Announced earlier this year, the Digital Manufacturing and Design Innovation Institute (DMDII) is a Chicago-based manufacturing hub that will bring together public, educational and private interests to accelerate innovation and reduce development time and costs. Learn how all manufacturing will benefit from the research and development based at this digital lab.
State of the Industry Update andHow Thriving Companies SucceedControlEng
Karen Kurek, principal at McGladrey, will discuss the firm’s exclusive Manufacturing Monitor Report, discuss the strengthening of the U.S. manufacturing economy, and highlight the trends and challenges for manufacturing in the next two years.
The Digital Lab for Manufacturing: How Digital Design & Digital Manufacturing...Decision Lens
innovation.decisionlens.com
What if design talked to manufacturing BEFORE production What if information flowed across the full product life cycle? Or throughout the entire supply chain?
DMDII’s Digital Lab for Manufacturing brings together the best minds in academia, high tech and government to accomplish exactly that.
Learn how digital innovation is integrating design, development, and manufacturing to cut time to production and spur long-term job creation.
This document brings together a set
of latest data points and publicly
available information relevant for
Consulting & IT Services
Technology. We are very excited to
share this content and believe that
readers will benefit from this
periodic publication immensely.
Industry 4.0 - The State of the Nations - Executive SummaryInfosys
The first major study in the field of Industrial Manufacturing to shed light on asset efficiency as a major driver for competiveness and to identify company-specific readiness and maturity for Industry 4.0 enabled asset efficiency.
State of the Industry Update andHow Thriving Companies SucceedControlEng
Karen Kurek, principal at McGladrey, will discuss the firm’s exclusive Manufacturing Monitor Report, discuss the strengthening of the U.S. manufacturing economy, and highlight the trends and challenges for manufacturing in the next two years.
The Digital Lab for Manufacturing: How Digital Design & Digital Manufacturing...Decision Lens
innovation.decisionlens.com
What if design talked to manufacturing BEFORE production What if information flowed across the full product life cycle? Or throughout the entire supply chain?
DMDII’s Digital Lab for Manufacturing brings together the best minds in academia, high tech and government to accomplish exactly that.
Learn how digital innovation is integrating design, development, and manufacturing to cut time to production and spur long-term job creation.
This document brings together a set
of latest data points and publicly
available information relevant for
Consulting & IT Services
Technology. We are very excited to
share this content and believe that
readers will benefit from this
periodic publication immensely.
Industry 4.0 - The State of the Nations - Executive SummaryInfosys
The first major study in the field of Industrial Manufacturing to shed light on asset efficiency as a major driver for competiveness and to identify company-specific readiness and maturity for Industry 4.0 enabled asset efficiency.
How transformative is your digital vision? Have you considered:
The Transformation of Market
The Transformation of Business Models
The Transformation of Offering
The Transformation of Work
The Transformation of Velocity
The Transformation of Demand
The Transformation of Finance
The Transformative Mindset considers:
Massive Transformative Purpose
The Exponential Organisarion (Salim Ismail)
Adaptive and emergent (Org change capability)
Episodic to Continuous
Strategy, Marketing, Budgeting, Capabilities
Good for now, MVP, lean validation
Culture of Holacracy
Accountability and Self Managed Teams
Study Future PLM - Product Lifecycle Management in the digital age.Joerg W. Fischer
Product Lifecycle Management in the digital age.
The catalyst for IoT, Industry 4.0 and Digital Twins
“It is not primarily a matter of developing a digitalization strategy for your company. Rather, it is about aligning corporate strategy and processes so that your company can survive and succeed in an increasingly digitized world.”
Prof. Dr.-Ing. Jörg W. Fischer
Schneider Electric Presentation at Supply Chain Insights Global SummitLora Cecere
Presentation by Brian Tessier, VP of Innovation at Schneider Electric at the Supply Chain Insights Global Summit 2019. In this presentation, Brian shares how he has implemented digital technologies and approaches at Schneider.
In a world where more automation is paramount, the IT industry is the most manual
Technology is allowing for Increasingly disruptive business models: Lean and adaptable is the new normal. New business models are replacing old ones.
Your next competitor could come from anywhere: Unicorns are not hamstrung by legacy debt
Services providing automation and intelligence are available on demand
Establish the capability to disrupt yourself or someone else will
Digital Transformation for Manufacturing IndustriesMargot Heiligman
What are some of the trends that driving the manufacturing industries in this digital economy era? What do these mean for the manufacturing businesses and how can they run and sell smarter? Download this presentation deck and learn more. You can also watch the On-Demand Webinar here: http://tinyurl.com/bcrmAPJ216
Are Manufacturing Companies Ready to Go Digital?Capgemini
Manufacturing companies have traditionally been slow to react to the advent of digital technologies and their related impact across the manufacturing value chain and operating model. While there are a few manufacturing companies that have made rapid advances in deriving significant benefits from digital, their number is still small.
For instance, in a recent industry survey, only 25% of the interviewed executives believed that the manufacturing sector would be highly impacted by digital transformation over the next five years. Our study found that digital innovation is critical when it comes to addressing manufacturers’ key business drivers and creating value.
A presentation by Irving Wladawsky-Berger, former chief technology officer at IBM on the future of innovation in the service sector. Given at Imperial College Business School on 13 October 2009.
What are some of the trends that driving the manufacturing industries in this digital economy era? What do these mean for the manufacturing businesses and how can they run and sell smarter? Download this presentation deck and learn more.
You can also watch the On-Demand Webinar here: http://tinyurl.com/bcrmAPJ216
How transformative is your digital vision? Have you considered:
The Transformation of Market
The Transformation of Business Models
The Transformation of Offering
The Transformation of Work
The Transformation of Velocity
The Transformation of Demand
The Transformation of Finance
The Transformative Mindset considers:
Massive Transformative Purpose
The Exponential Organisarion (Salim Ismail)
Adaptive and emergent (Org change capability)
Episodic to Continuous
Strategy, Marketing, Budgeting, Capabilities
Good for now, MVP, lean validation
Culture of Holacracy
Accountability and Self Managed Teams
Study Future PLM - Product Lifecycle Management in the digital age.Joerg W. Fischer
Product Lifecycle Management in the digital age.
The catalyst for IoT, Industry 4.0 and Digital Twins
“It is not primarily a matter of developing a digitalization strategy for your company. Rather, it is about aligning corporate strategy and processes so that your company can survive and succeed in an increasingly digitized world.”
Prof. Dr.-Ing. Jörg W. Fischer
Schneider Electric Presentation at Supply Chain Insights Global SummitLora Cecere
Presentation by Brian Tessier, VP of Innovation at Schneider Electric at the Supply Chain Insights Global Summit 2019. In this presentation, Brian shares how he has implemented digital technologies and approaches at Schneider.
In a world where more automation is paramount, the IT industry is the most manual
Technology is allowing for Increasingly disruptive business models: Lean and adaptable is the new normal. New business models are replacing old ones.
Your next competitor could come from anywhere: Unicorns are not hamstrung by legacy debt
Services providing automation and intelligence are available on demand
Establish the capability to disrupt yourself or someone else will
Digital Transformation for Manufacturing IndustriesMargot Heiligman
What are some of the trends that driving the manufacturing industries in this digital economy era? What do these mean for the manufacturing businesses and how can they run and sell smarter? Download this presentation deck and learn more. You can also watch the On-Demand Webinar here: http://tinyurl.com/bcrmAPJ216
Are Manufacturing Companies Ready to Go Digital?Capgemini
Manufacturing companies have traditionally been slow to react to the advent of digital technologies and their related impact across the manufacturing value chain and operating model. While there are a few manufacturing companies that have made rapid advances in deriving significant benefits from digital, their number is still small.
For instance, in a recent industry survey, only 25% of the interviewed executives believed that the manufacturing sector would be highly impacted by digital transformation over the next five years. Our study found that digital innovation is critical when it comes to addressing manufacturers’ key business drivers and creating value.
A presentation by Irving Wladawsky-Berger, former chief technology officer at IBM on the future of innovation in the service sector. Given at Imperial College Business School on 13 October 2009.
What are some of the trends that driving the manufacturing industries in this digital economy era? What do these mean for the manufacturing businesses and how can they run and sell smarter? Download this presentation deck and learn more.
You can also watch the On-Demand Webinar here: http://tinyurl.com/bcrmAPJ216
Industry 4.0: Merging Internet and FactoriesFabernovel
Industrial IoT and connected objects for factories are part of our research at FABERNOVEL OBJET, our activity dedicated to IoT.
The future of industry is at the crossroads of internet and factories. Some call it INDUSTRY 4.0 or FACTORY 4.0 in reference to the upcoming fourth industrial revolution. Governments and private companies in Germany, UK and the USA have acknowledged the importance of industrial IoT and its central role in future industrial transformation.
The adoption of Industrial Internet has both near-term and long-term impacts and will be characterized by the emergence of new models such as the “Outcome Economy” and the “Autonomous, Pull Economy”.
We believe that INDUSTRY 4.0 is a growth opportunity for industrial companies, and have decrypted this very phenomenon in the following presentation.
Industrial Automation and Modern ConnectivityControlEng
In an age when manufacturing is overrun with information, getting the right information to the right person at the right time is crucial. A new era of mobile devices has helped deliver the promise of greater productivity. With it comes the challenge of network security, achieving both is possible, as we’ll demonstrate.
Manufacturing today requires mobility. But mobility can bring with it a complex supporting infrastructure. It requires networking hardware and software, devices to connect to the infrastructure, applications to run on the devices, and processes and procedures to work effectively, safely and securely. Mark T. Hoske, content manager and editor with Control Engineering, will explain mobility trends based on Control Engineering research and discuss the types of mobile engineering applications available among 225 categorized in editorial coverage. Harry Forbes, senior analyst at ARC Advisory Group, will explain basic wireless mobility infrastructures, types of hardware and software needed, and the challenges and advantages wireless mobility offers to end-users, providing examples.
The Building Blocks of Manufacturing ExcellenceControlEng
Expanding your manufacturing facility isn’t usually something that becomes a team project with all of your employees engaged. One Cincinnati manufacturer shows that employee engagement with such a project is like building a new facility: it happens one brick at a time.
저는 중국의 테크미디어 테크노드(TechNode)의 영문기자 유채원입니다. 중국에서 1년 간 일하면서, 중국만의 유일무이한 ICT 생태계가 만들어지고 있고, 이 생태계 안에서 외국인 창업가들이 Lean한 공짜 마케팅을 효과적으로 할 수 있게 된 것을 목격했습니다. 중국에 진출하는 육하원칙 꿀팁을 공유합니다.
왜 중국에서? / 중국 투자계는 지금 딱 맞는 온도
어떻게 중국에서? / 중국 스타트업의 Lean한 공짜 마케팅
무엇을 중국에서? / 중국 투자계에서 주목하는 분야
언제 중국에? / 얼마나 준비되어 있나요
중국 어디에서? / 도시별 매력 포인트, 단점
중국 누구에게? / 중국에서 도움 받기
Integrating the Marketing and Engineering Points of View in Marketing Communi...ControlEng
-Eliminating bias and jargon from marketing communications
-Understanding how engineers create and understand communications
-Communicating with the B2B buyer
Energy in Factory Automation and the Role of Industrial Networks ControlEng
In today’s world energy cost big dollars for manufactures and the fact is most plants don’t know where there energy is being used. To help with this problem the Industrial Network communities are providing common interfaces to gather and control energy in the industrial space. This presentation will focus on aspects of Energy where it relates to Industrial Automation and some of the challenges we face. We will also cover upcoming initiative for interfacing to the smart grid for demand response request.
What's the relationship between digital disruption and digital transformation? How can organisations manage their digital transformations better and achieve their business transformations faster? What role does digital culture play and how do you develop a digital culture?
New Zealand businesses and government agencies are all facing the effects of digital technology and responding to the changing nature of market expectations.
In this presentation, delivered at Solnet's CXO Digital Transformation seminars, Phil Coop, (Digital Transformation Director, Solnet) discusses the roles of focus, innovation, team structure, culture, data, and UX as ingredients to a successful digital transformation.
Data Con LA 2022 - Practical Solutions to Complex Supply Chain ProblemsData Con LA
Raz Nistor, Sr. Director, Keyrus US
The Manufacturing and Consumer Packaged Goods industries are still facing unprecedented negative pressures on their operating profits from ongoing supply chain disruptions. Many of these organizations have turned to AI to solve all their problems. Surprisingly (/sarcasm), many of these same organizations have failed to realize and sustain ROI from their investments in AI. In this discussion, we will review a few solutions to supply chain initiatives we've rolled out and highlight the keys to success that we've identified to help organizations sustain value from applications in AI. In particular, we will discuss end-to-end technical solutions in demand forecasting, machine learning for lead-time optimization, and full network optimization, as well as the governance and organizational structures we have to consider to make sure the value from these solutions scales throughout the organization.
Envisioning the Next Generation of AnalyticsLora Cecere
The presentation during a panel discussion at the Supply Chain Insights Global Summit in Scottsdale, AZ on September 10, 2014.
Envisioning the Next Generation of Analytics
Join this panel to hear case studies on new ways to use analytics and unleash the Art of the Possible. Gain new insights for the use of cognitive learning, concurrent optimization, and embracing new forms of data.
The panel included:
Facilitator: Lora Cecere, Founder and CEO of Supply Chain Insights
Dr. Mani Janakiram, Director of Supply Chain Strategy at Intel
Stephen N. Wagner, Global Supply Chain, Global Director, Network Design & Logistics Analytics at Schneider Electric
ETDP 2015 D1 SMAC & the Journey from Automation to Digital Factory - Snjeev K...Comit Projects Ltd
COMIT/Fiatech Conference 2015, Hallam, London
Sanjeev Kapoor, Senior Project Manager, Emerging Technologies, Ford Motor Company
Note: This presentation is an amalgam of the two presentations in the agenda.
• Introduction to Manufacturing Automation, Digital Factory and Industry
• Smarter, safer robots bringing automation in manufacturing industry
• The Digital Factory Lifecycle and Case Studies
• How Digital Factory has positively impacted manufacturers enabling them to produce
Faster, Cheaper and Better Products
• Difference between “looking digital and being digital”
• The DNA of a Digital Enterprise & how Digital Factory is enabling Digital Industry
What is SMAC (Social, Mobile, Analytics and Cloud)?
• Key Trends in Social, Mobile, Analytics and Cloud Technologies
• How SMAC Technologies collectively can digitally transform your organization?
• Case Studies – How organizations across industries are leveraging SMAC Technologies for innovation and business growth?
• Future of SMAC Technologies
Manufacturing Value, A CVG Second Thursday Event, 10/10/13Paige Rasid
On October 10th, the Second Thursday panel will speak to current trends in advanced manufacturing, including additive manufacturing (3D Printing), and the impact these current trends are having on the manufacturing industry and the companies that operate in this environment.
How do these trends impact companies and their future value?
How can companies position themselves to take advantage of these trends and maximize their future value?
What will investors and strategic partners expect from companies in the future?
Where do leaders in the industry see these trends going?
A panel of experts will answer all these questions with the goal of helping companies find opportunities to harness the power of these exciting trends.
Zinnov examines the growing trend of enterprises setting up digital labs to drive the next leg of their digital journey. Geographies with rich product development capabilities and a talent pool with key skills are emerging as hot spots for the establishment of innovative digital labs
Customer Experience: A Catalyst for Digital TransformationCloudera, Inc.
Customer experience is a catalyst in many digital transformation projects. It is why many businesses invest in new technologies and processes to more effectively engage customers, constituents, or employees. The goal of putting digital tools to work in a transformative way is to ensure that data and insights connect people with information and processes that ultimately lead to a better experience for customers. Yet, it demands a modern approach that considers all of the platforms, processes, and data across the customer journey. The goal for many organizations is dynamically maintaining a single source of truth about each customer to drive personalized experiences based on individual preferences and behaviors.
However, businesses today have primarily invested in systems of record. While these systems are critical for managing internal operational processes, they are typically not effective for today's pace of business change. Insight-driven experiences require customer intelligence platforms that can finally create a customer 360. The deeper data and improved algorithms now available let users factor in individual affinity, segment, and a myriad of growing data sources. The result is greater relevance and effectiveness to deliver a differentiated experience that in today’s competitive landscape is not a luxury, but a necessity for survival.
In this session we will address:
3 things to learn:
•Leaders and Laggards of digital transformation
•How to create data-driven customer insights
•The importance of machine learning to uncover hidden insights
Building a Business Case for Innovation: Project Considerations for Cloud, Mo...Fred Isbell
Breakout Session from the 2015 TSIA Technology Service World event in Las Vegas attended by 1,500+ service & support professionals. Provided insight into:
1.) The next wave of innovative technology and business solutions
2.) Key insights from industry influencers and experts to assist in building a business case
3.) Case studies from SAP projects & customers showcasing the results, business impact, and best practices to managing next-generation projects and solutions
Selecting and Working with a Systems IntegratorControlEng
With plant staffs stretched thin at a time of continuing manufacturing growth, system integrators have come into increasing prominence. Understanding what should you expect from your SI—and what he should expect from you—is critical to ensuring that your project is achieved on time, on budget and up and running on Day 1.
Many more useful measurements could be taken in discrete manufacturing and process plant applications without the expense and labor related to wire and cables for some hard-to-reach applications. Wiring in manufacturing or process-plant settings, with the accompanying complex supporting infrastructure and labor, drops from high ceilings or trenching can add 10-fold or more to installation costs. It doesn’t have to be that way. Industrial wireless technologies can provide cost-effective reliable communications. Key considerations and application examples will be discussed by Dan Capano, owner and president of Diversified Technical Services Inc. Mark T. Hoske, content manager and editor with Control Engineering, will explain wireless trends based on Control Engineering research and will moderate the webcast.
Social Media in the B-to-B World, Part 2ControlEng
-Why social media for automation suppliers?
-Understanding the correct approach to social media marketing with your engineering audience
-How we connect with manufacturers through social media to grow business opportunities
How to Run a Successful Integrated Marketing ProgramControlEng
-Running a successful dynamic integrated program
-Knowing your audience
-How do you choose the right media channels to get the best ROI?
-Best practices in campaign strategy, implementation and measurement
Were we Just Hacked? Applying Digital Forensic Techniques for your Industrial...ControlEng
Companies that have had their industrial networks attacked from the outside usually don’t realize it at all, or if they do, that knowledge probably comes a year or more after the initial incident. Why? Companies don’t understand their own networks well enough to know when something is happening that shouldn’t be happening. There is no practical way to apply concepts of digital forensic investigation if you don’t understand your own networks. Robert M. Lee and Matthew E. Luallen will discuss how you can analyze and document your systems well enough to perform incident response and learn from those attacks. Your ability to know every detail about your systems is the biggest advantage you have when trying to secure your systems. Put that knowledge to work.
Industrial Ethernet,Part 2: Case StudiesControlEng
Industrial Ethernet case studies provide lessons learned as detailed in specific installations to gain practical advice from working installations, to ensure your next application uses the best practices to maximize benefits in a minimum amount of time. Ethernet survey results will be discussed. An exam and certificate are available for one professional development hour (PDH), according to Registered Continuing Education Program (RCEP) rules from the American Council of Engineering Companies.
Industrial Ethernet, Part 1: TechnologiesControlEng
Industrial Ethernet implementations continue to gain traction on the plant floor and in process plants. What are the key industrial Ethernet technologies being installed today and why? Learn from automation system integrators about criteria used to choose types of switches, cabling, and topologies being applied for industrial Ethernet applications. Ethernet survey results are discussed. An exam and certificate are available for one professional development hour (PDH), according to Registered Continuing Education Program (RCEP) rules from the American Council of Engineering Companies.
-Be Intentional: Why is this the RIGHT message to share RIGHT now?
-Be Generous: What expertise will help AND and build trust?
-Be Ready: How will we get found AND listen?
Industrial Branding: The Lost Art in the Industrial MarketplaceControlEng
-The importance of leading with a true brand strategy vs. feature/benefit product strategy
-How brands are either built or destroyed by a companies actions or inaction
-Why people buy brands and understanding how the attachment to a brand works
Industrial Training at Shahjalal Fertilizer Company Limited (SFCL)MdTanvirMahtab2
This presentation is about the working procedure of Shahjalal Fertilizer Company Limited (SFCL). A Govt. owned Company of Bangladesh Chemical Industries Corporation under Ministry of Industries.
Final project report on grocery store management system..pdfKamal Acharya
In today’s fast-changing business environment, it’s extremely important to be able to respond to client needs in the most effective and timely manner. If your customers wish to see your business online and have instant access to your products or services.
Online Grocery Store is an e-commerce website, which retails various grocery products. This project allows viewing various products available enables registered users to purchase desired products instantly using Paytm, UPI payment processor (Instant Pay) and also can place order by using Cash on Delivery (Pay Later) option. This project provides an easy access to Administrators and Managers to view orders placed using Pay Later and Instant Pay options.
In order to develop an e-commerce website, a number of Technologies must be studied and understood. These include multi-tiered architecture, server and client-side scripting techniques, implementation technologies, programming language (such as PHP, HTML, CSS, JavaScript) and MySQL relational databases. This is a project with the objective to develop a basic website where a consumer is provided with a shopping cart website and also to know about the technologies used to develop such a website.
This document will discuss each of the underlying technologies to create and implement an e- commerce website.
Student information management system project report ii.pdfKamal Acharya
Our project explains about the student management. This project mainly explains the various actions related to student details. This project shows some ease in adding, editing and deleting the student details. It also provides a less time consuming process for viewing, adding, editing and deleting the marks of the students.
Automobile Management System Project Report.pdfKamal Acharya
The proposed project is developed to manage the automobile in the automobile dealer company. The main module in this project is login, automobile management, customer management, sales, complaints and reports. The first module is the login. The automobile showroom owner should login to the project for usage. The username and password are verified and if it is correct, next form opens. If the username and password are not correct, it shows the error message.
When a customer search for a automobile, if the automobile is available, they will be taken to a page that shows the details of the automobile including automobile name, automobile ID, quantity, price etc. “Automobile Management System” is useful for maintaining automobiles, customers effectively and hence helps for establishing good relation between customer and automobile organization. It contains various customized modules for effectively maintaining automobiles and stock information accurately and safely.
When the automobile is sold to the customer, stock will be reduced automatically. When a new purchase is made, stock will be increased automatically. While selecting automobiles for sale, the proposed software will automatically check for total number of available stock of that particular item, if the total stock of that particular item is less than 5, software will notify the user to purchase the particular item.
Also when the user tries to sale items which are not in stock, the system will prompt the user that the stock is not enough. Customers of this system can search for a automobile; can purchase a automobile easily by selecting fast. On the other hand the stock of automobiles can be maintained perfectly by the automobile shop manager overcoming the drawbacks of existing system.
Sachpazis:Terzaghi Bearing Capacity Estimation in simple terms with Calculati...Dr.Costas Sachpazis
Terzaghi's soil bearing capacity theory, developed by Karl Terzaghi, is a fundamental principle in geotechnical engineering used to determine the bearing capacity of shallow foundations. This theory provides a method to calculate the ultimate bearing capacity of soil, which is the maximum load per unit area that the soil can support without undergoing shear failure. The Calculation HTML Code included.
Democratizing Fuzzing at Scale by Abhishek Aryaabh.arya
Presented at NUS: Fuzzing and Software Security Summer School 2024
This keynote talks about the democratization of fuzzing at scale, highlighting the collaboration between open source communities, academia, and industry to advance the field of fuzzing. It delves into the history of fuzzing, the development of scalable fuzzing platforms, and the empowerment of community-driven research. The talk will further discuss recent advancements leveraging AI/ML and offer insights into the future evolution of the fuzzing landscape.
Courier management system project report.pdfKamal Acharya
It is now-a-days very important for the people to send or receive articles like imported furniture, electronic items, gifts, business goods and the like. People depend vastly on different transport systems which mostly use the manual way of receiving and delivering the articles. There is no way to track the articles till they are received and there is no way to let the customer know what happened in transit, once he booked some articles. In such a situation, we need a system which completely computerizes the cargo activities including time to time tracking of the articles sent. This need is fulfilled by Courier Management System software which is online software for the cargo management people that enables them to receive the goods from a source and send them to a required destination and track their status from time to time.
Overview of the fundamental roles in Hydropower generation and the components involved in wider Electrical Engineering.
This paper presents the design and construction of hydroelectric dams from the hydrologist’s survey of the valley before construction, all aspects and involved disciplines, fluid dynamics, structural engineering, generation and mains frequency regulation to the very transmission of power through the network in the United Kingdom.
Author: Robbie Edward Sayers
Collaborators and co editors: Charlie Sims and Connor Healey.
(C) 2024 Robbie E. Sayers
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptxR&R Consult
CFD analysis is incredibly effective at solving mysteries and improving the performance of complex systems!
Here's a great example: At a large natural gas-fired power plant, where they use waste heat to generate steam and energy, they were puzzled that their boiler wasn't producing as much steam as expected.
R&R and Tetra Engineering Group Inc. were asked to solve the issue with reduced steam production.
An inspection had shown that a significant amount of hot flue gas was bypassing the boiler tubes, where the heat was supposed to be transferred.
R&R Consult conducted a CFD analysis, which revealed that 6.3% of the flue gas was bypassing the boiler tubes without transferring heat. The analysis also showed that the flue gas was instead being directed along the sides of the boiler and between the modules that were supposed to capture the heat. This was the cause of the reduced performance.
Based on our results, Tetra Engineering installed covering plates to reduce the bypass flow. This improved the boiler's performance and increased electricity production.
It is always satisfying when we can help solve complex challenges like this. Do your systems also need a check-up or optimization? Give us a call!
Work done in cooperation with James Malloy and David Moelling from Tetra Engineering.
More examples of our work https://www.r-r-consult.dk/en/cases-en/
CFD Simulation of By-pass Flow in a HRSG module by R&R Consult.pptx
Digital Manufacturing and Design Innovation Institute
1. Digital Manufacturing and
Design Innovation Institute
William P. King
wpk@Illinois.edu
"I’m here to announce that we’re
building Iron Man…
Not really. Maybe. It’s classified."
—President Obama
2. $320 MILLION
$70 million cooperative agreement
with the U.S. DOD and matching
$250 million from industry,
academia, government and
community partners.
6 OF THE
TOP 20
Engineering schools in the
country, with more than 12%
of all engineering & computer
science students graduating
annually in the U.S.
220,000 Partners, and more, ready to
connect with the more than 185
small and medium sized
businesses that have joined
already.
MORE THAN 315
Local, regional, and national
organizations, community
colleges, and MEP networks
have committed their support.
The Partnership
500+ Companies
Committing to participate.
4. TODAY’S MANUFACTURING
• Materials: Rising costs and supply
constraints
• Production Overcapacity: reduced
profitability
• Labor: Increasing costs globally, skills
gap
• Outsourcing: separation of designers
and makers has slowed innovation
• Barriers for Sharing Data and
Information: technology, skills,
incentives, security, trust, IP, standards
5. FUTURE MANUFACTURING
• Digital link between design and
fabrication
• Connected machines, factories,
and supply chains
• Transparency into supplier
factories
• Data aggregation, analysis, and
action across the product lifecycle
• Leverage the power of data
analytics and networks to do
more with existing resources
6. Manufacturing already generates more data than any other sector
Petabytes
Manufacturing
Government
Bankin
g
Communications and
Media
Retai
l
Professional
Services
Securities and Investment
Services
Healthcar
e
Educatio
n
Insurance
Transportation
Wholesal
e
Utilitie
s
Resource Industries
Consumer and Recreational
Services
Constructio
n
424
397
336
276
273
256
245
166
116
87
207
375
773
776
911
1,812
Annual new data stored by sector, 2010
1 Discrete manufacturing constitutes 1072 petabytes; Process manufacturing 740 petabytes
SOURCE: IDC; McKinsey Global Institute analysis
7. WHAT IS DIGITAL MANUFACTURING?
END OF
LIFE
REUSE
RECYCLE
END OF
LIFE
REUSE
RECYCLE
11001011
PRODUCT LIFECYCLE
AFTER-SALES
SERVICE
AFTER-SALES
SERVICE
110100100100011110110101011110111110
SELL &
DELIVER
SELL &
DELIVER
10101101101000010100100100101111011111010101111011111010111110
1111
FAFBABRRICIACTAETE
FAFBABRRICICATAETE
FAFBABRRICICATAETE
QQUUALAILFIYFY
01010100110101010110110101010010010010100100100011110101010111101111101011111011111010
ASASSESMEMBBLELE
10110110101010101000001101101110110110110101010010100100101111010100100011110101011110111110101111101111101011111011
FAFBABRRICICATAETE
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DEDSEISGIGNN
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DATA ACROSS THE PRODUCT LIFECYCLE
DATA
INFORMATION
DECISIONS
VALUE
8. Utilization of high performance
computing to model materials,
products and processes to
enable “design with
manufacturing in mind”.
INTELLIGENT MACHINING
(IM)
ADVANCED ANALYSIS
(AA)
Integration of smart sensors
and controls to enable
equipment to automatically
sense and understand current
production environment in order
to conduct “self-aware
manufacturing”.
THREE FOCUS AREAS
ADVANCED MANUFACTURING ENTERPRISE
(AME)
Information systems integration
throughout the product lifecycle.
Digital links between design
and fabrication.
Smart factory and supply chain
management.
OPEN SOURCE PLATFORM
CYBER PHYSICAL SECURITY
DIGITAL
COMMONS Meet industry and national
An open source software
platform that enables
data aggregation,
analysis, and action.
needs for security, trust, and IP
protection within the
manufacturing environment.
CYBER
PHYSICAL
DMDII Technology Thrust Areas
9. DMDII Guiding principles
A
B
C
D
E
F
Start with the business need: Entire strategy is focused on how the application of
advanced manufacturing technologies can solve specific business problems
(i.e., “market pull” versus “technology-push”)
Build and cultivate a diverse, distinctive, industry-led team: Assembled
collaborative & committed team of advanced manufacturing firms across sectors,
large & small, public-private. Flexible models to allow everyone to participate.
Co-create the value proposition & strategy: Enlist the industry partners to define
the strategy, operating model, project approach to build buy-in along the way
Build an aligned industry roadmap: identifying a common set of problems across
partnership, and aligning on an industry technology and project roadmap
Bias to action… and creating demand: place a premium on speed and efficiency
in launch and operation, getting to tangible impact soon through demonstration
projects, which show what is possible and create demand for broader adoption
Self-sufficiency through impact: doing the above will yield a high-value institute,
that will create value – not just from membership fees, but from value it creates
10. Despite the recognition of importance for digital design and manufacturing,
most organizations feel they lack the necessary capabilities
14%
81%
Organizations
with "high"
digital
capability
today
Participants
indicating digital
ops is a critical
driver
of future
competitiveness
11. We surveyed decision-makers on where value will come from and their
current level of maturity
▪ The survey leverages a detailed library
of ~100 potential drivers of value
along the value chain… as well as
prompting for additional levers
New business
creation
Product
develop-ment
Sourcing Production Supply
chain Service End-of-life/
disposal
Example
Drivers
▪ Tracking
and vis-ualization
for the
"reverse
logistics“
supply
chain for
part
disposal
▪ Predictive
analytics for
field main-tenance
▪ Real time
product
use/tracking
in the field
▪ Real-time
data
collection/
analysis &
operator
feedback
▪ Advanced
quality con-trol/
analysis
for process
optimization
▪ Supplier
identifica-tion
&
selection
▪ Cost trans-parency
▪ Contract
compliance
▪ Collabora-tive
innova-tion,
i.e.,
crowd-sourcing
▪ Advanced
modeling
and simula-tion
tools
▪ “Smart”
products
that send/
receive data
during use
▪ New service
business to
leverage
data
▪ Joint plann-ing
and
forecasting
▪ Inventory &
working
capital
optimization
▪ Customer
demand-sensing
For each step of the value chain (with particular depth in manufacturing production), the tool identifies
a. The most important areas of opportunity in your organization
b. Current organizational maturity
c. Current improvement projects underway
12. Value will be derived across the full ‘value chain’ Importance rankings from
New business creation
Sourcing Capital
Quality
@ Cyber security
Marketplaces and web-platforms
& resource
produc-tivity
End-of-life/
Disposal
Produc-tion
Product
develop-ment
and
R&D
Supply
chain
manag-ement
Service
survey results
High Med Low
SOURCE: McKinsey survey of ~170 digital design and manufacturing leaders, DMDI
13. Value will be derived across the full ‘value chain’
“Where is the greatest value going to be derived along the value chain after implementation of digital
manufacturing solutions?”
31
Little/no value Considerable
45
39
32
38
31
38
35
36
29
27
30
30
18
49
33
29
35
24
27
19
21
19
23
19
14
12
4
-6
-11
-5
-12
-17
-23
-20
-24
-23
-24
-27
-26
-36
-32
-40
-37
-10
-7
-12
-12
-13
-17
-12
-18
-12
-17
-13
-35
Product design & development
Production (operations)
Production (capital productivity)
New "digital" business innovation
Research & discovery
Supply chain management
Service
Resource productivity & sustainability
Operations strategy & management
Collaboration platform
Human capital
Risk management
Sourcing
End-of-life/disposal
Modest
Significant
Product design, operations, capital productivity, R&D, and supply
chain management were highlighted as areas of greatest value
14. Successful digital leaders anchor their digital strategy back to clear sources
of value
Revenue
improvement
Higher product availability/up-time
Profit business
drivers
Cost
reduction
Product innovation & customer
satisfaction
Time to market
Revenue expansion of existing
Manufacturing & supply chain costs
(labor, material, overhead, G&A)
Product quality
Delivery and service performance
Higher
capital
utilization
Improved asset utilization
Reduced equipment investment
Increased inventory turnover
Fixed capital
Working
capital
Improved cash-to-cash cycle
For the processes and capabilities
that drive each branch, measures of
improvement include:
• Efficiency
• Effectiveness
• Speed
• Agility (ability to change for upside
benefit or downside protection)
• Risk profile
15. Little/no importance
Important
Very important
Most critical
Digital is starting a paradigm shift: from operations
as a cost & execution vehicle… to also an engine
for innovation & growth
“From a business metric perspective (e.g., cost, revenue), how important a driver
can digital design & mfg be in creating value in each of these areas?”
45
31
30
38
44
36
42
27
39
35
17
30
24
12
-17
-18
-27
-26
-15
Operations agility -4
Revenue expansion of
existing business
Product quality -4
-31
-23
-5
-7
-12
-5
-14
Product innovation
Time to market for
new products
Cost (manufacturing,
supply chain, capital)
Service levels
Revenue &
Growth drivers
Conventional
cost and
quality drivers
16. Organizations realize that technology creates no value…on
its own
Capability
Dimensions
Clear strategy, plan to drive
competitive advantage
Cascade strategy into a well-resourced
plan, with aligned
metrics & accountability
Skills and structure to develop
solution and extract value
Devices, apps and platforms
to deliver Digital initiatives
Information assets and
associated management
17. Example DMDII Projects bring together a collection of partners to solve a real
problem, with tangible impact... “market pull” rather than “technology push”
Sample of potential applied research projects Sample impact
Real-time
shop floor
advanced
analytics
1
Intelligent
machine
‘plug & play’
solution
2
Next-gen
product &
process
design
3
Reduce rework and
labor costs by up to
30%; $1MM over the life
of the vehicle per hour
saved in production
Reduce current 50%
scrap rate by half
Reduce total system
cost by 10-15%;
accelerate time to
market
• Team: Two top 5 US Defense companies, one leading European
aerospace company, two Top 20 engineering schools
• Bring mobile computing and advanced analytics to shop floor
decision-making, allowing real-time adjustments to complex vehicle
system assembly
• Team: Two major global industrial conglomerates, industry-leading
software company, two major manufacturing research universities
• Develop ‘plug & play’ hardware/software solution for adaptive
machining
̶ Allows machines to adjust based on unique shape of each
cast/blank part
̶ Interoperable across CNC machines
• Team: Major global aerospace company, Top 3 aeronautical
engineering school, state-Federal research partnerships
• Design refresh of helicopter engine; 2 core innovations
̶ Advanced analytics and modeling software: compare as
designed, as made, as assembled, as serviced data
̶ Collaboration software: real-time exchange & co-design
18. Sources of value from digital tech – voices of manufacturing leaders
“What will be the most important drivers of future value from digital design and manufacturing?”
• “Next generation product design with ability to
simultaneously model and optimize for:
• Manufacturability and reliability
• Affordability through lifecycle (including production
and maintenance post-sale)
• Reduce design/purchasing risk by testing
technology earlier and cheaper”
• “Moving to a growth vs. cost story:
• A new era post-commoditization with suppliers driving
to the next level of supplier collaboration
• Move from cost-focus to:
• New product introduction focus
• Speed to market focus
• Rapid prototyping and virtual testing”
• Connected customers with digitally enabled
products, sharing data with manufacturers in real-time
drives:
• Proactive steps to address potential quality issues
• Opportunities for new business models (e.g., selling
services)
• Informs marketing of key trends to react to
• “Manufacturing feedback loops back to design:
• Make-design link established
• 3D design capability reducing cost in the make-design
link and improve quality
• Product performance data feeds new product
innovation”
• “Ability to adapt to key system perturbations
• Improved macro forecasting
• Downtime reduction between product families
• Respond to changes in customer preferences
• Reduced design/manufacturing constraints”
• “Big data definition/standards, new interoperable
plat-forms, analytics, & best practice standards), to
drive:
• Production efficiency
• Response time to customer feedback (from
years/months months/days)”
• “Ability to change/improve agility:
• Reduce non-value added change/rework
• Execute value-add changes quickly
• Allow for more experimentation
• Proactive measurement/adaptability”
The Digital Lab includes the participation of world-class technology companies as well as both defense and commercial manufacturers.
Next-gen tech companies working alongside 10 of the Top 50 best performing U.S. manufacturers
Defense contractors that hold nearly one-third of all DoD contracts awarded in FY12
Our team boasts the nation’s premier engineering schools, one of the world’s most powerful supercomputers, and nationally-recognized education and workforce partners.
6 of the top 20 engineering schools in the country
More than 12% of all engineering / computer science students graduating annually in the U.S.
The Digital Lab's partners are regionally anchored in the Midwest, spanning Illinois, Indiana, Iowa, Wisconsin, Kentucky, Michigan, Minnesota, Missouri, and Nebraska. Additionally, the team includes world-class university partners from beyond the Midwest, including Texas, Colorado, New York, and Oregon, to leverage the best research and technology in the country and deploy solutions on a broad scale.
Our network of local, regional, and national organizations, community colleges, and MEP partners provide connections to over 220,000 small and mid-sized companies.
The Digital Lab will focus manufacturing transformation in three, directional areas from day one:
Digital Design
Digital implementation within the Manufacturing Factory
Digital ‘Ecosystem’, which includes Supply Chain, Distribution and Logistics
The Digital Lab has secured 10 first year project ideas, which are a combination of Industry-led and research + university supported projects. The Department of Defense will help determine priorities and sequencing.
Moving forward, projects will be submitted to a technical committee and approved by a governance committee.
The Digital Lab will focus manufacturing transformation in three, directional areas from day one:
Digital Design
Digital implementation within the Manufacturing Factory
Digital ‘Ecosystem’, which includes Supply Chain, Distribution and Logistics
The Digital Lab has secured 10 first year project ideas, which are a combination of Industry-led and research + university supported projects. The Department of Defense will help determine priorities and sequencing.
Moving forward, projects will be submitted to a technical committee and approved by a governance committee.
The Digital Lab will focus manufacturing transformation in three, directional areas from day one:
Digital Design
Digital implementation within the Manufacturing Factory
Digital ‘Ecosystem’, which includes Supply Chain, Distribution and Logistics
The Digital Lab has secured 10 first year project ideas, which are a combination of Industry-led and research + university supported projects. The Department of Defense will help determine priorities and sequencing.
Moving forward, projects will be submitted to a technical committee and approved by a governance committee.
The Digital Lab will focus manufacturing transformation in three, directional areas from day one:
Digital Design
Digital implementation within the Manufacturing Factory
Digital ‘Ecosystem’, which includes Supply Chain, Distribution and Logistics
The Digital Lab has secured 10 first year project ideas, which are a combination of Industry-led and research + university supported projects. The Department of Defense will help determine priorities and sequencing.
Moving forward, projects will be submitted to a technical committee and approved by a governance committee.
THE DIGITAL LAB HAS A GUIDING APPROACH, INCLUDING:
THREE TECHNOLOGY FOCUS AREAS:
Advanced Manufacturing Enterprise (AME)
Agile and robust manufacturing strategies and integrated capabilities that dramatically reduce the cost and time of producing complex systems and parts.
Intelligent Machinery (IM)
Integration of smart sensors and controls to enable equipment to automatically sense and understand current production environment in order to conduct “self-aware manufacturing”.
Advanced Analytics (AA)
Utilization of high performance computing to model materials, products and processes to enable “design with manufacturing in mind”.
An Open Source Platform
The Digital Lab will create a ‘Digital Commons’, An open source technology system across the entire manufacturing value chain.
And a Hub & Spoke Model
The Digital Lab will create a National Network, based on a 'hub and spoke' model, where the 'hub' will be the Digital Lab for Manufacturing based in Chicago and the 'spokes' will be all the applied research on the manufacturing floors of our partners across the US.