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Smart Manufacturing, Manufacturing Intelligence and Demand-Dynamic Performance Smart Manufacturing Leadership Coalition (SMLC) Jim Davis – UCLA; Tom Edgar.

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Presentation on theme: "Smart Manufacturing, Manufacturing Intelligence and Demand-Dynamic Performance Smart Manufacturing Leadership Coalition (SMLC) Jim Davis – UCLA; Tom Edgar."— 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

2 Smart Manufacturing Leadership Coalition (SMLC) It’s a business and technological journey not a technology

3 SMLC Implementing 21 st 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 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 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

4 Smart Manufacturing Leadership Coalition (SMLC): Relevant Timelines https://smart-process-manufacturing.ucla.edu/ Advocacy & National Alignment 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 Development & Funding 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 21 st Century Smart Manufacturing Workshop (SMLC-DOE) June 24, 2011Implementing 21 st 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 4

5 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 Dynamic demands accelerating on manufacturing

6 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 Dynamic demands accelerating on manufacturing

7 Advanced Manufacturing Critical Issues Report Manufacturing Executive Board 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 President’s Council of Advisors on Science and Technology 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

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

10 21st Century Smart Manufacturing Data Analyze Model Apply 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 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

11 SMLC Priority: Situational Awareness performance tools across the enterprise to manage dynamic production, use, and storage of essential resources (energy, water, air) 11 Supply Chain Distribution Center Customer Business Systems, ERP an interconnected world… voice, data, mobile, etc. Smart Grid Smart Factory Modern, smart factories will be interconnected with supply chain, distribution and business systems 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 Manufacturing Plant Supply Chain Customer Distributor Farming Mining SMLC Priority: New Productivity/Efficiency Metrics – Change from output/input productivity measures to customization, flexibility, responsiveness, energy performance and reuse Customers “pushing” demands Flexible production of smaller volumes of custom products Less vertically integrated More information driven and automated Courtesy of Rockwell Automation : Copyright © 2009 Rockwell Automation, Inc. All rights reserved.

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

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

15 How do we proceed?

16 Excellent Work Underway

17 Technology Roadmap Report (2009) 1.Motivating Smart Process Manufacturing 2.The Business Case and the Business Transformation 3.The Technical Transformation 4.The Smart Process Manufacturing Roadmap 5.The Path Forward 17

18 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

21 214/30/2015 Smart Process Manufacturing Resilient Proactive Plant Operations Knowledge- enabled Workforce in Global Operation Smart Plant

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

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 META 3 Supply Chain & Supplier Network META 3 Supply Chain & Supplier Network Meta 1 Demand-Dynamic Customer Specifications Meta 1 Demand-Dynamic Customer Specifications Smart Manufacturing Platform Physical Test bed Virtual/Physical Real Time Sync Community Source Model & Simulation Platform Manufacturing Enterprise Integration Practices Smart Manufacturing Platform Physical Test bed Virtual/Physical Real Time Sync Community Source Model & Simulation Platform Manufacturing Enterprise Integration Practices Meta 4 Digital Engineering & Integrated Computational Materials Engineering Meta 4 Digital Engineering & Integrated Computational Materials Engineering Meta 2 ERP Performance Metrics: Dynamic Energy, Sustainability, EH&S, & Economic Planning, Management and Optimization 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 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

26 11/1/11 26 SME’s Information Training Expertise Access Information Training Expertise Access Standards and Reference Architecture IT Provider Partners Standards and Reference Architecture IT Provider Partners Key Development Resources Universities NCMS AICHE Consultants Consortia SMLC Industry-Driven Processes Energy Performance Metric SMLC Industry-Driven Processes Energy Performance Metric Smart Manufacturing Platform Community Source Market Place Workflow Toolkit & App Development Processes Shared Market Space Collaborative Space Pre-competitive & Competitive Hub Pre-competitive & Competitive Hub Test Bed Manufacturer & Supplier Crosslinking Engagements Test Bed Manufacturer & Supplier Crosslinking Engagements UCLA Apps Store Cloud Services Consultation Apps Store Cloud Services Consultation Outreach Training web / tools materials Open & Community Source Resources Open & Community Source Resources Business Collaborations Benchmarking Business Collaborations Benchmarking UCLA Nimbis

27 Applying the SM Platform Ref Arch Data Collection Manufacturer Ref Arch Data Collection Manufacturer Manufacturer Real-time Manufacturer Real-time Manufacturer Data Warehouse Energy Productivity Management Data & Modeling Workflow Data Validation App Local/Global Energy Productivity Metric Dash Board Process sensor data Ref Arch Data Collection Supplier Ref Arch Data Collection Supplier Data and Computation Management Dashboard EPM App from Toolkit Risk Scenarios App Reduced Order Model Scenarios App Real-time Action & Risk Support App SM Platform Data and Computation Services Encrypted links Linked Apps to Form Function

28 SM Platform Apps Store, Shared Market Place, Distribution Hub Compute Platform HTTPS/VNC/VPN “App Store” Buyer Account HTTPS/VNC/VPN Buyer Dashboard Portal App Authenticated Buyer Internet CyclesSoftware HTTPS/VNC/VPN Authenticated Seller Seller Account Seller Dashboard Remote Desktop Portal Extensions DataComp Portal Baseline Services Storage IP, Restricted, Marketplace UCLA Community, Open source

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 Old Traditional Factory 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) New Smart Manufacturing Plant 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. 30 Attributes of a Smarter Manufacturing Sector

31 21 st Century Manufacturing Ecosystem Much Greater 3x to 15x+ Economic Multiplier - Smart Manufacturing: The Essential Nucleus For SME’s & The Service Economy 100% automated Intel Chip FAB – Some engineers and technicians Smart Factory Innovation and specialties 25% automated 75% labor Small Businesses Components and other suppliers 50% automated, 50% labor Medium-size Manufacturers Financial, IT Services, Consulting, etc. 100% labor Services & Support Community colleges and Universities, healthy knowledge workers, public- private partnerships Education, Health Care and Government As Factories Get Smarter, More Jobs Surround Them

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

33 Smart Manufacturing


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