44 th CIRP Conference on Manufacturing Systems. Program

Transcription

1 44 th CIRP Conference on Manufacturing Systems May 31 June 3, 2011 Madison, WI, USA Program MANUFACTURING SYSTEMS ENGINEERING UNIVERSITY OF WISCONSIN-MADISON

2 Welcome From Neil A. Duffie, Conference Chair Welcome to the University of Wisconsin-Madison and the 44th CIRP Conference on Manufacturing Systems. This conference has a long history of bringing together researchers from the wide field of manufacturing systems engineering, and we are delighted to be hosting it this year in Madison. The conference provides an unparalleled international forum for researchers to discuss the state of the art and innovation in the field of manufacturing production and logistics, and to disseminate their recent advances and ideas in this area. Today, the New World of manufacturing is truly global, and other New Worlds of cyber, micro/nano and bio technologies are being developed in exciting manufacturing research programs with the view of their integration into new products and manufacturing systems that will change the future as dramatically as laptops and smart phones have changed the present. Such futuristic thinking is addressed in the conference proceedings by technical papers from authors of some 22 nationalities on topics ranging from production networks to service engineering to nanomanufacturing. The conference site, which surrounds the beautiful atrium of the newly remodeled Mechanical Engineering Building on the University of Wisconsin-Madison campus, will host formal presentations on these topics and will foster informal discussions and relationship-building between international participants. The Organizing Committee would like to express its gratitude to the members of the International Program Committee for their insight and professionalism in reviewing proposed papers and providing priceless advice to the Organizing Committee and the authors. We would like to thank our sponsors and College of Engineering for their support and encouragement and, finally, we would like to thank you for participating! We are sure that you will find the conference intellectually stimulating and professionally productive, and we are sure that you will find that the City of Madison and its great University live up to their international reputation for scholarship, business, sports, nightlife and the arts. Professor Neil A. Duffie, Chair 44th CIRP Conference on Manufacturing Systems Department of Mechanical Engineering University of Wisconsin-Madison i

3 Prof. E. Abele Prof. L. Alting Prof. C. Andersson Prof. J. Aurich Prof. H. Bley Prof. K. Bouzakis Prof. P. Butala Prof. G. Byrne Prof. J. Cao Prof. G. Chryssolouris Dr. C. Constantinescu Prof. P. Cunha Dr. D. D Addona Prof. B. Denkena Prof. J. Duflou Prof. H. ElMaraghy Prof. E. Frazzon Prof. R. Gao Prof. P. Gu Prof. C. Herrmann Prof. J. Jawahir Prof. F. Jovane Prof. H. Karimi Prof. F. Kimura Prof. A. Kjellberg Dr. P. Kuhlang Prof. G. Lanza Prof. S. Liang Prof. L. Laperriere Prof. T. Lien Prof. H. Loedding Prof. E. Lutters Patti Thompson Conference Planning Services Manager Deborah Curry Conference Planning Services Specialist Angela Chopp Registrations Supervisor Mechanical, Industrial & Systems Engineering College of Engineering University of Wisconsin-Madison Committees Chairs: Prof. Neil A. Duffie Prof. Marvin F. DeVries (honorary) Co-Chairs: Prof. Ananth Krishnamurthy Prof. Jingshan Li Prof. Xiaochun Li Prof. Tim A. Osswald Prof. Frank E. Pfefferkorn Prof. Leyuan Shi Prof. Dharmaraj Veeramani Prof. Shiyu Zhou International Program Committee Prof. V. Majstorovich Prof. K. Matyas Prof. H. Meier Prof. M. Mitsuishi Prof. L. Monostori Prof. D. Mourtzis Prof. A. Nee Prof. P. Nyhuis Prof. G. Putnik Prof. K. Rajurkar Prof. R. Roy Prof. M. Santochi Prof. B. Scholz-Reiter Prof. J. Schuetze Prof. G. Seliger Prof. W. Sihn Conference Planning Services Christopher Sholke Tammy Blankenheim Hosting Departments University of Wisconsin-Extention Prof. A. Sluga Prof. S. Smith Prof. J. Sutherland Prof. R. Teti Prof. S. Tichkiewitch Prof. K. Tracht Prof. M. Tseng Prof. K. Ueda Prof. H. Van Brussel Prof. F. Van Houten Prof. J. Vancza Prof. E. Westkaemper Prof. H-.P. Wiendahl Prof. R. Wilhelm Prof. K. Windt Prof. M. Zaeh ii

4 Table of Contents Conference Program Welcome Reception at the Wisconsin Institutes for Discovery Tuesday, May 31, 2011: 6:00 PM-8:00 PM Plenary Session Wednesday, June 1, 2011: 9:00 AM-10:30 AM Dean Paul S. Peercy Prof. Fred van Houten Prof. Lih-Sheng Tom Turng Sustainable Manufacturing Wednesday, June 1, 2011: 11:00 AM-5:30 PM 11:00 AM Material Flow Cost Accounting Proposals for Improving the Evaluation of Monetary Effects of Resource Saving Process Designs...1 Ronny Sygulla, Annett Bierer, Uwe Goetze 11:30 AM Visualization of Environmental Impacts for Manufacturing Processes using Virtual Reality...1 Christoph Herrmann, Andre Zein, Wessel W. Wits, Fred J.A.M. Van Houten 12:00 PM Data Requirements and Representation for Simulation of Energy Consumption in Production Systems...2 Anders Skoogh, Bjorn Johansson, Lars Hanson 2:00 PM A Systematic Approach to Resource-Efficient Process Planning for Low-Carbon Manufacturing...2 Xiangqian Shi, Horst Meier 2:30 PM A Lean Sustainable Production Assessment Tool...2 Glenn W. Kuriger, Yue Huang, F. Frank Chen 3:00 PM A Model for Sustainability Assessment of Manufacturing System Reuse: Case Study in a Developing Country...2 A. Ziout, Waguih ElMaraghy, S. Altarazi 4:00 PM Polymer Water as Optimal Cutting Fluid: Analysis of Environmental Advantages...3 Andre Zein, Gerlind Oehlschlaeger, Christoph Herrmann 4:30 PM Demand Driven Recycling in Value Creation Cycles...3 Steffen Heyer, Guenther Seliger 5:00 PM CSM-Hotel A new Manufacturing Concept for Small and Medium Enterprises...3 Hasse Tapani Nylund, Ville Toivonen, Kai Salminen, Reijo Tuokko Design of Manufacturing Systems - I Wednesday, June 1, 2011: 11:00 AM-5:30 PM 11:00 AM Design Metaphors for physically based Virtual Commissioning...3 Gunther Reinhart, Frederic-Felix Lacour 11:30 AM Virtual validation of material provisioning in assembly in the automotive industry...4 Karl-Josef Wack, Thomas Baer, Steffen Strassburger iii

5 12:00 PM Design of Mixed Model Assembly Lines Simulation based Planning Support...4 Philipp Halubek, Christoph Herrmann 2:00 PM Risk assessment of hybrid manufacturing technologies for ramp-up projects...4 Bastian Nau, Andreas Roderburg, Fritz Klocke, Hong Seok Park 2:30 PM Lifecycle-based Technology Planning and Assessment of Machine Tools within the Aviation Industry...4 Berend Denkena, Mark Eikoetter 3:00 PM The critical role of design information for improved equipment supplier integration during production system design...5 Jessica Bruch, Monica Bellgran 4:00 PM Flexibility Consideration in the Design of Manufacturing Systems: An industrial case study...5 Dimitris Mourtzis, Kosmas Alexopoulos, George Chryssolouris 4:30 PM Noise Investigation in Manufacturing...5 Xiang Yang, Simon Schroeder, Martin Bertram, Tim Biedert, Hans Hagen, Jan C. Aurich 5:00 PM A Framework for Enabling Flexibility Quantification in Modern Manufacturing System Design Approaches...5 George Michalos, Sotiris Makris, Nikolaos Papakostas, George Chryssolouris Service Engineering Wednesday, June 1, 2011: 11:00 AM-5:30 PM 11:00 AM A proposal for service design support system using knowledge from Web resources...6 Yasuyuki Kitai, Kazuhiro Oki, Koji Kimita, Kentaro Watanabe, Ryosuke Chiba, Yoshiki Shimomura 11:30 AM Adopting the Manufacturing Service Bus in a Service-based Product Lifecycle Management Architecture...6 Stefan Silcher, Jorge Minguez, Bernhard Mitschang 12:00 PM Providing Coordination and Goal Definition in Product-Service Systems through Service-oriented Computing...6 Jorge Minguez, David Baureis, Donald Neumann 2:00 PM Simulation Modelling for Availability Contracts...6 Sarocha Phumbua, Benny Tjahjono 2:30 PM Development of Product-Service Systems in the Fuzzy Front End of Innovation...7 David Baureis, Lena Wagner, Joachim Warschat 3:00 PM Qualification of global Tool Monitoring via virtual Platforms...7 Guenther Schuh, Jens Arnoscht, Magdalena Voelker 4:00 PM Game Theoretic Modeling and Multiagent Simulation of Membership-type Services...7 Nariaki Nishino, Kousuke Fujita, Kanji Ueda 4:30 PM Contents Parameter Design using Multi-Objective Particle Swarm Optimization for Service Improvement...7 Ryosuke Chiba, Fumiya Akasaka, Takeshi Tateyama, Kentaro Watanabe, Yoshiki Shimomura 5:00 PM Towards Intelligent Manufacturing: Equipping SOA-based Manufacturing Architectures with advanced SLM Services...8 Jorge Minguez, Stefan Silcher, Bernhard Mitschang, Engelbert Westkaemper iv

6 Advanced Polymer and Composites Engineering Wednesday, June 1, 2011: 11:00 AM-5:00 PM 11:00 AM Polymer Powders for Selective Laser Sintering Production and Characterization...8 Dominik Rietzel, William Aquite, Dietmar Drummer, Tim Osswald 11:30 AM Manufacturing Polymer Micropellets and Powders using Rayleigh Disturbances...8 William Aquite, Martin Launhardt, Tim Osswald 12:00 PM Roller imprinting of optical film with continuous ball-shape micro-lens arrays using a seamless roller mold...8 Yung-Chun Lee, Wen-Hui Lee, Hong-Wei Chen, Fei-Bin Hsiao 2:00 PM High Precision Plastic Parts for Optical Applications by Compression Induced Solidification (CIS)...9 Natalie Rudolph, Tim Osswald 2:30 PM Artificial neural network approach for injection mould cost estimation...9 Zsolt Janos Viharos, Balazs Miko 3:00 PM Development of short fiber-reinforced plastic front side panels for weight-reduced automobiles...9 Xuan-Phuong Dang, Hong Seok Park, Andreas Roderburg, Bastian Nau 4:00 PM Experimental Investigation Into the Effects of Fountain Flow on Fiber-Matrix Separation in Fiber Reinforced Injection Molded Parts...9 Hashim Al-Zain, Tim Osswald 4:30 PM Influence of Expansion Injection Moulding (EIM) upon Part Properties...10 Dietmar Drummer, Karoline Vetter Optimization of Manufacturing Systems - I Wednesday, June 1, 2011: 11:00 AM-5:30 PM 11:00 AM Analysis of Quality Improvability and Bottleneck Transitions in Flexible Manufacturing Systems: A System-theoretic Approach...10 Junwen Wang, Jingshan Li, Jorge Arinez, Stephan Biller 11:30 AM Incorporating Contract Decision to Supply Chain Optimization...10 Sisi Yin, Tatsushi Nishi 12:00 PM Solution of Polynomial Equation Arising in Evaluation of Two-Machine, One Buffer Multiple Parallel or Serial Failure Problems...10 Alireza Fazlirad, Theodor Freiheit 2:00 PM Performance Analysis of Unit-load Transfer Systems in Multi-Tier Warehouses with Autonomous Vehicles...11 Debjit Roy, Ananth Krishnamurhty 2:30 PM Dynamic Optimization of Manufacturing Systems to Minimize Life Cycle Costs...11 Gisela Lanza, Steven Peters 3:00 PM Co-Analysing Situations and Production Control Rules in a Large-Scale Manufacturing Environment...11 Botond Kadar, Andras Pfeiffer, Laszlo Monostori, Zoltan Ven, Gergely Popovics v

7 4:00 PM Quality analysis of an Algorithmic Design Solution for a Reconfigurable Manufacturing System...11 Aamer Ahmed Baqai, Jean-Yves Dantan, Ali Siadat, Patrick Martin 4:30 PM Change Drivers and Adaptation of Automotive Manufacturing...12 Carina Loeffler, Engelbert Westkaemper, Karl Unger 5:00 PM Model-Based Enterprise for Manufacturing...12 Simon Frechette Production Networks Thursday, June 2, 2011: 8:30 AM-4:30 PM 8:30 AM Modeling of Communication Processes in Collaborative Production Networks...12 Jens Schuetze, Heiko Baum, Michael Krause, Egon Mueller 9:00 AM Modeling and Simulation of Quality Control Strategies in Value-Added-Networks under Consideration of Individual Target Systems and Product Characteristics using Software Agents...12 Johannes Book, Gisela Lanza 9:30 AM Economic Optimization and Assessment for Sustainable Product and Closed-loop Supply Chain Design...13 Haritha Metta, Fazleena Badurdeen 10:30 AM Synchronous Method and Engineering Tool for the Strategic Factory Planning and the Network Planning...13 Omar Abdul Rahman, Jens Michael Jaeger, Carmen Constantinescu 11:00 AM A Sustainability-Based Approach to Supplier Selection, Quantity Allocation and Risk Reduction in Global Supply Chains...13 Vivek Kumar Dubey, Dharmaraj Veeramani 11:30 AM Source Selection for Spare Part Supply...13 Kirsten Tracht, Michael Mederer, Daniel Schneider 12:00 PM Towards Ubiquitous Manufacturing Systems: ICT Infrastructure for a Global Manufacturing Network...14 Rok Vrabic, Gasper Skulj, Alojzij Sluga, Peter Butala 2:00 PM Identification of constitutive characteristics for configuring adaptable logistics chains...14 Wilfried Sihn, Markus Florian, Henrik Gommel 2:30 PM Considerations on a contemporary Flexibility Approach...14 Herwig Winkler, Gottfried Seebacher 3:00 PM An Approach to Negotiation-Based Alignment of Manufacturing and Transportation Systems along Global Production Networks...14 Bernd Scholz-Reiter, Christoph Schwindt, Enzo Morosini Frazzon, Thomas Makuschewitz 4:00 PM A Reference Model for Sustainable and Collaborative Supply Chain of small series production in Textile, Clothing and Footwear Industry...15 Rosanna Fornasiero, Emanuele Carpanzano, Valentina Franchini vi

8 Dynamics of Manufacturing Systems - I Thursday, June 2, 2011: 8:30 AM-12:30 PM 8:30 AM A Control-based Modeling Approach to Changeable Manufacturing...15 Peter Nyhuis, Hoda ElMaraghy, Ahmed Azab, Julia Pachow-Frauenhofer 9:00 AM Modeling the Control System Infrastructure for Autonomous Logistics Processes...15 Bernd Scholz-Reiter, Steffen Sowade, Daniel Rippel 9:30 AM Dynamic manufacturing costs - Describing the dynamic behaviour of downtimes from a cost perspective...16 Mathias Jonsson, Per Gabrielson, Carin Andersson, Jan-Eric Stahl 10:30 AM Flow control in production logistic networks...16 Till Becker, Moritz Beber, Katja Windt, Marc-Thorsten Huett 11:00 AM Simulation as a tool in Self Adaptive Control for Flexible Assembly Systems...16 Azrul Azwan, Abdul Rahman, Guenther Seliger 11:30 AM Application of Learning Pallets in hybrid Flow- Open Shop Scheduling; using Artificial Intelligence...16 Afshin Mehrsai, Bernd Scholz-Reiter 12:00 PM Design and implementation of distributed and adaptive control solutions for Reconfigurable Manufacturing Systems...17 Anna Valente, Emanuele Carpanzano, Alessandro Brusaferri Production Planning Thursday, June 2, 2011: 8:30 AM-3:30 PM 8:30 AM Production Structure Calendar A Strategic Planning Tool...17 Gunther Reinhart, Johannes Pohl 9:00 AM Analysing and Planning of Engineering Changes in Manufacturing Systems...17 Rene Christian Malak, Xiang Yang, Jan C. Aurich 9:30 AM Systematic Procedure for Leveling of Low Volume and High Mix Production...17 Fabian Bohnen, Matthias Buhl, Jochen Deuse 10:30 AM Classification of interdependent planning restrictions and their various impacts on long-, mid- and short term planning of high variety production...18 Stefan Auer, Lothar Maerz, Hansjoerg Tutsch, Wilfried Sihn 11:00 AM Efficient preparation of digital production validation...18 Karl-Josef Wack, Franz Otto, Martin Manns, Steffen Strassburger 11:30 AM Production Scheduling with Social Contract Based Approach for Real-Virtual Fusion Manufacturing System...18 Yi Qian, Nobutada Fujii, Toshiya Kaihara, Susumu Fujii, Toyohiro Umeda 12:00 PM Managing Production Performance with Overall Equipment Efficiency (OEE) - Implementation Issues and Common Pitfalls...18 Carin Andersson, Monica Bellgran 2:00 PM Extracting process time information from large-scale noisy manufacturing event logs...19 David Karnok, Laszlo Monostori vii

9 2:30 PM Automatic recognition of manufacturing processes on the basis of technical drawings...19 Stefan Punz, Peter Hehenberger, Ira Shanker, Klaus Zeman 3:00 PM Fundamental approach to standardize the application of Value Stream Mapping...19 Peter Kuhlang Manufacturing Processes - I Thursday, June 2, 2011: 8:30 AM-5:00 PM 8:30 AM A Hybrid Approach to Defect Diagnosis in Rotary Machines...19 Jinjiang Wang, Robert X. Gao, Ruqiang Yan 9:00 AM Event-Driven Sensing for Energy Efficient Manufacturing System and Process Monitoring...20 Timothy Kurp, Robert X. Gao, Sripati Sah 9:30 AM A Proposal of BPMN Extensions for the Manufacturing Domain...20 Sema Zor, Frank Leymann, David Schumm 10:30 AM Development of a Novel Superfinishing Apparatus for Controlled Texturing of Functional Surfaces...20 Lanny Kirkhorn, Kenneth Frogner, Tord Cedell, Mats Andersson, Jan-Eric Stahl 11:00 AM Surface Topography Characteristics for Improving Drug Adhesion in Laser Textured Stents...20 Michelle Kay Buehler, Pal Molian 11:30 AM Model Guided Pulsed Laser Micro Polishing of H13 Tool Steel...21 Madhu Vadali, Chao Ma, Neil Duffie, Xiaochun Li, Frank Pfefferkorn 12:00 PM Effect of Fluid Medium on Laser Machining of Polycrystalline Cubic Boron Nitride Tool...21 Ammar Melaibari, Pal Molian, Pranav Shrotriya 2:00 PM Industrial heating using energy efficient induction technology...21 Kenneth Frogner, Mats Andersson, Tord Cedell, Leif Svensson, Peter Jeppsson, Jan-Eric Stahl 2:30 PM Combination of Speed Stroke Grinding and High Speed Grinding with Regard to Sustainability...21 Barbara Sabine Linke, Michael Duscha, Fritz Klocke, David Dornfeld 3:00 PM A pre-stress die design method for cold backward extrusion by FE analysis...22 Chin Tarn Kwan, Chun Chin Wang 4:00 PM The Effects of Cold and Cryogenic Treatments on the Machinability of Beryllium-Copper Alloy in Electro Discharge Machining...22 Yakub Yildiz, Murali Meenakshi Sundaram, Kamlakar Rajurkar, Muammer Nalbant 4:30 PM Manufacturing Analysis of Hybrid Energy Manufacturing Processes and Application to the Copper Chemical Mechanical Planarization/Polishing Process...22 Chao-Chang Chen, Chi-Hsiang Hsieh Optimization of Manufacturing Systems - II Thursday, June 2, 2011: 8:30 AM-12:00 PM 8:30 AM System Properties of Multi-product Systems with Setup Times and Finite Buffers...22 Wei Feng, Li Zheng, Na Li viii

10 9:00 AM An ASP Approach to Adaptive Setup Planning and Merging for Available Machines...23 Lihui Wang 9:30 AM Impact of Product Variety on Performance of Multi-product Batch Production Systems...23 Divya Seethapathy, Ananth Krishnamurthy 10:30 AM A Mathematical Optimization Model to Generate Post-series Production Strategies...23 Yvonne Finke, Jochen Deuse 11:00 AM Effect of Quality of Advance Demand Information in Kanban Controlled Manufacturing Systems...23 Deng Ge, Ananth Krishnamurthy 11:30 AM Operation-Dependent Maintenance Scheduling in Flexible Manufacturing Systems...24 Merve Celen, Dragan Djurdjanovic Design of Manufacturing Systems - II Thursday, June 2, 2011: 2:00 PM-5:30 PM 2:00 PM Flexible Connection of Product and Manufacturing Worlds: Concept, Approach and Implementation...24 Carmen Constantinescu, Andreas Kluth 2:30 PM Complexity Mitigation in Mixed-model Assembly Systems Using Product Variant Differentiation...24 He Wang, Hui Wang, Jack Hu 3:00 PM A Framework Supporting Concurrent Product Family and Manufacturing System Synthesis Decision Making...24 Emmanuel Francalanza, Jonathan Borg, Carmen Constantinescu 4:00 PM Products Features Dependency Inference using Bayesian Networks for New Product Design...25 Mohmmad Hanafy, Hoda A. ElMaraghy 4:30 PM Product cost estimation during design phase...25 Dimitris Mourtzis, Konstantinos Efthymiou, Nikolaos Papakostas 5:00 PM A comprehensive survey on vehicle crash and road safety devices manufacturing...25 Witold Pawlus, Hamid Reza Karimi, Kjell Robbersmyr Nanomanufacturing & Nanoproduction Thursday, June 2, 2011: 2:00 PM-5:30 PM 2:00 PM Integrated Nanomanufacturing and Nanoinformatics...25 Qiang Huang 2:30 PM Polymer Nanomanufacturing of Micro/Nanofluidic Chips for Drug/Gene Delivery Applications...26 Lei Li, Yun Wu, Xi Zhao, Keliang Gao, Pouyan Boukany, Allen Y. Yi, L. James Lee 3:00 PM PARALLEL High-Speed PLASMONIC Nano-lithography...26 Cheng Sun 4:00 PM A Novel Mechanical Nanomanufacturing Technique: Nanomilling...26 Bulent Arda Gozen, Burak Ozdoganlar ix

11 4:30 PM Towards Real-time Detection of Incipient Surface Variations in Ultra-Precision Machining Process...26 Satish Bukkapatnam, Prahalad Rao, Omer Beyca, James Kong, Ranga Komanduri 5:00 PM A Comparative Study on Clustering Indices for Distribution of Nanoparticles in Metal Matrix Nanocomposites...27 Qiang Zhou, Li Zeng, Michael De Cicco, Xiaochun Li, Shiyu Zhou Conference Banquet Thursday, June 2, 2011: 6:30 PM-9:00 PM Maintenance Logistics Friday, June 3, 2011: 8:30 AM-12:30 PM 8:30 AM Integrated planning and control of maintenance and production...27 Berend Denkena, Stefan Kroening, Peter Bluemel 9:00 AM Maintenance as an integrated optimization criterion in development life cycles...27 Leo A.M. Van Dongen, Eric Lutters, Fred J.A.M. Van Houten 9:30 AM Knowledge Platform as a New Tool for Maintenance...27 Sebastian Wenzel, Gerhard Bandow 10:30 AM Modeling and Analysis of Maintenance Costs...28 Carin Andersson, Mathias Jonsson, Jan-Eric Stahl 11:00 AM Process Model for a Utilization-Based Maintenance of Logistics Systems...28 Sebastian Wenzel, Gerhard Bandow, Ka-Yu Man 11:30 AM Simulation of the Maintenance Process in an Aircraft Engine Maintenance Company...28 Christoph Remenyi, Stephan Staudacher, Nicole Holzheimer, Stephan Schulz 12:00 PM State of the Art of Simulation Applications in Maintenance Systems...28 Abdullah Alabdulkarim, Peter D. Ball, Ashutosh Tiwari Dynamics of Manufacturing Systems - II Friday, June 3, 2011: 8:30 AM-12:00 PM 8:30 AM Exploring the Dynamics of Volume Flexibility...29 Amir Arafa, Waguih ElMaraghy 9:00 AM Mastering Volatile Demands in Car Manufacturing...29 Lars Weyand, Helmut Bley 9:30 AM Analyzing and Improving the Schedule Reliability of Industrial Companies...29 Hermann Loedding, Arif Kuyumcu 10:30 AM Dynamics of Autonomously-Acting Parts and Work Systems in Production and Assembly...29 Oliver Jeken, Neil Duffie, Katja Windt, Henning Rekersbrink 11:00 AM Combined Periodical and Reactive Control in Multi-item Production-inventory System...30 Henri Tokola, Esko Niemi 11:30 AM Bio-inspired capacity control for production networks with autonomous work systems...30 Bernd Scholz-Reiter, Hamid Reza Karimi, Neil Duffie, Thomas Jagalski x

12 Knowledge Management Friday, June 3, 2011: 8:30 AM-12:00 PM 8:30 AM Organizational capability management for improving performance of global production networks...30 Alain Bernard, Philippe Rauffet, Catherine Da Cunha 9:00 AM Managing a Company s Know-how-Strategy in Global Production Networks by a Strategic Portfolio...30 Philipp Kuske, Eberhard Abele 9:30 AM A Knowledge Management Approach for the Integration of Manufacturing and Logistics in Global Production Networks...31 Enzo Morosini Frazzon, Sergio Adriano Loureiro, Orlando Fontes Lima Jr., Bernd Scholz-Reiter 10:30 AM Configuration of Factories and Technical Processes: Which Role Plays Knowledge Modelling?...31 Martin Landherr, Carmen Constantinescu 11:00 AM Employee Orientation as Basic Requirement for the Sustainable Success of Lean Production Systems...31 Sven Schulze, Uwe Dombrowski, Tim Mielke 11:30 AM Adaptive information technology in manufacturing...31 Olaf Sauer, Juergen Jasperneite 12:00 PM Guidelines for Human-based Implementation of Lean Production...32 Yilmaz Uygun, Stephan Ulrich Wagner Manufacturing Processes - II Friday, June 3, 2011: 8:30 AM-12:00 PM 8:30 AM Analysis and Improvement of the Wear Behaviour of Contaminated Ball Screws...32 Tuerker Yagmur, Christian Brecher 9:00 AM Machining of Ti-6Al-4V Super alloy with Using High Pressure Jet Assisted Cooling...32 Oguz Colak, Ahmet Cini, Lokman Yunlu, Cahit Kurbanoglu 9:30 AM Study of Minimum Quantity Cooling (MQC) on the tool temperature in milling operations...32 Christophe Diakodimitris, Patrick Hendrick, Youssef Ragy Iskandar 10:30 AM Micro Process Planning for an Actual Machine Tool with Updatable Machining Database...33 Shinji Igari, Fumiki Tanaka, Masahiko Onosato 11:00 AM A CAM-integrated Virtual Manufacturing System for Complex Milling Processes...33 Wolfram Lohse 11:30 AM Pre-tensioning fixture development for machining of thin-walled components...33 Jiayuan He, Yan Wang, Nabil Gindy xi

13 Fundamental approach to standardize the application of Value Stream Mapping P. Kuhlang 1, C. Morawetz 1, W. Sihn 1, K. Wagner 2 1 Vienna University of Technology and Fraunhofer Austria Research GmbH Theresianumgasse 27, Vienna, Austria 2 Procon Unternehmensberatung GmbH, Saarplatz 17, Vienna, Austria Abstract The systematic improvement of processes is practically realised in the industry and economy by operating a Process Management (PcM) System. Many authors also recommend a systematic repetition of Value Stream Mapping (VSM); but the global experiences in applying VSM do more or less indicate a single or punctual application of VSM to improve processes or value streams. The findings discussed in this paper describe the systematic embedding of Value Stream Mapping into the life cycle of a Process Management System using the principles of innovation and continuous improvement. Thus the Process Management System enables a systematic, regularly repeating application of VSM by extending its 4-step-procedure. One suitable way to standardise the application of VSM is specified in this paper on a theoretical base to make this approach international applicable. Keywords Value Stream Mapping, Process Management, Process Life Cycle 1 INTRODUCTION Practical application and current research activities have shown similarities between the approach of Process Management (PcM) and the approach of Value Stream Mapping (VSM) in many aspects. It is obvious, that a combination of these two methods provides mutual benefits and synergies and offers the opportunity for improved new procedures to apply these methods. Own practical experiences in VSM projects as well as the scientific discourse in the German-speaking world indicate a clear need to standardise the firm integration of VSM in improvement routines. This is the way to attain systematic improvement of processes lasting, recurrently and on a regular basis. VSM is an internationally used, successful method usually applied in single projects with high innovative impacts and should be developed towards a more continuous application by being embedded into a systematic Process Management approach. Process Management presents a systematic and cultivating approach, which does not exist in the VSM projects accomplished based on the Rothers and Shooks [1] approach. So far only a repeated application of the 4 step method is recommended, but it is not described explicitly [2]. A procedure for a systematical and recurring application does not exist yet. These days a systematic Process Management System has been introduced and approved in countless enterprises. The following remarks show from a theoretical point of view how the embedding of VSM into a systematic Process Management System can be realised and enabling VSM to become a part of phases of the Process Life Cycle at the same time. 2 FUNDAMENTAL PRINCIPLES TO SYSTEMATISE VSM All natural systems and therefore processes too, are constantly changing. A process, that has once reached a certain performance level, is likely to lose that level in a natural way. Standards - such as aims and guidelines - stabilize the process on the achieved performance level in an ideal-typical way. Improvements to push processes to a higher performance level can be achieved by innovation and continuous improvement. These are the two different principles that can realize improvements for the increase in the performance level of a process. Both principles need a different amount of time and both should be utilized in organisations. Small, continuous improvement steps often need more time to obtain a higher performance level than innovation leaps which lead to a generally higher level of process performance within a shorter period of time. Innovation usually means a radical improvement with crucial changes. Innovation leaps are discontinuous, often initiated by strategic decisions that are usually highly complex and interdisciplinary. Continuous improvement means evolutionary improvement measures with slight modification steps, stabilize and incrementally increase an accomplished state of performance level even further. 3 DEFINITION OF PROCESS AND VALUE STREAM As indicated in Figure 1, processes have inputs and outputs that confine a process to the contiguous processes (upstream and downstream) and fulfill the process purpose. The input (to be considered as an activated incident), the actual process flow and the required resources as well as the output (outcome) are basic parameters to define a process. Processes are confined on a temporarily base as well as with regards to the content. Within the process the responsibilities for the sub-processes/activities are defined as well as the required information. The process objectives are derived top-down from the overall business objectives. They can cover general quality aspects of the business such as cost and time aspects. The commitment of process responsibilities completes the required parameters of a process [3].

14 Figure 1: Process definition [3] A value stream includes all activities, i.e. value-adding, non-value-adding and supporting activities that are necessary to create a product (or to render a service) and to make this available to the customer. This includes the operational processes, the flow of material between the processes, all control and steering activities and also the flow of information (see Fig 2). Taking a value stream view means considering the general picture of an organisation and not just individual aspects [4]. Figure 2: Picture of a value stream (the so-called value stream map) 4 VALUE STREAM DESIGN AND PROCESS MANAGEMENT 4.1 Value Stream Design VSM was originally developed as a method within the Toyota Production System [5] and is an essential element of Lean Management [6]. It was first introduced as an independent methodology by Mike Rother and John Shook. VSM is a simple, yet very effective, method to gain a holistic overview of the status of the value streams within an organisation. Based on the analysis of the current status, flow-oriented value streams are planned and implemented for the target-status. In order to assess possible improvement potential, VSM considers, in particular, the entire operating time compared with the overall lead time. The greater the distinction between operating and lead time the higher the improvement potential [7,8,9]. By defining future states, VSM uses a 4- Step approach including an action plan to describe necessary actions and activities (what, by whom, until when) to improve the value stream/process. Originally the method was described only for simple and discrete production process chains, but quickly the need for an extension towards mixed model value streams was discovered. Erlach and Duggan described approaches dealing with that [8,10].VSM was primarily developed as a method for the improvement of production processes. Therefore, Rother and Shook have defined seven guidelines for establishing an efficient, customer-oriented value stream. Meanwhile, Fraunhofer Austria has defined eight guidelines to do so [11] and introduced further advancement of VSM by combining it with MTM (Methods-Time Measurement) [12] to increase productivity and lead time. Furthermore, the method VSM has been adapted to the needs of administrative processes. Therefore, alternative guidelines and new ways of visualization have been defined by Wiegand [13,14]. 4.2 Process Management Process Management causes a sustainable improvement of working procedures in the organizational structure: Activities are geared towards the added value. Process Management is the combination of activities which includes the planning and monitoring of a process. It is also the application of knowledge, skills, tools, techniques and systems to define, visualize, measure, control, report and improve processes with the goal to meet customer requirements profitably. This improves the employees incentive to work, because they are able to recognize the importance of their contributions in the overall context. The hub in the Process Management concept is the Process Life Cycle (see Fig. 3 for a basic principle diagram).

15 Anforderun g der Kunden/ vom Markt rechtzeitig e Lieferung zuverlässi ge Wartung strategisch planen Projek t- Anfra ge Anfrage Wartung Unternehmen organisieren Management-Prozesse Unternehmen steuern Personal entwickeln Geschäftsprozesse operativ planen Angeb Projektot Anfrage VertragsVertrag ProjektUnterlagenProjekte bearbeiteschließewickeln ab- ab- abnehmen Unterstützende Prozesse Messung, Analyse u. Verbesserung Controlling betreiben Kundenservicieren Beschaffung IT zur Verfügung Infrastruktur zur Lager stellen Verfügung stellen bewirtschaften Administration Prüfmittel Abfallwirtschaft überwachen betreiben Kundenzufriedenh eit ermitteln Prozesse messen Projekte managen Kommunikation Wartungsvertrag Servicevereinbarungen Marketing Produkt/ begleiten de Dienstleistung Lieferung Interne Audits kontinuierlich verbessern no. Wartung umfasende r Kundenservice kompetent e Beratung Produkte/ Dienstleistungen Projektgeschäft Kundenservice Wartungs - geschäft Projekt- Dienstleis t. admission day Kunden Geschäfts - kunden I Geschäfts - kunden II Geschäfts - kunden I Projektm gt. kunden description improvement action importance effort realization costs realization benefit responsibility due date Status Phase 1: Recording and Integration in the Process Map Transition 4: Substitute process or start Process-Redesign Phase 4: Reporting & Monitoring Zufriedenheit Customer service mit Kundenservice satisfaction Transition 1: Identify and choose the process Phase 2: Process Definition Process Management 4-Step-Method January Februar February March April April Mai May Juni June Juli July August August September Ist as-is Mittelwert average Ziel target September Oktober October November November Dezember December Phase 3: Operating, controlling & optimizing Transition 3: Report processes Process-Team Specifications Evaluation Objectives Compare to indicated value Measurement Transition 2: Implement processes Input Process Output Figure 3: Process Life Cycle [3] The Process Life Cycle indicates and determines each stage of the life cycle of a process within a Process Management System. It starts with the incorporation of the process into the process map and it ends with the shutdown of the process. The Process Life Cycle defines the steps in the cycle of a process in the Process Management System in form of phases and phase transitions. Phase 1 and 2 represent the design and conception of processes. Phase 3 and 4 specify the recurring work of implementing processes. The entire Process Life Cycle can also be considered as two processes ( to design a process and to operate and control processes ) according to the described phases. Another view is the combination of phase 2 and 3 focussing the management of single processes, the combination of phase 4 and 1 focussing management of multi processes [3]. To define a process in the sense of disclosing and realising potentials for improvement, the 4-Step-Method (see Fig. 5) is used. The 4-Step-Method is a generic approach in PcM and consists of [15]: Step I: Identification and Scope Step II: Analysis of actual (as-is, current-state) processes Step III: Design target (to-be) processes Step IV: Implementation of improvements Step two is keen on coming up with the so-called improvement list (see Fig. 4), which is used for tracking the considered actions for the purpose of improving the process. It is similar to the VSM action plan but covers broader aspects and parameter. The continuous improvement of the process takes place in phase 3 and 4 of the Process Life Cycle in structured Process Jour Fixe meetings [16]. improvement-list process: processteam: 1 2 Figure 4: Improvement list 5 PROCESS LIFE CYCLE AS THE FUNDAMENTAL BASIS TO SYSTEMATISE VSM The 4-Step-Method is an application to design new processes, and it is also used to both modify and to improve existing processes. The result of this procedure is in most cases a fundamentally changed, respectively improved process. The 4 steps are implemented by a sequence of at least four Process Team Meetings (PTM). In addition to the process owner and the members of the process team, a process coach and, depending on demand, people from other relevant areas are attending the PTMs as well. Hence it is tried to ensure gaining valuable proposals to improve processes. The so-called Process Jour Fixe (PJF) meetings are instruments for a current and continuous control of the process in phase 3 and during the transition to reporting and monitoring in phase 4. During the phase 3, adaptations and modifications of the process are continuously happening. Another task of the PJF is to record these changes, thus keeping the process documentation up to date regularly. The ongoing measurement and illustration of process performance indicators is a condition for process teams to influence the process in phase 3 of the Process Life

16 Cycle. Furthermore they are also the general basis for reporting and monitoring of all the different processes. Relevant decisions about necessary improvements taken in the PJF are documented in the improvement list [15]. The 4-Step-Method in the second phase of the Process Life Cycle takes all necessary steps to define the future state of a process. This new process is implemented during the transition from phase 2 to phase 3. In phase 3, the focus is set on meeting the requirements and on identifying and realizing incremental improvement actions. This is called the everyday life of a process. The reporting and the monitoring of different processes and several process goals is taking place in phase 4. Thus, the information available in phase 2 and phase 3 is broadened by relevant, respectively strategic parameters and aspects [15]. All relevant information and performance indicators as well as actual problems in the daily life of the process are conditioned prior to a process management review. Therefore they are, also available for the PJF and the PTM in order to accomplish a successful decision making and to provide the basis for the deduction of necessary improvement actions. 5.1 Comparing the two 4-Step approaches By comparing the two 4-Step approaches (see Fig. 5 and 6) within VSM and PcM, many similarities arise. Figure 5: 4-Step approach of PcM Choose a product family Draw a current state map (Value Stream Analysis) Develop a future state (Value Stream Design) Action Plan Implementation of future state In VSM as well as in PcM, the first step is to limit and define the scope of improvement, by choosing a product family on hand or identifying and encircling a certain process on the other hand. This is in both cases an important and crucial step in order to identify and combine similar processes, but also to separate value streams or processes. Of course this step is also necessary to limit the improvement scope and to make the effort predictable up to a certain degree [16]. In both approaches, the current state is analyzed in step 2. PcM uses flow-charts or similar charts to visualize the current situation, VSM draws a current state map using the typical VSM-symbols. A remarkable difference occurs in the recording and analysis of data. Whereas VSM is quite strongly focused on the distinction between operating and lead time, PcM focuses on different performance indicators as well as on soft facts that cannot be measured with numbers that easily. Although not visible in the figures above, a similarity in step 2 is the focus on customer demand and customer requirements in both approaches. The third step is in both approaches characterized by the design of a future (target) state. Whereas VSM uses eight guidelines to create an efficient, customer-oriented value stream to elaborate the future state, PcM uses a great variety of methods or tools (e.g. FMEA, Q7, Ishikawa- Diagram,...) to identify room for improvement and to elaborate the target state. Similarities are designed first by way of designing a future state that encompasses in both states an ideal state which is free from restrictions (e.g. floor space, availability of qualifies employees, etc. After that, the desired future state is derived from the ideal state, under the assumption that it can be implemented within a reasonable time frame. As visualized in Figure 7, the ideal state is subject to change. Step 4 is again quite similar in both approaches and the planned improvements are implemented. During the execution of the 4-Step approaches (in PcM as well as in VSD) the as is situation is determined and an ideal state is defined as well as a target state is described at point-in-time 1 up to n. Through the realisation of improvements, summarised in the action plan or the improvement-list, a new current as is state occurs at point-in-time n+1, which can be achieved within the economical, organisational and time-delimited requirements. The objective here lies in the transference of the as is situation as described by point-in-time n to the target state described by point-in-time n+1 (see Fig. 7). Based on this step-by-step procedure to achieve the ideal state, the necessary amount of required resources for improving the processes becomes predictable and can therefore be estimated. These two approaches, the 4-Step-Method of PcM and the 4-Step approach of VSD, have been designed to cause a rearrangement of a process. 6 SYSTEMATISATION OF VSM The approach in solving the problem of systematisation respectively of standardisation of VSM is closely related to a common principle of organisation theory, the connection of continuous improvement and innovation. This interplay can also be found in the PcM-System, in phase 2 and 3 of the Process Life Cycle. These phases reflect the change between continuous improvement of a process and the big development leaps. Figure 6: 4-Step approach of VSM

17 Anforderun g der Kunden/ vom Markt rechtzeitig e Lieferung zuverlässi ge Wartung umfasende r führen Kundenservice kompetent e Beratung strategisch planen Projek t- Anfra ge Anfrage Wartung Unternehmen organisieren Anfrage bearbeiten Beschaffung Kundenzufriedenh eit ermitteln Angeb ot Vertrags abschließen Administration Management-Prozesse Unternehmen steuern Personal entwickeln Vertrag Geschäftsprozesse Projekt abwickeln Unterstützende Prozesse IT zur Verfügung stellen Projekte abnehmen Messung, Analyse u. Verbesserung Prozesse messen Projekte managen Prüfmittel überwachen operativ planen Kommunikation Kundenservice Projekt- Unterlagen Infrastruktur zur Verfügung stellen Interne Audits Controlling betreiben Lieferung Kundenservi- cieren Wartung durch- Abfallwirtschaft betreiben Marketing kontinuierlich verbessern Produkt/ begleiten Lager bewirtschaften Produkte/ Dienstleistungen Projektgeschäft Wartungs - geschäft de Dienstleistung Wartungsvertrag Serviceverein- barungen Projekt- Dienstleis t. Kunden Geschäfts - kunden I Geschäfts - kunden II Geschäfts - kunden I Projektm gt. kunden Compare to indicated value Compare to indicated value Compare to indicated value Compare to indicated value IDEAL - state Level of performance future n+1 exemplary progression... Process Management 4-Step-Method future 2 future 3 future n PJF PJF current n+1 Process Management 4-Step-Method PTM Process-Team Process-Team Evaluation Specifications Specifications Input Process Input Evaluation Objectives Process Measurement Output Objectives Measurement Output... future 1 current 0 current 1 Process Management 4-Step-Method PTM current 2 Process-Team Process-Team Evaluation Specifications Specifications Input Process Input current 3... Evaluation Process Measurement current n Objectives Output Objectives Measurement Output... current n+1 time costs/ risc Figure 7: Innovation and continuous improvement in the Process Life Cycle In order to systematise the VSM approach, an integration into the guidelines, approaches and meeting structures of the Process Life Cycle, and therefore into the PcM- System, may be necessary to enable a continuous improvement of value streams. After selecting a value stream in phase 1, this value stream is changed fundamentally in phase 2 of the Process Life Cycle. This innovation step is performed by using the 4-step method of PcM. The new value stream is designed in at least four Process Team Meetings (PTM). The phase 3 of the Process Life Cycle represents the daily life of a value stream. Constantly, small adjustments and improvements take place and the process owner is steering the value stream with the help of an improvement list and regular Process Jour Fix (PJF) meetings. In Figure 7, these incremental improvements are depicted as a stairway. The longer a value stream is improved in such a way, the smaller the improvement steps are usually getting. By no longer than in the case of missing defined target values, it is useful to break out of this behavior. Another»big step«is necessary again, and the value stream has to be transferred back to phase 2 again. Ideal-typically, the performance of a process respectively a value stream stabilizes after reaching a new performance level. Nevertheless, a decline from this performance level is the reality. Phase 3 and the transition to phase 4 are acting against this natural decline. By feeding a small amount of energy the value stream is at least stabilized on the performance level or even improved by incremental steps. Therefore, this systematisation based on phase 3, together with its interplay of phase 4, describes the way of using VSM for incremental improvements. Phase 4 of the Process Life Cycle has a special meaning for the development of a value stream no matter if there are small steps or innovation leaps. The actual performance data of the value streams and current information concerning the organization and the circumstances are collected for the Process Management reviews. Thus, makes the information is provided for the PTM and PJF as well. Process Management reviews help to make the performance level of value streams assessable and controllable. They provide the basis to decide if a re-design of a value stream is necessary. The process monitoring activities, that are performed in phase 4 of the Process Life Cycle, are delivering the data basis for the decision whether the value stream has to be redefined or not. The relevant data and performance indicators as well as actual problems in the daily life of the value stream have to be prepared and edited before a PJF takes place. In a PJF, the decision of sending a process»back«into phase 2, is made. Alternatively small adaptations may be sufficient, and the value stream is just going back to phase 3 and is going to be changed continuously in incremental steps. This swinging back and forth between different states of a Process Life Cycle also represents the connection between innovation and continuous improvement steps (see Fig.7).

18 The systematisation of VSM leads to an enlargement of the 4-Step approach of VSM and is shown in Figure 8. The advantages of this combination are that incremental improvements, thus aspects of process efficiency, are merged with aspects of process effectiveness for greater improvements. VSM provides a more detailed data base of process metrics, e.g. operating times and lead times. It s classical point in time focus is transferred to a period of time application and its focus is widened from a single process to a multi process view. The combination leads also to a more systematic analysis of interfaces in processes. Choose a product family Draw a current state map (Value Stream Analysis) Develop a future state (Value Stream Design) Improvement list Implementation of future state Process-Team Specifications Input January Februar February Evaluation Process Zufriedenheit Customer service mit Kundenservice satisfaction Ist as-is Mittelwert average Ziel target Objectives Compare to indicated value Measurement Output March April April Mai May Juni June Juli July August August September September Oktober October November November Dezember December Figure 8: Systematisation of VSM by Process Management 7 CONCLUSIONS AND OUTLOOK Re-design? The result of this theoretically based research is to firmly establish VSM, known for its quick and easy application, as part of the improvement routines of a in the Germanspeaking world well-known and scientifically accepted approach to establish PcM Systems. The systematically embedding of VSM into a PcM System was developed and specified. It provides a solid base for international scientific discourse and relevance tests in practical applications. This approach for the systematical and recurring application of VSM is being tested simultaneously in applied research projects. no PTM/ 4SM PJF yes Process Management Reviews 8 REFERENCES [1], [2], [7] [2], [13] [2], [8] [2], [9] [2], [10] Rother, M.; Shook J.: LEARNING TO SEE (Sehen lernen, mit Wertstromdesign die Wertschöpfung erhöhen und Verschwendung beseitigen, Version 1.2, Lean Management Institut Aachen, Aachen, 2006; p. 29, p.9 Wiegand B.; Franck P.: Lean Administration 1: So werden Geschäftsprozesse transparent, Version 2.0, Lean Management Institut, Aachen, 2006; p.34 Erlach, K.: Wertstromdesign Der Weg zur schlanken Fabrik, Springer-Verlag Berlin Heidelberg, 2007; p.36, p. 10, p.92, p ; Klevers, T.: Wertstrom-Mapping und Wertstrom- Design : Verschwendung vermeiden - Wertschöpfung steigern, Landsberg am Lech : mi- Fachverl., Redline, 2007; p.30, Duggan, K. J. Creating mixed model value streams: practical lean techniques for building to demand - 6. print. - New York, NY : Productivity Pr., 2007; p.173 [3] Wagner, K.; Patzak G.: Performance Excellence Der Praxisleitfaden zum effektiven Prozessmanagement; Carl Hanser Verlag München, Wien, 2007, p [4] Kuhlang, P.; Minichmayr, J.; Sihn, W.: Hybrid Optimisation of Added Value with Value Stream Mapping and Methods-Time Measurement; Journal of Machine Engineering, 8 (2008), 2; p. 23 [5] Ohno, T.: Toyota Production System beyond Large- Scale Production; Productivity Press, Portland USA, 1998 after Ohno, T., Toyota seisan höshiki; Diamand, Inc., Tokyo, Japan. [6] Liker, J. K.: Der Toyota-Weg: 14 Managementprinzipien des weltweit erfolgreichsten Automobilkonzerns - 6., leicht veränd. Aufl.. - München : FinanzBuch-Verl., 2009; p [11] Sihn, W. (2007): Schlanke Prozesse durch Value Stream Mapping - oder was man vom Toyota Produktionssystem lernen kann!; Keynote-Speech, 5. Prozessmanagement Summit, Vienna, 2007 [12] Kuhlang, P.; Minichmayr, J.; Sihn, W.: Hybrid Optimisation of Added Value with Value Stream Mapping and Methods-Time Measurement; Journal of Machine Engineering, 8 (2008), 2; p [14] Wiegand B.; Nutz K.: Lean Administration 2: So managen Sie Geschäftsprozesse richtig, Version 1.0, Lean Management Institut, Aachen, 2007 [15] Wagner, K.; Käfer R. (2010) PQM Leitfaden zur Umsetzung der ISO 9001, Carl Hanser Verlag 5. komplett überarbeitet und erweiterte Auflage, München, Wien, p.57; P.105; p.45; p.99 [16] Morawetz, C., Kuhlang, P., Wagner, K., Sihn, W: "Value Stream Oriented Process Management"; MOTSP 2010, Rovinj; 2010; in: Proceedings "Management of Technology Step to Sustainable Production"