Industry research suggests 70% of manufacturing ex- ecutives are focused on plant-floor data initiatives to drive operational and business excellence, faster time to market and immediate access to data from machines on the factory floor. However, the huge installed base of legacy equipment and software is a barrier to these goals.
Where to Get Started? Automotive manufacturers hoping to reap the rewards of IoT need to now plan to optimize their next five years of infrastructure investment. To start the process, first look for the low-hanging fruit. What parts of your business have the greatest variability? Where do forecasts tend to be wrong more often than not? What processes could benefit from earlier and improved visibility? Which supplier relationships could benefit from greater communication between order and ship sched- ules? Pilot programs based upon IoT components can be tested and validated within your Tier 1 or primary suppliers. In an increasingly just-in-time customized order-of-one world, manufacturing processes can be run more efficiently when greater flexibility is possible. In these types of sce- narios, an ability to perform near real-time execution could be a significant competitive advantage. This requires increased collaboration, connectivity and coordination from across the enterprise. If machinery and systems are connected within and across plants, automotive manufacturers can use this information to automate work flows to manage and maintain production systems with greater efficiency. Fortunately, these enterprise manufacturing solutions now exist, and can be a real benefit when trying to improve efficiency across work flows while managing manufacturing operations as more of an enterprise endeavor. Vendor solu- tions that offer a process-based solution can be implemented in a phased approach to help minimize the risks involved in an IT system overhaul.
How a Platform-Based Manufacturing System, Lean and IoT Come Together
History has taught us that disparate systems are a hin- drance to Lean, efficient operations. A focus on establishing a common platform, and not applications, is a great first step to streamlining processes and establishing a framework to automate device responses to the dynamic global environ- ment automotive manufacturers operate. The digitization of
event “triggers” can only help improve efficiency in this type of scenario. According to Simon Jacobson, Vice President of Manufacturing Research at Gartner, in his November 5, 2014, report titled, “Four Best Practices to Manage the Strategic Vision for the Internet of Things in Manufacturing”: “The decision support needed for agile, intelligent and reli- ably demand-driven operations requires high-quality informa- tion that’s extracted and distilled from multiple data points and processes that can be proactively adjusted based on real-time market conditions and made visible to manufacturing.”
Smart equipment will be able to self-monitor and improve its own performance, such as energy-usage to avoid peak demand charges.
This necessitates an enterprise IT architecture based on a platform capable of managing and integrating each of the processes surrounding manufacturing events or activities. Look for a scalable and secure enterprise solution which provides the visibility to define, control and optimize manufac- turing processes across multiple sites and functions, while still accommodating specific plant-level requirements for highly responsive, adaptive manufacturing in the automotive industry. The IoT has the potential to bring a whole new level of au- tomation and intelligence to Lean manufacturing. But gaining the potential benefits first calls for proper planning to manage the additional complexity that is part of this transformation. Putting the proper Lean processes and infrastructure in place can unleash the potential of the IoT, empowering it to act as Lean on steroids.
Key to achieving this vision is a process-based software platform with the ability to integrate and capture data from all domains of manufacturing operations management includ- ing quality, maintenance, time and attendance, material and production. And, it must have built-in capability to connect device-level data with business operations to generate real- time manufacturing intelligence that is actionable. Pulling all of these capabilities together can enable a Smart Pull strat- egy that significantly contributes to waste elimination and process improvement—the heart of any Lean initiative.
45 — Motorized Vehicle Manufacturing 2015
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