Conduite de la conception et Systèmes PLM

Présentation au sujet: "Conduite de la conception et Systèmes PLM"— Transcription de la présentation:

1 Conduite de la conception et Systèmes PLM
Christophe MERLO ESTIA / LIPSI, Bidart LAPS/GRAI, Univ. Bordeaux 1 Conduite de la conception et systèmes PLM

2 Conduite de la conception et systèmes PLM
SOMMAIRE DU COURS Problématique de la conduite en conception Un environnement d’assistance pour la conduite Expérimentations sur un système PLM Spécifications pour un environnement intégré Le PLM peut-il être une réponse ? Synthèse et discussion Conduite de la conception et systèmes PLM

3 La conduite de la conception
Conduite de la conception et systèmes PLM

4 L’approche GRAI Ingénierie
L’ACTEUR DE LA CONDUITE L’ACTEUR DE LA CONCEPTION MODELISATION DU SYSTEME DE CONCEPTION [Girard et al 99] Objectifs Informations externes SYSTEME DECISIONNEL Retour de l’information SYSTEME INFORMATIONNEL Informations de pilotage SYSTEME TECHNOLOGIQUE Définition du produit et des procédés Rappeler la description du système techno en 3 sous-systèmes, et expliquer qu’au niveau local il y a la même chose avec un centre de décision et un ou plusieurs centres de conception. Introduire les 2 types d’acteurs. Besoins Conduite de la conception et systèmes PLM

5 Modèle de la conduite au sein du système de conception
ASSURER LE SUIVI CENTRE DE DECISION Objectifs produits Objectifs stratégie industrielle COORDONNER COMPARER Indicateurs de performances variables de décision contraintes PLANS D’ACTIONS Pour SATISFAIRE aux objectifs DIAGNOSTICS INDICATEURS DE PERFORMANCE Incomplétude de la connaissance critères SELECTION D’UN PLAN D’ACTION IDENTIFICATION DES ECARTS Cadre de conception Informations de suivi Dont INDICATEURS DE PERFORMANCE CENTRE DE CONCEPTION Augmenter la connaissance produit / processus Flux PRODUIT / PROCESSUS CONCEVOIR Conduite de la conception et systèmes PLM

6 Un système d’information support
Le prototype IPPOP répond à cette approche de la conduite Conduite de la conception et systèmes PLM

7 Gestion du processus : planification et suivi
Jalon Maturité Transition Déclencheur Donnée Technique Conduite de la conception et systèmes PLM

8 Conduite de la conception et systèmes PLM
Besoins Project-oriented requirements Coordination of the product development process from the project level to the document process level Team management in correlation with designers’ skills Follow defined project manager tasks Conduite de la conception et systèmes PLM

9 Expérimentations sur un système PLM
Choix de Windchill (PTC) : système utilisé à ESTIA depuis 2000 Conduite de la conception et systèmes PLM

10 Conduite de la conception et systèmes PLM
Industrial context Ederena Concept, a SME growing from 4 to 50 employees between 1990 and 2005 Design and manufactures mechanical sub-assemblies by means of bounded sandwich structures and aluminium honeycomb composite. Approach for PLM implementation: milling machines, structural panels, train or plane partitions Glue Design process modeling Data management modeling Product data / project management specification Product data / project Management implementation Our case study is done with Ederena Concept company, an SME of 50 people which designs and manufactures mechanical sub-assemblies by means of bounded sandwich structures and aluminium honeycomb composite. It proposes products such as milling machines tables, structural panels for urban furnitures or partitions for transport vehicules. The initial need of the company was to rationalize product development processes and information flows and leads to PDM evaluation. It is also re-organizing itself and we support a recent recruited engineer to become the future design project manager. That’s why we had the possibility to analyze in detail its future tasks and the collaboration between the 5 technical people involved in design and industrialization department. For the PDM experimentaion the choosen methodology is rather traditional and composed of 5 steps: 1st,design process modeling, as a consequence of the re-engineering of the product development process, 2nd, data management modeling: after having isolated each document we identify those that are necessary for the design process, and characterize all the actors and activities that are associated with them. The result is a model describing the “life” of each type of document. 3rd, product management specification: roles (i.e. functions in the company) and users are defined then the necessary document life cycles and workflows are formalized. 4th and finally, PDM implementation within Windchill PDM system. (Eynard 04) Conduite de la conception et systèmes PLM

11 Case study: Design process modeling
Client Commercial Etudes Devis Tech Méthodes Qual.&Manuf. DEPARTEMENTS Offre Etudes Pr é Proto Cde S rie Aoc Faisabilit Devis d ’ Offre d M thodes Faisa Qualit d Etudes M Valid D finition M finition Devis Proto Cde Proto Offre Proto R alisation proto Devis S Cde S Offre S alisation 1er S 1er Revue Doss . - . Etudes Stop PHASES PROJET é Faisabilité Faisabilit Etudes Etudes Prototypage Prototypage Legend: Firstly, the study in the company allows the formalization the design process. This model represents a detailed description of each step and milestone of the design process and shows a very sequential process, at a macro level. It is mainly resulting from the point of view of quality manager with its own formalism. For a real coordination by the project manager it is not enough detailed and flexible. Série Milestone Activity Conduite de la conception et systèmes PLM

12 Product data management dimension
Example of typical document workflow, based on Windchill PDMLink (PTC) Within Windchill, we define “document types” to manage standard workflows and life cycles, and also standard “document models”. The predefined documents are stored in a folder structure that will be the main view of the future users. The whole configuration is stored as a “product development model” in order to become a generic configuration. By applying this generic configuration, document types can be instantiated when required by actors. Here are some examples of implemented elements. Conduite de la conception et systèmes PLM

13 Project management dimension
Implementation of organization, function (role) and user concepts Implementation of the formalized design process: tasks and milestones; document resources associated as deliverables Within ProjectLink, we were able to implement organization, function (role) and user concepts, as well as the formalized design process. Conduite de la conception et systèmes PLM

14 Results of the experimentation
Results on Product data management Validation of the rationalization of the design process through control of information flows, product data structuring and life cycle management Initial needs satisfied by the completed PDM configuration But: Rationalisation only at a macro-level Product data management restricted to basic validation processes associated No global coordination for project manager from macro-level to micro-level This first implementation validate the rationalization phase based on well-defined quality procedures. In that way it answers to the initial needs of the company. Nevertheless data management is only available for basic validation process and this is not sufficient for the project manager: it must be linked with project progress in order that he as a global view of all activities occuring during the project. An important point is that he has to plan then control tasks related to human activities, even when these tasks use or transform product data. In this way he can ensure the coordination between project-oriented process and document-oriented process. That’s why we achieve a second experimentation based on Windchill ProjectLink in order to evaluate: If a multi-level coordination is possible? If the project manager may organize its team and make it evolve during the project in correlation with designers’ skills. If project manager’s tasks can be achieved as defined previously. Conduite de la conception et systèmes PLM

15 Results of the experimentation
At a global level the project can be structured, the organization set and the document managed: The formalization resulting from the quality department can be implemented All users share the same vision of the project Nevertheless, some limitations appear concerning technical issues: No real synchronization of parallel activities No characterization of optional sequences of activity Document workflow task not directly controlled by the project activities, even with deliverables No input and output control on product data and concerning conceptual issues: The multi-level and flexible coordination does not exist Collaborative events are not traced in the project activities As a synthesis, the implementation is successful at the global level of the formalized design process. More, users share the same vision of the project and have more motivation for collaborating. Some limits appears concerning technical issues: Parallel activities can only be synchronized by the introduction of a new human activity. The process definition do not allow optional tasks sequences in order to activate them after decisions taken during a milestone. There is no direct link between the activities from project point of view and the tasks executed inside a document workflow, even when a deliverable is associated. Finally, project activities do not accept input/output product data in order to control their evolution. In fact the project management is based on different concepts than workflow configuration. So, considering our research objectives, multi-level design coordination is not satisfying for a project manager and must be improved. And two domains must also be taken into account: skill management and collaboration which is not actually integrated to project management. Conduite de la conception et systèmes PLM

16 Spécifications pour un environnement intégré
Multi-level design coordination requires: flexibility of the design process to manage non prescribed events, modifications from managers or non deterministic processes resulting from collaboration between designers (e;g. for innovation) document workflows under control of an extended project management environment Future work will focus on: identifying flexibility, especially for collaboration control by project managers managing multi-level workflows to federate project and document dimensions Conduite de la conception et systèmes PLM

17 Les technologies existantes dans le PLM
Technologies de workflow : Un workflow est associé à des documents Il est composé de tâches utilisateurs et de tâches automatiques (mails, changements d’état, programmes X, synchronisations) Il admet des sous-workflow Il est prédéfini Il admet des tâches utilisateurs de création de tâches dynamiquement, considérées comme un sous-processus Il n’autorise pas de modifications une fois implémenté dans un processus Il autorise des traitements simples pour gérer des inter-dépendances entre des processus de documents différents Conduite de la conception et systèmes PLM

18 Les correspondances envisagées
Jalon Maturité Transition Déclencheur Donnée Technique Conduite de la conception et systèmes PLM

19 Modèle de workflow du Wfmc
Connaissances capitalisées, produit et conduite Structuration en centres de décision et de conception Ressources Conduite de la conception et systèmes PLM

20 Un exemple significatif : la gestion des modifications
Conduite de la conception et systèmes PLM

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Synthèse Conduite de la conception et systèmes PLM

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Discussion Conduite de la conception et systèmes PLM

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