the digitalization as the unique real production force for...
TRANSCRIPT
Industry 4.0
The digitalization as the unique real production force for developments and
pilot launching
Sándor Götz Shipbuilding engineer, economic engineer
Industry 4.0 Conference, Budapest. 22.05.2017.
Scope of presentation Hystoric look-back at implementing of informatics into industrial developments Constraint of the war-time, 1941-1944, Impact of data-base technic and back-office organization, Marriage of mini-computers and back-office tools, The technological applications have been supported by graphical tools, Firstly the oil-resources placed into priority the CAD-GPS constructional works of big projects, The mass production in part fabrication used piloting industrial identification processes, The local networking application could general Enterprise Resource Planning
Constraint of the war-time
The USA stepping into Second World-war started mass production of LIBERTY-ships based on modular supply-chain distributed production, what were characterised by the following numbers, − Between September of 1941 and August 1945
2710 units had been produced ( altogether daily two) for
supporting the war-events
− Size of ships:
Length: 339 m Depth: 9 m
• One of these vessels had been served until 1999,
The production of these vessels had been scheduled now the preliminary GANTT net-technics.
1
Impact of data-base technic and back-office organization
Az IBM PICS,-COPICS applications for material requirement planning (in the 60', as “closed-shop”),
according to MRP-I, and JIT-procedure,
Later MRP-II, and business logics,
Transistor-technics,
Data-Base principle 1969
2
Marriage of mini-computers and back-office tools Developments of mini-computers,
Developments of printed circuits,
NC-control in the territory of material prefabrication,
Optical-control for flame-cutting, (1:1, 1:10)
NC turnings, water, plasma, laser-cutting and welding preparation for plates,
CNC plate and cast turnings,
NC/CNC part production in the years of 50-60', radical changes in the metal-technologies,
CNC/DNC program-stations for servicing different technological branches, 3
The technologic applications have been supported by graphical tools Vector-graphic image, (GD-70 and 80 on Hungary),
Implementation of bigger plain-drafting machines into the technology,
2,5 D-technological presentation of tool-tracking during technological processes,
Production-cell programming,
ND-100 midi program-stations,
Physical work Engineering work
4
Firstly the oil-resources placed into priority the CAD-GPS constructional works Integrated system in the engineering cooperation in real-
practice,(CAD-GPS) and project controlling in the oil-structure building, (years of 70')
Development of plain-object description languages, automation of plate-nesting processes,
Inner enterprise LAN, CAD-CAM system cooperation,
CAD and PM-system common application inside bigger investment planning,
2,5 and 3 D surface description language developments and designing processes for engineering in technology,
Physical production processes on distributed places, using CAD-processes under PM for unique object fabrication in ship-building,
Cooperation of ERP-CAD and economic analysing system,
Product cost-accumulating analyse during production processes,
Unical identification of parts and sub assembly of sensitive features in
5
Piloting industrial identification processes
Identification system general, bar-coding, RFID,(In the years of 70-80'),
Presenting the fabrication catalogs for products,
Total product-structure identification systems, with electronic monitoring in production processes,
Change-management electronic tracking inside serial production,
Supplier valuating on base of ware-accept,
Global production system network forming in some mass
production field,
Forming product and technology development centers,
Application of dynamic—written/readable—information
carriers in the production and maintenance processes,
6
General production automation, full controlling of technologic and production processes,
Implementing the engineering work scheduling in the human resource control, according to production running, (CAM-ERP, In the years of 80-90'),
Production and part production islands, and inter processes places have been supplied by automatic material handling,
At production processes started to implement different stock and production strategies, according to order-mix,
Implemented LEAN-processes,
Organisation of different type of supply-chains, for speeding-up for final product output,
Implementation of metering, qualificating tools and processes into production-lines,
The local networking application could general Enterprise Resource Planning
7
Robots have been elicited the human activities in unhealthy working places • Started implementation of robots and robotic-islands mainly at
flexible-manufactory-lines,(in the years of 90')
• GPS-technics control applications at off-shore production structures, for dynamic-position of production, during weather risk,
• Implementing of 5 D precisioned surface-grinding in propeller production,
• Developed the 3 D block-modeling designing systems, in different application areas
• Human-robot cooperation in
production processes.
8
CAE-CIM systems
Quality Assurance and product life-time in CAE,
Fast-prototyping of in part production starting,
CAE and different simulating system part of design,
CIM-systems, (at beginning of 21.Century)
FMS and FEM-technics application at modeling,
Document-handling and CAE-systems matching
to 5/6 D production facilities,
Planning of logistics-networkings for the regional distribution,
Establishing automatic picking systems, together
charge-control for distribution transporting,
E-trading and enterprise homepages established.
9
Attained results: – Tight designer-producer cooperation set-up,
on global-market network in engineering field, – Product and technology can be developed
together between big companies, – On the regional markets products are
matching to local demands and options, – Robotic-islands are operating in “flexible
manufacturing” lines, – Durability of new product is simulating by fast
operative features, – Diagnostics is integrated into daily operation of
products, The diagnostic system is connected to remote
Where are we now?
10
What targets have we in Hungary? On field of SME mostly working on ERP field, has no
utilisation in full deepness, The 3-D designing only serving constructional activities,
doesn't support directly the connected technological processes,
In case of supply-chains even at some “great part/assembly producers” there are daily problems keeping the production deliveries in quantities and timing, relating the part structure modifications,
The breaking of informatics-chain is reflecting the technology change of engineering documentation,
This is derived from that in locality of informatics system application there is missing the engineering cooperation between construction and technology,
There are waiting yet for realisation the “taylor-made” resources common managing of creative designing processes and production environment facilities and inside these:
set-up of final product discharge, where modular production is operating supported by supply-chain network, under tight scheduling, where the new products have "taylor-made" functions, and in the quality-assurance/approval conditions of those involving into engineering processes,
here can be happened the integration of developing engineering and production resources common and over-lapped scheduling,
according to phase-type production rules, using "gate-control" qualification treatment,
these integrated treatment will include the authority, buyer, and operational-type requirements as well,
except these–as utilising the modular production features—it
What kind of targets can we plan inside vehicle industry ?
Experiences we need to get from the German industrial developments For the M2M communication-branch survey, Ericsson had
made a country-side investigation, what was given the following results:
In this picture is shown the branch operation problem on fields of—H2M—together communication of machines—M2M—and the loads have their rate of levels, in different branches.
In case of German companies of SME-s there are similar situations as well.
There are special trainings for stopping these lags behind.
That could help companies in keeping sustainable development.
Especially is needed to fasten the levels of management, and Focusing in this for supporting the supply-chains, On field of trainings for younger generation in the R+D+I activities of compamies, To help establishing the Start-up firms and let them rise-out of their background. Resource:Basic principles of Machine-to-Machine communication and its' impacts on
telecommunication industry.(Faculty of Electrical Engineering and Computation Zagreb/Croatia, 2009.)
Where is our place in EU?
Many good innovative targets, There are big lacks between
the industrial branches, Nearly all of ancient big vehicle
factories have been closed, In all more complex and
modern product discharge needs a harmonised cooperation in development and production, of many companies as developer, designer, supplier or producer of innovation
For the companies—operating on home capital base—there is a thin confidence for the cooperation
“Development centre” needs to be established for supporting this concept and to organise the network with a skilled back-ground in constructional field.
Time durations /cost decrease for the new product types and their cycle-change, by the following tools:
Construction/material-technology paralelly developments, Sub-unit level construction-oriented checking utilisating
simulation tests and fatigue investigations, Tight network cooperation with suppliers in developing
workmanships, Accepting all try-tests for the sub-units, according to approved
methodology, All mechanization for assembly-level, and robotics use on
installing, Standardised type-trials for final checking of object tests, Systematic documentation and technology development for
each units of serial products, Precise specification for product-obligation of construction and
What kind of targets can we plan inside vehicle industry on informatics area?
The role of main-contracting factory—with special products—in their portfolio
The preparation stages of pilot-project program: Needs to measure on mid-term base—by marketing methodology—the demands of consumers,
This can be deployed on-to development production tasks, For these tasks has to be defined procedures of production stages, On this base have to be selected cooperating partnership on different job-branches,
CIM-ERP-PLM common control-system has to be built-up and installed, Using common development a family-based prototype is to be established, For the base of product-family determining the optional selections for the first stage products, All “tailor-made” products fabrication starting permission will be depended on complex approvals, The main movements powers of successful innovation:
estimation of future demands on job-level, steady project management, suitable competencies in developments, successful conviction of decision makers.
The vision of future factory
Virtual world
Real world
Sub-assembly factories
Supply-chain *
Managing of production
processes and technology
Factory and site design
Product design
Final assembly of integrated product
* Supply-chain network for modular production
Final assembly in a factory, sophistical module products > 20 family-tree inner structure For all those products can be assured flexible-production based on product-family, and
the fabrication can be done by 3 D-PLM-ERP in supply system,
Their direct consumer demand production, can be realised in 6-8 phases production, by combined production processes,
For the “Gate-processes”--between unique production phases—are valid, according to the qualification guidelines related,
That way is supported the mature of production, on the related intellectual field,
This conception has the following two limitations for the positive QA-results:
- Lets starting the next planning stages for the following intellectual phase, and
- Starts the following phase workmanship, same way
- Starts the next physical production phase–in case the previous phase closed and preparation of next one, now is ready for starting—gives the permission for production, what is valid,
- Even for final assembly, and
- All supply modules for the related serial no. but only for the next-module(fixed in orders) for all suppliers and all activities in time-scheduling fixed,
Using this method can be handled parallel scheduling on intellectual and physical resources as well, by decreasing all production time by 30-40 pct. and
The intellectual field handling the PLM facilities has to be used
Multi-phase production double-resource scheduled, with shop-floor rolling-plan
Level-1
Level-2
Level-18
Level-19
Final product
Main units Main units1
Sub-unit
parts
material.
Base of scheduling and resource management of intellectual/physical workmanship by using PLM
Fields and qualification points of that:
-proceeding of construction, -monitoring of technology-
engineering, -production preparation,
production
pr.preparation
technology
construction
QA-points
CE-PLM
ERP work-processes,
The related industrial fields
