Manufacturing Engineering v2.3

CPS PROCESS MANUAL: MANUFACTURING ENGINEERING VERSION 2.3 Specifying the procedures and resources needed to transform product design into products Manufacturing Engineering Version 2.3 Rev. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. Verify it is current prior to use. For current version / information, visit https://cps.cat.com/publications A Message From The Chairman................................................................. 1 PREFACE: Manual Overview CHAPTER 8: Robotic Programming CPS Publication Series........................................................................................................... 5 Sub-Process Definition....................................................................................................... 115 Process Manual Strategy....................................................................................................... 5 Sub-Process Vision.............................................................................................................. 115 Manual Tutorial......................................................................................................................... 6 Sub-Process Strategy and Goals...................................................................................... 117 Sub-Process Interdependencies....................................................................................... 118 CHAPTER 1: Manufacturing Processes Sub-Process CPS Guiding Principles............................................................................... 119 Manufacturing Processes...................................................................................................... 9 Robotic Programming Process Guide.............................................................................. 120 Overall Strategies and Goals .............................................................................................. 10 Sub-Process Requirements and Recommendations..................................................... 124 CHAPTER 2: Manufacturing Engineering Process Sub-Process Standards, Practices and Specifications................................................ 124 Process Strategy.................................................................................................................... 13 Sub-Process Resources...................................................................................................... 124 Process Vision........................................................................................................................ 14 Sub-Process Tools and Technologies.............................................................................. 125 Process Interdependencies................................................................................................. 15 Sub-Process Metrics........................................................................................................... 126 Manufacturing Engineering and CPS Guiding Principles.............................................. 17 CHAPTER 9: New Capital Introduction (NCI) Manufacturing Engineering Process Guide...................................................................... 19 Sub-Process Vision.............................................................................................................. 129 Process Steps......................................................................................................................... 20 Sub-Process Strategy and Goals...................................................................................... 130 Process Resources................................................................................................................ 34 Sub-Process Interdependencies....................................................................................... 131 Key Standards and Practices............................................................................................... 34 Sub-Process CPS Guiding Principles............................................................................... 133 Tools and Technologies......................................................................................................... 34 NCI Process Guide............................................................................................................... 134 Process Metrics..................................................................................................................... 36 Process Steps....................................................................................................................... 135 Conclusion............................................................................................................................... 37 Key Standards and Practices............................................................................................. 136 CHAPTER 3: Process Planning Sub-Process Resources...................................................................................................... 136 Sub-Process Definition......................................................................................................... 41 Sub-Process Tools and Technologies.............................................................................. 136 Sub-Process Vision................................................................................................................ 41 Sub-Process Metrics........................................................................................................... 136 Sub-Process Interdependencies......................................................................................... 42 CHAPTER 10: Strategic Manufacturing Planning (SMP) Sub-Process CPS Guiding Principles................................................................................. 44 Sub-Process Definition....................................................................................................... 139 Process Planning Process Guide........................................................................................ 45 Sub-Process Vision.............................................................................................................. 139 Process Steps......................................................................................................................... 45 Sub-Process Interdependencies....................................................................................... 140 Key Standards and Practices............................................................................................... 56 Sub-Process CPS Guiding Principles............................................................................... 141 Tools and Technologies......................................................................................................... 57 SMP Process Guide............................................................................................................. 142 Process Planning Metrics.................................................................................................... 58 Key Standards, Practices and Specifications................................................................. 147 Conclusion............................................................................................................................... 59 Sub-Process Tools and Technologies.............................................................................. 148 CHAPTER 4: Tool Design Sub-Process Metrics........................................................................................................... 148 Sub-Process Definition......................................................................................................... 63 Conclusion............................................................................................................................. 148 Sub-Process Vision................................................................................................................ 63 CHAPTER 11: Manufacturing Releasing Sub-Process Strategy and Goals......................................................................................... 64 Sub-Process Definition....................................................................................................... 151 Sub-Process Interdependencies......................................................................................... 65 Sub-Process Vision.............................................................................................................. 151 Sub-Process CPS Guiding Principles................................................................................. 66 Sub-Process Interdependencies....................................................................................... 152 Tool Design Process Guide................................................................................................... 67 Sub-Process Guiding Methodology.................................................................................. 154 Process Steps......................................................................................................................... 68 Manufacturing Releasing Process Guide........................................................................ 155 Key Standards and Practices............................................................................................... 72 Key Standards and Practices............................................................................................. 155 Sub-Process Tools and Technologies................................................................................ 73 Tools and Technologies....................................................................................................... 156 Sub-Process Metrics............................................................................................................. 73 Manufacturing Releasing Metrics.................................................................................... 157 CHAPTER 5: Tool Selection Conclusion............................................................................................................................. 157 Sub-Process Definition......................................................................................................... 77 CHAPTER 12: Planned Method Cycle Time (PMCT) Sub-Process Vision................................................................................................................ 77 Sub-Process Definition....................................................................................................... 161 Sub-Process Strategy and Goals......................................................................................... 78 Sub-Process Vision.............................................................................................................. 161 Sub-Process Interdependencies......................................................................................... 78 Sub-Process Interdependencies....................................................................................... 162 Sub-Process CPS Guiding Principles................................................................................. 79 Sub-Process CPS Guiding Principles............................................................................... 163 Tool Selection Process Guide.............................................................................................. 80 Sub-Process Process Guide............................................................................................... 165 Process Steps......................................................................................................................... 80 Key Standards, Practices and Specifications................................................................. 170 CHAPTER 6: Numerical Control (NC) Programming Sub-Process Tools and Technologies.............................................................................. 170 Sub-Process Definition......................................................................................................... 85 Sub-Process Metrics........................................................................................................... 171 Sub-Process Vision................................................................................................................ 85 Conclusion............................................................................................................................. 171 Sub-Process Strategy and Goals......................................................................................... 86 APPENDIX Sub-Process Interdependencies......................................................................................... 87 The CPS Assessment and Manufacturing Engineering................................................ 175 Sub-Process CPS Guiding Principles................................................................................. 87 Glossary................................................................................................................................. 177 NC Programming Process Guide......................................................................................... 89 Acronym List.......................................................................................................................... 187 Process Steps......................................................................................................................... 90 Sub-Process Tools and Technologies................................................................................ 98 Sub-Process Metrics............................................................................................................. 98 CHAPTER 7: Heat Treat Engineering (HTE) Sub-Process Definitions..................................................................................................... 101 Sub-Process Vision.............................................................................................................. 101 Sub-Process Strategy and Goals....................................................................................... 102 Sub-Process Interdependencies....................................................................................... 103 Sub-Process CPS Guiding Principles............................................................................... 104 HTE Process Guide............................................................................................................... 105 Process Steps....................................................................................................................... 107 Sub-Process Requirements................................................................................................ 109 Sub-Process Standards, Practices and Specifications................................................ 110 Sub-Process Resources...................................................................................................... 111 Sub-Process Tools................................................................................................................ 112 Sub-Process Metrics........................................................................................................... 112 manufacturing engineering Version 2.3 Rev. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. Verify it is current prior to use. For current version / information, visit https://cps.cat.com/publications A MESSAGE FROM THE chairman the caterpillar production system Being the leader in an industry like ours requires creativity and an entrepreneurial spirit as well as individual freedom and accountability. At the same time, it takes discipline and consistency. We must deliver the highest quality products to our customers on time, every time. And we can do that through the Caterpillar Production System (CPS). We have big goals and unlimited opportunities waiting for us. We simply need to get the work done in the best way possible. The great news is that we know what we need to do and how to do it. CPS is at the very heart of our enterprise strategy — and that’s for a reason. By making CPS part of how we do business, we can deliver superior value to our customers, shareholders and our people. I also want to mention the benefits of CPS to you, because it only works if you make it work. It’s already helped us deliver big improvements in safety. It’s given us a simple and effective process for collecting and acting on your ideas and feedback. It’s helped us improve efficiency. And it’s helped improve our product quality and velocity. These outcomes are just the beginning. As we further embed CPS into our business, the positive results to us and to our customers will increase exponentially. I am absolutely committed to CPS, and I need your commitment too. We are on the verge of getting CPS right where we want it. Let’s work together and use this system to its fullest potential. We all want to be part of a winning team and CPS will help us beat our competition and maintain our global leadership position for years to come. Doug Oberhelman, Caterpillar Chairman and CEO Manufacturing Engineering Version 2.3 Rev. 11/15 Caterpillar: Confidential Yellow 1 Paper copy is considered UNCONTROLLED. Verify it is current prior to use. For current version / information, visit https://cps.cat.com/publications . MANUAL OVERVIEW PREFACE Manual Overview CPS publication series process Manual Strategy Manual Tutorial . MANUAL OVERVIEW . Engineering Mfg. Demand Management S&OP Capacity Planning Mfg. they describe the Caterpillar way to achieve process excellence — the path that keeps our strategic businesses running smoothly around the world while delivering People. To download and / or order CPS Publications. Production Execution Core Orders Management Supply Chain / Materials Management Transportation Transportation Finished Goods Dist. The intent of the process manuals is to define and explain the interdependent relationship among the CPS Core.3 Rev. Other resources included in the series include CPS Strategic Manuals. visit https://cps. Support Mfg. Pockets Guides and Quick Reference Guides.com/publications Process Manual Strategy This manual is just one of the 17 process manuals within the CPS publication series. Quality Management Governing Governance and Assessment Environment. Quality. Velocity and Cost results. these materials provide a holistic view of CPS and how it is transforming the way we do business. Field Guides. Sub-Process Manuals.cat. visit: https://cps. Governing and Enabling Processes.preface Manual Overview CPS Publication Series The ultimate goal of the CPS publications series is to provide a documented recipe for those accountable for the deployment of CPS in Caterpillar facilities worldwide. Together. 11/15 Caterpillar: Confidential Yellow 5 Paper copy is considered UNCONTROLLED.com/publications . Collectively. For current version / information. health and Safety Capability building Enabling Value Stream Transformation Tools Development Information Management manufacturing Engineering PREface: manual overview Version 2.cat. Verify it is current prior to use. each chapter contains information to the side and below the main text. A Guiding Principle accompanies a statement that helps identify when a specific caution: CPS Guiding Principle is being practiced. Reminder: A fact to keep in mind when making decisions. tip: Definition sidebars describe concepts from the main text.3 Rev. definitions Manual Tutorial Within the manuals. other times. For current version / information. Verify it is current prior to use. Action icons add more emphasis to a particular concept.cat. A warning to avoid common mistakes. visit https://cps. reminder or thought. a single word will A recommendation be defined. Variations among facilities keep these items from being required by CPS.com/publications . a number of words and phrases will be described. one to five definitions. Definiton sidebars – Provide brief definitions of concepts introduced on REQUIRED the same page. or opinion offered as a guide to action. THOUGHT: A concept to consider when applying a process to an organization. It may take the form of a tip. 6 manufacturing Engineering PREface: manual overview Version 2. A Guiding Principle symbol helps you identify when a specific CPS Guiding Principle is being practiced. They typically feature Required indicates items are mandatory across all facilities. RECOMMENDED Recommended indicates items may help facilities become even more successful. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. Sometimes. caution. manufacturing processes CHAPTER 1 manufacturing processes manufacturing processes overall strategies and goals manufacturing processes Chapter 1 manufacturing processes Manufacturing Engineering is one of three CPS processes focused on the manufacturing function: • Manufacturing Engineering — Specifies the procedures and resources needed to transform product design into products. • Manufacturing Production Execution — Transforms resources into value-added finished products. • Manufacturing Support — Provides predictive support to maintain process control. Figure 1.1: Relationship of Manufacturing Processes to Other CPS Processes Demand Management S&OP Capacity Planning Mfg. Engineering Mfg. Support Mfg. Production Execution Core Orders Management Supply Chain / Materials Management Transportation Transportation Finished Goods Dist. Quality Management Governing Governance and Assessment Environment, health and Safety Capability building Enabling Value Stream Transformation Tools Development Information Management Figure 1.1 shows the relationship among manufacturing processes and other CPS processes. The goal for each manufacturing process is to support Vision 2020, which states,“Our quality and delivery performance is recognized as the‘gold standard’ in the industry, thanks to our deeply encoded 6 Sigma discipline and the Caterpillar Production System.” Manufacturing engineering Chapter 1: Manufacturing processes Version 2.3 Rev. 11/15 Caterpillar: Confidential Yellow 9 Paper copy is considered UNCONTROLLED. Verify it is current prior to use. For current version / information, visit https://cps.cat.com/publications Simplify processes to quickly identify • Manufacturing processes are designed to Make Value Flow and accomplish lean problems and increase manufacturing. and best team.2: Manufacturing’s Role in Vision 2020 Figure 1. This approach increases productivity and efficiency of resources and improves the quality of the environment and the communities where we work and live.3 Rev. These processes are focused on achieving Caterpillar’s goals: superior results. • Caterpillar validates manufacturing processes prior to production using Advanced Product Quality Planning (APQP). and labor strategies to achieve stability and drive continuous improvement. Processes are designed with minimal set-up. ergonomic design and the application of appropriate automation to separate people from machines and processes. Achievement of this goal requires behavioral change. For current version / information. Verify it is current prior to use. Total Productive Maintenance (TPM). Production Part Approval Process (PPAP). the manufacturing processes employ a number of foundational strategies. visit https://cps.com/publications . OVERALL STRATEGIES AND GOALS To help Caterpillar reach Vision 2020. global leader. process control techniques.2 shows vision 2020. The manufacturing processes and their corresponding sub-processes support Vision 2020.cat. • Manufacturing processes use an enterprise-wide approach of leveraging technology and innovation to make sustainable progress possible. • Manufacturing processes are stable and utilize standard work. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. allowing continuous process efficiency flow and driving toward single-piece production. and process design technologies. 10 Manufacturing engineering Chapter 1: Manufacturing processes Version 2. • Manufacturing processes support a zero-injury environment for Caterpillar team members. Figure 1. CHAPTER 2 MANUFACTURING ENGINEERING engineering process manufacturing PROCESS Process Strategy Process Vision Process Interdependencies Manufacturing Engineering and CPS Guiding Principles Manufacturing Engineering Process Guide Process Steps Process Resources Key standards and practices Tools and Technologies Process Metrics Conclusion . manufacturing engineering process . Chapter 2 manufacturing engineering process PROCESS STRATEGY definitions Manufacturing Engineering specifies the procedures. assembly. product finishing. and heat treatment . velocity. Manufacturing Engineering generates and provides information. It also communicates with disciplines external to the Manufacturing Engineering. 11/15 Caterpillar: Confidential Yellow 13 Paper copy is considered UNCONTROLLED. Manufacturing Engineering provides process plans for machining. resources and a material list. gages. For example. and machine tools. • Heat Treat Engineering which can be defined in terms of part size. • Tool Design Capacity – Capacity is the measure of • Tool Selection how much work can be performed. torque tools. It is also responsible for facility layouts that directly affect quality.cat. manufacturing bill of material (mBOM) information to Supply Chain Management. • Numerical Control (NC) Programming Capability – Capability is the ability of an organization to perform work. Manufacturing Engineering determines the specifications for all perishable and durable tooling. The process Plan – A plan clearly defines the comprises the following sub-processes: standard work involved in a factory operation. to support Manufacturing Production Execution. Verify it is current prior to use.com/publications .including both manual and automated processes. lifting devices. visit https://cps. and resources needed to transform a product design into a product. fabrication. For current version / information. manufacturing bill of material (mBOM). Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. It also provides day to day process support to Manufacturing Production Execution and facilitates continuous improvement. and electronic and visual information to the Manufacturing Production Execution processes in the form of standard work. Manufacturing Engineering participates in long-range strategic planning and sourcing activities and the medium-term Sales and Operation Planning (S&OP) process. features and quality.3 Rev. • Robotic Programming • New Capital Introduction (NCI) • Strategic Manufacturing Planning • Manufacturing Releasing • Planned Method Cycle Time (PMCT) Throughout the process. It delivers manufacturability information to Product Engineering. and cost. cleaning. In addition to Process Planning. Manufacturing Engineering deals with a wide variety of inputs and outputs. A plan may include • Process Planning instructions. Manufacturing Engineering is integral to the company’s strategy. PROCESS VISION The Manufacturing Engineering vision is that Caterpillar uses common. and machining simulation to ensure process integrity. • Manufacturing Engineering develops. It also provides material delivery requirements to ensure optimal delivery at the point of use. visual aids. production safety. • Manufacturing Engineering is a key element of product lifecycle management. Thus. quality. Verify it is current prior to use. specifications. visit https://cps. maintains.com/publications . 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. and velocity metrics. It is the primary link to Product Engineering and Concurrent Product and Process Development (CPPD) activities. This also provides a basis for effective training. practices. which determine product features. This includes the use of the Advanced Product Quality Planning (APQP) process to develop process designs concurrently with product designs. and practices development. An Enterprise-Critical Global Process The process plans created by Manufacturing Engineering define Caterpillar’s manufacturing capacity and capabilities. Virtual validation improves safety. and cost.cat. velocity. as well as standards. It includes discrete-event simulation to ensure flow and capacity. • Manufacturing Engineers are college graduates with degrees in engineering or a related technical field.3 Rev. • Manufacturing Engineering is a key link to Supply Chain Management. salary grade. • Manufacturing Engineering actively participates early in the product design process to enable effective CPPD. Manufacturing Engineers with degrees have parity with comparable Product Engineers in terms of skill. ergonomic assessment to ensure a safe work environment. and specifications covering all sub-processes. virtual assembly to ensure manufacturability. 14 Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. For current version / information. This reduces licensing and support costs and facilitates the development and sharing of common manufacturing processes. and compensation. It provides process plans as a basis for material planning. quality. • Manufacturing Engineering is integrated with Product Lifecycle Management (PLM) and the New Product Introduction (NPI) process. It guides product design using robust Design for Manufacturing and Assembly (DFMA) guidelines. Their number will grow as required to fully participate in CPPD activities. The vision also means: • Processes are validated virtually to prove they work before being put in place. and other resources to ensure successful manufacturing. enterprise- wide processes and systems to develop all elements of its process plans. It provides instructions. and uses robust standards. • Manufacturing Engineering is a key link to the Manufacturing Production Execution processes. Process Planning must be notified of all work status. required A workflow management process must be used to issue work and monitor progress. The primary output is a process plan.1 illustrates the relationships between Manufacturing Engineering and its process partners. Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. These processes and standards are developed and maintained by CPS Process Owners. Process Planning is the “traffic cop” of Manufacturing Engineering because it directs most of the work. visit https://cps.com/publications . which consists of the required equipment and documentation for the process. recommended It is recommended that Process Planning approve work completion. The SIPOC in Figure 2. • Manufacturing Engineering works with Manufacturing Production Execution staff to perform tasks.• Manufacturing Engineering leverages common. PROCESS INTERDEPENDENCIES The primary inputs to Manufacturing Engineering are product design information .cat. 11/15 Caterpillar: Confidential Yellow 15 Paper copy is considered UNCONTROLLED. enterprise-wide systems and processes.3 Rev. For current version / information. Verify it is current prior to use. such as establishing standard work and cycle times.in the form of prints and 3D models from Product Engineering . The heart of the Manufacturing Engineering process is the Process Planning sub-process.and communication from the Manufacturing Production Execution and support organizations. At a minimum. At a minimum.cat.3 Rev.1: SIPOC Map for Manufacturing Engineering required A workflow management process must be used to issue work and monitor progress. Verify it is current prior to use. For current version / information. Process Planning must be notified of all work status. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. 16 Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. visit https://cps. recommended It is recommended that Process Planning approve work completion. Figure 2.com/publications . This leads to the prevention of waste and improves Caterpillar’s end-to. process plans must focus on elimination of waste the customers’ expectations from order-to-delivery. Cycle times are accurate and utilized to ensure takt times to level production are achieved. eliminating safety- related waste Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. process efficiency and the future-state value stream. when it is development of the process plan. visit https://cps. capacity planning. 11/15 Caterpillar: Confidential Yellow 17 Paper copy is considered UNCONTROLLED. In order to achieve Enterprise Excellence.3 Rev. with purposefully engineer all steps within a value chain to align with critical processes and priority on safety and support groups.com/publications . to quickly identify problems and increase • Pull: Facility layouts support continuous flow. in the amount provides the key for developing better systems that are inherently more sustainable. Manufacturing Engineers are aware of ergonomic and culture by placing the safety hazards. Quality. Manufacturing Engineers must use these principles to drive the needed. The People. In-Process Validation (IPV) steps are documented in Caterpillar before introducing Quality Management System (QMS) plans. Preventing waste and improving quality measures needed. • Even the Load: Processes are designed with balanced cycle times to optimize Balance the workload efficiency and throughput. processes as the foundation • Drive Standard Work: Manufacturing processes using standard tools. improve quality. It uses 3D virtual technology and supports the New Product Introduction and technology work (NPI) process. them into production • Put Safety First: Facility layouts and manufacturing processes are developed with Team Member safety as the top priority using virtual validation tools and ergonomic Build a safety-first and safety assessments. consistent format.cat. • Make Value Flow: Overall Equipment Effectiveness (OEE) and operation constraint conditions are considered. for continuous and equipment are developed to integrate all resources for flow and efficiency. and processes are developed to operate according to Standardize tasks cycle times. as well as the safety performance of their areas.MANUFACTURING ENGINEERING AND CPS GUIDING PRINCIPLES Drive for the continuous The CPS 15 Guiding Principles make it possible for Manufacturing Engineering to fulfill and relentless its vision. Simplify processes and Cost (PQVC) dimensions document. as well as in APQP activities. and reduce process variability • Validate Our Processes: New and changed processes are validated before production release to ensure safety. quality-related wastes end business. pull replenishment. For current version / information. improvement Corresponding instructions are displayed in a clear. it is needed • Chase Waste: Virtual planning eliminates waste within current assets and processes before requests are fulfilled for new capital equipment. Manufacturing Engineering is influenced by the CPS 15 Guiding Principles. Their highest highest priority on priority is to ensure layout or process changes reduce or eliminate hazards. To reduce lot size and increase factory efficiency. Manufacturing Engineers must in all processes. quality. and throughput targets are met. The ultimate Use pull replenishment goal of the principles is to eliminate the CPS 8 Wastes. gages. Velocity. Validation supports the New Capital Introduction (NCI) process for capital Prove the processes equipment. and reduce to only build what is process time and cost. Quick Change Over and utilize common (QCO) projects are the norm. Verify it is current prior to use. Manufacturing capability Engineers are compensated on par with Product Engineers. Factors affecting compensation include work experience. and support the implementation of Build the visual continuous improvement ideas. They change and update related process plans to prevent reoccurrence of the issue Identify. attract and anywhere in the factory. process improvement dialogues. velocity. and trained Manufacturing Engineers. suppliers. quality. consensus. For current version / information. Velocity • Act Decisively: Manufacturing Engineering is supported by CPS Global and Cost Manufacturing. job performance. Clear even at the expense lines of communication ensure Manufacturing Engineers are responsive to the of near-term goals changing needs of customers. See it first-hand • Go. They make corresponding process improvements for workplace so no current and future operations. • Stop to Fix: When a factory process is stopped due to quality issues or for any this means we build reason that adversely affects downstream operations. They actively participate in daily meetings. Verify it is current prior to use.com/publications . and the Conduct process achievement of appropriate internal and external certifications. enabled by high-performance. processes are be realized developed and documented to integrate layout and 5S activities resulting in optimal process performance. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. and participate in Rapid Cease production when Improvement Workshops (RIW) to ensure their own responsiveness. demonstrating the value of people’s • Actively Listen: Manufacturing Engineers have in-depth knowledge of factory ideas by quickly operations and a working relationship with all Manufacturing Production Execution implementing them personnel. develop people and teams to build • Develop People: Manufacturing Engineering specific curricula turn new hires Caterpillar’s long-term into experienced. Accordingly. metrics and targets across the value chain • Align the Targets: Manufacturing Engineers support factory performance metric aligned to the enterprise goals.cat. on the customer’s view Manufacturing Engineering considers all down-stream Manufacturing Production and the long-term Execution processes as customers.3 Rev. engineers. where possible. a problem occurs to correct it in process. Make decisions based • Take the Customer’s View: In addition to the ultimate Caterpillar customer. Manufacturing improvement Engineers participate in NPI and CPPD activities and mentor less experienced dialogues at all levels. satisfy customer requirements in terms of safety. thoroughly integrated systems. Manufacturing Make decisions by Engineers are empowered to effect change. an organization which develops. Manufacturing Engineers in-station as planned immediately involve themselves in Root Cause & Corrective Action (RCCA) activities. problems are hidden and opportunities can • Make It Visual: As part of the development of standard work. and communicates manufacturing standards and best practices to the enterprise. and customers for their area. Standard work and planned method documentation use visual Deploy cascaded methods and displays. considering all options and implement with a sense of urgency 18 Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. educated. Act: Although virtual tools play a prominent role in process validation. all process plans are designed to Caterpillar strategy. See. education. maintains. They develop and modify processes for optimum performance. strategy supporting People. visit https://cps. view operations first hand. They are acquainted with Manufacturing Production Execution personnel. Quality. instead of text. and cost. to ensure thorough Manufacturing Engineers are knowledgeable and are personally involved in day- understanding to-day factory operations. a change to an assembly operation would not normally involve a Numerical Control (NC) program.3 Rev.com/publications . For example. For current version / information.2) documents the Manufacturing Engineering process from beginning to end.2: Process Map for Manufacturing Engineering Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. Figure 2. Verify it is current prior to use.MANUFACTURING ENGINEERING PROCESS GUIDE The process map (Figure 2. and the overall process time can vary widely. 11/15 Caterpillar: Confidential Yellow 19 Paper copy is considered UNCONTROLLED. depending on the nature of the change. Not all processes require all of the steps shown on the process map. but it might require new tooling and an update to the operation description.cat. Manufacturing Engineering is considered a closed-loop process because includes continual process monitoring to drive continuous improvement of the manufacturing processes. visit https://cps. Not all Manufacturing Engineering tasks will require all of the steps. required • The Manufacturing Engineer must review the ECN documentation and confirm the effectivity date established. Manufacturing Engineers must understand the fundamental use of parts. and creating the Manufacturing Bill of Materials (mBOM). This activity affects the master data behind a large number of Caterpillar processes and systems. This documentation will describe the changes to the product specifications. the SMP process outlined in this manual must be followed at a minimum. Strategic Manufacturing Planning may occur as part of the Lean Capital Deployment process for projects at $20M or above. It involves adding certain part number descriptive data. For more information refer to the SMP chapter of this manual. authorizing “where used”. The effectivity date is the expected date of release to production. Manufacturing Engineers should familiarize themselves with the specifications provided by Product Engineering. The following items must be specified: manufacturing dimensions. but will include a sub-set of the steps. The Manufacturing Releasing process applies to products produced internally as well as externally. Begin Manufacturing Releasing Process This is the critical transition between Product Engineering and the order fulfillment process. refer to Chapter 11. It also involves maintaining source and user information and noting changes to other manufacturing and parts facilities. also known as Manufacturing Releasing.cat. PROCESS STEPS This section describes the Manufacturing Engineering steps common to all Manufacturing Engineering sub-processes. specifications (capability). Understand Product Design While product design is the responsibility of Product Engineers. and volumes needed (capacity). tolerances. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. Verify it is current prior to use. and assemblies before making new process plans or changing existing ones.3 Rev. components.com/publications . 20 Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. visit https://cps. The resulting manufacturing plan also provides strategic direction for the manufacturing facility’s decisions after it is in operation. For more information on the Manufacturing Releasing process. For projects below $20M. Define Strategic Manufacturing Plan Strategic Manufacturing Planning (SMP) is the creation of high level manufacturing plans to support the business case of for significant capital investments. For current version / information. • The Manufacturing Engineer must ensure all planning activities are complete for the change and coordinate the change according to effectivity requirements. Further detail for each step is provided in the sub-process chapters of this manual. These measurements help identify gaps in meeting customer demand. and function of the part to evaluate its specifications. maintenance records. and 1E specifications on the print with the Product Engineer. Overall Equipment Effectiveness (OEE).cat. Product Design Review Manufacturing Engineering must meet with Product Engineering to review the product design specifications to ensure they meet the form. recommended • The product design should be evaluated using the principles of Design for Manufacturing and Assembly (DFMA).3 Rev. visit https://cps. special characteristics. and quality capability (CpK) studies. Important information can be found in inspection reports. Understand Current Capacity and Capability Manufacturing Engineers will compare the required capability and capacity of processes and machine tools to current conditions. fit. • Manufacturing Engineers must understand installed capacity in terms of planned method cycle times and takt times. Verify it is current prior to use. required • The Manufacturing Engineer must review the Geometric Dimensioning & Tolerancing (GD&T). • The Manufacturing Engineer must meet with the Product Engineer to confirm or change the product specifications to optimize the process. • The Manufacturing Engineer must understand the form. required • Manufacturing Engineers must understand current process capability in terms of CpK for all key process features. and make a final determination on whether the specifications fit the process. For current version / information. efficiency ratios. Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. • Manufacturing Engineers receive volume information from EPP and ECCP. Manufacturing Engineers must understand concept manufacturing plans supplied by the Strategic Manufacturing Planning sub-process. Tightly controlled specifications will increase the cost of manufacturing of the product and should be evaluated to ensure they are necessary to the function and customer’s requirements. required • The Manufacturing Engineer must review the product specifications. fit. compare them to other products in the manufacturing process. The specifications must agree with the function of the part. 11/15 Caterpillar: Confidential Yellow 21 Paper copy is considered UNCONTROLLED. and function requirements of the product and the manufacturing process. • Manufacturing Engineers must consider OEE on existing equipment to understand installed capacity. These plans provide high level guidance to Process Planning. • The Manufacturing Engineer should review the new product with Manufacturing Production Execution personnel.com/publications . then other options must be considered. 22 Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. Conduct process Make / Buy Decision improvement While selection of the source manufacturer is the responsibility of the Product Group and dialogues at all levels. The new process must be compared to the old process.APQP manual.cat. The PFD is a visual representation of the current or proposed process flow using simple shapes and connecting arrows.3 Rev. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. A PFD template and quick reference guide are available at: cps. The process is required to meet a Cpk of at least 1. is documented in the Releasing sub-process. including a short-term subcontracting or source change. Make decisions by consensus. Velocity and Cost • If the Manufacturing Engineer cannot confirm the part fits the manufacturing process.com/publications . required • The process design must conform to the Caterpillar Manufacturing Practices and Specifications. For current version / information. If this is in jeopardy. Verify it is current prior to use. Refer to the Process Planning Chapter in this sense of urgency manual for more information. or assembly is a good fit for their process.com • Manufacturing Engineers must use a checklist to evaluate the PFD. Manufacturing Engineers must ensure that demonstrating the the new part.33.33 aligned to the enterprise for special characteristics (1E2966). People. • Ensure that the part fits into the process flow and note exceptions that will require equipment changes or additions. Build the visual • The Manufacturing Engineer must estimate the planned method cycle time (PMCT) to workplace so no ensure the product fits the line and consider its impact on the flow of the line. component. problems are hidden and opportunities can • The Manufacturing Engineer must estimate lead-time to get all elements of the be realized process in place to ensure that customer demand can be met.cat. value of people’s required ideas by quickly implementing them • The Manufacturing Engineer must review demand requirements to ensure the capacity exists to produce parts and meet customer demand. Manufacturing Engineers must ensure that the new part fits into the process flow and note exceptions requiring equipment changes or additions. thoroughly Develop Conceptual Process Design considering all options Manufacturing Engineers should determine the general process flow before creating and implement with a the elements of the detailed process plan. Deploy cascaded metrics and targets • The Manufacturing Engineer must review all product specifications to verify they are across the value chain within the process capability. Quality. while it is recommended all characteristics meet strategy supporting a CpK of at least 1. visit https://cps. A PFD Checklist is available in Appendix A of the AIAG Advanced Product Quality Planning and Control Chart . he or she must notify the Product Group of the issue so the group can consider a source change. • Manufacturing Engineers must create or revise the Process Flow Diagram (PFD). A PFMEA checklist is available in Appendix A of the AIAG Advanced Product Quality Planning and Control Chart . 11/15 Caterpillar: Confidential Yellow 23 Paper copy is considered UNCONTROLLED. Product Engineering will provide the appropriate Design Failure Mode and Effects Analysis (DFMEA) as input to the PFMEA. recommended • Common process designs should be deployed when parts. components. or assemblies are manufactured in multiple locations around the world. • Manufacturing Engineers should develop a list of process and / or equipment changes that must be made to safely manufacture the correct amount of a quality product. Refer to the Appendix B of the AIAG Advanced Product Quality Planning and Control Chart . A Characteristics Matrix template and quick reference guide are available at cps. visit https://cps. A Characteristics Matrix is a visual representation of the relationship between dimensions and or features on the print and manufacturing operations.com/publications .cat. The Manufacturing Engineers must clearly document quality control plans so each production team member understands what to do. It is a disciplined review and analysis of a new or revised process to anticipate. A control plan is a written description of the systems for controlling the quality of the product.3 Rev. Verify it is current prior to use. A web-based FMEA tool is also available for creation of the PFMEA at: fmea. • Manufacturing Engineers should create a continuous process flow utilizing the Customer Acceptance Validation (CAV) processes and best practices.APQP manual for more information.com. cat.cat. A PFMEA template and quick reference guide are available at cps. allowing defects to be identified quickly and resolved with urgency. This approach will reduce required WIP and link processes and people together. See npi. Features.com Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. • Manufacturing Engineers must create all necessary control plans. and tools to perform the tasks must be clearly indicated and provided. These changes should be prioritized for project management purposes.com.cat.cat. Follow MH2300 to implement inspection processes within the manufacturing process. required • The Manufacturing Engineers must follow the Advanced Product Quality Planning (APQP) process. This process helps to focus on the highest risk opportunities. • Manufacturing Engineers must create or revise the Characteristics Matrix.com for APQP documentation and training links.APQP manual. Define Quality Requirements and Control Plan The quality plan consists of the instructions. frequency and gages / tooling used in the inspection process. A control plan template and quick reference guide are available at: cps. frequency.ecorp. The quality plan ensures that the part complies with all print and 1E specification requirements. For current version / information. resolve or monitor potential process problems. • Manufacturing Engineers must perform a Process Failure Mode and Effects Analysis (PFMEA). The PFMEA is a living document that needs to be reviewed and updated as new failure modes are identified. The control plan is a living document that needs to be reviewed and updated to reflect the addition or deletion of controls. methods.com • The PFMEA must be evaluated using a checklist. which allows the team to execute the project on time and determine the detailed scope of work.cat. 3 Rev.com/publications . equipment. obvious required guidelines for keeping the area • Manufacturing Engineers must follow the Systematic Layout Planning (SLP) process organized and clean. The product’s an area and removing DFMEAs and PFMEAs should be reviewed through the APQP process in order to unnecessary items. and material areas (inbound. Develop Concept Layout Shine – The use of cleaning to ensure Once the general process flow is established.com/layoutplanning recommended • Manufacturing Engineers should use a CAD tool to create factory layouts that are integrated with the building and utilities layouts. determine the most appropriate locations for a Quality Gate. The approved tool for macro facility-flow simulations is FactoryFLOW. to create a layout that looks at all strategic and tactical process requirements. value stream. outbound. For current version / information. the Manufacturing Engineer translates an area and equipment are it into a floor layout that locates all equipment in the building and the material as it is maintained as they should be. transformed during the process. Gates in the process design. such as inspection areas. in-process. maintenance access. A checklist is available at: cps. and material movement lanes). Existing internal and external defect data should also be referenced as a means of determining production Set in order – Arranging risks for each workstation in process design. IPV must be performed for any process from which the planned level of quality cannot be consistently achieved. • Manufacturing Engineers must allow space for future expansion. Refer to the CPS Facility Planning and Design manual for more information on SLP. Refer to the CPS Facility Planning and Design Manual for more information on FactoryFLOW. Kanbans.cat. 24 Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. supermarkets. and team / performance dialog areas. may be found at the CPS web site at: cps. • Manufacturing Engineers should develop facility-flow simulations at a macro level for the building. machine tools and supports 5S standards. if warranted. workbenches. Verify it is current prior to use. visit https://cps. Follow MH2300 to implement inspection necessary items to provide easy and processes within the manufacturing process.33 CpK requirement (1E2966).cat. The approved CAD tool for factory layouts is FactoryCAD.cat. efficient access. and / or cell to optimize material flow. and container Tools and Learning resources for 5S types must be considered. Sustain – Uses education and communication to ensure everyone • Manufacturing Engineers must locate all building equipment. It must also include Statistical Process Control (SPC) input 5S – A group of disciplined work instructions to ensure measurement against the 1.com • Manufacturing Engineers must locate all support-service areas. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. Standardize – includes visual. habits that is essential in supporting the use of other advanced lean tools • Manufacturing Engineers must include In Process Validation (IPV) and Quality as the value stream evolves. Quality Gates must Sort – Examining the contents of be placed as close as possible to the potential defect origin area. • Manufacturing Engineers must evaluate the layout using a checklist. Refer to the CPS Facility Planning and Design Manual for more information on FactoryCAD. definitions • The quality plan must include clear inspection methods and tools for special characteristics. staging areas. included in the problem assignment. in order to prevent build issues from occurring example. Virtual validation is intended to identify issues early in process planning. • Manufacturing Engineers should use virtual simulation tools during process validation. • Virtual Process Planning (VPP) should be used to conduct Virtual Builds. Issue management subassembly that isn’t includes identification and definition of the issue.cat. The Manufacturing Readiness Summary uses the Manufacturing Readiness Assessment to create a dashboard that provides the status of key activities in the manufacturing preparation. Verify it is current prior to use. the assembly operation. and follow-up is critical to successful design reviews and downstream cost avoidance.Validate Process Design Process validation varies according to the project. Vis-Mockup Alternate Hierarchy or snapshots can be used to validate / simulate build operations. with owner-assigned action items. 11/15 Caterpillar: Confidential Yellow 25 Paper copy is considered UNCONTROLLED. • Manufacturing Engineering must complete the Manufacturing Readiness Summary for all NPI projects. entry of the issue in an issue database. Templates for the Manufacturing Readiness Summary and the Manufacturing Readiness Assessment are available at: npi. required • Manufacturing Engineers must provide status updates on the list of process and / or equipment changes established for project management. where the Manufacturing Engineer combines the product structure with process and plant structure to create operation by operation sequence. The Manufacturing Engineer can THOUGHT: perform virtual process validation on several procedures and on overall process flow. For current version / information.com/publications . • At least one Virtual Build of the product should be conducted during the concept phase. manufacturing point of view. The team utilizes the design review to escalate any major concerns or risks.3 Rev. scheduled follow up data. Issue documentation. tracking. from a Product recommended Engineering point of view.cat. In absence of VPP. that particular required subassembly simplifies • Manufacturing Engineers must validate all processes by an appropriate method. For well before parts are actually procured.com Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. Communication of these issues is a key factor in prioritization and resource utilization. However. and mitigation of the risks. From a corrective action. the same grouping serves no functional purpose. It is critical that issues BOM may list a identified during the virtual validation are effectively managed. Immersive Visualization should be utilized to further explore the issue Manufacturing Design Review The CPPD team is responsible for conducting the manufacturing design reviews at regular intervals to validate all manufacturing deliverables have been met and identifying any concerns. • If there are still assemble ability concerns after using either of the above tools for Virtual Builds. serves as a visual communication tool to understand risks arising from activities which are not yet complete. a manufacturing later in production when they are more difficult and costly to fix. visit https://cps. Not all bills of Or. and closure of issue upon validation of the engineering BOM. simple spreadsheets and procedures can be used when virtual validation tools are material not available. are the same. The Manufacturing Engineer coordinates all activity and monitors the fulfillment of all requests. Create Process Plan Once the new / changed process is deemed feasible. and equipment to complete the operation. 26 Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. Part presentation must meet the requirements of SE00003 Ergonomic and Safety Criteria for Parts Presentation. safe job procedures. the Manufacturing Engineer creates a detailed process plan. Provide Capital Equipment This step of the process is required when equipment and machine tools exceed a cost threshold for a given equipment asset class. required • The capital planning team must use the New Capital Introduction (NCI) process for capital projects $250K and above. Verify it is current prior to use. tool lists. corporate. • Equipment must be provided by the Global Supply Network Division list of preferred capital equipment suppliers. using the appropriate methods in accordance with government. information. • The capital planning team must validate equipment through a run-off before releasing to production. The process plan includes step-by-step instructions. recommended • Manufacturing Engineers should consider the Manufacturing Readiness Summary to evaluate the progress of all Process Planning projects. and facility requirements.com/publications . This is a complex process with many gateways. The Manufacturing Engineer requests elements of the process — tooling. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. required • Manufacturing Engineering must create or revise all required planned method documentation for each part number. Based on the results of the audits. • Manufacturing Engineers must create or revise standard work documents that fully describe the process steps. Manufacturing Engineers must perform risk mitigation to resolve the issues identified. programs.3 Rev. The NCI FPM can be found at cps. and environmental audits. • Manufacturing Engineers must perform safety. The process steps are defined on the NCI Functional Process Map (FPM).cat. Please refer to the New Capital Introduction (NCI) chapter in this manual for information. Refer to the CPS Standard Work sub-process manual for more information.com/nci. For current version / information. gage lists. Each work element must reference all required planned method documentation: tooling. and equipment — from supporting sub-processes.cat. This documentation includes routings. ergonomics. • Manufacturing Engineers must provide Supply Chain Management with the packaging specification requirements for line-side presentation including part orientation and POU location. visuals. visit https://cps. etc. and torque tools. The Tool Designer must take steps to ensure design will work in production. Purchase requisitions need to be submitted for all purchases. they must be supported with hard items used in the process: fixtures. recommended • Manufacturing Engineers should follow the NCI process for all capital projects. including size. If these items have already been designed. then they must be designed and procured. hard items assigned to the process must be designed / selected.com/publications . If the dollar amount of the purchase exceeds a certain level. gages. • Tool Designers must consider the ergonomics of tool design and meet ergonomics and safety guidelines. lifting devices. For current version / information. refer to the Tool Design and Tool Selection chapters in this manual. required • All avenues to find and reuse a tool or tool component must be exhausted before a new tool or tool component is used in a tool design. Tool instructions must be delivered to Manufacturing Production Execution with the process plan. and provided in time for production. Verify it is current prior to use. 11/15 Caterpillar: Confidential Yellow 27 Paper copy is considered UNCONTROLLED. then they are simply assigned to the process. For more information. components. In any event. This aligns with the Tool Selection sub-process vision for a common tool library containing both tools and tool components. visit https://cps. Provide Tooling and Associated Documentation Once detailed process and quality plans are developed. A validation method is dependent upon the technology available. • Tool Designers must create concise point of use instructions. documented in the appropriate systems. • Tool designers must informally review tool design options with their peers. and capacity. • All new tools and tool components must be added to a tool library. • Common equipment should be the norm and deployed when the same parts. • All designs should be validated before they are released to production. • Tool Designers must collaborate with the Manufacturing Engineer and other project participants as the tool is designed. the procurement may require a capital project (see the NCI process for guidelines).3 Rev. If not. dimensions. • All designs must avoid wasted motion and minimize set-up. Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. or assemblies are manufactured in multiple locations around the world.cat. hand tools. The NC Programming strategy is to update and add current software used for NC programming for validations. This equipment requires more planning with the technical staff. This software speeds and simplifies the validation process. simulation gives the Programmer a basic check for crashes and interference. In some cases. 28 Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. and end-of-arm tooling. more validations will become economically feasible and the frequency of virtual prove-outs will increase. This allows the Programmer to visually inspect program output and ensure that all machining steps have been programmed (holes have been drilled. the post processor must be adjusted to eliminate discrepancies. required • Programmers must account for all product features and specifications in the program. Provide Programming The Programmer develops programs for the various robots. • Robotic Programming must adhere to all process requirements and specifications. • Programmers must validate when the cost of the validation is outweighed by the risk of not performing it. These instructions can be annotated 3D models and 2D drawings.3 Rev.cat. faces have been milled. instructions are developed / delivered by electronic and paper media. Verify it is current prior to use. machine tools. For example. robot transporters. Technology advances at Caterpillar reduce the amount of manual work and increase the work performed by computer-controlled equipment and machine tools. assembly.). and other applications are also programmed. but results in very repeatable processes (a form of standard work) that remove the variability introduced by human operations. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. • Accurate non-cut time must be combined with accurate cut time so that accurate and complete NC program run-time may be returned to Process Planning.com/publications . material handling. • If discrepancies between the work standards embedded in the post processor and physical times are detected. They may be supplemented with text to clarify and support the geometry. Finally. It also allows the Programmer to ensure machining steps have been programmed in the correct order. etc. and inspection equipment specified in the process plan. As validation capabilities improve. For current version / information. Computerized Measurement Machines (CMM) are programmed to check part feature and location accuracy as part of the quality Control Plan. work piece positioners and fixtures. Currently. welding programs must meet 1E0099 requirements and / or other specifications required by the design. including the program and all the tools used by the program. Numerically Controlled (NC) machine tools and robots for welding. • Programmers must account for all special characteristics from the print in the NC program. • Simulations must be performed on all programs developed using simulation-capable software. • Robotic programmers must have models of the robot arm. Programmable Logic Controllers (PLC) must be programmed to control material handling and other pieces of equipment. • NC Programmers must provide instructions for the production team members. visit https://cps. • Robotic Programmers must create robotic programs to facilitate the automatic collection of OEE data. Caterpillar has not adopted a standard validation process. • Proper allowances must be determined and applied to each operation.cat.com for more information on allowances. Develop Planned Method Cycle Time (PMCT) The Manufacturing Engineer determines and assigns the Planned Method Cycle Time (PMCT) required to perform the set-up and produce a part.com/publications . 11/15 Caterpillar: Confidential Yellow 29 Paper copy is considered UNCONTROLLED.com • All production routings must contain a production routing code that relates to the development of the PMCT. – The work pace is expected to be within an acceptable range (80 percent to 120 percent) when measured by accepted standards of body movement and pace. fixtures. • Only motions necessary to complete the operation per the product design specifications. Verify it is current prior to use. part costing. are included in PMCT. and equipment must be in good operating condition as designed and readily available on the job. Refer to Planned Method Cycle Time chapter of this manual for information on methods and tools used to determine and apply cycle times. Refer to MPT005 at cps. A suggested procedure is to keep notes on program updates within the program. • All planned method documented machines. repetitive cycle. The same motion must occur in each cycle. required • Manufacturing Engineers must ensure a process is conforming to the documented planned method when determining the PMCT. • The product quality must conform the print or process specifications before and after the operation is complete. However. • Production Team Members must work in a good. • Robotic Programmers must validate the program and the resulting process performance before production release. tools. visit https://cps. and in factory-performance metrics including Overall Equipment Effectiveness (OEE) and efficiency ratios. • Manufacturing Engineers should perform line balance to even workload between team members. capacity planning. The recommended tool for line balancing is the Work Balance Sheet is available at: cps. including scheduling. • Production Team Members must be well trained and instructed in the proper methods to perform the job.cat. For current version / information. Set-up time and cycle time are used in a variety of processes. facilities should determine whether new software packages allow offline validation.cat. • PMCT must be compared to the takt time to ensure the process has the capacity to meet demand.3 Rev. Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. not offline. The plan may include text instructions. equipment. they need to be assigned to Work or Machine Shipping Orders and communicated to the factory floor. Paper process plans often travel with the parts in an envelope. and Control Plans. The scope of the test plan covers all significant and critical process characteristics and includes test procedures. PFMEA. All required material and resources must be in place. Numerical Control (NC) and robotic programs are examples of data communicated to machine tools and equipment. material. timing is critical. Plans requiring change must also be managed according to an effectivity date from Manufacturing Releasing. all obsolete material.a Supply Chain Management sub-process. required • The production intent process and test methods must be included in the plan. and other visuals to ensure clarity. In addition to human instructions and information. equipment. and resources must be available for the change. While the presentation method is important. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. • Pass / Fail criteria must be defined for each element of the test plan.cat. The effectivity and order due date suggest the appropriate time for this communication. Communication of process plans to Manufacturing Production Execution has two critical elements: presentation method and timing. and methods. • All instructions. Verify it is current prior to use. Unchanged plans are managed by the order release and execution process . The process variables to be measured during Pilot Production are identified by the CPPD team by reviewing the DFMEA. Develop Pilot Test Plan The CPPD team will develop test plans to be used during the pilot production for all production processes to ensure product quality. photographs. Process plans are presented to Manufacturing Production Execution personnel by paper or electronic media. Communicate Process Plan to Manufacturing Production Execution Before process plans can be executed.com/publications . visit https://cps. 3D models. the plan is accessed online. required • Manufacturing Engineers must support the timely release and communication of a new process plan to Manufacturing Production Execution. In addition. In the more common computerized method. some plan data is communicated directly to the shop floor in the form of electronic data. 30 Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. For current version / information. and to provide information for process refinement and verification.3 Rev. and resources must be removed from the work area as soon as possible. equipment. method. and in a standard-work format. so product and process design updates are performed accordingly. Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. • Enough cycles are observed to ensure that it can be performed safely and that ergonomic risk is within acceptable limits. 11/15 Caterpillar: Confidential Yellow 31 Paper copy is considered UNCONTROLLED.man. and cycle time in order to fully validate these processes. Verify it is current prior to use.harmonize to produce a quality product in a safe manner. • The physical work area is neat and orderly and in agreement with the layout. • All equipment. facility. environment (including production team members). It ensures that all the elements of the plan . Obsolete elements are identified for removal. material. Ensure that the issues get assigned to the appropriate personnel. Visual instructions add clarity and eliminate time-consuming text. • New material is in location and obsolete material is identified for removal. For current version / information. • Manufacturing Engineers must adhere to all APQP and Caterpillar QMS requirements. concise. visit https://cps.cat. • Planned method documentation must be accurate.com/publications . This is the final step before production. • All team members are informed of the changes and capable of performing the new process. required • The pilot production must be conducted using production-intended tooling. • Record and track all product and process design issues identified during the pilot. programs. and resources are available and functioning as planned.3 Rev.Perform Pilot Production While every effort must be made to validate a process in a virtual or analytical environment. machine . • The 5S plan for the area has been modified to accommodate the new plan. the Manufacturing Engineer must also validate the process on the shop floor. For current version / information. • Manufacturing Engineers must perform a Measurement System Analysis (MSA) on all gages and measuring systems for the process. while it is recommended all characteristics meet a CpK of at least 1. Manufacturing Engineers must complete a Level 3 PPAP submission requiring all 18 elements of the PPAP submission. or assembly to be scheduled for release to production. Finalize Process Plan Process Planning now gathers and formats all information. • Manufacturing Engineers must issue production routings to production scheduling. data and documentation that describe the process design. recommended • Manufacturing Engineers should use the appropriate submission method as requested by the customer. • Manufacturing Engineers must finalize quality control plans. This includes tooling layout numbers.3 Rev. • For changes to existing part numbers or process design. • PPAP approval must be obtained from the customer before production of the part can begin. This requirement applies to both external and internal suppliers. This requirement applies to both external and internal suppliers. • For all new part numbers. • Manufacturing Engineers must a request manufacturing job number (legacy system) or an SAP change master number (if using SAP) from the Manufacturing Releasing sub-process. 32 Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. required • Manufacturing Engineers must update all planned method and standard work documentation as necessary. The process is required to meet a Cpk of at least 1. visit https://cps. PPAP Approval required • Manufacturing Engineers must conduct a capability study to determine the Cpk for the process. The Manufacturing Engineer must review all product specifications to verify they are within the process capability. where a Level 3 approved PPAP is existing. • Manufacturing Engineers must finalize the PFMEA and complete any action items. Refer to the AIAG Production Part Approval Process – PPAP manual for more information on the submission levels.cat.com • Manufacturing Engineers must issue all planned method and standard work documentation to the specific Manufacturing Production Execution processes.33. control plan information.33 for special characteristics (1E2966). Routings must comply with MPT005 Manufacturing Process Time Guideline. component. and the work instructions required for the part.cat. Verify it is current prior to use. Refer to the AIAG Production Part Approval Process – PPAP manual for more information on the PPAP elements. NC program numbers.com/publications . The corporate tool for PPAP submission is ETQ Reliance. the level of the PPAP submission is determined by the customer and CPPD team. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. If the customer does not approve. available at: cps. changes must be made to meet the requirements and the PPAP must be resubmitted for approval. required • Manufacturing Engineers must notify Manufacturing Releasing that documentation is complete.3 Rev. For more information on the Releasing process. instead of dominated by text. the Manufacturing Engineer responsible for the process must be involved in the operation. • Manufacturing Engineers must evaluate Overall Equipment Effectiveness (OEE) or Overall Process Effectiveness (OPE) results to understand productivity losses and capacity needs. and Statistical Process Control (SPC) charts. Monitor Process To monitor a process for continuous improvement and waste elimination opportunities. recommended • Planned method and standard work documentation should be visually based. For current version / information. refer to Chapter 11. Release to Production Once all aspects of the process have been validated and the Production Execution Processes are ready to implement all changes. • Manufacturing Engineers must actively participate in Process Improvement Dialogues (PID). • Manufacturing Engineers must review and analyze quality results.cat. Verify it is current prior to use. • Manufacturing Engineers must initiate action to identify root causes and make subsequent corrective action. 11/15 Caterpillar: Confidential Yellow 33 Paper copy is considered UNCONTROLLED. visit https://cps. • Manufacturing Engineers must monitor safety results.com/publications . • Manufacturing Engineers must be acquainted with all Manufacturing Production Execution and support personnel. participate in safety observations. Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. including scrap and rework data. and initiate continuous improvement ideas / actions. • Manufacturing Engineers must work with Manufacturing Production Execution to ensure a seamless transition. required • Manufacturing Engineers must walk and observe the area daily. the Manufacturing Engineer releases the process to production either through paper or electronic documentation. Specific tools and technologies are called out in the sub-process chapters. and practices. increasing complexity in vehicles. However. Use collaborative processes and tools. Share ownership of the total product and process development cycle.cat. .as long as the cross-functional communication and collaboration occurs. standards.com 34 Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. Verify it is current prior to use. . recommended • Manufacturing Engineering specific curricula should be built to develop and enhance the knowledge. CPPD promotes communication between Product and Manufacturing Engineers throughout the product lifecycle and is referred to throughout this manual.com/publications . CPPD collaboration is best performed within a virtual environment. For current version / information. machinery. refer to: NPI. PROCESS RESOURCES The staffing strategy for Manufacturing Engineering is to hire Manufacturing Engineers with college degrees in engineering or a related technical field.3 Rev. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. Integrate suppliers (internal and external) . processes. but the exchange of simple concept drawings and prints will suffice . . Manufacturing Engineering is moving toward a common. and abilities of current Manufacturing Engineers and new hires. There is still room for a mix of non-degreed technicians.cat. Consider the entire Caterpillar value chain. TOOLS AND TECHNOLOGIES Tools and technologies used within the Manufacturing Engineering process vary depending on the sub-process and the facility in which they are employed. Collaborate with essential disciplines (internal and external) . Institutionalize the use of solid models that everyone can use. For more information. The eight principles of CPPD are: . This section includes some high-level tools that are utilized by many of the Manufacturing Engineering sub-processes. KEY STANDARDS AND PRACTICES Manufacturing Engineers must be able to identify and apply key processes. • Manufacturing Engineers and technicians should have parity with corresponding Product Engineers in terms of salary grade and compensation. • Manufacturing Engineers should exist in sufficient numbers to actively support CPPD activities. skills. tools. Specific standards and practices are called out in the sub-process chapters. . . Concurrent Product and Process Development (CPPD) CPPD refers to product and process cross-functional teams collaborating pro-actively in a constructive win-win culture to produce superior products with zero defects. visit https://cps. Validate products and processes early in the process. Share in-process information early and freely. and technology is growing the need for degreed Manufacturing Engineers. . In general. integrated manufacturing engineering system using 3D technology. Design for modularity . Verify it is current prior to use. developed by Boothroyd and Dewhurst.Simplify fabrication . required • The APQP processes must be followed when a NPI is implemented or a significant change to existing products or processes has been made.Standardize parts and components . recommended • Manufacturing Engineers should acquaint themselves with DFMA guidelines. components.Minimize flexible parts and interconnections . APQP starts early in the product and process development cycle and provides the documentation necessary to perform root cause analysis. and assemblies.com/publications . and ultimately the next-generation NPI team.Simplify the design / Reduce the number of parts . Machining. which reduces cost and improves reliability. For current version / information. Be aware that locally developed versions may also exist for some facilities.Maximize accessibility .Design for ease of assembly .Design for automation Product Engineers often refer to DFMA guidelines when developing new parts. The eleven basic DFMA principles are: .Maximize functionality (per component / part) .Design with known production process capabilities .Design for Manufacturing and Assembly (DFMA) DFMA is a methodology. visit https://cps. supplier. to optimize product and process design and simplify manufacturing and assembly processes. • Risk Mitigation through PFMEA development is required for New Product Introductions. Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. and Field Follow events. AQE’s. Advanced Product Quality Planning (APQP) APQP is a structured method of defining and establishing the steps necessary to assure that a product satisfies the customer.cat. These guidelines help ensure that new designs support the requirements of a variety of Manufacturing Production Execution processes. 11/15 Caterpillar: Confidential Yellow 35 Paper copy is considered UNCONTROLLED. it quickly address problems and feeds the updated process to the manufacturing team. including Fabrication.3 Rev.Mistake proof the design (“Poka-Yoke”) . and Assembly. high risk products. When product issues arise in the field. For current version / information. • All characteristics associated with high severity and high occurrence on the PFMEA and all Special Characteristics must be identified and the control plan requirements must be adhered to during the Manufacturing Production Execution processes • Collaborate with Product Engineering and Manufacturing Production Execution personnel to develop Recommended Actions to mitigate quality risks. visit https://cps.com/publications . People • Internal functional certification completed • Percentage of operations with ergonomic assessment Quality • BOM and routing accuracy • Percentage of workstations with standard work Velocity • Current State and Future State VSM’s exist at each organizational level with project portfolio’s to close gaps for all ten core CPS processes • OEE or OPE is posted daily at identified constrained and critical assets with the top five loses and the assets are achieving target levels • Percentage of operations within capacity and validated through the S&OP process • Percentage of operations with applied work standards • Percentage of operations validated prior to production release Cost • NCI process utilization 36 Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. PROCESS METRICS No standardized enterprise metrics for this process exist. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED.3 Rev.cat. However. Verify it is current prior to use. the following metrics are recommended to provide a basis for continuous improvement of the process. com/publications . Verify it is current prior to use. maintains. this process must be staffed by highly qualified personnel. For current version / information. Integrated in the NPI and PLM processes. factory operations developed by this process determine Caterpillar’s ability to fulfill customer orders. In order to perform optimally on an enterprise basis. which houses process expertise and develops.CONCLUSION The Manufacturing Engineering process is critical to the success of manufacturing at Caterpillar. it has profound influence in product design. Manufacturing engineering Chapter 2: Manufacturing engineering process Version 2. visit https://cps. In addition.cat. and communicates manufacturing standards and best practices for the enterprise. 11/15 Caterpillar: Confidential Yellow 37 Paper copy is considered UNCONTROLLED. and it must be supported by the Caterpillar Production System (CPS) Global Manufacturing organization.3 Rev. . CHAPTER 3 PROCESS PLANNING Sub-process Definition Sub-process Vision Sub-process Interdependencies Sub-process CPS Guiding PRinciples Process Planning Process Guide Process Steps Key Standards and Practices Tools and Technologies process planning Process Planning Metrics Conclusion . process planning . life-cycle analysis. The corporation is moving toward process planning with a suite of tools within Product Lifecycle Management (PLM) systems using lightweight JT models that are derived from 3-D CAD solid-model product designs. and inventory management and material handling systems. and testing. sourcing. quality control plans and other operating parameters.cat. assemblies.com/publications . ergonomics. The required documentation includes standard work. Required equipment refers to tooling. gages. and are documented in text-based applications. Some process plans are derived in legacy systems. For current version / information. linking Process Planning steps to one another. components. to supplied inputs. material flow. costing. The Process Planning 10% of the size of a CAD file) format sub-process begins in response to a need for a new or revised process and ends with a allows extremely large numbers of release of the new or revised process to production. quality. Velocity. process flow. coarse visual engineering design specifications. Manufacturing Execution Systems (MES). primarily from 2-D prints. cycle times. Quality. and Cost. and assemblies to JT Model – Simple.3 Rev. programming. There will be a high degree of commonality across the enterprise.Chapter 3 process planning SUB-PROCESS DEFINITION definition Process Planning defines and provides documentation of the process steps and required equipment necessary to efficiently manufacture parts. layout. The MGPP in Figure 3. inventory. Manufacturing engineering Chapter 3: process planning Version 2. 11/15 Caterpillar: Confidential Yellow 41 Paper copy is considered UNCONTROLLED. visit https://cps. machine representations of complex 3-D CAD tools. The “lightweight” (~1- programs. but are not utilized across the enterprise. components to be quickly loaded and manipulated in PLM software.1 outlines this vision’s plan over multiple generations. Validation tools are available to evaluate plans for safety. and miscellaneous assets. These applications are either stand alone or are linked to a wide variety of Material Requirement Planning (MRP) systems. and resulting outputs. Virtual validation tools will be consistently used to validate process plans. SUB-PROCESS VISION Today. process plans are developed based on the CPS 15 Guiding Principles and with attention to People. Verify it is current prior to use. Concept plans for major facility changes emerge from the Strategic Manufacturing Planning sub-process. visit https://cps. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. a new facility (making existing or new product designs). a SIPOC diagram shows the various inputs and their suppliers for each step of the sub-process. Various Manufacturing Engineering and Manufacturing Support sub-processes provide the inputs needed to create the process plan and documentation. a New Product Introduction (NPI) program (completely new product design). as well as the outputs and customers.2 . Verify it is current prior to use. Manufacturing and Product Engineers work together in a Concurrent Product and Process Development (CPPD) environment to supply the needed part specifications and the manufacturing bill of materials (mBOM). The output is a fully validated and documented process plan. Figure 3.com/publications .cat. or the remodeling of an existing facility (making existing or new product designs). a continuous improvement opportunity (modification to existing process). 42 Manufacturing engineering Chapter 3: process planning Version 2.1: Process Planning MGPP SUB-PROCESS Interdependencies Process Planning responds to any of a number of inputs: an Engineering Change Notification (design change). For current version / information.3 Rev. ready to turn over to Manufacturing Production Execution. In Figure 3. Requests for new designs or changes to existing designs come from Product Engineering. Verify it is current prior to use. 11/15 Caterpillar: Confidential Yellow 43 Paper copy is considered UNCONTROLLED.2: Process Planning SIPOC Manufacturing engineering Chapter 3: process planning Version 2.com/publications . visit https://cps. For current version / information.cat.3 Rev. Figure 3. improvement and maintenance personnel. processes as and safe job procedures. Process Planning provides solutions to product and shop operation issues.3 Rev. Drive for the continuous • Chase Waste: Through continuous improvement and application of and relentless lean principles. Act: Through face-to face communication with product design. Process Planning optimizes value-added activities and systematically elimination of waste eliminates waste. to only build what is needed. it is needed • Even the Load: Through value stream mapping and burden analysis. in the amount incorporate standard work for all process activities. For current version / information. process efficiency Process Planning ensures that manufacturing processes meet product quality and specifications before production release. Preventing waste and improving quality measures provides the key for developing better systems that are inherently more sustainable. in all processes. and cost. improve quality. operations. Balance the workload • Stop to Fix: Process Planning is empowered to correct defects and issues that to level production impede delivery of quality products downstream and to Caterpillar customers. visit https://cps. This solving methodology.com/publications . SUB-PROCESS CPS GUIDING principles THOUGHT: In order to achieve Enterprise Excellence. Verify it is current prior to use. and reduce process time improvement. Manufacturing Engineers must purposefully engineer our problem all steps within a value chain to align with critical processes and support groups. to quickly identify problems and increase • Validate Our Processes: Through process simulations and capability studies. prevents waste and improves Caterpillar’s end-to-end business. when it is • Drive Standard Work: Process Planning provides detailed process instructions to needed. and reduce process variability • Make it Visual: Process Planning provides visual and 3D manufacturing process documentation. Manufacturing Engineers must use these principles to drive the development of the process plan. with priority on safety and • Pull: Process Planning designs processes and factory layouts that use Lean quality-related wastes methodology to optimize queue sizes and material flow. The ultimate goal of the execution / continuous principles is to eliminate the CPS 8 Wastes. • Make Value Flow: Process Planning optimizes manufacturing processes to Use pull replenishment eliminate non-value-added activities and process steps. process plans must focus on the customers’ 6 Sigma is expectations from order-to-delivery. the foundation for continuous • Go. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. safety and ergonomic audits.cat. Process Planning optimizes manufacturing process cycle times to eliminate bottlenecks and Simplify processes evenly distribute work to achieve needed takt times. CPS provides processes and tools. Process Planning is the core of Manufacturing Engineering and significantly influences Lean drives disciplined the implementation of the CPS 15 Guiding Principles and Lean. See. 44 Manufacturing engineering Chapter 3: process planning Version 2. Standardize tasks • Put Safety First: Process Planning provides a safe work environment through and utilize common Process Failure Mode and Effects Analysis (PFMEA). manufacturing dimensions. A strong partnership See it first-hand ensures manufacturability. and volumes this means we build needed (capacity).cat. controls costs. refer to and opportunities can Chapter 11.com/publications . Other process planning activities outside of a NPI project before introducing may follow the work instructions as a best practice. The NPI work instructions are them into production available in the NPI Management Tool. This documentation will describe the changes workplace so no to the product specifications. Build a safety-first culture by placing the PROCESS STEPS highest priority on This section provides detail on each of the high-level steps in the process. and determines quality capability prior to to ensure thorough production release. It begins in response to a need for a process change and ends with the release of the new or revised process to production. tolerances. in-station as planned required • The Manufacturing Engineer must review the ECN documentation and confirm Build the visual the effectivity date established.3 illustrates the high-level steps of Process Planning. be realized Manufacturing engineering Chapter 3: process planning Version 2.3 was created to complement the NPI process. he or she must adhere to the and technology work NPI work instructions. The effectivity date is the expected date of problems are hidden release to production. understanding Understand Product Design Cease production when Manufacturing Engineers should familiarize themselves with the specifications a problem occurs to provided by Product Engineering. 11/15 Caterpillar: Confidential Yellow 45 Paper copy is considered UNCONTROLLED. For more information on the Releasing Process.3: Process Planning Process Map The process map in Figure 3. visit https://cps. The following items must be specified: correct it in process. Verify it is current prior to use.3 Rev. Figure 3. specifications (capability). Refer to npi. It eliminating safety- is important to the Process Planning process that Manufacturing Engineers related waste work closely with Product Engineering in a CPPD environment and generate manufacturing design reviews at appropriate intervals. PROCESS PLANNING PROCESS GUIDE The process map shown in Figure 3. For current version / information.com for more information on the NPI Management Tool. If a Prove the processes Manufacturing Engineer is working on an NPI project.cat. It is set by the component product manager and is used by operations to • Manufacturing Engineers receive volume information from EPP and ECCP. Conditions can change because of demand increases. special characteristics. meeting the customer’s requirements. Important information can be found in inspection manager and used by operations to reports.cat. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. and 1E specifications on the print with Design Failure Modes & Effects the Product Engineer. and quality capability (CpK) studies. cost. quality. For all new parts. For current version / information. visit https://cps. It is set by the product and machine tools to current conditions. Process Planning typically controls temporary source changes. It provides data about the impact of new parts on existing processes. • Manufacturing Engineers must understand installed capacity in terms of planned method cycle times and takt times. equipment failure and product sourcing changes. Manufacturing Engineers must consider process capability. plan capacity. recommended Executive Product Program (EPP) – • The product design should be evaluated using the principles of Design for Defines and documents the required Manufacturing and Assembly (DFMA). structured procedure used to analyze • The Manufacturing Engineer must understand the function of the part to evaluate its failure mode data from both current specifications. Overall Equipment Effectiveness (OEE). Verify it is current prior to use. These measurements help identify gaps in meeting customer demand. existing process capacity. definitions • The Manufacturing Engineer must review the Geometric Dimensioning & Tolerancing (GD&T).com/publications . Manufacturing Engineers will compare the required capability and capacity of processes year horizon. installed capacity. Tightly and prior product designs to prevent controlled specifications may increase the cost of manufacturing the product and occurrence of those failure modes in should be evaluated to ensure they are necessary to the product’s function and the future. Process Planning also plays an important part when conditions change in manufacturing areas. piece-part size and weight. These plans provide high level guidance to Process Planning. capacity volumes to be used for planning Caterpillar prime products Understand Current Capacity and Capability (machines and engines) over a six.3 Rev. maintenance records. efficiency ratios. and the impact of the new part on current production. Analysis (DFMEA) – A formal. Make-Buy Decision Process Planning plays a key role for new parts in the make-buy decision. which helps determine whether the parts should be manufactured internally or purchased from outside suppliers. Frequent or extended source changes can be turned over to the Global Supply Network Division (GSND). documents the required capacity volumes to be used for planning • Manufacturing Engineers must consider OEE on existing equipment to understand components over a six-year horizon. required Enterprise Component Capacity • Manufacturing Engineers must understand current process capability in terms of Program (ECCP) – Defines and CpK for all key process features. safety. order-to-delivery requirements. The specifications must agree with the function of the part. 46 Manufacturing engineering Chapter 3: process planning Version 2. plan capacity. • Manufacturing Engineers must understand concept manufacturing plans supplied by the Strategic Manufacturing Planning sub-process. It is recommended that the PMCT of products produced on a mixed-model line vary 30% or less to aid in line balancing. including a short-term subcontracting or source change. required • The Manufacturing Engineer must review demand requirements to ensure the capacity exists to produce parts and meet customer demand. Process Planning also directs the creation of supporting documentation. • The Manufacturing Engineer must estimate lead-time to get all elements of the process in place to ensure that customer demand can be met. • Manufacturing Engineers must ensure that the new part fits into the process flow and note exceptions requiring equipment changes or additions. assembly. and product finishing. The new process Manufacturing engineering Chapter 3: process planning Version 2. The PFD is a visual representation of the current or proposed process flow using simple shapes and connecting arrows. numerical control (NC) program layouts. visit https://cps. component. • Manufacturing Engineers must use a checklist to evaluate the PFD. he or she must notify the product group of the issue so the group can consider a source change. Develop Concept Process Design Process Planning creates work instructions that define the sequence of manufacturing operations. tooling layouts.APQP manual. and standard work. If this is in jeopardy. Verify it is current prior to use. For current version / information. Refer to REDI for more information. heat treat. or assembly: fabrication. Manufacturing Engineers should determine general process flow parameters before creating the elements of the detailed process plan.3 Rev. • If the Manufacturing Engineer cannot confirm the part fits the manufacturing process.33. A PFD template and quick reference guide are available at cps. • Manufacturing Engineers must create or revise the Process Flow Diagram (PFD). while it is recommended all characteristics meet a CpK of at least 1. Operations include any activity that changes the state of a part. • Manufacturing Engineers must create or revise the Manufacturing Bill of Materials (mBOM).cat.com. then other options must be considered. cleaning. which includes the facility layout.33 for special characteristics (1E2966). 11/15 Caterpillar: Confidential Yellow 47 Paper copy is considered UNCONTROLLED. required • The process design must conform to the Caterpillar Manufacturing Practices and Specifications. The process is required to meet a Cpk of at least 1. machining.com/publications . • The Manufacturing Engineer must review all product specifications to verify they are within the process capability.cat. • The Manufacturing Engineer must estimate the Planned Method Cycle Time (PMCT) to ensure the product fits the line and the impacts on the flow of the line are evaluated. A PFD Checklist is available in Appendix A of the AIAG Advanced Product Quality Planning and Control Chart . Figure 3.com/publications . visit https://cps. or assemblies are manufactured in multiple locations around the world. allowing defects to be identified quickly and resolved with urgency. One method of prioritizing is shown in Figure 3.cat.3 Rev. Follow MH2300 to implement inspection processes within the manufacturing process. Verify it is current prior to use. components. This approach will reduce required WIP and link processes and people together. This process helps the Manufacturing Engineer focus on the highest risk opportunities. These changes should be prioritized for project management purposes. must be compared to the old process. For current version / information. recommended • Common process designs should be deployed when parts. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED.4. which allows the team to execute the project on schedule and determine detailed scope of work. • Manufacturing Engineers should develop a list of process and / or equipment changes that must be made to safely manufacture the correct amount of a quality product. • Manufacturing Engineers should create a continuous process flow utilizing the Customer Acceptance Validation (CAV) processes and best practices.4: Prioritization Method 48 Manufacturing engineering Chapter 3: process planning Version 2. visit https://cps.com • The quality plan must include clear inspection methods and tools for special characteristics. and tools to perform the tasks must be clearly indicated and provided.com • The PFMEA must be evaluated using a checklist.com.cat. frequency and gages / tooling used in the inspection process.APQP manual. Verify it is current prior to use.cat. 11/15 Caterpillar: Confidential Yellow 49 Paper copy is considered UNCONTROLLED.3 Rev. A control plan template and quick reference guide are available at: cps. • Manufacturing Engineers must perform a Process Failure Mode and Effects Analysis (PFMEA). Features. Refer to the Appendix B of the AIAG Advanced Product Quality Planning and Control Chart .com/publications .cat. The control plan is a living document that needs to be reviewed and updated to reflect the addition or deletion of controls. • Manufacturing Engineers must include In Process Validation (IPV) and Quality Gates in the process design. The quality plan ensures that the part complies with all print and 1E specification requirements required • The Manufacturing Engineers must follow the Advanced Product Quality Planning (APQP) process. frequency.com for APQP documentation and training links. Product Engineering will provide the appropriate Design Failure Mode and Effects Analysis (DFMEA) as input to the PFMEA. It must also include Statistical Process Control (SPC) input instructions to ensure measurement against the 1. Quality Gates must be placed as close as possible to the potential defect origin area.cat. A PFMEA template and quick reference guide are available at: cps.33 CpK requirement (1E2966). A control plan is a written description of the systems for controlling the quality of the product.APQP manual for more information.com. The PFMEA is a living document that needs to be reviewed and updated as new failure modes are identified.cat. It is a disciplined review and analysis of a new or revised process to anticipate. See npi. Manufacturing engineering Chapter 3: process planning Version 2. • Manufacturing Engineers must create or revise the Characteristics Matrix. • Manufacturing Engineers must create all necessary control plans. resolve or monitor potential process problems. A PFMEA checklist is available in Appendix A of the AIAG Advanced Product Quality Planning and Control Chart . methods. A Characteristics Matrix template and quick reference guide are available at: cps.ecorp.Define Quality Requirements and Control Plan The quality plan consists of the instructions. For current version / information. The Manufacturing Engineers must clearly document quality control plans so each production team member understands what to do. Existing internal and external defect data should also be referenced as a means of determining production risks for each workstation in process design. IPV must be performed for any process from which the planned level of quality cannot be consistently achieved. A Characteristics Matrix is a visual representation of the relationship between dimensions and or features on the print and manufacturing operations.cat. The product’s DFMEAs and PFMEAs should be reviewed through the APQP process in order to determine the most appropriate locations for a Quality Gate. A web-based FMEA tool is also available for creation of the PFMEA at: fmea. Follow MH2300 to implement inspection processes within the manufacturing process. com/publications . such as inspection areas. Kanbans. workbenches and material areas — for inbound. The approved CAD tool for factory layouts is FactoryCAD. machine tools and equipment. A checklist is available at: cps.cat. For current version / information. if warranted. Refer to the CPS Facility Planning and Design Manual for more information on FactoryCAD.3 Rev. Refer to the CPS Facility Planning and Design manual for more information on SLP.com/layoutplanning recommended • Manufacturing Engineers should use a CAD tool to create factory layouts that are integrated with the building and utilities layouts. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. • Manufacturing Engineers should develop facility-flow simulations at a macro level for the building. and / or cell to optimize material flow. • Manufacturing Engineers must locate all cell and building equipment. The approved tool for macro facility-flow simulations is FactoryFLOW. Refer to the CPS Facility Planning and Design Manual for more information on FactoryFLOW. the Manufacturing Engineer translates it into a floor layout that locates all equipment in the building and the material as it is transformed during the process. • Manufacturing Engineers must evaluate the layout using a checklist. staging areas and container types must be considered. 50 Manufacturing engineering Chapter 3: process planning Version 2.cat. outbound and material movement lanes. visit https://cps. • Manufacturing Engineers must allow space for future expansion. maintenance access and team / performance dialog areas. • Manufacturing Engineers must locate all support-service areas. in-process. required • Manufacturing Engineers must follow the Systematic Layout Planning (SLP) process to create a layout that looks at all strategic and tactical process requirements. value stream. supermarkets. Develop Concept Layout Once the general process flow is established. Verify it is current prior to use. Verify it is current prior to use. and closure of issue upon validation of the corrective action.tooling. The Manufacturing Engineer coordinates all activity and monitors the fulfillment of all requests.from supporting sub-processes. recommended • Manufacturing Engineers should use virtual simulation tools during process validation.cat. Or. The Manufacturing Engineer requests elements of the process . required • Manufacturing Engineers must validate all processes by an appropriate method. It is critical that issues identified during the virtual validation are effectively managed. Manufacturing engineering Chapter 3: process planning Version 2. 11/15 Caterpillar: Confidential Yellow 51 Paper copy is considered UNCONTROLLED. • If there are still assemble ability concerns after using either of the above tools for Virtual Builds. problem assignment. entry of the issue in an issue database. the Manufacturing Engineer creates a detailed process plan.Validate Process Design Process validation varies according to the project. • Virtual Process Planning (VPP) should be used to conduct Virtual Builds. Virtual validation is intended to identify issues early in process planning. The Manufacturing Engineer can perform virtual process validation on several procedures and on overall process flow. The plan includes step-by-step instructions. Issue management includes identification and definition of the issue. in order to prevent build issues from occurring later in production when they are more difficult and costly to fix. simple spreadsheets and procedures can be used when virtual validation tools are not available. In absence of VPP. where the Manufacturing Engineer combines the product structure with process and plant structure to create operation by operation sequence. For current version / information. and follow-up is critical to successful design reviews and downstream cost avoidance. The team utilizes the design review to escalate any major concerns or risks. Manufacturing Design Review The CPPD team is responsible for conducting the manufacturing design reviews at regular intervals to validate all manufacturing deliverables have been met and identifying any concerns. well before parts are actually procured. visit https://cps. Issue documentation. Immersive Visualization should be utilized to further explore the issue. • At least one Virtual Build of the product should be conducted during the concept phase. Vis-Mockup Alternate Hierarchy or snapshots can be used to validate/simulate build operations. with owner-assigned action items.3 Rev. Develop Process Plan Once the new / changed process is deemed feasible. Communication of these issues is a key factor in prioritization and resource utilization.com/publications . programs and equipment . scheduled follow up data. tracking. using appropriate methods in accordance with government. When an operation changes from one part to the next. definition required • Manufacturing Engineering must create or revise all required planned method Production Part Approval Process documentation for each part number. safe job procedures. Refer to Chapter quoted production rate. tool (PPAP) – A method of ensuring lists. etc.3 Rev. visuals and equipment to that the supplier’s manufacturing complete the operation. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. required • The set-up procedure is developed in accordance with the layout and 5S plan for the workstation. • Manufacturing Engineers must perform safety. Refer to REDI for more information. tooling. corporate.|\\ 52 Manufacturing engineering Chapter 3: process planning Version 2. information. a set-up procedure is the step-by-step instructions to remove the set-up for the first part and complete the set-up for the next part to be manufactured. visit https://cps. the time to make set-ups should be minimized to maximize value-added work. • Manufacturing Engineers must provide Supply Chain Management with the packaging specification requirements for line-side presentation including part orientation and POU location. gage lists. that customer engineering design records and specification • Manufacturing Engineers must create or revise Standard Work documents that fully requirements are properly describe the process steps. equipment. Based on the results of the audits. and facility requirements. Each step must reference all required planned method understood by the supplier and documentation: set-up instructions. • The set-up procedure includes all elements and work required to produce quality parts according to the work instructions. Develop Set-up Procedures The Manufacturing Engineer must develop a procedure to provide instructions on how to set-up a part / operation in the factory. ergonomics. For current version / information. Manufacturing Engineers must perform risk mitigation to resolve the issues identified. and programs to perform an operation for a specific part number. set-ups do not add value to the process.com/publications . 12 for more information on PMCT. Manufacturing Engineers must create a well-documented set-up procedure. Refer to the CPS Standard Work sub-process manual for process has the ability to produce more information. In general. They interrupt the sequence and flow of material and cause operations to be run in batches in an attempt to minimize non- value added work over a greater number of parts. tools. and environmental audits. • Manufacturing Engineers should perform line balance to even workload between operators.cat. While eliminating set-ups is not always feasible. Verify it is current prior to use. Set-up means identifying all material. product consistently meeting these requirements during an • Manufacturing Engineers must estimate all cycle times to ensure required takt times actual production run. Part presentation must meet the requirements of Safety and Ergonomics Practice SE00003 Ergonomic and Safety Criteria for Parts Presentation. at the are met using the Planned Method Cycle Time (PMCT) sub-process. This documentation includes routings. Acquire Resources Process Planning compares resources required for the new / changed process to available resources. special work orders) to Facilities Engineering personnel to modify existing factory layout.cat.e. Manufacturing Production Execution. the Manufacturing Engineer should develop procedures to identify element removals / additions from product to product. • Manufacturing Engineers must issue asset transfer requests to acquire or dispose of surplus capital assets. • Manufacturing Engineers must comply with corporate and facility requirements for hazardous material review prior to bring any new hazardous material into the facility. but also improve scheduling effectiveness. required • Manufacturing Engineers must work with Manufacturing Production Execution to determine required staffing changes. • Manufacturing Engineers must provide training requirements to Manufacturing Production Execution and Human Resources. including fixtures. recommended • Depending on velocity requirements and operation complexity. weld procedures. • Manufacturing Engineers must utilize the NCI process for all new capital acquisitions ($250K USD and above). tooling. A major equipment purchase ($250K USD and above) must go through the New Capital Introduction (NCI) sub-process. visit https://cps. • Manufacturing Engineers must issue requests through a work flow approval process (i. contacts Human Resources for approval and hiring of personnel. Verify it is current prior to use. heat-treat procedures. If the facility does not have Facilities Engineering personnel. robotic programs. For major capital programs ($20M USD and above). material-handling equipment. and other assets. assembly equipment. Such procedures not only speed set-ups. and tooling selection and design. Manufacturing Engineers must use the Lean Capital Deployment (LCD) Process.3 Rev.com/publications . For current version / information. 11/15 Caterpillar: Confidential Yellow 53 Paper copy is considered UNCONTROLLED. • Depending on the product mix. • External and internal suppliers providing new or changed material for production must comply with APQP and PPAP requirements. material handling tools and strategies. the Manufacturing Engineer should implement Quick Change Over (QCO) leading to continuous improvement projects to reduce set-up time. • Manufacturing Engineers must use appropriate process methods to request NC programs. gages. • Manufacturing Engineers must request required equipment modifications from to Maintenance personnel. The purchase includes everything associated with the main equipment being acquired. Resources required for the new or changed process may also require staffing changes and / or training. in turn. Manufacturing engineering Chapter 3: process planning Version 2. Manufacturing Engineers must modify the existing factory layout. 3 Rev. • Manufacturing Engineers must adhere to all APQP and Caterpillar QMS requirements. • Pass / Fail criteria must be defined for each element of the test plan Perform Pilot Production The CPPD team will perform pilot production to validate all production processes and ensure product quality. so design and process updates are performed accordingly. This requirement applies to both external and internal suppliers. and cycle time to fully validate these processes. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. and Control Plans. The process is required to meet a Cpk of at least 1. equipment. The Manufacturing Engineer must review all product specifications to verify they are within the process capability. Refer to the AIAG Production Part Approval Process – PPAP manual for more information on the PPAP elements. For current version / information. Manufacturing Engineers must complete a Level 3 PPAP submission requiring all 18 elements of the PPAP submission. • Manufacturing Engineers must conduct a capability study to determine the Cpk for the process. Ensure that the issues get assigned to the appropriate personnel. equipment. The scope of the test plan covers all significant and critical process characteristics and includes test procedures. The CPPD team will develop a pilot test plan prior to the pilot to ensure the necessary data is collected during the pilot production. environment (including production team members). as well as provide information for process refinement and testing verification prior to production. • For all new part numbers. and to provide information for process refinement and verification. required • The production intent process and test methods must be included in the plan. The process variables to be measured during Pilot Production are identified by the CPPD team by reviewing the DFMEA. • Record and track all product and process design issues identified during the pilot.com/publications . 54 Manufacturing engineering Chapter 3: process planning Version 2. Verify it is current prior to use. required • The pilot production must be conducted using production-intended tooling.cat. • Manufacturing Engineers must perform a Measurement System Analysis (MSA) on all gages and measuring systems for the process. facility. PFMEA. The results of the pilot production will be used to complete a Production Part Approval Process (PPAP) submission.33. and methods. Develop Pilot Test Plan The CPPD team will develop test plans to be used during the pilot production for all production processes to ensure product quality. while it is recommended all characteristics meet a CpK of at least 1. visit https://cps.33 for special characteristics (1E2966). recommended • Critical projects less than $250K USD (as defined by the project sponsors) should conform the NCI process. NC program numbers. changes must be made to meet the requirements and the PPAP must be resubmitted for approval. recommended • Documentation should be visually based.com • Manufacturing Engineers must issue all standard work and planned method documentation to the specific Manufacturing Production Execution processes. MPT005. This requirement applies to both external and internal suppliers. Refer to the AIAG Production Part Approval Process – PPAP manual for more information on the submission levels. • Manufacturing Engineers must issue production routings to production scheduling. For current version / information. This includes tooling layout numbers. Routings must comply with Manufacturing Process Time Guideline procedures. • Manufacturing Engineers must finalize the PFMEA and complete any action items.cat.cat. • Manufacturing Engineers must finalize quality control plans. instead of dominated by text. If the customer does not approve. The corporate tool for PPAP submission is ETQ Reliance. • Manufacturing Engineers must request a manufacturing job number (legacy system) or an SAP change master number (if using SAP) from the Manufacturing Releasing sub-process. where a Level 3 approved PPAP is existing. visit https://cps. • PPAP approval must be obtained from the customer before production of the part can begin. the level of the PPAP submission is determined by the customer and CPPD team. component or assembly to be scheduled for release to production. Manufacturing engineering Chapter 3: process planning Version 2. control plan information. and documentation that describes the planned method. required • Manufacturing Engineers must update all planned method and standard work documentation as necessary. Finalize Process Plan The Manufacturing Engineer now gathers and formats all information. Verify it is current prior to use.• For changes to existing part numbers or process design. and the work instructions required for the part. recommended • Manufacturing Engineers should use the appropriate submission method as requested by the customer.3 Rev. available at: cps.com/publications . data. 11/15 Caterpillar: Confidential Yellow 55 Paper copy is considered UNCONTROLLED. required • Manufacturing Engineers must notify Manufacturing Releasing that documentation is complete. and practices. visit https://cps.com/publications . • Manufacturing Practices and Specifications (REDI system) • Safety and Ergonomics Practices (REDI system) • CPS Facility Planning and Design sub-process manual • CPS Standard Work sub-process manual • NPI Work Instructions • NCI process • LCD Playbook • Caterpillar Quality Management System (QMS) Certification and manual • APQP process documentation • AIAG Production Part Approval Process – PPAP manual • AIAG Advanced Product Quality Planning and Control Plan – APQP manual • AIAG Measurement System Analysis – MSA manual • AIAG Statistical Process Control – SPC manual • AIAG Potential Failure Mode and Effects Analysis – FMEA manual • Facility weld-quality plan (local document) • CAV processes. Release to Production Once all aspects of the process have been validated and the Production Execution Processes are ready to implement all changes.cat. KEY STANDARDS AND PRACTICES Manufacturing Engineers must be able to identify and apply key processes. the Manufacturing Engineer releases the process to production either through paper or electronic documentation. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED.3 Rev. For more information on the Releasing process. For current version / information. standards. refer to Chapter 11. • Manufacturing Engineers must work with Manufacturing Production Execution to ensure a seamless transition. and gap analysis tools 56 Manufacturing engineering Chapter 3: process planning Version 2. Verify it is current prior to use. benchmarking guides. 3 Rev. This approach facilitates the development of multiple layout alternatives.com/publications . SAP has virtual/ visual capabilities in the area of process planning. • VPP (Virtual Process Planning).delivery transformation. This software application enables creation of process plans from JT models. This virtual/ visual software is the replacement for VPP. A material handling system that enables users to optimize a layout by evaluating part routing information. machining and fabrication planning at some prime product facilities. material planning. Process plans authored within SAP are used by other Caterpillar SAP PLM processes. • Systematic Layout Planning (SLP). logistics. quality. A discrete-event simulation tool used to optimize and validate a current or proposed production system. A layout application tool that gives users the ability to design and validate a detailed manufacturing environment in 2D and 3D digital modeling to ensure safety. This PLM software is being implemented as part of an order. Database used to determine weld cycle times for processes using work standards time charts. 11/15 Caterpillar: Confidential Yellow 57 Paper copy is considered UNCONTROLLED. Method of developing and arranging block and detail layouts for projects on a macro or micro scale. fabrication and assembly processes. material planning. • GTcMfg (Global Teamcenter Manufacturing). aisle congestions. Manufacturing engineering Chapter 3: process planning Version 2.cat. • FactoryCAD. For current version / information. costing.to. • SAP. Activity areas and departments are arranged adjacent to one another based on material movement and non- flow relationships. costing and production execution processes. Process plans authored in GTcMfg are sent to SAP using an interface where the SAP process plans are used by other Caterpillar SAP PLM processes such as purchasing. including purchasing. and efficiency. visit https://cps. and production execution processes. Verify it is current prior to use. • Operations Data System (ODS). • Tecnomatix Plant Simulation. • Factory Flow. while quantitatively evaluating physical and abstract relationships. Database used to determine assembly cycle times for processes using work standards time charts. It provides a comprehensive visual planning system to meet the needs of machining.TOOLS AND TECHNOLOGIES Here are fundamental Process Planning tools and technologies: • CAPP+ (Computer Aided Process Planning). logistics. This legacy application is used for assembly. • Weld Process Module (WPM). This virtual / visual software is implemented at several facilities. and material handing requirements. The corporate source for Design FMEAs (DFMEA) and Process FMEAs (PFMEA). Allows the capability to track users head and had position and update the scene based on the point of view of the person using the system.com/publications . • Vis-Mockup Alternate Hierarchy. Both Caterpillar employees and suppliers can access the tool to either request or submit a PPAP. which detail what is required for each step of the NPI process. PROCESS PLANNING METRICS Metrics provide the most objective assessment of success in meeting Process Planning goals and the needs of downstream and end-use customers. An integrated web-based system that allows individuals across the enterprise to access information they need to execute NPI programs. A 3D computer generated scene created from JT models. • Immersive Visualization. team members simply attach and store finalized files for long term documentation. Teams can effectively collaborate through NPI Management Tool because multiple users can input and view information. Both Caterpillar employees and suppliers can access the tool to either update or review APQP status. As the single safe source for entering and storing supporting information. • NPI Management Tool. • ETQ Reliance. Verify it is current prior to use. The NPI Management Tool is also the safe source for all NPI Work Instructions. For current version / information. enabling natural interaction with 1:1 scale product models. The corporate tool for the Production Part Approval Process (PPAP) in APQP. People • Safety metrics (Recordable Injury Frequency. Lost Case Time Frequency) • Percentage of operations with ergonomic assessment • Ergonomic Assessment Scores Quality • CpK • Routing accuracy • Rework and scrap (PPM / DPU) 58 Manufacturing engineering Chapter 3: process planning Version 2. An application within Global Teamcenter Manufacturing (GTcMfg) used for Virtual Build. • APQP Management Tool The corporate source for managing APQP information. • FMEA Web Tool. visit https://cps.cat. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. The tool allows visibility to the APQP status of existing and new parts. As well as the APQP status of parts associated with a NPI program or multiple NPI programs.3 Rev. com/publications .cat.3 Rev. loosely integrated applications to 3-D modeling and common system tools that are part of a PLM system that manages more than manufacturing data and processes. planned method and standard work documentation.• First pass quality rate • MBOM accuracy • Percentage of workstations with standard work Velocity • Manufacturing efficiency ratios • OEE / OPE • Current State and Future State VSM’s Cost • Hours per Machine • Expenses per Hours Worked • Expenses per Machine Hours • Cost / Unit Produced or Shipped CONCLUSION Process Planning coordinates all processes that provide the equipment. visit https://cps. For current version / information. resources. Verify it is current prior to use. Manufacturing Engineers will use these tools to increase their validation accuracy and drive quality and velocity improvements. and change control required to produce product that meets or exceeds customer expectations. Process Planning is migrating from 2-D prints and stand-alone. 11/15 Caterpillar: Confidential Yellow 59 Paper copy is considered UNCONTROLLED. Manufacturing Engineers will have tools that link to each other and to other PLM processes and execution systems. Manufacturing engineering Chapter 3: process planning Version 2. When the migration is complete. visit https://cps. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED.60 Manufacturing engineering Chapter 3: process planning Version 2. Verify it is current prior to use.com/publications .3 Rev.cat. For current version / information. CHAPTER 4 tool design Sub-process Definition Sub-process Vision Sub-process Strategy and Goals Sub-process Interdependencies Sub-process CPS Guiding Principles Tool Design Process Guide Process Steps Key Standards and Practices Sub-process Tools and Technologies Sub-process Metrics tool design . tool design . cat. maintains. processes and procedures – the internal and external resource pool – training and mentoring – governance – process and technology stewardship – communication of best practices to the entire enterprise Manufacturing engineering Chapter 4: tool design Version 2. Tool Design also includes the design of durable and perishable tooling used manufacturing and specific machines or equipment. and technology across the corporation. and access. • Tool Design uses virtual validation of safety.com/publications . • Tool Design develops. 11/15 Caterpillar: Confidential Yellow 63 Paper copy is considered UNCONTROLLED. and uses robust standards. and specifications. • Tool Design uses Finite-Element Analysis (FEA) and other tools to optimize design specifications. • Tool Design supports central / regional / business unit centers of excellence to manage: – enterprise best practices. Verify it is current prior to use. including weight. • Tool Design uses a global sourcing strategy. fabrication. practices. • Tool Design leverages common processes. assembly and inspection. visit https://cps.3 Rev. For current version / information. and quality issues. standards.Chapter 4 tool design SUB-PROCESS DEFINITION Tool Design is the process of designing work-holding devices for use in manufacturing parts and components during all types of operations: machining. • Tool Design uses One Solution process and technology. strength. • Tool Design seeks to eliminate change over time. including tool-room applications. SUB-PROCESS VISION The future success of Tool Design will be measured by how closely the sub-process comes to fulfilling the following statements: • Tool Design links to the product design environment and the production floor to provide visually based information to the team member. • Tool Design creates solid-model designs integrated in a suite of tools. ergonomics. visit https://cps.1 shows the current state as well as the desired state: a standard-work environment supported by a center of excellence that uses common systems for maximum quality and velocity. There is very little commonality between business units — sometimes even between Tool Designers who sit side-by-side. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. The multi-generational process plan (MGPP) in Figure 4.cat. data. and software. Verify it is current prior to use.3 Rev. Figure 4. Tool Design employs a multitude of processes. For current version / information.1: Tool Design MGPP 64 Manufacturing engineering Chapter 4: tool design Version 2.com/publications . SUB-PROCESS STRATEGY AND GOALS Today. 2: SIPOC for Tool Design Manufacturing engineering Chapter 4: tool design Version 2. who then acquire the physical tools. Detailed product and process information flows into Tool Design from Product Engineering personnel and the Process Planning sub-process. For current version / information.com/publications . and deliver them to the production floor.2). perform validation. Figure 4. visit https://cps.3 Rev. Verify it is current prior to use.cat. This input is used to create tool designs. 11/15 Caterpillar: Confidential Yellow 65 Paper copy is considered UNCONTROLLED. while others make use of Tool Design outputs (Figure 4. Once completed. the tool designs are reviewed by Process Planning personnel.SUB-PROCESS INTERDEPENDENCIES Several CPS processes provide direct input into Tool Design. attract and tool design changes as required and update related process models to prevent develop people and teams reoccurrence of the issue anywhere in the facility. they are aware of customer needs and are able to quickly strategy. technology work before introducing them into • Validate Our Processes: New and changed tools are validated before production production release to ensure safety.1). Guiding Principles. and standards. improvement dialogues at all levels. as the foundation for continuous improvement • Drive Standard Work: Tool Design defines and maintains standard tool design processes. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. it follows the CPS of waste in all processes. trained. quality. Clear operator instructions Drive Standard Prove the processes and Work on the shop floor. and experienced Tool Designers.3 Rev. See. Drive for the continuous SUB-PROCESS CPS GUIDING PRINCIPLES and relentless elimination As Tool Design moves from Generation 1 to Generation 3 (Figure 4. The future with priority on safety and success of the sub-process can be measured by its alignment with the quality-related wastes following statements. and all tools are designed to support those same principles. and cost requirements of the long-term Caterpillar production. They are acquainted with operations personnel. Tool Design’s top priority. Verify it is current prior to use. problem occurs to correct it in process. view operations first hand. eliminating the waste of utilize common processes developing tool and tool component designs that already exist. of near-term goals • Go. procedures. Build a safety-first culture • Put Safety First: Tool Designers employ ergonomic and safety assessment tools to by placing the highest focus on the team member’s safety. quality. demonstrating the • Actively Listen: Tool Designers have in-depth knowledge of their facility’s value of people’s ideas by operation and maintain working relationships with all personnel in the area. as quickly implementing them well as with suppliers and customers. this means we • Stop to Fix: When a production / facility process is stopped due to a quality issue build in-station as planned or any reason that adversely affects downstream operations. quality. Designers are aware priority on eliminating of the safety status of their areas and make tooling changes to reduce and eliminate safety-related waste hazards. Each Tool Designer actively participates in meetings and supports the implementation of improvement ideas — for current and future operations. Tool Designers immediately involve themselves in Root Cause Corrective Action (RCCA). Standardize tasks and • Chase Waste: Tool Design employs standard tool libraries.com/publications . For current version / information. and participate in Rapid Improvement Workshops (RIW) to ensure their Cease production when a own responsiveness. 66 Manufacturing engineering Chapter 4: tool design Version 2. Act: Although virtual tools play an increasingly prominent role in process See it first-hand to ensure validation. to build Caterpillar’s long-term capability • Develop People: Tool Design training programs and curricula develop staff members into educated. Make decisions based on • Take the Customer’s View: Tool Designers enjoy clear lines of communication the customer’s view and and have the tools to satisfy the safety. As a result.cat. Individualized training plans Conduct process include information on safety. velocity and the CPS 15 Guiding Principles. Tool Designers know day-to-day factory operations and are personally thorough understanding involved in them. They make Identify. visit https://cps. velocity. and eliminate tool rework. even at the expense respond to changing needs. and communicated to the and targets across the value enterprise.3) illustrates high-level steps. Velocity and Cost TOOL DESIGN PROCESS GUIDE Make decisions by consensus. metrics. It begins with a thoroughly considering all tooling change or a new tool request and ends with the release of the tool to production.3 Rev. efficiency • Act Decisively: Tool Design is governed by a center of excellence in which Deploy cascaded metrics standards and best practices are developed. strategy supporting People.cat. Quality. Verify it is current prior to use. The Tool Design process map (Figure 4. and and increase process product goals. maintained.com/publications . Processes are developed and modified for optimum performance. visit https://cps. integrated systems chain aligned to the enterprise and empowered to make changes. For current version / information. Simplify processes to quickly identify problems • Align the Targets: Tool Designers are in tune with factory performance. Tool Designers are equipped with high-performance. 11/15 Caterpillar: Confidential Yellow 67 Paper copy is considered UNCONTROLLED.3: Process Map for Cutting Tool and Fixture Design Manufacturing engineering Chapter 4: tool design Version 2. options and implement with a sense of urgency Figure 4.• Make it Visual: Job instructions and layouts are boldly visual. com/publications . construction.3 Rev. Specifications can include part number. Product Engineering. A good process ensures the correct tooling is ordered and is difficult or impossible to tracks the design. geometry. and deployment of the tool. or assembly design .must have an accurate 3D model. An early start also greatly reduces the time it recommended takes to complete the tooling Business units should migrate to an electronic tool ordering system. special characteristics. component. dimensions.cat. and part envelope. This allows tooling design to begin as soon as possible — well before the product design is completed. or assembly with extensive changes . production Team Members. component. Verify it is current prior to use. and other project participants – resolving issues with all project participants – actively participating in CPPD meetings to ensure team members understand the importance of tooling design to the project 68 Manufacturing engineering Chapter 4: tool design Version 2. or assembly to be manufactured. Geometric Dimensioning and Tolerancing (GD&T). component. hazardous material indicators. Product and Manufacturing Information (PMI). tolerances. including Process Planning. Tool Designer responsibilities include: – reviewing Product designs during each NPI phase – discussing issues with Product Engineers during each NPI phase – sharing tool designs with Manufacturing Engineers. NPI phases may need to be reworked to support later required changes to the product. bill of material. visit https://cps. Understand Product Design This step ensures that Tool Designers understand the Product Engineer’s intentions for the part. Everyone who participates in Tool Design and acquisition must follow a formal change However. required • Any new part. This includes knowing the unit’s specifications. For current version / information. and Global Supply Network Division (GSND). manufacture. Concurrent Product and Process Development (CPPD) is an important part of this step. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. performed in early Production Execution. tools may arrive too early or late. change level.has well as a part. design once the product design is complete. or risk of releasing a product that they may not be used at all. Without a well-defined process. it greatly reduces the request process. critical safety items. finishes. • Tool Designers must collaborate with Product Engineers and other project participants during all design phases. version. material grade. PROCESS STEPS THOUGHT: A Tooling Change or a New Tool is Requested Tool design work Requests can originate from a number of sources. The legal document for product design is the RASTAR print. • Any manufacturing dimensions and tolerances defined within the Manufacturing Engineering community.cat.” Understand NC Program This is another CPPD process. machining flow / sequences. Such a library is recommended by leaders within the Tool Design sub-process. Tool Designers must search the library for previously designed and catalogued tools that meet the needs of the project. For current version / information. Tool Designers must understand the Programmer’s intentions for the process. Tool Designers need to collaborate with Process Planning to quickly deliver a tool design with as few defects as possible. • The manufacturing work in process (WIP) model (the rough-material state or the part state from the previous operation). Select Tool Tool Designers must select the right tool for the job. Tool design work can begin before the NC program is completed. no enterprise library of tool assemblies.” If it has not been completed. Tool Designers must understand the manufacturing process envisioned by Process Planning. required The tool order must include: • The part to be manufactured and all specifications listed in the “Understand Part” step.com/publications . Tool Designers must collaborate with NC Programming to quickly deliver a complete tool design with the least number of defects. • The machine that will be used. but they must avoid recreating designs that already exist. (Today. 11/15 Caterpillar: Confidential Yellow 69 Paper copy is considered UNCONTROLLED. Work should begin before the process plan is released. and space-claim requirements. Verify it is current prior to use. the next step is “Select Tool. • The process routing. the next step is to “Understand NC Program. Information from NC Programming includes tools.Understand Process Plan This step is a CPPD process. visit https://cps. fixtures. required If a tool library is available.3 Rev. and templates exists. • An operation description.) Manufacturing engineering Chapter 4: tool design Version 2. NC Program Complete? The Tool Designer determines whether the numerical control (NC) programming is complete. If it is complete. • Any tools or fixtures that have already been defined. • Specification of 3D design for all significant changes to current tool design. If it does not exist. the information packet should include specification of 3D design for all tool design activities. it should be added to the process plan. (NDSA) before Caterpillar documentation is shared with required the supplier. 70 Manufacturing engineering Chapter 4: tool design Version 2. • All information detailed in “Understand Process Plan” and “Understand NC Program. These clamping forces can be translated to Smart Sensing rest pads utilized in Smart Fixture Technology.” • The supplier must provide tool design data compliant to TDS-1006 Tooling Supplier CAD Requirements.” If it is outsourced.” Send Packet of Necessary Information to Supplier External designers must be supplied with sufficient information to complete the tool design efficiently and accurately. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. the next step is “Send Packet of Necessary Information to Supplier. visit https://cps. It is required that external design suppliers be treated like full members of the CPPD team and follow the same processes as internal Tool Designers. • A Finite Element Analysis (FEA) should be perform on fixture designs to quantify the appropriate clamping forces needed to ensure the work piece is sufficiently secured.3 Rev.cat. The CPPD team must answer this question. required The information packet provided to the supplier must include: • Specification of 3D design for all new and significant changes. the next step is “Design Tool Using Components from Best Practices Library. Verify it is current prior to use. recommended As applicable. For current version / information. PROCESS STEPS (continued) REMINDER: Tool Exists? A supplier must If the right tool design exists. Some of the factors to consider include: • Internal resource availability • Internal resource expertise • NPI timelines • Who will be supporting the design long-term If tool design is not outsourced. Product specifications mentioned in “Understand Part” must be included. Product specifications mentioned in “Understand Part” must be included.com/publications . have signed a the next step is “Design Outsourced?” Non-Disclosure Agreement (NDA) or Non-Disclosure Design Outsourced? Security Agreement This step determines whether the tool design will be outsourced. • Visual instructions should feature 3D graphics.• Suppliers should supply the FEA with the completed design for implementation into the process plan. Tool Design personnel use many CAD tools. Tool instructions must be delivered to Manufacturing Production Execution at the same time as the process plan. If the design is approved. The process must be designed to strike a balance between benefits / savings and cost / risk. • Tool Designers must create concise.3 Rev. A formal approval process must be followed. UG-NX. UG-NX. Design Approved? After the tool has been designed or changed. • Tool Designers should work with Global Supply Network Division (GSND) representatives to identify suppliers and make requests for quotation (RFQ). an internally developed 2D CAD tool. 11/15 Caterpillar: Confidential Yellow 71 Paper copy is considered UNCONTROLLED. • Tool Designers must consider the ergonomics of tool design and follow a defined ergonomics standard. and CADKey. Verify it is current prior to use. Manufacturing engineering Chapter 4: tool design Version 2. • Tool Designers must informally review tool design options with their peers.” required This step must include a formal review to assess whether all standards and procedures have been followed. These clamping forces can be translated to Smart Sensing rest pads utilized in Smart Fixture Technology.com/publications . Tool Design expects designers to consolidate on one CAD system. • A Finite Element Analysis (FEA) should be perform on fixture designs to quantify the appropriate clamping forces needed to ensure the work piece is sufficiently secured.” If not. Other 2D and 3D CAD systems include Pro/E. the next step is approval of the new design or change.cat. visual point-of-use instructions. The process must be flexible enough to accommodate both simple and major changes. This review can come from a formal “checker” organization or from experienced Tool Designers who have this responsibility added to their work objectives. visit https://cps. In the future. recommended • Virtual simulation should be part of the validation process for all new designs and major changes to existing designs. For current version / information. The primary tool is CAPT Graphics. • All designs must go through a formal validation process before they are released to production. AutoCAD. the next step is “Add to Process Plan. required • Tool Designers must collaborate with Process Planning and other project participants as the tool is designed. Design Tool Using Components from Best Practices Library Today. the tool goes back to “Design Tool. Verify it is current prior to use.com/publications .outlines acceptable practices used for creating CAD models of tool and fixture design for Caterpillar. and application for Tool Designers. • TDS-1003 Material Application Guide .3 Rev. KEY STANDARDS AND PRACTICES Tool Designers must be able to identify and apply key standards.3) because it happens before the tool is physically validated. • SE00001 Ergonomic and Safety Fixture Criteria . • Associated metadata • Data associated with effectivity. including when to use the design and product serial numbers • Revision control Acquire Tool as Designed (Process Planning Activity) This step is the responsibility of Process Planning. it must be added to the process plan. which means it meets the specifications detailed in the design. It is shown in the process map (Figure 4. The association must include: • Geometry (drawings / 3D models): 2D is a minimum requirement. the WIP tool design actually promotes collaboration among all project participants. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED.establishes the standard requirement for 3D models for vendor tool designs. • TDS-1004 Locator Design and Application Guide . heat treat/hardness specifications. Tool Designers meet with Process Planning in the prove-out of the tool on the shop floor. In this step. required Tool Designers must participate in an electronic process planning system to create an electronic association between the tool design and the process plan. Validate Physical Tool Tool Design validates the tool. Once it is added to the plan.provides best practice guidance on designing ball type locators for Tool Designers. 72 Manufacturing engineering Chapter 4: tool design Version 2. PROCESS STEPS (continued) recommended An electronic tracking and approval system should support this process. visit https://cps.presents ergonomic and safety criteria to be followed during Tool Design and Process Planning for new processes and as a means to generate / justify change to existing processes. Add to Process Plan Tool Designers should not wait until the design is complete to add it to the process plan.cat.provides best practice guidance on material selection. 3D is recommended. For current version / information. • TDS-1006 Tooling Supplier CAD Requirements . Once tool design is complete. • TDS-1008 Weldment Fixture CAD requirements . Process Planning acquires the tool as designed by Tool Design. SUB-PROCESS TOOLS AND TECHNOLOGIES Today. 11/15 Caterpillar: Confidential Yellow 73 Paper copy is considered UNCONTROLLED. visit https://cps. Manufacturing engineering Chapter 4: tool design Version 2. The primary CAD tool. for instance. determines when to dispose of tooling.3 Rev. and CADKey.com/publications . and determines what tools are assigned to production machines. For current version / information.cat. SUB-PROCESS METRICS Tool Design focuses on two primary metrics: 1) Special or off the shelf tools. Tool Designers use a variety of tools and technologies at Caterpillar. It is used to store 2D tool drawings. 2) Tool cost per piece. Job Method Instruction (JMI) is the most-used tool management system. AutoCAD. RASTAR is the current enterprise product data manager used at Caterpillar. is an internally developed 2D program called CAPT Graphics. UG-NX. Other programs used within the enterprise are Pro/E. It maintains the association between tooling and process plans. Tool Design’s strategy calls for a move to a single CAD tool. Verify it is current prior to use. UG-NX. . tool selection CHAPTER 5 tool selection Sub-process Definition Sub-process Vision Sub-process Strategy and Goals Sub-process Interdependencies Sub-process CPS Guiding Principles Tool Selection Process Guide Process Steps . tool selection . fixtures. • There is a single enterprise defined. governance. SUB-PROCESS VISION Today. tool components. supported. 11/15 Caterpillar: Confidential Yellow 77 Paper copy is considered UNCONTROLLED. procedures. These libraries make it easier for Manufacturing Engineers to perform profitable searches. Manufacturing engineering Chapter 5: tool selection Version 2. torque wrenches. and manufacturing templates. or standards. Verify it is current prior to use.cat. process and technology stewardship. and communication of best practices to the entire enterprise. • Tool designs and libraries are leveraged globally. Many facilities have no tool library and the cyclical nature of the sub-process makes it difficult to predict staffing needs. Tool Selection has no enterprise-wide processes.com/publications . fixture tool components. documented. • Regional / business unit organizations manage regional / business unit tool libraries. Tooling examples include: spindles. Tool Selection also includes the processes of creating and maintaining formally structured libraries of durable and perishable tools. clamps. • A central group manages corporate tool libraries. and governed Tool Selection technology. Such libraries promote reuse of preferred tooling and the elimination of redundant tool design and procurement. • Tool cataloging standards are defined. machines. For current version / information. The future success of Tool Selection will be measured by how closely the sub-process comes to fulfilling the following statements: • Tool Selection is integrated in a suite of Manufacturing Engineering tools and is used to catalog / manage the single safe source of tooling data created by other Manufacturing Engineering sub-processes. • There is a common tooling sourcing strategy.3 Rev. lifting devices. Tool Selection training for Manufacturing Engineering is currently inadequate. visit https://cps. The vision for the Tool Selection sub-process includes addressing these issues. gages.Chapter 5 tool selection SUB-PROCESS DEFINITION Tool Selection is the process of selecting durable and perishable tooling to meet functionality and production requirements. and used globally. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. 78 Manufacturing engineering Chapter 5: tool selection Version 2. Verify it is current prior to use.com/publications . the requesting sub-process is notified.cat. Once tool lists are created. while others make use of Tool Selection outputs. This includes The Item Catalog (TIC) . they are passed back to the requesting sub-process. data for inventoried indirect. Figure 5. visit https://cps.2) illustrates the flow of tool list requests and tool library updates from other Manufacturing Engineering sub-processes. The SIPOC (Figure 5. and software. Once tool catalog updates are accepted and either processed or rejected. There is very little commonality between business units — sometimes even between Manufacturing Engineers who sit side-by-side. data.3 Rev. The multi-generational process plan (MGPP) in Figure 5. unformed steel.1 shows the current state as well as the desired state: a standard work environment supported by a center of excellence that uses common systems for maximum quality and velocity. For current version / information. definitions SUB-PROCESS STRATEGY AND GOALS Today. Tool Selection employs a multitude of processes.1: Tool Selection MGPP SUB-PROCESS INTERDEPENDENCIES Several processes provide direct input into Tool Selection.The authoring corporate systems such as the TeamCenter Engineering corporate catalog and The Item system for the number and descriptive Catalog (TIC). Local and individual solutions that use spreadsheets are very prevalent. and unformed bulk material. quality. Verify it is current prior to use. For current version / information. and consistency to ensure safety. Manufacturing Engineers drag and drop 3D component and tool models so no problems are hidden from the library into the job instructions.2: Tool Selection SIPOC Drive for the continuous SUB-PROCESS CPS GUIDING PRINCIPLES and relentless elimination As Tool Selection moves from Generation 1 to Generation 3 (Figure 5. continuous improvement procedures. and standards. This eliminates redundant modeling of tool and opportunities can components and tools.cat. 15 Guiding Principles. it follows the CPS of waste in all processes. be realized Manufacturing engineering Chapter 5: tool selection Version 2. and to eliminate introducing them into tool rework. visit https://cps. The future success of the sub-process can be measured by its with priority on safety and alignment with the following statements: quality-related wastes • Chase Waste: Tool Selection promotes the use of standard tool libraries to eliminate Standardize tasks and the waste of developing tool and tool component designs that already exist. Figure 5. functionality. Prove the processes and • Validate Our Processes: New and changed tool libraries are validated for technology work before duplication. 11/15 Caterpillar: Confidential Yellow 79 Paper copy is considered UNCONTROLLED. utilize common processes as the foundation for • Drive Standard Work: Tool Selection defines and maintains standard processes.3 Rev.com/publications .1). production • Make it Visual: Standard tool libraries reduce the time required to make visual job Build the visual workplace instructions. TOOL SELECTION PROCESS GUIDE The Tool Selection process map (Figure 5. Verify it is current prior to use. 80 Manufacturing engineering Chapter 5: tool selection Version 2. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. List of Matching Tools is Displayed A list of matching tools is presented to the person making the request. whether the person making the request is a member of internal or external staff.com/publications . such as the GSND. or Manufacturing Production Execution. visit https://cps.3: Tool Selection Process Map Manufacturing Manufacturing Engineer requests List of matching Is list Engineer selects tool matches YES End tools is displayed satisfactory? tools(s) from the based on defined list criteria NO Manufacturing Have all Engineer refines NO searches been tool request tried? criteria YES Search External supplier for new tool Manufacturing Is tool Engineering appropriate for YES Add tool to library requests new tool library? added to library Select new tool Update Tool NO YES Notify Requesting Can tool be Manufacturing NO changed to Engineer of acceptable? rejection PROCESS STEPS Manufacturing Engineer Requests Tool Matches Based on Defined Criteria This request may also originate from other areas. WIP.3 Rev. For current version / information. recommended The list should be filtered to display only those tools and tool components that are appropriate for viewing.cat.3) illustrates the high-level steps of Tool Selection. and other information. The filter may take into account the job function. It begins with a tooling change or new tool request and ends when the tool is released to production. Figure 5. Business Resources. Add Tool to Library The addition includes the drawing.cat. is sourced from a non- preferred provider. the next step is “Have All Searches Been Tried?” Manufacturing Engineer Selects Tool(s) From List The requestor selects the desired tool or component and passes it back to Tool Selection.” Manufacturing Engineer Refines Tool Request Criteria This step is necessary when the list request does not return a usable list of tools or tool components. model. Verify it is current prior to use. initiating process flow. the next step is “Manufacturing Engineer Refines Tool Request Criteria. This could be because the list did not contain the right tool or component or because the list was too large to allow the tool or component to be found. visit https://cps.Is List Satisfactory? If the list is satisfactory. such as diameter and length. the requestor needs to use alternative search criteria or refine the criteria to limit the size of the list. Search External Suppliers for New Tool When all attempts to find a satisfactory tool or component within internal Caterpillar libraries have failed.3 Rev.” If not. and metadata associated with the tool or tool component. or supports a non-approved manufacturing process.com/publications . This aligns with the Tool Selection vision for a single tool library containing both tools and tool components. required All new tools and tool components must be added to the library. the next step is “Add Tool to Library.” If not. the next step is “Manufacturing Engineer Selects Tool(s) from List. the next step is “Notify Requesting Manufacturing Engineer of Rejection. Have All Searches Been Tried? If all searches have been tried. When this occurs. including the tool number.” The new tool or component may not be appropriate if it duplicates an existing tool.” If not. required All avenues to find and reuse a tool or tool component must be exhausted before a new tool or tool component is used in a tool design. and preferred / non-preferred status. The metadata contains vendor-supplied data. 11/15 Caterpillar: Confidential Yellow 81 Paper copy is considered UNCONTROLLED. Manufacturing Engineer Requests New Tool Added to Library A new tool or component is added to the library when it has not been used previously at Caterpillar. For current version / information. and data specific to Caterpillar. Manufacturing engineering Chapter 5: tool selection Version 2. Is Tool Appropriate for Library? If the new tool or component is appropriate. 1E-spec associations. the next step is “Search External Suppliers for New Tool. the search continues within supplier catalogs. the next step is “Select New Tool.cat. the Manufacturing Engineer must search supplier catalogs to find a replacement for the rejected item. Select New Tool When a tool or tool component has been rejected and cannot be altered to meet acceptance standards. Verify it is current prior to use.” Update Tool If the supplier’s tool or tool component can be altered to meet acceptance standards. designs and documentation are created to reflect the change.3 Rev.com/publications . the next step is “Update Tool. 82 Manufacturing engineering Chapter 5: tool selection Version 2. Can Tool Be Changed to Acceptable? If the supplier-provided tool can be altered to meet acceptance standards. required Notification must include the reason the tool or tool component is rejected. For current version / information. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. visit https://cps. PROCESS STEPS (CONTINUED) Notify Requesting Manufacturing Engineer of Rejection The requestor must be notified any time a tool or tool component is rejected.” If not. NUMERICAL CONTROL (NC) PROGRAMMING CHAPTER 6 NUMERICAL CONTROL (NC) PROGRAMMING Sub-process Definition Sub-process Vision Sub-process Strategy and Goals Sub-process Interdependencies Sub-process CPS Guiding Principles NC Programming Process Guide Process Steps Sub-process Tools and Technologies Sub-process Metrics . NUMERICAL CONTROL (NC) PROGRAMMING . • NC Programmers use a standardized and governed set of processes. • Regional / business-unit organizations exist to manage standards and processes at their levels. Verify it is current prior to use.com/publications . • NC programs are generated offline. • Caterpillar manages and maintains corporate best practices. based on best practice knowledge. can also be performed offline and loaded on the machine at a later time. For current version / information.3 Rev. 11/15 Caterpillar: Confidential Yellow 85 Paper copy is considered UNCONTROLLED. which typically involves ASCII text and low-end text editors.cat. validation. and procedures. to meet engineering requirements. and simulation. • NC Programming expertise and reusable templates are leveraged globally. • All NC Programmers use the same technology. • 2D NC Programming uses a drawing of the production part and tools to graphically define the tool path. 3D programming uses a 3D model to accomplish the same thing SUB-PROCESS VISION The future success of NC Programming will be measured by how closely the sub-process comes to fulfilling the following statements: • NC Programming is integrated into a suite of Manufacturing Engineering tools.Chapter 6 NUMERICAL CONTROL (NC) PROGRAMMING SUB-PROCESS DEFINITION NC Programming is the process of using electronic communication to direct manufacturing machines to perform machining tasks. visit https://cps. such as milling and drilling. • NC Programming uses the Product Design and Tool Design 3D model for program development. Manufacturing engineering Chapter 6: numerical control programming Version 2. processes. • Online NC programming involves working on production machines. standards. These articles are communicated via the REDI system under the Manufacturing Specifications and Practices collections. interference checking. This type of work. NC Programming does not include Robotic Programming or PLC Programming (used to control transfer lines). has achieved limited success. Verify it is current prior to use.cat. and there is a significant risk that this technology will fail.1: NC Programming MGPP 86 Manufacturing engineering Chapter 6: numerical control programming Version 2. which is used by Product Engineering. The enterprise needs standard NC Programming procedures. CAPT NC is based on unsupported hardware (VAX). visit https://cps. it is not integrated with any other Manufacturing Engineering systems. NC Programmers at Caterpillar primarily employ CAPT NC. One attempt to move in this direction. However. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED.1) through which projects are developed and executed to help drive the corporation to the desired state. Figure 6.com/publications . The enterprise must move to a supported architecture and virtual 3D NC Programming development. SUB-PROCESS STRATEGY AND GOALS Today. a proprietary 2D system to develop NC programs. Caterpillar employs a multi- generation process plan (Figure 6. Pro/NC is well integrated with Pro/ E. For current version / information.3 Rev. using Pro/ NC by PTC. NC Prove the processes Programmers use both virtual and physical prove-out validation before releasing the and technology work NC program to production. quality. The future success of the sub-process can be measured by its alignment with Drive for the continuous the following statements: and relentless elimination of waste in all processes. Figure 6.com/publications . they return to Process Planning for validation and delivery to the shop floor. specifications. • Chase Waste: NC Programmers incorporate standard NC template and tool libraries with priority on safety and to eliminate the waste of redeveloping common NC algorithms. Once NC programs are completed. NC Programming ensures standard work.cat. it follows the CPS 15 Guiding Principles. visit https://cps. • Drive Standard Work: By defining and maintaining standard NC Programming Standardize tasks and processes. This eliminates the quality-related wastes waste of redesigning tools and tool components that have already been designed. as the foundation for continuous improvement • Validate Our Processes: NC Programmers validate new and revised NC programs prior to production release to ensure safety. and practices. and eliminate rework. 11/15 Caterpillar: Confidential Yellow 87 Paper copy is considered UNCONTROLLED. Verify it is current prior to use.2) illustrates the flow of detailed information from Process Planning and Product Engineering to NC Programming to develop NC programs. before introducing them into production Manufacturing engineering Chapter 6: numerical control programming Version 2.3 Rev.2: NC Programming SIPOC SUB-PROCESS CPS GUIDING PRINCIPLES As NC Programming progresses through the MGPP.SUB-PROCESS INTERDEPENDENCIES The SIPOC (Figure 6. utilize common processes Standard work on the shop floor is driven by clear and concise visual instructions. For current version / information. quality. Verify it is current prior to use. Quality. integrated systems. They give high priority to program changes that reduce or eliminate hazards. quality. supporting People. See. value of people’s ideas by quickly implementing them • Make it Visual: NC Programmers create NC layouts to communicate the process information using visual methods. velocity. and and opportunities can product goals. visit https://cps. NC Programmers are empowered to effect change through high the enterprise strategy performing. Processes are developed and modified for optimum performance. these practices and standards accelerate positive change to manufacturing value chain aligned to processes. NC the long-term Caterpillar Programmers apply tools that satisfy safety. Each NC Programmer actively participates in meetings and supports improvement dialogues at the implementation of improvements. view operations first hand. demonstrating the process improvements.cat. They have a working relationship with Manufacturing See it first-hand Production Execution personnel. NC Programmers immediately involve problem occurs to correct themselves in Root Cause Corrective Action (RCCA). be realized • Act Decisively: NC Programming is governed by a set of proven best practices Deploy cascaded metrics and standards that are maintained and communicated to the enterprise. even at the expense • Go. for current and future operations. make program changes as it in process. As a and targets across the result. understanding • Stop to Fix: When a factory process is stopped due to quality issues or any reason Cease production when a that adversely affects downstream operations. For current version / information. and update related process models to prevent another occurrence of the we build issue anywhere in the factory. They also take action to make corresponding all levels. customers. thoroughly considering all options and implement with a sense of urgency 88 Manufacturing engineering Chapter 6: numerical control programming Version 2. velocity. NC Programmers are knowledgeable and personally involved in day- to-day factory operations. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. and the CPS 15 Guiding Principles. Act: Although virtual tools play an increasingly prominent role in process of near-term goals validation. Caterpillar’s long-term capability • Actively Listen: NC Programmers have in-depth knowledge of their factory’s operations and a working relationship with suppliers. attract and develop become educated. instead of text. Velocity and Cost Make decisions by consensus. Build the visual workplace so no problems are hidden • Align the Targets: NC Programmers understand factory performance.3 Rev. where possible. metrics. and all area Conduct process personnel. and cost requirements. in-station as planned • Develop People: NC Programming training programs and curriculum help employees Identify. strategy. experienced NC Programmers. Make decisions based on the customer’s view and • Take the Customer’s View: NC Programmers are responsive to customer needs. Individual training plans promote people and teams to build safety. and participate in 6 to ensure thorough Sigma Rapid Improvement Workshops (RIW) to ensure their own responsiveness. NC Programmers are aware of ergonomic and safety hazards and the safety-related waste safety performance of their areas. Build a safety-first culture SUB-PROCESS CPS GUIDING PRINCIPLES (continued) by placing the highest • Put Safety First: Team Member safety is the top priority of all NC program priority on eliminating development.com/publications . this means required. cat. visit https://cps.NC PROGRAMMING PROCESS GUIDE The NC Programming process map (Figure 6. Figure 6.3: Process Map for NC Programming Manufacturing engineering Chapter 6: numerical control programming Version 2. Verify it is current prior to use. It begins with a request for a new or revised program.3) illustrates high-level steps.3 Rev. For current version / information. 11/15 Caterpillar: Confidential Yellow 89 Paper copy is considered UNCONTROLLED.com/publications . dimensions. Tool Design. including Process Planning. • Actively participating in CPPD meetings to make sure that the development of NC programs is visible. bill of material. critical part characteristics. and Manufacturing Production Execution personnel. Product & Manufacturing Information (PMI). • Resolving issues and conflicts with project participants. The legal document for product design is the RASTAR print. Product Engineering. The NC Programmer’s responsibilities include: • Reviewing the product designs during each phase of NPI.3 Rev. required A complete and accurate 3D model must be provided for new and extensively revised part and assembly designs.cat. product design is complete. Manufacturing Working on NC Production Execution. Verify it is current prior to use. This includes knowing the unit’s specifications. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. geometry. and the Global Supply Network Division programs before (GSND). hazardous material indicators. It This step ensures that NC Programmers understand the Product Engineer’s intentions for also reduces the time it takes to the part or assembly to be manufactured. does introduce the risk that the program may need required to be altered in response to A formal ordering system must be defined and used. However. and a priority to the team. material grade. complete a program after the Specifications can include part number. It identifies issues that can make the product design Understand Product Design or impossible to manufacture. reasons. NC Programmers must collaborate with Product Engineers and all other project participants during all design phases. visit https://cps. recommended An accurate 3D model should accompany all product design prints. • Reviewing any questions or issues with the Product Engineer during each phase of NPI. tolerances. PROCESS STEPS THOUGHT: Requests come from many sources. product design changes. understood. change level. including Process Planning. Geometric Dimensioning & Tolerancing (GD&T). version. and part envelope. the risk of rework recommended is worth the effort for two An electronic ordering system should be used. 90 Manufacturing engineering Chapter 6: numerical control programming Version 2. • Sharing NC programs with project participants. A formal ordering process ensures the program request is ordered and tracked release of the product design during its development and deployment to operations. critical safety items. Concurrent Product & Process Development (CPPD) is an important part of this step. finishes. NC Programmers often begin NC program development before the product design is complete. For current version / information.com/publications . cat. external suppliers must have information sufficient to accurately complete the program. Work should begin before the process plan is released. • The process routing. NC Programmers need to understand what the Manufacturing Engineer intends for the manufacturing process. Determining factors include: • Internal resource availability • Internal resource expertise • NPI timelines • The person providing long-term support of the design Send packet of necessary information to supplier If the NC program is outsourced. NC Programming outsourced? The CPPD team must determine whether the design of the NC program will be outsourced. This information should include: • Product design.com/publications . REMINDER: required A complete and accurate 3D model must be provided for new and Ensure that a extensively revised part and assembly designs. This includes all information from the Understand Process Plan step. • A description of the operation the program is required to perform. Non-Disclosure Agreement (NDA) should be recommended An accurate 3D model should accompany all product design prints. • The machine that will be used for this NC Program work-order request. Note: there should be one work-order request for each NC program. Manufacturing engineering Chapter 6: numerical control programming Version 2.3 Rev. • Any tools or fixtures that are defined.Understand Process Plan Like the Understand Product Design step. For current version / information. visit https://cps. or Process Planner may define undefined tools and fixtures later. or the state of the part after the previous operation). in place with the supplier selected to perform the • Process design. • The manufacturing work in process (WIP) model (either the rough material state. Verify it is current prior to use. This includes all of the information detailed in the Understand Product Design step. NC Programmers should work with Process Planning to quickly deliver a complete program with the least number of defects. outsourced work. Tool Designer. this step is a CPPD process. required Manufacturing intentions must be documented in an NC program work-order request and include: • The part to be manufactured and all information listed in the Understand Product Design step. 11/15 Caterpillar: Confidential Yellow 91 Paper copy is considered UNCONTROLLED. • Any special process characteristics designated by Manufacturing Engineering. The NC Programmer. NC Programming begins program development. NC Programmers select the tools. fixtures. Verify it is current prior to use. Tools have been selected / designed? This step determines whether tool selection has occurred in early NPI stages. The Enterprise lacks a central corporate library of cutting tool assemblies. Select Tools Today. This varies by facility. the Tool Selection or Tool Design process begins.com/publications . a formal tool order process must be used to design and / or acquire the tool. it must be searched to determine whether the required tool exists. Tool Selection is based on undocumented knowledge or local libraries.3 Rev. Send to Tool Selection The process is routed to the party responsible for cutting tool selection. required • If a tool library is available. If not. and templates. For current version / information. PROCESS STEPS (continued) The external design supplier must be treated as a full member of the CPPD team and must follow the same processes as internal NC Programming. visit https://cps. 92 Manufacturing engineering Chapter 6: numerical control programming Version 2. Document Tools The NC Programmer adds tools identified or developed by Tool Design or Tool Selection to the program. Some facilities support a dedicated Tool Selection or Tool Design group. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. If it has. At other sites. • If the tool does not exist.cat. NC Programmer selecting tools? This step determines who will select the cutting tools. Tools are oriented to represent their use in production. Then REMINDER: they gather the engineering data: part geometry. machine-specific cycle commands. coolant instruction.33 for all special characteristics (1E2966). Verify it is current prior to use. Programming strategy is to unify on NX-CAM NC Programmers then add the information to their NC Programming session. This code includes tool and machine motions. CAM software. tolerances. This typically takes the form of Pro/NC or NX-CAM files or as a text file using an intermediary language like APT. tool changes. and 1E specs. Manufacturing engineering Chapter 6: numerical control programming Version 2. NC programmers determine the order of NC operations based on the product design specifications. For current version / information. and the tooling and fixtures provided by Tool Design or Tool Selection. Templates and migrate away from other may be used with entirely new programming files. NC Programmers evaluate the product design specifications using RASTAR prints and 3D model information. • NC Programmers must account for all special characteristics in the NC program. required • NC Programmers must account for all product design specifications (machined surfaces. features. required • All NPI NC programs and existing NC programs that require extensive changes must be developed with 3D CAM software. recommended • All NC programs should be developed with 3D CAM software. Placeholders may be created in the programming environment for each sequence. and any special The NC process characteristics. Write Tool Motion The NC programmer creates NC CL code in an intermediate-language format. recommended • The NC program should be able to meet a minimum Cpk of 1. rough stock geometry. The NC program must be able to meet a minimum Cpk of 1. table indexing.Define General NC Program Flow NC Programmers first collect machine information such as geometry or text data.33 for all characteristics.cat. Next.com/publications . and 1E-specs) in the program. and messages that communicate data to the production Team Member via the machine control display. Finally. Criteria to be evaluated may include dimensions. visit https://cps. 11/15 Caterpillar: Confidential Yellow 93 Paper copy is considered UNCONTROLLED.3 Rev. NC Programmers may also add explanations of code to ensure user understanding. It is far easier and cheaper to discover and correct these problems in a virtual environment. .). Verify it is current prior to use. . 94 Manufacturing engineering Chapter 6: numerical control programming Version 2.com/publications . For current version / information. It also reduces the amount of time that production machinery is tied up in prove-out activities. etc. • NC Programmers must look for collisions and interference issues during simulation. the graphical simulation may differ depending on the interpretation of the post processor. If problems exist with this type of program. Pro/NC. (Post processors used for CAPT NC programs are no longer created or supported.3 Rev. • The NC Programmer must determine whether the simulation completed all machining steps in the correct order Generate Machine Code NC CL language code is converted to NC machine-readable code using a designated post-processing software to generate “G-code” which is interpretable by the NC machine control. Finally.cat. manual editing by the NC Programmer at the facility is the only support. It also allows the NC Programmer to ensure machining steps have been programmed in the correct order. After post processing the source code to NC machine-readable code. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED.All time (cut and non-cut) must be verified for accuracy. faces have been milled. the generated NC machine G-code is delivered to the designated location for simulation or shop floor execution. The strategic direction directs storing G-code files in TeamCenter Engineering. PROCESS STEPS (continued) Perform CAM Simulation Verification Geometry-based programming systems can visually represent the tool path of an NC program based on the intermediate-language format of the programming system (CAPT- NC. The CAM simulation is utilizing the source code from the CAM system. before delivery to the shop floor for prove-out. simulation gives the NC Programmer a basic check for crashes and interference. visit https://cps. the post processor must be adjusted to eliminate discrepancies. required • Verify the post processed code by utilizing a NC machine-readable code simulator (Vericut) for new programs and major NC programming changes. or NX-CAM).If discrepancies between the works standards embedded in the post processor and physical times are detected.) After post processing. This allows the NC Programmer to visually inspect program source code and ensure that all machining steps have been programmed (holes have been drilled. • Non-cut time that will not be captured by the NC Program must be incorporated into the post processor. CAM simulation verification differs from actual NC machine-readable code verification. required • Simulations must be performed on all programs developed using the CAM based graphics of the CAM software. • NC Programmers must confirm machine-tool operations proceed safely and efficiently in the correct order. to confirm the program functioned correctly. NC validation is more detailed and revealing than other simulations. effort. machine tool components (for example: pallets). required • NC Programmers must confirm the machine tool performs as expected and moves safely and efficiently. order / completeness of operations. cutting tools. For current version / information. However. Verify it is current prior to use. The NC program. fixtures. safety issues. . Develop Machine Code Validation Software A model of the machine tool that will be used in production and all of its kinematics is developed and placed in the validation environment. • NC Programmers must visually inspect machine tool kinematics and the machining of the part. cutting tool assemblies. 11/15 Caterpillar: Confidential Yellow 95 Paper copy is considered UNCONTROLLED. cutting tool assemblies. or cost of simulation. and amount of material removal. and finished part must be oriented in the environment and associated to each other. rough part. NC validation is warranted. machine tool components. It is based on the G-code that will be used by production machines and includes the kinematics of the machine tool. required • NC Programmers must validate when the cost of the validation is outweighed by the risk of not performing it. visit https://cps.Accurate non-cut time must be combined with accurate cut time so that an accurate and complete NC program run time may be returned to Process Planning. Not all NC programs will require validation. NC programs for simple changes and simple parts do not warrant the time. recommended • Verify ALL post processed code by utilizing a NC machine-readable code simulator (Vericut). Perform Machine Code Validation As the system visually presents the machining operations. efficiency of movement.com/publications . and holding fixtures. interference. Machine tools. and finished part must also be placed in this validation environment. Manufacturing engineering Chapter 6: numerical control programming Version 2.cat. NC Programmers check for collisions. if the parts being machined are expensive and the program being used is complex or requires extensive changes. rough part. Experienced NC Programmers best perform NC validations.3 Rev. Machine Code Validation Required? Validation is a detailed representation of the machining steps in the context of the machine. fixtures. the NC Programmer must perform RCCA to correct the issues identified in the Prove-Out Validation.33 or higher. Too much prove-out. the root cause must be determined and corrected. Offline simulation and validation should be employed to reduce or eliminate this problem. MES applications will be the single method of delivery. a thoughtful cost benefit and risk analysis should be performed before any prove-out is skipped.com/publications . 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. • NC Programmers must confirm the cycle time of the NC program meets the defined takt time requirement. NC Programmers must determine whether all product design specifications are verified and correct. Verify it is current prior to use. and tools. recommended • Seemingly small changes sometimes lead to big problems. they create instructions for Manufacturing Production Execution personnel. Prove-Out Required? Very simple changes may not warrant a physical prove-out. accompanied by editing on the shop floor. If the Prove-Out Validation is not approved. In the future.cat. recommended • TeamCenter Engineering should manage instructions and deliver them to the floor on electronic media. This is a formal process that requires an approval by defined stakeholders in order to proceed. instructions are developed / delivered by electronic and paper media. These instructions can be annotated 3D models and 2D drawings. However. These instructions must be clear and concise.3 Rev. takes up valuable machine time and can damage equipment. For current version / information. Physical prove-outs are highly recommended for all processes. fixtures. recommended • NC Programmers should confirm the process proves all characteristics can be met with a minimum Cpk of 1. Currently. 96 Manufacturing engineering Chapter 6: numerical control programming Version 2. required • NC Programmers must confirm that all special characteristics can be met with a Cpk of 1. They may be supplemented with text to clarify and support the geometry. Perform Prove-Out Validation Prove-out is performed using the production machinery. visit https://cps. required • If collisions are detected during Prove-Out Validation. required • NC Programmers must provide instructions that document the program and all of the tools used by the program. PROCESS STEPS (continued) Document Textual and Graphical Instructions NC Programmers do more than program.33 or higher. documented change control / effectivity process. This process starts with the production Team Member using MES to request a new or updated G-code file from TeamCenter Engineering. Today. which delivers the file to the machine or Team Member. The NC Programming strategy calls for the use of TeamCenter Engineering to manage the change control / effectivity of the NC program and the use of Manufacturing Execution Systems (MES) to deliver the NC program to Manufacturing Production Execution. NC Programmers may utilize 6 Sigma tools and the experience of other NC programmers to determine the RCCA. required • NC Programmers must follow a formal.Identify and Determine Resolution of Root Cause NC Programmers must determine the RCCA if a CAM Simulation Validation.3 Rev. 11/15 Caterpillar: Confidential Yellow 97 Paper copy is considered UNCONTROLLED. NC Validation. TeamCenter Engineering supplies the appropriate file to MES. The request may also come from an automated production machine. Manufacturing engineering Chapter 6: numerical control programming Version 2. Deliver to Shop Floor NC Programmers deliver G-code files to the shop floor for use on production machines. Verify it is current prior to use.com/publications . Some methods are managed by systems and others are managed manually. or Physical Prove-out fails. files are stored on a variety of media. visit https://cps.cat. For current version / information. NC programs that are virtually validated require less prove-out. • ICAM post processors translate Pro/NC programs to machine readable programs. Verify it is current prior to use. Revisions often indicated the need for corrections. • UGS PostBuilder post processors translate NX-CAM programs into machine readable programs. • Number of virtually validated machine code programs versus manually validated programs. This aligns with NC Programming strategy for post processors. A movie proves the validation has been completed.com/publications . but promote continuous improvement. NX-CAM for NC Programming.3 Rev. For current version / information. It maintains the association between NC programs and process plans. an internally developed 2D CAM tool. (The term machine code defines that a simulation tool such as Vericut was used to perform the validation) 98 Manufacturing engineering Chapter 6: numerical control programming Version 2. The metric is based on a percentage reduction from a determined baseline. visit https://cps. A reduction in prove-out also reduces the amount of lost production due to unavailable machinery. The goal is not to attain zero revisions. The NC Programming strategy is to move to a single CAM tool. Other 2D and 3D CAD systems used are Pro/NC. The percentage of programs that have been validated virtually can then be calculated. • Job Method Instruction (JMI) is the most used tool management system. SUB-PROCESS TOOLS AND TECHNOLOGIES Today. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. • Number of NC program revisions. the primary NC Programming tool is CAPT-NC. • Vericut is the primary validation tool for ALL NC developed programs.cat. • CAPT post processors translate CAPT NC programs to machine readable programs. and NX-CAM. SUB-PROCESS METRICS The most important NC Programming metrics are: • Number of injuries that occur per NC program. This is tracked by a TeamCenter Engineering report. This involves the number of injuries and the number of revisions documented in TeamCenter Engineering. APT. The metric is based on a percentage reduction from a determined baseline. Likewise a reduction in the number of revisions clearly indicates a reduction in defects. Practices and Specifications Sub-process Strategy and Goals Sub-process Resources Sub-process Interdependencies Sub-process Tools Sub-process CPS Guiding Principles Sub-process Metrics HTE Process Guide Process Steps .CHAPTER 7 heat treat engineering (HTE) HEAT TREAT ENGINEERING (HTE) Sub-process Definitions Sub-process Requirements Sub-process Vision Sub-process Standards. HEAT TREAT ENGINEERING (HTE) . and specifications. Manufacturing engineering Chapter 7: heat treat engineering (HTE) Version 2. • HTE uses all tools (e. Facilities normalizing. visual instructions. ergonomics. AMT involvement. and are difficult to imitate. annealing.Chapter 7 heat treat engineering (HTE) SUB-PROCESS DEFINITIONs Heat Treat: Heat Treatment includes processes that require heating of the part to impart CAUTION: a change in metallurgical properties. Verify it is current prior to use. • HTE audits heat treat suppliers to ME5000 and maintains a website for supplier audit results. maintains. or laser-heating technologies.g. and uses robust standards. • HTE is linked to process and equipment design and to the shop floor to provide detailed. The process should be followed • HTE provides processes that enable Heat Treatment to deliver parts that conform to prior to issuing purchase or exceed the product design specifications at the required production velocity. carburizing. successful maintenance practices that • HTE develops. stocking These standards are integrated into heat treat design and production systems. sometimes induction. 11/15 Caterpillar: Confidential Yellow 101 Paper copy is considered UNCONTROLLED. assessment process. vacuum. of excellence is available. exceed competitors’ capabilities. For current version / information. Purchase from finished part suppliers without capable SUB-PROCESS VISION heat-treat processes and / or The HTE vision is for Caterpillar to be a world leader in the area of Heat Treat Technology. In many facilities. and proactive repair plans.com/publications .cat. knowledge can create costly The future success of HTE will be measured by how close the sub-process comes to quality problems. These processes include hardening. These functions are performed by the center of excellence within Product Development and Global Technology Division’s (PD&GT) Advanced Materials Technology (AMT). HTE-AMT has developed • HTE audits internal heat treat operations to ME5100. New assets are purchased when absolutely necessary to meet long-term production requirements. AMT and the fulfilling the following statements: Global Supply Network Division have teamed up to implement • Caterpillar Heat Treatment processes provide the highest component strength levels a heat-treat supplier capability in the industry. • HTE-AMT uses a global-standard sourcing strategy by working with Global Supply Network Division and Caterpillar facilities worldwide. practices. HTE is the name applied to the organization that provides awareness that a center these functions at the plant level. HTE-AMT also provides plant-level support on a service-charge basis CAUTION: to some facilities. This may be an attempt to reduce service Heat Treat Engineering (HTE): This sub-process provides functions that enable Heat charges. visit https://cps. and nitriding and they use furnace.: safety and process failure modes and effects analysis) to TIP: achieve needed safety. and quality levels. • HTE-AMT leverages assets and processes globally by working closely with all business units to fully burden all assets and outsource when it makes business sense. Facilities vary in their implementation of Heat perform technical tasks without Treatment processes. of critical spare parts. orders. include inspections. HTE-AMT: Refers to specialized HTE support functions that are not normally performed at the Plant level. tempering.3 Rev. or simply a lack of Treatment. For current version / information.1) depicts the journey from the current status to the desired state of HTE. HTE interacts with a multitude of processes.3 Rev. and uses common systems for maximum quality and velocity. SUB-PROCESS VISION (Continued) • HTE-AMT supports central. and procedures – Training and mentoring – Governance – Process and technology stewardship – Communication of best practices to the entire enterprise SUB-PROCESS STRATEGY AND GOALS The goal of the HTE sub-process is to enable the production of parts that meet all Caterpillar 1E specifications.1: HTE MGPP 102 Manufacturing engineering Chapter 7: heat treat engineering (HTE) Version 2. processes. regional.com/publications . standards. data. protects Caterpillar intellectual properties. The multi-generational process plan (Figure 7. and business-unit centers of excellence to manage: – Enterprise best practices. Currently. Figure 7. visit https://cps.cat. The desired state includes support by a center of excellence and the development of processes and heat technologies that enables a higher level of product differentiation. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. Verify it is current prior to use. and software. SUB-PROCESS INTERDEPENDENCIES A major role of many HTE organizations is to provide heat treat processing activities that are defined in the Process Planning sub-process. The SIPOC (Figure 7. visit https://cps.2: SIPOC Map for HTE Sub-Process Manufacturing engineering Chapter 7: heat treat engineering (HTE) Version 2.com/publications . these process elements are not defined in the HTE SIPOC. Therefore. which allows the procurement of equipment and processes that meet production requirements. such as production routings. Verify it is current prior to use. and capital projects. 11/15 Caterpillar: Confidential Yellow 103 Paper copy is considered UNCONTROLLED. burden analysis. Many CPS processes provide direct input into HTE. For current version / information.cat.2) illustrates the flow of detailed product and process information from the process suppliers into HTE. Figure 7.3 Rev. Outputs also flow to Process Planning. HTE outputs flow to Heat Treat Production Execution. while others make use of HTE outputs. HTE develops Identify. Verify it is current prior to use. They are aware of ergonomic and safety highest priority on hazards and the safety performance of their areas. Act: Heat Treat Engineers are very knowledgeable and personally involved in day-to-day factory operations. They are acquainted with operations personnel. See it first-hand assess operations first hand. it follows the CPS 15 Guiding elimination of waste Principles. Prove the processes • Validate Our Processes: New processes and equipment are validated through and technology work appropriate experimental testing. See ME4010 Heat Treat Safety Best related waste Practices. and standards ensures standard work during the design and for continuous implementation of equipment and processes. and participate in 6 Sigma Rapid Improvement to ensure thorough Workshops (RIW) to ensure their own responsiveness. even at the expense of near-term goals • Go. and curricula specific to heat-treat processes. visit https://cps. They give high priority to making eliminating safety. and all personnel in their area. The future success of the sub-process can be measured by its alignment with in all processes. See ME4040 Standard for Heat Treat Equipment.com/publications . test lots. AMT-HTE has developed training develop people modules in key areas such as lower power train gear heat treatment. and field testing when required before introducing by Product Engineering. See. assisted by clear lines of Caterpillar strategy. and teams to build Caterpillar’s long-term • Actively Listen: Heat Treat Engineers have in-depth knowledge of their factory’s capability operation and a working relationship with suppliers. They also take action to make corresponding process improvements for current and future operations. attract and trained and experienced Heat Treat Engineers. the foundation procedures. tooling changes to reduce and eliminate hazards. velocity. customers. They define the root a problem occurs to cause and. them into production • Put Safety First: Equipment. and utilize common processes as • Drive Standard Work: Defining and maintaining standard HTE processes. prevent a reoccurrence of the issue. and other culture by placing the ergonomic and safety assessment tools.cat. Make decisions based • Take the Customer’s View: HTE helps define and display clear.3 Rev. and cost. Heat Treat Engineers. Heat Treat Engineers employ safety FMEAs. quality. if applicable. the CPS 15 Guiding Principles. communication. and processes are engineered with safety as Build a safety-first the top priority. For current version / information. Drive for the continuous SUB-PROCESS CPS GUIDING PRINCIPLES and relentless As HTE moves from Generation 1 to Generation 3 (Figure 7. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. quality. best practices. Visual standard work documents are improvement available for all HTE processes. These tools satisfy production requirements of and the long-term safety. heat treat engineers immediately Cease production when involve themselves in Root Cause Corrective Action (RCCA). Heat Treat Engineers actively participate in meetings and support the implementation of improvement ideas. replicate the solution throughout the plant or enterprise to correct it in process. velocity. are responsive to changing customer needs. graphical instructions on the customer’s view to drive shop floor standard work.1). tooling. 104 Manufacturing engineering Chapter 7: heat treat engineering (HTE) Version 2. understanding • Stop to Fix: When a factory process is stopped due to quality issues or any reason that adversely affects downstream operations. with the following statements: priority on safety and quality-related wastes • Chase Waste: Standard libraries of heat treat equipment and components help minimize the waste of redesigning equipment / components that have already been Standardize tasks designed. this means we build in-station as planned • Develop People: Individual training plans include safety. It also illustrates different possible inputs and corresponding sub-process steps. Heat Treat Engineers . integrated and opportunities can systems. This accelerates problems are hidden positive change. Verify it is current prior to use. assisted by high performance. 11/15 Caterpillar: Confidential Yellow 105 Paper copy is considered UNCONTROLLED.cat. maintained. are People. metrics. and communicated to the enterprise. be realized Deploy cascaded HTE PROCESS GUIDE metrics and targets The HTE process map (Figure 7. demonstrating the and product goals. HTE-AMT is considering all options utilized as the heat treating center of excellence. such as production routings. Make decisions by AMT supports a wide range of customers all over the world. improvement dialogues at all levels.3) highlights the basic beginning-to-end nature of the HTE across the value chain sub-process. and implement with a sense of urgency An individual plant may perform HTE activities that are not unique to HTE. are empowered to make changes. • Align the Targets: Heat Treat Engineers support factory performance. Quality.• Make it Visual: Job instructions and layouts use visual methods and displays Conduct process instead of text where possible.com/publications . visit https://cps.AMT. thoroughly development of new processes and the issuance of material specifications. the HTE process map and Cost focuses on activities that are unique to HTE at both the corporate and plant levels. They develop and modify processes for optimum performance. Accordingly. Manufacturing engineering Chapter 7: heat treat engineering (HTE) Version 2. implementing them • Act Decisively: Heat Treat Engineers are governed by an Advanced Materials Build the visual Technology center of excellence in which standards and best practices are workplace so no developed. including production routings and day-to-day troubleshooting. For current version / information. aligned to the enterprise strategy supporting Activities shared between HTE and Process Planning. Velocity included in the Process Planning sub-process chapter.3 Rev. value of people’s HTE helps maintenance personnel keep a percent available metric and assists ideas by quickly Manufacturing Production Execution with keeping an OEE metric. It is responsible for the consensus. com/publications . and HT Processes Provide FAIL Specialized Maintenance Support Trouble Shoot Calculate / Equipment / Analyze OEE Process 106 Manufacturing engineering Chapter 7: heat treat engineering (HTE) Version 2. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED.3 Rev. Figure 7. visit https://cps.3: HTE Process Map Provide Quenchant Specifications Provide New HT Write Equipment Conduct Safety / FMEA Results Facility Capital Specifications Process FMEAs OK? Estimates NO Write Manufacturing Perform RCCA to Practices reduce high risk items on FMEA OK Provide cycle times. For current version / information. Provide Control and Provide Provide Operator Conduct Test Release to Monitor Equipment PASS Atmosphere Equipment Startup Training Lot Production Process Documentation Systems. recipes and process Assess / Develop instructions for HT Purchase part Finished Design / Install HT Equipment.cat. Verify it is current prior to use. cat. For current version / information. Manufacturing engineering Chapter 7: heat treat engineering (HTE) Version 2. or a combination of both. HTE-AMT has a Team Member training program in lower power train gear heat treating that is especially good for new Team Members. Technical assistance is generally requested by the plant maintenance organization. Verify it is current prior to use. Provide Specialized Maintenance Support Heat treat equipment requires skills that are not easily attainable outside of HTE-AMT. HTE-AMT engineers travel all over the world to provide their special expertise to Caterpillar facilities and purchase-finished suppliers (the latter at the request of Global Supply Network Division personnel). Training may be in the classroom. control / atmosphere systems. The scope of troubleshooting at the plant level may be narrower.PROCESS STEPS Develop Process Plan (Plant Level – HTE / Planning) Develop Heat-Treat Processes with AMT CPPD teams usually initiate this step. They work closely with their Process Planning and Releasing counterparts. The request is usually made in response to new or modified heat treat equipment or engineering changes to piece parts.com/publications . safety. who then train their direct reports. or quality issue is generally requested by Manufacturing Production Execution. 11/15 Caterpillar: Confidential Yellow 107 Paper copy is considered UNCONTROLLED. New processes may require new capital — equipment. Fabrication and Product Finishing. Provide Shop Troubleshooting Troubleshooting for an equipment. and implements and validates the required assets as per the “Capital Equipment and Tooling” process step. Including Part Recipes CPPD teams usually initiate this step. writes functional specifications. Team Member training may be provided directly to Team members or to third parties (e. This often requires international travel by HTE-AMT engineers. HTE develops the planned process.3 Rev. They communicate verbally or via email about effective dates and when parts will be needed by Machining. heat treat Section Managers). HTE conducts the needed safety / process FMEA. Provide Operating Instructions and Team Member Training Team Member training is needed when new equipment or processes are implemented or when specifically requested by heat treat operations. Develop Planned Method. or specialized tooling — designed by HTE. on the job.g. Heat Treat Engineers create training that is specific to the product and the heat treat process. visit https://cps. Manufacturing Production Execution. including the machine number for the machine. Install and Validate New Equipment Capital equipment is purchased through Process Planning and NCI sub-processes However. PROCESS STEPS (continued) CAPITAL EQUIPMENT AND TOOLING (AMT AND PLANT LEVEL – HTE / PLANNING) Provide Specifications and Design Requirements for Heat-Treat Equipment Product engineering. how it will run. 108 Manufacturing engineering Chapter 7: heat treat engineering (HTE) Version 2. The specification is submitted to the supplier with a request for quotation via the Global Supply Network Division. easy maintenance standard.3 Rev. HTE drafts the functional specification based on technical knowledge and experience and similar past specifications. It helps guarantee equipment is designed with quality.com/publications . Purchase. the project management and associated activities are the responsibility of HTE. Rebuilds are implemented and managed like any capital project. and HTE jointly determine the need to implement major equipment rebuilds. safety and quality expectations. The specification includes what the equipment does. Heat Treat Machine and Tooling Design The Heat Treat Engineer defines the functional requirements for the needed machine or tooling. 6 Sigma or NPI CPPD teams usually make this request. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. The ME1500 manufacturing practice series aids this equipment specification practice. ME1516 shows how to do cost estimates on a few difficult items. production rate guidelines. ME4040 holds suppliers to a high quality. Manage Equipment Rebuilds Facility maintenance. For current version / information.cat. durability. Verify it is current prior to use. and safety in mind. The request is a precursor to either purchasing new heat treat equipment or conducting a major equipment rebuild or upgrade. The specification is a living document that can be changed during the procurement process by a joint decision of Caterpillar and the vendor. visit https://cps. and when the equipment will be needed. Most facilities with a small or nonexistent HTE organization should use HTE-AMT to manage major heat treat capital projects. They include a review by the heat treat technical steward. maintainability. Conduct a Process / Safety FMEA This activity dovetails closely with the functional specification and equipment design. The Heat Treat Planner issues the tool order with the necessary information. ME1520 describes how to write a specification. ME1515 is a project management checklist. • All heat treat equipment must be purchased according to Caterpillar specifications. shim stock. • HTE must specify 100 percent heat recuperation on gas-fired radiant tube furnaces and perform scheduled periodic burner adjustment. (Part of ME4040) Capital Planning / Acquisition Requirements • HTE must conduct process and safety FMEAs. • HTE must perform capability audits of finished purchase suppliers utilizing ME5000. • HTE must specify all furnace and induction equipment to be equipped with gas and / or electric power meters.cat. • HTE must implement reliability engineering problem identification and resolution techniques applied to equipment runoff and acceptance.02. HTE must incorporate recommendations into design specifications. • HTE must incorporate metallurgical laboratory evaluations as part of process validation. supplier selection. 11/15 Caterpillar: Confidential Yellow 109 Paper copy is considered UNCONTROLLED. HTE conducts a heat-treat test lot to ensure parts meet dimensional and metallurgical requirements. • HTE-AMT must be involved in equipment / tooling design and specification. This must be done before heat treat equipment specifications are developed. visit https://cps. Manufacturing engineering Chapter 7: heat treat engineering (HTE) Version 2.01 and 25. and nondestructive evaluation equipment.com/publications . See ME4030. • HTE must specify the maximum insulation in all furnaces to minimize heat loss. • HTE specifies shop-floor quality testing equipment. including industrial equipment specification (IES) 25. Quality Requirements • In-Process Validation (IPV) is required for all new and existing processes. Energy Requirements • HTE must specify gas or electric for heating based on relative cost and CO2 emissions impact. carbon step bars. • HTE must involve HTE-AMT in equipment specification. For current version / information.3 Rev. including hardness testers.SUB-PROCESS REQUIREMENTS The following requirements are applicable to the HTE sub-process in general. Verify it is current prior to use. refractometers. gas analysis. HTE also develops and implements the quality plan in conjunction with Heat-Treat Production Execution. and equipment acceptance for all heat treat equipment installations. HTE works with Manufacturing Production Execution to develop the quality control plan that defines IPV testing procedures and frequencies. X — Materials Selection and Information Manufacturing Practices: ME series (Heat-Treatment). SUB-PROCESS REQUIREMENTS (continued) • HTE must manage equipment acquisition and installation activities with project management software and involve HTE-AMT in accordance with the NCI process. which are stored in REDI unless noted otherwise. with special attention to… MF1027 — Microstructure Acceptance Standards MG Series — Chemical Processing Manufacturing Specifications: MS4001 — Global Machine Specifications MS1XXX — Heat treat-related materials MS2XXX — Quench Fluids and Fire Retardant Hydraulic Fluids 1E Specifications per part print.3 Rev. PRACTICES AND SPECIFICATIONS Heat Treat Engineers must be familiar with the following documents. including associated reference specifications.com/publications . Intellectual Property (IP) Protection Requirement • HTE must protect proprietary heat treat processes and assets in accordance with ME1600. For current version / information. Engineering Standards: H5. with special attention to… ME4010 — Heat-Treat Safety Best Practices ME1600 — Corporate Policy Statement Protection of Proprietary Heat-Treat Technologies ME1515 — Heat Treat Capital Project Checklist ME1516 — Heat Treat Capital Equipment Budgetary Cost Estimates ME1520 — Guidance for Preparing Heat Treat Equipment Specifications ME4040 — Standard for Heat Treat Equipment ME5100 — Heat Treat Safety and Quality Gap Assessment ME5000 — Heat Treat Supplier Quality Profile ME4030 — Manufacturing Equipment Energy Metering MF Series (Metallurgy). visit https://cps. Verify it is current prior to use.cat. • HTE must conduct safety FMEAs for all heat treat processes and implement all safety and ergonomic recommendations. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. SUB-PROCESS STANDARDS.XX — All H5 series are related to heat-treat DX. 110 Manufacturing engineering Chapter 7: heat treat engineering (HTE) Version 2. Safety Requirements • HTE must implement safety best practices specified in ME4010. engineers. Verify it is current prior to use. American Society of Metals (ASM) Metals Engineering Institute (MEI) classes: These classes are available thru the ASM local chapter (Peoria). Engineers earn certificates of completion. SUB-PROCESS RESOURCES The HTE sub-process requires several types of staffing expertise. metallurgical and heat treat fundamentals. For current version / information. Occasionally. Specific questions related to NFPA86 can be forwarded to HTE-AMT. FM Global. Scheduled classes with available seating are generally posted on the intranet and mentioned in group e-mails. Caterpillar equipment deviates from the National Fire Protection Association (NFPA) standard. Technical personnel will find that these classes examine topics like metallurgy and non-destructive testing in greater depth than other classes. 11/15 Caterpillar: Confidential Yellow 111 Paper copy is considered UNCONTROLLED. and non-engineers. MS4001 Global Machine Specifications and ME4040 Standard for Heat Treat Equipment FM Global has approved this collection of standard equipment design requirements. software training and basic heat treat knowledge. or a copy can be purchased from NFPA. Engineers may direct general information on class content and scheduling to AMT.com/publications . visit https://cps.NFPA86 — International Standard for Furnaces and Ovens: Heat-treat engineers should refer to this document in the early phase of equipment procurement. which is acceptable if it is approved by Caterpillar’s authority having jurisdiction (AHJ). Caterpillar Learning Management System (CLMS) Courses on Heat Treatment: These classes teach the fundamentals of heat treatment to Team Members.cat. Manufacturing engineering Chapter 7: heat treat engineering (HTE) Version 2.3 Rev. Classes are approved for Caterpillar training reimbursement. The document is referenced in the unique functional specification written during the early equipment procurement process. technicians. Tool / Machine Designer: This position requires a person with mechanical engineering / design training and knowledge of supporting graphics systems and basic heat treat. This document does not reside in REDI. HTE-AMT Center of Excellence Heat Treat Project Engineer: This position requires a person with extensive heat-treat experience and training in project management. Control System Engineer: This position requires a person with electrical engineering / technical training. Plant-level HTE Heat Treat Engineers: This position requires a person with metallurgical training and extensive heat-treat experience. It also requires training in project management. These documents are stored in a database in East Peoria Building MM2. and other graphics software to perform machine. SUB-PROCESS RESOURCES (continued) Quench System Engineer: This position requires a person with mechanical engineering / technical training. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. SUB-PROCESS METRICS Business units judge the performance of the HTE sub-process on three important metrics: capital projects executed on time. testing. Verify it is current prior to use. and safety. HTE must provide monthly progress updates to business units on the capital forecast and project status. required Business units hold HTE accountable for project completion on time and within the allowed capital dollars. burden / capacity relationship.3 Rev. visit https://cps.and long-term requirements and that the equipment burden is optimized. These documents deal with a great range of technical issues that relate to processing. and safety. tool. Production-Floor Technicians: This position requires good mechanical skills and basic heat treat knowledge. SUB-PROCESS TOOLS HTE-AMT owns manufacturing practices. and safety. Information can be retrieved via REDI. process. The burden / capacity relationship is projected out six months and five years.com/publications . Maintenance Support Engineer: This position requires a person with extensive heat treat repair experience and strong mechanical and electrical knowledge. HTE must ensure heat treat capacity meets short. and control-system design.cat. as well as knowledge of supporting graphics systems and basic heat treat. Engineers use AutoCad. Pro/E. For current version / information. 112 Manufacturing engineering Chapter 7: heat treat engineering (HTE) Version 2. HTE must maintain safety metrics based on the business unit plan. HTE-AMT conducts FMEAs on equipment reliability. Sub-process Strategy and Goals Practices and Specifications Sub-process Interdependencies Sub-process Resources Sub-process CPS Guiding Principles Sub-process Tools And Technologies Robotic programming Robotic Programming Process Guide Sub-process Metrics .CHAPTER 8 ROBOTIC PROGRAMMING Sub-process Definition Sub-process Requirements and Recommendations Sub-process Vision Sub-process Standards. Robotic programming . com/publications . different robot manufacturers often use different languages. Robotic Programming encourages the sharing of common program as the foundation for structures and sub-routines where appropriate. • Increased efficiency because the Robotic Programmer can test several programming scenarios to improve cycle time. it drives work to a personal computer.Chapter 8 ROBOTIC PROGRAMMING SUB-PROCESS DEFINITION Robotic Programming is the programming of an industrial robot arm to perform a manufacturing process.cat. However. there are no CPS standards or specifications for Robotic Programming. For current version / information. Other benefits of offline programming include: • Improved safety because the Robotic Programmer is working with a robot simulation on a computer screen instead of having physical contact with the robot. which allows production to continue while programming is being done. Robotic Programming uses best practices for programming each robot controller. Reach studies can be performed to determine whether the robot can access all needed areas. continuous improvement Manufacturing engineering Chapter 8: ROBOTIC PROGRAMMING Version 2. We Drive Standard Work when we standardize processes around a single programming Standardize tasks and language. 11/15 Caterpillar: Confidential Yellow 115 Paper copy is considered UNCONTROLLED. Facilities that are planning major capital expenditures should consider whether their goals are aligned with the Robotic Programming vision and refine their plans accordingly. However. The process includes programming the motion of the robot arm. visit https://cps. • Earlier validation because tooling and the part can be changed at the design phase to maximize performance. Instead. Offline programming greatly reduces programming on the production floor. Verify it is current prior to use. a vision and a multi-generational process plan have been established. The future success of Robotic Programming will be measured by how closely the sub-process comes to fulfilling the following statements: More than 90 percent of programming is done offline. Robotic Programmers and supervisors need to understand Caterpillar’s direction in robot programming. and communication with any equipment that must collaborate with the robot. the associated process equipment (if controlled by the robot).3 Rev. • More efficient programming because logic and commenting are much easier to program at a keyboard than on a teach pendant (a hand-held robot control terminal). utilize common processes Accordingly. Offline programming is critical to achieving the Robotic Programming vision. SUB-PROCESS VISION Although Caterpillar has been using robots for decades. program. increasing the velocity and accuracy of offline programming. • All 3D models include weld requirements. Robotic Programmers often search several pages of prints for vague weld-design requirements. Today. The CPS vision includes a standard process for ensuring that robot programs meet production requirements. and a lack of specialized expertise. some previously manual tasks can be automated. • Weld-sequence requirements are stored electronically. SUB-PROCESS VISION (continued) • A common CPS process is used for robot work cell calibration. • Preferred suppliers and an internal or external center of excellence provide offline programming service to Caterpillar production facilities. 116 Manufacturing engineering Chapter 8: ROBOTIC PROGRAMMING Version 2. such as weld data. It also makes it possible to automate some programming routines. to 3D models. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. • Robotic Programmers use a database of robotic cells that includes information on layout. • Common fixture design is employed for common parts.g.3 Rev. • Robotic Programmers use semi-automated programming routines in offline programming software. With the addition of electronic design requirements. Adding the requirements to the 3D model makes it easier for Robotic Programmers to find accurate information. process.cat. • A database of qualified process parameters is used when a process requires a qualified / validated process (e. and cycle time. Tools and procedures accurately measure robot cells and account for their inaccuracies. This helps overcome personnel shortages. This makes it easier to create programs for welding operations. welding). training challenges. This improves offline programming accuracy and makes it easier to move programs from one robot to another.com/publications . For current version / information. visit https://cps. Verify it is current prior to use. This platform for sharing best practices allows users to review work performed on similar robot cells or different parts. and process. • A CPS process validates the robot cell. Verify it is current prior to use.cat. For current version / information. The goal of Generation 1 is to establish common tools and processes. Generation 2 involves the development of tools and processes needed to increase the velocity and quality of robot programs. By Generation 3. Figure 8. 11/15 Caterpillar: Confidential Yellow 117 Paper copy is considered UNCONTROLLED. visit https://cps.1) shows progress over time. This requires establishing a corporate software solution for offline programming.3 Rev.com/publications .1: Robotic Programming MGPP Manufacturing engineering Chapter 8: ROBOTIC PROGRAMMING Version 2. tools and processes are used to automate as much programming as possible.SUB-PROCESS STRATEGY AND GOALS The Robotic Programming multi-generational process plan (Figure 8. Verify it is current prior to use. and its initial SIPOC draft (Figure 8.com/publications .2: Robotic Programming SIPOC SIPOC Documented and Request for New or Revised Validated Robotic Begins With: Robotic Programming Ends With: Programming in Production S I P O C Suppliers Inputs Process Outputs Customers Human Resources Trained Personnel Production Analyze Process Validated Robotic Execution Requirements Programming Product Product Print and Processes Engineering Specifications Robotic Program Request Process Planning Notification that Process Plan Robot Program is Documentation Create Program Complete that Meets Takt End of Arm Tooling and Time and 3D model Process Planning Functional Peripheral Equipment Requirements of and 3D Model the Process Robotic Equipment and Cycle Time Equipment Controller Estimates Supplier Off-line Programming Software Layout for Robot Work Cell Provide Cycle Tool Search Tool Selection Kinematic Model of Times Request & Criteria Robot Work Cell Fixture / Tooling Design Tool Design Model Provide Production Data Capability to Information for Execution List of Matching Tools Support OEE OEE Calculations Processes Tool Selection Tool Catalog Rejection Notice purchase finished development 118 Manufacturing engineering Chapter 8: ROBOTIC PROGRAMMING Version 2. For current version / information. visit https://cps. shows the main inputs and outputs of the process. Make decisions based SUB-PROCESS INTERDEPENDENCIES on the customer’s view Today. CPS recommends that people who even at the expense initiate a Robotic Programming project Take the Customer’s View and consider the of near-term goals needs of all process customers.cat. no common CPS process for Robotic Programming exists. Figure 8. whether or not any one of them is directly involved in the project. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED.3 Rev.2) Caterpillar strategy. A multi-business team and the long-term has developed the Robotic Programming vision. with priority on safety and • Chase Waste: By supporting offline programming. the foundation for continuous • Even the Load: Robotic Programming calls on global resources to meet the improvement programming needs of the enterprise. 11/15 Caterpillar: Confidential Yellow 119 Paper copy is considered UNCONTROLLED. Build a safety-first • Make it Visual: Productivity data on Overall Equipment Effectiveness (OEE) is culture by placing the exported from robot programs.1).SUB-PROCESS CPS GUIDING PRINCIPLES Drive for the continuous As Robotic Programming moves from Generation 1 to Generation 3 (Figure 8. Robotic Programming greatly quality-related wastes reduces the waste associated with idle production machines. tolerances) to minimize manual labor in the process efficiency programming process. before introducing Training has been implemented for welding applications as manufacturing them into production practice MC1000-222.com/publications . Greater automation reduces the amount of time needed for programming. Standardize tasks • Drive Standard Work: Databases of qualified. attract and develop people and teams to build Caterpillar’s long-term capability Build the visual workplace so no problems are hidden and opportunities can be realized Manufacturing engineering Chapter 8: ROBOTIC PROGRAMMING Version 2. Balance the workload • Validate Our Processes: CPS processes to validate a robot cell and processes will to level production be established. it follows and relentless the CPS 15 Guiding Principles. Simplify processes to quickly identify • Make Value Flow: Robotic Programmers process electronically available design problems and increase information (e. and reduce process variability • Put Safety First: Offline validation improves safety by reducing the risks of new processes to equipment and Team Members. For current version / information.g. standard process information and utilize common ensure standard work.cat. Robotic Programmers use databases to efficiently share robot processes as cells and programs. Verify it is current prior to use. visit https://cps. highest priority on eliminating safety- related waste Identify. The future success of the sub-process can be measured by elimination of waste its alignment with the following statements.3 Rev. weld design. Prove the processes and technology work • Develop People: Training for Robotic Programmers is identified and implemented. in all processes. Verify it is current prior to use. For current version / information. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. Standardize tasks and ROBOTIC PROGRAMMING PROCESS GUIDE utilize common processes While no common corporate process for Robotic Programming exists.com/publications . Facilities without a common process are encouraged to base standard work on the process map in this manual (Figure 8.3: Process Map for Robotic Programming Obtain Process Information Obtain Workcell Design Work Cell Program process Program process Program sensing Model workcell Calibration motion equipment points Obtain Design Information Program air Logic/ Download Obtain moves between communication Collision Detection Program Sequencing process steps programming Information Program touch up Load Program into Part / Fixture Point Touch up in text editor controller Calibration Program Process Release to Initial program run adjustment Validation production 120 Manufacturing engineering Chapter 8: ROBOTIC PROGRAMMING Version 2. CPS recommends as the foundation for that facilities Drive Standard Work by establishing a common process and following it continuous improvement consistently. Action steps are organized to reduce or eliminate the need to revisit earlier steps as the project goes forward.3). Figure 8. visit https://cps.3 Rev.cat. Work Cell Calibration A corporate center of excellence or a strategic supplier accurately measures the robotic work cell so that inaccuracies can be accounted for in the virtual model. such as peripheral equipment or other robots. This is a critical step in creating accurate programs. Model Work Cell The programmer creates a 3D kinematic model of the work cell if the robot supplier or integrator did not provide the model. and end-of-arm tooling. parts must be added in the proper sequence. required Robotic Programmers must have models of the robot arm. In most cases. Interactions with other robots or machines may also be critical to the task of programming. workpiece positioners and fixtures. must be used. For current version / information. deburr) if the process being programmed is complex. laser heat treat. robot transporters. visit https://cps. Robotic Programmers may still need to add details. recommended Robotic Programmers should have models of the cell’s peripheral equipment. For offline programming. Qualified welding parameters. Such models can be important in collision detection. Manufacturing engineering Chapter 8: ROBOTIC PROGRAMMING Version 2. the robot supplier / integrator that delivered the physical cell can supply an accurate 3D kinematic model of the robotic work cell.cat. available from Welding Engineering. Robotic Programmers should request this information from the proper Manufacturing Engineer. • Planning. Even when the model is provided. For other requirements. • Sequencing Information. paint. Verify it is current prior to use.com/publications . In welding. If not. 11/15 Caterpillar: Confidential Yellow 121 Paper copy is considered UNCONTROLLED. • Process Information. Robotic Programmers or their supervisors obtain the 3D model of the part(s) to be used / programmed from the Product Engineer. machining. Programmers should consult with product engineering or their facility’s welding engineering department.Information Gathering The programmer must collect information on several different aspects of the project during this step. To understand welding sequence requirements. Programmers should consult with Process Planning. the process sequence determines the amount of or absence of part distortion. the model should be based on the cell’s design information.3 Rev. • Work Cell Design. A Manufacturing Engineer may need to provide parameters (examples: weld. They include: • Design Information. In assembly. cat. For example. The robot tool should move quickly and safely from point to point. visit https://cps. Download Program Robotic Programmers translate generic offline programming language into the native language of the robot. working through the entire program. Manufacturer-supplied programming should require no translation. This step produces the logic needed for productive sensor use. laser vision and touch sensing. Program Air Moves Robotic Programmers program the movement of the robot. Sensors provide feedback on part location or the features of parts. Note: Today. Program Process Motion Robotic Programmers program points related to the process being performed. Program Process Equipment Robotic Programmers program all process equipment controlled by a robot controller. it is programmed as well. Then they look for collisions. Manufacturing facilities should purchase third-party offline programming from an integrator or offline- programming provider or use the robot manufacturer’s offline programming solution. the robot controller sets weld parameters on the welding power supply.com/publications . Logic Programming Sensor-equipped programs require the use of logic to determine the final path of the robot arm. Examples of sensors include machine vision. If a robotic manipulator is employed. 122 Manufacturing engineering Chapter 8: ROBOTIC PROGRAMMING Version 2. Verify it is current prior to use. Caterpillar has no single official offline programming solution. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. Program Sensing Points Robotic Programmers provide robot points needed to obtain sensor data. Programmers working online perform a low-speed dry run of the entire program to ensure no collisions exist. Collision Detection Robotic Programmers working offline tell the software which parts need to be checked for collision and which ones can be ignored. and robot gantry system between different process points. for example. In welding. For current version / information.3 Rev. welding points must have the proper joint angle relative to the part and gravity. workpiece positioner. The location and rotation of points need to satisfy the process being performed. Verify it is current prior to use. preferably over an Ethernet connection. Program Adjustment Robotic Programmers adjust for problems found in the previous step. visit https://cps.3 Rev. Robotic Programmers then transfer the program from the computer to the robot controller. Part / Fixture Calibration The part or part fixture is calibrated following the calibration of the whole system.Program Touch Up (Text Editor) Typical third-party software translators do not support all the special commands that can be executed using the robot controller. When those translators are used. validation should involve the production and inspection of a certain number of parts. 11/15 Caterpillar: Confidential Yellow 123 Paper copy is considered UNCONTROLLED. no formal CPS validation process exists. Initial Program Run Robotic Programmers run the entire program and evaluate the results. Robotic Programmers use a text editor to add the commands and upload them to the controller. Process Validation Robotic Programmers confirm that the program meets all requirements.com/publications . Today. However. Point Touch Up Robotic Programmers correct or fine-tune any off-location points. Manufacturing engineering Chapter 8: ROBOTIC PROGRAMMING Version 2.cat. For current version / information. Load Program in Controller Robotic Programmers deliver the program from the offline-programming package to the robot controller. Sometimes Robotic Programmers send the program to a computer integrated into the robotic cell. few enterprise-wide standards and specifications have been established. Today. Caterpillar has not adopted a standard validation process. In some cases. visit https://cps. require considerable training and practice.3 Rev. For current version / information. welding programs must meet 1E0099 requirements and / or other specifications required by the design. • A suggested procedure is to keep notes on program updates within the program. For example. • MC1000-222 provides training requirements for Robotic Programmers.cat. recommended • Robotic Programmers should consult their facility’s welding engineering department to determine proper welding direction and sequence. Those who have completed training understand how their programming affects weld quality. required • Robotic Programming must adhere to requirements of the process being programmed. • Robotic Programmers must create robotic programs to facilitate the automatic collection of OEE data. SUB-PROCESS STANDARDS. However. The collection of OEE data must align with MC1009 which defines the OEE metrics for robots. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED.com/publications . SUB-PROCESS resources Robotic Programming employees. • Robotic Programmers of welding robots should complete basic welder training for the process they are programming. recommended • Facilities should hire degreed engineers. especially those involved in offline programming. MC1000-222 provides the training requirements for Robotic Programmers. Verify it is current prior to use. Three practices related to Robotic Programming have been developed: • MC100-131 provides a process for qualifying robotic weld procedures. not offline. PRACTICES AND SPECIFICATIONS Today. 124 Manufacturing engineering Chapter 8: ROBOTIC PROGRAMMING Version 2. For example. facilities may need to provide training that goes beyond programming. • MC1009 defines OEE metrics for robots. facilities should determine whether new software packages allow offline validation. SUB-PROCESS REQUIREMENTS AND RECOMMENDATIONS The following requirements and recommendation apply to the Robotic Programming sub-process in general. Robotic Programmers for welding robots need to understand the welding process in order to produce a good program. • Robotic Programmers must validate the program and the resulting process performance before production release. Robotic Programmers should consider using a text-based alternative to Figure 1-Example of cell in 3D capture their comments. common offline-programming software will feature automated or semi-automated routines that create programs based on weld-design information and best-practice weld procedures.com/publications . As Caterpillar moves to offline programming. Simulations include a 3D kinematic model of the robot being programmed. recommended • Facilities considering tool purchases should consider CPS recommendations to move to 3D software and offline programming. the company will need to develop tools and processes to calibrate complete robot cells and tooling. A database of electronic weld procedures will link to a common offline- programming tool.cat. For current version / information.SUB-PROCESS TOOLS AND TECHNOLOGIES Most robot manufacturers offer offline robot programming tools. Likewise. There has been little need for absolute calibration of robot arms when traditional online programming is used. Electronic information will be imported from the ProE model. Manufacturing engineering Chapter 8: ROBOTIC PROGRAMMING Version 2. Finally. programming package The future of Robotic Programming for weld processes relies on the development and integration of several technologies. 11/15 Caterpillar: Confidential Yellow 125 Paper copy is considered UNCONTROLLED. Simulation software may also include collision detection and cycle time estimates. such as being welded or moved. the use of calibrated robots becomes much more important.3 Rev. Verify it is current prior to use. visit https://cps. Many also offer 3D-simulation software to model parts as they move through a process. Most robot manufacturers also offer text-based programming tools that verify program syntax. If a given 3D software package does not offer a convenient tool for writing work instructions. • Facilities should contact the manufacturing research and development department before making tool decisions. Deploy cascaded metrics SUB-PROCESS METRICS and targets across the Today. (Velocity) • Time needed to create a program. This alignment helps ensure that facilities can more precisely supporting People. Quality.com/publications . facility managers should value chain aligned to align their individual metrics with the enterprise-critical success factors of People. Verify it is current prior to use.cat. visit https://cps.3 Rev. no formal Robotic Programming metrics exist. Align the Targets in the future. However. For current version / information. (Velocity) • Production time used for programming and the waste associated with program touch up. the enterprise strategy Quality. and Velocity.) • Percent of programming time done off-line. Informal metrics include the: Velocity and Cost • Number and skill level of people trained to program each process. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. (Velocity) 126 Manufacturing engineering Chapter 8: ROBOTIC PROGRAMMING Version 2. (People) • Percentage of programmed process that meets the requirements. (Quality) (Weld quality is reported in DPM. CHAPTER 9 NEW CAPITAL INTRODUCTION (NCI) Sub-process Vision Sub-process Resources Sub-process Strategy and Goals Sub-process Tools and Technologies Sub-process Interdependencies Sub-process Metrics Sub-process CPS Guiding Principles NCI Process Guide Process Steps Key Standards and Practices INTRODUCTION (NCI) NEW CAPITAL . NEW CAPITAL INTRODUCTION (NCI) . Processes are validated for safety.cat. pose a higher level of risk. Lessons learned are documented at the close out of each project. The desired state is reached when the following statements are fully realized: • Manufacturing Engineers use a consistent process guided by best practices for all significant capital projects. Manufacturing engineering Chapter 9: NEW CAPITAL INTRODUCTION (NCI) Version 2. visit https://cps. 11/15 Caterpillar: Confidential Yellow 129 Paper copy is considered UNCONTROLLED. • A functional process map (FPM) of the NCI process depicts the sequence of NCI tasks to guide the Manufacturing Engineers through the process.Chapter 9 NEW CAPITAL INTRODUCTION (NCI) SUB-PROCESS VISION The vision for NCI is to implement a well-defined. Such projects exceed more than $250 thousand dollars or. Status updates. Risk might arise from a significant change in the product and / or the process. critical requirements measured against business or operational targets. • NCI is known for timely implementation of safety. common. For current version / information. and robust operation capability. quality. • Highly skilled. certified Manufacturing Engineers work in NCI. • NCI outputs are high quality. are provided at gate reviews. velocity. Verify it is current prior to use. business. as determined by the capital planning manager. • Training modules and common forms / checklists are available through CLMS and on the NCI website.com/publications . Potential defects are prevented at the source. worldwide manufacturing practice founded on the CPS 15 Guiding Principles.3 Rev. and operational results. before equipment is built. When Generation 4 goals are achieved.com/publications . enterprise-wide planning system that includes a validation database. NCI is on target to meet its goals for Generation 3. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED.3 Rev. Verify it is current prior to use. visit https://cps.1: NCI MGPP 130 Manufacturing engineering Chapter 9: NEW CAPITAL INTRODUCTION (NCI) Version 2.cat. Figure 9.1). goals for Generations 1 and 2 have been attained. For current version / information. SUB-PROCESS STRATEGY AND GOALS As outlined in the NCI multi-generational process plan (Figure 9. NCI will be focused on the creation and implementation of an integrated. SUB-PROCESS INTERDEPENDENCIES The SIPOC in Figure 9. which includes the need for new production equipment to produce the new product design specifications.cat. • Total Productive Maintenance (TPM) Plan is provided to Maintenance. • Global Supply Network Division provides the preferred supplier list.3 Rev. • Documentation on the use of machines. NCI generates the following outputs: • Machines. Manufacturing engineering Chapter 9: NEW CAPITAL INTRODUCTION (NCI) Version 2. • Environmental Health & Safety provides safety and health regulations. equipment. 11/15 Caterpillar: Confidential Yellow 131 Paper copy is considered UNCONTROLLED. and systems are provided to the Manufacturing Production Execution processes. • Product Engineering provides the product design. For current version / information. • A packaging plan is provided to Logistics. while others use NCI outputs. shows several processes provide direct inputs into NCI. The following processes provide inputs: • Capacity Planning provides the facility capital plan and the need for new or rebuilt equipment.com/publications . • Manufacturing Engineering provides a list of capital projects prioritized according to their affordability. • Process Owners provide the latest version of global machine specifications found in REDI system.2. including 3D models and specifications. visit https://cps. and systems are provided to the Manufacturing Production Execution processes. • Manufacturing Engineering gathers NCI process resources from the NCI website. • The Concurrent Product & Process Development (CPPD) team provides the NPI plan. equipment. Verify it is current prior to use. • A material-handing plan is provided to Logistics. For current version / information. Verify it is current prior to use.cat. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. Figure 9.3 Rev. visit https://cps.2: NCI SIPOC 132 Manufacturing engineering Chapter 9: NEW CAPITAL INTRODUCTION (NCI) Version 2.com/publications . tools.1). See. machines.SUB-PROCESS CPS GUIDING PRINCIPLES Prove the processes and As NCI moves from Generation 1 to Generation 4 (Figure 9.3 Rev. • Go. Deploy cascaded metrics and targets across the value chain aligned to the enterprise strategy supporting People. Velocity and Cost Manufacturing engineering Chapter 9: NEW CAPITAL INTRODUCTION (NCI) Version 2. eliminating safety-related waste selected. visit https://cps.cat. factors of PQVC. machines. designed. tools. Build a safety-first culture by placing the highest priority on • Put Safety First: Safety is NCI’s top priority as equipment is specified. Act: Manufacturing Engineers witness leading processes in action before See it first-hand selecting equipment. NCI helps establish critical success factor measurements in the this means we build Define phase for business and operational performance to ensure the project has a in-station as planned positive impact on OPACC. it follows the CPS 15 Guiding technology work before Principles. or automation until they are validated. and accepted. to ensure thorough understanding • Stop to Fix: NCI does not implement processes. Quality.com/publications . Cease production when a problem • Align the Targets: NCI is closely aligned with the corporation’s critical success occurs to correct it in process. and automation — before installation by the first adopter. Some key principles at work in NCI include: introducing them into production • Validate Our Processes: NCI identifies critical risk factors and validates processes. 11/15 Caterpillar: Confidential Yellow 133 Paper copy is considered UNCONTROLLED. Verify it is current prior to use. For current version / information. Figure 9. Each phase has a milestone. Verify it is current prior to use.cat. Each deliverable must be provided before the project moves to the next phase.3) follows 6 Sigma DMAIC format.com/publications .3: NCI Process Map 134 Manufacturing engineering Chapter 9: NEW CAPITAL INTRODUCTION (NCI) Version 2. which is referred to as a gate review. For current version / information. Deliverables for each gate review are listed below each phase. NCI PROCESS GUIDE The NCI process map (Figure 9. visit https://cps.3 Rev. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. The process steps are defined on the NCI Functional Process Map (FPM).3 Rev. Most tasks are requirement. required • The NCI team must use the New Capital Introduction (NCI) process for capital projects $250K and above. though in a few cases some tasks may not apply. For current version / information. 11/15 Caterpillar: Confidential Yellow 135 Paper copy is considered UNCONTROLLED. process steps are organized into successive DMAIC phases. Manufacturing Engineers use information from earlier tasks to perform later tasks. From top to bottom of the FPM. Manufacturing engineering Chapter 9: NEW CAPITAL INTRODUCTION (NCI) Version 2.com/publications . recommended • Manufacturing Engineers should follow the NCI process for all capital projects. • Common equipment should be the norm and deployed when the same parts. Six “swim lanes” across the top of the FPM represent functional areas that need to provide information to the NCI process. Verify it is current prior to use.com/nci • The NCI team must validate equipment through a run-off before releasing to production. or assemblies are manufactured in multiple locations around the world. Accordingly. process steps must be completed in order. The FPM also specifies which functional group is best suited to perform each task.PROCESS STEPS A detailed functional process map (FPM) guides Manufacturing Engineers through the NCI process steps. The NCI FPM can be found at: cps.cat. Sub-Process Requirements and Recommendations The following requirements and recommendations are applicable to the NCI sub-process in general. visit https://cps.cat. • Equipment must be provided by the Global Supply Network Division list of preferred capital equipment suppliers. In the FPM required tasks are identified and defined. components. • MS4000 – Robotic Arc Welding Equipment Specification • Not providing preliminary This documentation provides the specifications for robotic arc welding equipment functional specifications as a supplement to the Caterpillar Global Machine Specification (MS4001). partner requirements. critical process needs to be done to complete each task.before requesting tools and processes. Sometimes For more information. • Not defining stakeholder • NCI Task Definitions – This document provides a more detailed description of what requirements.3 Rev. equipment is selected. Velocity. with input from the Global Supply Network Division. and machining centers and outlines the necessary documentation. Business Resources. Information Services. before the process and turning. components and safety. purchase order. scope. SUB-PROCESS METRICS Stakeholders establish People. The PQVC metrics should ensure the project has a positive impact on operational performance and OPACC. KEY STANDARDS AND PRACTICES CAUTION: Manufacturing Engineers must be able to identify and apply key standards and practices. Refer to REDI. Verify it is current prior to use. equipment does not perform as expected. long-term machine capability and Maintenance. For current version / information. proposals from suppliers.com/publications . Facilities • Not determining the Engineering.based on the performance requirements and measures • MH2750 – Equipment Procurement Runoff and Capability Requirements established in the define phase This document describes a uniform procedure for evaluating new machine . EHS. • MP1006 – Request for Quotation (RFQ) of Capital Equipment • Not having clearly defined functional and technical • MP1011 – Provides a list of project activities that can easily be overlooked when specifications within the running a Machinery and Equipment (M&E) capital project. Turning and Machining Centers performance requirements This practice establishes guidelines for evaluating the performance of CNC lathes. • NCI Functional Process Map – This map defines what needs to be done and who This is often due to: does it. visit https://cps. and measures for the capital project. capability / reliability and short-term process capability SUB-PROCESS RESOURCES before the equipment is The project sponsor and other stakeholders are responsible for clearly defining the shipped from the supplier. Quality. • MH2751 – Testing Guidelines for Acceptance and Monitoring of Computer Numerical • Not validating critical Controlled Lathes. Define phase. • ME1500-15 – Provides a list of project activities that can easily be overlooked when • Not determining machine running a Heat Treat capital project. Manufacturing Production Execution. Logistics.cat.cat.com /nci to operations. The NCI team confirms performance results before the equipment is approved and released to production. objectives. . 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. / reliability and long-term process capability at the SUB-PROCESS TOOLS AND TECHNOLOGIES production site before the The primary NCI method is shown in the FPM and task descriptions. equipment is released The FPM and task descriptions can be found at: cps. and Cost metrics in the Define phase. cost targets for the future state and • MS4001 – Caterpillar Global Machine Specification – This documentation provides / or goals and measures in the the basic specifications for controls. The NCI team is led by a project leader. 136 Manufacturing engineering Chapter 9: NEW CAPITAL INTRODUCTION (NCI) Version 2. Practices and specifications Sub-process Tools and Technologies Sub-process Metrics Conclusion . STRATEGIC MANUFACTURING PLANNING (smp) CHAPTER 10 strategic manufacturing planning (SMP) Sub-process Definition Sub-process Vision Sub-process Interdependencies Sub-process CPS Guiding Principles SMP Process Guide Key Standards. STRATEGIC MANUFACTURING PLANNING (smp) . Figure 10. For projects under $20M. • The SMP process utilizes standard tools to quickly produce scenarios based on understandings of location. In general. capital equipment. Major particularly true programs ($20M +) are managed using the Lean Capital Deployment (LCD) process. increase and are sold off. product type and mix. manufacturing efficiencies. This is profitability.1: Interaction of LCD and Key Manufacturing Engineering Processes STRATEGY. or ensure market growth. as well as Process Planning and NCI. improve velocity. expansion. buildings. of focus facilities. or threshold are not successful consolidation of an existing facility to align production capacity with demand. The rule of thumb Typical investments include a new facility or a major rearrangement. for determining or consolidation of an existing facility. upgrade. and start-up costs.com/publications . production ramp-up schedules. • SMP ensures manufacturing plans include optimum manufacturing processes. gain market access. product quality and performance. Verify it is current prior to use.1 shows the interaction between the LCD process and SMP. visit https://cps.cat. For current version / information. Figure 10. volumes and supply-chain / logistics definitions. Projects of this scope must follow the LCD and /or the SMP processes to produce manufacturing plans that align with Enterprise Excellence and have a positive impact on OPACC. • Strategic manufacturing plans include estimates for all personnel. upgrade. The LCD process includes the appropriate SMP process steps during gateway 2 and 3. FEASIBILITY AND ND PLANNING & DEVELOPMENT PROGRAM EXECUTION VALIDATION PRODUCTION COMPETITIVE BENCHMARKING NG STRATEGIC MANUFACTURING PLANNING (SMP) 1 3 PROCESS PLANNING 2 8 NEW CAPITAL INTRODUCTION (NCI) 3 8 Manufacturing engineering Chapter 10: strategic manufacturing planning (smp) Version 2. SUB-PROCESS VISION facilities that fall short of this Caterpillar may require a new facility or a major rearrangement.3 Rev. and costs. the LCD process may be followed.Chapter 10 strategic manufacturing planning (SMP) SUB-PROCESS DEFINITION Strategic Manufacturing Planning (SMP) is the creation of high-level manufacturing TIP: plans to support the business case for significant capital investments. These SMP outputs are used in the discounted cash flow analysis and must be detailed enough to support good strategic manufacturing decisions. expansion. but at a minimum the SMP process must be used to develop manufacturing plans. 11/15 Caterpillar: Confidential Yellow 139 Paper copy is considered UNCONTROLLED. a facility’s long-term viability is: Revenues x Percent Value Added > $30 million. SUB-PROCESS INTERDEPENDENCIES The SMP process is initiated by a request to evaluate business opportunities that require new or updated manufacturing capacity and capability. is shown in Figure 10. and capacity requirements. It is recommended that business proposals include the SMP process as justification for investment approval. showing the process’ inputs and outputs. Individual projects may involve building a new facility or making changes to an existing facility.3 Rev.2: SIPOC for SMP Process The Product Manager from the business unit provides input on the location.com/publications . 140 Manufacturing engineering Chapter 10: strategic manufacturing planning (smp) Version 2.2.cat. Where to make a product is determined through the Global Production Network Process (GPNP). Enterprise Component Capacity Program (ECCP) is the planned capacity for components. they define the needed capacity for the proposal from an enterprise perspective. visit https://cps. It does not address minor or moderate changes to a current process. Verify it is current prior to use. Figure 10. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. The Executive Product Program (EPP) is the planned capacity approved for the annual production of prime product at each location. A SIPOC of the SMP sub-process. Expertise in various functional areas is necessary to determine a comprehensive and robust strategic manufacturing plan. For current version / information. GPNP looks across the corporation to identify possible synergies associated with an expansion into a new region. Together. make/ buy strategy. eliminating safety- related waste • Put Safety First: SMP adds appropriate safety practices to the concept layout and budget. Success depends on applying the principles early in the planning and budgeting processes. and reduce process variability • Drive Standard Work: SMP ensures that facilities share common equipment types and floor layouts to allow standard work in subsequent tactical planning. Global Supply Network Division provides logistic strategies that deal with the transportation of material and product. ) The corporate make / buy strategy defines what products will be manufactured internally versus purchased finished. Preventing waste and and utilize common improving quality measures provides the key for developing better systems that are processes as inherently more sustainable. process efficiency and reduce cost. This leads to the prevention of waste. when it is needed. SMP sets the stage for facilities to quickly identify that can properly employ the CPS 15 Guiding Principles and Lean. The logistics strategies affects the manufacturing plan by driving floor space. visit https://cps. Balance the workload • Make Value Flow: SMP checks the preliminary block layout and plan resources to to level production make sure they set the stage for proper flow and velocity. 11/15 Caterpillar: Confidential Yellow 141 Paper copy is considered UNCONTROLLED. manpower. Verify it is current prior to use. For current version / information. The ultimate goal of problems and increase the principles is to eliminate the CPS 8 Wastes. needed. The budgetary outputs are provided to the business unit’s Business Resources group to perform the cash flow analysis to determine if the opportunity will provide a reasonable return on investment (ROI).cat.3 Rev. Prove the processes and technology work • Validate Our Processes: SMP validates plans through simulation techniques before introducing available to determine the optimum process and layout. yard space. and improves Caterpillar’s end-to-end business. a positive impact Standardize tasks on OPACC. and facility layout. The Product Manager responsible for documenting this strategy in the MP2002 corporate make / buy template and must include the Global Supply Network Division in the development of this strategy with agreement on the final document. them into production Manufacturing engineering Chapter 10: strategic manufacturing planning (smp) Version 2. Other outputs from the manufacturing plan are provided to Use pull replenishment Global Information Services (GIS). reduce process time. economic make / buy decisions can be significantly impacted by location and the strengths and weaknesses of the supply base in the new region. the foundation for continuous • Pull: SMP ensures site requirements and the layout plans support improvement lean manufacturing. and Facilities Engineering to aid in to only build what is their planning. facilities must be able to meet or exceed Simplify processes the customers’ expectations from order-to-delivery.(For example. SMP provides a detailed evaluation of the operational requirements to support the business opportunity. GPNP determines whether their business proposal should be combined. While strategic make / buy decisions do not change frequently. several product groups may be planning to expand into China or India. improve quality.com/publications . Build a safety-first culture by placing the • Even the Load: SMP makes sure the concept layout includes the capital and flow highest priority on needed to produce a balanced workflow. in the amount it is needed SUB-PROCESS CPS GUIDING PRINCIPLES In order to achieve Enterprise Excellence. including documented costs and expected capacity. Human Resources. early planning.g.3 Rev. develop people and teams to build For Gateway 2. The conceptual manufacturing process is developed to support capability the requirements.000 to 2.3: SMP Process Map Document Key Identify Needed Identify Key Inputs Manufacturing Concept Planning Identify Costs Resources Assumptions 142 Manufacturing engineering Chapter 10: strategic manufacturing planning (smp) Version 2.3).com/publications . the Manufacturing Engineer finalizes the details of the strategic be realized manufacturing plan to the strategy.500. the Manufacturing Engineer develops a conceptual strategic Caterpillar’s long-term manufacturing plan. and minimize changes that Make decisions by impact other areas. operating metrics. with priority on safety and • Make it Visual: SMP creates layouts using several visual simulation tools. For current version / information. Capital. the customer’s view and the long-term Caterpillar strategy.1). thoroughly considering all options Because SMP is a high-level process (Figure 10. assumptions and targets. it is different from Process Planning. even at the SMP PROCESS GUIDE expense of Manufacturing Engineers play a key role in each phase of the Lean Capital Deployment near-term goals (LCD) Process (Figure 10. and relentless elimination of waste • Develop People: SMP provides human resources with staffing requirements. Several iterations may occur based Build the visual on changes to key assumptions (e. and implement with a SMP determines the high level manufacturing plan and budget. changing volumes from 1. The SMP process correlates with the Manufacturing Engineering activities performed during the Gateway 2 and 3 of the LCD process. Verify it is current prior to use. At this stage. Velocity and Cost • Take the Customer’s View: SMP’s key inputs include voice of the customer to ensure Drive for the continuous the manufacturing plan will meet customer expectations. For Identify. The level of completeness must be 90 percent to support financials. and space requirements by year are developed and provided as input to the financial analysis. benchmarking processes. the SMP process may be used standalone from the LCD process. attract and smaller projects. manpower. problems are hidden and opportunities can For Gateway 3. Deploy cascaded metrics • Align the Targets: SMP establishes targets for metrics and evaluates and targets across the manufacturing scenarios by these targets. It is not expected to deliver a sense of urgency detailed step-by-step manufacturing plan. adding an workplace so no additional product to be manufactured on site or changing certain make / buy decisions). value chain aligned to the enterprise strategy • Chase Waste: SMP prevents waste in new processes and facilities through supporting People. visit https://cps. Figure 10. Quality. product design is often unavailable. in all processes.cat. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. consensus. incorporating CPS and Lean principles. quality-related wastes • Act Decisively: SMP outputs are a key part of the business proposal and are used in Make decisions based on the decision process. Conservative estimates based on the highest quantity and complexity are desirable. • The Manufacturing Engineer must identify key characteristics of products to be produced that impact the manufacturing plan. of being financially viable to drive success. the Manufacturing affect the expected return on Engineer should modify the process. If the designs are not yet established. Activity areas and Checklist. to the point logistics definition (transportation of materials and products). Refer to the CPS Layout Planning and Design manual for more information. buy). departments are arranged adjacent to one another based on material movement and non-flow relationships. • The Manufacturing Engineer must develop the manufacturing plan to support expected product volumes. best the business proposal. through be made. supply chain definition (make vs. The team culture and manage change members will provide information on what products will be made. skill sets and experts are more costly. For current version / information. practices. The team must be able to create the proper Key inputs will be identified through collaboration with other functional areas. the Manufacturing Engineer should replicate the the start-up schedule and existing process to model the process in the new facility. where the products will from concept stage. • If a design for the product is not yet available. Systematic Layout Planning (SLP) – Method of developing and • The Manufacturing Engineer must evaluate the location of the site to determine the arranging block layouts for space available and surrounding influences including existing infrastructure and unique projects on a macro or micro site features. Product Finishing. based on lessons learned. 11/15 Caterpillar: Confidential Yellow 143 Paper copy is considered UNCONTROLLED. These issues can delay • If the product is currently made. Adjustments CAUTION: can be made for known differences (cubes size. processes required. services needed to Team composition support production.3 Rev. considerations should be made to correlate definition capital spend with volume changes stated in the EPP and ECCP. volumes of product to be produced. operating hours. is important. the Manufacturing Engineer should select a similar product to use as a representative part for analysis. The Manufacturing Engineer must identify requirements for all start-up approved projects. etc). the Manufacturing Engineer should use enough people with the right representative part numbers to process the proposed products. operations necessary to produce the product. Manufacturing engineering Chapter 10: strategic manufacturing planning (smp) Version 2. visit https://cps. and continuity seasons. Engineers tend to underestimate the number of • The Manufacturing Engineer must determine the processes needed to produce experts required to plan and the product. This approach facilitates the development of multiple layout alternatives while quantitatively evaluating physical and abstract relationships. and time available (customer delivery expectations. In addition. as needed. etc) between Manufacturing representative product and the products under review. Manufacturing Production Execution Processes (Heat Treatment. and the start-up phase. Verify it is current prior to use.cat. It can be difficult to secure etc).com/publications . process technology improvement. distribution. Many of these are identified in the Systematic Layout Planning (SLP) scale. However. or benchmarking activities.Identify Key Inputs The key inputs needed to develop a manufacturing plan will be based around the product THOUGHT: type and volume. machining. required to optimize the flow and velocity. Contact regional enterprise SMEs for assistance if required. buy strategy and understand the capabilities of suppliers to determine on-site inventory and manpower requirements for managing the inventory. and welding. Verify it is current prior to use. The targets for each of the metrics must be based on address problems and feeds the the collected key inputs and the goals of the capital investment. TIP: • Manufacturing Engineers develop a macro level. Spreadsheets are available for a velocity. • The Manufacturing Engineer must utilize the make vs. The Manufacturing Engineer determines the floor space requirements for the supermarket. In some cases. and space required. Once targets are next-generation NPI team.3 Rev. Benchmarking should include both internal business units and external competitive processes. documentation necessary to perform root cause analysis. Refer to the CPS Value Stream Transformation (VST) Process process flow and bottlenecks in Manual for more information on creating value stream maps. They determine the resources needed to produce the and efficient process flow / product with respect to the forecasted volumes. line side staging and warehousing. and supplier quality requirements. For current version / information. component. people. Capital spend should updated process to the manufacturing always provide a positive improvement to one or more target metrics for PQVC and team. 144 Manufacturing engineering Chapter 10: strategic manufacturing planning (smp) Version 2. inbound and outbound materials. and uses this information to create the layout. Manufacturing Engineers can test concept equipment and facility scenarios against the targets. definitions Document Key Manufacturing Assumptions The Manufacturing Engineer must determine key manufacturing assumptions: How Advanced Product Quality Planning much automation will be used in the facility? Will the assembly line be synchronous or (APQP) – asynchronous? How much space should allocated for storing material that is coming from Starts early in the product / process suppliers? How are process by-products and waste streams going to be managed? development cycle and provides the These questions affect the how the product will be processed in subsequent steps. more capital assets may be These tools estimate needed capital. between total capital assets or assembly to be produced.cat. This should include Advanced Product Quality Planning process to streamline quality (APQP). machine hours. visit https://cps.com/publications . Concept Planning Manufacturing Engineers should benchmark potential manufacturing process alternatives. Customer Acceptance Validation (CAV) – • The Manufacturing Engineer must develop the manufacturing plan to meet the An enterprise common defined quality targets. it quickly be developed based on PQVC. inspections. the manufacturing plan. When product In order to determine the key manufacturing assumptions. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. Considerations must include the capital cost of equipment for projected future volumes as documented in the EPP and ECCP. improve metrics and standardize • Understand customer expectations of velocity. supplier and ultimately the contribute towards meeting the financial goals in the business proposal. including assembly. number of manufacturing processes. preliminary Value Stream Map It is important (VSM) that defines all the required process steps that will need to be included in the to understand manufacturing plan. Customer Acceptance Validation (CAV). fix quality problems. established. Set process targets for man and reporting across the enterprise. Manufacturing Engineer should investigate and identify new technology and determine the risk and potential of using new technology in the process. Validation of new technology must be completed before implementing. clear metric targets should issues arise in the field. There is often a trade-off • Manufacturing Engineers create a manufacturing plan for each part. etc. what standard of paint is required. workbenches. • Manufacturing Engineers must identify operations and manufacturing engineering functional requirements that impact Information Technology (IT) systems selection. Manufacturing Engineers will also create facility block layouts defining the production and support areas within the building and then create layouts specific to each production area.) and building features (cranes. Concept Layout Manufacturing Engineers will create block layouts of the site including external support (i.e. e-coat. Include information on the expected clamping process that needs to be quoted. etc). This should be based on similar operations if available. docks.cat. visit https://cps. Determine if the painting will occur before or after assembly. definition • Manufacturing Engineers must follow the Systematic Layout Planning (SLP) process FactoryCAD – to create a layout that looks at all strategic and tactical process requirements and A layout application tool that gives creates a block layout. etc. 11/15 Caterpillar: Confidential Yellow 145 Paper copy is considered UNCONTROLLED.e.) to support the manufacturing processes. (i. • Manufacturing Engineers should consider potential future expansion of both processes and the building. bridge systems. maintenance access. users the ability to design and validate a detailed manufacturing • Manufacturing Engineers must use a CAD tool to create factory layouts that are environment in 2D and 3D digital integrated with the building and utilities layouts. CAT 50) This will help ensure that directionally correct budgetary quotes will be received.• Determine which products must be painted. and team / performance dialog areas. and efficiency. and the type of paint process (liquid. layouts is FactoryCAD. and material areas (inbound. Manufacturing engineering Chapter 10: strategic manufacturing planning (smp) Version 2. Verify it is current prior to use. yard storage). The approved CAD tool for factory modeling to ensure safety. • Develop the preliminary tooling plan defining the process and tooling that will be used for the specific operation. This includes defining support services (utilities. outbound. as this will have a significant effect on the layout. or completely new product lines. If representative tool layouts can be provided from similar operations.3 Rev. quality. These requirements will be provided to the GIS group to determine needed systems and develop an accurate IT cost estimates to be included in the business proposal. such as inspection areas. For current version / information. • Provide as much information as possible on cycle time projections. it will be helpful for the budgetary quotes. site trucking access. for the given operation. and material movement lanes). Building anchors should be placed to accommodate potential future expansions. • Manufacturing Engineers must locate all building equipment. and should be developed using work standards. • Manufacturing Engineers must locate all support-service areas. powder. The processes and building should be designed to allow for the addition of capacity on current products. new product models. and building access. • The Manufacturing Engineer must identify site requirements. in-process.com/publications . machine tools and equipment. offices. Capacity is often purchased in discrete “chunks. Identify costs A summary of all the manufacturing plan costs must be provided to the Business Resources group for completing the cash flow analysis. specialized process and support systems. Verify it is current prior to use. • Manufacturing Engineers must structure outputs to feed into the business case proposal.3 Rev. • To optimize material flow. value stream. review the preliminary specifications and discuss with suppliers. obtain costs to help establish a business case it is critical to • If a capital asset dollar amount is not available. the Manufacturing Engineering must have a one-way work with the Global Supply Network Division to obtain budgetary quotes from the Non-Disclosure Agreement preferred suppliers. For example.cat. • Manufacturing Engineers must provide input into the preliminary human resources strategy. REMINDER: • Cost for machinery equipment and vehicles need to be identified for input into the When working cash flow analysis. proceed to the next step. Manufacturing Engineers should develop facility-flow simulations at a macro level for the building. contracted staff. 146 Manufacturing engineering Chapter 10: strategic manufacturing planning (smp) Version 2. • Manufacturing Engineers provide critical inputs to Facility Engineering to help complete the preliminary owner program requirements. These assets need to be categorized in the appropriate asset with suppliers to class designation as defined by corporate business resources. This will ensure that all supplier communication is completed (NDA) in place before correctly and spend is leveraged across the enterprise. site requirements. and other criteria to accommodate installation and production. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. and / or cell. SMP might determine whether one or two machining centers are needed for assumed part volumes. Several simulation tools are available. Manufacturing Engineers then determine people.com/publications . which uses a discounted cash-flow format. Refer to the CPS Layout Planning and Design Manual for more information. • The Manufacturing Engineer should conduct a team review of budgetary quotes with input from all functional support areas. Identify Needed Resources Manufacturing Engineers perform a gap analysis to compare needed resources to available assets in terms of capacity and capability. visit https://cps. floor space and support system requirements. This is the suppliers. This is the functional and performance requirements for the facility needed to support the business purpose and includes space requirements (for current and future needs).” The SMP process determines how many chunks of capacity need to be included in the budget. and staffing needed to support and operate the facility. If the review team determines the solution is viable based on the required metrics and the functional specifications. For current version / information. discussions occur. If no. components and safety. Manufacturing engineering Chapter 10: strategic manufacturing planning (smp) Version 2.com/publications . practices. pose a higher level of risk. NCI projects exceed more than $250 thousand dollars or.• The Manufacturing Engineer must identify cost for durable tooling and fixturing for in-house and supplier use. See Chapter 9 for more information about the NCI process. • Manufacturing Engineers must identify start-up cost for the cash flow analysis. The scope of the LCD process applies to all major capital programs ($20M USD and above) for new and existing facilities that require business proposal approval. secure. These assets need to be categorized in the appropriate asset class designation as defined by corporate business analysis. • GPNP (Global Production Network Process): Coordinated by product source planning. For current version / information.3 Rev. Verify it is current prior to use. ME1500-15 – Provides a list of project activities that can easily be overlooked when running a Heat Treat capital project. • CPS Layout Planning and Design Manual • Lean Capital Deployment (LCD) process: A methodology for an integrated standard process to deploy capital efficiently from the initial concept through start of production and facility occupancy. and specifications. and transfer to production new capital equipment. Start-up cost is typically classified as an expense rather than capital expenditure KEY STANDARDS.cat.cat.com/LCD • New Capital Introduction (NCI) process: A common enterprise-wide process based on the DAMIC process used to plan. Information about the LCD process is available on: cps. They include: • Manufacturing Practices and Standards (REDI system) MP2002 – Corporate Make / Buy Template MP1006 – Request for Quotation (RFQ) of Capital Equipment MP1011 – Provides a list of project activities that can easily be overlooked when running a Machinery and Equipment (M&E) capital project. 11/15 Caterpillar: Confidential Yellow 147 Paper copy is considered UNCONTROLLED. MS4001 – Caterpillar Global Machine Specification This documentation provides the basic specifications for controls. Risk might arise from a significant change in the product and / or the process. MS4000 – Robotic Arc Welding Equipment Specification This documentation provides the specifications for robotic arc welding equipment as a supplement to the Caterpillar Global Machine Specification (MS4001). visit https://cps. as determined by the capital planning manager. PRACTICES AND SPECIFICATIONS Manufacturing Engineers must be able to identify and apply key standards. • EPP (Executive Product Program): This process defines and documents the required capacity volumes to be used for planning Caterpillar prime products (machines and engines) over a six-year horizon. It is set by the product manager and used by operations to plan capacity. • ECCP (Enterprise Component Capacity Program): This process defines and documents the required capacity volumes to be used for planning components over a six-year horizon. It is set by the component product manager and is used by operations to plan capacity. SUB-PROCESS TOOLS AND TECHNOLOGIES CPS offers spreadsheets for a variety of manufacturing processes (e.g. assembly, machining, and welding). The spreadsheets are available at: cps.cat.com Manufacturing Engineers use the spreadsheets to estimate requirements for capital, people, and other resources. In addition, several tools are available for facility planning through CPS Global Manufacturing. • Systematic Layout Planning (SLP): Method of developing and arranging layouts on a macro or micro scale. Activity areas and departments are arranged adjacent to one another based on material movement and non-flow relationships. This approach facilitates the development of multiple layout alternatives while quantitatively evaluating physical and abstract relationships. • FactoryCAD: A layout application tool that gives users the ability to design and validate a detailed manufacturing environment in 2D and 3D digital modeling to ensure safety, quality, and efficiency. • Factory Flow: A material handling system that enables users to optimize a layout by evaluating part routing information, aisle congestions, and material handing requirements. • Tecnomatix Plant Simulation: A discrete-event simulation tool used to optimize and validate a current or proposed production system. SUB-PROCESS METRICS Success of a SMP project is determined by meeting the target metrics for PQVC as well as the capital forecast. Capital spend should be efficiently used to provide a positive improvement to the target metrics for PQVC and contribute towards meeting the financial goals in the business proposal. Meeting these metric requirements ensures the project will have a positive impact on OPACC and supports Caterpillar’s goal of Enterprise Excellence. CONCLUSION As Caterpillar plans a new facility or a major rearrangement, upgrade, or expansion of an existing facility, Manufacturing Engineers should employ the SMP process, whether as part of the LCD process for major projects ($20M +), or standalone for minor or moderate projects. The creation of high-level strategic manufacturing plans through a standard SMP process is necessary to support the business case for a significant capital investment, align with Enterprise Excellence, and have a positive impact on OPACC. 148 Manufacturing engineering Chapter 10: strategic manufacturing planning (smp) Version 2.3 Rev. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. Verify it is current prior to use. For current version / information, visit https://cps.cat.com/publications MANUFACTURING RELEASING CHAPTER 11 manufacturing RELEASING Sub-process Definition SUB-PROCESS VISION Sub-process Interdependencies SUB-PROCESS Guiding methodology MANUFACTURING RELEASING PROCESS GUIDE KEY STANDARDS AND PRACTICES TOOLS AND TECHNOLOGIES MANUFACTURING RELEASING METRICS CONCLUSION MANUFACTURING RELEASING Verify it is current prior to use. the Manufacturing Releasing process begins after a material or engineering bill of material (eBOM) has been released to the manufacturing facility. today many disparate workflow tools and processes are currently used. scrap stock) and input from the Global Supply Network Division (GSND). Logistics. etc. Manufacturing Production Execution. An additional responsibility for Manufacturing Releasing can be to manage the implementation of changes to routings across a manufacturing facility. supplier requirements. transportation requirements. packaging requirements. Manufacturing Releasing establishes the effectivity dates for these changes based on the disposition of a part (exhaust stock vs. SUB-PROCESS VISION Today. Manufacturing Releasing has the responsibility of ensuring all engineering changes to material and bill of materials (BOMs) are implemented efficiently across the order-to-delivery processes. The vision is that the Product Engineer and the downstream users collaborate through a common workflow tool that captures the decisions made related to a material or eBOM both prior to and post manufacturing release. This will allow downstream users to provide input to the Product Engineer related to Design for Manufacturing and Assembly (DFMA). visit https://cps.3 Rev. delayed differentiation requirements. For current version / information. In the future. Manufacturing engineering Chapter 11: mANUFACTURING rELEASING Version 2. etc. Additionally.Chapter 11 manufacturing RELEASING SUB-PROCESS DEFINITION Manufacturing Releasing is the transition point between product design and the order- to-delivery processes. 11/15 Caterpillar: Confidential Yellow 151 Paper copy is considered UNCONTROLLED.cat. Manufacturing Releasing will manage the collaboration between Product Engineering and the downstream functional areas impacted by change prior to release to manufacturing.com/publications . Additionally. although some facilities choose to manage those changes from the Manufacturing Engineering group. The MGPP vision is to deploy the end-to- end solution in association with SAP deployment. SUB-PROCESS INTERDEPENDENCIES The Manufacturing Releasing process begins in response to the release of an Engineering Design Notification (EDN) that includes the Material and /or eBOM change information. The sub-process is dependent on downstream business processes to complete work in preparation for the change by the effectivity date. Manufacturing Engineering must make changes to the mBOM and the routings impacted during Process Planning (refer to Chapter 3 for more information). GSND and Supply Chain must change purchasing documents and work with suppliers, Inventory Management must make changes to the flow of material in the facility. Production Execution must prepare operations for the change which might include new training. Orders Management must be ready for changes and potentially be required to modify current orders if an emergency change is released within the frozen period. The main roles involved in the Manufacturing Releasing process are: Product Engineer The Product Engineer is responsible for designing new items, documenting engineering compatibility rules and creating the eBOM in the Engineering Design System (EDS). Once the eBOM is ready for release, the Product Engineer notifies the EDS Releaser. A subscriber list is maintained by the Product Engineer in the Engineering Data Notification System (EDNS) and the changes / releases to the facilities are communicated to the subscribers via EDNS. iPi / EDS Releaser The EDS Releaser releases the material and eBOM for downstream processes, triggering the release of an Engineering Data Notification (EDN) communication via EDNS to the subscriber list. Local Change Coordinator (LCC) / MCS Releaser / EMCC Coordinator The LCC receives the EDN and manages the engineering change across the extended value chain. The LCC is responsible for collaborating with others to determine the effectivity date of a change and is responsible for communicating, through a workflow process, to downstream functional areas that must update the master data to reflect the engineering change. Master data includes the Material Master, manufacturing BOM (mBOM), routings, sales variant configuration, scheduling agreements, released production orders, and forecasting data. The LCC job role functions in a SAP environment, while the Manufacturing Control System (MCS) Releaser and Engineering Manufacturing Change Control (EMCC) Coordinator job roles function in a Materials and Manufacturing Management MAMM environment. Master Data Management Team (Mach 1) The Master Data Management Team receives the engineering change workflow from the LCC and works with the LCC for data accuracy. This organization creates and maintains the global data required for manufacturing only material numbers within the Mach 1 SAP system. It operates within the enterprise data governance structure. Material Master Owner (Mach 1) The Material Master Owner (MMO) receives the engineering change workflow from the LCC and is responsible for ensuring Material Master indicative data is created or updated based on the engineering change. The Material Master Owner is responsible for communicating to facility downstream users including inventory management/ warehouse management, supplier management, and quality. The MMO is also responsible for communicating to shared services for the Global Supply Network Division (GSND) and Costing / Accounting. 152 Manufacturing engineering Chapter 11: mANUFACTURING rELEASING Version 2.3 Rev. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. Verify it is current prior to use. For current version / information, visit https://cps.cat.com/publications Variant Configuration Team (Mach 1) Variant configuration rules define the compatibility of a product in the SAP software. The Variant Configuration Team (VC Team) is a shared service group in the Global Information Services (GIS) organization that updates these rules for Mach 1 SAP. Therefore, when an engineering change impacts a top level material, the LCC at the facility must include the VC Team in the workflow communication to ensure the change is reflected in the variant configuration rules. Figure 11.1: Manufacturing Releasing SIPOC SIPOC Engineering Change Product Engineer Makes Begins With: Design Change in EDS Ends With: Work Flow is Implemented at Facility S I P O C Suppliers Inputs Process Outputs Customers Product Engineering Change Manufacturing Engineering Notification Engineering Supply Chain Current inventory Effectivity Date Supply Chain Global Supply Global Supply Current supplier Network Division Network Division inventory Master Schedulers Variant Change Workflow Configuration Current order Team (Mach 1) Master Scheduler schedule Material Master Owners (Mach 1) Manufacturing engineering Chapter 11: mANUFACTURING rELEASING Version 2.3 Rev. 11/15 Caterpillar: Confidential Yellow 153 Paper copy is considered UNCONTROLLED. Verify it is current prior to use. For current version / information, visit https://cps.cat.com/publications SUB-PROCESS GUIDING METHODOLOGY THOUGHT: In order to achieve Enterprise Excellence, Manufacturing Releasing must focus on the 6 Sigma is our customers’ expectations from order-to-delivery. They must purposefully communicate to problem solving and monitor all functional areas within a value chain impacted by an engineering change. methodology, CPS provides Manufacturing Releasing is responsible for ensuring all downstream functions not only processes and tools, Lean understand the impact of the change. They must also monitor that downstream functions drives disciplined execution have completed all required tasks prior to the change effectivity date. This leads to the and continuous improvement. prevention of waste and improves Caterpillar’s end-to-end business. Manufacturing Releasing significantly influences the implementation of the CPS 15 Guiding Principles and Lean. The ultimate goal of the principles is to eliminate the CPS 8 Wastes, improve quality, and reduce process time and cost. Local Change Coordinators must use these principles to ensure engineering changes are implemented efficiently. Preventing waste and improving quality measures is the key to developing better systems that are inherently more sustainable. Drive for the continuous • Chase Waste: By efficiently implementing an engineering change across the and relentless extended value stream, the Manufacturing Releasing process ensures waste (i.e. elimination of waste scrapped material), is minimized. in all processes, with priority on safety and • Put Safety First: Engineering changes related to safety improvements must have quality-related wastes priority. By ensuring changes that address safety issues are implemented with urgency, Caterpillar’s products will reflect the high priority Caterpillar places on the Build a safety-first safety of its products. culture by placing the highest priority on • Take the Customer’s View: The majority of engineering changes ultimately benefit eliminating safety- Caterpillar’s end customer through product improvements. When Manufacturing related waste Releasing efficiently implements these changes, Caterpillar customer satisfaction is positively impacted. Make decisions based on the customer’s view • Go, See, Act: Manufacturing Releasing takes an active role in ensuring engineering and the long-term change is efficiently and effectively. It proactively monitors the activities required to Caterpillar strategy, be completed before the implementation of an engineering change. even at the expense of near-term goals See it first-hand to ensure thorough understanding 154 Manufacturing engineering Chapter 11: mANUFACTURING rELEASING Version 2.3 Rev. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. Verify it is current prior to use. For current version / information, visit https://cps.cat.com/publications • Manufacturing Practices and Standards (REDI system) Manufacturing engineering Chapter 11: mANUFACTURING rELEASING Version 2.cat. visit https://cps. Figure 11. The LCC will then work with key roles at the facility to ensure downstream processes agree with the effectivity date established.2: Releasing Process Map The Product Engineer creates a new item and / or eBOM in EDS. For current version / information. The LCC at the facility will then receive an EDN alerting the LCC of an engineering change. It begins with an EDN and ends with a release of a new or revised product in production. standards.2 illustrates the high-level steps of Manufacturing Releasing. and practices.MANUFACTURING RELEASING PROCESS GUIDE The process map shown in Figure 11. KEY STANDARDS AND PRACTICES Manufacturing Engineers must be able to identify and apply key processes. The LCC will also ensure all downstream processes are prepared for the change prior to the effectivity date. Verify it is current prior to use. The EDS Releaser releases the item or eBOM through EDNS.3 Rev. 11/15 Caterpillar: Confidential Yellow 155 Paper copy is considered UNCONTROLLED.com/publications . • HVC Desktop This is the application used to look up engineering prints when a LCC needs to understand the BOM structure or the material in order to make good decisions regarding engineering change implementation. EMCC Coordinators manage the effectivity dates in the EMCC system. visit https://cps. manufacturing part numbers are authored directly in the ERP system. Manufacturing Engineering uses this system to upload production routings. Naming conventions of manufacturing only part numbers are adhered to in Mach 1 by the centralization of material creation in SAP. Provides the facility-specific indicative data. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED.cat. Manufacturing views of the part and production information are maintained in this system. unformed steel.com/publications . Change Masters with effectivity for the mBOM and routing will be authored in Global Teamcenter Manufacturing and sent via an interface to SAP. • Global Teamcenter Manufacturing (GTCmfg) This virtual / visual software is used by Manufacturing Engineering to author mBOMs and routings in SAP. and monitors the implementation of changed information. and fabrication manufacturing releasing at major prime-product facilities in a MAMM environment. and unformed bulk material. For current version / information. • Engineering Manufacturing Change Control (EMCC) This legacy application is used for assembly. and fabrication manufacturing releasing at major prime-product and component facilities in a MAMM environment. For all ERP systems. • Terminal Oriented Production Routing System (TOPRS) This legacy application is used for assembly.5 of Mach 1. • SAP This PLM software is being implemented as part of an order to delivery transformation. Production routing documentation is created in CAPP+ and uploaded into TOPRS to be released. machining. Verify it is current prior to use. 156 Manufacturing engineering Chapter 11: mANUFACTURING rELEASING Version 2. machining. in SAP. machining. • The Item Catalog (TIC) This is the authoring system for the number and descriptive data for inventoried indirect. With release 6. TOOLS AND TECHNOLOGIES Here are fundamental Process Planning tools and technologies: • Manufacturing Control System (MCS) This legacy application is used for assembly.3 Rev. and fabrication manufacturing releasing at major prime-product and component facilities in a MAMM environment. • Engineering Design System (EDS) This is the authoring system for the number and descriptive data for all parts created by Product Engineering. a third party solution called Cenit Workflow was implemented as the solution to communicate with all downstream users as well as to create Change Masters. basic mBOM views. that control the effectivity of a change. Manufacturing Releasing will manage the collaboration between Product Engineering and the downstream functional areas impacted by a change prior to its release to manufacturing. In the future. Manufacturing engineering Chapter 11: mANUFACTURING rELEASING Version 2. For current version / information. The Manufacturing Releasing process begins after a material or engineering BOM has been released to the manufacturing facility. Verify it is current prior to use.date. serial Direct metrics number or condition (immediate.3 Rev. when • Effectivity dates met convenient) -that defines when a change will happen.cat. visit https://cps. 11/15 Caterpillar: Confidential Yellow 157 Paper copy is considered UNCONTROLLED.MANUFACTURING RELEASING METRICS definition Metrics provide the most objective assessment of success in meeting Manufacturing Releasing goals and the needs of downstream and end-use customers.com/publications . Manufacturing Change Effectivity – This is the trigger . This will ensure the product and process change is an end-to-end solution. exhaust stock. • Minimized scrap and rework Indirect metrics • Inventory Accuracy • BOM accuracy • CPS metric board data — cell and factory levels CONCLUSION Manufacturing Releasing has the responsibility of ensuring all engineering changes to materials and BOMs are implemented efficiently across the order-to-delivery processes. . CHAPTER 12 planned method cycle time (PMCT) cycle time (PMCT) planned method Sub-process Definition SUB-PROCESS VISION Sub-process INTERDEPENDENCIES sUB-PROCESS CPS GUIDING PRINCIPLES Sub-PROCESS process GUIDE Key Standards. Practices and specifications SUB-PROCESS TOOLS AND TECHNOLOGIES Sub-process metrics Conclusion . planned method cycle time (PMCT) . Chapter 12 planned method cycle time (PMCT) SUB-PROCESS DEFINITION The PMCT process is the establishment accurate cycle times for work elements required to produce a product with conformance to the process plan and the assignment of the cycle times to the process plan documentation (e.g. standard work, production routings, etc.). It also establishes cycle times for set-up procedure work elements. PMCT provides a basis for reporting manufacturing performance. PMCT is also a method of measurement to aid in cost control, line leveling, resource planning, capacity, and capital equipment justification. SUB-PROCESS VISION Today, PMCT is developed using various methods and systems. Engineered time standards is the preferred method and has been developed for some processes (assembly and welding), while no engineered time standards exist for other processes (machining). These standards are available in standalone databases that are not linked to Product Lifecycle Management (PLM) systems, Material Requirement Planning (MRP) systems, or Manufacturing Execution Systems (MES). The PMCT must be transferred manually by the Manufacturing Engineer. The Manufacturing Engineer develops PMCT during process planning and validates it by taking time observations after the process plan is in place. In the future, Caterpillar will use common, worldwide systems integrated into a PLM system to develop all elements of PMCT to assist the Manufacturing Engineer in establishing PMCT within + / - 5 percent of actual time. In addition to reducing licensing and support costs, this facilitates sharing and the development of common engineered time standards and provides the basis for effective training. Manufacturing Engineers will use robust standards, practices, and specifications covering all manufacturing processes, which are governed by Process Owners. Process cycle times will be validated virtually for the first production run. The Manufacturing Engineer responsible for PMCT will participate early in the New Product Introduction (NPI) process to promote effective Concurrent Product & Process Development (CPPD). PMCT employs a multitude of processes, data, and software at different facilities. The MGPP (Figure 12.1) depicts the journey to the desired state of common systems supported by Process Owners that use common processes and engineered time standards to maximize PQVC. Manufacturing engineering Chapter 12: PLANNED METHOD CYCLE TIME (PMCT) Version 2.3 Rev. 11/15 Caterpillar: Confidential Yellow 161 Paper copy is considered UNCONTROLLED. Verify it is current prior to use. For current version / information, visit https://cps.cat.com/publications Figure 12.1: PMCT MGPP SUB-PROCESS INTERDEPENDENCIES Manufacturing Engineers use the cycle times developed by the PMCT process to improve the process and achieve the desired takt times for a product. The PMCT SIPOC (Figure 12.2) illustrates the flow of detailed product and process information from Process Planning and Product Engineering. That information is then used in the PMCT process to create cycle times and complete the process plan documentation (i.e. production routing). Once the PMCT information is completed, it becomes an input to Process Planning to aid the Manufacturing Engineer in determining manpower and capacity needs. In addition, the times are provided to Business Resources as an input to calculating the cost of the products. After the process plan is put into place, the PMCT is used to measure the efficiency of production by Manufacturing Production Execution. 162 Manufacturing engineering Chapter 12: PLANNED METHOD CYCLE TIME (PMCT) Version 2.3 Rev. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. Verify it is current prior to use. For current version / information, visit https://cps.cat.com/publications Figure 12.2: PMCT SIPOC SUB-PROCESS CPS GUIDING PRINCIPLES As PMCT moves from Generation 1 to Generation 3 (Figure 12.1), it provides the best cycle Drive for the continuous times that fully support the CPS 15 Guiding Principles and Lean. The future success of the and relentless elimination sub-process can be measured by its alignment with the following statements. of waste in all processes, with priority on safety and • Chase Waste: PMCT quantifies non-value-added motion within operations and quality-related wastes processes. Elimination of the waste results in reduced capital spending and increased capacity for NPI and modernization. Use pull replenishment to only build what is needed, • Pull: PMCT enables improvements to work place layouts that reduce excessive when it is needed, in the motion. It also combines facility operations where possible. These actions support amount it is needed continuous flow, pull replenishment, capacity planning, and future-state value stream. Simplify processes to quickly identify problems and increase • Make Value Flow: PMCT supports standard work by providing accurate times. process efficiency PMCT is the basis for determining if the process’ cycle time will meet takt time and customer demand. Standardize tasks and utilize common processes • Drive Standard Work: PMCT uses validated standard methods, tools, gages, as the foundation for and safety equipment when determining cycle time. Timed production processes continuous improvement optimally integrate all resources for flow and efficiency. Balance the workload • Even the Load: Once an accurate PMCT is validated, it is used as an input to create to level production and balanced operational cycle times, which optimize efficiency and throughput and help reduce process variability meet takt times. Manufacturing engineering Chapter 12: PLANNED METHOD CYCLE TIME (PMCT) Version 2.3 Rev. 11/15 Caterpillar: Confidential Yellow 163 Paper copy is considered UNCONTROLLED. Verify it is current prior to use. For current version / information, visit https://cps.cat.com/publications correct it in process. See. or process issues adversely affect downstream operations. culture by placing the highest priority on • Go. Verify it is current prior to use. For current version / information. and conduct time observations to ensure their own See it first-hand responsiveness to customer needs. them into production • Put Safety First: PMCT allows the necessary time for the Team Member to meet Build a safety-first safety and ergonomics requirements. They also update related documents to prevent reoccurrence of the issue.com/publications . visit https://cps. They are acquainted with operations related waste personnel. Manufacturing Engineers use 3D demonstrating the models. and experienced. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. They make process and PMCT changes as a problem occurs to required.cat. They interface with operations and take action to resolve issues related to new or improved processes. participate in 6 Sigma Rapid Improvement Workshops (RIW). this means we build • Develop People: Manufacturing Engineers receive training related to PMCT and the in-station as planned CPS 15 Guiding Principles. to ensure thorough understanding • Stop to Fix: When PMCT inaccuracy. quality. They actively participate in daily meetings and support the capability implementation of improvement ideas.3 Rev. ideas by quickly implementing them Build the visual workplace so no problems are hidden and opportunities can be realized 164 Manufacturing engineering Chapter 12: PLANNED METHOD CYCLE TIME (PMCT) Version 2. well trained. Conduct process improvement • Make it Visual: Manufacturing Engineers develop and document processes that dialogues at all levels. They are validated prior to production release to ensure PQVC before introducing targets are met. Prove the processes • Validate Our Processes: New and improved cycle times are based on engineered and technology work time standards. involved in day-to-day factory operations. and videotapes of the operation to supplement the creation of value of people’s PMCT. Manufacturing Engineers immediately involve themselves Cease production when in Root Cause Corrective Action (RCCA). attract and develop people • Actively Listen: Manufacturing Engineers have in-depth knowledge of their and teams to build facility’s operation and a working relationship with all personnel related to their Caterpillar’s long-term daily job requirements. are an integral part of the layout and 5S activities. Identify. simulations. Act: Manufacturing Engineers are very knowledgeable and personally eliminating safety. view operations first hand. They are recognized experts in the creation of PMCT for manufacturing processes. They are educated. It can also include allowances for operator needs. Process plan elements include: • Part number. location stored is provided) • Required process dimensions • Quality plan. and the necessary gages Manufacturing engineering Chapter 12: PLANNED METHOD CYCLE TIME (PMCT) Version 2.3 Rev. and Engineering change level • Process layout • Equipment and tooling used by the process • Standard work • Machine time • Set-up procedures • Number of team members in process • Operation sequence and method (could be more than one method on a production routing) • Takt time • Material used (on assembly routings. Verify it is current prior to use. 11/15 Caterpillar: Confidential Yellow 165 Paper copy is considered UNCONTROLLED. visit https://cps. print and specifications.cat. PMCT includes all elements that occur each cycle floor to floor. The Manufacturing Engineer identifies the contents of the process plan needed to determine an accurate PMCT. For current version / information.SUB-PROCESS PROCESS GUIDE Figure 12.com/publications .3: PMCT Process Map Identify Needed Determine Planned Method Create PMCT Validate PMCT PASS Document PMCT PMCT Method Elements FAIL RCCA of PMCT issue Identify Needed Process Plan Elements PMCT establishes the time required to manufacture products based on standard work according to the process plan. standard work for measurements. perform time observations. operator allowances. cyclical man and walk time elements. and machine interference when the number of operators assigned is less than the number of machines assigned. In a facility where the process plan is in place and no engineered time standards are available. They are: • Engineered Time Standards based on past proven data. visit https://cps. • Temporary (estimated) time. 166 Manufacturing engineering Chapter 12: PLANNED METHOD CYCLE TIME (PMCT) Version 2.cat.com/publications .3 Rev. The table in Figure 12. prorated non-cyclic work elements.4: Characteristics of PMCT Methods Create PMCT During the PMCT process. two types of cycle times are developed: • Normal Cycle Time (NCT) The total of all elements that occurs each cycle (floor to floor time). 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. The TCT includes any machine cut time. • Total Cycle Time (TCT) The total time required to complete one cycle on a given production resource. (preferred method) • Time observations of floor-to-floor cycle time. If the process plan is not in place but past proven data is available. Verify it is current prior to use. A combination of the three processes can be used to complete the PMCT for a process. This is an estimate because no standard data exists and actual time studies have not been conducted. Determining which method to use is often based on data availability. Figure 12. use a temporary time. use engineered time standards.4 shows the characteristics of each method. For current version / information. If the process plan is not in place and no engineered time standards are available. Determine PMCT Method Three methods are used to arrive at the PMCT for a job. For current version / information. secure and release a part located in a fixture) identified by the Manufacturing Engineer as part of the required standard work of an operation. These are operator activities (e. • Manufacturing Engineers must adhere to safe job procedures when determining the PMCT.cat. there are some common guidelines for creating a PMCT. • The quality of the part or material must conform to the print.g. the cost and quality of products will be impaired. • The Manufacturing Engineer should follow the Manufacturing Process-Time Guideline procedures. Manufacturing Engineers must follow established guidelines so that the measure of work and motion has repeatability regardless of the task being performed. • When improvements are made to the process plan. materials. JMI or other pertinent data before and after the operation is performed. as listed on the production routing or JMI. and equipment. These are operator walking (e.com/publications . must be in good operating condition as designed. MPT005 when developing the PMCT.The PMCT is created using one of the three methods outlined in the previous section. • All tools. fixtures. PMCT must be reviewed and updated to support the change.3 Rev. Available at: cps. Verify it is current prior to use. • Manufacturing Engineers must only include cyclical and non-cyclical motions that are necessary to complete the operation. • The PMCT must include walk time elements. • All machines. • Manufacturing Engineers must validate the PMCT once the process plan is in place.g. visit https://cps. and supplies necessary to perform standard work must be readily available.cat. moving from one machine to another) activities identified by the Manufacturing Engineer as part of the required standard work of an operation. 11/15 Caterpillar: Confidential Yellow 167 Paper copy is considered UNCONTROLLED. tools. Regardless of the method used. • Manufacturing Engineers must develop the PMCT in conformance with the process plan.com • The PMCT must include man time elements. Manufacturing engineering Chapter 12: PLANNED METHOD CYCLE TIME (PMCT) Version 2. If the actual shop method differs from the process plan. visit https://cps. Allow at least an hour into this means we build the start of shift before beginning the time observation study. Establishing process times by time observations is normally the method used for situations where the development or use of engineered time standards is not feasible.e.com/standardwork • Manufacturing Engineers must utilize the CPS Time Observation form as a tool to document work elemental times. Time Observations During time observations. Documentation and training for performing time observations is available in the CPS Standard Work Sub-Process Manual and at: cps. Assembly uses the Operation Data System (ODS). but can be done at the detailed level as well. equipment or tooling issues. Manufacturing Engineers time the process with a calibrated watch and assign the proper allowances to get the correct time for performing the standard work. etc. a problem occurs to correct it in process. Welding uses the Weld Process Module (WPM). the process has unique work elements.3 Rev.com/standardwork • Observations must be taken of team members that are well trained and instructed in the proper methods to perform the job. Operation Data System (ODS) and Weld Process Module (WPM) are database applications used to store engineered time standards. Engineered time standards are developed from multiple. Manufacturing Engineers must review the standard work and safe job procedures with the team member prior to conducting Cease production when the time observations. The aim is that no more than 20 percent of direct-labor burden hours be covered by time observations (A code).cat. standard data (S code). 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. repetitive time observations taken at Caterpillar facilities in order to provide consistency in time application and to minimize the costs associated with other means of establishing cycle time. Time observations are generally kept to a minimum because they are expensive to conduct and maintain. Include all the work elements of the operation on the observation form. i.) should be resolved. • Manufacturing Engineers must observe stable processes. consistent. This is normally done at the SWS level. This is the most accurate. such as by conducting time observations. or for resolution of shop complaints. The CPS Time Observation form is available at: cps. This will give the team in-station as planned member time to warm up and gain a good flow through the process and all start up activity and issues that may result in Stop to Fix action (part shortages.cat. 168 Manufacturing engineering Chapter 12: PLANNED METHOD CYCLE TIME (PMCT) Version 2. Engineered Time Standards Engineered time standards represent the amount of time it should take to perform a task or complete a job based on a set of pre-developed instructions and corresponding data. and economical method. The goal is to have at least 70 percent of the direct labor burden hours be covered by engineered time standards. Verify it is current prior to use. • PMCT engineered time standards (ODS and WPM data only) are applied before production and must validated against actual cycle time within five percent accuracy after the process plan is in place.com/publications . For current version / information.cat. repetitive cycle. • Manufacturing Engineers must analyze the observed times to identify the lowest repeatable time for each work element. visit https://cps. Verify it is current prior to use. These interferences may need to be included in the improvement opportunities. the Manufacturing Engineer must go to the shop to validate the PMCT through time observations. but note it separately. 11/15 Caterpillar: Confidential Yellow 169 Paper copy is considered UNCONTROLLED. the operation should be covered by engineered time standards or time observations. Document PMCT The PMCT must be documented in several documents and systems including. Temporary times become necessary for operations on new machine types or processes until engineered time standards can be developed or time observations can be taken.com/publications . These may become additional work elements.• Team Members must work in a good. as well as an increased risk of poor quality passing onto the next process. estimates. These rates are estimates based on the best available information. optional work is observed. Validate PMCT After the process plan is in place in the shop and all items are available to the process. but not limited to standard work and production routings. method for establishing PMCT is temporary time. Proper allowances must be determined and applied to each operation. • The work pace must be within an acceptable range (80 percent to 120 percent) when measured by accepted standards of body movement and pace. The same motion must occur in each cycle. • Within six months after first production. Manufacturing engineering Chapter 12: PLANNED METHOD CYCLE TIME (PMCT) Version 2. Note anything that interferes with the work. If additional. The lowest repeatable total time would typically be the NCT. and similar parts methods to arrive at temporary time. and least desirable. The goal is that no more than 5 percent of the direct labor burden hours be covered by temporary time (T code). Using a repeatable time observed at a typical time during the day helps identify a reasonable time. Manufacturing Engineers use regression analysis.3 Rev.cat. resulting in potential safety issues. gather the times. Temporary Time The third. This process must follow the requirements and recommendations for performing time observations. Process overburden can lead to process stress for team members. For current version / information. machines. • The Manufacturing Engineer must apply PMCT to standard work in compliance with the CPS standard work requirements. lunch. MPT005 is available on the PMCT web site at: cps.Manufacturing-Process Time Guidelines .cat. Database used to determine assembly cycle times for processes using work standards time charts. KEY STANDARDS. PMCT and set-up time. The Allowed Hours Factor (AHF) includes some basic allowances to address operator needs (i. allowed hours factor.cat.e.com SUB-PROCESS TOOLS AND TECHNOLOGIES • Operations Data System (ODS). 170 Manufacturing engineering Chapter 12: PLANNED METHOD CYCLE TIME (PMCT) Version 2. Refer to the Standard Work Sub-process Manual at: cps. • Production routings must include a time code that identifies the method used to establish the PMCT on production routings. MPT005. machines. PD & GT Manufacturing Technology maintains WPM and helps facilities develop engineered time standards data for new welding processes. • The Manufacturing Engineer must include an Allowed Hours Factor (AHF). practices.This document details instructions on developing accurate production routings and includes cell allowances. and tooling. They include: • CPS Standard Work Sub-Process Manual • MPT005 . interferences. Database used to determine weld cycle times for processes using work standards time charts. Refer to Manufacturing Process Time Guideline procedures. and a glossary of terms. visit https://cps. • PD & GT Manufacturing Technology helps facilities develop time standards data for new machining processes. breaks. machines and tooling.com/standardwork for more information on standard work. PRACTICES AND SPECIFICATIONS Manufacturing Engineers must be able to identify and apply key standards. production routing codes. job rotations). The codes also help identify opportunities to improve time values. and tooling. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. • The Manufacturing Engineer must convert the TCT from minutes into hours per piece for the production routing. Refer to Manufacturing Process Time Guideline procedures.com/publications .3 Rev. safety limits. • Weld Process Module (WPM). MPT005. CPS Global Manufacturing maintains ODS and helps facilities develop engineered time standards data for new assembly processes.cat. and specifications. Verify it is current prior to use. For current version / information. com/publications . Verify it is current prior to use. This will assist the Manufacturing Engineer in establishing PMCT with improved accuracy and with reduced licensing and support costs. PMCT is used to measure operational performance by relating labor hours and machine hours or work produced through ratios. which indicates the requirements for people. cost effective business decisions. and provides the basis for effective training. Common systems will facilitate best practice sharing. and capital equipment justification. line leveling. In the future. Caterpillar establishes labor costs for a product based on the labor hour requirements to produce each piece. Caterpillar will use common. By monitoring the burden. PMCT is used for translating scheduled quantities into burden hours.3 Rev. equipment and facilities. The machine-hour ratio or hour-to-machine ratio reflects the total payroll hours required to produce a machine hour.cat. Manufacturing engineering Chapter 12: PLANNED METHOD CYCLE TIME (PMCT) Version 2. visit https://cps. capacity. It is calculated by dividing total hourly payroll hours by total machine hours produced. Manufacturing Engineering determines the need for new or additional machines. worldwide systems integrated into a PLM system to develop all elements of PMCT. resource planning. For current version / information. and specifications covering all manufacturing processes and governed by Process Owners.SUB-PROCESS METRICS PMCT provides a basis for reporting production performance. PMCT impacts PQVC in many areas and several metrics. Manufacturing Engineers will use robust standards. 11/15 Caterpillar: Confidential Yellow 171 Paper copy is considered UNCONTROLLED. development of common engineered standards data. Some of the metrics PMCT impacts are: • Routing Accuracy • Hours per Machine • Expenses per Hours Worked • Expenses per Machine Hours • Cost / Unit Produced or Shipped • Takt Time / Cycle Time Bar Charts CONCLUSION Accurately posting time on production routings and work orders enables management to make more intelligent. Since PMCT is tied to many diverse activities. cost control. practices. machines and facilities. . appendix The CPS Assessment and Manufacturing engineering Glossary Acronym List appendix . appendix . inventory. in the amount • Workplace layouts support continuous flow. engines.cat. 11/15 Caterpillar: Confidential Yellow 175 Paper copy is considered UNCONTROLLED. and Leak Free Assembly is demonstrated. Velocity • There is an established communication plan to ensure thorough understanding of and Cost strategy and alignment of business goals. WE MAKE IT VISUAL WHEN: Build the visual • Engineering change material. continuous improvement • Standard Work is in place for set-up procedures. pull replenishment. Quality. Here are the assessment statements aligned to Manufacturing Engineering from the operational perspective. as the foundation for • New jobs have Standard Work developed and validated prior to production release. and opportunities can be realized WE ALIGN THE TARGETS WHEN: Deploy cascaded • Planned capacity targets are compared with Actual Capacity. it is needed and the future-state value stream map. and technology work • Conformance to Caterpillar Manufacturing Practices and Engineering Specifications before introducing for product protection and finishing as defined in the Benchmarking Guide for them into production Contamination Control and the Benchmarking Guide for Painting Processes is demonstrated. needed. Capital Projects across the value chain (detailed plans). Verify it is current prior to use. capacity planning.APPENDIX THE CPS ASSESSMENT AND MANUFACTURING ENGINEERING Caterpillar uses the CPS Assessment to monitor and manage how CPS is embedded. Audits ensure conformance to standard work. The assessment measures how well Caterpillar facilities are supporting the CPS 15 Guiding Principles. and the resulting “gap metrics and targets analysis” is used to drive Capital Programs (spending authorization). visit https://cps. when it is number of handling opportunities possible. Operational Assessment Statements WE PULL WHEN: Use pull replenishment • Part numbers are planned to Point of Use (POU).com/publications . Part numbers are moved from to only build what is receipt at facility dock to first POU (machine or assembly) per plan with the fewest needed. and implementation plans. Welding. • Accuracy of records--Bill of Materials (BOM). supplier capacity increases. aligned to the enterprise • The information flow is adequate and timely enough for team members to understand strategy supporting the current performance of the business and to address issues. obsolete material. For current version / information. Manufacturing engineering appendix Version 2. and components as defined in the Benchmarking Guide for Torque Application and Control. WE DRIVE STANDARD WORK WHEN: Standardize tasks and • Standard Work has been developed by Manufacturing Engineering in collaboration utilize common processes with the workforce. Control procedures are in place and followed to prevent problems are hidden their use in production. and item master is maintained above 95 percent. People. and non-conformance / scrap areas workplace so no exist with proper visuals.3 Rev. • Conformance to Caterpillar Manufacturing Practices and Engineering Specifications for manufacturing and assembly processes for prime products. WE VALIDATE OUR PROCESSES WHEN: Prove the processes • We follow the New Capital Introduction (NCI) process. . Actual Time Study – A study measuring an actual process to determine the predicted time an operation would considering the pace the operator is using while following the standard work process.com/publications . defects per million. developed and sold by Autodesk. Also statistical quality capability measured in Cp. Inc. manufacture and consume production material. Assembly Drives Demand – The lead-time required to produce parts is based on the assembly date. Assembly – The process of joining components and sub-assemblies together to complete a product for shipment to the customer. 1st Pass Yield – The number of good units produced after the value added operation is complete. Weld / Fabrication. visit https://cps. improve metrics and standardize reporting across the enterprise. Assembly Instruction System (AIS) – The Caterpillar legacy system used to document assembly process methodology and plans. Advanced Product Quality Planning (APQP) – A structured method of defining and establishing the steps necessary to assure that a product satisfies the customer. Andon Systems – A visual signal / system used to notify others of workstation problems. APQP starts early in the product / process development cycle and provides the documentation necessary to perform root cause analysis. This is usually expressed as a rate which is calculated by dividing the number of good product produced by the total number of product started. Customer Acceptance Validation Enabling (CAVe) processes – Six distinct enabling processes (Torque. features and quality. Contamination Control. It is designed to compensate for the operator’s mental and physical fatigue that is induced by the operation of M&E and other miscellaneous allowances. Electrical Assembly) which provide a focus for standardization and continuous quality improvement. 11/15 Caterpillar: Confidential Yellow 177 Paper copy is considered UNCONTROLLED. supplier and ultimately the next-generation NPI team. Allowed Hours Factor (AHF) – A calculation that is utilized by the Manufacturing Engineer to derive a general time allowance for the personal needs of the operator. Customer Acceptance Validation (CAV) – An enterprise common process to streamline quality inspections. Verify it is current prior to use. Bill Of Material (BOM) – Measures the accuracy of the SAP BOM used to procure. Capability – The ability of an organization to perform work.cat. Paint. 1E2500 / 1E2860 – Caterpillar 1E specifications regarding part cleanliness level for washing of components. When product issues arise in the field. CpK. For current version / information. either generated automatically by a system or manually by the operator that is experiencing the problem. or as they are maintained (Service BOM).3 Rev. as they are ordered (Sales BOM). A bill of material defines the sub components of products as they are designed (Engineering Bill Of Material).GLOSSARY 1E2111 Inspection-Weld Control-Special – Establishes a method for assuring the reliability of a critical weldment for maximum operator safety. it quickly address problems and feeds the updated process to the manufacturing team. as they are built (Manufacturing Bill Of Material). which can be defined in terms of part size. Leak Prevention. Manufacturing engineering appendix Version 2. fix quality problems. Advanced Shipping Notice (ASN) – The electronic communication from the supplier that tells the receiver that material has been shipped. AutoCAD – CAD software application for 2D and 3D design and drafting. Sometimes referred to as “floor to floor” time. Cycle Time – The total time required to complete one complete cycle on a given production resource. 178 Manufacturing engineering appendix Version 2. This information is intended to help maintenance personnel do their tasks more effectively and to help leadership make informed decisions. Computer Aided Process Planning (CAPP+) – The Caterpillar Legacy system application used to define and document process plans for assembly or manufacturing.Capacity – The measure of how much work can be performed. Defects per Million – (Defective mm) / (Total mm checked) x 1M Defects per Unit (DPU) . Control Plan – A formal. Characteristics Matrix – A QFD matrix that associates special characteristics with the process steps that product or modify them. Cutting – The process of generating two-dimensional complex shapes from plate steel using an energy source. Continuous Product and Process Improvement – A corrective action process. structured document which describes the monitoring and control actions that are required at each step of the manufacturing process to assure all process outputs meet design intent and will be in a state of control Coordinate Measuring Machines (CMMs) – A computer controlled machine used to measured part quality conformance.3 Rev. based on 6 Sigma Methodology that encompasses problem resolution for repetitive. Computer Numerically Controlled (CNC) – A computer “controller” that reads coded instructions and drives a machine tool to fabricate components by removing specific amounts of excess material. Computerized Maintenance Management System (CMMS) – A computer database of information about maintenance operations such as Preventive Maintenance (PM) schedules.cat. Critical Part Characteristics – The dimensions that have a significant impact on the functional performance of a part. For current version / information. Consumables – Includes welding gun.The cumulative number of defects from pre-delivery through the given Months-in-Service (MIS) divided by the number of units that are in or beyond that MIS. structured procedure used to analyze failure mode data from both current and prior product designs to prevent occurrence of those failure modes in the future. CpK – A measure of the quality aim and variability in a process. visit https://cps. complex or high pain issues. resulting in no waste going into the landfill from the Welding process. Common Weld Quality Plan – An executed plan that dramatically reduces the number of defects produced during welding. Verify it is current prior to use. Concurrent Product & Process Development (CPPD) – Product and process cross-functional teams collaborating pro-actively in a constructive win-win culture to produce superior products with zero defects. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED.com/publications . nozzles and tips of the welding process. CAPT NC – The 2D application used to create and define NC machining programs. These problems can occur at any stage of the manufacturing process and product support. Cleaning – The process of removing oxides and soils from the surfaces and internal passages of parts and components prior to being painted. Design Failure Modes & Effects Analysis (DFMEA) – A formal. FactoryCAD – A layout application tool that gives users the ability to design and validate a detailed manufacturing environment in 2D and 3D digital modeling to ensure safety. structured procedure used to analyze failure mode data from both current and prior products or processes to prevent occurrence of those failure modes in the future. Equipment Monitoring System (EMS) – Automatically and manually polls equipment and processes to communicate real-time condition and accumulate data to generate reports such as OEE. Factory Reporting and Control System (FRACS) – The Caterpillar Legacy system application used to report labor on the factory floor. Forming and Welding. It is set by the component product manager and is used by operations to plan capacity. Enterprise Excellence – A Big Imperative of the Enterprise Strategy focused on fulfilling our service promise to customers by consistently meeting their expectations through an engineered value chain with the agility and flexibility to maximize OPACC and create a competitive advantage.cat. Filler Material – The welding electrode used for the operation. aisle congestions. Electro-Deposition – The process of immersing parts in a tank of liquid paint. 11/15 Caterpillar: Confidential Yellow 179 Paper copy is considered UNCONTROLLED. and efficiency. Engineering and Manufacturing Change Process Cycle Time – A metric used to measure and monitor the efficiency of change introduction to manufacturing and procurement. visit https://cps. Engineered Time Standards – Time standards used to represent the amount of time it should take to perform a task or complete a job based on a set of pre-developed instructions and corresponding data.3 Rev. which includes item releasing.com/publications . It is set by the product manager and used by operations to plan capacity. Enterprise Component Capacity Program (ECCP) – Defines and documents the required capacity volumes to be used for planning components over a six-year horizon. ERP (MCS +) Release Cycle Time – A metric that measures the efficiency of establishing master data. The parts are charged with one polarity and the paint is charged with the opposite polarity via rectifiers in the tank. Discrete-Event Simulation – A mathematically based simulation designed to study the interaction of a series of statistically modeled events to determine the overall system behavior. Manufacturing engineering appendix Version 2. Electro-Discharge Machining (EDM) – The metal removal process that uses an electrical spark to vaporize work material to form a work piece. For current version / information. quality. BOM releasing and routing releasing. Executive Product Program (EPP) – Defines and documents the required capacity volumes to be used for planning Caterpillar prime products (machines and engines) over a six-year horizon. Drying – Phase were parts must be dried prior to application of the paint. Fabrication – The process that encompasses the three sub-processes of Cutting. Verify it is current prior to use.Design For Manufacturing and Assembly (DFMA) – A methodology that optimizes product and process design to simplify manufacturing and assembly processes which reduce cost and improve reliability. and material handing requirements. Factory Flow – A material handling system that enables users to optimize a layout by evaluating part routing information. Failure Modes & Effects Analysis (FMEA) – A formal. Forming – The process of creating bent shapes from a flat piece of material. Freedom eLog – A software program that provides a means of automatic and manual data collection. In-Process Validation (IPV) – The process of determining the quality conformance of a part or assembly before it is completed. Global TeamCenter Manufacturing (GTcMfg) – Virtual/ visual software is a replacement for VPP. High-Risk Priority Numbers (RPN) – A metric utilized to verify risk within the Process / Product Failure Modes and Effects Analysis (FMEA) process tool. an important factor in the quality measurement and conformance process. Process plans authored in GTcMfg are sent to SAP using an interface where the SAP process plans are used by other Caterpillar SAP PLM processes. Inert shielding gas – Prevents oxidation of the weld and the weld region. gages. profile. Integrated Product Information (iPi) – A Caterpillar-specific program that provides the necessary design related information and enabling tools to make accurate and timely decisions regarding product development. performs Overall Equipment Effectiveness (OEE) calculations and provides information on machines and / or equipment. It is the basis from which permissible variations are established. 180 Manufacturing engineering appendix Version 2. It was created by Manufacturing Engineering and is part of the documented planned method. dwell. Heat Treat – Altering the properties of a metal by subjecting it to a sequence of temperature changes for specified durations. visit https://cps. such as rapid feed. Green Parts – Non-heat treated parts in the welding process. Kanban – A way to trigger replenishment. For current version / information. Verify it is current prior to use.com/publications . 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED.Fluid Analysis – An analysis that tests fluids against a known baseline to identify changes in chemical makeup. The “lightweight” (~1-10% of the size of a CAD file) format allows extremely large numbers of components to be quickly loaded and manipulated in PLM software. Inner Pack – Packaging inside a container that keeps parts separated and protected. and machines. metal content and water content. Heat Treat Engineering – The portion of manufacturing engineering that deals specifically with the metallurgical changing of properties of components through the controlled application of heat and chemicals. Kerf – The width of the cut. Functional Process Map (FPM) – A diagram that defines who (by function) performs what tasks in order.cat. Geometric Dimensioning & Tolerancing (GD&T) – A process used to describe and validate the theoretical exact size. coarse visual representations of complex 3-D CAD assemblies. tools.3 Rev. G-code – The name of a “word” in a CNC program that begins with the letter G that tells the machine tool what type of action to perform. JT Models – Simple. etc. Gage Repeatability and Reproductibility (Gage R&R) – A measure of how accurate the use of the gage is. or location of a feature or datum target. Job Method Instruction (JMI) – A system used to document part numbers of fixtures. tapping cycle. Lean is built on a strong foundation of 6 Sigma and the Caterpillar Production System (CPS). Manufacturing Execution Systems (MES) – A system used to measure and control critical production activities and report the accomplishments of such activities to the order fulfillment system. waved approach. Manufacturing Support – Provides predictive support to maintain process control. Verify it is current prior to use.3 Rev. For current version / information. Manufacturing Plan – Instructions. Manufacturing and Material Management (MAMM) – The Caterpillar legacy system used to manage manufacturing and materials planning and processes. MC1000-920 Repair of Welds – Relates to welding repairs made within a facility on components that have failed to comply with quality inspection’s acceptance criteria.Lean – A methodology providing disciplined execution through five Lean principles to eliminate waste. Information about the LCD process is available on: cps. it is not easy to calculate or predict. MC1000-902 Weld Station Planned Method Conformance Audit – An audit form used to evaluate welding stations.com/publications . Lean Capital Deployment (LCD) – A methodology for an integrated standard process to deploy capital efficiently from the initial concept through start of production and facility occupancy. re-qualified and periodically evaluated for a semi-autonomic or manual welding process. MC1000-901 Audit of External Weld Characteristics – Sets quality levels for external weld characteristics and explains the procedure for auditing welds on finished assemblies or units. The scope of the LCD process applies to all major capital programs ($20M USD and above) for new and existing facilities that require business proposal approval. Manufacturing Releasing – Sets the effectivity date and releases a Manufacturing Bill of Material (MBOM) start date to operations. When the maximum is reached. Manufacturing Engineering – Specifies the procedures and resources needed to transform product design into products. It is deployed on a prioritized. The minimum triggers the need to order more. material lists. 11/15 Caterpillar: Confidential Yellow 181 Paper copy is considered UNCONTROLLED. Manufacturing Production Execution – Transforms resources into value-added finished products.cat. inventory is investigated for root cause of excess. Man-Time Elements – Operator activities identified by the processor as part of the required standard work of an operation. This is part of the Normal Cycle Time (NCT). improve quality and reduce process time and cost. resources and floor space requirements. Masking – Applying masking to surfaces that must be protected from receiving paint. Manufacturing engineering appendix Version 2. MC1000-105 Welder Performance Qualification – Outlines the minimum mandatory procedure requirements whereby an applicant for welding is initially qualified.com Liquid Spray – A paint application method where liquid paint is atomized into droplets as it is forced through a tiny elliptical shaped nozzle located on the end of a gun or spray wand. Max min – An inventory control process that provides for variability in demand. Machining – The removal of material caused by tools contacting work pieces at various feeds and speeds. Material Spring Back – The largest variable in the forming process. Spring back occurs when the press releases the piece.cat. visit https://cps. Turning and Machining Centers – This practice establishes guidelines for evaluating the performance of CNC lathes. turning and machining centers and outlines the necessary documentation. MH4000 Non Destructive Evaluation (NDE) Manual – Provides general guidelines for developing an NDE program tailored to a facility’s specific requirements.Testing Guidelines for Acceptance and Monitoring of Computer Numerical Controlled Lathes. MJ1000 Series Planning for Assembly Quality – Defines the assembly quality planning processes. ML2007 Leak Testing Requirements . 182 Manufacturing engineering appendix Version 2. components and safety. MQ5000 MQ5001 and MQ5002 Pre-Delivery Inspection Process – Defines the common process for final inspection of prime products before shipment to dealers / customers. MS4001 – Caterpillar Global Machine Specification – This documentation provides the basic specifications for controls. MH2750 .External – Defines common processes for detecting external leaks in fluid carrying systems. Verify it is current prior to use. MH2751 . prior to shipment.com/publications . MH2310 Prime Product Final Testing Thermal Cycling Requirements – Outlines the thermal cycle test procedure on prime products to identify and correct defects related to leaks. MS4000 – Robotic Arc Welding Equipment Specification – This documentation provides the specifications for robotic arc welding equipment as a supplement to the Caterpillar Global Machine Specification (MS4001). For current version / information. MQ1000 Series Quality Control Audit Program – Defines the common process for piece part audits.Equipment Procurement Runoff and Capability Requirements – This document describes a uniform procedure for evaluating new machine tools and processes. MH2400-301 Guidelines For Dimensional Inspection Gage Selection and Application – Provides guidelines for the proper selection and application of dimensional inspection gages and fixtures.cat. ME1500-15 – Provides a list of project activities that can easily be overlooked when running a Heat Treat capital project. visit https://cps.MH2300 In Process Validation and Quality Gates – Describes the common process for deploying In Process Validation (IPV) and quality gates. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. MP1006 – Request for Quotation (RFQ) of Capital Equipment MP1011 – Provides a list of project activities that can easily be overlooked when running a Machinery and Equipment (M&E) capital project.3 Rev. After approval. Operator-Performed Maintenance (OPM) – Routine preventative maintenance (inspections.000 = 25.cat. but before the company pays taxes and the interest on its loans. acquire. To calculate: for example. The process is structured in phases. Order Specific Sequenced – Parts sequenced according to assembly build. For current version / information. (Plant Sim) Tecnomatix Plant Simulation – A discrete-event simulation tool used to optimize and validate a current or proposed production system.3 Rev. NX-CAM – A Siemens CAM application. visit https://cps.000. Subtracting the capital charge from operating profit gives us a better idea of how much money we really made after satisfying our lenders and investors. Painting – See Product Finishing. 25/1000= . Planned Method Cycle Time (PMCT) – Establishes the time required to manufacture products based on standard work according to a planned method. OPM is a technique used in Total Preventative Maintenance (TPM).025 or 2. Manufacturing engineering appendix Version 2. Numerical Control (NC) Programming – The process of creating numerical commands to enable numerically controlled machines to operate. Normal Cycle Time (NCT) – The machine time and / or man time for performing standard work. if you had 25 pieces defective of 1. adjustments. This is considered the same as Floor-to-Floor time. The capital charge includes that loan interest and what investors expect to gain by owning Caterpillar stock. Percent Utilization – Percentage of a trailer or sea van that is used compared to the maximum allowable. Phosphatize – A zinc or iron phosphate solution is used to tie up the free iron atoms and provide an amorphous surface that gives the paint something to “bite” into. performance and quality. plan and prepare a request for investment in new capital equipment.com/publications . the dividends they receive and the increased value of that stock. OPACC = Operating Profit – Capital Charge Operations Data System (ODS) – Database used to determine assembly cycle times for processes using work standards time charts. PMCT is considered the Total Cycle Time (TCT). . each with comprehensive activities and deliverables to ensure Caterpillar delivers a high quality product on time and at cost. 025 X 1. 11/15 Caterpillar: Confidential Yellow 183 Paper copy is considered UNCONTROLLED. Operating profit is the money left over after employees and bills are paid. Verify it is current prior to use. start up and transfer the equipment to production.5% defective. Numerically Controlled (NC) – Used to describe how a machine is controlled while completing its value added processes.000 PPM. and minor lubrication) performed by the equipment operator. Overall Equipment Effectiveness (OEE) – A measure of how effectively equipment is being used based on availability .New Capital Introduction Process (NCI) – A common enterprise-wide process to define. Parts per Million (PPM) – Quality performance measurement.000 pieces. Operating Profit After Capital Charge (OPACC) – A measure of profitability designed to align the company’s goals with the interests of its stockholders. New Product Introduction (NPI) –The process for bring new product designs to market. Product Finishing – The combination of manufacturing processes used to apply paint to machines and engines to impart brand identity. the earning produced by an asset to the amount invested in the asset. 184 Manufacturing engineering appendix Version 2. This Manufacturing Engineering process includes determining and documenting all information needed to produce a component or assembly as specified by design engineering. at the quoted production rate.Point of Use (POU) – The place where material is kitted / sequenced / sub-assembled / assembled / manufactured. For current version / information. Pro/NC – Parametric Technology Corporation’s (PTC) 3D Numerical Control application software.cat. maintenance and capital improvement policies that will manage the risks of equipment failure most effectively. Process Planning – The overall name used for describing the process creation and definition for assembly. machining and fabrication.com/publications . Process Failure Modes & Effects Analysis (PFMEA) – A formal. visit https://cps. usually expressed as a percentage. Return on Investment (ROI) – A financial measure of the relative return from an investment. protect functionality from corrosion and enhance customer perception of quality.3 Rev. which supports correct costing. contracted staff. Positioning Equipment – Enables the weld to be placed in the proper orientation to control the molten weld pool. Preliminary Owner Program Requirements – Written document setting forth the functional and performance requirements for the facility needed to support the owner’s business purpose. detection and correction of incipient failures. and criteria for the project. Pro/E – Parametric Technology Corporation’s (PTC) 3D CAD parametric feature solid modeling software. Refer to LCD process for more information. Or. and staffing needed to support and operate the facility. either before they occur or before they develop into major defects. constraints. multi-axis robots or manually. Preventive Maintenance (PM) – The care and servicing by personnel for the purpose of maintaining equipment in satisfactory operating condition by providing for systematic inspection. ability to plan capacity and scheduling priority. Refer to LCD process for more information. Typically first created based on the DFMEA during process planning. Verify it is current prior to use. Powder Coating – A dispersion of small thermoplastic particles that are applied either via reciprocating devices. Preliminary Human Resources Strategy – The suppliers. Production Part Approval Process (PPAP) – A method of ensuring that customer engineering design records and specification requirements are properly understood by the supplier and that the supplier’s manufacturing process has the ability to produce product consistently meeting these requirements during an actual production run. Quality Functional Deployment (QFD) – A system for translating customer needs into an appropriate enterprise requirement for service and product from research to operations and customers. Reliability Centered Maintenance (RCM) – An industrial improvement approach focused on identifying and establishing the operational. The document includes design objectives. Rinsing – The process of using chemicals to remove soils from the surface of the metal. structured procedure used to analyze failure mode data from both current and prior process designs to prevent occurrence of those failure modes in the future. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. Routing Accuracy – Measures the accuracy of manufacturing routing. machines or equipment.provides best practice guidance on designing ball type locators for Tool Designers. and application for Tool Designers. repair and servicing of buildings. heat treat/hardness specifications. logistics. purchasing.provides best practice guidance on material selection. costing and production execution processes. It allows personnel to see issues on a machine. Statistical Process Control (SPC) – Using applied statistics to predict process outcomes and prevent non-conformance. Sort – Determine which items. the work sequence used to complete the task.3 Rev. TDS-1004 Locator Design and Application Guide . Shine – The process of cleaning an area and equipment. Surface Prep – The removal of surface imperfections from a previous process prior to painting. It helps reduce process variability. Manufacturing engineering appendix Version 2. TDS-1008 Weldment Fixture CAD requirements . that do not support the current production plan and therefore need to be removed. This approach facilitates the development of multiple layout alternatives while quantitatively evaluating physical and abstract relationships. Sustain – A required daily cleaning process that is part of standard work for an area. tools or items in a specific. Caterpillar SAP PLM processes include process planning. standard inventory required to keep the process operating smoothly. material planning. movement or rearrangement of machine tools and equipment or any other special miscellaneous work. Set – Addresses the waste of excess motion and simply means placing all the material. It is the basis for continuous improvement. rework tags. It includes procedures. such as oil leaks. Standardize – The process of establishing the standard to be used by the team.establishes the standard requirement for 3D models for vendor tool designs. pictures and checklists as part of the standard work documentation. Special Work Orders (SWO) – A document created to authorize work such as major modifications to buildings. It helps to train and cross-train employees. Standard Work – Doing the same task the same way with the same results regardless of who is performing the task or when. optimal location. It captures and shares process expertise. tool orders and normal maintenance. 11/15 Caterpillar: Confidential Yellow 185 Paper copy is considered UNCONTROLLED. Standards – SE00001 Ergonomic and Safety Fixture Criteria . visit https://cps. machines or equipment when it is neither unusual nor uncommon in nature or cost. Activity areas and departments are arranged adjacent to one another based on material movement and non-flow relationships. For current version / information. Verify it is current prior to use. Standard Work documents are visual workplace tools that identify the current best method to perform work tasks. such as material and tools. TDS-1003 Material Application Guide .presents ergonomic and safety criteria to be followed during Tool Design and Process Planning for new processes and as a means to generate / justify change to existing processes.SAP – PLM software implemented as part of an order-to-delivery transformation.com/publications . SIPOC – 6 Sigma tool that outlines the Supplier / Input / Process / Owner / Customer of a process.cat. The documents do not include work authorized by production work orders.outlines acceptable practices used for creating CAD models of tool and fixture design for Caterpillar. Systematic Layout Planning (SLP) – Method of developing and arranging block layouts for projects on a macro or micro scale. TDS-1006 Tooling Supplier CAD Requirements . and references to Planned Method documents. The Standard Work Sheet contains four elements: takt time. tooling and gages necessary to support the manufacturing and assembly processes. total productivity of equipment and total life cycle of equipment. Traceability – The ability to “trace” an assembly or component back to it’s origin. Tool Selection – The selection and application of the appropriate cutting tools for use during machining operations. Work in Process (WIP) – Material that still needs value added operations performed to reach before reaching final form. It provides a comprehensive visual planning system to meet the needs of machining. Welding Robot – Automates welding.com/publications . Weld Process Module (WPM) – The current Caterpillar process planning application for weldment process documentation. This software application enables creation of process plans from JT models. Vibration Analysis – Monitors vibration and reports on it when it exceeds set limits or baseline data. Calculated by dividing available time by customer demand. visit https://cps. Overall Equipment Effectiveness (OEE) is used to determine the effects of TPM. fabrication and assembly processes. It usually includes some form of serialization and parent / child relationship record. Total Cycle Time (TCT) – The total time required to complete one cycle on a given production resource. Tool Design – The design of fixtures. Welding Power Supply – Provides the power and controls for voltage and wire-feed speed.3 Rev. Welding / Joining – The process of joining two metal pieces by heating them and allowing them to flow together. Verify it is current prior to use. Tugger – A material-handling machine that similar to a train which is used to pull various items. Thermographs – Infrared images of operating equipment showing various temperature changes used to diagnose overheated areas such as hot bearings or electrical connections. Total Productive Maintenance (TPM) – A set of techniques that ensure every machine in a production process is always able to perform its required tasks.Takt Time – Measure of the rate of production necessary to meet customer demand.cat. VPP (Virtual Process Planning) – This virtual / visual software is implemented at several facilities. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. 186 Manufacturing engineering appendix Version 2. For current version / information. The approach is termed total in three senses: total participation of all employees (not just Maintenance personnel). Shine. visit https://cps. Improve and Control DPM Defect Per Million DPU Defects Per Unit EAU Estimated Annual Production Usage ECCP Enterprise Component Capacity Program EDM Electro-Discharge Machining EDN Engineering Drawing Notice EDS Engineering Data System EDNS Engineering Data Notification System EHS Environment. Measure. Health and Safety EIM Enterprise Information Management EMCC Engineering Manufacturing Change Control EMS Equipment Monitoring System EPP Executive Product Program ERP Enterprise Resource Planning ESO Engine Shipping Order EtQ Enterprise Quality Software Deployment Program FEA Finite-Element Analysis FMEA Failure Modes and Effectiveness Analysis FPM Functional Process Map Manufacturing engineering appendix Version 2. Verify it is current prior to use. For current version / information. Analyze.acronym list 5S Sort. Standardize and Sustain AHF Allowed Hours Factor AHJ Authority Having Jurisdiction AMT Advanced Materials Technology APQP Advanced Product Quality Planning APT Advanced Production Technology AQE All Quality Event ASM American Society of Metals ASN Advance Shipping Notice BIQ Built in Quality BOM Bill of Material CAPP+ Computer Aided Process Planning CAD Computer Aided Design CAE Computer Aided Engineering CAV Customer Acceptance Validation CLMS Caterpillar Learning Management System CMM Coordinate Measuring Machine CMMS Computerized Maintenance Management System CMMs Coordinate Measuring Machines CPPD Concurrent Product & Process Development CPI Continuous Product and Process Improvement CPS Caterpillar Production System CQMS Caterpillar Quality Management System CSF Critical Success Factor DBS Dealer Business System DFMA Design for Manufacturing and Assembly DFMEA Design Failure Mode Effects Analysis DMAIC Define.3 Rev. 11/15 Caterpillar: Confidential Yellow 187 Paper copy is considered UNCONTROLLED. Set.com/publications .cat. Velocity and Cost PR Probability of Successfully Fixing a Defect 188 Manufacturing engineering appendix Version 2.com/publications . Verify it is current prior to use.3 Rev. 11/15 Caterpillar: Confidential Yellow Paper copy is considered UNCONTROLLED. For current version / information.cat.GD&T Geometric Dimensioning & Tolerancing GIS Global Information Services GPNP Global Production Network Process GPP Generate Process Plan GSND Global Supply Network Division GTcMFG Global Teamcenter Manufacturing HTE Heat Treat Engineering HTE-AMT Heat Treat Engineering .Advanced Materials Technology ICA Interim Containment Actions ICAM Integrated Computer Aided Manufacturing IES Industrial Equipment Specification IPV In-Process Validation IS&V Integrated Simulation & Validation JMI Job Method Instruction KBA Key Business Activities LCD Lean Capital Deployment MAMM Manufacturing and Materials Management MBOM Manufacturing Bill of Material MCS Manufacturing Control Systems MEI Metals Engineering Institute MES Manufacturing Execution System MGPP Multi-Generational Process Plan MSO Machine Shipping Order NC Numerical Control NCI New Capital Introduction NCT Normal Cycle Time NDE Non-Destructive Evaluation NPI New Product Introduction ODS Operation Data System OEE Overall Equipment Effectiveness OPACC Operating Profit After Capital Charge OPM Operator-Performed Maintenance P&SD Product & Service Development PCA Permanent Corrective Actions PC Probability of Defect Creation PD Probability of Defect Detection PD&GT Product Development and Global Technology PdM Predictive Maintenance PFMEA Process Failure Modes and Effect Analysis PLC Programmable Logic Controllers PLM Product Lifecycle Management PPM Parts Per Million PM Preventative Maintenance PMCT Planned Method Cycle Time POU Point of Use PPAP Production Parts Approval Plan / Process PPL Prioritized Project List PQVC People. visit https://cps. Quality. cat. Process. Outputs. Inputs.3 Rev. visit https://cps.com/publications . Applications and Products SIPOC Suppliers. Verify it is current prior to use. Customers SMP Strategic Manufacturing Planning SPC Statistical Process Control SPM Supplier Performance Management SWO Special Work Orders TBU Transmission Business Unit TCT Total Cycle Time TPM Total Productive Maintenance VOC Voice of the Customer VPP Virtual Process Planning VSM Value Stream Map WIP Work In Process WPM Weld Progress Module Manufacturing engineering appendix Version 2. For current version / information. 11/15 Caterpillar: Confidential Yellow 189 Paper copy is considered UNCONTROLLED.QFD Quality Function Deployment RCCA Root Cause Corrective Action RCM Reliability-Centered Maintenance REDI Research and Engineering Document Inquiry RIW Rapid Improvement Workshop ROI Return on Investment RPN Risk Priority Numbers S&OP Sales and Operations Planning SAP Systems. . . are trademarks of Caterpillar and may not be used without permission. “Caterpillar Yellow” and the POWER EDGE trade dress. as well as corporate and product identity used herein. ©2015 Caterpillar • All Rights Reserved • Printed in the USA CAT. their respective logos. . CATERPILLAR.