Electrolux implements worldwide 3D factory and material flow planning
Siemens – Based in Stockholm, Sweden, Electrolux AB sells appliances for household and commercial use in 150 countries around the world. With around 58,000 employees and 46 production sites, the company develops and manufactures products of numerous brands: in addition to Electrolux, the top brands Grand Cuisine, AEG, Zanussi, Frigidaire and Westinghouse enjoy a particularly high reputation.
In 1996, the German AEG brand was acquired from Daimler Benz, together with several divisions and locations of the group. This is how the factory in Rothenburg ob der Tauber, founded in 1964, came to Electrolux, which today produces 600,000 stoves and 1,400,000 cooking ranges per year for the European market.
“We attach great importance to implementing in detail the essential product characteristics of each brand in development and production,” reports Bernd Ebert, director of Global Manufacturing Engineering − Food Preparation at Electrolux. Based in Rothenburg, Ebert ensures that all Electrolux cooking appliance factories implement uniform processes and systems.
As part of a comprehensive digitalization strategy covering all areas, 11 digital manufacturing projects are on the agenda of the Swedish global corporation. Ebert has assumed responsibility for two global projects with the highest priority. They aim to create “digital twins” of all manufacturing sites: In the virtual manufacturing project, an advanced planning tool was selected and introduced for early design verification to develop products that are production- and assembly-friendly. For example, assembly sequences and movements will be planned and optimized three-dimensionally to prevent collisions. The prerequisite for this is the development of three-dimensional factory layouts, which is the focus of the second project, 3D factory layout. The layouts will be created using a standard factory planning tool that can simulate both the plant and the material flow on the basis of 2D data in order to optimize capacity and efficiency.
Software selection began in 2014, when only a few had powerful software for 3D factory planning. A small, specialist team led by Ebert worked closely with the company’s IT department in Stockholm. Starting in 2015, Teamcenter from Siemens PLM Software was deployed there as a strategically important product development platform for product lifecycle management (PLM) at Electrolux.
Discussions about Siemens’ future strategy led to an offer to test a pre-release version of the 3D layout software Line Designer in an early adopter program. more>
Posted in Business, Economic development, Economy, Education, How to, Net, Technology
Tagged Business improvement, Manufacturing, PLM, Product lifecycle management, Productivity, Siemens, Skills
Essentra Components Achieves Cost Savings Up To 10%
By Emilia Maier – Essentra Components is a global leader in manufacturing and distributing plastic injection molded, vinyl dip molded and metal items.
The company is focused on being a low-cost producer, so they can secure revenue growth at attractive margins, and facilitate continuous improvement programs with tight cost controls and productivity gains, serving to reduce conversion costs.
With the integrated calculation system for component and tool costs from Siemens, Essentra Components delivers cost-effective, high-quality products in response to customer needs. Essentra is using the global costing solution in the bidding phase to deliver fast and accurate costs worldwide.
“Quote generation is done today within one hour, as opposed to five hours before we had Teamcenter product cost management, so we save 80% of our time,” Derek Bean, Manager, Divisional Engineering Solutions Essentra Components.
The cost estimators at Essentra consolidate and verify the cost results in terms of plausibility, competitiveness, opportunities and risks with the help of the Profitability Analysis module in Teamcenter Product Cost Management. more>
Posted in Business, Economy, Education, How to, Net, Product, Science, Technology, Transportation
Tagged Business improvement, Internet, Manufacturing, PLM, Product lifecycle management, Siemens, Skills
Siemens Case Study: Lean Digital Factory Project
By Gunter Beitinger – In October 2017, Siemens launched their Lean Digital Factory (LDF) program. Combining a group of experts from different business functions and technology units, its purpose is to define a conceptual holistic digital transformation roadmap for all factories of the operating company Digital Industries (DI).
To fully capture the value of using big data in manufacturing, the plants of DI needed to have a flexible data architecture which enabled different internal and external users to extract maximum value from the data ecosystem. Here, the Industrial Edge layer comes into the picture, which processes data close to the sensors and data source (figure).
The Industrial Edge and data lake concept will enable a more powerful solution than any other data storage and utilization concept:
The MDP will be a colossal storage area for all manufacturing data and will be tremendously powerful for all user levels
The MDP data platform is a centralized and indexed aggregation of distributed organized datasets
Big data will be stored in the MDP independently of its later use, this means as raw data
In combination with Industrial Edge, the MDP is the pre-requisite for effective and scalable cloud computing and machine learning
The Industrial Edge is used in this architecture for multiple purposes like data ingestion, pre-preparation, security-gate, real-time decisions.
Highly integrated, but module and service-based ecosystem functionalities.
In DI, it can be challenging to harness the potential of digitalization at full scale due to installed proprietary software solutions, customized processes, standardized interfaces and mixed technologies. However, at Siemens, this doesn’t mean that we ran a large standardization program before leveraging the possibilities of data analytics and predictive maintenance in our plants.
To get rubber on the road at large scale, we required an architectural concept which allowed us to develop applications, scale up and transfer solutions from plant to plant, from engineering to shop floor as well as supplier to customer and reuse identified process insights from one application to another. more>
Posted in Business, Economic development, Economy, Education, How to, Net, Science, Technology
Tagged Business improvement, Internet, Manufacturing, PLM, Product lifecycle management, Productivity, Siemens, Technology
Three strategy lessons from GE’s decline
By James E. Schrager -It may be too early to write an obituary for General Electric, but only just. In the past few years, the company has gone from iconic American corporate titan and darling of Wall Street to a humbled, awkward, oversized giant. In June 2018, GE was kicked out of the Dow Jones Industrial Average, the blue-chip club of the United States’ largest public companies. It had been a member since the stock gauge was launched in 1896. Some analysts have GE on bankruptcy watch.
To those who have been paying attention, this has been a long, slow decline. In fact, GE never had much of a chance once Jack Welch retired as chairman and CEO in 2001. That wasn’t because of bad luck or lackluster management. Instead, Welch’s perfectly brilliant growth strategy had simply run its course.
Welch’s great mistake was to fail to plan for the “end of history”—what happens when the golden goose stops laying. The story is worth revisiting not just because it explains the deterioration of GE. It also holds three powerful lessons about corporate strategy:
- All growth from any single market or technology will end. Companies that endure are those that plan for this reality.
- If you are successful, many will copy your success. Companies that continue to prosper update and adapt their strategies.
- Smart corporate strategies are flexible and nimble, enabling action rather than constraining it.
Posted in Business, Economic development, Economy, Education, How to, Technology
Tagged Business improvement, Capital, Chicago Booth, GE, Internet, Manufacturing, Skills, Technology