Automotive supplier Faurecia (Nanterre, France) decided it needed to get serious about Industry 4.0 fast.
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Erik Anderson, president and CEO of Basin Precision Machining LLC, has determined that setups are the root of all evil when it comes to manufacturing productivity. They cause part variations, downtime, and high-percentage scrap rates.
Challenged by an increasingly niche-oriented automotive market, The Chrysler Group (Auburn Hills, MI) must increase the number of models it offers while decreasing its capital investment. The company plans to offer 50% more models in 2009 compared to 2004, according to John Felice, VP of manufacturing, technology and global enterprise for Chrysler.
Manufacturers are accelerating use of Internet of Things (IoT) technology, according to a survey of 66 companies.
Lean manufacturing principles and automation systems can coexist, although many lean purists contend that lean goals conflict with using automation. Smart applications of automation, however, can result in deployment of systems that are both automated and lean, with flexible manufacturing systems that can be easily reconfigured as factory operations change.
Process improvement encompasses a wide range of tools, techniques and strategies. When properly deployed, shop-floor data collection and monitoring systems can help factory-floor managers leverage key data metrics including overall equipment effectiveness (OEE) and total effective equipment performance (TEEP) that measure machine uptime and pinpoint bottlenecks or other problems in order to improve machining performance.
Common misperceptions about lean manufacturing and automation systems lead many manufacturing managers to dismiss the use of automation in a lean setting.