W

HITE

PAPER

ApplicationofLeaninProduct

andManufacturingEngineering

Version 1.0January2010

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Contents

Abstract................................................................................................................... 5

Introduction ............................................................................................................ 5

Scope&Objective................................................................................................... 5

Scope ................................................................................................................................................ 5

Objective........................................................................................................................................... 6

Applicabilityof'Lean' .............................................................................................. 6

ValueandValueStream.......................................................................................... 7

Value................................................................................................................................................. 7

DesignValueStream......................................................................................................................... 8

EliminationofNVAs .......................................................................................................................... 8

Waiting.............................................................................................................................................. 9

Conveyance&Handoff.................................................................................................................... 9

Correction ......................................................................................................................................... 9

Flow....................................................................................................................... 10

ContinuousIntegration&Validation.............................................................................................. 10

WorkflowAutomation .................................................................................................................... 11

Pull......................................................................................................................... 11

SimplifyDesignModifications......................................................................................................... 11

AssociativeChangePropagation..................................................................................................... 12

ContinuousImprovement..................................................................................... 12

ShorteningtheIterations................................................................................................................ 12

ReducingIterationCycles ............................................................................................................... 13

Implementation .................................................................................................... 13

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IncrementalImplementation.......................................................................................................... 13

KnowledgeUtilization..................................................................................................................... 14

Conclusion............................................................................................................. 14

References ............................................................................................................ 15

AbouttheAuthor .................................................................................................. 15

AboutGeometric .................................................................................................. 16

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Abstract

This whitepaper discusses 'Lean' to continuously enhance product and manufacturing

engineeringprocesses. Itexplainsapplicationof 'Lean'principlesto improveproductivity, lead

time,andresponsivenesstochangethroughreallifeexamples.Toimplement'Lean'itproposes

anincrementalandselfsustainingapproach,supplementedbyCAxautomationsandKBE.

Introduction

Shorteningproductdevelopmentleadtime,whilereducingthecostandincreasingreliability,isa

perpetualchallengeofengineering.This,coupledwithchangingconsumerneeds,doesntmake

product development any easier. While manufacturing function has embraced the lean

philosophywith relativeeaseandenthusiasm, it isa struggle forengineeringdue to inherent

uncertainties.

Thiswhitepaperdiscussesanapproachtocontinuallyenhancetheeffectivenessandefficiencyof

product development. We believe the first step is always to get the process right, before

deploying tools and technologies to run it better.We have also tried to illustrate the power

technologytoolsbringtomakeproductdevelopment'Lean'.

Scope&Objective

This paper focuses on engineering pieces of product development with an objective that is

definedfromtheproductdevelopmentcontext.

ScopeEngineering functions define component specifications andmanufacturing process in product

development.'ProductandManufacturingEngineering'contributeinexcessof80%towardsthe

productdevelopmentcosts;and includesgeometrycreationandconsumptionacrossdifferent

engineeringsubfunctions.

Define Develop CommercializeServices&Support

RetireProductLifecycle

SystemEngineering

Design&Verification

Mfg.Planning&Tooling

ProcessPlanning

EngineeringActivity

Planning&Ideation Production

ProductDevelopment

ProductEngineering

ManufacturingEngineering

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Thiswhitepaper isaroundproductandmanufacturingengineering,with focusoncomponent

development. For remaining part of the white paper this scope is referred as 'Engineering

Activity'.

Objective

Componentdevelopmentmaturesthroughiterativedevelopment,whichcanberepresentedby

aspiralmovingtowardcenter.Timetakentotraversethespiral is leadtimeand lengthofthe

spiralisthetotaleffort.Atanypointradiusrepresentsflexibilitytomodifythedesign.

OptimalDesign

Fromthisanalogy,objectivesofleanimplementationaredefinedas

Shorteningthetotalspirallengthtoreducetheefforts. Reducetotaltimeoftraversalonspiraltoreducetheleadtime. Increasingflexibilitytoadaptthespiralforshiftinspiralcenter. Getmoreinsightfromeachrevolution,tograduallyreducenumberofrevolutions.

Applicabilityof'Lean'

'Lean'isagenericphilosophy.Variousorganizationshavesuccessfullyapplied'Lean'toactivities

rangingfromaspecifictasktoenterpriselevel.Commonlydescribed'Lean'principlesare

Specifyvaluefromthestandpointoftheendcustomer

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Identifyallstepsinvaluestreamandeliminatestepsthatdonotcreatevalue Followvaluecreationstepstoachieveasmoothvalueflowtowardthecustomer Letcustomerspullvaluefromthenextupstreamactivity EliminatefurtherwasteandpursueperfectionthroughcontinuousimprovementDueto inherentvariations inengineeringactivity, it isthoughtthat 'Lean'cannotbeapplied in

engineering.Butvariousreferencessuggestsizeableopportunitiesinmultiplepockets.

Engineeringjobsspend60%oftheleadtimeinwaiting 40%oftheengineeringhoursarepurewaste 72%ofproductqualityissuescanbetracedtodesignprocessEngineering is combination of craft and science,which includes creative and repetitive tasks.

'Leaning'repetitivetasksofferslargeropportunitiesforimprovementinengineeringactivity.

'Lean'canbeappliedtothespiralofengineeringactivitytoachievethedefinedobjectives.The

'Value&ValueStream'canbeused todefinecontributionsexpected fromeach task,and trim

'Waste' segments to reduce length of each revolution. The 'Flow' principle can be used to

eliminateblockagesandspeedupflowonspiral,reducingthetotaltraversaltime.'Pull'increases

flexibility for shift in spiral center to allow late changes in the requirement. 'Continuous

Improvement' isusedto increaseefficiencyandeffectivnessofeachcycletoreducenumberof

revolutions.

ValueandValueStream

'Value'isprovidingrightproduct/serviceatrighttimeandatrightprice,asdeterminedbythe

customer.ValueStreamMapping(VSM)isusedtocapturesequenceoftasksandsegregatethem

intoValueAddandNonValueAdds(VA/NVA),therebyhelpingtoeliminateNonValueAdd

tasks.

Value

Any activity / effort that can be directly traced to improving the product is said to be value

adding (VA),anythingelse isnonvalueadding (NVA). IdeaofLean is to reduce theamountof

timeandeffortspentonNVA.Someactivitiesaffecttheproductdirectly,andsomeotherswill

improvetheenterprisesabilitytocontinuallybettertheproduct.

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Foreseeissuestoreducerisk CAE/CFDanalysis Expertreviews

Materialchoices Defineshapeanddimensions

Defineprocesstodeliverproduct Manufacturingplanning Toolingdesign

ValuetoProduct

Specificationforfunctionalperformance Understandingoftradeoffs Feasible/Infeasibletradeoffs Cost/Qualityimplications

Experiencegainedbyengineers Insighttohandlecomplextasks Bestpracticesaboutusageoftools

Understandingofprocessdynamics ProjectManagementdata Tool/processenhancementneeds

KnowledgeforEnterprise

DesignValueStream

Engineeringactivitypresentsuniquechallenges inapplicationofVSM,due toconcurrent tasks

and iterations. This can be tackled by creating amap for a typical iteration and bymapping

concurrencies and subbranches of VSM. The mapping follows the development beyond

organizationalboundaries.

EliminationofNVAs

'Lean' defines seven sources of waste overproduction, waiting, conveyance, inventory,

processing,motion,andcorrections.Eliminatingthesesourcesreducesthetotalworkcontent.If

eliminationisnotfeasible,countermeasuresshouldbeusedtoreduceitsimpact.

Theengineeringactivityhasallsourcesofwasteindifferentforms,butvarioussurveysshowthat

waiting,conveyanceandcorrectioncontributetothemajorityofwaste.

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Waiting

Engineering jobswait forcapacity (e.g.experts time forreview,computingcapacity) tohandle

the job, or for information required to proceed with the job. Due to inherent variability in

engineeringactivity,itisnoteasytoensureaccesstorightcapacitymerelythroughcoordination

andsynchronization.Soitbecomesnecessarytofindcreativewaystoincreasethecapacityina

flexiblemanner.

Conveyance&Handoff

AteverytouchpointdefinedintheVSM,engineeringhoursarespentonmodelderivationtosuit

thedownstreamfunction.Fore.g.:

Analysis idealizationandboundary conditionplacement requiresmanualeffortonpartoftheanalyst

Manufacturingmodel requiresvariousmodifications formanufacturingallowances,and togeneratebillofprocess

Inherentdifferencesbetweenvariousfunctionsmakeitimpossibletoeliminatemodelderivation.

Butderivationeffortcanbereducedby2050%byutilitiestoassistthederivationprocess.

An automation utility to evaluate weight and CG at eachsectionwillreducetheanalystseffortofModelDerivation.It saves the cost of analysis, and simultaneously eliminateserrorsassociatedwithmanualwork.

Structural analysis of airplane wing must account for selfweightofthewingstructure.Analystcutsthewinggeometryinmultiplesectionstoevaluateweightandcenterofgravity(CG)ofeachsectionaspartofModelDerivation.

Correction

Designmistakesresult indesigncorrections,which iswasteaccordingto leanprinciples. 'Lean'

advocatesmistakeproofingtoavoidortowarnagainstmistakes.Inengineeringactivity,40%of

theiterationsareduetoerrorsinphysicaldesign.Hence,physicaldesignshouldbeatargetfor

mistakeproofing.

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Checksurfacesforminbendradius

MistakesinHVACgeometrycanbeeliminatedbytwomistakeproofingmethods

Check and restrict selection of inputs. Assuming that the duct is created bysweeping,checkifpathcurveshavelinesandarcsonly.

Validateoutputatexitandraiseerror/warning, ifthereareanynonplanerandnoncylindricalsurfaces,orifthereareanyminimumbendradiusviolations.

Due to manufacturingconstraints HVAC ductgeometriesmustbeplaner/cylindrical. Any othergeometry will result inchange requests frommanufacturing.

HVACDuctmanufacturedfrom

SheetmetalPathcurveconsistsoflines&arcs

Flow

'Flow'reducesleadtime,byrunningvaluecreatingstepsintightersequence.Inmanufacturing,

flowreducesleadtimebyeliminatingbatchandachievingsinglepieceflow.

Inengineeringactivity,batchesoccurat integrationandvalidationpoints.Thebatches canbe

reduced, if design flows in smaller increments by continuous integration and validation, and

increasedcapacitythroughworkflowautomation.

ContinuousIntegration&Validation

Atypicalproductdevelopment integratesthesystematfixedtime intervals.Reducingeffortof

integrationallowsgraduallyswitchingtocontinuousintegration.

Digital build is a task to assemble complete product tocheckforcontactandclashproblems.

In the past, digital build was done manually at programmilestones.Today,itistriggeredfromPLM,asanightlyjob.Batch job assembles the product and checks for clashes.Digital build is further leveraged for weights and inertiacalculations,whichcanbeusedinthedynamicanalysis.

Increasedfrequencyof integrationresults inearlyproblemdetectionandaccesstolatestdataforvariousvalidations.

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Continuous integration isnot sufficientwithout validation ateach integration.The validations

come in form of reviews by experts or precise verification by analysts. Both validations have

externaldependencies,whichresultinbatchvalidations.

An incremental validation that evolves from thumbrules to precise validations, integrated in

designenvironmentreducesthedependencies.Engineerscanuseitforcontinuousvalidation,to

eliminatethebatching.

WorkflowAutomation

Flowofengineeringtasksisdisrupted,whenataskhastowaitfortheengineer'sattention.This

canbe tackledby triggeringbatch jobsduring idlehours (e.g.night), at certain stageofPLM

workflow.Engineerscandirectlystartwithoutputof thebatch job,andmove the job tonext

stage.Thiswillaccelerateflowofengineeringjob.

Intheanalysiscycle,designengineersubmitsanalysis job and receives analysis report.Analyst prepares and runs the analysis, andanalyzesresults inpostprocessorstopreparethereport.

There are two waiting points before andafter the analysis. There is more waiting inanalysis,sincetheanalysisrunissubmittedasbatchjobs.Totalwaitingtimeinanalysiscyclecanbeafewdaystoaweek.

Ifthemanualtasksinpreparationareeliminated,completepreparationandanalysisruncan

be triggered from PDMworkflow,which can be run during the idle hours (e.g. at night).

Analystcandirectlyanalyzetheresultsandpreparereport.Thiswillreducethewaitingtime

inoneiterationconsideringmultipleiterations,itwillbeagreatsavingintheleadtime.

Pull

Pullprinciplebrings'ResponsivenesstoChange'byaligningthesystemwithvarianceincustomer

requirements. In engineering, pull means quickly adapting component design to changes in

productrequirements.

SimplifyDesignModifications

Designeditisacomplextaskwhereengineersspend80%oftheirefforts.Complexitiesofediting

slowchangeincorporation,whichcanbesimplifiedby

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Deploying topdown and bottomup design processes for managing design features, andmodularity to ensure right dependencies aswell as flatten decision hierarchy during the

designprocess

Supporting the right input methods to represent correct user intent. This reduces theoccurrencesofdesignbreaking,andsubsequentreworkduringminorchangesinthedesign.

Enabling all design automations during edit scenario. Automation implementation maybecomecomplextosupportedits,butitmakesdesignchangesfaster.

Capturing Users Intentateachdesignfeaturehelps inseamlessupdate in the design hierarchy. Wherever correct intent iscompromised, the design structure can break, requiring manualcorrection.

In this demonstration, user wants to fillet top face of block asshown in redcolor.User quicklypicks top fouredgesand filletsandachievestheresult.ThisbreakstheintentofFace,whichwillshowupinmodification.Ifdesignmodificationinsertsafilletandchamfer prior to this fillet , the update cycle will not pick thefilleted and chamfered edges. Then fillet has to be modifiedmanually,whichmakeseditcumbersome.

UserIntentcanbeachievedbyenforcingcorrectdesignmethodsandbyenhancingthedesigntoolstosupporttheintent.

AssociativeChangePropagation

Aquickdesignmodification isnot sufficient if it requires rework indownstream functions like

verification. Propagating design modifications can be simplified by maintaining feature

associativity across functions through simpler conventions (e.g. colors and persistent tags

assignedtogeometries).

ContinuousImprovement

To achieve full potential of 'Lean', multiple rounds of leaning are needed, with each round

eliminating newer wastes and flow disruptions. In addition, for iterative process, continuous

improvementcantargetreduction in iterativeeffortsbyshortening iterationsandreducingthe

numberofiterations.

ShorteningtheIterations

Design optimization refines component design, and validates against targets. The ability to

validatethedesignearlyshortenstheiteration,thereby,reducingtheleadtimeandefforts.

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Iterative development for design optimization can be captured in Decision Structure Matrix

(DSM).DSMhighlights frequentand long iterations,whichcanbeshortenedbymovingcritical

validations(e.g.DFx)closertodesigncreation.

ReducingIterationCycles

Initerativedevelopment,numberofiterationsdependsonthestartingparametersandtherate

ofconvergence.Thenumberofiterationscanbereducedbytwoapproaches:

Deploypredictiveverificationinformofdesignanalytics.Analyticscanbebuiltfromexpert'sknowledge, empirical rules, engineering formulae, etc. It guides to design with less

possibilityoffailureinvalidations.

Increaseeffectivenessofvalidationsbyextractingqualitativefeedback.Validationstypicallyreport only failure areas, whereas qualitative feedback points out sensitivity of design

towardsconstraintputbyvalidations.

Implementation

We recommend incremental rolloutofa longterm implementationplan. Incremental rollout

brings quick results and creates assets, which can be leveraged for further improvements.

Through this approach,we have observed 30 40% compression in leadtime, and upto 40%

reductionofengineeringefforts.

IncrementalImplementation

Incrementalapproachconsistsoffivestepsforeachroundofimplementation.Eachroundstarts

withunderstandingofprocessandfinisheswithsolutionsdevelopedanddeployed.Subsequent

roundsidentifymoreopportunitiesforimprovement.

3.SolutionIdeasScalability

Effort

Scalability

PowerofTools

1.ProcessCapture

Designmistakes&rework

Continuousintegration/validation Associativechangepropagation

2.IdentifyOpportunities

ContinuousImprovement

4.CostBenefit/Prioritization5.Develop&Deploy

Effort

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Forbetterresultsthroughimplementation,someofthepointstoensureare

Involve engineering users from early stages of implementation, so that they can drivecontinuousimprovement

Seekunderstandingofcriticalparametersthataffecttheproductandhowexistingprocessesachieveit

TakeviewofcompleteworkflowincludingvariousCAxandbackbonePLMtoolsforeffectiveworkflowautomation

Focusonsolutionsfirst,andthenlookathow'PowerofTools'canhelpreachthesolution Prefersolutionintheformoftoolboxofutilitiesforflexibilityofusageandadaptabilitywith

processchanges

KnowledgeUtilization

Cyclical implementationof 'Lean'bringsdeeperunderstandingofprocess,andbuildsassetsof

automation utilities and knowledge. Effective utilization of these assets offers more

opportunitiesofimprovement.

1.TaskAutomationAutomateconveyance,motionandprocessing

2.WorkflowAutomationConveyancetriggeredbyPLM,duringwaitingtime

3.PredictiveAnalyticsAnalyticsonperformanceandpredictionoferrors

Timeline

ProcessPredictability

TypicalBenefits

CycleTimeReduction

Productivity&Quality

We, therefore, propose a knowledge utilization framework to leverage assets for gradual

improvementsinproductivity,leadtime,andpredictability.

Conclusion

'Lean' offersmultitude of opportunities to enhance an engineering activity. Thiswhite paper

discussed adoption of lean concepts in engineering activity,with examples from product and

manufacturingengineering.

Duetothecomplexnatureofengineeringfullbenefitsofleancannotbederivedfromonetime

implementation. Applying 'Lean' through incremental implementation approach will create

assetswithattachedbenefits in the implementationcycle.A long termviewof leveraging the

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assets will help extracting more benefits from the 'Lean' initiative, in terms of productivity,

reductioninleadtime,andpredictability.

References

LeanThinking:BanishWaste&CreateWealth inYourCorporation, JamesWomackandDaniel

Jones,FreePres,2003

TheToyotaWay,JeffreyLiker,TheMcGrawHillCompanies,2004

UseofDependencyStructureMatrices forProductDevelopmentCycleTimeReduction,Tyson

Browning, Fifth ISPE International Conference on Concurrent Engineering : Research and

Applications,1998

LeanProductDevelopmentFlow,BohdamOppenheim,SystemsEngineering,Vol.7,No.4,2004

Application of Lean Principles in Software Development, Lokendra Singh Panwar, XLRI

JamshedpurSchoolofBusiness&HumanResources

Design process errorproofing: Strategies for reducing quality loss in product development,

Lawrence Chao and Kosuke Ishii, ASME International Mechanical Engineering Congress and

Exposition,2005

RiskManagementinProductEngineering,NikhilShintre,GeometricLimited,2008

AbouttheAuthor

Nikhil Shintre is the Head of the CATIA Practice at Geometric. He has over 10.5 years of

experience inCADapplicationdevelopmentandautomation.NikhilholdsaMastersDegree in

Machine Design from the Indian Institute of Technology, Mumbai. He can be reached on

nikhil.shintre@geometricglobal.com.

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AboutGeometric

Geometric isa specialist in thedomainofengineering solutions, servicesand technologies. Its

portfolioofGlobal Engineering services andDigital Technology solutions for Product Lifecycle

Management (PLM) enables companies to formulate, implement, and execute glo bal

engineeringandmanufacturingstrategiesaimedatachievinggreaterefficiencies intheproduct

realizationlifecycle.

Headquartered in Mumbai, India, Geometric was incorporated in 1994 and is listed on the

BombayandNationalStockExchanges.ThecompanyrecordedconsolidatedrevenuesofRupees

5.98billion(USDollars129.47million)fortheyearendedMarch2009.Itemployscloseto3000

people across 11 global delivery locations in the US, France, Romania, India, and China.

Geometric isassessedatSEICMMILevel5for itssoftwareservicesandISO9001:2000certified

forengineeringoperations.Forfurtherdetails,pleasevisitwww.geometricglobal.com.

AbstractIntroductionScope & ObjectiveObjective

Applicability of 'Lean'Value and Value StreamValueDesign Value StreamElimination of NVAsWaitingConveyance & Hand-offCorrection

FlowContinuous Integration & ValidationWorkflow Automation

PullSimplify Design ModificationsAssociative Change Propagation

Continuous ImprovementShortening the IterationsReducing Iteration Cycles

ImplementationIncremental ImplementationKnowledge Utilization

ConclusionReferencesAbout the AuthorAbout Geometric