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Sustainable Manufacturing and Factory Planning Industry 4.0 13.04.2017 Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl © IWF TU Berlin Page 1 Content  Industry 4.0 – Definition – Benefits  Examples and Case Studies  Status of Implementation Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Page 2 Content  Industry 4.0 – Definition – Benefits  Examples and Case Studies  Status of Implementation Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Page 3 Next Evolution 2. Industrial Revolution 3. Industrial Revolution Use of electronics and IT for further automation in Implementation of production division of labor Implementation of production supported by mechanical production electrical Energy facilities supported by Water- and steam power. 1. Industrial Revolution 1952 Numerical control 1769 mechanization 1870 division of labor and mass manufacturing Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl 1969 Microprocessors in Production Digital penetration of the whole Production Chain 1973 - 1985 Computer Integrated Manufacturing (CIM) 2012 Cyber-physical Systems (Industrie 4.0) Quelle: In Anlehnung an BITKOM, VDMA, ZVEI: Plattform Industrie 4.0; Fotos: © Fraunhofer IPK Digital integrated, intelligent Production Industry 4.0 – The 4th Industrial Revolution? Page 4 Mass Manufacturing z. B. BMW Online Car Configurator 1955 1980 2000 z. B. Global Processmanagement at KSB 1913 „People can have the Model T in any colour − so long as it‘s black.“ Henry Ford (1913) 1850 z. B. Additive Manufacturing Product Variety Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Page 5 In Anlehnung an: The Global Manufacturing Revolution; Quellen: Ford, beetleworld.net, bmw.de, dw.de Production Output per Variant Increasing Complexity lead to new value chains The 4th Industrial Revolution: Industrie 4.0  Economic  Production is highly flexible, highly productive (up to +40 %)  Value creating processes are optimized on-demand and in real- time  Existing infrastructure can be upgraded gradually  Environmental  Resource-efficiency (up to -50 %) and compatibility with urban life  Social  Adaptive and intelligent assistance systems support the employee in his enlarged range of tasks  Work-life-balance and a human-oriented work organization  Pace of production adapts to human requirements  From centralized control to decentralized self-organization Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Page 6 Industrie 4.0 Involves a Fundamental Paradigm Shift  Smart products will actively support the manufacturing process  Autonomous, self-organizing production units will replace passive manufacturing systems operated according to preplanned criteria  Orders will autonomously negotiate their own way through dynamic value chains  Individual availability calendars will replace inflexible fixed working hours  Ad hoc networking of manufacturing facilities and businesses  Pace of production adapts to human requirements  From centralised control to decentralised self-organisation Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Image source: Hewlett-Packard Page 7 The Smart Factory: A Network of Smart Objects Area 3 (e.g. Smart Traffic) Connection to the internet Area 2 Smart Data and Smart Services (Smart Factory) Smart Spaces: Contextual information Smart Products Smart Products (Security Area 1) (Security Area 1) Supply of Smart Services Smart Objects: Machines and products in the factory Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Page 8 Industrie 4.0 Enabling Real-time Value Networks  Integrating IoT  Ad hoc networking  Quality of service  Traceability and liability Image source: Hewlett-Packard  Smart grid, smart truck,…  Contracting  Monitor, predict and act in real time  Who owns what data? Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Page 10 The way to Industry 4.0  Yesterday: Product Identification  Readable Information Devices Barcode  Identification of Products and Tools  Today: Product Memory  Read and Write Information RFID-Transponder  Traceability and Documentation of Production  Tomorrow: Product / Production Intelligence  Computation at product side  Products are taken all information for production inside eGrains  Objects communicating, cooperating and decide  Objects can localize themselves Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Page 11 “Industry 4.0” – The fourth industrial revolution?  The term Industry 4.0 stands for a level of evolution of the third industrial revolution embodying a new level of organizing and managing the entire value chain along the products’ life cycle.  The vision itself is an intelligent, real-time-networking factory. Humans only configure and monitor the planning and management.  Basis for Industry 4.0 is the ad hoc availability of all relevant information and the ability to enable an optimized flow of value creation for the company at any time.  Industry 4.0 thereby provides companies with the opportunity to control the complexity consisting of individual products, short development and delivery times and also short-term changes. Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Page 12 Potentials for Quantitative Benefits by Industry 4.0 Reduction of production resources Reduction of work-in-progress Increase of capacity utilization Reduction of processing time Increase of production output Reduction of production costs Reduction of efforts for coordination / communication Time savings on production planning and management Source: SOPRO, Analysis in a Gas Turbine Plant Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Page 13 Production Days Benefit of Throughput time – from sample dataset 80 70 60 50 40 30 20 10 0 69,7 58,7 55,8 46,9 41,4 33,1 30,7 21,2 45,3 29,6 36,2 27,3 Product Group 1 Product Group 2 Product Group 3 Product Group 4 Manual Planning Planning with MES Ideal - Simulation Source: SOPRO Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Page 14 Sources and Effects of Industry 4.0  Faster Processes and optimized Changeability  Complexity Reduction in the aspect of Man-Machine-Interaction  Reduced Costs of information handling Using networked intelligent Systems Acatech Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Page 16 Detail – Vertical Integration across the Automation Pyramid TodayTomorrow – Transparency is required – How about the costs? - Integration by „Process-eGrains“ Self Configuration  Many Interfaces ERP  Deeper Self Organisation  Integration causes longer time for implementation MES  Immense Costs for introduction and maintenance SCADA These Principles are valid for Process Design and Implementation Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl ERP – Enterprise Resource Planning MES – Manufacturing Execution System SCADA - Supervisory Control and Data Page 17 Classical Process Chain of Industrial Production A Product is created  Demand for flexibility and transparency leads to central integration of IT  Many interfaces between levels lead to high efforts and complexity Planning and managing along the automation pyramid  Integration of changes into the normal process appears very complicated ERP  Current data quality is MES critical – manual adjustments take a long time SCADA PDM Service Management Sensors Product Development Provision of Raw Material Production Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Assembly Packaging Storage/Dispatch Use ERP – Enterprise Resource Planning MES – Manufacturing Execution System SCADA - Supervisory Control and Data PDM – Product Data Management Page 18 Classical Process Chain of Industrial Production What changes because of Industry 4.0?  Direct real-time networking of production elements among themselves (products, orders, employees, operation systems):  Reduced complexity for employees Planning and managing along the automation pyramid despite individualized production PLM  Less interfaces – less effort ERP  Planning and management do not ERP ERP hinder the processing MES MES MES MES  Quick feasibility checks for new SCADA requirements SCADA SCADA SCADA PDM ERP MES ERP PLM ERP Development Provide Raw Material Sensors SCADA MES Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl MES ERP ERP SCADA PLM SCADA Produce PLM Service Management PLM Assembly Packaging Storage/Dispatch ERP – Enterprise Resource Planning MES – Manufacturing Execution System SCADA - Supervisory Control and Data PDM – Product Data Management Use Page 19 The next Step: Outsourcing of the Production – IT into the Industrial – Cloud  Higher performance  Easier data protection  System performance is better adjustable  Cheaper components ERP MES ERP PLM MES MES ERP ERP SCADA PLM ERP Development Provide Raw Material Produce Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Assembly Packaging Storage/Dispatch ERP – Enterprise Resource Planning MES – Manufacturing Execution System SCADA - Supervisory Control and Data PDM – Product Data Management Use Page 20 Connection to the “Internet of Things”, Processes and Services for direct and flexible Controlling and Management  Order spare parts  Instruct assembly service  Feedback of mistakes ERP MES ERP MES MES ERP ERP SCADA ERP Development Provide Raw Material Produce Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl Assembly Packaging Storage/Dispatch ERP – Enterprise Resource Planning MES – Manufacturing Execution System SCADA - Supervisory Control and Data PDM – Product Data Management Use Page 21 IPK Developments in Industry 4.0 – Research and Partners Managementcockpit Self organized Manufacturing Design und Engineering e-Industrial Services Manufacturing Control Web Factory Machinery and Atomization 1997 2001 Technische Universität Berlin Institute for Machine Tools and Factory Management Univ.-Prof. Dr.-Ing. Holger Kohl 2009 2015 Page 22
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