Manufacturing Division Roundtable on NC Implementation
By Dr. D.M. Aber

The implementation of manufacturing planning and NC part programming in your organization is many times perceived as a pioneering set of activities. We have produced a paper that collects the implementation experience by five domain experts that have implemented these applications for production use. The paper proposes a set of implementation related questions to these specialists and records their responses. This information is particularly useful to all users and implementers tasked with making a transition in CATIA NC Manufacturing.

This topic will be part of the Fall National Conference Program as General Session G-11. The answers to the following implementation question will be detailed in a paper available at the session and also through the conference proceedings. The session will review these questions and take additional NC Implementation questions from the floor.

Is end-user update training a part of your manufacturing implementation?
The pace of change in current manufacturing software makes it very important that the end-user constantly be aware of new functions or available methods. There are many techniques that can be employed to remain current with your software capabilities. One method is end-user update training. These sessions can be scheduled periodically to establish awareness to new functions, they can be incorporated into team meetings, or may be an elective in a structured manufacturing class work plan. Here we discuss if this approach is used and what the techniques are to get this important information your end-users.

Is there a requirement for APT Macros usage in current NC Implementations?
APT macros were a very important part of NC programming when the Automatically Programmed Tool language was used to create the ncdata that was used to drive CNC machining equipment. During user migration toward the early CAM systems, APT macros also provided a way to supplement required functions and user preferences within these systems. Today, debate on this topic can be revisited within the context of the current CAM system tool path function and program control capabilities.

What is today's NC manufacturing user looking for in their CAM Software? How do you measure success in your manufacturing implementation project? And when and where in your organization is this success reported?
This two-part question drives right to the very core of a successful manufacturing business. A manufacturing implementation project is initially justified to management. As the project evolves, how do we measure success? The old manufacturing rule of direct employee hour reductions tells only a portion of the story when implementing modern CAM systems. Here we explore other measures of manufacturing implementation success. The second part of this question addresses when and where in your organization these measures of success are reported. The timing and awareness given back to management seem to be important factors into the perception of manufacturing projects and follow-on project requests.

What was the toughest part of making your successful manufacturing implementation?
This question reflects back to an overview of each panelist's NC implementation. The question highlights an area or topic in current NC implementation that presented each panelist with a specific challenge. The major components of a manufacturing system include technology, people, and practices. These components are all placed in the context of a specific manufacturing environment. Any of these components and the environment can present formidable challenge when approaching NC Implementation. Here we share insight into the tough parts of our implementation so that others may have an awareness as they engage their own NC implementation.

What part of your manufacturing implementation strategy or plan would you change and why?
This question summarizes the NC Implementation Roundtable - Part II. The question explores the age-old question," If you could do it over again, What would you do differently?" This question applies to the manufacturing implementation undertaken by each panelist. We have the opportunity here to "stay-the-course" or "tune-our-approach". This question can be of particular significance to those implementers that have charted a path to new manufacturing technology and about ready to begin a NC migration project. Here, the experts wipe the slate clean and project to their next NC Implementation.

COE DPC Adds Your Voice to the Dassault Development Strategy
By Fred Slanksy,Dassault Systemes

The primary objective of the COE Development Planning Council (DPC) is to assure that the CATIA users' requirements for enhanced functionality are properly communicated to the Dassault Systemes development team. This includes Enhancement Requests as well as Top Strategic Requirements. Dassault's Strategic Enhancement Request (SER) system has been an integral part of the COE DPC process since the spring of 2000.

Dassault's SER system was implemented to gather, prioritize and track enhancement requests originating from multiple sources including the American, European and Japanese user organizations. This process was intended to complement, rather than replace, other processes for submitting and tracking enhancement requests such as the Program Enhancement Request (PER) process and Customer Validation Internal (CVI) process. COE has been a major force behind the development and deployment of Dassault's SER system.

Enhancement requests must be submitted to COE in writing. Verbal requests identified during a DPC session at a COE conference will be written on the appropriate Enhancement Request form and submitted by the DPC chairperson. Enhancement requests may also be submitted electronically at any time using the COE Web site. Enhancement requests submitted via the Web site are emailed to the appropriate DPC chairperson.

Once the chairperson has received the request, it is reviewed by the DPC chairperson and the IBM and Dassault Domain Managers for completeness and appropriateness. If the request is incomplete, the DPC chairperson will attempt to obtain more information from the submitter before forwarding the request to Dassault. If the request is not appropriate for the SER system, the request will be rejected and the submitter will be advised as to why it was rejected and how they might proceed. For example, if the request is believed to be a defect, the submitter will directed to the Problem Management System (PMR) established by IBM and Dassault.

Once accepted by the DPC, the DPC will develop a consensus as to how many users or companies will benefit from the enhancement and how big a benefit will be realized. These criteria will be used to establish the SER priority. Next, the DPC chairperson enters the request into Dassault's SER database and informs the submitter that their request has been submitted to Dassault.

Once the request has been entered in to the SER database, the Dassault Domain Leader will either:

• Request more information from the DPC chairperson (status = "in work")
• Close the request as "refused" (e.g. not compatible with planned product development)
• Close the request as "implemented", but not yet be generally available, or
• Accept the request (status = "capitalized")

If the request is accepted, the Dassault Domain Leader will generate a "public" SER which is visible by others with access to the SER database, but does not have as much detail as the original SER and change the status to "under analysis". The Dassault Domain Leader will also determine if the work is planned (status = "accepted planned" or "accepted unplanned") and identify when the enhancement will be implemented. When coding is complete, the Dassault Domain Manager will change the status to "implemented."

The DPC chairperson has access to the SER database and is responsible for reporting the status of each SER within their domain during subsequent COE conferences. Once the requested enhancement becomes generally available, the DPC is expected to review the enhancement and determine if the requirement has been met. If it has, the DPC chairperson will change the status in the Dassault SER database to "closed." If the requirement has not been met, the DPC will discuss the situation with the Dassault Domain Leader and arrive at an appropriate course of action.

The COE organization and Dassault have agreed on metrics to measure how well the SER process is working. These metrics will be reported during a general session at each conference.

CATIA's Ease-of-Use Brings Parents and Sons Together

Illustrating CATIA's ease-of-use capabilities, IBM and Dassault Systemes are pleased to announce that five Cub Scouts, aged 11, have successfully designed and built pinewood derby race cars with CATIA Version 5, the world's leading computer-aided-design (CAD) software.

After two of the boys won first- and second-place honors within Cub Scout Pack 211, one went on to place second in the Catalina Council championships in Tucson, Arizona on April 7th, with a time of 2.548 seconds to complete a 30-foot downhill race.

The Pinewood Derby, a traditional Cub Scout activity held annually at Cub Scout packs around the country, was devised to give parents and sons quality time together while promoting craftsmanship and good sportsmanship. Each of the Scouts receives the Official Pinewood Derby kit, containing wheels, axles, a block of pine with plotted axle slots, number decals and basic building instructions. Using these materials, and the required specifications, the boys are expected to design and assemble a car measuring no more than 2 ¾ inches in width and 7 inches in length and weighing precisely 5 ounces, to race on three tracks.

The Cub Scouts can earn patches in such areas as woodworking, safety, engineering and craftsmanship in the process. After clearing it with Scout officials, David Knoble, CATIA Application Engineer for IBM, and Cub Scout parent, volunteered to organize a group to focus on engineering by showing the boys computer-aided-design, using CATIA -- a solution used by about 18 of the world's 24 major auto makers.

"I wanted to show them how much they can do and how much fun it could be," explained Knoble. "The ease-of-use functionality of CATIA afforded me the opportunity. In the Cub Scouts it's not about winning but about doing your best, growing and perhaps taking pride in your work and family. Every kid who participates is a winner. Too few childhood organizations see it that way these days."

Starting with a standard aerospace helicopter demo, the Webelos Den 6 of Cub Scouts Pack 211 learned how computer-aided-design could help them draw out proposed designs for their pinewood derby race cars.

"I gave them a basic introduction to computer-aided design, and how engineers use computers to check a part's fit and function," said Knoble. "The CATIA demo was a big hit. They really liked the image manipulation, fly through, visual verification and automatic drawing creation functions."

Following the strict national standards imposed by the Boy Scouts of America, the middle school Scouts initially developed paper drawings of their cars. Then, enlisting the help of a local machine shop, the boys used CATIA's V5 sketcher tool to bring the design into 3D. Once completed, they used CATIA to program the cutting paths, which were posted to the numerical control (NC) machines and cut. Each Cub Scout with his parents, using traditional methods, completed final painting and assembly.

"It was really cool," exclaimed Jason Knoble, Cub Scouts CATIA user and designer of the fastest car in the race. "We drew our own designs, and then saw them morph on the computer. We created operations like profile contouring and roughing and final surface sweeping. It looked really professional, much cooler than our sketches. And on top of that, two of our designs won!"

Parents of the Scouts were amazed as well at what their kids were able to do with CAD, not to mention that they were even able to understand and work with the software.

"In past years the kids built the cars with a manual coping saw and hand carving, or profiling along a sketch with a power band saw," said Dr. Richard Panzero, Webelos Den 6 Leader Pack 211. "But here they were able to use really sophisticated technology."

"CATIA's ease-of-use functionality is very appealing for any level of expertise," said Carlo Ranfagni, director of small and medium worldwide sales, IBM Product Lifecycle Management Solutions. "Combined with its many other tools and benefits that facilitate improved product quality, reduced development time and costs, and increased competitiveness, CATIA is ideally suited to any company, any engineer."

Saab Automobile AB Selects DELMIA's ERGOFab

ERGOFab is designed to improve the efficiency of new car design, as well as handling manufacturing change management. The system also controls operation management, including work instructions and line balancing. One of the key objectives is for ERGOFab to control the process structure, enabling it to optimize a car's path through the various steps in the production process.

"ERGOFab's attributes will allow us to save time and give us a more efficient method of handling all the process information and documentation, both prior to, and after, commencement of a model's manufacture. It will also give us an up-to-date user interface with a concept that supports simultaneous engineering," explained Anders Gadd, Project Leader at Saab Automobile.

Since September 1999, Saab Automobile has been using DELMIA's ERGOPlan and ERGOMas for process design in the assembly shop. The decision to deploy ERGOFab helps Saab move toward its overall strategy of working with digital manufacturing, and, in so doing, shortening lead-time in product and process development.

SAAB Automobile AB, a General Motors company, will deploy DELMIA's ERGOFab software for operation management and line balancing for Body in White, the Paint Shop and the Assembly Shop in its plant in Trollhattan, Sweden.

Svenska Aeroplan Aktiebolaget, SAAB, (the Swedish Aircraft Company Ltd.) was founded in 1937 with the express purpose of building aircraft for the Swedish airforce. The first Saab-designed aircraft, the B17 single engine bomber, had her maiden flight in 1940, and, in 1947, the prototype of the first passenger car, Saab 92, was revealed. Saab Automobile AB was formed on January1, 1990 when Saab-Scania transferred its entire passenger car operations to this new company, following a joint venture agreement reached with General Motors in December 1989.

Today, Saab is the distinctive European premium brand within the GM vehicle portfolio, developing dynamic vehicles with distinctive design, characterized by a combination of high performance, outstanding safety and superior driver control.

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