Engineering at Leuphana Universität | Flashcards & Summaries

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Aspects & Drivers of Indutry 4.0

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Aspects of Industry 4.0
• Digital supply chain
• Communication network infrastructure
• Big data / data science
• Artificial intelligence & machine learning
• 3D printing (manufacturing)
• Robotics (automation / automated guided vehicles)
• Sensor Technology
• Augmented reality
• Digital twin = (simulation) models
• Cyber security

•  --> field of action morw dynamic, unpredictable & turbulent (processing speed and flucating demand for products)


Drivers
• Low priced sensors available
• CPU is available cheap and unlimited
• Data mining: Analyse big data close to real-time
• Performance advantages by decentralized networking
• Internet is available worldwide
• Worldwide GPS localization
• Increase in soft-/hardware usability
• Storage is available cheap and unlimited

•  globalization + international competition

•  shortened product lifecycle

•  high cost pressure


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Expansion toward value creation and process orientation (Lean production @ SEW) 

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Traditional mature level (1995-2000)

  • improvement is random and function-oriented
  • couples of methods, but selected individual functions and improve it
  • the objectives (highest quality and highest productivity) has often been missed (e.g. individual solutions were implemented separately in different company branches or did not fit together due to diverging objectives; implementation processes were not successful or not supported/accepted, too high focus on one method instead of overall system)

Process Excellence (2000-2007)

  • improvement is systematic and process-oriented
  • phase of "expansion towards value creation and process orientation" 
  •  goal of systematically shaping changes: to create the framework conditions with which a functioning innovation and change management system can be built up and permanently established
  • A lasting increase in performance is only possible by involving the employees in the process of creative destruction.
  • upstream and downstream processes (logistics, development, procurement, sales, finance, IT and human resources) are now also being optimized
  • leitmotif "Work not harder, but smarter and more productively".
  • Significant improvements have been achieved in individual areas of the value chain

Lean enterprise (2007-today)

  • improvement based on the total performance of the value stream
  • establish composite business processes (development - production - sales)
  • intelligently designing the overall corporate system
  • Approaches
    - interlocking of core, management and support processes cross-functional, holistic optimization of the value chain
    - value and performance orientation in all business processes
    - minimization of organizational breaks and grouping of tasks
    - interdepartmental, interdisciplinary cooperation
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Cyber-physical system

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Systems with embedded software, which …
• collect data via sensors
• act through actuators on physical processes
• evaluate and store the collected data
• are interconnected and connected with global networks
• use globally available date and services
• multimodal human-machine interfaces
• Example: Sorting Guide by TRUMPF

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Industry 4.0 - Practical application in machining production

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• Today, SEW-EURODRIVE implements an intelligently linked manufacturing system with closed quality control loops in the area of machining production
• ensures high productivity and high flexibility at the same time
• Mobile handling assistants are used to relieve the workload of the employees
• The vision: The mobile handling robot supports people by moving heavy parts and bringing them into the correct position so that the employee can work without stress

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Lean Production @ SEW

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  • International market leader in Drive technology and drive automation

Motivation for SEW

  •  "Integrated Industry" enables a paradigm shift in the management of the product development and value chain. Rigid production structures are dissolved in the factories and developed into active, autonomous and self-organizing production units.
  •  mobile assistance systems replace continuous conveyor systems
  • high degree of flexibility and changeability
  •  up to 30 % savings compared to conventional production methods
  • The goal was to achieve the highest quality while at the same time achieving the highest productivity in the processes, which was often missed
  • SEW-EURODRIVE developed the SEW value creation system (derived from the Toyata Production System)
  • The aim of the value-added system is to design continuous work and business process excellence across the entire value-added chain in the company and to develop innovative concepts to achieve competitive advantages
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Summary of the SEW developmentof the past decades

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• Manufacturing and assembly plants today are still strongly characterised by rigid structures due to firmly connected conveyor technology elements

  requires a high level of coordination already in the planning phase. The structures are thus predetermined, less flexible but costeffective to purchase 

it is very difficult to exert any influence on the changing framework conditions in ongoing production operations. At the same time such systems are not veryc Salable and are usually designed for the maximum expected throughput of the products to be produced.

• The challenge is to implement perfectly implemented lean principles and technology approaches from Industry 4.0 and thus create factories according to the successful philosophy of "intelligently combining people and technology in the work process". This means designing value- added, waste-free, flexible and motivating workflows and supporting them with embedded intelligent automation solutions across all areas.
• In contrast to Lean, the Industry 4.0 philosophy intelligently interlinks previously separate functions such as production, assembly and logistics, thus merging them into a complete system.

Lösung ausblenden
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Optimized assembly island with assistant functions according to Lean and Industry 4.0

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- Assembly assistant functions as a mobile workbench within modular assembly islands approach to the individual workstations

- adjustment to the ideal working height

- becomes the Cyber-Physical System

- carry all order data with them

- support of the assembler at his/her work

- transmission of important information from each assembly sequence

- human assistant collaboration enables completely new production concepts



Approximately 30 % savings compared to conventional production methods. Products and assistance systems become Cyber-Physical Systems, carry order-relevant data with them, thus reducing errors.

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Challenges & Chances and Benefits 

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Challenges & Chances
• Volatile markets
• Individual customer requirements
• shortened delivery times
• shortened product life cycles
• 24/7 worldwide services
• social behaviour, new cooperation
• disruptive business model


Benefits

• Improved productivity and efficiency --> unprecedented speed to market

•  Flexibility & Agility
• Competitive product & price differentiation
• Expansion to new services or business models
• Improved global operations

•  Better customer experience

•  Innovation opportunities


Lösung ausblenden
TESTE DEIN WISSEN

Lean Production

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TESTE DEIN WISSEN

• in 1990’s philosophy from Japan, key words: group work, continuous improvement process (CIP), just-in-time principle, pull production
• Goal: keep competitiveness in high-wage Germany
• Lean: maximizing value, eliminating waste & constant improvement
• approaches were applied in SEW-EURODRIVE's production area with the aim of creating a value-added chain-oriented corporate design
• “improvement is based on the total performance of the value stream”


Elimination of the basic waste in production
phase of the value creation orientation
• "TIMWOOD" by Toyota: Transportation, Inventory, Motion, Waiting, Over-processing, overproduction, Defectives
• The traditional workshop production was converted to a flexible flow production with a kanban supply according to the pull principle
• "work smarter, not harder" → goal: high quality and high efficiency

Lösung ausblenden
TESTE DEIN WISSEN

Development of the SEW value-creation system (five-design-principles)

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TESTE DEIN WISSEN

based on five design principles:

  • Order, cleanliness, ergonomics and safety (efficient workplace design, creating and documenting standards, value-added orientation)
  • Optimization of processes in the business process (flow orientation, process orientation, professional work, logistics orientation)
  • Visual Management and Communication (visualization and communication, key figure systems, project boards)
  • Continuous improvement of operational performance  (excellent design, appropriate technology support, productivity advantage through simple automation, flexible speed and adaptabilityn)
  • Work organization, leadership and motivation (shaping change with employees, internal coaching of employees, leading successfully, audit and target agreement)
Lösung ausblenden
TESTE DEIN WISSEN

Industry 4.0 and the Role of Human Being

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• do not automate everything, but create excellent processes and support them with intelligent automation
• no automation can be realized without intensive involvement of the employees

employees close the gap that will always exist in terms of associative, sensory and tactile skills

• flexible overall systems in the future: humans represents a central factor - also in view of shorter product life cycles and a fast time-to-market

• Cyber-Physical Systems support people in the provision of services through handling, movement and ergonomically optimized material and tool provision, as well as permanent information support with order and process data

• Humans increasingly functions as the conductor of value creation in the factory, not as a "material mover". Employees will be in demand as creative decision-makers and problem solverst to ensure smooth operations in the networked factory

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TESTE DEIN WISSEN

Why CIM failed

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• CIM failed because the necessary data systems, sensors and data transmission technology were not available → overbred, expensive production, which was difficult to control
• a project at SEW-EURODRIVE for "semi-automated line assembly for all gear unit types"
- problems with complexity and lack of cost-effectiveness (profitability)

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Q:

Aspects & Drivers of Indutry 4.0

A:

Aspects of Industry 4.0
• Digital supply chain
• Communication network infrastructure
• Big data / data science
• Artificial intelligence & machine learning
• 3D printing (manufacturing)
• Robotics (automation / automated guided vehicles)
• Sensor Technology
• Augmented reality
• Digital twin = (simulation) models
• Cyber security

•  --> field of action morw dynamic, unpredictable & turbulent (processing speed and flucating demand for products)


Drivers
• Low priced sensors available
• CPU is available cheap and unlimited
• Data mining: Analyse big data close to real-time
• Performance advantages by decentralized networking
• Internet is available worldwide
• Worldwide GPS localization
• Increase in soft-/hardware usability
• Storage is available cheap and unlimited

•  globalization + international competition

•  shortened product lifecycle

•  high cost pressure


Q:

Expansion toward value creation and process orientation (Lean production @ SEW) 

A:

Traditional mature level (1995-2000)

  • improvement is random and function-oriented
  • couples of methods, but selected individual functions and improve it
  • the objectives (highest quality and highest productivity) has often been missed (e.g. individual solutions were implemented separately in different company branches or did not fit together due to diverging objectives; implementation processes were not successful or not supported/accepted, too high focus on one method instead of overall system)

Process Excellence (2000-2007)

  • improvement is systematic and process-oriented
  • phase of "expansion towards value creation and process orientation" 
  •  goal of systematically shaping changes: to create the framework conditions with which a functioning innovation and change management system can be built up and permanently established
  • A lasting increase in performance is only possible by involving the employees in the process of creative destruction.
  • upstream and downstream processes (logistics, development, procurement, sales, finance, IT and human resources) are now also being optimized
  • leitmotif "Work not harder, but smarter and more productively".
  • Significant improvements have been achieved in individual areas of the value chain

Lean enterprise (2007-today)

  • improvement based on the total performance of the value stream
  • establish composite business processes (development - production - sales)
  • intelligently designing the overall corporate system
  • Approaches
    - interlocking of core, management and support processes cross-functional, holistic optimization of the value chain
    - value and performance orientation in all business processes
    - minimization of organizational breaks and grouping of tasks
    - interdepartmental, interdisciplinary cooperation
Q:

Cyber-physical system

A:

Systems with embedded software, which …
• collect data via sensors
• act through actuators on physical processes
• evaluate and store the collected data
• are interconnected and connected with global networks
• use globally available date and services
• multimodal human-machine interfaces
• Example: Sorting Guide by TRUMPF

Q:

Industry 4.0 - Practical application in machining production

A:

• Today, SEW-EURODRIVE implements an intelligently linked manufacturing system with closed quality control loops in the area of machining production
• ensures high productivity and high flexibility at the same time
• Mobile handling assistants are used to relieve the workload of the employees
• The vision: The mobile handling robot supports people by moving heavy parts and bringing them into the correct position so that the employee can work without stress

Q:

Lean Production @ SEW

A:
  • International market leader in Drive technology and drive automation

Motivation for SEW

  •  "Integrated Industry" enables a paradigm shift in the management of the product development and value chain. Rigid production structures are dissolved in the factories and developed into active, autonomous and self-organizing production units.
  •  mobile assistance systems replace continuous conveyor systems
  • high degree of flexibility and changeability
  •  up to 30 % savings compared to conventional production methods
  • The goal was to achieve the highest quality while at the same time achieving the highest productivity in the processes, which was often missed
  • SEW-EURODRIVE developed the SEW value creation system (derived from the Toyata Production System)
  • The aim of the value-added system is to design continuous work and business process excellence across the entire value-added chain in the company and to develop innovative concepts to achieve competitive advantages
Mehr Karteikarten anzeigen
Q:

Summary of the SEW developmentof the past decades

A:

• Manufacturing and assembly plants today are still strongly characterised by rigid structures due to firmly connected conveyor technology elements

  requires a high level of coordination already in the planning phase. The structures are thus predetermined, less flexible but costeffective to purchase 

it is very difficult to exert any influence on the changing framework conditions in ongoing production operations. At the same time such systems are not veryc Salable and are usually designed for the maximum expected throughput of the products to be produced.

• The challenge is to implement perfectly implemented lean principles and technology approaches from Industry 4.0 and thus create factories according to the successful philosophy of "intelligently combining people and technology in the work process". This means designing value- added, waste-free, flexible and motivating workflows and supporting them with embedded intelligent automation solutions across all areas.
• In contrast to Lean, the Industry 4.0 philosophy intelligently interlinks previously separate functions such as production, assembly and logistics, thus merging them into a complete system.

Q:

Optimized assembly island with assistant functions according to Lean and Industry 4.0

A:

- Assembly assistant functions as a mobile workbench within modular assembly islands approach to the individual workstations

- adjustment to the ideal working height

- becomes the Cyber-Physical System

- carry all order data with them

- support of the assembler at his/her work

- transmission of important information from each assembly sequence

- human assistant collaboration enables completely new production concepts



Approximately 30 % savings compared to conventional production methods. Products and assistance systems become Cyber-Physical Systems, carry order-relevant data with them, thus reducing errors.

Q:

Challenges & Chances and Benefits 

A:

Challenges & Chances
• Volatile markets
• Individual customer requirements
• shortened delivery times
• shortened product life cycles
• 24/7 worldwide services
• social behaviour, new cooperation
• disruptive business model


Benefits

• Improved productivity and efficiency --> unprecedented speed to market

•  Flexibility & Agility
• Competitive product & price differentiation
• Expansion to new services or business models
• Improved global operations

•  Better customer experience

•  Innovation opportunities


Q:

Lean Production

A:

• in 1990’s philosophy from Japan, key words: group work, continuous improvement process (CIP), just-in-time principle, pull production
• Goal: keep competitiveness in high-wage Germany
• Lean: maximizing value, eliminating waste & constant improvement
• approaches were applied in SEW-EURODRIVE's production area with the aim of creating a value-added chain-oriented corporate design
• “improvement is based on the total performance of the value stream”


Elimination of the basic waste in production
phase of the value creation orientation
• "TIMWOOD" by Toyota: Transportation, Inventory, Motion, Waiting, Over-processing, overproduction, Defectives
• The traditional workshop production was converted to a flexible flow production with a kanban supply according to the pull principle
• "work smarter, not harder" → goal: high quality and high efficiency

Q:

Development of the SEW value-creation system (five-design-principles)

A:

based on five design principles:

  • Order, cleanliness, ergonomics and safety (efficient workplace design, creating and documenting standards, value-added orientation)
  • Optimization of processes in the business process (flow orientation, process orientation, professional work, logistics orientation)
  • Visual Management and Communication (visualization and communication, key figure systems, project boards)
  • Continuous improvement of operational performance  (excellent design, appropriate technology support, productivity advantage through simple automation, flexible speed and adaptabilityn)
  • Work organization, leadership and motivation (shaping change with employees, internal coaching of employees, leading successfully, audit and target agreement)
Q:

Industry 4.0 and the Role of Human Being

A:

• do not automate everything, but create excellent processes and support them with intelligent automation
• no automation can be realized without intensive involvement of the employees

employees close the gap that will always exist in terms of associative, sensory and tactile skills

• flexible overall systems in the future: humans represents a central factor - also in view of shorter product life cycles and a fast time-to-market

• Cyber-Physical Systems support people in the provision of services through handling, movement and ergonomically optimized material and tool provision, as well as permanent information support with order and process data

• Humans increasingly functions as the conductor of value creation in the factory, not as a "material mover". Employees will be in demand as creative decision-makers and problem solverst to ensure smooth operations in the networked factory

Q:

Why CIM failed

A:

• CIM failed because the necessary data systems, sensors and data transmission technology were not available → overbred, expensive production, which was difficult to control
• a project at SEW-EURODRIVE for "semi-automated line assembly for all gear unit types"
- problems with complexity and lack of cost-effectiveness (profitability)

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