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are going further and are at the beginning stages of tying together engineering,
finance, supply chain, and manufacturing activities using
Manufacturing 2.0 tools (see Figure 1).
These functional areas, according to Judson Plapp, vice president of marketing
and strategy at Intercim, act as critical inputs for manufacturing.
These inputs consist of 3D product and process definition information from
engineering; demand-related information, such as work orders generated from
the business and finance groups; and physical materials
and parts from suppliers. “All three of these components
come together on the shop floor,” he says.
Even as business intelligence technology is being
applied to this information to precisely serve the various
constituencies, there are situations in a product
environment where manual activities are required.
These occurrences lead to the concept of production support and quality management
where real-time information on exception management for deviations,
non-conformances, and changes is provided.
“At the end of this process is data management that begins to truly close
the loop and provide the information — collected from the shop floor in real
time — back to business management for performance monitoring, for costing,
as well as for change management, configuration management, and to
support regulatory requirements,” Plapp points out.
Within the pharmaceutical industry, says Alain Cruset, former vice
president for industrial technologies and operations at sanofi aventis, it is
commonplace for companies to perform such activities as development,
scale-up, and manufacturing in different phases and even in different companies.
Today, the tools exist for gathering and analyzing data from those
often disconnected processes, he says.
The critical goals, he states, are optimized asset utilization and yield; realtime
visibility of operations; and continuous verification of compliance.
Airbus Industries
Over the last couple of years, Airbus in Europe has conducted projects
focused on yield improvement. One of the projects in Germany had to do
with porosity effects inside composite materials that were affecting the tail
sections of the A 340 aircraft. Airbus did internal analysis to better understand
what it was seeing. After implementing Intercim’s Pertinence Suite
— which supports lean, Six Sigma, Kaizen, and other process initiatives —
Airbus was able to see the detail in the patterns. As a result, the company
reduced defects from 16% to 4%.
A similar accomplishment was made in Airbus’ U.K. facility, where a different
kind of defect on metal parts occurred. Using the Intercim technology, the
facility was able to reduce defects significantly and save approximately
€600,000 per year.
Ball Aerospace
Ball Aerospace, based in Colorado, manufactures spacecraft. The company
was focused on managing its nonconformance process and getting better
Today, many companies are at the beginning
stages of tying together engineering, finance, supply
chain, and manufacturing activities using
Manufacturing 2.0 tools. These functional areas
act as critical inputs for manufacturing.
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control of how deviation was managed. Because much of what Ball builds is
unique and singular in nature, a variety of deviation occurs.
Ball was able to reduce the number of steps in its process significantly.
Using Intercim, report generation time was shortened to a simple push of
a button from eight to 10 hours, and product closeout cycle time was
reduced to just a couple of hours from one to five days. Overall, Ball
Aerospace was able to trim the cost of nonconformance management and
gain significant time in production.
Composites Atlantic
Composites Atlantic, located in Canada, was intent on reducing scrap and
increasing yield. As a consequence of using the Intercim technology, the company
was able to apply the rules that it had seen through data analysis and
manufacturing intelligence to reduce scrap rates to zero and rework to less
than 1%. The company proved, through the analysis, that it could continue to
deliver high-quality parts on time and to reduce backlog.
BMW
For automobile manufacturer BMW, cutting scrap rates in engine fabrication
had to do with getting a clearer understanding of how to better manage costs
within the manufacturing process. In the automotive industry, financial margins
　
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