AD-A257 032 21st Century Manufacturing Enterprise Strategy Report (original) (raw)
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21ST Century Manufacturing Enterprise Strategy Report
1992
The 21st Century Manufacturing Enterprise Strategy is a vision and the beginning of an implementation plan, which a core group of industry leaders have developed. This group of 15 executives from 13 companies had the advice and counsel of over 150 people from 77 companies and I1I professional organizations in developing their strategic enterprise plan. The group strongly feels that this strategy will enable the U.S. to once again become the leader in a world marketplace if a significant effort is led by industry with the help of government and academia to implement the strategy and build the infrastructure. The existing industrial era dominated by mass production manufacturing is drawing to a close. It is giving way to a new era, to be dominated by agile manufacturing enterprises. The Agile Manufacturing Enterprise Forum seeks nothing less than the revival of American competitiveness through the adoption of agile manufacturing strategies. The developers of this strategy believe that U.S. industry does not have an unlimited amount of time to make this transition. We must begin now, today. What happens in the mid-1990's will determine whether or not the U.S. will remain a major manufacturing force, and whether or not the American people can continue to enjoy a high standard of living in the world. Government and academia must join in this extraordinary effort which U.S. industry is leading. the year 2006. Together, the scenarios identify the technological, managerial, and social infrastructures that will have to be put in place if such enterprises are to come into being. Volume two of the report amplifies the technical details implicit in the creation of these infrastructures. The ultimate objective of this report is to provoke the actions that need to be taken now in order to restore the United States to world leadership in manufacturing. The fact that all of the world's leading manufacturers have to build a new infrastructure to make the transition from mass production to agile manufacturing provides a unique opportunity for U.S. industry to regain the leadership it lost in the 1970s and '80s. Only a concerted effort, coordinated by industry, supported by the public, and with the cooperation of governmental and academic institutions can make this happen. The vision presented here of the infrastructure required for creating agile manufacturing enterprises in the U.S. is, we believe, 80 to 90 percent correct. The key to making the vision come true, however, is not to make the vision 100 percent correct, but to immediately take steps to implement it. Refinement of the vision is best accomplished through the experience of working to make it a reality. If the U.S. is to return to leadership in manufacturing, industry must take the lead in effecting that return. No single corporation, however, not even the manufacturing sector as a whole, can accomplish that task: it is simply too big a job. Only through inter-firn cooperation, and through cooperative, coordinated, efforts among industry, government and academe can that task be accomplished.
Special studies and analysis for the MEP (project task 1e (14171))
2004
The ways in which manufacturing systems have changed in the past and are likely to change in the future were discussed by Steven Danyluk, Director of the Georgia Tech Manufacturing Research Center and Professor of Mechanical Engineering in his paper on "Technological Opportunities to Develop New Capabilities: Manufacturing, Strategic Engineering, Adaptive v Technologies, and Controls." The three most significant trends are: (1) movement away from mass production towards semi-customization, (2) shifts away from centralized production location towards distributed production sites, and (3) transformation of centralized business control towards corporate collaboration between production sites. These changes have been anticipated by the research community, which has responded by investigating how manufacturing could embrace advances in molecular sciences, and how the new forms of manufacturing could be enhanced by intelligent web-based data management systems that embrace supply chain systems within and between complex multi-site manufacturers. A new vision of engineering was offered by Farrokh Mistree, Georgia Tech Professor of Mechanical Engineering, in "Strategic Engineering on the Integrated Design of Products and Processes." Mistree argued that strategic engineering is a comprehensive approach for designing products and processes that efficiently and effectively accommodate changing markets and associated customer requirements, and technological innovations in a collaborative, distributed environment while safeguarding the economic viability of a company. Additionally, strategic engineering considers global outlook. The main requirements for successful strategic engineering are people who are highly trained in traditional engineering-related sciences and well-versed in disciplines that enhance one's ability to evaluate the general trends and needs of manufacturing within the governmental and global contexts. New products and processes may change the roles of traditional consumers and producers, according to Professor David Rosen of the School of Mechanical Engineering and the Manufacturing Research Center at Georgia Tech in "Additive Manufacturing Technologies: Opportunities for Customization, Flexibility, Complexity, and Simplicity." Additive manufacturing (AM) is the usage of layer-based "rapid prototyping" (RP) technologies for manufacturing. Additive manufacturing, through customized geometry and functionality, makes it possible for end users to participate in the design of fully customized products such as hearing aids, dental alignments and other dental restorations, eye glasses and lenses, and joint replacements. In the near-term, new AM applications will continue to take advantage of the shape complexity capabilities for economical low production volume manufacturing. Longer timeframes will see an emergence of applications that reflect more functional and material complexity. As AM technologies improve, the number of machines will increase and their costs will decrease. Since AM technologies are capable of fabricating complex shapes and potentially highly functional devices, it becomes possible to embody an entire manufacturing system within a single, small machine. Rosen predicts that AM machines will begin to be used in the home in less than 10 years. Professor of Mechanical Engineering Steven Y. Liang, in "Future Trends in Machine Tools and Controls and their Potential Impacts on U.S. Manufacturing," outlined the challenges currently faced by the U.S. machining tools industry. The U.S. has experienced the world's largest drop in machine tool production, almost 36% from 2001-2002, which occurred in parallel with a significant decline in R&D spending. Liang suggests that U.S. machine tooling can be sustained through increased research and development in areas such as precision cutting, microscale freeform magnetoabrasive machining, and microscale machine tools. Increased collaborations between industry, government, and academia could result in further new technology, new product, and new process technologies for the machine tool industry.
PDF-2(Technology Analysis & Strategic Management).pdf
Through research into new product development processes at a precision device maker, this paper discusses the skilful management of knowledge boundaries that lie between various organisations, and between specialised human skills and functions that make up a project organisation, and presents the ways in which new organisational capabilities are brought about for the development of new products as exploratory activities that dynamically merge and integrated the various knowledge within a company. This paper describes some of the implications derived from analysis and observations of the new organisational forms of the company's ambidextrous R&D management which the company uses to engage in both 'uncertainty management (exploration)' and 'existing product management (exploitation)', through the partnering of its existing formal organisations and dynamic structuring of diverse multifunctional teams formed as projects spanning different specialisations and capabilities.
Manufacturing in a Global Context: A Graduate Course on Agile, Reconfigurable Manufacturing
2004
This paper describes the contents and organization of an advanced, graduate-level class which, while primarily focusing on principles of modern manufacturing, connects them with product design and business process issues, and places them in the context of two important trends: globalization and information-driven economy. The course aims to analyze the technical and business dimensions of various manufacturing paradigms, and identify concepts relevant to globalization and fragmented markets.
XIV Congreso de Ingeniería de Organización
2014
The main purpose of this contribution is to explore the relationship between Lean concepts and flexibility in manufacturing environments. Although both concepts-lean and flexibility-are complex to define and to measure, we approximate them through existing literature. This preliminary analysis gives hints on understanding the relationship between two strategically important competitiveness clues. Complementary future analysis would be necessary in order to fully understand the model from a holistic point of view.
TEM Journal, 4(4):346-350, 2015.
Agile manufacturing is a production concept that was originally developed at the Iaccoca Institute of Lehigh University (USA). The purpose was to develop a proposal on how the US could regain its supremacy in manufacturing. The objective of this thesis is to apply the agile manufacturing concept to the metal forming industry and to develop a recommendation of action how the press manufacturers can support their customers in dealing with volatile markets in an efficient way. For that reason production technology requirements are developed that should highlight characteristics of a production line that is essential to become “agile”. As a point of departure a literature research has been carried out to determine what has already been published about “agile” production requirements and how other industries deal with volatile markets. In a next step interviews with industry experts have been carried out to verify the findings of the literature review. The findings were documented in case studies which where the basis for the derivation of the production technology requirements that are relevant for the metal forming industry
The Fundamentals Associated with Developing/Transitioning Advanced M&S Concepts of the Future
1998
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