AESSiS is an engineering consultancy that specializes in product lifecycle management (PLM) implementation and process improvement to help manufacturing businesses achieve better performance. PLM is a strategic approach to managing product information throughout the lifecycle from concept to end of life. It aims to provide a single source of truth, configuration management, reduced waste, and increased innovation. PLM tools help manage parts, relationships between parts, documents, changes to parts, and the lifecycle of a part from new to obsolete. Aras is an open source PLM platform that provides an enterprise solution with no upfront costs and uses existing IT infrastructure and skills.
Business Process Improvement (BPI 7) Process Training ModuleFrank-G. Adler
The Business Process Improvement (BPI 7) Methodology Training Module v2.0 includes:
1. MS PowerPoint Presentation including 127 slides covering our seven-steps Business Process Improvement Methodology.
2. MS Word Process Measure Definition Worksheet
3. MS Word Activity Assessment Worksheet
4. MS Word Change Management Worksheet
5. MS Word Process Management Worksheet
Bridging the gap between quality and finance may 2013John Cachat
Quality in your organization: Is it a competitive advantage, or just another cost of doing business?
Quality and finance may not always see eye to eye, but are they really that different? Great gains can be made by quality and accounting working together when the main focus is cause and effect analysis. John Cachat, an expert in quality management system software and design, will share insight on how to more effectively open communication to get your project funded.
• Quality professionals need a better understanding of financial terms and approaches
• Finance professionals need a better understanding of Quality terms and approaches
• Everyone needs to learn how to significantly improve situations over which they have control
People and process will drive the correct application of technology. Culture will eat technology for lunch.
Business Process Improvement (BPI 7) Process Training ModuleFrank-G. Adler
The Business Process Improvement (BPI 7) Methodology Training Module v2.0 includes:
1. MS PowerPoint Presentation including 127 slides covering our seven-steps Business Process Improvement Methodology.
2. MS Word Process Measure Definition Worksheet
3. MS Word Activity Assessment Worksheet
4. MS Word Change Management Worksheet
5. MS Word Process Management Worksheet
Bridging the gap between quality and finance may 2013John Cachat
Quality in your organization: Is it a competitive advantage, or just another cost of doing business?
Quality and finance may not always see eye to eye, but are they really that different? Great gains can be made by quality and accounting working together when the main focus is cause and effect analysis. John Cachat, an expert in quality management system software and design, will share insight on how to more effectively open communication to get your project funded.
• Quality professionals need a better understanding of financial terms and approaches
• Finance professionals need a better understanding of Quality terms and approaches
• Everyone needs to learn how to significantly improve situations over which they have control
People and process will drive the correct application of technology. Culture will eat technology for lunch.
Zero Wait-State Agile EC MCAD Implementation Quick Start PresentationZero Wait-State
Our technical staff has developed a methodology and tool set that dramatically reduces the time and cost needed to deploy Agile Engineering Collaboration into production environments. We have worked with Oracle's largest Agile clients to enable CAD data management with Agile PLM and have a proven track record.
Lean is a systematic approach to identify and eliminate the eight wastes which are considered non-value-adding activities through continuous improvement. The eight wastes are - waiting, defects, extra processing, inventory, excessive motion, transportation, over production, and underutilized employees.
Lean aims to maximize customer value and financial gains to the organization. It also focuses on improving the overall efficiency, quality, and customer satisfaction in an organization. Participants will gain the skills which are necessary to utilize Lean methodologies, decrease expenses, reduce cycle times, increase volume, and improve production in Service, Manufacturing, Supply Chain, and Operations.
To know more about Lean Fundamentals training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
Lean Value Stream Mapping (VSM) Training ModuleFrank-G. Adler
The Lean Value Stream Mapping (VSM) Training Module v8.0 includes:
1. MS PowerPoint Presentation including 154 slides covering History of Lean Manufacturing, Five Lean Principles, Seven Lean Wastes, A Step-by-Step Approach to Value Stream Mapping with Examples, Basic Lean Management Methods and Tools.
2. MS Excel Value Stream Mapping Team Charter Template
3. MS Excel Future State Transformation Plan Template
4. MS Excel Process Study Worksheet Template & Example, Work Chart Template, Work Combination Table Template & Example, and Process Capacity Worksheet Template & Example
Lean, Six Sigma, ToC using DMAIC - Measure phase Simon Misiewicz
This presentation guides you through the DMAIC methodology that encompasses Lean, Six Sigma and ToC initiatives. The Measure phase guides you through the detailed process mapping of the SIPOC diagram to Swim Lanes, spaghetti diagrams that focus on time, cost and quality. The presentation guides you though the statistics element of data sampling and to understand the theory of constraints. The presentation also discusses the use of Pareto charts to identify the key issues within a process. – Optimise-GB (Creating Operational Efficiencies)
After discussing the Lean in Accounts Payable Process, here I am discussing, commonly used Lean tools which are used to control different types of wastes. An organization or a manufacturing unit can implement different tool for different process considering the type of waste which is to be controlled.
Zero Wait-State Agile EC MCAD Implementation Quick Start PresentationZero Wait-State
Our technical staff has developed a methodology and tool set that dramatically reduces the time and cost needed to deploy Agile Engineering Collaboration into production environments. We have worked with Oracle's largest Agile clients to enable CAD data management with Agile PLM and have a proven track record.
Lean is a systematic approach to identify and eliminate the eight wastes which are considered non-value-adding activities through continuous improvement. The eight wastes are - waiting, defects, extra processing, inventory, excessive motion, transportation, over production, and underutilized employees.
Lean aims to maximize customer value and financial gains to the organization. It also focuses on improving the overall efficiency, quality, and customer satisfaction in an organization. Participants will gain the skills which are necessary to utilize Lean methodologies, decrease expenses, reduce cycle times, increase volume, and improve production in Service, Manufacturing, Supply Chain, and Operations.
To know more about Lean Fundamentals training worldwide,
please contact us at -
Email: support@invensislearning.com
Phone - US +1-910-726-3695,
Website: https://www.invensislearning.com
Lean Value Stream Mapping (VSM) Training ModuleFrank-G. Adler
The Lean Value Stream Mapping (VSM) Training Module v8.0 includes:
1. MS PowerPoint Presentation including 154 slides covering History of Lean Manufacturing, Five Lean Principles, Seven Lean Wastes, A Step-by-Step Approach to Value Stream Mapping with Examples, Basic Lean Management Methods and Tools.
2. MS Excel Value Stream Mapping Team Charter Template
3. MS Excel Future State Transformation Plan Template
4. MS Excel Process Study Worksheet Template & Example, Work Chart Template, Work Combination Table Template & Example, and Process Capacity Worksheet Template & Example
Lean, Six Sigma, ToC using DMAIC - Measure phase Simon Misiewicz
This presentation guides you through the DMAIC methodology that encompasses Lean, Six Sigma and ToC initiatives. The Measure phase guides you through the detailed process mapping of the SIPOC diagram to Swim Lanes, spaghetti diagrams that focus on time, cost and quality. The presentation guides you though the statistics element of data sampling and to understand the theory of constraints. The presentation also discusses the use of Pareto charts to identify the key issues within a process. – Optimise-GB (Creating Operational Efficiencies)
After discussing the Lean in Accounts Payable Process, here I am discussing, commonly used Lean tools which are used to control different types of wastes. An organization or a manufacturing unit can implement different tool for different process considering the type of waste which is to be controlled.
The Fundamentals Of BPM Innovation In TelecommunicationsNathaniel Palmer
Review the fundamentals of embracing BPM in the telecommunications industry. This session will identify goals, obstacles, strategies, and the rewards of embracing BPM. Examples from KT Freetel Co. Ltd., Korea’s
second largest mobile communications company are highlighted throughout the presentation.
Master Global Project ManagementTorrens University Aus.docxendawalling
Master Global Project Management
Torrens University Australia
BUSINESS PROCESS
MANAGEMENT & SYSTEM
PROJ6009
Subject Structure
Module 1 – Foundation of Business Process Management (BPM)
Module 2 – Drivers of BPM Projects and Opportunities
Module 3 – Phase of Business Process Management
Module 4 – Business Process Analytics and Improvement
Module 5 – Lean and Six Sigma in BPM
Module 6 – Enterprise Systems and Applications in BPM
Roughly Two sessions (weeks) per Module
Business Process
A Business Process consists of a set of activities that are performed in coordination in an organisational and technical environment.
Business process is a collection of inter-related events, activities and decision points that involve a number of actors and objects, and that collectively lead to an outcome that is of value to at least one customer.
A business process model consists of a set of activity models and execution constraints between them. Typical examples:
Quote to Order
Order to Cash
Procure to Pay
Issue to
Solution
Application to Approval
Business Process Model
Observe to Analyse
Analyse to Interpret
Interpret to Decision-Making
Strategy to Operations
Performance to Evaluation
Pillars of BPM
People (Process Owner)
Process (Operations Flow)
Technology (Better process enabler)
BPM Life Cycle
The business process lifecycle consists of phases that are related to each other which are organised in a cyclical structure, showing their logical dependencies.
Many design and development activities are conducted during each of these phases, and incremental and evolutionary approaches involving con-current activities in multiple phases are not uncommon. (Segatto 2013)
Segatto, M., Pádua, S. I. D. d., & Martinelli, D. P. (2013). Business process management: a systemic approach? Business Process Management Journal, 19(4), 698-714.
6
Administration
& Stakeholders
BPM Life Cycle
Evaluation
Design & Analysis
Configuration
Enactment
Business Process Levels
Organisational vs Operational
What happened here, what happened out there?
So what in it for me (the business)?
Why we intent to do this?
Now we are doing it?
Hang on, how we gonna do it?
Any 7 Ss enable us to do it?
Now we are REALLY doing it…
Oh Sh*t, something went wrong…
What can we find from mistakes?
Let’s change people, methods, environment?
Are we ready to do it again?
Do it now, do it right, do it with methods...
Cool, we did it!
We did it well!
Can we do it again?
Business Process Levels
Key BPM Capabilities
Leverage for Efficiency
BPM enables by service oriented architecture (SOA)
BPM solutions maximise assets re-use
Respond Faster
BPM allow flexible processes design, quick responses to customer, partners and competitions
Manage Change
Streamline processed to keep employees productive and customers satisfied
Basic Components of BPM
Modeling and Simulation
Business Activity Monitoring (BAM)
Rules and Pre-built .
Engineering Change Management - Overview and Best PracticesShobhit Singhal
Overview of the Engineering Change Management process, issues, goals, industry specific challenges, etc. This presentation also covers some successful SAP ECM implementations to help you gain some insight and knowledge about current industry best practices.
View my website www.sapplmworld.com for more information on SAP PLM.
Best Practices #5: Your first application is in production! Now what?Bonitasoft
Here you are! Your Bonita application is in production. Well done, you have successfully completed the development-to-production part of the application life cycle.
So what’s next? You might add a process to the application, improve what you have implemented, optimize your application further, or industrialize your application development and launch process.
So much more can be done. Do you know how?
video link: https://youtu.be/3vcBpsdRMP8
Best Practices for Rating and Policy Administration System ReplacementEdgewater
Edgewater Technology, AQS and ISO joined forces to share best practices for replacing policy administration and rating systems for P&C insurance companies.
Lean Thinking Inside and Outside a Software Engineering Company (Dave Jackson)AdaCore
In this series of talks, our panel of experts present real world examples that illustrate how Lean Production concepts are being successfully applied to software development. In particular to applications that have to meet the highest levels of safety and security.
Similar to Innovative Engineering Workshop Npi 30march10 (20)
2. About AESSiS Who we are… Independent engineering & product development process improvement and PLM implementation specialists What we do… We help manufacturing and technology businesses to find a reliable way through to the simplicity, speed and performance that are often promised but rarely fully attained Our goal… Contribute to significant improvements in business performance at manufacturing and technology businesses in the UK
3. What is PLM? Product Lifecycle Management (or PLM) is a strategic approach for uniting people and processes around a common and accurate view of information during all phases of a project and stages of a product’s lifecycle. Goals Single Source of the Truth Configuration Management Control (less errors) Reduce Waste Increase Innovation
4. Parts Items, The basic pieces of information under control Relationships Links between information (items) Docs Changes Part Lifecycle Lifecycle Map Stages a part/item goes through New Revised Released Obsolete Workflow How an item is ‘moved’ through its lifecycle Some Basic PLM Terminology Change Request Workflow
6. Business: Enterprise PLM►NPDI New Product Development & Introduction►LPD Lean Product Development►CMII Configuration & Change Management ►APQP Advanced Product Quality Planning Product: Aras Innovator® Technology: Advanced Model-based Enterprise SOA Partner: Microsoft Gold Certified Partner Certifications: Only Microsoft Certified Enterprise PLM Aras PLM Technology
7. Aras PLM Technology Microsoft Enterprise Open Solutions INCLUDED BENEFITS www.aras.com Enterprise Production Ready Complete Solution Access Unlimited Users No Up-Front Capital Needed Use Existing Infrastructure & Skills Delivers Control & Flexibility
9. Where do PLM tools fit? Concept Design Development Launch Manufacture Support Phase-based Program Management CMII Change Mgt Document Mgt File Vault “The Void” No Visibility No Repeatable Processes Not Lean Quoting Process Requirements & Specifications AVL / AML Qualified Suppliers Part Approval BOMs & Parts CAPA Corrective Actions Reports & Dashboards FMEA Process Flows Control Plans Design SW CAD/EDA ERP
12. What is New Product Introduction (NPI)? The process by which organisations conceive, develop & commercialisenew products and services. Exploitation Delivery Capture Execution
13. Stage-Gate® NPI Stage-Gate® Your Roadmap for New Product Development Stage-Gate from idea to launch Stage 0 Discovery Stage 2 Stage 5 Stage 3 Stage 4 Stage 1 Development Testing and Validation Launch Build Business Case Scoping
14. Stage-Gate® NPI The structure of each Stage is similar: Activities Analysis Deliverables (Results)
25. Organisations with formal processes for evaluating and transforming ideas to products do better… Some companies fail at innovation because they get invention confused with innovation Invention is not the same as innovation. Something only becomes an innovation when it is successfully brought to market.
26. Stage-Gate® Benefits of Better NPI Profits Product/Plant Lifecycle Costs Increased Profitability Larger Market Share Improved In-Service Operation Faster to Production Premium Pricing Launch Cost Reduction
27. …from good idea to profit Product and project information together in one place. Single & common plan that everybody sticks to. Product & project status always known. Clear milestones & gates with clear exit criteria & deliverables. Quick & clear visibility of program status information by managers. 1 click reports to keep track of resource Project risk assessed & managed. Stage-Gate® Bridging the Gap
30. Setting the Scene 1. Someone is going to have a ‘light bulb moment’ to develop a new light weight brake assembly for the car industry which we will capture in a form Manager Review Marketing Review Start Approved We will review the idea via electronic workflow and approve it Not Approved 2. Reject We will kick-off a Stage-Gate project to assign resource to activity to take the idea to the next stage & track progress 3.
31. Engineering Process Best Practice – Theory & Hands-on Product Structure, Bills of Material & Information
32. Release MRP/ERP PART PART PART PART PART PART PART PART PART PART PART PART PART PART PART PART PART PART PART PART PART PART Bill Of Material
33. Where Used PART PART PART PART PART PART PART PART PART PART PART PART PART PART
34. Bill of Information Relationships Relationships Substitutes Part Alternates PART Part Substitutes Relationships Problems Changes Change Requests/Notices EBOM/MBOM/SBOM Requirements PART Specifications Documents PART CAD PART Drawings Plans Projects Tasks Deliverables PART Material Non-Conformance Quality CAPA Deviations FMEA
35. Bill of Information Are You Re-Inventing the Wheel? “Up to 80% of the work done in an engineering department is identical or very similar to work done previously.” Arthur D. Little Maximize use of existing parts & documents Easy retrieval of standard items Classification structures…allocation of parts to classes and groups
39. The Change Process Collecting Problems, Concerns, Suggestions Executing Changes to Documentation & Scheduling Introduction Making & Tracking Business Decisions Problem Report Process Change Request Process Change Execution Process
40. The Change Process Change Request Change Notification Concern/Incident Change Order Problem Report Process Change Request Process Change Execution Process
41. Part Baselines, Revisions, Versions Completed Change Change is only possible in the context of an approved change order/note. Execution of the change creates a new ‘baseline’ Approved Release Approved Change Rev 3 (or C) Status = Released Baseline Rev 2 (or B) Status = Released Baseline Rev 1 (or A) Status = Released Drawing (or CAD model) iteration in the context of a change. These are file versions Rev 0 Status = Preliminary Time
42. When it goes wrong…. Non-Compliance Differences between as-designed & as-built No audit trail Problems with service items Undocumented change Waste (Scrap, Re-work, Unused stock) Continue to produce unwanted design Increased Costs People avoid formal change process Increased Administrative Overhead Delays Change Serial process Manual & Bureaucratic Hold-up & Delays Change No Where Used Impact of change poorly understood Not transparent Unanticipated Cost
43. Configuration Management Configuration Management is all about keeping the documents (including requirements) that define that product properly synchronized with the physical product (including the performance of the product) throughout its lifecycle i.e. life-time. The CMII approach builds on this philosophy and, amongst other things, emphasises the need to ‘accommodate’ change and not simply to control it. This is important
44. Change Management The formal process that controls the creation of changes the approval of changes the activities associated with applying the approved changes to the affected product information
45. Doesn’t mean every change goes to CCB Controlling Change Across the Lifecycle Changes Control Cost of Change Stage Gates
46. Closed-loop Change Actions entering the process remain open until proper decisions are made and intended results achieved… Change Planning Event Problem Incident Quality Issue Approve Change Assess Change Change Request Affected Parts REV A -> B etc Documents Review Results Assign Change Execute Change Change Execution
47. Fast TrackChange Management Simple, low-risk changes don’t require same controls as high risk changes. Individuals (not boards or groups of individuals e.g. CRB’s or CCB’s) agree & effect change
48. When it goes right…. Shorter change cycle time Less people & lower labor cost. Quicker to Market Less administrative resource required to manage & run the change management process. Less disruption to unaffected people, more focus on affected people. Information can flow efficiently to target recipients across national boundaries. Information can flow to multiple targets recipients concurrently Up to date status info Information goes directly to affected people at right time. All relevant info & affected parts attached to change Accurate impact analysis cost predictions Follows person (not desk-bound) Change Immediate (electronic) routing of change related information Transparency & traceability over decision making process Information can follow target recipients to different locations (web based interface)
49. Workshop Scenario Fast Track Tick box, where the originator can request that the change be fast tracked Change # Priority Change Title Problem # Priority for Review (some kind of scoring system, 1, 2, 3 or High, Medium, Low) Problem Description Proposed Solution The numbers of the PRs that will be closed by the ECR Technical Comments What engineering management think about the proposed change Piece Cost Impact Tooling Cost Impact Timing Factors Inventory Impact Any pertinent information about the timing of any change introduction e.g. a pending model year introduction etc) Purchasing Comments Affected Part(s) The part number of the affected part(s) Status
50. Typical Change Request Workflow Fast Track Approve Fast Track Approve Initial Review Tech Review Purchasing Review Manufacturing Review CCB Review Start Approved Review Not Approved More info req’d Reject More info req’d Further investigation Do study Add comments to tech review field. Attach concept sketches Establish piece cost impact Add piece cost information to form Add purchasing comments Check form completeness Check for similar changes Review affected parts Establish tooling cost impact Add tooling cost information Assess inventory impact Add inventory information to form Review change request & disposition. Make business decision
52. Hands-On Sequential, parallel, conditional steps Voting rules and time-outs Notification and distribution Audit processes and actions “triggers” Notes and comments collected
56. Risks & Challenges As with any strategic IT initiative, the potential benefits from PLM are substantial but managing PLM initiatives effectively is vital to success. While some PLM initiatives add tremendous value to organisations, others fail to deliver the expected benefits and may actually destroy value. Why?
57. Risks 1 Disconnect between the PLM initiative & the organisation’s strategy and business issues
65. What is a product lifecycle? Partners CAD Suppliers Engineer Drawings Manufacturing Processes Research Specifications Information Requirements Service/Maintain Manufacture Customers Market/ Sell
69. Engineering to Goal Costs Defined Costs 100% 50% IncurredCosts 0% Time Engineering Manufacturing Could be cost/weight More than three-quarters of a new product’s total lifecycle costs generally are set in the design and new-product-introduction stages.
70. NPI & Innovation Most companies commercialise only about 20% of their best ideas. Some companies are able to commercialise around 60% Business people know that growth and profits are dependant on the successful launch of innovative new products & services.
So, let’s say you find out that the product is not performing in the field as desired and is not meeting requirements. So you decide you need to make a change to the product. In the ideal world, of course, you should change the design documents first then wait for the physical product to conform to the updated document. Which means each document must be formally released before it can be used. Unfortunately, people involved in design & engineering know this is quite hard to always stick to because their formal change processes are often too slow. So, rather than wait for needed documents to be updated and released, engineers sometimes go ahead make changes to tooling or manufacturing processes. This, in turn changes the physical product. They then hope the documents will catch up later (which of course they often don’t for the same reasons they were not updated in the first place). Most people recognise that this is not an ideal way to go about things but, in the absence of a really streamlined and effective change process, it seems to be a more palatable option than, say, delaying product shipment or shipping product that is not fit for purpose. But there’s a sting in the tail of course. You often end up building products that don’t match your drawings. Then you have some turnover in staff, you forget why you did what you did, a new engineer comes along and makes changes to a drawing that (unbeknown to him or her) no longer matches the actual product and, before you know it, you have a recipe for lots of confusion, you’re running around like headless chickens again, you have dissatisfied customers, re-work, spiralling costs… the list goes on.So configuration management probably does matter but what you really need is a really streamlined, fast and effective change process that which really facilitates change and keeps the documents (including requirements) that define your product synchronised with your actual product.
Introduce what we’re trying to achieve.We’re not trying to eliminate administrative tasks completely.But we do want to minimise the amount of time they take.On the other hand, we’re waste exists, we want to eliminate it completely.
This stuff doesn’t just happen..The elephant in the room is control
