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Digital Enterprise Technology Perspectives and Future Challenges
CIRP-The International Academy for Production Engineering
CIRP1 is a scientific Academy organized along the lines of a number of Scientific Technical Committees (STCs) and Working Groups (WGs), covering many areas of production science and technology. CIRP has Fellows, Associate and Corporate members from 46 different countries and it’s aims in general at:
• Promoting scientific research, related to - manufacturing processes, - production equipment and automation, - manufacturing systems and - product design and manufacturing;
• Promoting cooperative research among the members of the Academy and creating opportunities for informal contacts among CIRP members at large;
• Promoting the industrial application of the fundamental research work and simultaneously receiving feed back from industry, related to industrial needs and their evolution.
CIRP was founded in 1951 with the aim to address scientifically, through international co-operation, issues related to modern production science and technology. In the late 1940s it was becoming increasingly clear that the development of new production techniques was being hampered by the lack of appropriate analysis methods and it was realized that, in view of the importance and scale of the problems to be tackled, only international cooperative action would be effective. Therefore it was decided that efforts should be made to bring together research workers studying the application of scientific methods to production technology. This initiative led to the foundation of the International Institution for Production Research (CIRP), named today “The International Academy for Production Engineering”.
The flagship event of CIRP is its annual General Assembly with keynote and paper sessions and meetings of the Scientific and Technical Committees. CIRP also promotes a number of conferences within relevant topics. Also CIRP members organize a variety of conferences, under the sponsorship of CIRP.
The main publications of CIRP are the CIRP Annals under ISI standards with two volumes; Volume I, with refereed papers presented in the GA and Volume II with refereed keynote papers. There are also other relevant publications such as CIRP proceedings which include technical reports, special issues, reports and internal communications, proceedings of CIRP seminars and conferences.
1 Acronym of “College International pour la Recherche en Productique”. To see more follow the link www.cirp.net.
Digital Enterprise Technology Perspectives and Future Challenges
edited by
Pedro F. Cunha Instituto Politécnico de Setúbal
Setúbal, Portugal
Paul G. Maropoulos University of Bath
Bath, United Kingdom
Pedro Filipe Cunha Escola Superior de Tecnologia Instituto Politécnico de Setúbal Campus do IPS Estefanilha 2910-761 SETUBAL PORTUGAL Email: [email protected]
Paul G. Maropoulos University of Bath Department of Mechanical Engineering BATH UNITED KINGDOM BA2 7AY Email: [email protected]
Library of Congress Control Number: 2007923710
Digital Enterprise Technology: Perspectives and Future Challenges Edited by Pedro F. Cunha and Paul G. Maropoulos
Printed on acid-free paper.
© 2007 Springer Science+Business Media, LLC. All rights reserved. This work may not be translated or copied in whole or in part without the written permission of the publisher (Springer Science+Business Media, LLC, 233 Spring Street, New York, NY 10013, USA), except for brief excerpts in connection with reviews or scholarly analysis. Use in connection with any form of information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now know or hereafter developed is forbidden. The use in this publication of trade names, trademarks, service marks and similar terms, even if the are not identified as such, is not to be taken as an expression of opinion as to whether or not they are subject to proprietary rights.
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ISBN-13: 978-0-387-49863-8 e-ISBN-13: 978-0-387-49864-5
CONTENTS INTERNACIONAL COMMITTEE xi
ORGANIZING COMMITTEE xiii
PREFACE xv
SPONSORS xvii
KEYNOTE PAPERS
DIGITAL MANUFACTURING IN THE GLOBAL ERA Engelbert Westkämper
3
GLOBAL MANUFACTURING – CHALLENGES AND SOLUTIONS Hans-Peter Wiendahl
15
EMERGENT SYNTHESIS APPROACHES TO BIOLOGICAL MANUFACTURING SYSTEMS
Kanji Ueda 25
RECONFIGURABLE PROCESS PLANS FOR RESPONSIVE MANUFACTURING SYSTEMS
Hoda A. ElMaraghy 35
COLLABORATIVE NETWORKS IN INDUSTRY TRENDS AND FOUNDATIONS
Luís M. Camarinha-Matos 45
SESSION 1 ADVANCED FACTORY DESIGN AND MODELING
A LOGISTICS FRAMEWORK FOR COORDINATING SUPPLY CHAINS ON UNSTABLE MARKETS
Péter Egri and József Váncza 59
FEDERATIVE FACTORY DATA MANAGEMENT AN APPROACH BASED UPON SERVICE ORIENTED ARCHITECTURE (SOA)
Reiner Anderl and Majid Rezaei 67
ENGINEERING CHANGE IMPACT ANALYSIS IN PRODUCTION USING VR
Jan C. Aurich and Martin Rößing 75
VIRTUAL FACTORY FRAMEWORK: KEY ENABLER FOR FUTURE MANUFACTURING
Paolo Pedrazzoli, Marco Sacco, Anders Jönsson and Claudio R. Boër 83
RECONFIGURABILITY OF MANUFACTURING SYSTEMS
Goran D. Putnik and Alojzij Sluga
91 FOR AGILITY IMPLEMENTATION – PART I: REQUIREMENTS AND PRINCIPLES
vi Digital Enterprise Technology
RECONFIGURABILITY OF MANUFACTURING SYSTEMS FOR AGILITY IMPLEMENTATION – PART II: TWO ARCHITECTURES
Goran D. Putnik, Alojzij Sluga and Peter Butala 99
SELF ORGANIZATION SHOP FLOOR CONTROL G. Halevi and P.F. Cunha
107
LOGISTIC- AND COST-ORIENTED CROSS-COMPANY RAMP-UP PLANNING
Jörg Hüntelmann, Steffen Reinsch and Adriana Märtens 115
OPTIMIZATION CUSTOMIZED TOKEN-BASED PRODUCTION CONTROL SYSTEMS USING CROSS-ENTROPY
Pedro L. González-R., Jose M Framinan, Andreas Dopfer and Rafael Ruiz-Usano
123
ROLE OF THE INFORMATION AND KNOWLEDGE IN DET M. Bossmann, H. Bley and N. Avgoustinov
133
BUSINESS INTELLIGENCE SYSTEM FOR STRATEGIC DECISION MAKING IN MACHINE TOOL SMES
Juan Antonio Arrieta, Itziar Ricondo and Nerea Aranguren 141
PRODUCTION MONITORING LINKED TO OBJECT IDENTIFICATION AND TRACKING A STEP TOWARDS REAL TIME MANUFACTURING IN AUTOMOTIVE PLANTS
Olaf Sauer 149
MODELING SERVICES IN INFORMATION SYSTEMS ARCHITECTURES
Anacleto Correia and Miguel Mira da Silva 157
AUTOMATIC PARTITIONING OF PROBLEMS THROUGH SUBMODEL DECOMPOSITION A PROMISING TECHNIQUE OF DET
Zsolt János Viharos, László Monostori and Zsolt Kemény 165
SESSION 2 DISTRIBUTED AND COLLABORATIVE DESIGN
IMPLEMENTING DET FOR AGILE DESIGN IN THE VIRTUAL ENTERPRISE
C. D. W. Lomas, P. G. Maropoulos and P. C. Matthews 177
DYNAMICS OF STATE-PROBLEMS AND DESIGN INTERMEDIATE OBJECTS IN DISTRIBUTED AND COLLABORATIVE DESIGN PROCESS
Reza Movahed khah, Egon Ostrosi and Olivier Garro 185
AN INTEGRATED DESIGN SYSTEM FOR MOLDED INTERCONNECT DEVICES (3D-MID)
Yong Zhuo, Christian Alvarez and Klaus Feldmann 193
A NOVEL KNOWLEDGE MANAGEMENT METHODOLOGY TO SUPPORT COLLABORATIVE PRODUCT DEVELOPMENT
Wai M Cheung and Paul G Maropoulos 201
Contents vii
KNOWLEDGE ENGINEERING SYSTEMS FOR DIGITAL ENTERPRISE PERFORMANCE IMPROVEMENT
Alain Bernard, Samar Ammar-Khodja, Alexandre Candlot and Nicolas Perry
209
COLLABORATIVE DESIGN IN THE ASSEMBLY SYSTEMS Gordana Ostojic, Vukica Jovanovic, B. Stevanov, S. Stankovski and I. Cosic
217
FUZZY PRODUCT CONFIGURATION IN ADVANCED CAD SYSTEMS E. Ostrosi and M. Ferney
225
AN ADAPTIVE TOLERANCE MODEL FOR COLLABORATIVE DESIGN
Alex Ballu, Jérome Dufaure and Denis Teissandier 233
SESSION 3 PROCESS MODELING AND PROCESS PLANNING
COST ESTIMATION AND CONCEPTUAL PROCESS PLANNING P. Martin, J.-Y. Dantan and A. Siadat
243
SEMI-GENERATIVE MACRO-PROCESS PLANNING FOR RECONFIGURABLE MANUFACTURING
Ahmed Azab, Giulio Perusi, Hoda ElMaraghy and Jill Urbanic 251
MODELING MANUFACTURING CELLS USING PRINCIPLES OF REENGINEERING AND COMPONENT CLUSTERS
Rafael d’Ávila 259
CONSTRAINT PROGRAMMING APPROACH TO DESIGNING CONFLICT-FREE SCHEDULES FOR REPETITIVE MANUFACTURING PROCESSES
Robert Wójcik 267
THE RELEVANCE OF LEAN MANUFACTURING PRINCIPLES IN DIVERSE APPLICATIONS AND DIGITAL ENTERPRISES
Stephen Davies, Tim Coole and David Osypiw 275
ONTOLOGY SUPPORTED ADAPTIVE USER INTERFACES FOR STRUCTURAL CAD DESIGN
Carlos Toro, Maite Termenón, Jorge Posada, J. Oyarzun and J. Falcón 283
RAPID DESIGN OF MODEL-BASED PROCESS CHAINS – A GRAPH BASED APPROACH
Christian Wagenknecht and Jan C. Aurich 291
AN APPLICATION OF ISO-GUM IN THE METHOD FOR ESTIMATING THE DIMENSIONAL ERRORS OF BENT PARTS
T. H. M. Nguyen, J. R. Duflou and J.-P. Kruth 299
SIMULATION-BASED PRODUCTION PLANNING BASED ON LOGISTIC MONITORING AND RISK MANAGEMENT ASPECTS
Steffen Reinsch, Karim Ouali and Jens Stürmann 309
SIMULATION BASED ORGANIZATIONAL CHANGE IN MULTIPLE PRODUCT ASSEMBLY SYSTEMS
Aysin Rahimifard and Richard Weston 317
viii Digital Enterprise Technology
WEB BASED MULTI AGENT PLATFORM FOR COLLABORATIVE MANUFACTURING
Manish Bachlaus, Manoj K Tiwari, Sanjeev Kumar, Aydin Nassehi and Stephen T Newman
325
CONTRACT NEGOTIATION WIZARD FOR VO CREATION Luís M. Camarinha-Matos and Ana Inês Oliveira
333
A PROBABILITY-REACTIVE ORDER PROCESSING METHOD BASED ON THE LOAD-ORIENTED ORDER RELEASE (LOOR) FOR MAINTENANCE OF CAPITAL- INTENSIVE GOODS
B. Scholz-Reiter and J. Piotrowski 343
TOWARDS INTERACTIVE CLP – BASED AND PROJECT DRIVEN ORIENTED DSS DESIGN
Robert Wójcik, Izabela Tomczuk-Piróg and Zbigniew Banaszak 351
APPLYING THE ZACHMAN FRAMEWORK DIMENSIONS TO SUPPORT BUSINESS PROCESS MODELING
Pedro Sousa, Carla Pereira, Rute Vendeirinho, Artur Caetano and JoséTribolet
359
SESSION 4 ENTERPRISE INTEGRATION TECHNOLOGIES
A FRAMEWORK TO INTEGRATE MANUFACTURING INFORMATION SYSTEMS
Li Kuang and James Gao 369
IMPLEMENTATION OF COLLABORATION MODEL WITHIN SME’S Adrian Guniš, Ján Šišlák and Štefan Valčuha
377
FRAMEWORK FOR A KNOWLEDGE SUPPORT SYSTEM FOR DISTRIBUTED COLLABORATIVE DESIGN PROJECTS
Aurelie Vacher and Daniel Brissaud 385
A CONCEPT FOR THE CONFIGURATION OF VALUE ADDED NETWORKS BASED ON QUALITY CAPABILITIES DURING RAMP-UP
Gisela Lanza and Jörg Ude 393
DYNAMIC PERFORMANCE MANAGEMENT IN BUSINESS NETWORKS ENVIRONMENT
Américo Azevedo and Roberto da Piedade Francisco 401
A QUANTIFIED APPROACH TO TACIT KNOWLEDGE
Joris Vertommen and Joost Duflou
409
INNOVATION SCORECARD: A BALANCED SCORECARD FOR MEASURING THE VALUE ADDED BY INNOVATION
Nelson Gama, Miguel Mira da Silva and José Ataíde 417
OF DOCUMENT-BASED USER PROFILES MANAGEMENT IN R&D-ENVIRONMENTS THROUGH THE USE
Contents ix
THE EMERGING TECHNOLOGIES AND STANDARDS ON BPM
Cláudio Sapateiro and Patrícia Macedo
425
ENTROPY AS A MEASUREMENT FOR THE QUALITY OF DEMAND FORECASTING
Bernd Scholz-Reiter, Jan Topi Tervo and Uwe Hinrichs 433
KNOWLEDGE–BASED AND CP–DRIVEN METHODOLOGY FOR DEDICATED DSS DESIGN
Zbigniew Banaszak, Izabela Tomczuk-Piróg and Paweł Sitek 441
PERSPECTIVES OF MOULD MAKING INDUSTRY FOR DIGITAL GLOBAL MANUFACTURING
Elsa Henriques, Paulo Peças and Pedro F. Cunha 449
GENERATIVE PLANNING IN A DET ENVIRONMENT Michael F. Zäh, Markus Wiedemann and Henning Rudolf
457
ORGANIZATIONAL FUNCTIONS AND ENTERPRISE SELF-MAINTENANCE: A FRAMEWORK FOR INTEGRATING MODELLING, MONITORING AND LEARNING
David Aveiro and José Tribolet 465
DIGITAL ENTERPRISE TECHNOLOGIES: AN APPLICATION TO SUPPORT GLOBALIZATION AND SERVICE PROVIDING IN TOOLMAKING COMPANIES
Luís Mendes, Elsa Henriques, Manuel J. Fonseca and Rui Soares 473
TOWARDS AN OUT-OF-THE-BOX INTEGRATED SERVICES ENVIRONMENT
Rodrigo Castelo, Paulo Almeida and Miguel Mira da Silva 483
SESSION 5 PHYSICAL-TO-DIGITAL ENVIRONMENT INTEGRATORS
A CAD MODELLING SYSTEM AUTOMATION FOR REVERSE ENGINEERING APPLICATIONS
Jafar Jamshidi, Antony R. Mileham and Geraint W. Owen 495
ADVANCED PROTOTYPING WITH PARAMETRIC PROTOTYPES R. Anderl, K. Mecke and L. Klug
503
ERGONOMIC EVALUATION OF VIRTUAL ASSEMBLY TASKS Menelaos Pappas, Vassiliki. Karabatsou, Dimitris Mavrikios, and George Chryssolouris
511
CAPTURING RESOURCE OPERATION KNOWLEDGE FROM RUNTIME DATA FOR PRODUCTION SUPPORT AND FEEDBACK TO DEVELOPMENT
Astrid von Euler-Chelpin and Torsten Kjellberg 519
TO COLLABORATIVE ENVIRONMENTS AND THE SOCIO-TECHNICAL APPROACHES: CONTRIBUTIONS
ASSISTING MOULD QUOTATION THROUGH RETRIEVAL OF SIMILAR DATA
Manuel Fonseca, Elsa Henriques, Alfredo Ferreira and Joaquim Jorge 527
DIGITAL ENTERPRISE TECHNOLOGY STUDIES OF THE SAARINEN ARCH
Lawrence Wolf, Joseph Huddleston, John Schleicher and Satish Palshikar 535
SESSION 6 SPECIES – PRODUCTION SYSTEM EVOLUTIONS
SIMULATION OF THE MANUFACTURING PROCESS, GENERATION OF A MODEL OF THE MANUFACTURED PARTS
Frédéric Vignat and François Villeneuve 545
UML AS A BASIS TO MODEL AUTONOMOUS PRODUCTION SYSTEMS
Bernd Scholz-Reiter, Jan Kolditz and Torsten Hildebrandt 553
PROCESS ANALYSIS AND FLEXIBLE TRANSFER LINE CONFIGURATION
M. Rigamonti and T. Tolio 561
SEQUENCE ANALYSIS OF FINITE POSITION MACHINE FPM Jesus Trujillo, Enrique Baeyens and Zbigniew Pasek
569
METHOD FOR INTEGRATED DESIGN USING A KNOWLEDGE FORMALIZATION
Alexandre Thibault, Ali Siadat, Régis Bigot and Patrick Martin 577
AUTHOR INDEX 585
x Digital Enterprise Technology
INTERNACIONAL COMMITTEE Alain Bernard, Ecole Centrale de Nantes, FR
Anath Fischer, Technion, Israel Institute of Technology, IL
Andrew Nee, National University of Singapore, SG
Bernd Scholz-Reiter, University of Bremen, DE
C. D. Bouzakis, Aristoteles University of Thessaloniki, GR
Charles McLean, NIST, US
Chris Brown, Worcester Institute, US
Daniel Brissaud, University of Grenoble, FR
Elfed Roberts, BAE Systems, GB
Engelbert Westkamper, University of Stuttgart, DE
Frank-Lothar Krause, Fraunhofer-IPK, DE
Fred van Houten, University of Twente, NL
George Chryssolouris, University of Patras, GR
Gideon Halevi, Technion, Israel Institute of Technology, IL
Goran D. Putnik, University of Minho, PT
Gunther Schuh, RWTH Aachen, DE
H.-P. Wiendahl, University of Hannover, DE
Hoda ElMaraghy, University of Windsor, CA
James Gao, Cranfield University, GB
Janet Efstathiou, University of Oxford, GB
Joaquim Borges Gouveia, University of Aveiro, PT
João F. G. Oliveira, University of São Paulo, BR
Joost Duflou, K. U. Leuven, BE
José Manuel Mendonça, INESC/Porto, PT
José Tribolet, IST/INESC, PT
Jozef Vancza, Hungarian Academy of Sciences, HU
Juan M. Minguez, IDEKO AIE, ES
Kanji Ueda, University of Tokyo, JP
Katja Windt, University of Bremen, DE
Kees van Luttervelt, TU Delft, NL
Klaus Feldmann, University of Erlangen-Nuremberg, DE
Klaus Schuetzer, Methodist University of Piracicaba, BR
Laszlo Monostori, Hungarian Academy of Sciences, HU
Leo Alting, Technical University of Denmark, DK
Luc Laperrière, Université du Québec à Trois-Rivières, CA
Luís M. Camarinha-Matos, New University of Lisbon, PT
M. Tseng, Hong Kong University of Science & Technology, HK
Moshé Shpitalni, Technion, Israel Institute of Technology, IL
Norberto Pires, University of Coimbra, PT
Pamies Teixeira, New University of Lisbon, PT
Paul Xirouchakis, EPFL, CH
Peter Nyhuis, University of Hannover, DE
R. Roy, Cranfield University, GB
Roberto Lu, PE, The Boeing Company, US
Roberto Teti, University of Napoli Frederico II, IT
Stephen Lu, University of Southern California, US
Stephen Newman, Bath University, GB
Tullio Tolio, Politecnico di Milano, IT
Vidosav D. Majstorovich, University of Belgrade, YU
Waguih ElMaraghy, University of Windsor, CA
William F. Reiter, Oregon State University, US
xii Digital Enterprise Technology
ORGANIZING COMMITTEE Pedro F. Cunha, IPS/ESTSetúbal (Chair)
Aires de Abreu, OGMA
António Ramos Pires, IPS/ESTSetúbal
Caldeira Duarte, IPS/ESTSetúbal
Cláudio Sapateiro, IPS/ESTSetúbal
Elsa Henriques, IST
Ferdinand Schultz, ATEC
Fernando Cunha, IPS/ESTSetúbal
Fernando Valente, IPS/ESTSetúbal
Hernani Mourão, IPS/ESCESetúbal
Jaroslav Holecěk, VW-Slovakia
Joaquim Filipe, IPS/ESTSetúbal
João Falcão Neves, GM Portugal
Jorge N. R. Vilhena, IPS/ESTSetúbal
José Dionísio, IDMEC/IST
José Simões, IPS/ESTSetúbal
Julius von Ingelheim, VW-Autoeuropa
Luís Esteves, IPS/ESTSetúbal
Luís M. Camarinha-Matos, New University of Lisbon
Paulo Anacleto, IPS/ESTSetúbal
Patricia Macedo, IPS/ESTSetúbal
Teresa Sequeira, New University of Lisbon
Vera Santos, IPS/ESTSetúbal
PREFACE Digital Enterprise Technology: Perspectives and Future Challenges Manufacturing industry and the associated services are undergoing a period of considerable and sustained change, facilitated by the rapid growth of large Asian economies, such as the Chinese and Indian, the incorporation of Easter European countries into the European Union and the development of new production capabilities and consumer markets in many other parts of the world. Sustaining innovation and the rapid development of new products and services are key elements for ensuring the competitiveness of manufacturing companies, in a global context.
Digital engineering methods and systems are vitally important for performing key technical and business functions in a distributed and collaborative manner. The product design and engineering systems are gradually being developed to include a variety of tools for DfX as well as incorporate aspects of digital manufacturing. Product Data Management and Product Lifecycle Management systems are now more seamlessly integrated with product design systems, allowing connectivity and management of the global design, production and service processes, across the product lifecycle.
There is growing realisation that the competitiveness of industrial companies in today’s global environment is closely associated with the efficiency and performance of its production networks and the logistics of the supply chain operations. These are areas of considerable promise for the development of novel digital modelling and optimisation methods for large and complex systems and networks.
New applications, such as systems integration software for product verification and validation and RFIDs, are having a major impact on the way product quality can be assessed during manufacturing and assembly and on how logistic functions can be executed in industry, respectively. The importance and potential impact of such infusion of digital technologies have not been fully realised as the integration of associated systems and services is still incomplete. These are, therefore, areas in which research and development effort from the academic community should be channelled to deal with the new and challenging areas of digital enterprise technology.
This book contains papers accepted and presented at the 3rd CIRP sponsored International Conference in Digital Enterprise Technology (DET’06) held in Setubal, Portugal, in September 2006. DET 2006 follows on the success of the two previous meetings held in Durham, UK, and Seattle, USA, in 2002 and 2004 respectively. The papers presented represent relevant examples of current state-of-art in the development and use of systems and methods for the digital modelling of global product development and realization processes, in the context of life cycle management.
The presented papers are thematically related to the five technical areas of Digital Enterprise Technology namely;
Distributed and Collaborative Design
Process Modelling and Process Planning
Advanced Factory Design and Modelling
Physical-to-Digital Environment Integrators
Enterprise Integration Technologies
The integrated vision to design and management of products, processes and production systems was introduced in DET’06 through the session in Production System Evolution (SPECIES). The relevance of this theme comes from the presentation and discussion of techniques and methods devoted to determining the most appropriate evolution strategy for production systems.
The five keynote papers provide valuable insights on the future trends and challenges of digital enterprise technology. These papers make an important contribution to the definition of perspectives for developing technologies and systems to address the digital design of products, factories and networks.
The Editors and Joint Chairmen of DET’06 would like to gratefully acknowledge the contribution of all colleagues who participated in the meeting with the submission of high quality papers. We would also like to formally thank all those who assisted in any way with the preparation and delivery of DET’06, including the distinguished members of the International Scientific Committee and of the Local Organising Committee, as well as the Publishers of the scientific output of DET’06. We would also like to acknowledge the great contribution of our referees, whose valuable comments improved the quality of papers and consequently enhanced the academic quality of this book.
Finally, we are deeply grateful to the many sponsors of DET’06, whose financial support was essential for the success of the meeting and the outcomes obtained, such as the present book.
The future of the International Conferences in Digital Enterprise Technology is well established with the organization already assured for the next events. These meetings will address novel digital technology developments, particularly on novel digital methods and systems for the Design, Modelling, and Verification of Complex Products, Systems and Nertworks. Professor P.F.Cunha Instituto Politécnico de Setúbal Portugal Editor and DET 2006 Chairman
Professor P.G. Maropoulos University of Bath
UK Co-Editor and DET 2006 Co-Chairman
xvi Digital Enterprise Technology
SPONSORS
Edition partial funded by:
KEYNOTE PAPERS
Engelbert Westkämper Fraunhofer Institut IPA
Universität Stuttgart, Germany [email protected]
The global era of manufacturing is going on. Digital Manufacturing is one of the core strategies of the European Manufuture vision and strategic agenda towards the knowledge based production. It is driven by the application and standardization of information and communication technologies and the increasing demand for the efficiency of operations in global networks. The environment of manufacturing is turbulent and requires permanent adaptation of the manufacturing systems. Manufacturing Engineering covers wide scales from networks to processes and from real-time to long-term operations. The tools of future engineering and management of manufacturing are digital and distributed. Strategic aspects and the potential and the needs of research and development are the main positions of the presentation.
1. INTRODUCTION Manufacturing is the backbone of our economy. More than 27 million people are employed in 230,000 companies. The total added value of these industries is about € 1,300 million in Europe. Manufacturing has a long tradition and its role is adding value for the economies and their prosperity. But now there is a strong change caused by globalisation and internal changes of technologies.
More than 80 years ago Taylor formulated the paradigms of scientific based manufacturing: “Analysing the manufacturing work on elementary processes with scientific based methodologies gives benefits to the economic efficiency of com-panies and their workers” (Taylor, 1983). Today the so called “Taylorism” is still today the dominant paradigm of manufacturing in practice. The methodologies have changed and computers are used in nearly all processes. Manufacturing is on the way to a knowledge-based and digital era. 2. DRIVING FORCES AND CHALLENGES Global networks of communication and the diffusion process of electronics and information systems characterise the environment, in which peoples live, business and manufacturing is done. The world of manufacturing of this century is a networking information world – inside and outside of enterprises and linked to all participants of markets.
DIGITAL MANUFACTURING IN THE GLOBAL ERA
4 Digital Enterprise Technology
2.1 Migration of production and consumption Beside economic aspects the fast and global transfer of information and open markets is the main driver of changing the global structure of manufacturing. Comparing manufacturing of the last decades of the 20th Century to the actual situation we have now, it is evident that new requirements are driving forces for the global changes of the manufacturing area:
- Migration of production and consumption of industrial products to developing regions,
- Turbulent environment and influencing factors – only robust and transformable enterprises survive,
- Global networking in engineering and manufacturing on a global quality level. The migration of production and consumption towards global manufacturing and especially to growing economies accelerated. Figure 1 shows the general develop-ment from the Triade to the developing countries.
TriadeUSA,EU, ASIA
Developing-Countries
UndevelopedCountries
Share of total world production
Shar
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TriadeUSA,EU, ASIA
Developing-Countries
UndevelopedCountries
Share of total world production
Shar
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Migration
Figure 1 - Production and Consumption of technical Products.
The migration creates value and prosperity and in the origins unemployment. In the technical view we notice the equalisation of technologies and quality and a new challenge for acceleration of innovation.
Innovation for adding value may solve unemployment problems by generating new products and processes. In this century innovation is driven by basic knowledge and can transform manufacturing towards a knowledge based new Taylorism – using the digital manufacturing systems (Westkämper, 2005). 2.2 Objectives of Manufacturing Development New technologies and the adaptability of the manufacturing structures are challenges for our future. The EU initiative Manufuture demands as objectives of future development towards 2020: Competitiveness of European manufacturing industries - to survive in the turbulent economic environment - to compensate migration and consumption of technologies - to have more and better jobs
Digital Manufacturing in the Global Era 5
- to stabilise economic results (growth) - to ensure welfare and social standards of living Leadership in manufacturing technologies - to support innovative products and platforms - to lead manufacturing with global standards - to guarantee human and social standards of work Environmentally friendly products and manufacturing - to reduce the environmental losses - to change the consumption of limited resources - to maximise the benefits of each product during its life cycle.
All of these objectives are focused on the innovation of the manufacturing industries. They require an innovation culture inside the companies to quickly implement and permanent transform the manufacturing structures. 2.3 Adapting to changes in a turbulent environment Flexibility can give companies enormous advantages in customer and market oriented innovation, as the structures of present companies are usually only adap-table up to a certain extent. The external and internal factors of manufacturing are changing permanently and re-quire the dynamic change in operations, organization and structure, as is shown in figure 2.
DynamicAdaption ofindustrial
produktion
Humanressources
Markets
Products/technologies
Social/politicalfactors
EconomyFinances
Enviroment Newmethods
IPA
000
_113
4 NetworkedStructures
All influence factorsare permamanentlyon change...
...the sustainment ofcompetitivenessrequiresa permanentadaption of corporate organisation
EducationQualification
DynamicAdaption ofindustrial
produktion
Humanressources
MarketsMarkets
Products/technologies
Social/politicalfactors
EconomyFinances
Enviroment Newmethods
IPA
000
_113
4 NetworkedStructures
All influence factorsare permamanentlyon change...
...the sustainment ofcompetitivenessrequiresa permanentadaption of corporate organisation
EducationQualification
Figure 2 - Turbulent Influences - Dynamic adaptation of structures. The problems are associated with time-related transformation when altering structures concerning property and possession, personal resources and established methods in the information system. Adaptability has a temporal aspect. It is not a question of whether the management is prepared to change, but it must be strived for permanently by all responsible persons in management. The crucial factors when carrying out an alteration are the time required and expenses involved (Wiendahl, 2003; Warnecke, 1999; Arai, 2000).
6 Digital Enterprise Technology
3. DIGITAL MANUFACTURING FOR INTELLIGENT PRODUCTION
3.1 European Manufacturing Platform “Manufuture” and global Cooperation European Technology Platforms are a newly introduced concept that aims to bring together all interested stakeholders to develop a shared long-term vision, create roadmaps, secure long-term financing and realise a coherent approach to govern-ance. The Technology Platform specifically designed for the manufacturing will mobilise and concentrate a critical mass of research and innovation efforts in a mission-oriented plan with actions that will provide practical benefits to enterprises actively operating in this sector.
The MANUFUTURE Initiative of the EU is oriented to a Vision of Manu-facturing in 2020. Just like Taylor’s view, the vision’s bases are science and technology implemented in holistic networking manufacturing and managed towards sustainability and welfare. The MANUFUTURE Initiative has 4 levels: global, European, national and regional.
Figure 3 shows the main and strategic orientations of Manufuture – following a CIRP Model for the new age of manufacturing. Its focuses are business models, advanced industrial engineering and emergent technologies for High Adding Value (Fig. 3).
Emergent Technologies
Adv. Industrial Engineering
New Business Models
Infrastructure
Education
High Adding Valuewith…. .… for Industrial Sectors
Mac
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tool
Indu
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Mol
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Woo
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• Sustainable Business• Processes• Production Systems
- Adaptive- Digital and virtual- Networking- Kowledge based- New Taylor
• Technologies - beyond borders
• Competitiv R&D System• R&D Management System• Learning Factory
Intelligent Manufacturing
New Added ValueProducts & Services
Emergent Technologies
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• Technologies - beyond borders
• Competitiv R&D System• R&D Management System• Learning Factory
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Figure 3 - EU Manufuture Strategic Research (Manufuture).
The knowledge generated by research has to be transferred to application by efficient R&D and education. All of these pillars take into account the full availability of IT and networked manufacturing. Therefore it can be stated, that this initiative is oriented to the digital manufacturing of the future.
Product engineering, production processes and the management of industrial enterprises need a common base for realising the goals of European Manufacturing and maximise the synergy towards the 2020 Vision. This frame indicates the industrial sectors on the one side and the need of research in Engineering, Production Processes and enterprise management.
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3.2 Paradigms for Manufacturing The following theses are contributions to the manufacturing vision and development of research on a global level.
Life Cycle Orientation The new paradigm of manufacturing is oriented to the optimization and value creation of products during their whole life. This includes understanding the requirements and usage of products (customization), manufacturing, product-near services and recycling. Basic information and communication technologies are used to follow products throughout their life from engineering to the end of life. This understanding allows manufacturers to follow each product’s life and to maximise the benefits of each product.
The success factors of manufacturing industries are mainly based on high diversity and high-skill personnel at all levels. The new developments will change the structure of future work in the life cycle of technical products.
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Sustainable Business In order to manage and optimise the life cycle it is necessary to develop new business models. Business models which activate and add value have to transform the conventional relationship between manufacturers and users. Sustainable business for life cycle takes into account the responsibility for the environment and the consumption of natural resources as well as social standards of work.
There is another aspect of sustainable business: To maximise the profit more and more companies operate in short business dimensions and invest only a minimum in R&D. Many of them see the responsibility for R&D with governments or suppliers. Business models of the future will take into account even long-term strategic R&D for manufacturing as part of the sustainable business (Bullinger, 2002).
Global networking Manufacturing processes used to be linked together in a line; today these processes are usually part of complex manufacturing networks that span across multiple companies and countries. By using manufacturing networks, it becomes possible to integrate manufacturing processes into dynamic, cooperative manufacturing and value-added networks and also to remove them from those networks if necessary.
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Efficient networking requires standards and management systems for the networking in engineering and logistics based on global communication standards. In the future the flow of materials from origin to the end of life has to be documented.
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Figure 5 - Networking in Manufacturing: Activating Potentials of Synergy.
Emergent Technologies and Manufacturing Engineering Manufacturing technologies are permanently developing towards new dimensions of efficiency and overcoming existing technical limits. The common objectives are to summarize as to how to overcome limits in manufacturing by the activation of theoretical potentials of technologies to save time, materials and energy with innovative solutions.
The fast activation of technological potentials in manufacturing technologies is a prerequisite to achieve advantages in the competition of manufacturing industries and users in a broad field of industries. The main potentials to overcome existing limits are:
• high performance technical processes (time, precision, cost) • reduction of energy and material consumption • reduction of time and increase of utilization of machines • reduction of waste and emissions (clean manufacturing) • zero defect manufacturing
There are diverse new technologies for manufacturing, which promise high potentials to overcome existing limits.
Theoretical boarders are defined by natural (physical, chemical, biological) laws. The degree of utilization caused by the technical solutions, the influencing factors and the uncertainness of the processes can be increased by research and experiments. Knowledge about the processes is the main success factor towards higher efficiency. Beside the traditional goals like time, cost and quality, there are some with a higher future impact, like the reduction of energy consumption and material. Another interesting aspect is the efficiency of integrating functionalities into parts and components, as it seems to be possible with surface technologies. And last but not least, the methodology is a backbone of economic efficiency.
Technological limits of processes are not reached. High quality, zero defects, high precision, high productivity and high reliability of complex systems are to be realised by overcoming existing limits of technologies. These goals must be reached
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by activating the potentials of materials, processes and cognition. The basic understanding of processes and the evaluation of critical areas can activate potentials for a high level of manufacturing. This includes the manufacturing of low value parts and components for high end products.
Manufacturing Engineering itself is the key-technology for innovative manufac-turing. Engineers work in digital and virtual environments. They need highly developed tools like CAD/CAM, digital products and digital manufacturing. Develop-ment and Innovation of industrial products and processes is experience oriented. Experiments and experiences are the basics for reliability. In the knowledge-based industry, the “costs of experience” – loss of productivity and time – can be reduced by modelling all manufacturing processes. 4. NEW TAYLORISM INTEGRATED IN DIGITAL
MANUFACTURING Taylor defined the basic paradigm for manufacturing management more than 80 years ago. The tayloristic organisation characterises the organisation model of nearly all manufacturing processes and systems. Taylorism divides work for humans based on elementary processes. Work of humans is planned in detail by using basic methodologies like MTM or REFA. Global operating companies in the automotive and other sectors use this methodology to calculate, to compare and to standardise processes worldwide.
This methodology is contradictory to the paradigm of a socio-technical system following knowledge-based manufacturing, manufacturing in networks or principles of self-organisation and self-optimisation. Even the integration of knowledge into machines and systems is not to be combined with detailed process planning for human work. Therefore manufacturers need a new type of Taylorism, which takes into account dynamic change and adaptation, the specific human skills and the requirements of cooperation in networks. A new European standard of manufac-turing takes into account the social culture of regions.
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Figure 6 - Taylorism and Production Systems (Taylor, 1983).
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The factors accounting for the success of manufacturing industries are mainly related to the great diversity and skills of personnel at all levels. Harnessing these abilities in the factories of the future will be vital to the economies. It will be essential to adapt the structures as quickly as possible, aided by research into all aspects of manufacturing. Rapid evaluation of change under practical conditions, monitoring the success in meeting the demands of markets, and exchanging knowledge are the keys to growth. 4.2 Innovative Manufacturing – adaptation of resources and processes Experts discussed the reliability and the potential of new manufacturing concepts, which are based on the integration of new technologies in products and their realisation in the production area.
Intelligent Manufacturing’s vision are holistic systems operating in parameter fields of high performance and managed by highly skilled workers. They can be adapted by plug and produce and are linked in a digital and virtual engineering and management IT. Some aspects of this vision are to be explained now.
Adaptive manufacturing recombines new and innovative processes, uses intel-ligent combinations and the flexible configuration of products and manufacturing systems to overcome existing process limitations, and transfers manufacturing know-how using completely new themes or manufacturing-related themes.
• Adaptive manufacturing takes into account the engineering and manufac-
turing of functional (or adaptive) materials and intelligent manufacturing technologies.
• Adaptive Manufacturing includes the field of automation and robotics. Robots as assistants of humans, hybrid assembly, service robots.
• Adaptive manufacturing includes new solutions of automation by integrating new methods of cognitive information processing, signal processing and production control by high speed information and communication systems.
4.2 Factories are Products – adapted by Manufacturing Engineering
in a Digital Environment Factories are complex and long life products which have to be adapted to the needs of markets, production programs and technologies.
For the adaptation of the resources and the optimisation in early phases companies need a new and advanced competence in manufacturing engineering, which operates in a digital environment and uses tools to adapt the resources and processes. There are 7 layers of structure which have to be adapted in planning processes. All of them are on permanent change (Wiendahl, 2003; Arai, 2000).
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Figure 7 - Factories are products.
The basis of integrated manufacturing systems is a system theory concept which permits the modelling of complex technical systems. Figure 7 shows a fundamental concept for depicting complex technical and organizational processes which seems to be suitable for portraying assembly systems. The system is made up of separate interrelated elements. In an assembly system, these elements may be workplaces or other technical equipment. Interrelations are created as a result of material and information flows. A single element of the assembly system, e.g. an assembly workplace, may be a sub-system which is in turn composed of further elements (Daenzer, 1999; Marks, 1999). It already becomes clear at this point that mechanisms of cooperation and interfaces are decisive features of configurability. Using modern information and control technology, practically all elements can be linked with one 4.3 Advanced Manufacturing Engineering Alteration processes in manufacturing systems are planned on an elementary basis. For example, alterations to a construction will directly lead to alterations in processes and documents. For the employee executing operations or for the machines, this leads to alterations in such elementary processes as movement, position or function. This also affects digital tools and the fitting and ergonomic design of individual work stations. The corresponding superior level has the function of management and optimization.
Digital manufacturing uses a wide range of engineering and planning tools, software, and information and communication technologies to integrate new technologies into manufacturing processes as quickly and efficiently as possible (Masurat, 2004; Delmia Digitale Fabrik; UGS Digital Manufacturing). The main area of research is the development of integrated tools for industrial engineering and the adaptation of manufacturing, taking into account the configurability of systems.
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Next Generation Factories
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Figure 8 - Advanced Manufacturing Engineering.
Digital manufacturing is the most important technology of the future. It requires:
- distributed data management - tools for process engineering - tools for presentation and graphic interfaces - participative, collaborative and networked engineering - interfaces to reality
Starting from the digital picture of the factory/manufacturing and by deploying virtual manufacturing technologies consisting of simulation tools and specific applications/systems, as well as components of the advanced Industrial Engineering, the planners deal with the factory and manufacturing processes in their dynamicity, by having the reflection of the “as is” and the state in the future “to be”, which we call in our approach the virtual factory/manufacturing.
Engineering is a key technology. In the German manufacturing industry about 16% of the employees are engineers. They need tools for efficient work, which allows for the quickening of engineering processes and simultaneous work. Digital and virtual manufacturing is able to support manufacturers’ work, if these tools are close to reality and linked to manufacturing as it is.
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Figure 9 - Digital Manufacturing.
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R&D is driven by the vision of fully digital engineering and multi-scale modelling of the dynamic behaviour of products in their whole life cycle. This way it seems to be possible to activate potentials in the utilisation to optimise the life time and to reduce environmental pollution. At present, the developmental activities associated with the digital factory/manufacturing focuses on the planning of factories, production plants, new logistic systems, and of the manufacturing processes. Two advanced digital factory/manufacturing concepts are currently offered by Delmia and Tecnomatix, a few solutions from other companies are also available on the market. These are based on a similar concept: various software tools are mutually networked by a central data management system which constitutes the core of the integrated solutions incorporated in the product spectrum of the respective software supplier. The object of the endeavour is to ensure that all planning results are always completely up-to-date and are available to the authorised users at any time. With these concepts and by using a large spectrum of simulation application/systems, a virtual and scalable system constitutes the platform for a high-end visualisation of the planning results and thus facilitates interdisciplinary communication among various experts, despite differences in specialised terminology. 4.4 The Real-Time Factory Everyone knows that intelligent manufacturing systems can also be linked up to communications technology networks to assure real-time adaptation. For the future new technologies like RFID, MES, Wireless, Grid Computing and others lead to the vision of a real-time factory or Smart factory.
From here, it is possible to proceed to networks, factories, manufacturing segments and systems integrated in a ubiquitous information supply. We call it “Smart Factories”. As a result of these developments, value-adding structures are changing in companies manufacturing and using holistic production systems. This opens up new potentials for manufacturers and users alike. The machines and equipment delivered by them remain within information technology networks for service reasons, for monitoring the operation status (tele-presence) and for technical consulting purposes when reconditioning and optimizing operations. 5. SUMMARY This presentation is based on the challenges of global manufacturing and driving forces. The global era of manufacturing is influenced by economic and technological factors to increase dynamic innovation and adaptation to the turbulent environment. Digital manufacturing is a key for adaptation and based on modern tools and techniques for engineering, control, supervision and management in a network. The vision of manufacturing towards Manufacturing of the Future has been formulated in the European Manufacturing Platform (Manufuture).
Taking into account the dynamics of markets and innovation the industrial engineering has a key role in the fast adaptation and complexity when factories are seen as scalable products. Optimisation of systems, data management and knowledge are new challenges for engineers and their work. It will be done in a
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digital world linked by global information systems. This is the new era of manufacturing – the digital manufacturing. 6. REFERENCES 1. Bullinger, Warnecke, Westkämper: Neue Organisationsformen in Unternehmen, Berlin, u.a.:
Springer 2002 2. Daenzer, W. F./Huber, F. (Hrsg.): Systems Engineering – Methodik and Praxis. 10. Aufl. Zürich:
Verlag Industrielle organization, 1999 3. http://www.delmia.de 4. http://www.manufuture.org 5. http://www.ugs.com/products/tecnomatix 6. Taylor, Frederick W.: Gesellschaft für Sozialwissenschaftliche und Ökologische Forschung: Die
Grundsätze wissenschaftlicher Betriebsführung: Nachdruck der Original-Ausgabe von 1919. 2. Auflage, München: Raben Verlag, 1983
7. T. Arai (1), Y. Aiyama, Y. Maeda, J. Ota Agile Assembly System by “Plug & Produce”; Annals of the CIRP 2000
8. Marks, S.: Gemeinsame Gestaltung von technology and organization in soziotechnischen kybernetischen Systemsn. Düsseldorf: VDI-Verlag, 1999
9. Masurat, T.: Open Digital Factory, White Paper: Available at: http://www.sim-serv.com/wg2.php, 2004
10. Nyhuis, P., Elscher, A.: Process Model for Factory Planning. In: Proceedings of the 38th International Seminar On Manufacturing Systems, Florianopolis, Brazil, 16-18 May, 2005
11. Warnecke, H.J.: Aufbruch zum fraktalen Unternehmen, Berlin: Springer 1995 Daenzer, W. F./Huber, F. (Hrsg.): Systems Engineering – Methodik and Praxis. 10. Aufl. Zürich: Verlag Industrielle Organization, 1999
12. Westkämper, E., Hummel, V.: The Stuttgart Enterprise Mode. Integrated Engineering of Strategic & Operational Functions. In: Proceedings of the 38th International Seminar On Manufacturing Systems, Florianopolis, Brazil, 16-18 May, 2005
13. Wiendahl, H.-P., Heger, C. L.: Justifying Changeability: A Methodical Approach to Achieving Cost Effectiveness. In: 2nd International Conference on Reconfigurable Manufacturing, Ann Arbor, USA, 20-21 August, 2003
GLOBAL MANUFACTURING – CHALLENGES AND SOLUTIONS
Hans-Peter Wiendahl Institut für Fabrikanlagen und Logistik
Leibniz Universität Hannover, Germanyr [email protected]
The design and the operation of global supply chains has become a new challenge for many production enterprises, additional to the existing problems in everyday practice. However, with increasing success followed up by growth the weak points often show up in the order execution process. This becomes apparent in a bad delivery performance, increasing inventories and frequent special actions. The consequences are that the essential business processes, product design, process design, production and order fulfillment must be reviewed in a comprehensive cooperative process. The classical single step order partially turns around due to the market priority of fulfilling customer wishes within short delivery times. Local optimization in a single enterprise can even be counterproductive. The requirements for products, processes, production equipment and logistics in global supply chains require pliable solutions. These solutions have to take into account costs for material and added values at the respective production place, local conditions concerning knowledge and local content, currency relations between production locations and markets, commercial law terms, as well as protection from imitation. The paper describes the challenge more from a scenario point of view, giving first solutions from industrial practice and formulating new fields of research in the production science.
1. PITFALLS IN GLOBAL SUPPLY CHAINS The operation of global supply chains is a new challenge for many manufacturing companies. This does not only apply to the automobile industry and its suppliers but meanwhile also to medium-sized enterprises which serve international markets with high-quality special products.
With increasing success and the growth connected with it, weak points frequently appear in the order handling. Bad delivery performance and frequent special actions are typical. The main reasons are the wrong planning methods besides the bad customers and supplier connections, the use of insufficient control models, bad forecast quality, and missing logistic monitoring. In the operative phase