CMII Implementation with PDM
By Brent Carlson
A Balancing Act
This CMII story began in January, 1992 as a balancing act by doing production during working hours and fixing the supporting systems after hours. We were an aerospace firm trying to be- PDM, The Application Tool
It was apparent that manual methods were caving in and would not sustain the global scale that was required. Most global-oriented organizations were facing these same problems. This had created the demand for PDM systems and more robust data networking capabilities.
After obtaining a PDM system, the Information Services group turned to Engineering Services for definition of the process to be automated. What should we do? Our process did not work. There were no established practices for when to change a number, how to assign effectivities, for using the current revision instead of the latest, etc., etc.
At the recommendation of an associate who "had seen it before," we enrolled in the CMII courses. Our first step, after completing Courses I and II, was to compare our existing practices with the CMII process. Existing numbering conventions were OK. We replaced the CCB with a CRB and a CIB and modified our change forms. The theme that emerged was, keep what works, dump what doesn't and establish what's missing. That was done first in manual practice where possible.
We took the balance of the courses required for CMII certification. The change process had begun to work as we started PDM programming. The CMII rules were referenced daily. Preparation of a PDM implementation specification helped us understand some of the abstract principles of CMII like the details of establishing and tracking change data on the appropriate forms. come an automotive, high-volume-type producer.
During the early 1970's, a small division of Morton International was developing automotive air bag inflators which used gas generant derived from the rocket fuel industry. In 1986/87, Mercedes Benz incorporated air bags in their top line automobiles. This resulted in Morton Automotive Safety Products Company's first production program which was soon followed by Chrysler and others.
Morton ASP subsequently expanded into the design and assembly of modules, including the inflator. Expansion from research and development to full scale production has occurred since 1987. Production grew from a few thousand per month in 1992 to more than 1.5 million per month in 1994.
The first recorded ECR, written in 1989, was still there, unprocessed, in January, 1992. Four BOM data bases were in use. Five data management personnel were preparing the most prevalent BOM in Excel spreadsheets. The same five people were processing over 7,000 hard copy design documents per month with distribution to 30 recipients. The CCB meetings served as a drawing sign-off meeting; there were no change boards. Attendance was poor. Practices were confusing. We needed help.
PDM Implementation Team
The team members represented all activities while also kept small. The system had to be user friendly and satisfy the user's needs.
We selected a pilot program to validate the process and workflow software. We selected a program which contained most of the CMII elements and which had computer-oriented personnel.
A user guide was prepared concurrently with the writing of code. A user group was formed with interested engineers, change administrators and designers. They were referred to as "super users" and were a key factor in the success of the project.
Two detailed training classes were developed. One was PDM training based on a system user guide. The other was CMII training which was necessary to help engineers and program managers to understand the CMII process. Ideas like the reidentification decision tree, the "raised against" link, and effectivities were new and challenging to some. All of these issues were raised by, but not answered by, the PDM application. Personnel from every organization involved in engineering change took the CMII training.
Implementing these new principles, and requiring participation of individual engineers, was a grueling and demanding process for all involved. Imposing these concepts and processes sometimes created tension and hostility. The essential element was the solid and unwavering support of the VP of Design Engineering who was also the executive sponsor of the PDM project.
About 120 concurrent engineering users and 1500 production users at 9 global sites
Worldwide access includes sites in Germany, Amsterdam, Japan and North America
PDM integrated with two CAD/CAE systems
PDM integrated with MRP
Easy plotting of documents by all users
Standard part naming menus
Forty-plus suppliers access data by modem
Web browser interface
QS-9000 certification as of December, 1995Capabilities As Of Early 1997What's Next?
Development was brought on-line by providing a rapid change response process which works. ECR's are turned around in hours, not days. The stigma associated with ECR's was eliminated with the fast-track change process. Development releases are now processed just like the CMII model illustrates.
PDM software capability is increasing dramatically. Several expansion projects are already underway. The obvious enhancements include incorporation of downstream information such as production process data into the PDM system. Each expansion and/or improvement must be planned. Plans must be validated. Implementation results must conform. Sound familiar?
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