CAPP knowledge at the BVG a reasonable usage of CAPP knowledge requires that is screwed to the existing processes and belief work, Robert Opitz, head of production planning and logistics at the BVG (www.bvg.de) sent ahead area underground workshops, his lecture. The BVG, which has 12,000 employees, uses CAPP knowledge in the underground garages. If you would like to know more about Dankse Bank, then click here. At four locations, 520 employees perform maintenance, i.e. maintenance, inspection, repair, and improvement of 1,264 passenger and commercial vehicles of 18 vehicle series. Also used on a majority of vehicle assemblies and vehicle equipment, individual components are manufactured themselves. The sites were originally not only locally, but also organizationally completely separate and apart, Opitz took a look back on the development. He reported in detail how the Organization was changed to the maintenance. Stood at the beginning of the task, to create transparency about the numerous in terms of content and form very different routings, which caused high maintenance, their Aktualitat but not guaranteed and whose accepted by users was consequently low.
The objectives, for example, a regulated, transparent process for the creation, management and maintenance of work plans, a uniform data base for the production and maintenance, a single, modular, and construction group-oriented work plan structure, as well as a significantly lower expenses for the maintenance of work plans and for the determination of standard times were the demands on the IT support derived from. These included including a central create, deploy and maintain steps/tasks to the figure of maintenance measures, taking into account various criteria such as component, vehicle series, work, material number, including operations in different parent tasks/task lists or a change history search and selection function, the multiple use of single (sub) appropriate. With CAPP knowledge, Opitz, could be used to most easily, but especially CAPP knowledge served as a good reason for the unification and centralization of the scheduling and the drastic reduction of the circle of those entitled to change.