COLLABORATIVE MANUFACTURING

Submitted to: Prof N V Reddy Prof Kripashankar Submitted by: PGPEX-VLM 2012 - 2013 Chetan Patil :12126008 Rishabh Agarwal :12126021 Sitikantha Das :12126028

Current Manufacturing Industry Scenario & Need for Collaboration :

Current Manufacturing Industry Scenario & Need for Collaboration :

Increased product variety, complexity and quality demands Increased capital costs of manufacturing technologies Reduced products life cycles, and revenue margins Need to provide associated services throughout Product Life

Benefits for Organizations to join Collaborative Network :

Market Related Reasons:
Increase activities/profit Coping with market turbulence More chances to compete with larger companies Lobbying and market influence Easier access to loans / Group Insurance Joint purchasing Power Prestige, reputation, reference Access/explore new market/ product (e.g. multidisciplinary sector) Expand geographical coverage Increase potential for innovation Economy of scale

Organizational Reasons:
Management of competencies and resources Improve potential of risk taking Support members through necessary reorganization Learning and training Shared bag of assets (e.g. shared tools, lessons learned, legal information, sample contracts) Organize success stories and joint Campaigns Help in attaining clear focus/developing core competencies Sharing costs of branding/marketing

CMN Oriented Business Model for Manufacturing SMEs:

Requirements of IT Infrastructure :
Business connectivity : Affordable connections with CMN participants systems Business benefits : Facilitate coherence of knowledge management across all members of a CMN Financial Considerations : Technology roadmap for choosing and implementing reliable, scalable, and secure systems that are able to meet the rate of technological changes. E-government standards : existing government standards should be adopted wherever they are available and appropriate. Forward outlook : Should grow in parallel with the technological developments Usage limitations : Should provide a high level or minimum basis for interoperability within the CMN Product Support : Should provide flexibility in the selection of vendors, preferably being vendor and product neutral Technical support or Staff experience

The System Architecture :

(i) Database & Knowledgebase (ii) Web-based client application (iii) Collection of decisionsupport WS that enables the functionalities of the GDSS (iv) Software-to-WS interfaces that enable standalone information systems to interoperate with the GDSS.

Components of System Architecture :

Database & Knowledgebase Module : # Stores loosely structured decision-making data, information, and knowledge in a highly systematic table-based information system environment to maximize query solving. # Ensures timely update of operational data and information E.g. Microsoft SQL 2000 database server Web based client Application : # Display concise information in relation to the decision # Guide decision-makers through a pre-defined decision-making work- flows E.g. Microsofts ASP .Net programming language
Decision Support Web Services: # Knowledge Management , Decision Analysis Model Management , Information Management Services # New services can be created independently, and seamlessly interoperate with the existing services due to scalability feature # Any of the features may be selected to interoperate with the business partners WS-enabled system using the existing network infrastructure that is enabled by Internet Software to WS Interfaces : # Extract information from standalone systems such ERP, SCM, and CRM # Interact with decision analysis tools such as mathematical optimisation solver software E.g. Visual Basic for Application (VBA) programme to inter-connect an Excel-based

Live Example ~ Computer aided Collaborative Manufacturing

# Data obtained by Web based IT infrastructure # Solution obtained by WhatsBest!, a MS Excel Optimisation tool developed by Lindo

APPLICATIONS :
PLM - PRODUCT LIFECYCLE MANAGEMENT :
Its a new strategic model to support collaborative creation ,management ,dissemination & use of product asset including data ,information ,knowledge . PLM supports portfolio of product , processes & services through initial concept design ,engineering ,launch , production & final disposal. PLM enables manufacturing organizations to obtain competitive advantages by creating better products in less time, at lower cost, and with fewer defects than ever before.

PLM provides process management throughout the entire product lifecycle, but also enables effective collaboration among networked participants in product value chain.

PRODUCT LIFECYCLE COLLABORATION

PRODUCT LIFECYCLE COLLABORATION ADVANTAGES :

Leveraging the power of product collaboration across global value chains of trusted partners, employees, suppliers and customers. Speed product development, manage programs effectively to enable strategic sourcing. Reduces development costs, increase product innovation , dramatically speeds time to market results in a strategic impact on revenue.

CONCEPTUAL VIEW OF CAPP & CAM COLLABORATION :

NC PROGRAMMING TO USER INTERFACE PLANNING MODULE :

Potential industrial benefits :

Reduced rework in cutting tool and cutting parameter selection. Effective and efficient generation of NC programming for production. Optimized operational sequence with NC program verification.

Collaborative Manufacturing: Fact or Fiction?

Weve all heard the phrase collaborative manufacturing, but what is it and does it really exist?

Examples of Collaborative Manufacturing across Organizations

http://www.nasa.gov/pdf/214585main_Chilton-AIAA-2-26-08.pdf

Private Organizations using Collaborative Manufacturing

Toyota Boeing / Airbus / EADS Rockwell Automation Levis Wal-Mart CISCO
http://www.cisco.com/web/strategy/docs/manufacturing/solution_overview_MMVC.pdf

Potential Benefits & Potential Risks

Increase sales volume by reducing time to market Lower costs by accessing supplier's scope and scale Greater management and oversight costs

Reduced internal capacity and capability Loss of process-specific human capital

Reduce capital employed (or generate cash)

Share the risk of new products and technology Loss of control over suppliers
Access new suppliers and distribution channels Disruption of existing channels Mitigate demand volatility Gain access to technology and intellectual property Reduced ability to "learn by doing" Sharing of proprietary technology, skills Exposing customer information Loss of cross-functional perspective

Better understand customers, vendors and competitors

Focus resources on remaining strategic activities

DID YOU KNOW ?

In Manufacturing, the worlds top 5 automobile manufacturers and top 3 aerospace companies are reducing time-to-market using video collaboration. According to Wainhouse Research, manufacturers using visual collaboration solutions reduce time-tomarket by an average of 24%.

THANK YOU !!