INNOVATING THE DIGITAL MANUFACTURING JORDI PORTELLA

Transcription

1 INNOVATING THE DIGITAL MANUFACTURING JORDI PORTELLA

2 Introduction Presenter background and experience Jordi Portella o 30 years experience on multi-national industrial and service companies o Roles on product management, marketing, sales, and international business development o Long experience on strategic consulting on the field of PLM o Domain expertise on PLM, cpdm, DM, CAD/CAM/CAE, ERP, MES o specific experience on industrial domains like general manufacturing, automotive, aerospace, defence, electronics, consumer products, telecommunications, construction, healthcare and process industries o Co-founder of KRONTIME S.L., new start-up on the field of Digital Manufacturing o Polytechnic University of Barcelona

3 Introduction Presentation topics Industry Challenges / Reactions Digital Manufacturing Types of Solutions Summary

4 Industry Challenges External pressures forcing to change To maintain competitiveness on global markets requires improving working efficiencies Need to be prepared for more personalized and rapid changing demand Increases necessity for more flexible and mobile manufacturing platforms

5 Industry Challenges Need for interdependent organizations Manufacturing operations getting smaller, delocalized and focused on key expertise Full P&L responsibility

6 What Industrial Organizations Say All focused on improving effectiveness Automate work instructions Implement an OEE performance system Implement a Lean culture Optimize production Keep lower Ergonomic risk Reduce intermediate stock Improve work cell definition Best process according to market demand Better resources balancing on assembly lines

7 Success Factors Understand route-cause from manufacturing indicators Key Performance Indicators are necessary, but not sufficient Need to understand route cause o The how and why from each indicator o Companies are looking for anticipation to problems and preventive actions, not just reaction Manufacturing process details are required o Most companies do not have enough operations data for good analysis o Or, data is dispersed in multiple systems Urgent to build a completed Industrialization database

8 Success Factors Establish a continuous improvement culture Organizations have to transition their manufacturing engineering teams from static and reactive to dynamic and proactive o Historically manufacturing engineering teams are mostly reactive Required collaborative environments to interrelate manufacturing engineering teams o Data related to operational processes from multiple sources o Teams dispersed on different departments Improvement implies innovation thinking o Most companies require and evolution approach rather than revolution o It is time for focusing on reengineer the manufacturing processes o Important to track innovation changes and benefits

9 Digital Manufacturing Definition Responding to an industrial business initiative Business initiative to:

10 Digital Manufacturing Positioning Increasing the value product industrialization Investments on data management and concurrent engineering Increasing market Increasing volumes of data Next investment area to improve Competitiveness Important investments on production assets Maturing market Important support SMEs PRODUCT DEFINITIO N What DIGITAL MANUFACTURI NG How PRODUCT PRODUCTI ON When Where Improve data interrelation: Integrating existing data Contribute to product life cycle management Need for closing the gap Continuous Improvement: Improve machinery and equipment effectiveness Optimize manufacturing processes

11 Focus on Different Engineering Domains Most cases, engineers with different management and objectives All provide content related to manufacturing operations Finally represented on common Work Instructions Bill Of Operations Resources capabilities Continuous improvement Process analysis Working methods Balancing lines Time measurement DIGITAL MANUFACTURI NG Inspection plans Ergonomic analysis Tools and molds management How Resource analysis Quality control Work Instructions Equipment management Cost analysis Production indicators Need collaborative platform to share the data Important to maintain data consistency Each user may require different configuration

12 Business Benefits Significant untapped opportunities CIMdata market studies numbers: o 30% average Lead Time reduction focus on critical path only o 15% average productivity increase right info at right time o 13% average production cost reduction right operation cost analysis Other related benefits: o Possibility to simulate overall process before production o Balance assembly line resources before changes o Quickly estimate new product cost based on history Krontime case studies: o Derbi productivity improvement up to 30% o Baxi reduced 5 per assembled product

13 Market Adoption Evolving from conceptual to pragmatic approach Current Digital Manufacturing implementations are on top tier industrial organizations o Long term implementations, good degree of complexity and high cost But overall concepts are gaining interest across industries Market requires more simple and pragmatic approaches o to empower Process & Manufacturing Engineering o at lower cost of ownership and faster learning curves o... and simple configurable systems to support different engineering domains within the organizations

14 Types of Solutions Different points of view to address the problem 3D driven 3D design background Most information relates to 3D design model Focus on dynamic simulation More complex to implement Higher cost of ownership Requires stronger 3D factory engineering data base Operations driven Industrialization background Information closely related to ERP and production Focus on data for execution Less complex to implement Lower cost of ownership Replace multiple Excel and home-made data bases No good or bad solution responding to different needs

15 Market Demand in Continuous Evolution Value added to end users increasing Incremented Value Added Increasing customer s demand: Low Cost of Ownership Rapid Return on Investment Simple to use Daily Dynamic Solution Continuous Improvement tool etc. Support key business initiatives: Lean Six Sigma World Class Manufacturing Health & Safety Legislation Total Productive Maintenance etc. Time

16 100+ Implementations and 900+ Licenses Proved experience on the field of Digital manufacturing

17 KRONTIME an Innovative Approach to Lean Collaborative platform and tools for industrialization engineers Bill Of Operations Resources capabilities Continuous improvement Process analysis Working methods Time measurement LEAN INITIATIVE Ergonomic analysis How Resource analysis Quality control Cost analysis Production indicators Work Instructions Balancing lines Inspection plans Tools and molds management Equipment management

18 KRONTIME an Innovative Approach to Lean Collaborative platform and tools for industrialization engineers Bill Of Operations Resources capabilities Continuous improvement Working methods Time measurement LEAN INITIATIVE Ergonomic analysis How Resource analysis Quality control Cost analysis Production indicators Process analysis Work Instructions Balancing lines Inspection plans Tools and molds management Equipment management

19 MANAGEMENT

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21 COLLABORATION

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23 METHODS

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25 RESOURCES

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27 Business Initiatives End user is looking for solutions Establish key performance indicators for production engineers Need to compare estimated data with real collected values to understand why and how performance evolves All engineering disciplines have to be involved Establish a methodology to improve and measure Planning improvement is important to set targets Regular improvement metrics required to control Produce what is really needed, at the right time, with the right value Looking for a pull effect from customer demand Main headache is stock control and intermediate product cost

28 Innovative Approaches to Lean Management Simple tools around same data base Continuous Improvement

29 Summary Current economy forces to change Cutting cost is not the end solution. need to improve working efficiencies need to close the gap with better industrialization process Industrial organizations focused on pragmatic solutions Lean Management and Continuous Improvement are the current driving business initiatives

30 Contact Information Llacuna Barcelona Tel