1 / 38

Studies on the Future of Manufacturing

Studies on the Future of Manufacturing James A. Jordan, Jr., Ph.D. NGM Knowledge Systems Informan 2000 Cambridge, UK March 12-14, 2000 Three Recent Visioning Efforts Next Generation Manufacturing (NGM) Project - U.S. National Industry Team

emily
Download Presentation

Studies on the Future of Manufacturing

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript


  1. Studies on the Future of Manufacturing James A. Jordan, Jr., Ph.D. NGM Knowledge Systems Informan 2000 Cambridge, UK March 12-14, 2000

  2. Three Recent Visioning Efforts • Next Generation Manufacturing (NGM) Project - U.S.National Industry Team • Visionary Manufacturing Challenges (VMC) Study - Small Specialist Team convened by U.S. Nat’l Research Council • Intelligent Manufacturing Systems (IMS) Technical Themes - International Team

  3. NGM VMC IMS Who US Gov’t & Industry US NRC (Gov’t $) Int’l Gov & Industry When 1995-97 1997-98 1989-93 Reassessment in 1Q 2000 Next 10-15 years 2020 and beyond Next 10-15 years Horizon Purpose Build up responsive, competitive U.S. com- mercial and defense manufacturing industry Guide U.S. gov’t investment in long- range manufacturing R&D Develop technical agenda for internat- ional cooperative manufacturing R&D projects Approach Extrapolation Targeting Method Business environment visioning, then roll-up of results of Task Teams by Integration Team International Delphi Study Environment  Enterprise  Challenges  Technologies Small specialist team Roll-up by Int’l Tech. Committee of results from national study groups Results Grand Challenges for Manufacturing Recommendations for R&D program structure and technology targets Technical Themes for IMS program Criteria for IMS project selection NGM Framework for Action Recommendations for practitioners, policy, & R&D

  4. The NGM Framework for Action People Knowledge Processes NGM Equipment and Processes Workforce Flexibility Change Management Knowledge Supply Equipment and NGM Processes Adaptive, Responsive Information Systems Innovation Pervasive Modeling and Simulation Rapid Product and Process Realization Integration Extended Enterprise Collaboration Enterprise Integration

  5. NGM Action Recommendations • Establish an NGM Extended Enterprise Demonstration Site, deploying a seamless, integrated, interoperable manufacturing environment and serving as a national clearinghouse. • Develop NGM models and assessment capabilities • Develop and apply NGM technology roadmaps • Develop systematic processes for knowledge capture and knowledge-based manufacturing • Establish and implement methodologies to infuse NGM concepts through all levels of corporations and enterprises. • Advance the understanding of innovation and change management. • Establish a government partnership with industry and academia for a supportive manufacturing infrastructure. • Enable and promote pervasive use of modeling and simulation. • Develop intelligent processes and flexible manufacturing systems.

  6. Grand Challenges Concurrent Manufacturing Integration of Human & Technical Resources Conversion of Information to Knowledge Environmental Compatibility Reconfigurable Enterprises Innovative Processes Priority Technologies Reconfigurable Manufacturing Systems Waste-free Processing New Materials Biotechnology Enterprise M & S Information Technologies Design Methodologies Workforce Education and Training Software for Intelligent Collaboration Systems VMC Challenges & Technologies

  7. VMC Recommendations • Establish and encourage interdisciplinary R&D programs focused on Grand Challenges • Focus long-term, interdisciplinary R&D in priority technology areas • Emphasize “crosscutting” technologies • Focus basic research on breakthrough technologies • submicron manufacturing processes • enterprise modeling and simulation

  8. IMS Themes - 1 • Total product life cycle • Future general models of manufacturing systems • Intelligent communication network systems for information processes in manufacturing • Environmental protection • Minimum use of energy and materials • Recycling and refurbishment • Economic justification methods • Human / Organisation / Social • Promotion and development projects for an improved image of manufacturing • Better manufacturing workforce/education and training • More effective operation of autonomous offshore plants • Improved corporate technical memory • Development of appropriate performance measures for new manufacturing paradigms

  9. IMS Themes - 2 • Process • Clean manufacturing processes • Energy efficient processes • Technology innovation in manufacturing processes • More flexibility and autonomy in processing modules • Better interaction or harmony among various components and functions of manufacturing • Virtual / Extended Enterprise • Information processes and logistics across the value chain • Business, functional, and technical architectures in support of engineering co-operation • Concurrent engineering across the extended enterprise • Assigning cost liability/risk and reward to the elements of the extended enterprise • Strategy/ planning/ design tools • Methods and tools to support process re-engineering • Modeling tools for the analysis and development of manufacturing strategies

  10. Drivers of Trends • Customer Demands • Globalization • Ubiquity of Information

  11. Changes in Structure & Operation • Intelligent Manufacturing • Workers valued for Intellectual Contribution • Agile Virtual Enterprise • Distributed Manufacturing Enterprises • Business-to-Business e-Commerce • Teaming • Autonomous Decision-making

  12. Approaches • Industry Leadership • The people with real problems • Multidisciplinary • Real industry problems usually are not confined within narrow academic or functional disciplines • Defined Objectives • Foresight with respect to ???

  13. NGM Project More Details

  14. The NGM Project • Target: the Manufacturing Industry in the United States • Goals: • Develop a model of manufacturing enterprises in the first decade of the 21st Century • Recommend actions for manufacturers to undertake, by themselves or in partnership with other companies, government, and the academic community.

  15. NGM Project Oversight • Federal Funding Organizations • Nat’l Science FoundationDept. of Defense • Department of Energy NIST • Principal Investigators • Agility Forum MIT Leaders for Manufacturing • DoE Technologies Enabling Agile Mfg (TEAM) Project • Industry Associations - Project Steering Committee • NAM NCAT NCMS NACFAM SME APICS • CAM-I CIMS EIA Modernization Forum • Executive Advisory Group • 54 CEO’s and Senior Manufacturing Executives

  16. Representative Companies • Executive Advisory Group • Adept Tech. Avid Tech Bay Networks Chrysler • CP Claire DEC EDS EMC Equipto FANUC FEI GE Aircraft Engines • GM Gensym Hughes Lockheed Martin • Merck Perceptron Polaroid Prince • Rockwell Int’l Sheldahl Siemans Solar Turb. • Stanley Works Teradyne Textron TI • SK Williams United Tech. Westinghouse Wheelabrator • NGM Thrust Area Teams - Six Industry-led Teams • Alcoa Allied-Signal Andersen Consult. Boeing • Chrysler DEC Eastman Kodak Ford • GE GM Intel Johnson Controls • A.D. Little Lockheed Martin Motorola Northrop Grumman • Pratt & Whitney Rhone-Polenc Rockwell Int’l Sandia • Siemans SK Williams Taco Bell TI • LM Vought Westinghouse • Contributing Univesities • ASU Boston Univ. Brooklyn Poly. Cornell Harvard Lehigh MIT RIT UTA/ARRI

  17. NGM Project Teams • NGM Project Integration Team • PI’s + Thrust Area Team Leaders • NGM Thrust Area Teams • Six Industry-led Teams • 8-15 Experts Nominated by the Industry Associations and PI’s • NGM Roadmapping Task Force • 10 Experts led by DoE/TEAM • Industry Review Team • About 300 Practitioners and Experts

  18. Demanding Customers Ubiquitous Internet Technology Access Wage/Skill Globalization Environment Global Drivers2 Changing Technology ?? Global Competition 2Next Generation Manufacturing: Framework for Action, 1997

  19. Today’s Dilemmas2 1. Simultaneously satisfying all the stakeholders 2. Sustaining and profiting from long-term relationships 3. Recoveringplant and equipment costs as product and process lifetimes get shorter 2Next Generation Manufacturing: Framework for Action, 1997

  20. NGM Visioning Global Drivers • Inputs • Industry • Roadmaps • Research • Lean Mfg • Agile Mfg • Manufacturing • Executives NGM Enterprise Attributes Today’s Dilemmas

  21. The NGM Attributes Customer Responsiveness Plant/Equipment Responsiveness Human Resource Responsiveness Global Market Responsiveness Responsive Practices and Cultures Teaming as a Core Competency

  22. NGM Framework for Action NGM Framework for Action --- Operational Strategies --- Implementation Sub-strategies --- Action Plans • Inputs • Industry • Roadmaps • Resource • Availability • Research • Lean Mfg • Agile Mfg • Mfg Execs NGM Enterprise Attributes

  23. The NGM Framework for Action People Knowledge Processes NGM Equipment and Processes Workforce Flexibility Knowledge Supply Change Management Equipment and NGM Processes Adaptive, Responsive Information Systems Innovation Pervasive Modeling and Simulation Rapid Product and Process Realization Integration Extended Enterprise Collaboration Enterprise Integration

  24. A. Integrate the Enterprise

  25. Rapid Product and Process Realization Systematic Integrated Product and Process Development RPPR Enterprise-wide Computing Environments • Integrated • Responsive • Adaptable People in Teams Working on Globally Distributed Processes

  26. Changing Relationships that Support RPPR NGM Enterprise Old Company New Company Vertical Integration Networks of Peers (Work Units) Vertical Integration Vertical Integration Managed Supply Chain Supplier Pool Yesterday Today Tomorrow

  27. Interoperable Business and Manufacturing Systems Knowledge of Core Competencies Ethics and Trust Legal and Financial Facilitators

  28. EnterpriseIntegration Technologies • Fully implemented, seamless electronic networks that can support global manufacturing systems • User interfaces and tools that enable seamless knowledge access and exchange

  29. Enterprise Systems Logistics Systems Product/ Process Design Workstations Factory Systems Other Locations, More Factories and Controllers (The Extended Factory) Repositories Cell Controllers Vendors’ Workstations MES Controllers More Partners & Suppliers Other Cells Controller Cell Partner’s Design Workstations

  30. Integration of People and Systems • Organizational structures that are flexible and responsive • Tools to mitigate the effects of physical and cultural complexity • Metrics and tools for advanced operational strategies

  31. Team-Based Empowerment From To Directive Management Individual Metrics, Incentives, Rewards Narrow Discipline-oriented Expertise Ad Hoc Teaming Real Collocation Cultural Homogeneity Servant Leadership Team Metrics, Incentives, Rewards Multidisciplinary Systems Expertise Professional Teaming Virtual Collocation Cultural Diversity

  32. Balanced Corporate Strategic Goals Financial Perspective Customer Perspective Global Perspective Learning Perspective Internal Perspective Innovation Perspective From Jordan and Michel, SME Technical Report, 1998 From Kaplan and Norton, The Balanced Scorecard, HBS Press, 1996

  33. B. Manage and Use Knowledge

  34. Knowledge Supply Univ. Labs R&D Labs Knowledge Vendors Knowledge Repository Knowledge Delivery Knowledge Supply Chain Just-in-Time Knowledge Concurrent Education Univ.& Colleges Tech Trans Industry Educ. K-12

  35. C. Adopt NGM Processes, Equipment, and Technology • Implement flexible, agile processes and equipment. • Use Modeling and Simulation for planning and real-time control. • Build Information Systems that can respond to needs for integrated operations and can adapt to change

  36. Prototyping in the Virtual Factory The Virtual Factory Material Properties Unit, Factory, and Enterprise Models and Simulations Product Prototypes Solid Models Human Factors Process Prototypes Process Plans Product and Process Data Model

  37. D. Use Human Resources Intelligently • Build and retain a flexible supply of human resources with the capabilities to contribute to NGM company responsiveness.

  38. References • NGM Project, Next Generation Manufacturing: Framework for Action (Agility Forum, Bethlehem, PA, 1997). The report is available for download fromhttp://www.dp.doe.gov/ngm/default/htm. • Jordan and Michel, Next Generation Manufacturing Methods and Techniques (John Wiley & Sons, Inc., NY, March 2000).

More Related