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Smart Manufacturing Leadership Coalition (SMLC)

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Presentation on theme: "Smart Manufacturing Leadership Coalition (SMLC)"— Presentation transcript:

1 Smart Manufacturing, Manufacturing Intelligence and Demand-Dynamic Performance
Smart Manufacturing Leadership Coalition (SMLC) Jim Davis – UCLA; Tom Edgar – UT-Austin; Jim Porter – retired DuPont John Bernaden – Rockwell; Mike Sarli – retired ExxonMobil FOCAPO 2012/CPC VIII January 11, 2012 Building the Science of the Manufacturing Enterprise Research and CI CIOs corporate and University research, engineering and manufacturing Manufacturing Competitiveness George’s Iiro and Sebastions

2 Smart Manufacturing Leadership Coalition (SMLC)
It’s a business and technological journey not a technology What we mean by SM Why the coalition What are the priiorities Where are we

3 SMLC Implementing 21st Century Smart Manufacturing
Air Liquide Alcoa Applied Materials CH2MHill Cisco Dow DuPont Eli Lilly Emerson ExxonMobil Ford General Dynamics General Mills, Inc. General Motors Honeywell International Invensys Kraft Merck Microsoft Oakridge National Laboratory Owens-Corning Procter & Gamble Pfizer Praxair Rockwell Automation Sematech Carnegie Mellon University Purdue Georgia Tech RENCI/North Carolina Chapel Hill UCLA University of Texas Austin U. Wisconsin Milwaukee School of Management  American Council for an Energy Efficient Economy American Institute of Chemical Engineers Council on Competitiveness Institute of Paper Science & Technology – Georgia Tech Manufacturing Institute National Center for Manufacturing Sciences National Council for Advanced Manufacturing Putman Media Walt Boyes – Spitzer and Boyes Jim Porter – President Sustainable Operations Solutions - Chief Engineer and Vice President Engineering and Operations DuPont Company (Retired) Denise Swink - Consultant  26 companies, 8 consortia, 6 universities, 1 lab Oil & Gas, Chemical, Pharma, Food, Automotive, Materials, Paper Continuous, batch and discrete Diversity of energy, material and supply chain intensities Large global SME’s important

4 Advocacy & National Alignment Development & Funding
Smart Manufacturing Leadership Coalition (SMLC): Relevant Timelines https://smart-process-manufacturing.ucla.edu/ Advocacy & National Alignment Development & Funding Office of Science and Technology Policy and Whitehouse interactions ( ) Interactions with DOE, NIST, DARPA, DOD, NSF ( ) Council on Competitiveness ( ) Obama’s AMP Announcement (1/24/11) Secretary of Commerce and Director of NEC White House of Manufacturing Policy 12/12/11 AMP National Program Office to be in NIST (12/15/11) NIST workshop on U.S. Competitiveness in CPS 3/13/12 September, 2006: Cyberinfrastructure in Chemical and Biological Systems (NSF) April, 2008: Workshop and Technology Roadmap (NSF grant) SM Operations and Technology Report in November 2009 (NSF grant) September, 2010: Implementing 21st Century Smart Manufacturing Workshop (SMLC-DOE) June 24, 2011Implementing 21st Century Smart Manufacturing Report (SMLC and DOE) August 2011 Awarded NSF RCN: Sustainable Manufacturing Advances in Research and Technology (SMART) Coordination Network October 2011 SM Public-Partnership Proposal at OSTP request November 2011 SMLC DOE proposal emphasizing energy productivity January 2012 DOE SBIR SMLC Platform for fossil fuel test bed

5 Global Threshold Changes in Manufacturing
Innovation and customer demand-dynamics will be key to economics Faster and more product transitions Operating globally but responding to local markets with resiliency Vertical organizations will give way to B2B interactions among small, medium and large enterprises EH & S compliance will increase and risks of non-compliance will increase Social conscientiousness will be heightened while demands of a growing world population increase Pressure to manage risk and uncertainty and the need for radical improvements in energy and raw materials productivity will heighten Energy, environment, sustainability and safety performance will become significant economic and competitive advantages Customer, performance, energy and sustainability, social expectations Dynamic demands accelerating on manufacturing

6 Global Threshold Changes in Manufacturing
Existing assets need to become globally competitive while installed based runs its investment life cycle Capital and operating costs need to lowered Performance will need to be responsive to multi-faceted objectives Manufacturing workforce with advanced training and skills will be the key competitive advantage Job growth will not be with unskilled, high labor oriented manufacturing Cost, capital, workforce, jobs, competitiveness Dynamic demands accelerating on manufacturing

7 Advanced Manufacturing
Critical Issues Report Manufacturing Executive Board President’s Council of Advisors on Science and Technology The Adaptive Organization Global Value Chain Optimization The Innovative Enterprise Factories of the Future Next Generation Leadership and Culture The New Workforce The Sustainability Imperative Game-Changing Technologies Advanced manufacturing refers to a family of activities that (a) depend on the use and coordination of information, automation, computation, software, sensing and networking and (b) make use of cutting edge materials and emerging capabilities enabled by physical and biological sciences. AM involves both new ways to manufacture existing products and especially the manufacture of new products emerging from new advanced technologies.

8 Raising the Level of Abstraction
If Smart Manufacturing is such a smart idea why aren’t companies already doing it? Already Investing in Information Technology and Automation for 40 year Business – uncertainty in markets policy ROI retrofit, installed base, slow return when not integrated 40 – 60 billion 300,000 SME companies that don’t have access to technology Raising the Level of Abstraction Work Smarter instead of Work Harder – break out of some Killer Loops – the beer game is strongly at play Where are the untapped degrees of freedom How we engage the workforce differently and more productively What if models could be deployed pervasively including SME

9 What is Smart Manufacturing?
Business (Collaboration, Broader Metrics Real-time Decisions) What is Smart Manufacturing? Organizational Mindset Technology (Horizontal & Vertical Pervasive) Workforce (Innovation & Broad-Based)

10 21st Century Smart Manufacturing
Demand-dynamic economics keyed on the intelligence of the ‘customer’ Coordinated enterprise responses throughout the entire manufacturing supply chain Predictive, preventive Integrated computational materials engineering Performance-oriented enterprise,  minimizing energy and material usage and maximizing environmental sustainability, health and safety and economic competitiveness Data Dramatically intensified application of manufacturing intelligence using advanced data analytics, modeling and simulation to produce a fundamental transformation to transition/new product-based economics, flexible factories and demand-driven supply chain service enterprises Apply Analyze Minimalist approach – establish an alternative approach – process to build sophistication What is new performance objective, what is doable and good first step, what is the right model and the right data – generally not highly complex How do we engage the workforce Where do we think about the control system layer Complexity derives not from sophisticated modeling but from interconnectedness of many small information sources that are integrated into broader consideration Model

11 SMLC Priority: Situational Awareness performance tools across the enterprise to manage dynamic production, use, and storage of essential resources (energy, water, air) an interconnected world… voice, data, mobile, etc. Business Systems, ERP Customer Supply Chain Distribution Center Smart Factory Modern, smart factories will be interconnected with supply chain, distribution and business systems Smart Grid Courtesy of Rockwell Automation : Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

12 SMLC Priority: Production and Demand-Dynamic Supply Chain Efficiency - At Scale Virtual Supply Chain Planning, Computational Materials Engineering and Product Tracking & Traceability Tools Customers “pushing” demands Flexible production of smaller volumes of custom products Less vertically integrated More information driven and automated Mining Farming Supply Chain SMLC Priority: New Productivity/Efficiency Metrics – Change from output/input productivity measures to customization, flexibility, responsiveness, energy performance and reuse Manufacturing Plant Distributor Customer Courtesy of Rockwell Automation : Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

13 Smart Manufacturing is the Application of a Manufacturing Industry Internet
Merging actionable business & Operations information New real-time global performance metrics Business Systems, ERP Tracking & traceability Anticipate, plan, manage risk across suppliers Customer Supply Chain Distribution Center Smart Factory New forms equipment benchmarking New Degrees of freedom for Performance, efficiency and productivity Smart Grid Courtesy of Rockwell Automation : Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

14 Smart Manufacturing is Analogous to Healthcare IT
Merging actionable business & operations information Application of Health Care Intelligence Enterprise Healthcare Record for each Patient Research & Hospitals Tracking & traceability Anticipate, plan, manage risk across suppliers Treatment Facilities Patient Pharmacies Caregiver facilities New real-time global performance metrics Integrated Intelligence of the Patient Patient Self-Care Courtesy of Rockwell Automation : Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

15 How do we proceed?

16 Excellent Work Underway

17 Technology Roadmap Report (2009)
Motivating Smart Process Manufacturing The Business Case and the Business Transformation The Technical Transformation The Smart Process Manufacturing Roadmap The Path Forward

18

19 SMLC Program Agenda Lower the cost for applying advanced data analysis, modeling, and simulation in core manufacturing processes Build pre-competitive infrastructure including network and information technology, interoperability, and shared business data Establish an industry-shared, community-source platform and associated software that functions as an “apps” store and clearinghouse Create and provide broad access to next-generation sensors, including low-cost sensing and sensor fusion technologies Establish test beds for smart manufacturing concepts and make them available to companies of all sizes

20 Achievable Meaningful Use Goals and Magnitude of Impact
Demand-driven efficient use of resources and supplies in more highly optimized plants and supply 80% reduction in cost of implementing modeling and simulation 25% reduction in safety incidents 25% improvement in energy efficiency 10% improvement in overall operating efficiency 40% reduction in cycle times 40% reduction in water usage Product safety Product tracking and traceability throughout the supply Sustainable production processes for current and future critical industries 10x improvement in time to market in target industries 25% reduction in consumer packaging Maintain and grow existing U.S. industrial base Environment for broad innovation 25% revenue in adjacent industries 25% revenue in new products and services 2x current SME’s addressing total market More highly skilled sustainable jobs created 20

21 Smart Process Manufacturing
Resilient Proactive Plant Operations Smart Plant Knowledge- enabled Workforce in Global Operation Smart Process Manufacturing 4/13/2017

22 Knowledge to Operating Models
Higher granularity modeling & sensing Knowledge to Operating Models The Smart Process Operation Process models self-evaluate performance Network & cyber security Distributed MPC stability based-control Networked monitoring/detection/control Business-operation Performance Metrics Predictive/fault- tolerant control Distributed intelligence Self aware Self healing Units/systems Risk & Uncertainty Mgmt Networked situational awareness & management Sensor networks exchanging real time data Operations Smart Plant Operations: Visions, Progress and Challenges, AIChE J., Nov 2007

23 Active Management and Innovation
Integrated performance metrics driving bottom up local and global decision making Involved workforce making decisions that drive performance and objectives and not tasks Explicit management of risk and uncertainty Distributed business and operating intelligence through integrated information Distributed intelligent manufacturing and innovation

24 Let’s raise the level of abstraction Let’s define new, integrated and global performance metrics Let’s define the minimum data, analytics, and modeling, that produces new degrees of operational freedom Let’s establish a process of building and applying Manufacturing Intelligence in increasing levels of sophistication s

25 Top Layer Difficult Problem
Meta 1 Demand-Dynamic Customer Specifications Top Layer Difficult Problem Physical Test Bed/ At Scale Factory and Supply Chain Demonstrations of Applied Manufacturing Intelligence Second Layer Difficult Problem Real-time Syncing Virtual Models and Physical Operations Smart Manufacturing Platform •Physical Test bed • Virtual/Physical Real Time Sync • Community Source Model & Simulation Platform • Manufacturing Enterprise Integration Practices META 3 Supply Chain & Supplier Network Meta 2 ERP Performance Metrics: Dynamic Energy, Sustainability, EH&S, & Economic Planning, Management and Optimization Fourth Layer Difficult Problem Manufacturing Enterprise Integration Practices Third Layer Difficult Problem Precompetitive Factory and Supply Chain Community Source Modeling & Simulation Assimilation Platform Meta 4 Digital Engineering & Integrated Computational Materials Engineering

26 SMLC Industry-Driven Processes Energy Performance Metric
Smart Manufacturing Platform Shared Market Space SMLC Industry-Driven Processes Energy Performance Metric SME’s Information Training Expertise Access Outreach Training web / tools materials Test Bed Manufacturer & Supplier Crosslinking Engagements Pre-competitive & Competitive Hub Workflow Toolkit & App Development Processes Open & Community Source Resources Apps Store Cloud Services Consultation Nimbis UCLA UCLA Business Collaborations Benchmarking Key Development Resources Universities NCMS AICHE Consultants Consortia Standards and Reference Architecture IT Provider Partners Building the SM Platform is non-trivial requiring significant cross-industry collaboration and agreement that builds on acceptable internet and cyber security protocols and practices already in place. The overarching objective is to establish a Shared Market Space that addresses common infrastructure, technology and service components for Test bed, Manufacturer and that are not competitive value adds to the product but do create value in efficiencies, productivity and access to technology, practice and innovation for all when done together. There are four key collaborative outcomes that set the stage for new business and operating models for manufacturing that recognize the interconnected roles of all entities in the manufacturing enterprise. Clockwise in the figure, there is a need for definition and collective agreement on new Key Performance Indicators for energy and economic productivity performance, sustainability, EH&S, etc. to drive dynamic performance management. The ability to collectively address critical information, technology and practice across the supply chain and the supplier network for not only large but also small and medium enterprises (SMEs) is critical. To achieve these goals, there is a need for the IT Providers to address cross industry enterprise integration practices through a Standards based Reference Architecture and for all to come together in the Development of Key Shared Resources for using modeling and simulation applications, addressing real-time syncing of virtual and physical models and developing at scale demonstrations. These developments come together as Workflow Toolkit and Application Development Processes for development, evaluation and implementation to achieve a manufacturing objective, i.e. manage to a new energy performance metric. The function of the SM Hub is to bring community source, market place, pre-competitive and competitive spaces seamlessly together to facilitate a range of collaboration models. The Hub facilitates bringing community source and proprietary software applications together for distribution through an apps store. It also provides secure computational facilities for individual manufacturer use and it can link manufacturers to form physical test bed enterprises where knowledge is managed and exchanged within competitive and intellectual property constraints. It provides a clearinghouse for integration practices and it facilitates the collaboration business models to bring the players appropriately together. Collaborative Space Community Source Market Place 11/1/11

27 Applying the SM Platform
Energy Productivity Management Data & Modeling Workflow Data and Computation Management Dashboard Process sensor data Manufacturer Real-time Manufacturer Data Warehouse Ref Arch Data Collection Manufacturer Ref Arch Data Collection Supplier Local/Global Energy Productivity Metric Dash Board Encrypted links Data Validation App Real-time Action & Risk Support App SM Platform Data and Computation Services We illustrate the application of the SM Hub Market Place and Apps Store with a simplified example of a manufacturer implementing an active management dashboard. The objective of the dashboard is real-time decision making about energy and product volumes together across multiple units together using a global energy productivity metric. Real-time data is defined, selected, collected at the right time and stored based on an agreed Energy Productivity Metric and using protocols based on the reference architecture. The manufacturer uses the Energy Productivity Metric Toolkit to construct the metric and selects general purpose apps from the Store. The manufacturing is supported with tailoring the metric and general apps for operational dependent requirements. The manufacturer is supported in building some customized scenario-based decision support apps using reduced order modeling methodologies established through the SM Platform. The Workflow toolkit available through the apps store is used to assemble data analytic, productivity metric and modeling apps into an overall workflow and the Dashboard toolkit is used to build the output into the format for situational awareness and decision support. The manufacturer uses the computational capability through the cloud facilities provided through SM Hub to evaluate the viability of the dashboard for operational use. EPM App from Toolkit Reduced Order Model Scenarios App Risk Scenarios App Linked Apps to Form Function

28 SM Platform Apps Store, Shared Market Place, Distribution Hub
Buyer Account Seller Account Authenticated Buyer Internet Authenticated Seller “App Store” Portal Extensions Data Comp Portal Baseline Services Buyer Dashboard Seller Dashboard HTTPS/VNC/VPN HTTPS/VNC/VPN Portal App Remote Desktop UCLA Community, Open source IP, Restricted, Marketplace HTTPS/VNC/VPN The SM Hub uses workflow and services to seamlessly integrate, (1) research with application functions,(2) precompetitive development collaborations with proprietary and competitive value-added processes (3) virtual and physical integration with synchronization tools and processes, (4) community-source with production software practices (5) research with secure commercial computational environments, (6) open-source distribution, apps store with comprehensive packaged software access. These distribution and access will be transacted through a Shared Marketplace and Apps Store. In a statement, the SM Platform integrates standards and protocols to work across multiple vendor platforms and to deploy software that is not easily applied across sectors or that is cost prohibitive. It provides the necessary application and software assembly, certification, verification and validation capacity to design, develop, distribute and implement sensor-driven modeling and simulation applications and workflows for a defined management need, e.g. active energy management. The SM Hub provides the center piece construct to address the high cost of software, its customization for individual manufacturing facilities, and the difficulties of on-going support by facilitating industry-driven processes.  The Shared Marketplace and Apps Store is the access point for (1) workflow tools that make it possible to assemble and stage the real-time data supporting application models and metric calculations into coherent active performance management dashboards, (2) workflow compatible applications for validating data, projecting performance, and scenario-based decision risks, (3) rapidly evaluating models and toolkits to determine the “right” rigor of the model and the “right” timeliness of data to meet performance objectives (4) processes to bring new applications and toolkits into the Shared Market place and (4) and cloud facilities for operational needs. The competitive dimensions of the infrastructure and the SM Platform are needed to manage the production design requirements for manufacturers and large original equipment manufacturers (OEMs). Cyber security is a major requirement that needs to be addressed with state of the art practices that meet user requirements. While the workflow toolkits can become general apps, the workflows themselves remain proprietary to a particular manufacturer. Additionally, there can be ITAR export control, proprietary data requirements on the modeling and simulation results and/or service-level agreements for computer resources that may be needed to guarantee a certain processing capacity, uptime, backup, or auditing requirement. Materials or simulation models might only be available to specific licensed customers, or can be linked for simulation inside some workflow while the source code remains on a protected IP. Authentication, authorization, auditing, reservation, metering, billing all have to be coordinated. Nimbis Services in collaboration with UCLA will lead the construction of a transaction-based Shared Market Place and Apps Store as a key function of the SM Hub. Nimbis Services, Inc. is a privately held technology corporation, founded in 2008, bringing an innovative technical computing marketplace to the cloud computing industry. Nimbis offers a suite of brokerage and ecommerce web services that connects users with third-party technical computing resources, commercial application software, and domain-specific expertise. The formation of Nimbis Services, Inc. was motivated by a series of national innovation reports, surveys, and case studies performed by the Council on Competitiveness and University of Southern California Information Sciences Institute engaging private sector companies and government agency sponsors (DARPA, DOE, NNSA, and NSF) that highlighted a national productivity opportunity for U.S. manufacturing. Nimbis Services is well positioned to provide a means to transition and host pre-competitive technology, company proprietary technology and open technology into in a technical marketplace for APPS, APPS storage, ISV applications, computing services, domain expertise and regional solution providers. These characteristics of low-risk, low-effort, on-demand, "pay-as-you go" access to computing and related manufacturing services enables small to midsize to large businesses to more easily benefit from the energy workflows and management technology/processes/metrics developed by this project. Nimbis’ software portal hosting, distribution, and brokerage service concept is based on traditional web marketplace hosting, where the hosting company provides common components for building a storefront (account management, order processing, order tracking, etc.) and then allows the vendors to get on with serving their products to their niche markets. This business model is very successful for products and services companies. Nimbis applies this marketplace approach to application services driven technical computing, modeling and simulation along with manufacturing process analysis. The vendors (sellers) in this case are engineering services companies with application domain expertise and independent software vendors that provide consulting and support services. The customers (buyers) are manufacturing companies with entry-level, experimental, and/or periodic users of digital analysis computing. Nimbis is a broker of services with some of the characteristics of Amazon, Travelocity, and Salesforce.com but targeting the engineering, manufacturing, and product distribution model design and analysis market. This service concept integrates with and accommodates the service structure for community source resources and workflow tools that Nimbis and UCLA will integrate. Compute Platform Cycles Software Storage

29 New Technology R & D Economic, business, performance collaboration models Education and training aimed at science, engineering and operating practices for Smart Manufacturing Static and real-time modeling architectures redesigned for apps store-like distribution, competitive and pre-competitive management and managed crowdsourcing Richer lower cost sensing and actuation technologies combined with richer real-time analytics to build manufacturing intelligence Tools and rapid evaluation procedures for the ‘right’ rigor and right ‘real-time’ for a model Projection of global and local decision and/or action risk Making control, optimization and planning indistinct while distributable Accommodate modern processor architectures Computer architectures for assured real-time actions with greater levels of active management Real-time synchronization, verification and validation of enterprise data Human centered dashboards with new expectations for decision-making

30 Attributes of a Smarter Manufacturing Sector
Old Traditional Factory New Smart Manufacturing Plant More jobs: labor-intensive Lower output and productivity Lower quality products Lower paying unskilled jobs Higher risk working conditions Higher environmental impact Higher production costs Rigid, high-volume production Longer time-to-market Socially optimized (Six Sigma) Less jobs: automation-intensive Higher output and productivity Higher quality products Higher paying skilled jobs Safer working environment Less waste, resource use Lower production costs More flexible customization Faster time-to-market IT-optimized (models, simulation) Copyright © 2011Rockwell Automation, Inc. All rights reserved.

31 As Factories Get Smarter, More Jobs Surround Them
21st Century Manufacturing Ecosystem Much Greater 3x to 15x+ Economic Multiplier - Smart Manufacturing: The Essential Nucleus For SME’s & The Service Economy Education, Health Care and Government Smart Factory Medium-size Manufacturers Community colleges and Universities, healthy knowledge workers, public- private partnerships Small Businesses Services & Support 100% automated Intel Chip FAB – Some engineers and technicians Components and other suppliers % automated, 50% labor Innovation and specialties % automated 75% labor Financial, IT Services, Consulting, etc % labor

32 SMLC Commitment to a Comprehensive Approach
ENTERPRISE OPTIMIZATION & SUSTAINABLE PRODUCTION Enterprise Business System Higher value products Improved quality Zero downtime Increased equipment life / utilization Suppliers ENERGY, SUSTAINABILITY, EH&S AGILE DEMAND-DRIVEN SUPPLY CHAINS Improved safety Reduced energy and emissions Highly sustainable Higher product availability No inventory Product lifecycle management Factory Distribution Center Smart Grid Customer OEM Machine Builders Courtesy of Rockwell Automation : Copyright © 2010 Rockwell Automation, Inc. All rights reserved. 32

33 Smart Manufacturing http://smart-process-manufacturing.ucla.edu/


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