Process Management

Exchanging Data Between Industrial Companies − Smart Factories Use a Cloud-Based Common Data Environment as their Central Information Hub

Exchanging Data Between Industrial Companies − Smart Factories Use a Cloud-Based Common Data Environment as their Central Information Hub

Cloudbasiertes Common Data Environment als zentraler Informationshub in der Smart Factory
Andreas Dangl
Right now, there’s virtually no single issue impacting the mechanical and plant engineering sector as profoundly as that of the “smart factory.” In fact, according to an industry survey conducted in 2019 [1], as many as 68 percent of the respondents reported that they had already launched initial smart factory initiatives. According to the Capgemini study “Smart Factories @ Scale” [2], by the end of 2019, a third of the factories had already been transformed into intelligent factories. This article presents insight into how leveraging the advantages of a cloud-based solution can ensure that the flow of information within a network of smart factories can be managed effectively.
Industrie 4.0 Management | Volume 37 | 2021 | Edition 4 | Pages 63-66
Resource Efficient Production Control

Resource Efficient Production Control

A Procedure for the Holistic Energetic Optimization of Process Chains in Machining Production
Berend Denkena, Marc-André Dittrich, Leon Reuter
The increasing awareness of energy-neutral production generates the desire for methods for the energetic evaluation and optimization of process chains. In this context, it is not sufficient to consider only the electrical energy demand along the process chain. Within the scope of this work, a procedure for the holistic energetic evaluation and optimization of process chains in machining was developed, which takes into account cross-material flow interactions by adjusting the process parameters.
Industrie 4.0 Management | Volume 37 | 2021 | Edition 4 | Pages 21-24
Maintenance 4.0

Maintenance 4.0

A concept for the representation of maintenance processes and the role of humans in the Industry 4.0
Michael Kelker, Roland Heidel, Lennart Brumby
This article presents a concept for the visualization of maintenance processes in Industry 4.0 using the reference architecture model Industry 4.0, in short RAMI 4.0. The mirroring of maintenance processes is done by transferring relevant maintenance terms from various standards into maintenance assets and the corresponding management shells. Here, the role of the human being has to be considered and the dynamic behaviour of maintenance processes has to be mapped. In this respect, this concept presents different methods of visualizing these issues.
Industrie 4.0 Management | Volume 37 | 2021 | Edition 3 | Pages 63-66
A Machine Learning Compass for Product Development and Production

A Machine Learning Compass for Product Development and Production

Identification and planning of machine learning algorithms in manufacturing companies
Alexander Jacob, Carmen Krahe, Rebecca Funk, Gisela Lanza ORCID Icon
Engineers are often uncertain about the application of machine learning (ML) due to the amount of different machine learning methods and the complexity of modeling. Thus, the use of ML applications in manufacturing companies remains behind the technical possibilities. This paper presents an intuitive ML guideline for engineers to reduce this uncertainty. The guideline comprises a process model with AI-based solutions to common problems of product development and production. An industrial example is used to demonstrate the functionality and the possibilities of the guide.
Industrie 4.0 Management | Volume 37 | 2021 | Edition 2 | Pages 7-11
Holistic Clamping and Referencing

Holistic Clamping and Referencing

Improving 3D printing and further processing of metal parts
Moritz Wollbrink, Semir Maslo, Kristian Arntz, Thomas Bergs
The manufacturing share of laser powder bed fusion (L-PBF) increases in industrial application, but still many process steps are manually operated. Additionally, it is not possible to achieve tight dimensional tolerances or low surface roughness. Hence, a process chain has to be set up to combine additive manufacturing (AM) with further machining technologies. To achieve a continuous workpiece flow as basis for further industrialization of L-PBF, the article presents a novel substrate system and its application on L-PBF machines and post-processing. The substrate system consists of a zero-point clamping system and a matrix-like interface of contact pins to be substantially connected to the workpiece within the L-PBF process.
Industrie 4.0 Management | Volume 36 | 2020 | Edition 4 | Pages 35-39
Lean IT

Lean IT

Applicability of well-proven methods of lean management in IT departments
Tobias Fischer, Benedikt Schmieder
The use of well-proven principles and methods of Lean Management in the IT departments of companies can be regarded as feasible and reasonable by now. But for the breadthways application there is a lack of a connection between Lean tools and the problems in modern IT departments. Within the scope of the analysis it can be shown that particular Lean methods can effectuate a positive outcome in precise fields of action, as well as certain IT subareas in whole can benefit from the use of established Lean methods.
Industrie 4.0 Management | Volume 36 | 2020 | Edition 3 | Pages 45-48 | DOI 10.30844/I40M_20-3_S45-48
Real-Time-Capable Information Flow in Shipbuilding Pipe Production

Real-Time-Capable Information Flow in Shipbuilding Pipe Production

Ein System zur datenbasierten Abbildung des Produktionsprozesses
Konrad Jagusch, Jan Sender, Wilko Flügge
Inadequate communication with media discontinuities makes it difficult to implement simulataneous engineering. Missing process data prevent data-based control measures and the layout of design adaptations to unfinished components. Therefore, the subject of this article is the description of a system for real-time data acquisition and the digitalization of the information flow in shipbuilding.
Industrie 4.0 Management | Volume 35 | 2019 | Edition 5 | Pages 9-12
Lean-Management and Industry 4.0

Lean-Management and Industry 4.0

Warum Lean-Management eine solide Grundlage für die vierte industrielle Revolution darstellt
Tobias Fischer, Jürgen Köbler
Why Lean-Management is the solid basis for the fourth industrial revolution: The fourth industrial revolution seems to be the current issue number one. Apart from that well-known consultancies determine a not satisfactory level of implementation concerning Lean methods. The question rises to what extent the implementation of Lean Methods is useful for the introduction of industry 4.0 or if these methods can even be seen as a precondition. Therefore, all common Lean principles and methods were contrasted with the principles and technologies of the industry 4.0. In conclusion, Lean Management is a solid basis for the successful implementation of the fourth industrial revolution for the production of the future. Lean Management can finally be seen as the essential precondition.
Industrie 4.0 Management | Volume 34 | 2018 | Edition 6 | Pages 53-55 | DOI 10.30844/I40M_18-6_53-55
Digital Lean – The Crossroads-Model for Controlling Material Flows in Production and Logistics Systems

Digital Lean - The Crossroads-Model for Controlling Material Flows in Production and Logistics Systems

Erklärung und Auswahl von Steuerungsansätzen für Produktions- und Logistiksysteme in Zeiten der Digitalisierung
Carsten Feldmann, Ralf Ziegenbein
Methods for monitoring and controlling material flows in a production or logistics system should support objectives like costs and throughput-time. Lean focuses on decentral, demand-driven steering of activities. Advanced manufacturing concepts for Smart Factories rely on innovative digital technologies. Which method is the best fit for steering the material flow? The Crossroads-Model explains different approaches and supports the selection of a suitable method for corporate practice.
Industrie 4.0 Management | Volume 34 | 2018 | Edition 5 | Pages 33-38 | DOI 10.30844/I40M18-5_33-38
Industry 4.0 – Disruptive Business Model Innovation or “just” Business Process Optimization?

Industry 4.0 - Disruptive Business Model Innovation or “just” Business Process Optimization?

Christian Leyh, Doreen Gäbel
An investigation of Industry 4.0 project examples of selected companies with a focus on possible resulting business model innovations shows that these innovations can certainly be triggered by Industry 4.0 projects. How-ever, the results of our investigation also show that the share of business model innovations with 22% out of the 158 selected companies is, however, at a rather low range. Disruptive business model innovations are mainly found in companies of the manufacturing industry. Their focus is no longer only on the production or processing of products, but also on a clear added value for the customer. In this article, these aspects are further elaborated and selected study results are presented.
Industrie 4.0 Management | Volume 33 | 2017 | Edition 5 | Pages 33-38
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