Industry 4.0: Capturing Value at Scale in Discrete Manufacturing
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Teaching Lean Manufacturing Principles in a Capstone Course with a Simulation Workshop
Session 2163 Teaching Lean Manufacturing Principles in a Capstone Course with a Simulation Workshop Kenneth W. Stier Department of Technology Illinois State University Mr. John C. Fesler, Mr. Todd Johnson Illinois Manufacturing Extension Center Bradley University/Illinois State University Introduction Traditionally, improvements in manufacturing costs have been achieved by capital investments in new equipment intended to the lower manufactured costs per unit. Often, the new equipment was designed to achieve the lower costs through faster production speeds, more automation, etc. Typical focus was on pieces per minute and often gave inadequate consideration to size of production runs, changeover times and inventory carrying costs. Many times, the new automated, higher speed equipment required lengthy changeovers before a different product could be run, resulting in management believing the most cost-effective practice was long production runs (large batch sizes). In today's manufacturing climate, firms are re-thinking many of the traditional ways of achieving improvements, and exploring new methods. One in particular, lean manufacturing is a practice that is receiving quite a bit of attention today1,2,3,4. Manufacturers have embraced lean manufacturing during the slow down in the economy as one method of remaining profitable5. Having students experience lean manufacturing concepts in the laboratory can have a positive effect on the experiences offered to the students prior to them entering the industrial setting. It is important that faculty provide students with the experiences that develop a strong conceptual framework of how this management practice will benefit the industry in which they work. Many of our students learn best when they are actively engaged in activities that emphasize the concepts that we are trying to teach. -
MARKETING PLAN OUTLINE (Recommended Length: 3-5 Pages)
MARKETING PLAN OUTLINE (Recommended Length: 3-5 pages) 1. Company Name 2. Marketing or Promotional Statement 5-7 words briefly describing your business and its product or service 3. Product or Service Description Nature and detailed description of your product or service What do you sell? What are the benefits your products/services? What is special, unique, or different about your product or service? Describe your Unique Selling Proposition (USP). 4. Market Analysis Service/Industry Background and Description Market Segments Current Market Situation Analysis Competitive Analysis - Strengths, Weaknesses, Opportunities and Threats Marketing Research Who are your competitors? What do your competitors do better than you? What do you do better than your competitors? What is your competitive position? How large is your overall market? What is your market share? Is your market share increasing, shrinking, or stable? How do your prices compare to your competitors' prices? How do you establish prices? What are your business strengths? What are your business weaknesses? What might keep you from achieving your goals? Is your market changing in any ways? What facts or new information do you need to figure out? 5. Target Market Target Market Definition Demographic and Psychographic Profile for Primary and Secondary Customers What are your target markets? Who are your current customers? What are their buying habits? Why do your customers actually buy your goods/services? Who are your best customers and prospects? Marketing Plan Outline (Continued) 6. Marketing Objectives Revenues (Year one, Year two, Year three) Profits (Year one, Year two, Year three) Market Share – Optional What are your overall goals? 7. -
The Paradigms of Industry 4.0 and Circular Economy As Enabling
social sciences $€ £ ¥ Article The Paradigms of Industry 4.0 and Circular Economy as Enabling Drivers for the Competitiveness of Businesses and Territories: The Case of an Italian Ceramic Tiles Manufacturing Company Fernando E. Garcia-Muiña 1 , Rocío González-Sánchez 1 , Anna Maria Ferrari 2 and Davide Settembre-Blundo 1,3,* 1 Department of Business Administration (ADO), Applied Economics II and Fundaments of Economic Analysis, Rey-Juan-Carlos University, 28032 Madrid, Spain; [email protected] (F.E.G.-M.); [email protected] (R.G.-S.) 2 Department of Sciences and Methods for Engineering, University of Modena and Reggio Emilia, 42122 Reggio Emilia, Italy; [email protected] 3 Gruppo Ceramiche Gresmalt, Via Mosca 4, 41049 Sassuolo, Italy * Correspondence: [email protected]; Tel.: +39-0536-867-011 Received: 1 November 2018; Accepted: 30 November 2018; Published: 4 December 2018 Abstract: Sustainable development and the circular economy are two important issues for the future and the competitiveness of businesses. The programs for the integration of sustainability into industrial activities include the reconfiguration of production processes with a view to reducing their impact on the natural system, the development of new eco-sustainable products and the redesign of the business model. This paradigm shift requires the participation and commitment of different stakeholder groups and industry can completely redesign supply chains, aiming at resource efficiency and circularity. Developments in key ICT technologies, such as the Internet of Things (IoT), help this systemic transition. This paper explores the phases of the transition from a linear to a circular economy and proposes a procedure for introducing the principles of sustainability (environmental, economic and social) in a manufacturing environment, through the design of a new Circular Business Model (CBM). -
Next Generation Supply Chain: Supply Chain 2020
Supply Chain 2020 Next generation supply chain: Supply chain 2020 July 2013 Copyright © 2013, by McKinsey & Company, Inc. Next generation supply chain: Supply chain 2020 Knut Alicke Balaji Iyer 2 Next generation supply chain Supply chain 2020 3 Contents Acknowledgements 5 Introduction 7 1. Key trends shaping supply chains 9 2. Implications for the next generation supply chain 15 4 Next generation supply chain Supply chain 2020 5 Acknowledgements We would like to thank Sumit Dutta, a partner in our Mumbai office, and Muthiah Venkateswaran, an associate partner in our Chennai office, for their contributions to this whitepaper. We would like to thank Insa Mareen Wente, a consultant based in our Hamburg office; Kerstin Kubik, a knowledge expert based in our Vienna office; and Markus Leopoldseder, a director of knowledge (supply chain management) based in our Vienna office, for their contributions. We would also like to thank Vineeta Rai for the editorial support; Kulsum Merchant for the support in external relations; J Sathya Kumar and Nipun Gosain for their visual aids support. This whitepaper is not based on any primary research that we conducted; it synthesises our perspectives gained from past research and experience in serving multiple stakeholders of supply chains over many years. For the experience and perspectives, we acknowledge our supply chain practice without whose efforts this whitepaper could not have been published. Finally, we would like to thank the Confederation of Indian Industry (CII) and CII Institute of Logistics for the opportunity and the forum to provide our perspective on supply chain evolution. This work is independent and has not been commissioned or sponsored in any way by any business, government or other institution. -
Product Development in the World Auto Industry
KIM B. CLARK Harvard University W. BRUCE CHEW Harvard University TAKAHIRO FUJIMOTO Harvard University Product Development in the World Auto Industry CHANGES in international competition in the past decade, and particularly the competitive problems of once-dominant U.S. firms and industries, have heightened interest in what causes international differences in productivity and product quality. Although analysis of macroeconomic data has produced some important insights, recent research has focused increasingly on the comparative behavior of industries, firms, and factories. 1 Such research raises in a direct way the issue of management efficiency. Especially at the factory level, a growing body of evidence Thisresearch was supportedby the Divisionof Research,Graduate School of Business Administration,Harvard University. We are indebted to BrandtGoldstein and Frank Dubinskasfor theirassistance. 1. For an eclectic survey of microeconomicproductivity research see RichardR. Nelson, "Researchon ProductivityGrowth and Productivity Differences: Dead Ends and New Departures,"Journal of EconomicLiterature, vol. 19 (September1981), pp. 1029- 64. Recent exampleswould includeRobert H. Hayes and Kim B. Clark,"Exploring the Sources of ProductivityDifferences at the Factory Level," in Kim B. Clark,Robert H. Hayes, and Christopher Lorenz, eds., The Uneasy Alliance: Managing the Productivity- TechnologyDilemma (Harvard Business School Press, 1985),pp. 151-88;Bernard Eugene Ichniowski, "How Do Labor Relations Matter? A Study of Productivityin Eleven ManufacturingPlants" (Ph.D. dissertation, Massachusetts Institute of Technology,1983); and BenjaminKlotz, Rey Madoo, and Reed Hansen, "A Study of High and Low 'Labor Productivity'Establishments in U.S. Manufacturing,"in JohnW. Kendrickand Beatrice N. Vaccara, New Developments in Productivity Measurement and Analysis (University of ChicagoPress for the NationalBureau of EconomicResearch, 1980),pp. -
Automotive Product Design & Development Delphi
AUTOMOTIVE PRODUCT DESIGN & DEVELOPMENT DELPHI by MANUFACTURING, ENGINEERING, AND TECHNOLOGY GROUP CENTER FOR AUTOMOTIVE RESEARCH MARCH 2005 Sponsored by Parametric Technologies Corporation The statements, findings, and conclusions herein are those of the authors and do not necessarily reflect the views of the project sponsor. ACKNOWLEDGEMENTS Many people from many organizations participated in this study and whose contributions are herewith acknowledged. First, the people at PTC without whose financial and intellectual support this study would never have been conducted. Second, a thank you to the people of CAR, specifically Chris Gulis, who analyzed the data, and Dr. David Cole, Brett Smith, and Wendy Barhydt, who edited the report and provided insight into the many conclusions that were drawn from the study. Lastly, we all owe a debt of gratitude to the members of the panel, who donated their time and thoughts to a topic they believed to be one of the most important in the industry today. Richard J. Gerth, Ph.D. Center for Automotive Research 1 GLOSSARY N.A. North American (United States, Canada, Mexico). Off-Shore All other countries not in N.A. PD&D Produce Design and Development. Product Specific Characteristics Main or major characteristics that define the product. For example, the major characteristics for car bodies are the surface finish, gaps, flush, and crash performance. Some major characteristics for engines are horsepower, torque, and fuel efficiency. 2 I. EXECUTIVE SUMMARY...........................................................................................................................1 -
The Marketing Plan
The Marketing Plan The most important part of a business plan is the Marketing Plan. To keep one’s business on course this plan must be geared toward the business’s mission—its product and service lines, its markets, its financial situation and marketing/sales tactics. ♦ The business must be aware of its strengths and weaknesses through internal and external analysis and look for market opportunities. ♦ The business must analyze its products and services from the viewpoint of the customer—outside-in thinking. What is the customer looking for and what does the customer want (benefits)? The business must gain knowledge of the marketplace from its customers. ♦ The business must analyze its target markets. What other additional markets can the business tap into and are there additional products or services the business can add? ♦ The business must know its competition, current and potential. By identifying the competitor’s strengths and weaknesses the business can improve its position in the marketplace. ♦ The business must make decisions on how to apply its resources to the target market(s). ♦ The business must utilize the information it has gathered about itself, its customers, its markets, and its competition by developing a written Marketing Plan that provides measurable goals. The business must select marketing/sales tactics that will allow it to achieve or surpass its goals. ♦ The business must implement the plan (within an established budget) and then measure its success in terms of whether or not the goals were met (or the extent to which they were). The Marketing Plan is an ongoing tool designed to help the business compete in the market for customers. -
An Introduction to Curated Commerce
Reinventing the Social Shopping Experience: An Introduction to Curated Commerce Filtering product lines and offering unique product selections can help customers find the products they love while helping retailers find new ways to connect with customers, build a distinctive brand, and increase online sales. Learn strategies to help you get started. Table of Contents INTRODUCTION 02 The Rise of Curated Commerce 03 Beyond the Basics 04 Building Brands, Sales and Satisfaction APPROACHES TO CURATED COMMERCE 05 Merchants Examples 06 Five Ways to Get Started 07 Shop The Look 08 Celebrity Picks / Guest Content 09 Subscription Services 10 Private / Flash Sales 11 Social / Community Commerce CONCLUSION 14 Reinventing the Customer Experience 15 Resources Reinventing the Social Shopping Experience: An Introduction to Curated Commerce page 2 Introduction In the early days of eCommerce, merchants focused on making as many products as possible available online. Those with the largest product catalogs—such as Amazon, Target and Walmart—dominated. And market leaders quickly adopted sophisticated search capabilities and methodologies to recommend related, also-viewed and popular products. But as eCommerce continued to grow and consumers increasingly turned to the Web to find and buy the products they needed, many found themselves overwhelmed by too many product choices— and underwhelmed by product recommendations that seemed too general to hold much appeal. Shopping the largest retail sites became an exercise in searching page after page for a specific product, while scouring blogs, designer shops, and smaller online stores became a way to discover unique, interesting products that were hard to find on large or generalist retail sites. -
Establishing Basic Requirements for Textile and Garment Mass Production Units in the Tanzanian Context
The University of Manchester Research Establishing basic requirements for textile and garment mass production units in the Tanzanian context DOI: 10.1108/RJTA-11-2019-0054 Document Version Accepted author manuscript Link to publication record in Manchester Research Explorer Citation for published version (APA): Taifa, I. W. R., & Lushaju, G. G. (2020). Establishing basic requirements for textile and garment mass production units in the Tanzanian context. Research Journal of Textiles and Apparel, 24(4), 321-340. https://doi.org/10.1108/RJTA-11-2019-0054 Published in: Research Journal of Textiles and Apparel Citing this paper Please note that where the full-text provided on Manchester Research Explorer is the Author Accepted Manuscript or Proof version this may differ from the final Published version. If citing, it is advised that you check and use the publisher's definitive version. General rights Copyright and moral rights for the publications made accessible in the Research Explorer are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights. Takedown policy If you believe that this document breaches copyright please refer to the University of Manchester’s Takedown Procedures [http://man.ac.uk/04Y6Bo] or contact [email protected] providing relevant details, so we can investigate your claim. Download date:26. Sep. 2021 Research Journal of Textile and Apparel Research Journal of -
The Internet Connected Production Line: Realising the Ambition of Cloud Manufacturing
The Internet Connected Production Line: Realising the Ambition of Cloud Manufacturing Chris Turner1 and Jörn Mehnen2 1Surrey Business School, University of Surrey, Guildford, Surrey GU2 7XH, U.K. 2Dept. of Design, Manufacture & Engineering Management, University of Strathclyde, Glasgow, G1 1XJ, U.K. Keywords: Cloud Manufacturing, Industry 4.0, Industrial Internet, Cyber Physical Systems, Internet of Things, Cloud Computing, Redistributed Manufacturing. Abstract: This paper outlines a vision for Internet connected production complementary to the Cloud Manufacturing paradigm, reviewing current research and putting forward a generic outline of this form of manufacture. This paper describes the conceptual positioning and practical implementation of the latest developments in manufacturing practice such as Redistributed manufacturing, Cloud Manufacturing and the technologies promoted by Industry 4.0 and Industrial Internet agendas. Existing and future needs for customized production and the manufacturing flexibility required are examined. Future directions for manufacturing, enabled by web based connectivity are then proposed, concluding that the need for humans to remain ‘in the loop’ while automation develops is an essential ingredient of all future manufacturing scenarios. 1 INTRODUCTION variant. Major initiatives that promote Internet connected (or at least network connected) production The Internet and its supporting technologies have had lines, such as Industry 4.0 (Federal German a profound impact on society and business around the Government, 2016) and the Industrial Internet world over the past 20 years. The business models of (Posada et al. 2015), espouse the primacy of companies in service industries such as finance, retail interconnected machines and intelligent software and the media have seen fundamental change in forming cyber physical manufacturing entities. -
Supply Chain Management : Strategy, Planning, and Operation / Sunil Chopra, Peter Meindl.—5Th Ed
Fifth Edition Supply Chain Management STRATEGY, PLANNING, AND OPERATION Sunil Chopra Kellogg School of Management Peter Meindl Kepos Capital Boston Columbus Indianapolis New York San Francisco Upper Saddle River Amsterdam Cape Town Dubai London Madrid Milan Munich Paris Montreal Toronto Delhi Mexico City Sao Paulo Sydney Hong Kong Seoul Singapore Taipei Tokyo Editorial Director: Sally Yagan Manager, Rights and Permissions: Estelle Simpson Editor in Chief: Donna Battista Cover Art: Fotolia Senior Acquisitions Editor: Chuck Synovec Media Project Manager: John Cassar Editorial Project Manager: Mary Kate Murray Media Editor: Sarah Peterson Editorial Assistant: Ashlee Bradbury Full-Service Project Management: Abinaya Rajendran, Director of Marketing: Maggie Moylan Integra Software Services Pvt. Ltd. Executive Marketing Manager: Anne Fahlgren Printer/Binder: Edwards Brothers, Inc. Production Project Manager: Clara Bartunek Cover Printer: Lehigh / Phoenix - Hagerstown Manager Central Design: Jayne Conte Text Font:Times 10/12 Times Roman Cover Designer: Suzanne Behnke Credits and acknowledgments borrowed from other sources and reproduced, with permission, in this textbook appear on the appropriate page within text. Microsoft and/or its respective suppliers make no representations about the suitability of the information contained in the documents and related graphics published as part of the services for any purpose. All such documents and related graphics are provided “as is” without warranty of any kind. Microsoft and/or its respective suppliers -
Managing Supply Chain Risk and Disruption
COVID-19: Managing supply chain risk and disruption COVID-19 Managing supply chain risk and disruption i COVID-19: Managing supply chain risk and disruption Contents The black swan of 2020 1 When China, the world’s factory, is impacted, global supply chains are impacted 2 Responding to the immediate challenge 5 The imperative for a new supply chain model 14 ii COVID-19: Managing supply chain risk and disruption The black swan of 2020 Could COVID-19 be the black swan event that finally forces many companies, and entire industries, to rethink and transform their global supply chain model? As a typical black swan event, COVID-19 took the world by complete surprise. This newly identified coronavirus was first seen in Wuhan, the capital of central China’s Hubei province, on December 31, 2019. As of the end of February 2020, almost 90,000 people have been infected by the virus, leading to over 3,000 deaths. Despite significant efforts to contain the spread of the virus, including a travel ban to and from eight cities in Hubei province, COVID-19 has already spread globally. Over 65 countries are now reporting positive cases, with a significant growing number of positive cases in South Korea, Italy, Japan, and Iran. Over 10 percent of the positive cases, and growing, are now outside China putting other communities, ecosystems, and supply chains at risk. Given the characteristics of this virus, and the global movement of people, containment is exceptionally difficult. The full impact of COVID-19 on supply chains is still unknown, with the most optimistic forecasts predicting “normalcy” in China returning by April.1 However, one thing is for certain—it will have global economic and financial ramifications that will be felt through global supply chains, from raw materials to finished products.