ISO 18828-2:2016

INTERNATIONAL ISO
STANDARD 18828-2
First edition
2016-10-15
Industrial automation systems
and integration — Standardized
procedures for production systems
engineering —
Part 2:
Reference process for seamless
production planning
Systèmes d’automatisation industrielle et intégration — Procédures
normalisées pour l’ingénierie des systèmes de production —
Partie 2: Processus de référence pour la planification de la production
sans couture
Reference number
©
ISO 2016
© ISO 2016, Published in Switzerland
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ii © ISO 2016 – All rights reserved

Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms, definitions and abbreviated terms . 2
3.1 Terms and definitions . 2
3.2 Abbreviated terms . 3
4 Reference model for production planning process . 3
4.1 Summary of the process A0 (level 1) . 5
4.2 Summary of the process A2 (level 2) . 6
4.2.1 Summary of the process A2.1 (level 3) . 8
4.2.2 Summary of the process A2.2 (level 3) .12
4.2.3 Summary of the process A2.3 (level 3) .16
4.2.4 Summary of the process A2.4 (level 3) .19
4.3 Associated planning functions.22
Annex A (informative) Summary of the associated planning functions .23
Annex B (informative) Production planning disciplines .26
Annex C (informative) Object-Process Diagram .29
Bibliography .31
Foreword
ISO (the International Organization for Standardization) is a worldwide federation of national standards
bodies (ISO member bodies). The work of preparing International Standards is normally carried out
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electrotechnical standardization.
The procedures used to develop this document and those intended for its further maintenance are
described in the ISO/IEC Directives, Part 1. In particular the different approval criteria needed for the
different types of ISO documents should be noted. This document was drafted in accordance with the
editorial rules of the ISO/IEC Directives, Part 2 (see www.iso.org/directives).
Attention is drawn to the possibility that some of the elements of this document may be the subject of
patent rights. ISO shall not be held responsible for identifying any or all such patent rights. Details of
any patent rights identified during the development of the document will be in the Introduction and/or
on the ISO list of patent declarations received (see www.iso.org/patents).
Any trade name used in this document is information given for the convenience of users and does not
constitute an endorsement.
For an explanation on the meaning of ISO specific terms and expressions related to conformity assessment,
as well as information about ISO’s adherence to the World Trade Organization (WTO) principles in the
Technical Barriers to Trade (TBT) see the following URL: www.iso.org/iso/foreword.html.
The committee responsible for this document is Technical Committee ISO/TC 184, Automation systems
and integration, Subcommittee SC 4, Industrial data.
A list of all parts in the ISO 18828 series can be found on the ISO website.
iv © ISO 2016 – All rights reserved

Introduction
This document describes a reference planning process which aims to establish a consistent
understanding of production planning processes in the lifecycle stage of production preparation
addressing the phase in between design and manufacturing (see Figure 1). The primary application
domain of the reference planning process is planning of production systems, e.g. “make-to-stock” or
“assemble-to-order” production.
Investigations in the area of manufacturing lucidly show an increased utilization of digital planning
tools to master product and process complexity and respond to continuous cost and time pressure.
Production planning today uses many different IT-tools. These tools are mostly standalone solutions
that are highly oriented towards specific use cases. The isolation of the IT-tools hinders sustainable
system consistency. The heterogeneity and incompatibility of the IT systems hampers interdisciplinary
planning across multiple phases. A lack of clear structures for each phase leads, for example, to
inefficient planning and redundant processes, multiple work, transformation failures, and incomplete
information. The comparison of planning results, as well as information transfer between different
planning disciplines, is difficult. Despite this abundance of IT tools, as well as an overflow of various
process descriptions on all kind of specialized production domains in literature, a lack of common
standards is presently observable.
NOTE 1 For further reading, see Bibliography.
The reference planning process introduced within this document is illustrated in Figure 1. It is
embedded between the product design process and the production process. This illustration depicts
the sequential phases of the product life cycle, beginning with the concept phase, followed by the
evaluation of the product design until the start of manufacturing. It stresses the major importance of
a reference process for production planning as a link between product design and production itself. A
detailed visualization of the planning processes is given in Annex B.
Figure 1 — Classification of the reference planning process (qualitative depiction)
To achieve the goal of a consistent planning and harmonization of the multiple processes, the
development of a reference process for production planning is envisioned. Planning processes within
the manufacturing phase will be analysed and merged to optimize the efficiency and transparency
of each process activity. Thereby organizational, technological/technical and conceptual barriers are
identified and with appropriate measures minimized or totally eliminated.
In order to integrate IT systems across the multiple phases of product development, the processes used
in production planning need to be formalized and standardized.
For user specific applicability, the description of the model will be realized by the use of different
levels of detail. The reference planning process, as shown in Figure 1, comprises the totality of
processes within the production planning. Figure 2 depicts the reference planning process viewed
as an embedded process taking input information from earlier phases of the product life cycle (e.g. as
provided in ISO 10303-242) and releasing information such as work schedules to follow-up processes
(e.g. as described in ISO 10303-238). A general overview and a detailed explanation of all processes
within the reference planning process is given in Clause 4.
Figure 2 — Integration scenario of the reference planning process considering ISO 10303
Application Activity Modules (AAM)
NOTE 2 For further demarcation and possible integration to other standards considering industrial data, e.g.
product data (see ISO 10303-1), component data (see ISO 13584-1), production data (see ISO 15531-1) and life-
cycle data (see ISO 15926-1), see Bibliography.
vi © ISO 2016 – All rights reserved

INTERNATIONAL STANDARD ISO 18828-2:2016(E)
Industrial automation systems and integration —
Standardized procedures for production systems
engineering —
Part 2:
Reference process for seamless production planning
1 Scope
This document describes a reference planning process for seamless production planning.
NOTE In this context, “seamless” means the consideration of multiple planning aspects (relevant planning
disciplines) within the product life cycle, as illustrated in Figure 1 and Figure B.1.
The scope of the discussed reference process focusses on the planning of production systems such as
make-to-stock or assemble-to-order production. The analysis of the process activities has been limited
to those within the production planning. The following aspects are within the scope of this document:
— general overview of the reference planning process;
— basic principles of the process model;
— description of each level identified within the reference planning process for production planning;
— structure of activities and relations within each planning discipline;
— dependencies of interdisciplinary activities.
The following items are outside the scope of this document:
— material requirement planning/manufacturing resource planning;
— production order control;
— production process;
— early stage product design;
— order management, inventory management, purchasing, transportation, warehousing;
— production facilities planning/manufacturing facilities planning (physical plant and equipment),
including any kind of resource that is not directly related to the manufacturing process;
— value chain (inbound logistics, operations management, outbound logistics, marketing and sales);
— resource visualization;
— process simulation.
2 Normative references
There are no normative references in this document.
3 Terms, definitions and abbreviated terms
3.1 Terms and definitions
For the purposes of this document, the terms and definitions given in ISO 15531-1 and the following apply.
3.1.1
container concept
explicit choice of a transport container, such as blister packs, lattice boxes or small parts containers
3.1.2
delivery concept
strategy adopted to supply individual parts, modules or finished products to the assembly and
manufacturing resources
3.1.3
product
thing or substance produced by a natural or artificial process
[SOURCE: ISO 10303-1:1994, 3.2.26]
3.1.4
production process management
planning process during the production phase
Note 1 to entry: After the start of production, the production process management is involved if process or
product changes (requests) occur which lead to a new planning iteration. It does not include the operation
planning, planning of materials and resources or the planning and control of production.
3.1.5
operating resources
movable and immovable resources that contribute to production
3.1.6
planning scenario
combination of certain planning variants from all planning disciplines
3.1.7
process chain
sequence of process activities
3.1.8
product design process
process of design of a product from the idea for a product through to the last engineering bill of
materials (EBOM)
3.1.9
product structure
structure providing a functional classification of all items, parts, components, sub-assemblies and
assemblies of a product
Note 1 to entry: The hierarchical “as-designed” product structure which is defined during product design allows
the creation of an engineering bill of materials (EBOM).
3.1.10
reference planning process
process from the initial product definition to delivery of the last work plan in series planning
Note 1 to entry: The reference planning process does not include production control.
Note 2 to entry: The initial product definition usually corresponds to the end of the concept phase.
2 © ISO 2016 – All rights reserved

3.1.11
work system
system used to fulfil a work task and described by the seven system terms (work task, work progress,
human, resource and equipment, input, output, environmental influences)
3.2 Abbreviated terms
assy assembly
BOM bill of materials
EBOM engineering bill of materials (BOM from the design perspective)
EOP end of production
ext extended
MBOM manufacturing bill of materials (BOM from the production perspective)
mfg manufacturing
PLC product life cycle
SADT structured analysis and design technique
SOP start of production
4 Reference model for production planning process
To provide information for different user groups and use cases, the reference process model for
production planning is based on a multi-level structure. The process is detailed by progressive stages
in a top down approach. The degree of abstraction decreases by drilling down the levels. The number
of available levels depends on the processes and the connected sub processes. Here, the main processes
are broken down into several sublevels. To reach an appropriate degree of abstraction, especially for the
main planning functions, five levels are defined. These levels are illustrated in Figure 3. The notation
of the elements within the process represents their respective model level in order to reach a better
orientation while going through the description of each process. Except for the root process A0 at model
level 0, each process refers to the model level according to the number of numeric digits in the notation
(e.g. the process A2.2.1 contains three numeric digits and belongs to the model level 3).
NOTE 1 Syntax and semantics are used according to the functional modelling language ANSI/IEEE 1320.1.
NOTE 2 A functional model describes the functions (e.g. activities, actions, processes, operations) of a system
(e.g. product design, production planning, production) and their relationships. The functional model represents
what is done rather than how it is done. The content of the model represents all possible functions of a system.
For company specific implementation not every function needs to be applied. Functional models such as activity
models are frequently used in normative context (see Bibliography).
Figure 3 — Structure of the reference planning process model
The consideration and control of the complexity are essential for the development of the reference
planning process. The modelling makes use of combining recurrent functions and constraints into
aggregated modules. As a result, clear structured planning processes consisting of input and output
data, control mechanism and methodical support have been modelled. Thereby both, functions at the
interface of the reference planning process and consolidations within the planning disciplines are
combined at the root level. This aggregation leads to a significant increase of clarity of description and
enables a prioritized view for the user at the given core discipline. The description of the detailed model
levels follows the same top down approach. First the level with the highest degree of abstraction will
be described (referred to as level 0), following a description of the level consisting of the main function
of the reference planning process. In reference to this basis every possible characteristic planning
element will be consecutively described. To ensure a consistent description of the different model levels
the detailed description of the levels contains the following structure:
— the graphical abstract of the detailed process activities using structured analysis and design
technique (SADT) notation;
— the textual description of the process activities;
— the additional explanation of specific model details.
4 © ISO 2016 – All rights reserved

4.1 Summary of the process A0 (level 1)
Figure 4 — Structure of the reference planning process at model level 1
Relating to the abstraction of the reference planning process, the starting point for the modelling of
the reference planning process are the constraints derived from the production planning. Beside
these constraints several control factors impact the production planning. As previously shown in
Figure 2, the constraints from higher levels are separated into different quantities and are provided
for the reference planning process. The product structure (EBOM), information about the raw parts
and several planning requirements are first level inputs derived from the production planning. The
control functions are represented by the framework conditions. Methodical support is provided for
every process. All information and processes combined constitute the output of the reference planning
process represented by the work schedule. Every iteration of the reference planning process leads to an
updated version of the work schedule and in the end to the last released work schedule. These iterations
are also represented in the detailed structure of the reference planning process as shown in Figure 4.
Due to the top down approach of the model the complexity of the considered process activities increases
for every level. To handle this complexity, the reference process for production planning is divided into
three main functions, described by the following:
— constraints within the product life cycle;
— core planning disciplines;
— associated planning functions.
The constraints within the product life cycle provide information for different planning disciplines and
associated planning functions through several levels of the model. The constraints operate as a control
function for other processes during the product life cycle. The constraints affect every element in every
level of the model (top down approach). Through the described structure the changes caused by the
decision making function can be precisely applied. The constraints provide planning requirements as
input information for the core planning disciplines, as well as control input for the associated planning
functions. Additional information needed in the detailed model levels that are not generated by the
remaining planning disciplines is provided by other requirements.
The core planning disciplines represent the considered planning function during production planning.
They receive the production information as controlled by the constraints and generate the planning
data output for the start of production. The core disciplines can contain various planning functions. In
the production planning field it is possible to distinguish between several types of planning disciplines.
The most important, fundamental planning disciplines are identified and detailed in the structure of
the reference process (see 4.2).
The core disciplines strongly interact with the associated planning functions and their constraints
from higher level. The constraints provide the external input and control parameters. The internal
consolidation of the output from the remaining planning functions is performed within the associated
planning functions (see A3 in Figure 4). The associated planning functions are able to realize
operations like the combination of the developed planning concepts during the different steps of
the production planning or the request for a management decision. Another essential aspect, which
is part of the associated planning function, is the production process management. The Production
process management runs parallel to production. If any changes to the planning requirements or other
constraints are necessary, the production process management is capable of triggering the iteration of
the preliminary planning steps to which the changes apply to.
4.2 Summary of the process A2 (level 2)
Figure 5 — Structure of the reference planning process at model level 1
6 © ISO 2016 – All rights reserved

When describing the production planning it is sensible to restrict these to the most important,
fundamental planning disciplines that can be found in many manufacturing companies. As shown in
Figure 5, these disciplines are:
— manufacturing planning;
— assembly planning;
— logistics planning;
— layout planning.
Each discipline will be structured by the degree of maturity of the planning. Thereby the manufacturing,
assembly, logistics and layout planning will be broken down into three subphases:
— concept planning;
— rough planning;
— detailed planning.
The structure based on the degree of maturity will be applied to all four core disciplines (see 4.2.1
to 4.2.4).
Manufacturing planning (A2.1) comprises all the measures taken in order to design a manufacturing
system, as well as the selection of the necessary manufacturing resources and processes. When
performing manufacturing planning, it is particularly important to take account dependencies with the
remaining planning disciplines such as assembly, logistics and layout planning.
Assembly planning (A2.2) defines the steps involved in the assembly of various individual parts to
create an end product and determines the necessary equipment (e.g. lifting cranes, robot arms). This
planning activity, which also includes the draft design of the assembly systems, is frequently performed
by the department which is responsible for work preparation.
The aim of logistics planning (A2.3) is to ensure that the raw materials and semi-finished products,
assemblies, subassemblies or fastening elements such as screws are available at the right place at the
right time and in the correct, economically optimized quantities.
As the last of the four focused planning disciplines, layout planning (A2.4) ensures that operating
resources are located optimally in the production area (e.g. the processes in an assembly line or
in an assembly cell can run as efficiently as possible). To perform this task, it is very important that
the knowledge and experience derived from the other planning disciplines is available during layout
planning.
NOTE For more detailed information about the core planning disciplines, see Annex B.
4.2.1 Summary of the process A2.1 (level 3)
Figure 6 — Structure of the manufacturing planning at model level 3
On this level (shown in Figure 6) the dependency between the assembly and the manufacturing
planning is shown. The output from the assembly planning is linked with the rough planning during
manufacturing planning. This connection provides the possibility for interaction between the two
planning disciplines. During the production planning, each planning discipline can progress at different
times and scales.
The production data inputs for the manufacturing planning, provided by the constraints from higher
level, are used in the concept planning phase (A2.1.1). With the assistance of the higher level constraints
the first concept data for the manufacturing planning is created. These are essentially inputs to generate
the manufacturing concepts (A2.1.2). The linking inputs for the rough manufacturing planning are the
necessary information needed to coordinate the different planning disciplines. With the assistance
of the interdisciplinary consolidation (see 4.3) the requested information is provided for the detailed
manufacturing planning (A2.1.3). This is the last phase of the manufacturing planning and the process
where the essential manufacturing information such as the manufacturing times, resources and costs
is detailed
8 © ISO 2016 – All rights reserved

4.2.1.1 Summary of the process A2.1.1 (level 4)
Figure 7 — Structure of the concept planning during manufacturing planning at model level 4
The main task of concept planning during manufacturing planning (as shown in Figure 7) is to collect
the necessary information provided by preliminary planning activities and prepare it in a useful
and consolidated form to create first manufacturing planning concepts. Different parameters, e.g.
framework conditions, strategic decisions or continuous improvement of production environment,
affect manufacturing planning at this early stage during the product life cycle (PLC).
The manufacturing planning develops conceptual designs and defines information about the
product structure, raw parts, planned number of pieces, shift models and resources (A2.1.1.1). After
the preparatory work has been completed, the manufacturing planning can be performed against
different scenarios. To do this, the material is allocated in a first step and an extended EBOM including
information about purchased parts is created. The material volumes and allocations are associated
to the manufacturing process activity regarding the necessary resources which are provided by the
constraints from higher level. An evaluation of the content and time required for the various working
operations is based on comparisons, the shift model and expert knowledge. This makes it possible to
estimate requirements in terms of employees, machines and work stations as a function of the planned
number of pieces (A2.1.1.2). Several manufacturing planning concepts will be developed and compared
without any great investment in terms of time and cost on the basis of this planning stage, which contains
only a very low level of detail (A2.1.1.3). Estimated relative manufacturing costs are created by making
use of the estimated manufacturing time per product and an extended manufacturing operation list.
This list contains additional information based on comparisons and estimations with other projects
(A2.1.1.4). The developed manufacturing concepts may differ for example in terms of used sequences
and/or innovative technologies. A manufacturing cost ranking which ranks the different concepts using
their relative costs builds the basis for choosing the preferred manufacturing plan (A2.1.1.5).
Several manufacturing concepts, the manufacturing process graph, a manufacturing cost ranking and
the estimated manufacturing time for each product represent the final result of concept planning. It is
created by this phase and handed over to the rough planning phase of manufacturing planning.
4.2.1.2 Summary of the process A2.1.2 (level 4)
Figure 8 — Structure of the rough planning during manufacturing planning at model level 4
The rough planning as shown in Figure 8 takes several manufacturing planning concepts and works
out the details to create manufacturing concepts ready to be finalized during detailed planning. At this
stage of manufacturing planning, similar to the concept planning, different planning requirements
occur. These planning requirements, e.g. procurement and parts manufacturing strategies, provisioning
scenarios, together with quality requirements and quality assurance obligations, have an impact on the
planning activities.
Within the first process activities, several planning concepts are adjusted to new requirements
(A2.1.2.1). Although it is possible, that this adjustment will not be necessary. Depending on the planning
tasks, e.g. a new and additional product derivate, the manufacturing planning concepts need to be
adjusted. During the rough planning the manufacturing process steps with the corresponding work
contents are detailed. As key planning information the manufacturing time and cost are specified.
Based on the given estimations from the rough planning the manufacturing process time is determined,
verified and subsequently used in work schedules (A2.1.2.2). At this point the manufacturing process
time has reached a level of detail that a calculation of technology related capacity requirements
is possible (A2.1.2.3). The basis for this is the manufacturing process time, the manufacturing
process graph and the detailed linking concept. The approximate number and size of the machines,
facilities and equipment, in combination with the manufacturing concepts extended by the capacity
requirements, makes it possible to further enhance the level of detail and to calculate the first
manufacturing costs (A2.1.2.4). By gathering and further processing of the production planning data in
terms of a first manufacturing costs calculation, manufacturing resource requirements, manufacturing
times and manufacturing plans the final result of the rough planning, the manufacturing concepts,
10 © ISO 2016 – All rights reserved

are generated (A2.1.2.5). In some cases for instance changes of product or production requirements
further development of manufacturing concepts can be necessary (A2.1.2.6). The impact of those
changes affects different planning disciplines as well as process activities along the PLC, e.g. concept
and manufacturing. A change request triggered by the rough planning will lead to a decision from the
higher levels following a change order (modification).
NOTE For more detailed information about the interdisciplinary consolidation of planning information, see
Annex A.
4.2.1.3 Summary of the process A2.1.3 (level 4)
Figure 9 — Structure of the detailed planning during manufacturing planning at model level 4
During detailed planning the overall processes are defined in greater detail and broken down into
process activities as shown in Figure 9. The most important aspect of this operation is determining
the verifiable nominal process times in the manufacturing workflows. At process activity level, this is
possible by means of IT assisted process simulations that result in a more precise identification of the
time values and that can provide the underlying data for the final manufacturing plan.
Due to the description of the individual processes, this planning phase also makes it possible to detail
individual operating resources and equipment and generates the specified manufacturing times
(A2.1.3.1 to A2.1.3.3). This planning comprises the clear allocation of machines, facilities and equipment
to the defined processes. A manufacturing planning manufacturing bill of materials (MBOM) input is
developed, consisting of the automation information, the detailed linking concept, the manufacturing
times and resources. Within this MBOM input, the generated output of the detailed manufacturing
planning is combined and handed over to the associated planning functions (A2.1.3.4). If all MBOM
inputs from the core planning disciplines are consolidated, the work schedule can be generated. On
the basis of the generated data and the first manufacturing cost calculation, it is possible to develop
detailed preliminary calculations of the forecast production costs (A2.1.3.5). In particular, these
calculations take account of the individual availability of the planned manufacturing resources,
maintenance intervals and repair times, as well as the setup and idle times of machinery and equipment.
The utilization and adaptability of manufacturing resources to fluctuations in capacity may occur in
different unit volume scenarios or scenarios involving changes to the product mix. These also need to
be taken into account during detailed manufacturing planning. Manufacturing plans, operating and
testing instructions or other documents that are relevant for manufacturing, need to be considered. It
is further elaborated to the level of system controllers, the creation of automation information such as
computerized numerical control (CNC) programmes and tool settings (A2.1.3.6). Finally the detailed
planning defines the manufacturing work instructions which are main input for the release of the work
schedules (A2.1.3.7). The digital verification of ergonomic design criteria is also possible in the field
of manufacturing planning, for instance to ensure that the conduct of maintenance or repair work is
possible or to make sure that manufacturing systems pose no risk to human operators (A2.1.3.8).
Specified manufacturing times, costs, resources, a detailed linking concept and an ergonomic validation
are the final results of the detailed planning during manufacturing planning. Necessary information
will be provided for the associated planning function to generate an MBOM and to release the first work
schedule.
4.2.2 Summary of the process A2.2 (level 3)
Figure 10 — Structure of the assembly planning at model level 3
Ideal assembly planning requires various types of information. Displaying this high volume of
information can lead to confusion. In order to keep the focus on the process activity, only the main
interfaces between assembly planning and design as well as production are considered, as shown in
Figure 10.
Similar to the manufacturing, the concept planning considers the information provided by preliminary
planning activities to estimate assembly times and costs, as well as to generate several assembly
concepts (A2.2.1). The resulting information from manufacturing planning is used as input for
the rough planning phase of assembly planning (A2.2.2). The asymmetric nature of the planning
12 © ISO 2016 – All rights reserved

processes provides the possibility of interaction between them. Both the manufacturing planning and
the assembly planning need the outcome deriving from the higher levels. With the assistance of the
associated planning functions (see 4.3) the requested information is provided for the detailed assembly
planning (A2.2.3). This is the last phase of the assembly planning and the process in which the essential
assembly information is detailed. Information which is needed to fulfil the constraints from higher level
(e.g. the costs and the ergonomic validation) is combined with the information from the manufacturing
planning.
Continuously used data such as the assembly times and the detailed linking concept are provided by
assembly planning for the remaining core disciplines. Consolidated information (e.g. the MBOM input)
which will be used within the associated planning functions is also generated.
4.2.2.1 Summary of the process A2.2.1 (level 4)
Figure 11 — Structure of the concept planning during assembly planning at model level 4
Analog to the manufacturing discipline the concept planning during assembly planning (as shown in
Figure 11) needs connections between the planning functions to collect the necessary information
provided by preliminary planning activities and prepare it in a useful and consolidated form to create
first assembly planning concepts.
On the one hand, the input variables for assembly planning consist of information from the design
department. An example is the data consolidated within an EBOM (A2.2.1.1). On the other hand, the
framework data for the master production schedule need to be taken into account during the concept
planning phase (A2.2.1.2). Examples are the planned number of pieces, the shift model and the
resources and technologies available in the company. During concept planning, the work content for
production is also subdivided into discrete, self-contained process activity. This subdivision permits
the subsequent use of methods such as the precedence graph method and similar approaches. The
EBOM (or the relevant BOM) is subdivided into meaningful units in the first step. In the second step
rough process steps are defined. Initially they often take the form of a list (assembly operation list).
By combining the planned number of pieces with the shift models the estimated assembly time per
product may be calculated. After this step is completed, the first, rough precedence graph is developed.
The assembly operation list and estimated assembly time per product are used for this step (A2.2.1.3).
The first rough line concepts, which already contain a rough value for the number of work stations and
employees are required. Their development represents the fourth process activity of assembly planning
in the concept planning phase (A2.2.1.4). The next step is to generate a cost estimate (A2.2.1.5). For this,
it is necessary to take account of the various previously developed concepts, the estimated assembly
time per product and the extended assembly operation list. This contains additional information based
on comparisons and estimations with other projects. The fact that the cost estimation is a fixed part
of the concept planning phase enhances the understanding of cost related aspects for the planner and
permits the ongoing monitoring of assembly costs. The costing operation makes the frequently opaque
cost structure of the products clear to the planner, and the first relative cost estimate can be performed
on the basis of past values. The final step of the concept planning consists of deciding between the
several assembly planning concepts (A2.2.1.6). The previously produced cost ranking provides a good
basis when making this decision.
Several assembly concepts, the precedence graph, assembly cost ranking and the estimated assembly
time for each product represent the final result of concept planning. It is created by this phase and
handed over to the rough planning phase of assembly planning.
4.2.2.2 Summary of the process A2.2.2 (level 4)
Figure 12 — Structure of the rough planning during assembly planning at model level 4
During the conduct of rough planning, the results from different planning phases are revised and
adapted as shown in Figure 12.
The structured preliminary EBOM needs to be considered, as well as the approximate definitions of
the process steps and the approximate line model. If necessary, the concept plans will be adjusted
(A2.2.2.1). Several assembly concepts from the concept planning phase and the EBOM are updated. They
14 © ISO 2016 – All rights reserved

are used to detail the assembly processes. The rough time data per product provided by the constraints
from higher level and the estimated assembly time per product will be used to develop assembly
process times (A2.2.2.2). Analog to the rough manufacturing planning, the manufacturing times can
be considered for the detailing of the assembly process time. The level of detail of the assembly process
time now allows a calculation of technology related capacity requirements. When planning capacity
requirements are discussed, it is important to remember that during the rough planning phase only a
technology related planning of resources is possible (A2.2.2.3 and A2.2.2.4). The detailed definition of
the actual allocation of assembly capacities is also undertaken in the rough planning (A2.2.2.5). Basis
for this is the specific order handling process and its interactions with the various planning scenarios
in the product mix. The assembly concepts regarding the required resources and assembly plans can
be used now. Similar to the rough planning during manufacturing planning, it is possible to adapt the
assembly concepts to other product derivatives (A2.2.2.6). The impact of those changes affects different
planning disciplines as well as process activities along the PLC. A change request triggered by the rough
planning will lead to a decision from the higher levels following a change order (modification).
NOTE For more detailed information about the interdisciplinary consolidation of planning information, see
Annex A.
4.2.2.3 Summary of the process A2.2.3 (level 4)
Figure 13 — Structure of the detailed planning during assembly planning at model level 4
During detailed planning the overall processes are defined in greater detail and broken down into
process activities based on the assembly plan for a selected adjusted planning scenario (as shown in
Figure 13).
The detailing is achieved by improving and adapting the assembly plan, for example for ergonomic
assessment and production requirements (A2.2.3.1). The description of the assembly planning makes
it possible to plan individual operating resources and equipment in detail (A2.2.3.2 and A2.2.3.3). The
planning now includes the clear allocation of machines, facilities and equipment (A2.2.3.4). Due to
the increase of the detailed information about the resources and their utilization as well as different
assembly concepts, the production planner is now capable of performing a preliminary calculation of
the assembly costs, for example depending on cost and benefit effects (A2.2.3.5). During the detailed
planning phase it is appropriate to transpose the static cost estimate analysis used in the concept and
rough planning phase to a dynamic cost calculation. The outcome is the most detailed cost statement
available in the overall process. Other process activities involved in the detailed planning include
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