Tag Archives: Manufacturing

Updates from Siemens

Digitalization takes off in aerospace
By Indrakanti Chakravarthy – When you think about it, the basic mechanics behind aviation has remained the same throughout the decades.

Whether you’re talking about the B-52 Bomber from the mid-1950s. …The Concord SST that whisked folks across the Atlantic. …Or even the much-loved NASA Space Shuttle program. So many wonderful examples of how humans have taken flight over the years.

And here’s the thing – generations of engineers for the past 50 years or so have designed and built aircraft using pretty much the same methods and disciplines.

But all that’s about to change…

Today, with digitalization and the use of the digital twin for aircraft design, development and manufacturing – we are seeing a major shift on how modern aircraft are being designed and built. For the first time ever, the future of flight is boundless. There is no horizon on what we can or cannot do. [VIDEO] more>

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Updates from McKinsey

Resilience in transport and logistics
The transportation-and-logistics sector is especially susceptible to economic shocks. Here’s how to prepare your operations for a smoother ride.
By Sal Arora, Wigbert Böhm, Kevin Dolan, Rebecca Gould, and Scott Mcconnell – The transportation-and-logistics (T&L) sector has benefitted from many of the most important business trends of the past half century. Globalization, the evolution of sophisticated just-in-time supply chains, and the rise of e-commerce have all helped the sector grow at a rate broadly similar to the overall economy.

But it hasn’t all been smooth sailing. Economic downturns tend to hit the sector particularly hard. Our analysis of the past five US recessions shows that T&L companies suffer more on average than the economy as a whole. And in recent cycles, the problem may have worsened. Truck transportation, for example, experienced little contraction in the recessions of 1980, 1982 and 1991. In 2001, by contrast, the industry shrank by 6 percent, and the 2008 recession triggered an 18 percent contraction.

As in all industries, sector averages don’t tell the whole story. Some companies ride out downturns much more successfully than others. When McKinsey analyzed the performance of around 1000 large, publicly traded companies through the 2007-2008 global recession, we identified a subgroup of “resilient” organizations that outperformed their peers by a significant margin over the cycle. The performance of these companies dipped less overall during the recession and improved faster during the ensuing economic recovery.

By 2017, resilient companies had delivered a cumulative total return to shareholders (TRS) that was more than 150 percent higher than their non-resilient counterparts. Among the logistics and transportation players in the study, the gap was even starker, at 267 percent. more>

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Updates from Siemens

Digitalization takes off in aerospace
By Indrakanti Chakravarthy – When you think about it, the basic mechanics behind aviation has remained the same throughout the decades.

Whether you’re talking about the B-52 Bomber from the mid-1950s. …The Concord SST that whisked folks across the Atlantic. …Or even the much-loved NASA Space Shuttle program. So many wonderful examples of how humans have taken flight over the years.

And here’s the thing – generations of engineers for the past 50 years or so have designed and built aircraft using pretty much the same methods and disciplines.

But all that’s about to change…

Today, with digitalization and the use of the digital twin for aircraft design, development and manufacturing – we are seeing a major shift on how modern aircraft are being designed and built. For the first time ever, the future of flight is boundless. There is no horizon on what we can or cannot do.

Take a look at our latest video below and you’ll see how Siemens is at the forefront of this new digital age. You’ll see how seamless integration of the latest tools and software up and down the value chain are freeing engineers to innovate with less risk. Whether you’re talking automation, simulation, integration of design and analysis tools, additive manufacturing or even artificial intelligence – Siemens has built a global reputation as the Aerospace and Defense partner you can trust. more>

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Updates from Siemens

Rocket Lab to use Siemens software to explore new frontiers of space
Siemens – Rocket Lab plans to implement Siemens hi-tech industrial software to help digitally manage the lifecycle needs of the business. The software is from the Xcelerator portfolio, which is from Siemens Digital Industries Software and includes Teamcenter®, the world’s most widely used digital lifecycle management software, and NX™ software for computer-aided design (CAD) and manufacturing.

This announcement comes as Rocket Lab prepares to integrate all its design, engineering and production systems to establish an end-to-end digital thread that enables increased transparency and efficiency across various offices.

Speaking on the decision, Rocket Lab’s Vice President of Global Operations, Shaun O’Donnell, said: “As we’ve grown, so has our production capacity and the platforms associated with various products and processes. Using Teamcenter, we’ll be able to combine various aspects of data related to the same part, assembly and system to maintain a single source of truth across the life cycle of the product. Also, as we grow, NX will give our designers increased performance and stability to cope with larger assemblies.”

“Investing in the right digital platforms that allow us to easily scale with growth is critical to the sustainability of our business. With offices around the world, we rely heavily on the access of relevant information that impacts the efficiencies of our production processes,” said Mr. O’Donnell. more>

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Updates from Georgia Tech

Diversity May Be Key to Reducing Errors in Quantum Computing
By John Toon – In quantum computing, as in team building, a little diversity can help get the job done better, computer scientists have discovered.

Unlike conventional computers, the processing in quantum-based machines is noisy, which produces error rates dramatically higher than those of silicon-based computers. So quantum operations are repeated thousands of times to make the correct answer stands out statistically from all the wrong ones.

But running the same operation over and over again on the same qubit set may just generate the same incorrect answers that can appear statistically to be the correct answer. The solution, according to researchers at the Georgia institute of Technology, is to repeat the operation on different qubit sets that have different error signatures – and therefore won’t produce the same correlated errors.

“The idea here is to generate a diversity of errors so you are not seeing the same error again and again,” said Moinuddin Qureshi, a professor in Georgia Tech’s School of Electrical and Computer Engineering, who worked out the technique with his senior Ph.D. student, Swamit Tannu. “Different qubits tend to have different error signatures. When you combine the results from diverse sets, the right answer appears even though each of them individually did not get the right answer,” said Tannu. more>

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Updates from ITU

How Switzerland is winning the battle against e-waste
ITU News – A handful of old mobile phones – different makes and models, all different sizes and colors – lay in a grey bucket. They are about to be chopped into thousands of unrecognizable pieces.

These outdated and unused devices will be given a second life as recycled e-waste. But many phones won’t.

According to the latest estimates, the world discards approximately 50 million metric tonnes of e-waste annually. E-waste is full of hazardous material – including mercury, cadmium and lead – that can cause damage to human health and the environment if not managed properly.

But only 20 percent of global e-waste is recycled. The rest ends up in landfill, burned or illegally traded every year – or is not recycled at all.

In Switzerland alone, a country with a population of just 8.4 million people, there are an estimated 8-10 million smartphones lying unused in homes throughout the country.

“It’s mostly emotional; people are very sentimental about their cell phones,” said Lovey Wymann, Communications for Swico, Switzerland’s digital e-waste agency.

And yet, Switzerland is a good example of how to deal with the growing environmental issue.

Despite being one of the biggest global producers of e-waste – producing 184 kilotons in 2016 – the country collects and recycles roughly 75 percent of this discarded material, with 134 kilotonnes recovered in 2015. When it comes specifically to digital e-waste (for example, mobile phones and other devices), the recycling rate in 2018 was as high as 95 percent. more>

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Updates from Boeing

Boeing Chairman, President and CEO Dennis Muilenburg Announces Changes to Sharpen Company Focus on Product and Services Safety
New Product and Services Safety organization unifies company approach to safety. Additional actions elevate Engineering function, strengthen Boeing’s culture and will advance safety across the aerospace ecosystem.
Boeing – “Safety is at the core of who we are at Boeing, and the recent 737 MAX accidents will always weigh heavily on us. They have reminded us again of the importance of our work and have only intensified our commitment to continuously improve the safety of our products and services,” said Muilenburg.

“My team and I embrace our board’s recommendations and are taking immediate steps to implement them across the company in partnership with our people, while continuing and expanding our ongoing efforts to strengthen safety across Boeing and the broader aerospace industry. We thank our board and the committee members for their thorough work and ongoing support. Boeing is committed to always being at the forefront, proactively leading and advocating for continuous improvements in global aerospace safety.”

In addition to the previously announced permanent Aerospace Safety Committee of the Boeing Board of Directors, Muilenburg shared that Boeing is standing up a new Product and Services Safety organization that will further strengthen the company’s safety-first focus. This organization will unify safety-related responsibilities currently managed by teams across several Boeing business and operating units. more>

Updates from Siemens

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>

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Updates from Siemens

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>

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National Security: Keeping Our Edge

By James Manyika, William H. McRaven and Adam Segal – The United States leads the world in innovation, research, and technology development. Since World War II, the new markets, industries, companies, and military capabilities that emerged from the country’s science and technology commitment have combined to make the United States the most secure and economically prosperous nation on earth.

This seventy-year strength arose from the expansion of economic opportunities at home through substantial investments in education and infrastructure, unmatched innovation and talent ecosystems, and the opportunities and competition created by the opening of new markets and the global expansion of trade.

This time there is no Sputnik satellite circling the earth to catalyze a response, but the United States faces a convergence of forces that equally threaten its economic and national security. First, the pace of innovation globally has accelerated, and it is more disruptive and transformative to industries, economies, and societies. Second, many advanced technologies necessary for national security are developed in the private sector by firms that design and build them via complex supply chains that span the globe; these technologies are then deployed in global markets.

The capacities and vulnerabilities of the manufacturing base are far more complex than in previous eras, and the ability of the U.S. Department of Defense (DOD) to control manufacturing-base activity using traditional policy means has been greatly reduced. Third, China, now the world’s second-largest economy, is both a U.S. economic partner and a strategic competitor, and it constitutes a different type of challenger.

Tightly interconnected with the United States, China is launching government-led investments, increasing its numbers of science and engineering graduates, and mobilizing large pools of data and global technology companies in pursuit of ambitious economic and strategic goals.

The United States has had a time-tested playbook for technological competition. It invests in basic research and development (R&D), making discoveries that radically change understanding of existing scientific concepts and serve as springs for later-stage development activities in private industry and government.

It trains and nurtures science, technology, engineering, and mathematics (STEM) talent at home, and it attracts and retains the world’s best students and practitioners. It wins new markets abroad and links emerging technology ecosystems to domestic innovations through trade relationships and alliances. And it converts new technological advances into military capabilities faster than its potential adversaries.

Erosion in the country’s leadership in any of these steps that drive and diffuse technological advances would warrant a powerful reply. However, the United States faces a critical inflection point in all of them. more>