DOCSLIB.ORG

Manufacturing and Resources

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Manufacturing and Resources MANUFACTURING AND RESOURCES Microsoft and its ecosystem of partners are at the heart of a tectonic shift ongoing throughout the world of manufacturing, by providing manufacturers with advanced software, teamed with a diverse set of net- working, telecommunications and connectivity tools – at scale and with a high level of affordability. Bring all this together in an environment which max- imises the potential of a workforce by equipping it with a wide range of artificial intelligence and mixed reality services, and the factory of the future has finally arrived. In this issue we take a closer look. FEATURE Building the factory of the the future today Transformation is rippling through the manufacturing industry as companies look to advanced cloud and digital communication technologies to empower their business BY JACQUI GRIFFITHS palpable sense of excitement can be felt becoming essential, because the explosion of data across the manufacturing industry as and reduced time to action is such that it’s literally Athe application of advanced technologies impossible for human beings to make sense of it.” creates the factory of the future. “Manufacturing The question facing manufacturers is not – and the technology that makes it more intel- whether to embrace the factory of the future, but ligent – is shaping our future in exciting ways,” how – and leading technology companies are says Colin Masson, global industry director, helping to answer it. For example, Microsoft and manufacturing solutions at Microsoft Cloud BMW Group’s Open Manufacturing Platform and Enterprise. “Manufacturers are embracing provides a technology framework and open new technologies to address core challenges for community for sharing smart factory solutions business differentiation and profitability and to across the automotive and manufacturing sectors. address sustainability, workforce and cybersecu- Its aim is to significantly accelerate future indus- rity challenges with innovative and responsible trial internet of things (IIoT) developments. And manufacturing practices.” Siemens’ MindSphere open IoT operating system The factory of the future combines technologies connects products, plants, systems and machines including analytics, artificial intelligence (AI), with the Microsoft Azure cloud platform so man- sensors, cloud, edge and augmented reality. “These ufacturers can securely and easily connect any technologies are coming together to drive creative IIoT device and leverage interoperable cloud ser- disruption and expansion of traditional business vices to create powerful, scalable IIoT systems. models,” says Muthuraman ‘Ram’ Ramasamy, One challenge is that, with significant technol- industry director, Automation and IIoT at busi- ogy investments already in place, not all manu- ness consultant Frost & Sullivan. “Huge volumes facturers can simply leap to the cloud to achieve of data are being tracked through the factory like Industry 4.0. “Companies can’t simply rip and invisible threads which need to be captured and replace their technology,” says Ramasamy. “They converted into actions, insights and outcomes. look to get the maximum leverage from those An agile factory of the future environment is investments. But 70% of their data is generated 114 www.technologyrecord.com MANUFACTURING at the edge, through various machines, packag- ing equipment, assembly lines and testing, so an affordable technology set up is essential.” Help is at hand from companies such as Intel, which is working with Microsoft on a PC refer- ence design for factories and industrial applica- tions. It will enable device partners to build fully provisioned and customised industrial PCs that can be connected to a range of devices to discover, manage and analyse data in real time, using AI on the machine or in the Azure cloud. “A real breakthrough is the ability to deploy AI on the intelligent edge,” says Masson. “Microsoft Windows IoT, Azure IoT Hub and Azure Stack technologies can help manufacturers run AI models in near real-time and integrate them into manufacturing systems. For example, Azure Data Box Edge provides a powerful, AI-enabled edge appliance that sits in the manufacturer’s data cen- tre or on the factory floor, alongside their existing hardware, eliminating network latency. In addi- tion, the Bonsai technology Microsoft acquired last year helps users with limited AI knowledge to train manufacturing systems and robotics to perform tasks.” Masson cites Spanish wind power company Siemens Gamesa Renewable Energy, which has transformed the process of maintaining the rotor blades on its 120-metre-high wind turbines with apps are proving invaluable in this area. PTC, autonomous drones and a digital solution that for instance, is helping customers of engineering analyses images for potential damage. By migrat- business Howden to use mixed reality to reduce ing the solution to Azure and infusing it with unplanned equipment downtime and better align Azure AI to process image recognition, the com- overall maintenance strategies. And civil engi- pany is further streamlining its blade inspections. neering firm Bilfinger is using AI to tag videos Underlying all these advances is a shift in per- captured by any device for its ‘Industrial Tube’ ceptions of value from ownership to experience, internal knowledge repository. which drives transformation and provides work- “Augmented, virtual and mixed reality technol- force empowerment. “The acquisitive economy ogies take computer-aided design and manufac- of the past is being displaced” says Ramasamy. ture to a whole new level of interactivity,” says “People want to gain ‘experience value’ from the Ramasamy. “Designers can interact with a 3D money they spend. In manufacturing, that trans- model as if it’s physical; they can spin it around, lates to how the technology helps them do their have rich interactions with it and experience job better, faster, smarter and simpler.” it in an immersive way. In production and field In an industry where attracting talent can be a service, technologies like augmented reality can struggle, enabling that experience is critical for enable powerful on-the-job training.” developing skills and productivity. “One study Ultimately, the successful factory of the future is a found that manufacturers address this challenge collusion of technologies and people. “Technology by applying AI, for an expected 76% increase in has always been available, but success lies in how worker output,” says Masson. “A good example is it is applied – which technologies are adopted, the Goodyear, which is using Microsoft 365 collab- benefits achieved and the transformation of cul- oration technologies to help drive productivity ture,” says Ramasamy. “Manufacturing is on the and generate new efficiencies to improve product cusp of transformation, but how that transforma- delivery.” tion is achieved is the most interesting part of the Augmented and mixed reality technologies story – and it’s a part that many manufacturers are such as Microsoft’s HoloLens 2 and mixed-reality still discovering.” 115 What is Your Factory Trying to Tell You? ICONICS delivers Azure-based software solutions for operational excellence and Industry 4.0 initiatives. Listen to your factory like never before, with these solutions to increase efficiency and visibility: Remote Monitoring - Provides instant visibility into your operation from any device Predictive Maintenance - Maximizes equipment uptime and reduces energy costs Connected Field - Service Empowers technicians with real-time equipment status Mixed Reality - Optimizes production and maintenance with hands-free operation Connected Factory - Delivers a unified, contextualized view of your global operations 400kwh Poowerwer ConsumptionConsumpt on HHistorstory 300kwh 8/1/168/ / 6 avavg.. 330330kwhw 8/4/8/4/166 avavg.399kwh.399 w 8/2/168/2/ 6 avg.av . 220kwh 8/5/168/5/ 6 avg.av . 250kwh 8/3/168/3/ 6 avg.250kwhav .250 w 8/6/168/6/ 6 avg.av . 270kwh270 w 23% 27% 50% 200kwh 400kwh00 w 100kwh 300kwhw 200kwh00 w 0 kwh 100kwh1 kwh 0 kkwwhh 400kwh 300kwh Power Usage Building 1B Building 2 uilding 3 70 kWh 32 kWh 25 kWh High consumption Average consumption Below average Above average drain All systems at normal levels consumption from south side Floor 3 testing power Investigation advised conservation methods 200kwh 100kwh 400kwh 300kwh 200kwh 100kwh P i i 11 g kh 1 g kh 1 g 1 g 1 g kh 1 g kh 23% 4kh 300kh 2kh 00 0 Learn more at Make your life easier. Use the zenon Software Platform and Azure to automate your Smart Factory: ` From hardware-independent data acquisition to predictive analytics ` Ergonomic visualization and control across sites ` Real-time analysis and reporting ` Quick ROI and scalable applications www.copadata.com/zenon 116 www.technologyrecord.com FEATURE MANUFACTURING Partner perspectives Manufacturing is being transformed as new digital capabilities create exciting potential to speed up innovation, increase efficiency and empower their workers. We asked a selection of Microsoft’s global partners how manufacturers are using the latest technologies to make the factory of the future a reality today. “Manufacturing operations are being Martin Clothier transformed by a digital revolution driven by Technical director, the most underused asset any organisation ColumbusIT has: its data. It’s reckoned that a production plant generates around 1.5 terabytes of invaluable telemetry daily which, if put to work in a modern cloud platform like Microsoft’s, can drive huge improvements in productivity.
Load more

Recommended publications
  • Enlarging Knowledge on Lager Beer Volatile Metabolites Using Multidimensional Gas Chromatography
    foods Article Enlarging Knowledge on Lager Beer Volatile Metabolites Using Multidimensional Gas Chromatography Cátia Martins 1 , Tiago Brandão 2, Adelaide Almeida 3 and Sílvia M. Rocha 1,* 1 Departamento de Química & LAQV-REQUIMTE, Universidade de Aveiro, Campus Universitário Santiago, 3810-193 Aveiro, Portugal; [email protected] 2 Super Bock Group, Rua do Mosteiro, 4465-703 Leça do Balio, Portugal; [email protected] 3 Departamento de Biologia & CESAM, Universidade de Aveiro, Campus Universitário Santiago, 3810-193 Aveiro, Portugal; [email protected] * Correspondence: [email protected]; Tel.: +351-234-401-524 Received: 30 July 2020; Accepted: 6 September 2020; Published: 11 September 2020 Abstract: Foodomics, emergent field of metabolomics, has been applied to study food system processes, and it may be useful to understand sensorial food properties, among others, through foods metabolites profiling. Thus, as beer volatile components represent the major contributors for beer overall and peculiar aroma properties, this work intends to perform an in-depth profiling of lager beer volatile metabolites and to generate new data that may contribute for molecules’ identification, by using multidimensional gas chromatography. A set of lager beers were used as case-study, and 329 volatile metabolites were determined, distributed over 8 chemical families: acids, alcohols, esters, monoterpenic compounds, norisoprenoids, sesquiterpenic compounds, sulfur compounds, and volatile phenols. From these, 96 compounds are reported for the first time in the lager beer volatile composition. Around half of them were common to all beers under study. Clustering analysis allowed a beer typing according to production system: macro- and microbrewer beers. Monoterpenic and sesquiterpenic compounds were the chemical families that showed wide range of chemical structures, which may contribute for the samples’ peculiar aroma characteristics.
    [Show full text]
  • How Fashion Luxury Brands Communities Express Negativity: a Netnographic Approach
    MASTER IN ECONOMICS AND BUSINESS ADMINISTRATION How Fashion Luxury Brands Communities Express Negativity: A Netnographic Approach Mafalda Jacques dos Santos Barata M 2020 HOW FASHION LUXURY BRANDS COMMUNITIES EXPRESS NEGATIVITY: A NETNOGRAPHIC APPROACH Mafalda Jacques dos Santos Barata Dissertation Master in Economics and Business Administration Supervised by: Amélia Maria Pinto da Cunha Brandão, PhD 2020 Bibliographic Note Mafalda Jacques dos Santos Barata was born on 15th July of 1995 in Porto, Portugal. In 2013 she enrolled in the Management course in Católica Porto Business School. In September 2015 she moved to Amsterdam to experience tu study during fall semester at HvA - Hogeschool Van Amsterdam (University of Applied Sciences). The six months she spent abroad were crucial for her personal growth as well as for her academic expansion, given that HvA promotes both experimental and theoretical education. The biggest challenge at a academic level was learning of SAP’s software functionalities within a fictional company inside the university, which gave her tangible insights about working in a company. In January 2017 she concluded her bachelor degree with an average grade of fourteen out of twenty, with the intention to enroll in a master’s degree in September of that year. During that period, she got an internship in the Super Bock Group in marketing department. For three months she participated in the internationalization of their products to Spain. By September 2017 she had enrolled in the Master’s in Economics and Business Administration at FEP School of Economics and Management, with the aim to expand her knowledge in the management field as well as learning about economics.
    [Show full text]
  • Relatório De Atividades E Gestão Fundação Centro Cultural De Belém
    2018 Fundação Relatório Centro Cultural de Atividades de Belém e Gestão Fundação Relatório Centro Cultural de Atividades de Belém e Gestão Mensagem 1 do Presidente 007 A Atividade da Fundação em Números 2 Principais Indicadores 013 3.1 Artes Performativas 029 Uma Programação 3.2 Fábrica das Artes 035 3 Diversificada 3.3 Literatura e Pensamento 037 3.4 Garagem Sul – Exposições de Arquitetura 045 Atividade 4.1 Lojas 051 Comercial 4.2 Eventos 051 4 4.3 Restauração e catering 053 5.1 Relação com os media e presença nas redes sociais 057 Comunicação 5.2 Imagem e nova edições 057 e Marketing 5.3 Amigos, mecenas e parcerias institucionais 058 5 5.4 058 Relação com os públicos 6.1 Projetos e obras 065 O Edifício, as Instalações 6.2 Manutenção e gestão técnica 067 6 e os Equipamentos 6.3 Ambiente, qualidade e acessibilidades 067 6.4 Tecnologias de informação e comunicação 068 6.5 Segurança 069 Recursos 7 Humanos 071 Resultados Económicos 079 8 e Financeiros Demonstrações finançeiras e anexo 091 Anexos Demonstração orçamentais e anexo 122 + Relatório de Auditoria 137 Relatório e Parecer do Conselho Fiscal 141 Declarações previstas no art.º 15.º da Lei n.º 22/2015 de 17 de março 145 Relatório de Atividades e Gestão 2018 007 Mensagem do Presidente A Administração da FCCB assumiu funções vi) O desenvolvimento de uma estratégia a 15 de março de 2016, num cenário de mudança, de comunicação nos media, nas redes sociais com o objetivo claramente definido, na Resolução e junto dos públicos, capaz de reforçar do Conselho de Ministros n.º 9 de 2016, o seu posicionamento estratégico enquanto de recentrar “a missão e o papel daquele lugar de fruição cultural, enquanto lugar equipamento cultural (CCB) no quadro da contemporaneidade, e enquanto “Cidade da sua intervenção prioritária”.
    [Show full text]
  • Management Report 2018 Executive Committee's Message Investments
    MANAGEMENT REPORT 2018 EXECUTIVE COMMITTEE'S MESSAGE INVESTMENTS, EXECUTIVE COMMITTEE'S MESSAGE .................................................................................. 04 DEVELOPMENTS AND ACHIEVEMENTS 1. INNOVATION ..................................................................................................................... 15 2. TOURISM .......................................................................................................................... 15 ORGANISATION 3. MALTIBÉRICA ................................................................................................................... 15 4. CASA DA CERVEJA ............................................................................................................ 15 1. MISSION ........................................................................................................................... 06 2. VISION .............................................................................................................................. 06 3. VALUES ............................................................................................................................ 06 4. AUTHENTIC CULTURE CHARTER ...................................................................................... 06 SUSTAINABILITY 5. STRUCTURE ......................................................................................................................07 1. STRATEGIC VISION ...........................................................................................................
    [Show full text]
  • 30Th September, 2020
    MANAGERIAL ACTION AS A RESULT OF THE IMPACT OF COVID - 19 30th September, 2020 I FOREWORD ........................................................................................................................ 9 II IDENTIFIED PATTERNS ......................................................................................................... 9 III COUNTRIES AND EUROPEAN INSTITUTIONS ............................................................................ 13 1. GENERAL .......................................................................................................................... 13 2. BRAZIL ............................................................................................................................ 14 3. CHINA ............................................................................................................................. 14 4. EUROPEAN CENTRAL BANK ..................................................................................................... 14 5. EUROPEAN STABILITY MECHANISM ............................................................................................ 14 6. EUROPEAN UNION ............................................................................................................... 15 7. FRANCE ............................................................................................................................ 15 8. GERMANY ......................................................................................................................... 16 9. ITALY .............................................................................................................................
    [Show full text]
  • Session 1.1 Afonsoo WWF PPT Apewebinar May21.Pdf
    Environmental protection of water resources policies and instruments that need to be prioritized Porto, May 20th 2021 WWF WWF is one of the world’s largest independent non-governmental nature conservation organization, with more than 5 million members globally and active offices in more than 120 countries. WWF's mission is to stop environmental degradation and build a future in which humans live in harmony with nature by conserving the world's biological diversity, ensuring that the use of renewable natural resources is sustainable, and promoting the reduction of pollution and waste. WWF approach in Europe ANP|WWF FLORESTAS ANP|WWF works in association with WWF ÁGUA DOCE International and continues the work that has been ongoing in the national territory since 1990 by WWF OCEANOS Mediterranean. ANP|WWF operates in 6 major practices: oceans and ALIMENTAÇÃO fisheries, forests, wildlife, food, freshwater, climate and energy, through several VIDA conservation projects and policy work. SELVAGEM CLIMA E ENERGIA FRESHWATER CONSERVATION IN PORTUGAL FLORESTA S, • Water footprint reduction and risk management approaches ALIMENTA PRIORITIES • Water Stewardship initiatives and corporate responsibility ÇÃO E • Dam impact reduction and obsolete barriers removal VIDA • Ecologic restoration and water cycle improvement SELVAGEM • Plantar Água – restoring post-fire mediterranean forests in the PROJECTSÁGUA Caldeirão hills (Algarve) • Reconnecting Iberian Rivers – improving water management and connectivity in transboundary river basins (Douro, Tejo, Guadiana)
    [Show full text]
  • + Serralves 2020
    + SERRALVES 2020 RELATÓRIO E CONTAS ÍNDICE PALAVRAS INICIAIS DE RECONHECIMENTO 04 ESTRUTURA FUNDACIONAL 06 APOIOS 12 INDICADORES DE DESEMPENHO INSTITUCIONAL 15 SÍNTESE DA ATIVIDADE DE SERRALVES EM 2020 20 MUSEU DE SERRALVES 21 PARQUE DE SERRALVES 83 CASA DO CINEMA MANOEL DE OLIVEIRA 91 PROJETOS TRANSVERSAIS 106 EDUCAÇÃO – ARTES E AMBIENTE 113 REFLEXÃO CRÍTICA SOBRE A SOCIEDADE CONTEMPORÂNEA 137 SOLE 143 ATIVIDADES DE SUPORTE 151 INVESTIMENTOS 154 ÓRGÃOS SOCIAIS 156 CAPITAL HUMANO 159 SITUAÇÃO ECONÓMICA E FINANCEIRA 165 PERSPETIVAS PARA O ANO 2020 169 AGRADECIMENTOS 174 DEMONSTRAÇÕES FINANCEIRAS 179 CERTIFICAÇÃO LEGAL DAS CONTAS RELATÓRIO E PARECER DO CONSELHO FISCAL 2 Fundação de Serralves – Relatório e Contas 2020 PALAVRAS INICIAIS DE RECONHECIMENTO 3 Fundação de Serralves – Relatório e Contas 2020 PALAVRAS INICIAIS DE RECONHECIMENTO Num ano de grandes desafios, Serralves pôde contar com o apoio de muitos, a quem queremos deixar aqui registado um reconhecido agradecimento: Ao Estado Português, pelo apoio, confiança, e por reconhecer a importância da Cultura e o importante papel desempenhado por Serralves na sua promoção. Aos nossos Mecenas, Patronos e Fundadores uma palavra muito especial de gratidão. Sem o apoio de todos não conseguiríamos concretizar uma programação tão abrangente nem ser a Instituição de referência que somos hoje. À Comissão de Coordenação e Desenvolvimento da Região Norte pelo bom acolhimento e atenta avaliação que tem feito das nossas candidaturas, que constituem um instrumento fundamental para a concretização de um importante conjunto de atividades, de investimentos e de projetos. Reconhecemos igualmente todo o apoio prestado pela Câmara do Porto e restantes Autarquias nossas Fundadoras aos projetos por nós desenvolvidos.
    [Show full text]
  • Procuram-Se Ideias Inovadoras E Sustentáveis Para a Restauração E Hotelaria
    Comunicado de Imprensa Competição nacional é promovida pelo Super Bock Group e Fórum Turismo Procuram-se ideias inovadoras e sustentáveis para a Restauração e Hotelaria Arranca hoje a segunda edição da competição nacional promovida pelo Fórum Turismo e o Super Bock Group, com o apoio do Turismo de Portugal. Desta vez, o Tomorrow Tourism Leaders - Super Edition lança o desafio de pensar o futuro do canal HORECA com o objetivo de se encontrarem soluções sustentáveis que inovem este setor e apoiem a retoma do Turismo. Os interessados podem submeter a sua ideia em www.ttl.pt até 27 de junho. O Tomorrow Tourism Leaders - Super Edition pretende gerar respostas para os estabelecimentos comerciais, nos diferentes segmentos da Restauração e da Hotelaria, se desenvolverem do ponto de vista ambiental, social e económico. A identificação de oportunidades (ideias) deve materializar-se em boas práticas em áreas como o desperdício alimentar; reciclagem, transformação digital ou capacitação de recursos humanos. O vencedor da competição recebe um prémio pecuniário, no valor de 5.000€, e terá acesso a sessões de mentoria constantes e personalizadas para apoiar a implementação do seu projeto. Já entre as vantagens para todos os finalistas encontram-se o fortalecimento da rede de networking e o desenvolvimento das soft skills e capacidades profissionais, além da participação numa experiência única e enriquecedora. As candidaturas iniciam hoje e decorrem até 27 de junho, sendo que, nesta fase de pré- seleção, os interessados devem explicar, até 500 caracteres, qual a inovação que propõem para a Restauração ou Hotelaria em Portugal. Após a seleção das melhores ideias, inicia- se a fase de desenvolvimento da proposta (de 5 a 23 de julho) de onde sairá o grupo de finalistas.
    [Show full text]
  • O Sucesso Internacional Da Ourivesaria E Joalharia Portuguesas
    Nº120 | maio 2019 | mensal www.portugalglobal.pt Portugalglobal O SUCESSO INTERNACIONAL DA OURIVESARIA E JOALHARIA PORTUGUESAS ENTREVISTA // NUNO AMADO, CHAIRMAN DO MILLENNIUM BCP MERCADOS // CHINA EMPRESAS // AMBAR, LACS E PILAR PAIVA DE SOUSA MOTOR DE BUSCA DE LOCALIZAÇÃO EMPRESARIAL EM PORTUGAL www.portugalsiteselection.pt COMO FUNCIONA? Ajuda o investidor a encontrar 1. uma localização em Portugal O INVESTIDOR INSERE OS REQUISITOS DO SEU PROJETO que responda aos requisitos e necessidades do seu negócio, 2. através de análises multicritério A PLATAFORMA PORTUGAL SITE SELECTION MOSTRA AS LOCALIZAÇÕES DISPONÍVEIS EM PORTUGAL DISPONIBILIZA INFORMAÇÃO SOBRE: Municípios, Parques Empresariais, Parques de Ciência & Tecnologia, Lotes e Office Spaces SERVIÇOS DE ASSISTÊNCIA À SUA CONSULTA EM: [email protected] powered by SERVIÇO PÚBLICO E GRATUITO DE APOIO AO INVESTIDOR Portugal Site Selection, Serviços de Procurement e Consultadoria - Apoiamos a instalação de empresas em Portugal sumário Portugalglobal nº120 maio 2019 MOTOR DE BUSCA DE LOCALIZAÇÃO Destaque [6] EMPRESARIAL EM PORTUGAL 6 www.portugalsiteselection.pt COMO FUNCIONA? O sucesso do setor da Ourivesaria e Joalharia português no mercado internacional. Ajuda o investidor a encontrar 1. uma localização em Portugal O INVESTIDOR INSERE OS REQUISITOS DO SEU PROJETO que responda aos requisitos Entrevista [22] e necessidades do seu negócio, 2. Nuno Amado, Charmain do Millennium bcp. através de análises multicritério A PLATAFORMA PORTUGAL SITE SELECTION MOSTRA AS LOCALIZAÇÕES DISPONÍVEIS Mercados [28] EM PORTUGAL DISPONIBILIZA INFORMAÇÃO SOBRE: A China é o mercado em destaque na edição de maio da 22 Municípios, Parques Empresariais, revista Portugalglobal. Conheça a experiência de três em- Parques de Ciência & Tecnologia, presas portuguesas no mercado chinês – Caima, Filstone e Lotes e Office Spaces Superbock.
    [Show full text]
  • Decision Support System for the Industry 4.0 Environment: Design and Development of a Business Intelligence Tool
    Proceedings of the 5th NA International Conference on Industrial Engineering and Operations Management Detroit, Michigan, USA, August 10 - 14, 2020 Decision Support System for the Industry 4.0 Environment: Design and Development of a Business Intelligence Tool Rodrigo Marques Department of Economics, Management, Industrial Engineering and Tourism (DEGEIT) University of Aveiro, 3010-193 Aveiro Portugal [email protected] Ana Moura Governance, Competitiveness and Public Policies (GOVCOPP), Department of Economics, Management, Industrial Engineering and Tourism (DEGEIT) University of Aveiro, 3010-193 Aveiro Portugal [email protected] Leonor Teixeira Institute of Electronics and Informatics Engineering of Aveiro (IEETA), Department of Economics, Management, Industrial Engineering and Tourism (DEGEIT) University of Aveiro, 3010-193 Aveiro Portugal [email protected] Abstract In the current socioeconomic context, for organizations to be able to survive and operate in highly competitive environments they need to be able to quickly adapt and respond to changes in their business environment. The emergence of Industry 4.0 (I4.0) has allowed organizations to increase their competitiveness. With the digitization of organizations, I4.0 introduced technological resources that enable the collection and storage of large amounts of data at a lower cost. This becomes an important factor since data is one of the most valuable resources for organizations, as it allows them to support decision making based on events. However, to extract true value from data and reach its meaning, it is necessary to process it and then to make it available to those who need it. It is in this context that the present case study emerged, with the objective of consolidating a set of supply chain indicators into a system that allows improving the management and transmission of information and, consequently, improving the decision-making process.
    [Show full text]
  • Gas-Diffusion Microextraction (GDME) Combined with Derivatization for Assessing Beer Staling Aldehydes: Validation and Application
    foods Article Gas-Diffusion Microextraction (GDME) Combined with Derivatization for Assessing Beer Staling Aldehydes: Validation and Application Inês M. Ferreira 1, Daniel O. Carvalho 1 , Marco Gomes da Silva 2 and Luís Ferreira Guido 1,* 1 REQUIMTE/LAQV, Departamento de Química e Bioquímica, Faculdade de Ciências, Universidade do Porto, Rua do Campo Alegre 687, 4169-007 Porto, Portugal; ines.fi[email protected] (I.M.F.); [email protected] (D.O.C.) 2 REQUIMTE/LAQV, Departamento de Química, Faculdade de Ciências e Tecnologia, Universidade Nova de Lisboa, 2829-516 Caparica, Portugal; [email protected] * Correspondence: [email protected] Abstract: In this work, a gas-diffusion microextraction (GDME) methodology was optimized and validated for the analysis of selected staling aldehydes (furfural (FURF), 2-methylpropanal (2-MP), 2-methylbutanal (2-MB), 3-methylbutanal (3-MB), and acetaldehyde (ACET)) during natural and forced aging of beer. The methodology was optimized considering time, temperature of extraction, and derivatizing agent. Using 4-hydrazinobenzoic acid (HBA) as a derivatizing agent, the perfor- mance of the method was evaluated by assessing several parameters such as detection limits (ranging from 1.2 to 1857.7 µg/L for 2-MB and ACET, respectively), quantification limits (ranging from 3.9 to Citation: Ferreira, I.M.; Carvalho, 6192.4 µg/L for 2-MB and ACET, respectively), recoveries (higher than 96%), intraday and interday D.O.; da Silva, M.G.; Guido, L.F. precisions (lower than 3.4 and 9.2%, respectively), and linearity (r2 ≥ 0.995). During beer aging, Gas-Diffusion Microextraction higher content of Strecker aldehydes and FURF were found, while no significant variations in ACET (GDME) Combined with levels were observed.
    [Show full text]
  • 2020 Sustainability Report
    SUSTAINABILITY ENVIRONMENT, SOCIAL & GOVERNANCE REPORT 2020 DISCLOSURES CARLSBERG GROUP SUSTAINABILITY REPORT 2020 2 INTRODUCTION Welcome to the INTRODUCTION ......................................... 3 FIND OUT MORE Carlsberg Group’s SUSTAINABILITY REPORT TOGETHER TOWARDS ZERO ................. 9 + SUMMARY Sustainability This full Sustainability Report provides ZERO detailed information on our strategy, Report for 2020 CARBON governance, partnerships and FOOTPRINT ...................................... 10 performance. The Summary includes extracts from this report to provide an ZERO overview of our approach and progress. Here we present an update on WATER progress on our Together Towards WASTE ............................................... 20 ZERO programme as we work with ZERO our people and partners to achieve IRRESPONSIBLE Annual Report ZERO carbon footprint, ZERO water DRINKING ......................................... 27 Our Annual Report focuses on our waste, ZERO irresponsible drinking and financial performance. It includes ZERO information on sustainability that is a ZERO accidents culture. We explain ACCIDENTS most pertinent to investors. CULTURE .......................................... 35 how we do business responsibly to support these goals and our business strategy. And we provide information RESPONSIBLE BUSINESS ...................... 41 on sustainability governance. GOVERNANCE AND TRANSPARENCY ..................................... 51 Website Carlsberggroup.com hosts our reports and policies, as well as showcasing stories
    [Show full text]