ID de Conteúdo:  

PMED.004

   |   Publicado a:   

25 de Fevereiro, 2019
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CASOS DE USO

Use Cases de Manufacturing – Parte 2

Companies:

  1. Adidas
  2. Faurecia
  3. Black & Decker
  4. Philips
  5. Eisenmann
  6. Klöckner Metals
  7. Large Multi-National CPG

Adidas – Mass customization enabled by the Speedfactory

Apresentação da Empresa

Company facts

  • The largest sportswear manufacturer in Europe
  • Year founded: 1949
  • HQ: Herzogenaurach, Germany
  • Revenues: €21 billion
  • Employees: 48,775
https://wi-images.condecdn.net/image/4gnNddpYw7L/crop/405/landscape/f/11-17-FTadidas__01.jpg

Use Case

Mass customization enabled by the Speedfactory

Situação e Solução

  • In 2017, Adidas launched the Speedfactory in Ansbach Germany, a highly flexible manufacturing plant, which challenges the idea of centralized production and makes product close to where the consumer is
  • The state-of-the-art robotics factory is using advanced production techniques, innovative engineering and digital designs to transform the way trainers are produced.
  • The facility pairs a human workforce with advanced technologies including 3D printing, robotic arms and computerized knitting to make these next generation running shoes.
  • Adidas also no longer operated on a traditional supply chain model which relies on manual production in Asia, instead the localized approach allows to conceptualize, prototype and create specialized shoes for individual runners in different cities, all in a matter of weeks.

Resultados

  • By putting the customer first (allowing them to design their own shoes and having them delivered in no time), Adidas has created a unique value proposition in a heavily mass produced market space.
  • The concept of the Speedfacotry is scalable in other countries, and helps creating local jobs.
  • Operational benefits of this business model shortens include a shortened supply chain, reduced supplier risk, oprerational savings and speed to market, among others.

Fonte: Informação Pública


Faurecia – Reinventing the on-board experience through cognitive technologies

Apresentação da Empresa

Image result for faurecia logo

Company facts

  • Automotive parts supplier, specializing in seating, interiors and emissions control technologies
  • Year founded: 1997
  • HQ: Nanterre France
  • Revenues: €17 billion
  • Employees: 100,000
https://newsroom.accenture.com/content/1101/images/AUTO_FAMILY.jpg

Use Case

Reinventing the on-board experience through cognitive technologies

Situação e Solução

  • With drivers spending up to 500 hours a year, on average, in their cars and the continuing progress in the field of self-driving vehicles, car interiors will become an extension of the home and office, providing a similar experience and range of services.
  • To that end, Faurecia is building smart seats which will be able to analyze physiological data and then apply countermeasures to mitigate motion sickness, stress, discomfort, drowsiness, and readiness to operate controls.
  • The data gathered on the driver’s condition is translated into a variety of personalized actions that include adjusting the seat position, a five-program massage capability, seat ventilation, changes in ambient lighting or the audio environment.
  • Over time, the cockpit will learn the occupant’s preferences to provide a more comfortable and enjoyable on board experience. This starts with first identifying the occupants and, based on their profile, establishing a baseline recommendation for thermal, postural and audio comfort.

Resultados

  • The digital transformation journey helped Faurecia stay relevant and secure continued growth in an industry which is continually enhancing the customer experience.
  • Revenue generated from the innovation efforts free up the capital needed to invest in new products, services and business models to sustain future growth.
  • However, beyond all, data is turning Fauecia into a powerdul player in the market, opening opportunites to engage in partnerships with for instance health care and insuance providers.

Fonte: Informação Pública


Black & Decker– Achieving shop floor visibility through a real-time location system

Apresentação da Empresa

Company facts

  • Manufacturer of power tools, hardware & home improvement hardware
  • Year founded: 1910
  • HQ: Baltimore, Maryland
  • Revenues: €11.4 bn Employees: 27,000

http://manufacturingstories.com/wp-content/uploads/2016/08/4942f70f-dcc0-4a66-b18f-815557b66370.jpg

Use Case

Achieving shop floor visibility through a real-time location system

Situação e Solução

  • To increases visibility and decreases complexity in one of the largest tool manufacturing plants in Mexico, Black & Decker decided to invest in an IoT solution
  • The 500,000-square-foot facility uses a vertically integrated production arrangement that produces everything from hammer drills to planters. It outputs dozens of different products, and has 40 multiproduct manufacturing lines with hundreds of workers making millions of products every year.
  • Black & Decker deployed a real-time location system in the form of Wi-Fi radio-frequency identification tags that attach to almost every material, allowing for tracking across the entire plant.

Resultados

  • The plant saw a 10% increase in labour efficiency and better use of labour critical resources, leading to utilization rates increasing from 80% to 90%. This also resulted in quality improvements.
  • Being able to monitor and control production nearly automatically, supervisors can now react more quickly to issues on the shop floor, as they receive notifications of issues much earlier.
  • The wireless network and RFID infrastructure increased overall equipment effectiveness (OEE) by 24%.

Fonte: Informação Pública


Philips – 3D printing prevents parts failure and unlocks production processes

Apresentação da Empresa

Image result for philips

Company facts

  • Technology company focused in the areas of healthcare and lighting
  • Year founded: 1891
  • HQ: Amsterdam, Netherlands
  • Revenues: €17.8 bn
the metal 3DP suction gripper installed and operational.

Use Case

3D printing prevents parts failure and unlocks production processes

Situação e Solução

  • Philips Lighting explored which benefits 3D printing – particularly metal printing — could offer for components in a production environment. Its site in Turnhout, Belgium invested in innovating a lamp holder previously prone to part failure, and the automation of a previously labor-intensive line using lightweight design.
  • In the first case, the company re-engineered and metal printed a new single structure bracket, reducing part assembly and removing weld line pressure points completely. This significantly reduced breakage incidents.
  • The second initiative looked at automating a process which required a machine operator to physically place parts in a 12-bore gripper, apply materials and remove finished units. However, automation of this process required enhancements to the vacuum suction capability of the gripper and a lighter construction sturdy enough to withstand the strains and stresses of a ‘pick and place’ robotic action. By consolidating construction and printing the gripper from aluminum, strength and suction have improved while reducing overall unit-weight – thus enabling faster, reliable movement.

Resultados

  • 3D printing enabled Philips Lighting to achieve product innovation, process innovation and improved inventory management.
  • The two innovations led to a combined cost saving of around €89,000 a year through the operational benefits they delivered. This for instance includes a €9,000 cost saving attributed to reduced maintenance technician time as a benefit of the re-engineering light bulb.

Fonte: Informação Pública


Eisenmann – Switching to a business outcome model

Apresentação da Empresa

http://www.eisenmann.com/dam/jcr:213562f3-2c26-4a27-8f71-11fb72063363/logo.gif

Company facts

  • Engineering and Paint shop solutions supplier
  • Year founded: 1951
  • HQ: Böblingen, Deutschland
  • Revenues: €861 million
  • Employees: 3115

Use Case

Switching to a business outcome model

Situação e Solução

  • Historically, Eisenmann has been very active in augmenting its traditional value proposition, which is geared around paint shops and conveyor belts delivery and integration for the automotive world, with digital technologies.
  • The company needed to de-commoditize its business to differentiate from competition by investing in digital technologies delivery on top of their traditional products
  • For example, Eisenmann established a separate company in 2015 – ENISCO – to provide what is now a well-established Manufacturing Execution System (MES) . This was needed to reap the opportunities from a higher profit, higher growth market, which is MES software, and to secure a continuous stream of software maintenance revenue flow.
  • But besides that, Eisenmann had to eventually transform its core. This entailed leveraging an Industrial IoT platform. Hence, in January 2018 the company joined the MindSphere World association, as one of first 19 founding members.

Resultados

  • Joining MindSphere World generated three main business opportunities and benefits:
  • Collaborating in a high profit ecosystem of leaders in manufacturing technology which enables the company to balance the medium – low profitability of the core industry (8% industry average).
  • Enables pay-per-use concepts such as equipment-as-a-service and smart maintenance. This comes by disrupting the internal silos dedicated to maintenance and service, and by enabling technicians and service leaders with data and performance “search, analyze, and compare” capabilities.
  • Augments the functionalities of its MES products and complements them with IoT capabilities

Fonte: Informação Pública


Klöckner Metals – Transforming the steel industry

Apresentação da Empresa

Related image

Company facts

  • Steel Distribution
  • Year founded: 1973
  • HQ: Böblingen, Deutschland
  • Revenues: €6.3 billion
  • Employees: 8,600

Image result for kloeckner AND steel digital traNSFORMATION

Use Case

Transforming the steel industry

Situação e Solução

  • Klöckner is a German family business, whose core business is the steel distribution from manufacturers to construction companies
  • Over time, the company realized that its products were consistently sold on-line by a number of different providers for a cheaper price
  • The company took the strategic decision that instead of getting into a price war, which would have risked a “race to the bottom” and a strong hit on process profitability, they needed to engage their key customers in a different way
  • Therefore Klöckner decided to imitate the global retail giant Amazon and create a steel-trading cloud platform and web shop that connects suppliers and customers
  • The company expects that by 2022 50% of their revenue will come from the services offered on the platform

Resultados

  • 19% of sales were generated through digital channels in the first quarter of the 2018 fiscal year, and the figure is rising.
  • Klöckner stated that by 2022, 50% of their revenue will come from the services offered in the platform.

Fonte: Informação Pública


Large Multi-National CPG – Delivering actionable information on the shop floor

Apresentação da Empresa

Company facts

  • CPG Manufacturer
  • HQ: UK
  • Revenues: €20 billion +
  • Employees: 10,001+

Image result for smart factory

Use Case

Delivering actionable information on the shop floor

Situação e Solução

  • In 2000 this CPG’s footprint consisted of 85 factories, which were jointly operating with 60+ different ERP instances, leading to a lack of standards and procedures, and poor data management. Overall, factories’ performance was reasonable considering the complexity involved, but not optimal (average group OEE being at around 45%). The global competitors were in a similar situation, so all in all the company performed on par with the industry.
  • The company decided to move forward with a massive restructuring, and good progress was made in this sense over the years. By 2012 the footprint position was optimized, with 50 factories in 40 countries, supported by just 5 ERP systems
  • In this journey, the biggest challenge for the company was changing the way people managed processes and interacted with IT tools. The company understood that existing business rules and tools in place were not integrated and not in line. This lack of transparency resulted in the fact that on average staff was using less than their intellectual capability at the service of the organization. The company estimated it being just the 20% of their intellectual potential
  • The organization understood the need for empowering decision makers to run self-managed, decentralized processes based on real-time notification and information scripted at the lowest possible hierarchical step, down to operator/mechanic level.
  • For example, they enabled operators to run route cause analysis focused on key metrics such as energy management, uptime, Mean Time Between Failures (MTBF) and Run-To-Target.

Resultados

  • Strategic Benefits:
  • Full product traceability
  • Machine fleet reduction
  • Further footprint opportunities
  • Capex avoidance
  • Factory new build & expansion needs postponed
  • Tactical benefits:
  • OEE increased: 20%
  • Number of machine stops reduced: -50%
  • New product introduction (NPI) right form first time: +25%
  • Faster innovations roll out, time to market reduced: -25%
  • On Time In Full (OTIF): +10%
  • Overall Product Quality:+5%
  • Product waste reduction:-10%
  • Energy consumption reduction: -25%

Fonte: Informação Pública

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