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www.us-tech.com Developing a Strategy to Implement Smart Manufacturing By George Babka, Sales General Manager, Yamaha Motor IM America
mize productivity, quality and re- sponsiveness, minimize waste, and meet market demands for rapid de- livery and product individualization. Only a smart infrastructure, with digital communications at its core, is capable of networking and adapting continuously. This revolution is happening
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first in territories that depend on ad- vanced technology to maintain com- petitiveness, typically where labor costs are high and customer expecta- tions are even higher. A manufactur- er planning capital investment must balance short-term needs with a fu- ture that will demand higher levels of intelligence, automation, and com- munication capabilities at every point to make the transition from value chain to value network. The goal is to create value at all
points in the network. For assembly lines, this calls for smart equipment that is capable of self-monitoring and self-analysis, as well as communicat- ing status and decision-making infor- mation in real time to supervisors and business managers. The tradi- tional boundary between factory floor and back office is disappearing, as computing brings the power to
ndustry 4.0 and smart manufac- turing revolve around leveraging advanced technologies to maxi-
convert manufacturing data into in- formation that has value at multiple points throughout the organization and among trusted partners. This industrial revolution will
be the catalyst to unifying all busi- ness activities into a seamless cohe- sive enterprise, from designing and
Industry 4.0 SMT Assembly SMT is a prime example of tech-
nology that is ready to go smart. Ad- vanced technology and automation is driving a resurgence of activity in ar- eas where labor costs have tradition- ally been the highest, such as West-
the interfaces and protocols used to support communication between ma- chines can take advantage of indus- try standards, the differences in the underlying data structures present a barrier to the rich information ex- changes needed to support smart manufacturing. A complete line solution sourced
from a single supplier, however, does not necessarily guarantee an easy so- lution. The way the data is organized is critical. Some manufacturers are able to demonstrate data structures that are well-suited to making de- tailed information readily available to analytical software. Yamaha Motor Intelligent Ma-
SMT line with closed-loop feedback of SPI data to printer, AOI data to the mounter and the correlation of all data with traceability software.
manufacturing to marketing, selling, accounting, and directing. The move to smart manufacturing is a major force driving the decisions of manu- facturing managers. Today’s typical capital investments must now factor in how they will support a company’s overall smart manufacturing roadmap.
ern Europe, North America and Japan. Businesses must take the next step if they are to expand mar- ket share and sustain profitability. A typical SMT line may com-
bine equipment that includes a dis- penser or printer, mounters, and op- tical inspection systems from a range of different manufacturers. Although
chinery (IM) has devoted considerable resources over several product genera- tions to establish a protocol for real- time data exchanges between in-line SMT equipment, and software capable of capturing and analyzing the data. These capabilities are now critical to supporting smart manufacturing.
Smart Beginnings In the past, SMT lines have
been unable to capture useful infor- mation about the performance of processes, such as solder paste print- ing or component placement. This is because there has been no existing
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March, 2018
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