INDUSTRY 4.0 TRANSITION TO A NETWORKED FACTORY OF THE FUTURE. Fraunhofer IAO, IAT Universität Stuttgart F1

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1 INDUSTRY 4.0 TRANSITION TO A NETWORKED FACTORY OF THE FUTURE ProSTEP ivip Symposium 2014 Berlin, 13. Mai 2014 Frank Wagner Fraunhofer IAO F1

2 Overview Industry 4.0, PLM and the Role of the Human Study about Manufacturing Work of the Future Industry st Use Cases and an Outlook for the Way towards Factory 4.0 F2

3 About Fraunhofer 67 Institutes for Applied Research More than Employees Budget: 2 Bill. Euro Institutes work as Profit Centers and are linked to local Universities min 1/3 of the Budget from industrial Projects Spinoffs by Fraunhofer Researchers are encouraged Itzehoe Lübeck Bremerhaven Hamburg Oldenburg Bremen Rostock Hannover Berlin Potsdam Teltow Braunschweig Magdeburg Cottbus Oberhausen Paderborn Halle Dortmund Schkopau Leipzig Duisburg Kassel Schmallenberg Dresden St. Augustin Erfurt Jena Aachen Freiberg Euskirchen Gießen Chemnitz Wachtberg Ilmenau Darmstadt Würzburg Bayreuth Erlangen Bronnbach St. Ingbert Kaiserslautern Fürth Nürnberg Saarbrücken Karlsruhe Pfinztal Ettlingen Stuttgart Straubing Freising Freiburg Augsburg Garching München Oberpfaffenhofen Kandern Prien Efringen- Holzkirchen Kirchen F3

4 Fraunhofer IAO Stuttgart Ideas for Success»Der Mensch steht im Mittelpunkt unserer Arbeit«F4

5 Industry 4.0 is everywhere Image: Hannover Fair, BMWI Image: Computerwoche Images: Der Spiegel, Nr. 17/2014 Image: Hannover Industry Fair 2014 Magazine Der Spiegel Die Kanzlerin direkt ( The Chancellor Directly ) F5

6 Industry 4.0 What is it? Industry 1.0 Industry 2.0 Industry 3.0 Industry 4.0 What does it mean for me? For my Business? For my Products and Factory? Could you please bring me batteries? I ll bring you supplies! For my People? F6

7 Industry 4.0 Networked Factory, CPS and Flexibility F7

8 Industry 4.0 and the Dual Strategy: becoming a leading Market and Supplier Horizontal Integration Inter-company value chains & networks Dual Strategy: Deployment of CPS in Manufacturing Industry Development and Production of CPS Technology and Products in order to strengthen Germany s Manufacturing Equipment Industry Digital end-to-end engineering across the entire value chain Development, Implementation and Vertical Integration of flexible & reconfigurable Manufacturing Systems F8 Images: Umsetzungsempfehlungen für das Zukunftsprojekt Industrie 4.0, Abschlussbericht des Arbeitskreises Industrie 4.0, April 2013,

9 Industry 4.0 Need for Research Need for Research - Features of Industry 4.0 Key Areas of Action Technology for Cyber Physical Systems (CPS) End-to-end Digital Integration of Engineering across the entire Value Chain Safety and Security as critical success factor for Industry 4.0 Managing Complex Systems Standardizations and open Standards for a Reference Architecture A comprehensive Broadband Infrastructure for Industry 4.0 Industry 4.0 Resource Efficiency Regulatory Framework Work Organization and Design in a digital World Training & Continuous Professional Development for Industry 4.0 Vertical Integration and networked Manufacturing System Horizontal Integration through Value Networks Source: Umsetzungsempfehlungen für das Zukunftsprojekt Industrie 4.0, Abschlussbericht des Arbeitskreises Industrie 4.0, April 2013, F9

10 Industry 4.0 some PLM Requirements for improved Planning and faster Reaction: Integration of web-based Services ( Internet of Everything ) in Product Development and Production Systems Real-time Infrastructures & Platforms for vertical and horizontal Integration Continuous Validation Virtual Real Production System New Standards for Safety and Security Common Models and Methods for the end-to-end digital Integration of Engineering Standards, Open Middleware and Interfaces Flexibility and Adaptability of PLM PLM supporting novel Organisation Forms and Work Culture Chaordic, Agile & SCRUM, Networked, Self-organizing Usability and User Acceptance Image: siemens.com Images: Fraunhofer IAO F10

11 Industry 4.0 as Driver for Future Manufacturing Work CPS and New Technologies change disruptively the Success Factors Manufacturing Work of the Future Mega Trends describe today s View on the Future Mobility Demographic Change Shortage of Resources Energy Policy Digital Life Globalisation Networking Urbanisation Images: Fraunhofer IAO, robotik.dfki-bremen.de, Fraunhofer IML, Grundfos F11

12 Industry 4.0 The Role of the Human The Human as Sensor Despite Sensor Technology, sensory Gaps will further exist in the Production Process Human Skills are necessary to manage complex Situations The Human as Decision Maker Agreements on networked Objects can generate Conflicts (e.g. opposing Priorities, scarce Resources) Interventions with a running, self-controlled System are time-critical Tools are required for fast and qualified Decisions The Human as an Agent Work Contents are characterized by a high Complexity, Customer Individuality and irregular Repeatability Requirements with regard to Time, Content and Location Flexibility of the Employees increase significantly The use of mobile Devices provides support in the Industry 4.0 Production (e.g. Allocation of Orders to Employees Groups in real Time, Agreements on Working Hours) F12

13 Study on the Manufacturing Work of the Future Objective of the Study: Expectations on the Manufacturing Work Understanding, Expectation and Background of»industry 4.0«Integrate Industry 4.0 in the context of today s Expectations on the Manufacturing Work Examined Aspects: Flexibility Manufacturing Control Automation Mobile Devices Interfaces Product Development / Manufacturing»Industry 4.0«vs. Human»Industry 4.0«vs. Lean»Industry 4.0«vs. CIM F13

14 Results Flexibility Flexibility is further on the Key Factor for Manufacturing Work in Germany even more short term in the future as today. How important is the flexible Employment of your Manufacturing Employees today and in the next five Years? (very) important 94,1% So many companies Flexibility has always been a topic for the companies. Additionally, employees demand flexibility today. Working time and life time are today more closely related than in the past. Volatile markets and a rigid system regarding the working time this does not go together. *** 56% 41% have strong volatility regarding the personnel capacity requirements today 44% today in 5 years 96,8% see significant short term volatility in the future 60% (Hr. Glatz, VDMA) 27% 47% 15% 11% From month to month From week to week From day to day Within a day [*** Please refer to the original statement in German language] F14

15 Results»Industry 4.0«vs. CIM Decentralised Control Mechanisms will increase; an complete Autonomy of decentralised and self-controlled Objects will not exist in the foreseeable Future. Is it possible to identify the events in the production through technical systems without human cooperation? Yes 16,3% Partly/partly No How high is your effort for short-term control and coordination in the Manufacturing Process? (very) high Neither nor 24,8% 23,2% 58,9% 61,9% It is not imperious today to start from a deterministic model. Implicitly, special procedures are provided with disturbances. In this way, unpredictable events can be also managed. [ ] The factory should be directed in a computer-integrated way, but also highly developed in its autonomy degree so that it can manage unpredictable events. *** (very) low 14,8% [*** Please refer to the original statement in German language] F15

16 Results Automation Automation will be possible for more and more Small Series however, the Human Work remains important in the Manufacturing Process. How important will the human role be for the production in the next five years (planning, control, execution, monitoring)? (very) important 96,9% Partly/partly 2,8% (very) unimportant 0,6% (Foto: Deutz) I think, that the factory of the future will be without people as today offices are free of papers. (Dr. Diegner, ZVEI) *** [*** Please refer to the original statement in German language] F16

17 Results of the Study an Overview Automation is possible for more and more small series however, the human role remains important in the production process. Flexibility should be target-oriented and organized systematically in the future general flexibility will not be sufficient any further. Industry 4.0 means more than CPS networking. The future includes intelligent data assimilation, storage and distribution of objects and humans. Decentralized control mechanisms will increase; an entire autonomy of decentralized and self-controlling objects will not exist in the foreseeable future. Tasks of the traditional production and knowledge work will further grow together. Production workers will take over tasks of the product development. 6. Employees will have to be qualified for shorter, less predictable work activities on-the-job. How can we successfully design the expected Change and implement it in the future Work Environment? F17

18 Industry 4.0 People and Objects decide together I m in charge of filling up the depot. Switch on! Not possible on Saturday. Depot empty. Please, fill! Customer order: 50 gears till Monday Capacity fully booked till Friday! I can work this Saturday. I have to be at the shipping area in 2 hours! F18

19 IAO Contribution for»industry 4.0«11/2013 Project start Preparation (acatech, Forschungsunion) Working Groups Forschungsunion 07/2013 Project start 01/2014 Project start 12/ Call (BMBF) 09/2012 Start of first Projects 06/2012 & 02/ /3. Call (BMBF) 06/2013 Publication F19

20 Industry KapaflexCy Project Self-organized Capacity Flexibility in Cyber-Physical-Systems F20

21 KapaflexCy Solution Approach»Real-Time«- Data Resources Capacity Broker Agreement... Capacity coordination Mobile ICT for Employees in the Shop Floor as well Access to real-time Information Group Communication»Social Group Decisions«for the effective Decision making Decentralized Working Groups BDE, MDE, Control ERP, MES CPS- Engine BIS Interfaces Control BDE, MDE, ERP HR Visualizer Capacity Requ. Capacity Offer Escalation Personalizer Competencies Profile Information Distribution Location Mobile devices Web service, Apps Security, Access Geo-location F21

22 Industry MetamoFAB Project Transformation to CPS Factories Start: 11/2013 Duration: 36 months Research Fields: Rules, Methods and Tools for decision-making in CPS Production Environments New flexible Organizational Structures in CPS Factories Method for easy Handling of Transformation Assessment of CPS based Business Models Transformation of Brown Fields to networked and intelligent CPS (Cyber Physical Systems) Factories F22

23 MetamoFAB - Transformation to CPS Factories Research Questions Where does the journey go? Blue prints Reference models for the transformation Who participates in the travel? Enabling the entities of the intelligent and networked factory: Human/workers Machines and Products IT &Smart factory elements How is the direction determined? Networked organization and processes, Rules for networked decision-making in CPS production How is the direction kept? Virtual validation (planned/actual) Hardware in the loop Real-time simulation environment Transformation cockpit How to follow? Enabler of the metamorphosis Methods and guidelines for transformation management CPS based business model Chaordic, agile, intelligent, networked, self-organizing, -governing, -learning, -adapting, -innovating etc. F23

24 A Kind of Conclusion Industry 4.0 is a strategic Initiative and with its Dual Strategy will have a significant Impact on the Manufacturing Industry can be an enormous Competitive Advantage and has a huge economic Potential gives new Opportunities and Requirements for modern PLM Systems changes the Manufacturing Work of the Future as People and Object will decide together needs some Transformation and Change to become a real Factory 4.0 F24

25 When the Wind of Change blows, some People build Walls, others build Windmills. (Chinese Proverb) Working for the Future. Source: fotolia F25

26 Thank You! Frank Wagner Adj. Prof. (QUT) Dr.-Ing. Head of Competence Centre R&D-Management Phone Fraunhofer IAO Nobelstrasse Stuttgart Germany F26

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