Productivity Improvement in New Product Development

Vince Thomson Werner Graupe Professor of Manufacturing Automation Mechanical Engineering McGill University

Productivity Improvement in New Product Development

OUTLINE
NPD research to assist issues at Bombardier and PWC Recent research at McGill
transforming the Bombardier Engineering System concurrent engineering coordination mechanisms interface control documents change management

Bombardier Aerospace
Develop a new aircraft
It will take 4 years to design, make, fly and certify the C-series. Question: How can it be done in 3 years?

QUESTIONS
How can we compress the process? x focus on information transfers How can we move information faster? x detailed design of process where key information transfers are identified and expedited How can we coordinate the scheduling of work and the transfer of information? x synchronize work across all players (groups inside Bombardier and partners)

Pratt & Whitney Canada

Develop turbine engines for aircraft and power generation
1600 Engineers 1990 developed 2 engines simultaneously 2010 developed 20 engines simultaneously

Engineering in the large

middling product complexity x 3000 parts, but most are highly technical and difficult to make no subsystem partners many suppliers of parts and services PWC designs and manufactures 20,000 fixtures per year. x mostly outsourced Process complexity is very high. x McGill is studying job flow and scheduling. 4

Bombardier Engineering System

BES tracks the deliverables needed to create an aircraft. New project goal Manage task dependencies better to reduce span time. Objective Move from deliverable centric to task centric management. Determine the information dependencies among tasks. Manage information transfers in order to reduce span time.

EXISTING FRAMEWORK : DELIVERABLE CENTRIC

TASK CENTRIC FRAMEWORK

INFORMATION CAPTURE
Information capture based on the Input-Process-Output (IPO) logic. The high level task is broken down to its nascent form. The input and outputs to the tasks are deliverables. Deliverables are categorised based their content. Data flow Information flow

Process Representation
Flow Chart Notation Scenario-based representation and process scheduling

Design Structure Matrix Representation of dependencies

Activity Network Representation of dependencies and interdependencies within networks

Flow Chart Notation

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Design Structure Matrix

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Activity Network

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Process map of the Loads group (Bombardier)

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Information transfer pattern with milestones for conceptual design stage and for five GE generator components (preliminary design)

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# of Information Transfers

15

10
Conceptual Layout Detailed Design

0 0 200 400 600 800 1000 1200 Milestone 1400

-5

14 Calendar Days

Key information transfers with milestones for GE generator components (conceptual, preliminary and detailed design)

Information transfers related to indicated milestones are shown at each design stage.

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What makes CE work or what is the essence of CE?

Functional interaction
Facilitates information transfer Enables parallel execution of activities Nadia Bhuiyan, Don Gerwin, Vince Thomson Newbridge (Alcatel)

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Coordination Mechanisms
Coordination (Malone, 1994) Managing dependencies among activities Coordination Mechanisms (Crowston, 1994) Any tools for facilitating coordination and integration among different functions within an enterprise
deign review meetings databases project teams

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Interdependency


Pooled

Tasks A, B, and C are



independent of each other.

Sequential

Work tasks are performed

in a fixed sequence.

Reciprocal

Information flows are in

both directions.

Team Arrangement

Tasks are performed jointly

and simultaneously

(Hatch, 2006)

Coordination Mechanisms

(Twigg, 1996)

Choice of Mechanisms

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Fitness Index

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Recommendations for Aerospace

Aerospace NPD slow evolution of information high sensitivity downstream

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Research on Coordination Mechanisms

Target: new mechanisms or use of existing mechanisms for complex projects Technique: simulations of NPD using industry data (Bombardier, PWC) Model: explicit communication Model Parameters
evolution of information downstream sensitivity functional integration overlap interdependency

Model Variables
uncertainty of information communication frequency communication mechanisms 24

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Agile Development
Agile software development
adaptive planning, evolutionary development and delivery, a time-boxed iterative approach, encourages rapid and flexible response to change.

Uses
CE principles Integrated development (mostly teams) rapid objective-setting/execution cycles

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Scrum Process

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Scrum Simulation

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Digital product model

Passive use of information in a product model
rapid information exchange little communication overhead Using information can lead to a high risk of rework.

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Interface Control Documents

Maintaining subsystem consistency throughout the design process is often done manually through a time-consuming process of document exchange. Limitations of current industrial practice (i.e., ICDs) No systematic method to define interfaces, no standard format No data linkage between subsystems and components. Interfaces are currently document driven (no IT tools, no automation).

Interface Control Documents

Three prong approach Standard methodology to describe product components/subsystems connectivity. Standard model to create ICDs with IT Automatic consistency check of conflicts between interfaces

Standard methodology to describe interfaces

Generic sets of classes and parameters that define subsystem connectivity and that can be applied to any interface. Decompose each interface item to the basic parameters:
1. 2. 3. 4. Attachment Class: information, spatial, energy, material Transfer Control and communication

Standard

Rivet

Means
Attachment Interface Features NonStandard
N/A

Diameter Length Tolerance Material

Hole

Diameter Depth Tolerance

Standard Model to Create ICDs

Interfaces are modeled in the course of system modeling. Use a model-based approach Use UML and SysML, standard object oriented languages.

Interface Model

Interface Model

Detecting interface conflicts

Automatic detection of interface definition and connectivity conflicts. Exception-handling approach: Build taxonomies of interface conflicts Assign detected conflicts to predefined types

unspecified parameter value incomplete attribute set unspecified terminology element element duplication relationship correctness incorrect attribute set incorrect terminology consistency

mismatching rule type

completeness

mismatching attribute set

violated rule

mismatching terminology unspecified target subsystem connectivity unspecified target interface

Pylon (highlighting electrical system)

Framework for Electrical Connectors

1. Use serial number that follows the connector name. 2. Develop a database for all connectors Fields for a MIL-DTL-38999 series connector

Joining Two Plates

Naming conventions for plates being joined together assembly

Change Management
Managing the changes that occur during design and manufacture (complete product life cycle) Projects with Bombardier and Pratt & Whitney Improve change approval process
long, complex processes complex set of regulations, corporate rules and hierarchical approvals little success in changing culture

Improve change management in design-manufacture process for tooling

redesigned processes focused on information transfers

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Change Management at PWC

PWC tooling project Main recommendations Confirm tooling information
Use Value Engineering to confirm design intent Create a new position tooling request logistics

Improve workflow management

Job tracking and status Information status

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To-Be Design Process (PWC Tooling)

A p p r o v a l/ E s t i m a t io n C a pt u re C r ea te T o ol L oa d f o r e st im at e A n d A s s i gn D e si g n G r o u p D e m an d

C ust om er Ap pro val

B a tc h Dis crepe ncies

Cus tome r Re -C onf gur e i Its p ool of eR FT

E n g in e

U pl oa d De sig n P D a nd M ake P D from LTC

C rea te P rod . Order /C opy in I TD M

L o g i s ti c s

D o E stimat e fo r de sig n (E s t Des ign and / or M ak e H ou rs )

Tool Serv ices Re- C onfigure pool of Reques ts

Re-Configure eRFTs pool for Design Groups

Perform V alue Engineering ( )

Chec k for Com plete Inf o In e RFT

N o D e s ig n

L a y o u t D e s ig n ( ) C r eate F o ld e r Ye s D esig n R eview w it h

C u sto m er

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Information Systems in the To-Be Design Process

A p p r o v a l/ E s t i m a t io n C a pt u re C r ea t e T o ol L oa d C u s to m e r A p p ro v a l B atch D i s c re p e n ci es f o r e s t im at e A n d A s s i gn D e si g n G r o u p D e m an d

ITDM

C u s t o m er U p lo a d R e - C o n fi g u r e P D It s p o o l o f P D e R F T E n g in e e r S AP fr o m L T C IT D M an d M ake O r d e r / C o p y in D e si g n C reate Prod .

ITDM

D o E s t im a t e T o o l S e r v i ce s f o r d es g n i R e - C o n fi g u r e ( E s t D es i gn po o l o f a n d /o r M a k e R eq u es t s H o ur s ) S AP SA P D e si g n G ro u p s eR F T s p o o l f o r ( R e - C o n f i g u re

P erfo rm

V alu e C h e c k fo r C o m p l e t e I n fo I n eR F T )

L o g i s t ic s

E n g i n e e ri n g

SA P

ITDM

N o

D es i g n

TDU

O u t s id e L a y o u t D e s ig n D o ( D e s ig n ) ( ) C re a t e F o ld e r In s i d e SA P SA P Y es D e s ig n ( ) R eview w it h C u sto m er D esi g n

E n g i n e e ri n g R e vi e w

SA P

TDU

D o -

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Metrics
Value of engineering jobs Value index = f(value dimensions) Supplier evaluation matrix Value index = f(evaluation dimensions)

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Summary
The main tool for productivity improvement in knowledge work is better process management.
functional integration coordination mechanisms communication

IT tools are a key factor for effective improvement.

create, store, move, use information

The next level of improvement is integration due to ubiquitous, high powered systems.

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Questions

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