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MESA Smart Manufacturing Landscape Explained PDF
MESA Smart Manufacturing Landscape Explained PDF
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Smart Manufacturing – The Landscape Explained
Table of Contents
FOREWORD ....................................................................................... 3
REVIEWERS ...................................................................................... 46
FOREWORD
Industry analysts are predicting that the next decade of innovation, productivity
and growth in manufacturing will be driven by the demand for mass
customization and a convergence of technology advances that are enabling a
new generation manufacturing infrastructure for “Smart Manufacturing”—
technology advances in connected factory automation, robotics, additive
manufacturing, mobile, cloud, social and digital 3D product definition. In fact, this
new era of manufacturing is dubbed the Fourth Industrial Revolution.[1] [9] [10]
The technology advances and integration standards behind the connectivity of
the “Internet of Things” (IoT) empower devices – from smartphones to smart
shelves to sensor embedded automation controls – to be active participants in a
new connected digital reality. The coupling of IoT technologies with advances in
plant floor automation and information systems is referred to as the “Industrial
Internet of Things” (IIoT). The new generation of IIoT-enabled smart machines for
manufacturing will have onboard computers that directly support Internet
protocols and allow direct communication with enterprise applications. Internet
connectivity methods let companies thread external web services like social and
cloud platforms into their processes, and enable more ways to connect internal
systems inside the firewall of corporate intranets to mobile and analytical
applications.
Emerging capabilities in additive manufacturing, advanced robotics, sensor-
enabled equipment and other new approaches to fabrication, open new process
improvement opportunities both in the plant and across the supply chain.
Sophisticated computer modeling and simulation tools are evolving to give
engineers far greater scope in designing a manufacturing process before building
the production lines. These new technologies and capabilities are dramatically
changing the management of manufacturing operations.
The next-generation Smart Factory feeds real-time information to a more
empowered workforce through a combination of smart facilities, machines and
equipment with built-in sensors, self-diagnostics and connection to other smart
systems. Production processes in the Smart Factory can be optimized for best use
of manpower, equipment and energy resources through simulation with digital
representations and models. Smart Manufacturing encompasses and goes
beyond smart machines, IIoT and the Smart Factory, recognizing that
manufacturing processes in the 21st century go beyond the plant floor and must
integrate the entire value chain that creates the final product. Smarter Digital
Threads of product and process definitions and smarter connected
manufacturing machines will come together with smarter manufacturing
business processes to achieve the Smart Manufacturing enterprise.
We are not just dusting off old automation plans and putting new labels on them.
Smart Manufacturing is the convergence of multiple technologies into a new
generation of business processes and business models for manufacturing.
Why are these initiatives converging now? The reasons are, first, the
convergence of the game-changing technologies briefly mentioned above, and,
second, there is a renewed global recognition of the importance of
In addition to the efforts in Germany and the United States, Smart Manufacturing
initiatives continue to develop around the world, and include China’s “Made in
China 2025,” Korea’s “Manufacturing Innovations 3.0” and France’s “Usine du
Futur.”
Today’s manufacturing systems usually have low levels of integration between
office information technology (IT) systems and operations technology (OT)
automation systems on the shop floor. For example, a small percentage of
manufacturing equipment in use has Internet connectivity. The convergence of
the plant-floor operations technology (OT) and business-level information
technology (IT) would enable the data from a myriad of remote-device sensors,
actuators, controllers, and security and safety switches to connect people and
processes across the enterprise and throughout the supply chain. In addition, it
would facilitate a secure, standards-based industrial network across the entire
enterprise, serving as a common unifying intelligent infrastructure that supports
electronic data exchange.
It is clear that Smart Manufacturing will serve as a key driver of research,
innovation, productivity, job creations and export growth. The vision, whether
called Industrie 4.0, Connected Enterprise, Smart Operations or Smart Factory, is
rapidly accelerating, thanks to the Internet of Things (IoT), and the swift
convergence of OT and IT technologies and organizations. The goals include a
new level of productivity, safety, security, optimization and the transformation of
data into insightful and timely information that gives decision makers across the
enterprise new visibility into operations, improved opportunities to respond to
market and business challenges, and the ability to drive inefficiencies out of
operations. Industrial operations must change radically over the next five years,
more than they have during the last 20. The good news is that much of the
technology necessary to turn these visions into reality is a natural evolution of
technology that already exists. Hardware and information system developers and
architects will soon conquer the connectivity, safety and security hurdles that get
in the way of connecting technologies for next generation Smart Manufacturing
Platforms. This paper will further explain the terminology, concepts and multiple
initiatives converging into Smart Manufacturing and the Fourth Industrial
Revolution.
Traditional software is not sufficient to address the scale and diversity required
of future Smart Manufacturing solutions given the forecasted number of
connected assets and increased volume of available data; for example,
automation systems that focus on the safe and reliable control of machines, but
are not IT-centric nor oriented for data publication. They are optimized for data
acquisition but not contextual data reporting and propagation. IT software
typically cannot connect to the process and does not capture data at the
resolution necessary to support operations.
Customer demands, competition and faster market activity have rendered
traditional approaches to operations software architectures obsolete. Legacy
architectures are not agile enough to adapt to rapidly evolving needs. Given the
number of global sites, the existence of legacy systems, multiple data sources
and types, costly integration, manual process and manual data collection cause
significant challenges. There is a significant cost in updating and adapting these
systems to provide the right information and processes to the right people at the
right time.
However, manufacturing remains an optimal target for IT solutions due to the
presence of a significant amount of accessible data, smart assets and the need
for real-time information. There are many diverse systems and devices in
manufacturing, and the more systems there are and the more diversity there is,
the more potential value there is from connecting them (Metcalfe’s Law).
Fortunately, it appears that conditions are changing. Internal OT and IT
organizations have aligned and there is a new era of understanding and
cooperation. Sensor technology is becoming cost effective and data is available
from more devices than ever. Analytics solutions are viable and production-
ready, and the promise of machine learning and predictive knowledge is real.
Continuous improvement initiatives are pervasive and solutions are more agile,
providing for proactive exception-based notification.
Virtual process modeling and simulation technology is used for validation before
any physical investment is made in the factory. This provides broader and deeper
knowledge of the required manufacturing processes to all parts of the enterprise.
Smart Manufacturing can be applied more broadly and less costly if implemented
on top of enhanced manufacturing-IT platforms with capabilities such as the
ability to receive published data from equipment using secure open standards,
analyze and aggregate the data, and trigger process controls to record the history
and implementation of workflows. Integrated workflows enable business
processes across the enterprise and value chain systems to connect via A2A and
B2B open standards into a Digital Thread.
In applying the Smart Manufacturing concept, Digital Thread processes will
enable access to and exchange of engineering product design documentation
(recipe or 3D Model-based Definition (MBD)). Product Manufacturing
Information (PMI) will enhance product documentation and enable recipe
specifications. The definitions will automatically translate into manufacturing and
inspection processes (CAM, NC, work instructions, inspection/test requirements,
CMM programs, master recipes, etc.) with change control mechanisms that span
the entire value chain.
Smart Manufacturing aims to provide a broad portfolio of these advanced
capabilities to manufacturers of all sizes and in all industry sectors, at acceptable
levels of cost and implementation complexity.
The Smart Manufacturing concept can leverage recent advances in smart devices
and auto-identified components that are self-identified by tags (e.g. RFID), either
embedded in the component or in the packaging. Smart products will have more
onboard information about their product configuration and might even be able
to broadcast usage and self-diagnostics via open standards.
The ultimate outcome of applying the Smart Manufacturing concept can be:
End-to-end value chain visibility for each product line that connects the
manufacturer to customers and the supplier network
Efficient distributed production systems that connect any number of global
plants and suppliers into an integrated value chain for each product line
Autonomous and distributed decision support at the device, machine and
factory level
New levels of efficiency to support new business models, including mass
customization and product-as-a-service
Efficient flexibility for plants that can build products in small batches or even
build one product at a time as ordered and configured by each customer
Design anywhere and build anywhere strategies with robust change
management practices that guarantee fidelity to product design
specifications
The Industrial Internet of Things (IIoT) defines a subset of the IoT term dedicated
to the manufacturing shop floor. The Industrial Internet Consortium (IIC) adopted
the term IIoT, and promotes standards to move from older automation protocols
to newer Internet-enabled IoT protocols for industrial equipment.
systems that knit together the information about existing assets with service
layers and analytics engines that really bring the “smart” into Smart
Manufacturing.
The First Industrial Revolution occurred between the late 18th century and early
19th century and changed the way the world produced goods. Advances in
materials, manufacturing processes, transportation and communications
facilitated this Industrial Revolution. Processes developed drove the mass
production of iron and steel to make everything from appliances, tools and
machines, to buildings and ships. The power loom revolutionized textiles and the
assembly line revolutionized manufacturing. The steam engine enhanced
transportation and the telegraph improved communications across the ocean.
The Second Industrial Revolution started in the late 19th century, and continued
into the early 20th century. Nicknamed the Electrical Revolution, it included the
development of the internal combustion engine, and advances in fuel,
infrastructure, standardization and mass production through interchangeable
parts technology. Infrastructure advances included large growth in railroad, gas,
water, electricity, telegraph and telephone networks. Governments stepped in
and established standards for a range of services that facilitated this Industrial
Revolution, including railroad gauges, electricity voltages, layout of typewriter
keyboards and rules of the road for automobiles. Large economies of scales
marked this period, created by the updated infrastructure and a corresponding
reduction in cost of machines and equipment.
The Third Industrial Revolution, called the Electronics or Internet Revolution,
started in the late 20th century as electronic technology became widespread.
From telephones, to television, to satellites, to computers—electronics were
everywhere. Closed government and private networks gave way to an open
network called the World Wide Web (aka the Internet). Numerical Controlled
(NC) machines and Programmable Logic Controllers (PLCs) were developed for
manufacturing automation. Personal computers (PCs) were adopted on the
factory floor as part of the automation and tracking systems based on
spreadsheets, custom database applications and the first wave of commercial
manufacturing software, including Computer-aided Manufacturing (CAM) and
Computer-integrated Manufacturing (CIM). Lean manufacturing practices,
automation and information systems led to big manufacturing productivity
improvements during this era.
In the Third Industrial Revolution, distributed information networks loosely
connected manufacturing enterprise software for procurement, inventory
control, scheduling, operations management and financial management. Service-
oriented Architecture (SOA) concepts were developed for integration among
enterprise applications, but due to a lack of standardization, integration
mechanisms did not reach the desired level of plug-and-play integration. The
Internet was embraced for eCommerce applications and data exchange with
suppliers via standards like EDI.
The Fourth Industrial Revolution, dubbed the Digital or Cyber-physical
Revolution, is starting now in the 21st century. In 2015, the expected investment
is an estimated $120 billion to connect operations, building systems, mobile
equipment in the field and more to the IoT, up 18 percent from 2014, according
to IDC, a technology market consultancy. In 2014, 278 million factory machines,
construction vehicles and other pieces of industrial equipment connected to the
IoT, 10.2 percent more than in 2013, according to technology research consultant
Gartner Inc. By 2020, Gartner [8] expects 526 million pieces of equipment to be
connected. According to McKinsey [10], the IoT will unleash $6.2 trillion in new
global economic value annually by 2025, with $2.3 trillion coming from the global
manufacturing industry alone. To put this into perspective, the total global gross
domestic product for 2013 was approximately $75 trillion. Companies that
quickly leverage the full opportunity presented by the IoT will seize the greatest
value, and assume market-leader status in the next decade.
In the Smart Factory, smart machines interact with the Digital Thread to receive
information about production needs and return the actual production context,
sending details about the product realization process to smart products and
applications within the enterprise.
The Digital Thread that begins with a 3D model-based or recipe-based definition
of the product from design teams flows into the Smart Manufacturing system
and ultimately to an extended smart supply chain via standards of integration.
These interfaces must connect web applications, mobile devices and cloud
services in a system of systems to ensure the pervasive distribution of the data
comprising the Digital Thread. The network of connected devices, resources
systems, partners and suppliers will result in the transformation of conventional
value chains and the emergence of new business models.
Several industries have used the term Model-based Enterprise and Enterprise
Recipe Management for the initiative of creating a continuous Digital Thread
from design models and specifications (aka Model-based Engineering) flowing
downstream into the supply chain, manufacturing, inspection and aftermarket
services of the product.
Industry is embracing the Model-based Enterprise, yet there are many gaps in
the Digital Thread of information flowing from design to manufacturing,
assembly and inspection. The manufacturability of a product can be dependent
on particular design parameters and tolerances. There should be a design
feedback loop between the design of the product and the design of the
manufacturing processes, tooling design and equipment capabilities. The design
engineer states the form and fit requirements for the components in terms of
dimensions and tolerances for discrete manufacturing, or the chemistry and
physical transformations in the process industries. These are coupled tightly to
design intent, but there needs to be a formal means of conveying that intent to
the part inspection systems. There is a need to for mechanisms for specifications,
A key element of Smart Manufacturing, as described within Industrie 4.0 [14] and
the concepts of Manufacturing 2.0[7], is the joining together of the Internet of
Things and the Internet of Services. The outcome of joining these two conceptual
layers is a set of composite manufacturing processes. Information coming from
the IIoT drives the processes and are built from services, joined together into
processes that span the manufacturing and manufacturing-related applications in
an enterprise (e.g. MES, ERP, EAM and Quality). The IT standards of SOA are an
important enabler of this, as are the emerging standards related to mobile, the
Web and cloud.
The following are some of the key industry standards groups involved in
standards.
ISO
The International Organization for Standardization (ISO) is an independent, non-
governmental standards organization founded in 1946. The ISO has 162 member
countries and has published more than 19,000 international standards. ISO
standards cover a variety of topic areas, including technology, agriculture,
healthcare and food safety. ISO 15926, on the topic of “Industrial Automation
Systems and Integration,” is a key standard that applies to the area of Smart
Manufacturing. For more information, see www.iso.org.
IEC
The International Electrotechnical Commission (IEC) is the leading standards
organization focused on international standards for electrical, electronic and
related technologies. When appropriate, IEC cooperates with ISO on standards
development. IEC plays a key role in developing standards for the
networking/infrastructure side of the Internet of Things. An example of an IEC
IoT publication is a paper titled, “Internet of Things: Wireless Sensor Networks,”
which discusses the use and evolution of wireless sensor networks within the
wider context of the IoT and expands on infrastructure technologies, applications
and standards. For more information on IEC, see www.iec.ch.
MESA
The Manufacturing Enterprise Solutions Association (MESA) plays several roles in
the development and application of industry standards:
1. MESA provides guidance in the form of education, whitepapers, etc. on
the role and application of industry standards for manufacturing systems
and related interoperability/integration topics (e.g. this paper).
2. In 2012, MESA merged with the Organization for Production Technology
(WBF) and, as such, now owns the content for B2MML and BATCHML
message content development (based on ISA-95 and ISA-88
respectively).
3. MESA is also one of the partners in the Open O&M, an organization
focused on achieving better coherence between manufacturing-related
interoperability standards (Open O&M also includes Mimosa, OAGi, OPC
Foundation, IEC, ISO and ISA).
For more information, go to www.mesa.org.
ISA
The International Society of Automation (ISA) is a nonprofit professional
association that sets the standard for those who apply engineering and
technology to improve the management, safety and cyber security of modern
automation and control systems used across industry and critical infrastructure.
Founded in 1945, ISA develops widely used global standards; certifies industry
professionals; provides education and training; publishes books and technical
articles; hosts conferences and exhibits; and provides networking and career
development programs for its 36,000 members and 350,000 customers around
the world. For more information, go to www.isa.org.
OAGi
The Open Applications Group (OAGi), founded in 1994, is a not-for-profit open
standards development organization focused on standards for business process
interoperability, both inside and between production companies. Originally, the
Open Applications Group Integration Specification (OAGIS) standards primarily
focused on message content for information exchange, for things like Item
Master information and Production Status updates. Today, the standard is
evolving to include support for web applications integration and standards-based
business processes. For more information on OAGi, see www.oagi.org.
OPC Foundation
The OPC Foundation (OPC), formally known as Object Linking and Embedding for
Process Control, is made up of the developers of both the OPC, and, more
recently, OPC-UA families of standards for secure, reliable exchange of
information in the industrial automation space. Most vendors for SCADA/DCS
systems, as well as data historians, support OPC standards as a way of
exchanging real-time information related to automation equipment. For more
information, visit www.opcfoundation.org.
MIMOSA
MIMOSA (An Operations and Maintenance Information Open System Alliance) is
a nonprofit industry association focused on standards for integration of
operations and maintenance. MIMOSA is working with other organizations
mentioned here as part of the Open O&M, as well as working with ISO and POSC
Caesar organization (www.posccaesar.org/) on harmonization of MIMOSA and
ISO 15926. For more information, visit www.mimosa.org.
For more information on these standards, see the Appendix and the following
papers:
1. MESA Whitepaper #25: “An Overview and Comparison of ISA-95 and
OAGIS”
2. MESA Whitepaper #26: “Related Manufacturing Integration Standards, a
Survey”
3. MESA Guidebook: “SOA in Manufacturing Guidebook”
4. MESA Whitepaper #49: “Enterprise Recipe Management”
5. MESA Whitepaper #51: “Enterprise Recipe Management – Recipe
Transformation”
from IIC member companies and provides the members with systematic yet
flexible guidance for new testbed proposals. Innovation and opportunities of the
Industrial Internet can be initiated, thought through and rigorously tested in the
IIC testbeds to ascertain their usefulness and viability before coming to market.
These include new technologies, new applications, new products, new services
and new processes. For more information on IIC, visit www.iiconsortium.org.
Industrie 4.0
Germany is investing in Smart Manufacturing under an initiative called “Industrie
4.0.” The final report, titled “Securing the Future of German Manufacturing
Industry Recommendations for Implementing the Strategic Initiative INDUSTRIE
4.0,” was presented to the German Chancellor, Angela Merkel, in April 2013
during the Hannover Messe.[14] As the title suggests, it was at first intended to
be a purely German initiative; however, the ideas and concepts introduced have
led to its acceptance and even adoption under different names in many countries
globally.
Dr. Siegfred Dais of Robert Bosch GmbH and Prof. Dr. Henning Kagermann of
Acatech (National Academy of Science and Engineering) served as co-chairs of
the working group. Experts from industry, industry associations, trade unions,
academia and government worked closely to produce the report. There were five
working groups (WGs):
WG 1 The Smart Factory
WG 2 The Real Environment
WG 3 The Economic Environment
WG 4 Human Beings and Work
WG 5 The Technology Factor
The journey toward Industrie 4.0 will require Germany to put a huge amount of
effort into research and development. In order to implement the dual strategy,
research is required into the horizontal and vertical integration of manufacturing
systems and end-to-end integration of engineering. In addition, new social
infrastructures in the workplace will be a result of Industrie 4.0 systems, as well
as continued development of CPS technologies.
In order to implement successfully Industrie 4.0, the appropriate industrial and
industrial policy decisions must accompany research and development activities.
The Industrie 4.0 Working Group recommends action in the following eight key
areas:
Standardization and reference architecture
Managing complex systems
A comprehensive broadband infrastructure for industry
Safety and security
Work organization and design
Training and continuing professional development
Regulatory framework
Resource efficiency
CEMII
The Clean Energy Manufacturing Innovation Institute for Composites Materials
and Structures (CEMII) is an institute established by the Advanced Manufacturing
Office of the Office of Energy Efficiency and Renewable Energy. The stated goal
of CEMII, which is similar to the goals that NIST has in the manufacturing area for
the US, is to revitalize American manufacturing and support domestic
manufacturing competitiveness. This institute, in particular, focuses on low cost,
energy efficient manufacturing of fiber reinforced polymer composites.
For more information, visit www.energy.gov/eere/.
DMDII
The Digital Manufacturing and Design Innovation Institute is a Federally-funded,
public-private consortium of companies, academic institutions, nonprofits and
governments that want to improve the competitiveness of U.S. manufacturers
by encouraging their adoption of Digital Manufacturing and design technologies.
The DMDII undertakes cutting-edge research, disseminates the lessons learned
and educates the digital workforce.
DMDII and its partners create tools and technologies to solve for today’s most
pressing manufacturing challenges. The goals include providing factories with
the tools, software and expertise needed to build things more efficiently, less
expensively and more quickly. As more global competitors push the envelope in
Digital Manufacturing and design, supply chains need to learn how to integrate
data at all of the stages of production—design, prototype, production,
inspection and shipping.
DMDII members can also participate in the Institute's workforce development
activities.
For more information, visit www.dmdii.uilabs.org/.
MESA International
Manufacturing Enterprise Solutions Association (MESA) International is a
worldwide not-for-profit community of manufacturing companies, information
technology hardware and software suppliers, system integrators, consulting
NIST
The mission of the National Institute of Standards and Technology (NIST) is “to
promote U.S. innovation and industrial competitiveness by advancing
measurement science, standards and technology in ways that enhance economic
security and improve our quality of life.” Given that mission, NIST is motivated to
sponsor and participate in initiatives that, in particular, help the US become more
competitive in the area of Smart Manufacturing (similar to the German
government’s sponsorship of the Industrie 4.0 initiative). Examples include a
NIST-sponsored workshop on the topic of “Open Cloud Architectures for Smart
Manufacturing” [13] and NIST’s membership in the Industrial Internet
Consortium. NIST also provides leadership to advance the concept of Cyber
Physical Systems. It has established a CPS and Smart Grid Program Office within
its Engineering Laboratory to support that effort.
For more information, visit www.nist.gov/cps/.
The following are six areas where initiatives should be considered in preparation
for this new era of manufacturing. Many of these recommendations revolve
around bringing office information technology and shop floor automation
technology closer together. Improved integration of systems crossing and
breaking down departmental walls between product design, manufacturing
engineers, machine programmers, production workers, inspectors, supply chain
managers and facilities managers will achieve new levels of efficiency in
manufacturing business processes.
Not every aspect of Smart Manufacturing applies to every manufacturing
company or product line, so each business has to assess these general
recommendations with their own business strategy in mind. For example, mass
customization strategies might make sense for some luxury consumer products
but not for other common commodities destined for the grocery store shelf. The
evolution timeline for each business will also be dependent on the organization’s
readiness and ability to implement business process change. Organizations
should also consider that the manufacturing competitive landscape might look
very different in 2025 and companies that are able to transform and take
advantage of these new capabilities will have an advantageous position.
The organization should plan to market and internally promote the new strategic
business vision, as well as the relationships between achieving the business
goals, improving the workplace and improving personal skills for the entire team.
There will be a need for a top-down culture of embracing innovation and
expanding the daily dialogue beyond solving crisis and improving cost. The daily
dialogue must include references to the progress on new initiatives.
Developing education programs that span old departmental walls and combine
skills traditionally taught in separate computer science, mechanical engineering,
industrial or system engineering disciplines will also be important. MESA offers
an education program that can play an important role in helping organizations
bring together the manufacturing and IT departments with shared skills on
manufacturing systems architecture and implementation. There is a lot of
information to assimilate in relation to the advancements in manufacturing
systems, and MESA’s education program helps to work through all the different
options for automation, architecture and integration.
APPENDIX A
Glossary
includes product and process definitions that start in design engineering and
flow through multiple departments and suppliers in the product value chain.
Emerging standards provide 3D geometric models enhanced with product
manufacturing information that is semantically rich and machine-readable.
There is a desire, however, for a bi-directional Digital Thread with
component information flowing up the supply chain into higher-level
assemblies and products.
Digital Manufacturing – Digital Manufacturing is the ability to connect
different parts of the manufacturing lifecycle through digital data that carries
design intent and process information, and utilizes that information for
intelligent automation and smarter, more efficient business decisions.
Hoshin Kanri – Also called policy deployment or Hoshin planning, Hoshin
Kanri is a strategic planning/strategic management methodology based on a
concept popularized in Japan in the late 1950s. It is a management system in
which all employees participate, from the top down and from the bottom up,
and is intended to help an organization: (a) focus on a shared goal, (b)
involve all leaders in planning to achieve the goal, (c ) hold participants
accountable for achieving their part of the plan.
Internet of Things (IoT) – empowers any device with network connectivity–
from smartphones to smart shelves to sensor embedded automation
controls – to be active participants in an event-driven, self-healing system.
Industrial Internet of Things (IIoT) – The subset of IoT technologies and
protocols applied to advances in Smart Factory automation.
Metcalfe’s Law – Derived from the number of possible cross-connections in a
network grow as the square of the number of computers in the network
increases.
Model-based Definition (Digital Product Definition) – The practice of using
3D models (such as solid models, 3D PMI and associated metadata) within 3D
CAD software to define (provide specifications for) individual components
and product assemblies. The types of information included are geometric
dimensioning and tolerance (GD&T), component level materials, assembly
level bills of materials, engineering configurations and design intent.
Model-based Manufacturing – The practice of basing and cross-referencing
production process and inspection definition directly off the 3D models that
define the product design.
Model-based Enterprise – The vision for a fully integrated and collaborative
environment founded on 3D product definition detailed and shared across
the enterprise to enable rapid, seamless and affordable deployment of
products from concept to disposal. The foundational elements of a MBE are a
single digital master data set containing the 3D model and the needed
product data in a managed secure and controlled environment that supports
maximum data reuse for all aspects of acquisition, maintenance and
operations.
APPENDIX B
Part 1 and Part 2 of the standard defines the information that should be
exchanged, whereas Part 3 of the standard focuses upon the activities needed
within the Manufacturing Operations system (Level 3). The manufacturing
operations are divided into four groups: production operations, maintenance
operations, quality operations and inventory operations. Each operation is
presented with an activity model, detailing the set of activities required for
manufacturing.
Part 4 of the standard defines a standard model for exchanging information
across Level 3 systems.
Part 5 of the standard defines a set of transactions for data exchange between
Level 4 and Level 3 and within Level 3.
Part 6 of the standard defines a standard set of services for sending and receiving
data exchange messages independent of the underlying message exchange
system or Enterprise Service Bus.
establish guidelines for communicating the descriptions of the objects and the
exchange of information among different systems in the organization.
REFERENCES
[1] “The Future of Manufacturing,” Pierfrancesco Manenti, Lorenzo Veronesi and
William Lee, IDC Manufacturing Insights, 2014
[2] “The Digital Factory”, Pierfrancesco Manenti , SCM World, 2014
[3] “MESA Guidebook - SOA in Manufacturing,” MESA International, 2010
[4] “The Internet of Things: How the Next Evolution of the Internet Is Changing
Everything,” Dave Evans, CISCO, 2011
[5] “Industry 4.0 – Challenges and solutions for the digital transformation and use
of exponential technologies,” Deloitte, 2014
[6] “SMLC Forum: Priorities, Infrastructure, and Collaboration for Implementation
of Smart Manufacturing Workshop Summary Report,” SMLC, 2012
[7] “Manufacturing 2.0 – It’s Time to Rethink Your Manufacturing IT Strategy,”
Microsoft, 2009
[8] “The Emperor’s New Clothes and the Factory of the Future,” Simon Jacobson,
Gartner Supply Chain Conference, 2015
[9] “A Revolution in the Making,” John Koten, Wall Street Journal, 2013
[10] “The Internet of Things: Mapping the Value Beyond the Hype,” McKinsey &
Company, 2015
[11] “Industrial Internet of Things – 2014 Edition,” IHS, 2014
[12] “Industrial Internet: Pushing the Boundaries of Minds and Machines,” Peter
Evans and Marco Annunziata, General Electric Whitepaper, 2012
[13] “Mfg in the Age of IoT and Cloud: Opportunity and Challenge,” Dave Noller,
IBM presentation at NIST Workshop on Open Cloud Architectures for Smart
Manufacturing, NIST, 2015
[14] “Recommendations for implementing the strategic initiative INDUSTRIE 4.0,”
Kagermann, Wahlster and Helbig, Industrie 4.0 Working Group, 2013
REVIEWERS
Luigi De Bernardini, Autoware S.r.l.
Dennis Brandl, BR&L Consulting
Trever White, Toyota
Mike Yost, MESA International
About MESA: MESA promotes the exchange of best practices, strategies and
innovation in managing manufacturing operations and in achieving operations
excellence. MESA’s industry events, symposiums and publications help
manufacturers achieve manufacturing leadership by deploying practical solutions
that combine information, business, manufacturing and supply chain processes
and technologies. More at www.mesa.org
CONTRIBUTING ORGANIZATIONS
ATS is an independent solution provider for industrial, process automation,
quality and information technology users world-wide. ATS provides products
and services for all three levels of the automation pyramid: control, execution
and information. ATS is an innovative, strategic knowledge partner offering
expertise in automation, MES/MOM, PLM, quality management and Smart
Manufacturing. More at www.ats-global.com
Autoware provides advanced solutions for manufacturing management,
through the control and supervision of plants, processes and supply chains.
Throughout almost 20 years of activity, Autoware has delivered projects
encompassing continents, and has defined itself as a strong innovative partner
for companies in F&B, CPG and Pharma industries. Autoware is focused on the
evolution of MES and its integration with the Internet of Things. More at
www.autoware.it
BR&L Consulting is a consulting firm with diverse internationally recognized
expertise in the areas of manufacturing IT, including Manufacturing Execution
Systems, business-to-manufacturing integration, general recipe
implementations, and international assignment management functions in
Human Resources, compensation, payroll, finance and vendor management.
More at www.brlconsulting.com
Dassault Systèmes provides business and people with virtual universes to
imagine sustainable innovations. Its solutions transform the way products are
designed, produced and supported. Dassault Systèmes’ collaborative solutions
foster social innovation, expanding possibilities for the virtual world to improve
the real world. The Dassault Systèmes portfolio of products includes CAD, PLM,
3D visualization, simulation and manufacturing software. More at www.3ds.com
Efficient Plant specializes in consulting on the development, integration and
operation of complex Automation Systems. Services include expertise with
project management, manufacturing process improvement, control
performance improvement, MES and automation technical services. More at
www.efficientplant.com
iBASEt is a provider of software solutions to complex, highly regulated
industries, like Aerospace and Defense, Medical Devices, Nuclear, Industrial
Equipment, Electronics and Shipbuilding. iBASEt’s Solumina software
streamlines and integrates Manufacturing Execution System and Operations
Management (MES/MOM), Maintenance, Repair and Overhaul (MRO) and