ISO 18828-2:2016

Industrial automation systems and integration - Standardized procedures for production systems engineering - Part 2: Reference process for seamless production planning

ISO 18828-2:2016 describes a reference planning process for seamless production planning. 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 ISO 18828-2:2016: · 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 ISO 18828-2:2016: · 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.

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

General Information

• Status: Published
• Publication Date: 18-Oct-2016
• ICS: 25.040.40 - Industrial process measurement and control
• Technical Committee: ISO/TC 184/SC 4 - Industrial data
• Drafting Committee: ISO/TC 184/SC 4/WG 15 - Digital manufacturing
• Current Stage: 9093 - International Standard confirmed
• Start Date: 08-Aug-2022
• Completion Date: 13-Dec-2025

Relations

• Consolidated By: ISO 20504:2019 - Fine ceramics (advanced ceramics, advanced technical ceramics) - Mechanical properties of ceramic composites at room temperature - Determination of compressive properties
• Effective Date: 06-Jun-2022

Overview

ISO 18828-2:2016 - part of the ISO 18828 series on industrial automation systems and integration - defines a reference planning process for seamless production planning. It establishes a multi‑level process model to harmonize production planning activities that sit between product design and manufacturing. The standard targets production systems such as make‑to‑stock and assemble‑to‑order and focuses specifically on the planning activities (not on order control, inventory or facility planning).

Key topics and technical requirements

• Reference planning process model: a top‑down, multi‑level structure (five defined levels) that progressively refines planning functions from abstract root processes to detailed activities.
• Process modelling conventions: use of functional modelling notation (SADT) and syntax/semantics compliant with ANSI/IEEE 1320.1 for clarity and consistency.
• Scope of process elements: description of inputs/outputs, control mechanisms, activity structure and interdisciplinary dependencies within production planning.
• Defined terminology: harmonized terms (e.g., EBOM, MBOM, planning scenario, work system) referenced to ISO 15531‑1 and other ISO vocabularies to avoid ambiguity.
• Documentation and annexes: informative annexes summarizing associated planning functions, planning disciplines and an object‑process diagram to support implementation.
• Delimitations (explicit exclusions): the standard does not cover material requirements planning/MRP, production order control, detailed production processes, early product design, order/inventory/purchasing/transport/warehousing, facility planning, value‑chain activities, resource visualization or process simulation.

Practical applications and users

ISO 18828-2:2016 is intended to:

• Provide a common framework for integrating heterogeneous planning IT tools and reducing redundant or inconsistent planning work.
• Enable interdisciplinary planning across engineering, manufacturing and IT teams by clarifying activity interfaces and dependencies.
• Support development of software mappings, data exchange models and process automation between product design tools (e.g., EBOM sources) and production planning systems.

Typical users:

• Manufacturing and production planners
• Systems and industrial engineers
• Automation and integration architects
• MES/PLM/ERP software vendors and integrators
• Consultants implementing digital planning workflows and standards adoption teams

Related standards

ISO 18828‑2 aligns with and references other industrial data standards for integration, including:

• ISO 10303 (STEP) Application Activity Modules (e.g., ISO 10303‑242, ISO 10303‑238)
• ISO 15531 (industrial manufacturing management data)
• ISO 10303‑1, ISO 13584‑1, ISO 15926‑1 (for product, component and life‑cycle data)

Using ISO 18828‑2 helps organizations achieve seamless production planning, improve tool interoperability, and create consistent, auditable planning processes across the product lifecycle.

Standards Content (Sample)

DRAFT INTERNATIONAL STANDARD
ISO/DIS 18828-2
ISO/TC 184/SC 4 Secretariat: ANSI
Voting begins on: Voting terminates on:
2015-09-07 2015-12-07
Industrial automation systems and integration —
Standardized procedure for production systems
engineering —
Part 2:
Reference process for seamless production planning
Titre manque
ICS: 25.040.40
THIS DOCUMENT IS A DRAFT CIRCULATED
FOR COMMENT AND APPROVAL. IT IS
THEREFORE SUBJECT TO CHANGE AND MAY
NOT BE REFERRED TO AS AN INTERNATIONAL
STANDARD UNTIL PUBLISHED AS SUCH.
IN ADDITION TO THEIR EVALUATION AS
BEING ACCEPTABLE FOR INDUSTRIAL,
TECHNOLOGICAL, COMMERCIAL AND
USER PURPOSES, DRAFT INTERNATIONAL
STANDARDS MAY ON OCCASION HAVE TO
BE CONSIDERED IN THE LIGHT OF THEIR
POTENTIAL TO BECOME STANDARDS TO
WHICH REFERENCE MAY BE MADE IN
Reference number
NATIONAL REGULATIONS.
ISO/DIS 18828-2:2015(E)
RECIPIENTS OF THIS DRAFT ARE INVITED
TO SUBMIT, WITH THEIR COMMENTS,
NOTIFICATION OF ANY RELEVANT PATENT
RIGHTS OF WHICH THEY ARE AWARE AND TO
©
PROVIDE SUPPORTING DOCUMENTATION. ISO 2015

ISO/DIS 18828-2:2015(E)
© ISO 2015, Published in Switzerland
All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form
or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior
written permission. Permission can be requested from either ISO at the address below or ISO’s member body in the country of
the requester.
ISO copyright office
Ch. de Blandonnet 8 • CP 401
CH-1214 Vernier, Geneva, Switzerland
Tel. [phone]
Fax [phone]
[e-mail]
www.iso.org
ii © ISO 2015 – All rights reserved

ISO / DIS 18828-2:2015(X)
Contents
Foreword .iv
Introduction. v
1 Scope . 1
2 Normative references . 2
3 Terms and definitions . 2
4 Reference model for production planning process . 6
4.1 Summary of the process A0 (level 1) . 7
4.2 Summary of the process A2 (level 2) . 9
4.3 Associated planning functions . 27
Annex A (normative)  Summary of the associated planning functions . 28
Annex B (informative)  Production planning disciplines . 31
Annex C (informative)  Object Process Diagram . 34
Bibliography . 37

ISO / DIS 18828-2:2015(X)
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 organizations, governmental and non-governmental, in liaison with ISO, also take part in
the work. 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. 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. 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.
The committee responsible for this document is ISO/TC 184, Automation Systems and
Integration, Subcommittee SC 4, Industrial data.
ISO 18828 consists of the following parts, under the general title Standardized procedures for production
systems engineering
— Part 2: Reference process for seamless production planning
The following parts are under preparation:
— Part 1: Overview, concepts and integration
— Part 3: Information management of seamless production planning – Information flow within
production systems engineering
— Part 4: Measurability of production planning processes – Key performance indicators for production
systems engineering
— Part 5: Manufacturing change management
iv © ISO 2015 – All rights reserved

ISO / DIS 18828-2:2015(X)
Introduction
This part of ISO 18828 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 process planning for serial production systems.
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. However, 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 to
inefficient planning and redundant processes, multiple work, transformation failures, incomplete
information etc. In addition, 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 For further readings 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 furthermore 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.
Reference
Product Design
Planning
Process
Production Planning
Production
Product Lifecycle
Manu-
Concept Design In Service Disposal
facturing
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 therefore envisioned. Planning processes
within the manufacturing phase will be analyzed 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, it is therefore
necessary to formalize and standardize the processes used in production planning.
ISO / DIS 18828-2:2015(X)
Automation Systemes 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. The scope of
the discussed reference process focusses on the production planning for products in serial 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
Develop Product
(AP 242)
Data Models
Product Structure
Concept
Development
(AP 242)
Lifecycle Requirements
Reference
Manufacture
Planning Process
Manufacture
Product
Product
(AP 238)
e.g. Work Plan
(AP 238)
Raw Parts
Information
from AAM
Figure 2 — Integration scenario of the reference planning process considering ISO 10303 AAM
NOTE For further demarcation and possible integration to other standards considering industrial data e.g.
product data (ISO 10303), component data (ISO 13584), production data (ISO 15531) and life-cycle data (ISO
15926) see Bibliography
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. Additionally Figure 2 depicts the reference planning process viewed as
an embedded process taking input information from earlier phases of the product life cycle provided for
instance in STEP AP 203/214/242 etc. and releasing information such as work schedules to follow-up
ISO / DIS 18828-2:2015(X)
processes (such as described in STEP AP 238). A general overview and a detailed explanation of all
processes within the reference planning process follow in Section 0.
The following items are out of scope:
—  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);
that includes 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
The following documents, in whole or in part, are normatively referenced in this document and are
indispensable for its application. For dated references, only the edition cited applies. For undated
references, the latest edition of the referenced document (including any amendments) applies.
ANSI/IEEE 1320.1 (2004-00-00), Functional Modeling Language - Syntax and Semantics for IDEF0
3 Terms and definitions
3.1 Terms defined in ISO 10303-1
This part of ISO 18828 makes use of the following terms defined in ISO 10303-1:
—  product
3.2 Terms defined in ISO 15531-1
This part of ISO 18828 makes use of the following terms defined in ISO 15531-1:
—  manufacturing
—  manufacturing management
—  manufacturing planning
—  manufacturing process
2 © ISO 2015 – All rights reserved

ISO / DIS 18828-2:2015(X)
—  master production schedule
—  master production scheduling
—  process
—  process planning
—  production control
—  production facilities; manufacturing facilities
—  production order control
—  resource
—  resources requirements planning; rough cut capacity planning (RCCP)
—  scheduling
3.3 Other terms and definitions
For the use of this document the following terms and definitions apply.
3.3.1
Container concept
The explicit choice of a transport container, such as blister packs, lattice boxes or small parts containers.
3.3.2
Delivery concept
Strategy adopted to supply individual parts, modules or finished products to the assembly and
manufacturing resources.
3.3.3
Delivery concept
Strategy adopted to supply individual parts, modules or finished products to the assembly and
manufacturing resources.
3.3.4
Feasibility
Technical feasibility
3.3.5
Production process management
The planning process during the production phase. 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.

ISO / DIS 18828-2:2015(X)
3.3.6
Operating resources
Movable and immovable resources that contribute to production.
3.3.7
Planning of machines, facilities and equipment
Definition, quantity, specifications, and technical specifications of required machines, facilities, and
operating resources, as well as planning the required capacity.
3.3.8
Planning scenario
Combination of certain planning variants from all planning disciplines
3.3.9
Process chain
Sequence of process activities
3.3.10
Product design process
The process of design a product from the idea for a product through to the last EBOM.
3.3.11
Product Structure (EBOM)
The product structure provides a functional classification of all items, parts, components, sub-
assemblies and assemblies of a product. The hierarchical “as-designed” product structure which is defined
during product design allows the creation of an engineering bill of materials (EBOM).
3.3.12
Reference planning process (for production planning)
Process from the initial product definition – usually from the end of the concept phase – to delivery of
the last work plan in series planning. It does not include production control.
3.3.13
Work system
Used to fulfill a work task and is described by the seven system terms (work task, work progress,
human, resource and equipment, input, output, environmental influences).

3.5 Abbreviations and descriptions
For the use of this document the following abbreviations and descriptions apply.
3.5.1
Assy
Assembly
3.5.2
BOM
Bill of materials
4 © ISO 2015 – All rights reserved

ISO / DIS 18828-2:2015(X)
3.5.3
CAD
Computer-aided design
3.5.4
CNC
Computerized numerical control
3.5.5
EBOM
Engineering BOM (BOM from the design perspective)
3.5.6
est
estimated
3.5.7
Ext
Extended
3.5.8
MBOM
Manufacturing-BOM (BOM from the production perspective)
3.5.9
Mfg
Manufacturing
3.5.10
PLC
Product life cycle
3.5.11
SADT
Structured Analysis and Design Technique
3.5.12
SOP
Start of production
ISO / DIS 18828-2:2015(X)
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 (for instance: the process A2.2.1 contains three numeric digits and therefore belongs to the
model level 3).
NOTE Syntax and Semantics are used according to the functional modeling language ANSI/IEEE 1320.1.
Level 0
A0
Reference planning process
Level 1
A
A2 A3
Constraints Core planning Associated planning
functions
within PLC disciplines
Level 2
A2.1 A2.2 A2.3 A2.4 A3.1 A3.2
Manufacturing Assembly Logistic Layout Interdisciplinar High level
planning planning planning planning y consolidation planning
Level 3
A3.2.1 A3.2.2
…
A2.1.1 A2.1.2 A2.1.3
Concept Rough Detailed
A2.2.1 A2.2.2 A2.2.3 A2.3.1 A2.3.2 A2.4.1 A2.4.2 A2.4.3
manu- manu- manu- Concept Rough Detailed Rough Detailed Concept Rough Detailed
facturing facturing facturing
assembly assembly assembly logistic logistic layout layout layout
planning planning planning planning planning planning planning planning planning planning planning
Level 4
A2.2.2.1 A2.2.2.2 A2.2.2.3 A2.2.2.4
…
= process activity
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 modeling 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 methodic 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
6 © ISO 2015 – All rights reserved

ISO / DIS 18828-2:2015(X)
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 SADT notation
—  The textual description of the process activities
—  The additional explanation of specific model details
4.1 Summary of the process A0 (level 1)
Technical f easibility Framework conditions
Continuous improv ement of production env ironment
Resources
Change request
Decisions request
Decisions request
Necessary resources
Modif ications
Scenario criteria
Other requirements
Constraints
Planning
within
requirements
product
life Planned number of pieces
Logistics concepts
cycle
Defined layout
Shif t models MBOM-input
Core planning Mfg. times
disciplines Released work
Associated
Internal logistics concept
Time data per product
schedule
planning
Assy . times
A1
f unctions
Combined
Manufacturing concepts
Raw parts
concepts
Assembly concepts
Product structure (EBOM)
Adjusted
Layout concepts
planning
Ergonomics v alidation
scenario
Costs
A2 Cycle
times
A3
Methodic support
NODE: TITLE: NUMBER:
Reference Planning Process
Model level 1
A0
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 modeling 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. Additionally methodic 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.
ISO / DIS 18828-2:2015(X)
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
—  Constraints within the product life cycle,
—  Core planning disciplines and,
—  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. Furthermore the constraints provide planning
requirements as input information for the core planning disciplines as well as control input for the
associated planning functions. Therefore additional information needed in the detailed model levels
that are not generated by the remaining planning disciplines, are 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 Section 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 (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.
8 © ISO 2015 – All rights reserved

ISO / DIS 18828-2:2015(X)
4.2 Summary of the process A2 (level 2)
Necessary
resources
Modif ications
Detailed linking concept
Manufacturing concepts
Raw parts
EErrggoonnoommiiccss vv aalliiddaattiioonn
Product structure (EBOM)
DDDDeeeecccciiiissssiiiioooonnnnssss  rrrreeeeqqqquuuueeeesssstttt
Time data per product
CChhaannggee rreeqquueesstt
Planned number
RReessoouurrcceess
Manufacturing
of pieces CCoossttss
planning
Shif t models Mfg. times
MMBBOOMM--iinnppuutt
Adjusted
planning scenario
Assy . times
Logistics
A2.1
concepts
Assembly
Assembly
planning
concepts
Precedence graph
Detailed linking concept
A2.2
Layout
Cycle times
concepts
Logistics
Layout
planning
planning
Internal logistics
Defined
concept
layout
A2.3
Combined concepts
A2.4
Other requirements
Methodic support
NODE: TITLE: NUMBER:
Core planning disciplines
Model level 2
A2
Figure 5 — Structure of the reference planning process at model level 1
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 and
—  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 (Section 4.2.1
to Section 4.2.4).
ISO / DIS 18828-2:2015(X)
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 (lifting cranes, robot arms, etc.). 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)
Modif ications
Necessary
resources
Planned number of pieces
Shif t models
Est. mfg. time per
product
Change request
Product structure (EBOM)
Concept planning
Sev eral mfg.
Decisions request
Raw parts during
planning concepts
manuf acturing
Manufacturing concepts
Other requirements planning
Manufacturing
Allocated mf g. resources
process graph
Rough planning
Mfg. cost ranking
during
First mfg. cost calculation
manuf acturing
A2.1.1
planning
Manufacturing plan Mfg. times
Assy . times
Manufacturing
Resources
Time data
process time
per product
MBOM-input
Detailed planning
Detailed linking
during
concept
A2.1.2
Detailed linking concept
manuf acturing
planning
Adjusted planning Ergonomics v alidation
scenario
Costs
A2.1.3
Methodic support
NODE: TITLE: NUMBER:
Manufacturing planning
Model level 3
A2.1
Figure 6 — Structure of the manufacturing planning at model level 3
10 © ISO 2015 – All rights reserved

ISO / DIS 18828-2:2015(X)
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 Section 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
Summary of the process A2.1.1 (level 4)
Modif ications
Necessary
resources
Product structure (EBOM)
Extended
Allocate material
EBOM
Raw parts (raw parts and
product structure)
Manufacturing
Other requirements
process graph
A2.1.1.1
Defining rough
process steps
A2.1.1.2 Est. mfg. time per product
Developing
manuf acturing
*
Planned number of pieces
concepts
Shif t models
A2.1.1.3
Mfg. cost ranking
, *
Estimating
relative manu-
f acturing costs
*
A2.1.1.4
Choosing pref erred
manuf acturing
concepts
Sev eral mfg.
A2.1.1.5 planning
Alternativ e mfg.
concepts
concepts
Methodic support
* = versioned operation list
NODE: TITLE: NUMBER:
Concept planning during manufacturing planning
Model level 4
A2.1.1
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. Therefore different parameters such
as framework conditions, strategic decisions or continuous improvement of production environment
affect manufacturing planning at this early stage during PLC.
ISO / DIS 18828-2:2015(X)
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.
Summary of the process A2.1.2 (level 4)
Necessary
Modif ications
Sev eral mfg. resources
planning
concepts
, *
Adjusting mf g. concept
plans to new premises
or product deriv atives
Updated mfg
A2.1.2.1
concepts
Other
requirements
Manufacturing process time
Detailing the mf g.
Time data per
product process steps
*
and work contents
Assy . times
First mfg. cost calculation
Est. mfg. time per
Planning the
product
A2.1.2.2 required mf g.
capacity
Manufacturing
Planning mfg. Required
process graph
machines, faci- resources
Manufacturing concepts
lities and
A2.1.2.3
Planning and
Detailed linking
equipment Allocated mf g. resources
allocating the
concept
Ext. mfg.
mf g. resources Manufacturing plan
, *
concepts
to process steps
Mfg. cost ranking *
Decisions request
A2.1.2.4
A2.1.2.5
Developing other
Change
mf g. concepts for
request ,*
new product
Manufacturing
derivatives
plans,*
A2.1.2.6
Methodic support
* = versioned operation list
NODE: TITLE: NUMBER:
Rough planning during manufacturing planning
Model level 4
A2.1.2
Figure 8 — Structure of the rough planning during manufacturing planning at model level 4
12 © ISO 2015 – All rights reserved

ISO / DIS 18828-2:2015(X)
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 such as procurement and parts manufacturing strategies, provisioning
scenarios as well as quality requirements and quality assurance obligations have an impact on the
planning activities.
Therefore 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, for instance a new and additional product derivate, the manufacturing planning
concepts have 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, 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 such as 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
ISO / DIS 18828-2:2015(X)
Summary of the process A2.1.3 (level 4)
Allocated mf g.
Modif ications
resources
Manufacturing
Detailing mf g.
Mfg. times
process time
process steps
Other requirements
and work
contents
Manufacturing plan
Detailing
Resources
A2.1.3.1 the
required
Adjusted planning
mf g.
Detailed linking
scenario
*
capacity Detailing
concept
mf g.
A2.1.3.2
machines,
f acilities
*
and
equipment
Detailing and MBOM-input
A2.1.3.3
allocating the
mf g. resources
*
to process steps
Costs
* Carrying
A2.1.3.4 out a pre-
First mfg. cost
calculation Automation
calculation
Planning
of mfg. information
of mfg.
costs *
f acility
A2.1.3.5
control
systems,
Developing
equipment *
Ergonomics
mf g. work
configurations
*
validation
instructions
etc.
Carrying
etc.
A2.1.3.6 out an mf g.
A2.1.3.7
ergonomics
inspection
A2.1.3.8
Methodic support
* = versioned operation list
NODE: TITLE: NUMBER:
Detailed planning during manufacturing planning
Model level 4
A2.1.3
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 can therefore 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. Furthermore a manufacturing planning 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 must also be taken into account during detailed manufacturing
planning. Furthermore manufacturing plans, operating and testing instructions or other documents that
14 © ISO 2015 – All rights reserved

ISO / DIS 18828-2:2015(X)
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 CNC programs, tool settings etc. (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). In addition, 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 as well as 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 a MBOM and to release
the first work schedule.
4.2.2 Summary of the process A2.2 (level 3)
Modif ications
Necessary
resources
Shif t models
Precedence graph
Planned number of pieces
Change request
Concept planning Est. assy. time
during assembly per product
Decisions request
Product structure (EBOM)
planning
Sev eral assy.
Assembly concepts
planning concepts
Other requirements
Allocated assy. resources
Assy . cost ranking
A2.2.1
Rough planning First assy . cost calculation
during assembly
MBOM-input
Assembly
planning
process time
Resources
Mfg. times
Assembly plan
Detailed linking concept
Time data
per product
Ergonomics v alidation
Detailed planning
Detailed linking
during assembly
Assy . times
concept
A2.2.2 planning
Costs
Adjusted planning scenario
A2.2.3
Methodic support
NODE: TITLE: NUMBER:
Assembly planning
Model level 3
A2.2
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. Therefore to keep the focus on the process activity only the main
interfaces (see Section 1) 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 processes
ISO / DIS 18828-2:2015(X)
provides the possibility of interaction between them. The manufacturing planning as well as the
assembly planning needs the outcome deriving from the higher levels. With the assistance of the
associated planning functions (see Section 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 fulfill the constraints from
higher level (e.g. the costs and the ergonomic validation) is combined with the information from
...

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
All rights reserved. Unless otherwise specified, no part of this publication may be reproduced or utilized otherwise in any form
or by any means, electronic or mechanical, including photocopying, or posting on the internet or an intranet, without prior
written permission. Permission can be requested from either ISO at the address below or ISO’s member body in the country of
the requester.
ISO copyright office
Ch. de Blandonnet 8 • CP 401
CH-1214 Vernier, Geneva, Switzerland
Tel. [phone]
Fax [phone]
[e-mail]
www.iso.org
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
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
organizations, governmental and non-governmental, in liaison with ISO, also take part in the work.
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
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
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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,
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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
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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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