Fictron Industrial Supplies Sdn Bhd
No. 7 & 7A,
Jalan Tiara, Tiara Square,
Taman Perindustrian Sime UEP,
47600 Subang Jaya,
Selangor, Malaysia.
No. 7 & 7A,
Jalan Tiara, Tiara Square,
Taman Perindustrian Sime UEP,
47600 Subang Jaya,
Selangor, Malaysia.
+603-8023 9829
+603-8023 7089
Fictron Industrial
Automation Pte Ltd
140 Paya Lebar Road, #03-01,
AZ @ Paya Lebar 409015,
Singapore.
+65 31388976
sg.sales@fictron.com
Automation Pte Ltd
140 Paya Lebar Road, #03-01,
AZ @ Paya Lebar 409015,
Singapore.
+65 31388976
sg.sales@fictron.com
Latest News
Sensitive Whiskers Could Make Small Drones Safer
Jun 11, 2019
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Animals of all shapes and sizes have whiskers of some sort. Cats and dogs and rodents have all of them. Seals have them too. Some birds have them, as do insects and fish. Whiskers have displayed up across such a diversity of animals because they’re an efficient and effective system of short range sensing. Besides just being able to detect objects that they come into direct contact with, whiskers can also sense fluid flows (like the speed and direction of moving air or water), and they work even if it’s dark or foggy or smoky.
While we’ve spotted some research on whiskers before—I’m sure you remember the utterly adorable ShrewBot—there hasn’t been too much emphasis on adding whiskers to robots, likely because lidar and cameras offer more useful data at longer ranges. And that’s totally fine, if you can afford the lidar or the computing necessary to make adequate use of cameras. For very small, very cheap drones, investing in sophisticated sensing and computing may not make sense, especially if you’re only interested in simple behaviors like not crashing into stuff.
At ICRA last month, Pauline Pounds from the University of Queensland in Brisbane, Australia, demonstrated a new whisker sensing system for drones. The whiskers are tiny, cheap, and sensitive enough to detect air pressure from objects even before they make physical contact.
The whisker fibers themselves are easy to fabricate—they’re just blobs of ABS plastic that are heated up and then drawn out into long thin fibers like taffy. The length and thickness of the whiskers can be modulated by adjusting the temperature and draw speed. The ABS blob at the base of each whisker is glued to a 3D-printed load plate, which is in turn connected to a triangular arrangement of force pads (actually encapsulated MEMS barometers). The force pads can be fabricated in bulk, so it’s straightforward to make a whole bunch of whiskers at once through a process that’s easy to automate. The materials cost of a four-whisker array is about US $20, and the weight is just over 1.5 grams.
As you can see in the video, the whisker array is surprisingly sensitive: It can notice forces as low as 3.33 micronewtons, meaning that the researchers had to be mindful not to stand too near to the whiskers while making measurements since the force of their breathing would throw things off. This sensitivity allows the whiskers to detect the wave of air generated by objects moving towards them, perhaps not in time for the drone to actually stop, but certainly in time for it to take other steps to protect itself, like cutting power to its motors. The whiskers can also be used to measure fluid flow (a proxy for velocity through the air), and of course, at slow speeds they work as contact sensors.
While the focus of this research has been on whiskers for microdrone applications, it seems like these could be fantastic sensors for a wide variety of robots, and specifically for cheap robots. Any small robots that operate in environments that are dark, dusty, or smoky could leverage these sensors to keep from running into things where far more expensive cameras and lidar systems would struggle. But for now, the University of Queensland researchers are focused on aerial applications, with the next steps being to mount whisker arrays on real drones to see how they perform.
This article is originally posted on Tronserve.com
While we’ve spotted some research on whiskers before—I’m sure you remember the utterly adorable ShrewBot—there hasn’t been too much emphasis on adding whiskers to robots, likely because lidar and cameras offer more useful data at longer ranges. And that’s totally fine, if you can afford the lidar or the computing necessary to make adequate use of cameras. For very small, very cheap drones, investing in sophisticated sensing and computing may not make sense, especially if you’re only interested in simple behaviors like not crashing into stuff.
At ICRA last month, Pauline Pounds from the University of Queensland in Brisbane, Australia, demonstrated a new whisker sensing system for drones. The whiskers are tiny, cheap, and sensitive enough to detect air pressure from objects even before they make physical contact.
The whisker fibers themselves are easy to fabricate—they’re just blobs of ABS plastic that are heated up and then drawn out into long thin fibers like taffy. The length and thickness of the whiskers can be modulated by adjusting the temperature and draw speed. The ABS blob at the base of each whisker is glued to a 3D-printed load plate, which is in turn connected to a triangular arrangement of force pads (actually encapsulated MEMS barometers). The force pads can be fabricated in bulk, so it’s straightforward to make a whole bunch of whiskers at once through a process that’s easy to automate. The materials cost of a four-whisker array is about US $20, and the weight is just over 1.5 grams.
As you can see in the video, the whisker array is surprisingly sensitive: It can notice forces as low as 3.33 micronewtons, meaning that the researchers had to be mindful not to stand too near to the whiskers while making measurements since the force of their breathing would throw things off. This sensitivity allows the whiskers to detect the wave of air generated by objects moving towards them, perhaps not in time for the drone to actually stop, but certainly in time for it to take other steps to protect itself, like cutting power to its motors. The whiskers can also be used to measure fluid flow (a proxy for velocity through the air), and of course, at slow speeds they work as contact sensors.
While the focus of this research has been on whiskers for microdrone applications, it seems like these could be fantastic sensors for a wide variety of robots, and specifically for cheap robots. Any small robots that operate in environments that are dark, dusty, or smoky could leverage these sensors to keep from running into things where far more expensive cameras and lidar systems would struggle. But for now, the University of Queensland researchers are focused on aerial applications, with the next steps being to mount whisker arrays on real drones to see how they perform.
This article is originally posted on Tronserve.com
The Quest for Digital Alignment in Aerospace
Jun 11, 2019
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A remarkable Superbowl commercial a few years back depicted a crew of mechanics quickly altering the wings on a passenger plane while the aircraft remained aloft, never veering from its established flight path.
It was only a metaphor, definitely, for the challenge of managing major change within a constant enterprise. But it came frighteningly close to capturing the reality of production management involving sophisticated and tremendously regulated products such as for example commercial aircraft, where every element—labor, materials, engineering, technology, design, equipment, processes and more — is pricey, subjected to regular change and intensive scrutiny — almost always in the face of unforgiving deadlines. These are industry issues sure to contribute to the growing buzz surrounding the upcoming International Paris Air Show in June.
Responding to these problems, numerous solutions — some more comprehensive than others — have appeared over the past 30 years to more efficiently manage company systems involved in producing complex products and to quicken their speed to market. All of those solutions—PLM, ERP, CRM, HRM, PDES and more—are digitally driven.
Meeting the 'Data Challenge' for Improved Manufacturing Visibility
But securing, analyzing and then applying the huge volume of data that comes with visibility into the complexity of a sprawling shop floor — an environment which commonly faces frequent engineering revisions, highly distributed supply chains, constant process changes, and extensive product customization — and then integrating that information into the production work flow in real time, demands a really high level of digital sophistication and IT investment.
For many people, the last goal — creating a fully automated, end-to-end manufacturing process, where every variable is traced, controlled, and validated — is the vision behind Manufacturing Execution Systems, or MES. To many, it may look like a quest for the elusive Universal Field Theory — the Holy Grail of process management. But nobody is there yet—at least not when it comes to complex, high-cost industrial products including most military systems and commercial aircraft.
Connecting Silos with a ‘Digital Thread’
Investments in point data systems can function as essential steps toward eventual integration into comprehensive management systems, in addition to generating immediate value. This is why many manufacturers are working to create a ‘digital thread’ consisting of a communication framework that connects the various siloed elements of a company’s manufacturing processes and provides an integrated view of its business assets throughout the manufacturing lifecycle.
It is usually why a lot more companies are creating corporate positions that never existed before such as Chief Digital Officer and Vice President of Digital Strategy. Their task is to pinpoint how to use data smartly to run the business and to integrate the enterprise’s resources throughout a product’s life cycle.
Regardless this trend, many major manufacturing organizations remain stuck in the paper age. Take, for example, the case of MRO—goods and equipment used in repair process such as maintenance supplies, spare parts, and consumables—things which are not in themselves the end products of that process. Traditionally, mechanics have only tracked those items using paper-based systems. But one of the trade-offs has tended to be a loss of traceability into how the asset was updated as a result of being refurbished using MRO materials. In the case of an aircraft, it could easily have undergone two or three significant overhauls within a 10-year period.
So if, for example, someone discovered that a part was malfunctioning and should be substituted in a number of different engines, you would need to learn which engines actually had that part installed. You need traceability to make certain that whoever is responsible for investigating the issue can confidently make the needed repairs. A robust digital system could be an amazing help there.
Modernizing Supply Chain Management
Managing supply chains is a different area where traditional paper-based systems are commonly used. What usually happens is that directions to a supplier are provided in writing or by email. While that can be satisfactory in a one-to-one supply arrangement, most supply chains are multi-level. Therefore each supplier, in turn, passes the instructions along to their own suppliers using unstructured communication channels. That is why, nobody is sure what standards are being enforced.
The situation is aggravated by the growth of specialization—an evolution which, in theory, provides customers with additional efficiencies. But as specialization grows, supply chains lengthen, both internally and externally. Actually, if national flags were attached to recognize the source of each component in a complex system like an airplane, it would look like an Olympic village. Paper-based methodologies only compound the problem, leading to even more delay and confusion, particularly when things keep changing. So implementing digital systems, from beginning to finish, can help a company secure the visibility and exercise the control measures a varied group of suppliers requires.
Keeping an Eye on Rising Costs
At the moment, there are costs — important costs. Arguments between design and engineering departments, terribly communicated changes, the discovery of defective parts, keystroke errors resulting from paper-based systems, missed instructions, and silos of data that don’t communicate, are among the inefficiencies that drive the costs of many products through the roof. A plane that should only cost $10 million might turn out costing $70 million. And some issues are never corrected until it is far too late.
So there is plenty of room for enhancement. At present,, perhaps 10 percent of the world’s aerospace companies are actually doing a good job of it. The remainder rely on different legacy systems and pinpoint solutions that hold them back from becoming what they would be capable of being with the use of more holistic digital approaches to manage their business.
In order for the newest aircraft designs to ultimately take flight, manufacturers will need to re-think their basic processes and begin to take significant steps to modernize.
This article is originally posted on tronserve.com
How to Maximize WMS to Its Fullest Potential
Jun 11, 2019
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Utilizing your ERP system using integrated WMS (Warehouse Management System) functionality to its maximum potential is imperative to your manufacturing company’s success and is fostered at the beginning of the implementation of these business management tools. Effective use of WMS can lessen labor costs, develop inventory accuracy and enlarge the visibility and workflow throughout the warehouse. Not realizing these benefits is actually due to the solution ineffectively being implemented or not receiving the justified buy-in from stakeholders across your organization. How could you get the most from your WMS? The key is to successfully implement the solution utilizing best practices to meet the needs of your business and your industry as a whole.
What is WMS?
WMS, or warehouse management system, is a software that supports every day warehouse operations by monitoring the movement and usage of stocked inventory, work in progress (WIP) and finished goods from the receipt of raw materials to the shipping of final products. Through the recording of inventory transactions, the solution provides updated tracking of stock levels and warehouse locations. With specialized functionality, it streamlines inventory activities that plan, organize, staff, direct and control the utilization of resources.
Assign a Project Manager
To make certain that a WMS achieves its upper limit potential, it is very important to have a dedicated project manager to effectively guide the company through implementation. In conjunction with facilitating best practices, this individual provides leadership in all aspects of implementing a WMS by guiding your company to efficiently handle changes, minimize disruptions and delays and delegate accountability to appropriate company stakeholders. With the support of upper management, they are assigned with incorporating overall business goals as the guiding principle of implementation. Project managers should be willing to make the decisions necessary to make certain success in the transition from old processes to the new WMS.
Identification of Implementation Goals
The first step to help maximize WMS is the identification of your company’s desired goals by especially reviewing the critical needs and process inefficiencies of the operation. Since each organization has unique characteristics, it is critical to analyze your current business processes and define your priorities - balancing customer needs with the organizational strategies that are good for the company. What benefits are you expecting to glean from implementing WMS? Whether it’s inventory accuracy, accountability, increased visibility, real-time access to information or streamlined operations, listing objectives that address specific industry challenges should be integrated into your implementation plan. Understanding these objectives helps company employees identify goals that provide an important foundation for the success of your WMS implementation.
Employee Motivation and Buy-in
Since new software implementation can be hard for some individuals, a focus on embracing a culture of change within your organization can help employees overcome feelings of fear, anxiety and an unwillingness to learn new technologies or operational processes. With top-down executive buy-in and complete organizational support, company stakeholders always need to be informed of estimated outcomes and benefits of a WMS. Doing this will support the adoption of the new technology, as well as to ease employee anxiety. By encouraging communication, feedback, and open-mindedness regarding employee concerns, investment in the new technology and processes are facilitated. Planning for the cultural change of transitioning from a manual environment to an automated one needs a reassurance to your workforce that they will be assisted in their transitional efforts. Making employee buy-in a reality is a need.
Environmental Support
Technology requirements are not the sole consideration when implementing WMS, as the physical layout of the warehouse must also be part of a process to realize maximum productivity. Conducting an environmental analysis or site survey ensures that physical spaces are set up precisely, with materials and equipment in their places to well complete tasks. Organizational deployment of workspaces and valid tracking with proper barcoding and labeling of every item supports a scanning infrastructure necessary to facilitate item movement in the warehouse. Proactive planning provides support for WMS by ensuring sufficient space capacity, effective staging areas, and storage rack configuration – ensuring an adequate transactional barcode scanning environment. With a strong warehouse organization, you’ll establish a physical environment that efficiently supports WMS.
Employee Training
Similar to the adoption of any other new technologies or procedures, it is crucial to include appropriate training of all employees for a new WMS. A training program have got to be constructed that ensures that stakeholders receive instruction on the functionality and capabilities of the system. Providing a hands-on learning environment in which each transaction is recorded within the WMS every time a product is moved (without workarounds) should be emphasized - helping employees gain a new mindset than is required from a manual system. Offering a chance for troubleshooting and question and answer opportunities will enable employees to show proficiency when utilizing with the WMS system. Training employees thoroughly in the new system and procedures will help to meet your company’s goals of a successful WMS implementation.
To perfectly embrace the complete functionality of your ERP’s WMS solution, it is critical to utilize proven strategies that will help you maximize its potential. With its success in reducing labor costs, improving accuracy and increasing the visibility of inventory and workflow, taking advantage of the full functionality of your WMS system is necessary to your company’s success. These best practices will get you on the road to achieving that goal.
This article is originally posted on tronserve.com
China's Trade Surplus Soars, as Exports Unexpectedly Edge Up
Jun 11, 2019
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Chinese exports edged up in May, surprising markets, nevertheless experts say the rebound is likely to be short-lived given higher U.S. tariffs and slowing global growth.
China's monthly trade surplus jumped 78% to $41.7 billion, as exports rose 1.1% to $213.8 billion and imports fell 8.5% to $172.2 billion, the Chinese customs agency said Monday.
The fall in imports displays poor national demand, analysts said. The rise in exports came despite a worsening trade war with the United States in which both countries have raised tariffs on each other's products.
'While exports improved in May, weaker intercontinental demand and the climbing trade war propose that they will start to fall again before long,' Capital Economics said in an analysis.
Citi Research, a division of Citigroup Global Markets, also said that improved export growth is likely to be transitory.
China's trade surplus with the United States increased to $26.9 billion, driven by a month-to-month increase in exports to $37.7 billion. Imports from the U.S. were up relatively from April at $10.8 billion.
This article is originally posted on tronserve.com
China's Rare Earth Monopoly is Diminishing
Jun 11, 2019
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Rare earth elements, which are important in the development of microchips, electronics, and electric motors, have become extremely sought after, and for decades, these elements were almost exclusively sourced in China. Nevertheless, several nations have, in recent years, either initiated production or increased their current production, resulting in a considerably more diverse rare earths market.
The U.S. Geological Survey reports that China was still in control of even more than two thirds of global production; however, it has also become clear that many countries are skeptical of depending on China's supply of rare earths, suggesting that other producers of the elements may have a market advantage.
While China has the largest known deposits of the elements, Brazil, Vietnam, and Russia are believed to have plenty of untapped potential. The U.S., which produced rare earths previously for use in the military, has recently reentered the market as rare earths continue steadily to become more lucrative and crucial in the implantation of technology.
This article is originally posted on tronserve.com
Balluff BVS Industrial Cameras and SmartVision Controller
Jun 11, 2019
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These machine vision processes provide flexibility and ease of operation, while extending a manufacturer's vision capabilities in terms of resolution, speed, interfaces, and flexibility. These solutions give powerful visual quality control, identification, error proofing, traceability, and image processing.
Among their many uses, Balluff machine vision is ideal for:
Optical-based traceability
Verifying automated processes
Vision-guided robotics
Our image processing products can be set up without the need for prior knowledge of these systems. The industrial cameras are ready in color and monochrome and four different image resolutions, allowing for great flexibility in installation.
Camera Features:
Available in GigE and USB3
GigE industrialized M12 connector is more robust than common RJ45 connectors
Controller Features:
Standardized industrial network interfaces, such as Ethernet IP, Profinet, TCP/UDP
Flexible for applications with single or multiple cameras
Fast data processing based on the user-friendly BVS Cockpit interface
This article is originally posted on Tronserve.com
Among their many uses, Balluff machine vision is ideal for:
Optical-based traceability
Verifying automated processes
Vision-guided robotics
Our image processing products can be set up without the need for prior knowledge of these systems. The industrial cameras are ready in color and monochrome and four different image resolutions, allowing for great flexibility in installation.
Camera Features:
Available in GigE and USB3
GigE industrialized M12 connector is more robust than common RJ45 connectors
Controller Features:
Standardized industrial network interfaces, such as Ethernet IP, Profinet, TCP/UDP
Flexible for applications with single or multiple cameras
Fast data processing based on the user-friendly BVS Cockpit interface
This article is originally posted on Tronserve.com
DENSO Invests $1.95M to Open Technical Training Center in Battle Creek
Jun 11, 2019
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DENSO, the world's second largest mobility supplier, has invested $1.95 million to open the North Technical Training Center at its Battle Creek, Michigan, facility. The center is developed to be at the front of automated and data-rich manufacturing, also recognized as Industry 4.0, and will act as a training hub for DENSO technical talent. It's an urgent resource for the company as automotive and manufacturing technology speedily develops and is created with DENSO's Long-Term Policy 2030 in mind, which aims to create new value for advanced mobility.
As the auto industry steps toward electrification and automated driving, DENSO is devoted to providing advanced, tech-forward training grounds for its employees. DENSO's Battle Creek training center is the third of its kind for the company, with others in Tennessee and Mexico. It will serve employees in technical fields, such as skilled trades, machine technicians and engineering. Employees identified for training will get a customized plan to create new technical skills, gain new understanding of Internet of Things (IoT) technologies and improve production efficiency - all of which are key factors in boosting functional productivity and profitability.
'It's a vital time in the auto industry and we cannot transform manufacturing and engineering without our people. That is why DENSO is concentrated on introducing our employees to new technologies, delivering cross training for collaboration and developing skills that breed innovation,' said Kenichiro Ito, senior executive officer for DENSO Corporation and chief executive officer of DENSO's North American Headquarters. 'The gifted workers who learn at the Technical Training Center will come out with new ways and creative ideas to change the world through manufacturing.'
Kevin Carson, president of DENSO's thermal manufacturing facility in Battle Creek, said, 'When most of our work force was in school, there was no such thing as IoT, automation or Industry 4.0. The automotive industry is greatly changing and that means our machines and the technology that powers them must change.
'We are committed to supporting our employees and ensuring they have the resources necessary to stay nimble, learn new skills and flourish in their careers.'
This article is originally posted on Tronserve.com
As the auto industry steps toward electrification and automated driving, DENSO is devoted to providing advanced, tech-forward training grounds for its employees. DENSO's Battle Creek training center is the third of its kind for the company, with others in Tennessee and Mexico. It will serve employees in technical fields, such as skilled trades, machine technicians and engineering. Employees identified for training will get a customized plan to create new technical skills, gain new understanding of Internet of Things (IoT) technologies and improve production efficiency - all of which are key factors in boosting functional productivity and profitability.
'It's a vital time in the auto industry and we cannot transform manufacturing and engineering without our people. That is why DENSO is concentrated on introducing our employees to new technologies, delivering cross training for collaboration and developing skills that breed innovation,' said Kenichiro Ito, senior executive officer for DENSO Corporation and chief executive officer of DENSO's North American Headquarters. 'The gifted workers who learn at the Technical Training Center will come out with new ways and creative ideas to change the world through manufacturing.'
Kevin Carson, president of DENSO's thermal manufacturing facility in Battle Creek, said, 'When most of our work force was in school, there was no such thing as IoT, automation or Industry 4.0. The automotive industry is greatly changing and that means our machines and the technology that powers them must change.
'We are committed to supporting our employees and ensuring they have the resources necessary to stay nimble, learn new skills and flourish in their careers.'
This article is originally posted on Tronserve.com
Lufthansa Technik Group Embarks on Digital Transformation Journey
Jun 11, 2019
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PTC (NASDAQ: PTC) today announced that Lufthansa Technik Group has picked the Windchill® Product Lifecycle Management (PLM) and the ThingWorx® Industrial Internet of Things (IIoT) platforms as the main technology to digitally transform its product development and engineering processes.
Windchill will serve as the engineering backbone, enabling R&D and manufacturing to work concurrently and improve collaboration both internally and among its many suppliers. Windchill's secure data repository will also help assure that Lufthansa Technik's intellectual property is protected across its global supply chain. ThingWorx will enable Lufthansa Technik to monitor its workshops, advance automation, and increase data-driven decision making. Together, Windchill and ThingWorx will let the Group to considerably increase the level of digitalization within its activities, improve interfaces between customers and suppliers, and make new innovative digital business models to generate new revenue streams.
'Lufthansa Technik stands for state-of-the-art workmanship and the very best quality. The magnitude of our organization together with the difficulty of the procedures and projects we drive, made the dedicated step to across-the-board digital transformation imperative,' said Dr. Severin S. Todt, senior director IT completion and design solutions, Lufthansa Technik AG. 'Lufthansa Technik carried out a complete and extensive assessment of competitive PLM and IoT systems before selecting PTC. The Group chose PTC technology dependent on its world-class architecture and the seamless integration between Windchill and ThingWorx. Mixed, the robust data management backbone and award-winning IIoT platform will enable a new level of collaboration both internally and externally, protect our IP, and help us measure and keep the greatest possible quality at all times. The PTC Customer Success program delivered great support during our first IoT projects and supplied us with technical expertise as required from highly experienced technical experts. With guidance from PTC's Customer Success organization, we were able to perfectly reach our project goals on time.'
'Enabling digital transformation for the Aerospace and Defense market is a big focus for PTC. We're excited to be working with Lufthansa Technik as they enter on their transformation journey,' said Kevin Wrenn, divisional general manager, PLM segment, PTC. 'This world-class organization's selection of Windchill and ThingWorx is indicative of large enterprises favoring scalable, out-of-the-box solutions that associate well with other enterprise domain systems in an open, modern architecture.'
This article is originally posted on manufacturingtomorrow.com
Windchill will serve as the engineering backbone, enabling R&D and manufacturing to work concurrently and improve collaboration both internally and among its many suppliers. Windchill's secure data repository will also help assure that Lufthansa Technik's intellectual property is protected across its global supply chain. ThingWorx will enable Lufthansa Technik to monitor its workshops, advance automation, and increase data-driven decision making. Together, Windchill and ThingWorx will let the Group to considerably increase the level of digitalization within its activities, improve interfaces between customers and suppliers, and make new innovative digital business models to generate new revenue streams.
'Lufthansa Technik stands for state-of-the-art workmanship and the very best quality. The magnitude of our organization together with the difficulty of the procedures and projects we drive, made the dedicated step to across-the-board digital transformation imperative,' said Dr. Severin S. Todt, senior director IT completion and design solutions, Lufthansa Technik AG. 'Lufthansa Technik carried out a complete and extensive assessment of competitive PLM and IoT systems before selecting PTC. The Group chose PTC technology dependent on its world-class architecture and the seamless integration between Windchill and ThingWorx. Mixed, the robust data management backbone and award-winning IIoT platform will enable a new level of collaboration both internally and externally, protect our IP, and help us measure and keep the greatest possible quality at all times. The PTC Customer Success program delivered great support during our first IoT projects and supplied us with technical expertise as required from highly experienced technical experts. With guidance from PTC's Customer Success organization, we were able to perfectly reach our project goals on time.'
'Enabling digital transformation for the Aerospace and Defense market is a big focus for PTC. We're excited to be working with Lufthansa Technik as they enter on their transformation journey,' said Kevin Wrenn, divisional general manager, PLM segment, PTC. 'This world-class organization's selection of Windchill and ThingWorx is indicative of large enterprises favoring scalable, out-of-the-box solutions that associate well with other enterprise domain systems in an open, modern architecture.'
This article is originally posted on manufacturingtomorrow.com
Three Things OEMs Need to Know as They Make the Switch
Jun 10, 2019
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Servitization — where companies shift from firmly new product sales to rather selling the outcome a product delivers — and change go hand-in-hand. And, we all know that without regard for the circumstances, change can be unnerving. The manufacturing industry particularly has remained relatively unchanged for decades, but this new era is demanding original equipment manufacturers (OEMs) to entirely upend the status quo.
For several years, the onus has been on end-users to absorb the brunt and costs of regular maintenance and repairs. Resulting from the boom in servitization however, it is now the OEMs that have to take over the responsibility of making sure that equipment is up-and-running as much as possible — bringing about an increased focus on optimizing product uptime and pre-emptively repairing equipment before it ever fails.
This has evident upsides, as the OEM is in the best position to safeguard the products are designed and manufactured in the best way to optimize uptime. Unfortunately, this shift also means that OEMs are no longer making money on selling highly expensive spare parts — but rather that the equipment works and deliver its output. This means the whole business logic and incentive structure changes dramatically and will require OEMs to redefine the way they operate.
Here are three key things OEMs need to do as they shift to a servitization-centered business model:
Invest in workforce training.
Most of the companies have an inclination to gives importance to quick onboarding versus comprehensive workforce training. But, the companies that trade in hurried, one-off onboarding and focus on continuous training and development will have a competitive edge. People are a company’s best asset. Therefore, taking the time to provide good training simply makes sense to help them feel comfortable, thrive and achieve the results that a company is aiming to through this new business model.
Bring in far-reaching service technology.
Numerous after-sales service businesses still manage their service parts supply chain efforts through time and labor-intensive processes. In the shift to servitization, however, OEMs needs to take a lot more comprehensive look at their operations and invest in the proper technology that can help them manage the real-time service needs that arise in a servitization-centered world.
Always question.
Why are we doing things this way? Are the processes we have in place delivering the results we need? Are they helping us to be in the best position to tackle the problems of tomorrow? These are thoughts that leaders at global OEMs need to be questioning themselves every day. Mainly because a specific method has worked for years, doesn’t automatically mean it’s the right way today – or mainly for the future. It is relevant to always keep thinking critically about what can be done to improve and to empower other team members to question and deliver new, more effective solutions.
Servitization brings with it a variety of exciting opportunities, but that does not necessarily mean the transition is easy. Inspite of any apprehension to change, OEMs can begin taking small steps today to lay the foundation for a successful servitization-centric approach, and more importantly, situate their businesses for the next iteration of the manufacturing industry.
This article is originally posted on tronserve.com
Industry 4.0 Data Challenges for Manufacturers
Jun 10, 2019
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Industry 4.0 brings relatively numerous opportunities, including seemingly unrestricted choices, for technology investments. Here are just some of the many challenges companies face when looking to deal with Industry 4.0:
-Adopting new technology
-Reorganizing processes to leverage better outcomes
-Considering new business models/strategies
-Helping others in the company understand where action is needed
-Connecting departments
-Recruiting, developing, and maintaining new talent
What should manufacturers be keeping in mind when answering these challenges?
Rethink Your Business
According to McKinsey, “Industry 4.0 disrupts the value chain and requires companies to rethink the way they do business. They need to drive the digital transformation of their business to succeed in the new environment.”
McKinsey cites five pillars that will be fundamental for this transformation:
-Companies need to manage and treat data as one of its most valuable business assets.
-Companies need to build digital capabilities.
-Companies need to initiate and enable collaboration.
-Companies need to manage cybersecurity.
The focus on data and data quality may be the most important one.
“Anyone designing systems should not underestimate the complexity of getting the quality right, and the need to not just have good data, but to provide that data with its full provenance (where did it come from) and security (who can see it or use it),” says MarkLogic Chief Strategy Officer Matt Turner. “The data quality aspect of the job is likely the largest effort and is often overlooked.”
Turner also reports a different consideration is to make the data reusable. Leading enterprises like AIRBUS and Autoliv pioneered the idea of a data hub as a place to integrate data, maintain that provenance and deliver it with security to multiple downstream systems.
“Taking this approach to handling data means that any investment in restoring bad data can be used for numerous, extra purposes. As an illustration, instead of just addressing data quality for one digital twin system, a data hub can enable that verified data to be shared with other processes,” says Turner. “This reusability is key to using data to improve products, increase efficiency and better operate in increasingly complex environments. By building in good data management from the start, organizations can use their data to deliver long term value.”
Based on McKinsey, “to leverage these multiple opportunities, companies need to embark on a digital transformation journey: a continuous, long-term effort is needed to successfully navigate the changing industrial environment of Industry 4.0.” If companies can bring these several different activities partnered with a focus on the data, they will be in position to take advantage of the many opportunities of Industry 4.0.
This article is originally posted on tronserve.com
Advance Your Project With Advance Work Packaging
Jun 10, 2019
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Advance Work Packaging (AWP) is built on the premise that aligning engineering and procurement packages results in more powerful productivity.
The AWP process is an industry response to a decline in resources and in overall cost and capital of projects.
By setting up these packages to deliver work, industrial projects can be delivered at better quality, even faster, and with less cost. Here are fine points on advantages, key solutions to challenges, and insights for today’s leaders.
Advantages
The good points of AWP are the alignment of engineering work packages with construction work packages. Combining the various sectors results in collaboration in delivery and creates a mutual respect between design and construction through the course of a project, culminating in its completion.
As AWP matures, so too will process align and integrate with present and future technologies. Projects are not going to focus exclusively on process design, but also building design. As project teams begin to grasp the relationship between preparation and productivity, project teams will be better able to expedite the process.
Challenges + Solutions
The key challenges facing industry today deal with the current contracting strategies. In a perfect world, project team professionals wish to openly share information, yet industry contracts don't always support this sort of collaboration.
The current context for contracts is the design-bid-build scenario, which is certainly not typical in the AWP realm. With AWP, there is more of a design-build or CM at-risk delivery method that takes a top-down approach to detect how risk is dealt with. In today's context, there is more fiscal risk connected to who controls the project. AWP creates a shared risk/reward scenario in a jv between all parties irregardless of whether the project calls for an IPD or IFOA contract.
AWP changes this dynamic. With AWP and the right contracts in place, decisions that need to be made can be streamlined to release work, in so doing restricting waste. In doing this, AWP aligns with LEAN project delivery methodology.
To appropriately employ the AWP approach, project team members need certainly to understand how the work is presently being done and how it needs to be done. This approach, which allows teams to assist one group without disenfranchising another, means all players must be involved to make certain that the success of the project.
AWP focuses on collaboration and joint ownership between all parties. It shifts reward and risk to all parties, which opens the realm of collaboration.
Collaboration is vitally crucial. On a recent project, project team members formed a packaging scheme and how they would deliver the work. The packaging scheme and work delivery split up the work in a fashion that made it easier to contact to subs helping construction, though it put more burden on the design entities as it increased extra coordination and took decisions out of sequence.
Sometimes such a plan can look sound in theory but does not consider the intricate details of how a team puts together the complete design project, certainly one that supports a process design. Process decisions weigh very heavily on openings and additional supports, and when those decisions are not looked at in the beginning, teams are left to respond with bulletins, change orders, and other issues that impact schedules and costs.
The main intent in this case was to give a plan that addressed all design requirements. Depending on how a team breaks up work influences procurement, bidding, etc. If a team is thinking about one package separated out, the team sets the expectation of when design work needs to be finished.
Insights + Strategies
Picking out the right people is answer to the success of a project. If leaders are just selecting on price, stakeholders will certainly not have the right people involved to work in this collaborative environment. It’s about qualifying, evaluating, and selecting people who believe in the AWP process.
Using technology that integrates is another especially key element. Teams can plan the packages but much of the coordination relies on different software for different disciplines. This challenge can be tackle but requires upfront planning on how data will be exchanged as packages are created. It is crucial to determine boundaries and expectations depending on what needs to be done with data.
Qualifying requirements must be outlined on what technology is needed to deliver work. While being price conscious and having the right engineering qualifications is vital; success necessitates selecting the suitable tools and the right people to use those tools.
The AWP process uses a variety of tools such as procurement tools, bidding tools, documentation tools, and collaboration tools. There is many redundancy across sectors but teams who are doing it well are streamlining the process. Apps are responding to that need as well.
One example is the RFI submittal process. Earlier submittals were a transactional, correspondence-heavy communication process that registered everything. The transactions created a paper documentation log. Now, industry leaders see a move in this behavior as team members are using apps and mobile activity to expedite decision making. This method maintains project momentum.
Another example are as-built drawings. Today leaders request as-built drawings, which can take anywhere from two days to three weeks to receive. Then a team needs to validate those drawings. During that time period, team members have to have already established working to complete design development to meet the deliverable. Project teams don’t have time and resources to do it twice if there are errors. To expedite design development prior to receiving the drawings, teams can implement laser scanning for a preliminary layout. When the drawings arrive, the project team validates the layout against the reality capture data which tends to almost always be more precise and up to date. While the wait may be frustrating, stakeholders want to take into account that they may spend a bit more to have a more accurate design and stay on schedule.
Project team leaders are incorporating visual tools such as KanBan Boards or Commitment-based online software to display deadlines and weekly workloads and look aheads. As applications emerge, savvy teams test and analyze them to find the best solution. The tools should give flexibility in a transparent environment so all contributors know what is expected and if they are meeting project commitments.
It's critical to set expectations with project stakeholders so as that information can be used in the next part of the work lifecycle. This approach links back to contract alignment and contract language, which are a key to integrating the many sectors in a collaborative process that results in success of the project—advancing your project with advance work packaging.
This article is originally posted on tronserve.com
4 Ways Manufacturers Can Flip the Script on the IT Outsourcing Conversation
Jun 10, 2019
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One of the primary misconceptions in manufacturing is that outsourced IT only solves back-office struggles. With greater regularity, it is seen as an approach to establish workflows for preventable concerns, whether they're routine updates or break-fix employee tickets.
Fortunately, increasing awareness of cloud technologies is alternating the way industries across the board are participating with outsourced IT experts. Now, in the place of operate on a reactive cycle, companies should seek tailored cloud solutions that enrich performance officewide.
Why It Seems IT Outsourcing Is Dwindling
A recently available Computer Economics report showed the cost of this misconception. Between 2017 and 2018, spending on outsourced IT gone down from 11.9 percent to 9.4 percent. Along with relegating outsourced teams to maintenance roles, companies are recruiting more in-house IT teams, making outsourced support seem not so much critical.
At the same time, experts foresee that using on cloud infrastructures will account for close to $1 trillion of overall IT spending by the year 2020. Together, increased cloud usage and higher spending on in-house tech teams has produced a sense that outsourced IT just can't offer the equivalent level of assistance across departments. This simply isn't true.
For example, outsourced IT experts can focus on larger-scale security initiatives that prioritize the entire health of your network, as well as identify pain points. After a macro-assessment, these experts can take measures to harden the network, such as working with HR to set access levels based on employee status and tenure.
Switching focus from security to production, outsourced IT can employ platforms that streamline product development and shipping while increasing overall efficiency. A recent report found that when utilized throughout the supply chain, streamlined IT solutions can improve productivity by around 30 percent and save up to 25 percent in expenses. This layered IT strategy is very important for building and maintaining vertically integrated, organizationwide benefits.
Building an Adaptable Hybrid IT Team
The adaptability of outsourced IT specialists is just one reason they’re key players on your team. They have skills and familiarity with other platforms and the abilities to recognize which best serve employees in particular departments. They can recognize opportunities for optimization and security pain points for each facet of your business.
If you happen to be looking to implement an IT strategy that optimizes both in-house and outsourced experts, think about the following strategies:
1. Divide efficiency needs by department.
Take time to estimate the efficiency and needs of your organization department by department and bring on outside help if you feel like you need it. You should have a common understanding of your employees’ experience with the technology they currently use. This is specifically important if you have mobile or remote employees, whose concerns can’t always be immediately remedied in the office.
2. Take a long-term view of your tech partnership.
The technological partners you seek will need to have the breadth and width of experience that creates long-term success, besides quick efficiency. This necessitates a thorough knowledge of security threats, solutions, regulatory and legal compliance, and specific needs within the manufacturing industry.
3. Allow room for a thorough system review.
Executing an in depth review of your systems can help you develop an ideal plan to increase both daily workflows and the overarching network posture. This plan should be the foundation as your company implements updates and should consist of clear timelines and departmental benefits for each upgrade.
4. Let employees learn and buy into new systems.
If you require employees to take in a new way of doing things, be sure to support them. Provide additional training and acknowledge the learning curve. If they view outsourced IT as both a source of education and a partnership in which they can be actively involved, they’ll be better able to recognize how a hybrid IT system can serve their unique needs.
About 78 percent of companies that choose to outsource vital IT processes are more than contented with the benefits they see. In the place of phase out cloud technologies, companies should utilize more of them and grow in-house responsibilities to successfully integrate outsourced IT into comprehensive hybrid teams. The benefits will allow your manufacturing operation to run more smoothly and powerfully across departments.
This article is originally posted on tronserve.com
To Fly Solo, Racing Drones Have a Need for AI Speed Training
Jun 10, 2019
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Drone racing’s ultimate vision of quadcopters weaving nimbly through hurdle courses has attracted far less excitement and investment than self-driving cars directed at reshaping ground transportation. But the U.S. military and defense industry are betting on autonomous drone racing as the next frontier for developing AI so that it can handle high-speed navigation within tight spaces without human involvement.
The autonomous drone challenge needs split-second move-making with six degrees of freedom instead of a car’s mere two degrees of road freedom. One research team developing the AI necessary for controlling autonomous racing drones is the Robotics and Perception Group at the University of Zurich in Switzerland. In late May, the Swiss researchers were among nine teams revealed to be contending in the two-year AlphaPilot open innovation challenge sponsored by U.S. aerospace company Lockheed Martin. The winning team will walk away with up to $2.25 million for defeating other autonomous racing drones and a professional human drone pilot in head-to-head events.
“I think it is crucial to first point out that with an autonomous drone to finish a racing track at high speeds or even beating a human pilot does not imply that we can have autonomous drones [capable of] navigating in real-world, complex, unstructured, unknown environments such as disaster zones, collapsed buildings, caves, tunnels or narrow pipes, forests, military scenarios, and so on,” says Davide Scaramuzza, a professor of robotics and perception at the University of Zurich and ETH Zurich. “However, the robust and computationally efficient state evaluation algorithms, control, and planning algorithms formulated for autonomous drone racing would represent a starting point.”
The nine teams that made the cut—from a pool of 424 AlphaPilot applicants—will compete in four 2019 racing events organized under the Drone Racing League’s Artificial Intelligence Robotic Racing Circuit, says Keith Lynn, program manager for AlphaPilot at Lockheed Martin. To guarantee an apples-to-apples comparison of each team’s AI secret sauce, each AlphaPilot team will upload its AI code into similar, specially-built drones that have the NVIDIA Xavier GPU at the core of the onboard computing hardware.
“Lockheed Martin is providing mentorship to the nine AlphaPilot teams to assist their AI tech development and innovations,” says Lynn. The company “will be hosting a week-long Developers Summit at MIT in July, devoted to workshopping and improving AlphaPilot teams’ code,” he added. He notes that each team will keep the intellectual property rights to its AI code.
The AlphaPilot challenge takes determination from older autonomous drone racing events hosted by academic researchers, Scaramuzza says. He credits Hyungpil Moon, a professor of robotics and mechanical engineering at Sungkyunkwan University in South Korea, for having organized the annual autonomous drone racing competition at the International Conference on Intelligent Robots and Systems since 2016.
It’s no easy task to build and train AI that can perform high-speed flight through intricate environments by relying on visual navigation. One big problem comes from how drones can accelerate sharply, take sharp turns, fly sideways, do zig-zag patterns and even perform back flips. That means camera images can suddenly appear tilted or even upside down during drone flight. Motion blur may occur when a drone flies very close to structures at high speeds and camera pixels collect light from multiple directions. Both cameras and visual software can also challenge to compensate for sudden changes between light and dark parts of an environment.
To lend AI a helping hand, Scaramuzza’s group recently exhibited a drone racing dataset that contains sensible training data taken from a drone flown by a professional pilot in both indoor and outdoor spaces. The data, which consists of complicated aerial maneuvers such as back flips, flight sequences that cover hundreds of meters, and flight speeds of up to 83 kilometers per hour, was offered at the 2019 IEEE International Conference on Robotics and Automation.
The drone racing dataset also features data grabbed by the group’s special bioinspired event cameras that can identify changes in motion on a per-pixel basis within microseconds. By comparison, common cameras need milliseconds (each millisecond being 1,000 microseconds) to compare motion changes in each image frame. The event cameras have already proven capable of helping drones nimbly dodge soccer balls thrown at them by the Swiss lab’s researchers.
The Swiss group’s work on the racing drone dataset obtained funding in part from the U.S. Defense Advanced Research Projects Agency (DARPA), which acts as the U.S. military’s special R&D arm for more innovative projects. Exclusively, the funding came from DARPA’s Fast Lightweight Autonomy program that envisions smaller autonomous drones capable of flying at high speeds through cluttered environments without GPS guidance or communication with human pilots.
Such speedy drones could serve as military scouts checking out dangerous buildings or alleys. They could also someday help search-and-rescue teams find people trapped in semi-collapsed buildings or lost in the woods. Being able to fly at high speed without crashing into things also makes a drone more excellent at all kinds of tasks by making the most of restricted battery life, Scaramuzza says. After all, most drone battery life gets used up by the need to hover in flight and doesn’t get emptied much by flying faster.
Even if AI manages to conquer the drone racing obstacle courses, that would be the end of the beginning of the technology’s development. What would still be involved? Scaramuzza specifically singled out the need to handle low-visibility conditions involving smoke, dust, fog, rain, snow, fire, hail, as some of the biggest challenges for vision-based algorithms and AI in complicated real-life environments.
“I think we should develop and release datasets containing smoke, dust, fog, rain, fire, etc. if we require to allow using autonomous robots to complement human rescuers in saving people lives after an earthquake or natural disaster in the future,” Scaramuzza says.
This article is originally posted on Tronserve.com
The autonomous drone challenge needs split-second move-making with six degrees of freedom instead of a car’s mere two degrees of road freedom. One research team developing the AI necessary for controlling autonomous racing drones is the Robotics and Perception Group at the University of Zurich in Switzerland. In late May, the Swiss researchers were among nine teams revealed to be contending in the two-year AlphaPilot open innovation challenge sponsored by U.S. aerospace company Lockheed Martin. The winning team will walk away with up to $2.25 million for defeating other autonomous racing drones and a professional human drone pilot in head-to-head events.
“I think it is crucial to first point out that with an autonomous drone to finish a racing track at high speeds or even beating a human pilot does not imply that we can have autonomous drones [capable of] navigating in real-world, complex, unstructured, unknown environments such as disaster zones, collapsed buildings, caves, tunnels or narrow pipes, forests, military scenarios, and so on,” says Davide Scaramuzza, a professor of robotics and perception at the University of Zurich and ETH Zurich. “However, the robust and computationally efficient state evaluation algorithms, control, and planning algorithms formulated for autonomous drone racing would represent a starting point.”
The nine teams that made the cut—from a pool of 424 AlphaPilot applicants—will compete in four 2019 racing events organized under the Drone Racing League’s Artificial Intelligence Robotic Racing Circuit, says Keith Lynn, program manager for AlphaPilot at Lockheed Martin. To guarantee an apples-to-apples comparison of each team’s AI secret sauce, each AlphaPilot team will upload its AI code into similar, specially-built drones that have the NVIDIA Xavier GPU at the core of the onboard computing hardware.
“Lockheed Martin is providing mentorship to the nine AlphaPilot teams to assist their AI tech development and innovations,” says Lynn. The company “will be hosting a week-long Developers Summit at MIT in July, devoted to workshopping and improving AlphaPilot teams’ code,” he added. He notes that each team will keep the intellectual property rights to its AI code.
The AlphaPilot challenge takes determination from older autonomous drone racing events hosted by academic researchers, Scaramuzza says. He credits Hyungpil Moon, a professor of robotics and mechanical engineering at Sungkyunkwan University in South Korea, for having organized the annual autonomous drone racing competition at the International Conference on Intelligent Robots and Systems since 2016.
It’s no easy task to build and train AI that can perform high-speed flight through intricate environments by relying on visual navigation. One big problem comes from how drones can accelerate sharply, take sharp turns, fly sideways, do zig-zag patterns and even perform back flips. That means camera images can suddenly appear tilted or even upside down during drone flight. Motion blur may occur when a drone flies very close to structures at high speeds and camera pixels collect light from multiple directions. Both cameras and visual software can also challenge to compensate for sudden changes between light and dark parts of an environment.
To lend AI a helping hand, Scaramuzza’s group recently exhibited a drone racing dataset that contains sensible training data taken from a drone flown by a professional pilot in both indoor and outdoor spaces. The data, which consists of complicated aerial maneuvers such as back flips, flight sequences that cover hundreds of meters, and flight speeds of up to 83 kilometers per hour, was offered at the 2019 IEEE International Conference on Robotics and Automation.
The drone racing dataset also features data grabbed by the group’s special bioinspired event cameras that can identify changes in motion on a per-pixel basis within microseconds. By comparison, common cameras need milliseconds (each millisecond being 1,000 microseconds) to compare motion changes in each image frame. The event cameras have already proven capable of helping drones nimbly dodge soccer balls thrown at them by the Swiss lab’s researchers.
The Swiss group’s work on the racing drone dataset obtained funding in part from the U.S. Defense Advanced Research Projects Agency (DARPA), which acts as the U.S. military’s special R&D arm for more innovative projects. Exclusively, the funding came from DARPA’s Fast Lightweight Autonomy program that envisions smaller autonomous drones capable of flying at high speeds through cluttered environments without GPS guidance or communication with human pilots.
Such speedy drones could serve as military scouts checking out dangerous buildings or alleys. They could also someday help search-and-rescue teams find people trapped in semi-collapsed buildings or lost in the woods. Being able to fly at high speed without crashing into things also makes a drone more excellent at all kinds of tasks by making the most of restricted battery life, Scaramuzza says. After all, most drone battery life gets used up by the need to hover in flight and doesn’t get emptied much by flying faster.
Even if AI manages to conquer the drone racing obstacle courses, that would be the end of the beginning of the technology’s development. What would still be involved? Scaramuzza specifically singled out the need to handle low-visibility conditions involving smoke, dust, fog, rain, snow, fire, hail, as some of the biggest challenges for vision-based algorithms and AI in complicated real-life environments.
“I think we should develop and release datasets containing smoke, dust, fog, rain, fire, etc. if we require to allow using autonomous robots to complement human rescuers in saving people lives after an earthquake or natural disaster in the future,” Scaramuzza says.
This article is originally posted on Tronserve.com
binder USA Introduces New Snap-in IP67 Twin Distributor
Jun 10, 2019
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Camarillo, CA - June 5, 2019 - Binder USA, LP has integrated to its 720 Series of tiny round connectors with a new snap-in IP67 twin distributor. The new twin distributor - a single male connector into two female connectors - provides a welcome new option for designers and installers who want a miniature circular connector for today's machine building and automation applications. The new twin distributor features 3 and 5 gold-plated contacts rated up to 7A at 250V (5A at 125 V). The twin vendor is also a streamlined robust splitter, the ideal solution for splitting off a connection with two covered paths.
The IP67 protection rating makes the binder Twin Distributor ideal for use in applications where a simple waterproof connection is recommended. Medical grade versions are also available.
Product highlights consist of:
binder Series: 720
Twin distributor: male connector into two female connectors
Wiring: 1:1
Contacts: 3 and 5
Degree of protection: IP67
Rated voltage: 250 V - 125 V
Rated current: 7 A - 5A (per conductor)
Contact plating: Au (gold)
Colors: Black (standard), red, blue, or green
This article is originally posted on Tronserve.com
The IP67 protection rating makes the binder Twin Distributor ideal for use in applications where a simple waterproof connection is recommended. Medical grade versions are also available.
Product highlights consist of:
binder Series: 720
Twin distributor: male connector into two female connectors
Wiring: 1:1
Contacts: 3 and 5
Degree of protection: IP67
Rated voltage: 250 V - 125 V
Rated current: 7 A - 5A (per conductor)
Contact plating: Au (gold)
Colors: Black (standard), red, blue, or green
This article is originally posted on Tronserve.com
Omron to Release New E2E NEXT Proximity Sensors
Jun 10, 2019
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Hoffman Estates, IL., June 7, 2019 - Industrial automation solutions provider Omron Automation Americas has included more than 2,500 new models to its E2E NEXT line of proximity sensors. Highlights of the new models come with an increased sensing distance that minimizes place contact during output and IoT capabilities for improved predictive maintenance.
Contact avoidance is crucial for maximizing uptime. Seventy percent of unexpected equipment downtime is triggered by component failures, of which proximity sensors account for a large proportion. E2E sensors are designed to help manufacturers reduce possibilities causes of unexpected downtime while benefiting from the sensors' environmental resistance.
The improvement of IO-Link functionality allows the sensors to decrease recovery time by indicating the location and cause of deficiencies. They can also notice warning signs of impending failures and notify users via the network. The combination of IoT capabilities, long sensing distance, and oil resistant sheathing reduces the risk of sudden equipment shutdowns by a factor of three.
In recap, Omron's new E2E proximity sensors are:
• Stable. The E2E NEXT line's long sensing distance prevents unexpected equipment downtime caused by target contact, making the continued operations more stable.
• Flexible. The extra-long sensing distance makes it possible to solve size-limited applications with smaller form factor sensors.
• IoT-enabled. The DC 3-wire models use IO-Link to help identify the location and cause of failures in real time.
• Oil-resistant. E2E sensors are resistant to cutting oil, which accounts for approximately 30% of unexpected component failures.
• Easy to use. The sensors' user-friendly design makes it easy to confirm detection status and ensures that your facility can recover quickly without requiring advanced support.
This article is originally posted on Tronserve.com
Contact avoidance is crucial for maximizing uptime. Seventy percent of unexpected equipment downtime is triggered by component failures, of which proximity sensors account for a large proportion. E2E sensors are designed to help manufacturers reduce possibilities causes of unexpected downtime while benefiting from the sensors' environmental resistance.
The improvement of IO-Link functionality allows the sensors to decrease recovery time by indicating the location and cause of deficiencies. They can also notice warning signs of impending failures and notify users via the network. The combination of IoT capabilities, long sensing distance, and oil resistant sheathing reduces the risk of sudden equipment shutdowns by a factor of three.
In recap, Omron's new E2E proximity sensors are:
• Stable. The E2E NEXT line's long sensing distance prevents unexpected equipment downtime caused by target contact, making the continued operations more stable.
• Flexible. The extra-long sensing distance makes it possible to solve size-limited applications with smaller form factor sensors.
• IoT-enabled. The DC 3-wire models use IO-Link to help identify the location and cause of failures in real time.
• Oil-resistant. E2E sensors are resistant to cutting oil, which accounts for approximately 30% of unexpected component failures.
• Easy to use. The sensors' user-friendly design makes it easy to confirm detection status and ensures that your facility can recover quickly without requiring advanced support.
This article is originally posted on Tronserve.com
KLM Airlines Partners With University on Fuel-Efficient V-Shaped Passenger Plane Design
Jun 7, 2019
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Every now and then an experimental plane is displayed in an endeavor to display the innovative spirit of the organization building it, as part engineering experiment and part marketing project. The latest display is a university student’s design picked up by the national carrier KLM Royal Dutch Airlines.
In the statement from CNN on Tuesday, KLM shows off policies for the Flying-V aircraft, designed by Justus Benad of the Technical University of Berlin and developed further by a research team at the Delft University of Technology. It looks like a mixture between a stealth aircraft and a passenger jet, with the passenger seating, cargo hold, and fuel tanks all incorporated into the wide, V-shaped wings.
The Flying-V can transport 314 passengers, very similar to the Airbus A350, although use 20 percent less fuel. Although it looks wide, the 213-feet width is well within standard airport infrastructure. The fuel efficiency comes from both the shape and the relatively light weight, said Roelof Vos, project leader at the Delft University of Technology.
'Aviation is contributing about 2.5 percent of global CO2 emissions, and the industry is nonetheless growing, so we really need to look at more sustainable airplanes,' said Vos in a statement to CNN. 'We cannot simply electrify the whole fleet, as electrified airplanes become way too heavy and you can't fly people across the Atlantic on electric airplanes — not now, not in 30 years. So we have to come up with new technologies that reduce fuel burn in a different way.”
Up to date, the university team has worked on making certain the fuselage shape actively strengthens the life of the aircraft. They have done mathematical testing and early wind tunnel tests so far, but are still working on creating a full-scale, flyable model. If that goes according to plan, it will see its maiden flight in September.
“We need to do much more testing in wind tunnels—high speed and low speed—to demonstrate that this airplane is efficient as we think,” Vos told CNN.
And if that doesn’t get off the ground, there’s always the marketing angle—a mock-up of the plane’s cabin will be open to the public at Schiphol airport in Amsterdam in October, to help ring in KLM’s 100th anniversary.
This article is originally posted on tronserve.com
Industry 4.0: Why Manufacturers Need to Keep Their Eye on the Long Game
Jun 7, 2019
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An industrial revolution is an essential shift in the way industry works that forever changes the way manufacturing is done. Nevertheless, besieged by bright shiny objects of Industry 4.0, manufacturers should focus on lasting goals other than being swept up by the abundance of new technologies, such as cloud, big data, IoT, mobile, location, additive manufacturing, edge computing, miniaturization, augmented and virtual reality, artificial intelligence (AI), automation, and robotics.
Without a doubt, the blossoming of new disruptive technologies has increased the bar on what customers anticipate, putting pressure on manufacturers to deliver more product options quickly and more conveniently. Still very much like the first three industrial revolutions, it is this communication and collaboration that drive a great deal of the business value that Industry 4.0 offers.
We are all aware the history and impact of past industrial revolutions: Industrial Revolution 1.0 (1760-1830) was defined by mechanization powered by steam, which set the stage for bridges, trains, and shipbuilding; Industrial Revolution 2.0 (1870-1914) was driven by the development of mass production powered by electricity and the assembly line. But it was the Industrial Revolution 3.0 (1970-2000) referred to as the “computer revolution” that really helped to set the stage for the next iteration. This revolution supplanted analog, electric, and mechanical devices with digital, and was very quickly followed by the invention of the internet. Barely is it over and we have plunged into the fourth revolution. The next seismic shift in manufacturing and development is the Industrial Revolution 4.0 (2010-?), which is driven by a multitude of technologies, but in general, is known by a marriage between cyber-physical systems. New technologies like artificial intelligence (AI), robots, and the Internet of Things (IoT) interact to create smart factories, devices, and self-regulating systems.
According to Deloitte’s Forces of Change, “Industry 4.0 … marries advanced manufacturing approaches with the Internet of Things to form a digital manufacturing enterprise that is not only interconnected, but communicates, analyzes, and uses information to drive further intelligent action back in the physical world.”
Additive manufacturing, robotics, and automation all have a direct impact on the manufacturing process and are a key force behind Industry 4.0. The results of these technologies in manufacturing are undeniable. Here is an example, the athletic shoe company New Balance uses 3D printing, not just for design prototypes, but also to customize parts of their shoes for athletes. But concentrating on these immediate and obvious benefits of these technologies in isolation obscures the bigger picture, where huge opportunities lie.
Thinking Outside the Silo
Though every bit of these technologies is powerful by itself, the real power of Industry 4.0 comes from the positive reinforcement, the virtuous circle that together they create. Unlike the previous industrial revolutions, the convergence of these technologies amplifies the power of each, to produce a powerful wave of transformation.
As Bernard Marr writes in his article What is Industry 4.0?, “Ultimately, it's the network of these machines that are digitally connected with one another and create and share information that results in the true power of Industry 4.0.”
The impact of this Industry 4.0 unsung hero, the digital business network, is observable in the consumer realm. Consider AirBnB and Uber. Demand and supply are disintermediated and decentralized. Both sides, consumers and service providers, connect directly to schedule and execute the service, to settle payment, and to review and rate the transaction. Equally, Uber’s network collapses the chasm between demand and supply, while mediating the allocation of supply to demand autonomously with AI. The benefits of this direct matching of supply to the demand are tremendous and undeniable. Dropping costs, delays and making for a much more frictionless transaction.
An Intelligent Network for Manufacturers
Manufacturers can generate the technology of Industry 4.0 enabled by a digital business network, to realize equivalent, if not greater, advances in their industry, as there are numerous points of friction. Therefore, some of the biggest opportunities for transformative advances, lie outside the four walls of the manufacturer, and in better coordinating and optimizing the manufacturing supply network.
From the buyer to the factory floor, and back through layers of suppliers, the business-to-business (B2B) value chain is even more challenging, with multiple parties in multiple tiers, creating endless points of contact and more friction. Similar to the Uber and AirBnB examples, and driven by AI, these global real-time networks connect all parties to automatically match supply to demand at all nodes of the supply network.
Multi-party digital networks, connect customers, manufacturers, suppliers, and logistics providers in real-time creating an intelligent network comprising factories, machines, vehicles, and devices and streaming services which include weather and traffic. The network maintains an authoritative, single version of the truth to ensure critical information about demand, supply and logistics is propagated in real-time across all tiers. Manufacturers and their trading partners need only connect once to the network, then all connections between these partners are handled virtually by the cloud platform, getting rid of challenging IT connections and highly-priced projects.
These networks enable much broader collaboration and coordination of manufacturers, suppliers, and logistics partners, which results in a smoother supply to factories while reducing inventory and expedited freight expenses. Additionally, they support multi-tier planning, including supplier capacity representation to enable supply-demand matching to reflow supply autonomously, to where demand is most critical. AI-powered intelligent agents consistently monitor and incrementally plan and execute across the network to help accomplish optimal service levels at the lowest cost. This just isn’t feasible without near-real-time connectivity between all parties and all systems. Higher “Altitude,” Higher Value.
The powerful “meshing” of these technologies with the power of machine learning and AI, provides a complete, global view and enables these technologies to communicate and regulate processes autonomously. It promises to deliver serious and essential insights about where value lies, and identify countless value “leaks” across the ecosystem.
Here, AI, IoT, and the network play a key role in connecting all parties in real-time so they can detect issues ahead of time, intervene, and collaborate to resolve them to enhance safety and performance, as well as improve products and run the factory more efficiently and safely.
Fundamentally, Industry 4.0 is about a constellation of technologies that perform optimally when interconnected and smartly coordinated across the parties and across the cyber-physical divide. It is this communication and collaboration that drive much of the business value that Industry 4.0 offers. When better connected, manufacturers are better positioned to leverage the power of Industry 4.0, within the factory through 3D printing, robotics, and IoT, and they’re better positioned to align objectives and resources across the value chain to deliver the most value to the end customer at the lowest cost.
This article is originally posted on tronserve.com
How Safety Can Increase Adoption of New Technologies
Jun 7, 2019
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The concern that technology will swap a job or worker has existed for centuries. The infamous example of Luddites breaking textile machinery to preserve their jobs perhaps have happened in the 19th century, but many in the 21st century still react to change with defensiveness and concern.
This is merely natural. Humans are hardwired to scrutinize new information. There are several techniques that help ease transitions — introduce something new with something familiar, for example, or have a leader show his commitment to the technology by using it first. But the simplest way we've found to transition employees to new technology is to demonstrate to them how the tech will keep them safe.
In a variety of ways, automation and wearables accomplish that goal and more. Our MARK 2, for example, allows for improved attention and focus on tasks, as it is handsfree. What's more, it avoids repetitive stress injuries from pulling on a scangun thousands of times throughout a day.
In other examples, vests connected to forklifts could also notify the drivers when someone is in proximity, lessening the number of possible accidents. And using tools to help place packages reduces the risk of a pallet collapsing, as they can place packages in less precarious positions.
The examples go on, as new wearables and technologies are emerging constantly to enhance worker safety and productivity. Human-centric design satisfies both of these needs, and puts the employee at the heart of the process; instead of being a person to be replaced, he or she is someone to be empowered.
In addition, the advantages of focusing on safety stretch far beyond the introduction of new technologies. In a now-famous story of ALCOA, the aluminum manufacturer, paying attention on safety created a incredible benefit for the company itself. As workers began to think that their safety came first, they cared more deeply about the company and turned in a better product as a result. Problems, once identified, would instantly be slated for improvements — and as the company began to reinvest in its workers, their habits changed and improved. After just a couple of years, ALCOA began to deliver record profits and revenues. The workers lifted the company, which profited from the change.
Today, lots of companies feel pressure to innovate. They see the rise of technology companies and the ability for technology to improve bottom lines and profits, but a lot of workers would perceive such arguments as insensitive to their needs and obligations.
Actually, the fastest way to get buy-in from men and women on a factory floor is to demonstrate the benefits directly to your employees — that these technologies make good on the promise that they will go home from work in the same conditions they arrived.
This article is originally posted on tronserve.com
Amazon Says Drones Will be Making Deliveries in 'Months'
Jun 7, 2019
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Amazon stated Wednesday that it plans to use self-piloted drones to supply packages to shoppers' home in the upcoming months.
The online shopping leader just didn't give specific timing or say where the drones will be making deliveries.
Amazon explained its new drones use computer vision and machine learning to recognize and avoid people or clotheslines in backyards when landing.
'From paragliders to power lines to a corgi in the backyard, the brain of the drone has safety covered,' said Jeff Wilke, who supervises Amazon's retail business.
Wilke said the drones are entirely electric, can fly approximately 15 miles (24 kilometers), send in 30 minutes and carry goods that weigh approximately 5 pounds (2.3 kilograms), like a paperback or toothpaste.
Amazon is actually working on drone transporting for years. Back in December 2013, Amazon CEO and founder Jeff Bezos told the '60 Minutes' news show that drones would be flying to customer's homes in five years. But that deadline passed due to regulatory hurdles.
The Federal Aviation Administration, which often regulates professional use of drones in the U.S., didn't instantly answered to a request for comment Wednesday. In April, a subsidiary of search giant Google received approval from the FAA to make drone deliveries in parts of Virginia.
Wilke said that the company is working with several regulatory agencies to get approval. 'We expect to do it within months,' he said
This article is originally posted on tronserve.com
Amazon Uses 800 Robots to Run This Warehouse
Jun 7, 2019
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At Amazon’s re:MARS seminar in Las Vegas today, who else but Amazon is introducing two new robots designed to make its fulfillment centers even more satisfying. Xanthus (named after a mythological horse that could very temporarily talk but let’s not read too much into that) is a thoroughly redesigned drive unit, one of the robotic mobile bases that carries piles of stuff around for humans to pick from. It has a thinner profile, a third of the parts, costs half as much, and can wear different modules on top to perform a much wider variety of tasks than its predecessor.
Pegasus (named after a mythological horse that could fly but let’s not read too much into that either) is also a mobile robot, but much smaller than Xanthus, designed to help the company quickly and effectively sort individual packages. For Amazon, it’s a totally new large-scale robotic system involving tightly coordinated fleets of robots tossing boxes down chutes, and it’s just as fun to watch as it sounds.
Amazon has 800 Pegasus products just deployed at a sorting facility in the United States, adding to their newly updated total of 200,000 robotic drive units worldwide. If the Pegasus system looks familiar, it’s because other warehouse automation companies have had something that’s at least superficially very similar up and running for years.
But the most interesting headline that Amazon made, kind of low key and right at the end of their re:MARS talk, is that they’re working on ways of making some of their mobile robots actually collaborative, leveraging some of the technology that they acquired from Boulder, Colo.-based warehouse robotics startup Canvas Technology earlier this year:
“With our recent acquisition of Canvas, we wish to be able to combine this drive platform with AI and autonomous mobility capabilities, and for the first time, let our robots to move outside of our robotic drive fields, and interact collaboratively with our associates to do a number of mobility tasks,” said Brad Porter, VP of robotics at Amazon.
At the moment, Amazon’s robots are actually separated from humans except for one hugely structured station where the human only communicates with the robot in one or two very specific ways. We were told a few months ago that Amazon would like to have mobile robots that are able to move things through the areas of fulfillment centers that have people in them, but that they’re (quite rightly) worried about the safety aspects of having robots and humans work around each other. Other companies are already doing this on a smaller scale, and it means developing a reliable safety system that can deal with randomly moving humans, environmental changes, and all kinds of other stuff. It’s much more difficult than having a nice, clean, roped-off area to work in where a wayward human would be an exception rather than just another part of the job.
It now sounds like Canvas has delivered the secret sauce that Amazon wanted to launch implementing this level of autonomy. As for what it’s going to look like, our best guess is that Amazon is going to have to do a little bit more than slap some additional sensors onto Xanthus or Pegasus, if for no other reason than the robots will almost certainly need more ground clearance to let them operate away from the reliably flat floors that they’re accustomed to. We’re expecting to see them performing many of the tasks that companies like Fetch Robotics and OTTO Motors are doing already — moving everything from small boxes to large pallets to keep humans from having to waste time walking.
Of course, this all feeds back into what drives Amazon more than anything else: efficiency. And for better or worse, humans are not distinctively good at moving things from place to place, so it’s no surprise that Amazon wants to automate that, too. The good news is that, at least for now, Amazon actually needs humans to babysit all those robots.
This article is originally posted on Tronserve.com
Pegasus (named after a mythological horse that could fly but let’s not read too much into that either) is also a mobile robot, but much smaller than Xanthus, designed to help the company quickly and effectively sort individual packages. For Amazon, it’s a totally new large-scale robotic system involving tightly coordinated fleets of robots tossing boxes down chutes, and it’s just as fun to watch as it sounds.
Amazon has 800 Pegasus products just deployed at a sorting facility in the United States, adding to their newly updated total of 200,000 robotic drive units worldwide. If the Pegasus system looks familiar, it’s because other warehouse automation companies have had something that’s at least superficially very similar up and running for years.
But the most interesting headline that Amazon made, kind of low key and right at the end of their re:MARS talk, is that they’re working on ways of making some of their mobile robots actually collaborative, leveraging some of the technology that they acquired from Boulder, Colo.-based warehouse robotics startup Canvas Technology earlier this year:
“With our recent acquisition of Canvas, we wish to be able to combine this drive platform with AI and autonomous mobility capabilities, and for the first time, let our robots to move outside of our robotic drive fields, and interact collaboratively with our associates to do a number of mobility tasks,” said Brad Porter, VP of robotics at Amazon.
At the moment, Amazon’s robots are actually separated from humans except for one hugely structured station where the human only communicates with the robot in one or two very specific ways. We were told a few months ago that Amazon would like to have mobile robots that are able to move things through the areas of fulfillment centers that have people in them, but that they’re (quite rightly) worried about the safety aspects of having robots and humans work around each other. Other companies are already doing this on a smaller scale, and it means developing a reliable safety system that can deal with randomly moving humans, environmental changes, and all kinds of other stuff. It’s much more difficult than having a nice, clean, roped-off area to work in where a wayward human would be an exception rather than just another part of the job.
It now sounds like Canvas has delivered the secret sauce that Amazon wanted to launch implementing this level of autonomy. As for what it’s going to look like, our best guess is that Amazon is going to have to do a little bit more than slap some additional sensors onto Xanthus or Pegasus, if for no other reason than the robots will almost certainly need more ground clearance to let them operate away from the reliably flat floors that they’re accustomed to. We’re expecting to see them performing many of the tasks that companies like Fetch Robotics and OTTO Motors are doing already — moving everything from small boxes to large pallets to keep humans from having to waste time walking.
Of course, this all feeds back into what drives Amazon more than anything else: efficiency. And for better or worse, humans are not distinctively good at moving things from place to place, so it’s no surprise that Amazon wants to automate that, too. The good news is that, at least for now, Amazon actually needs humans to babysit all those robots.
This article is originally posted on Tronserve.com