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A Michigan company that displays instructions for manual manufacturing processes on work stations via augmented reality (AR) is adding wearables to provide similar guidance.

When I graduated with an engineering degree some decades ago, I learned that the organizations I was going to work for had internal communication problems. This was especially true for those that designed and manufactured complex machinery such as engines, aircraft, or automobiles.

SME’s Smart Manufacturing Hub will be part of IMTS this year. Smart Manufacturing asked past Hub speakers to imagine what manufacturing will look like in 2030. Here are their visions:

My instincts tell me we need a sense of urgency around the use of artificial intelligence (AI) in manufacturing. The urgency is driven by how quickly technology can move today, and how an unexpected breakthrough can quickly dominate.

In the near absence of academic programs to teach undergraduate engineering students additive manufacturing, a California-based startup has stepped in to help fill the void through internships.

My original intention for this column was to discuss a phrase getting a lot of buzz lately, artificial intelligence (AI). By any measure, interest in AI is expanding exponentially, both in the number of articles one can read on the subject and, according to Google Trends, the number of searches for those articles.

New systems, software and processes are replacing so-called islands of automation with seamless, automated manufacturing lines that boost overall equipment effectiveness (OEE) from 30 to 80% or more.

When the new ISO 9001:2015 certification standard was announced in late 2015, it made waves in manufacturing due to its heavy emphasis on risk management. In our experience, in helping companies become ISO 9001:2015 certified, we’ve seen first hand how the value of embracing a risk-averse culture and the other core aspects of ISO 9001:2015 extends to all aspects of operations.

I’m among the first to dive into the latest manufacturing innovations and see how they can improve our customers’ operations. Yet, I’m also among the first to advise them to pause and ensure that the fundamentals of their manufacturing processes are in place before adding something new into the complex mix of functionality and desired outcomes.

It’s a familiar scenario at the factory. Quality issues have reared their ugly heads, requiring rework, causing backorders, delaying shipments, and driving tense daily customer calls. Meanwhile, the team works to address production issues using a mix of day-old post-mortem reports, shop-floor observations captured on notepads, and other operational data summarized on spreadsheets and sticky notes.