# Inter-Company Process Synchronisation The increasing complexity and networking of electrical/electronic systems requires the continuous optimisation of cooperative activity between manufacturers and suppliers. The alignment and synchronisation of the development process is seen as a key element in making a contribution towards improving design and product quality. Various working groups are currently developing solutions for the intercompany synchronisation of processes and for managing data and information exchange for use in joint development projects between German car manufacturers and their electrical/electronic system suppliers. The MEPRO working group (Methodology for Engineering Process Synchronisation) is striving to improve the design and product quality of electrical/electronic components. The group has identified intercompany cooperation as an area that still has significant potential for improvement. Implementation of the measures that the group has developed will allow exploitation of value- add potential in the areas of: reduction of development costs avoidance of information gaps relating to overall design error prevention through timely cooperation reduction in reaction and waiting times intensification of integrated and coordinated work activities during the joint effort The division of effort during the development of complex electrical/electronic systems requires intensive coordination of cooperative activities between the manufacturer and the supplier. The increasing need to integrate the manufacturer and the supplier makes it necessary to closely link intra-company and inter-company processes in the context of a process oriented environment at the companies. The various internal flows are to some extent significantly different, so the processes must be coordinated and synchronised at certain points in the design process. The working group has defined a method based on so-called reference points to coordinate the development activities of process chains running in parallel in the sense of simultaneous engineering. Reference points are alignment elements agreed between manufacturer and supplier. At certain points in the schedule, which are defined on a project-specific basis, a structured exchange of information and an alignment of the design status reached up to that point are performed. This makes it possible to verify the attainment of subgoals from the technical and organisational point of view. Required changes in the design requirements can also be agreed at this time.

| Process synchronisation using reference points: coordination of design processes with the aid of bilateral agreement on design status

The reference points are accordingly intended primarily for: the defined exchange of information the defined exchange of products (e.g. prototypes) and the determination of and agreements concerning design progress. Reference point content is unequivocally defined using a suitable descriptive structure, which lays down the general technical and organisational conditions for exchanging data and information and determining design status.

Scheduled activities in the implementation of reference points include monitoring and determination of design status as well as associated agreements and definitions of corrective action when targets are missed. The group has developed its own checklists to support implementation of the reference points. The lists concretise design-dependent checks and evaluations. Where generic (repetitive) points are involved, the checklists can vary depending on the design stage. This means that different content can be associated with a generic reference point to match the various design stages. The working group has also developed appropriate guidelines for project-related use of reference points, which act as practical instructions.

Working from the basis of VDA recommendations on project process planning, a process model has been developed, into which process segments and reference points for execution of a distributed engineering project have been integrated. The focus of the approach in the process model is principally directed towards concept development, product design and product verification tasks as well as acceptance from the customer point of view. The increasing dependency of real and virtual development is highlighted for each task in the process model.

| MEPRO process model: based on the VDA recommendation for project process planning

The goal is to reach an agreement between the manufacturer and the supplier right at the beginning of the development process concerning the implementation of a joint project with the support of the reference point methodology. In this way, the development partners involved are not only integrated into project planning in the best possible way, but they also obtain the necessary process knowledge for applying and aligning real and virtual design techniques and for maintaining smooth cooperation. In the next phase of the MEPRO working group, pilot projects will be initiated to verify the basics that have been developed. Another focal point will be the creation of adequate tool support to facilitate the efficient use of the concept that has been defined.

| Internet portal for development processes: In the future, the Internet will shape intercompany cooperation

In the future, Internet technology in particular will play a central role in making a reality of successful cooperation. The Internet platform provides the conditions for dynamic cooperative networks and enables faster and more transparent flows during distributed engineering projects. Integrating Internet technology intelligently into the engineering process has a crucial impact on and results in significant advantages in the development of innovative products. The Internet after all has an influence on all processes within a company. The resulting e-business represents the future integration platform both for company-internal and for inter-company development processes. Future vehicle innovation will be achieved principally using electrical/electronic systems. For this reason, distributed development processes between manufacturers and suppliers must be coordinated and supported in the best possible manner. The MEPRO working group will make a significant contribution towards this effort. Homepage: http://www.msr-wg.de _______________ Team of authors: Dipl.-Ing. Markus Kröll, Daimler-Chrysler AG, Dr.-Ing. Patrick Nohe, DaimlerChrysler AG, Dipl.-Math. Ralph Hartwig, Volkswagen AG, Dipl.-Ing. (FH) Christoph Hechler, Siemens AG, Dipl.-Ing. (FH) Eberhard Hübner, Robert Bosch GmbH, Dipl.-Ing. Alfons Biermeyer, Hella KG Hueck & Co., Dipl.-Ing. Michael Richter, Fraunhofer Institut für Arbeitswirtschaft und Organisation