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10. April 2008

Effective Configuration Management through

Standardisation

Presented by

Matthias HOFMANN

Configuration Management Consultant

AIRBUS CIMPA

Frank MÜLLER

Head Of Configuration Management

EADS Defence Electronics

PLM characteristic with a standard tool with specific

interfaces to design –

Managing CM in a

(2)

Overview



Configuration Management for A400M Programme

System Level

• Company CIMPA & CIMPAs role in Project

• Managing CM in a complex international project



CM in the scope of the EADS PLM Harmonization program

• PHENIX

• What is Configuration Management for EADS

• How EADS Defence Electronics use Configuration Management

• CM from design to product

(3)

CIMPA Portfolio

PLM services covering the whole life cycle

Our service-clusters improve:

Processes



Configuration

Application & Methods

Software Products

Simulations & Visualisation

Supplier Collaboration

In-Service Operations

CIMPA offers Consulting, Solutions & Support

(4)

Role of CIMPA in the Project

CIMPA delivered services for EADS DE



Manage Interface between System Level

(EADS), Supplier and Customer (Airbus)



Definition of a common change process



Project plan and project management of

change process



Ensures the consistency of your product

performance



Manage customer requirements efficiently



Drive corrective actions to a minimum

CIMPA is the EADS service company for

Product Lifecycle Management (PLM)

(5)

Library Management

Document Management

Data Management

Definition Configuration Management

Our understanding:

“Configuration Management ... is a

management process for establishing and

maintaining consistency of a product's

performance, its functional and physical

attributes, with its requirements, design and

operational information, throughout its life.”

(ANSI)

Change Process

Release Process

Requirements Management

Knowledge Management

Structure

(6)

Task of EADS DE in the A400M Programme:

System Responsibility

Suppliers

Requirements

Changes

Requirements

Changes

Change

Change

(7)

The quality of Configuration Management

Process

Culture

IT-Solution

Product

Project Goals

(8)

The Change Process as a Core Process

A common problem of the Change Process

…is that it is often

heavy & inflexible



Goal is to

define

an

(9)

The General Change Process

Problem

Report

Cost estimation

Categorization

(CM)

Technical

Review

Management

Decision

Implementation

Planning

Execute

(CM)

Change

Notice

Request

Documents

Validation

Formal Check

(CM)

Work

Order

Released

Information

Start

Change

Request

Usage of released Items

Up-Date/Creation

(10)

Rules

The CM II Standard proposes a Change Process

Problem

Report

Cost estimation

Change

Request

Change

Specialist I

Technisches

Review

Management

Decision

(CRB)

Implementation

Planning

(Author)

(CIB)

(Author)

(TRB)

(Author)

simple?

Change

Specialist II

Change

Notice

Change

Notice

Validierung

By User

Change

Specialist III

Work

Order

Accellerated Path

75 – 85%

released

Infomation

Start

Usage of released Items

Up-Date/Creation

of Items

Request

Documents

(11)

The Challenge of the Supply Chain :

The Multiplied Loop of the Change Process

AIRBUS

(Aircraft)

EADS DE

(System)

Supplier

(Equipment)

(12)

The Glue of the Supply Chain: Interfaces

Prerequisite of smooth functioning interfaces are again

…clear definition of

the interface processes and

roles & responsibilities.

For example



single point of contact:

Handover from CM to CM or



defined forms for Exchange

(13)

.A .S . A ll ri g h ts re s e rv e d . C o n fi d e n ti a l a n d p ro p ri e ta ry d o c u m e n t.

France

France

Spain

Spain

Germany

Germany

Belgium

Belgium

UK

UK

Turkey

Turkey

A400M Strategic Work share

A400M Strategic Work share

Overcome the Borderlines

The necessity to organise interaction of several company in

different countries face the problem

of cultural borderlines to be

overcome.

The answer is again standardisation, especially the definition of

a common language and

Common understanding

of processes.

(14)

IT Landscape

In the

ideal case

all stakeholder in the project use

the same IT solution for CM

,

Æ but in reality this is

usually not the case

(15)

The Quality of CM in a Complex Project

Process

Culture

IT-Solution

Product

Project Goals

The Quality of CM in a complex project is (mainly) determined

by only two factors

(16)

P

LM

H

armonization for

EN

hanced

I

ntegration & e

X

cellence

P

LM

H

armonization for

EN

hanced

I

ntegration & e

X

cellence

EADS PHENIX Program

(17)

Frank Müller (TF CM)

PUBLIC

Table of Contents

Current EADS initiative – PHENIX

What is CM for EADS and in PHENIX?

Areas of interest with respect to CM

(18)

Why PHENIX?

PHENIX is the acronym for PLM Harmonization ENhanced

Integration and eXcellence

To improve EADS Group integration and excellence through Product

Life Cycle harmonization

It is one of 11 EADS top priorities, directly launched in 2007 and

driven at EADS CEOs level

=> „Develop and implement a common policy for Product Lifecycle

Management (PLM), methods and tools EADS-wide, build common IT

infrastructures“

(19)

Frank Müller (TF CM)

PUBLIC

(20)

PHENIX Program Objectives

EADS PLM

Harmonization

Excellence &

Agility

Ability to

operate as a

worldwide

Ext. Ent.

Cost

reduction

• Avoidance of non quality & dramatic consequences

¾ Golden rules, lessons learnt, support to

Governance (KPIs…),...

• Excellence in WorldWide Extended Enterprise

collaboration

¾ Global virtual enterprise with common standards,

shared tools & processes including with partners

• Cooperation and mutual support between BUs and

different sectors:

¾ Military and Civilian

¾ Transfer of workload, expertise, …

• Sharing of common services

¾ Common training, technical support,…

• Stronger driving of PLM solutions Providers

• Agility and flexibility in front of customers vs.

competition

• Readiness of high level skills & capabilities

• Influence on PLM standards

(21)

Frank Müller (TF CM)

PUBLIC

(22)

PHENIX Programme priority domains

Engineering &

Manufacturing Design

Improve usage of DS tools and

build EADS strategy towards

DS/IBM

Master Product

Definition

Enable to manage all relevant

product data through all the phases

of a Programme in a context of EE

Configuration

Management

Enable efficient cooperation

internally and with suppliers and

partners

Extended Enterprise

Integrate EADS as a Group in a

context of EE and enable

cooperation between

Divisions/BUs

Requirements

Management

Get common understanding and

better management of

requirements / specification with

customers and partners

Digital Mock-Up

Operations

Operate DMU as 3D reference for

Physical Product Definition

Link with Program

Management

Make programme managers use

the PLM as a control panel for

programme progress and

efficiency

Simulation Tools

Improve interfaces of simulation

with other product development

activities and build common

strategy towards tools providers

Integrated Technology

Processes

Enable efficient and integrated

management of technological

processes from Design to

Manufacturing phases

Electrical Design

Elaborate a common Electrical

design tool and database

(23)

Frank Müller (TF CM)

PUBLIC

Current EADS initiative – PHENIX

What is CM for EADS and in PHENIX?

Areas of interest with respect to CM

How we use CMII

(24)
(25)

Frank Müller (TF CM)

PUBLIC

Importance of CM to EADS

CM as a process insures consistency between requirements

raised or changed to a product and its definition/realisation

– Vision of the CM team is to develop a set of CM processes,

which can be applied as an industrial standard (internally and

extended enterprise)

For EADS CM is a core process to define, produce and operate

complex high-tech products => CM enables the management of

complexity which can not be handled by human intelligence.

CM is an excellent platform and major prerequisite to avoid non

quality issues and related costs (=> in CMII called cost for

corrective actions).

A robust and practical CM process is a prerequisite to unleash

benefits of state-of-the art PLM technologies, e.g. configured

(26)

What is CM for EADS?

CM is a leading process to enable cooperation, harmonisation

and identity at EADS group level and by this CM is a key enabler

for world-wide extended enterprise.

Definition from ANSI: A management process for establishing

and maintaining consistency of a product‘s performance,

functional and physical attributes of the product with the

requirement, the design and operational information

throughout the entire life cycle.

Embedded in the EADS product life cycle management

framework, CM aims at a continous improvement of the value

chain by reducing corrective actions by establishing a EADS

industrial standard process for CM to be applied for future

programs.

(27)

Frank Müller (TF CM)

PUBLIC

Why CM ?

Do I understand

the contract that

I have to fulfil?

Justification

Definition

Do I understand what I have to build to fulfil my contract?

2

Can I justify what I intend to build to fulfil my contract?

3

Do I know what I have built to fulfil my contract?

4

Can I justify what I have built to fulfil my contract?

5

Requirements

1

(28)

Current EADS initiative – PHENIX

What is CM for EADS and in PHENIX?

Areas of interest with respect to CM

How we may use CMII

Table of Contents

(29)

Frank Müller (TF CM)

PUBLIC

Work approach – CMII as basis of future

processes for CM

Each point will be handled in 2 steps:

– Consideration of CMII solution/principles

– Adopted proposal for EADS process / template etc.

– Followed by plenary discussion and collective acceptance

/ amendments / adaption

We started defining the most complex processes,

defining all process steps, decision points,

associated data and required analysis steps etc.

Based on this, we will define further options and

light process.

(30)

ENC Configuration Management

List of use cases

1.

Change management

2.

Baseline management

3.

Product structure

4.

Customization

5.

Status accounting

6.

Effectivity management

7.

Conformity and attestation

8.

In service configuration

9.

Release management

10.

CM plan & CM policy

11.

Contract Management

(31)

Frank Müller (TF CM)

PUBLIC

Current EADS initiative – PHENIX

What is CM for EADS and in PHENIX?

Areas of interest with respect to CM

How we use CMII

(32)

Application of CMII - examples

1. Change management

– CM II Principles: applicable

– EADS Requirements: Extension/Adaptation of CM II change process for different

purposes (full change process / fast track)

2. Baseline Management

– CM II Principles: applicable

– EADS Requirements: Adaptations / extension of CM II definition

3. Product structure

– CM II Principles: not directly applicable

– EADS Requirements: very complex requirements in PLM frame, use case definition

– in cooperation with Phenix Task Forces

4. Customization:

– CM II Principles: not covered

– EADS Requirements: very complex requirements in PLM frame, use case definition

– in cooperation with Phenix Task Forces

5. Effectivity management

– CM II Principles: not directly applicable

– EADS Requirements: very complex requirements in PLM frame, use case definition

– in cooperation with Phenix Task Forces

(33)

Contact

Matthias HOFMANN

Configuration Management Consultant

CIMPA GMBH

GASSTRASSE 6

22761 HAMBURG, GERMANY

EMAIL: MATTHIAS.HOFMANN@AIRBUS.COM

www.cimpa.com

Frank MÜLLER

Head of Configuration Management EADS

Defence Electronics

EADS PLM HP – TF CONFIGURATION

MANAGEMENT

EADS DEUTSCHLAND GMBH WÖRTHSTRASSE 85 89077 ULM, GERMANY EMAIL: FRANK.A.MUELLER@EADS.COM TEL: +49 731 392 5842, FAX +49 731 392 205842

www.eads.net

(34)

This document and all information contained herein is the sole

property of CIMPA GmbH. No intellectual property rights are

granted by the delivery of this document or the disclosure of its

content. This document shall not be reproduced or disclosed to

a third party without the express written consent of CIMPA

GmbH. This document and its content shall not be used for any

purpose other than that for which it is supplied.

The statements made herein do not constitute an offer. They

are based on the mentioned assumptions and are expressed in

good faith. Where the supporting grounds for these statements

are not shown, CIMPA GmbH will be pleased to explain the

basis thereof.

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