Altair Process Manager Lean Methodology. FEM Process Automation and Optimization Using Lean Methods

FEM Process Automation and Optimization Using ‘Lean’ Methods

Philipp Salomon,

FEA Analyst, Tenneco Inc. European Emission Control R&D Center Edenkoben, Germany

Markus Gfrörer,

Account Manager, Altair Engineering GmbH Niederlassung Böblingen

Abstract

This presentation is to show the reorganization of FEA processes inside the FEA department of the European Tenneco

emission control R&D center. Guidance to this reengineering has mostly been given by lean methodology. This Toyota

invented approach gains productivity by identification and avoidance of non- value adding steps. Beyond process wait

states, lean methodology also focuses on variance as well as on rework efforts. The introduction of “lean” at Tenneco has

been accompanied by the University of Michigan. Altair engineering was involved in the automation of FEA specific

processes by using the “Hyper Works Process Manager”.

Purpose

accelerate work

make reports „right first time“

force a common understanding of analysis purpose for all participants

establish clean and stable link between external supplier and FEA department

free resources for advanced work

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Navigation

Lean product development

misunderstandings about „Lean“

general overview on „Lean“ methodology

application example in the Tenneco FEA department

Initial state

current state analysis

identification of process waste

definition of future state

deduction of target metrics

Tools & Technology

Altair HyperWorks ProcessManager

Process

overview in sketches

Skilled people

linking Tenneco and it‘s suppliers together

Conclusion and outlook

Discussion

What is „Lean“

some very common misunderstandings of „LEAN“:

appling LEAN means to sack lots of people

they‘ll take away your last pencil

Focus of LEAN methodology

R F Q S ta rt Concept Design Concept CAE Review Quote Waiting Rework Gateway A Design CAE Wait for CFD

Rework design mitigation

CAE G a te w a y R e v ie w

Value added parts of the process are the traditional focus of cost saving activities

Unsynchronized concurrent tasks

seems like the right thing to do, but is often the

root cause of a great deal of waste

Stop and go tasks

Re- set up each time after process disturbance

redundant tasks

multiple inspection points

large batch sizes

cycle times increase with batch size, time

waiting for huge data dumps

System over utilization

a system, loaded more than 80% of ist capacity

reacts with dramatic effects on small changes

High process and arrival variation

variations in processes and arrival are two of

the three primary contributors to long queues

Lack of system discipline

lack of scheduling discipline causes arrival

variation, which drives excessive queue times

Reinvention waste

re-creating or rediscovering knowledge

Transaction waste

time and effort in arranging the work to be done

(administration overhead)

Waiting

waiting for data, answers, decisions, review

events and available capacity

External quality enforcement

effort and expense expended to collect data

that is never used

Hand offs

transferring data from one party to another

Lean – the three aspects

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High

Performance

Application of value stream mapping

1K W 2KW 3KW 4K W 5KW 6KW 7KW

Cus tomer Team (S I)

Info Info CCDes ign

CCDurabi lity (BI)

FEA

80%

Cus tomer Team (S I) S AP/PDM

CCDes ign

SDM

Information CCDurabi lity (BI)

FEA FEA order n e w d a ta Data list I -Engine data -Hot End data

Data list I

-RW 1-2 _P

80 h

P

40 h

CAD preparati on Data li st II CAD pr ep.

-RW _1-2

P

40 h

Check & assemble data Check of batch data

P+D 40 h R P 24 h FEM RW 8 OT FEA 8 OT LCC resources Review Report R e p o rt R e p o rt Customer Customer FEA 8 OT Report

Customer Cus tomer Customer Repo rt E rr o s D a ta l is t II FEA Data list I -Engine data -Hot End data

CAD preparati on & Data l ist II

Check & assembl e data Check of batch data Customer Customer FEA order FEA Kickoff Meeting -P resent P lan -Reques t Data TT: 1 h D a ta W a re h o u s e Meeting -Report Customiz ing Repor t FEA Standard Report FE A work recordi ng to TA -Standards KAIZEN: due to Checkl ist Standards Workflow Report FEM Cus tom. D a ta W a re h o u s e

Navigation

Lean product development

misunderstandings about „Lean“

general overview on „Lean“ methodology

application example in the Tenneco FEA department

Initial state

current state analysis

identification of process waste

definition of future state

deduction of target metrics

Tools & Technology

Altair HyperWorks ProcessManager

Process

overview in sketches

Skilled people

linking Tenneco and it‘s suppliers together

Conclusion and outlook

Discussion

Current state analysis and identification of process waste

1KW 2KW 3KW 4KW 5KW 6KW 7KW

Cus tomer T eam ( SI)

Info Info CCDesign CCDurability (BI) FEA 80% FE A FEA order ne w d a ta Data list I - Engine data - Hot End data

Dat a list I

-RW 1-2 P

80 h

P

40 h

CAD preparation Data list II CAD prep.

-RW 1-2

P

40 h

Chec k & ass emble data Chec k of batch data

P+D 40 h R P 24 h FEM RW 8 OT FEA 8 OT LCC res ourc es Review Repor t R e p or t R e po rt Customer Customer FEA 8 O T Rep ort

Cus tomer Cus tomer Customer Repo rt E rr o s D at a li st I I

Customer Eigenmode

Static

Vibration

Roadload

Thermal

total

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Report Types

Definition of future state

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Customer Team (SI) SAP/PDM

CCDesign SDM Information CCDurability (BI) FEA Data list I - Engine data - Hot End data

CAD preparation & Data list II

Check & assemble data Check of batch data Customer Customer FEA order FEA Kickoff Meeting -Pr esent Plan -Request Data TT: 1 h D a ta W a re h o u s e Meeting -Report Cust omiz ing Report FEA Standard Report FEA work recording to TA-Standards KAIZEN: due to Checklist Standards Workflow Report FEM Custom. D a ta W a re h o u s e

Navigation

Lean product development

misunderstandings about „Lean“

general overview on „Lean“ methodology

application example in the Tenneco FEA department

Initial state

current state analysis

identification of process waste

definition of future state

deduction of target metrics

Tools & Technology

Altair Hyper Works Process Manager

Process

overview in sketches

Skilled people

linking Tenneco and it‘s suppliers together

Conclusion and outlook

Discussion

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High

Performance

Altair Process Manager guided application

open architecture, TCL interface, plugin

of 3rd party products is possible

collects „tacit knowledge“ to well

defined processes

arbitrary level of user guidance can

be designed into the processes

interactive changes possible during

workflow operations

Navigation

Lean product development

misunderstandings about „Lean“

general overview on „Lean“ methodology

application example in the Tenneco FEA department

Initial state

current state analysis

identification of process waste

definition of future state

deduction of target metrics

Tools & Technology

Altair Hyper Works Process Manager

Process

overview in sketches

Skilled people

linking Tenneco and it‘s suppliers together

Conclusion and outlook

Discussion

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High

Performance

Correlation process (core part)

Measurement

HVA

FEA HVA

Compare running modes spectra

HZ 1 H Z 2 13.56 1.00 0.050.000.210. 01 0.130.400.020.00 0.000.00 0. 00 0.13 0.02 0.47 0.05 0.21 0.00 0.13 0.39 0.09 0.00 0.02 0.04 0.04 0.09 17.76 0.04 1.000.000.050. 00 0.060.120.020.00 0.020.00 0. 01 0.07 0.00 0.13 0.01 0.06 0.00 0.08 0.11 0.01 0.00 0.01 0.01 0.01 0.00 21.90 0.00 0.001.000.000. 24 0.310.180.170.01 0.020.00 0. 00 0.01 0.05 0.00 0.00 0.49 0.00 0.51 0.00 0.54 0.00 0.15 0.45 0.22 0.25 24.85 0.21 0.050.001.000. 01 0.060.030.010.02 0.060.00 0. 09 0.24 0.00 0.40 0.01 0.02 0.00 0.02 0.48 0.07 0.00 0.11 0.00 0.02 0.09 34.24 0.01 0.000.240.011. 00 0.130.040.020.09 0.040.01 0. 06 0.11 0.14 0.01 0.00 0.08 0.00 0.08 0.00 0.60 0.00 0.16 0.11 0.08 0.00 37.51 0.13 0.060.300.070. 14 1.000.010.280.02 0.020.01 0. 16 0.04 0.00 0.18 0.01 0.05 0.00 0.63 0.04 0.08 0.00 0.00 0.12 0.10 0.03 49.66 0.40 0.120.180.030. 04 0.011.000.070.01 0.020.02 0. 00 0.14 0.02 0.27 0.08 0.54 0.00 0.00 0.14 0.11 0.00 0.03 0.54 0.08 0.43 54.17 0.01 0.010.180.010. 02 0.270.081.000.00 0.050.01 0. 02 0.01 0.09 0.00 0.00 0.08 0.00 0.18 0.02 0.01 0.00 0.18 0.24 0.02 0.20 82.04 0.00 0.000.000.020. 01 0.000.000.010.03 0.200.82 0. 05 0.02 0.01 0.06 0.47 0.02 0.00 0.00 0.00 0.01 0.00 0.00 0.06 0.10 0.05 87.07 0.00 0.000.010.010. 07 0.020.000.010.95 0.230.00 0. 01 0.01 0.00 0.00 0.02 0.02 0.05 0.02 0.01 0.01 0.06 0.00 0.05 0.04 0.00 91.17 0.00 0.020.030.050. 08 0.050.040.030.05 0.670.21 0. 00 0.17 0.10 0.02 0.06 0.06 0.02 0.05 0.04 0.10 0.03 0.03 0.05 0.05 0.00 100.80 0.000.000.000.000. 01 0.010.010.010.02 0.020.80 0. 01 0.01 0.01 0.00 0.09 0.00 0.00 0.00 0.00 0.00 0.00 0.01 0.01 0.03 0.01 110.20 0.000.010.000.100. 07 0.160.000.030.00 0.010.00 0. 99 0.05 0.03 0.12 0.06 0.00 0.00 0.07 0.06 0.00 0.00 0.00 0.00 0.00 0.00 129.30 0.130.070.010.240. 11 0.040.140.010.03 0.140.01 0. 05 1.00 0.44 0.60 0.08 0.27 0.00 0.05 0.39 0.12 0.00 0.00 0.20 0.34 0.02 134.30 0.020.000.050.000. 14 0.000.020.090.00 0.080.01 0. 03 0.45 1.00 0.02 0.00 0.00 0.00 0.01 0.00 0.00 0.00 0.01 0.01 0.03 0.16 149.20 0.490.140.010.390. 01 0.170.310.000.01 0.040.00 0. 14 0.63 0.02 0.96 0.09 0.34 0.00 0.24 0.79 0.13 0.00 0.01 0.12 0.31 0.01 169.50 0.000.000.010.000. 00 0.000.010.010.02 0.020.00 0. 00 0.01 0.00 0.00 0.04 0.02 0.95 0.00 0.00 0.01 0.53 0.00 0.01 0.01 0.01 173.50 0.200.060.490.010. 08 0.060.550.070.03 0.050.00 0. 00 0.27 0.00 0.32 0.04 1.00 0.00 0.06 0.22 0.35 0.00 0.02 0.71 0.62 0.26 174.70 0.130.040.260.010. 05 0.020.300.010.15 0.000.00 0. 01 0.14 0.01 0.20 0.03 0.54 0.21 0.02 0.14 0.19 0.41 0.00 0.44 0.46 0.07 191.20 0.130.080.500.020. 09 0.630.000.190.02 0.020.01 0. 07 0.05 0.01 0.24 0.01 0.06 0.00 1.00 0.16 0.09 0.00 0.05 0.15 0.01 0.02 216.40 0.400.120.000.480. 00 0.040.140.010.02 0.030.00 0. 06 0.39 0.00 0.76 0.07 0.22 0.00 0.16 1.00 0.05 0.00 0.01 0.04 0.30 0.00 220.70 0.090.010.550.070. 60 0.080.110.010.02 0.080.00 0. 00 0.12 0.00 0.12 0.02 0.35 0.00 0.09 0.05 1.00 0.00 0.51 0.15 0.30 0.04 252.10 0.020.010.140.110. 15 0.000.030.180.00 0.020.01 0. 00 0.00 0.01 0.01 0.00 0.01 0.00 0.04 0.01 0.50 0.01 0.99 0.06 0.02 0.08 252.20 267.30 273.50 306. 70 191.20 216.40 220.70 246. 10 149.10 149.80 173.60 183.90 96.78 110.40 129.30 134.20 49.84 54.22 87.22 90.32 21. 91 25.16 34.24 37.59 13.60 17.79

MAC

Eigenmodes

Operational

Modal

Analysis

MAC

Running Modes

Running

Mode

Correlation of

Running Modes

Correlation Table

Correlation process

Response spectra

comparison

HZ 1 HZ 2 13. 56 1.00 0. 05 0.00 0.21 0.01 0.13 0. 40 0.02 0.00 0. 00 0.00 0. 00 0.13 0.02 0. 47 0.05 0.21 0. 00 0.13 0. 39 0.09 0.00 0. 02 0.04 0.04 0. 09 17. 76 0.04 1. 00 0.00 0.05 0.00 0.06 0. 12 0.02 0.00 0. 02 0.00 0. 01 0.07 0.00 0. 13 0.01 0.06 0. 00 0.08 0. 11 0.01 0.00 0. 01 0.01 0.01 0. 00 21. 90 0.00 0. 00 1.00 0.00 0.24 0.31 0. 18 0.17 0.01 0. 02 0.00 0. 00 0.01 0.05 0. 00 0.00 0.49 0. 00 0.51 0. 00 0.54 0.00 0. 15 0.45 0.22 0. 25 24. 85 0.21 0. 05 0.00 1.00 0.01 0.06 0. 03 0.01 0.02 0. 06 0.00 0. 09 0.24 0.00 0. 40 0.01 0.02 0. 00 0.02 0. 48 0.07 0.00 0. 11 0.00 0.02 0. 09 34. 24 0.01 0. 00 0.24 0.01 1.00 0.13 0. 04 0.02 0.09 0. 04 0.01 0. 06 0.11 0.14 0. 01 0.00 0.08 0. 00 0.08 0. 00 0.60 0.00 0. 16 0.11 0.08 0. 00 37. 51 0.13 0. 06 0.30 0.07 0.14 1.00 0. 01 0.28 0.02 0. 02 0.01 0. 16 0.04 0.00 0. 18 0.01 0.05 0. 00 0.63 0. 04 0.08 0.00 0. 00 0.12 0.10 0. 03 49. 66 0.40 0. 12 0.18 0.03 0.04 0.01 1. 00 0.07 0.01 0. 02 0.02 0. 00 0.14 0.02 0. 27 0.08 0.54 0. 00 0.00 0. 14 0.11 0.00 0. 03 0.54 0.08 0. 43 54. 17 0.01 0. 01 0.18 0.01 0.02 0.27 0. 08 1.00 0.00 0. 05 0.01 0. 02 0.01 0.09 0. 00 0.00 0.08 0. 00 0.18 0. 02 0.01 0.00 0. 18 0.24 0.02 0. 20 82. 04 0.00 0. 00 0.00 0.02 0.01 0.00 0. 00 0.01 0.03 0. 20 0.82 0. 05 0.02 0.01 0. 06 0.47 0.02 0. 00 0.00 0. 00 0.01 0.00 0. 00 0.06 0.10 0. 05 87. 07 0.00 0. 00 0.01 0.01 0.07 0.02 0. 00 0.01 0.95 0. 23 0.00 0. 01 0.01 0.00 0. 00 0.02 0.02 0. 05 0.02 0. 01 0.01 0.06 0. 00 0.05 0.04 0. 00 91. 17 0.00 0. 02 0.03 0.05 0.08 0.05 0. 04 0.03 0.05 0. 67 0.21 0. 00 0.17 0.10 0. 02 0.06 0.06 0. 02 0.05 0. 04 0.10 0.03 0. 03 0.05 0.05 0. 00 100.80 0.00 0. 00 0.00 0.00 0.01 0.01 0. 01 0.01 0.02 0. 02 0.80 0. 01 0.01 0.01 0. 00 0.09 0.00 0. 00 0.00 0. 00 0.00 0.00 0. 01 0.01 0.03 0. 01 110.20 0.00 0. 01 0.00 0.10 0.07 0.16 0. 00 0.03 0.00 0. 01 0.00 0. 99 0.05 0.03 0. 12 0.06 0.00 0. 00 0.07 0. 06 0.00 0.00 0. 00 0.00 0.00 0. 00 129.30 0.13 0. 07 0.01 0.24 0.11 0.04 0. 14 0.01 0.03 0. 14 0.01 0. 05 1.00 0.44 0. 60 0.08 0.27 0. 00 0.05 0. 39 0.12 0.00 0. 00 0.20 0.34 0. 02 134.30 0.02 0. 00 0.05 0.00 0.14 0.00 0. 02 0.09 0.00 0. 08 0.01 0. 03 0.45 1.00 0. 02 0.00 0.00 0. 00 0.01 0. 00 0.00 0.00 0. 01 0.01 0.03 0. 16 149.20 0.49 0. 14 0.01 0.39 0.01 0.17 0. 31 0.00 0.01 0. 04 0.00 0. 14 0.63 0.02 0. 96 0.09 0.34 0. 00 0.24 0. 79 0.13 0.00 0. 01 0.12 0.31 0. 01 169.50 0.00 0. 00 0.01 0.00 0.00 0.00 0. 01 0.01 0.02 0. 02 0.00 0. 00 0.01 0.00 0. 00 0.04 0.02 0. 95 0.00 0. 00 0.01 0.53 0. 00 0.01 0.01 0. 01 173.50 0.20 0. 06 0.49 0.01 0.08 0.06 0. 55 0.07 0.03 0. 05 0.00 0. 00 0.27 0.00 0. 32 0.04 1.00 0. 00 0.06 0. 22 0.35 0.00 0. 02 0.71 0.62 0. 26 174.70 0.13 0. 04 0.26 0.01 0.05 0.02 0. 30 0.01 0.15 0. 00 0.00 0. 01 0.14 0.01 0. 20 0.03 0.54 0. 21 0.02 0. 14 0.19 0.41 0. 00 0.44 0.46 0. 07 191.20 0.13 0. 08 0.50 0.02 0.09 0.63 0. 00 0.19 0.02 0. 02 0.01 0. 07 0.05 0.01 0. 24 0.01 0.06 0. 00 1.00 0. 16 0.09 0.00 0. 05 0.15 0.01 0. 02 216.40 0.40 0. 12 0.00 0.48 0.00 0.04 0. 14 0.01 0.02 0. 03 0.00 0. 06 0.39 0.00 0. 76 0.07 0.22 0. 00 0.16 1. 00 0.05 0.00 0. 01 0.04 0.30 0. 00 220.70 0.09 0. 01 0.55 0.07 0.60 0.08 0. 11 0.01 0.02 0. 08 0.00 0. 00 0.12 0.00 0. 12 0.02 0.35 0. 00 0.09 0. 05 1.00 0.00 0. 51 0.15 0.30 0. 04 252. 20 267.30 273.50 306. 70 191.20 216. 40 220.70 246.10 149. 10 149.80 173.60 183 .90 96.78 110. 40 129.30 134.20 49.84 54.22 87. 22 90.32 21.91 25. 16 34.24 37.59 13. 60 17.79

MAC

quantifiable Quality

correlated

stress evaluation

Navigation

Lean product development

misunderstandings about „Lean“

general overview on „Lean“ methodology

application example in the Tenneco FEA department

Initial state

current state analysis

identification of process waste

definition of future state

deduction of target metrics

Tools & Technology

Altair Hyper Works Process Manager

Process

overview in sketches

Skilled people

linking Tenneco and it‘s suppliers together

Conclusion and outlook

Discussion

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skilled people

two main impacts of the Process Manager driven result evaluation:

new staff members can be trained in less than one day

established staff members can invest their time in detail evaluations, new methodologies to

Navigation

Lean product development

misunderstandings about „Lean“

general overview on „Lean“ methodology

application example in the Tenneco FEA department

Initial state

current state analysis

identification of process waste

definition of future state

deduction of target metrics

Tools & Technology

Altair Hyper Works Process Manager

Process

overview in sketches

Skilled people

linking Tenneco and it‘s suppliers together

Conclusion and outlook

Discussion

Target metrics

Metric: Report types

5 10 15 20 25 F e b . 0₅ M rz. 0 5 A pr. ₀ 5 M ai. ₀₅ Jun. ₀₅ Jul. 0₅ Aug. 0₅ S ep . 0₅ O kt. 05 A n z a h l M o d u le Target real 0 2 4 6 8 10 12 14 16

Feb. 05 Mrz. 05 Apr. 05 Mai. 05 Jun. 05 Jul. 05 Aug. 05 Sep. 05 Okt. 05

standa rdization clu ste rupda te , re start XP / Linu x on com mon platform comm on datam odel on cluster / wo rks ta tion

automatization spectral processing parallel work / India

b at ch p ro c e ss in g of c o m p le te w or k flo w

prove stability of solution

L E A N E V E N T I II

standard FEA

[Stunden] 5 10 15 20 25 30 35 automatization spectral processing parallel work / India

ba tc h p ro c es s in g o f c o m p le te w o rk flo w L E A N E V E N T I II

correlated FEA

[Stunden] standardiza tion clusterupdate, restart XP / Linux on comm on platfo rm com mo n datamod el on cluster / workstation

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Bibliography / references

Garcia, Patrick , Tenneco - Heinrich Gillet GmbH, Drogosz, John, Optiprise - University of Michigan: “Lean Engineering – Best Practice in

the Automotive Industry”, Conference „Efficient Development processes and process orientated structures“, Axel Schröder & Partner, 2006

Garcia, Patrick , Tenneco - Heinrich Gillet GmbH, Drogosz, John, Optiprise - University of Michigan: “Schlanke F+E – Von der Strategie

bis zum Einzelprojekt” , 3. Lean Management Summit, Aachen, 2006

Jeff Liker (Editor): “Becoming Lean”: Inside Stories of U.S. Manufacturers, Productivity Press, Portland, Oregon, 1998

Morgan, J. M., Liker, J. K: “The Toyota Product Development System”, Productivity Press, Oregon, 2006

Morgan, J. M., Liker, J. K: “Lean Product and Process Development”, 2006

Pantleon, Thomas, Weyrich, Michael - DaimlerChrysler Research and Technology India: “Captive Offshore-Services from India”

presentation on DC CAE / EDM Forum 2007 Stuttgart

Ohno, T., : ”The Toyota Production System: Beyond Large Scale Production”, Productivity Press, Oregon, 1988