Simulation in manufacturing - SIMANDO
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Simulation in manufacturing - SIMANDO






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Simulation in manufacturing - SIMANDO Simulation in manufacturing - SIMANDO Presentation Transcript

  • Think | Simulate | SucceedSimulation in Manufacturing 2011 2011 1/32
  • Outline Company overview Expertise Products and services Modeling and simulation Simulation in manufacturing Simulation in Lean Six Sigma/Design For Six Sigma 2011 2/32
  • Company Overview Our mission: SIMANDO delivers outstanding simulation, analysis and optimization software applications and services that enable its clients to better understand, design and run their processes and systems. Our vision: At SIMANDO, simulation is viewed as an important, multi-purpose component of the value chain. By this approach, we offer to our clients the most effective simulation-based tools and services that will enable them to maximize the results of their enterprises.  Founded 2009  Limited Liability Company  Headquarters: Timisoara, ROMANIA 2011 3/32
  • ExpertiseModeling and Simulation Continuous Improvement Systems modeling, simulation and optimization  Lean principles implementation All simulation paradigms - discrete events, agent-  Six Sigma/Design For Six Sigma based and system dynamicsSoftware Applications Development Industrial Advanced algorithms and design patterns  Project and product development management Software architecture  Computer Integrated Manufacturing Software development lifecycle methodologies  Industrial engineering and factory planning Functional and object oriented programming  Manufacturing, logistics, supply chain design  Transport and distribution networks 2011 4/32
  • Expertise Our certifications Our clients’ benefits  Rapid understanding of their environment andCertified Six Sigma Black Belt problems to solve American Society for Quality  Solutions based on proven methods and technologyProject Management Professional Project Management Institute  Efficient communication and professional project managementCertificate in Finance  Consideration for a mix of aspects that impact New York Institute of Finance the proposed solutions  Flexible, timely and cost efficient solutionsOracle Certified Professional Java Programmer Oracle Corporation 2011 5/32
  • Products and Services Products  Modeling and simulation component libraries  MANSIM™ - general manufacturing  SOLSIM ™ - photovoltaics manufacturing  LOGSIM ™ - warehousing and logistics  Specialized components for Lean Six Sigma applications Services  Production, logistics, supply chain, healthcare, financial modeling and simulation  Training and assistance in simulation platforms and paradigms  Lean Six Sigma/Design For Six Sigma training and implementation  Product development and project management  Computer Integrated Manufacturing  Facilities planning 2011 6/32
  • Why Simulation ? What? Where? Who? The future is of greater interest to me than the past, since that ! is where I intend to spend the rest of my life. When? Why? ~ Albert Einstein How?SIMULATION GIVES YOU ANSWERS! 2011 7/32
  • Simulation Study Types Simulation StudiesSystem Design Problem Solving Continuous Improvement  New processes  Diagnosis  Opportunity definition New facilities  Problem definition  Performance measurement New concepts  Solution finding  Performance improvement Structural Design Diagnosis Opportunity Definition  Elements  Problem definition  Benchmarking  Layout  Logic Logical Design Testing Schemes Test Plans  Flow logic  What-if scenarios analysis  Feasibility check  Operations sequences  Priority rules Parametric Design Solution Validation Plan Validation  Cycle times  Sensitivity analysis  Sensitivity analysis  Reliability requirements  Velocities, rates 2011 8/32
  • Simulation Benefits Analyze the behavior of Experiment and get complex systemsMake prompt and fast feedback correct decisions Convince clients of your operational capabilities Communicate ideas efficiently and credibly Teach new Test fast, fail fast, adjust fast. concepts easily ~ Tom Peters Discover alternatives to unexpected roadblocks Save money in short and medium term Safely analyze dangerous scenarios Implement your decisions with confidence 2011 9/32
  • Applicability AreasManufacturing Lean Six Sigma Logistics and Supply Chain Key Performance Indicators  Stochastic process simulation FMEA  Statistical analysis  Transport networks design Production flow design  Variability elimination  Fleet planning & maintenance Planning and scheduling  Pull mechanism design  Warehouse design Resource estimation  QOS metrics  Operations optimization Capacity planning  Dynamic VSM  Supply chain planning Total cost of ownership  BenchmarkingHealthcare IT & Telecom Urban Development Resource estimation  Wireless networks topology  Public utilities planning QOS  Protocols design  Evacuation plans creation Epidemics dynamics  Agent-based emergent  Disaster recovery Operations optimization behaviour analysis  Anti-terrorist measures  QOS 2011 10/32
  • How we do it ? Continuous improvement is better than delayed perfection. ~ Mark Twain Problem formulation Objectives and plan definition Control Model conceptualization Data collection Your trajectory to success Implementation with simulation Reporting Model development Experiments run and analysis Code verification Design of experiments Model validation 2011 11/32
  • ModelingReusable models and components encourage continuous improvement!Specializedcomponentlibraries 2D/3D customizable animationDomain specificlibrary components Fast and easy drag-and-drop layout modeling 2011 12/32
  • Simulation models input/output data CAD Run-time Charts Text Text Excel Excel XML Simulation Model XML Input Output Database Database Data Data Webservice Webservice 2011 13/32
  • Simulation in Manufacturing Creativity is thinking up new things. Innovation is doing new things. Assembly line simulation model ~ Ted Levitt 2011 14/32
  • Simulation in Manufacturing Plant layout optimal design ? 2011 15/32
  • Simulation in Manufacturing Detection and management of bottlenecks ? 120 sec 30 sec 120 sec Rework Loop 120 sec A 60 sec 120 sec Rework Loop B 60 sec 120 sec 60 sec 120 sec Rework Loop 2011 16/32
  • Simulation in Manufacturing Equipment ROI Calculation Golden Equipment Silver Equipment Bronze Equipment Cycle Time ………....... 30 sec Cycle Time ………....... 60 sec Cycle Time ………....... 80 sec MTBF_1 …..………… 5000 hrs MTBF_1 …..………… 4000 hrs MTBF_1 …..………… 5000 hrs MTTR_1 ……………........ 1 hrs MTTR_1 ……………........ 2 hrs MTTR_1 ……………........ 1 hrs MTBF_2 ……………… 7500 hrs MTBF_2 ……………… 8500 hrs MTBF_2 ……………… 8000 hrs MTTR_2 ………………… 0.5 hrs MTTR_2 ………………… 3 hrs MTTR_2 ………………… 2 hrs Yield ………………………. 99.6% Yield ………………………. 98.9% Yield ………………………. 97.2% Energy …………………. 10 kWh Energy …………………. 8 kWh Energy …………………. 14 kWh Price …………….… $1,500,000 Price ……………….… $850,000 Price ……………….… $450,000 2011 17/32
  • Simulation in Manufacturing Total Cost of Ownership ($) = ′ ($) = ($) + ($) + ($) + ($) Where: F ($) = fixed costs for purchasing the system L ($) = fully burdened labor cost R ($) = recurring costs (consumables, maintenance, specialized support etc.) Y ($) = yield loss cost ($) = ∗ ($) Where: N = number of defective product entities P ($) = value of the product entities in the specific production stage 2011 18/32
  • Simulation in Manufacturing Total Cost of Ownership = ∗ ∗ ∗ ′ Where: L = lifetime of the production system T = throughput rate Y = composite yield U = equipment utilization Where: SM = scheduled maintenance USM = unscheduled maintenance A = assist time S = standby time Q = qualification time + + + + = − H = total number of scheduled production hours per week 2011 19/32
  • Simulation in Manufacturing Total Cost of Ownership $ + $ + $ + ($) = ∗ ∗ ∗  All variable/probabilistic elements in the formula can be tracked and calculated by simulating realistically the system under study. Due to variable costs and probabilistic events associated with complex production systems, only simulation-based methods of calculating the TCO can provide correct and accurate estimates therefore. 2011 20/32
  • Simulation in Manufacturing Detailed modeling of components and manufacturing scenarios Accurate timing and behavior of the modeled systems Manual work, worker-machine and fully automated manufacturing modeling possibilities Any type of production environment: jobbing, intermittent, mass production Resources behavior described by state machines according to client/industry standards Any type of Key Performance Indicator can be defined and tracked Maintenance planning support Ramp-up scenarios analysis Inbound/outbound logistics and supply chain analysis and integration 2011 21/32
  • Simulation in Manufacturing Line balancing and materials handling  Dispatching rules:  critical ratio, shortest processing time, FIFO, due date, etc.  Conveyors vs. Automated Guided Vehicles vs. Humans  Material flow optimization  Buffers capacities & policies (FIFO, LIFO, FEFO, custom) 2011 22/32
  • Simulation in Manufacturing Lean manufacturing speed and quantity control and Six Sigma quality Simulation offers support in reducing:  Transport times  Inventory and buffers  Employee motion  Waiting  Overproduction  Defects 2011 23/32
  • Simulation in Manufacturing Optimization of Key Performance Indicators  Work in process (WIP)  Manufacturing lead time  Equipment cycle times  Queuing, blocking, waiting, transport time  Throughput  Takt time  Equipment and human resources utilization  Energy, consumables, spare parts, waste 2011 24/32
  • Simulation in Manufacturing Design and optimization of complex equipment  Utilization, throughtput, cycle time for cluster tools  Equipments with M:N mapping of process resources to handling units  Optimization of handling units movement and process resources allocation Process Process Process Chambers Chamber Chamber Process Chamber Multiple handling units on the same rail IO Ports Process Chamber Process Process Chamber Chamber 2011 25/32
  • Simulation in Manufacturing Production planning and scheduling Feedback Simulation Production Forecast Planning 2011 26/32
  • Simulation in Lean Ops Implementation Static Value Stream Map Nature does constant value stream mapping – its called evolution. ~ Carrie Latet Dynamic Value Stream Map (Simulation) 2011 27/32
  • Simulation in Lean Ops Implementation Single piece flow vs. batch processing analysis Kanban (pull) mechanism design Production leveling (heijunka) Cycle, safety and buffer stocks calculation Just In Time (JIT), Just in Sequence (JIS) inventory strategy design Cellular operations design Overall Equipment Effectiveness (OEE) calculation Relation between demand and takt time analysis 2011 28/32
  • Simulation in Lean Six Sigma Define Define Define Define Project Scope Lean Measures Structure and Variables Develop Develop Identify Sources Measure Current State VSM Develop Simulation Model Dynamic VSM of Variation and Waste Analize Develop DOE Plan Run Simulation Experiments Analyze Process Flow Apply Develop Improve Optimize Process Parameters Lean Techniques Validate Improvement Future State VSM Test Implement Monitor Control Develop Control Strategy Control Plans Control Plans Performance Over Time Simulation-based Lean Six Sigma Project Roadmap 2011 29/32
  • Simulation in Design For Six Sigma Cost vs. Impact Cost Potential is negative (Impact < Cost) Potential is positive (Impact > Cost) Impact Time Design Produce/Build Deliver Support Impact of design stages on life cycle 2011 30/32
  • Simulation in Design For Six Sigma Identify Simulation-based DFSS Project Roadmap Model building Data collection Conceptualize Simulation model No Verified ? Optimize No Yes Valid ? Model analysis Validate Conclusions and reporting 2011 31/32
  • Thank you for your attention! SIMANDO Team SIMANDO 9 Republicii Blvd Timisoara, TM 300159 ROMANIA Tel: + 40 356 172 021 Fax: + 40 356 172 017 2011 32/32