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build-pipeline

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Build Pipeline (Current State Map)

Documentation of PSI’s end-to-end machine build pipeline from order entry through shipment, based on the Current State Map (August 2024 value stream mapping exercise).

Pipeline Overview

The PSI machine build pipeline follows a sequential flow through 8 primary stages. Each stage has characteristic cycle times, handoff points, and common failure modes that contribute to overall lead time.

ORDER  ──→  PROPOSAL  ──→  MECH ENG  ──→  CONTROLS ENG  ──→  PURCHASING
ENTRY       HANDOFF        DESIGN          DESIGN             PROCUREMENT
                                                                   │
                                                                   ▼
SHIP   ←──  MVI/      ←──  ELEC      ←──  MECH         ←──  MACHINE/
             STARTUP        ASSEMBLY       ASSEMBLY           WELD/FAB

Stage Details

Stage 1: Order Entry & Proposal Handoff

PropertyValue
OwnerSales (Dept 140) / Proposal Engineering (Dept 115)
InputsCustomer PO, Quote, SLDS Index
OutputsOrder entered in AFTEC, project created (PROJECT.1287)
Key DatesORDER.DATE in PROJECT.1287
Data Sourcesalesorder.csv, PROJECT.1287

Process:

  1. Sales receives customer PO
  2. Order entered in AFTEC — creates project record
  3. SLDS (Sales LDS Index) converted to LDS Index
  4. Project kickoff meeting with engineering
  5. Reference project identified (REF.PROJ.NO)

Common Delays:

  • Incomplete customer specifications
  • Scope changes during handoff
  • Reference project selection issues

Stage 2: Mechanical Engineering (Design)

PropertyValue
DepartmentMech Engineering (Dept 110)
Schedule File\\ad.ptihome.com\DFS\Schedule\SS123\SCHEDULE\ENG\Mecheng.xlsm
Hours FieldMENG.BUD / MENG.HRS in PROJECT.HRS.1287
Budget FieldColumn D (Hours Estimated) in schedule Excel

Process:

  1. LDS Index created — master engineering document
  2. Mechanical design (3D CAD in SolidWorks)
  3. Drawings released through PDM
  4. BOM generated and released
  5. ECNs as needed for design changes

Key Metrics:

  • Hours estimated vs actual (from schedule Excel + PROJECT.HRS.1287)
  • ECN count during design phase (ecn.csv)
  • Drawing release dates vs plan

Common Delays:

  • Incomplete specifications from proposal
  • Complex new designs (low reuse rate)
  • Customer-requested changes mid-design
  • Reference project BOM issues

Stage 3: Controls Engineering (Design)

PropertyValue
DepartmentControls Engineering (Dept 111)
Schedule File\\ad.ptihome.com\DFS\Schedule\SS123\SCHEDULE\ENG\CONTROLS.xlsm
Hours FieldCENG.BUD / CENG.HRS in PROJECT.HRS.1287

Process:

  1. Electrical design and panel layouts
  2. PLC programming (Allen-Bradley/Rockwell)
  3. HMI/SCADA development
  4. Electrical drawings released
  5. I/O cross-reference documentation

Key Metrics:

  • Hours estimated vs actual
  • PLC program complexity (tag count, routine count)
  • Electrical drawing count

Common Delays:

  • Waiting on mechanical design completion
  • Complex PLC logic for new processes
  • Customer-specified control requirements
  • Robot integration complexity

Stage 4: Purchasing / Procurement

PropertyValue
DepartmentSupply Chain (Dept 150)
Data Sourcespurchaseorders.csv, pohist.csv, partmaster.csv
Key FieldsPromise Date, Schedule Date, Lead Time, Confirm Days

Process:

  1. BOM released from engineering triggers procurement
  2. Long-lead items ordered first
  3. Standard parts pulled from stock
  4. Vendor parts received and inspected
  5. Materials staged for build

Key Metrics:

  • Vendor on-time delivery (Promise Date vs Receipt Date)
  • Average purchase lead times (partmaster.csv: Pur LT)
  • Open PO aging (purchaseorders.csv: IsOpen flag)
  • Confirmation delay (Confirm Days field)

Common Delays:

  • Long-lead vendor items (castings, special motors, custom parts)
  • Late BOM release from engineering
  • Vendor delivery misses
  • Quality issues on received parts (NCNs)

Stage 5: Machine Shop / Weld / Fabrication

PropertyValue
DepartmentsMachining (102), Welding (104)
Schedule FilesAMACH.xlsm, AWELD.xlsm
Hours FieldsMACH.BUD/HRS, WELD.BUD/HRS in PROJECT.HRS.1287
WO Dataopenwo.csv (CC=102, CC=104)

Process:

  1. Weldments fabricated per drawings
  2. Machined parts manufactured (CNC)
  3. Sub-assemblies built
  4. Quality checks at each stage
  5. Parts staged for assembly

Key Metrics:

  • WO cycle time (Make Date → Close Date for CC=102, 104)
  • WO days late (WODaysLate field)
  • Actual vs routed hours (wiplabor.csv)
  • Operation completion rates (wiprouteline.csv)

Common Delays:

  • Drawing errors discovered during fabrication
  • Material availability (stock-outs)
  • Machine capacity constraints
  • Rework from quality issues

Stage 6: Mechanical Assembly

PropertyValue
DepartmentMechanical Assembly (Dept 106)
Schedule File\\ad.ptihome.com\DFS\Schedule\SS123\SCHEDULE\PROD\AMECH.xlsm
Hours FieldMECH.BUD / MECH.HRS in PROJECT.HRS.1287
SpecialHas extra columns including “SHIP Htg”

Process:

  1. Base/frame assembly
  2. Major component installation
  3. Motion systems (conveyors, turntables, robots)
  4. Enclosures and guarding
  5. Mechanical fit-up and alignment

Key Metrics:

  • Hours estimated vs actual
  • Fit-up issues (redbooks with A106 flag)
  • Missing parts impact (purchasing delays cascade here)
  • Floor space bay assignment (Floor Space Capacity Chart.xlsm)

Common Delays:

  • Parts not available (waiting on purchasing or fab)
  • Design interference discovered during assembly
  • Floor space constraints (bay availability)
  • Engineering changes during assembly (ECNs)

Stage 7: Electrical Assembly

PropertyValue
DepartmentElectrical Assembly (Dept 108)
Schedule File\\ad.ptihome.com\DFS\Schedule\SS123\SCHEDULE\PROD\AELECT.xlsm
Hours FieldELEC.BUD / ELEC.HRS in PROJECT.HRS.1287

Process:

  1. Control panel builds
  2. Conduit and cable routing
  3. Wire terminations
  4. Sensor installation
  5. Initial power-up and checkout

Key Metrics:

  • Hours estimated vs actual
  • Wiring errors (redbooks with A108 flag)
  • Panel build completion rate
  • Dependency on controls engineering drawings

Common Delays:

  • Waiting on controls engineering drawing release
  • Panel component lead times
  • Wiring errors requiring rework
  • Late changes from PLC programming updates

Stage 8: MVI / Startup / Testing

PropertyValue
DepartmentMVI (Dept 120), Startup (Dept 122)
Schedule File\\ad.ptihome.com\DFS\Schedule\SS123\SCHEDULE\PROD\AMVI.xlsm
Hours FieldSU.BUD / SU.HRS in PROJECT.HRS.1287
SpecialHas Test/Runoff and Installation sub-columns

Process:

  1. Component testing
  2. Motion verification
  3. Process testing (blast/spray/clean)
  4. PLC debugging and tuning
  5. Customer witness runoff (RAC — Runoff Acceptance Criteria)
  6. Punch list resolution
  7. Final inspection and ship prep

Key Metrics:

  • Test/Runoff hours vs estimate
  • Punch list item count and resolution time
  • Customer runoff pass/fail
  • Redbook issues found during testing (late-stage = expensive)

Common Delays:

  • Issues discovered during testing that require engineering changes
  • Customer availability for witness runoff
  • Punch list items requiring parts or design changes
  • PLC tuning for process optimization

Lead Time Composition

Typical New Build Timeline (Target)

StageDurationCumulative
Order → Engineering Start1-2 weeks2 weeks
Mechanical Engineering8-12 weeks14 weeks
Controls Engineering6-10 weeks (overlaps)16 weeks
Purchasing (long-lead)12-20 weeks (overlaps)20 weeks
Fabrication4-8 weeks24 weeks
Mechanical Assembly6-10 weeks32 weeks
Electrical Assembly4-6 weeks (overlaps)34 weeks
MVI/Startup/Runoff4-8 weeks40 weeks
Total Target~40 weeks (10 months)

Where Time is Actually Spent

The ganttJOB.csv data shows actual start/end dates for each department on each project. Combined with:

  • openwo.csv WO cycle times and days late
  • wiplabor.csv actual vs routed hours
  • wiprouteline.csv planned vs actual operation dates
  • PROJECT.HRS.1287 budget vs actual hours

These data sources enable analysis of where time is expanding.

Data Sources for Pipeline Analysis

Analysis QuestionPrimary DataHow to Query
Overall lead time trendProject1287List.xmlOrderDate → ShipDate by year
Stage durationsganttJOB.csvStart/End per dept per project
Department overrunsPROJECT.HRS.1287Budget vs Actual hours
WO cycle timesopenwo.csvMake Date → Close Date
Operation-level delayswiprouteline.csvPlanComp vs ActComp
Quality impactredbook.csv + ecn.csvRFC count, dept flags, timing
Purchasing delayspurchaseorders.csvPromise vs Schedule dates
Capacity constraintswc-capacity.csvAvailable hours per work center

Last updated: February 2026 Source: Current State Map 8-5.pdf (August 2024 value stream mapping)

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