pmii lecture 4 erp - order clarification and configuration · production management ii (prof....

Production Management II (Prof. Schuh), lecture 4 - ERP II - Order Clarification and Configuration

1Contact: M. Lenders, WZL 53B R. 503, tel. 80-27436, [email protected]

© WZL ´03

Production Management II

Lecture no. 4Enterprise Resource Planning II (ERP) - Order Clarification and Configuration -

Supervisor for this lecture:Dipl.-Ing. M. [email protected] 53 B Room 503tel.: 80-27436



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Lectures of the Chair for Production Engineering (SS 2005)

V1 IT im ProduktionsmanagementV2 Customer Relations ManagementV3 Enterprise Resource Planning IV4 Enterprise Resource Planning IIV5 Enterprise Resource Planning IIIV6 Supply Chain Management IV7 Supply Chain Management IIV8 Product Lifecycle Management IV9 Product Lifecycle Management IIV10 Product Lifecycle Management IIIV11 Digitale Fabrikplanung und SimulationV12 Methodik zur Systemauswahl

QualitätsmanagementTechnische Investitions-planung

Kostenmanagement in Produktionsbetrieben

Produktionsmanagement II

Produktionsmanagement I Fertigungs- undmontagegerechte Konstruktion

Fabrikplanung

Innovationsmanagementmit Dr. Wiedeking

• Grundlagen• Methoden und Hilfsmittel• Ablauf- & Aufbauorganisation

• Konstruktionsaufgabe in Kleingruppe• Konstruktionsbeispiele• Konstruktionsrichtlinien

• Fertigungsmittelplanung• Lager- & Transportplanung• Personalplanung

• Integrierte Managementaufgabe• Produkt- und Produktprogrammplanung• Organisation und Mitarbeiterverhalten

• Kostenrechnung• Investitionsrechnung & -bewertung• Bilanzen

• Qualitätssicherungssysteme• Qualitätsplanung• Produkthaftung

• Fertigungsmittelplanung• Technologieplanung• Kostenrechnung



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Definition and outline of problems and tasks concerning order processing particularly with regard to companies with order-based manufacturing

Illustration of appropriate methods and tools aiming at rationalising the order processing

scheduling the offer phasequotation costingproduct configuration

Learning targets



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Relation between Supply and Demand

Demand Market Customer Public authorities

Assessment of demand Anonymous Inquiry Invitation to

tender

Order processing is dependent on the type of company

Order

Series manufacturer

(build-on-stock)

Variant manufacturer

Order-specific manufacturer

(build-by-order)

No order process or configuration process takes place in series production. Series manufacturer make use of a sufficiently largestock. (i.e. department stores, clothing industry).When an order has been accepted, the variant manufacturer chooses a solution from a number of solutions already designed. The variant manufacturer avoids producing in advance, thus avoiding order-related elements. The order-specific manufacturer is always confronted with a great number of order-specific elements which have to be combined with existing technical solutions and usually lead to significant configurational problems.



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Offer

Variant manufacturer

Order-specific manufacturer

Product corresponds to requirements

Standard components

Individual components

New compilation of standard components

=> modular/unit assembly system

Compilation of technical solutions

Individualtechnical solutionsschedulescalculationsconditions

Series manufacturer

Product catalogue

with:specificationtimes for deliveryterms of deliveryprices

Warehouse

Order Processing

Concerning the demand of capital goods, a large proportion of the technical specifications is defined by the customers in the case of variants and order-specific production. For this reason, the order process between producer and supplier is often complex and time-consuming.



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The Offer and Offer Preparatory Tasks

Declaration of•supplying/offering company•specifies benefits and terms of delivery

•scheduling•basis for negotiation

calculation and pricing

•all-in price; price of components; fixed price; target price

Compilation and documentation of the technical solution•text, graphics

Determination of times and terms of delivery•delivery date•validity period•delivery procedures•location (of delivery)

x

Offer

Order acquisition and evaluation•customer requirements •form of quotation•(technical) feasibility

Terms of business•warranty•technical warranties•penalty clauses

§§§



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Rough scheduling procedures

Bar chart - procedure

Capacity scheduling - procedure

Bottleneck machine - procedure

Critical path planning

Delivery Scheduling Tools



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Scheduling of Offers Taking the Capacity Requirements of Quotes Previously Submitted into Account

capa

city

(h/d

ay)

orders accepted

5.000

10.000

15.000

20.000

25.000capacity limit

t [calendar week]

capacity for further offers

20 21 22 23 24 25

theoretical capacity limit for offers (conversion rate 5:1)

quotes submitted

The above order scheduling method for companies (small lot or unit production) is known as the „pass-curve procedure“.The following conditions are taken into account: individual capacity requirements for different products, disposable capacity and theconversion rate or the number of orders planned/accepted. The theoretical capacity limit for offers is a result of the difference between the capacity limit and the orders accepted, taking the conversion rate into consideration. For the application of this method, the order processing must take place continually (no interruptions).



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Approaches for Cost Determination

Cost determination

differentiated evaluation•allocation of costs according to input involved

differentiated evaluation•allocation of costs according to input involved

analogical approach•

analogical approach•

analytical•calculation of individual parts

analytical•calculation of individual parts

estimation•estimation based on experience

estimation•estimation based on experience

knowledge-based•artificial intelligence•expert systems

knowledge-based•artificial intelligence•expert systems

statistical•deduce cost function

parametrical•cost function

statistical•deduce cost function

parametrical•cost function

f(x)=ax+bx2+...

E2B9621

estimation based on classification

Order calculation is often related to a high level of uncertainty. The production costs are supposed to be determined as exactly as possible, involving the lowest effort possible.The maximum costs permittable are defined by the markets. High prices lower the conversion rate, low prices reduce the profit. Knowledge concerning a company’s in-house production costs allows the determination of the price floor. The applicable methods and computer-aided means must be adjusted to the level of tolerance accepted and the order probability.



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Quotation Costing MethodsQuotation costing methods

Determination of similar technical solutions

Production costs

Cost-per-kg-method Material cost method Calculation based on influencing factors

Calculation of individual parts

Basis: price per kg of similar products

Basis: cost structure of similar products

Basis: significant factors influencing the production costs

Basis: time value tables, wage rate, etc. of representative individual parts regarding costs

Determination of the price per kg of similar products

Determination of weight of the product to be calculated

Production costs = weight*price per kg

Determination of the cost structure of similar goods

Determination of material costs of the product to be calculated

Production costs= Σmaterial costs+% wages+%overhead costs

Cost analysis of similar products (determination of significant factors)

Generation of a cost function

Production costs= f(influencing factors)

Determination of representative new parts (regarding costs)

Determination of times, material prices wage rates, etc.

Production costs= Σproportion of material *material price + …

In offer preparation (including pricing), the production costs must be suitably familiar. If the calculated production costs exceed the actual production costs, competitive prices cannot be realized. The companies thenrun the risk of not receiving an order. In reverse, if the calculated production costs are lower than the actual production costs, unprofitable orders might be accepted.



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Quality of the order clarification is

strongly dependent on the person processing it

High risk of overlooking certain solutions

Customer benefit of certain individual options can not be emphasised sufficiently

Complexity of productsDiscrepancy between the

need of explanation of products and ability to

explain of sales

Numerous iteration loops for the order clarification between

order processing unit and customer/sales

Long cycle times in planning (business) units

Tardy and unspecific planning of the production flow

Customer Sales

Problems Concerning the Clarification of Orders



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Concretion of orders

60 %

workflow

30-40 %

60 - 80 %

informationdeficit

nominal curve

assemblylaunch

actualcurve

business areasindirect direct

100%

Potentials of Systematic Order Clarification and Configuration

Product configurators aim at reducing the information deficit in the order clarification process. Associated configurators support the early concretion of orders.



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„Product configuration denotes the combination of products or system solutions based on standardized component parts and on configuration rules stored in a data base in accordance with specifications of customers.“

Product Configuration

Definition

source: Schuh 2001



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Objectives in Applying a Configuration System for Products

Offer Confirmation of order Technical release ProductionCustomer inquiry

50%

100%

Nominal status

Increase in degree of technical clarification

Increase in degree of technical clarification

Actual status

Lead time reduction

source: Schuh 2001



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Functionalities and Fields of Activity of Product Configurators

Distribution-oriented user guidance • decision-oriented process flow• selection of standard processes• rapid information transfer

Distribution-oriented user guidance • decision-oriented process flow• selection of standard processes• rapid information transfer

Documentation of special requests

Documentation of special requests

Visualisation of products

Visualisation of products

Configuration of products by testing for technical incompatibilities and identification of entries in the bill of materials

Configuration of products by testing for technical incompatibilities and identification of entries in the bill of materials

Interactive Selling System (ISS), sale of complicated high-variety products via the internet

Interactive Selling System (ISS), sale of complicated high-variety products via the internet

Established clientele: customer and Selling Information System interface

Established clientele: customer and Selling Information System interface

On-site offer preparationOn-site offer preparation

Illustration of certain specifications

Illustration of certain specifications

Argumentative help (i.e. competitive products)

Argumentative help (i.e. competitive products)

Graphical user-interface

Graphical user-interface

Interfaces to PPS-, CAD-, CRM-, und ERP-systems

Interfaces to PPS-, CAD-, CRM-, und ERP-systemsPricing (total price and

special equipment price)Pricing (total price and special equipment price)

source: Dangelmaier 2001Picture: Krauss- Maffei



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Different Types of Modules

Order-specific functions

“Non-module”

modular design mixed systems

fundamental,recurring,universal

conjunctive outstanding,supplementary,

expanding

imprecise,determinable

in all parts

unpredictable

mandatory modulesdiscretionary modulesspecial, only in specific cases, leads to mixed systems

Overall functionvariants

Basic functions

Auxiliaryfunctions

Special functions

Adaptable functions

Basic modules

Auxiliarymodules

Special modules

Adaptablemodules

Implementationvariants

assembly groupmachine

plant

The formation of modules is a prerequisite for the generation of a configuration.



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Module Building Set with Standard Products, Standard Variants and Variants to develop

standard module released module

module can be derived by modification new or not released module

variantsm

odul

e



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Customer Requirements are Reflected in the Product Structure (e.g. Matrix-Method)

Connections and interdependencies between Functions

Current and future functions

Interdependencies between functions and modules

(principal/subordinate) module

neutral and non-neutral interfaces between modules



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Module Development and Design in accordance with Different Business Units

modular structure net benefit

for customers

Sales-/customer-

perspective

non-order related pre-assembly

functional complexes

optimal lot size

Manufacturing-/purchase-perspective

R&D-perspective

Assembly-perspectiveassembly module

customer module

legend: R&D – Research and Development

A modular structure is the primary requisite of a configuration logic.



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Configuration Process

source: Schuh 2001

list of customer requirements(completed checklist or specification sheet)

revised list of customer requirements

completed scan

data base of components

dependency rules

varied functional components

with estimated costs

functional components with forecasted costs

selection of optimal functional components

product calculation legend: computer-aided methods

functional componentswith existing costs

selection of optimal functional components, or new configuration

compilation of cost-oriented product configuration

search for conformal functional components within data base

conflict resolution

translation into distinctive scanning features

supplementation and specificationof customer requirements

The list of customer requirements must regularly be updated.



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Variants-Configuration Process

Customer activities Product configuration Corporate activities

Selection of variants and characteristics according to

detailed requirements

Compilation of single level parts list (SLPS) by the

product configurator

Validation

Cost analysis

Transformation of SLPS into a technical offer-part

Completion of the offer

Evaluation by sales-ID and engineering

If necessary special design

PPS-dispatching based on SLPL

Confirmation of order

Offer Offer to customer

Selection of a standard

product

Clarification of requirements

source: Dangelmaier 2001



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Criteria for classification/differentiation: Where is the comprehensive configurational knowledge located?

3 Methodological Approaches of Product Configurators

body of rules and regulations (complex dependencies, preclusions, validations and calculations); configuration of customer without help of sales;

rule-based configurators

- intermediate stage -configuration by customer and/or sales person (complex products (e.g. machine tools), limited combinatory variety

interaction-based configurators

sales and engineering knowledge, for cases when configurational variety is extremely large, extremely complex objects (e.g. planning of industrial plants); illustration in the system is neither realizable nor advisable

knowledge-based configurators

source: Schuh 2001



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Classification of the range of products in focus

Accumulation of information and structuring

Establishment of an information base

Linkage of assembly groups and specifications

of characteristics

Depositation of combinatorics between

assembly groups

Depositation of non-order-related information

(prices, product information)

Listing of product characteristics and specifications

charact. specifications

1 a2 a

bb c

.

.

Classification of assembly groups:

basic (B)mandatory (M)discretional (D)special (S)

assembly groups

BG 2 X

M S

XBG 5

BXBG 1

BG 4 X

D

XBG 3

Procedure for Establishing Configurational Knowledge

source: Benett 1999



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SP 1SP 2

V2

V3

?

V 1

V4

Stop

4713

MV 4712

V1 V2

SP 1 SP 2 MV 4711

V3 V4

4713

MV 4712

V1 V2

SP 1 SP 2 MV 4711

V3 V4

Non-order- and non-customer-related product structure

Customer-specific order structure

Order clarification

legend:SP = single partMV = mandatory variant

V = variant

structure chart

Order Configuration –from a Non-Order-Related to a Customer-Specific Order Structure

order parts listsource: Gross 1990

A concrete offer-related parts list is always a subset of the non-order- and non-customer-related comprehensive parts lists.



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Specification of functions from a customer point of view

characteristics

specificationssource: Audi 2003



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fuel typecylinder capacity

# cylinders# valves

KWpower

Nmexhaust gas

gearbox

region

…

Otto1,845

110150210EU4

B80

EU

…

…………

115157235EU3

B80q

Japan

…

…………

125170280

EU2B

MQ350

…

…

…………

132180…D4

…

…

…

…………

165225……

…

…

…

……………………

…

…

…

…………

………

…

…

…


Engine configuration:

engine type 4711 product line: 1,8l 5V Turbo



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8 9 8 2 1 1 0 1 0 1 0 6 A 1 0 3 0 1 1 A B Z Y L . K U R B E L G E H A E U S E 18 9 8 2 1 1 0 2 0 1 0 6 A 1 0 3 1 5 4 B S P R I T Z D U E S E 18 9 8 2 1 1 0 3 0 1 0 6 A 1 0 3 1 7 1 B D I C H T F L A N S C H 18 9 8 2 1 1 0 3 0 1 0 3 8 1 0 3 1 7 1 E D I C H T F L A N S C H 18 9 8 2 1 1 0 3 0 1 0 3 8 1 0 3 1 7 1 B D I C H T F L A N S C H 18 9 8 2 1 1 0 4 0 1 0 6 A 1 1 5 1 2 5 R O L L E N K E T T E 18 9 8 2 1 1 0 5 0 1 0 6 A 1 1 5 1 3 0 K E T T E N S P A N N E R 18 9 8 2 1 2 0 1 0 1 0 6 A 1 0 5 0 2 1 F K U R B E L W E L L E 18 9 8 2 1 2 0 2 0 1 0 6 A 1 1 5 1 2 1 K E T T E N R A D 18 9 8 2 1 2 0 2 0 1 0 6 A 1 0 5 2 0 9 K E T T E N R A D 18 9 8 2 1 2 0 3 0 1 0 5 0 1 0 5 1 8 9 B G E B E R R A D 18 9 8 2 1 2 0 4 0 1 0 2 6 1 0 5 6 3 5 A A N L A U F S C H E I B E 18 9 8 2 1 2 0 5 0 1 0 6 B 1 0 5 5 6 1 H A U P T L A G E R 18 9 8 2 1 3 0 1 0 1 0 6 A 1 1 5 1 0 5 B O E L P U M P E 18 9 8 2 1 3 0 2 0 1 0 6 A 1 1 5 2 5 1 S A U G L E I T U N G 18 9 8 2 1 3 0 3 0 1 0 6 B 1 0 3 6 2 3 E S C H W A L L W A N D 18 9 8 2 1 3 0 4 0 1 0 6 A 1 0 3 6 3 4 F U E H R U N G S R O H R 18 9 8 2 1 4 0 1 0 1 0 3 4 1 0 5 7 0 1 P L E U E L L A G E R 18 9 8 2 1 4 0 1 0 1 0 3 4 1 0 5 7 0 1 B P L E U E L L A G E R 18 9 8 2 1 4 0 2 0 1 0 6 A 1 0 7 0 6 5 A B K O L B E N M I T R I N G E 18 9 8 2 1 4 0 3 0 1 0 2 7 1 0 5 4 0 1 C P L E U E L S T A N G E 18 9 8 2 1 4 0 3 0 1 0 2 7 1 0 5 4 0 1 J P L E U E L S T A N G E 18 9 8 2 1 5 0 1 0 1 0 3 8 1 0 3 6 0 1 M O E L W A N N E 18 9 8 2 1 5 0 2 0 1 1 J 0 9 0 7 6 6 0 B S E N S O R 18 9 8 2 1 5 0 4 0 1 0 6 A 9 0 6 4 3 3 L I M P U L S G E B E R 18 9 8 2 1 5 0 4 0 1 0 6 A 9 0 6 4 3 3 G I M P U L S G E B E R 18 9 8 2 1 6 0 1 0 1 0 3 0 9 0 5 3 7 7 C K L O P F S E N S O R 18 9 8 2 1 7 0 1 0 1 0 5 8 1 0 3 3 8 3 K Z Y L I N D E R K O P F D I C H T . 18 9 8 2 1 7 0 2 0 1 0 6 A 1 0 3 3 5 3 P Z Y L I N D E R K O P F 18 9 8 2 1 7 0 3 0 1 1 0 1 0 0 0 0 6 3 A A Z U E N D K E R Z E 18 9 8 2 1 7 0 4 0 1 0 5 0 1 2 1 1 1 3 C T H E R M O S T A T / K U E H L W A S S E R R E G L . 18 9 8 2 1 7 0 5 0 1 0 6 A 1 1 5 4 0 5 A H O E L F I L T E R H A L T E R 18 9 8 2 1 7 0 6 0 1 0 6 A 1 0 3 6 6 3 B E I N F U E H R T R I C H T E R 18 9 8 2 1 7 0 7 0 1 0 6 A 1 0 3 2 2 7 A T E N T L U E F T U N G 18 9 8 2 2 1 0 1 0 1 0 5 8 1 0 3 5 5 5 B A B S C H I R M T E I L 18 9 8 2 2 1 0 2 0 1 0 6 A 1 0 3 4 6 9 S Z Y L I N D E R K O P F H A U B E 18 9 8 2 2 1 0 3 0 1 0 5 8 1 0 3 3 6 5 T R A N S P O R T L A S C H E 18 9 8 2 2 1 0 4 0 1 0 2 6 1 0 3 4 8 5 O E L V E R S C H L U S S D E C K . 18 9 8 2 2 1 0 4 0 1 0 2 6 1 0 3 4 8 5 A O E L V E R S C H L U S S D E C K . 18 9 8 2 2 1 0 6 0 1 0 6 A 9 1 9 0 8 1 A O E L D R U C K S C H A L T E R 18 9 8 2 2 1 0 6 0 1 0 6 A 9 1 9 0 8 1 A O E L D R U C K S C H A L T E R 18 9 8 2 2 1 0 7 0 1 0 2 8 1 1 7 0 2 1 B O E L K U E H L E R 18 9 8 2 2 1 0 8 0 1 0 6 A 1 1 5 5 6 1 B W E C H S E L F I L T E R 18 9 8 2 2 2 0 1 0 1 0 6 B 1 0 9 1 1 1 Z A H N R I E M E N R A D 18 9 8 2 2 2 0 1 0 1 0 6 A 1 0 5 2 6 3 D Z A H N R I E M E N R A D 18 9 8 2 2 2 0 2 0 1 0 5 8 1 0 3 7 2 8 A B E F E S T I G U N G S T E I L 18 9 8 2 2 2 0 3 0 1 0 6 A 1 2 1 1 3 2 D W A S S E R S T U T Z E N 18 9 8 2 2 2 0 4 0 1 0 7 8 9 1 9 5 0 1 C T E M P E R A T U R G E B E R 18 9 8 2 2 2 0 5 0 1 0 6 B 1 0 9 2 4 3 D S P A N N R O L L E 18 9 8 2 2 2 0 6 0 1 0 6 A 1 3 1 0 9 8 M K O M B I V E N T I L 18 9 8 2 2 2 0 7 0 1 0 6 A 1 3 3 0 6 2 C D R O S S E L K L A P P E N S T U . 18 9 8 2 2 2 0 8 0 1 K R A F T S T . S A M M E L L T G . 18 9 8 2 2 3 0 1 0 1 0 6 B 1 0 9 4 7 7 R I E M E N S P A N N E R 18 9 8 2 2 3 0 2 0 1 0 6 B 1 0 9 1 1 9 A Z A H N R I E M E N 18 9 8 2 2 3 0 2 0 1 0 6 B 1 0 9 1 1 9 B Z A H N R I E M E N 18 9 8 2 2 3 0 3 0 1 0 6 B 1 0 9 2 4 4 U M L E N K R O L L E 18 9 8 2 2 3 0 4 0 1 0 6 A 1 0 9 1 4 7 E A B D E C K T E I L 18 9 8 2 2 3 0 5 0 1 0 6 A 1 0 9 1 0 8 K Z A H N R I E M E N S C H U T Z 18 9 8 2 2 3 0 6 0 1 0 2 7 1 3 3 7 8 4 C W I N K E L S C H L A U C H 18 9 8 2 2 3 0 6 0 1 0 6 A 1 3 3 7 8 4 H W I N K E L S C H L A U C H 18 9 8 2 2 4 0 1 0 1 0 6 A 2 5 3 0 3 3 A J A B G A S K R U E M M E R 18 9 8 2 2 4 0 2 0 1 0 6 A 1 4 5 7 0 2 F A B G A S T U R B O L A D E R 18 9 8 2 2 4 0 4 0 1 0 6 A 1 3 3 2 0 1 C D S A U G R O H R 18 9 8 2 2 5 0 1 0 1 0 6 B 9 0 5 1 1 5 H Z U E N D S P U L E 18 9 8 2 2 5 0 1 0 1 0 6 C 9 0 5 1 1 5 C Z U E N D S P U L E 18 9 8 2 2 5 0 2 0 1 0 6 B 1 1 5 6 1 1 C O E L M E S S S T A B 18 9 8 2 2 5 0 3 0 1 0 6 A 1 4 5 5 3 6 H S T U E T Z S T R E B E 18 9 8 2 2 5 0 3 0 1 0 6 A 1 4 5 5 3 6 K S T U E T Z S T R E B E 18 9 8 2 2 5 0 7 0 1 0 6 A 1 4 1 0 3 1 Q K U P P L U N G S S C H E I B E 18 9 8 2 2 5 0 9 0 1 0 5 8 9 0 5 3 7 9 T E M P E R A T U R F U E H L E R 18 9 8 2 2 5 1 0 0 1 0 6 A 1 0 5 2 6 6 P 2 - M A S S . S C H W U N G R A D 1

engine type 4711

cylinder head

crank shaft

oil pump

parts list motor type 4711

parts list approx. 230 positions and approx. 70 primary entries

fuelcubic capacity

# cylinders# valves

KWHPNm

exhaust gas

gearing

region

…

Otto1,845

110150210EU4

B80

EU

…

…………

115157235EU3

B80q

Japan

…

…………

125170280

EU2B

MQ350

…

…

…………

132180…D4

…

…

…

…………

165225……

…

…

…

……………………

…

…

…

…………

………

…

…

…


Parts list for entire product line 1,8l 5V turbo engine contains approx. 8000 positions!

Z Y L I N D E R K O P F DZ Y L I N D E R K O P FZ U E N D K E R Z E

K U R B E L W E L L E

H A U P T L A G E RO E L P U M P E



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Glossary for Lecture 4 (I/II)

The order clarification is the process of clarifying and specifying the customer requirements as completely as possible. The difficulties in the offering phase are based on the fact that usually not all customer requirements can be entirely specified. Whether or not an offer should be generated and an order should be accepted, can only be estimated based on experiences with similar products. Based on the information from the order clarification phase, an order selection can be performed under consideration of the profit margin, the demanded and the possible delivery date.

Order Clarification

The offer calculation is the calculation of the offer or quotation price. In order of increasing accuracy, the following methods can be deployed:- Estimation (experience-based)- Cost-per-kg- or material-cost-method- Calculation based on cost functions- Calculation broken down to individual partsWhile an estimation may require the least effort, it at the same time provides the lowest accuracy. A calculation broken down to individual components requires a large effort, but generates a quotation price with the maximum accuracy.

Offer Calculation

Source: Eversheim 1996



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Glossary for Lecture 4 (II/II)

A product structure is the structured composition of components to a product. Sub-assembly components and individual parts lead to structure steps by bundling those components and parts on a lower level in the product structure.

Product Structure

Product configuration means the composition of products or system solutions based on standardised components and on a knowledge base of predefined configuration rules. This composition of products happens according to customer specifications.

Product Configuration

Module Building Sets are characterised by one or few base elements, onto which modules of differing variety can be mounted over various assembly steps. This principle is a common basis for bill-of-material structures in the area of plant engineering and construction. The difference to a pure module approach lies in the existence of base elements, but not in the existence of and structuring into different modules as parts to be attached.

Module Building Set

Modules are parts to be attached, that enable a manifold combinability of components and an efficient creation of variety based on separate function, but unified product interfaces. The principle of modularisation is especially well suited to represent a high product variety with only limited effects on the product complexity.

Module

Source: Schuh 2001



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References for Lecture

Schuh 2001

Dangelmaier 2001

Benett 1999

Gross 1990

Audi 2003 Audi AG: Online-Produktonfigurator. URL: http://www.audi.com/de/de/neuwagen/tt/tt_coupe/ttcoupe.jsp[Stand: März 2003].

Benett, S.: Komplexitätsmanagement in der Investitionsgüterindustrie. Dissertation der Universität St. Gallen, 1999.

Dangelmaier, W.: Marktspiegel Customer RelationshipManagement. Anbieter von CRM-Software im Vergleich. Gabler Verlag, 2001

Gross, M.: Planung der Auftragsabwicklung komplexer, variantenreicher Produkte. Dissertation an der RWTH Aachen, 1990

Schuh, G.: Produktkomplexität managen – Strategien, Methoden, Tools. Hanser, 2001

Eversheim 1996 Eversheim, W., Schuh, G.: Hütte, Produktion und Management. 7. völlig neubearbeitete Auflage, Springer-Verlag, 1996.

pmii lecture 4 erp - order clarification and configuration · production management ii (prof....

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