30 Revolutionaries in Smart Manufacturing

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1 A R E V O L U T I O N I N M A K I N G AdvancedManufacturing.org 30 Revolutionaries in Smart Manufacturing For a New Era of Making Tapping the Potential of the New IT Landscape How to Leverage the IOT in Lean Automotive Manufacturing

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3 CONTENTS Vol. 1, No. 1 FEATURES DEPARTMENTS 6 Editor s Column 69 8 Connect & Engage 10 Case Study Software Heads off Costly Code Rework, Crashes 30 Software Update 95 Advanced Manufacturing Now Dean Bartles: Digital Manufacturing & Design Cambashi: Tapping the Potential of the New IT Landscape SolidProfessor: The Evolution of Manufacturing Engineering Training Bosch Rexroth: Programming Freedom with Open Core Engineering Peaxy: Complete the Data Set, Complete the Digital Revolution Rockwell Automation: Partnership column A R E V O L U T I O N I N M A K I N G AdvancedManufacturing.org 57 The Vision for the Future 62 Who s Who in Smart Manufacturing? 69 Collaborative Robots 74 Additive Manufacturing / Impossible Objects 79 Additive Manufacturing / Top Metal 3D Printers 83 Workforce Article/Ohio School and Fighting Robots 30 Revolutionaries in Smart Manufacturing For a New Era of Making Tapping the Potential of the New IT Landscape How to Leverage the IOT in Lean Automotive Manufacturing Cover: Who s Who Gatefold 1

4 ADVANCED MANUFACTURING NOW Modern Manufacturing Processes, Solutions & Strategies Tony Christian Director Cambashi Tapping the Potential of the New IT Landscape 2 Can we remember life before the acceleration of technology in the last 20 years that has resulted in internet-enabled technologies being both an integral part of daily life and essential tools for business? For manufacturers, the flood of such technologies cloud computing, smart devices, Internet of Things, mobile communications is changing the business landscape fundamentally. In addition to local efficiency/ productivity improvements a faster or higher quality production process, better monitoring of factory activities and processes, or better information sharing between two participants in the supply chain these technologies open up opportunities for improvement right across the extended enterprise. They allow entire traditional supply chains and product lifecycle processes to be completely re-engineered. Even before the internet we used to talk about pull-driven supply chains, where the whole system was so integrated and responsive that it could meet a customer requirement if not from scratch, then from a point as far towards the origins of the product as was feasible given the acceptable delivery time. However, access to the technologies like ERP, Supply Chain management (SCM) and Product Lifecycle Management (PLM) that are key to effective information sharing used to be difficult for smaller companies in the supply chain. Today, though, internet-enabled connectivity allows sharing of bangup-to-date commercial and product data from end to end through the supply chain, as well as high levels of communication with the customer, thereby achieving levels of responsiveness (and product accuracy) that were not possible before. The result should be shorter lead times, improved product quality and reduced inventory no more of the inventory accumulation at points in the supply chain resulting from so-called fields of dreams planning. For the product lifecycle, the potential changes are even more dramatic with the ultimate prospect being full closed loop integration from concept to end of life. Internet-enabled connectivity and cloud-based application infrastructures allow practically whatever level of communication the participants in the project want through the product development phase. Then, smart connected devices for collecting in-service performance data and condition monitoring are transforming the provision of product servicing, even allowing detailed and up to date technical information like virtual product definitions in the form of 3D models, animations and service data to be delivered to the service engineer s mobile device. So not only is there a great services opportunity but demand for spares or replacement can be managed even more effectively based on the product s operational condition. Not only that, but the data collected gives invaluable feedback to inform product improvements, thereby closing the whole loop. While all of this sounds like the opening up of a whole new world for manufacturers, fully exploiting the potential requires a rather sophisticated IT infrastructure that is highly integrated all the way from planning to real time operations that is, all the way from ERP to the manufacturing While all of this opens a whole new world of possibilities for manufacturers, fully exploiting the potential requires a sophisticated IT infrastructure. execution system (MES). There s a lot of functional overlap to be grappled with. And in the new era of smart products and IoT connectivity there s an additional complexity integrating the management of the lifecycle of the embedded software into the product lifecycle management picture. Providing the necessary support for this application lifecycle management (ALM) aspect is currently PLM s biggest technical challenge. Overall, then, manufacturers are confronted with an opportunity and a problem the opportunity of highly connected integrated supply chains and product lifecycle management processes, but the problem of what IT infrastructure to build to achieve them. Each manufacturer needs a strategy to allow it to define the right combination of technologies and then exploit it. The key to this is to get below all of the high-level hype associated with cloud, IoT and so on and to identify real solutions to deliver success.

5 digital domain The Internet of Things can expand the possibilities of Lean initiatives How to Leverage the IoT in Lean Automotive Manufacturing Frederick L. Thomas Director Discrete Manufacturing Industries Apriso Dassault Systemes The Fourth Industrial Revolution is quickly descending upon us, significantly impacting how automotive manufacturing will be managed in the future. As smart devices establish themselves throughout the digital factory, we will gain greater access to real-time data for analysis and feedback that will further automate, manage and improve the entire manufacturing process. Moving beyond embedded systems, which are typically stand-alone devices, this revolution will comprise a network of interacting cyber-physical systems with computing intelligence capability an Internet of Things (IoT) that enables even greater performance from the smart production line and factory. Within the context of Lean manufacturing, focused on elimination of waste and continual process improvement, the IoT can lead to huge efficiency gains. Some people see it as Lean on steroids. Tools and equipment will automatically collect, share and interact with other data and processes, opening up a whole new realm of achievements attainable under Lean initiatives. By accessing and centralizing data from equipment and processes, the IoT can provide automotive manufacturers a new level of visibility and access to real-time performance data across global operations. During the production process, data can be used to balance and optimize scheduling on the fly, adapting to market variability. With the IoT, pull manufacturing, an effective Lean strategy, achieves a whole new level of usefulness. This moves beyond automating the typical Kanban process Engine lines such as this can capture vast amounts of data today. The IoT can take that data, combine it with other information and come up with analyses that increase both manufacturing performance and quality. 3

6 digital domain into Smart Pull, where data intelligence from multiple domains such as quality, production yield, equipment failure records, etc., can now be used to produce the best manufacturing scenario based upon current demand. And, this applies to the global operation, allowing shifts in manufacturing output to the facility best suited to handle the demand at any one time. In addition to leaner production scenarios, smart equipment will be able to self-monitor and improve its own performance, such as energy usage, to avoid peak demand charges. Automated preventive maintenance becomes consumer demand are the obvious benefits of this new industrial age. However, achieving this level of interconnectedness between myriad smart devices creates an immense level of complexity that seems counter to traditional Lean viewpoints, which focus more on simplifying processes. The factory floor has a history of increasing the adoption of automation and sensors, including those that collect data from devices. However, these systems have traditionally been disconnected from the rest of the organization. To properly gain the advantages offered by the IoT within a Lean manufacturing strategy requires this Self-inspection stations check to see that workpieces meet specifications and collect data for analysis without the need for human intervention. possible as the machine knows and communicates its own state of required corrective actions, keeping it running at optimum productivity. Automotive suppliers can better manage parts delivery into inventory, which will automatically be able to replenish itself based upon real-time data. All of these actions have the potential to significantly contribute to improved quality processes and products. With a closed-loop system where quality data is constantly iterated back up the chain, equipment can automatically adjust its settings to produce less scrap and better products as a result of this feedback. New Opportunities, New Challenges Increased productivity, lower costs, faster time to market and the ability to quickly and profitably respond to device-level data to be integrated with business processes across the global enterprise. Adding intelligence to these devices such that they can pull required inputs will only further accelerate this efficiency potential. This concept requires a reevaluation of value streams and an alignment of business performance targets with plant-floor activity as well as the development of new standards to establish best practices for this new paradigm. Given current trends and challenges, the automotive industry is ripe for the benefits to be gained from a Smart Factory. Reduced time to market coupled with the increasingly global nature of automotive manufacturing are two drivers of complexity that can be addressed in an IoT world. Consumer demand for personalized mobility experiences requires a globally-connected infrastructure. This 4

7 AdvancedManufacturing.org level of personalization necessitates greater visibility and agility throughout the manufacturing process. Industry research suggests 70% of manufacturing executives are focused on plant-floor data initiatives to drive operational and business excellence, faster time to market and immediate access to data from machines on the factory floor. However, the huge installed base of legacy equipment and software is a barrier to these goals. Where to Get Started? Automotive manufacturers hoping to reap the rewards of IoT need to now plan to optimize their next five years of infrastructure investment. To start the process, first look for the low-hanging fruit. What parts of your business have the greatest variability? Where do forecasts tend to be wrong more often than not? What processes could benefit from earlier and improved visibility? Which supplier relationships could benefit from greater communication between order and ship schedules? Pilot programs based upon IoT components can be tested and validated within your Tier 1 or primary suppliers. In an increasingly just-in-time customized order-ofone world, manufacturing processes can be run more efficiently when greater flexibility is possible. In these types of scenarios, an ability to perform near real-time execution could be a significant competitive advantage. This requires increased collaboration, connectivity and coordination from across the enterprise. If machinery and systems are connected within and across plants, automotive manufacturers can use this information to automate work flows to manage and maintain production systems with greater efficiency. Fortunately, these enterprise manufacturing solutions now exist, and can be a real benefit when trying to improve efficiency across work flows while managing manufacturing operations as more of an enterprise endeavor. Vendor solutions that offer a process-based solution can be implemented in a phased approach to help minimize the risks involved in an IT system overhaul. How a Platform-Based Manufacturing System, Lean and IoT Come Together History has taught us that disparate systems are a hindrance to Lean, efficient operations. A focus on establishing a common platform, and not applications, is a great first step to streamlining processes and establishing a framework to automate device responses to the dynamic global environment automotive manufacturers operate. The digitization of event triggers can only help improve efficiency in this type of scenario. According to Simon Jacobson, Vice President of Manufacturing Research at Gartner, in his November 5, 2014, report titled, Four Best Practices to Manage the Strategic Vision for the Internet of Things in Manufacturing : The decision support needed for agile, intelligent and reliably demand-driven operations requires high-quality information that s extracted and distilled from multiple data points and processes that can be proactively adjusted based on real-time market conditions and made visible to manufacturing. This necessitates an enterprise IT architecture based on a platform capable of managing and integrating each of the processes surrounding manufacturing events or activities. Look for a scalable and secure enterprise solution which provides the visibility to define, control and optimize manufacturing processes across multiple sites and functions, while still accommodating specific plant-level requirements for highly responsive, adaptive manufacturing in the automotive industry. Smart equipment will be able to self-monitor and improve its own performance, such as energy-usage to avoid peak demand charges. The IoT has the potential to bring a whole new level of automation and intelligence to Lean manufacturing. But gaining the potential benefits first calls for proper planning to manage the additional complexity that is part of this transformation. Putting the proper Lean processes and infrastructure in place can unleash the potential of the IoT, empowering it to act as Lean on steroids. Key to achieving this vision is a process-based software platform with the ability to integrate and capture data from all domains of manufacturing operations management including quality, maintenance, time and attendance, material and production. And, it must have built-in capability to connect device-level data with business operations to generate real-time manufacturing intelligence that is actionable. Pulling all of these capabilities together can enable a Smart Pull strategy that significantly contributes to waste elimination and process improvement the heart of any Lean initiative. 5

8 SMART MANUFACTURING A Revolution in Making Introducing Smart Manufacturing Magazine SME s Manufacturing Engineering has been covering smart manufacturing technologies from the beginning. But the growing need for education, alongside increased offerings and adoption, has provided us with the opportunity to lead the discussion on the future of making things. Smart Manufacturing will be the leading business-tobusiness magazine that focuses on advanced manufacturing technologies and tools that are driven or enhanced by integrated information technology (IT). The magazine will circulate to 80,000 (half delivered in print, and half delivered digitally) qualified manufacturing and IT professionals and leaders across a wide range of industries. Aside from aerospace, automotive, medical, and energy, this magazine will also reach the packaging, electronics and other industries. Circulation Technical Interest Circulation Automated Manufacturing & Assembly 50,600 (Robotics, Assembly, Sensors) Design Software 17,100 (CAD/CAM, Product Design) Process Software 12,300 (ERP/MRP, CIM) Job Function Code Circulation Company Mgmt/Owners 23,200 Information/IT Systems 9,800 Mfg Engineering - Dept 9,600 Product Design/R&D 8,800 Mfg Production - Mgmt 8,000 Mfg Production - Dept 7,000 Mfg Engineering - Mgmt 6,400 Quality Mgmt 4,000 Control Engineering 3,200 NAICS - 3 digit Circulation Fabricated Metal Products 20, Machinery Mfg 16, Computer & Electronic Products 10, Transportation 9, Misc. Mfg 8, Professional/Technical Services 5, Electrical Equipment Mfg. 4, Primary Metal Products 2, Furniture Products 1, Glass Product Mfg 1,200 Contact your regional sales representative for more information Sarah A. Webster Editor in Chief swebster@sme.org Dave O Neil Group Publisher doneil@sme.org Greg Sheremet Publisher gsheremet@sme.org Eastern U.S. Alan Berg Tel: Fax: abergsales@gmail.com MidEAst (Detroit) Dean Dimitrieski Tel: Fax: ddimitrieski@sme.org Central (Chicago) Bill Lepke Cell: lepkeb@sbcglobal.net Western Paul Semple Tel/Fax: paul@semplemedia.com China, Hong Kong, Taiwan Bruno Wase-Bailey Industrial Communications Group Ltd Tel: bruno@icgl.com.hk