Interview: External Review – Siemens (Participant_F & Participant_G, 2021) Interviewer: Josua O. Wesch
Interviewees: The interviewees will be referred to as Participant F and G for anonymity on feedback.
Date: 10 March 2021 (10h00 – 12h00) via virtual online platform.
The unstructured interview is transcribed and edited to provide a more structured review, which can be analysed and referenced more easily.
i. Overview on TX and DES:
The initial opening for discussions was around an overview of TX and DES implementation strategy.
Participant F: The biggest factor regarding DES software implementation for any company, relates directly to the maturity of the business. Based on the entry of technology at hardware and software level.
DES mainly utilises perceptive modelling techniques.
It is important to note that DES-type software is not used every single day, and is mainly dependent on project requirements and resource availability.
After Covid, it has become clear to almost all industries, that virtual is key to ensure future success and profitability. In the next 10-15 years, most production companies should have virtual models/simulation capabilities.
DES should be used as a proactive strategic tool and not as a reactive tool, in order to add the most value.
The automotive industry is the leading industry with plant simulation utilisation and implementation.
Participant G: Baseline for maturity can be followed on existing company models, for example, ERP systems in place, IT infrastructure, etc.
TX is utilised more as a gateway and support tool, this can be seen from the fact that the biggest ROI can be perceived from quick prototyping projects, where focus points include:
Increasing production throughput,
Cost reduction,
Equipment/process flow analysis,
Dynamic variation (scenario) analysis.
TX pays back 1000-fold for Greenfield projects. DES is also very effective in simulating Kaizen-type projects.
Brownfield project needs benefit on backend requirements, and aid to developing Greenfield projects.
DES implementation is focused on ROI.
DES projects benefit design and production-type projects. Design project simulations provide the following benefits:
Material handling analysis and optimisation;
Logistics management support;
Operational management support;
Testing of scenarios for motivation/support;
Layout changes.
The next level is on production simulations, which provide benefits regarding resource capacity and utilisation analysis for equipment, personnel, investigations, maintenance/failures, etc.
DES incorporates three functions: Time, logic, and behaviour.
Another important benefit that DES can provide companies, is a means to simulate extreme measures, e.g. impact of Covid on operations, strikes, export restrictions, etc. – this is however not utilised a lot.
TX provides value to management, operations, logistics and design departments.
Virtual commissioning escalated the use of this technology within the last year.
The identified business component requirements and points of value are compiled in this section.
Participant G: The most important factor to keep in mind is the People-Process-Technology barrier. The following aspects are required for DES implementation:
People: Technically proficient people should be in place or available, with a cross-functional team.
Process: Simulation steps and procedures as part of functional operations should be incorporated.
Technology: Hardware/Software requirements.
The best practice is to ensure that strategic decisions are included as a process from implementation to integration. Change management is also of utmost importance regarding new software implementation within companies.
Participant F: The best-identified resource requirement for TX at a company is having at least one simulations engineer, who will be a dedicated individual implementing the software at a project level. Preferably, an industrial engineer with coding experience, and for simulation teams, it aids in having a cross-functional team including statisticians and process engineers with coding skills (this is a primary requirement).
Mature companies with an implementation strategy in place can benefit from having a 2-5 man simulations team. An important skill required is an engineering mindset and being able to quantify input requirements.
Initially, the standard TX license capabilities are sufficient, with development and maturity professional integration can be incorporated.
iii. Strategy Development Input
Feedback and input regarding overall strategy development are compiled separately in this section.
Participant G: TX value to operations lies with the simulations team and successful project-level implementation. The primary data requirement and value-adding simulation are a continuous back-and-forth process.
The best software strategy to follow is with a top-down initiative for production and design support, with quantification of simulations to review the potential measurable success of projects.
With maturity, companies should move to simulate closed-loop models and integrate with other PLM systems.
A standardised modelling approach for TX implementation is the best practice.
Participant F: Knowledge transfer is the most important aspect regarding an implementation strategy.
Building a library of models and incorporating a modular design approach, with object templates will provide the most efficient working practice as more projects are completed. This will lead to reusable models for new projects (automation).
Following a top-down approach, the following implementation method for TX is recommended:
i. Start small with a few identified small projects.
ii. Prove that the simulations are accurate.
iii. Roll out the software within the company.
iv. Implement a broad spectrum of project types.
v. Construct a blueprint methodology to follow.
vi. Use concurrently and evaluate continuously.
An important aspect that must be included in all simulation projects is the reviewing of data, models, and simulations.
Additional value for production and design support simulation projects lie in having building models, which can be maintained and used for future decision support.
Siemens bought out Mendex, and is becoming a cloud-based operation and started providing subscription level licensing support.
APPENDIX J: REFINED PROJECT REQUEST TEMPLATE
Project/Process/Facility: _____________________ Facility/process history:
Requestor: ____________________________________________________________________
Department: ____________________________________________________________________
Line Manager: ____________________________________________________________________
Project Background (Give a brief description of the project):
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
_________________________________________________________________________________
Support Request (Brief description of requirement):
__________________________________________________________________________________
__________________________________________________________________________________
__________________________________________________________________________________
DES Deliverables Requirement (Mark or highlight block):
Process fly-through Bottleneck analysis Material flow analysis Logistical flow analysis Operational Utilisation &
Efficiency analysis
As-is/What-if scenario simulations
Transportation &
Material Handling analysis
Process/Layout/Model optimisation
Business Impact:
Business Cost (if applicable): _________________
Approximate Lead Time (From request to project completion requirement):
__________________________________________________________________________________
______________________ _______________________
(Requestor) (Line Manager)
Existing New
LOW AVG HIGH