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Sww 2007 Lets Get Ready To Automate


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This SolidWorks World 2007 presentation from Paul Gimbel of Razorleaf Corporation focuses on preparing your company, your engineering design process, and your SolidWorks models for design automation.

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Sww 2007 Lets Get Ready To Automate

  1. 1. Let’s Get Ready To Automate Preparing yourself, your company and your models for design automation. Paul Gimbel – Razorleaf Corporation
  2. 2. What you can expect in the next almost hour <ul><li>Introductions…well, introducing me at least </li></ul><ul><li>Preparing yourself for design automation </li></ul><ul><li>Preparing your company for change </li></ul><ul><li>Planning your automation project </li></ul><ul><li>Preparing your models for automation </li></ul><ul><li>Questions and maybe, if we’re lucky, some answers </li></ul>
  3. 3. Paul Gimbel, Business Process Sherpa <ul><li>Yes, that is my official title </li></ul><ul><li>Certified SolidWorks Professional (since program inception) </li></ul><ul><li>Certified SolidWorks Trainer/Support Technician (10 years) </li></ul><ul><li>Only Certified DriveWorks Enterprise Implementer </li></ul><ul><li>RuleStream Implementer (Certification Program Pending) </li></ul><ul><li>VB and SolidWorks API developer as needed </li></ul><ul><li>Business Development Leader – Design Automation Group </li></ul><ul><li>Business Development Leader – Business Process Group </li></ul><ul><li>Plays Well With Others…most of the time </li></ul>
  4. 4. Razorleaf Corporation <ul><li>Services-Only company </li></ul><ul><li>Services include: </li></ul><ul><ul><li>Process Analysis </li></ul></ul><ul><ul><li>Implementation </li></ul></ul><ul><ul><li>Training </li></ul></ul><ul><ul><li>Support </li></ul></ul><ul><li>Technologies include: </li></ul><ul><ul><li>Product Lifecycle Management </li></ul></ul><ul><ul><li>Product Data Management </li></ul></ul><ul><ul><li>Rules-driven Product Management </li></ul></ul><ul><ul><li>Design Automation </li></ul></ul><ul><ul><li>Custom Application Development </li></ul></ul> Call Now!! Operators are standing by!
  5. 5. Razorleaf Belief <ul><li>Today’s organizations can be market leaders through the proper application of business process that takes advantage of tomorrow’s technologies. </li></ul>
  6. 6. Preparing Yourself For Automation
  7. 7. We hold these truths to be self-evident… <ul><li>It doesn’t matter what kind of automation you want to do: </li></ul><ul><ul><li>DriveWorks </li></ul></ul><ul><ul><li>RuleStream </li></ul></ul><ul><ul><li>TactonWorks </li></ul></ul><ul><ul><li>Other Commercial Product </li></ul></ul><ul><ul><li>Custom Visual Basic Application </li></ul></ul><ul><ul><li>Custom Web Application </li></ul></ul><ul><ul><li>Excel VBA </li></ul></ul><ul><ul><li>Design Tables </li></ul></ul><ul><ul><li>SolidWorks Equations </li></ul></ul><ul><ul><li>Effectively Trained Monkeys </li></ul></ul>
  8. 8. Think BIG <ul><li>Automation Has Huge Potential </li></ul><ul><li>Revolutionizing How Companies Work </li></ul><ul><li>Saving DAYS and WEEKS </li></ul><ul><li>Doubling the Amount of Jobs They Take On </li></ul><ul><li>Offering Custom Products They Could Never Customize </li></ul><ul><li>Entering New Markets </li></ul><ul><li>Getting Engineers Back to Doing Engineering Work </li></ul>
  9. 9. Now Get Real <ul><li>It takes a good bit of time </li></ul><ul><li>Is Saving Yourself 3 Minutes Worth A Month Developing? </li></ul><ul><li>Do you have another job to do? </li></ul><ul><li>It takes cooperation </li></ul><ul><li>100% Automation is generally unachievable </li></ul><ul><li>Drawings will most likely require manual rework </li></ul>
  10. 10. Asking Permission <ul><li>You have to stop doing your job to work on this </li></ul><ul><li>That costs the company money </li></ul><ul><li>You have to prove to yourself and them that it’s worth it </li></ul><ul><li>How long will it take? Longer than you think </li></ul><ul><li>How much time will it actually save? Be realistic now </li></ul><ul><li>Will it bring new money into the company? That’s real money </li></ul><ul><li>Are you the best person for the job? I know you WANT to be </li></ul><ul><li>Who will REALLY have to give their permission? </li></ul>
  11. 11. If You Fail To Plan, Plan To Fail <ul><li>Document your plan </li></ul><ul><li>Paint your vision of the future with your tool in place </li></ul><ul><li>Who will it affect? </li></ul><ul><li>Outline the new work instructions </li></ul><ul><li>What will need to be purchased? </li></ul><ul><li>Who will need to be involved? </li></ul><ul><li>What existing systems will you interface with? </li></ul>
  12. 12. Get Thee To Training <ul><li>SolidWorks Training </li></ul><ul><li>API Training </li></ul><ul><li>VB.NET Training </li></ul><ul><li>Commercial Product Training </li></ul>
  13. 13. Preparing Your Company For Change
  14. 14. Prepare To Fail <ul><li>An estimated 90% of change initiatives fail </li></ul>
  15. 15. Effective Change Requirements <ul><li>Establishing a Sense of Urgency </li></ul><ul><li>Creating a Guiding Coalition </li></ul><ul><li>Developing a Vision and Strategy </li></ul><ul><li>Communicating the Change Vision </li></ul><ul><li>Empowering Broad-Based Action </li></ul><ul><li>Generating Short-Term Wins </li></ul><ul><li>Consolidating Gains and Producing More Change </li></ul><ul><li>Anchoring New Approaches In The Culture </li></ul>From “Leading Change”, John Kotter, Harvard Business School Press
  16. 16. Creating a Sense of Urgency <ul><li>“ Wow, wouldn’t it be cool” ain’t gonna cut it </li></ul><ul><li>EVERYONE has a natural resistance to change </li></ul><ul><li>People need a crisis to get them to change </li></ul><ul><li>Change requires 110% effort for 100% pay </li></ul>
  17. 17. Create A Guiding Coalition <ul><li>You Can’t Do It Alone </li></ul><ul><li>If You’re Going To Change How People Work You Need Management On Board </li></ul><ul><li>How People Are Measured May Need To Be Changed </li></ul><ul><li>Management Needs To Walk The Walk Or Nobody Will Go Along With The Project </li></ul>
  18. 18. Developing a Vision and Strategy <ul><li>Automation for Automation’s Sake Doesn’t Work </li></ul><ul><li>Must Be a Part of a Larger Vision </li></ul><ul><li>Must Be In Line With Company Vision </li></ul><ul><li>Clear Vision Means Where You Want To Be </li></ul><ul><li>Clear Strategy Means How You Intend To Get There </li></ul>
  19. 19. Communicating The Change Vision <ul><li>Brings people on board with your plan </li></ul><ul><li>Everyone Else Has To Be On The Same Page </li></ul><ul><li>Those Not Cooperating Will Be Sabotaging You </li></ul><ul><li>Management has to show that they’re on board </li></ul><ul><li>Solicit feedback </li></ul>
  20. 20. Generating Short-Term Wins <ul><li>People Need To See Success Or They Will Lose Faith </li></ul><ul><li>Small Bits Of Improvement Pay For Future Development </li></ul><ul><li>“Sell A Little, Make A Little, Learn A Lot” – Brain Brew </li></ul><ul><li>Get feedback and re-evaluate your development </li></ul>
  21. 21. Anchoring New Approaches In The Culture <ul><li>If People Won’t Use It, It’s Worthless </li></ul><ul><li>People Need To Continue To Use It </li></ul><ul><li>It Needs To Become A Way Of Life </li></ul><ul><li>Don’t Assume Because You Think It’s Cool, Everyone Else Will Too </li></ul><ul><li>Corporate Culture Is Very Hard To Change </li></ul><ul><li>Years Of Change Have Been Reversed By Corporate Culture </li></ul><ul><li>Understand Your Company’s Culture </li></ul>
  22. 22. The Importance Of Process <ul><li>Automating an inherently flawed process just creates more crap faster. </li></ul>
  23. 23. Technology AND Process Must Change Process Technology From “Technology Induced Change And The Line Manager”, Dr. Eliot Levinson Mutual Adaptation Automation Flexible Technical Implementation Non-Implementation Rigid Flexible Rigid
  24. 24. What is this mysterious thing we call “Process”!?!? <ul><li>“ A complete end-to-end set of activities that together create value for a customer .” </li></ul>From “Reengineering the Corporation”, Michael Hammer and James Champy, Collins Publishing
  25. 25. Localized Optimization <ul><li>Parent/Child Relations in Processes </li></ul><ul><li>Changes Affect Downstream Steps </li></ul><ul><li>Need To Understand The Entire Process First </li></ul><ul><li>Include Others In The Automation Whenever Possible </li></ul>
  26. 26. It’s All About The Process <ul><li>You’re not just changing your job </li></ul><ul><li>Processes are Cross-Functional in Nature </li></ul><ul><li>Technology Alone Cannot Yield Benefits </li></ul><ul><ul><li>You have to change the way that you work to take advantage of the new technology </li></ul></ul>
  27. 27. Gratuitous Slide O’Graphs * Numbers are completely fictitious and don’t mean anything. As required by Microsoft PowerPoint Code Section 9, Subsection H, Article 8.J.1.22
  28. 28. Planning Your Automation Project
  29. 29. Set Phasers To…um… Phase <ul><li>Too much change at once will freak people out </li></ul><ul><li>It’s easier to troubleshoot and test in phases </li></ul><ul><li>Small successes will keep people on board </li></ul><ul><li>Let your work pay for itself </li></ul>
  30. 30. Understand Your Audience <ul><li>Who will be using the program </li></ul><ul><li>Don’t limit yourself to engineering/SolidWorks users </li></ul><ul><li>Should your intended audience need SolidWorks </li></ul><ul><li>Will your users be attached to the network? </li></ul><ul><li>Will your users understand all of the terminology (ex. prospects) </li></ul><ul><li>Understand what they want to get out of it </li></ul><ul><li>You want to build it for them, not for you (customer-centric) </li></ul>
  31. 31. Step 1: Capture the Outputs <ul><li>What do you want to come out of the back end </li></ul><ul><ul><li>Technical Documentation </li></ul></ul><ul><ul><li>Quotations, Forms and other documents </li></ul></ul><ul><ul><li>3D Models, eDrawings </li></ul></ul><ul><ul><li>2D Drawings, DXFs, PDFs </li></ul></ul><ul><ul><li>Calculation sheets, Code reviews </li></ul></ul><ul><li>What values are required to generate them </li></ul><ul><ul><li>Information to appear on BOMs </li></ul></ul><ul><ul><li>Form Values </li></ul></ul><ul><ul><li>Dimensions </li></ul></ul>
  32. 32. Step 2: Capture Inputs <ul><li>What will the user need to put into the system </li></ul><ul><li>Don’t limit yourself to dimensions </li></ul><ul><li>Think of the end user and what they will know </li></ul><ul><li>Don’t just think solid models </li></ul><ul><ul><li>Customer information </li></ul></ul><ul><ul><li>Order information </li></ul></ul><ul><ul><li>Address information </li></ul></ul><ul><ul><li>Pricing information </li></ul></ul>
  33. 33. Step 3: Discover How To Get There <ul><li>Calculations </li></ul><ul><li>Lookup Tables </li></ul><ul><li>Logic Statements </li></ul><ul><li>Conversions </li></ul><ul><li>Additional Input </li></ul>L=2x + 3dt(n-1)
  34. 34. Preparing Your Models For Automation
  35. 35. Create Clean Models <ul><li>Name your features and dementia </li></ul><ul><li>Create simple features with simple sketches </li></ul><ul><li>Establish all of your custom properties </li></ul>
  36. 36. Decide Where Your Calculations Go <ul><li>Design Intent </li></ul><ul><ul><li>Sketch Plane Choice </li></ul></ul><ul><ul><li>Dimensioning Scheme </li></ul></ul><ul><ul><li>Geometric Relations </li></ul></ul><ul><ul><li>End Conditions </li></ul></ul><ul><ul><li>Mating </li></ul></ul><ul><ul><li>Equations </li></ul></ul><ul><ul><li>Link Values </li></ul></ul><ul><li>What Design Intent should go in SolidWorks </li></ul><ul><li>What Design Intent should go into the automation program </li></ul><ul><li>When in doubt, control it in the automation program </li></ul>
  37. 37. The Plane Truth About Automation <ul><li>Use planes and axes for all mating </li></ul><ul><li>Faces can disappear unpredictably with model changes </li></ul><ul><li>Don’t be afraid to make redundant dimensions to locate planes </li></ul><ul><li>Assembly can be built without the geometry </li></ul><ul><li>Some design automation tools require named entities to mate </li></ul>
  38. 38. Swapping Components <ul><li>Replace Components is not 100% reliable through the UI </li></ul><ul><li>It’s even less reliable through the API </li></ul><ul><li>The identical part will almost always swap properly </li></ul><ul><li>Build a model with the planes needed and then use Save As </li></ul>
  39. 39. Keep Your Distance <ul><li>Avoid Distance and Angle Mates </li></ul><ul><li>These mates can have multiple valid solutions </li></ul><ul><li>Relative position of the components plays a role in the mate </li></ul><ul><li>Tendency to flip direction or orientation </li></ul><ul><li>“Flip Direction” not very descriptive as to which way is flipped </li></ul><ul><li>Create an offset/angle plane and mate to the plane </li></ul>
  40. 40. Now Go To Your Room! <ul><li>Pay attention to Parent/Child Relations </li></ul><ul><li>Help! Help! I’m being suppressed! </li></ul><ul><li>Prepare for features to be deleted </li></ul><ul><li>Sketch on planes instead of faces </li></ul><ul><li>Suppressing a feature does not suppress the sketch </li></ul><ul><li>Use dimensions that can be driven instead of geometric relations in certain cases </li></ul>
  41. 41. Parent/Child Example Dimension Change Duplicate Dimensions
  42. 42. Testing. Testing. 1-2-3 <ul><li>Make sure that your models are parametrically correct </li></ul><ul><ul><li>Respond appropriately to changes </li></ul></ul><ul><ul><li>Make extreme changes </li></ul></ul><ul><li>Record simple macros to test parts of the model </li></ul><ul><ul><li>Test simple, build complex </li></ul></ul><ul><ul><li>Cut-and-Paste, No lost work </li></ul></ul>
  43. 43. Wrap Up
  44. 44. Preparing Yourself <ul><li>Think of the big vision </li></ul><ul><li>Think about the process as a whole </li></ul><ul><li>Figure out who will be affected and be ready to deal with them </li></ul><ul><li>Get realistic </li></ul><ul><li>Figure out who you need to ask permission from </li></ul><ul><li>Prepare a written plan of action </li></ul><ul><li>Get training </li></ul>
  45. 45. Preparing Your Company <ul><li>Make sure that there’s a sense of urgency </li></ul><ul><li>Make sure that management is on board </li></ul><ul><li>Make sure that you are in line with the corporate vision </li></ul><ul><li>Identify the process that you will be changing </li></ul><ul><li>Develop the changes to the process and the new technology simultaneously – mutual adaptation </li></ul><ul><li>Avoid Localized Optimization </li></ul>
  46. 46. Planning Your Project <ul><li>Use phases – Short-Term wins </li></ul><ul><li>Understand your audience </li></ul><ul><li>Collect your outputs </li></ul><ul><li>Collect your inputs </li></ul><ul><li>Connect the dots </li></ul><ul><li>Iterate </li></ul>
  47. 47. Preparing Your Models <ul><li>Create clean models </li></ul><ul><li>Decide where your design intent is going </li></ul><ul><li>Use planes and axes wherever possible </li></ul><ul><li>Prepare components to be swapped </li></ul><ul><li>Avoid distance and angle mates </li></ul><ul><li>Reduce parent/child relations </li></ul><ul><li>Test, test, test </li></ul>
  48. 48. Thank you! (For staying awake) Want to know more? Feel free to grab me at the conference or email me: [email_address]