State-of-the-art change management for OEM Requirements and solutions

Transcription

1 State-of-the-art change management for OEM Requirements and solutions

2 Page 2 State-of-the-art change management for OEM Agenda I. Requirements & Basic Conditions II. Process View III. IT Solution

3 Page 3 State-of-the-art change management for OEM Agenda I. Requirements & Basic Conditions II. Process View III. IT Solution

4 Page 4 Major Challenges Premium Brand Strategy dramatically increases Complexity of Development Product Function program complexity Overall complexity

5 Page 5 Change Requirements Change with approval throughout all phases, projects and product lines Concept Phase Detailing/ Product Development Technische Beschreibung Kosten Gewicht Beziehungswissen Lastenhefte Energiedaten Lieferantendaten Kommunalität Qualität PL Detailing Commonality Consistency PL Technische Beschreibung Kosten Gewicht Beziehungswissen Lastenhefte Energiedaten Lieferantendaten Kommunalität Qualität Technische Beschreibung Kosten Gewicht Beziehungswissen Lastenhefte Energiedaten Lieferantendaten Kommunalität Qualität PL PL Complexity of products result in increased dependencies within a product and even between product lines (commonality). Engineering Change needs efficient identification and adequate handling of these dependencies.

6 Page 6 Major Challenges Diversity of Cooperation Models requires complex Interaction and Access Methods PL concept detailing Engineering Change needs different views for different engineering partners: All process partners access the same data source Different views for different type of engineering partners Complete view for BMW internal coordinators

7 Page 7 State-of-the-art change management for OEM Agenda I. Requirements & Basic Conditions II. Process View III. IT Solution

8 Page 8 Appropriate Change Project Phase, Object to be Changed and Kind of Change define Characteristic of CM Engineering Change is an integrated, project phase and product line independent process to manage the evaluation, verification, and implementation of changes to material (mechanical) material (electronics) conceptual components product specification no CM Documented CM Based on specific requirements of the project phase the appropriate amount of documentation is chosen to assure the required insights on cost, quality and dates of all change efforts. Informative CM CM with approval CM: Change

9 Page 9 Integrated Change Establishing the basis for an efficient and effective tracking of actions and solutions Project driven decisions Alternative Solutions, Fundamental decision on further proceeding Implementation Decision Identification/ Rooting of Change Prospects/ Potential Identification and Evaluation of alternative Solutions Verification of Preferred Solution and Decision Making Implementation/ Integration of selected Solution into Process/ Product Checking Results and Preparing Lessons Learned Issue/ failure driven decisions Major goals for the new integrated Change Process - Establish the continuous information flow starting from the identified problem through the evaluation/ decision making to confirmation of the implemented solution - Establish a continuous process flow from the conceptual phase through the engineering to the series production supported by a single IT system - Establish a common process and a single set of data accessed by all process partners

10 Page 10 Integrated Change Supporting an reliable and efficient identification and involvement of all relevant process partners Planner Engineer Designer Module Manager Technologist QSK Change Process GFK Controlling Approver Produktlinie Modul Produktlinie Supplier Change Manager Modul KoGr KoGr PPG PPG Menge ngerüst Menge ngerüst Strukturknoten Strukturknoten Zusammenbau, Einzelteil Zusammenbau, Einzelteil Purchaser Quality Manager

11 Page 11 Change at BMW gams Some figures and challenges More than engineering change requests per month ~ internal and external users Direct involvement of vehicle development, purchasing, planning, plants/production, development partners (main contractors, suppliers,...) Nutzungsprofil gams User profile Planning / technology 1000 design / engineering Anzahl Anwender 100 Purchasing / supplier Change coordinator approval. Antrag AFO 10 (engineering) module manager SNr-Pos Pro-K Einmal-K > 31 controlling Anzahl Aktionen

12 Page 12 State-of-the-art change management for OEM Agenda I. Requirements & Basic Conditions II. Process View III. IT solution

13 SAP ESA strategy Change Page 13 Composite xapps enhance standard SAP modules Enterprise Services Repository Legacy System SAP Composites 3rd Party SAP NetWeaver Business Process Platform SAP SRM SAP ERP Partner/ISV Composites SAP Partner Buyer A platform used by partners and leading ISVs to complement SAP solutions, thus extending our reach and improving our reactivity to market opportunities Building a partner ecosystem to collaborate around Enterprise Services

14 IT Change solution gams IT Page architecture 14 follows SAP ESA strategy gams as a composite application based on SAP ippe Application Technology Improvements Internal Users External Users BMW B2B Portal gams 1: Change descr. 2: Statements 3: Doc of Cost Information 4:... BSP ABAP OO Simple partner integration via the existing portal technology Migration of numerous legacy application PL ippe One system and one datasource for all process partners

15 at BMW gams Look Page 15 & Feel

16 IT Change Partners and Project Setup gams Page 16 was introduced in partnership with SAP and msg systems GU BMW Overall Project Duration ~ 2 years Design and development Jan 04 Aug 05 Project Coordination, Design, Development Backend & Frontend, Test & Roll-Out mixed development teams Design, Development Frontend, System Integration, Data Migration, Reporting Test & Roll-Out Effort 25 man years external 10 man years internal Characteristics Big-Bang System Launch Integration numerous interfaces to legacy systems via EAI Migration of legacy change requests

17 Thank you for your attention Contact persons Change Page 17 Helmut Hirsch Jörg Lottermoser Eckhard Behr Günter Huber