Transcript Presentation - focapo - Carnegie Mellon University

Smart Manufacturing, Manufacturing Intelligence and
Demand-Dynamic Performance
Smart Manufacturing Leadership Coalition (SMLC)
Jim Davis – UCLA; Tom Edgar – UT-Austin; Jim Porter – retired DuPont
John Bernaden – Rockwell; Mike Sarli – retired ExxonMobil
FOCAPO 2012/CPC VIII
January 11, 2012
Building the Science of the Manufacturing Enterprise
Smart Manufacturing Leadership Coalition (SMLC)
It’s a business and technological journey not a
technology
SMLC Implementing 21st Century Smart Manufacturing
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Air Liquide
Alcoa
Applied Materials
CH2MHill
Cisco
Dow
DuPont
Eli Lilly
Emerson
ExxonMobil
Ford
General Dynamics
General Mills, Inc.
General Motors
Honeywell International
Invensys
Kraft
Merck
Microsoft
Oakridge National Laboratory
Owens-Corning
Procter & Gamble
Pfizer
Praxair
Rockwell Automation
Sematech
Carnegie Mellon University
Purdue
Georgia Tech
RENCI/North Carolina Chapel
Hill
• UCLA
• University of Texas Austin
• U. Wisconsin Milwaukee
School of Management
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• American Council for an Energy
Efficient Economy
• American Institute of Chemical
Engineers
• Council on Competitiveness
• Institute of Paper Science &
Technology – Georgia Tech
• Manufacturing Institute
• National Center for Manufacturing
Sciences
• National Council for Advanced
Manufacturing
• Putman Media
• Walt Boyes – Spitzer and Boyes
• Jim Porter – President Sustainable
Operations Solutions - Chief
Engineer and Vice President
Engineering and Operations DuPont
Company (Retired)
• Denise Swink - Consultant
Smart Manufacturing Leadership Coalition (SMLC): Relevant Timelines
https://smart-process-manufacturing.ucla.edu/
Advocacy & National Alignment
• Office of Science and Technology
Policy and Whitehouse interactions
(2010-2011)
• Interactions with DOE, NIST,
DARPA, DOD, NSF (2010-2011)
• Council on Competitiveness (20102011)
• Obama’s AMP Announcement
(1/24/11)
• Secretary of Commerce and Director
of NEC White House of
Manufacturing Policy 12/12/11
• AMP National Program Office to be in
NIST (12/15/11)
• NIST workshop on U.S.
Competitiveness in CPS 3/13/12
Development & Funding
• September, 2006: Cyberinfrastructure in
Chemical and Biological Systems (NSF)
• April, 2008: Workshop and Technology
Roadmap (NSF grant)
• SM Operations and Technology Report in
November 2009 (NSF grant)
• September, 2010: Implementing 21st Century
Smart Manufacturing Workshop (SMLC-DOE)
• June 24, 2011Implementing 21st Century Smart
Manufacturing Report (SMLC and DOE)
• August 2011 Awarded NSF RCN: Sustainable
Manufacturing Advances in Research and
Technology (SMART) Coordination Network
• October 2011 SM Public-Partnership Proposal at
OSTP request
• November 2011 SMLC DOE proposal
emphasizing energy productivity
• January 2012 DOE SBIR SMLC Platform for
fossil fuel test bed
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Global Threshold Changes in Manufacturing
• Innovation and customer demand-dynamics will be key to economics
– Faster and more product transitions
– Operating globally but responding to local markets with resiliency
• Vertical organizations will give way to B2B interactions among small, medium and
large enterprises
• EH & S compliance will increase and risks of non-compliance will increase
• Social conscientiousness will be heightened while demands of a growing world
population increase
• Pressure to manage risk and uncertainty and the need for radical improvements in
energy and raw materials productivity will heighten
• Energy, environment, sustainability and safety performance will become significant
economic and competitive advantages
Dynamic demands accelerating on manufacturing
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Global Threshold Changes in Manufacturing
• Existing assets need to become globally competitive while installed
based runs its investment life cycle
• Capital and operating costs need to lowered
• Performance will need to be responsive to multi-faceted objectives
• Manufacturing workforce with advanced training and skills will be the
key competitive advantage
• Job growth will not be with unskilled, high labor oriented
manufacturing
Dynamic demands accelerating on manufacturing
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Advanced Manufacturing
2011-2012 Critical Issues Report
Manufacturing Executive Board
• The Adaptive Organization
• Global Value Chain Optimization
• The Innovative Enterprise
• Factories of the Future
• Next Generation Leadership and
Culture
• The New Workforce
• The Sustainability Imperative
• Game-Changing Technologies
President’s Council of Advisors
on Science and Technology
• Advanced manufacturing refers to a
family of activities that (a) depend on
the use and coordination of information,
automation, computation, software,
sensing and networking and (b) make
use of cutting edge materials and
emerging capabilities enabled by
physical and biological sciences.
• AM involves both new ways to
manufacture existing products and
especially the manufacture of new
products emerging from new advanced
technologies.
Raising the Level of Abstraction
If Smart Manufacturing is such a smart idea why aren’t
companies already doing it?
Already Investing in Information Technology and
Automation for 40 year
What is
Smart Manufacturing?
Business (Collaboration, Broader Metrics
Real-time Decisions)
Organizational
Mindset
Technology
(Horizontal & Vertical
Pervasive)
Workforce
(Innovation &
Broad-Based)
21st Century Smart Manufacturing
• Demand-dynamic economics
keyed on the intelligence of the
‘customer’
• Coordinated enterprise
responses throughout the entire
manufacturing supply chain
• Predictive, preventive
• Integrated computational
materials engineering
Apply
• Performance-oriented
enterprise, minimizing energy
and material usage and
maximizing environmental
sustainability, health and safety
and economic competitiveness
Data
Dramatically intensified application of
manufacturing intelligence using
advanced data analytics, modeling and
simulation to produce a fundamental
transformation to transition/new
product-based economics, flexible
factories and demand-driven supply
chain service enterprises
Model
Analyze
SMLC Priority: Situational Awareness performance tools across the
enterprise to manage dynamic production, use, and storage of
essential resources (energy, water, air)
an interconnected world…
voice, data, mobile, etc.
Business
Systems, ERP
Customer
Supply Chain
Smart
Factory
Smart Grid
Distribution Center
Modern, smart factories will be interconnected
with supply chain, distribution and business systems
Courtesy of Rockwell Automation : Copyright © 2009 Rockwell Automation, Inc. All rights reserved.
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SMLC Priority: Production and Demand-Dynamic Supply Chain
Efficiency - At Scale Virtual Supply Chain Planning, Computational
Materials Engineering and Product Tracking & Traceability Tools
• Customers “pushing” demands
Mining
• Flexible production of smaller
volumes of custom products
• Less vertically integrated
Farming
• More information driven
and automated
Supply Chain
SMLC Priority:
Manufacturing Plant
New Productivity/Efficiency Metrics – Change
from output/input productivity measures to
customization, flexibility, responsiveness, energy
Distributor
performance and reuse
Courtesy of Rockwell Automation : Copyright © 2009 Rockwell Automation, Inc. All rights reserved.
Customer
Smart Manufacturing is the Application of a Manufacturing Industry Internet
New real-time global
performance
metrics
Business
Systems, ERP
Merging actionable
business &
Operations
information
Tracking &
traceability
Anticipate, plan,
manage risk
across
suppliers
Customer
Supply Chain
Smart
Factory
New forms
equipment
Smart Grid
benchmarking
Courtesy of Rockwell Automation : Copyright © 2009 Rockwell Automation, Inc. All rights reserved.
Distribution Center
New Degrees of freedom for
Performance, efficiency and productivity
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Smart Manufacturing is Analogous to Healthcare IT
Application of
Health Care
Intelligence
Research &
Hospitals
Merging actionable
business &
Enterprise Healthcare
operations
Record for each Patient
information
Tracking &
traceability
Anticipate, plan,
manage risk
across
suppliers
Treatment
Patient
Caregiver
facilities
Patient
Self-Care
Integrated Intelligence of
the Patient
Courtesy of Rockwell Automation : Copyright © 2009 Rockwell Automation, Inc. All rights reserved.
Pharmacies
Facilities
New real-time global
performance
metrics
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How do we proceed?
Excellent Work Underway
Technology Roadmap Report (2009)
1. Motivating Smart Process
Manufacturing
2. The Business Case and the Business
Transformation
3. The Technical Transformation
4. The Smart Process Manufacturing
Roadmap
5. The Path Forward
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SMLC Program Agenda
 Lower the cost for applying advanced data analysis, modeling, and simulation in
core manufacturing processes
 Build pre-competitive infrastructure including network and information technology,
interoperability, and shared business data
 Establish an industry-shared, community-source platform and associated software
that functions as an “apps” store and clearinghouse
 Create and provide broad access to next-generation sensors, including low-cost
sensing and sensor fusion technologies
 Establish test beds for smart manufacturing concepts and make them available to
companies of all sizes
Achievable Meaningful Use Goals and Magnitude of Impact
• Demand-driven efficient use of resources and supplies in more highly optimized plants and supply
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80% reduction in cost of implementing modeling and simulation
25% reduction in safety incidents
25% improvement in energy efficiency
10% improvement in overall operating efficiency
40% reduction in cycle times
40% reduction in water usage
• Product safety
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Product tracking and traceability throughout the supply
• Sustainable production processes for current and future critical industries
– 10x improvement in time to market in target industries
– 25% reduction in consumer packaging
• Maintain and grow existing U.S. industrial base
– Environment for broad innovation
– 25% revenue in adjacent industries
– 25% revenue in new products and services
– 2x current SME’s addressing total market
– More highly skilled sustainable jobs created
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Resilient
Proactive Plant
Operations
Smart
Plant
Knowledgeenabled
Workforce in Global
Operation
Smart Process
4/8/2016
Manufacturing
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Controller
Process models
self-evaluate performance
Actuator
Predictive/faulttolerant
control
Controller
Plant-wide Network
Actuator
Economics,
environment, health
and safety
Networked
monitoring/detectio
n/control
Controller
Sensor
Self aware
Self healing
Units/systems
Process 3
Network &
cyber security
Local Network
Process 2
Distributed
MPC stability
based-control
Local Network
Sensor
Networked,
plant-wide
monitoring, control
and optimization
Risk &
Uncertainty
Mgmt
The Smart Process
Operation
Business-operation
Performance Metrics
Business systems
and market needs
Distributed
intelligence
Sensor
Actuator
Local Network
Process 1
Higher granularity Knowledge to Operating Models
modeling &
sensing
Sensor networks
exchanging real time
data
Operator
Networked situational
awareness &
management
wired and/or wireless
communication
Operations
Process Control
Plant Management
Corporate Office
Smart Plant Operations: Visions, Progress and Challenges, AIChE J., Nov 2007
Active Management and Innovation
• Integrated performance metrics driving
bottom up local and global decision making
• Involved workforce making decisions that
drive performance and objectives and not
tasks
• Explicit management of risk and uncertainty
• Distributed business and operating
intelligence through integrated information
• Distributed intelligent manufacturing and
innovation
Let’s raise the level of abstraction
Let’s define new, integrated and global performance metrics
Let’s define the minimum data, analytics, and modeling, that
produces new degrees of operational freedom
s
Let’s establish a process of building and applying
Manufacturing Intelligence in increasing levels of
sophistication
Top Layer Difficult Problem
Physical Test Bed/ At Scale
Factory and Supply Chain
Demonstrations of Applied
Manufacturing Intelligence
Meta 2
ERP Performance
Metrics: Dynamic Energy,
Sustainability, EH&S, &
Economic Planning,
Management and
Optimization
Fourth Layer Difficult Problem
Manufacturing Enterprise
Integration Practices
Meta 1
Demand-Dynamic
Customer
Specifications
Smart Manufacturing
Platform
•Physical Test bed
• Virtual/Physical Real Time Sync
• Community Source Model &
Simulation Platform
• Manufacturing Enterprise
Integration Practices
Meta 4
Digital Engineering &
Integrated
Computational
Materials Engineering
Second Layer Difficult Problem
Real-time Syncing Virtual Models
and Physical Operations
META 3
Supply Chain & Supplier
Network
Third Layer Difficult Problem
Precompetitive Factory and
Supply Chain Community
Source Modeling &
Simulation Assimilation
Platform
Smart Manufacturing Platform
Shared Market Space
SME’s
SMLC Industry-Driven
Processes
Energy Performance
Metric
Workflow Toolkit
& App
Development
Processes
Universities
NCMS
AICHE
Consultants
Consortia
Outreach
Training web /
tools materials
Open &
Community
Source
Resources
Information
Training
Expertise
Access
Test Bed
Manufacturer
& Supplier
Crosslinking
Engagements
Nimbis
Pre-competitive
& Competitive
Hub
UCLA
Apps Store
Cloud Services
Consultation
UCLA
Key Development Resources
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Business
Collaborations
Benchmarking
Standards and Reference
Architecture
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IT Provider Partners
Collaborative Space
Community Source
Market Place
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11/1/11
Applying the SM Platform
Energy Productivity Management Data & Modeling Workflow
Process sensor data
Ref Arch
Data Collection
Manufacturer
Ref Arch
Data Collection
Supplier
Data and Computation
Manufacturer
Real-time
Management Dashboard
Manufacturer Data
Warehouse
Local/Global
Energy Productivity Metric
Dash Board
Encrypted links
Data
Validation
App
SM Platform
Data and
Computation
Services
Reduced Order
Model
Scenarios
App
EPM
App from
Toolkit
Linked Apps to Form Function
Real-time
Action & Risk
Support
App
Risk Scenarios
App
SM Platform Apps Store, Shared Market Place, Distribution Hub
Buyer Account
Seller Account
Internet
Authenticated
Buyer
Authenticated
Seller
“App Store”
Portal
Baseline Services
Buyer Dashboard
Seller Dashboard
Portal Extensions
HTTPS/VNC/VPN
HTTPS/VNC/VPN
Data
Comp
Portal App
Remote Desktop
Community, Open source
HTTPS/VNC/VPN
UCLA
IP, Restricted, Marketplace
Compute Platform
Cycles
Software
Storage
New Technology R & D
• Economic, business, performance collaboration models
• Education and training aimed at science, engineering and operating practices for Smart
Manufacturing
• Static and real-time modeling architectures redesigned for apps store-like distribution,
competitive and pre-competitive management and managed crowdsourcing
• Richer lower cost sensing and actuation technologies combined with richer real-time
analytics to build manufacturing intelligence
• Tools and rapid evaluation procedures for the ‘right’ rigor and right ‘real-time’ for a model
• Projection of global and local decision and/or action risk
• Making control, optimization and planning indistinct while distributable
• Accommodate modern processor architectures
• Computer architectures for assured real-time actions with greater levels of active
management
• Real-time synchronization, verification and validation of enterprise data
• Human centered dashboards with new expectations for decision-making
Attributes of a Smarter Manufacturing Sector
Old Traditional Factory
• More jobs: labor-intensive
• Lower output and productivity
• Lower quality products
• Lower paying unskilled jobs
• Higher risk working conditions
• Higher environmental impact
• Higher production costs
• Rigid, high-volume production
• Longer time-to-market
• Socially optimized (Six Sigma)
New Smart Manufacturing Plant
• Less jobs: automation-intensive
• Higher output and productivity
• Higher quality products
• Higher paying skilled jobs
• Safer working environment
• Less waste, resource use
• Lower production costs
• More flexible customization
• Faster time-to-market
• IT-optimized (models, simulation)
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Copyright © 2011Rockwell Automation, Inc. All rights reserved.
As Factories Get Smarter, More Jobs Surround
Them
21st Century Manufacturing Ecosystem
Much Greater 3x to 15x+ Economic Multiplier Smart Manufacturing: The Essential Nucleus For SME’s & The Service Economy
Smart Factory
100% automated
Intel Chip FAB –
Some engineers
and technicians
Medium-size
Manufacturers
Components and
other suppliers
50% automated,
50% labor
Education, Health Care
and Government
Community colleges
Innovation and Financial, IT Services, and Universities,
healthy knowledge
specialties
Consulting, etc.
workers, public25% automated 100% labor
private partnerships
75% labor
Small Businesses
Services & Support
SMLC Commitment to a Comprehensive Approach
ENTERPRISE OPTIMIZATION &
SUSTAINABLE PRODUCTION
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Enterprise
Business
System
Suppliers
AGILE DEMAND-DRIVEN
SUPPLY CHAINS
• Higher product availability
• No inventory
• Product lifecycle
management
Higher value products
Improved quality
Zero downtime
Increased equipment
life / utilization
ENERGY,
SUSTAINABILITY, EH&S
• Improved safety
• Reduced energy
and emissions
• Highly sustainable
Factory
Distribution
Center
Smart Grid
Customer
OEM
Machine
Builders
Smart Manufacturing
http://smart-process-manufacturing.ucla.edu/