TPV Chapter 1-14-15 En

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Value Analysis and FMEA ILV

Chapter 1 Use of Methods to Solve

Complex Transformational Processes


Dr. Werner Leitner Page 2 WS 2014/15

(Chapter 1) Use of methods to solve complex transformational processes

1.1 OPERATIONAL SITUATIONS AND QUALIFICATION GAPS Slide 4 1.2 TYPES OF BARRIERS Slide 19 1.3 OVERCOMING BARRIERS Slide 21 1.4 GENERAL PROCEDURES FOR TRANSFORMATION PROCESSES Slide 22 1.5 PRACTICAL, ITERATIVE TRANSFORMATION PROCESSES Slide 24 1.6 EVOLUTIONARY TRANSFORMATION PROCESSES Slide 28 1.7 PROCEDURE MODELS FOR TRANSFORMATION PROCESSES Slide 30

CONTENT –VALUE ANALYSIS AND FMEA

1   Use of methods to solve complex transformational processes 2   Value Management (VM) 3   Value Analysis (VA) 4   Failure Mode and Effects Analysis (FMEA)

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1.1 OPERATIONAL SITUATIONS AND QUALIFICATION GAPS Slide 4 added value, product development process, cost oriented developing, requirements for the product development, problem solving in complex systems

1.2 TYPES OF BARRIERS Slide 19 The Munich Method Model

1.3 OVERCOMING BARRIERS Slide 21 Transformation of facts to overcome barriers

1.4 GENERAL PROCEDURES FOR TRANSFORMATION PROCESSES Slide 22 Recommendation for the approach, target planning

1.5. PRACTICAL, ITERATIVE TRANSFORMATION PROCESSES Slide 24 reduction of deviation through iteration

1.6 EVOLUTIONÄRE TRANSFORMATION PROCESSES Slide 28 procedure of evolutionary transformation processes

1.7 PROCEDURE MODELS FOR TRANSFORMATION PROCESSES Slide 30 use of methods

CONTENT– CHAPTER 1



1.1 OPERATIONAL SITUATIONS

According to Gutenberg a corporation has the following characteristics:

•  Operations side principle •  The principle of private property •  Autonomy principle

Corporation

Through the production of value

In the form of products

People work in that corporation. They fulfil their tasks to produce products. These people form a social system. They use technology in the form of machines and tools which support them.

= Socio technical system

Company: •  a local, technical and organizational unit with the function to produce products or services

•  a legal and financial framework where one or more plants are integrated (appears as one corporation to the outside)

Plant

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Creation of Value via a Transformational Process

INPUT OTUPUT

Value

time

Products to

customers

Cycle time

Added Value AV = output – input = revenue – input AV = Added Value (increase of value through physical treatment or through an added service)

AV = f(t)

Products and raw material

from suppliers



The Product Engineering Process

Product Engineering

Research

Operative Product plg.

Product development (consistent orientation on customer needs)

Arbeits- planung

Fertigung

Planung Konzept Entwurf Ausarbeitung

Strategic product plg.

Prototype Testing

Production

Work planning

Production

Planning Concept Draft Elaboration

Project planning What could the customer need?

What is the company able

to do?

What has to be in the functional

specification?

What does the company

want? What does the market

need?

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Successful Product Development Requires …

Product characteristics: •  low price •  good quality •  adequate functionality •  design •  etc. Results: List of requirements → function specification document (=basis for the further development)

Product development (continuous orientation towards customer needs)

Arbeits- planung

Fertigung


Prototype Testing

Work planning

Production




Definition of Cost Types

To identify causes for costs the definition of cost types can be useful.

Life Cycle Cost

Original Cost

Production Cost

Life Cycle Cost

Life Cycle Costs are costs which occur through the use of the product – from its purchase to its disposal.

Original Cost

Original Costs are Production Costs plus all overhead cost which are not directly attached to the production as administration costs.

Production Cost

Production Costs can directly be allocated to the production of an object.

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Life Cycle Cost

Planning – development– production Use Disposal

Original costs

Maintenance costs

Costs of operation

Disposal costs

Investment costs (without interest)

Life cycle costs

Cum

ulat

ed c

osts

Producer User

Influence possibilities on the life cycle costs through development

►  User’s view (“individual product“) – LIFE CYCLE → How long can I use the product? Which costs occur?

►  Producer’s view (“serial product“) – MARKET LIFE CYCLE → How long will the serial product be produced? Which costs occur for development, production, product update etc. within the entire series?

Non-recurring costs (set-up, transportation etc.) margin Provision for risks (warranty, goodwill, etc.)



Composition of Life-Cycle-Costs

Costs of manufacture (cost of labour)

+

Waste disposal costs

+

Overhead costs (R&D costs, …)

=

Primary costs

+ +

Material costs (in the production)

maintenance (service, inspection, ...)

+

Costs for operation (energy, working materials, …)

+

One-off costs (transportation, placement, …)

+

Purchasing price

+ +

Other costs (financing, assurance, ...)

+ + PC

requirements: function, safety Life cycle costs

Costs for the producers

Costs for the product users

Investment costs

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Cost Definition and Influence on the PDP

Construction Planning

operation Purchase Production Administration

Costs [%]

50%

100%

75%

25%

0%

Defined costs (Kfe)

Caused costs (Kve)

∑Kfe

∑Kve

Interference

è  This is the reason why all expertise has to be collected in the development phase so that all areas can still influence the product concept.

Product development (consistent orientation towards customer needs)

Planung Konzept Entwurf Ausarbeitung Planning Concept Draft Elaboration



Cost Definition and Influences during Product Life Cycle

product planning project manag. develop produce use dispose

high

low

Chance to influence costs

Change costs

Accumulated incurred costs

(caused costs)

Defined costs

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Concept Develop-ment

Process planning Production Final

inspection Customer

Defect prevention Defect detection

Cost per

defect

Development and planning

Sourcing and production

€ 0,10 € 1

€ 10

€ 100

Rule of Ten



Main Causes for Failed Approaches to Problems

1.  (Too) little knowledge about optimization methods in the areas which are responsible for the development process.

2.  Insufficient communication and transfer of information

in the order process and through hierarchical levels.

3.  Lack of collaboration of organizational units or employees.

4.  The skill of analysing and working on tasks and processes systematically as well as the decision-making ability are underdeveloped.

5.  The knowledge about activities of units which are up- or downstream is missing.

6.  The view of “I am the only one who knows” is still

common. The support of teamwork is too weak.

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Overcoming of Mental Walls between the Departments

„everyone for himself“

„Better together“

in a TEAM

construction production

distribution production

planning purchasing

supplier



Lacking Development Quality and its Causes Lack of development

quality

Finalizing not on schedule Cost targets not reached Quality targets not

reached

Lack of project control Development effort to high

Requirements concerning the

production to high

information flow within the development team

does not work Insufficient capacity Filigree construction

Too many development loops

Employees have to correct (defects)

Overloaded employees who are “indispensable” Not state of the art

Design problem identified too late

Missing product specs at the beginning of the development process

Knowledge is not transparent Missing time for training Poor introduction of new

employees

1

1

Lack of communication

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Methods Used to Overcome Barriers

Initial state

Target state

BARRIER

Actual ≠ Target Starting point of every transformation

Definition of the ACTUAL situation Definition of the TARGET situation

Reason for the process of change If you WANT to If you HAVE to

Problem

Solution

Methodical problem solving process: Planning and executing of a series of activities so that ACTUAL becomes the TARGET

Transformation =

Overcoming barriers

Complex system



Use of Different Quality Methods

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1.2 TYPES OF BARRIERS

Initial state

Target state

INTERPOLATION BARRIER

Target state: known Transformation medium: known combination of means: unknown Barrier: too many alternatives of action to try (e.g. chess) → choose and combine the right means

SYNTHESIS BARRIER

•  transformation medium •  combination of means

Target state: known Transformation mean: unknown combination of means: unknown Barrier: unknown problem solving tools (e.g. unknown production technology)

Initial state

Target state


Target state: unknown Transformation medium: known combination of means: known Barrier: initial state should be changed → make concrete/check/correct the unclear picture of the target state

Initial state

Target state


DIALECTIC BARRIER



The Munich Method Model

Clarify method use

Adapt method

Choose method

Use method

Pre-conditions, requirements, available input

Application and boundary conditions,

questions to be answered

Target, target conditions,

aspired output

Necessary input information, data

Resources user, skills, experiences

Reachable output effect, side effect

Selection attributes

Support description, examples,

tools, forms, references

Application attributes

Input Output Procedure based on the work principle

Adaption attributes

Method

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1.3 OVERCOMINNG BARRIERES

Characteristics of conditions Methode Tactic

Complexity

•  Excerpt and collocation of given and wanted data

•  Use of structured and visual display formats

•  Reduction •  Abstraction

Opaque (lack of transparency)

•  Use of intuition and creativity techniques •  Transcription of the problem, analogical form,

associations

•  Realization of functional fixedness

•  Increase of the search area

Temporal variability (dynamic)

•  Define assumption explicitly •  Choice of adequate work means

•  Estimation of development, limitations

Dependencies of variables (connectitivity)

•  Record of relations and brakes •  Side effect analysis •  Breaking up or re-devising of

dependencies

Obviousness (plausibility)

•  Questioning techniques •  Self reflexion •  Evaluation •  Dissolving of fixations



1.4. GENERAL PRODEDURES FOR TRANSF. PROCESSES

Criteria Implementation through … More self reflexion Integration of reflection phases Structured approach Clear phase concept; implementation of milestones and reviews Expression of clear targets

Measurable targets

From the problem description to the solution

Clear monitoring and controlling

Need for less external information

Integration of involved people and experts in the project teams or work groups

Condensing of information diversity

Clear targets, well-defined tasks

More decision making Good cooperation between project team, project manager and project steering committee

Change of viewing levels Seeing and evaluating the project in a holistic way; detailed work if necessary

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Target Planning

Targets give orientation for the approach. Only those who know where to go can plan their way.

Targets have to be SMART

q  Specific → clear description of the expected results → make things clear and give orientation!

q  Measurable → so that reached targets can be measured!

q  Ambitious → if not ambitious, no motivation!

q  Realistic → The targets have to be reachable. Targets out of reach are discouraging!

q  Terminated → commitment!



1.5. PRACTICAL, ITERATIVE TRANSFORMATION PROCESSES Actual/target analysis

Search direction; target formulation

Self reflexion, evaluation

Choice and use of the operator

Success

Effects

Overall target

evaluation, self reflexion

Target

Not OK

Not OK

Not OK

OK

OK

OK

Orientation part of the action

Execution part of the action

Control part of the action

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The Macro Cycle

1st Step: Problem Analysis

2nd Step: Concept

3rd Step: Detailed Design

4th Step: Realization

5th Step: Use

6th Step: Decommissioning

IDEA/INITATION

Release of the next phase





→ System implementation → Logistic, maintenance → Continuing operation

no

→ disassembling/scrapping → disposal → Requirements for the following

generation

→ Target catalogue → Requirements catalogue → Assignment of tasks

→ Design requirements → Alternative overall concept → Feasibility analysis

→ Sub-system specification → Detailed planning for the

realization

→ components, prototype-testing

→ Production documents → Production and approval

no

no

no

no

Aba

ndon

men

t

Tran

sfor

mat

ion

proc

ess

alon

g th

e en

tire

life

cycl

e of

a s

yste

m



The Macro Cycle of the Product Development

1st Problem Analysis 2nd Concept 3rd Design 4th Realization

Product Engineering

Research

Operative Product plg.

Product development (consistent orientation on customer needs)

Arbeits- planung

Fertigung


Strategic product plg.

Prototype Testing

Production

Work planning

Production


Project planning What could the customer need?

What can the company do?

What has to be in the functional

specification?

What does the company

want? What does the market

need?

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The Micro Cycle Actual state

Target state

1st Step: realize the actual

2nd step: describe how it should be

Environmental problem

Environmental information

Idea

Idea break

Released idea elements

Combination

Saved idea elements 3rd step: looking for ideas

Input Input Initiation Initiation

Info

rmat

ion

phas

e C

reat

ive

phas

e

Comparison between target state and solution ideas

Design guidelines

Differences yes

Target correction

4th step: evaluate

Eva

luat

ion

phas

e

Problem solving for the environment



1.6 EVOLUTIONARY TRANSFORMATION PROCESSES •  Target: integration in the transformation process of the later user (=integrated approach) •  Base: adaption of the learning and design processes

Feasibility test→ design→ implementation Bordered system → developed system

Design process

Learning process

Design process

Learn process

Usual relation between design and learning process of the involved:

•  The design process is always faster then the learning process of the involved

•  The users understand the system only after the implementation

Intended relation between the design and the learning process of the involved:

•  The competence of action and innovation should be developed alternately from the design process.

•  The design and the implementation of single components will be adapted to each other so that it makes sense (step by step procedure)

Degree of freedom of the design

Degree of freedom of the design

low

high

low

high

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Procedure of the Evolutionary Transformation Process

Use of the system

Technical development

User integration

Pilot system

User evalutation study

Tests and experiments

User support and organizational

learning Continuance of the solution

implementation

Involvement system

Structured design tasks



1.7 PROCEDURE MODELS FOR TRANSFORMATION PROCESSES

Problem (not routinely)

Satisfying Solution (“for all”)

„algorithm problem solving“ (“with a formula solvable“)

because: •  Strong linking-up •  Nonlinear dependencies

Problem solution

Procedure model of

the problem solvin

g Methodical approach:

è  Orientation part è  Action part è  Evaluation part

Team work

“integration of the involved

areas”

Function oriented selection of the

procedure

Lecture

è  Value analysis (VA) è  Failure Mode and Effects Analysis (FMEA)

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Problem Solving Process – Application

Value Management / Value Analysis

•  Increase of the value •  Reduction of costs

Failure Mode and Effects Analysis •  Defect prevention

Kepner/Tregoe Method •  Cause search and confine

Systems Engineering •  Complex problems •  Thinking in systems •  Project management

VDI Guideline 2221 •  Development of technical systems •  General design guideline •  Production

REFA 6 Step Method •  Product development •  Improvement of defective work systems •  Rationalization through improved work methods •  Workplace, department (production, management)



Methods to Solve Complex Transformational Processes

Actual state oriented Target state oriented

Value Mgt.- / Value Analysis

Work Plan

Cause Analysis (Kepner/Tregoe)

Systems, Engineering

VDI Guideline 2221

IDEALS Concept (Nadler)

REFA 6 step method

Decision analysis (Kepner/Tregoe)

Failure Mode and Effects Analysis

Preparation of project Define deviation

Target search (system

synthesis, value system

design)

Clarification and definition of

the problem Define the function!

Set goals Target definition Structuring of he system

Analysis of the situation Description

Confine task

Definition of target criteria

Definition of the target functions

Description of target state

characteristics, chances

Identification of the functions

and their structure

Clustering and weighting of the

target criteria

Structuring of the functions

Development and collection

of solution ideas Look for possible

causes

Solution search (synthesis, analysis)

Search for solution

principles

Design the ideal!

Looking for the ideal solution

Search for alternatives

Looking for possible failures,

causes for the failures and severity Development of

holistic recom-mendations

Structuring and design of the

modules

Develop the optimum!

Collection of data, development of feasible solution

Evaluation and presentation

Prove according to probable

causes Selection (evaluation,

decision)

Development of the entire product

Early results!

Selection of optimal solution

Comparison of the relative ability Risk evaluation

Realizing Prove the real cause

Preparation of usage

conditions

Implementation of solution and control

of reaching the target

Usage conditions, selection

Planning the activities

Documents

TPV Chapter 1-14-15 En