ISO 18828-5:2019

INTERNATIONAL ISO
STANDARD 18828-5
First edition
2019-01
Industrial automation systems
and integration — Standardized
procedures for production systems
engineering —
Part 5:
Manufacturing change management
Systèmes d'automatisation industrielle et intégration — Procédures
normalisées pour l'ingénierie des systèmes de production —
Partie 5: Gestion du changement de fabrication
Reference number
©
ISO 2019
© ISO 2019
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ii © ISO 2019 – All rights reserved

Contents Page
Foreword .iv
Introduction .v
1 Scope . 1
2 Normative references . 1
3 Terms and definitions . 1
4 Abbreviated terms . 3
5 Process-oriented view of manufacturing change management . 4
6 Detailed description of process 0 . 5
7 Detailed description of process 1 . 6
8 Detailed description of process 11 . 6
9 Detailed description of process 12 . 8
10 Detailed description of process 2 . 9
11 Manufacturing change management roles .10
12 Data-oriented view of manufacturing change management .12
Annex A (informative) Deviation of current states of real system and planning .16
Annex B (informative) Detailed processes of MCM (IDEF3) .17
Annex C (informative) Connection of process and data of MCM .25
Annex D (informative) Sequence diagrams (UML) .28
Bibliography .30
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
through ISO technical committees. Each member body interested in a subject for which a technical
committee has been established has the right to be represented on that committee. International
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ISO collaborates closely with the International Electrotechnical Commission (IEC) on all matters of
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
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on the ISO list of patent declarations received (see www .iso .org/patents).
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.org/iso/foreword .html.
This document was prepared by 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.
Any feedback or questions on this document should be directed to the user’s national standards body. A
complete listing of these bodies can be found at www .iso .org/members .html.
iv © ISO 2019 – All rights reserved

Introduction
An increasingly dynamic business environment and the rapid changeover from a buyer’s to a seller’s
market have gradually been increasing the complexity that companies are facing over the course of
their product creation processes. Shortening product lifecycles, the extension of planning extents
across global planning networks and an unwaveringly high expectation of process stability and quality
have all turned change management within the product creation process into a vital success factor
for internationally active manufacturers. In some of their departments, such as product development
and the associated product data management, manufacturers have already begun responding to these
developments by establishing sophisticated and technically supported processes that provide change-
driven management within the product development process. However, this coordination and structural
mapping of product changes [better known as engineering change management (ECM)] covers only
a part of the relevant change processes occurring in digital product creation. Although ISO 10303,
ISO 15531, ISO 19439 and IEC 62264 offer several data models, the current context of this document
focuses on the area of production planning. Heterogeneous information technology (IT) systems and
data models are common use due to the high amount of variations in the planning process. The data
scheme in this document offers a generic method to structure the data and to present basic object types
in order to implement manufacturing change management. In practice, the product systems required
for the manufacturing and assembling of the products are likewise subject to many different changes.
Some of these changes are preplanned and they are implemented specifically to achieve efficiency
increases. Other changes, however, are subject to processes that are less structured or planned, which
means that their practical repercussions and follow-up measures often cannot be adequately predicted.
Typical for all of these types of change measures is the fact that the production system’s applicable
documentation and the actual state of production are temporarily or permanently inconsistent with
each other, i.e. they are asynchronous (see Figure 1).
Figure 1 — Context of manufacturing change management
The applicable documentation for the creation, the commissioning and the operation of production
systems is provided by the planning documentation. At the start of production, the documents and
definitions of the planning departments serve as a reference for everything. Subsequently, some new
measures typically emerge that are more practical than the originally planned ones, and they are the
ones that are ultimately implemented. Figure A.1 provides an example of how a system’s actual state can
deviate from the planned state over time. There are many different ways in which deviations from the
planned state can occur. For example, ongoing improvements to the process often reduce the base time
required for completing the process, thereby directly increasing its efficiency. Of course, there can also
be entirely different adjustments, e.g. pertaining to ergonomics or machining capacities. These cannot be
visually mapped and evaluated as easily. In addition, the triggers for changes can vary considerably and
they can be identified and suggested by a wide variety of parties. Starting when the initial production
process is implemented, the many changes that are introduced subsequently represent the actual
manufacturing process at any given time. In the context of holistic production systems, the adaptability
of manufacturing processes is crucial to competitiveness. Across-the-board efficiency increases are
usually demanded on a yearly basis, creating a strong need for streamlining. In order to permanently
adapt and optimize the process, the planning documentation necessarily deviates from the actual state
of the production system sooner or later, i.e. all producers experience their manufacturing processes
deviating from the original planning to some degree. However, in order to test, evaluate and reach the
goals set in terms of quality, time required and cost-effectiveness, the planning needs to be constantly
compared to the actual state. Any changes to the manufacturing process and planning take place over
the course of an iterative process requiring the agreement of numerous participants.
vi © ISO 2019 – All rights reserved

INTERNATIONAL STANDARD ISO 18828-5:2019(E)
Industrial automation systems and integration —
Standardized procedures for production systems
engineering —
Part 5:
Manufacturing change management
1 Scope
This document specifies a formal description of the manufacturing change management (MCM)
processes to provide an organizational and technical solution for the comprehensive mapping and
processing of changes between production planning and operations. The aim of this document is to
uniformly capture and track change measures, and to sensibly forecast and coordinate the capacities
required for change processes in the planning and production departments.
This document presents a data-oriented view for implementation of MCM. The most important aspect
of the data-oriented view is that the central change element is linked to the objects of the digital factory
(i.e. the process, the product and the resource). The basis for MCM and the different views presented in
this document are production planning processes.
ISO/TR 18828-1 gives an overview of the ISO 18828 series and links the MCM to the other parts of ISO
18828, focussing on production planning processes, as well as information flows and key performance
indicators. The following aspects are covered within this document:
— processes of MCM;
— roles in MCM;
— data-oriented view of MCM;
— workflow of MCM.
2 Normative references
There are no normative references in this document.
3 Terms and definitions
For the purposes of this document, the following terms and definitions apply.
ISO and IEC maintain terminological databases for use in standardization at the following addresses:
— ISO Online browsing platform: available at https: //www .iso .org/obp
— IEC Electropedia: available at http: //www .electropedia .org/
3.1
manufacturing change management
MCM
overall change management activities that apply for manufacturing
3.2
manufacturing change request
MCR
initial stage of the manufacturing change management (3.1) in which a request for a change is made and
evaluated
3.3
manufacturing change order
MCO
final stage of the manufacturing change management (3.1) in which the implementation and
accompanying steps of the requested manufacturing change are conducted
3.4
acquisition
steps from the change enquiry to the released change request
3.5
evaluation
clarification of and decision about a change request as well as the subsequent steps
3.6
receive change order
formal activity how a change order is obtained for further processing
3.7
plan change order
arrangement or updating of the product plan and the associated planning documentation
3.8
implement change order
realization of the manufacturing change in the production facility
3.9
inform participants
information of participants about the change to increase transparency
3.10
complete change order
update and documentation of the change status, as well as informing the initiators of the change request
3.11
create change enquiry
initial stage of the acquisition (3.4), where the change enquiry is initiated
3.12
process change enquiry
examination of the change enquiry
3.13
create change request
preparation of the change request
3.14
maintenance of manufacturing change list
updating and prioritizing the change requirements in the manufacturing change list (3.25)
3.15
compare affected objects
reconciliation of existing change requests and affected objects
2 © ISO 2019 – All rights reserved

3.16
clarify change request
examination of the change request
3.17
release change order
clearance of the change order
3.18
assign change order
identification of a suitable person and issuing responsibility
3.19
compare shopfloor and planning documentation
collation of workshop and planning document
3.20
production planning of change order
change order in regard of documentation required for the shopfloor
3.21
update change status
update of the change status in the documentation
3.22
inform change request initiator and creator
report of the conducted change to the request initiator and creator
3.23
manufacturing change management process
process consisting of two basic structural stages: the manufacturing change request (3.2) and the
manufacturing change order (3.3)
3.24
manufacturing change management roles
relevant roles needed to ensure all functional and process-related operations for the manufacturing
change management process (3.24)
3.25
manufacturing change list
MCL
relevant changes in the manufacturing environment (shop floor)
3.26
product structure
structure providing a functional classification of all items, parts, components, subassemblies 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.
[SOURCE: ISO 18828-2: 2016, 3.1.9]
4 Abbreviated terms
ECM engineering change management
CIP continuous improvement process
IT information technology
MCM manufacturing change management
MCO manufacturing change order
MCR manufacturing change request
MCL manufacturing change list
5 Process-oriented view of manufacturing change management
The process model of manufacturing change management is based on a multi-level structure. The
model is detailed by progressive stages in a top down approach. The degree of abstraction decreases
by drilling down through the levels. The number of available levels depends on the processes and the
connected subprocesses. Here, the main processes are broken down into several sublevels. To reach
an appropriate degree of abstraction, especially for the main change activities, four levels are defined.
These levels are illustrated in Figure 2. 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 0 at model level 0, each process refers to the model level
according to the number of numeric digits in the notation.
EXAMPLE 1 The process 112 contains three numeric digits and belongs to the model level 3.
The process number in each level includes the stage numbers of the upper-level-processes.
EXAMPLE 2 The process 112 (Process change enquiry) is derived from the processes 1 (Manufacturing
change request) and 11 (Acquisition).
Figure 2 — Structure of manufacturing change management process model
4 © ISO 2019 – All rights reserved

The modelling makes use of combining recurrent functions and constraints into aggregated modules.
As a result, clear structured processes consisting of input and output data have been modelled. The
description of manufacturing change management is 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 change
management process. The description of the detailed model levels follows the same top down approach.
First, the level with the highest degree of abstraction is described (referred to as level 0), following
a description of the level consisting of the main function of the manufacturing change management
process. In reference to this basis, every possible characteristic change activity is 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.
6 Detailed description of process 0
As illustrated in Figure 3, the manufacturing change management consists of two basic structural stages:
— the manufacturing change request (MCR) (1);
— the manufacturing change order (MCO) (2).
These two stages are described in greater detail in the following clauses.
Figure 3 — Structure of “manufacturing change management” at model level 1
7 Detailed description of process 1
As illustrated in Figure 4, within the scope of the MCR, all of the manufacturing changes are captured
and checked in terms of their permission to change the planning documentation, i.e. their permission
to trigger an MCO. Within this first stage of the overall MCM process, both the initiators of the change
enquiries and the employees who implement them are known; they are predefined as part of the
company’s in-house rules and modalities. Structurally, the MCR process can be subdivided into eight
subprocess steps with varying levels of complexity. The first five steps (111, 112, 113, 114, 115) serve
to fully capture the change enquiry (11), whereas the sixth to eighth steps (121, 122, 123) initiate and
implement the enquiry’s evaluation (12) in terms of downstream process flows within the overall MCM
process. Within the given level of abstraction, these steps are context-independent and can be applied
to any parties, i.e. any relevant MCM change enquiry.
The following clauses provide an overview of the steps of the MCR process, divided into the capturing
and the evaluation of any given change enquiry.
Figure 4 — Structure of “manufacturing change request” at model level 2
8 Detailed description of process 11
The detailed description of the MCR acquisition (11) is pictured in Figure 5 and is described in detail in
the following. The capture procedure of the MCR begins where the initiator creates the change enquiry
(111). As described above, both in-house areas such as product development and manufacturing or
assembly planning as well as external parties such as suppliers or customers can act as initiators. In
practice, these deploy different forms of communication. In terms of structure, they also map their
ideas and requirements heterogeneously. What they all have in common, however, is that they issue a
specific change enquiry to other parties of the change process.
6 © ISO 2019 – All rights reserved

The process of capturing the change enquiry entails supplementing and completing the existing
information, frequently using queries, detailed process know-how, or employee expertise (112) (see
Figure B.1). In addition, the enquiry is checked for its general validity in terms of changes within the
company, which can involve examining the enquiring party’s area of responsibility or the general
framework conditions. A first plausibility test is also to be run at this time in order to efficiently pre-
filter the submitted enquiries. Enquiries that do not pass this test are rejected: they are returned to the
enquiring party with an explanatory message and they are excluded from the subsequent activities of
the MCR process. Enquiries that do pass the test are classified according to their extent of change and
an estimate of their attainability.
In general, the implementation of the subtasks involves a variety of persons and departments within
the company, such as expert committees or core teams. Applied to day-to-day company operations, this
might involve a visual inspection by the foreman, or a report being compiled by the planning team.
Assuming the change enquiry has been captured in full, the change request is prepared in the next
activity of the MCR process (113) (see Figure B.2). Most importantly, this activity is used to identify the
planning objects and responsible parties affected by the planned manufacturing changes. In practice,
these might be machines, tools, workplaces, or work plans, as well as foremen, operators, or planners.
Only once these have been identified can the processing timespan be estimated and the responsible
parties assigned to the request.
To create and maintain a superordinate and central manufacturing change list (MCL) is particularly
relevant in practice (114) (see Figure B.3). This list makes it possible to precisely control and manage
changes in a wide range of areas, as well as precisely track the change request within a master list of
manufacturing changes and document its status. A transparent overview of all the request changes
is vital to each decision-making process in order to enable sensible overall schedule planning and
prioritizing of individual orders. Besides the management and maintenance of current change requests,
the MCL makes it possible to capture and evaluate rejected change requests in a separate list. The
analysis of rejected requests sometimes yields very valuable insights.
Following analysis of the objects affected, the current change requests are sighted in the next activity,
where they are also reconciled with existing change requests within the manufacturing change that
pertain to the same obje
...