Operational Business Intelligence im Zukunftsszenario der Industrie 4.0

Hänel, Tom; Felden, Carsten

doi:10.1007/978-3-662-47763-2_13

Cited by 5 publications

(3 citation statements)

References 17 publications

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“…Com o objetivo de responder às variadas tendências de ordem tecnológica que surgiram durante o início do século XXI, a agilidade da combinação entre os elementos que compõe uma cadeia de suprimentos tem sofrido uma elevação e deverá tornar-se muito mais rápida e de curto ciclo. Assim, o futuro diferencial competitivo das redes de fornecimento e das empresas envolvidas nelas estará vinculado a capacidade de flexibilidade, bem como planejamento contínuo e reação às mudanças em meios de produção e de consumo (HÄNEL;FELDEN, 2016).…”

Section: Considerações Finaisunclassified

Aplicação Do Quick Response Manufacturing (Qrm) Para a Redução Do Tempo De Manutenções Programadas Em Uma Subestação Transmissora De Energia Elétrica

Oliveira¹

2019

Engenharia De Produção: What's Your Plan? 2

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Section: Considerações Finaisunclassified

Aplicação Do Quick Response Manufacturing (Qrm) Para a Redução Do Tempo De Manutenções Programadas Em Uma Subestação Transmissora De Energia Elétrica

Oliveira¹

2019

Engenharia De Produção: What's Your Plan? 2

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“…Figure 2 illustrates a highly simplified integration of IT/ICT tools in manufacturing environments, where several layers can be distinguished [29,30]. Bearing in mind the tools and principle heritage of Lean Manufacturing and Six Sigma Management, everything starts at the Plant Floor or "Gemba", the place where value is essentially created [31][32][33][34].…”

Section: A Common Frameworkmentioning

confidence: 99%

Towards a Multidisciplinary Approach on Creating Value: Sustainability through the Supply Chain and ERP Systems

Soete

2016

Systems

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Abstract:Manufacturing Resource Planning (MRP) is a widely used approach through manufacturing environments in a variety of sectors. With a tendency to go to specialized, smaller lot sizes in several industries (e.g., the pharmaceutical sector), companies are dealing with capacity bottlenecks if the planning rhythm wheel is not well calibrated or when production lines are not flexible enough in terms of changeover (C/O) and set-up times (S/U) (OEE is too small). A well-established communication system including other enterprise resources or production factors (e.g., Enterprise Resource Planning, ERP) is favorable to any extent. More and more questions arise from stakeholder communities and end-users on whether or not supply chains and manufacturing environments are sustainable and safe. Departments such as Environmental Health, Safety & Sustainability (EHS & S) and Product Stewardship are too often at the "blind" side of the ICT interface. When it comes to product and organizational sustainability, data seems to be lacking in order to conduct sustainability assessments proficiently. Years of intensive research and experience proved that primary data to perform sustainability assessments often are measured through equipment control sensors (e.g., flow rates, temperatures, etc.) and sent to PLCs and many other systems. Nevertheless, these data measurements are in many cases simply not penetrating through the Manufacturing Execution Systems (MES) because these bottom-up engineering data seems to be of little value to planning, procurement, etc. This communication paper deals with how sustainability assessments can be embedded in business operational management systems. After all, who does not want a "live Carbon Footprint" for process improvements and external sustainability reporting instead of a series of expensive resource consuming studies of 4 to 6 months digging into data logs in traditional Life Cycle Assessment (LCA)? This communication paper has taken one step further in coupling business ERP systems with environmental sustainability of products, services and enterprises.

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“…de curto ciclo. Logo, a vantagem competitiva das redes de fornecimento e das empresas envolvidas nelas possivelmente será definida pela capacidade de flexibilidade, planejamento contínuo e resposta às mudanças em meios de produção e de consumo (BHARADWAJ, 2013;HÄNEL;FELDEN, 2016). Contudo, a maioria dos processos de hoje não estão preparados o suficiente para isso e necessitam ser adaptados para acomodarem os requisitos da Indústria 4.0 (BHARADWAJ, 2013;HOMPEL;HENKE, 2015).…”

Section: Introductionunclassified