COLLABORATIVE MANUFACTURING

Submitted to: Prof N V Reddy Prof Kripashankar

Submitted by:PGPEX-VLM 2012 - 2013Chetan Patil :12126008 Rishabh Agarwal :12126021Sitikantha Das :12126028

Current Manufacturing Industry Scenario & Need for Collaboration :

• Increased product variety, complexity and quality demands

• Increased capital costs of manufacturing technologies• Reduced product’s life cycles, and revenue margins • Need to provide associated services throughout

Product Life

Current Manufacturing Industry Scenario & Need for Collaboration :

Market Related Reasons:• Increase activities/profit• Coping with market turbulence• More chances to compete with larger companies• Lobbying and market influence• Easier access to loans / Group

Insurance• Joint purchasing Power• Prestige, reputation, reference• Access/explore new market/ product (e.g. multidisciplinary• sector)• Expand geographical coverage• Increase potential for innovation• Economy of scale

Organizational Reasons:• Management of competencies

and resources• Improve potential of risk taking• Support members through

necessary reorganization• Learning and training• Shared bag of assets (e.g. shared

tools,• lessons learned, legal information,

sample contracts)• Organize success stories and joint

Campaigns • Help in attaining clear

focus/developing core competencies

• Sharing costs of branding/marketing

Benefits for Organizations to join Collaborative Network :

CMN Oriented Business Model for Manufacturing SMEs:

Business connectivity : Affordable connections with CMN participants’ systems

Business benefits : Facilitate coherence of knowledge management across all members of a CMN

Financial Considerations : Technology roadmap for choosing and implementing reliable, scalable, and secure systems that are able to meet the rate of technological changes.

E-government standards : existing government standards should be adopted wherever they are available and appropriate.

Forward outlook : Should grow in parallel with the technological developments

Usage limitations : Should provide a high level or minimum basis for interoperability within the CMN

Product Support : Should provide flexibility in the selection of vendors, preferably being vendor and product neutral

Technical support or Staff experience

Requirements of IT Infrastructure :

(i) Database & Knowledgebase

(ii) Web-based client application

(iii)Collection of decision-support WS that enables the functionalities of the GDSS

(iv)Software-to-WS interfaces that enable standalone information systems to interoperate with the GDSS.

The System Architecture :

Database & Knowledgebase Module : # Stores loosely structured decision-making data, information, and knowledge in a highly systematic table-based information system environment to maximize query solving.# Ensures timely update of operational data and information E.g. Microsoft SQL 2000 database server Web based client Application :# Display concise information in relation to the decision# Guide decision-makers through a pre-defined decision-making work- flows E.g. Microsoft’s ASP .Net programming language Decision Support Web Services:# Knowledge Management , Decision Analysis Model Management , Information Management Services# New services can be created independently, and seamlessly interoperate with the existing services due to scalability feature # Any of the features may be selected to interoperate with the business partners’ WS-enabled system using the existing network infrastructure that is enabled by InternetSoftware to WS Interfaces :# Extract information from standalone systems such ERP, SCM, and CRM# Interact with decision analysis tools such as mathematical optimisation solver softwareE.g. Visual Basic for Application (VBA) programme to inter-connect an Excel-based decision model with the GDSS , LINDO

Components of System Architecture :

Live Example ~ Computer aided Collaborative Manufacturing

# Data obtained by Web based IT infrastructure # Solution obtained by What’sBest!, a MS Excel Optimisation tool developed by Lindo Systems

Its a new strategic model to support collaborative creation ,management ,dissemination & use of product asset including data ,information ,knowledge .

PLM supports portfolio of product , processes & services through initial concept design ,engineering ,launch , production & final disposal.

PLM enables manufacturing organizations to obtain competitive advantages by creating better products in less time, at lower cost, and with fewer defects than ever before.

PLM provides process management throughout the entire product lifecycle, but also enables effective collaboration among networked participants in product value chain.

APPLICATIONS :

PLM - PRODUCT LIFECYCLE MANAGEMENT :

PRODUCT LIFECYCLE COLLABORATION

PRODUCT LIFECYCLE COLLABORATION ADVANTAGES :

Leveraging the power of product collaboration across global value chains of trusted partners, employees, suppliers and customers.

Speed product development, manage programs effectively to enable strategic sourcing.

Reduces development costs, increase product innovation , dramatically speeds time to market results in a strategic impact on revenue.

CONCEPTUAL VIEW OF CAPP & CAM COLLABORATION :

NC PROGRAMMING TO USER INTERFACE PLANNING MODULE :

Potential industrial benefits :

Reduced rework in cutting tool and cutting parameter selection.

Effective and efficient generation of NC programming for production.

Optimized operational sequence with NC program verification.

Collaborative Manufacturing: Fact or Fiction?We’ve all heard the phrase “collaborative manufacturing,” but what is it and does it really exist?

Examples of Collaborative Manufacturing across Organizationshttp://www.nasa.gov/pdf/214585main_Chilton-AIAA-2-26-08.pdf

Private Organizations using Collaborative Manufacturing

ToyotaBoeing / Airbus / EADSRockwell AutomationLevi’sWal-MartCISCO

http://www.cisco.com/web/strategy/docs/manufacturing/solution_overview_MMVC.pdf

Potential Benefits & Potential Risks

• Increase sales volume by reducing time to market • Greater management and oversight costs

• Lower costs by accessing supplier's scope and scale • Reduced internal capacity and capability

• Reduce capital employed (or generate cash) • Loss of process-specific human capital

• Share the risk of new products and technology • Loss of control over suppliers

• Access new suppliers and distribution channels • Disruption of existing channels

• Mitigate demand volatility • Reduced ability to "learn by doing"

• Gain access to technology and intellectual property • Sharing of proprietary technology, skills

• Better understand customers, vendors and competitors • Exposing customer information

• Focus resources on remaining strategic activities • Loss of cross-functional perspective

DID YOU KNOW ?In Manufacturing, the world’s top

5 automobile manufacturers and top 3 aerospace companies are reducing time-to-market using video collaboration.

According to Wainhouse Research, manufacturers using visual collaboration solutions reduce time-to-market by an average of 24%. 

THANK YOU !!