As a service provider, tms offers assistance in the planning and optimisation of production, logistics and business processes.
To this end, we utilise our know-how acquired from decades of experience in performing simulations for technological and systems analysis studies in the field of defence technology. To do this, we designed models suitable for the relevant issues and implemented them as software on computers, in order to obtain cost-effective, reliable statements about the considered systems. For some time now, tms has been using this knowledge in industry too. Here the focus is inevitably on economic aspects.
At the same time, a differentiation must be made between strategic and operational issues.
The former usually appear during the planning phase of a new investment or reorganisation. By checking the planning with simulations, bad investments can be avoided or the benefits of the earmarked capital can be optimised by improving processes and structures before they are actually implemented. The planning phase appears to require more time and cost as a result, but pays in the longer term as errors and resulting restructuring during the start-up phase are avoided. The planning phase is frequently shortened, i.e. the time-to-market is improved. This also applies to the start-up phase, as problems already revealed by the simulation no longer occur.
Operational use on the other hand targets everyday questions. These can also be checked and optimised with the help of simulation. These include, for example, sequence or allocation planning. tms provides the SIGNAL software for this purpose.
Irrespective of SIGNAL, tms provides modelling and simulation services with and without eM-Plant. In this case the aim is to protect investments and to optimise planned or current processes.
Examples of simulation projects
The availability of a planned car body production line was simulated and optimised for the firm Comau. We were able to propose restructuring without any costs for additional materials, and increased the availability under the given assumptions by 7%.
The distribution centre example was used to check reorganisation of the order-picking zone and the corresponding handling and conveying technology planned by Albert Ackermann GmbH & Co. KG. The result was prevention of a bad investment, as the simulation proved that the proposed solution could not achieve the required performances.
A model was also prepared for Ackermann which revealed optimisation potential in the decentrally organised production and enabled the island managers to quantitatively assess, at an early stage, the consequences of possible alternative planning.
A model with a similar objective of optimised employee deployment planning was drawn up for DEUTA Werke GmbH. Here too, alternatives were assessed by means of simulation and the weekly production schedules were checked.