by Gary Mintchell | Mar 25, 2015 | Automation, Manufacturing IT, Operations Management, Technology
During my continuous research for topics such as Industry 4.0, digital manufacturing, smart manufacturing and the industrial Internet of things, I came across this Siemens PLM software blog.
In it, Zvi Feuer, Siemens PLM Software’s Senior Vice President, Digital Factory, Manufacturing Engineering Software, shares his perspective on “how Siemens helps companies worldwide to realize innovation in manufacturing.”
Feuer says, “I want to be able to offer our customers industry solutions which provide the means to turn any manufacturing operation into a high tech manufacturer. In order for us to sell not only the software but also usage methodologies And, in fact, to increase productivity with the customer and to help the customer deliver to his customers in a better and faster shape. This will obviously create opportunities for people, opportunities for jobs.”
Siemens executives have explained its digital manufacturing strategy to me for more than 10 years. And the vision has been remarkably consistent. The first conversations were even before the UGS acquisition that led to the Siemens PLM business.
PLM As ERP for Manufacturing
The blog refers to a white paper, PLM For Manufacturing, “If you are looking for ways to connect all domains of the design/build lifecycle, consider a manufacturing process management (MPM) solution. This provides an enterprise-scalable foundation that allows you to perform product design, while simultaneously optimizing manufacturing processes. This means that you can better manage lifecycle cost, meet launch dates and maintain product quality targets.”
That statement reflects Siemens thinking even before the acquisition. Is it possible to design not only the product but the manufacturing digitally, and then proof it all out digitally before even cutting the first steel.
“We believe that an MPM system that is part of an enterprise PLM system is the best way to move
forward. This will provide an environment that supports a flexible process plan capable of reflecting any changes to the product design or requirements. This might be called a single window for enterprise data management – a single application that supports the complete lifecyle of product data in an enterprise environment. The main idea is to provide users with one platform for all their data management needs. Teamcenter PLM software is the only comprehensive system that provides a platform in which users can conduct all their data management needs from engineering to manufacturing to execution.”
Is it sustainable?
This is a grand vision. It reads like Goldratt’s “The Goal” coming to life totally automated. But, there are inherent problems to the grand scheme. I have witnessed and otherwise seen the benefits of more and better information informing production/maintenance teams enabling better decisions and improvements. But to think that this could eventually happen without human intervention–I doubt that ever happens effectively.
The white paper also talks about complexities of manufacturing and software, then it argues that it would be better to put everything into one overarching software application. I would argue, along with my Lean friends, that this would just make for one very complex software application.
Any of us who have actually done automation know that when the application gets too complex, then it doesn’t work. It is not maintained. It is not understood. People begin developing their more simplified (and understandable) workarounds.
The vision is like most things I have witnessed over the past 40 years of applying technology. We develop something. We get benefits. We get over ambitious and build something cumbersome. People stop using it. We develop something simpler. People use it. And so on.
Digital manufacturing and Industrie 4.0? Interesting. The jury is still deliberating as to whether it is giving Germany the desired competitive edge in manufacturing.
by Gary Mintchell | Feb 24, 2015 | Automation, Internet of Things, Networking, Operations Management, Technology
Are you sick of hearing about the Internet of Things, yet? I hope not. That’s the big topic in industrial/manufacturing circles these days, and I doubt that it fades soon.
I think there is a paradox going down here, though. In many respects we already have connected plants. Automation has been so well accepted, that it would be hard to find a facility either manufacturing or production that has no automation. And automation requires instrumentation, networking, and data analysis.
Even considering IP–as in Internet Protocol–as a core of Internet of Things, the adoption of Ethernet-based networks such as EtherNet/IP and Profinet continues to grow significantly.
One wonders, then, what manufacturing executives think of the whole idea and where adoption ranks in their priorities.
Robert McCutcheon, Partner with PwC and US Industrial Products Leader, led a study with PwC and The Manufacturing Institute. The facts and conclusions are included in The Internet of Things: what it means for US manufacturing.
McCutcheon followed up with a blog post where he summarized the findings.
Setting the table for the discussion, he notes, “According to one estimate, the installed base for Internet-connected devices already exceeded $14 billion by early 2015, and is forecast to boom to nearly $50 billion by 2020. We are living in an era of deep data inter-connectivity.”
Further, he says, “Connected devices and new data flows are already making impressive headway in the manufacturing sector, and we expect to see this trend accelerate. In fact, another estimate shows that over the next decade, manufacturers could stand to capture about $4 trillion of value from the IoT through increased revenues and lower costs.”
With this potential value potential, what are executives thinking? Here is his summary.
“This is what we learned:
- Smart sensors are gaining traction – nearly 40% of U.S. manufacturers are collecting and using data generated by smart sensors to enhance their manufacturing and operating processes
- Not all think IoT strategy is critical — about 30% say that it’s “slightly important” or “not important at all” to adopt IoT strategy in their operations
- Focus is on manufacturing plants — one in three manufacturers use data-driven technology in the manufacturing plant only, with about one in four deploying it in their plant and warehouse”
The idea is data-driven manufacturing. Many are competing to find the killer app for this.
The idea is data-driven manufacturing. Many are competing to find the killer app for this. Industrie 4.0 advocates describe a digital factory that mirrors the physical factory where engineers and executives can fine tune the process from design to ship. Smart Manufacturing envisions a platform where apps can be built upon which will provide benefits of enhanced workflow.
Even Lean (which is seldom discussed lately, but remains the best route to manufacturing effectiveness) needs data to both discover problem areas and provide feedback about the success of the project.
Where do you stand on the IoT spectrum?
by Gary Mintchell | Dec 4, 2014 | Automation, Manufacturing IT, Networking, News, Operations Management
This announcement came to me yesterday afternoon. ABB is joining the Industrial Internet Consortium.
This announcement is interesting in a couple of ways. First, it reminds us that ABB is a large company that plays in the discrete (factory automation) space, as well as, power and process automation. Second, it is the first I’ve seen that ties the Industrial Internet Consortium to Germany’s Industrie 4.0.
Following is the press release:
ABB has for years advanced the Industrial Internet via the company’s control systems, communication technology and industrial sensors. These help customers use data to optimize operations on offshore platforms, in mining and robotics, aboard marine vessels and in the chemical and paper industries.
ABB will join the IIC starting in 2015 to foster collaboration among technology companies as they seek to establish global standards for the Industrial Internet. ABB will work with others to ensure that end users reap the benefits it promises: improved efficiency, reduced costs and higher revenue.
“This gives us more opportunities to influence what is happening in the development of the Industrial Internet,” said Claes Rytoft, ABB Chief Technology Officer. “The Industrial Internet holds incredible promise to transform manufacturing, energy and resource industries.”
The Industrial Internet reflects the accelerating application of sensors, software and improved communication technology, allowing engineers to leverage enormous volumes of data from industrial systems to boost efficiency.
The Industrial Internet is at the core of Industry 4.0, Germany’s initiative for increased computerization of manufacturing. ABB has actively contributed to the creation of the Industry 4.0 vision and is actively working towards implementation of this ambitious undertaking.
“The Industrial Internet is transformational – it changes the way we work,” said Dr. Richard Soley, Executive Director of the Industrial Internet Consortium. “The Industrial Internet presents new opportunities for cost savings, energy savings and other efficiencies.”
ABB centrally monitors thousands of industrial robots and for decades and has helped utilities collect data crucial for a deeper understanding of how to make their electricity grids safer and more reliable. And ABB has thousands of software developers dedicated to improving the functionality of the Industrial Internet, leading to leaner operations and faster response times.
Today, evolving communication technology and lower sensor costs, combined with higher performance of computers, offer new opportunities to collect, evaluate and integrate even more information from industrial facilities to boost efficiency, fine-tune maintenance and trim energy costs.
“The Industrial Internet makes it possible to collect and integrate much more information than we ever have before,” Rytoft said. “The question is, what will that lead to going forward? It’s still a bit early to say, but there are many exciting opportunities.”
by Gary Mintchell | Oct 24, 2014 | Automation, Education, Technology
Much has been written and discussed about 3D printing, aka additive manufacturing, lately. One thing I never thought of with my mechanical “engineering” days behind me long ago was the thought of tolerances. I just never asked anyone about the tolerances you can hold with an additive production process.
I wrote something about the topic recently that drew the attention of a PR firm, and soon I was talking with Ola Harrysson and Rick Wysk of the North Carolina State University Center for Additive Manufacturing and Logistics. Our conversation centered on the progression from design for additive manufacturing to processes to material development to finished machining to logistics. They are obviously taking a holistic view of the system.
Dr. Ola Harrysson, NCSU
Dr. Harrysson is professor and Fitts Fellow in Biomedical Manufacturing at NC State. Dr. Harrysson is in charge of the Additive Manufacturing Laboratory (AML) in the ISE department which houses the first Electron Beam Melting (EBM) machine in the world. AML is currently involved in both aerospace and medical related research as well as providing faculty and students with prototyping services.
Dr. Richard Wysk, NCSU
Dr. Wysk is Dopaco Distinguished Professor at the university, whose research and teaching interests are in the general area of Computer Integrated Manufacturing (CIM) and medical device design and manufacturing. In particular, he is interested in: 1) lean manufacturing (waste elimination and setup reduction), 2) product/process engineering, 3) Computer-Aided Manufacturing, 4) Flexible Manufacturing Systems (FMSs) planning, design and control, and most recently 5) the engineering and manufacturing of medical products, including regenerative medical products.
They told me the center is working on an automatic finishing system—software that works between the additive (3D printing) and subtractive (machining) processes.
Rick said, “Ola saw the potential and got funding for the first electron beam layering machine. He went on to develop one of the first titanium processing processes using the electron beam technology.”
Interestingly, they told me although geometric limitations of this process are almost nonexistent relative to casting or machining, the accuracy of building with an e-beam is about that of casting. Says Ola, “So I came with idea of knitting together processes. We then create holding components and put in a CNC machine.”
The Center is currently working with a company building parts for the aerospace industry. Parts can be built within 24 hours, but then it may be days to weeks to do the machining. The idea is to reduce that. Rick—”Imagine putting a system in a submarine where they could build replacement parts on the spot. John Deere is interested for custom building spare parts and reducing the need for costly warehouses full of spare parts that may never be used.”
The Center has funding from National Science Foundation and America Makes. They should show capabilities of software within a year.
by Gary Mintchell | May 13, 2014 | Operations Management
I try very hard to watch definitions and be as accurate as possible. I’m not perfect, but I try.
An email came to my inbox today. “Safety as the 6th S.” Something about safety as part of a “Lean technique.” People (editors/marketers/others) seem to love writing about Lean as if they know what they are writing about without even trying to be accurate. It’s like the Wall Street Journal writing about manufacturing.
Lean isn’t a technique. I cannot explain the entire book on the subject, but try this on for size. Lean is a way of life, a way of thinking, a guide to managing a plant (or many other things–it’s not restricted to manufacturing). Two foundations to Lean are respect for people and elimination of waste.
Now, there are some things that have found to be quite helpful. “5S” comes from transliteration of Japanese terms that deal with organizing your workspace. A well-ordered workspace will most likely be safe. But that’s another issue. Then there are kanban, one-piece flow, takt time, kaizen events and many more. These are not Lean. But someone living the Lean way will use these tools to help them use the talents and intelligence of humans in the process of eliminating waste.
That, by the way, is why robots will not replace humans in well run plants. Robots lack the intelligence, ability to reflect, talent, and imagination to suggest improvements.
When you see people trying to stretch a point on these issues, be wary.
