competitive production systems 2011 -...

Competitive Production SystemsOngoing research within production and logistics at Mälardalen

University and the need for flexibility and present trends

2011-09-13

Mats JacksonMats Jackson

S h l f I ti D i d E i iSchool of Innovation, Design and Engineering1

LectureLecture

• Research within production and logistics at Mälardalen University

• Trends and challenges - the need for flexibilityg y

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A research profile at Mälardalen University:

Innovation and Product Realization (IPR)Mats JacksonSchool of innovation, design and engineering

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Research profiles within pMälardalen University

Six prioritized research areas at MDH: • Embedded Systems• Embedded Systems• Innovation and Product Realization (IPR)• Environment, Energy and Resource Optimization• Sustainable Development and Working Life• Sustainable Development and Working Life• Didactics and Inter-Cultural Communication• Health and Social Welfare

ProductDesign

Productrealization

Design andVisualization

System Design

Idea and ConceptDesign

Innovation management 4

The research profile IPRThe research profile IPR

Innovation and Product Realization

RESEARCH

UNDERGRADUATE PH D - EDUCATION

RESEARCH

UNDERGRADUATEAND GRADUATE EDUCATION

PH D - EDUCATIONRESEARCH SCHOOL

CENTER OF PRODUCT REALIZATION

- 7 professors- 4 st adjunct professors

15 i h

1400 students

Three education areas;information design - 15 senior researchers

- 36 Ph D students, 13 industrial Ph D students- information design, - product- och process development- innovation management 5

Production and logistics within IPR

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Product realization within IPRArea definitionProduct realization is the work that an organization goes through to develop manufacture andProduct realization is the work that an organization goes through to develop, manufacture, anddeliver the finished goods or services.• includes customer-related processes• design and development• design and development• purchasing, production and service provision• control of monitoring and measuring processes

Research on product realization concerns the design, operations and improvement of these productrealization processes.

Research at IPR within product realizationIPR’s research aims at creating new knowledge, understanding, and support for designing product

li ti b ti l t l d li d hrealization processes by creative elemental and applied research.

By examples and guidelines we provide management support to manage crucial processes andaspects of product realizationaspects of product realization.

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Product realization within IPR– Individuals 2011

Anders Fundin (VCE, 20%)Antti Salonen Björn Fagerström (In Ocean, 20%)Christer Johansson (50%)

Anette Brannemo (VCE)Anna Granlund Carin Rösiö (JTH)Daniel Gåsvaer (Swerea IVF)Christer Johansson (50%)

Jens von Axelson (Swerea IVF, 40%)Joakim FröbergMagnus Wiktorsson

Daniel Gåsvaer (Swerea IVF)Erik HellströmJessica Bruch (JTH)Joakim Eriksson

Marcus Bengtsson (VCE, 20%)Mats Deleryd (VCE, 20%)Mats Jackson Monica Bellgran (Haldex, 20%)

Joel Schedin (VCE)Karin RomvallLina Stålberg (VCE)Marcus Palmnäs (ÅF)Monica Bellgran (Haldex, 20%)

Rolf Lövgren Sabah Audo Sofi Elfving (Ericsson, 10%)

Marcus Palmnäs (ÅF)Martin Kurdve (Swerea IVF/MDH)Mikael Hedelind (ABB)Mohammed Salloum (VCE)Niklas Friedler

Kommande: 1 post doc från KTH1 universitetslektor

Niklas Friedler Somchai Mattrapunyachon (External)Yuji Yamamoto (Deva Mecaneyes)

1 adjungerad professor (Bombardier)1 seniorforskare (Swerea IVF) 8

Product realization within IPR

1. Innovation, produktion och logistik (Hing, Civ ing)2. Innovation och produktdesign (Hing, Civ ing)3. Production- and logistics management (Master)

Undergraduateeducation

MITC – Mälardalen Industrial Technology Center

Research projects – some examples

Industrial cooperation

Industrial research school”Innofacture”

GPS ProLoc Kaikaku LeanAutom

Research education

Innofacture

XPRES and the research group at Mälardalen UniversitySenior research -

plattform

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Initiative for excellence in production research

Strategic research area

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Strategic priorities in the Swedish h d i ti bill (2009 2012)research and innovation bill (2009–2012)

TECHNOLOGY • Nanoscience and nanotechnology• e‐Science• Materials science

• Neuroscience• Epidemiology• Cancer• Materials science

• Production engineering• IT and mobile communications

• Cancer• Psychiatry• Health care research

• Transport research• Aviation• Space research

CLIMATE • Energy• Sustainable use ofSpace research

MEDICINE • Molecular bioscience

Sustainable use of natural resources

• Impact on natural resources• Climate models• Stem cells

• Diabetes

• Climate models• Marine environment research

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XPRESXPRES

Academic partnersKTH

C t S t f D i

Industrial partnersABBS b AB

Research institutesSwerea KIMAB

– Computer Systems for Design and Manufacturing

– Machine and Process Technology incl Metrology

Saab ABSandvikScania CV

– Manufacturing processesSwerea IVF

– Production System

– Production System– Light Weight Structures

Mälardalens Högskola

Volvo Construction Equipment

BombardierAlf L l– Production System Design incl

Industrial Automation – PrIoduction Maintenance

Alfa LavalSMEs in the region

and more..

I t t l KTH MDH S IVF d S KIMAB h b t 120 In total KTH, MDH, Swerea IVF and Swerea KIMAB have about 120 researchers in manufacturing engoineering related areas 12

Vision for industrial productionin Sweden 2027

Complex and multimaterial products

Resource preservingproduction and afterproduction and after market processes

Responsive production for small series and masscustomizationcustomization

XPRES vision: adaptive and sustainable f i f f dmanufacturing of future products

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Manufacturing for emergent materials and technologiesmaterials and technologies

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Life cycle approaches on product realizationrealization

Product d idesign

Production design

ManufacturingProduct

ReuseRecycle

Manufacturing processes

AssemblyUse

Product maintenance INFORMATION

Assembly

Distribution

Use

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Adaptive and responsiveproductionproduction

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1. Innovation, produktion och logistik (Hing, Civ ing)2. Production- and logistics management (Master)







Research education

Innofacture

XPRES and the research group at Mälardalen UniversitySenior

research

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Mälardalen Industrial Technology CenterTechnology CenterDeveloping the manufacturing industry in Mälardalenindustry in Mälardalen

BackgroundBackground• The success within the manufacturing industry is vital for the regional development in

Mälardalen there is today a strong automotive cluster manufacturing transmissions in theMälardalen, there is today a strong automotive cluster manufacturing transmissions in the region (Volvo, Scania, Bombardier etc.)

• The manufacturing industry in Mälardalen contributes to the development of the service sector in the region without the manufacturing industry there is a risk of loosing servicesector in the region, without the manufacturing industry there is a risk of loosing service jobs

• It is strategically important to develop the industrial competence, universities as well as other educational institutions in the region will influence future success within the industryother educational institutions in the region will influence future success within the industry

• Increased product complexity and more added value in the products must be managed, therefore is a need for more development resources

• It is important to strengthen the research in the academic sector e g XPRES• It is important to strengthen the research in the academic sector, e.g. XPRES (production engineering in cooperation between MDU, KTH and SWEREA)

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Market and possible partnersp pArenas for development with leading competence within prioritized areaswithin industry, society, and the academic sector

KÖPING VÄSTERÅS ESKILSTUNA SÖDERTÄLJE

Gear Technlogy CenterTechnical CollegeVolvo PowerTrain

LeaxGetrag

Technical CollegeMälardalen University

ABBBombardier

Westinghouse

Mälardalen UniversitySWEREAVolvo CEAlfa Laval

ASSA ABLOYC

KTH Campus TelgeSWEREA

Technical CollegeScania

Köping Industry AssociationKöping Municipality

SME´s

Västerås MunicipalityVästerås Science Park

SME’s

Technical CollegeEskilstuna Manufacturing Association

Fuji AutotechMunicipality

Munktell Science ParkSME’

Södertälje MunicipalitySME’s

SME’s

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Focus areas within MITCFocus areas within MITCWe have chosen four focus areas, based on the need in industry and where the academic sector is strong regarding competence, research and education

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VisionVisionCompetence development through increased cooperation between industry and university, which will strengthen the industrial competitiveness, contribute to the economic growth in the region, and strengthen the academic sector.

MissionWe are the best in planning, funding, coordinating, and managing cooperative projects between industry, universities, and society.

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1. Innovation, produktion och logistik (Hing, Civ ing)2. Production- and logistics management (Master)







Research education

Innofacture

XPRES and the research group at Mälardalen UniversitySenior

research

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Lean AutomationLean Automation

PartnersVolvo CEABB

Expected resultsReduced complexity in handling robot cells1. Determining right level of automation => writing a

IBC RoboticsMälardalens Högskola

Funding

good specification of a robot system2. HMI´’s supporting reduced complexity3. Support configuration and development of existing

cell – introducing new products, change overs, i tg

Total 2,2 MSEK – 2011, Robotdalen/Vinnova contributes with 1 MSEK

maintanence

Deliverables1. Handbook – supporting development of

Project leader: Mats Jackson MDH

MDH Erik Hellström

automation2. Demonstrator – cell PC Ph D 2011 – Mikael

Hedelind3. Publications

Erik HellströmAnna GranlundNiklas Friedler

• Lic 2011 – Anna Granlund• Papers

ABBMikael Hedelind 25

Kaikaku – radical and innovativeKaikaku radical and innovative production development

PartnersCH Industry EskilstunaSolö Mecahnical Solutions Eskilstuna

Expected resultsSupporting Kaikaku – radical and innovative

d ti d l tSolö Mecahnical Solutions EskilstunaNike Hydraulics EskilstunaVolvo CE EskilstunaLeine & Linde SträngnäsTPC Components i Hallstahammar

production development

DeliverablesTPC Components i HallstahammarSWEREA IVFMälardalens Högskola

Funding

Deliverables1. Support methodology2. Lab3. Publications

Lic 2011 Anna GranlundFundingProject 12,6 MSEK - Vinnova 6 MSEK

Project leader: Mats Jackson, MDH

• Lic 2011 – Anna Granlund• Papers

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LectureLecture

• Research within manufacturing engineering at Mälardalen University

• Trends and challenges - the need for flexibilityg y

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What is a competitiveWhat is a competitive production system?

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Are existing production systems in industry competitive?industry competitive?

Economic activity within Manufacturing 1998 – 2008, y gat constant 1990 prices in US dollars. Source: UN Stats

A world wide 42% increase in manufacturing activity (at constant prices)

1998-2008. 36% increase in GDP36% increase in GDP

world wide 1998-2008 29

A historic developmentA historic developmentC ft d tiCraft production• Make what the customer wants

=> Mass production• Large demand for products with large scale manufacturing - Henry Ford

=> Lean production• The challenge of producing customized products with efficient

manufacturing - Taiichi Ohno

=> Flexibility• A business environment dominated by change

and uncertainty

Craft production

Knowledge to develop manufacture and fit Knowledge to develop, manufacture and fit The apprentice system Decentralized workshops – own companiesp p Low production volume General purpose machines






and uncertainty

Mass production

• Henry Ford is often said to be one of theb hi d th d l t fpersons behind the development of mass

production– it was in Detroit that the first real mass-productive

production system for cars was born - Ford’s model Tbegan to be produced in 1908began to be produced in 1908

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FORDMass production – Model T (1908)

Manufacturer Ford Motor CompanyProduction 1908-1927Predecessor Ford Model SSuccessor Ford Model A

Body style(s) Touring,, roadster, ton, closed cab ton truck, coupé, two door, center door, station wagon (SUV), convertible

Engine(s) 177 in³ (2.9 L) straight-4, 20 hpTransmission(s) Rear wheel drive planetary gear 2 forward speedsTransmission(s) Rear wheel drive, planetary gear, 2 forward speedsCurb weight 1,200 pounds (540 kg)Designer Henry Ford, Childe Harold Wills, Joseph A. Galamb and Eugene Farkas

M d ti h ?Mass production, how?Th k t d ti f t ti– The key to mass production of automotives:

• precision manufacturing• interchangeability of components• the simplicity of attaching them together

di i i f l b th d d f til l b t• division of labor - the demand for versatile labor was notimportant when the assembly operations were brokendown so that anyone could perform themy p

• the human being became interchangeable and in somecases eliminated by automation

• later - the moving or continuous assembly line

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Model TModel T• The Model T was a great commercial success and by the time HenryThe Model T was a great commercial success, and by the time Henry

made his 10 millionth car, 9 out of 10 of all cars in the entire world were Fords. I f t it f l th t F d did t h d ti i• In fact, it was so successful that Ford did not purchase any advertising between 1917 and 1923.

• In total, more than 15 million Model Ts were manufactured, more than , ,any other model of automobile for almost a century.

=> 1908-1913: 514 minutes => 2 3 minutes cycle time> 1908 1913: 514 minutes > 2,3 minutes cycle time=> 1913 continuous assembly line: 2,3 minutes to 1,19 minutes 37

A historic development Vertical integration from mine to car

The Ford River Rouge Complex (commonly known as the Rouge Complex orThe Ford River Rouge Complex (commonly known as the Rouge Complex or just The Rouge) is a factory complex located in Dearborn, Michigan

Rubber plantations in Brazil Iron mines in Minnesota Great lake steamboats, railroad to Detroit Steel mill, glass factory, automobile assembly, g y, yMass production of everything from food to air transportation

A historic development

Mass Production – on it’s peak 1955

7 000 000 cars sold in USA Ford, GM, Chrysler - 95% of sales, , y 6 models accounted for 80% of all cars sold






and uncertainty

Lean production

Mass Production did not work in JapanMass Production did not work in Japan

A tiny domestic market – demanded a wide range of vehiclesy g Strong tradition in craftmanship – not interchangable humansWar – starved for capital Competition in mainly the USA

Lean production

Toyota 1950-1951 Toyota 1950-1951

Toyota had produced in total 2 685 cars in 1950y p 7000 cars per day in Rouge Eiji Toyoda and Taiichi Ohno visits Detroit Creative Idea Suggestion System started in 1951

The fundamental principle for Toyota

”All we do is focused on reducing waste in the time line from order to delivery”- Taiichi Ohno

Order in Money inProduction

timetime

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Lean ProductionLean Production

Th t r “l n” fr in l f r thin p r d tThe term “lean” comes from using less of everything compared to mass production. This means using less human effort in the factory with less manufacturing space, less investments in tools, lesswith less manufacturing space, less investments in tools, less engineering hours to develop a new product in shorter time, keeping less inventory, fewer defects in production, and production of a greater and ever growing variety of products

Lean Tools• 5S• TPM (Total Productive Maintenance)

A d• Andon• Standardized processes• Flexible staffing• Kanban• One-piece Flow• Pareto/Gannt/Ishikawa-diagrams etc• Pokayoke• SMED (Single Minute Exchange of Dies)• SPC (Statistical Process Control)( )• Takt• ...

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The House Toyota Production SystemThe House – Toyota Production System

Toyota Way Philosophy48






and uncertainty

T d d h ll ?Trends and challenges?

1. A global and turbulent market

Globalization

Growing/new markets

International competitionInternational competition

Demanding customers

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1. A global and turbulent market

CONSEQUENCESCO S QU C S=> TTM=> Demand variation=> Continuous improvements

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T d d h ll ?2. Demographic development

Trends and challenges?2. Demographic development

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T d d h ll ?Trends and challenges?2. Demographic development

Difficult to recruit people to industry?

Importance of:- Values/branding/policyValues/branding/policy- Organization and working conditions

CONSEQUENCES=> Industrial work in the future=> Organization

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T d d h ll ?Trends and challenges?3. Technology development –

increased knowledge contentincreased knowledge content

New productsNew productsMore then a physical product – service, softwareShorter product lifecyclesShorter product lifecycles

Complexity in workComplexity in workComplex products give complex processes

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3. Technology development –

increased knowledge content

CONSEQUENCES=> Cooperation product and production development=> Cooperation product and production development=> Continuous process development

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T d d h ll ?4 Environment

Trends and challenges?4. Environment

Global warming / CO2-emissions

More transport by truck

Longer transportationLonger transportation

More transports

CONSEQUENCES Taxes and regulations?g Alternative modes of transport 56

Important to handle changes!

The ability to robustly handle short-term changes quicklyand at a low cost in an existing system

The ability to robustly handle long-term changes quickly andat a low cost which effects and transforms the actual systemy

Flexibility and reconfiguarbility• Flexibility is defined as the ability to robustly handle

h h i kl d l ishort-term changes quickly and at a low cost in an existing production system

• Reconfigurability is defined as the ability to robustly handle long-term changes quickly and at a low cost, effecting and transforming the production system

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Production DevelopmentProduction DevelopmentProductivity

Ti

Kaizen - Kaikaku - Kaizen

TimeNew product or process? 60

Wiktorsson, 2000

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Production DevelopmentProduction Development

New technology Development of products and processes

Analysis and working methods

Tools and equipment

Change management Organization

Cooperation

People, knowledge, and creativity

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The need for competence inThe need for competence in industryindustry

Managing changeManaging changeCreativityNew ideas

Project managmentProduct developmentNew ideas

CooperationHolistic view

pProduction developmentAnalaysis and evaluationHolistic view

Involvementy

Design

Product- and process development

Ch tChange agents63

competitive production systems 2011 -...

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