digitalisation across sectors - feup€¦ · operational model defined to achieve objectives...
TRANSCRIPT
Confidential. © 2016 AMRC. Template - AMRC.PPT Revision 1 (June 2016)
Digitalisation Across Sectors
Ben Morgan, MEng CEng FIMechE
Head of the Integrated Manufacturing Group
MANUFACTURING IS CHANGING
2
MORE SENSORS
BETTER CONNECTED
ACCESSIBLE ADVANCED ANALYTICS
4IR IS HAPPENING
ALL ACROSS EUROPE
3 3
Known by other terms in Europe and around the world. This is a global revolution.
4IR
Made Different
Industrie du Futur
Industria Conectada 4.0
Produktion 2030
Industrie 4.0
Produktion der Zukunft
Fabbrica Intelligente
FACTORY 2050
4
Need
• Mass customisation / high variation
• High rate
• Short lead time
• High quality
• = Productivity
Technologies
• Robotics / Automation
• Self inspecting / validating machines
• Augmented reality / Mixed reality / Digital Work
Instructions
• Sensing / connectivity / analytics
• Smart flexible fixturing / Intelligent tools
• Visualisation / Simulation / Emulation (Digital
Twin)
Objectives
• Quick reconfigurability
• Data driven
• Automated / semi-automated
• Develop skills and engineering talent
• Hub/ Spoke model
FACTORY 2050
FACTORY INFORMATION BUS
TABLE
T
ANALYTICS DATA STORE CLOUDANT /
LOCAL
CLOUD
FACTORY
PLANNING
SYSTEM
CUSTOMERS /
ORDER
INTAKE
PHONE LAPTOP /
PC
SUPPLY
CHAIN
Live
Data
Historic
Data
Secure
link
Alerts /
Just in time information /
Work instructions /
Process / progress info Low power Bluetooth /
WI-FI / RFID / factory
LAN
Operator feedback
/
Validation
WEARABL
E
DELIVERY OF
INFORMATION
Right information
Right time
Right place
Right person
Right device
Right format EMPLOYEES
SENSORS /
EQUIPMENT
Temperature
Location
Acceleration
Humidity
Pressure
Vibration
Impact
INTERNET /
WEB PORTAL
DASHBOARD REPORTING
DISTRIBUTE
D
ANALYTICS
no
STRATEGY AND CHALLENGES
6
TRENDS
• Flexibility to ramp up and down
• Reconfigurability
• Optimisation
• Drive for productivity through:
• Quality
• Added value
• Efficiency
• Develop talent and skills
DRIVERS • Higher variation • Lower batch size • More customisation • Need traceability • Retiring workforce • Lack of skilled resource availability • Environmental / Material resource • Quality demands
CHALLENGES Legacy aircraft / Legacy buildings / Legacy hardware / Culture / Infrastucture
8
£
t fx
On budget and fully functional but delivered late
On time and fully functional but over budget
In budget and on time but lacking functionality
9
fx
Functional Requirements e.g. Business Rules Admin Functions …
Non-functional Requirements e.g. Security Performance …
9
fx dependencies Existing Infrastructure Existing Processes Legacy
Customer
Supplier
FRs and NFRs
Services
£
t
Budget Constraints
Time Constraints
Resource Quality
Risk
£
t
Original functionality Budget Constraints
Time Constraints
Resource Quality
Risk
£
t fx
Original functionality
Reality of functionality delivered within budget and timescale
Budget Constraints
Time Constraints
Resource Quality
Risk
£
t fx
Original functionality
Future unknown functionality requirements
Reality of functionality delivered within budget and timescale
Budget Constraints
Time Constraints
Resource Quality
Risk
Social
£ Environ
£
t + fx
Budget Constraints
Time Constraints
Functions
Operational Costs
Environmental Sustainability
Social Sustainability
= ?
Existing Infrastructure
ERP MES CRM
PLM CAD
Existing Infrastructure
ERP MES CRM
PLM CAD
ERP
MES
CRM
PLM CAD
Future State
How can IT principles help?
Enterprise Architecture is ‘The City Plan’, it is a tool that links an organization’s business, technology mission and strategy to projects implementing systems based on these strategies • Developed and used to coordinate the activities of a large
manufacturing change program, perhaps incorporating ‘digital twins’, then it will be focused on a specific operational process or application area, albeit covering business, operational and IT concerns.
• Being used to help control an outsourced IT engineering service that, although it will be enterprise wide, it will be focused particularly on the IT infrastructure.
The three key components of the Enterprise Architecture can be “semi-autonomous” have a “common goal or interest”; this reflect the fact that an Enterprise Architecture can have a variety of objectives, varying in scope and context.
4IR Business
Architecture
Data Architecture
Application Architecture
Technology Architecture
Business Drivers
4IR Drivers
Where do I
?
Ste
p 6
Op
tim
ise
d:
M
ain
tain
th
e d
ialo
gue
Ste
p 5
Man
age
d:
P
ull
toge
ther
(s
pir
al-o
ut
asse
ssm
ent)
Ste
p 4
De
fin
ed
:
Wo
rk w
ith
th
e re
al w
orl
d
(bo
tto
m-u
p a
sses
smen
t)
Ste
p 3
Re
pe
atab
le:
St
rate
gy a
nd
stu
ff
(to
p-d
ow
n a
sses
smen
t)
Ste
p 2
Ad
-ho
c:
Cle
an u
p t
he
mes
s
(ho
rizo
nta
l ass
essm
ent)
Ste
p 1
De
velo
pm
en
t:
Kn
ow
yo
ur
bu
sin
ess
(f
ocu
s o
n b
usi
nes
s p
urp
ose
)
Pre
par
atio
n:
Pre
par
e an
d m
ain
tain
fo
un
dat
ion
s fo
r ar
chit
ectu
re
Business Strategy
Business Objectives
Business Operational Model
Enterprise Architecture
Business Processes
Business Systems
Solution Architecture
Solution Delivery
Management and Operations
Objectives delivered from strategy
Operational model defined to achieve objectives
Architecture defines technology framework to run operational model
Processes operationalise business objectives
Systems assist with the operation of processes
Solution architecture defines business systems design within enterprise architecture principles
Solutions are implemented according to the solution architecture
Requirements Management
A. Architecture Vision
C.
Information System Architecture
B.
Business Architecture
E. Opportunity and Solutions
D.
Technology Architecture
G. Architecture Governance
F.
Migration Planning
H.
Architecture Change
Management
Preliminary
Requirements Management
A. Architecture Vision
C. Information System
Architecture
B. Business Architecture
E.
Opportunity and Solutions
D. Technology Architecture
G.
Architecture Governance
F.
Migration Planning
H. Architecture Change
Management
Preliminary
Requirements Management
A. Architecture Vision
C.
Information System Architecture
B.
Business Architecture
E.
Opportunity and Solutions
D. Technology Architecture
G. Architecture Governance
F. Migration Planning
H.
Architecture Change Management
Preliminary
Requirements Management
A. Architecture Vision
C.
Information System Architecture
B.
Business Architecture
E.
Opportunity and Solutions
D.
Technology Architecture
G. Architecture Governance
F.
Migration Planning
H.
Architecture Change
Management
Preliminary
Get the organisation committed and involved
Get the architecture right
Make the architecture work
Keep the process running
4IR Business
Architecture
Data Architecture
Application Architecture
Technology Architecture
Stra
tegi
c A
lign
men
t
Op
erat
ion
Insi
ght
Top Down This approach means you start describing the enterprise architecture top down which is “Strategically Aligned”: • You focus on the
strategic planning value of EA
• You essentially describe the strategies down to business & application & information & technology
Bottom Up This approach means you start at the bottom using “Operational Insight” which usually means: • You focus on
operational value of EA
• You start with your technology stack and link your way upwards
Now what’s the
problem?
ERP
MES
CRM
PLM CAD
Organisation A
ERP
MES
CRM
PLM CAD
Organisation B
Barriers to adoption Scalability Flexibility
Interoperability
ERP
MES
CRM
PLM CAD
Organisation A
ERP
MES
CRM
PLM CAD
Organisation B
Barriers to adoption Scalability Flexibility
Interoperability
ERP
MES
CRM
PLM CAD
Organisation A
Tunnel
Tunnel = API
or a common data exchange interface
Early Adopters
SME OEM
Early Adopters
SME OEM
£
Resource
Agility
Early Adopters
SME
£
Resource
Agility
OEM
£
Resource
Agility
Early Adopters
SME
£
Resource
Agility
OEM
£
Resource
Agility
Mid-sized
£
Resource
Agility
31
CASE STUDIES
32
33
CASE STUDIES
34
Finally... Challenges?
Confidential. © 2016 AMRC.
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37