Competitive Production Systems Ongoing research within production and logistics at Mälardalen University and the need for flexibility and present trends 2011-09-13 Mats Jackson

S h l off IInnovation, School ti D Design i and dE Engineering i i 1

Lecture • Research within production and logistics at Mälardalen University g - the need for flexibility y • Trends and challenges

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A research profile at Mälardalen University:

Innovation and Product Realization (IPR) Mats Jackson School of innovation, design and engineering

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Research p profiles within Mälardalen University Six prioritized research areas at MDH: • Embedded Systems • Innovation and Product Realization (IPR) • Environment, Energy and Resource Optimization • Sustainable Development and Working Life • Didactics and Inter-Cultural Communication • Health and Social Welfare Design and Visualization

Product realization

Product Design

Idea and Concept Design

System Design

Innovation management

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The research profile IPR

Innovation and Product Realization RESEARCH

UNDERGRADUATE AND GRADUATE EDUCATION

PH D - EDUCATION RESEARCH SCHOOL

CENTER OF PRODUCT REALIZATION

1400 students Three education areas; - information design, design - product- och process development - innovation management

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7 professors 4 st adjunct professors 15 senior i researchers h 36 Ph D students, 13 industrial Ph D students 5

Production and logistics within IPR

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Product realization within IPR Area definition Product realization is the work that an organization goes through to develop, develop manufacture, manufacture and deliver the finished goods or services. • includes customer-related processes • design and development • purchasing, production and service provision • control of monitoring and measuring processes Research on product realization concerns the design, operations and improvement of these product realization processes.

Research at IPR within product realization IPR’s research aims at creating new knowledge, understanding, and support for designing product realization li ti processes by b creative ti elemental l t l and d applied li d research. h By examples and guidelines we provide management support to manage crucial processes and aspects of product realization. realization 7

Product realization within IPR – Individuals 2011 Anders Fundin (VCE, 20%) Antti Salonen Björn Fagerström (In Ocean, 20%) Christer Johansson (50%) Jens von Axelson (Swerea IVF, 40%) Joakim Fröberg Magnus Wiktorsson Marcus Bengtsson (VCE, 20%) Mats Deleryd (VCE, 20%) Mats Jackson Monica Bellgran (Haldex, 20%) Rolf Lövgren Sabah Audo Sofi Elfving (Ericsson, 10%) Kommande: 1 post doc från KTH 1 universitetslektor 1 adjungerad professor (Bombardier) 1 seniorforskare (Swerea IVF)

Anette Brannemo (VCE) Anna Granlund Carin Rösiö (JTH) Daniel Gåsvaer (Swerea IVF) Erik Hellström Jessica Bruch (JTH) Joakim Eriksson Joel Schedin (VCE) Karin Romvall Lina Stålberg (VCE) Marcus Palmnäs (ÅF) Martin Kurdve (Swerea IVF/MDH) Mikael Hedelind (ABB) Mohammed Salloum (VCE) Niklas Friedler Somchai Mattrapunyachon (External) Yuji Yamamoto (Deva Mecaneyes)

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Product realization within IPR Undergraduate education

1. 2. 3.

Innovation, produktion och logistik (Hing, Civ ing) Innovation och produktdesign (Hing, Civ ing) Production- and logistics management (Master)

Industrial cooperation MITC – Mälardalen Industrial Technology Center

Research education

Industrial research school ”Innofacture” Innofacture

Research projects – some examples GPS

ProLoc

Kaikaku

Lean Autom

Senior XPRES and the research group at Mälardalen University research plattform

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Initiative for excellence in production research Strategic research area

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Strategic priorities in the Swedish  research and innovation bill   h di ti bill (2009–2012) (2009 2012) TECHNOLOGY  • Nanoscience and nanotechnology • e‐Science • Materials science Materials science • Production engineering • IT and mobile communications • Transport research • Aviation Space research • Space research MEDICINE  • Molecular bioscience • Stem cells • Diabetes

• Neuroscience • Epidemiology • Cancer • Psychiatry • Health care research CLIMATE  • Energy Sustainable use of  of • Sustainable use natural resources • Impact on natural resources • Climate models • Marine environment research

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XPRES Academic partners KTH – – – –

Computer C t Systems S t for f Design D i and Manufacturing Machine and Process Technology incl Metrology Production System Light Weight Structures

Mälardalens Högskola – –

Production System Design incl Industrial Automation PrIoduction Maintenance

Research institutes Swerea KIMAB –

Manufacturing processes

Swerea IVF –

Production System

Industrial partners ABB S b AB Saab Sandvik Scania CV Volvo Construction Equipment Bombardier Alf Laval Alfa L l SMEs in the region and more..

I ttotal In t l KTH KTH, MDH, MDH Swerea S IVF and d SSwerea KIMAB h have about b t 120 researchers in manufacturing engoineering related areas

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Vision for industrial production in Sweden 2027 Complex and  multimaterial  products

Resource preserving production and after  and after market  processes

Responsive production for  small series and mass customization

XPRES vision: adaptive and sustainable  manufacturing of future products f i ff d 13

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Manufacturing for emergent materials and technologies

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Life cycle approaches on product realization

Product  d i design Production  design

Reuse Recycle

Product Product  maintenance

INFORMATION

Use

Manufacturing  Manufacturing processes

Assembly Distribution

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Adaptive and responsive production

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Product realization within IPR Undergraduate 1. Innovation, produktion och logistik (Hing, Civ ing) education 2. Production- and logistics management (Master) Industrial cooperation MITC – Mälardalen Industrial Technology Center

Research education

Senior research

Industrial research school ”Innofacture” Innofacture

Research projects – some examples GPS

ProLoc

Kaikaku

Lean Autom

XPRES and the research group at Mälardalen University

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Mälardalen Industrial Technology Center Developing the manufacturing industry in Mälardalen

Background • The success within the manufacturing industry is vital for the regional development in Mälardalen there is today a strong automotive cluster manufacturing transmissions in the Mälardalen, region (Volvo, Scania, Bombardier etc.) • The manufacturing industry in Mälardalen contributes to the development of the service sector in the region region, without the manufacturing industry there is a risk of loosing service jobs • It is strategically important to develop the industrial competence, universities as well as other educational institutions in the region will influence future success within the industry • Increased product complexity and more added value in the products must be managed, therefore is a need for more development resources • It is important to strengthen the research in the academic sector, sector e e.g. g XPRES (production engineering in cooperation between MDU, KTH and SWEREA)

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Market and p possible partners p Arenas for development with leading competence within prioritized areas within industry, society, and the academic sector KÖPING

VÄSTERÅS

ESKILSTUNA

Gear Technlogy Center Technical College Volvo PowerTrain Leax Getrag Köping Industry Association Köping Municipality SME´s

Technical College Mälardalen University ABB Bombardier Westinghouse Västerås Municipality Västerås Science Park SME’s

Mälardalen University SWEREA Volvo CE Alfa Laval ASSA ABLOY Technical College C Eskilstuna Manufacturing Association Fuji Autotech Municipality Munktell Science Park SME’ SME’s

SÖDERTÄLJE

KTH Campus Telge SWEREA Technical College Scania Södertälje Municipality SME’s

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Focus areas within MITC We have chosen four focus areas, based on the need in industry and where the academic sector is strong regarding competence, research and education

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Vision Competence development through increased cooperation between industry and university, which will strengthen the industrial competitiveness, contribute to the economic growth in the region, and strengthen the academic sector.

Mission We are the best in planning, funding, coordinating, and managing cooperative projects between industry, universities, and society.

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Product realization within IPR Undergraduate 1. Innovation, produktion och logistik (Hing, Civ ing) education 2. Production- and logistics management (Master) Industrial cooperation MITC – Mälardalen Industrial Technology Center

Research education

Senior research

Industrial research school ”Innofacture” Innofacture

Research projects – some examples GPS

ProLoc

Kaikaku

Lean Autom

XPRES and the research group at Mälardalen University

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Lean Automation Partners Volvo CE ABB IBC Robotics Mälardalens Högskola Funding g Total 2,2 MSEK – 2011, Robotdalen/Vinnova contributes with 1 MSEK Project leader: Mats Jackson MDH MDH Erik Hellström Anna Granlund Niklas Friedler ABB Mikael Hedelind

Expected results Reduced complexity in handling robot cells 1. Determining right level of automation => writing a good specification of a robot system 2. HMI´’s supporting reduced complexity 3. Support configuration and development of existing cell – introducing new products, change overs, maintanence i t

Deliverables 1. Handbook – supporting development of automation 2. Demonstrator – cell PC Ph D 2011 – Mikael Hedelind 3. Publications •

Lic 2011 – Anna Granlund

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Papers

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Kaikaku – radical and innovative production development Partners CH Industry Eskilstuna Solö Mecahnical Solutions Eskilstuna Nike Hydraulics Eskilstuna Volvo CE Eskilstuna Leine & Linde Strängnäs TPC Components i Hallstahammar SWEREA IVF Mälardalens Högskola

Expected results Supporting Kaikaku – radical and innovative production d ti d development l t

Deliverables 1. Support methodology 2. Lab 3. Publications

Funding Project 12,6 MSEK - Vinnova 6 MSEK

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Lic 2011 – Anna Granlund

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Papers

Project leader: Mats Jackson, MDH

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Lecture • Research within manufacturing engineering at Mälardalen University g - the need for flexibility y • Trends and challenges

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What is a competitive production system?

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Are existing production systems in industry competitive? Economic activityy within Manufacturingg 1998 – 2008, at constant 1990 prices in US dollars. Source: UN Stats

A world wide 42% increase in manufacturing activity (at constant prices) 1998-2008. 36% increase in GDP world wide 1998-2008

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A historic development C ft production Craft d ti • Make what the customer wants

=> Mass production • Large demand for products with large scale manufacturing - Henry Ford

=> Lean production • The challenge of producing customized products with efficient manufacturing - Taiichi Ohno

=> Flexibility • A business environment dominated by change and uncertainty

Craft production  Knowledge to develop, develop manufacture and fit  The apprentice system  Decentralized workshops p – own companies p  Low production volume  General purpose machines

A historic development C ft production Craft d ti • Make what the customer wants

=> Mass production • Large demand for products with large scale manufacturing - Henry Ford

=> Lean production • The challenge of producing customized products with efficient manufacturing - Taiichi Ohno

=> Flexibility • A business environment dominated by change and uncertainty

Mass production • Henry Ford is often said to be one of the persons behind b hi d the th development d l t off mass production – it was in Detroit that the first real mass-productive production system for cars was born - Ford’s model T began to be produced in 1908

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FORD Mass production – Model T (1908)

Manufacturer

Ford Motor Company

Production Predecessor

1908-1927 Ford Model S

Successor

Ford Model A

Body style(s)

Touring,, roadster, ton, closed cab ton truck, coupé, two door, center door, station wagon (SUV), convertible

Engine(s) Transmission(s) Curb weight

177 in³ (2.9 L) straight-4, 20 hp Rear wheel drive drive, planetary gear, gear 2 forward speeds 1,200 pounds (540 kg)

Designer

Henry Ford, Childe Harold Wills, Joseph A. Galamb and Eugene Farkas

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M Mass production, d ti how? h ? – The Th key k to t mass production d ti off automotives: t ti • • • •

precision manufacturing interchangeability of components the simplicity of attaching them together di i i off labor division l b - the th demand d d for f versatile til labor l b was nott important when the assembly operations were broken down so that anyone y could p perform them • the human being became interchangeable and in some cases eliminated by automation • later - the moving or continuous assembly line

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Model T •

• •

The Model T was a great commercial success success, and by the time Henry made his 10 millionth car, 9 out of 10 of all cars in the entire world were Fords. I fact, In f t it was so successful f l that th t Ford F d did nott purchase h any advertising d ti i between 1917 and 1923. In total,, more than 15 million Model Ts were manufactured,, more than any other model of automobile for almost a century.

=> > 1908-1913: 1908 1913: 514 minutes => > 2,3 2 3 minutes cycle time => 1913 continuous assembly line: 2,3 minutes to 1,19 minutes

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A historic development  Vertical integration from mine to car The Ford River Rouge Complex (commonly known as the Rouge Complex or just The Rouge) is a factory complex located in Dearborn, Michigan

 Rubber plantations in Brazil  Iron mines in Minnesota  Great lake steamboats, railroad to Detroit  Steel mill,, glass g factory, y, automobile assemblyy  Mass production of everything from food to air transportation

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A historic development  Mass Production – on it’s peak 1955  7 000 000 cars sold in USA  Ford,, GM,, Chrysler y - 95% of sales  6 models accounted for 80% of all cars sold

A historic development C ft production Craft d ti • Make what the customer wants

=> Mass production • Large demand for products with large scale manufacturing - Henry Ford

=> Lean production • The challenge of producing customized products with efficient manufacturing - Taiichi Ohno

=> Flexibility • A business environment dominated by change and uncertainty

Lean production  Mass Production did not work in Japan  A tinyy domestic market – demanded a wide range g of vehicles  Strong tradition in craftmanship – not interchangable humans  War – starved for capital  Competition in mainly the USA

Lean production  Toyota 1950-1951  Toyota y had p produced in total 2 685 cars in 1950  7000 cars per day in Rouge  Eiji Toyoda and Taiichi Ohno visits Detroit  Creative Idea Suggestion System started in 1951

The fundamental principle for Toyota ”All we do is focused on reducing waste in the time line from order to delivery” - Taiichi Ohno

Order in

Production

Money in time

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Lean Production The term Th t r “lean” “l n” comes from fr using in less l off everything r thin compared p r d to t mass production. This means using less human effort in the factory with less manufacturing space, less investments in tools, less engineering hours to develop a new product in shorter time, keeping less inventory, fewer defects in production, and production of a greater and ever growing variety of products

Lean Tools • • • • • • • • • • • • •

5S TPM (Total Productive Maintenance) A d Andon Standardized processes Flexible staffing Kanban One-piece Flow Pareto/Gannt/Ishikawa-diagrams etc Pokayoke SMED (Single Minute Exchange of Dies) SPC ((Statistical Process Control)) Takt ... 47

The House – Toyota Production System

Toyota Way Philosophy 48

A historic development C ft production Craft d ti • Make what the customer wants

=> Mass production • Large demand for products with large scale manufacturing - Henry Ford

=> Lean production • The challenge of producing customized products with efficient manufacturing - Taiichi Ohno

=> Flexibility • A business environment dominated by change and uncertainty

T Trends d and d challenges? h ll ? 1. A global and turbulent market Globalization Growing/new markets International competition Demanding customers

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T Trends d and d challenges? h ll ? 1. A global and turbulent market CONSEQUENCES CO S QU C S => TTM => Demand variation => Continuous improvements

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T Trends d and d challenges? h ll ? 2. Demographic development

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T Trends d and d challenges? h ll ? 2. Demographic development Difficult to recruit people to industry? Importance of: - Values/branding/policy - Organization and working conditions

CONSEQUENCES => Industrial work in the future => Organization

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T Trends d and d challenges? h ll ? 3. Technology development – increased knowledge content New products More then a physical product – service, software Shorter product lifecycles Complexity in work Complex products give complex processes 54

T Trends d and d challenges? h ll ? 3. Technology development – increased knowledge content CONSEQUENCES => Cooperation product and production development => Continuous process development

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T Trends d and d challenges? h ll ? 4 Environment 4. Global warming / CO2-emissions More transport by truck Longer transportation More transports

CONSEQUENCES g  Taxes and regulations?  Alternative modes of transport

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Important to handle changes! The ability to robustly handle short-term changes quickly and at a low cost in an existing system The ability to robustly handle long-term changes quickly and at a low cost which effects and transforms the actual system y

Flexibility and reconfiguarbility • Flexibility is defined as the ability to robustly handle short-term h changes h quickly i kl and d at a llow cost iin an existing production system • Reconfigurability is defined as the ability to robustly handle long-term changes quickly and at a low cost, effecting and transforming the production system

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Production Development Productivity

Kaizen - Kaikaku - Kaizen Ti Time

New product or process?

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Wiktorsson, 2000

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Production Development New technology  Development of products and processes  Analysis and working methods  Tools and equipment

Change management  Organization  Cooperation  People, knowledge, and creativity

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The need for competence in industry Managing change Creativity New ideas Cooperation Holistic view Involvement

Project managment Product development p Production development Analaysis y and evaluation Design

Product- and process development

Ch Change agents t 63