Risk Management

Production in space, of semiconductors for example, offers many advantages for companies. At the same time, high transport costs mean that careful consideration must be given to the production materials being transported. The use of Kalman filters enables (real-time) control from Earth, making space production a cost-efficient option. Machine learning could make it a viable approach even for highly complex production systems.

The blockage of the Suez Canal in 2021, caused by the accident involving the container ship Ever Given, clearly illustrates the need to design global supply chains in such a way that they can respond quickly to disruptions. In a volatile, uncertain, complex, and ambiguous (VUCA) environment, conventional logistics processes that focus on efficiency, and supply chain management methods in particular, are increasingly reaching their limits. Resilience, achieved through a combination of robustness and agility, is essential to ensure responsiveness. This article analyzes how risk management information systems (RMIS) can increase resilience. The analysis covers data availability, data transparency, modeling and simulation of risk scenarios, and the development of appropriate emergency action plans. Despite existing challenges in designing IT infrastructure, the measures mentioned have the potential to increase resilience in logistics.

Due to the higher customization of products to customer groups and needs, body-in-white manufacturing industries are facing higher variant assembly at the later stages of the production line, thus increasing production costs per unit. Flexible production processes that involve flexible material flows, non-rigid manufacturing sequences, and the automatic reconfiguration of tools are regarded as the pillars of a resilient production system. This article presents a conceptual solution for flexible Body-in-White sheet metal production with autonomous collaborative robotic systems to make product costs affordable for a higher competitive advantage.

Functional safety (safety) and cyber security (security) are key aspects of modern industry and technology. Safety aims to minimize risks posed by system malfunctions. This includes measures to protect people and the environment from failures and errors within systems. Security focuses on protecting systems and networks from digital attacks. The primary security objectives include ensuring confidentiality, integrity, and availability. A joint consideration of safety and security is essential for the future of the process industry, as both the physical safety and digital integrity of modern systems must be ensured. In industrial practice, this creates a field of tension: measures to enhance security can negatively impact safety and vice versa. This article analyzes relevant standards and regulations, presents key approaches for the integrated consideration of safety and security, and highlights areas of further research.

This study explores experience-based error management on the basis of 23 participating companies. This study aims to identify essential criteria for effective error management in production. For this purpose, a comprehensive questionnaire was created, featuring 77 questions across eight key topics, including error culture, documentation, root cause analysis and software-supported knowledge management. The following analysis highlights both positive and negative measures, providing specific recommendations to optimize experience-based error management.

Procurement has the task of providing an organization with required but not self-produced goods. Due to the collapse of global supply chains during the SARS-COV2 pandemic, procurement faced major challenges. Goods that were actually easily available on global markets became critical bottlenecks. It turned out that additive manufacturing can mitigate these bottlenecks. For example, medical spare parts were produced using additive manufacturing. This article examines how additive manufacturing is changing the procurement risk of materials. A comparison is made between traditional and additive supply possibilities based on a survey. The result is a combined procurement strategy, which ensures an improved availability of critical goods.

The current corona crisis shows that companies can be unprepared for events that threaten even successful and healthy companies in their existence from one day to the next. In addition to a pandemic, there are other risks for companies which can also threaten the continued existence of a company. The best way to protect a company from the consequences of damaging and crisis events is to prepare for them. One method for this is Business Continuity Management. “Business Continuity Management (BCM)” describes the active planning, control and safeguarding of the long-term existence and success of a company through the realisation of organisational resilience against events that damage the business. The article describes a BCM model that was developed and implemented in practice as part of a corporate project.

A fast flow of information throughout the entire supply chain is unavoidable for risk minimization and is not subject of a discussion in volatile times or crisis situations. The flow of information within the supply chain is characterized by various forms of transmission: EDI, cloud applications or other system interfaces are manifold in the areas of value-added networks for digital risk monitoring and process efficiency increase. If corporate processes are examined more closely, one area remains digitally underrepresented at the moment: The digital twin of a production tool. The handling of these production tools must now be taken to a new level.