Collaborative large engineering from IT dream to reality

1. Last decades evolution from local to collective IT IT innovation in collective data flow Change in engineering new metaphors Large engineering practices concurrent engineering Collaborative large engineering from IT dream to reality

2. 70th culture: mass production man = weak point IT = opportunity to remove people from operational work End 70th 1st CAD stand alone  work mechanization ROI at least 5 jobs inside the design or downstream chain. Typical CAD market : wiring, electronics, drawing“nice” successes, removing a lot of people from the working line, and interesting failures Mid 80th CADCAM support  machine for itself. man activity no longer the key subject. Typical CAD market: :mechanical design CAD data exchange between different CAD systems, CAD data to CAM and to NC data, to fix bugs into CAD systems; migration support Last decades IT evolution1_ the road to designer work mechanization Automatic control & scientific IT Dissemination of emerging CAD stationn BUs 10-20 designers Central CADCAMsupport team mgt4 BUs 100 ++ designers

3. Detailed drawing files and plans 100% CAD-CAM (1990) research of representations adapted to engineering data IT processing. features to improve CAD-CAM link increased automation 3D solid to model assemblies  DMU & collective work DMU as a CAD tool to replace physical mock-ups & to share product visionillustration : AIT automotive and aerospace EU project (95) DMU modelling and methodology, 3D heterogeneous exchange 3D visualisation for project reviews. Drawback: 3D CAD models limited in size, and parametric not easy to exchange. DMU as a PDM tool to be backbone of collective work illustration ENHANCE aircraft EU project, (98) common models for data, milestones, review meeting, exchanges …heterogeneous data safe and fluid non collocated environments. DMU configured set of 3D parts, + other technical objects as drawings, documents,etc. to build a common product model. Last decades IT evolution2_ the road to concurrent engineering

4. Feature based engineering illustration(98) « closed local » concurrent engineering : CADCAM full mechanization

5. Standards for Exchanging Information Management Support Dissemination & Exploitation ENHANCE illustration Aircraft Support Standard Contracts Standard Parts COSUPP COSODA Development Process Model COCONA Certification Process Digital Product Models Programme Management COCERP CODECYMO Scientific Calculation COPROMA COPROMOD COSCAL Life Cycle Model and Business Management Product Engineering Multi-Site Collaborative Work Information Technology Infrastructure COSITE COMITIF Training COMEX Information Technology COMTRAIN Technology and Methodology for the Extended Enterprise Concurrent Engineering Integration and Experiments Business Case Studies « open global » concurrent engineering : DMU-PDM backbone

6. Leading vision = collective data production, not individual drawings or schemas  data flow data exchange between people and IT machines, and  data produced from other data, by people knowledge and software tools. New disciplinesCAD mutation analogy last centuries mechanization. production system management; resources/process logistic and supportScattered handicraft resources expensive industrial machines + large teams, horizontal or vertical integration + standard machines machine prices decrease organisations kept, integration goes on. : Rational methods needed for industrial IT objects or machines. often a more “natural world” turn out to be a more abstract and rational one to set-up efficient IT collaborative environmentcolour, 3D visualisation, parametric codification, methods handbook, … virtual meetings  meeting categorization, QoS, security, rendezvous management. Last decades IT for engineering evolution3_ Synthesis and lesson learnt

7. Last decades evolution from local to collective IT IT innovation in collective data flow Change in engineering new metaphors Large engineering practices concurrent engineering Collaborative large engineering from IT dream to reality

8. Product integration drivers Testability Robustness Competitiveness • Flow pulled by customer : functionaltop downsystem engineering the Vcollaborative iterationrequirements, waterfall, perfo/techno trade off, VVA • Flow pushed by technology : constructivebottom uptry and test,  create the market • Flow canalised by enterprise : evolution processmiddle wayconcurrent engineering requirements support sale Operate products Engineering data to earlyengineering coreengineering data to customisation Build products procure technology implement IT innovation in collective engineering data flow1_ engineering data flow types Products fuzzy idea

9. IT innovation in collective engineering data flow 2_ Innovation axis people organisation; IT infrastructureconcurrent engineeringopen safe network CAX & PDM COTS Engineering know how support Virtual product flownumerical model Operate products mission conf. inspection trainingdeployment Engineering data ‘products’ to Idea ofproductslifecycle & services IT data flowmgt reference model data to to physical products Build products integration assembly manufacturingext. components Knowledge cycle flowAI models

10. IT innovation in collective engineering data flow Informationaccess Case based specifications Rules based costs Design handbook Knowledgeserver Engineering knowledgeillustration Expert specialist collaboration support K modellingusing informationpatterns & framework(features, ontology, …) Vocal support Design Handbook Authoring & translation

11. IT innovation in collective engineering data flow Intelligent workflow Open and evolutive Architecture Standard On line multimedia reporting PDM access IT data flow sharingillustration partner partner collaboration support

12. IT innovation in collective engineering data flow Interactive collision Mounting (haptics) Designer definition Pilot Immersion Designer Observation 3D tolerances Designer // Thermal & 3D (simplified 3D) Virtual productillustration designer usercollaboration support

13. IT innovation in collective engineering data flow EU VEPOPillustrator Session management Low cost/ firewall adapted/ incremental/ distributed/ collaborative environment

14. IT innovation an open field for engineers dream ? daily reality of engineering sounds different IT evolution is guided by management concepts & needs Collaborative large engineering : a managed system

15. Last decades evolution from local to collective IT IT innovation in collective data flow Change in engineeringnew metaphors Large engineering practices concurrent engineering Collaborative large engineering from IT dream to reality

16. Changes in work spaceillustration IT innovationillustration individual A0 size drawings boards « an arm size, motion and memorization », A4/A3 reduced vision and motion Zoom,multi-layers, tree-file; 3D access but increased degree of abstract as space being replaced by time+logic No more quick look at drawings pinned to boards, tocatch evolution publish and subscribe ; interface information patterns (features);tracedcollaborative sessions No more global vision of design office & people walking around can't provide unexpected useful feedbackNo more physical document cabinets design review DMU + PDM . Multimedia annotation mechanism Semantic navigators (XML and ontologies)Yellow pages, knowledge repository lost of confidence and complicity as digital information can be send away and judged by unknown people abstract document fluent management & ownership mechanisms supporting and ruling day to day worksafe networks Changes in engineering environment 1_ the zero paper metaphor[decision support]

17. Before : sequential mature information, signature= responsibility signature mechanism : author/skill project_boss/product, office_boss/enterprisedocument administrator in charge of import or export of validated data; engineering models organised for next step process Now: parallel immature information, ownership dynamic transferdown stream actor expects early upper “finished work” upstream actor expects early experiment (real, virtual) feedback data administrator in charge of rule and ownership administration etc.engineering (multi) models organised for interaction Changes in engineering environment 2_ The break the wall metaphor[action] Immature data sharing Mature data transfer

18. data hub with impersonal engineering put and get data . breaking the wall concept  every one under pressure in an information loopIT data and IT machines accelerate drastically data change and data transfer speed man in the loop boss manages data indicators and data administrator control data speed. counterweight : human factors + network model man “at the nodes” + IT assistance model of large and shared engineering between partners, withmanagement of product/process frontiers and contractualresponsibilities. Changes in engineering environment 3_The Hub metaphor[resources] data BPR, 6 Sigma, CMM, QFD, TQM, ISO9000,

19. Last decades evolution from local to collective IT IT innovation in collective data flow Change in engineering new metaphors Large engineering practices concurrent engineering Collaborative large engineering from IT dream to reality

20. Large organisations combine : OBS WBS PBS (decision,activity,integration) trees collaboration control through nodes - invariant upper nodes  contractual (partnership, work package, inv_conf_item),- intermediate nodes managed variant (baseline & effectivity)- lowest relatively free for change.   life cycle evolution control through change propagation between trees Practices in large engineering. 1_ collaborative structures ENHANCE model Distributed configuration managementDIECoM Digital product masterENHANCE

21. project team WP/ section manager contract interfacesdocumentsDMU integrator, PDM costs IT, methods supp etc. Plateau lifecycle control skill team product zone local managerDMU manager, planner, logistic designers, calcul specialists (if)(aerodynamics, thermal, etc.)STG. 3Dreview room meeting room meeting room Display areas Walls Printers project area Management DMU Frontiers Support skills area Plateau infrastructure and connexions Practices in large engineering. 2_ collaborative organisation Product centric organisationtemporary integrated teams Domainassembled product developmentMissionperformance, cost and delays industrialisation Collaboration: multi models sharing, fast convergence Key technology : DMU/PDM.

22. Business Process centric organisationinterlinked enterprise activity centres change request, impact study change proposal, modification evaluation, modification grouping, decision committees, change work notification Practices in large engineering. 2_ collaborative organisation Domain easy fast changesfew impact building, testing supporting resourcesex: electronic and software systems, light customisationMissionoptimisation of recurring work & expert involvement Collaboration: immature data, anticipate change propagationECMfor synchro Key technology : BPM (BPR CMMI, ABM/ABC), CM;MIL influence.

23. Practices in large engineering. 2_ collaborative organisation « centre of competences »« industrial research » Skill centric organisationenterprise knowledge network + expensive or sophisticated resources factorisationlabs & calculation! ROI pb Domain critical or long cycle objects,common (cost, delay or performance) factors sophisticated manufacturing parts, high added value systemsMissioninnovation, generic methods & tools, engineering backup, and exceptions handling Collaboration: relation between a problem provider and an appropriate (net of) expert Key technology : KM.

24. On line multimedia reporting Computation ConfiguredDMU Functional reference Functional work allocation Engineeringproducts Build & sp reference Design knowledge Practices in large engineering. 3_ Collaborative methods support Key factors : size of the projects, number of partners, volume of produced data, wide net. program management: contracts + metrics +milestones cooperationframework; project management : project reviews + engineering change management  coordination mechanism event or differential management daily collaboration large dedicated management & support teams existence

25. 97 00 +106 hours Practices in large engineering. 3_ Collaborative methods support Key factors : size of the projects, number of partners, volume of produced data, wide net huge set of methods :common rules and information exchange standards. (basic framework from military and space standards, & civil A/C practices front wave effect  many newcomers teaching & formal work methods (from some hundred designer in preliminary phases to thousands in core phases), have to learn huge set of technical data :(mainly for product final integration and logistic) - design activity a large data content editor, many update and releases- design activity a wide safe and fluent net user . large dedicated management & support teams existence

26. Conclusion and perspectives an EADS product development thousand of people , several years. Major evolution in collaborative large engineering combines IT innovation and management change Success stories like the Airbus Concurrent Engineering demonstrate importance of sponsoring, communication and human factor efficient environments

27. BPR, 6 Sigma, CMM, QFD, TQM, ISO9000, Conclusion and perspectives Next decades challenge Virtual product within a Virtual enterprise« full aerospace product » Virtual product : multi view representation of product semantic, behaviour, and structurein operating, manufacturing and maintenance environments.Virtual enterprise: standards, interoperability, knowledge, global simulation.early processes (front loading effect), downstream people assisted by multimodal devices DoD initiative in SBA (HLA/RTI), n-tiers distributed architectures, semantic web initiative