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IT Fiction Meets Shop Floor RealityIndustry 4.0 – an Economy based on the Internet of Things
Prof. Dr.-Ing. Wilhelm BauerFraunhofer Institute for Industrial Engineering IAO, Stuttgart, Germany
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Fraunhofer IAO and University of Stuttgart IATApplied and basic research for our customers´ benefit
Director: Prof. Dr.-Ing. Wilhelm Bauer
Budget: 34.3 million eurostherefrom 35% are generatedfrom industry contracts
Staff: 560 employees
Departments:
Corporate development and work design
Service and human resource management
Engineering systems
Information and communication technology
Technology and innovation management
Mobility and urban systems engineering
www.iao.fraunhofer.de www.iat.uni-stuttgart.de
Data from 2014, including IAT, University of Stuttgart
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Business Models 4.0 Human-Mach.-Interaction
Research topics of IAO and IAT
Knowledge Work 4.0
Industry 4.0
Smart Services City of the Future
Mobility Innovations
Smart Data Systems
Technology and Innovation Management Change Management
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AGENDA
Digitalization and Industry 4.0
Industry 4.0 in Manufacturing
Today‘s Shop Floor Reality
Ways to the Data Age in Manufacturing
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AGENDA
Digitalization and Industry 4.0
Industry 4.0 in Manufacturing
Today‘s Shop Floor Reality
Ways to the Data Age in Manufacturing
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First weaving loom 1784
1. Industrial RevolutionMechanical production with water and steam power
2. Industrial RevolutionWork-sharing mass production with electrical power
Ford assembly lineBeginning 20th century
Firstprogrammable controller»Modicon 084« 1969
3. Industrial RevolutionElectronics and IT for automation of production
4. Industrial RevolutionBasis: Cyber-Physical Systems
End of 18th century Beginning 20th century Beginning 1970 today
Co
mp
lexi
ty
»Smart Factory«
Towards an Industry 4.0Cooperation within social networks
Work instruction workers’ participation cooperation
Resources based on prediction consumption order related
Processes starr flexible adaptive in real-time
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Video Industry 4.0 (1)https://www.youtube.com/watch?v=HPRURtORnis
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Video Industry 4.0 (2)https://www.youtube.com/watch?v=HPRURtORnis
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Video Industry 4.0 (3)https://www.youtube.com/watch?v=HPRURtORnis
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Towards smarter businessCompanies realise the need to change their business models
How strong will yourbusiness model
change by 2020?(Answers »fundamental« respectively »strong«)
60 %50 %34 %28 %28 %20 %20 % 34 %
IT undElektronik
GesamtHandelAuto-mobilAuto-mobile
Finance/Insurance
Transport/Logistics
Trade Overall IT/Electronics
Energy Telecommunication/Media
Source: KPMG-Study Survival of the smartest, 2014; % (n = 350)
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Economy 4.0Big chances – lots of work to be done
Source: IHK-Unternehmensbarometer zur Digitalisierung, Januar 2015; Basis: Umfrage vom 27. November bis 4. Dezember 2014; N = 1.849 Unternehmen
Digital change is encompassing German economy in total
74% are expecting an expansion of innovation activitiesin order to fully exploit the possibilities of digitalization
How do companies estimate thestatus of digitalization in total? (%)
Is the increasing digitalization influencingbusiness and working processes in your company?
All industries
Production
Trade
Construction
Information/Communication
Finance
Other services
Transportation
Hotel and restaurant industry
1 – digitally low developed 6 – digitally complete developed
All industries
Production Services
Construction Trade
Yes
No
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Risks for the old economyNew digital competitors are challenging the traditional industries
European industry
today
New competitors
Potential loss of valuecreation volume1
2Potential loss ofcustomercontact points
Pressure to Europeanvalue propostition
Share of value creation
Val
ue
crea
tio
np
rop
osi
tio
n
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Risk volume for loosing value propositionsEurope‘s risk potential is enormous
2015
Gro
th o
fIC
T p
ote
nti
al in
GV
A
2025
Transformation related loss of GVA in Europe
Medtech, Elektro, Machinery, Energy
215 bn EUR GVA
Chemistry, Aero,Space
40 bn EUR GVA
Automotive, Logistics
350 bn EUR GVAWav
e 1
Wav
e 2
Wav
e 3
+ 17%
+ 10%
+ 5%
Disruptive to high impact
High to medium impact
Evolutionary to low impact
Δ ICT-share from 2015to 2025
Potential loss until2025
By missing the digital transformation Europe‘s lossof gross value added of605 bn Euro is possible
Source: BDI / Roland Berger, 2015
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From value chains to value networksAutomotive industries as an example
Supplier A Supplier B Customer Supplies parts Integrates components Uses productscomponents, modules Controls customer contact
Demands components Effects market needs
From rigid value chains…
… to dynamic value network structures
OEM
Customer
ICT Platform
Supplier A
Mobility services
Balancing market demands
Delivers data/services
Provides services
Delivers production techn.
Supplier B
Supplier C
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Data based
routing
Drones
Autonom. vehicles
Fourth-
party
logistics
E-Commerce
Remote maintenance
Data products
Smart Factory
Predictivemaintenance
Demandsprediction
Wearables
Robotics
Additive manufac-
turing
Socialnetworks
Mobile Internet/
Apps
Broad-band
Cloud Compu-
ting
IOT
Big Data
DigitalTrans-
formation
Driving forces of the digital transformation processFour control levers, enablers and propositions
Enabler
Propositions
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How to deal with digitalisation
»We need to significantly increase the speed of our actions. The digitalisationmust be a top issue in Germany and Europe. The Revolution itself out faster than many actors in politics and economics wanted to admit it.«
»German Chancellor Merkel reinforcingthe need of intelligent usage of »Big Data« and Industry 4.0: Take chances –avoid risks!«
Günther OettingerEU-Commissioner forDigital Economy andSociety
Angela MerkelChancellor of Germany
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Innovative Working
Environments
Healthy Living
Intelligent Mobility
Digital Economy and
Society
SustainableEconomy and
Energy
CivilSecurity
Industry 4.0 Smart data
Digital interconnectedness
Combating wiedespread disease Individualised medicine
Energy research Assurance of raw
material supply City of the future
Work in a digitalworld
Services Skills
Traffic infrastructures Mobility concepts Automotive technologies Aerospace, maritime
Civil security research Cyber-security IT-security Reliable identities
The new German »Hightech Strategy«
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I. Digital infrastructures
II. Digital economy und digital work
III. Innovative nation
IV. Digital living environments in society
V. Education, research, science, culture and media
VI. Security, prevention and trust for society and economy
VII. European and international dimension of digital agenda
German »Digital Agenda«Fields of action
Source: Federal Ministry of Economy and Energy, 2014; Resolution of the Federal Cabinet (20.8.2014)
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AGENDA
Digitalization and Industry 4.0
Industry 4.0 in Manufacturing
Today‘s Shop Floor Reality
Ways to the Data Age in Manufacturing
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Economic potentials of Industry 4.0 Increase of gross value added from 15 % to 30 % until 2025 possible
Potentials ofbusiness modelsnot consideredsufficiently yet
Conservativeestimation
Core industrieswith highestleverage
Industrial sectors Gross value added[Bill. €]
PotentialsIndustry 4.0
Increaseper annum
Increase[Bill. €]
Chemical industry
Automobile andcomponents
Machine andplant construction
Electrical equipment
Agriculture and forestry
ICT
Potentials of the 6 chosensectors
Examplary projectionfor gross value addedin Germany
Source: BITKOM / Fraunhofer IAO, 2014
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Dual strategy for Industry 4.0Germany as leading market and leading supplier
Objective: Increase in process efficiency by implementation of IoT use cases
Objective: Realization of new market opportunities by innovative business models
Trigger: Internet of Things (IoT, CPS) Trigger: Internet of Services
Today main emphasis is placed on process efficiency –competition of best business models is just starting.
Germany as leading market Germany as leading supplier
»Appification«
Control Engineering
Mobile Robotics
Mobile Internet
Automation
Embeddeds
Degree of maturity
[Accenture, 2014]
Sources: itizzimo, DFKI, Kuka, kiva, DHL, Uber, GE
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Vision #1:Cyber-Physical Systems and IoT
Expectations: significant decrease in planning processes over the life cycle, data acquisition and data processing.
Cyber-Physical Systems
via IP addresses connected objects with embedded hardware and software that interact with their environment
Objects that consist of their real and virtual representation and keep them up-to-date in real-time over their entire lifetime.
Internet of Things (IoT)
The Internet of Things is the technical vision, to integrate objects of any kind into a universal digital network. The objects have a unique identity (smart objects) and are / move in a 'smart' environment.”
[Federal Ministry of Economics and Technology 2007]
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Vision #2:Self-Organization and Autonomous Objects
Expectations: significant decrease in scheduling andcontrol and better use of existing capacities.
Product that organizes, finds and makes its way through the supply chain
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Video: Self-Organization and Autonomous Objectshttps://www.youtube.com/watch?v=dDsmbwOrHJs
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Video: Self-Organization and Autonomous Objectshttps://www.youtube.com/watch?v=dDsmbwOrHJs
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Vision #3:Big and Smart Data
Expectations: significant decrease in interaction, clarification and escalation processes, better process knowledge and new business models.
Big Data
Real-time processing of large unstructured data offers new interrelations for process and product improvement
Real-Time data processing and process transparency can be used to make better decisions than today
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Vision #4:Real-Time Data Integration over Value Chains
Expectations: real-time traceability and manipulation; novel business opportunities and models.
Picture: acatech, 2013
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Vision #5: Significant added value expected
High expectations regarding efficiency gains by industry 4.0 –within own processes and across the value chain.
Source: Ingenics AG/Fraunhofer IAO (2015): Industry 4.0 – A revolution in work organization
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AGENDA
Digitalization and Industry 4.0
Industry 4.0 in Manufacturing
Today‘s Shop Floor Reality
Ways to the Data Age in Manufacturing
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Industry 4.0 has to be worked out
Only 29% of enterprises have implemented Industry 4.0 as strategic initiative.
Only 6% of enterprises consider their Industry 4.0-preparations as very high.
Industry 4.0 has to be worked out –it is penetrating enterprises top-down.
Source: Ingenics AG / Fraunhofer IAO (2015): Industry 4.0 – A Revolution in work organization
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Industry 4.0 readiness in German SMEs
Source: Fraunhofer/agiplan, 2015
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Physical assistance with human-robot-collaborationRobots are leaving their cages
Source: Volkswagen AG. 2015
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Example: Volkswagen body-shop situationEqual amount of humans and robots
HumansRobots
from productdecoupled/indirect work
primarilymanual work
Source: Volkswagen AG. 2015
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Example: Cost in German automotive industries 2014Robots costs 10% of human workforce
Humans Robots
EUR/h
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Example: Age pattern of employees at Volkswagen 2014Babyboomers (apx. 30%) are leaving the company in next 20 years
Source: Volkswagen AG. 2015
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Better working conditionsExample: Activity-based Lighting
Intensity, colour and direction of lighting are triggered due to context information
RFID cards load individual employees‘ lighting profile
RFID chip records presence of assembly dolly and triggers lighting of work station
Photo sensor records removal of last assembly part and triggers new lighting setting (spots for visual testing)
Work Tasks: Visual TestingPosition: Only Work Station 2 lighted
Individual and Shift Parameters:
- Older colleague working morning shift
- Younger colleague working night shift
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Example: Good Work in the Volkswagen factory 4.0
Workstyle design options
1. Workplace design/human factors design
2. Work organizationand technique
3. Qualification andtraining
Replace non-ergonomicjob types
Priorizing smart automation
Enhancing EAWS withpsychical stress factors
Qualification supportingwork organizations
Decision supportingtechnology
Easy-to-use technologiesand work systems
Dual education systemand training
Mechatronics and ICT-specialists
Technicians and engineers
Source: Volkswagen AG. 2015
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Self-organizationExample: Self-organized human-ressource allocation
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Customer order: 50 gearboxesuntil Monday
I can work thisSaturday
I am not available thisSaturday
Extra-shift thisSaturday
Capacity request
»Cockpit« für for capacity requests
Rules Enginewho is able to, who is allowed to, who should, whowants to work
Self-organizationExample: Self-organized Human-Ressource Allocation
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AGENDA
Digitalization and Industry 4.0
Industry 4.0 in Manufacturing
Today‘s Shop Floor Reality
Ways to the Data Age in Manufacturing
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Implementation stepsand applications today
INFORMATION
INTERACTION
INTELLIGENCECurrent, reliable status and
position information in (near) real time
Connectivity and interaction of humans,
machines and objects with each other and its
environment
Autonomous decision making of (artificial)
intelligence without outside interference (by humans) as
vision1
2
3
Context-Based work instructions
Collaborative (light-weight) robots
Value Stream Vizualization
E-Kanban, Twitter-Shelf
Dynamic workplaces
Condition Monitoring, Predictive Maintenance
Smart-Pick with DataGlasses
Self-organized capacity flexibility
???Machine Learning
Artificial Intelligence ???
Plug & Produce automation
Continuous Data Transparency
Digital Shop Floor Management
…
…
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Software beats Hardware
Platforms control everything
It’s all about data
Transformation path to a data age in manufacturing
INFORMATION
INTERACTION
INTELLIGENCECurrent, reliable
status and position information in (near) real time
Connectivity and interaction of
humans, machines and objects with
each other and its environment
Autonomous decision making of
(artificial) intelligence
without outside interference (by
humans) as vision1
2
3
Initial Situation of most companies (especially SMEs)
LEAN AND PROCESS Organization
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1. The digitalization of industrial value creation is already on the way and will penetrate work and life further on.
2. Industry 4.0 raises high expectations. The public perception of the topic has gone beyond real solutions and implementations.
3. Industry 4.0 is penetrating enterprises top-down and bottom-up.
4. There will be significant impacts on work, work organization and qualification.
5. Intransparent economic benefits and organizational obstacles prevent a widespread realization of good practices (at least today…).
Industry 4.0 revisited
Industry 4.0 will be the future of manufacturing.But probably it will look quite differently than expected today.
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Industry 4.0 @ Fraunhofer IAO
Surveys
Research
Implementation
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Prof. Dr.-Ing. Wilhelm BauerFraunhofer IAONobelstraße 1270569 Stuttgart
Tel: +49 711 970-2090Fax: +49 711 [email protected]
http://www.iao.fraunhofer.de
Contact