A Reference Model and a vision for manufacturing system for 2030

Morteza Sadegh Amalnik

doi:10.24297/ijct.v14i7.1899

Abstract

The manufacturing enterprises are now experiencing high pressure of competition. In addition, the advancement in computer software, hardware, networks, information technologies and integration has been gradually reshaping the manufacturing companies by shifting from the industrial age to the information and knowledge era. Due to these elevated competitiveness and advanced computer technology, a number of new manufacturing and management strategies (e.g., Lean production, Just in time, Kaizen, Concurrent Engineering (CE), Cellular Manufacturing (CM), Agile manufacturing, Business process re-engineering (BPR), Agent-based systems (ABS), Computer Integrated Manufacturing (CIM), virtual manufacturing system have emerged for the innovation of manufacturing industries. The developments in organizational concepts created new concepts such as Smart organizations, Centers of excellence, Intelligent enterprises, Integrated enterprises, Virtual enterprises, Virtual enterprises networks, Dynamic enterprises, Extended enterprises, Agile enterprises, Lean enterprises, Process-driven organizations, e-enterprises, Borderless enterprises, Complicated or complex manufacturing systems, Flat structures and others. These terms have been used by researchers to describe various aspects of enterprises and its operational aspects. Although they have different definitions and scopes, there are several common issues: integration of enterprise functions; integration of enterprise resources; and collaboration. In addition Various vendors produced software applications such as Materials Requirement Planning (MRP), Manufacturing Resource Planning (MRP II), Enterprise Resource Planning (ERP),CAD/CAM systems, Manufacturing Execution System (MES), Advanced Planning & Scheduling System (APS), Supply Chain Execution (SCE), Customer Relationship Management (CRM), Advanced Order Management (AOM), Warehouse Management Systems (WMS), Transport Management System (TMS) and others. This paper proposes a Reference Model and vision for Manufacturing System for 2030 and discussed various aspects of future manufacturing enterprise..It supports the inter-enterprise functions/resources integration and collaboration over the networked environment.

Highlights

Global competition has brought about changes that are characterized by product proliferation with shorter and uncertain life cycles, innovative process technologies, and customers who simultaneously demand quick response, lower costs, and greater customization
In 2015, manufacturing enterprise need to study and create a vision of the competitive environment for manufacturing system in 2030.This paper identified the most important technical, organizational and
The vision for manufacturing enterprise for 2030 should consider all changes in the nature and operations of manufacturing system due to many challenges that will be generated by the social, technological,economical, organizational and political environment, the needs of the marketplace, and opportunities created by technological breakthroughs

Summary

INTRODUCTION

Global competition has brought about changes that are characterized by product proliferation with shorter and uncertain life cycles, innovative process technologies, and customers who simultaneously demand quick response, lower costs, and greater customization. Manufacturing systems should be flexible, adaptable, proactive, responsive to changes, and be able to produce variety of high-quality and innovative products quickly at a lower cost They should be able to address new environmental requirements, complex social issues and capable of operating within dynamic geo-political boundaries. The vision for manufacturing enterprise for 2030 should consider all changes in the nature and operations of manufacturing system due to many challenges that will be generated by the social, technological ,economical, organizational and political environment, the needs of the marketplace, and opportunities created by technological breakthroughs In addition it should consider all changes in management and manufacturing strategies and organizational environment and climate. There is agreement on the positive impacts of lean production on quality and productivity [7]

A Virtual Enterprise

CONCLUSIONS