Prototype Build Optimization

Abstract

The Design Operations Team has the capability of eliminating human capital overreduction and increasing production by becoming more efficient. It is customary within the Design Operations Team to exhaust its over-time allocation. A consequence of this inefficiency is headcount overreduction.

Implementation of a simulation-based change management tool fosters a low risk solution to experiment with continuous improvement projects. Simulations help uncover opportunities through evidence-based outcomes that support and guide strategic restructuring decisions.

The existing operation was analyzed. The workorder system data was collected and aggregated. The data failed to provide adequate input for a simulation due to data inconsistencies. Milling machine data was collected and aggregated. The forecasted milling schedule did not match real time data and proved impractical for simulating.

An interview process was conducted with workers from the Design Operations Team. Sequential elemental process steps and their estimated times were gathered during the interviews. The time it took to walk between each of the shops was calculated. Process elemental times and walk times were added to the simulation and the results were analyzed.

The simulation results prove that quality inputs have a direct impact on the results produced from the simulation. The inputs must be refined to strengthen evidence-based simulation results for confidence in strategic choice. The workorder system plays an instrumental role for improving efficiency in data mining, process control, operational transparency and seamless communication.