IRIS International Railway Industry Standard
Technical Forum for Improvement reprentatives
Marcus Schmid (Leader) VOITH TURBO Ekaterina Bochkareva Russian Register Angela de Heymer Bombardier Transportation Bernd Diekmann Siemens Mobility Giuppe Greco UNIFE
Hans Jahn
DQS
鸡蛋怎么看坏没坏
Kay Jürgenn
济南千佛山
TÜV NORD
Bernard Kaufmann UNIFE
Michael Lindstrom Bureau Veritas Rüdiger Mesterheide
Hanning & Kahl
Dario Montefusco
AnsaldoBreda普通话等级查询
Mikael Nilsson
Faiveley
Valerio Paoletti
RINA
Susanne Schaub
SBB/CFF/FFS
Oliver Stein
Knorr-Brem
Ursula Tacke
GHH-Valdunes
小女孩跳芭蕾
Luca Tuci
AnsaldoBreda
Dominique Sauvion
SNCF
IRIS Management Centre
Bernard Kaufmann
IRIS General Manager
Giuppe Greco
IRIS Senior Manager
Kujtesa Hajredini
IRIS Manager
We would like to thank the following people for the excellent cooperation and contribution, without which this Guideline would not have been possible:
Guideline 5 : 2012 OBSOLESCENCE
1 INTRODUCTION
The lifetimes associated with components ud in rail industry can stretch out over veral decades.
The ex-pected level of performance and lifetime within the rail industry can only be achieved if products (equipments) involved are supported by structured maintenance pro-grams that rely on the availability of replacement parts.
The specific challenge within the rail industry is the variety of rolling stock and infrastructure ranging from very old to very modern design. They cannot all be treated in the same way.
The answer lies in a proactive, rather than a reactive approach and needs to be addresd through the whole supply chain and supported by engineering rvices. To mitigate problems, all parts potentially affected by obsolescence need to be identified, the various means of replacing them fully evaluated, and they have to be monitored on a regular basis.
2 PURPOSE
Obsolescence affects all products, and it influences all stages of their lives. Obsolescence is inevitable and can-not be prevented, but careful and foresighted planning can minimize its impact and the potentially high costs.
The goal of obsolescence Management is to ensure that it is as an integral part of the design, develo
pment, procurement, production and rvice process, in order to minimize costs and bad influences over the entire product life cycle.
The purpo of this guideline is to provide guidance on the planning of a cost-effective obsolescence Manage-ment process taking into account that product life cycle costs are considered.
3 TERMS, DEFINITIONS, ABBREVIATIONS
% Equipment: The totality of all tools necessary for an activity or work or contract.
% Obsolescence (EN62402): Transition from availability
of products by the original manufacturer or supplier to unavailability.
(Permanent transition from operability to non-functio-nality due to external reasons.)
%Obsolescence Management (EN 62402): Coordinated activities to direct and control an organization with regard to obsolescence.
% Obsolescence management plan (EN 62402): description of the strategies for the identification and mitigation of the effects of obsolescence through all stages of the life of a product.
% Obsolescent: Subject to an announced future stop production of rvice, software support, production by original component manufacturer (OCM) and delivery of consumables.
4GUIDELINE 5 : 2012 - OBSOLESCENCE -
% Obsolete: no longer be procured or available
% Products: Investment goods, infrastructure, durables,
consumables, software products etc.
4 IRIS OBSOLESCENCE REQUIREMENTS
According to IRIS § 7.12 a Process shall be established to
ensure, for the defined and agreed Product life cycle,
the availability of the supplied Products and spare
parts.
This Process may be part of the change management or
Configuration Management process. Spare parts may be
of the same Product configuration or coming from alter-
native solutions which have been developed, validated
and qualified according to the original requirements.
5 RESPONSIBILITY
According to the needs related to the organization,
project and product objectives as well as responsibilities
such as quality and technical requirements are to be
defined by the organization’s top management.
Obsolescence principles are to be t in consistence with
the overall business strategy. The are to be derived
from the needs and expectations of customers.
Adequate resources need to be provided to support
operations of the organization in accordance to ob-
solescence activities including using and monitoring of
external components and rvices.
Obsolescence activities may be related to legal, regula-
tory or statutory requirements, also.
Top management need to formally appoint a member
of the organization’s management having the power
to manage obsolescence topics, monitor, evaluate and
coordinate all related activities.
Obsolescence management may be implemented as
an integral part of other organization’s management
system such as quality or safety management. This
心中的世界
may promote the effective and efficient process and
continual improvement. Following this approach it is
suggested to tup an obsolescence management team
with appropriate power and resources, consisting of
Purchasing, Production, Development, Quality, Sales
and any additional needed department.
6 PROCESSES OF OBSOLESCENCE MANAGEMENT
6.1 Management of obsolescence
An overall obsolescence management plan needs to
be developed by the organization, to ensure adequa-
te choice and timely implementation of required key
obsolescence activities.
The aim of the obsolescence management plan is to
develop strategies for the identification and mitigation
of potential obsolescence impacts through all stages of
products life cycle.
Potential affected products may be identified and eva-
luated by risk analysis. In order to ensure availability of光纤分类
the products, even product alternatives (replacements)
on a higher level may be considered as necessary part
of the total lifetime solution.
6.2 Applicability
6.2.1 Technical obsolescence
Technical obsolescence may occur when a new product
or technology superdes the old, and it becomes pre-
ferred to utilize the new technology in place of the old.
Historical examples of superding technologies causing
obsolescence include higher-quality multimedia DVD
over videocastte recorder and the telephone, with
audio transmission, over the telegraph‘s coded electrical
signals.
On a smaller scale, particular products may become
obsolete due to replacement by a newer version of
the product. Many products in the computer industry
become obsolete in this manner; for example, central
processing units frequently become obsolete in favor
of newer, faster units. Singularly, rapid obsolescence
of data formats along with their supporting hardware
and software can lead to loss of critical information, a
process known as digital obsolescence.
Another complementary reason for obsolescence can be
that supporting technologies may no longer be availa-
5
ble to produce or even repair a product. For example many integrated circuits, including CPUs, memory and even some relatively simple logic chips may no longer be produced becau the technology has been super-ded, their original developer has gone out of business or a competitor has bought them out and effectively killed off their products to remove competition.
It is rarely worth redeveloping a product to get around the issues since its overall functionality and price/ performance ratio has usually been superded by that time as well.
6.2.2 Functional obsolescence
Particular items may become functionally obsolete when they do not function in the manner that they did when they were created. This may be due to natural wear, or due to some intervening act. For example, if a new mobile phone technology is adopted, and there is no longer a provider who provides rvice bad on the old technology, any mobile phone using that techno-logy would be rendered obsolete due to the inability to access rvice.
Products which naturally wear out or break down may become obsolete if replacement parts are no longer available, or when the cost of repairs or replacement parts is higher than the cost of a new item. A product may intentionally be designed to u a faster wearing component - for example, u of soft rubber soles on shoes rather than for example rubber ud in tires.
6.2.3 Knowledge obsolescence
Besides the technical and functional obsolescence, the loss of personnel experti, relevant knowledge and skill bad ts can be also a matter of obsolescence. It may be prevented by competence management:
- monitoring of skills,
- frequent and repetitive trainings,
- succession planning,
- qualification matrix,
NOTE:you can also refer to IRIS claus 4.3 and 6.2.2.6.3 Arrangement and planning
To ensure an efficient and effective process, a clo cooperation between all related stakeholders such as original equipment manufacturers, system integrators as well as operators is required. In principle there are two approaches concerning obsolescence management:
Proactive: Development and implementation of an obsolescence management program.
Reactive: React to obsolescence problems as and when they occur.
The proactive approach may prevent bottlenecks and problems that could result from obsolescence within the supply chain. This is why this approach is preferred in principle. The reactive approach only rves to solve the problems caud by obsolescence as possible by mutual agreement between the parties concerned.
Below some examples of preventive obsolescence acti-vities along the stages of product life cycle are listed.
6.3.1 Prevention in development and product management
The preventive activities include an active manage-ment as well as their continuous evaluation of the core assortment according to following criteria:
- Ensure modularity of products
- Ensure downward compatibility of products
鼓励学习- Ensure a high level of standardization by definition of assortment classifications (standard assortment)
- Creation of interface standards to ensure compatibility of products at function level (form, fit, function)
- Standardization of product or system specific tools
- Continuous evaluation of conquences to the standard assortment
- Establish an obrvation process for critical parts (end of life)
-
Minor / major redesigns
- Updating system terms
With the preventive measures, the risk using …non standard products“ at project engineering will be reduced.
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