© FIR 2015

Prof. Dr.-Ing. Volker Stich Managing Director, FIR e.V. at RWTH Aachen Eindhoven, February 26th 2015

FACTORY OF THE FUTURE - Industrie 4.0

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Introduction to Industrie 4.0 1

Agenda

The Aachen perspective on Industrie 4.0 2

Relevance of Industrie 4.0 in SME 3

Synopsis 4

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Introduction to Industrie 4.0 1

Agenda

The Aachen perspective on Industrie 4.0 2

Relevance of Industrie 4.0 in SME 3

Synopsis 4

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What is „Industrie 4.0“?

The striking name „Industrie 4.0“ is understood as the comprehensive inclusion of information and communication technology as well as the interconnection to an Internet of Things, services and data that enables a real-time capability of production systems.

Prof. Dr.-Ing. Dieter Spath

Source: BMBF, Spath (2013), Image: Festo

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Why do we need Industrie 4.0?

“The situation is not clear”

“The quantity of variables is increasing”

Average time between two passes

5,8 4,4 3,7

WC 1970

WC 1990

WC 2010

“The game becomes faster”

Daily routine Production

Source: Wjingaard & Schütze 2003; WZL-Project illustration; BMW Group & Renner 2007

>390 different job cards to manufacture a product

48% of all orders have more than one planed completion date

1,1

WC 2014

Variants at BMW Group over time

Del

iver

y Ti

me

[Day

s]

Significantly reduced delivery times (e.g. PVD-Coating)

Time

Pro

gram

rang

e

Time

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What is the intention of Industrie 4.0?

21. Cent. 18. Cent.

Price & Quality

& Flexibility & Time

& Deadline

Rep

etiti

vene

ss

Craftsmanship

Efficiency

1769 Steam engine

1908 Fordism

~1810 Interchangeability

from 1956

Toyota Production System

~1990 Lean Thinking

1930 - 1950

Quality awareness

1890 Scientific Management

Product variance

§  Standardized work §  Time studies and

working standards §  Worker/Management

Dichotomy

§  Any number, at different times, at different locations produced parts A need to fit any number, likewise produced parts B without a need to rework

§  Transition from craftsmanship to factory work

§  Use of machines

§  Value §  Value stream §  Flow §  Pull §  Perfection

§  Client contact §  One-piece-flow §  Zero-failure-principle §  Kaizen

§  Quality control chat / Statistic process control

§  Ishikawa-Diagram §  PDCA-procedure

§  Mass production §  Flow-production §  Tact §  Complexity management

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What are essential distinguishing characteristics of the 4. industrial revolution

Industrie 4.0 drives the renunciation of Taylorism by complementary

automation processes at the interface of man-machine interaction

The “Company Organization 4.0” is characterized in terms of responsibility and remit by job enlargement and job

enrichment. Assistance systems helps to cope with greater responsibility.

21. Cent. 18. Cent.

Price & Quality

& Flexibility & Time

& Deadline

Rep

etiti

vene

ss

Craftsmanship

Efficiency

1769

Steam engine

1908 Fordism

~1810 Interchangeability

ab 1956 Toyota Production System

~1990 Lean Thinking

1930 - 1950

Quality awareness 1890 Scientific

Management

Product variance

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Introduction to Industrie 4.0 1

Agenda

The Aachen perspective on Industrie 4.0 2

Relevance of Industrie 4.0 in SME 3

Synopsis 4

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The increase of collaboration productivity enables a 50% reduction of development time, development- and manufacturing costs

IT Software: Truth IT Hardware: Speed cyber

physical Software

Hardware

Physical Systems: Automation

Business Communities

4. Industrial Revolution Collaboration productivity -  Human / Human -  Human / Machine -  Machine / Machine

Social Behaviour: Cooperation

PLM-System

ERP-System

Local storage

Save in the cloud

High Speed Computing

Cognitive Systems Social Communities

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The increase of collaboration productivity enables a 50% reduction of development time, development- and manufacturing costs

IT Software: Truth 1.  An entire PLM-System as a

„Single Source of Truth“

2.  Use of “high-resolution” data from production

IT Hardware: Speed 3.  Simulation-based decision

guidance

4.  Cloud-based and real-time capable simulation

cyber

physical Software

Hardware

5.  Intelligent and self-learning systems

6.  Highly skilled employees as a key to success

Physical Systems: Automation

4. Industrielle Revolution

7.  Disruptive network approach

8.  Fast implementation by transparency and communication

4. Industrial Revolution Collaboration productivity -  Human / Human -  Human / Machine -  Machine / Machine

Social Behavior: Cooperation

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1. An entire PLM-System as „Single Source of Truth“ for product an production-related data

Administration of Construction data

Administration of Product data PPC Formerly

Administration of Construction data

Administration of Product data PPC

PLM

As-is state

PPC

LF SOP KE

PLM/ PDM Ideal

Data transfer

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3. Simulation-based decision guidance for production to inrease decision quality

Source: Mercedes Benz, glasspilot, ProSense

“Will I hit the runway

on that trajectory?”

“Terrain vision“

System

”What is the distance behind my car?“ Rear view camera

“What potentials can I realized by better steering decisions?“ Potential- & „What-if“- simulation

Sophisticated decision guidance, self-optimization and simulation “conquer” the production

Intelligent dicision guidance in daily routine Intelligent dicision guidance in production

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6. High-skilled employees are a key to success

We need to utilize the competencies we have within this country. However, if we want to use the highly-skilled education, we need to reject from Taylorism. We need to move to a holistic

employee responsibility (Hr. Wiedemann, Technikvorstand Fa. Rational)

Intuitive surfaces for complex applications

Interactive visualizations

Fast Problem solving

Employees as decisions makers

Source: Ortlinghaus, WZL

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8. Fast implementation by transparency and communication

Promote exchange between employees

Openness

Break up with hierarchical structures

Bring your own device

Higher transparency facilitates employees to quickly improve complex production processes. Thereby the productivity rises within the entire company!

Source: Ortlinghaus, WZL

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Introduction to Industrie 4.0 1

Agenda

The Aachen perspective on Industrie 4.0 2

Relevance of Industrie 4.0 in SME 3

Synopsis 4

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In SME and particular in production, a variety of areas for improvement can be identified Examples of medium-sized mechanical engineering companies

Source: WZL Project illustration 2011/2012

>10 orders on average are located before the machine – corresponding with a workload of 4 days

days of possessing time are needed for an order to pass the production. The average is 32,5 days 2-250

48% of all orders have more than one completion date

of working time are used for non value-adding activities by employees of production scheduling department 50%

>390 different job cards to manufacture a product

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The preconditions in order to implement Industrie 4.0 in SME are not set yet

“Everything is possible“ is not relevant in practice

n  57% of the companies use a written documentation of their stock- and movement data

n  17% of the companies do not acquire data

IT-Infrastructur1 Lack of information3 Willingness to invest2

Yes, I know about Industrie 4.0

No, I don‘t know about Industrie 4.0

Source: 1) Schuh (2013): Produktion am Standort Deutschland (n=84); 2) VDI Nachrichten (2014); Fraunhofer IML; 3) techconsult GmbH (2013): Fertigung Mittestand D/A/CH (n=900)

How can solution approaches of Industrie 4.0 be adapted and transferred to SME?

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By connecting operational objects and information technologies Industrie 4.0 enables Smart Products, Smart Data und Smart Services

Source: Smart Service Welt - Umsetzungsempfehlungen für das Zukunftsprojekt Internetbasierte Dienste für die Wirtschaft

Container Documents Identification Localization

Smart Data

Smart Products

Smart Services

Operational objects Information technology

Sensors Actuators Work pieces Machines

Staff Communication Information processing Tools

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Already today adapted solutions for SME are existing in order to implement Industrie 4.0

Tomorrow Today

Intelligent tools

Self-controlling products

Smart Products

Real-time optimized production

IT-supported material posting Smart Data

Simplified maintenance

Flexible material staging

Smart Services

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Smart Products From intelligent tools to self-controlling products

n  Automated tool crib

n  Optimized tool planning by recording tool idle time

n  Automatic request to supplier, if tools are needed

n  Communication between product and production plant

n  Storage fo all necessary information on one chip on the product

n  Self-controlling product throughout the whole production

Image source: Gühring, mymüsli

Tomorrow Today

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Smart Products From intelligent tools to self-controlling products

n  Communication between product and production line, - plant

n  All necessary information stored on a chip right on the product

n  Self-controlling product throughout the entire production

Tomorrow Today

Image source: Gühring, mymüsli

n  Automated tool crib

n  Optimized tool planning by recording tool idle time

n  Automatic request to supplier, if tools are needed

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Smart Data From IT-supported material posting to real-time-optimized production

n  Supporting posting of material withdrawal from stock by sensors

n  Material tracking throughout production by sensors at work places

n  Simulation of production scenarios on basis of gathered data

n  Testing of “What- if“ scenarios in order to analyze different scenarios

n  Improve production control by deriving relevant fields of actions

Image source: inotec, ProSense

Tomorrow Today

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Smart Data From IT-supported material posting to real-time-optimized production

n  Simulation of production scenarios on basis of gathered data

n  Testing of “What- if“ scenarios in order to analyze different scenarios

n  Improve production control by deriving relevant fields of actions

Tomorrow Today

Image source: inotec, ProSense

n  Supporting posting of material withdrawal from stock by sensors

n  Material tracking throughout production by sensors at work places

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Smart Services From flexible material staging to simplified maintenance

n  Improving of internal logistics

n  Determination of material requirements and request times at work places, based on production planning data

n  Calculation of departure time and “Milkrun” routing

n  Simplification of maintenance by using Augmented Reality

n  Target/actual comparison permits a quick fault detection, fast debugging and reduction of machine downtimes.

Image source: Liebherr, Kinrig

Tomorrow Today

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Smart Services From flexible material staging to simplified maintenance

n  Improving of internal logistics

n  Determination of material requirements and request times at work places, based on production planning data

n  Calculation of departure time and “Milkrun” routing

n  Simplification of maintenance by using Augmented Reality

n  Target/actual comparison permits a quick fault detection, fast debugging and reduction of machine downtimes.

Image source: Liebherr, Kinrig

Tomorrow Today

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A variety of Digital Manufacturing initiatives are already launched on country and EU level

Source: European Commission

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The Industrie 4.0 “Readiness” across Europe varies; Frontrunners are Germany, Ireland, Austria and Sweden

Source: Roland Berger (2014)

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Introduction to Industrie 4.0 1

Agenda

The Aachen perspective on Industrie 4.0 2

Relevance of Industrie 4.0 in SME 3

Synopsis 4

© FIR 2015

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Industrie 4.0 - How we make it happen at the RWTH Aachen Campus Cluster Logistik

Increased significance Automated calculation of transition times

Staging area 2

RFID - Sensor

Consistent communication Adaptive assembly instructions

Reliable forecast Situational capacity planning

Better comprehension PPC based analysis of gathered data

Simulation of possible alter- native actions

Overview of production capacities

Visualization of gathered data (As-is status) Simulative Determination of Controlling optimum

PLM - based worker guidance

Staging area 1

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Synopsis

Industrie 4.0… … is the inclusion of information and communication

technology and their interconnection to an „Internet of Things“,

… offers great potential by combining information in an appropriate context,

… enables the increase of collaboration productivity in order to increase competitiveness,

… enables Smart Products, Smart Data and Smart Services,

… needs to be adapted to the requirements of SME.

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Thank you for kind your attention

Prof. Dr.-Ing. Volker Stich Managing Director

Telefon: +49 (0)241 477 05-100 Fax: +49 (0)241 477 05-199 E-Mail: Volker.Stich@fir.rwth-aachen.de