industrial self-assessment on se and mbse – now and … · zentrale herausforderung zur...

Industrial self-assessment on SE and MBSE – now and in

future

„GfSE“ is a trademark from GfSE e.V.

OMG Conference Berlin; 18th of June 2015

© GfSE

GfSE Working Group PLM4MBSE theses

S.-O. Schulze, Vorsitzender 2 24.06.2015

1. MBE is the enabler for the “Internet of Things” and “Industrie 4.0”.

2. Future PLM systems need a holistic view on a product as a multidisciplinary system.

3. Early design decisions must be logically and functionally validated using system models (front-loading).

4. Results from MBSE must be made available over the whole product lifecycle.

5. MBE requires models with meaning.

6. The MBE tool chain must rely on technology independent standards.

7. Increasing complexity of products and production systems asks for new development processes, methods, and tools.

8. Product liability and functional safety regulations are a driving factor for MBE.

9. Investments in MBE can deliver a ROI of 3:1.

10.MBE requires changes in organization, methodology, technology and education.

© GfSE S.-O. Schulze, Vorsitzender 3 24.06.2015

The need for Systems Engineering is increasing steadily

Mechanical Systems

Mechatronic Systems

Intelligent Technical Systems

Integration gap: Demand for Systems Engineering with respect to product/ service, processes and organization

Increased complexity in products and production

Performance of the development within the industrial practice

© GfSE

Ranking with input from:

Conti FR

BMW

Valéo

Honda US

Renault

Top level 6 (3 from MBSE):

Lessons learned in implementing SE

E/E architecture management

Link with simulation

Cooperation with suppliers in MBSE

State of the art modeling

Link with safety


Automotive Interest Group importance of SE topics (2012)


People behind the study

Dr.-Ing. Daniel Steffen

Dipl.-Wirt.-Ing. Olga Wiederkehr

Dipl.-Wirt.-Ing. Anja Maria Czaja

Dipl.-Wirt.-Ing. M.Eng. Christian Tschirner

Dr.-Ing. Roman Dumitrescu

Prof. Dr.-Ing. Jürgen Gausemeier


Interview Partner


Expected benefits Systems Engineering

75 %

55 %

55 %

40 %

35 %

Mentions/number of respondents 100%

Orchestration of interdisciplinary cooperation

Analysis of the requirements of all relevant stakeholders

Improved planning and controlling efficiency

Quality assurance and improvement

Re-utilisation of solution know-how


Weakness

31 %

22 %

21 %

20 %

18 %


Cost/benefit ratio not quantifiable

Insufficient provision of

introduction methods

Insufficient expertise

Not relevant for one‘e product

Missing adaptability of methods


Tomorrow products (selected answers)

57 %

57%

38 %

27 %

17 %


Intelligent Systems

Interconnected

Increase of functions

Automation increase

Increase of complexity


Challenges (selected answers)

74 %

33 %

30 %

27 %

27 %


Interdisciplinarity

Interface Management

Requirements Management

Management of Variant

Shorter product life-cycles


Needs for the future (selected answers)

50 %

43 %

23 %

17 %

17 %


Tool chain

Method competency

Increase SE acceptance

Modul specific development teams

Better target definition

© GfSE

The “traditional” SE industry

Still need to improve

MBSE in balanced topics

Model based product development is important and critical


Aerospace & Space

C

© GfSE

The new driver in SE

MBSE lower level of importance

Model based product development

Dedicated interest in variants and product line SE

See INOCSE Working Group


Automotive Industry

B

© GfSE

The improver on daily needs

Big cloud of SE importance starting with Requirements Management and V&V followed by all others

MBSE and model based product development with high importance

THEY deliver the industry 4.0 solution as enabler and user


Machinery and plant engineering


Big picture


Model based product development

� Cost – benefit is not visible

� No tool chain and missing flexiblity

� Missing method competency

� Missing modeling rules

Obstacles

Implementation factor

� Increase of complexity increases intransparency

� Unique understanding of the System and interaction is needed

� Coordination and communication of disciplines shall be supported

� Applied in some areas of some companies

� Model re-use is missing (effort for single use)

� Still documentation and paper driven thinking

Importance

The challenge for Indistry 4.0


Future needs on MBSE and Industry 4.0

Dependencies

Development (Modularity)

Customer Finished goods Raw material

Production Smart Factory Order Smart Distribution

Ware-house

Cust-omer

Web-Configurator

Enable Smart Home

Idea: UNITY AG; SMART Home Bild von : http://wirtschaftlernen.de/smz/2013/index.php/smart-home-allgemein.html

© GfSE

Interaction & dependency (SoS)


System border

Interfaces (Product / Team)

Requirements synchronization

ONE language (verbal & model)

Product development process System 1

Production planning Production system 1

Product development process System 2

Production planning Production system 2

© GfSE

Systems Engineering Product Development


DMU Manager to ensure data exchange (FMI/FMU)

DMU Manager OEM 1

DMU Manager Supplier 1

DMU Manager Supplier 2

DMU Manager OEM 2

DMU Manager OEM 3

Discipline


Company Road Map – Some things to be done

2015

Org

aniz

atio

n

Projects Committees & Associations

Establish Interdisciplinary

Committee Structure

IT s

yste

ms

2017 2019 Vision 2020

Co-ordinate SE Roadmaps with IT

Vendors Execute Pilot Projects Interest Group B

Public Relations

Plan Roll-out in Projects

Perform Employee

Qualification

Distributed Development

Association A

Initiate Collaborations &

Pilot Projects with Suppliers

Obtain Interdisciplinary Representatives

Draw up SE Benefits

Measurement

Define/Harmonize Company Standards

Define Processes and Process Owners

Evaluate IT Landscape

Identify SE Pilot Works

Exchange of Experience

…

…

… …

…

Pro

cess

es

Comprehensive Establishment

Suppliers & Partners

…

Competency Requirement

Plan Roll-out

Identify Interfaces

Modelling, Simulation, SE Data

Management in Series Development

Provide IT Support for Architectural Design

Determine Roles, Planning and Organization

Success Stories in Development

Market “Best Practices”

Internally

UNITY P

rojec

t

Example


Systems Engineering competence in industrial practice

On average, every euro invested in the interdisciplinary concept phase generates a saving in later phases by

factor of 3.5

Source: Study of Systems Engineering Effectiveness, 2011

The biggest obstacles for change to systems engineering:

31% difficulties to quantify business case

22% 21%

Lack of introduction methods

Missing own knowhow

Source: SE in industrial practice, 2013

of manufacturing companies today consider networking and intelligence as a driver of technical innovation.

57%


Successful companies achieve their quality, cost, time-to-market and sales targets in

of their development projects. 84%

Source: The ROI of Systems Engineering: Some Quantitative Results, 2007

of companies see Systems Engineering as a management task for orchestrating interdisciplinary cooperation 75%


80% of high-performance companies

consistently measure and optimize their engineering performance.

Source: The Mechatronics System Design Benchmark Report, 2006

© GfSE

www.gfse.de

Thank You

Sven-Olaf Schulze President [email protected]

M: +49 151 55046845

Gesellschaft für Systems Engineering e.V.

Zepellinstraße 71-73 D-81669 München Telefon: +49 (0) 89 36036-808 Telefax: +49 (0) 89 36036-700

Reference: Systems Engineering in der industriellen Praxis, Studie; Gausemeier, J.; Dumitrescu, R; Czaja, A.; Wiederkehr, O.; Tschirner, C.; Steffen, D.; Paderborn, 2013

© GfSE

Summary


Alle Disziplinen müssen Ihre Kompetenz in Zukunft einbringen, damit auch in Zukunft in einer frühen Phase eine Absicherung der Systeme erfolgen kann und die Komplexität beherrschbar wird. Am Ende zählt die Zufriedenheit des Kunden und die Erreichung der Kosten, Zeit und Qualitätsvorgaben der Firma

Picture: UNITY AG


Utilization of consistent change management

Traceability

of requirements and solutions

Monitoring

of implementation and validation

status

Clear Contractual Basis

Focussing

on useful requirements

Effects Analysis

in the event of changing

requirements

Not over-specified Not under-specified

Internal

External

0% 100%


(Study is based on 33 interviews with experts of the DACH region.)

Which benefits do you see in Systems Engineering?

What are the obstacles in applying SE?

Orchestrating the cooperation of disciplines

Considering the demands of all relevant stakeholder s

Improved planning and operating basis

Assuring and improving the quality

Reuse of solution knowledge Mentions/Number of interviewees

Cost/benefit ratio not qualifiable

Insufficient expertise

Insufficient provision of introduction methods

Not relevant for one’s products

Missing adaptability of methods

No common understanding of relevant terms

75%

55%

55%

40%

35%

Mentions/Number of interviewees

31%

22%

21%

20%

18%

17%


75%

55%

55%

40%

35% Reuse of solution knowledge

Quality assurance and quality increase

Improved reliability of planning and controlling

Consideration of needs of all relevant stakeholder

Orchestration of the cross- disciplinary cooperation

Mentions/Number of interviewees

0% 20% 40% 60% 80% 100%


Expected benefits Systems Engineering

75 %

55 %

55 %

40 %

35 %


Orchestration of interdisciplinary cooperation

Analysis of the requirements of all relevant stakeholders

Improved planning and controlling efficiency

Quality assurance and improvement

Re-utilisation of solution know-how


Produkte von Morgen


Verständnis von SE

Ein einheitliches Verständnis für SE ist in der Praxis noch nicht verfestigt. Dem Begriff fehlt es an Griffigkeit und Eindeutigkeit, SE wird häufig als „Sammelbegriff“ verstanden.


Herausforderungen

Erfolgsfaktor für die Entwicklung komplexer Systeme ist eine systemische und interdisziplinäre Sicht auf die Produktentstehung


Was gilt es zu tun

Systems Engineering wird nicht explizit als Lösung genannt. Aber die Notwendigkeit einer systemischen interdisziplinären Produktentwicklung wird bestätigt. Allerdings indirekt und unstrukturiert über verschiedenste Themenfelder.


Themenfelder des Systems Engineering Anforderungsmanagement

Leistungsstand

� Anforderungsanzahl steigt stetig

� Im gesamten Entwicklungsprozess relevant

� Maßgeblich für erfolgreiche Entwicklung

� Hohes Potential zur Steigerung der Kundenzufriedenheit und Fehlervermeidung

� Engagement im diesem Bereich wird flächendeckend verstärkt

KMU Nutzen Standardtools (MS-Office)

Kernherausforderungen:

�eindeutige Definition

�Vollständigkeit

�Fehlerhafte Interpretationen

�nachträgliche Änderungen Große Unternehmen Nutzen spezielle Werkzeuge

Kernherausforderungen:

�Anforderungsvernetzung

�Überblick behalten

Bedeutung

Anforderungsmanagement wird eine hohe Relevanz beigemessen. Die Unternehmen ordnen diesem Themenfeld hohe Aufmerksamkeit zu.


Themenfelder des Systems Engineering Frühzeitige Validierung und Verifikation

� Abhängigkeit von der Qualität der zugrunde gelegten Modelle

� Fehlendes Vertrauen in die virtuellen Modelle

Hindernisse

Leistungsstand

� Zentrale Herausforderung zur Erfüllung Produktanforderungen

� Virtualisierung der Produktentstehung ist entscheidend zur

… Kostenreduktion

… Verkürzung der Produktentstehungszeiten

… Steigerung der Produktqualität

… frühzeitigen Erprobung und Absicherung

� „Frühzeitig“ wird völlig unterschiedlich aufgefasst

� Reale Prototypen vs. virtuelle Modelle

� Physische Prototypen zur Validierung und Verifikation sind ein wichtiger Bestandteil der Produktentwicklung

� Reale Prototypen sind zeit- und kostenintensiv

� Virtuell oft nur Vorstufe

Bedeutung

Der große Teil der Befragten, insbeson-dere die Vertreter der KMUs konzen-trieren sich noch stark auf reale Proto-typen zur Validierung und Verifikation.


Automotive

Systems Engineering wird als Enabler gesehen.

Je mehr SE-Knowhow die Befragten besitzen, desto kritischer schätzen sie den Leistungsstand des eigenen Unternehmens ein.

Das Thema wird von den OEMs derzeit stark vorangetrieben.


LÖ&R

Die Vertreter aus Luft- und Raumfahrt sehen Bedarf zur weiteren Etablierung von Systems Engineering – insbesondere im Kontext einer steigenden modellbasierten Entwicklung.

Im Vergleich ist der erreichte Stand fortgeschritten.


ANlagenbau

Die Unternehmen erwarten erhebliche Veränderungen ihrer Produkte und Entwicklungs-prozesse. Sie sehen in Systems Engineering einen Ansatz, der ihnen helfen kann.

Das Verständnis , Knowhow und die Ausprägung im Tagesgeschäft ist relativ gering.


Beurteilung der Systems Engineering Themenfelder in verschiedenen Branchen

industrial self-assessment on se and mbse – now and … · zentrale herausforderung zur...

Documents