transformability

Automated guided vehicles (AGVs) combined with a dynamically interconnected assembly system promise high flexibility and transformability to cope with an increasingly dynamic and complex business environment. Existing approaches for planning AGVs operate on a high level of aggregation so that they do not address the transformability of the transport system itself. Therefore, this article introduces a planning approach that explicitly addresses the transformability of the system by planning on component level. The application is demonstrated within a Greenfield project of the worldwide active pump manufacturer WILO SE.

Increasing market volatility and uncertainty require manufacturing companies to adapt their operations model to a substantially changing environment. The orientation towards agility can be seen as a key to success in such a situation. To achieve agility for an organization it is necessary to address four distinct dimensions of agility. A company oriented towards lean production tries to optimize one variable at a time. However, to become agile it is required to address two variables simultaneously. This article outlines current challenges for industrial organizations and points out possible solutions.

Volatile markets and global and inter-industrial networks are creating a radically more dynamic market environment calling for considerably greater on-demand flexibility and reductions in resource deployment. This results in a need for action in two further areas, namely increasing transformability and responding to demographic change. Today’s businesses have to respond to evolving these trends. Manufacturing will also have to adapt to the increasing dynamism of sales markets and the radical challenges thrown up by the innovation process, particularly in regard to energy and resource efficiency and the increasing hybridization of products using mechatronics, software and services. Innovative approaches are needed to accelerate the product creation process, optimize the transitions from product development to production, and ensure that the cost of manufacturing is competitive. This study examines constructive approaches in the area of urban production for sustainable added value in ...

The term adaptability is examined from different point of views in modern research. At the same time it can be noticed that adaptability is a more and more important key feature for companies, because of the fact that the ability to adapt is connected to the future development and positioning of a company. Consequently the reaction to a changing environment is an important aspect for companies to act successfully on a long-term basis. To ensure this long-term orientation a company has to analyze a large number of information. The Controlling body of a company plays a central role in getting and analyzing these information. It has also the general competence to retain, select and provide the available information of a company. First empirical surveys show how the controlling can be engaged to recognize and assess requirements of adaptability as early as possible.

Challenges of transformability have recently experienced great consideration within the field of scientific research. First empirical research has shown that the German term for transformability „Wandlungsfähigkeit” in many cases is used as a synonym for the term “flexibility”. Today’s scientific considerations on this topic mostly focus the technical aspects. However, further aspects such as human resources and organizational factors have to be implied in the present research on conditions that enable change processes. In the course of considerations about conditions the aspects of corporate culture and informal structures attain more attention. The evaluation is conducted as a business analysis and is complimented with qualitative interviews (informal structures). Through this first results and indicators for empowerers and constraints for change are identified.

Enterprises face a plethora of outside influences. Examples include shortening product life cycles, rising cost pressure or increasing number of variants. In order to make arrangements for their factories to remain future-robust, many companies strive for a transformable factory. In order to fully use the change-potential installed, a methodology that allows integrating an employee-oriented view, is indispensable. This contribution presents an approach which renders possible the coordination of employee skills and factory transformability.

The industrial production hast o react on internal and external turbulences. The transformability of the production is especially important in the field of the multi-variant series production. Transformability in factories is reached by using a fast operating and reacting planning which includes classic methods of the structured factory planning as well as modern digital tools. Such a planning is reached on a shared database and transfers results of former planning’s as well as simulations. So the planning is done in shorter time and has a higher quality. To be able to realize the planning the real factory must be reconfigurable to get an adaptive production. The learning factory at the IFF was founded to provide the missing knowledge about the transformability of enterprise structures to industry

Change Management and transformability of factories are usually not planned in an integrated way today. While Change Management focuses solely on the change process itself, this process is mostly ignored in the planning process of a transformable factory. The synthesis of these two approaches allows a holistic support of change processes, in order to promote innovations for example, upgrade employee competencies and use the planned technological, spatial and organisational transformability thoroughly.

This technical contribution presents a digital planning environment for an integrated facility layout and logistics planning. The aim is a noticeable reduction of time and effort for middle- and long-term facility planning and production planning. Therefore current data from the shop floor and order management are provided in an object-oriented consistent digital structure. This data is used to forecast the need for action and to deduct alternative solutions. Planning becomes more effective, long-term planning tasks become day-to-day activities so that the flexibility of the enterprise increases.

In today’s changing market forecasts have become much less certain, thus seriously affecting in-house planning. The need to be able to adapt, on the other hand, is increasing. Transformability has therefore become a decisive key factor in the competitiveness of manufacturing companies in addition to the classical target factors of costs, time and quality. Nevertheless, transformability is seldom taken into sufficient consideration or implemented in practice, for it requires additional investments and the returns are not always clear. This paper describes a method that makes it possible for companies to calculate the relevant costs of changeability using the technique of scenario planning.