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18.11.14
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Value Analysis and FMEA ILV
Chapter 1 Use of Methods to Solve
Complex Transformational Processes
Value Analysis and FMEA ILV
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)
18.11.14
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Value Analysis and FMEA ILV
Dr. Werner Leitner Page 3 WS 2014/15
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
Value Analysis and FMEA ILV
Dr. Werner Leitner Page 4 WS 2014/15
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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Value Analysis and FMEA ILV
Dr. Werner Leitner Page 5 WS 2014/15
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
Value Analysis and FMEA ILV
Dr. Werner Leitner Page 6 WS 2014/15
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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Value Analysis and FMEA ILV
Dr. Werner Leitner Page 7 WS 2014/15
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
Planung Konzept Entwurf Ausarbeitung
Prototype Testing
Work planning
Production
Planning Concept Draft Elaboration
Value Analysis and FMEA ILV
Dr. Werner Leitner Page 8 WS 2014/15
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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Value Analysis and FMEA ILV
Dr. Werner Leitner Page 9 WS 2014/15
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.)
Value Analysis and FMEA ILV
Dr. Werner Leitner Page 10 WS 2014/15
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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Value Analysis and FMEA ILV
Dr. Werner Leitner Page 11 WS 2014/15
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
Value Analysis and FMEA ILV
Dr. Werner Leitner Page 12 WS 2014/15
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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Value Analysis and FMEA ILV
Dr. Werner Leitner Page 13 WS 2014/15
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
Value Analysis and FMEA ILV
Dr. Werner Leitner Page 14 WS 2014/15
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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Value Analysis and FMEA ILV
Dr. Werner Leitner Page 15 WS 2014/15
Overcoming of Mental Walls between the Departments
„everyone for himself“
„Better together“
in a TEAM
construction production
distribution production
planning purchasing
supplier
Value Analysis and FMEA ILV
Dr. Werner Leitner Page 16 WS 2014/15
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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Value Analysis and FMEA ILV
Dr. Werner Leitner Page 17 WS 2014/15
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
Value Analysis and FMEA ILV
Dr. Werner Leitner Page 18 WS 2014/15
Use of Different Quality Methods
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Value Analysis and FMEA ILV
Dr. Werner Leitner Page 19 WS 2014/15
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
• transformation medium • combination of means
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
• transformation medium • combination of means
DIALECTIC BARRIER
Value Analysis and FMEA ILV
Dr. Werner Leitner Page 20 WS 2014/15
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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Value Analysis and FMEA ILV
Dr. Werner Leitner Page 21 WS 2014/15
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
Value Analysis and FMEA ILV
Dr. Werner Leitner Page 22 WS 2014/15
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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Value Analysis and FMEA ILV
Dr. Werner Leitner Page 23 WS 2014/15
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!
Value Analysis and FMEA ILV
Dr. Werner Leitner Page 24 WS 2014/15
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
18.11.14
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Value Analysis and FMEA ILV
Dr. Werner Leitner Page 25 WS 2014/15
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
Release of the next phase
Release of the next phase
Release of the next phase
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
Value Analysis and FMEA ILV
Dr. Werner Leitner Page 26 WS 2014/15
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
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 can the company do?
What has to be in the functional
specification?
What does the company
want? What does the market
need?
18.11.14
14
Value Analysis and FMEA ILV
Dr. Werner Leitner Page 27 WS 2014/15
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
Value Analysis and FMEA ILV
Dr. Werner Leitner Page 28 WS 2014/15
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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Value Analysis and FMEA ILV
Dr. Werner Leitner Page 29 WS 2014/15
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
Value Analysis and FMEA ILV
Dr. Werner Leitner Page 30 WS 2014/15
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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Value Analysis and FMEA ILV
Dr. Werner Leitner Page 31 WS 2014/15
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)
Value Analysis and FMEA ILV
Dr. Werner Leitner Page 32 WS 2014/15
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