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Department of Innovative Factory Systems (IFS), German Research Center for Artificial Intelligence (DFKI) GmbH,
Kaiserslautern, Germany (e-mail: {Dennis.Kolberg; Detlef.Zuehlke}@DFKI.de)
Abstract: The Lean Production paradigm has become the major approach to create highly efficient
processes in industry since the early 1990s. After the sudden end of the Computer Integrated
Manufacturing (CIM) era, which finally was doomed to fail due to its unrulable complexity of the
required automation technology, the Lean approach was successful because of its high effectiveness by
reducing complexity and avoiding non-value-creating process steps. Today, the term Industry 4.0
describes a vision of future production. Many people are at least skeptical or even hostile towards this
new approach. This position paper gives an overview over existing combinations of Lean Production and
automation technology, also called Lean Automation. Furthermore, it discusses major Industry 4.0 corner
stones and links them to the well-proven Lean approach. Examples of combining both are smart watches
for supporting the Andon principle or Cyber Physical Systems (CPS) for a flexible Kanban production
scheduling.
Keywords: Industry 4.0; Cyber Physical Systems; Lean Automation; Lean Production
with an also required order-oriented production and direct replenishment. By using ICT, lost Kanban do not cause
connection of production to market demands. Although Lean mistakes in production control anymore as long as inventory
Production supports a higher variety of products, its fixed in manufacturing execution system matches real inventory. In
sequence of production and fixed cycle times are not suitable addition, adjustments of Kanban due to changes in batch
for individual single-item production. Besides, Lean sizes, processes or cycle times are easily possible (Dickmann,
Production was invented in the 1950s and thus does not take P., 2007a).
into account possibilities of modern ICT. In traditional Lean
Production, changes in production processes, buffer stocks or In 2012, University of South Denmark together with toy
cycle times require laborious adjustments of Kanban cards or manufacturer Lego A/S developed approaches for integrating
Kanban bins (Dickmann, E., 2007). Hence, Lean automation technology in u-shaped assembly stations, also
Productions suitability for future shorter product life cycles known as Chaku Chaku lines. Especially human machine
and individual single-item production is limited. interaction was in the focus of this project. As a result, they
developed a local order management system which shifts
typical tasks of ERP systems to employees at Chaku Chaku
2.2 Capability of Industry 4.0 lines. According to them, automation of value adding tasks is
particularly very reasonable due to the fact that investments
The young German term Industry 4.0 describes the increased are amortized within shorter time. Besides, the repeat
integration of ICT into production. By this means, it could accuracy and precision of machines is higher than of humans.
complement the established Lean Production to match future On the other hand, complex processes, exception handling
requirements. In spring 2014, VDMA, Bitkom and ZVEI, and logistic tasks are typical functions where automation is
three leading German associations of mechanical not reasonable (Bilberg and Hadar, 2012).
engineering, ICT and electrical industry, released a definition
for Industry 4.0. According to them, Industry 4.0 aims for In 2013, Wrth Industrie Services GmbH & Co. KG
optimization of value chains by implementing an presented the optical order system iBin as an extension for
autonomously controlled and dynamic production. Enablers Kanban bins (Fig. 1). A camera in the module detects the
are the availability of real time information and networked charging level of the bin and iBin reports wireless the status
systems (Acatech-Plattform Industrie 4.0, 2014). Instruments to an inventory control system. Besides, iBin is also able to
to reach this increased automation are CPS. Equipped with send orders automatically to suppliers. As a result, buffer
microcontroller, actuators, sensors and a communication stock can be reduced and spare parts can be scheduled order-
interface, CPS can work autonomously and interact with their oriented (Wrth Industrie Service GmbH & Co. KG, 2013).
production environment (Broy, 2010; Lee, 2008). As a result,
a factory becomes smart. The ongoing research project Lean Intelligent Assembly
Automation also addresses Chaku Chaku lines. The
The department of Innovative Factory Systems (IFS) at the consortium, which consists out of e.g. Adam Opel AG and
German Research Center for Artificial Intelligence (DFKI) Fraunhofer Institute for Manufacturing Engineering and
identified four enablers for the Smart Factory: Smart Automation IPA, develops robot-based solutions to support
Products know their production process and negotiate it with employees in assembly tasks within Chaku Chaku lines.
Smart Machines. The Smart Planner optimizes processes in Objective is to enrich manual assembly tasks in order to
nearly real time. In this environment, humans take a central make them more lucrative for bigger batches (Fraunhofer
position. Supported by innovative ICT they become Smart Institute for Manufacturing Engineering and Automation).
Operators who supervise and control ongoing activities.
Wittenstein AG and BIBA Bremer Institut fr Produktion
und Logistik GmbH work among others in the state-funded
2.3 Lean Automation as combination of two disciplines project CyProS on a flexible material supply system for
production lines. Instead of fixed intervals, an IT system
Lean Automation picks up the idea of combining automation calculates round trip intervals for the transport system based
technology with Lean Production. The term occurred in the on real-time demands. In the first prototype, collection of
mid-1990s, shortly after the peak of Computer Integrated data during this so-called milk run is done by scanning QR
Manufacturing (CIM) (see e.g. Franke, 1993; Groebel, 1993; codes. Interaction with employees of the transport system is
Schling, 1994). In the last decade, science did not pay much
attention to Lean Automation anymore. However, in the
context of Industry 4.0 new solutions are available for
combining automation technology with Lean Production,
which are described below.
The digitalization of the Kanban system is known already
since several years. Conventional, physical cards for an
order-oriented production control are replaced by virtual
Kanban (Lage Junior and Filho, 2010). Depending on the
implementation of this so called e-Kanban system, missing or
empty bins are recognized automatically via sensors. The e- Fig. 1 iBin system installed in a bin (source: Wrth
Kanban system sends a virtual Kanban to trigger Industrie Service GmbH & Co. KG)
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