Lockheed Martin - Carl Fink - Leveraging Teamcenter to Extend PLM Value


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Carl Fink presented "Leveraging The Integrated Teamcenter Toolset To Extend The PLM Value Stream" at PLM Connection 2010. See http://www.siemens.com/plm/blog for related blog post and more event coverage.

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Lockheed Martin - Carl Fink - Leveraging Teamcenter to Extend PLM Value

  1. 1. Leveraging The Integrated Teamcenter Toolset To Extend The PLM Value Stream Carl Fink Airframe & Installation Design Engineering Core Lockheed Martin Aeronautics Contact: Carl.J.Fink@lmco.com June 29, 2010 © 2010 Lockheed Martin Corporation
  2. 2. F-35 PDM Success • Truly Global Access To All Product Information • Real-time Rules-Based Data Replication To All Participants • ITAR Compliance • Global Configuration Management • Global Change Management • Remote Design In Context Through Advance Visualization • 74 Lifecycles Active In Production With Hundreds Of Sub-Lifecycles • Scale: 161 Sites / 5,300 Users (6,500 Users At Peak) Page 2 © 2010 Lockheed Martin Corporation
  3. 3. Past Successes Are Not Enough – A New Future Is Needed • LM Aero Has 12+ years of experience with Teamcenter Enterprise on the F-35 program, but Full-Rate Production goals are unachievable in this environment – Inability to apply Type Version Effectivity – No integration with downstream manufacturing planning activities – Inability to reconcile EBOM to MBOM Solution: Deploy Teamcenter UA to provide additional capabilities for Engineering and integrate with Planning through Teamcenter Mfg Current State Future State Engineering Processes Integrated Engineering & Planning Processes Planning Processes Opportunity: Transition allowed for a re-engineering of PLM processes to accompany the enhanced capabilities driven through the large-scale Tc upgrade Page 3 © 2010 Lockheed Martin Corporation
  4. 4. The Need for Process Reengineering Drivers for Process Renewal • Full-rate production = 4,000 Potentially Unique BOMs • Deployment of Tc UA, Tc Mfg • Numerous process issues hampering F-35 from meeting production goals For F-35 to fully embrace the capabilities of the new Teamcenter toolset, we had to… • Define critical PLM vision requirements • Re-Engineer business processes to meet our integration needs for BOM data flow • Drive new business requirements into the new Teamcenter Focus Team Deploy Manage Establish PLM Model Future process to process with Process „Vision‟ State PLM users and governance & Process systems organization Page 4 © 2010 Lockheed Martin Corporation
  5. 5. Updating The PLM Process Vision Focus Team Deploy Manage Establish PLM Model Future process to process with Process „Vision‟ State PLM users and governance & Process systems organization A ‘vision’ for the future state PLM process was established based on eight key areas: • Graphical Work Instructions • Rapid Incorporation of „Make It Work‟ changes • Multi-level BOM Reconciliation • Optimized As-Built Reconciliation • Concurrent Engineering and Planning (Pre-planning) • Enhanced Assembly Revision Process • End-to-end Change Management • Coordinated Sustainment Workflow Page 5 © 2010 Lockheed Martin Corporation
  6. 6. How the Vision was Defined Utilizing a cross-functional team of Subject Matter Experts, the key elements of a future state process were analyzed and defined Vision Concepts & Impact Assessments Initial evaluation of impacts to related systems and orgs Process Vision Roadmap Assessment of corresponding Teamcenter release for each vision concept based on Team B perceived system impact Findings Vision Definition Interim Full Rate Future Process Prod. Programs (R1/R2) (R3/R4) Cross-functional SME’s defined the solution ‘vision’ to transform the BOM Change process, including process changes required to achieve the vision Future State Process Model Solution Option Matrix Team C Vision solutions organized by key concept and level of impact Page 6 © 2010 Lockheed Martin Corporation
  7. 7. Future State PLM Process „Vision‟ For Design Development Create Change Monitor Change Incorporation CM Implementation Authorization Plan PDM – R1/R2; TcU – R4 PDM Tech Doc – R1/R2; TcU – R4 • CIT team to use for scheduling the impacts of a CR Step 160 • CAD Design & Document Engineering Design Engineering Development • EBOM Incorporation CATIA EBOM Submit to (TVE) Design Freeze Step 162 Integration Incorporation Lifecycle • Evaluate Design TcU (TVE) – R1/R2 Changes For V4 – PDM, For V5 - TcU PDM – R1/R2; TcU - R4 PDM – R1/R2; TcU - R4 • Includes two Steps below Continuous coordination between Design Engineering and Production Engineering Key Features Production Engineering • Integrate Engineering & HDMP Production Engineering / Update Process Producibility Create/Update Storyboard / Manufacturing Planning processes Structure Animation Execution Plan TcU – R1/R2 • More of a parallel process TcU – R4+ TcU – R1/R2 • Provides for change- • Consume Parts + Required Tools into Kits Structure • Full Producability = Simulation • Associate HDMP to related SWBS • Name Change to be • Limited Producability = • Identify plans and parts based reconciliation considered Flip Book to modify per CO • Consume Create/Update Update Material Parts into Work Master (SAP GUI) Specific Op Steps Instructions TcU – R1/R2 TcU – R1/R2 • Create the WI The concurrency of the process is designed to drive collaboration and increased throughput through the change process. Page 7 © 2010 Lockheed Martin Corporation
  8. 8. New Concept Introduced – The High Definition Manufacturing Plan (HDMP) HDMP Defines the Build Sequence, Enables BOM Reconciliation, Facilitates Producibility Simulation, And Enables Analysis Of The Change Impact Process Structure Definition– definition and BOM Reconciliation– Real-time EBOM – MBOM sequence of parts into a process structure where kits, reconciliation to reduce downstream mismatch errors parts, and tools required for the build are maintained Build Sequence MBOM & Work Instructions Process Structure Process Structure Product Structure (EBOM) SWBS J400 (Top Component Assy) Process (Planning Card) Kit 1 Planning Consumed Part(s) and Required Tools Operation Collector Kit 2 Card Operation 1 Kit 3 etc Consumed Part(s) Tool SWBS J430 (Wing Systems) Consumables Kit 1 Operation 2 Consumed Part(s) and Required Tools Kit 2 Consumed Part etc Consumed Part Consumed Part SWBS 430 (F3L) -1 Kit 1 Operation 3 Consumed Part(s) and Required Tools Consumed Part Kit 2 Consumed Part Kit 3 Consumed Part Kit 4 Producibility Analysis – analysis to determine the Manufacturing Change Execution Plan –schedule impact of a change on the production build sequence of tasks required to incorporate the changes into planning (Based on Process Structure Sequence and visualization) JSF Release 3 User Experience HDMP Build Simulation • Large model visualization • Filtering - volumetric/Attribute/Zone • Clearance/clash analysis • Precise measurement (R2) • Cross sections (R2) • 3D markup (R2) Page 8 © 2010 Lockheed Martin Corporation
  9. 9. Modeling the Detailed To-Be Process Focus Team Deploy Manage Establish PLM Model Future process to process with Process „Vision‟ State PLM users and governance & Process systems organization Detailed process model developed in ARIS to leverage the capabilities of the new Teamcenter tool Key PLM Functions – Process models provide the basis for the Modeled: •Problem Investigation development of the Teamcenter PLM lifecycles •Change Authorization – Detail process steps define or validate specific use •Design Engineering cases and requirements for the Teamcenter •Scheduling solution • Production Engineering • Manufacturing Planning – Roles and Responsibilities for new activities defined • Configuration Mgmt The “To Be” process model was developed in an integrated fashion, not in functional silos Page 9 © 2010 Lockheed Martin Corporation