FEATURE Smart Factories
On the way to
the smart factory
One way to achieve production efficiency is by digitising production processes. But, what exactly does that mean in practice and to what extent is the smart factory changing the way work has been done so far? Phillip Hannesen, Digital Transformation Manager Production, gives insights
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esistant and adaptable business processes are becoming increasingly relevant in strategic corporate planning. In this context, digitisation should be seen as a key tool in the face of external market infl uences, offi cial regulations, climate change and demographic change. At KEB specifi cally, with our digital strategy for production, we want to support the further reduction of waste and thus create effi cient and safe operations and processes. The production systems are to be equipped with maximum transparency and fl exibility in the course of a comprehensive Industry 4.0 orientation. One example application is our specially developed assistance system, which uses the existing database through the ERP system. It also serves as an umbrella system for any subsystems at the workplace. In this fi rst case, a pick-to-light system was connected to support picking at the packaging workstation. Using instructions on a large monitor, it was not only possible to eliminate the papers at this workplace, but all interactions with other systems were also integrated into the assistance system via interfaces. This included searching for information in the work plan, parts list and documentation in the ERP system, operating the printer software or switching orders for the driverless transport system. Also, the communication with area managers and specialist
18 December/January 2023 | Automation
departments, for example in the event of an error, was included in the range of functions. In this way, the entire work process could be mapped in the assistance system.
Smart factory challenges One of the most complex challenges of Industry 4.0 is the transformation of a company into a comprehensive digital ecosystem. The virtual image of the organisation that is essentially created in this process enables the interconnection and communication of areas and individuals that were previously not linked in the physical world. This takes place at diff erent levels in the company: between and within departments, hierarchical levels, locations, but also across companies in relation to customers and suppliers. The digital ecosystem makes it possible to transfer the evolved self-organisation of the individual physically-separated business units into a virtual collective. In the process, waste is reduced and the company know-how is bundled and secured. At KEB, we use process digitisation as a tool to strengthen the location and its competitiveness and thus secure jobs in the long term. Digitisation and automation are suitable for improving work processes and the working conditions for people, and protecting them from menial and dangerous work. Often employees themselves contribute with their valuable
experience to the application-orientated implementation of digitisation projects. Therefore, we explicitly cultivate a culture in such projects in which all those aff ected are involved. So far, no job has been lost as a result of a digitisation project, and this will remain the case in the future. In terms of our relationship with customers, digitised production brings not only increased transparency but also the assurance of competitiveness. Our customers benefi t in particular from the guarantee of the highest quality through optimised production processes and shortening lead times.
Production in the smart factory The fi rst fundamental step is to establish the Industry 4.0 idea in production and its associated areas. This includes setting down concrete goals in terms of content and time of the digital agenda, with structural requirements created for it. Organisational units can then successively be transferred into the digital ecosystem in the form of a virtual representation, until complete networking is achieved. Goals should be defi ned individually for each business unit, and their compliance to be regularly evaluated.
CONTACT:
KEB
www.keb.co.uk
automationmagazine.co.uk
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