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SAP Leonardo as a backbone
to support the industry 4.0
approach within Faurecia Jose GASCON /Eric GODARD
Key figures
2
35
countries
98,700
employees
300
sites
€15.6 billion
of value added
sales*
> 6,000
engineers
and technicians in R&D
30
R&D centers
636
programs
in development
501
patents filed in 2016
* Value-added sales: Total sales less monoliths sales - 2016 figures
A global leader with diverse customer portfolio
3
SALES BY CUSTOMER
Ford
GM
BMW
Others
VW Group
FIAT-Chrysler
PSA
Hyundai Kia
2016
Cummins
Daimler
19.1%
16.9%
15.2%13.0%
Renault-Nissan
Audi A5
Sportback-2016
F250 Super Duty
Series 2017
Hyundai Ionic
Peugeot 5008
Renault Grand Scenic
Global leader in its 3 Business Groups
4
€4.8 billion €4.2 billion€6.6 billion
Technologies for emissions
control, energy recovery,
weight reduction,
acoustic performance
Seat structures, manual
and electric seat mechanisms,
comfort products and systems,
trim, complete seat assembly
Instrument panels,
door panels, center consoles
and acoustic modules
INTERIORS CLEAN MOBILITYSEATING
32,400
employees
21,200
employees
37,400
employees
Faurecia’s Digital Journey
5
before
2015 2015 2016 2017
Digital Enterprise
4 digital
streams
Digital
Transformation
5 digital
streams
Innovations
 Get value from digital
 Continue digital innovation
 Digital in company DNA
Faurecia Excellence
System
…
 Pilot mode
 Innovation
 200 initiatives
 42 PoC
 Paper culture
Digital Transformation at Faurecia focuses on 5 value streams, with innovation
to fuel them
Digital
innovation
Cost Value
Cost Value
starting 2017
Top line Value tomorrow
employee attractivity
& Being Faurecia
Enhanced E2E working
methods
Today focus
Stream #1: Digital Operations
7
Light Guide
Systems
Automatic
guided vehicles
Collaborative
robots
Logistic Network
Optimization
Digital Management
Control
MIPM
(data analytics)
Plant Maintenance
Mobility
Traceability
(RFID)
Innovation initiatives to prepare 2018+ new standards
(digital watch, POCs, co-innovation, ecosystem orchestration)
digital
standards8
+
3 mn …
8
… to illustrate our Industry 4.0 journey
Manufacturing operations focus: benefits and use-cases
Why did we implement a MIPM initiative?
Increased
productivity
and quality
 Reduced Non-OEE*
 Anticipation of non-quality with alerts and recommendations
 Non-quality reduction by connecting ERP data and shop floor data
and using new technology
Plant
Benchmark  Comparison of machines performance within several plants
Reduction
of production
costs
 Reduction of scrap rates, defect rates and raw materials waste
 Improvement of product quality (less deviations)
 Optimization and reduction of energy use
Reduction
of breakdowns
and downtime
 Reduce maintenance costs and extra freight transportation costs
 Minimize unscheduled downtime and breakdowns
 Increased equipment life cycle
(*) OEE stand for Overall Equipment Effectiveness
SAP Leonardo PCo to
Apache Kafka
New Destination
Jose GASCON
Analytics
MI
Analytics
PM
Collect and qualify data
Too many protocols to adapt optimally to each use case
SAP MII/PCo
 A data lake is a method of storing data within
a system or repository
 Data is collected from PLC via SAP PCo:
 High frequencies pulling every 30ms and
locally staged to be transmitted in batch.
 Low frequencies pulling every 1s to 5s,
and sent directly via PCo without staging.
 OPC server (Open Platform Communications):
communication between PCO and machines
 PLC (Programmable Logic Controller):
industrial computer control system that
continuously monitors the state of machines
OPC server
OPC client (SAP PCO)
SAP MII
SAP PI/PO
Data Lake
REST
?
?
Faurecia and SAP Co-innovation
Idea Discover Design Deliver
Identify most valuable
business use cases
Collect pain points
of as-is process and discuss
possible solutions
Design to-be process
together in a prototypes
Co-developing prototype for
customer specific challenge
SAP Plant Connectivity (PCo)
SAP Plant Connectivity (PCo) is SAP’s
standard connectivity solution between
shop floor and business systems.
Reliable routing of data between systems.
Supports both event-driven notifications,
for example, data tag changes at logic
controllers, and routing them to business
systems, and queries (read and write) of
data tag values from logic controllers.
Why not a new destination directly to Big
Data? SCADA
Historians Third Party
Business
Systems
Logic
Controllers
Big Data
Clusters
Machines
and
Devices
SAP Plant
Connectivity
(PCo)
SAP
Business
Suite
SAP Cloud
Data Lake
Analytics
MI
Analytics
PM
Collect and qualify data
Architecture with a Kafka as single message oriented middleware
SAP MII/PCo
Kafka new PCo Destination
 Both high frequency and low frequency data
collection are managed the same way.
 Low-latency ingestion of large amounts of event
data allows both use cases (real-time and batch
ingestion) being managed the same way:
micro-batches from 1s to 10s.
 Compression allows a much more efficient use of
the available bandwidth.
 Remove intermediate single point of failures.
Next Steps
 Evaluation of SAP Dynamic Edge Processing.
 An step forward to bring real-time analytics
closer to the data.
 Reduce the volumes to be stored centrally to the
significant levels.
OPC server
SAP PCo
SAP MII Throughput improved from
10 msg/s to 500 msg/s by node
SAP Dynamic
Edge
Processing
Conclusion
❶ Single point of entry
 reduce the load on backend Business systems
like MII and rely on MoM PCo + Kafka
 distribute the process data to all components
❷ Storage capacities
 centralization of data in one place
 available for any type of request from MI/PM
❸ Analytics & discovery
 computing power for custom analytics
 direct analytical functions
 visualize the results concretely
❹ Data Publishing
 compatible with current & new partners
 custom data visualization
Big Data
Predictive
Maintenance
Manufacturing
Intelligence
Real Time Process DataFlat files
External
Databases
MIPM PCo kafka SAP Faurecia coinnovation SAP Leonardo

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MIPM PCo kafka SAP Faurecia coinnovation SAP Leonardo

  • 1. SAP Leonardo as a backbone to support the industry 4.0 approach within Faurecia Jose GASCON /Eric GODARD
  • 2. Key figures 2 35 countries 98,700 employees 300 sites €15.6 billion of value added sales* > 6,000 engineers and technicians in R&D 30 R&D centers 636 programs in development 501 patents filed in 2016 * Value-added sales: Total sales less monoliths sales - 2016 figures
  • 3. A global leader with diverse customer portfolio 3 SALES BY CUSTOMER Ford GM BMW Others VW Group FIAT-Chrysler PSA Hyundai Kia 2016 Cummins Daimler 19.1% 16.9% 15.2%13.0% Renault-Nissan Audi A5 Sportback-2016 F250 Super Duty Series 2017 Hyundai Ionic Peugeot 5008 Renault Grand Scenic
  • 4. Global leader in its 3 Business Groups 4 €4.8 billion €4.2 billion€6.6 billion Technologies for emissions control, energy recovery, weight reduction, acoustic performance Seat structures, manual and electric seat mechanisms, comfort products and systems, trim, complete seat assembly Instrument panels, door panels, center consoles and acoustic modules INTERIORS CLEAN MOBILITYSEATING 32,400 employees 21,200 employees 37,400 employees
  • 5. Faurecia’s Digital Journey 5 before 2015 2015 2016 2017 Digital Enterprise 4 digital streams Digital Transformation 5 digital streams Innovations Get value from digital Continue digital innovation Digital in company DNA Faurecia Excellence System … Pilot mode Innovation 200 initiatives 42 PoC Paper culture
  • 6. Digital Transformation at Faurecia focuses on 5 value streams, with innovation to fuel them Digital innovation Cost Value Cost Value starting 2017 Top line Value tomorrow employee attractivity & Being Faurecia Enhanced E2E working methods Today focus
  • 7. Stream #1: Digital Operations 7 Light Guide Systems Automatic guided vehicles Collaborative robots Logistic Network Optimization Digital Management Control MIPM (data analytics) Plant Maintenance Mobility Traceability (RFID) Innovation initiatives to prepare 2018+ new standards (digital watch, POCs, co-innovation, ecosystem orchestration) digital standards8 +
  • 8. 3 mn … 8 … to illustrate our Industry 4.0 journey
  • 9. Manufacturing operations focus: benefits and use-cases Why did we implement a MIPM initiative? Increased productivity and quality  Reduced Non-OEE*  Anticipation of non-quality with alerts and recommendations  Non-quality reduction by connecting ERP data and shop floor data and using new technology Plant Benchmark  Comparison of machines performance within several plants Reduction of production costs  Reduction of scrap rates, defect rates and raw materials waste  Improvement of product quality (less deviations)  Optimization and reduction of energy use Reduction of breakdowns and downtime  Reduce maintenance costs and extra freight transportation costs  Minimize unscheduled downtime and breakdowns  Increased equipment life cycle (*) OEE stand for Overall Equipment Effectiveness
  • 10. SAP Leonardo PCo to Apache Kafka New Destination Jose GASCON
  • 11. Analytics MI Analytics PM Collect and qualify data Too many protocols to adapt optimally to each use case SAP MII/PCo  A data lake is a method of storing data within a system or repository  Data is collected from PLC via SAP PCo:  High frequencies pulling every 30ms and locally staged to be transmitted in batch.  Low frequencies pulling every 1s to 5s, and sent directly via PCo without staging.  OPC server (Open Platform Communications): communication between PCO and machines  PLC (Programmable Logic Controller): industrial computer control system that continuously monitors the state of machines OPC server OPC client (SAP PCO) SAP MII SAP PI/PO Data Lake REST ? ?
  • 12. Faurecia and SAP Co-innovation Idea Discover Design Deliver Identify most valuable business use cases Collect pain points of as-is process and discuss possible solutions Design to-be process together in a prototypes Co-developing prototype for customer specific challenge
  • 13. SAP Plant Connectivity (PCo) SAP Plant Connectivity (PCo) is SAP’s standard connectivity solution between shop floor and business systems. Reliable routing of data between systems. Supports both event-driven notifications, for example, data tag changes at logic controllers, and routing them to business systems, and queries (read and write) of data tag values from logic controllers. Why not a new destination directly to Big Data? SCADA Historians Third Party Business Systems Logic Controllers Big Data Clusters Machines and Devices SAP Plant Connectivity (PCo) SAP Business Suite SAP Cloud
  • 14. Data Lake Analytics MI Analytics PM Collect and qualify data Architecture with a Kafka as single message oriented middleware SAP MII/PCo Kafka new PCo Destination  Both high frequency and low frequency data collection are managed the same way.  Low-latency ingestion of large amounts of event data allows both use cases (real-time and batch ingestion) being managed the same way: micro-batches from 1s to 10s.  Compression allows a much more efficient use of the available bandwidth.  Remove intermediate single point of failures. Next Steps  Evaluation of SAP Dynamic Edge Processing.  An step forward to bring real-time analytics closer to the data.  Reduce the volumes to be stored centrally to the significant levels. OPC server SAP PCo SAP MII Throughput improved from 10 msg/s to 500 msg/s by node SAP Dynamic Edge Processing
  • 15. Conclusion ❶ Single point of entry  reduce the load on backend Business systems like MII and rely on MoM PCo + Kafka  distribute the process data to all components ❷ Storage capacities  centralization of data in one place  available for any type of request from MI/PM ❸ Analytics & discovery  computing power for custom analytics  direct analytical functions  visualize the results concretely ❹ Data Publishing  compatible with current & new partners  custom data visualization Big Data Predictive Maintenance Manufacturing Intelligence Real Time Process DataFlat files External Databases