biomimetics

Biomimetics in Holistic Production Systems

Biomimetics in Holistic Production Systems

Biomimetic Methods to Support Process Standardization in SMEs
Annika Lange ORCID Icon, Patrick Gering, Nicole Oertwig ORCID Icon, Thomas Knothe ORCID Icon
Holistic production systems (HPS) do not only produce positive effects in large companies - they also have an impact on small and medium-sized enterprises (SMEs), such as improved adherence to delivery dates. However, HPS cannot be copied from large companies to SMEs due to different initial situations and circumstances. The introduction of HPS means a high effort for SMEs. In this paper, an approach is presented on how a bionic principle can make HPS less costly and at the same time more effective for SMEs.
Industrie 4.0 Management | Volume 38 | 2022 | Edition 1 | Pages 57-60
Bionics in Production Organizations

Bionics in Production Organizations

Biologische Organisationsformen zur Steuerung von Produktionssystemen
Gunther Reinhart, Ulrich Teschemacher, Jan-Fabian Meis, Sebastian Schindler
Today’s production environment is characterized by an ongoing increase in complexity. Escalating product complexity leads to a more difficult design of manufacturing systems. At the same time, companies have to focus on their core competencies that force the growth of complex production networks being hard to handle. Additionally to the environment based by crises and peak stages, there is a trend of shorter product life cycles. Indeed, new technologies as RFID establish new innovative approaches for information acquisition in manufacturing, but in spite of technological progress, it pushes existing IT systems to its performance limits. Decentralized systems are supposed to remedy those problems, but despite of the scientifically proven performance those systems are only applied seldom due to missing transparency and possibilities of manipulation. Biomimetic approaches have great potential for optimizing processes and structures of manufacturing systems decentrally.
Industrie Management | Volume 30 | 2014 | Edition 1 | Pages 37-41