大叶大学产品资讯管理课程BOM管理与工变管理2.ppt

BOM管理與工變管理,大葉大學產品資訊管理課程,課程第六週,回顧E-BOM名詞解釋,E-BOMPartMasterComponentAssemblyAssemblystructureAlternativePartSubstitutesPartViewBOMExpansionSupplier,CPCCMProductstructuremanagement,回顧WhatisaBOM?,Thebillofmaterials(BOM)istheframeworktocaptureandorganizeproductdata.,ReadtheArticlefromBOM.COM,回顧WhatisaBOM?,TheBOMisalistofeachpartneededtocreateafinishedproduct.Inreal-worldusage,however,theBOMisacomplexcollectionofindividualpiecesofinformationandtherelationshipsbetweenthem.TheBOMisalsoavendorlistthatspecifieshowhugesumsofmoneyarespent.,回顧WhatisaBOM?,AProductStructureisadivisionofpartsintoassembliesandcomponentscreatingahierarchicalrelationship,Assm1A1,uses,isFor,Assm2A1,Comp1A1,Assm1A1,supBy,弘光實業,回顧WhatisaBOM?,料號,結構資訊,料號,組成或構成描述資訊,實體零件的描述資訊,設定變化的基準結構有效性日期有效性批量有效性,回顧WhatisaBOM?,EngineeringBOMCaptureandManagement,Bicycle,Seat,SeatPost,SteeringSystem,Frame,DriveSystem,Decal,HandleBar,FrontWheel,Fork,Chain,Crank,Pedal,日期有效性生效日期:2002/10/10失效日期:2002/12/10,回顧WhatisaBOM?,料號,結構資訊,料號,組成或構成描述資訊,實體零件的描述資訊,回顧WhatisaBOM?,P-A,結構資訊,P-B,結構資訊,P-B,結構資訊,P-D,日期有效性生效日期:2002/10/10失效日期:2002/12/10,日期有效性生效日期:2002/12/10失效日期:2003/1/10,日期有效性生效日期:2002/11/3失效日期:2003/1/10,圖示有效性的操作,展開設定以目前的日期進行展開,回顧WhatisaBOM?,圖示有效性的操作,P-A,結構資訊,P-B,結構資訊,P-B,結構資訊,P-D,日期有效性生效日期:2002/10/10失效日期:2002/12/10,日期有效性生效日期:2002/12/10失效日期:2003/1/10,日期有效性生效日期:2002/11/3失效日期:2003/1/10,P-A,P-B,日期有效性Ifnow=2002/12/7Then,回顧Part&Supplier?,弘光實業,Assm1A1,supBy,StartPointofCPC,CowBoy,supBy,PartMaster&Supplier,回顧Part&Supplier?,弘光實業,CowBoy,Assm-AA1,Assm-AB1,拹同研發,回顧Part&Supplier?(CPC),弘光實業,P-A,P-B,P-C,P-D,A實業,B實業,C實業,Informationsharing/transportationDocumentmanagementProjectmanagementChangemanagementAllacrosstheEnterpriseboundary,BOMactiveshow,EXPRESSBOMManagementwithExcel,工變管理,Showtheflashmovie,工變管理,工變管理的緣起同義名詞工變定義工變的重要性工變執行方式ECM範疇ECM系統效益,工變管理的緣起,Changestoaproductoccurfrequentlyinhightechengineeringenvironments,whereinitialproductdesignsareoftencontinuouslyevolvingprototypes,andinenvironmentsfacingtechnologicaladvances,changesinconsumerdemand,andfluctuationsintheavailabilityofcomponentsandrawmaterials.,工變管理的緣起,Wheneveracompanycreatesaproduct,ithastobedefinedanditsdefinitionwillneedtobekeptuptodateaschangestakeplace.Changestotechnicalproductsareunavoidableandanessentialpartofeveryoverallproductdevelopmentprocess.Effectivechangemanagementensuresthattechnicalrequirementsareclearlydefined,documentedandcontrolledthroughouttheproductlifecycle.,同義名詞,EC-engineeringchangeECB-engineeringchangeboardECC-engineeringchangecontrolECN-engineeringchangenotification,engineeringchangenoticeECO-engineeringchangeorderECP-engineeringchangeproposal,engineeringchangepackageECR-engineeringchangerequest,工變定義,Engineeringchangecontrolreferstotheprocessofcontrollinghowanitemisbuilt.Itiscontrolledbyafunctionthatassuresthattheprocessofproductevolutionisdonesmoothlyandwithproperauthorization.,工變定義,Engineeringchangemanagementreferstotheprocessofassigningnumberstothevariouschangesinaproduct.,工變定義,Ourengineeringchangeprocessprovidesflexibilitywithoutcompromisingcarefulcontrolofthemanufacturingprocess.Itscenteredontheengineeringchangenotice(ECN).AnECNmustbeentered,approved,implementedandtrackedforallchanges.ECNsmaybeimplementedimmediately,oratafuturedate.,工變定義,Allcompanieshavetomakechangestoexistingproductsandtoproductsunderdevelopmenttomeetcustomerrequirements.Engineeringchangesallowustomanagethesechangesefficientlywithoutinterruptingproductionofexistingproducts.Theyallowproductandprocessinformationsuchasmodels,drawings,BOMsandNCprogramstobeupdatedandactivatedaccordingtoauserdefinedschedule.,工變定義,Engineeringchange-anorderlyprocessforevolvingthedesignofaproduct.,爲何會有工變,CustomersalwayshaveproblemsandnewrequirementsDesignengineerswanttoimprovefunctionalityPurchasingfindsnewsuppliersMarketingandsaleswantlotsofnewandmodifiedproductsProductionimplementscontinuousimprovement,爲何會有工變,InstallationstaffgiveinputonwhatisreallyimportantinthefieldCustomerservicecollectsapplicationproblemsandexpectsquickfixesManufacturingengineeringwantstoreducecostsRegulatoryauthoritiesconstantlychangetherules,Regulatoryauthorities管理單位(政府機關),工變的重要性,Engineeringchangeshavetobeimplementedwithminimumeffortandcostwhileprovidingmaximumbenefitsandquality.Changeshavetobemadeasfastaspossiblebecauseourcustomerswantupgradedproductassoonaspossible.,工變的重要性,EffectiveEngineeringChangeManagementeliminatesproblemsthatarisefrompeoplenotusingthelatestversionofadocumenteliminatesproblemscausedbyunauthorizedchangestodocumentsbyforcingusersthroughaformalchangeprocedureeliminatesriskbyensuringappropriatepeopleknowofchangesfromreceivinguptodateandcompleteinformationgivesfulltraceabilityofalldocumentationandrelationships,工變的重要性,Respondtocustomerneedsfasterthancompetitors競爭力的來源ImprovetimetomarketBesureyouareworkingwiththelatestinformation對工程人員來說ManagecomplexandcompounddocumentsanddrawingsBesuretheteamsinformationisuptodateandeasytofind,工變的重要性,Keepuptodatewithchangingspecificationsandrequirements對客戶而言Shareaccurate,uptodateinformationwithageographicallydispersedteam目前最需要達成的Manageallinformationincludingoff-lineandpaperdocuments,工變的重要性,Dochangeimpactanalysisasfardownastoolingandmanufacturingprocesscosts透過程序的執行直達最底層Informoff-siteteammembersinstantlyofchangesNotificationCommunicateeffectivelyandaccuratelywithdownstreamusers,工變的重要性,CommunicatelastminutechangestoteammembersLinkchangestodatabasesforinstantupdatingPreviewtheimpactofengineeringchangesDrivedownreviewandapprovalcycletimesMonitorchangeapprovalandimplementationprogressKnowthestatusofallchangeorders,工變的重要性,ReducechangecycletimeTrackalargevolumeofchangesManageandcontrolproductrevisionsManageasdesignedversusaschangedFindoutaboutthehistoryofpastchangesFindoutaboutplannedengineeringchanges,工變執行方式,Threesteps:Drawalinethroughtheoldinformationandwriteinthenewinformation.Dateandsign.Recordtheeffectivedateforthechangeinthechangebook.Ontheeffectivedateremovetheolddocumentsfromproductionandreplacethemwiththemodifieddocuments.,較不重要的變更處理方式追求時效,工變執行方式,Foursteps:ClarifytheproblemandtheproposedchangeSearchforsolutionsSelectthebestsolutionImplementthechange,工變執行方式,Fivesteps:EstablishECRAnalyzeECRApprove/releaseECP/ECOPlanExecuteECOTrackECO,一般常見的EC方式,工變執行方式,Sevensteps:Reviewchange,andestablishitsimpactondataEstimatetheprojectandfinancialimplicationsApproveexecutionofchangeChangedataatthehighestlevel,progressivelyincreasingthelevelofdetail,工變執行方式,Sevensteps:IdentifyallaffectedreleaseddocumentsandtransmitteddatafilesthatrequiremodificationScheduleandperformthechangetoallderiveddataReleasethechanges,工變執行方式,Ninesteps:PreparechangeproposalApprovechangeproposalAuthorizeimpactanalysisprepareimpactanalysisAuthorizechangeorderPreparechangeorderPerformsignoffsApprovechangeorder,工變執行方式,Nineteensteps:FillintheECRformSendtheECRtothetechnicalservicesdepartmentAssignanumbertotheECRSendtheECRtotheappropriatedepartmentReviewproblem,identifycauses,evaluatesolutions,proposeeffectivedateSendECRtothetechnicaldocumentationgroup,工變執行方式,EnsurethatthelatestrevisionofalldocumentationisavailableMakeanECRpackageSendacopyoftheECRpackagetoeachengineeringchangeboard(ECB)memberReviewtheproposedchangeandinvestigateimpactScheduleanECBmeetingReviewallaspectsoftheECRAgreeeffectivedate,工變執行方式,SigntheECRSendtheECOtothetechnicaldocumentationgroupUpdatedocumentationMakecopiesDistributecopiesFileECO,變更範疇,JustsolvemyproblemChangethedocumentRespondquicklytomarketingLookafterthechangesinthiscustomersrequirementsSolveallourproblems,小,大,ECM系統效益,WellreducethecycletimeforengineeringchangesWecanreducethecostsofchangemanagementWellgetthebenefitsofelectronicchangeinformationflow,ECM系統效益,WellgetbetterstatusinformationonourchangesWellbeabletomakesurethebestchangeprocessisfollowedWellimproveengineeringchangeresourceutilizationandco-ordination,ECM系統效益,WellhaveanaudittrailofengineeringchangeactivitiesTheECMsystemwillbringengineersondifferentsitestogethertoworkonchangesWellbeabletomakebetterchangemanagementplans,ECM系統效益,WellgetmorereliableestimatesofchangecostsandtimesAnECMsystemwillmakechangeseasiertomanageWellbeabletorunchangesinparallelandgetthemdonequickerWellbemoreresponsivetochange,SoManyPartstotheECMJigsaw,ExternalorganizationswantchangesbutcantalwaysmakethemhappenInternalorganizationssometimeswantchanges,sometimesdontTheyallgetinvolvedintheECprocess,Jigsaw拼圖玩具,SoManyPartstotheECMJigsaw,ManycomputersystemsaresomehowrelatedtotheECprocessProductsandprocesses,andtheirdescriptions,arethemainfocusofECM,andtheirvolumeisveryhighAndeveryoneneedstoknowandfollowtherulesofECM,Externalorganizationswantchangesbutcantalwaysmakethemhappen,CustomersandpotentialcustomersDealersandDistributorsLogisticsorganizationsSuppliersandVendorsRegulatoryAuthorities,這些都是驅動EC的重要角色,InternalOrganizationsSometimesWantChanges,SometimesDont,DesignengineeringPurchasingdepartmentMarketingandsalesManufacturingengineeringSoftwareengineering,InternalOrganizationsSometimesWantChanges,SometimesDont,ManufacturingInstallationorganizationCustomerserviceStandardizationorganizationTechnicalservices,TheyallgetinvolvedintheECprocess,ECSubmitter,Proposer,InitiatorECAnalyst,EvaluatorECBoardmember,ECBChairFunctionalorganizationsProductTeams,ManyComputerSystemsAreSomehowRelatedtotheECProcess,OrderprocessingrequiresaccurateupdatesofproductcodesandreleasestatusPlanninghastophaseoutoldversionswhilephasinginnewreleases,ManyComputerSystemsAreSomehowRelatedtotheECProcess,DevelopmenthastodocumentallchangesconsistentlyManufacturingneedsaccurateandtimelyinformationaboutallchangespast,presentandplannedCustomerServicehastocommunicateproductimprovementstocustomers,ProductsandProcesses,andTheirDescriptions,AretheMainFocusofECM,andTheirVolumeIsVeryHigh,Products,mainassembliesandsub-assembliesComponentsandpartsRawmaterialsProcessesandsub-processesProductinformationProcessinformation,AndEveryoneNeedstoKnowandFollowtheRulesofECM,Document,Implement,Inform,CheckButsomepeopledontknowordontfollowtherules,TypicalActivitiesinECM,RequestscomeindailyfromalltheplayersScreeningallrequestsisanabsolutemustforfilteringsymptomsfromrootcausesEvaluatingtherequestscantakequiteatimeiftheinformationsystemsarenotintegratedDecidewhattodotooptimizethereturn-on-engineering-changeOrdertheselectedchangestobemadebythevariousfunctions,TypicalActivitiesinECM,ActuatethechangesTrackthechangesthroughtheprocessNotifythechangesbydocumentingallactivitiesandtheresultingconsequencesManagethechangesfromasupervisoryfunction,TypicalProblemsWithAllTheseActivities,Letsstartwiththeworstcase:unhappycustomersUnhappymanagersareanother,butmainlyinternal,problemEngineersgetunhappywithanECMsystemthatdoesntworkTimerunsoutCostsgoupQualitygoesdown,EngineersgetunhappywithanECMsystemthatdoesntwork,ThisoverloadsthemandpatchesconsumealotoftheirenergyAsaconsequence,innovationandnewproductdesignsufferAcorrespondingpartoftheirtimeiswasted,FuturetrendsinECMwillmakeitevenmorecomplex,MorelocationswillbeinvolvedMoreparticipantsintheprocesswillmakeitevenmorecomplicatedKeycustomerswillrequestmoreandquickerengineeringchangesMoremarketpressurewillresultinmorechangerequestsandlesstimetoperformengineeringchangesCompanieswillbeswampedbymountainsofEngineeringChanges,ButwithsuccessfulECMyoullgetlotsofbenefits,CustomersatisfactionincreasesconstantlybecausethecustomersstartperceivingthattheirinputsomehowendsupinneworimprovedproductsHappymanagershavetimeforvalueaddingactivitiesEffectiveengineerscanfocusoninnovation,ButwithsuccessfulECMyoullgetlotsofbenefits,CostreductionsbecomeeffectivemuchearlierQualityimprovementsbecomeeffectivemuchearlierTimesavingsallowallcorporatefunctionstofocusonwhatreallymattersAndtheyalllivedhappilyeverafter,IdentifyinganeffectiveECMsolution,PlanandestablishtheECMProjectUnderstandthecurrentsituationofECMProjectthefuturesituationofECMMapthewayforwardPrepareanddeliverasuccessfulpresentationtomanagement,PlanandEstablishtheECMProject,StarttheprojectdoingthemostimportantthingsfirstSelecttheprojectleaderandbuildthecoreteamMapthemajorprojectactivities,designafeasibleplanandpreparearealisticbudget,PlanandEstablishtheECMProject,IdentifymajorprojectrisksandthinkabouthowtoovercomethemcounteractingresistancetochangeDocumenttheresultsachievedsofarOrganizeandinternallypublishtheprojectkickoffmeeting,UnderstandthecurrentsituationofECM,IdentifycriticalproductsandprocessesIdentifyinvolvedpeople,organizationsandkeyrolesAssessthecurrentlyusedinformationandinformationsystemsCollectmajorproblemsandquantifyrelatedcostsandlostmarketopportunitiesHelpmanagementdefineobjectivesforthefutureECMprocess,ProjecttheFutureSituationofECM,Identifythebenefitsofquick,effectiveECMforstrategicproductsandservicesDescribefutureinformationandinformationsystems,ProjecttheFutureSituationofECM,ShowthatexistingproblemswillbeovercomeAssumethatthemajorproblemsofECMaresolvedandthenewECMsystemisoperational.Projectthereducedcostsandthemarketopportunitiesthathavebeenwon,Mapthewayforward,DefinealternativeimplementationstrategiesDetermineprojectcostsandinvestmentsandevaluatethebenefitsBuildthecostjustificationPrioritizethestrategiesWriteandpublishthestatementofrequirementsSelectthepreferredsolutionPreparetheprojectplanandthecorrespondingbudget,Prepareanddeliverasuccessfulpresentationtomanagement,ExplaintheprojectobjectivesandthemetricstomeasureitsachievementsOutlinetheproposedsolutionDescribethepotentialbenefitsandcostsandtheunderlyingassumptionsPresentthecostjustificationfromvariousorganizationalpointsofviewDemonstratetheapproachformanagingthechangestotheworkenvironmentOutlinetheprojectplan,projectteammembershipandthebudgetestimate,ImplementingthenewECMprocessandsystemsinlessthan6months,DetailthechosensolutionPreparetheprojectsupportinfrastructureRunasuccessfulpilotimplementationUsevariousmethodstotrainusersinseveralstagesRolloutECM,DetailtheChosenSolution,DesignthenewECMprocessDefinetherequiredinformation,documentsanddataSelecttwosystemstopilot,definerequirementsforintegrationwithexistingsystemsDocumentkeyorganizationalissues,majorrolesandmainrulesDefinenewworkproceduresCompletetheimplementationplanGetmanagementsign-off,Preparetheprojectsupportinfrastructure,DefinethemainsupportprocessesAssessandselectsupportteammembersTraintheteamonECM,changemanagementandsystems,Runasuccessfulpilotimplementation,ImplementkeyprocessesTestnewECMrulesiftheyaredifferenttoexistingonesDescribenewrolesandverifytheiracceptancePrepareacoachingenvironmentthatwillstayavailable6monthsafterprojectcompletionLinkmajordocumentstothenewinformationstructureOrganizeatestrunofyourtwofavoritesystemsImplementsampleprocedurestotestorganizationalaspects,Usevariousmethodstotrainusersinseveralstages,DefinetrainingneedsandthemetricsformeasuringperformancePurchasetrainingmaterialandadjustittoorganizationalneedsSelectthetrainerRuntheinitialtrainingPreparerefreshertrainingtobeg