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Calgary-based Nova Chemicals was struggling to process more than 20,000 maintenance work orders per year at each of its 11 chemicals and plastics resins manufacturing facilities. To improve its maintenance scheduling, the company introduced advanced analytics and cloud computing in collaboration with Enterprise Asset Management software (EAM). Today, the EAM software provides a complete and consolidated view of scheduled maintenance at Nova Chemicals. It facilitates maintenance scheduling, work execution, and material availability processes.

BENEFITS

  • Time spent on reactive, emergency work has been reduced by 47%
  • Time spent on proactive, preventative maintenance has increased by 61%
  • Maintenance schedule compliance has improved by 22%

Source: McKinsey & Company

Logistics company Knapp AG developed a paperless picking technology that uses augmented reality to optimize the picking process in a warehouse. This wearable technology resembles eyeglasses and is worn as a headset by the employee.

BENEFITS

  • Reduction of training time for new and seasonal workers
  • Acceleration of the picking process
  • Reduction of the error rate by approximately 40%

Source: McKinsey & Company

An automotive OEM was experiencing increasing warranty expenses and recall execution costs driven by a reactive approach to issue identification, the long turnaround time between issue identification and resolution, and the inability to track the effectiveness of production and field fix issues. Real-time data was captured by sensors on the manufacturing line and aggregated with quality, warranty, and safety data to populate a cloud-based data lake. Advanced analytical techniques, including text clustering, probability analytics, concept extraction, and event history were utilized to identify potential issues. Digital user interfaces were leveraged to drive user adoption and enhance employee ability to translate insights into action. An end-to-end set of dashboards was utilized to create visibility into priority issues, enabling the execution of field fix implementations sooner.

BENEFITS

  • Enhanced overall level of product safety for consumers
  • Early identification of quality issues (13 months earlier than before)
  • Annual savings of $24-$36 million

Source: Deloitte

A major coffee manufacturer needed to reduce the percent of machines that were offline for cleaning. To keep the production rates steady, the manufacturer needed to purchase 100 extra machines to compensate for the offline equipment or find a better solution. The coffee manufacturer chose to implement an IoT solution to enable the coffee-production equipment to generate a real-time information stream regarding its operational state. This enabled the company to more effectively predict downtime and significantly decrease the extent of surplus equipment needed on the production line.

BENEFITS

  • Predictable downtime
  • Eliminated need to purchase new machines.
  • Gained real-time information on the system’s operational state.

Source: Information Technology & Innovation Foundation (ITIF)

Lido Stone Works manufacturer of high-end architectural stone products. Seeking to realize a more-automated production environment, Lido Stone Works leveraged IoT to craft an intelligent manufacturing system that directly links Lido and their clients’ architects into a seamless, IoT-enabled cloud platform. The platform generates a real-time stream of information, and both the client and technicians can monitor a job’s progress in real-time, detecting, and fixing, problems as they unfold.

BENEFITS

  • The workforce grew by 67%
  • Productivity increased by 30% (largely by reducing downtime)
  • Boosted revenues by 70%
  • Saved a half-million dollars in travel costs annually

Source: Information Technology & Innovation Foundation (ITIF)

KUKA Industrial robotics manufacturer. KUKA seized the opportunity to integrate IoT systems when the company built a new facility in Toledo, Ohio for manufacturing Jeep Wrangler bodies. KUKA connected over 60,000 devices, including 259 assembly-line robots, into a central data management system. By linking the devices, line-of-business applications, and back end systems together, KUKA has achieved an automated manufacturing process capable of producing one of eight different Jeep Wrangler auto bodies every 77 seconds off the same production line without interrupting production flow.

BENEFITS

  • Increased Production flexibility
  • Central control tasks and diagnostic processes can be performed directly on robots from the control panel’s interface.

Source: Information Technology & Innovation Foundation (ITIF), Control Solutions Inc.

HIROTEC America Automation manufacturing equipment and parts supplier with 26 facilities in 9 countries that designs and builds approximately 7 million doors and 1.5 million exhaust systems annually. Volumes of data were manually separated and stored across multiple sources. To improve quality, reduce downtime, and optimize production schedules, HIROTEC needed to implement a modern, automated solution that could gather maintenance and operational information into one source and offer actionable recommendations. HIROTEC turned to IoT and connectivity platforms to enable company-wide device-to-cloud connectivity through one overarching toolset. A manufacturing suite and IoT Gateway advanced plug-in was also part of the solution.

BENEFITS

  • Improved visibility into the processes of the CNC shop and gained deeper insight into operations
  • Added the ability to leverage real-time data from the shop floor and tie it to the scheduling ERP system, optimizing the scheduling of parts to CNC modules
  • Increased productivity and ROI by gaining greater insight into asset and resource allocation
  • Improved collaboration between Operations Technology (OT) and Information Technology (IT) departments, reducing downtime and enabling more efficient responses to IT jobs
  • Reduced costs, effort, and development time by selecting proven, interoperable technologies
  • Provided quick proof-of-concept into the value of IoT via short, six-week Agile sprints

Source: PTC, Information Technology & Innovation Foundation (ITIF)

Kaeser Kompressoren German-based manufacturer of compressed air systems and services.  To avoid unplanned outages and system downtime, Kaeser began equipping its compressed air equipment with IoT sensors that capture key environmental and performance data such as temperature, humidity, and vibration. With equipment continuously transmitting operational status in real-time, Kaeser conducts predictive analytics to determine whether parts might be prone to failure and to identify and replace faulty parts during regularly scheduled maintenance instead of after an outage has occurred. Kaeser upgraded to a relational database management system to orchestrate new business processes across the organization, improve supply chain management, and harness the power of big data analytics.

BENEFITS

  • 60% reduction in unscheduled equipment downtime
  • Estimated annual savings of $10 million in break-fix costs

Source: Hewlett Packard Enterprise, Information Technology & Innovation Foundation (ITIF)

BENEFITS

Inspection & Quality


Once the product is manufactured, the supplier must ensure that any other conditions specified in the PO, or release, are met before the order is sent. The parts manufactured to the PO generate data used for internal inspection, test and certification processes. The parts are then inspected according to the Inspection Plan using different methods including a Coordinate Measuring Machine (CMM), check fixtures, gauges, etc. Once accepted the parts are packed/crated for shipment along with shipping documents.

During the process and inspection activities, manufacturing may make changes to tooling, process or inspection methods to improve throughput and/or improve the resulting product which will generate an Engineering Change Order. Parts may fall outside acceptable specifications during the production process resulting in determining an outcome for the part, scrap or rework. This causes the initiation of several processes to start:

  • MRB to determine appropriate resolution for existing inventory;
  • Fix the root cause of the problem before further value add task are performed on defective Work In Process;
  • Actions to recover schedule which may including finding new suppliers and/or adjusting time investments.

Models today typically only used for “reference” in the Quality community, but that is starting to change. The contractually binding format is often a 2D “static” drawing. Many organizations will request 3D model data as a reference in case reading the drawing becomes a problem, but reading the 3D model data without validating it back to the drawing creates a significant risk for quality escapes. Rarely do Suppliers receive 3D models with PMI included


Inspection & Quality

Data exchanged in the Activity:

INPUT
  • Shipping Requirements
  • Inspection Requirements
  • Packaging Requirements
  • Models
  • Inspection Plan

OUTPUT
  • Data required for acceptance
  • Data required for receipt inspection
  • Process data
  • Data required for components out of spec
  • Data required for lower tier suppliers
  • Schedule status
  • Delivery plan
  • Product

Tools:

  • ERP
  • Portals
  • FTP
  • Words
  • Excel
  • PowerPoint
  • Project
  • Email
  • Adobe Acrobat
  • Digitally capable CMM
  • Data collection devices

Digital Solutions


  • Standardized Production processes - Standardized data

  • Digital connections to lower tier suppliers - Improved communication

  • Digital Material Certification - Improved data capture

Potential Issues with this Activity:


  • Manufacturability Issues in PMI - Inaccurate PMI

  • Production based on outdated/incorrect specifications - Outdated PMI/Specifications

  • Specifications were not met - Manufacturing error

  • Lower tier suppliers deliver defective parts - Rejected order

  • Lower tier suppliers fail to deliver data with part - Rejected order

  • Data not captured from WIP - Ineffective data capture