Any production planner who has spent time working on non-clocked production processes can tell you that it presents challenges and hurdles that simply don’t exist on assembly lines or in other linear production processes. And yet, for some manufacturing outfits, non-timed production is the best way to maximize their machine and personnel resources while maintaining a relatively flexible and adaptable production environment. How do we reconcile the difficulty of scheduling production in a job shop with the obvious value that it presents for many businesses, and what can that tell us about the future of job shop scheduling?
Imagine you’re working in tech support, and you receive a call from someone who’s having trouble getting his phone to send and receive text messages. You try all of the usual tactics, asking the caller to turn the phone off and on again, etc., before checking to make sure that the phone is running the latest version of its operating system. The caller concedes that it probably isn’t, but as you walk him through the process of updating he continues to run into problems. “How,” he asks, “do I see what operating systems I am running?” “How do I access my settings?” “How do I get to the home screen?” It is only as you dive deeper into the rabbit hole that you realize that your interlocutor doesn’t have a smart phone at all, but an old rotary phone without the slimmest chance of ever accessing the internet.
Seasonality, which refers to regular, predictable fluctuations that recur year over year, has traditionally been a major factor in automotive manufacturing. Since car sales often spike in spring and autumn (when new models are traditionally released) and drop off in winter and summer, manufacturers can and do factor seasonal slow-downs and increases in demand (potentially including demand for new parts) into their production processes. With the rise of Industry 4.0 and the emergence of an increasingly global supply chain, however, the nature of seasonality is rapidly changing. Let’s take a look at how seasonalities operates in modern manufacturing.
It’s safe to say Big Data is here to stay. Since its introduction in the manufacturing landscape in the early 1990’s, Big Data has demonstrated its value proposition in the capacity for grouping, sorting, and analyzing large and complex data sets into executable actions, provides planners and managers the capability to apply predictive analytics and other forward-looking logistic strategies to increase the efficacy, efficiency, and cost-effectiveness of planning and production programs.
Big Data has since found a home working in tandem with other supply and manufacturing movements such as Industry 4.0, Advanced Analytics, and The Internet of Things (IoT). Alongside these technological developments and platforms, Big Data has helped companies gain increased insight and visibility into a number of critical planning and production functions such as forecasting, modeling, data analysis, and the implementation of integrated sales and manufacturing principles for a more streamlined production cycle.
Ask anyone in the automotive industry about the future of artificial intelligence (AI) and you’re likely to hear one thing: Driverless cars. Yes, the development and proliferation of driverless cars or assisted driving is perhaps one of the greatest innovations on the horizon in today’s automotive manufacturing industry. Yet even so, AI has the potential to impact the automotive manufacturing supply chain in equally profound and interesting ways beyond the idea of the driverless car. In fact, AI has the potential to be a truly disruptive force in the way automotive manufacturing companies produce vehicles and how the consumer interacts with the end product.
With AI as an increasingly common technology platform, the automotive industry is set to experience significant changes in the coming years in terms of production and supply chain management. As vehicles become more integrated, individualized, and complex, manufacturing companies will have to leverage more lean methods of production and supply chain logistics to keep pace with the demands of such a variant-rich industry.
Fact or fiction. Trend or mindset. Fad or fixture. While Big Data has certainly permeated nearly every aspect of today’s manufacturing and supply pipeline, some industry analysts still question the validity, value proposition, and staying power of Big Data for companies as they strive to streamline their operational platforms and leverage lean manufacturing principles for optimal productivity and profitability.
First introduced to the manufacturing and supply chain landscape in the early 1990’s as a method of grouping, sorting, and analyzing large and complex data sets into executable actions. The sorting of these large, unstructured datasets gives manufacturing companies the capability to apply predictive analytics and other forward-looking logistic strategies to increase the efficacy, efficiency, and cost-effectiveness of planning and production programs.
So much in the discussion of modern manufacturing surrounds the subject of Industry 4.0 and its influence on the daily, weekly, monthly, and even annual processes associated with the global manufacturing industry. In fact, one could argue the term Industry 4.0 is tossed around by industry insiders without truly understanding its place in the context of manufacturing and supply chain processes on a global stage.
Whether it’s misinformation about how Industry 4.0 came to be or the ways in which manufacturing companies can deploy the concept of Industry 4.0 as a core driver of moderneized, intelligent production, there’s still much supply chain planners and managers can learn about Industry 4.0 and its applications in today’s global manufacturing and supply streams.
Steam power. Henry Ford’s assembly line. Proliferation of coal-based energy. These developments in the evolution of manufacturing fundamentally changed how goods were produced and the way in which manufacturers moved products from the factory to the customer. If these were truly disruptive forces in the industrial economy, today’s producers are currently experiencing just as seismic a change in production processes in the form of Industry 4.0.
Most commonly defined as the movement of the industrial sphere to a more integrated, digital method of managing production and supply processes, Industry 4.0 is built upon the concepts of end-to-end (E2E) visibility, agility, and efficiency across each touch point in the value chain. Given the variant-rich nature of today’s manufacturing landscape, Industry 4.0 answers a common question for today’s manufacturers: How do I reduce overall operational costs while still being nimble enough to respond to unforeseen changes in planning or production programs?
The manufacturing industry is astir over Industry 4.0. This oft-used term has become something of a buzzword, but it also represents a profound shift for the global manufacturing industry. Our Vice President for Manufacturing and Logistics, Robert Recknagel, recently sat down with us to talk about what Industry 4.0 is (and isn't) and explore the ways that technology should support the migration to Industry 4.0.
Call it a revolution. Call it a renaissance. Call it a reimagination. Call it whatever you’d like, but it’s undeniable how digitization has truly overhauled nearly every aspect of the automotive value chain. From planning to distribution, sales to reporting, digital technology has streamlined and made more efficient the way manufacturers receive and process orders, plan production programs for those orders, and deliver the final product to customers. And this enhanced efficiency has resulted in more cost-effective and productive business models across a company’s entire value stream.
But until now, there has been one touch point that’s been slow to adopt digitization: manufacturing.
However, with the proliferation of digital technology and advancements as to how it can be applied to the manufacturing link of the supply chain, OEMs now have the tools to implement digital elements into their production processes and facilities in order to reap the same benefits other portions of the value chain have been experiencing for years.