase cycle times Reduction in inventories (WIP) Increase of delivery reliability Increase in process quality Reduction of costs

14 General approach Project progress and key milestones April 2013 December 2013 January 2014 February 2014 May 2014 December 2015 September 2016 March 2017 Basic idea and concept Experimental PPS Agreement with management and team leaders Decision for a new IT solution subdivision Specifications production planning 1 st Project Completion Preactor AS Specifications Production control 2 nd Project Completion Preactor AS 1. production planning 2. Production control Seite 15

15 Basic logic 1. identification of workload for scheduling Transfer of confirmed orders (planned and production) Transfer of routing Transfer of material demand and availability dates 2. Sequencing of orders sorting according to target function (confirmed customer dates vs. efficiency vs. small cycle times) 3. Release check according to sequence New detailed scheduling for operations Capacity alignment person + machine 4. Release of checked orders 5. Re-iteration from 3 rd step until termination criterion (no remaining capacity / no remaining elements) Seite 16 Start planning -Y (about 24 months) capacity technolog y in progress production planning in progress progress Start of Frozen Zone -X (about 3 weeks) in progress production control SOP in progress BEV SMT Hand FEK Prüf day 1 day 1 day 2-4 day 5 day 6-7 EOP demand date time

16 Technical system integration and daily routine of Preactor stocks production orders Extended status information Actual processing status planned orders routings MES MES BOMs Material availability ERP Automated data import (daily 4 o' clock) Automated data import Preactor detailed scheduling capacity alignment sequence planning MES interface for importing scheduled tasks (user-initiated) ERP planning analysis Seite 17 staff planning

17 Software does not replace people, but it has changed the ways in which people can influence and work Preactor only plans up to the resource limit and then shifts the schedule. Thus, scheduling leads to a feasible plan, but leads to shifts in confirmed delivery dates. Seite 18

18 Experiences and lessons learned Experiences Preactor is only as good as the master data quality (workplaces, workforce availability, machine availability, setup time, processing time) Out of the box usage not possible If customized correctly, Preactor can be adapted to most kinds of businesses The user interface and the planning times have potential for improvement (parallelism is problematic) Lessons learned The elaboration of the specifications is a huge effort! The analysis of all interrelationships and restrictions of processes in production takes a lot of time and strength You cannot think and plan everything in advance. It needs time for improvement even after the GO- LIVE. Software cannot solve problems, but it can help with analysis and overall understanding. Seite 19

19 Thank you very much. Any questions?