Design Reviews and their Impacts on the Enterprise Life Cycle

ii

Declaration iii

I, the undersigned, hereby declare that the work contained in this thesis is my own

original work and has not previously in its entirety, or in part, been submitted at any

university for a degree.

____________________________, ________________

Marc Noyen Date

Acknowledgements iv

Acknowledgements

I would like to thank all persons, who, somehow, supported the successful work of this

thesis.

There is especially the Chair of Factory Organization, who made the stay in South Africa for a thesis possible. At Indutech (Pty) Ltd, I thank especially Professor Niek du Preez as the head, for supervising me in a concerned way, despite the little time he had available, and Bernard Katz, for all the assistance and advices he gave to me. Further I am especially grateful to all colleagues of Indutech (Pty) Ltd who made it a very nice time in South Africa.

Lastly, and most importantly, I wish to thank my parents, who gave me the possibility of studying and composing my thesis in a foreign country.

Abstract v

The design and development of general Product Life Cycles (PLC) and Enterprise Life Cycles (ELC) has received significant attention over the past years. The EDEN TM Software Environment developed from Indutech (Pty) Ltd provides roadmaps for both life cycles. These roadmaps allow the involved development team to follow a pre- defined step-by-step structure for their respective project.

As a PLC always belongs to a superior ELC, both life cycles cannot be considered independently. Changes and decisions of one of the life cycles usually have an impact on the other. And although the PLC and ELC are well explored, there does not exist a model which reveals those important interfaces between both life cycles. This thesis aims on the detection of impacts of the PLC on the ELC. As the Design Review (DR) is a crucial key control element in the development process, the detection of the links is done by means of such DR. After giving general information about DR and providing definitions and descriptions of DR in the PLC and ELC, an impact-matrix is developed which shows the detected interference of the ELC by decisions of DR conducted in the PLC.

Table of contents vi

Table of contents

  Design Reviews and their Impacts on the Enterprise Life Cycle  

  Declaration  iii

  Acknowledgements  iv

  Abstract  v

Table of contents ............................................................................................................ vi

List of Abbreviations ...................................................................................................... x

List of Figures................................................................................................................ xii

List of Tables ................................................................................................................ xiii

CHAPTER 1:  Introduction of the Thesis  1

1.1  Introduction  1

1.2  Objectives  2

1.3  Structure  2

CHAPTER 2:  Design Review A Key Design Control Element  4

2.1  Introduction  4

2.2  What is Design Review  4

2.2.1  DO and CO and the need for DR  4

2.2.2  Definitions of Design Review  6

2.2.3  Purpose of Design Reviews  7

2.2.4  Design Review Teams  8

2.2.5  Conducting DR  11

2.2.6  Number of DR  11

2.2.7  Checklists as a tool in DR  11

2.3  The Product- and the Enterprise Life Cycle  12

2.3.1  Introduction  12

2.3.2  Product Life Cycle  13

Table of contents vii

2.3.3  Enterprise Life Cycle  20

2.3.4  Involvement of PLC and ELC  25

CHAPTER 3:  Design Reviews in PLC and ELC  27

3.1  Introduction  27

3.2  Design Reviews in PLC  27

3.2.1  Project Initialisation Meeting  28

3.2.2  System Requirements Review  29

3.2.3  System Design Review  29

3.2.4  Preliminary Design Review  30

3.2.5  Critical Design Review  31

3.2.6  Production Readiness Review  31

3.2.7  Product Strategy Review  32

3.3  Design Reviews in ELC  33

3.3.1  Project Initialisation Meeting  34

3.3.2  System Requirements Review  34

3.3.3  System Design Review  35

3.3.4  Preliminary Design Review  36

3.3.5  Critical Design Review  37

3.3.6  Commission Review  38

3.3.7  Operational Review  38

3.3.8  Disposal Review  39

CHAPTER 4:  Impacts of Design Review  40

4.1  Introduction  40

4.2  Intra Phase Impact  42

4.3  Intra Product Life Cycle Impact or Inter Phase Impact  43

4.4  Inter Product Life Cycle Impact  43

4.5  Intra Enterprise Life Cycle Impact  44

CHAPTER 5:  Impacts of product-related DR on the entire Enterprise  45

5.1  Introduction  45

5.2  Effects of PIM of PLC on the ELC  46

5.2.1  Concept Phase  46

Table of contents viii

5.2.2  Definition Phase  47

5.2.3  Design Phase  48

5.2.4  Construction Phase  48

5.2.5  Operation Phase  48

5.2.6  Disposal Phase  49

5.3  Effects of SRR of PLC on the ELC  49

5.3.1  Concept Phase  50

5.3.2  Definition Phase  50

5.3.3  Design Phase  51

5.3.4  Construction Phase  52

5.3.5  Operation Phase  52

5.3.6  Disposal Phase  52

5.4  Effects of SDR of PLC on the ELC  53

5.4.1  Concept Phase  53

5.4.2  Definition Phase  53

5.4.3  Design Phase  54

5.4.4  Construction Phase  54

5.4.5  Operation Phase  55

5.4.6  Disposal Phase  55

5.5  Effects of PDR of PLC on the ELC  55

5.5.1  Concept Phase  56

5.5.2  Definition Phase  56

5.5.3  Design Phase  57

5.5.4  Construction Phase  58

5.5.5  Operation Phase  58

5.5.6  Disposal Phase  59

5.6  Effects of CDR of PLC on the ELC  60

5.6.1  Concept Phase  60

5.6.2  Definition Phase  61

5.6.3  Design Phase  61

5.6.4  Construction Phase  61

5.6.5  Operation Phase  62

5.6.6  Disposal Phase  62

Table of contents ix

5.7  Effects of PRR of PLC on the ELC  62

5.7.1  Concept Phase  62

5.7.2  Definition Phase  63

5.7.3  Design Phase  64

5.7.4  Construction Phase  65

5.7.5  Operation Phase  66

5.7.6  Disposal Phase  66

5.8  Effects of PSR of PLC on the ELC  67

5.8.1  Concept Phase  67

5.8.2  Definition Phase  67

5.8.3  Design Phase  68

5.8.4  Construction Phase  69

5.8.5  Operation Phase  69

5.8.6  Disposal Phase  70

CHAPTER 6:  Summary of the Thesis  72

6.1  Conclusions  72

6.2  Limitations  72

6.3  Perspectives and Recommendations for Future Research  73

CHAPTER 7:  References  74

CHAPTER 8:  Appendices  77

Appendix A:  Business Principles Definitions  77

Appendix B:  PLC-ELC-Matrix  78

List of Abbreviations x

List of Abbreviations

CDR Critical Design Review

CI Configuration Item

CO Control Objectives

CR Commission Review

DO Design Objective

DR Design Review

DRR Disposal and Recycle Review

e.g. exempli gratia

EBE Enterprise Business Entity

EDEN™ Enterprise Design Navigator

ELC Enterprise Life Cycle

Et al. Et alii (and other people), Et alia (and other things)

HWCI Hardware Configuration Item

IT Information Technology

LOA Level of Automation

N.N. Nomen Nescio (author unknown)

OR Operational Review

PDR Preliminary Design Review

PERA Purdue Enterprise Reference Architecture

PIM Project Initialisation Meeting

PIR Project Initialisation Review

PLC Product Life Cycle

PRR Production Readiness Review

PSR Product Strategy Review

QA Quality Assurance

R&D Research and Development

SDR System Design Review

SOP Start of production

SOW Statement of Work

SRR System Requirements Review

List of Abbreviations xi

vs Versus

WWW World Wide Web

List of Figures xii

List of Figures

  Figure 1-1 Customer-Product-Enterprise Relations  2

  Figure 1-2 Structure of the Thesis  3

  Figure 2-1 Distinction between Design- and Control Objectives  5

  Figure 2-2 The Design Process  6

  Figure 2-3 Example of a Checklist in EDEN TM EDEN03c  12

  Figure 2-4 The Product Life Cycle  13

  Figure 2-5 The Enterprise Life Cycle  20

  Figure 2-6 The PLC builds a Part of the ELC FISC03  26

  Figure 3-1 Design Reviews in the Product Life Cycle  27

  Figure 3-2 Design Reviews in the Enterprise Life Cycle  34

  Figure 4-1 Areas of Influence of DR conducted in the PLC of Product A  40

  Figure 4-2 Different Impacts of DR conducted in a PLC within the Enterprise  41

  Figure 5-1 Structure of the PLC-ELC-Matrix  46

List of Tables xiii

Table 2-1 Design Review Team Member /KAPU92/............................................... 10

Introduction of the Thesis 1

CHAPTER 1: Introduction of the Thesis

1.1 Introduction

It is generally acknowledged that companies today face a dynamic environment, changing at an increasingly rapid pace /VOLB96/ /AVEN94/. To maintain competitiveness, the engineering team involved in the product development process is forced to develop cheaper, better, innovative, and more importantly, faster. The requirements of shortening the time-to-market and quickly adapting to rapidly changing customer and market needs have a huge impact on the Product Life Cycle /MORI99/. On the other hand also the whole enterprise keeps changing. Nothing is permanent in the business, manufacturing practice, organisational structure or in the information technology infrastructure of an enterprise, not even for months. The design of an enterprise may take a long time and involve many people. As a matter of fact enterprises change more often than the design of any product, and often decisions within the product development are the cause of these changes /BERN94/.

In Figure 1-1 the relations between customer, product and enterprise are illustrated. The customer or the market determines requirements for the product. And the developed product-solution according to the customer requirements again determines the requirements for manufacturing the product within the enterprise. For instance the application of innovative materials for the product-solution implies the correct handling of those materials. This involves acquisition of new technologies and equipment and training of personnel on the new equipment.

The considerations show the strong interactions between the product and its appropriate enterprise. Although the Product- and the Enterprise Life Cycles are well known, defined and explained, and innovative roadmaps of both life cycles for guiding the design team step-by-step through the design process are provided, the interactions between the life cycles are still quite unexplored.

Introduction of the Thesis 2

FIGURE 1-1 CUSTOMER-PRODUCT-ENTERPRISE RELATIONS

1.2 Objectives

The Design Review (DR) represents an important key control element of a life cycle. The decisions made during this review have an impact on several areas of the entire enterprise environment.

The first objective of this thesis is to provide a generic definition and description of DR for the Product Life Cycle (PLC) and the Enterprise Life Cycle (ELC), which can be used for product development and enterprise establishment.

In the next step those information is used to determine interactions and impacts between both life cycles by means of DR conducted in the PLC. The results can be used to be aware of effects decisions in the PLC have on the enterprise and to predict in early development stages of the product its impacts on the ELC (e.g. allow to make statements in the Concept Phase of a product about its resulting influences on the Design- or Construction Phase of the ELC).

1.3 Structure

First the thesis gives general information about DR including definitions, purposes and benefits of those reviews. Furthermore, the structure of the involved review team is

Introduction of the Thesis 3

pointed out and information about conducting those reviews and about the function of checklists is provided. Then the PLC and the ELC with their respective phases are introduced prior suitable definitions of all DR in both life cycles are presented. Afterwards the different areas of impact of the DR are explained. With this information the interfaces between the PLC and ELC can be detected by means of DR conducted in the PLC. These considerations build the main part of the thesis. The overall structure of the thesis is illustrated in Figure 1-2. In the figure three different layers allow the assignment of the several points to an area of general considerations and information, to the PLC or to the ELC.

FIGURE 1-2 STRUCTURE OF THE THESIS

Design Review – A Key Design Control Element 4

CHAPTER 2: Design Review – A Key Design Control

Element

2.1 Introduction

Historically, the major influence in setting product specifications has had the product design department. With the development of increasingly complex products and the ever-larger capital commitments required for their manufacture, it has become necessary to broaden the responsibility for determining specifications. The implementation of DR and the establishment of a DR team is a prevalent response to this acquirement /ANDR92/.

Today, the DR methodology is widely used and endorsed in commercial industry. In fact, 89% of the companies surveyed in a recent benchmarking study of 72 leading companies in seven basic industries reported that they are using DR as a design assurance tool /CRIS97/.

This chapter introduces the DR as an important key for controlling quality in the development.

2.2 What is Design Review?

The aim of this chapter is to introduce the DR as an essential part in the PLC and the

ELC and to provide general information about definitions of DR or involved people.

2.2.1 DO and CO and the need for DR

Every process, whether it is on high level as the whole PLC or ELC, or on a low and detailed level as any separate step or sub-step within a phase of any global lifecycle, is characterized by its corresponding objectives. These objectives, at which the process is aiming, are defined prior the start of the appropriate process and can be divided into the Design Objectives (DO) and the Control Objectives (CO) as shown in Figure 2-1.

Design Review – A Key Design Control Element 5

FIGURE 2-1 DISTINCTION BETWEEN DESIGN- AND CONTROL OBJECTIVES

The DO describe the real goal of the process, can be measured and quantified with appropriate indicators and are set by the design team. The CO show the design team the best way how to achieve the DO and how to manage all the resources (people, materials, documents…) in the process.

So the DO align the design processes and prompt the design team to keep certain design criteria (which are largely determined by customer requirements) in mind when doing an engineering exercise, while the CO comprise the management of the DO. At the end of the process a review has to be executed in order to check if all the objectives have been reached. This review is called the DR. Figure 2-2 depicts the design process, the objectives of the process formulated at the beginning of the process and the controlling DR at the end of the process.