digitalisation across sectors - feup€¦ · operational model defined to achieve objectives...

Confidential. © 2016 AMRC. Template - AMRC.PPT Revision 1 (June 2016)

Digitalisation Across Sectors

Ben Morgan, MEng CEng FIMechE

Head of the Integrated Manufacturing Group

MANUFACTURING IS CHANGING

2

MORE SENSORS

BETTER CONNECTED

ACCESSIBLE ADVANCED ANALYTICS

4IR IS HAPPENING

ALL ACROSS EUROPE

3 3

Known by other terms in Europe and around the world. This is a global revolution.

4IR

Made Different

Industrie du Futur

Industria Conectada 4.0

Produktion 2030

Industrie 4.0

Produktion der Zukunft

Fabbrica Intelligente

FACTORY 2050

4

Need

• Mass customisation / high variation

• High rate

• Short lead time

• High quality

• = Productivity

Technologies

• Robotics / Automation

• Self inspecting / validating machines

• Augmented reality / Mixed reality / Digital Work

Instructions

• Sensing / connectivity / analytics

• Smart flexible fixturing / Intelligent tools

• Visualisation / Simulation / Emulation (Digital

Twin)

Objectives

• Quick reconfigurability

• Data driven

• Automated / semi-automated

• Develop skills and engineering talent

• Hub/ Spoke model

FACTORY 2050

FACTORY INFORMATION BUS

TABLE

T

ANALYTICS DATA STORE CLOUDANT /

LOCAL

CLOUD

FACTORY

PLANNING

SYSTEM

CUSTOMERS /

ORDER

INTAKE

PHONE LAPTOP /

PC

SUPPLY

CHAIN

Live

Data

Historic

Data

Secure

link

Alerts /

Just in time information /

Work instructions /

Process / progress info Low power Bluetooth /

WI-FI / RFID / factory

LAN

Operator feedback

/

Validation

WEARABL

E

DELIVERY OF

INFORMATION

Right information

Right time

Right place

Right person

Right device

Right format EMPLOYEES

SENSORS /

EQUIPMENT

Temperature

Location

Acceleration

Humidity

Pressure

Vibration

Impact

INTERNET /

WEB PORTAL

DASHBOARD REPORTING

DISTRIBUTE

D

ANALYTICS

no

STRATEGY AND CHALLENGES

6

TRENDS

• Flexibility to ramp up and down

• Reconfigurability

• Optimisation

• Drive for productivity through:

• Quality

• Added value

• Efficiency

• Develop talent and skills

DRIVERS • Higher variation • Lower batch size • More customisation • Need traceability • Retiring workforce • Lack of skilled resource availability • Environmental / Material resource • Quality demands

CHALLENGES Legacy aircraft / Legacy buildings / Legacy hardware / Culture / Infrastucture

8

£

t fx

On budget and fully functional but delivered late

On time and fully functional but over budget

In budget and on time but lacking functionality

9

fx

Functional Requirements e.g. Business Rules Admin Functions …

Non-functional Requirements e.g. Security Performance …

9

fx dependencies Existing Infrastructure Existing Processes Legacy

Customer

Supplier

FRs and NFRs

Services

£

t

Budget Constraints

Time Constraints

Resource Quality

Risk

£

t

Original functionality Budget Constraints

Time Constraints

Resource Quality

Risk

£

t fx

Original functionality

Reality of functionality delivered within budget and timescale

Budget Constraints

Time Constraints

Resource Quality

Risk

£

t fx

Original functionality

Future unknown functionality requirements

Reality of functionality delivered within budget and timescale

Budget Constraints

Time Constraints

Resource Quality

Risk

Social

£ Environ

£

t + fx

Budget Constraints

Time Constraints

Functions

Operational Costs

Environmental Sustainability

Social Sustainability

= ?

Existing Infrastructure

ERP MES CRM

PLM CAD

Existing Infrastructure

ERP MES CRM

PLM CAD

ERP

MES

CRM

PLM CAD

Future State

How can IT principles help?

Enterprise Architecture is ‘The City Plan’, it is a tool that links an organization’s business, technology mission and strategy to projects implementing systems based on these strategies • Developed and used to coordinate the activities of a large

manufacturing change program, perhaps incorporating ‘digital twins’, then it will be focused on a specific operational process or application area, albeit covering business, operational and IT concerns.

• Being used to help control an outsourced IT engineering service that, although it will be enterprise wide, it will be focused particularly on the IT infrastructure.

The three key components of the Enterprise Architecture can be “semi-autonomous” have a “common goal or interest”; this reflect the fact that an Enterprise Architecture can have a variety of objectives, varying in scope and context.

4IR Business

Architecture

Data Architecture

Application Architecture

Technology Architecture

Business Drivers

4IR Drivers

Where do I

?

Ste

p 6

Op

tim

ise

d:

M

ain

tain

th

e d

ialo

gue

Ste

p 5

Man

age

d:

P

ull

toge

ther

(s

pir

al-o

ut

asse

ssm

ent)

Ste

p 4

De

fin

ed

:

Wo

rk w

ith

th

e re

al w

orl

d

(bo

tto

m-u

p a

sses

smen

t)

Ste

p 3

Re

pe

atab

le:

St

rate

gy a

nd

stu

ff

(to

p-d

ow

n a

sses

smen

t)

Ste

p 2

Ad

-ho

c:

Cle

an u

p t

he

mes

s

(ho

rizo

nta

l ass

essm

ent)

Ste

p 1

De

velo

pm

en

t:

Kn

ow

yo

ur

bu

sin

ess

(f

ocu

s o

n b

usi

nes

s p

urp

ose

)

Pre

par

atio

n:

Pre

par

e an

d m

ain

tain

fo

un

dat

ion

s fo

r ar

chit

ectu

re

Business Strategy

Business Objectives

Business Operational Model

Enterprise Architecture

Business Processes

Business Systems

Solution Architecture

Solution Delivery

Management and Operations

Objectives delivered from strategy

Operational model defined to achieve objectives

Architecture defines technology framework to run operational model

Processes operationalise business objectives

Systems assist with the operation of processes

Solution architecture defines business systems design within enterprise architecture principles

Solutions are implemented according to the solution architecture

Requirements Management

A. Architecture Vision

C.

Information System Architecture

B.

Business Architecture

E. Opportunity and Solutions

D.

Technology Architecture

G. Architecture Governance

F.

Migration Planning

H.

Architecture Change

Management

Preliminary

Requirements Management

A. Architecture Vision

C. Information System

Architecture

B. Business Architecture

E.

Opportunity and Solutions

D. Technology Architecture

G.

Architecture Governance

F.

Migration Planning

H. Architecture Change

Management

Preliminary

Requirements Management

A. Architecture Vision

C.

Information System Architecture

B.

Business Architecture

E.

Opportunity and Solutions

D. Technology Architecture

G. Architecture Governance

F. Migration Planning

H.

Architecture Change Management

Preliminary

Requirements Management

A. Architecture Vision

C.

Information System Architecture

B.

Business Architecture

E.

Opportunity and Solutions

D.

Technology Architecture

G. Architecture Governance

F.

Migration Planning

H.

Architecture Change

Management

Preliminary

Get the organisation committed and involved

Get the architecture right

Make the architecture work

Keep the process running

4IR Business

Architecture

Data Architecture

Application Architecture

Technology Architecture

Stra

tegi

c A

lign

men

t

Op

erat

ion

Insi

ght

Top Down This approach means you start describing the enterprise architecture top down which is “Strategically Aligned”: • You focus on the

strategic planning value of EA

• You essentially describe the strategies down to business & application & information & technology

Bottom Up This approach means you start at the bottom using “Operational Insight” which usually means: • You focus on

operational value of EA

• You start with your technology stack and link your way upwards

Now what’s the

problem?

ERP

MES

CRM

PLM CAD

Organisation A

ERP

MES

CRM

PLM CAD

Organisation B

Barriers to adoption Scalability Flexibility

Interoperability

ERP

MES

CRM

PLM CAD

Organisation A

ERP

MES

CRM

PLM CAD

Organisation B

Barriers to adoption Scalability Flexibility

Interoperability

ERP

MES

CRM

PLM CAD

Organisation A

Tunnel

Tunnel = API

or a common data exchange interface

Early Adopters

SME OEM

Early Adopters

SME OEM

£

Resource

Agility

Early Adopters

SME

£

Resource

Agility

OEM

£

Resource

Agility

Early Adopters

SME

£

Resource

Agility

OEM

£

Resource

Agility

Mid-sized

£

Resource

Agility

31

CASE STUDIES

32

33

CASE STUDIES

34

Finally... Challenges?

Confidential. © 2016 AMRC.

Email:

Tel:

web: amrc.co.uk

Twitter: @theAMRC

Thank you. For further information please contact or visit:

b.morgan@amrc.co.uk

01142 224991

37