university of bristol - the virtual composites company – a ... · consideration of developmen ......

The Virtual Compp– a tool in comp

Kevin P

www.bris.ac.uk/composites

posites Company p p yposites educationPotter

Over

• IntroductionWh Vi t l C it• Why a Virtual Composite

• How can we set it up?• Functions in Design and • Elements of the sales pr• Problem areas• How can we make progrHow can we make progr• Conclusions

The Virtual Composite

© University of Bris

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stol 2010

Introd

• The basis for most educationseems to be a concentrationseems to be a concentrationnod to product design and m

• Industrially critical issues areIndustrially critical issues aremajority of composites traini

• It is commonplace to state thIt is commonplace to state thmanufacture are inseparable

• But - we cannot link design aBut we cannot link design aconsideration of developmen

• These are complex issues an• These are complex issues aninteractive approach if stude





uction

n and training in composites on materials science, with a on materials science, with a

manufacturing

e very largely absent from the e very largely absent from the ing courses

hat composites design and hat composites design and e

and manufacture without a and manufacture without a nt and production costs

nd need some form of nd need some form of ents are to understand them

es Company

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es Company

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Why a Virtual Compos

• As a teaching aid to teach min academic courses

• As a research tool to study taccess to commercially sensy

• As a research tool to study hcomposites companyo po o pa y

• To assist smaller companiesof what they’d need to put inof what they d need to put incomposite parts in the aerosVCCs would be needed for d



sites Company (VCC)?

manufacturing and operations

the impact of changes without itive information

how best to organise a

in acquiring an understanding n place to become suppliers of n place to become suppliers of space supply chain. (Different ifferent market sectors)

es Company

stol 2010

How can we s

• As a set of interlinked spread

– Unit manufacturing cost bre

– Non-recurring cost breakdow

– Capital and long-term inves

– Want ideally to be able to wy

• Based on a logical breakdowthe company with regard to the company with regard to costs

• We need to capture all the remuch complexity in the deta



set up a VCC?

d sheets for:

eakdown

wn

stment requirements

work top down and bottom upp p

wn of various functions within labour and other revenue labour and other revenue

equirements, but without too ails

es Company

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Functions in design

• We first need to identify all tmanufacture without ascribint t diff t i d tstructure – different industry

will have different structures• Design and analysis • Design and analysis • Materials and Processe• ProductionProduction• Quality and record kee• Research and Technoloesea a d e o o• Sales and Marketing • Administration • Management



n and manufacture

the tasks/roles in design and ng them to a specific company t d i y sectors and company sizes

s; but all will need:

es

epingogy ogy

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Functions in designBoard

M & P ProductionQualityDesign

SpecsDesign

Concept

Detail

QA P Control

Records

Database Schedule

Cards

MIS

Proc Des

Stress

CAD

Outline

QC Tooling

Calibn

Inspect

Mats in

Travellers

Supervise

Prod Eng

Test lab

Analysis

FEA

MRB

Rework

Repair

Design

MRB

DFM

Advice

MRB

Stores

Mat to line

Goods in

DeliveryDFM

Plies

Nesting

Drape

Lay-up

Delivery

Clean Rm

Clave/RI

Costing

NRC

Production

Machine



n and manufactured

AdminSales & M ManageR & T

Roadmap Cust reln HR Strategy

Training

Payroll

TRL

Research

RFI/RFQ

Proposals Reporting

Structure

Books

Purchase

Get tech

Internal

External

Contracts Accounts

Oversight

Govt relnsWebsite

PR

Note these are functions and

Aid prodn

Prototype Press rel

Shows

Note these are functions andnot individuals – in a small company one person might carry much of this load but

Finishcarry much of this load, but most of the functions are stillneeded

Assemble

es Company

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Elements of th

• We need to break down the price to understand how thepcosts

• Obviously critical areas are:y– The direct costs of manufactur

• Materials and bought in parL b b th t h d • Labour, both touch and non

• Production related overhead

• Other costs that must be tak– Non-recurring costs for the spe– Capital and other long term inv

product specific



e sales price 1

structure behind the sales various functions impact on p

rerts

t hn-touch

costs

ken from the sales priceecific productvestments, which may not be

es Company

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Elements of thSale pri

Manuf Cost

Materials

Fib/resin

In part Primer

Bond etc Paint

In part

Bought in Labou

In part

Waste

Disposal

Cores

Primer

In part

Waste

In part

Waste

Disposal

ProductClea

Bagging

In part

Waste

Disposal

Adhesive

Disposal

In part

Fasteners

Hinges

SealsLo

Bagging

On part

Waste

DisposalSealants

Waste

Disposal

Bearings

etc

Blades

ProcessDe

Release

Cleaners

Tool prepIn part

Waste

Disposal

Cutters

Drills



e sales price 2ce

Margin

Over head

Power

Rates

Admin

ur

Prep

Cutting

Prod cont

Paper

R&T / NRC

Design

Capital

Interest

Maintenance

Tool prep

an room

Cutting

Kitting Schedule

MRB

M + P

Stress

Sales

Marketing

d

PROFIT

oading

Lay -up

Bagging

Travellers

Quality

NDT

Inspect

Tra vellers Advertising

Taxation

Drill

Trim

Machine

emould

Autoclave

RTM

MRB

Rework

Repair

Concess n

Trim

Prepare

Paint

Paint

AssembleDemould

Deflash

Travellers

Concess Assemble

Mechan l

Seals etc

es Company

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Elements of th

• We tend to overemphasise the imfloor labour costs, partly because popularity of burdened labour ratepopularity of burdened labour rateapproaches

• We can underestimate the costs ain other areas such as the non-recand quality related costs

• For small volume production the n• For small volume production the ncosts can be the most important sof the overall costing

• NRC can form a significant barrierintroduction of new design and maapproaches, as these introduce uncritical area of the costs



e sales price 3

pact of shop of the e costing

NRC

e costing

nd complexity 1st artProc Des

Prototyp

Spec

Design

Outline

Detailed

Testing

Mat Spec

M & P

Manuf 5

Inspect

p ycurring costs

non recurring

1 art

Tooling

MIS

ProcessStress

Global

Local

Inspect

Cut up

Test

non-recurring single element

Moulds

Fixtures

Aids

Ass Jigs

DFM

CAD

Joints

FEA

Prd Eng

Report

Buy off

Wrk flow

to the anufacturing ncertainty in a

Plan

Plies

Drape

Nesting

Quality

Acc/Rej

Plant

Buy in

Install

Costing

Las Guid

MRB

Repair

NDT Plan

Rework

Commis

es Company

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Elements of thCapital and other long-t

Training IT Manuf kit Technoly

Shopskill

Lay-up

Clave/RI

Office

PCs

Software

Ply cut

Claves

Ovens

Benchmak

Gap anals

Forecast

Mid l l

Machine

Finish

Assemble Design

Support

Network

H d re

ATL / AFP

RTM / RI

CScan etc

R b

Internal

T ti l

Road Map

Research

Mid level

Supervn

Quality

Inspect

Hardware

Software

Support

Network

Machine

Robots

Freezers

D & T

External

Tactical

Strategic

R&T kit

NDT

Hi level

Design

Stress

Hardware

Software

Paintshop

Assembly

Tech Supt

Manage

Stress

M & P Support

Network

Filestore



e sales price 4term investments

NRC Partnersp Supy chn Markt data

Stress

Design

DFM

Needs

Network

Strategy Tier ?

Sup to

Identy chn Customer

Supplier

Trad press

Costing

M & P

Proc Des

Cttes

Trade Asn

Conf s

Id if

Sup from

Alternate

Map chn

K s Mk ts

Exhibitns

Trade Asn

Consultts

1st art

Tooling

Prototyp

Quality

Formalise

Negotiate

Identify

Operate

Sync bids

Key conts

JIT ?

Mkt repts

UKTI

RDAs

Prd Eng

Joint bid

JV etc

Develop

p

es Company

stol 2010

Virtual Compos

• Spreadsheets for– Income– Materials– Labour (touch and non-to

F t t– Factory costs– Management and Admin c– Non-recurring costs– Non-recurring costs– Capital and maintenance

B ht t th i T• Brought together in a Toprofitability– The costs of scrap and reThe costs of scrap and re

Totals sheet to avoid them



sites Company

ouch)

costs

t l h t t h otals sheet to show

work are included in the work are included in the m being buried and overlooked

es Company

stol 2010

Problem

• Students don’t generally havtimes factory costs materiatimes, factory costs, materiamarketing and technology cohave difficulty seeing their re

• Real companies have multiplinteract in very complex wayfinances and operations of th

• Companies will be at best vethe sort of models that are ncommercial reasons



m areas

ve access to data on labour als utilisation factors als utilisation factors, osts, and so on; and often elationships

le product streams which ys to generate the overall he company

ery reluctant to help populate needed – for very sound

es Company

stol 2010

Approach to m

• Take a single product cot ll i l dconceptually simple mod

outputs for changes in inF l • For example -

– Business – aircraft secondd i h lsandwich panels

– Build rate 20 ship sets/m

– 50 different panels/ship s

– Assumed average sale prg p

– Annual turnover in full pro



make progress

ompany to provide a d l th t i l del that gives clear nputs

dary structure

onth at full production

set

ice £2000

oduction - £24,000,000

es Company

stol 2010

Approach to m

• Other Factors

– Project life 26 years in totyears ramp up at 50% todown at 50% total volumdown at 50% total volum

– Total production volume =240 000 panels240,000 panels

– Total value £480,000,000



make progress

tal; 3 years development, 3 tal volume and 3 years ramp ee

= 20 x 20 x 12x 50 panels =

0 on a risk sharing basis

es Company

stol 2010

Approach to m

• Using the functional breakdofor example, Touch Labour– Stores and stock control – Cutting and kitting– Core cutting and preparationCore cutting and preparation– Tool preparation– Lay-up– Bagging – Demoulding– Drill and trimDrill and trim– Assembly– Paint and finishing– Packing and shipping– Plus Supervision, Inspection, N



make progress

owns identify each element of,

If th b kd i If the breakdown is fine enough then reasonable estimates of effort can be made without wide experience or a experience or a validated database.

The point here is The point here is education and not production costing.

NDT, QA/QC and so on

es Company

stol 2010

Approach to m• The same approach can be u

floor area for production andand an allowance can be macosts

• NRC costs are estimated in amanufacturing costsmanufacturing costs

• Management and capital cosclarity on, but some assumpy , p

• The critical issue is to ascribcost centre that has been idebreakdownbreakdown

• Every cost can then be challa much better idea of the cooperations – whilst at the saabout the outcomes



make progressused to identify for example d hence rent, rates and power ade for transport and delivery p y

a very similar way to

sts are much harder to get ptions can be madep

e a specific value to every entified in the functional

enged by the students giving omplexity of industrial p yame time permitting clarity

es Company

stol 2010

Conclu

• The composites industry groget education, training and sg , g

• Understanding costing and fashould be an integral part ofs ou d be a teg a pa t odesign and manufacture

• This area of the composites This area of the composites least developed compared toanalysis and materials under

• We need interactive tools tothe complexities to be develo



usions

wth rate makes it critical to skills development rightp g

actory/company operations f composites education to link co pos tes educat o to

curriculum is probably the curriculum is probably the o areas such as laminate rstanding

permit an understanding of oped

es Company

stol 2010

Conclu

• An approach based on identicompany can give a framewp y gto develop interactive tools.

• The approach of using linkedThe approach of using linkedcomplexity to be captured badescriptions that are clear at d tstudent.

• The structure of the spreadsd kscrap and rework costs are a

make educational points andvarious factors.various factors.



usions

ifying the functions within a ork within which we can start

d simple spreadsheets allows d simple spreadsheets allows ased on simple task nd can be estimated by the

sheets (for example, where d f ) b daccounted for) can be used to

d underline the importance of

es Company

stol 2010

Thank youatten

A th Are there any

k [email protected]@b



u for your ntion.

ti ?y questions ?

ristol ac ukristol.ac.uk

es Company

stol 2010

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