Launching in April 2016, Smart Manufacturing will focus on advanced manufacturing technologies and tools that are driven or enhanced by integrated information technology.

1. AdvancedManufacturing.org
Spring 2016
for a new era of making
„ Tapping the Potential
of the New IT Landscape
„ How to Leverage the
IOT in Lean Automotive
Manufacturing
30 revolutionaries in
smart manufacturing
A R E V O L U T I O N I N M A K I N G

3. 1
Spring2016
CONTENTS
Spring 2016 Vol. 1, No. 1
FEATURES DEPARTMENTS
6 | editor’s column
8 | connect & engage
10 | case study
Software Heads off Costly
Code Rework, Crashes
30 | software update
95 | advanced
manufacturing now
• Dean Bartles: Digital
Manufacturing & Design
• Cambashi: Tapping the Potential
of the New IT Landscape
• SolidProfessor: The Evolution of
Manufacturing Engineering Training
• Bosch Rexroth: Programming Freedom
with Open Core Engineering
• Peaxy: Complete the Data Set,
Complete the Digital Revolution
• Rockwell Automation:
Partnership column
57 | The vision for the future
62 | who’s who in
smart manufacturing?
69 | collaborative robots
74 | additive manufacturing /
impossible objects
79 | additive manufacturing /
Top metal 3d printers
83 | workforce article/ohio
school and fighting robots
69
cover: Who’s Who Gatefold
AdvancedManufacturing.org
Spring 2016
For a New Era of Making
„ Tapping the Potential
of the New IT Landscape
„ How to Leverage the
IOT in Lean Automotive
Manufacturing
30 Revolutionaries in
Smart Manufacturing
A R E V O L U T I O N I N M A K I N G

4. ADVANCED MANUFACTURING NOW
C
an we remember life before
the acceleration of technology
in the last 20 years that
has resulted in internet-enabled
technologies being both an integral
part of daily life and essential tools
for business? For manufacturers, the
flood of such technologies—cloud
computing, smart devices, Internet
of Things, mobile communications—
is changing the business landscape
fundamentally.
In addition to ‘local’ efficiency/
productivity improvements—a faster
or higher quality production process,
better monitoring of factory activities
and processes, or better information
sharing between two participants in the
supply chain—these technologies open
up opportunities for improvement right
across the extended enterprise. They
allow entire traditional supply chains
and product lifecycle processes to be
completely re-engineered.
Even before the internet we used
to talk about ‘pull-driven’ supply
chains, where the whole system was
so integrated and responsive that it
could meet a customer requirement if
not from scratch, then from a point as
far towards the origins of the product
as was feasible given the acceptable
delivery time. However, access to the
technologies like ERP, Supply Chain
management (SCM) and Product Life-
cycle Management (PLM) that are key
to effective information sharing used
to be difficult for smaller companies in
the supply chain.
Today, though, internet-enabled
connectivity allows sharing of bang-
up-to-date commercial and product
data from end to end through the sup-
ply chain, as well as high levels of com-
munication with the customer, thereby
achieving levels of responsiveness (and
product accuracy) that were not possi-
ble before. The result should be shorter
lead times, improved product quality
and reduced inventory—no more of the
inventory accumulation at points in the
supply chain resulting from so-called
‘fields of dreams’ planning.
For the product lifecycle, the poten-
tial changes are even more dramatic
with the ultimate prospect being full
closed loop integration from concept
to end of life. Internet-enabled con-
nectivity and cloud-based applica-
tion infrastructures allow practically
whatever level of communication
the participants in the project want
through the product development
phase. Then, smart connected devices
for collecting in-service performance
data and condition monitoring are
transforming the provision of product
servicing, even allowing detailed and
up to date technical information—like
virtual product definitions in the form
of 3D models, animations and service
data—to be delivered to the service
engineer’s mobile device. So not only
is there a great services opportunity
but demand for spares or replacement
can be managed even more effectively
based on the product’s operational
condition. Not only that, but the data
collected gives invaluable feedback to
inform product improvements, thereby
closing the whole loop.
While all of this sounds like the
opening up of a whole new world for
manufacturers, fully exploiting the
potential requires a rather sophisti-
cated IT infrastructure that is highly
integrated all the way from planning
to real time operations—that is, all the
way from ERP to the manufacturing
execution system (MES). There’s a lot
of functional overlap to be grappled
with. And in the new era of smart
products and IoT connectivity there’s
an additional complexity—integrating
the management of the lifecycle of the
embedded software into the product
lifecycle management picture. Provid-
ing the necessary support for this ‘ap-
plication lifecycle management’ (ALM)
aspect is currently PLM’s biggest
technical challenge.
Overall, then, manufacturers are
confronted with an opportunity and
a problem—the opportunity of highly
connected integrated supply chains
and product lifecycle management
processes, but the problem of what IT
infrastructure to build to achieve them.
Each manufacturer needs a strategy
to allow it to define the right combina-
tion of technologies and then exploit it.
The key to this is to get below all of the
high-level hype associated with cloud,
IoT and so on and to identify real solu-
tions to deliver success.
Tapping the Potential
of the New IT Landscape
Modern Manufacturing Processes, Solutions & Strategies
Tony Christian
Director
Cambashi
www.cambashi.com
While all of this opens a whole new
world of possibilities for manufacturers,
fully exploiting the potential requires a
sophisticated IT infrastructure.
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5. 3
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digital domain
T
he Fourth Industrial Revo-
lution is quickly descend-
ing upon us, significantly
impacting how automotive
manufacturing will be man-
aged in the future. As smart
devices establish themselves throughout
the digital factory, we will gain greater
access to real-time data for analysis and
feedback that will further automate, man-
age and improve the entire manufactur-
ing process. Moving beyond embedded
systems, which are typically stand-alone
devices, this revolution will comprise a net-
work of interacting cyber-physical systems
with computing intelligence capability—an
Internet of Things (IoT)—that enables even
greater performance from the smart pro-
duction line and factory.
Within the context of Lean manufactur-
ing, focused on elimination of waste and
continual process improvement, the IoT can
lead to huge efficiency gains. Some people
see it as Lean on steroids. Tools and equip-
ment will automatically collect, share and
interact with other data and processes,
opening up a whole new realm of achieve-
ments attainable under Lean initiatives.
By accessing and centralizing data from
equipment and processes, the IoT can
provide automotive manufacturers a new
level of visibility and access to real-time
performance data across global operations.
During the production process, data can
be used to balance and optimize schedul-
ing on the fly, adapting to market vari-
ability. With the IoT, pull manufacturing, an
effective Lean strategy, achieves a whole
new level of usefulness. This moves beyond
automating the typical Kanban process
How to Leverage the
IoT in Lean Automotive
Manufacturing
The Internet of Things can expand the possibilities of Lean initiatives
Frederick L. Thomas
Director
Discrete Manufacturing
Industries
Apriso
Dassault Systemes
Engine lines such as
this can capture vast
amounts of data today.
The IoT can take that
data, combine it with
other information and
come up with analy-
ses that increase both
manufacturing perfor-
mance and quality.

6. digital domain
into Smart Pull, where data intelligence from multiple
domains such as quality, production yield, equipment
failure records, etc., can now be used to produce the best
manufacturing scenario based upon current demand.
And, this applies to the global operation, allowing shifts in
manufacturing output to the facility best suited to handle
the demand at any one time.
In addition to leaner production scenarios, smart equip-
ment will be able to self-monitor and improve its own
performance, such as energy usage, to avoid peak demand
charges. Automated preventive maintenance becomes
possible as the machine knows and communicates its own
state of required corrective actions, keeping it running at
optimum productivity. Automotive suppliers can better
manage parts delivery into inventory, which will automati-
cally be able to replenish itself based upon real-time data.
All of these actions have the potential to significantly
contribute to improved quality processes and products.
With a closed-loop system where quality data is constantly
iterated back up the chain, equipment can automatically
adjust its settings to produce less scrap and better prod-
ucts as a result of this feedback.
New Opportunities, New Challenges
Increased productivity, lower costs, faster time to
market and the ability to quickly and profitably respond to
consumer demand are the obvious benefits of this new in-
dustrial age. However, achieving this level of interconnect-
edness between myriad smart devices creates an immense
level of complexity that seems counter to traditional Lean
viewpoints, which focus more on simplifying processes.
The factory floor has a history of increasing the adop-
tion of automation and sensors, including those that
collect data from devices. However, these systems have
traditionally been disconnected from the rest of the or-
ganization. To properly gain the advantages offered by
the IoT within a Lean manufacturing strategy requires this
device-level data to be integrated with business processes
across the global enterprise. Adding intelligence to these
devices such that they can pull required inputs will only
further accelerate this efficiency potential.
This concept requires a reevaluation of value streams
and an alignment of business performance targets with
plant-floor activity as well as the development of new
standards to establish best practices for this new paradigm.
Given current trends and challenges, the automotive
industry is ripe for the benefits to be gained from a Smart
Factory. Reduced time to market coupled with the increas-
ingly global nature of automotive manufacturing are two
drivers of complexity that can be addressed in an IoT
world. Consumer demand for personalized mobility experi-
ences requires a globally-connected infrastructure. This
Self-inspection
stations check to
see that workpieces
meet specifications
and collect data
for analysis without
the need for human
intervention.
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7. level of personalization necessitates greater visibility and
agility throughout the manufacturing process.
Industry research suggests 70% of manufacturing ex-
ecutives are focused on plant-floor data initiatives to drive
operational and business excellence, faster time to mar-
ket and immediate access to data from machines on the
factory floor. However, the huge installed base of legacy
equipment and software is a barrier to these goals.
Where to Get Started?
Automotive manufacturers hoping to reap the rewards
of IoT need to now plan to optimize their next five years
of infrastructure investment. To start the process, first look
for the low-hanging fruit. What parts of your business have
the greatest variability? Where do forecasts tend to be
wrong more often than not? What processes could ben-
efit from earlier and improved visibility? Which supplier
relationships could benefit from greater communication
between order and ship schedules? Pilot programs based
upon IoT components can be tested and validated within
your Tier 1 or primary suppliers.
In an increasingly just-in-time customized order-of-
one world, manufacturing processes can be run more
efficiently when greater flexibility is
possible. In these types of scenarios,
an ability to perform near real-time
execution could be a significant
competitive advantage. This requires
increased collaboration, connectivity
and coordination from across the enterprise. If machin-
ery and systems are connected within and across plants,
automotive manufacturers can use this information to
automate work flows to manage and maintain production
systems with greater efficiency.
Fortunately, these enterprise manufacturing solutions
now exist, and can be a real benefit when trying to im-
prove efficiency across work flows while managing manu-
facturing operations as more of an enterprise endeavor.
Vendor solutions that offer a process-based solution can
be implemented in a phased approach to help minimize
the risks involved in an IT system overhaul.
How a Platform-Based Manufacturing System,
Lean and IoT Come Together
History has taught us that disparate systems are a hin-
drance to Lean, efficient operations. A focus on establishing
a common platform, and not applications, is a great first step
to streamlining processes and establishing a framework to
automate device responses to the dynamic global environ-
ment automotive manufacturers operate. The digitization of
event “triggers” can only help improve efficiency in this type
of scenario. According to Simon Jacobson, Vice President of
Manufacturing Research at Gartner, in his November 5, 2014,
report titled, “Four Best Practices to Manage the Strategic
Vision for the Internet of Things in Manufacturing”:
“The decision support needed for agile, intelligent and
reliably demand-driven operations requires high-quality
information that’s extracted and distilled from multiple
data points and processes that can be proactively adjust-
ed based on real-time market conditions and made visible
to manufacturing.”
This necessitates an enterprise IT architecture based on
a platform capable of managing and integrating each of
the processes surrounding manufacturing events or activi-
ties. Look for a scalable and secure enterprise solution
which provides the visibility to define, control and opti-
mize manufacturing processes across multiple sites and
functions, while still accommodating specific plant-level re-
quirements for highly responsive, adaptive manufacturing
in the automotive industry.
The IoT has the potential to bring a whole new level of
automation and intelligence to Lean manufacturing. But
gaining the potential benefits first calls for proper plan-
ning to manage the additional complexity that is part of
this transformation. Putting the proper Lean processes and
infrastructure in place can unleash the potential of the IoT,
empowering it to act as Lean on steroids.
Key to achieving this vision is a process-based software
platform with the ability to integrate and capture data
from all domains of manufacturing operations manage-
ment including quality, maintenance, time and attendance,
material and production. And, it must have built-in capabil-
ity to connect device-level data with business operations
to generate real-time manufacturing intelligence that is
actionable. Pulling all of these capabilities together can en-
able a Smart Pull strategy that significantly contributes to
waste elimination and process improvement—the heart of
any Lean initiative.
AdvancedManufacturing.org
5
Spring2016
Smart equipment will be able to self-monitor
and improve its own performance, such as
energy-usage to avoid peak demand charges.

8. SMART MANUFACTURING
S
ME’s Manufacturing Engineering has been covering
smart manufacturing technologies from the
beginning. But the growing need for education,
alongside increased offerings and adoption, has provided
us with the opportunity to lead the discussion on the
future of making things.
Smart Manufacturing will be the leading business-to-
business magazine that focuses on advanced manufactur-
ing technologies and tools that are driven or enhanced
by integrated information technology (IT). The magazine
will circulate to 80,000 (half delivered in print, and half
delivered digitally) qualified manufacturing and IT pro-
fessionals and leaders across a wide range of industries.
Aside from aerospace, automotive, medical, and energy,
this magazine will also reach the packaging, electronics
and other industries.
Introducing
Smart Manufacturing
Magazine
A Revolution in Making
Contact your regional sales representative for more information
Sarah A. Webster— Editor in Chief • 313.425.3252 • swebster@sme.org
Dave O’Neil — Group Publisher • 313.425.3260 • doneil@sme.org
Greg Sheremet — Publisher • 313.425.3261 • gsheremet@sme.org
Eastern U.S.
Alan Berg
Tel: 732.995.6072
Fax: 732.438.5805
abergsales@gmail.com
MidEAst (Detroit)
Dean Dimitrieski
Tel: 313.268.0597
Fax: 313.425.3272
ddimitrieski@sme.org
Central (Chicago)
Bill Lepke
Cell: 630.975.0185
lepkeb@sbcglobal.net
Western
Paul Semple
Tel/Fax: 916.880.5225
paul@semplemedia.com
China, Hong Kong, Taiwan
Bruno Wase-Bailey
Industrial Communications
Group Ltd
Tel: +86 21 6141-8470
bruno@icgl.com.hk
Circulation
Technical Interest Circulation
Automated Manufacturing & Assembly 50,600
(Robotics, Assembly, Sensors)
Design Software 17,100
(CAD/CAM, Product Design)
Process Software 12,300
(ERP/MRP, CIM)
Job Function Code Circulation
Company Mgmt/Owners 23,200
Information/IT Systems 9,800
Mfg Engineering - Dept 9,600
Product Design/R&D 8,800
Mfg Production - Mgmt 8,000
Mfg Production - Dept 7,000
Mfg Engineering - Mgmt 6,400
Quality Mgmt 4,000
Control Engineering 3,200
NAICS - 3 digit Circulation
332 - Fabricated Metal Products 20,600
333 - Machinery Mfg 16,800
334 - Computer & Electronic Products 10,500
336 - Transportation 9,600
339 - Misc. Mfg 8,100
541 - Professional/Technical Services 5,600
335 - Electrical Equipment Mfg. 4,000
331 - Primary Metal Products 2,400
337 - Furniture Products 1,200
3272- Glass Product Mfg 1,200