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Enabling an Internal Process Benchmark Using the Analysis of PDM-Data

[+] Author Affiliations
Julia Roelofsen, Stefan Fuchs, Daniel Fuchs, Udo Lindemann

Technische Universität München, Garching, Germany

Paper No. ESDA2008-59459, pp. 243-250; 8 pages
doi:10.1115/ESDA2008-59459
From:
  • ASME 2008 9th Biennial Conference on Engineering Systems Design and Analysis
  • Volume 3: Design; Tribology; Education
  • Haifa, Israel, July 7–9, 2008
  • Conference Sponsors: International
  • ISBN: 978-0-7918-4837-1 | eISBN: 0-7918-3827-7
  • Copyright © 2008 by ASME

abstract

Today’s development-processes are mainly driven by three factors: time, quality and costs. High quality products need to be brought to the market in as little time as possible with competitive low costs. In addition to this, development processes need more flexibility and creativity in order to meet fast changing market requirements. With these factors competing, ways need to be found for an optimal process of developing products [1]. In this contribution the theoretical background of a tool that enables an internal process benchmark is introduced. This tool will be implemented at an international automotive supplier company in order to show potential for process improvement. The internal benchmark enables the identification of best practice processes that help to shorten time to market. The tool uses objective PDM-data to analyse processes instead of the often used interviews or observations, which are a more subjective source for process data. Main points of investigation in the analysis tool are CAD-drawings, change-requests, notify-and responsibility-lists. For example the time it takes from the generation of a drawing to its release for production is analysed; another example is the number of drawings generated per person. The analysis can be carried out concerning different locations, different customers or different departments and thus enables a company-wide benchmark of the workflow implemented in the PDM-system. All results are visualised by charts, which have to be interpreted in order to be used for the identification of best practice processes. To support the interpretation of the development-process-analysis and to draw conclusions for corrective or investigative actions, a portfolio is generated. This portfolio provides information about optimal values of the process performance figures and gives hints to why low or high values (e.g. in the number of drawings generated per department) can occur.

Copyright © 2008 by ASME

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