Acquiring a new tool is only the first step in improving your business. To get the most out of that tool, you must use it correctly, treat it with the proper care, and examine how it will impact your existing process. If you fail to prepare or jump right into using the tool, you’ll get a limited return on your purchase, at best - and at worst, you’ll interrupt your workflow and affect productivity, setting you back hours, days, and even weeks.
In this 16 page white paper, we outline the steps successful companies have followed when deploying a new CAD system.
To know more contact Engineering Technique (an Authorized Reseller of SOLIDWORKS 3d cad software). www.enggtechnique.com
This document discusses the DMAIC model, which is a common strategy used to implement Six Sigma practices. DMAIC stands for Define, Measure, Analyze, Improve, and Control. It provides a template for process improvement projects. The document explains each step of the DMAIC model and provides examples of potential projects in a manufacturing setting, such as improving job application processing or supplier communication methods. It emphasizes choosing simple, achievable initial projects and repeating the DMAIC process continuously to drive innovation. The overall goal is to develop a culture of continuous improvement within an organization.
The document describes the 3P (Production Preparation Process) tool, which is an advanced lean approach used to rapidly design new products and production processes. It involves cross-functional teams simulating and modeling the product and manufacturing processes using techniques like live-size mockups. The goal is to minimize resources and design an efficient production system before making commitments. 3P consists of a series of individual and group activities over 3-5 days to sketch alternatives and select the optimal design and process combination.
This document discusses production preparation process (3P), a cross-functional team approach for designing lean production processes for new or modified production lines. The 3P methodology involves bringing together members from planning, production, quality, logistics, engineering, and suppliers to understand the designed production process using prototypes and mock-ups. This helps test assumptions before equipment is ordered and installed. Key benefits of 3P workshops include a smooth start of production without major issues, avoiding surprises after production starts, and early alignment of stakeholders.
The document discusses various Lean tools that can be used to eliminate waste and improve processes, including:
- The 5S methodology for organizing and standardizing the workplace.
- Value stream mapping to visualize and improve the flow of processes.
- Kanban systems for signaling material needs and limiting work-in-progress.
- Kaizen events which implement rapid process improvements through multidisciplinary teams.
- Takt time analysis to synchronize production with customer demand.
This document provides a history of Six Sigma from its origins at Motorola in the 1980s to its maturation and evolution through the 2000s. It describes how Bill Smith developed the first algorithm for Sigma calculations in 1987. Six Sigma was officially launched on January 1, 1987 after initial trials in 1986. It then discusses how Six Sigma was implemented through various projects and software development in the late 1980s. It also outlines Six Sigma's expansion through training programs in the 1990s and 2000s and highlights some of Praveen Gupta's contributions to and publications about Six Sigma over the years.
Minimising waste in construction by using lean six sigma principleIAEME Publication
This document discusses how lean six sigma principles can be applied to minimize waste in construction projects. It first provides background on lean production and six sigma methods. It then discusses how the 5S methodology (seiri, seiton, seiso, seiketsu, shitsuke) can help identify and eliminate waste at various construction stages through improved organization, cleanliness and standardization. The benefits of applying 5S principles in construction include improved safety, productivity and quality. Key lean principles like reducing non-value adding activities, continuous improvement and flexibility are also important for efficient construction. Overall waste can be minimized through proper planning, material management and applying lean six sigma techniques.
This document discusses Deming's PDCA cycle and message of constant learning. It provides an overview of Deming's philosophy that inefficiency and poor quality are usually due to systemic problems rather than employees. It also outlines Deming's message to Japanese management to see production as a system, make quality a priority set by management, and continuously learn and improve using the PDCA (plan-do-check-act) cycle. The PDCA cycle is described as a four-step model for continuous improvement: plan potential solutions, implement the plan, check the results, and act to standardize successful changes. Guiding questions for each step are provided. The document concludes with discussing Deming's views on constant learning through rigorous screening,
This document discusses the DMAIC model, which is a common strategy used to implement Six Sigma practices. DMAIC stands for Define, Measure, Analyze, Improve, and Control. It provides a template for process improvement projects. The document explains each step of the DMAIC model and provides examples of potential projects in a manufacturing setting, such as improving job application processing or supplier communication methods. It emphasizes choosing simple, achievable initial projects and repeating the DMAIC process continuously to drive innovation. The overall goal is to develop a culture of continuous improvement within an organization.
The document describes the 3P (Production Preparation Process) tool, which is an advanced lean approach used to rapidly design new products and production processes. It involves cross-functional teams simulating and modeling the product and manufacturing processes using techniques like live-size mockups. The goal is to minimize resources and design an efficient production system before making commitments. 3P consists of a series of individual and group activities over 3-5 days to sketch alternatives and select the optimal design and process combination.
This document discusses production preparation process (3P), a cross-functional team approach for designing lean production processes for new or modified production lines. The 3P methodology involves bringing together members from planning, production, quality, logistics, engineering, and suppliers to understand the designed production process using prototypes and mock-ups. This helps test assumptions before equipment is ordered and installed. Key benefits of 3P workshops include a smooth start of production without major issues, avoiding surprises after production starts, and early alignment of stakeholders.
The document discusses various Lean tools that can be used to eliminate waste and improve processes, including:
- The 5S methodology for organizing and standardizing the workplace.
- Value stream mapping to visualize and improve the flow of processes.
- Kanban systems for signaling material needs and limiting work-in-progress.
- Kaizen events which implement rapid process improvements through multidisciplinary teams.
- Takt time analysis to synchronize production with customer demand.
This document provides a history of Six Sigma from its origins at Motorola in the 1980s to its maturation and evolution through the 2000s. It describes how Bill Smith developed the first algorithm for Sigma calculations in 1987. Six Sigma was officially launched on January 1, 1987 after initial trials in 1986. It then discusses how Six Sigma was implemented through various projects and software development in the late 1980s. It also outlines Six Sigma's expansion through training programs in the 1990s and 2000s and highlights some of Praveen Gupta's contributions to and publications about Six Sigma over the years.
Minimising waste in construction by using lean six sigma principleIAEME Publication
This document discusses how lean six sigma principles can be applied to minimize waste in construction projects. It first provides background on lean production and six sigma methods. It then discusses how the 5S methodology (seiri, seiton, seiso, seiketsu, shitsuke) can help identify and eliminate waste at various construction stages through improved organization, cleanliness and standardization. The benefits of applying 5S principles in construction include improved safety, productivity and quality. Key lean principles like reducing non-value adding activities, continuous improvement and flexibility are also important for efficient construction. Overall waste can be minimized through proper planning, material management and applying lean six sigma techniques.
This document discusses Deming's PDCA cycle and message of constant learning. It provides an overview of Deming's philosophy that inefficiency and poor quality are usually due to systemic problems rather than employees. It also outlines Deming's message to Japanese management to see production as a system, make quality a priority set by management, and continuously learn and improve using the PDCA (plan-do-check-act) cycle. The PDCA cycle is described as a four-step model for continuous improvement: plan potential solutions, implement the plan, check the results, and act to standardize successful changes. Guiding questions for each step are provided. The document concludes with discussing Deming's views on constant learning through rigorous screening,
Maintaining operational efficiency in an expanding business is a challenge for many companies today. It is not immediately obvious that the inefficiencies are hurting the business. However, small mistakes that lead to time and money lost become more frequent as the business hires more employees and takes on more work. Use this methodology to work through those sticking points that are holding your operations back.
The document describes a 1-day workshop on using Lean and Six Sigma approaches for process improvement. It will teach participants how Lean and Six Sigma differ but can be used together, how to define and set up a process improvement project, and how to map, measure, analyze, improve and manage business processes. Tools from both Lean, like value stream mapping, and Six Sigma, like statistical process control, will be covered.
Kanban is a framework for agile software development that uses visual boards and limits on work-in-progress to maximize efficiency. Tasks are represented on boards using cards or tickets moved through columns like "To Do", "In Progress", and "Done". Work-in-progress limits prevent bottlenecks by restricting the number of items allowed in each column. The goal is to minimize lead times by continuously improving workflow. Kanban focuses on adapting to changes by limiting work commitments and emphasizing delivery of small increments frequently.
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
PDCA Cycle In Quality Management And Problem Solving PowerPoint Presentation ...SlideTeam
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
Six sigma project management constructionChristine Kim
This document describes a Six Sigma project management process built using Bizagi Process Modeler. The process uses a DMAIC (Define, Measure, Analyze, Improve, Control) methodology broken into phases and deliverables. It includes forms to capture project details, a data model to track progress, and business rules to route the process flow. Notifications are sent by email when projects are modified or deliverables are completed.
Basic 8D Problem Solving Tools & Methods - Part 2Tony Alvarez
I've taught many workshops on basic problem solving over the years at various companies. This 3 part presentation collects tools and methods that I've found useful and that most people tend to be able to put into practice quickly. Problem solving is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 2nd of a 3 part presentation.
Joe Moleski, Master Black Belt Lean Sigma Philosophyreelsports
This document provides an overview of Joe Moleski's experience and philosophy regarding lean manufacturing and continuous improvement. He has over 20 years of experience leading lean initiatives at various manufacturing companies. The main goals of lean are to improve quality, reduce time and costs, eliminate waste, and focus on preserving value with less work. Waste in manufacturing can take various forms, as defined by the TIM WOOD acronym. Joe's philosophy focuses on quality, cost, productivity, safety, morale and applying tools like visual performance measures, work teams, and process control to drive continuous improvement through waste elimination. He utilizes a kaizen event approach to problem-solving and turning issues into measurable goals and outcomes. Preparation, scope, commitment and
Six Sigma is a statistical methodology for improving business processes. It aims to reduce defects and variation in manufacturing and business processes. The goal of Six Sigma is to reduce defects to 3.4 defects per million opportunities. This can be measured using a metric called sigma, with 6 sigma representing a process operating with almost no defects. Key aspects of Six Sigma include defining critical customer requirements, using data and statistical analysis to determine sources of defects, implementing solutions to processes, and measuring their effectiveness.
Yellow belt process improvement training and certification moduleVishy Chandra
Free Yellow Belt Training in Process Improvement for all those who want to get started with a formalized approach to process improvement.
Module contains Kaizen, PDCA, 8D, TOC, Lean and Six Sigma. By the end of the module, the trainee will be able to identify a project opportunity in their organization and that will be eligible for free certification.
Lean 6 Sigma On Line Training From Searchtecsearchtec
The document provides an overview of Lean Six Sigma (LSS) as a combination of Lean and Six Sigma process improvement methodologies. It discusses the key principles and tools of Lean, Six Sigma, and LSS and provides an example of how Toyota successfully implemented LSS principles. The key takeaways are that LSS has a proven track record of measurable results, can be adapted to any organization or process, and provides a balanced approach to continuous process improvement through reducing waste and increasing quality.
Presenting this set of slides with name - Operational Readiness Review Powerpoint Presentation Slides. Our topic specific Operational Readiness Review Powerpoint Presentation Slides deck contains nineteen slides to formulate the topic with a sound understanding. This PPT deck is what you can bank upon. With diverse and professional slides at your side, worry the least for a powerpack presentation. A range of editable and ready to use slides with all sorts of relevant charts and graphs, overviews, topics subtopics templates, and analysis templates makes it all the more worth. This deck displays creative and professional looking slides of all sorts. Whether you are a member of an assigned team or a designated official on the look out for impacting slides, it caters to every professional field.
The document outlines the establishment of a quality improvement team at Apex Footwear Ltd. to address high rejection rates of shoe uppers in their sewing line 1. Specifically, the team aims to reduce rejections from the current 12% rate to the industry average of 1%.
The charter provides background on the company and production process. It identifies key tasks for the team, including analyzing past rejection data, identifying causes of rejections, and developing and implementing solutions. Metrics include designing solutions to address root causes and reducing rejections to meet goals.
Six Sigma is a data-driven methodology for improving processes by reducing variation. It involves defining problems, measuring processes, analyzing causes of defects, improving processes, and controlling improvements. The goal is to take small steps forward to meet customer requirements. Key players include Champions, Black Belts, Green Belts and Project Sponsors. Six Sigma has been successfully applied across industries like automotive, healthcare, financial services and retail to reduce costs and improve customer satisfaction.
Six Sigma training provides significant benefits to individuals in their careers. It develops business, analytical, leadership and problem solving skills. Past participants who have undergone Six Sigma training report fast career growth into leadership roles with increased responsibilities and impactful projects. They also gain soft skills and can apply Six Sigma thinking across different industries. Excerpts from interviews with Six Sigma practitioners demonstrate career progression into roles with higher visibility and ability to deliver tangible business benefits due to Six Sigma expertise.
The document discusses the history and methodology of Six Sigma. It began at Motorola in the 1980s to reduce defects in manufacturing processes. General Electric popularized it further in the 1990s. Six Sigma uses statistical methods and aims for near-zero defect rates. It certifies practitioners as Yellow Belts, Green Belts, Black Belts and Master Black Belts. Common project methodologies are DMAIC for improvement and DMADV for new product design. The document also provides case studies of Six Sigma implementation at Samsung and LG Electronics which achieved significant quality and cost improvements.
This document contains information about DMA Kulasooriya, who is an ISL-Certified Six Sigma Black Belt consultant for lean practices. It discusses lean principles and tools like value stream mapping, which is a tool to help visualize and streamline work processes. It provides information on identifying value-added versus non-value-added activities. Additionally, it covers lean concepts like takt time, which synchronizes production pace to match customer demand, and the benefits of developing continuous flow where possible.
Proven Strategies to Fuel Your Design TeamSOLIDWORKS
1. The document discusses strategies for companies to continuously improve their design teams and processes. It suggests automating repetitive tasks, identifying past mistakes to prevent future errors, leveraging CAD data, and automating scheduling to improve productivity and morale.
2. Design teams can help drive down costs and increase competitiveness by improving products faster. They can also help sales and marketing teams by providing accurate proposals and realistic product visualizations.
3. Small, continuous improvements can lead to big gains over time. Companies that continuously improve their design operations will see continuous improvements in their business results.
CAD Manager's Guide to Implementing a 3D CAD SystemSOLIDWORKS
This 3D guide is designed for people who need to implement 3D CAD throughout their company. You may be a CAD
manager, a designer, or an engineer who believes that your company can benefit from 3D—or you may be an IT person
who has just received a mandate to evaluate 3D software. Whatever your title may be, part of your job is to get your
company up and running on 3D CAD software.
Maintaining operational efficiency in an expanding business is a challenge for many companies today. It is not immediately obvious that the inefficiencies are hurting the business. However, small mistakes that lead to time and money lost become more frequent as the business hires more employees and takes on more work. Use this methodology to work through those sticking points that are holding your operations back.
The document describes a 1-day workshop on using Lean and Six Sigma approaches for process improvement. It will teach participants how Lean and Six Sigma differ but can be used together, how to define and set up a process improvement project, and how to map, measure, analyze, improve and manage business processes. Tools from both Lean, like value stream mapping, and Six Sigma, like statistical process control, will be covered.
Kanban is a framework for agile software development that uses visual boards and limits on work-in-progress to maximize efficiency. Tasks are represented on boards using cards or tickets moved through columns like "To Do", "In Progress", and "Done". Work-in-progress limits prevent bottlenecks by restricting the number of items allowed in each column. The goal is to minimize lead times by continuously improving workflow. Kanban focuses on adapting to changes by limiting work commitments and emphasizing delivery of small increments frequently.
Six Sigma Project Case Study Overview, from the General Electric "At the Customer, For the Customer" Six Sigma Program, led by Lean Six Sigma Master Black Belt and President of the International Standard for Lean Six Sigma (ISLSS) and Owner of the Lean Six Sigma Group
PDCA Cycle In Quality Management And Problem Solving PowerPoint Presentation ...SlideTeam
Every organization needs to adapt to the ever-changing business environment. Sensing this need, we have come up with these content-ready change management PowerPoint presentation slides. These change management PPT templates will help you deal with any kind of an organizational change. Be it with people, goals or processes. The business solutions incorporated here will help you identify the organizational structure, create vision for change, implement strategies, identify resistance and risk, manage cost of change, get feedback and evaluation, and much more. With the help of various change management tools and techniques illustrated in this presentation design, you can achieve the desired business outcomes. This business transition PowerPoint design also covers certain related topics such as change model, transformation strategy, change readiness, change control, project management and business process. By implementing the change control methods mentioned in the presentation, you will be able to have a smooth transition in an organization. So, without waiting much, download our extensively researched change management framework presentation. With our Change Management Presentation slides, understand the need for change and plan to go through it without any hassles.
Six sigma project management constructionChristine Kim
This document describes a Six Sigma project management process built using Bizagi Process Modeler. The process uses a DMAIC (Define, Measure, Analyze, Improve, Control) methodology broken into phases and deliverables. It includes forms to capture project details, a data model to track progress, and business rules to route the process flow. Notifications are sent by email when projects are modified or deliverables are completed.
Basic 8D Problem Solving Tools & Methods - Part 2Tony Alvarez
I've taught many workshops on basic problem solving over the years at various companies. This 3 part presentation collects tools and methods that I've found useful and that most people tend to be able to put into practice quickly. Problem solving is ground that has been covered by many people many times in the past and this presentation builds on that work, incorporates my experience and hopefully integrates it in a way that provides some new insights. This is the 2nd of a 3 part presentation.
Joe Moleski, Master Black Belt Lean Sigma Philosophyreelsports
This document provides an overview of Joe Moleski's experience and philosophy regarding lean manufacturing and continuous improvement. He has over 20 years of experience leading lean initiatives at various manufacturing companies. The main goals of lean are to improve quality, reduce time and costs, eliminate waste, and focus on preserving value with less work. Waste in manufacturing can take various forms, as defined by the TIM WOOD acronym. Joe's philosophy focuses on quality, cost, productivity, safety, morale and applying tools like visual performance measures, work teams, and process control to drive continuous improvement through waste elimination. He utilizes a kaizen event approach to problem-solving and turning issues into measurable goals and outcomes. Preparation, scope, commitment and
Six Sigma is a statistical methodology for improving business processes. It aims to reduce defects and variation in manufacturing and business processes. The goal of Six Sigma is to reduce defects to 3.4 defects per million opportunities. This can be measured using a metric called sigma, with 6 sigma representing a process operating with almost no defects. Key aspects of Six Sigma include defining critical customer requirements, using data and statistical analysis to determine sources of defects, implementing solutions to processes, and measuring their effectiveness.
Yellow belt process improvement training and certification moduleVishy Chandra
Free Yellow Belt Training in Process Improvement for all those who want to get started with a formalized approach to process improvement.
Module contains Kaizen, PDCA, 8D, TOC, Lean and Six Sigma. By the end of the module, the trainee will be able to identify a project opportunity in their organization and that will be eligible for free certification.
Lean 6 Sigma On Line Training From Searchtecsearchtec
The document provides an overview of Lean Six Sigma (LSS) as a combination of Lean and Six Sigma process improvement methodologies. It discusses the key principles and tools of Lean, Six Sigma, and LSS and provides an example of how Toyota successfully implemented LSS principles. The key takeaways are that LSS has a proven track record of measurable results, can be adapted to any organization or process, and provides a balanced approach to continuous process improvement through reducing waste and increasing quality.
Presenting this set of slides with name - Operational Readiness Review Powerpoint Presentation Slides. Our topic specific Operational Readiness Review Powerpoint Presentation Slides deck contains nineteen slides to formulate the topic with a sound understanding. This PPT deck is what you can bank upon. With diverse and professional slides at your side, worry the least for a powerpack presentation. A range of editable and ready to use slides with all sorts of relevant charts and graphs, overviews, topics subtopics templates, and analysis templates makes it all the more worth. This deck displays creative and professional looking slides of all sorts. Whether you are a member of an assigned team or a designated official on the look out for impacting slides, it caters to every professional field.
The document outlines the establishment of a quality improvement team at Apex Footwear Ltd. to address high rejection rates of shoe uppers in their sewing line 1. Specifically, the team aims to reduce rejections from the current 12% rate to the industry average of 1%.
The charter provides background on the company and production process. It identifies key tasks for the team, including analyzing past rejection data, identifying causes of rejections, and developing and implementing solutions. Metrics include designing solutions to address root causes and reducing rejections to meet goals.
Six Sigma is a data-driven methodology for improving processes by reducing variation. It involves defining problems, measuring processes, analyzing causes of defects, improving processes, and controlling improvements. The goal is to take small steps forward to meet customer requirements. Key players include Champions, Black Belts, Green Belts and Project Sponsors. Six Sigma has been successfully applied across industries like automotive, healthcare, financial services and retail to reduce costs and improve customer satisfaction.
Six Sigma training provides significant benefits to individuals in their careers. It develops business, analytical, leadership and problem solving skills. Past participants who have undergone Six Sigma training report fast career growth into leadership roles with increased responsibilities and impactful projects. They also gain soft skills and can apply Six Sigma thinking across different industries. Excerpts from interviews with Six Sigma practitioners demonstrate career progression into roles with higher visibility and ability to deliver tangible business benefits due to Six Sigma expertise.
The document discusses the history and methodology of Six Sigma. It began at Motorola in the 1980s to reduce defects in manufacturing processes. General Electric popularized it further in the 1990s. Six Sigma uses statistical methods and aims for near-zero defect rates. It certifies practitioners as Yellow Belts, Green Belts, Black Belts and Master Black Belts. Common project methodologies are DMAIC for improvement and DMADV for new product design. The document also provides case studies of Six Sigma implementation at Samsung and LG Electronics which achieved significant quality and cost improvements.
This document contains information about DMA Kulasooriya, who is an ISL-Certified Six Sigma Black Belt consultant for lean practices. It discusses lean principles and tools like value stream mapping, which is a tool to help visualize and streamline work processes. It provides information on identifying value-added versus non-value-added activities. Additionally, it covers lean concepts like takt time, which synchronizes production pace to match customer demand, and the benefits of developing continuous flow where possible.
Proven Strategies to Fuel Your Design TeamSOLIDWORKS
1. The document discusses strategies for companies to continuously improve their design teams and processes. It suggests automating repetitive tasks, identifying past mistakes to prevent future errors, leveraging CAD data, and automating scheduling to improve productivity and morale.
2. Design teams can help drive down costs and increase competitiveness by improving products faster. They can also help sales and marketing teams by providing accurate proposals and realistic product visualizations.
3. Small, continuous improvements can lead to big gains over time. Companies that continuously improve their design operations will see continuous improvements in their business results.
CAD Manager's Guide to Implementing a 3D CAD SystemSOLIDWORKS
This 3D guide is designed for people who need to implement 3D CAD throughout their company. You may be a CAD
manager, a designer, or an engineer who believes that your company can benefit from 3D—or you may be an IT person
who has just received a mandate to evaluate 3D software. Whatever your title may be, part of your job is to get your
company up and running on 3D CAD software.
- Kevin Smedley discusses how to strategize and implement an efficient CAD and Vault environment for design and manufacturing. He emphasizes the importance of standards, communication, and consistency.
- Some keys to success include creating documentation for executives, assessing software and hardware needs, developing deployment strategies and standards, and formalizing processes to minimize errors and improve efficiency.
- The goal is to build a sustainable CAD environment that allows for improved collaboration and stays on the cutting edge of technology.
Learn about a CAD platform that offers CAD collaboration, data migration, and more in one place! 3HTi discusses the benefits of CAD consolidation online.
The document discusses Design for Six Sigma (DFSS), a methodology for designing products and processes to meet customer needs and expectations from the beginning. DFSS aims to create designs that are efficient, high-quality, and robust. It recasts the DMAIC model into DMADV or I2DOV, emphasizing early design phases to predict and improve quality upfront. DFSS changes organizations from focusing only on functionality to incorporating statistical analysis of failure modes and risk assessment into design.
In the garment industry, the use of computer-aided design (CAD) has revolutionized the way clothes are designed and manufactured. CAD software allows designers and manufacturers to create and edit digital designs, which can be translated into physical garments. This essay will explore the role of CAD in the garment industry, its benefits, and its impact on the industry.
CAD software is used in various stages of the garment production process, from design to production. In the design stage, CAD software allows designers to create digital sketches and make changes to the designs quickly. This eliminates the need for physical prototypes, which can be time-consuming and expensive. The software also allows designers to experiment with different fabrics, colors, and textures, giving them greater flexibility in the design process.
Once the design is finalized, CAD software can be used to create patterns and markers. Patterns are templates used to cut fabric to the correct size and shape, while markers are layouts of the patterns on a large piece of fabric, maximizing the use of the material. CAD software allows patterns and markers to be created quickly and accurately, reducing the likelihood of errors and minimizing waste.
CAD software also plays a crucial role in the production process. Once the patterns and markers are created, they can be sent to computer-controlled cutting machines, which can cut the fabric quickly and accurately. This not only saves time but also ensures consistency in the cutting process, resulting in garments that fit correctly.
The benefits of using CAD software in the garment industry are numerous. First and foremost, it reduces the time and cost involved in the design and production process. Digital designs can be created and modified quickly and easily, and patterns and markers can be created with greater accuracy, reducing the need for physical prototypes and minimizing waste. This can lead to lower production costs and faster turnaround times, enabling companies to bring new products to market more quickly.
CAD software also allows for greater creativity and flexibility in the design process. Designers can experiment with different fabrics, colors, and textures, without the need for physical prototypes. This allows for more innovative and unique designs, which can set companies apart in a crowded market.
Another benefit of using CAD software is that it allows for greater customization. With digital designs, it is possible to create garments that are tailored to individual customers' preferences, without the need for extensive manual work. This can lead to a more personalized customer experience, which can increase customer loyalty and satisfaction.
The document discusses using the DMAIC process for SEO projects. DMAIC is a structured problem-solving methodology originally developed by Motorola for process improvement. It stands for Define, Measure, Analyze, Improve, and Control. While originally used for manufacturing, DMAIC can also be applied to digital marketing projects by defining problems, measuring key metrics, analyzing data to determine root causes, improving processes, and controlling changes. The document provides details on carrying out each step of the DMAIC process for SEO projects.
Finding success from on‐premise to off‐premiseCRM Vision
1) The document discusses strategies for successfully implementing a move from an on-premise software system to a Software-as-a-Service model.
2) It recommends deploying the new system gradually by functionality and user groups to allow for problem-solving and enhancements between phases.
3) A key strategy is to simplify top business processes, deploy them in phases, and track results to compare performance before and after migration.
This document provides guidance and best practices for automation projects. It discusses the importance of properly defining objectives and scope before beginning a project. It provides tips for various stages of project development including planning cutovers, training personnel, and selecting system integrators. The document also offers advice for project managers, such as establishing testing plans early and following common programming standards. Overall, the guidance emphasizes thorough planning, clear communication, and testing to help ensure project success.
Production System Design Support - Accialini Training & ConsultingNicola Accialini
Accialini Training & Consulting provides support in Production System Design. Please visit our website www.accialiniconsulting.com or send us an email at info@accialiniconsulting.com for additional info.
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Six Sigma is a set of techniques and tools for process improvement that was developed by Motorola in 1986. It aims to reduce defects and variability in processes by identifying and removing causes of defects. Six Sigma uses data-driven methods like DMAIC (Define, Measure, Analyze, Improve, Control) to reduce defects in existing processes, and DMADV (Define, Measure, Analyze, Design, Verify) to design new processes. It has spread to many industries and aims to improve quality, reduce costs and cycle time, increase customer satisfaction and overall business performance. Key aspects include defining projects and critical metrics, measuring processes, analyzing sources of defects, improving processes, and controlling future performance.
eBook_ Digitizing and Automating Work Packaging (3).pdfMy own
The overarching purpose of this strategy is to ensure our procurement activities are undertaken consistently to a high standard, efficiently and economically whilst helping achieve economic, social and environmental benefits for all our communities.
The strategy is accordingly aligned with the strategic aims and objectives of the partner organisations.
The status and importance of procurement in the public sector continues to grow and there is increasing pressure to improve procurement performance for a number of reasons.
Most importantly:
• procurement has a critical role to play in delivering strategic objectives and improving the quality of services delivered to the public
• savings realised through improved procurement can be channelled into priority services or reducing each partners net capital and/or revenue expenditure
• local authorities are open to legal challenge under public procurement regulations (based on EU directives) and are accountable for achieving value for money.
• local government is under increasing pressure to deliver services in the face of reduced funding from central government. Effective procurement is one of the key ways to achieve “more with less”
This strategy will help make sure:
6 Steps to Confirm Successful Workday DeploymentZaranTech LLC
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AutoCAD Plant 3D software allows users to design and model 3D plant layouts, generating accurate isometric and orthographic drawings. It is suited for process engineers and plant designers, providing tools for piping, instrumentation, and plant modeling. The software helps visualize designs, catch potential issues, and ensure construction drawings are correct to reduce errors and expenses during the building process. Training is important to properly use the software's full capabilities for developing customized layouts suited to different business needs.
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Four Tips for Successfully Implementing Your CAD System
1. Overview
Congratulations! You have just purchased new 3D CAD software that promises to help your engineers design innovative
products faster and with fewer errors. The steps outlined in this paper should help your company realize the benefits of
your new toolset.
FOUR TIPS FOR SUCCESSFULLY
IMPLEMENTING YOUR CAD SYSTEM
W H I T E P A P E R
B Y L . S T E P H E N W O L F E , P . E .
2. Introduction
Acquiring a new tool is only the first step in improving your business. To get the
most out of that tool, you must use it correctly, treat it with the proper care, and
examine how it will impact your existing process. If you fail to prepare or jump right
into using the tool, you’ll get a limited return on your purchase, at best—and at
worst, you’ll interrupt your workflow and affect productivity, setting you back hours,
days, and even weeks.
Without well-planned implementation, you won’t reap all of the benefits this new
tool can provide. The most successful companies have followed these steps when
deploying a new CAD system:
• Identify productive activities. By showcasing the benefits of the system
early on, you will generate more buy-in from designers, administrators, and
executives. Create excitement and enthusiasm for the new software by using
it first in the areas that are the easiest to implement and that provide the
greatest impact. Make these determinations before you start training.
• Develop an implementation plan. Rolling out your new CAD system will take
time—unless your company is very small, you can’t launch everyone at the
same time, nor would you want to. Make a detailed schedule and budget and
share it with the staff, so everyone understands the process and knows when
and how they will be trained.
• Establish good practices. Any new system requires new procedures, new
standards, and new rules. While you will certainly make discoveries along the
way, start with a clear and well-documented set of guidelines for using the new
tools and adjust them as necessary. You’ll never have to play catch-up again.
• Plan your system architecture. Don’t be caught off guard on installation day.
Verify the requirements of your new system and ensure that all the hardware,
software, and services are in place. Taking the time to thoughtfully implement
your CAD system is planning for success. A little extra effort now will set up
you and your entire organization for increased productivity—and will ensure
that your employees and clients are satisfied.
Identify productive activities
It’s important to demonstrate your new CAD system’s productivity immediately.
Executives want to see that their investment is increasing profits, and employees
need to be shown that the new tools are worth learning and using.
To become productive quickly, identify tasks that the new system can do well
including:
• Repetitive tasks or designs that are variants of a similar structure. Conveyor
systems and material-handling equipment are examples.
• Parts and systems that are hard to visualize or that require many drawing
views using 2D layouts. Molded or cast parts or subsystems for automobile,
aircraft, and consumer product applications are examples.
Four Tips for Successfully Implementing Your CAD System 2
3. It’s important to demonstrate the new CAD
system’s productivity immediately. Executives
want to see that their investment is optimizing.
Four Tips for Successfully Implementing Your CAD System 3
Example of a complex casting modeled with SolidWorks software.
• Designs that require extensive tooling and in which mistakes or late changes
can be expensive. 3D modeling helps avoid errors that cause late changes in
tool designs, such as molded or die-cast parts and stampings.
• Complex tools. Molds, stamping dies, progressive dies, forging dies, and
fixtures for holding complex parts or assemblies are good candidates for 3D
design, especially if your customers provide 3D product models.
Example of an injection mold assembly created in SolidWorks software with MoldWorks from
software partner R&B Mold Design Solutions
4. Four Tips for Successfully Implementing Your CAD System 4
Potentially dangerous products, in which failure
can cause loss of life or injury, can benefit from
checking form, fit, and function in 3D.
• Potentially dangerous products, in which failure can cause loss of life or
injury, benefit from checking form, fit, and function in 3D. Analysis of
such designs using finite element analysis (FEA) or computational fluid
dynamics (CFD) also increases product safety by providing a better
understanding of internal loads and failure modes.
Analysis of potentially dangerous products improves safety by providing engineers with a better
understanding of internal stresses and other physical behavior.
• Sheetmetal parts, for which automated flat-pattern development can
save time.
Automatically generating flat patterns (right) from 3D models of sheetmetal parts (left) saves labor
and reduces manufacturing errors.
5. Four Tips for Successfully Implementing Your CAD System 5
• Parts or tools that are milled with 3-, 4-, or 5-axis numerically
controlled tools.
Example of a tool path for a 5-axis numerically controlled mill program created in SolidWorks
software with the SolidCAM partner application
• Products whose sales can be accelerated through 3D visualization before they
are even built.
Realistic renderings of CAD models can help stylists visualize how a product will look and can help
marketing people design sales materials before physical prototypes have been made.
6. Four Tips for Successfully Implementing Your CAD System 6
Moving from CAD software, used mainly for 2D
drawing production, to a 3D design and modeling
system requires changes in development
processes. Process changes must be planned
carefully, or operations may be disrupted.
Once you have chosen the initial design
activities and have decided who will do the work,
plan to train all the people involved.
Develop an implementation plan
Moving from CAD software, used mainly for 2D drawing production, to a 3D design
and modeling system requires changes in development processes. Process changes
must be planned carefully, or operations may be disrupted.
Unless you are a sole proprietor with one or two employees, CAD implementation
plans should be clearly written so that everyone can learn and remember them. Your
CAD implementation plan should include:
1. Objectives and descriptions of work to be done.
2. Costs and personnel resources.
3. A schedule.
Before writing the plan, answer these questions:
• Which design activities will be done first on the new CAD system?
• Which employees will be the first to use the system?
• Who will perform support functions, such as system administration,
development of training programs, and library management?
As noted above, choose activities for the new CAD software that offer the greatest
business benefits such as:
• Saving time and labor.
• Making your company more responsive to sales inquiries.
• Improving the quality of your designs or reducing design errors.
Prioritize the activities to automate based on their business importance. In
developing these priorities, consult with senior operating executives who are
responsible for business decisions.
Once you have chosen the initial design activities and have decided who will do the
work, plan to train all the people involved. Training costs money and takes
workers away from other productive work, so it should be included in the
implementation budget and schedule.
7. Four Tips for Successfully Implementing Your CAD System 7
Following conventions makes it easier for
designers to quickly place parts and position
them with respect to one another or to datum
planes.
Establish good practices
Most companies have detailed drafting standards, but many forget to update their
standards when they adopt 3D methods. The time spent establishing standards for
3D CAD will be recouped many times over the life of the system. Here are some
sound practices your company should adopt.
Model and drawing templates
Before deploying new CAD software, create templates for parts, assemblies, and
drawings. Templates are files that provide setup information common to every
new CAD file. They save designers time and provide a consistent starting point for
each new drawing and model. Configure CAD software to look for templates in a
directory on the file server where they are stored.
Before making the templates, study the available options for parts, assemblies, and
drawings and be sure you understand them. Choose the options that best fit your
company’s current design and drafting practices.
Even more time may be saved by creating specialized templates containing
embedded drawing views, such as top, front, and side projections for classes of
drawings that are made often. Don’t forget to add isometric views, if appropriate, as
these can make drawings easier to understand.
Part orientation
Establish company standards for placing parts in model coordinate systems.
Following conventions makes it easier for designers to quickly place parts and
position them with respect to one another or to datum planes. Standard part
orientations also make it easier to apply predefined mating relationships.
Locate part models at the part origin. If a part has a plane of symmetry, the
plane should lie on one of the primary planes passing through the origin. If it
has two planes of symmetry, they should lie on two primary planes. Choose a
standard for planes of symmetry, either the top, front, or right plane.
Locate part mating faces on one of the primary planes at the origin. Choose a
standard plane that makes sense for your products. For example, if you design
products that mount on a horizontal base, the mating face should be the
top plane.
Cylindrical parts should lie on the same part axis. Cross-sections of extrusions
should all be sketched on the same plane. Extrude either from one end or
symmetrically, depending on how the parts are used.
The plane of symmetry for this part has been located on the right coordinate plane with the front
face on the front plane for easy placement.
8. Four Tips for Successfully Implementing Your CAD System 8
If you plan to reuse CAD models often, assign
meaningful names to important part features,
such as mating holes, faces, or flanges whose
positions must be controlled in manufacture.
Naming features and mating relationships
3D CAD models consist of relatively simple geometric features combined to make
complex shapes. CAD systems automatically assign names to these features, such
as extrude 1, extrude 2, hole 1, hole 2. These names may not be meaningful to people
who must modify part models in the future.
If you plan to re-use CAD models often, assign meaningful names to important
part features such as mating holes, faces, or flanges whose positions must be
controlled in manufacture. If sketches are used by more than one feature, give them
descriptive names as well. Time spent documenting models as they are built will
reap savings beyond the life of the current product.
Applying dimensions and constraints
A powerful benefit of feature-based CAD software is the ability to embed the
designer’s intentions in a model. For example, if a part is symmetrical, its features
should be arranged around a line or plane of symmetry so that changes to part
dimensions retain their symmetrical character. Develop standards for dimensioning
common parts used in your products, and require that designers adhere to them.
Naming variables
Every feature dimension in a 3D CAD model is a variable. Change its value and the
dimension changes.
Families of similar parts with different dimensions can be generated using tables,
equations, and other automated tools. This technique can save time for companies
that design a variety of similar components.
Just as it does with features, CAD software assigns names to variables such as D1,
D2, and so forth. Since it is equally important for variables to have sensible names,
change the length of a shaft to “shaft length” rather than leaving it as the more
random “D7” it may be assigned.
SolidWorks software 3D assembly with parts list.
9. Four Tips for Successfully Implementing Your CAD System 9
Entering product data during the design phase
and referring to it throughout manufacture
increases accuracy and saves time.
Standards for non-graphic attributes
Product designs include non-graphic attributes, such as materials and their
properties, surface finish, supplier names and part numbers, costs, the name of the
designer, and the date the part was designed. Store this type of information in CAD
part or assembly files where it can be accessed for a variety of purposes.
Bills of materials on drawings or in manufacturing resource planning systems can
be generated automatically from non-graphic attributes in part models. Weights and
other mass properties can be calculated if material properties are stored with the
part. Entering product data during the design phase and referring to it throughout
manufacture increases accuracy and saves time.
Example of a design table with meaningful variable names.
Establish standards for non-graphic data that is stored with various classes of parts.
All parts should have names, part numbers, and release dates. You will probably want
to store different types of data for parts that are purchased or fabricated in a shop.
Part number assignments
Assigning part numbers is like balancing your checking account. Nobody likes to do
it; but if you don’t, you will experience problems that could impact your productivity.
To avoid this, have numbers assigned automatically by either a PDM system or a
change-control system. Automatic numbering saves time and limits delays by
eliminating the need to request number assignments from a clerk.
10. Four Tips for Successfully Implementing Your CAD System 10
Teaching designers to employ manufacture-
driven modeling is one of the hardest aspects
of implementing 3D CAD. However, the benefits
are designs that cost less to manufacture and
that are easier to modify.
Employing part families
As mentioned above, automating the design of similar part families saves time.
Before deploying your CAD software, think about which part classes in your
organization could benefit from design automation.
It’s hard to fully automate the design of a complex product such as a school bus or
a tractor. However, many subassemblies of these complex systems, such as seats,
brackets, and sheet-metal panels, can be automated efficiently. Companies can find
many opportunities to automate the routine design of designed-to-order products,
including production machinery, material-handling equipment, and tools.
Encourage engineers to look for families of parts and subassemblies whose design
can be automated. Make lists of these activities and prioritize them according to
the maximum potential savings.
Design automation software, such as DriveWorks®
, a partner application for SolidWorks software,
enables an infinite variety of similar products or subassemblies to be designed automatically.
Flattening feature trees
Design complex parts with logical structures that minimize the dependencies among
features. When parts contain many parent-child relationships, a change to one of the
features higher in the tree can cause multiple features to fail.
Designers should learn to put in the important features first, adding details such
as fillets, chamfers, and fastener holes at the end. Tie important features to
construction planes, rather than to each other, so that features can be positioned
independently.
11. Four Tips for Successfully Implementing Your CAD System 11
Routine conformance checking can be
performed by software, such as SolidWorks
Design Checker.
Models with logical structures are easier to improve and to use for manufacturing planning. In this
example, the rough casting model at the left is used as the basis of the finished milled part on
the right. The reference planes are organized at the top of the model. Cast features come before
milled and drilled features.
Well-structured designs become especially important if you need to generate
models of intermediate process steps. For example, if a part begins with a rough
casting, is then milled or turned, and finally has holes drilled in it, model the part in
the way it will be deconstructed for manufacture.
Teaching designers to employ such discipline is one of the hardest aspects of
implementing 3D CAD. However, the benefits include designs that cost less to
manufacture and that are easier to modify.
Checking models before release
In the days of pencil-and-paper drafting, nobody would have issued a drawing
without checking it. Today, many companies release 3D models without formal
checking procedures. Checking 3D models should be accomplished on many levels:
• Completeness, dimensional accuracy, and meeting form and functional
requirements.
• Modeling structure. Is the model tree as flat as possible? Are there buried
features in the part or cuts in empty space? Are fillets and small holes
applied last?
• Conformance to company standards. Are dimensions applied properly?
Are required non-geometric attributes included?
• Problem-free geometry. Does the part contain small faces or geometric
irregularities that could stall manufacturing or analytical processes?
Higher-level checks must be performed by experienced designers who understand
both your company’s products and standards and good CAD modeling processes.
Engineers should develop checklists to assist in reviewing models.
Routine conformance checking can be performed by software, such as SolidWorks®
Design Checker. It can check for errors such as improper units, non-standard hole
sizes, missing part properties, and parts with rebuild errors or partially defined
sketches.
12. Four Tips for Successfully Implementing Your CAD System 12
The Internet has become an integral tool for
many aspects of CAD, including obtaining
support and solving problems, researching new
materials and components, communicating with
suppliers, and providing off-site data backup.
Most CAD software comes with libraries
of common components, such as fasteners,
structural steel shapes, springs, bearings, gear
sprockets, and pulleys.
Plan component libraries
Allowing designers to use any component they find on the Internet can be costly.
You can save money by limiting the types, brands, and sizes of components used
in your products. For example, most companies have found they can limit the
fasteners they stock to a fraction of the sizes available. Limiting the selection that
designers employ reduces purchasing, inventory, and product support costs. It also
allows components to be bought in higher volumes, resulting in better prices.
You will save designers time and labor by building libraries of components
commonly used in products. Most CAD software comes with libraries of fasteners,
structural steel shapes, springs, bearings, gear sprockets, and pulleys. CAD software
companies also offer online libraries of proprietary components, such as pumps,
gearboxes, electrical connectors, fixtures, mold bases, and valves. One example of
the type of service is 3D ContentCentral®
(www.3dcontentcentral.com) available
with SolidWorks software.
This automated bottle packaging system from Hartness International is an example of a product
configured uniquely for each customer using common components.
Even though CAD models can be located in a variety of sources, each company
should create its own library of approved components. These CAD models should be
stored on your company’s file server in read-only format or in a PDM system. Assign
someone the role of component librarian to prevent duplication of parts and to
assure they are modeled in accordance with company standards, contain necessary
attributes, and are properly classified.
Components should be organized into folders by type to enable designers to find
them quickly. When adding components to the library, take the time to assure they
comply with your company’s part-modeling standards. Include custom properties
such as the vendor’s name and part numbers as well as your company’s part number,
vendor numbers (if used), and any other information (such as compliance with
environmental standards) that might be needed by designers or purchasing agents.
Parts imported in standard formats should be stored in the native format of your
CAD software. Imported parts may require repair work, which should be done once
by the librarian, not each time the part is used. If your CAD system allows it, add
SmartMate technology to components to enable them to be placed quickly.
13. Tips for building libraries fast
Use part libraries that come with your CAD software or download part models from
the Internet and check them. Don’t worry if downloaded parts lack dimension-driven
features. There is no need to change dimensions of purchased parts.
SolidWorks 3D ContentCentral from Dassault Systèmes SolidWorks Corp. provides engineers with
3D models of thousands of commercial parts that can be used in designs of mechanical systems.
If part models aren’t available, employ parametric part families where possible to
save time. Add only enough detail to part models to enable designers to check form,
fit, and function.
Design your library classification and filing schema before beginning to use your
CAD system, but don’t build all the parts you need at once. It’s faster and less costly
to add parts as needed and check them into the library for reuse.
Develop a checklist of information required in every library part, and make sure
designers know how to use it. The checklist enables engineers to prepare their own
parts on an expedited basis if necessary.
Train workers
Companies that say they can’t afford to train workers will pay for the lack of
training later. Untrained employees are less productive because they make mistakes
that must be corrected, and because they fail to take full advantage of the CAD
system’s capabilities.
Although outside experts, such as your CAD reseller, should be enlisted to help
with training, don’t leave training exclusively to others. Resellers and local school
programs can teach workers the basics, such as how to make a sketch or shape
feature, but outsiders can’t educate them about your company’s procedures and
processes. Resellers and college professors can’t be expected to know how to
optimally design your products.
Four Tips for Successfully Implementing Your CAD System 13
Money can be saved by limiting the types,
brands, and sizes of components used in your
products.
14. Training curricula should be tailored to meet the needs of your company. Develop
a training outline in consultation with your vendor that fits with your plan. Focus
on system capabilities that your people will use and omit features they don’t need.
Therefore, if your company fashions products from sheet metal and structural
steel, there is little reason to teach workers about sophisticated surface-modeling
features for industrial design.
Your course syllabus should also include:
• Procedures for file naming, numbering, storage, and release
• Where libraries are located and how they are organized
• Which templates are available and how to use them
As designers become more experienced with your new CAD system, they will
discover ways to use it more productively. These improvements should be added to
training curricula and reference materials.
Plan your system architecture
The architecture of your CAD system includes computer hardware, local network
configuration, software setup, data management, and Internet services.
Hardware requirements
If you are upgrading from 2D to 3D CAD software, you should plan on upgrading your
designers’ workstations, departmental file servers, and networking gear, as well.
Designer workstations
Choose professional-grade models certified by your software suppliers. Ask them
about graphics adapters, the type of processor, and the amount of RAM and
memory recommended for each engineering application.
Departmental file servers
Servers store CAD models and component libraries, and they run data management
software. The most important characteristics of a CAD file server are disk capacity
and reliability. A good rule of thumb is that server disk capacity should equal the
disk capacity of all the CAD workstations networked to it.
RAID (Redundant Array of Inexpensive Disks) storage systems protect engineering
data through redundancy. RAID levels 1 through 6 distribute data across multiple disks
to minimize the impact of disk drive failure. If a drive breaks, no information is lost.
Networking gear
Depending on the size of your files and the speed of your local area network, you
may need to upgrade your networking equipment. To test the capacity of your
network, move representative-sized parts and assemblies from servers to clients,
and assess the transfer times to see if they are acceptable. If you find it too slow,
gigabit Ethernet equipment is reasonably priced and eliminates delays moving large
models to and from file servers.
Untrained employees are less productive
because they make mistakes that must be
corrected, and because they fail to take full
advantage of the systems’ capabilities.
The architecture of your CAD system includes
computer hardware, local network configuration,
software setup, data management, and Internet
services.
Four Tips for Successfully Implementing Your CAD System 14
15. Standardized setup
If your organization has a dedicated CAD administrator, standardizing the options
installed on each workstation can reduce labor costs. Allowing designers to choose
their options individually makes diagnosing problems and answering questions
more difficult for support personnel. If you have never installed software using an
administrative image, ask your software dealer to help with the installation.
Data management
If your company has more than a few people using CAD software or if teams of
designers work on the same product, then you need product data management
(PDM) software. An administrative system that regulates the flow of the design
process, PDM software prevents errors such as one designer overwriting the work
of another. It also enables designers to identify current revisions and search for the
latest information using attributes and key words.
PDM software can be complex. Assure that at least two people in your organization
are formally trained in how to set up and use the software. It is also worth hiring
specialists from your CAD dealer or other service company to assist with the initial
installation and training.
This flow diagram of a design approval process in SolidWorks Enterprise PDM is one example of
an advanced application that can help engineers perform administrative tasks more efficiently.
When implementing PDM software, start with a simple system that provides
check-in and file tracking. Once everyone is comfortable with a basic system,
add capabilities such as change management, bill-of-materials management,
direct access by suppliers, and links to manufacturing resource planning. These
applications can save time and reduce errors by assuring that only approved data
are released for manufacture.
Internet services
The Internet has become an integral tool for many aspects of CAD, including
obtaining support and solving problems, researching new materials and components,
communicating with suppliers, and providing off-site data backup. As with any
Internet connection, your network of CAD workstations must be protected from
malicious software that can damage files or slow system performance.
Safeguard your investment by installing firewall routers to protect internal networks
and anti-virus software on individual workstations. A new class of security software,
such as Google’s Postini Services, operates outside internal networks to catch
threats before they reach your firewall router.
PDM software prevents errors such as one
designer overwriting the work of another. It also
enables designers to identify current revisions
and search for the latest information using
attributes and key words.
Four Tips for Successfully Implementing Your CAD System 15