Production Planning and Scheduling with PREACTOR AS · Production Planning and Scheduling with ......

Production Planning and Scheduling withPREACTOR AS

siemens.com/panelbuildingIntern © Siemens AG 2017

Intern © Siemens AG 2017

Siemens WKC – Werk für Kombinationstechnik Chemnitz

Location

30.10.2018Seite 2 B. Vogel | DI MC MTS MF-WKC

Saxony

State Capital: Dresden

Further big cities: Leipzig, Chemnitz

Chemnitz

Berlin

Denmark

Lux.

Nether-

lands

Belgium

France

SwitzerlandAustria

Czech Republic

Poland

Germany


Siemens Chemnitz

Strong tradition over 125 years

30.10.2018Page 4 B. Vogel | DI MC MTS MF-WKC

1953

VEB Starkstromanlagen-bau Karl-Marx-Stadt

Founding of Siemens Automatisierungstechnik GmbH

Opening of Technical Office of Siemens & Halske AG

1889/1903

Dispossession and commutation in state-owned enterprise

Renaming in VEB NUMERIK Karl Marx

2.600 employees,

turnover of 480’ Mark

Products: CNCs, PLCs,

Robot Controls

Integration into Siemens AG

Start of co-operation with Siemens (after sales service in East Germany and Europe)

Sales, build-up and repair of electrical installations

Switchboards and control panels

1948/49

1965 / 66

2006

2008

2014

19831978

New buildings atClemens-Winkler-Str. new buildings at

Leipziger Straße

First numerical control ENC

1982

1991

1992

1996

> 15.000 cabinet sections p.a.;extension of production and logistics buildings

Siemens SiemensSAK / Numerik

2nd place European Factory Award


Werk für Kombinationstechnik Chemnitz

Structure (market logic)

QM

Quality Management

CI 1

Machine Tools

(Unique)

ISO

Infrastructure,

Security, Org

LogisticsShared Services:

Procurement, IT, HR

CI 2

Machine Tools

(large customer)

CI 3

Production

Machines &

Automotive

CI 4

Logistic Solutions

& Energy

& Intra Company

Business

CI 5

Sales Support

BA

Business

Administration

Customer

(via Regional Sales or Headquarter)

CI

Customer Interface

DE

Design Engineering

MFE

Manufacturing Engineering

PROD

Production

Central Functions

30.10.2018 B. Vogel | DI MC MTS MF-WKCSeite 5


Logistic Solutions & Energy & Intra Company Business

characteristic of production


nu

mb

er

ofu

nits

product lifecycle

Industrialization,

Prototyping

large-scale production Discontinued

production,

repair

Customizing

Low volume / high mix

0%

50%

1 5 10 20 50 100 More

Batch size of devices

0%

20%

40%

5 20 50 100 More

Batch size of PCBs

0%

50%

5 10 15 More

Number of value-added steps

0%

20%

40%

5 20 100 500 1000 More

Yearly quantity per PCB


Integrating and digitalizing the entire value chainis key to staying competitive in the future

Cloud-based, open IoT operating system: MindSphere

Third party applications

Suppliers and logistics

Collaboration platform: Teamcenter

ServicesProduction

execution

Production

engineering

Production

planning

Product

design



Planning and Scheduling

Typical detail and horizon

High

Detail

Low

Detail

Hours Days Weeks Months Quarters Years

Scheduling

• What to make

• When to make it

• How much to make

• Where to make it

• Resources Required

Planning

Scheduling • How best to make it

• Sequencing

• Priorities, constraints

and conflicts

• Managing change

• Execute against plan

• Synchronization

• Monitoring execution

Planning



Preactor AS

Advanced Scheduling

▪ Considers detailed production demand to

provide production sequence

▪ Predicts effects of change in production, e.g.

interruptions, machine breakdown, scrap

▪ Reacts to real time production efficiency

Planning

Preactor AP

Forecast Demand

Starting Stock OrdersPlanning period

Stock control parameters

Capacity

Scheduling

Preactor AS

Shift Patterns

Detailed constraints

Sequencing Rules

ERP



Preactor AS

Fine-grained scheduling

TasksResources

Machine

breakdown

Planned

Maintenance

Planned

availability / shift

systemSeite 10 30.10.2018 B. Vogel | DI MC MTS MF-WKC


Preactor AS

freely define secondary constraints

specialized

personnel

Equipment

Testing racks

Demand

Supply



Preactor AS

Short demo – scheduling



Goals back in 2012

30.10.2018Seite 13 B. Vogel | DI MC MTS MF-WKC

Shortening

the time to

market

• Individualized mass

production

• Volatile markets

• High

productivity

Increasing

the

flexibility

• Energy and resource

efficiency

as decisive competitive

factors

Increasing

efficiency

Increasing

quality

• Closed

control loop for

quality assurance

• Traceability and

integrated genealogy

• Shorter

innovation cycles

• More complex products

• Larger

data quantities

Products and production

are interwoven Flexible production

Full

process transparency

Optimization of the

resources for product

and production

Classical company goals

Preactor AS helps you to decrase cycle times

▪ Reduction in inventories (WIP)

▪ Increase of delivery reliability

▪ Increase in process quality

▪ Reduction of costs


General approach

Project progress and key milestones

Basic idea

and concept

Agreement with

management and

team leaders

Decision for a

new IT solution

Specifications

production

planning

April 2013 December 2013 May 2014

Experimental

PPS

January 2014 February 2014

subdivision

December 2015

1st Project

Completion

Preactor AS

1. production

planning

2. Production

control

September 2016 March 2017

2nd Project

Completion

Preactor AS

Specifications

Production

control



1. identification of workload for scheduling

▪ Transfer of confirmed orders (planned and production)

▪ Transfer of routing

▪ Transfer of material demand and availability dates

2. Sequencing of orders

▪ sorting according to target function

(confirmed customer dates vs. efficiency vs.

small cycle times)

3. Release check according to sequence

▪ New detailed scheduling for operations

▪ Capacity alignment person + machine

4. Release of checked orders

5. Re-iteration from 3rd step until termination criterion (no remaining capacity / no remaining elements)

Basic logic

EOP

time

SOP

-Y (about

24 months)

-X (about

3 weeks)

Start of

Frozen ZoneStart

planningdemand

date

production planning production control

capacity

in

progress

102456781

102456781

102456781

102456781

102456781

in

progress progress

in

progress

in

progress

technolog

y

BEV SMT Hand FEK Prüfday 1 day 1 day 2-4 day 5 day 6-7



Technical system integration and daily routine of Preactor

MES

ERP

• stocks

• production orders

• planned orders

• routings

• BOMs

• Material availability

Preactor

• detailed scheduling

• capacity alignment

• sequence planning

• planning analysis

interface for importing

scheduled tasks

(user-initiated)

MES

ERP

staff

planning

Automated data import

(daily 4 o' clock)

Automated

data import

Extended status information

→ Actual processing status

MES



Preactor only plans up to the resource limit and then shifts the schedule. Thus, scheduling leads to a feasible

plan, but leads to shifts in confirmed delivery dates.

Software does not replace people, but it has changed the

ways in which people can influence and work



Experiences and lessons learned

Experiences▪ Preactor is only as good as the master data quality (workplaces, workforce availability, machine

availability, setup time, processing time)

▪ Out of the box usage not possible

▪ If customized correctly, Preactor can be adapted to most kinds of businesses

▪ The user interface and the planning times have potential for improvement (parallelism is problematic)

Lessons learned▪ The elaboration of the specifications is a huge effort! The analysis of all interrelationships and

restrictions of processes in production takes a lot of time and strength

▪ You cannot think and plan everything in advance. It needs time for improvement even after the GO-

LIVE.

▪ Software cannot solve problems, but it can help with analysis and overall understanding.


Thank you very much.

Any questions?

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