Visionary Manufacturing Challenges for 2020 (1998) / Chapter Skim
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2 Grand Challenges for Manufacturing
2 Grand Challenges for Manufacturing
Pages 13-36
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From page 13... ...
. achieve concurrency in all operations · integrate human and technical resources to enhance workforce performance and satisfaction · instantaneously transform information gathered from a vast array of sources into useful knowledge for making effective decisions reduce production waste and product environmental impact to "near zero" · reconfigure manufacturing enterprises rapidly in response to changing needs and opportunities · develop innovative manufacturing processes and products with a focus on decreasing dimensional scale In this chapter, the grand challenges are discussed and enabling technologies for each challenge are identified.
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From page 14... ...
Accurate estimates, optimization, and tracking of product costs and revenues will greatly reduce financial risks. Concurrent manufacturing is a grand challenge that will require not only
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From page 15... ...
. But even the most advanced collaborative design software cannot incorporate tacit knowledge, respond to changing markets or organizational structures, or accommodate multilingual or multicultural projects.
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From page 16... ...
The level of concurrency envisioned by the committee will require technological advances in four key areas: systems modeling capability; modular, adaptable design methodologies; adaptable manufacturing processes and equipment; and materials and processes. Systems Modeling Capability Systems models that can synthesize all aspects of a manufacturing enterprise will ensure that operational decisions contribute to a feasible, even optimal, solution.
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From page 17... ...
Technologies will have to be capable of adapting to the changing needs of the market, and people will have to know how to optimize and enhance them. Grand Challenge number 2 is to integrate human and technical resources to enhance workforce performance and satisfaction.
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From page 18... ...
Because enterprises will have to be reconfigured frequently to meet production demands and new processes and products will be introduced continuously, job requirements will be constantly changing. To cope with these demands, each employee or employee group will have to become a business unit manager or a member of a business unit management team.
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From page 19... ...
The fear associated with changing jobs, companies, or even moving to another region or country must be mitigated by the transferability of a "dossier of knowledge and experience." Current Status New manufacturing technologies must be implemented by people. Some isolated technologies today depend on the integration of human and technical resources, but they are few and far between.
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From page 20... ...
Most manufacturing organizations today have independent databases and tracking systems focused on specific functions or different stages in the supply chain. Although flexible manufacturing systems and computer-integrated manufacturing have been developed, enterprise integration is still a dream rather than a reality for most organizations.
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From page 21... ...
Manufacturing technologies of the future must perform the following functions: · ensure that people are always learning when they perform a task · provide people with real-time information on the status of each step in the supply chain, from market surveys through production to customer use · enable people to collaborate seamlessly at any stage in the supply chain · enable people to simulate alternative operational decisions in the face of uncertainties · enable people to reconfigure processes and products rapidly to adjust to changing market needs without human involvement in routine operations · provide people with the skills and knowledge to use their time for nonroutine tasks, and leave routine labor to machines · provide systems that effectively operate multicultural networks of people and machines Substantial technological and sociological advances will be necessary for the development of optimal human/technical systems. The committee has identified the technical areas described below as the most important for developing manufacturing systems that can integrate human and technical resources.
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From page 22... ...
Finally, educational technologies could help avoid "cognitive rigidity" by critically assessing stereotypical responses. Design Methodologies That Include a Broad Range of Product Requirements Future design methodologies must include a broader range of people in the design process to integrate human and technical resources effectively.
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From page 23... ...
Design Methods and Manufacturing Processes for Reconfiguring Products Reconfiguration processes that require little or no human intervention would free people to become business unit managers. Future technologies should allow workers simply to set the new parameters for a product and inform them graphically of the characteristics, functional uses, limitations, and marketability of the product.
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From page 24... ...
Grand Challenge 3 is to "instantaneously" transform information from a vast array of diverse sources into useful knowledge and effective decisions. The final report of the next-generation manufacturing study (NOM, 1997)
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From page 25... ...
A truly interdisciplinary curriculum that considers information technology in a global context would make information systems much more useful to manufacturing enterprises. Enabling Technologies Educational Technology The technologies used for education and training will have to change to meet the needs of the workforce as more and more enterprises become global, required job skills dramatically change, new technology and manufacturing processes are introduced, and the mobility of the workforce increases.
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From page 26... ...
In some ways this technology could be considered an extrapolation of current trends, but implementation on a global scale will be difficult and complex and will require major technological advances. Data and Information Filters and Agents The sheer volume of information including disinformation, garbage information, redundant information, wrong information, and useless informationwill make data searching, filtering, and archiving indispensable.
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From page 27... ...
GRAND CHALLENGE 4: ENVIRONMENTAL COMPATIBILITY Grand Challenge 4 is to reduce production waste and product environmental impact to "near zero. " The goal of manufacturing enterprises will be to develop cost-effective, competitive products and processes that do not harm the environment, use as much recycled material for feedstock as possible, and create no significant waste, in terms of energy, material, or human resources.
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From page 28... ...
: · the prevalence of incentive-based approaches to environmental regulation (instead of the command-and-control approaches used today) · improvements in the measurement and monitoring of environmental quality to increase the understanding of ecological systems · the reduction of adverse effects from chemicals in the environment · the development of options for, and an assessment of the environmental impacts of, alternative energy sources the utilization of systems engineering and ecological approaches to re duce resource use a better understanding of the relationship between population and consumption as a means of reducing the environmental impact of population growth · the establishment of environmental goals based on rates and direction of change rather than on specific targets Future manufacturing industries will have a competitive advantage if they participate proactively in the assessment of environmental impacts, the establishment of environmental goals, and the development of technology to meet environmental goals.
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From page 29... ...
Manufacturing enterprises with an environmentally friendly attitude have a competitive advantage in the more efficient use of resources through the recovery and reuse of process waste, increased use of recycled feedstocks, and more efficient processes that minimize waste generation. Enabling Technologies Manufacturers can identify and develop process technologies that will dramatically improve their use of energy, human resources, and materials.
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From page 30... ...
Because of broadening responsibility of manufacturing enterprises for the global environmental impact of the products they produce, competitive enterprises in 2020 will have to cooperate closely with international environmental policy makers. Environmental goals and new process technologies that minimize deleterious environmental effects over the entire product life cycle must be developed with the consensus of all stakeholders and based on robust materials models and databases, assessments of environmental impact, and comprehensive risk assessments and cost/benefit analyses.
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From page 31... ...
Enterprises in 2020 and beyond will be characterized by capabilities and practices in the following areas: · intraorganizational and interorganizational structures based on flexible, transient cooperation models · enterprises focused on market opportunities rather than self-preservation and growth · sharing of information and technology among competitors · resolution of issues related to worldwide patents and other intellectual property rights equitable sharing of the rewards of collaboration incorporation of activity-based or knowledge-based values into transactions value-based relationships and value-based cost estimates well integrated, seamless supply chains cross-cultural systems of information management, representation, and communication Current Status Many exemplary current partnerships and alliances can attest to the challenge of developing long-lasting relationships based on trust and mutual benefit. Alliances today are not formed and dissolved quickly, although many organizations have successfully addressed the challenges posed by multiple cultures, different organizational technologies, different strategic priorities, different organizational structures and processes, and long histories of competition with one another.
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From page 32... ...
. Software technologies can be grouped in an integrated software platform to support a common plan from conception to operation and include: standard terms to describe alliances; enterprise-wide system modeling; simulation modules that encompass legal, qualitative socioeconomic factors, and organizational and workforce relationships; and tools for theoretical analyses.
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From page 33... ...
Grand Challenge 6 is to develop innovative manufacturing processes and products with a focus on decreasing dimensional scale. The challenge is to apply totally new concepts to manufacturing unit operations that will lead to dramatic changes in production capabilities.
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From page 34... ...
Development of these innovative processes would enable the manufacture of new products, such as biological computers with molecular-sized components, molecular-sized surgical tools that could operate at the molecular or cellular level, efficient and inexpensive solar energy collectors, and new materials with significantly improved and tailorable properties. Current Status The underlying principles of current unit manufacturing processes have not changed in the past 25 years, which has limited advances in manufacturing capabilities.
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From page 35... ...
Biotechnology Biological manufacturing processes take place under ambient conditions and generate very little waste. Biological systems are amazingly adept at exerting precise control over molecular synthesis and assembly processes to produce a wide range of components from a limited number of constituent materials.
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From page 36... ...
36 VISIONARY MANUFACTURING CHALLENGES FOR 2020 Process innovations in all aspects of manufacturing are likely to be incremental. However, breakthrough technologies in specific business sectors will also drive changes in ways that are difficult to predict.
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