Advanced Manufacturing

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Results from an international Delphi study on ICT
for manufacturing Marco Taisch, Marco Montorio
Politecnico di Milano
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Delphi study on ICT for manufacturing
Around 160 respondents From 22 Countries
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Structure of the Delphi

• External Drivers The future competitive
  environment which the manufacturing enterprises
  will have to face.
• Internal Attributes The assets, features,
  capabilities and attributes which the future
  manufacturing enterprises will have to develop in
  response to the new market challenges.
• Technologies The key enabling ICTs which will
  enable the future manufacturing enterprises to
  remain competitive and profitable in the market.

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The competitive environment (external drivers)
(1/2)

• D1. (65) Mass customisation of products and
  services to meet customer needs in terms of
  price, quality and delivery times in a total
  life-cycle oriented approach.
• D2. (58,4) Isolated enterprises will not have
  the know-how and the physical resources to
  compete (network vs. network competition and full
  transparency of information among network nodes).
• D3. (45,1) Co-opetition among enterprises. In
  particular pre-and post-competitive knowledge
  will be shared among co-opeting enterprises.
• D4. (39,8) Complex customer-supplier
  relationships (based on articulated service
  contracts) covering the entire product/service
  lifecycle.
• D5. (38,2) Thanks to B2B and B2C practices,
  markets will be global. The customer will get to
  know and will purchase products and services
  globally.
• D6. (36,7) An efficient and effective SC will
  deliver high quality products and services with
  the intent, rather than lowering prices, to
  improve quality and delivery times.

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The competitive environment (external drivers)
(2/2)

• D7. (35) Academia and industry will deeper
  collaborate in a real knowledge supply chain.
• D8. (26,7) The customer in her/his purchasing
  behaviour will be led by satisfaction criteria
  (quality, delivery time, etc. as well as
  environmental and social criteria.
• D9. (23,3) Global labour market (worldwide
  mobility of the workforce). The availability of
  skilled workforce will be a bottleneck for
  enterprises, while unskilled workforce will
  decline.
• D10.(21,7) Government will have an active role
  in promoting public funded research and
  supporting the collaboration between RD actors
  and enterprises (in particular SMEs).
• D11.(20) The market saturation and competition
  (even for niche markets) will increase, due to
  the entrance of new actors from Asia.

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The enterprise answer to the foreseen external
pressures (internal attributes) (1/2)

• A1. (69,2) Bio-, nano- and new material
  technologies combined to enable the development
  of innovative products. Mastering these
  technologies will be the key for success.
• A2. (48,4) High SC integration, through
  organizational and technological supports (i.e.
  automatic negotiation and contracting, etc.).
  Little difference between managing in-
  out-sourced activities.
• A3. (45,7) TLC approach to manage
  products/services from the concept, through
  design, production, use and EOL.
• A4. (41,8) Process-design and management will be
  automated, flexible, re-configurable and enhanced
  by ICTs.
• A5. (39,9) Man will be at the heart of
  manufacturing process design (friendly
  man-machine interfaces).
• A6. (36,5) Enhancement of workforce flexibility
  (concerning time and mobility).

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The enterprise answer to the foreseen external
pressures (internal attributes) (2/2)

• A7. (31,7) Customer driven product and process
  design.
• A8. (31) Knowledge Management solutions largely
  adopted to translate enterprise information into
  knowledge and acquire/manage the knowledge and
  experience of high-skilled workers.
• A9. (30) Environmental friendly production
  systems.
• A10. (27,6) Lean approaches to product and
  process management with the purpose to achieve
  continuous improvement and systematic innovation.
• A11. (25) Adhocratic enterprise organisations
  organized by processes (and not by functions),
  flexible, lean, with a reduced number ofhierarchy
  levels and team oriented.
• A12. (lt 20) Co-existence of large, highly
  automated, high-tech plants low-volume,
  flexible and labour intensive plants (for final
  assembling, personalisation) Little space for
  intermediate configurations.

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Key enabling Information and Communication
Technologies (ICTs) (1/2)

• T1. (61,5) Modelling, prototyping and simulation
  tools for plants, processes and products (on-line
  and collaborative prototyping, rapid and virtual
  prototyping, distributed CAx ).
• T2. (56,8) Intelligent production planning
  systems (expert systems, neural networks, vision
  systems, agents ).
• T3. (54,8) Tracking devices technologies for
  production and logistics processes (RFID, smart
  tags ).
• T4. (40,1) Internet solutions (B2B and B2C
  solutions, semantic web, Internet 2 ).
• T5. (34,3) SW and HW interfaces for the
  integration of different ICT systems (standards
  and protocols).
• T6. (33,2) Lean manufacturing solutions (DFMA,
  modularization, GT, TQM ).
• T7. (33,5) Knowledge based information systems
  to model, store and manage experts knowledge
  (knowledge communities, virtual innovation
  centres, research/enterprise virtual partnerships
  ).

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Key enabling Information and Communication
Technologies (ICTs) (2/2)

• T8. (32,5) Adaptive and feed forward process
  control systems and sensors (miniaturized
  wireless sensors, multi-sensors systems ).
• T9. (28,3) Pervasive automation of processes and
  equipments highly integrated with humans.
• T10. (23,3) Planning tools for the knowledge
  integration (e.g. ERP, SCM, CRM, MIS ) and for
  data mining.
• T11. (lt 20) Technologies for pervasive,
  always-and everywhere-available communication
  (wireless, GPRS, UMTS ).
• T12. (lt 20) Technologies for assuring
  information security (IPRdefence, anti-hacking).
• T13. (lt 20) Remote assistance for plant
  monitoring and maintenance (on-line diagnosis and
  repair ).

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Delphi study results academia industry
comparison
SW and HW interfaces to integrate different
information systems within the enterprise and
among enterprises
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Delphi study results academia industry
comparison
SW and HW interfaces to integrate different
information systems within the enterprise and
among enterprises Knowledge based information
systems to model, store and manage experts
knowledge
Lack of industrially available solutions
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• Thank you for your attention!