agenda: digitalisering af shop floor...
TRANSCRIPT
23 AUGUST 2018 ASSOCIATE PROFESSOR
JOHN BANG MATHIASEN
AARHUS UNIVERSITY
DEPARTMENT OF BUSINESS DEVELOPMENTAND TECHNOLOGY
AGENDA: DIGITALISERING AF SHOP FLOOR TAVLER
Velkomst og formål med workshoppen John Bang Mathiasen
Digitalisering af shop floor tavler: fordele, ulemper og barriere John Bang Mathiasen
Resultatet af spørgeskema undersøgelsen Jacob Steendahl Nielsen
Pause 15 minutter
Den teknologiske udvikling af digitale tavler Jacob Steendahl Nielsen
Caféseminar inklusiv fremlæggelse af de ”fem brændende spørgsmål” De fem cafebestyrere
Afslutning og det videre forløb af forskningsprojektet Jacob/John/Pernille/Anna
JOHN BANG MATHIASEN
23 AUGUST 2018 ASSOCIATE PROFESSORAARHUS UNIVERSITY
DEPARTMENT OF BUSINESS DEVELOPMENTAND TECHNOLOGY
Såvel private virksomheder som offentlige institutioner gennemfører tavlemøder på det operationelle plan,og de involverede medarbejdere har en god forståelse for anvendelse af tavlerne.
Som hovedregel opdateres tavlerne manuelt. Dialogen og beslutningsprocesserne på detoperationelle niveau er derfor baseret på “gamle data”; tilgængelige (big) data anvendes ikke.
Projektets formål er at:• Afdække fordele og ulemper ved anvendelsen af analoge tavler• Afdække fordele og ulemper ved anvendelsen af digitaliserede tavler• Designe og specificere digitaliserede tavler• Udvikle og designe understøttende forretningsmodeller• Udvikle og designe implementerings guidelines
Projektets formål
JOHN BANG MATHIASEN
23 AUGUST 2018 ASSOCIATE PROFESSORAARHUS UNIVERSITY
DEPARTMENT OF BUSINESS DEVELOPMENTAND TECHNOLOGY
Formålet med workshoppen
At bibringe jer en forståelse af fordele og ulemper ved digitale tavler, herunder implementerings barriere
At fremlægge resultatet af vores spørgeskema
At bibringe jer en forståelse af den teknologiske udvikling inden for “Digitale tavler”
At diskutere fem brændende caféspørgsmål med jer alle
At bane vejen for det videre arbejde i vort forskningsprojekt
23 AUGUST 2018 ASSOCIATE PROFESSOR
JOHN BANG MATHIASEN
AARHUS UNIVERSITY
DEPARTMENT OF BUSINESS DEVELOPMENTAND TECHNOLOGY
DIGITALISERING AF SHOP FLOOR TAVLER:
John Bang MathiasenEmail: [email protected] Phone: 2177 2524
Fordele, ulemper og barriere
Intentionen var at gennemføre en teoretisk analyse af fordele/ulemper ved analoge og digitale tavler
Digitalisering af shop floor tavler
“The literature on digitalization of SFM [Shop Floor Management] is rather scarce. Few authors have tried to systemize the topic of classical analog SFM. Peters (2017) has been one of the first to define SFM’s objectives and fields of activity. Based on his work Hertle et al. (2017) developed an advanced model structuring SFM, the Darmstadt shop floor management model. The structure of his work follows the SFM process” (Meissnera et al., 2018)
Source: Meissnera et al. (2018). Digitalization as a catalyst for lean production: A learning factory approach for digital shop floor management
Shop Floor Management (SFM)
Visual Management
PerformanceManagement
Continuous improvement
SFM
A) Visualisere information (VSM/flow chart)B) Visualisere handlinger/guidelines:
1. Digital tavle2. Stop signaler3. Analog tavle
KPI Data behandling: • Opsamle• Gemme• Hente• Præsentere• Evaluere
Forbedre og stabilisere:• PDCA, DMAIC• Problem solving
management
Source: Faidgah et al. (2016); Iuga, (2017); Meissner et al. (2018)
Digital Shop Floor Management (DSFM)
PerformanceManagement
Fordele: Tidsbesparende for ledere/medarbejdere at automatisere data opsamlingen Real-time information qua automatisk opdatering Forbedre detaljeringsgraden af tilgængelige data/information Simplificere sammenkædningen af forskellig data/information Adaptiv visning af KPI ére til forskellige målgrupper Adaptiv evaluering af KPI ére afhængig af problemstillingen
Ulemper: Fejlagtig dataopsamling misvisende billede af performance Fejlfortolkninger af data misvisende billede af performance Operere med for mange KPI ére qua høj tilgængelighed af data Fremmedgørelse qua automatisk data opsamling & behandling
Source: Eaidgah et al. (2016); Meissner et al. (2018
Continuous improvement
Fordele: Hurtigere problem erkendelse Konsistent dokumentering af problemer og løsninger Fremmer samarbejdet internt og på tværs af teams/afdelinger Sociale Medie effekten kan virke motiverende på samarbejdet
Ulemper: Mangler kompetencer til problem/solving i komplekse CPS Lav involveringsgrad af ledelsen i problem/solving mister kompetence Tidskrævende dokumentations krav på shop floor møder Ansatte distancerer sig fra IT systemer
Digital Shop Floor Management (DSFM)
Source: Eaidgah et al. (2016); Meissner et al. (2018
Fordele: Hurtig afdækning af afvigelser qua real-time data Big data og algoritme understøtter analyse og beslutningsprocessen Fremmer kommunikation af problem omfanget og løsningen Reducere rutinepræget SFM arbejde Digitale værktøjer til at lede møderne Virtuel shop floor møder SFM
Ulemper: Ledernes engagement på shop floor reduceres Digital SFM kan blive opfattet som et overvågnings system Overreagerer på problemet og involverer ikke teamet IT-systemet overtager ledelsen af teamet Lederne arbejder 24/7
Digital Shop Floor Management (DSFM)
Source: Eaidgah et al. (2016); Meissner et al. (2018
Digitalisering af shop floor tavler - Barriere
Manufacturing is generally perceived: In the wrong way at the top Managed in the wrong way at the plant level Taught in the wrong way in the business schools
The mistake of considering low costs and high efficiencies as the key manufacturing objective [….. ] is typical of the oversimplified concept of "a good manufacturing operation."
As long as a technical point of view dominates manufacturing decisions, a degree of isolation from the realities of competition is unavoidable
Source: Skinner 1969, Manufacturing missing link in corporate strategy. Please see/read Brown, 2013, An interview with Wickham Skinner
A company's manufacturing function typically is either:a competitive weapon or a corporate millstone
Two innovators extended Taylor’s theory.• Ford mass production lines. • Ohno TPS to handle product varieties
Industry 1.0Simple market
Flow manufacturingEnd of nineteenth century to the 1980s
Industry 2.0Stable market
VolumeVa
riety
Volume
Demand for products hadonly one dimensionproduct volume.
Craft-based production (CP)Eighteenth to nineteenth centuries
Varie
ty CP
Ford
GM
ToyotaDelivery time
Industry 3.0Volatile Market
Responsiveness manufacturing(From the 1980s to today
Flow line and TPS malfunctionFrom analogue to digital equipment
Final assembly: Mass and TPSComponent: Job shop & cells
Final assembly: Seru & MC flow-linesComponent: FMS, Job shop & cells
Canon
Barriere: Market demand, final assembly and component manufacturing
Source: Yin et al. (2018). The evolution of production systems from Industry 2.0 through Industry 4.0
Variety: Industry 4.0: Individuel design/tilpasning af produkter til kunderne Involveringsgraden i produktionsprocesserne?
Delivery Time: Industry 4.0: Produkt livs cyklus bliver usikker – skelne mellem product platforme og produkter Forventer kortere leveringstider
Volume: Industry 4.0: Standard produkter og produkt platform middel til høj – forventer meget høj variation i efterspørgslen Volume af individualiserede produkter kan blive lav
Hvad med bæredygtighed?
Industry 4.0Market ???????
Barriere: Market demand, final assembly and component manufacturing
Source: Yin et al. (2018). The evolution of production systems from Industry 2.0 through Industry 4.0
Companies’ internal systems – their metrics, resource allocation processes, incentives, approaches to recruitment and promotion, and investment strategies – are set-up to support their existing business model. These systems are generally well established and extremely difficult to change, and they often conflict with the needs of digital business models.’ (Wessel et al. 2016)
Digitalisering af shop floor tavler - barriere
Source: Yin et al. (2018). The evolution of production systems from Industry 2.0 through Industry 4.0
Opsummering
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JOHN BANG MATHIASEN
23 AUGUST 2018 ASSOCIATE PROFESSORAARHUS UNIVERSITY
DEPARTMENT OF BUSINESS DEVELOPMENTAND TECHNOLOGY
Spørgsmål
AARHUS UNIVERSITY
DEPARTMENT OF BUSINESS DEVELOPMENTAND TECHNOLOGY
JOHN BANG MATHIASEN
23 AUGUST 2018 ASSOCIATE PROFESSORAARHUS UNIVERSITY
DEPARTMENT OF BUSINESS DEVELOPMENTAND TECHNOLOGY